Project Report
On
IMPLEMENTATION OF QUALITY MANAGEMENT SYSTEM
IN RAYMOND MADE-TO-MEASURE
A dissertation submitted in partial Fulfilment of
the requirement for the award of Degree in Master of Fashion
Technology (Apparel Production)
Submitted by
Nuti Mehta
Under the Guidance
of
Ass. Prof.Mr. Pranav Vora
Submitted to
Department of Fashion Technology (DFT)
National Institute of Fashion Technology (NIFT), Gandhinagar
(Ministry of Textiles, Govt. of India)
(MAY 2015)
ABSTRACT
The entire project revolves around the quality management system. Improving quality
is one of the key factor for success to stay in today‘s competitive marketplace. The
project aims at making a standardized procedure to define the quality level of each
garment made in the factory because we, as customers, demanding better products and
services. And if we do not receive what we want from one supplier, we have many
others to choose for the same.
The 1st thing that most of the customers look for in a garment is the ―FIT‖. Since every
individual has got different body measurements, so that mass produced garment don‘t
fit them properly. To fit the garment perfectly on the body, the patterns have to be
customized before making garment. This concept of making a garment according to the
measurement of the individually is known as ―Made-To-Measure‖ or MTM in short.
―Made-To-Measure: A garment which belongs to uniquely to you as your personal
signature.‖
This project aims at making standard procedure to define the quality level of individual
garment and thereby reduce the errors regarding quality as well as making system for
customer feedback. It will also reduce the rework and improve the quality of garment
as well as brand name and customer satisfaction.
Certificate
“This is to certify that this Project Report titled “Quality Management
System for Raymond Made-to-measure” is based on myNuti Mehta
original research work, conducted under the guidance of Asso. Prof.Mr.
Pranav Voratowards partial fulfilment of the requirement for award of the
Master’s Degree in Fashion Technology, of the National Institute of
Fashion Technology, Gandhinagar.
No part of this work has been copied from any other source. Material,
wherever borrowed has been duly acknowledged.”
…………………………………………………….
Nuti Mehta
Master of Fashion Technology (Batch 2013-2015)
Department of Fashion Technology.
National Institute of Fashion Technology,
Gandhinagar,
Gujarat, India
…………………………………………………….
Asso. Prof.Mr. Pranav Vora
Department of Fashion Technology.
National Institute of Fashion Technology,
Gandhinagar,
Gujarat, India
ACKNOWLEDGEMENT
All good things come to an end and so was our sojourn at Silver Spark
Apparel Limited, Bangalore where I am doing my research project.
At the very outset, I find myself fully engulfed in immense pleasure in
expressing my sincere and profound gratitude toMr.ShashiBhushan
(Plant
Head),
Mr.SharanappaBalaganur(MTM
Head)
Mr.Nitesh
Srivastava (MTM Production Head), for providing me an opportunity to
do this momentous project in this prestigious organization. I would also
like to extend my sincere and heartfelt gratitude to Ms.Prarthana and
Ms.SwasthikaMallya(H R Department),without whose help, this project
would not have been possible.
I would like to extend my heartfelt thanks and profound gratitude to
Mr.Varun Mishra (MTM Executive), who has been a constant source of
inspiration and knowledge throughout the period, for his valuable guidance
and support in doing these fruitful and challenging projects. It was an
unforgettable and enriching experience to me.
I would like to thank all the wonderful members of SSAL MTM for their
affection and co-operation that they had extended which made MY project
an unforgettable learning experience.
Back at my institute, I would like to express my sincere thanks to
Ms.Aarti Solanki (Course Co-ordinator M.F.Tech – NIFT Gandhinagar),
Ass. Prof.Mr. Pranav Vora (College Mentor) and all the members of
‗Department of Fashion Technology‘ for helping me out in the best
possible way.
Nuti Mehta
Contents
ABSTRACT ........................................................................................................................................... 3
Chapter 1 Introduction....................................................................................................................... 10
1.1 BACKGROUND ........................................................................................................................... 11
1.1.1 Made to measure differs from ready to wear garments ................................................. 11
1.1.2 Quality Management in Made-to-Measure ..................................................................... 11
1.2
Research Objective ............................................................................................................. 11
1.2.1
Primary Objective ....................................................................................................... 11
1.2.2
Secondary Objective ....................................................................................................... 12
1.3
Benefit of Project................................................................................................................. 12
Chapter 2 Review of Literature ......................................................................................................... 13
2.1 Points, Which Have Been Taken Into Consideration While Doing the Literature Review
for the Project (Quality Management System), Are As Below: .................................................. 14
2.1.1 What is made-to-measure?................................................................................................ 14
2.1.2 Process overview of MTM tailoring ................................................................................. 15
2.1.3 History of Made-To-Measure garments........................................................................... 15
2.1.4 First MTM implementation .............................................................................................. 16
2.1.5 Quality................................................................................................................................. 16
2.1.6 Quality Management system ............................................................................................. 20
2.1.7 8D......................................................................................................................................... 24
Chapter 3 Research Methodology ..................................................................................................... 29
Reduced quality and process issues on the production floor ....Ошибка! Закладка не определена.
4.2. Reduced quality and process issues on the shop. ...............Ошибка! Закладка не определена.
3.1 Introduction to process of made-to-measure .......................................................................... 31
3.1.1 Process Flow from order receive to track sheet issue ..................................................... 31
3.2 Department wise Detail ............................................................................................................ 34
3.2.1 Fabric Store ........................................................................................................................ 34
3.2.2 Fabric Receiving................................................................................................................. 35
3.2.3 Trims Store ......................................................................................................................... 35
3.2.4 Cutting Department ........................................................................................................... 36
3.2.5 Laying .................................................................................................................................. 37
3.2.6 Cutting ................................................................................................................................ 37
3.2.7 TICKETING ...................................................................................................................... 37
3.2.8 FUSING .............................................................................................................................. 38
3.2.9 READY CUTTING ............................................................................................................ 39
3.3 QUALITY CHECK POINT IN THE JACKET LINE .......................................................... 40
Chapter 4 Bibliography ...................................................................................................................... 66
Bibliography ......................................................................................................................................... 67
List of tables
Table 1 Organization structure of quality department .......................................................................... 17
Table 2 Research Methodology ............................................................................................................ 30
Table 3 Fabric Roll Identification ......................................................................................................... 35
Table 4 Jacket part fusing ..................................................................................................................... 38
Table 5 Fusing of trouser ...................................................................................................................... 38
Table 6 Trouser sewing end line check ................................................................................................. 44
Table 7 Day wise order in mtm .......................................................................................................... 45
Table 8 Order return to factory for Alteration ................................................................................ 46
Table 9 Citywise alteration data............................................................................................................ 47
Table 10 Jacket sewing end line inspection ...................................................................................... 48
Table 11 TRouser cutting data .......................................................................................................... 49
Table 12 Trouser sewing defect ......................................................................................................... 49
List of Figures
Figure 1 PDCA Cycle.......................................................................................................................... 16
Figure 2 Quality check sequence department wise ............................................................................... 18
Figure 3 PDCA Cycle.......................................................................................................................... 19
Figure 4 Quality Management ........................................................................................................... 20
Figure 5 Quality Management Framework ........................................................................................... 22
Figure 6 8D Respond Report
8D Response Report
WHO IS EFFECTED BY THE PROBLEM?
Date Open:
8D No:2
Customer
Complaint
No
Company:
Address:
Section
Part No./Code
X
Product Name :
Initial Response:
Target Close Date:
Revission Date(S):
8D Initiator:
8D Initiator'S Spvr:
X EXTERNAL Actual Close Date:
INTERNAL
D1XTEAM MEMBER NAMES/TITLES:
D2 PROBLEM STATEMENT/DESCRIPTION (quantity) (One defect Per 8D)
What:
Champion:
Where:
Team Leader:
When:
Team Members:
How many:
Impact:
D3 CHOOSE AND VERIFY INTERIM CONTAINMENT ACTION (S) (ICA)
%
Effective Target
:
Date:
Actual Date:
TRIMMING OF PANELS AT CUTTING ENDLINE INSPECTION
HOW DID YOU VERIFY THE EFFECTIVENESS OF THE ICA?
D4 DEFINE AND VERIFY ROOT CAUSE (S):
% Contribution:
HOW DID YOU VERIFY THE ROOT CAUSE (S)?
D5 CHOOSE AND VERIFY PERMANENT CORRECTIVE ACTION (S) (PCA):
% Effective:
HOW DID YOU VERIFY THE EFFECTIVENESS OF THE PCA?:
D6 IMPLEMENT AND VALIDATE PERMANENT CORRECTIVE ACTION (S) (PCA):
Target
Date:
Actual Date:
Target
Date:
Actual Date:
HOW WILL YOU VALIDATE THE PCA?
D7 SYSTEM PREVENTION ACTIONS TO PREVENT RECURRENCE:
Mistake Proofing : How are you going to ensure it can't happen again?
HAS CORRECTIVE ACTION/IMPLEMENTATION BEEN REVIEWED AGAINST DOCUMENTS?:
Check boxes that apply:
Control PlanFMEA
Flowchart Proc./Work Instr,Add to Tnternal Audit
D8 TEAM AND INDIVIDUAL RECOGNITION: Recognize the Collective efforts of the team.
.............................................................................................................................................................. 25
Figure 7 Why why analysis sheet ....................................................................................................... 26
Figure 8 FIsh bone diagram ............................................................................................................... 27
Figure 9 Root cause analysis sheet..................................................................................................... 27
Figure 10 Process flow from order receive to track sheet issue ............................................................ 31
Figure 11 Cutting Department Process Flow ........................................................................................ 36
Figure 12 Pictorial presentation for alteration................................................................................ 47
Figure 13 Pictorial presentation of city wise alteration ................................................................... 47
Figure 14Graphical presentation of trouser cutting defects ........................................................... 48
Figure 15 Trouser sewing defect analysis ......................................................................................... 50
Chapter 1 Introduction
INTRODUCTION
1.1 BACKGROUND
Raymond Group Company provides a mass customization to customers of suits and trousers.
Made to measure typically refers to the clothing that is sewn from a standard size base pattern.
The base pattern is altered according to the measurement & fit required by the particular
customer. The concept behind made-to-measure is to provide the customer a tailored fit
garment with high quality like readymade garments, with the fabric, trims, style & design
according to the need of the customer. Since the made to measure garment is manufactured
by following the traditional method of measurement and industrial method of manufacturing
with much attention to minute detailing, its quality is like and even better than the ready to
wear garments.
1.1.1 Made to measure differs from ready to wear garments

The garment is made according to the measurement of the customer, so it gives a
proper fit.

MTM garments are made in industrial way with advanced technology and thus
minimize human errors.

MTM gives the customer the advantage of choosing the fabric, style and trims.

MTM allows the customer to customize the garment from start to finish.

The final garment produced is of high quality.
1.1.2 Quality Management in Made-to-Measure

The made-to-measure plant is the part of silver spark apparel limited (Unit of
Raymond group) and measure of the quality is same for both the plants.

The major quality check points are after order receive @ production floor, cutting
audit, sewing (Front, sleeve, lining, and sleeve, assembly, and end line inspection),
and final audit.
1.2 Research Objective
1.2.1 Primary Objective

To create a system which measures the quality level of each MTM order.
1.2.2
Secondary Objective

Decrease in product quality errors with the help of quality management system and
by analyzing defects as per the customer in order to minimize the returns/refunds.

To create a system to know the garment feedback both from customer and outlet.

To redefine the Standard Operating Procedures to maintain quality (SOP‘s).
1.3 Benefit of Project

The process prevents the defects from moving further in the line.

The pressure to the end line quality-checker has been reduced.

Defects per order can be tracked easily.

Customer feedback can be achieve which can be used for further improvements.
Chapter 2 Review of Literature
REVIEW OF LITERATURE
2.1 Points, Which Have Been Taken Into Consideration While Doing the
Literature Review forthe Project (Quality Management System), Are As Below:
2.1.1 What is made-to-measure?
2.1.2 Process overview of MTM tailoring
2.1.3 History of Made-To-Measure garments
2.1.4 First MTM implementation
2.1.5 Quality
2.1.6 Quality Management system
2.1.7 8D
2.1.1 What is made-to-measure?
Made to measure typically refers to clothing that is sewn from a standard-sized base pattern. A
tailored suit is a common example of a made-to-measure garment. The fit of a MTM garment is
expected to be superior to that of a ready-to-wear garment, because ready-to-wear garments are
constructed to fit each customer individually, However, made-to-measure items are seen by many to
involve less workmanship than bespoke or ―custom-made‖ garments, as MTM garments always
involves some form of standardization in the patterning and manufacturing processes, whereas a
bespoke garment is made entirely from scratch based on a customer‘s specifications. Typically, a
MTM garment will be more expensive than ready-to-wear garment but cheaper than a bespoke one.
(B, 2013)

What is tailoring & bespoke to make a garment?
The term bespoke is derived from the fact that originally the tailor‘s customer ‗bespoke‘ (or
told) his tailor the exact specification for their suit. The tailor then guided his client in their
choice of cloth and cut to create a made to measure garment that paid great attention to fit and
detail. Process overview of MTM tailoring. (Almond & Kevin, 2012)
2.1.2 Process overview of MTM tailoring
To order a MTM garment, the customer‘s measurements are taken by a MTM retailer. Then a base
pattern is selected that most closely corresponds with the customer‘s measurements. The garment is
constructed from this altered pattern. The primary benefits to the customer of MTM clothing are that
the garment will be well-fitted to the customer‘s body and the customer may have the opportunity to
customize fabric and other detailing. The primary disadvantage of MTM is that customer must wait
up to several days for the garment to be sewn and delivered. A typical price mark up for a MTM item
is 15% over the price of its ready-to-wear counterpart. MTM retailer often travel intentionally
meeting clients in cities, providing samples of the latest materials and styles. Unlike bespoke
garments, which traditionally involves hand sewing, MTM manufacturers use both machine and hand
sewing.(vignesh, 2013)
MTM also requires fewer fittings than bespoke, resulting in a shorter wait between customers
measurement and garment industry. MTM is also sometime referring as a personalize tailoring.
(vignesh, 2013)
2.1.3 History of Made-To-Measure garments
2.1.3.1 Pre Ready-to-wear era
In early 20th century, garment were stitched based on individual measurements only women provided
clothing for their families either by marking it themselves or with the assistance of seamstresses. Men
of the upper classes went to tailor for individually fitted garments. Class distinctions were well
defined by clothing as the garments made by professional seamstresses and tailors were fitted and
styled differently from those made in the home. At that time, the process of going to a shop to buy
pre-made garments was limited to sailors, who purchased roughly constructed garments called
slops.(vignesh, 2013)
2.1.3.2 Post Ready-to-Wear era
By the 1920s, most clothing was available as ready-to-wear products sold through catalogues such as
Montgomery ward or in the nascent urban department stores (in the USA). The modern age of apparel
production had begun. Historian Claudia Kidwell describes this evolution from custom-made to
ready-to-wear clothing as the ―democratization of clothing‖. Class distinctions based on clothing
abated somewhat as relatively inexpensive ready-to-wear clothing, which often fit better than homemade became readily available for purchase. (B, 2013)
2.1.4 First MTM implementation
2.1.4.1 Levi’s- the 1st to implement MTM in USA
Levi Strauss & Co. was the 1st large apparel company to offer mass customization when they
introduced ―Personal Pair‖ jeans, later marketed under the name ―original spin‖, in selected Levi‘s
stores. Consumers could customize their jeans by choosing from a selection of styles, fabrics, finishes,
colours, leg-opening sizes and inseam lengths. Individual measurements were taken by a salesperson.
Jeans fit was determined by imparting the individual‘s measurements and style selection into a
computer program, and then trying on jeans that are kept in the store for that purpose, thus, the
customer could identify the exact fit that matched their preference. The jeans were individually
manufactured and shipped to the customer‘s home. A record was kept of each customer‘s selections,
so the next pair of jeans could be ordered without the try-on step. This program was discontinued in
2004 when Levi‘s closed the last of its domestic manufacturing plan (in the USA) Levi‘s original
spin. (vignesh, 2013)
2.1.5 Quality
2.1.5.1 What is quality?
―Quality‖ means those features of products which meet customer needs and thereby provide customer
satisfaction. In this sense, the meaning of quality is oriented to income. The purpose of such higher
quality is to provide greater customer satisfaction and, one hopes, to increase income. However,
providing more and/or better quality features usually requires an investment and hence usually
involves increases in costs. Higher quality in this sense usually ―costs more.‖(Juran, 1979)
―Quality‖ means freedom from deficiencies—freedom from errors that require doing work over again
(rework) or that result in field failures, customer dissatisfaction, and customer claims, and so on. In
this sense, the meaning of quality is oriented to costs, and higher quality usually ―costs less.‖(Juran,
1979)
Figure 1 PDCA Cycle
(G,Paliska: D, Pavletic: M, Sokovic:, 2007)
2.1.5.2 Quality in silver spark apparel limited
Quality Assurance department has its presence in every stage of production. The QA
Department‘s function starts with receipt that is, once the fabric and trims reaches the stores, the
quality of fabric and trim are checked. Then quality check of cutting process & sewing process as
well as finishing department.(Verma, Shrivastav, & Patel, 2010)
Table 1 Organization structure of quality department
Quality
Executive
sampling
Store &
Cutting
Sewing
Finishing
Supervisor
[MTM]
Packing &
Warehouse
Supervisor
Supervisor
Supervisor
Supervisor
Supervisor
Supervisor
Team
Leader
Team
Leader
Operator
Operator
Operator
Operator
Operator
(mehta, 2014)
The price of any garment is determined by its quality. Quality of clothing last longer and inferior
quality can break down fast in comparison to normal wear and tear. The quality department is divided
into jacket, trouser, waist coat and MTM.(Verma, Shrivastav, & Patel, 2010)
2.1.5.3 Objectives of Quality Department


Impart quality in the product

To ensure the product has achieved the quality parameters of buyer

To restrict the defects entering into final product(Verma, Shrivastav, & Patel, 2010)
Sub objectives

To check the product for defect

To send the pieces back or alteration

To recheck the altered pieces for any defects possible

To clear the product for packing (Verma, Shrivastav, & Patel, 2010)
2.1.5.4 Quality at MTM Department
Quality check sequence department wise
Figure 2 Quality check sequence department wise
Marker plan from the CAD along with track sheet
After issuing to cutting department & cutting; checking of cut pieces is done
Issued to sewing line, inline checking
end line sewing checking
Final checking of the garment
Packing, labrlling and Dispatch
(khanderwal, 2013)
2.1.5.5 Seven Quality tools
These seven quality tools which are basic for all other tools are: Flow chart, Pareto diagram,
Check sheet, Control chart, Histogram, Scatter plot, Cause-and-effect diagram.(Strojniški
vestnik, 2009)
7QC tools can be used in all process phases, from the beginning of a product development up
to management of a process, on day to day basis, in systematic manner.
(G,Paliska: D, Pavletic: M, Sokovic:, 2007)
Continuous improvement process is based on application of Deming‘s quality cycle or
PDCA-cycle, shown on Fig. 3. The PDCA-cycle is integral part of process management and
is designed to be used as dynamic model. The completion of one turn of cycle flows into the
beginning of the next.
Main purpose of PDCA-cycle application is in process improvement. When the process
improvement starts with careful planning it results in corrective and preventive actions,
supported by appropriate quality assurance tools, which leads to true process improvement.
Figure 3 PDCA Cycle
(G,Paliska: D, Pavletic: M, Sokovic:, 2007)
2.1.6 Quality Management system
Quality management is the aspect of the overall management function that determines and
implements the quality policy. Quality assurance covers all the process within a company that
contributes to the production of quality products. The inspection is carried out by
representatives of the current production and the result record on control chart. The aim of
garment inspection is to visually inspect articles at random from a delivery in order to verify
their general conformity and appearance with instruction/description and/or sample received.
(Faizur, Mohan, Mannan, & Nabi, 2009)
Quality Management System (QMS) is defined as a group of resources and rules properly
implemented with the objective to guide each part of the company to execute standardly their
tasks in harmony with the others, where the purpose is to achieve a good level of quality and
productivity. The QMS is concerned not only with the organizational structure of the
business, which defines the responsibility of the people, but also, with the establishment of
mechanisms for process management, defining what to do for the results to be obtained. The
implementation of a QMS is a strategic decision seeking to standardize organizational
processes and their better management. QMS is based on standards that look for common
elements, such as continuous improvement, alignment between the process goals with the
customer goals and the process management. The success is not related to the choice of a
particular standard, but rather to how the certification is conducted. Among the existing
standards, the ISO 9001 deserves a special insofar that is used globally by most
organizations, facilitating public recognition in business relation, especially in initial phases
of the business, where parts do not know each other.
(Almeida, Junior, & Costa, 2014)
Figure 4 Quality Management
(G,Paliska: D, Pavletic: M, Sokovic:, 2007)
Quality check at each step prevent defects from moving forward. Self-checking is the best
method that can be adopted at the production floor for the elimination of end-line
inspections.(Kumar, 2014)
Establish Standards of Performance: Product Goals and Process Goals. For each control
subject it is necessary to establish a standard of performance—a quality goal (also called
targets, objectives, etc.). A standard of performance is an aimed-at achievement toward which
effort is expended. The prime goal for products is to meet customer needs. Industrial
customers often specify their needs with some degree of precision. Such specified needs then
become quality goals for the producing company. In contrast, consumers tend to state their
needs in vague terms. Such statements must then be translated into the language of the
producer in order to become product goals. Other goals for products which are also important
are those for reliability and durability. Whether the products meet these goals can have a
critical impact on customer satisfaction and loyalty and on overall costs. The processes which
produce products have two sets of quality goals:
1. To produce products which do meet customer needs. Ideally, each and every unit
of product should meet customer needs.
2. To operate in a stable and predictable manner. In the dialect of the quality
specialist, each process should be ―under control.‖ We will later elaborate on this,
under the heading Process Conformance. These goals may be directly related to
the costs of producing the goods or services.
(Juran, 1979)
The top management of an organisation should be determined and committed to implement a
quality management system. No quality initiative within an organisation can succeed without
commitment from top management. Top management can demonstrate to their clients that the
organisation is committed to quality through the certification and registration of the quality
standard. Top management should thus come to the realization that overall business
efficiency would be improved by means of a quality management system.
Management review of quality management system of SSAL takes place every three months
by senior management staff members. Management reviews helps to keep a proper check on
production as well as operational processes. The issues are recorded and solution are found
and implemented for smooth functioning.(Kumar, 2014)
The ISO-based Quality Management System (QMS), a powerful tool for effective
management of product quality, is developed in response to the challenges of increasing
market globalisation, and widely accepted by over 150 countries worldwide. There is a need
for an article presenting a holistic overview of ISO-based QMS, capturing past and present
implementation, learning, trends, best practices, and case study findings in an integrated,
concise, and elegantly distilled way. (Oke & Charles, 2006, 1st Dec)
The QMS is structured on the following ISO 9001 lifecycle framework. All quality, safety
Figure 5 Quality Management Framework
and customer requirements are included showing their interaction to continually improve the
QMS.
Continual improvement of the quality management system
Management Responsibility
Management commitment
Customer focus
Quality policy
Planning
Responsibility, authority and
communication
Management review
Satisfaction
(ISO 9001
only)
C
U
ST
O
M
E
R
S
Requirements
Quality
Management
System
Documentation
requirements
Input
Output
C
U
ST
O
M
E
R
S
Resource
Management
Provision of
resources
Human resources
Infrastructure
Work environment
(Pharmout, 2015)
Measurement Analysis
& Improvement
Monitoring and
measurement
Control of nonconforming product
Analysis of data
Improvement
2.1.7 8D
2.1.7.1 Introduction
In any business firm or other organizations appear some problems, sometimes they are easy
to remove and sometimes it seems that the solution is not possible.
When problems occurred, run the proper action to eliminate the problem. However, often it
turns out that the same problem appears again and usually in the most difficult moments shipments to the customer.
If the problem appeared again it indicates that the real cause is not resolved but only "heal"
the problem temporarily, and "cause" is not resolved.
Sometimes the reason is defined the cause of the problem incorrect, and sometimes a lack of
consequence in implementing such corrective action to prevent the same problem again
appeared.(Fideltronik, 2015)
To ensure a systematic and orderly way of solution to the problems, and their easy recorded
is recommended widely known in the automobile market.
2.1.7.2 Meaning of 8D
8 Discipline of problem solving (TEDCO, 2015)
D1 - Build the Team
D2 - Describe the problem
D3 - Develop an Interim Containment Action
D4 - Define / Verify Root Cause
D5 - Verify Corrective Action
D6 - Implement / Validate Permanent Corrective Action
D7 - Prevent Recurrence
D8 - Recognize the Team
Figure 6 8D Respond Report
8D Response Report
WHO IS EFFECTED BY THE PROBLEM?
Date Open:
8D No:2
Customer
Complaint
No
Company:
Address:
Section
Part No./Code
X
Product Name :
Initial Response:
Target Close Date:
Revission Date(S):
8D Initiator:
8D Initiator'S Spvr:
X EXTERNAL Actual Close Date:
INTERNAL
D1XTEAM MEMBER NAMES/TITLES:
D2 PROBLEM STATEMENT/DESCRIPTION (quantity) (One defect Per 8D)
What:
Champion:
Where:
Team Leader:
When:
Team Members:
How many:
Impact:
D3 CHOOSE AND VERIFY INTERIM CONTAINMENT ACTION (S) (ICA)
%
Effective Target
:
Date:
Actual Date:
TRIMMING OF PANELS AT CUTTING ENDLINE INSPECTION
HOW DID YOU VERIFY THE EFFECTIVENESS OF THE ICA?
D4 DEFINE AND VERIFY ROOT CAUSE (S):
% Contribution:
HOW DID YOU VERIFY THE ROOT CAUSE (S)?
D5 CHOOSE AND VERIFY PERMANENT CORRECTIVE ACTION (S) (PCA):
% Effective:
HOW DID YOU VERIFY THE EFFECTIVENESS OF THE PCA?:
D6 IMPLEMENT AND VALIDATE PERMANENT CORRECTIVE ACTION (S) (PCA):
Target
Date:
Actual Date:
Target
Date:
Actual Date:
HOW WILL YOU VALIDATE THE PCA?
D7 SYSTEM PREVENTION ACTIONS TO PREVENT RECURRENCE:
Mistake Proofing : How are you going to ensure it can't happen again?
HAS CORRECTIVE ACTION/IMPLEMENTATION BEEN REVIEWED AGAINST DOCUMENTS?:
Check boxes that apply:
Control PlanFMEA
Flowchart Proc./Work Instr,Add to Tnternal Audit
D8 TEAM AND INDIVIDUAL RECOGNITION: Recognize the Collective efforts of the team.
Discipline 1 – Build The Team - Assemble a small team of people with the right mix of
skills, experience and authority to resolve the problem and implement solutions. Ensure these
people have the time and inclination to work towards the common goal. Get your people ―on
board‖ by using team building tools such as icebreakers and team activities.
Discipline 2 – Describe the Problem - How can you fix it if you don‘t know what‘s broken?
The more clearly you describe the problem, the more likely you are to resolve it. Be specific
and quantify the problem where possible. Clarify what, when, where and how much e.g. what
is the impact to customers? Consider using checklists from professional 8d problem solving
suppliers to stimulate and open up your thinking.
Discipline 3 – Develop an Interim Containment Action - What ―sticking plaster‖ can you
use until you figure out what‘s really causing the problem? Implement a temporary fix and
monitor and measure the impact to ensure it‘s not making things worse. Remember to keep
going, as a sticking plaster will never cure a broken leg!
Discipline 4 – Define / Verify Root Cause - There will be many suspects causing the
problem, but usually only one culprit. The key is figuring out which one. This is where it can
get a bit numerically challenging, as statistical tools are often used to get a deep
understanding of what is going on in a process.
A. 5 why analysis
Figure 7 Why why analysis sheet
PROBLEM
WHY 1
MAN
MACHINE
MATERIAL
METHOD
WHY 2
WHY 3
WHY 4
WHY 5
B. Fish Bone Diagram/ Root Cause Analysis
Figure 8FIsh bone diagram
Figure 9 Root cause analysis sheet
Action Planning to Solve root causes
Review Date
Root Cause
Action
Plan
Evaluation of Actions Planned
Action
Target Status as
Responsibility
Cost Time Effectiveness Overall
Selected
Date on Date
(1-10) (1-10)
(1-10)
Score
C. Internal Audit
Discipline 5 – Verify Corrective Action - You know what‘s causing the problem – how are
you going to fix it? Test to make sure that your planned fixes have no undesirable side
effects. If so, are there complementary fixes that eliminate side effects? If your solution just
isn‘t feasible, you can still change your mind before you move to the next ―go live‖ stage.
Discipline 6 – Implement Permanent Fix - Go for it! Implement your permanent and
complementary fixes and monitor to make sure it‘s working. Usually you will get it right, but
if not, go back a few steps and try again – the culprit is there to be caught.
Discipline 7 – Stop It Happening Again (Preventive action) - If you‘ve gone to all this
trouble, you don‘t want the problem to sneak up on you again! Prevent recurrence of the
problem by updating everything related to the process e.g. specifications, training manuals, or
―mistake proofing‖ the process.
Tools to be used:

Control charts, Histogram, FMEA(Brook, 2013)
Discipline 8 – Celebrate Success - Teamwork got you this far, so put on your collective
party shoes and celebrate your success. Going public with success spreads knowledge and
learning across your organization, and let‘s face it, we all like a little recognition now and
again.(TEDCO, 2015)
2.1.8.7 Advantages of 8D

Easy and logically method, Cleary shows Next steps of problem solution.

Often this is a required method of documenting the correction action for the customer.

An excellent way of reporting non-conformance‘s to suppliers and their corrective
actions.

The method is known and used by all companies from the automotive
industry.(Fideltronik, 2015)
Chapter 3 Research Methodology
Research methodology
Table 2 Research Methodology
To study the process on production floor
Observation of the process with respect to quality at production Floor
To visit the retail outlets in the Bangalore city
Observation of the process with respect to quality at Shop Floor
Secondary Data Collection and Identify the problem
Discuss and analyze all the Quality parameters of each process
Select and plan the solution which measures the quality of each garment.
Implement the plan
Monitoring and Evaluation of the system
3.1 Introduction to process of made-to-measure
Step 1. To study the process on
production floor
3.1.1 Process Flow from order receive to track sheet issue
Figure 10 Process flow from order receive to track sheet issue
Order Receive
Download Orders
Print Order Form
Photo Checking
Vstitch Entry
Barcode generation
Pattern alterations
Generate TrackSheet
Marker Preparation and patters are send
to the plotter
Fabric Swatch Sample and trims details
on tracksheet
Vstitch entry
TrackSheet dispatch
3.1.1.1 Order Receive
The orders from various stores are received. 1 person downloads all the orders. The steps for
downloading the order are:

Log in to www.raymondcentral.com

Open the ―orders‖

Download the order

Save it to the corresponding folder

Print the order form

Check the photos and measurement checking

Feed the data to the vstitch software

Generate barcode( tafetta label)

Accumark entry
3.1.1.2 Pattern Alteration
Pattern alteration is modifying the base pattern to the patterns which fit according to the
measurements given by the customer. The steps for altering the patterns are
Retrieve accumark data through order no.

Copy base patterns in pattern design software and grade it according to the size, as
mentioned.

Generate customer pattern from the accumark entries.

Give stitching allowance in customer patterns.

Check the measurement of the customer from the order form.

Print the patterns for checking(after the fabric is cut)
3.1.1.3 Track Sheet Generation
Track sheet is the page which provides specifications to operators in understandable language
and helps in knowing the status of the order. The steps involved in the generation of track
sheet are

Track sheet is downloaded from the intranet.

Measurements are fed.

Print is taken.
3.1.1.4 Marker Preparation
Marker preparation is the process in which all the patterns are arranged sequentially so that
the fabric consumed is minimum and fully utilized. It calculates the consumption of the fabric
and also helps in auto cutting of the fabric. The steps involved in marker preparation are
Retrieve the order

Enter fabric width

Make block patterns

Arrange the patterns

Prepare marker

Write the fabric consumption on the track sheet

Prepare the marker for the lining

Write its consumption also on the track sheet.
3.1.1.5 Fabric and Trim Description
Since the fabric choice is done by the customer only, so the fabric code is written on the track
sheet for the reference. According to the reference no. Fabric swatch and lining swatch is
stapled on the track sheet and buttons and thread details are written on the track sheet.
3.1.1.6Plotter
Patterns after marker making are send to the plotter for cutting. Details such as size, order
no., pattern description and date are written on the patterns. These patterns are then sent to
the master for changes. Notches are marked. In jackets, canvass patterns are also attached.
Only ready cutting patterns are cut on the plotter.
For a trouser, only back lining pattern is cut in the plotter.
For a jacket, the following parts are cut in the plotter –

Front

Back

Lapel

Top sleeve

In sleeve

Side panel
The remaining parts of jacket like collar, collar stand, collar felt and 5 canvas parts are
readily available in all sizes
3.1.1.7 V Stitch Entry
The barcode is scanned. After the scanning, the ready cut patterns are sent to the place where
ready cutting is done and the track sheet is sent to the fabric store.
3.1.1.8 Software’s Used

Accumark

Vstitch

Pattern design software
3.2 Department wise Detail
3.2.1 Fabric Store
All the fabric rolls which arrive for the manufacturing of garments are kept in the fabric store.
The store is divided into 5 blocks having 2 racks each. There are total 10 racks for fabric and
lining storage. They are:

Lining and shoulder pads

Canvas for jackets & fusing

Lining stock

Premium & all black collection

Pure wool collection

Premium trouser collection

Wool rich

Mix collection

New fabric collection
The fabric is also segregated with by putting tapes on the rolls.
Table 3 Fabric Roll Identification
Tape colour
Collection
Red
Premium trouser collection
Orange
Pure wool
Green
Wool rich
Maroon
Jacket
Yellow
Exclusive
Blue
Premium jacket
Black
All black
3.2.2 Fabric Receiving
The fabrics are basically received from the Raymond‘s head office, Mumbai. The fabric is
checked here for width, length, shade and visible defects.
All the fabrics are given a code. This code is decided by the head office and the fabric is
received by that code only.
The received fabric is checked for the length and the details are recorded through checking. If
the fabric comes out to be less than as said, a letter is send for providing more fabric next
time.
The received fabric data is stored in piece card. The information on the piece card is:

Fabric code

Roll length

Received date

Supplier‘s signature
3.2.3 Trims Store
There is a block for trims storage. It includes threads, buttons, zipper, wash care label, brand
label. All these are imported from Mumbai.
3.2.4 Cutting Department
The work of cutting department starts, when the track sheet and marker is issued by the CAD
and the fabric and lining is issued by the store.
Figure 11 Cutting Department Process Flow
Laying Of Fabric Face
To Face
The Marker Is Sent To
The Cutter For Cutting
Cutting Is Done
Numbering Of The
Different Parts
Fusing
Ready Cutting
Checking
Loading Into The Lines
3.2.5 Laying

The cut fabric from the store is sent to the laying table. The operator there
receives the fabric and lays it face to face. It is done manually. The operator
first spreads the perforated paper, and then the shell fabric is spread.

The measurements are then checked for spreading the lining, the operator
brings the desired lining and spread it. Cello tapes are used for securing the
lining. These are rolled up and kept for cutting.
3.2.6 Cutting
The spread fabric is brought for cutting on the cutting table. Auto cutters are used for
cutting. The track sheet which moves with the fabric is seen for the marker. The operator
retrieves the marker which is generated in the cad department. The fabric is cut according to
that marker by checking the length and width of the fabric.
3.2.7 TICKETING
The cut panels are collected and are sent for the numbering.
The numbering of the cut panels is done as:

For jackets
Ticketing gun is used for numbering the various parts of the jacket. The numbering is done
on the basis of size of the customer and order no. Another ticket is punched denoting the shop
name.
Eg. 8400000374
84 is the waist and 374 is the order number
The numbering is done on the wrong side of the fabric panels. After the numbering is done,
the fabric is sent to the fusing section.
Ticketing Instruments

Ticket gun

White ink

Stamping machine
3.2.8 FUSING
The fusing is done on Macpi fusing machine.

For jackets, the parts fused are
Table 4 Jacket part fusing
Parts
Fusing
2 front panels
Full body fusing and nr fusing on specific parts
2 back panels
Body fusing at bottom and upper parts
2 top sleeves
Double body fusing at upper part and single
body fusing at lower part

2 in sleeves
Body fusing at top peak and bottom
2 side panels
Body fusing at top and bottom
2 lapel panels
Full body fusing and part fusing at top
2 flaps
Fusing
2 side pocket bones
Micro dot
1 breast pocket bone
Woven fusing
1 collar
Body fusing
1 collar stand
Micro dot
For Trouser
The parts fused are:
Table 5 Fusing of trouser
Parts
Fusing
Right & Left Fly
NR Fusing
Waistband
Waistband fusing
Fusing should be perfect:

With no damage to the fabric,

Without deformation,

With sufficient bond strength,

Productive and cost effective.
3.2.9 READY CUTTING
This method is used for the MTM garments like jackets and trousers for exact fitting and
measurements of each component.
Rotary hand cutters are used to cut the extra allowances given to the fabric. Due to high
temperature and pressure some amount of shrinkage may happen in the components therefore
approximately 2cm extra allowance is given to each component from all the sides so that
when they go through the fusing machine the fabric would not be damaged and its
measurements are accurate.
Ready cutting in jacket

Front panels

Back panels

Top sleeve

In sleeve

Side panels

Lapel panels

Collar

Collar stand

Collar felt

Canvas
Instruments for ready cutting

Rotary cutter

Rubber mats

Weights
Ready cutting in Trouser




Right & Left fly
Back panel crotch
Front Pocket facing
Notches
Templates for ready cutting

Waist band of all sizes from 68 to 140

Front pocket facingo Flat trouser from size 70 to 98
o Flat trouser from size 100 to 118
o Single pleat trouser from size 70 to 98
o Single pleat trouser from size 100 to 118
o Slim fit all sizes
o Pleated trouser all sizes

Dart marking pattern from sizes 68 to 140
Step 2. Observation of the process with
respect to quality at production Floor
3.3 QUALITY CHECK POINT IN THE JACKET LINE
Quality is checked after preparatory section and assembly section. Every aspect of the
garment is checked. The quality check points are:

Style

Size

Visible fabric defect

Measurement check

Sewing defects
In line quality check of the jacket

Front and back section

Front dart lose stitch

Symmetrically of front dart

Front dart shape out

Breast pocket up & down

Breast pockets check miss matching


Lower pocket flaps checks miss matching

Lower pocket bone improper

Under armhole pressing uneven

Side seam puckering and loose stitch

Side panel puckering & loose

Back seam checks miss matching

Back seam loose stitch & puckering

Pocket bag open/ improper

Shoulder pad improper

Shoulder seam improper

Bottom folding improper

Seam uneven

Flap lining out

Bridle tape open

Seam allowance

Impression mark

Shine marks

Pocket bone tacking

Breast pocket close open

Pocket welt smiling

Shade variation

Front pocket folding

Breast pocket zigzag

Spi
Lining section

Lining pocket welt stitching improper

Triangular flap improper

Center back seam loose stitching/ puckering

Side seam lose stitch/puckering

Side seam pleat & up & down

Brand label stitch uneven & cross

Size label improper & stitch open

Front side seam loose stitch & puckering

Facing collar attaching up & down

Facing collar attaching seam balance out

Lining collar neck attaching notch to notch

Lining collar neck attaching puckering/pleat

Shoulder seam loose stitch & puckering

Facing and piping uneven & pleat

Saddle stitch uneven & stitch miss

Check matching at lining facing

Bridle tape tight/ open

Fabric defect

Pleat in facing & loose

Pocket smiling

Damage

Seam allowance

Shade variation

Spi



Collar section

Collar corner open

Collar zig-zag open

Stand stitch open

Stripes/checks mirror image

Collar felt visible
Front section

Back seam open/improper/pleat/puckering

Side panel open/improper/pleat/puckering

Breast pocket improper/open/bend

Dart stitch improper/open/bend

Flap strip/check mismatching

Flap lining visible

Bottom pressing improper
Lining section




Lining pocket open/pleat/bend/puckering

Brand label open/missing/puckering

Size label open/missing/puckering

Bartack missing/improper

Saddle stitch missing/open/improper
Sleeve section

Sleeve button missing or loose stitch

Elbow seam stitch open & tacking miss

Elbow seam checks miss match

Sleeve vent improper

Sleeve inseam stitch open & tacking miss

Sleeve bottom hem open
Assembly -1

Lapel peak shape out

Lapel point uneven

Front edge shape out

Vent stitch open, up & down

Facing loose

Bottom shape improper

Front fullness

Piping visible
Assembly -2

Hanger loop at centre, stitch open/miss

Sleeve attaching puckering, pleat

Sleeve balance out

Armhole open

Front and back armhole stitch open

Under armhole stitch loose

Sleeve edge stitch open/puckering/pleat

Body basting thread visible

Armhole visible

Lining closing open

Top stitch miss/open
End line quality check of the trouser
Table 6 Trouser sewing end line check
Sr. No.
Defects in trouser sewing end line inspection
Placement/
Uneven
Damage
slanted Puckering Mismatch Measurement
1 Serging twistedPleats
button
Side/ inseam Crotch joint
Panel
Shaded part
2 Pocket bag Side pocket
Dart
B/P Bone W/B lining
Pocket
Fabric defect
3 Side/inseam Back pckt bone Pkt
W/B
Stripes/Checks Waist
wrong Size
4 Pin tacking
Facing width Loop
Back rise
Bottom hem
Inseam
Stain
5 Buttonhole
Pocket open Lable
J-stitch
Ditch stitch visible
6 Waistband
Loops
Buttonhole Panel
slider up & down
7 W/B hemming Waistband
Bartack
8 Loop
J-stitch
Hook & Eye
9 J-stitch
Bottom hem
10
Bottom cuff
Broken/
Skipped
Step 5. Secondary Data Collection and
Identify the problem
3.4Day wise order in mtm
Table 7 Day wise order in mtm
Date
8th Jan
9th Jan
10th Jan
11th Jan
12th Jan
13th Jan
14th Jan
16th Jan
17th Jan
18th Jan
19th Jan
21st Jan
22nd Jan
23rd Jan
24th Jan
25th Jan
26th Jan
27th Jan
29th Jan
30th Jan
31st Jan
1st Feb
2nd Feb
Total
Suit
Order Quantity
19
30
38
40
34
37
44
50
60
62
32
34
55
61
54
59
19
22
34
36
43
48
25
26
12
13
16
17
16
16
30
33
32
36
18
22
19
20
28
30
18
18
17
20
35
38
768
Order
10
14
12
16
26
16
22
31
16
13
17
21
6
10
4
10
12
17
11
11
11
9
17
JKT
Quantity
13
20
16
22
28
21
36
36
24
15
18
24
7
13
4
18
23
32
13
14
12
14
21
444
1212
Order
11
25
40
27
59
32
31
65
19
40
45
41
13
30
17
37
28
23
31
22
20
29
41
TRS
Quantity
25
54
101
67
128
84
73
148
53
80
85
63
32
50
40
73
54
43
75
59
44
48
73
1552
1996
W/C
Order Quantity
1
1
3
2
1
12
14
19
1
2
1
1
3
10
17
7
12
15
2
1
6
3
1
1
2
1
5
5
6
9
141
1693
2905
3.5Order return to factory for Alteration
Table 8 Order return to factory for Alteration
Date
W/c
02-Jan-15
03-Jan-15
04-Jan-15
05-Jan-15
06-Jan-15
07-Jan-15
08-Jan-15
09-Jan-15
10-Jan-15
11-Jan-15
12-Jan-15
13-Jan-15
14-Jan-15
15-Jan-15
16-Jan-15
17-Jan-15
18-Jan-15
19-Jan-15
20-Jan-15
21-Jan-15
22-Jan-15
23-Jan-15
24-Jan-15
25-Jan-15
26-Jan-15
27-Jan-15
28-Jan-15
29-Jan-15
30-Jan-15
31-Jan-15
01-Feb-15
02-Feb-15
04-Feb-15
05-Feb-15
06-Feb-15
07-Feb-15
09-Feb-15
12-Feb-15
13-Feb-15
14-Feb-15
Total
Total Quantity
Troser
Jacket
Suit
1
1
1
2
2
2
1
1
1
3
3
1
1
3
1
1
6
1
1
2
1
3
1
2
3
5
1
1
1
1
1
4
2
2
9
1
1
5
11
98
7
1
2
1
34
1
32
5
2
21
W/c
Troser
Jacket
Suit
11.22
34.69
32.65
21.43
TOTAL
1
0
0
4
0
2
2
1
1
0
1
1
7
0
0
3
4
7
0
0
9
4
3
0
0
0
0
1
0
0
0
2
2
1
6
2
26
2
2
4
98
Figure 12 Pictorial presentation for alteration
3.6 City wise alteration data
Table 9Citywise alteration data
City
Bangalore
Mumbai
Delhi
Pune
Total
Alteration
19
10
3
2
% Alteration from city
55.88
29.41
8.82
5.88
34
Figure 13 Pictorial presentation of city wise alteration
3.7Jacket sewing end line inspection
Table 10 Jacket sewing end line inspection
Defects
Collar Section
Front Section
Lining Section
Sleeve Section
Assembly 1
Assembly 2
Day 1
Total PCS Checked
Total Defects
Percentage of defects
Day 2
Day 3
Day 4
Day 5
Day 6
Day 7
Day 8
Day 9
Day 10
0
5
2
1
6
11
0
5
5
0
0
8
1
6
2
1
0
2
0
3
3
4
6
16
2
7
1
3
7
15
3
8
4
5
5
12
2
3
4
5
7
14
4
5
3
8
9
15
2
1
3
5
2
11
1
2
4
2
3
9
89
25
28
74
18
24
38
12
32
113
32
28
85
35
41
107
37
35
98
35
36
92
44
48
55
24
44
52
21
40
3.8Trouser cutting defects
Lining…
Fly problem
Washing
Panel stain…
Wrong…
Wrong…
Panel shade…
Notch…
Missing part
Panel shape
Panels or…
Weaving…
Damages
Wrong…
Wrong styling
400
350
300
250
200
150
100
50
0
Wrong…
Figure 14Graphical presentation of trouser cutting defects
Wrong measurement
Wrong styling
Wrong fabric cut
Damages
Weaving defect
Panels or part trimming
Panel shape
Missing part
Notch missing
Panel shade variation
Wrong pattern measurement
Wrong pattern style
Panel stain mark
Wrong side fusing
Washing
Fly problem
Lining problem
Total Defect
Total pieces checked
Pass pieces 1st time
% Defect
Recutting
2
4
2
4
6
2
6
3
8
2
1
1
4
7
2
12-02-15
11-02-15
10-02-15
09-02-15
07-02-15
06-02-15
05-02-15
04-02-15
03-02-15
02-02-15
31-01-15
30-01-15
29-01-15
28-01-15
Defects
27-01-15
Table 11TRouser cutting data
1
1
1
2
2
2
4
3
1
4
3
8
7
2
1
1
2
1
2
3
2
6
1
1
2
2
3
1
2
1
1
1
1
3
14
17
2
2
19
22
1
3
20
12
1
2
1
1
4
1
2
4
1
11
2
2
4
12
6
7
1
1
4
6
3
3
1
4
9
4
4
3
4
2
1
3
1
3
4
47
21
2
22
24
28
22
24
19
1
27
17
21
20
23
12
1
4
41
42
1
34
19
3
12
14
10
18
2
34
22
Total
%
defect Defect
7
27
1
20
41
56
52
19
5
6
11
0
4
6
21
376
301
0.73
2.83
0.10
2.10
4.30
5.88
5.46
1.99
0.52
0.63
1.15
0.00
0.42
0.63
2.20
39.45
31.58
80
57
82
60
60
54
49
100
75
41
44
76
67
55
53
165 190 179 115 153 126
97
114 158
84
90
103 108 106 113
78
131
89
50
87
67
45
14
76
36
37
23
36
48
58
48.48 30.00 45.81 52.17 39.22 42.86 50.52 87.72 47.47 48.81 48.89 73.79 62.04 51.89 46.90
7
2
8
5
6
5
3
8
7
7
9
4
5
3
2
3.9Trouser inspection
Wrong measurement
Wrong styling
Wrong fabric cut
Damages
Weaving defect
Panels or part trimming
Panel shape
Missing part
Notch missing
Panel shade variation
Wrong pattern measurement
Wrong pattern style
Panel stain mark
Wrong side fusing
Washing
Fly problem
Lining problem
Total Defect
Total pieces checked
Pass pieces 1st time
% Defect
Recutting
2
4
2
4
6
2
6
3
8
2
1
1
4
7
2
12-02-15
11-02-15
10-02-15
09-02-15
07-02-15
06-02-15
05-02-15
04-02-15
03-02-15
02-02-15
31-01-15
30-01-15
29-01-15
28-01-15
Defects
27-01-15
Table 12 Trouser sewing defect
1
1
1
2
2
2
4
3
1
4
3
8
7
2
1
1
2
1
2
3
2
6
1
1
2
2
3
1
2
1
1
1
1
3
14
17
2
2
19
22
1
3
20
12
1
2
1
1
4
1
2
4
1
11
2
2
4
12
6
7
1
1
4
6
3
3
1
4
9
4
4
3
4
2
1
3
1
3
4
47
21
2
22
24
28
22
24
19
1
27
17
21
20
23
12
1
4
41
42
1
34
19
3
12
14
10
18
2
34
22
80
57
82
60
60
54
49
100
75
41
44
76
67
55
53
165 190 179 115 153 126
97
114 158
84
90
103 108 106 113
78
131
89
50
87
67
45
14
76
36
37
23
36
48
58
48.48 30.00 45.81 52.17 39.22 42.86 50.52 87.72 47.47 48.81 48.89 73.79 62.04 51.89 46.90
7
2
8
5
6
5
3
8
7
7
9
4
5
3
2
Total
%
defect Defect
7
27
1
20
41
56
52
19
5
6
11
0
4
6
21
376
301
0.73
2.83
0.10
2.10
4.30
5.88
5.46
1.99
0.52
0.63
1.15
0.00
0.42
0.63
2.20
39.45
31.58
Figure 15 Trouser sewing defect analysis
% Defect
12%
11%
11%
11%
24%
17%
14%
Broken/skipped
Uneven
Placement/Slantage
Mismatch
Puckering
Measurements
Others
Step 6. Discuss and analyze all the
Quality parameters of each process
3.10 Quality checksheet for jacket in cad & Cutting
Table 13Tracksheet for CAD
g
Sheet
heet
eet
TOTAL:
Strips / Checks Incorrect /
M ismatch in M arker
Nap Direction
Length and Width as in Marker
Wrong marker name
Extra Part In Marker
Missing Part in Marker
Order No:
Product:
TOTAL:
Strips / Checks Incorrect /
M ismatch in M arker
Nap Direction
Length and Width as in Marker
Wrong marker name
Extra Part In Marker
Missing Part in Marker
Order No:
Product:
TOTAL:
Strips / Checks Incorrect /
M ismatch in M arker
Missing Part in Marker
Extra Part In Marker
Wrong marker name
Length and
WidthEvaluation:
as in Marker
Final
Nap Direction
Order No:
Product:
TROUSER
Date:
Marker: CUTTER
Date:
Table 14Tracksheet for marker cutter
TOTAL:
Piping : Colour / Missing
Stain Marks
Small Parts- Shell : Correct Direction/
Missing / Numbering
Small Parts- Lining : Correct Direction/
Missing / Numbering
Nap Wrong Direction
Strip /Checks Match at CB / SP BK / SP
FRT
Rash / Uneven Cutting
Notches Missing / Incorrect
Lining Matching Code Wrong / NO MTF
Collar Felt Matching
Fusing Material Improper / Colour
Bubbling on Panel
Visible Fusing Dots
Left / Right Panel Wrong Cutting
Shell Panel Misalignment with Hard
Pattern
Order No:
Product:
Shell Fabric Wrong as per Track Sheet
Style Wrong
Missing Parts
Extra Parts
Wrong Grain
Weaving Defect in Shell
Shade Variation in Shell
Weaving Defect in Lining
Shade Variation in Lining
Final Evaluation: JACKET
Date:
TOTAL:
Wrong/Incomplete/Missing Number
Order No:
Product:
Missing Parts
Extra Parts
Wrong Marker
TOTAL:
Wrong/Incomplete/Missing Number
Order No:
Product:
Missing Parts
Extra Parts
Wrong Marker
TOTAL:
Wrong/Incomplete/Missing Number
Order No:
Product:
Missing Parts
Extra Parts
Wrong Marker
FUSING
Date:
TOTAL:
Fabric Length & Width Wrong as per Marker
Nap Direction
Bowing
Fusing according to lining and Fabric
Wrong Order/ No Labeling Wrt Shell Fabric
Wrong / No Labeling for Order No / Face Side
Order No:
Product:
TOTAL:
Fabric Length & Width Wrong Wrt Marker
Nap Direction
Bowing
Fusing according to lining and Fabric
Wrong Order/ No Labeling Wrt Shell Fabric
Wrong / No Labeling for Order No / Face Side
Order No:
Product:
Fabric: LAYING
Date:
TOTAL:
Wrong / Incomplete /Missing Numbering
Order No:
Product:
Hard Pattern Style Wrong
Fusing : Wrong Side
Fusing : In correct Type /Colour
Missing / Extra Parts
Grain Line Mis Alignment
Panel Up & Down
TOTAL:
Wrong / Incomplete /Missing Numbering
Order No:
Product:
Hard Pattern Style Wrong
Fusing : Wrong Side
Fusing : In correct Type /Colour
Missing / Extra Parts
Grain Line Mis Alignment
Panel Up & Down
TOTAL:
Wrong / Incomplete /Missing Numbering
Order No:
Product:
Hard Pattern Style Wrong
Fusing : Wrong Side
Fusing : In correct Type /Colour
Missing / Extra Parts
Grain Line Mis Alignment
Panel Up & Down
Ready Cutting
Date:
TOTAL:
Order No:
Product:
Styling Wrong
Checks Matching Wrong
Fabric wrong
Fusing Mark
TOTAL:
Order No:
Product:
Styling Wrong
Checks Matching Wrong
Fabric wrong
Fusing Mark
TOTAL:
Order No:
Product:
Styling Wrong
Checks Matching Wrong
Fabric wrong
Fusing Mark
Ready Cutting
Date:
TOTAL:
Order No:
George Seam Shape out
Lapel peak Shape out
Notch Width uneven
TOTAL:
Order No:
George Seam Shape out
Lapel peak Shape out
Notch Width uneven
TOTAL:
Order No:
George Seam Shape out
Lapel peak Shape out
Notch Width uneven
TOTAL:
Order No:
George Seam Shape out
Lapel peak Shape out
Notch Width uneven
Peak Stitch :ASSEMBLY
Date:
3.11 Sewing Checksheet
TOTAL:
Order No:
Lapel Break
Lapel Shape
Lapel Width
Lapel Piping
TOTAL:
Order No:
Lapel Break
Lapel Shape
Lapel Width
Lapel Piping
TOTAL:
Order No:
Lapel Break
Lapel Shape
Lapel Width
Lapel Piping
Lapel Pressing :ASSEMBLY
Date:
Order No:
TOTAL
Puckering
Sleeve Dent
Inseam
Hiking
TOTAL
Seam Margin
Crown Shape
Loose or Tight Stitch
Equal Dart Both Sides
Puckering
OrderShape
No.:of Dart
SeamPoint
openDimp
open
Dart
Notch Mismatch
Checks Match
TOTALOrder No:
TOTAL
Order No.:
Loose or Tight Stitch
SeamEqual
openDart Both Sides
NotchPuckering
Mismatch
Shape
Puckering of Dart
Dimp
SleevePoint
Dent
Dart open
Inseam
Hiking
Match
Checks
Seam Margin
Crown Shape
Sewing: FRONT
Dart:ASSEMBLY
Sleeve Attach
Date:
TOTAL
Even Stitch
Loose/Tight Stitch
Stitch open
Checks Match
Pocket Basting
Breast Pocket Puckering
Order No:
TOTAL
Even Stitch
Loose/Tight Stitch
Stitch open
Checks Match
Pocket Basting
Breast Pocket Puckering
Order No:
TOTAL
Even Stitch
Loose/Tight Stitch
Stitch open
Checks Match
Pocket Basting
Breast Pocket Puckering
Order No:
Breast Pocket: FRONT
Date:
TOTAL
Loose Basting
Dart Shape
Checks Match
Order No:
TOTAL
Loose Basting
Dart Shape
Checks Match
Order No:
TOTAL
Loose Basting
Dart Shape
Checks Match
Order No:
TOTAL
Loose Basting
Dart Shape
Checks Match
Order No:
Basting: FRONT
Date:
TOTAL
Shape of Shoulder Seam
Even Margin w.r.t Arm hole
Fullness
Puckering
Open Seam
Order No:
TOTAL
Shape of Shoulder Seam
Even Margin w.r.t Arm hole
Fullness
Puckering
Open Seam
Order No:
TOTAL
Shape of Shoulder Seam
Even Margin w.r.t Arm hole
Fullness
Puckering
Open Seam
Order No:
Shoulder Attach: FRONT
Date:
TOTAL:
TOTAL
Seam
Vent
UpMargin
& Down
Seam
Stitch
Uneven
Sam Hole
Stitch Open
Collar No:
Attach at uneven distance
Order
TOTAL:
Order No:
Collar Peak Unequal
TOTAL
Seam Margin
Seam Stitch Uneven
Order
StitchNo:
Open
Vent Up & Down
Sam Hole
Collar Peak Unequal
TOTAL:
Collar Attach at uneven distance
Order No:
TOTAL
Vent Up & Down
Sam Hole
Order No:
Seam Margin
Seam Stitch Uneven
TOTAL:
Stitch Open
Collar Attach at uneven distance
Collar
Peak Unequal
Sam
Hole
Order No:
Order
Vent
Up No:
& Down
Vent Closing: SLEEVE
Collar Attach: LINING SECTION
Date:
Date:
Step 7. Select and plan the solution
which measures the quality of each
garment
3.12 8D on Knee Lining problem
SILVER SPARK -8D Response Report
WHO IS EFFECTED BY THE PROBLEM?
Company:
Address:
Section
Part No./Code
Product Name :
SSAL
Doddaballapur
MTM
Trouser
EXTERNAL
INTERNAL
Date Open:
02-03-2015 8D No:2
Customer
Complaint
Initial Response:
Target Close Date:
Revission Date(S):
8D Initiator:
8D Initiator'S Spvr:
Actual Close Date:
D1 TEAM MEMBER NAMES/TITLES:
Champion:
Team Leader:
Team Members:
Varun Sir, Nitesh Sir, Babu,
Kempraj, Nausad
05-03-2015
Abhishek, Nuti
D2 PROBLEM STATEMENT/DESCRIPTION (quantity) (One defect Per 8D)
What:
TROUSER LINING SIZE IMPROPER
Where:
IN THE WAIST REGION
When:
FRONT PANEL OVERLOCK
How many:
3-4 PIECES PER HOUR
Impact:
RE-CUTTING, LINING LOOSE, TRIMMIMG
D3 CHOOSE AND VERIFY INTERIM CONTAINMENT ACTION (S) (ICA)
%
Target
Effective: Date:
100% CHECKING AT CUTTING END LINE INSPECTION AND TRIMMING IF THE SIZE IS
LARGE OR RE-CUTTING OR RE-CUTTING IF THE SIZE IS SMALL
Actual Date:
95%
HOW DID YOU VERIFY THE EFFECTIVENESS OF THE ICA?
THE ISSUE IS STOPPED AT THE CUTTING END LINE AND DO NOT MOVE TO THE SEWING
SECTION
D4 DEFINE AND VERIFY ROOT CAUSE (S):
1
2
3
4
% Contribution:
20
45
12
23
NO FULL ENTRY OF REFERENCE NUMBER
FOLD TO KEEP THE LAYING (CREATE WIP)
PATTERN HANDLING ISSUE (Rule Problem)
PART SEQUENCING NOT FOLLOWED IN TROUSER LAYING
HOW DID YOU VERIFY THE ROOT CAUSE (S)?
DATA COLLECTION DONE AFTER CUTTING SHOWED MAXIMUM PROBLEMS
D5 CHOOSE AND VERIFY PERMANENT CORRECTIVE ACTION (S) (PCA):
1
2
3
4
% Effective:
80%
100%
85%
90%
OPERATORS TRAINING FOR FULL NUMBER ENTRY
NO FOLDING AFTER LAYING
CHECK THE RULES ENTERED IN THE SYSTEM AND VERIFY IN EVERY THREE MONTHS
PARTS SEQUENCING TO BE FOLLOWED
HOW DID YOU VERIFY THE EFFECTIVENESS OF THE PCA?:
THE DATA COLLECTED AFTER THE IMPLEMENTATION OF PCA GIVES THE REDUCTION OF
ISSUES TO 13 %
D6 IMPLEMENT AND VALIDATE PERMANENT CORRECTIVE ACTION (S) (PCA):
Target
Date:
Actual Date:
Target
Date:
Actual Date:
THE PCA WAS IMPLEMENTED
HOW WILL YOU VALIDATE THE PCA?
Collect data for 15 days and zero defect found.
D7 SYSTEM PREVENTION ACTIONS TO PREVENT RECURRENCE:
Mistake Proofing : How are you going to ensure it can't happen again?
HAS CORRECTIVE ACTION/IMPLEMENTATION BEEN REVIEWED AGAINST DOCUMENTS?:
Check boxes that apply: Control Plan
FMEA
Flowchart
Proc./Work Instr,
Add to Tnternal Audit
D8 TEAM AND INDIVIDUAL RECOGNITION: Recognize the Collective efforts of the team.
Original: To the dept. Sprv/Mgr. Copy:All Initial 8D'S and revisions Must be sent to appropriate personnel at the location
Chapter 4 Bibliography
Bibliography
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