APPAREL QUALITY MANAGEMENT Assignment- 2 New Quality control tools used in resolving problems in Apparel manufacturing industry Submitted to :Mr. Jayant Kumar Submitted by:_- Assistant Professor, Swapnil Krishna NIFT Patna BFT/19/1073 NEW QUALITY TOOLS Formal research on the seven new quality tools began in 1972 as part of the Japanese Society of QC technique development meetings. It took several years of research before the seven new tools were formalized. The original seven tools of quality (scatter diagram, flow charts, histogram, etc.) were adequate for data collection and analysis. However, the new tools allow for more identification, planning, and coordination in finding a problem solution. The seven new tools, as written by Japanese authors Mizuno Shigeru (1988) and Asaka Tetsuichi and Ozeki Kazuo (Tetsuichi, 1990), are: 1. Relations diagram 2. Affinity diagram (KJ method) 3. Systematic diagram 4. Matrix diagram 5. Matrix data analysis 6. Process decision program chart (PDPC) 7. Arrow diagram Affinity Diagrams The affinity diagram is a technique that an individual or team can use for problemsolving. Affinity encourages creativity by everyone on the team at all phases of the process. Affinity Diagrams break down longstanding communication barriers. Affinity Diagrams encourages creativity by everyone on the team at all phases of the process. It can break down longstanding communication barriers. It can encourage nontraditional connections among ideas/issues. It allows breakthroughs to emerge naturally, even on long-standing issues. It encourages “ownership” of results that emerge because the team creates both detailed input and general results. It can overcome “team paralysis,” which is brought on by an overwhelming array of options and lack of consensus. It encourages non-traditional connections among ideas/issues. It allows breakthroughs to emerge naturally, even on long-standing issues. IT Encourages “ownership” of results that emerge because the team creates both the detailed input and general results. It overcomes “team paralysis,” which is brought on by an overwhelming array of options and lack of consensus. Unfamiliar problems may present difficulties to the group. This technique is beneficial for new or complex problems. The affinity diagram appears similar to the mind mapping technique, in that one generates ideas that link up to other ideas to form thought patterns. The affinity diagram uses an organized method to gather facts and ideas to form developed patterns of thought. To allow a team to creatively generate a large number of ideas/issues and then organize and summarize natural groupings among them to understand the essence of a problem and breakthrough solutions. It can be widely used in the planning stages of a problem to organize ideas and information. INTERRELATIONSHIP DIAGRAM The l.D. technique is ideal for complex problems. The I.D technique allows a team to systematically identify, analyze, and classify the cause-and-effect relationships that exist among all critical issues so that key drivers or outcomes can become the heart of an effective solution. If the issue is very complex, exact relationships may be difficult to determine. There may be intertwined causal relationships involved. The l.D. technique encourages team members to think in multiple directions rather than linearly. It explores the cause-and-effect relationships among all the issues, including the most controversial. It allows the key issues to emerge naturally rather than allowing the issues to be forced by a dominant or powerful team member. It systematically surfaces the basic assumptions and reasons for disagreements among team members. It allows a team to identify the root cause(s) even when credible data doesn’t exist. The idea is to have a creative, problem-solving process that will eventually indicate some key causes. In fact, the final “solution” to the problem will be determined when the team has analyzed the graph for the key causes. The interrelationship diagram can also be referred to as a relations diagram, although there are some minor differences in the uses of the digraph. Several other tools can be used as material for this techniques Relations Diagrams For Finding Solutions Strategies by Clarifying Relationships with Complex Interrelated Causes. To allow a team to systematically identify, analyze, and classify the cause and effect relationships that exist among all critical issues. • Useful at planning stage for obtaining perspective on overall situation. • Facilitates consensus among team • Assists to develop and change people’s thinking • Enables priorities to be identified accurately Tree Diagram For Systematically Pursuing the Best Strategies for Attaining an Objective Develops a succession of strategies for achieving objectives Reveals methods to achieve the results. Also known as Systematic diagrams or Dendrograms. Matrix Diagrams For Clarifying Problems by “Thinking Multidimensionally” To allow a team or individual to systematically identify, analyze, and rate the presence and strength of relationships between two or more sets of information. Arrows Diagram ➢ For Working Out Optimal Schedules and Controlling Them Effectively Shows relationships among tasks needed t implement a plan ➢ Network technique using nodes for events and arrows for activities ➢ Allows overall task to viewed and potential snags to be identified before work starts ➢ Leads to discovery of possible improvements ➢ Makes it easy to monitor progress of work ➢ Deals promptly with changes to plan Improves communication among team Process Decisions Program Charts (PDPC) PDPCs are used for planning the activities needed to solve problem when information is incomplete or the situation is fluid and hard to forecast. Examples include planning an R & D project, mapping out countermeasure against longterm chronic problems, and planning a sales campaign. A PDPC consists of a series of steps linked in sequence. Its goal is to depict the events and contingencies likely to occur when progressing from a starting point to one or more final outcomes. Tool 7 - Prioritization Matrix (Matrix Data Analysis) Technique quantifies and arranges data presented in Matrix Based solely on numerical data. Finds indicators that differentiate and attempt to clarify large amount of information. Prioritization Matrix is used by teams to narrow down options through a systematic approach of comparing choices by selecting, weighting, and applying criteria. Identify the Problem Defects in apparel manufacturing includes sewing defects while stitching process is carried out.This leads to high monthly rejection. Sewing Defects Solving Process In a sewing defects solving process you may commonly find the following process. This one is a continuous process where you need to follow to solve your sewing defects problem in a garments industry. Find out top defects respective areas Find out Root causes by the 6M method Taking corrective action Assign work of a responsible person Keep statistical data 6. Follow up improvement 1. 2. 3. 4. 5. Step-1: The first step to creating the diagram is to write the Effect on the right side in a box. You can write a problem you faced in your production processes or identify a quality problem and write it in the box. Step-2: Following this effect box, a horizontal line has to be drawn from the effect to its left. Step-3: After this think of all the categories of factors that are leading to the effect. These categories should be such that the visualization of the diagram will be easy. One such set of effective categories consists of the 6M’s which are Machinery, Manpower/People, Mother nature/Environment, Method, Materials, and measurement. The process of categorizing the potential causes can be very useful to breakdown the complex problems and focus on various perspectives. Step-4: After looking at the categories the causes have to be identified and arranged. This can be done through the proper technical investigation of the process, asking people close to the process etc. The quality of any apparel is depended a lot on the absence of any defects. And this can be made possible and consistent only if the quality in the manufacturing is kept at a strict control. Defects in apparel can arise from cutting, sewing, finishing etc. only to name a few and the key job of any quality management team is to figure out the key source/cause of such defect to rectify it. And Root Cause Analysis comes a great way to identify those defects and work on them. Affinity Diagram of the problem FACTORS AFFECTING Stitching DEFECTS SEAM PUCKERING HAPPENS Seam puckering in one of the common problems found in the garment seam. The appearance of puckering in a garment is not desirable. So, to eliminate the generating puckering in a seam, you can do root cause analysis with your team and prepare this diagram. If the possible causes are listed down in the cause-andeffect diagram, we will find the following. Puckering can be generated due to incompatible sewing thread and fabric, fabric feeding in a sewing machine, unskilled sewing operator, components that are sewn together may not be equal in Broken stitch The fabric slips under the stitching when the loop has formed. This is because the needle has difficulty penetrating the fabric due it has very tight structure. This happens especially when the stitch has done in the same direction as the weft fabric or the bias. If an excessive tension is applied to the thread. When the stitch has formed, the thread tries to recover or return to its original length. What ends up producing a puckering of the fabric as soon as it comes out of the pressure exerted by the presser foot. Or as soon as the fabric loses the Broken stitches are commonly found in a garment seam. You know any broken stitch in a garment is a critical defect. To reduce the frequency of such defect generation, you can do the root cause analysis. Here we have shared the possible reasons for broken stitches in garments shown in four categories. You need to narrow down the reasons after analyzing each possibility. Either the thread break occurs during the sewing process in which the needle thread or the bobbin thread break when the stitch is formed. measurement. The cause might be machine set-up the machine is not adjusted to fabric or thread tension is not set-up correctly The seams are retain because of the machine. This occur when the fabric is sew with an unbalanced feed drop tension. Having an unbalanced top and bottom tension produces a disparate displacement between the layers of tissue. It usually happens because the press foot exerts a different pressure to exert by the feed dog. Or because the operator retains the fabric. tension provided by the sizing after FACTORS AFFECTING washing. SEWING DEFECTS The causes of a thread breakage can be many and range from: • Inadequate thread quality. • Inadequate ratio between thread thickness and needle size. • It is described as a Skipped Stitch when in a seam the length of the stitch bar irregularly. Stitches are found with the correct length along with longer ones, normally twice the desired length. The thickness of the thread is too thin in relation to the size of the needle used. • Tread tension too high. • Stitch density too low. Skipped Stitch can occur due: • Needle incorrectly placed. • For a mismatch or poor lubrication in the mechanism of the bobbin. • Due to overheating of the needle. Improper machine. Improper handling of the operator. Skipped Stitch or Slipped stitch • • • • • A failure in the loop formation that makes up the stitch due to a bad adjustment or maintenance of the sewing machine. Due a wrong relationship between thickness of needle and thread. A defective, poor quality or damaged needle. Inappropriate thread size. Inadequate twisting of the thread. • Stress lag in the needle thread. • Stitch length too long. TREE DIAGRAM FOR THE PROBLEM SEWING DEFECTS BROKEN STITCHES HIGH/LOW SKIPPED STITCHES FULLNESS . Marking up down 1. Failure of hook or looper and needle to enter the loop at correct 1. Inefficient operator. Not following the approved sample 1. Tension is too tight . Operator negligence time 2. Operator not checking his own work before passing to next process 2. Poor thread quality Marking up/down 2. Irregular thread tension on upper or lower loop 3. Mishandling of cut panels during stitching. 3. Due to needle deflection 4. Negligence of Supervisor and they do not check the work of the operator. 4. Wrong Seam Width 5. In line QC not doing proper checking per operation during the inline audit. The machine running in over speed 3. The wrong thread size 6. Machine not properly adjusted Conclusion Quality leads to improvement in productivity and at the same time it also leads to customer’s satisfaction. Study has been conducted to define the role of quality control tools in Apparel industry. In the Quality management system these tools can be much wider applied with certain success. Quality tools are not so wider spread as expected although they are quite simple for application an easy for interpretations. Main goal of the study is to reduce the cost per component by reduction in monthly rejection of the components After studying the problems, various parameters affecting the quality of the final product were identified and data was collected with accuracy and precision. New Quality tools i.e. Affinity Diagrams and Tree Diagram were used.
