Using TQMS common tools to improve quality performance at garment factory of choishins (VINA) master final project

HO CHI MINH CITY OPEN UNIVERSITY UNIVERSITÉ LIBRE DE BRUXELLES SOLVAY BRUSSELS SCHOOL OF ECONOMICS & MANAGEMENT MBQPM 6 NGUYEN NGOC HIEU USING TQM’S COMMON TOOLS TO IMPROVE QUALITY

HO CHI MINH CITY OPEN UNIVERSITY UNIVERSITÉ LIBRE DE BRUXELLES SOLVAY BRUSSELS SCHOOL

OF ECONOMICS & MANAGEMENT

MBQPM 6

NGUYEN NGOC HIEU

USING TQM’S COMMON TOOLS TO IMPROVE QUALITY PERFORMANCE

AT GARMENT FACTORY OF CHOISHINS(VINA)

MASTER FINAL PROJECT MASTER IN BUSINESS QUALITY & PERFORMANCE MANAGEMENT

HO CHI MINH (2018)

HO CHI MINH CITY OPEN UNIVERSITY UNIVERSITÉ LIBRE DE BRUXELLES SOLVAY BRUSSELS SCHOOL

OF ECONOMICS & MANAGEMENT

MBQPM 6

NGUYEN NGOC HIEU

USING TQM’S COMMON TOOLS TO IMPROVE QUALITY PERFORMANCE

AT GARMENT FACTORY OF CHOISHINS(VINA)

MASTER FINAL PROJECT MASTER IN BUSINESS QUALITY & PERFORMANCE MANAGEMENT

HO CHI MINH (2018)

STATEMENT OF AUTHENTICATION:

This work has not been submitted for a degree or diploma in any University To the best

of my knowledge and belief, the project contains no materials published or written by another person except reference is made in the project itself

Nguyen Ngoc Hieu

March 20th,2018

ACKNOWLEDGEMENTS:

This projected has been instructed and supervised by Professor Jacques Martin to whom I would like to extend my sincere gratitude for taking time to guide me from beginning to the end of this report

All research, workshops, trial run were carried out at Choishins(Vina) in Tien Giang Province, Viet Nam with the supports of the management and colleagues there

I would like to thank Mr Kwon - General Director, Mr Leo – Merchandise Manager, Mrs Anita – QA manager and Mr Loc – Production Manager for close coordination

I would like to thank my family for their encouragement & support

Academic Tutor and Practical Tutor’s comments:

ACCEPTANCE OF FINAL PROJECT REPORT FOR DEFENSE

Mr Nguyen Ngoc Hieu’s final project report for degree of Master in Business Quality and Performance Management is official accepted for defense

The Thesis titled “USING TQM’S COMMON TOOLS TO IMPROVE QUALITY PERFORMANCE AT GARMENT FACTORY OF CHOISHINS(VINA)”

On ……date………

Dr Jacques M.A Martin

Academic Director

Master in Master Business in Quality and Performance Management

Solvay Brussels School of Economics and Management – Ho Chi Minh City Open University

TABLE OF CONTENTS:

ABSTRACT: i

INTRODUCTION ii

BACKGROUND OF THE STUDY: ii

OBJECTIVES OF THE STUDY: iii

SIGNIFICANCE OF THE STUDY: iii

RESEARCH METHODOLOGY: iv

REPORT OVERVIEW: v

PART I: ASSESSMENT & ANALYSIS CURRENT TQM IMPLEMENTATION STATUS AT CHOISHINS(VINA) 1

CHAPTER 1: INTRODUCTION ABOUT CHOISHINS(VINA): 1

1.1 Choishins(Vina) Company: 1

1.2 Existing customers: 2

1.3 Item producing: 2

1.4 Company organization: 3

CHAPTER 2: REVIEW OF THE EXISTING QUALITY SYSTEM AND MANUFACTURING PROCESS IN CHOISHINS(VINA) 4

2.1Description of Quality System: 4

2.1.1Quality Policy: 4

2.1.2 Quality Management System in factory: 4

2.1.3 Quality Performance Objectives: 4

2.1.4 Total Quality Management System: 4

2.1.5 Environment management system: follow Buyer’s requirement 5

2.1.6 Factory Quality organization chart 5

2.1.7 Internal audit procedures: 6

2.2 Introduce about manufacturing flow: 7

2.2.1 Fabric and Trim: 8

2.2.2 Sample Room: 9

2.2.3 Cutting Section: 9

2.2.4 Sewing Section: 11

2.2.5 Manufacturing flow in finishing section: 13

CHAPTER 3: ASSESSMENT OF TQM IMPLEMENTATION AT CHOISHINS(VINA) 15

3.1 Defining the Quality Management System maturity level: 15

3.2 Maturity Diagnostic Instrument Interpretation: 16

3.3 Score Table: 22

3.4 TQM practices against TQM ‘s Elements: 23

3.5 Quality findings: 24

3.5.1 Quality findings in cutting department: 24

3.5.2 Defect findings from Endline QC: 26

3.5.3 Defect findings from finishing section: 32

PART II: IMPROVEMENT PLAN 38

CHAPTER 1: SOURCES OF IMPROVEMENT: 38

1.1Organization maturity 38

1.2 Outstanding points of TQM adoption and implementation: 39

1.3 Quality Performance pending points: 39

CHAPTER2: ACTION PLANS 41

2.1 Suggested action plans: 41

2.2 Implement action plan: 42

2.2.1 Set Up Improvement Committee 42

2.2.2 Committee’s Objectives: 42

2.2.3 Conduct training for both management, QC and worker 43

2.2.4 Traffic Light System application in place: 46

2.2.5 Revised inline format 48

2.2.6 Revised Production Quality Tracking Chart: 49

2.2.7 Action taken from Root Cause Analysis of Physical defect 50

2.3 Measure the result after implemented: 58

2.3.1 Quality control of incoming material: 58

2.3.2 Quality control of fabric inspection area: 59

2.3.3 Quality control in cutting area: 59

2.3.4 WIP (Work in Process) moving: 60

2.3.5 Comparison about Quality Performance Effectiveness 62

2.3.6 Non-Conformance performance tracking: 62

2.3.7 Operator Skill Improvement: 63

2.3.8 TQM knowledge of the teams: 64

2.3.9 Maturity improvement: 65

CONCLUSION: 66

References: 67

LIST OF FIGURES:

Figure 1 Choishins(Vina) front view 1

Figure 2 Items factory producing 3

Figure 3 Factory Organization Chart 4

Figure 4 : QA organization chart 6

Figure 5: Internal audit flows 6

Figure 6: Factory quality flow chart which is updated on May 22nd ,2017 8

Figure 7: Cutting section flows 10

Figure 8: Sewing Flows 12

Figure 9: quality control flows in sewing line 13

Figure 10: manufacturing flows in Finishing section 14

Figure 11: Illustration of six-level categorization model of Dale and Lascelles (1997) 16

Figure 12: Fish Bone Analysis of cutting defects 25

Figure 13 Pareto chart for endline QC defects 28

Figure 14: fish bone analysis for puckering defect 29

Figure 15: fish bone analysis for roping defect 29

Figure 16: fish bone analysis for Broken Stitch defect 30

Figure 17: fish bone analysis for stains defect 30

Figure 18: Pareto chart of Finishing section 34

Figure 19: Cause and Effect Diagram of Poor Trimming 35

Figure 20: Cause and Effect Diagram of Unstable Measurement 35

Figure 21: Cause and Effect Diagram of Oil Stains 36

Figure 22: Cause and Effect Diagram of Poor Pressing 36

Figure 23: defect rate chart among the sections in factory 40

Figure 24: Backlog issue in between sections 40

Figure 25: Performance Improvement Consultative Committee 42

Figure 26: Performance Committee weekly meeting 43

Figure 27: training again for all QC staffs 44

Figure 28 Training about QC tools usage for all supervisors 44

Figure 29: Traffic Light System Implementation 46

Figure 30: Apply Static chart for all operation 47

Figure 31: New statistical inline QC format application 48

Figure 32: Apply Operator’s Quality Graph 49

Figure 33: Suggested form for QA audit defect analysis with goal 50

Figure 34: Lab Room SOP 51

Figure 35 Revised sewing line layout 56

Figure 36: Standardize FQA audit SOP 57

Figure 37 Updated incentive scheme 58

Figure 38: changed fabric relaxation method 59

Figure 39: Apply fabric defect library for inspector’s references 59

Figure 40: Improvement Achievement of Cutting Section 60

Figure 41: Eliminated Backlog in between sections 61

Figure 42: Merged finishing to sewing line 61

Figure 43: defect rate comparison after improvement 62

Figure 44: Non-conformation result from DC audit of before and after improvement 63

Figure 45: Employee Performance Summary 64

Figure 46:Maturity level improvement 65

Figure 47: Maturity score comparison 66

LIST OF TABLES:

Table 1: Pre-final QA name list 15

Table 2: Maturity assessment table 21

Table 3: Maturity assessment score table of Choishins(Vina) 22

Table 4: TQM practices against TQM ‘s Elements 24

Table 5: defect findings table in cutting section 25

Table 6: Five Whys Analysis for cutting defects 26

Table 7: defect findings table in sewing section 27

Table 8: Five Whys analysis for puckering defect 31

Table 9: Five Whys analysis for broken stitches defect 31

Table 10: Five Whys analysis for roping defect 32

Table 11: Five Whys analysis for Stains defect 32

Table 12: Defect findings in Finishing section 34

Table 13: Five Whys table for Unstable Measurement issue 37

Table 14: Five Whys table for Poor Trimming defect 37

Table 15: Five Whys table for Poor Ironing defect 38

Table 16: Improvement plan 42

Table 17: Improvement plan for cutting section 52

Table 18: Acceptable Quality Level table for cutting quality checking 54

Table 19: Improvement plan for sewing section 55

Table 20: TQM improvements achieved 64

i

ABSTRACT:

The Business environment of Apparel Industry is getting very tough recently Many apparel brands were being closed such as Gymboree, Limited, Guess because they can’t attain their customer’s loyalty Company tries to cut cost, competition between fashion companies is being hot than ever and the demand for higher quality with low price is increasing

And as an Agent QA, we are paid by customers to work with suppliers to deliver the right quality of goods to them As a cost center for customer, how are we still survived in this context?

The right answer is to try at our best to work closely with manufacturers to improve the overall quality performance, try to do right first time, deliver the right products to our customers

My thesis will discuss about the quality improvement in a fashion garment manufacturer through practical study The paper deals with an application of methodology in an industry which provides a framework to identify, quantify and eliminate sources of variation in an operational process, to optimize the operation variables, improve and sustain process performance with well-executed control plans The application of this paper improves the process performance of the critical operational process, leading to better utilization of resources, decreases variations & maintains consistent quality of the process output The consequence of my report is to prove that factory can achieve higher quality performance and enhance customer satisfaction by minimizing reworks activities through proper utilization of company's internal resources without the need of significant investment

ii

INTRODUCTION

Quality has become one of the most important decision-making factors for customer purchasing product Many companies invested a consider amount of human resources, capital and time to build the right quality system However, in many cases, quality system and improvement models, method and tools are poorly deployed and led too many frustrated issue for company Therefore, a smart garment manufacturer will not underestimate the significance of quality for his business Garment manufacturing is a complex industry for many reasons The product is manually operated, limited knowledge

of the workforce, less data analysis to know where is the root causes So how to utilize Total Quality Management (TQM) tools in managing quality performance in existing sections is the headache challenges to the Middle Management in factory To support factory in handling and utilize effectively TQM tools, I here introduce and apply again its tools in specific control activities to improve and maintain the quality performance in each section of the factory

BACKGROUND OF THE STUDY:

Business environment context of fashion industry is changing rapidly, order quantity is getting smaller, style quantity is increasing It requires both Li & Fung staff and factory have to be adapted with this scenario flexibly More than that, an Agent’s QA, who is responsible for quality assurance of all shipments delivering to our customers, needed to persuade factory to look into their current system and flows to see where they are, then consolidate and improve immediately the pending gaps to consistently provide the good products to our customer

And standing in between customer and supplier’s quality performance, I always try to work with our QAs and suppliers to deliver the goods to our existing customers with acceptable quality and reasonable price Choishins(Vina) is one of my in-charge factory and its performance is not good enough and there are reports of customer receiving goods with quality issues Delivery performance also not at that good, merchandise only completed at the last minutes and factory even doesn’t have enough time to conduct pre-final in prior of agent’s QA audit Sometimes we face with difficult situation because of final audit failed and the goods can’t meet handover date We can’t continue like this way as it doesn’t enhance our customer satisfaction at all and it is important to convince factory management

to change

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However, the culture “Fear of Change” is being existed in the mind of the stakeholder from

my in-charge factory I should prove to them that by seriously applying TQM tools in inspection, production processes and TQM knowledge training, we can increase accuracy

of operation handling and inspection Then we will overcome current unexpected performance and enhance our customer satisfaction

OBJECTIVES OF THE STUDY:

The objective of this study is to find out how we can improve effectively the quality of garments by implementing TQM tools (Check sheet, Pareto analysis, Process flow chart, Cause-Effect diagram) Setting more positive TQM environment in between the teams The main possible consequences of this study are:

- Improve TQM knowledge of the teams

- Reduce non-value-added works from process

-Quality performance can be improved by solving the problems behind poor quality

- Productivity can be improved by reducing rework

SIGNIFICANCE OF THE STUDY:

In today market environment, apparel company is being faced with multiple challenges such as increasing wage in production countries and Viet Nam is one of the region that is having high cost, downward pressure on garment prices Simultaneously, the rise of fast fashion with reducing order quantity and lead time while increasing order frequency This new world of lower volume, higher mix products creates a need for Agent’s QA who is responsible for quality assurance of all shipments deliver to our customers, to work with factory to improve and maintain its right first time performance and efficiency

Quality performance is the vital point to attain the reputation in the eyes of our existing customers and sustain competition, MY ROLE is to increase the inspection accuracy while reducing non-value-added works After worked with me on this project, factory can get benefits from different categories as below:

-Business result:

Improve customer satisfaction

Enhances organization’s image and reputation

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-Culture:

Increase quality awareness through all level of organization

Improve focus and involvement of senior management and staff in Continuous Improvement

-Process Management:

Provide a structured and rigorous approach to improve business operations

Encourage integration of quality oriented initiatives

Enforce a process management perspective and link processes to results

-Benchmark:

Help to prioritize improvements,

Help to more effectively measure the progress of organization

Understand deeply about fore-sewing tasks

Fully aware of TQM tool’s benefits

Be able to use TQM tools effectively

Know how to track daily/hourly production KPIs

RESEARCH METHODOLOGY:

Initially observe on how factory system works to understand the overall manufacturing & quality processes This step helps to understand the plants, what method they follow, how quality system works Using benchmark of Dale and Lascelles (1997) model to assess maturity of factory’s Quality Management System In the meant time I also checked factory TQM implement against TQM 8 Elements Collect quality performance data of Cutting, Sewing, Finishing Using TQM’s 7 tools such as Pareto, Check sheet, Cause and Effect analysis, 5 Whys etc to analyze the collected data and find out the root causes

Then set up the Performance Improvement Committee, conduct the TQM knowledge, quality concepts training for all management and workers, introduce of Inline Inspection

on Sewing floor through a pilot line firstly, adjust manufacturing flows to eliminate the wastes, take corrective actions to solve quality issues from the defined root causes

v

REPORT OVERVIEW:

The 1st Part of my report focus about Assessment and Analyze the current quality system

of Choishins(Vina) There are 2 chapters ins Part I, Chapter 1 is reviewing of the existing flow in different departments such as cutting, sewing and finishing section of the production floor of factory in order to understand the overall manufacturing & quality process including materials flow This step helps to understand the plants, what method they followed, how it works And in Chapter 2, I used the benchmarked check sheet to assess into factory’s system to measure the company maturity and used 8 TQM elements

to check how TQM application in factory Collect data to identify majorly problems occurring in factory and utilize the TQM tools of Pareto, Fish Born, Five Whys to analyze and find out the root causes

The 2nd Part of my report will mention about Improvement Plan from my findings about TQM implementation in factory as well as physical defect’s root causes There are 2 chapters in this part In Chapter 1, will mention about the source of improvement and chapter 2 will focus about Action Plan Tracking of improvements and comparing them with previous situation in different departments

Figure 1 Choishins(Vina) front view

This is 100% Korea investment company and was set up in May 2013

It locates in My Tho city, Tien Giang province, it takes 1h30’ travel by car from Ho Chi Minh City, 2 hours from Tan Son Nhat airport and 2h30’ from sea port

Land area 16,674m2 or 19,941yard2

21 lines (24 lines after complete)

1,350 employees (1,700 employees)

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Figure 2 Items factory producing

1.4 Company organization:

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Figure 3 Factory Organization Chart

From above organization chart, we can see that the administration team is leading by Mr K.J Won, Production team is in charge by Mr K.H Soo and Quality department is looking after by Ms Anita It is good that quality team is directly reports to General Director

CHAPTER 2: REVIEW OF THE EXISTING QUALITY SYSTEM AND MANUFACTURING PROCESS IN CHOISHINS(VINA)

2.1Description of Quality System:

2.1.1Quality Policy:

Deliver the products with free of defect to customer with reasonable price! And enhance quality system to satisfy customer expectation

2.1.2 Quality Management System in factory:

Company has built up quality system and manual but it was not accredited by third party And since factory is producing products for different buyers and Choishins is applying the standards of different buyers into their running system

2.1.3 Quality Performance Objectives:

It is surprised to me that factory does not have specific goal for each department about quality performance goals According to Mr Kwon, he sets target for the teams to pass 100% final audit by buyer QC

2.1.4 Total Quality Management System:

Applying 5S tools

Using check sheet to capture the defects but did not see factory doing analysis

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2.1.5 Environment management system: follow Buyer’s requirement

Temperature in production area must be >=200C

Win speed <=.4m/s

Lighting source in working floor from 70->120lux

Inspection area >=100 lux

Noise range: <=90db

Dust: <= 6,0 mg/m3

Poison gas <=.1%

Water source for drinking: should be met the test at Pasteur Institute

Built up environment management system

Declared environment management policy

Periodically assess environment management system and take action to improve the pending points to ensure it meets environment set requirement

2.1.6 Factory Quality organization chart

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Figure 4 : QA organization chart

We can see from above chart, QA and QC teams are divided and leaded by different managers who report to Mr Kwon, General Manager Overall, investment for the quality execution manpower is quite good in this factory

2.1.7 Internal audit procedures:

Figure 5: Internal audit flows

Comments: Choishins(Vina) is apparel manufacturer for different retailer brands, he has his own quality management system and it is not accredited by third party Quality team

is separated from Production Section and it is leading by General Director, Mr Kwon There are two independent teams of QC and QA within the Quality Section QC team is

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in charged by Mr Nhut - QC Manager and QA team is leading by Ms Anita - QA Manager

2.2 Introduce about manufacturing flow:

The research is conducted in garment factory whose major products are fashion top and dress in various order size The factory consists of central cutting department, 21 independent sewing lines and centralized finishing and packing Once fabric received, factory conduct inspection randomly at 10% in the meantime, fabric shrinkage, shade also check in prior of cutting Factory has relaxation area and fabric is relaxed 24 hours

in prior of cutting During spreading and cutting, there are 2 QCs to check spreading quality as well as cut panel accuracy before send them to fusing Before sending the panel

to sewing line, QC also checks physical defect Generally, operators are responsible for the quality of individual work, after that there is quality check at the end of each section

so that there should not be any defective parts passed to the next docks

Sewing line once received the panels from cutting, they start marking and input for sewing One inline QC to randomly check the quality of each operation daily Garment after finished sewing, endline QC checks the physical defect, report is signed daily one time The current finishing section is separated with sewing lines Then the garment after inspected by endline QC is put on a trolley and there is one staff to collect the garment hourly and move to ironing section If the Work in Process(WIP) in ironing section is too much then garment is temporarily put in one place and send to pressing table gradually until complete

Garment after ironed, there is one final QC per each ironing table to check the appearance again before passing the garment to hangtag attachment etc

Overall, Choishins( Vina) Manufacturing Flows is running smoothly but there is some points that need to be adjusted to achieve better quality ,efficiency as well as manpower

We will discuss this matter later in the next chapter

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Figure 6: Factory quality flow chart which is updated on May 22nd ,2017

2.2.1 Fabric and Trim:

Once received the fabric and trim from suppliers, factory unloads it from containers and put on incoming storage racks, there are 2 QCs to be in charge of fabric inspection, based

on 4 points system to check and reported the inspection result to Warehouse Manager Factory internal requirement that QC should conduct fabric inspection within 7 days after fabric arrived Based on current procedure, once fabric arrived warehouse QC will cut one yard for color, fabric shrinkage and weight checking During fabric inspection, QC

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uses fabric swatch which was dated, chopped and compare the shade between being checked fabric against standard QC also checks the shade between left, center, right and two ends of being checked fabric

2.2.2 Sample Room:

Factory has one sample room to make Pre-Production sample, Jump Size Set Sample and TOP sample There is one QC in sample room, she doesn’t know English Sample after finished sewing, QC has checked but there is no inspection record Since sample room does have inspection record, unable to see how rejected rate it is I checked PP checking record from styles that Li& Fung QA handled and found first pass rate is at 96% All machine setting in sample room is being managed by supervisor, no specialized Mechanic for sample room IE person to observe the sample making process, measure and calculate the Sam of bulk

2.2.3 Cutting Section:

2.2.3.1Process Flow Chart in Cutting Section:

In cutting section fabric rolls are inspected as per work order These inspected rolls are segregated on two sides as the quality pass and fail The pass rolls are taken into the next operation whereas the fail rolls returned to store with red tags on them After this, depending upon the order, size and quantity ratio; the spreader spreads the fabric for cutting Depend on the garment construction with fusing or not, the bundles of approximately 20 to 30 pieces are made and fusing is done simultaneously After fusing, all the parts are collected and put in the cutting audit The bundles which pass the cutting audit are forwarded to the sewing section (i.e preparatory section) whereas the fail bundles were re-worked for correction

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Figure 7: Cutting section flows

2.2.3.2 Quality control in Cutting:

Cutting requires skilled employees because failure to properly cut the fabric correctly could result in quality problems with fit and assembly Pieces that are cut too small are incapable of being fixed If a piece is cut too big, then that could potentially affect the size of other pieces The cutter must be meticulous about following the pattern as closely

as possible to insure the quality cutting is done There are 2 QCs in cutting to check the

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cutting accuracy One QC is checking the cutting table for fabric lot using accuracy, ticket#, spreading is acceptable or not Another QC mainly checks cutting accuracy Every bundle after numbering, QC will check randomly top, middle and bottom to insure

it is acceptable Cutting section also arranged 2 QCs to check the physical defects after bundled Report is available All bundles after checked are moved to racks and be waiting

to send to fusing or sewing lines

Cuts Should Be Checked For:

Miscut: Check for miscut or the failure of the Cutter to split the line Tolerance is 1/16” Report all defects for miscuts to Cutting Foreman (Supervisor)

Matching Plies: Check the top ply with the bottom ply to see that they are the same Compare both to a hard pattern or paper maker Tolerance is 1/8” Ragged Cutting: Check for ragged cutting according to the standards of the customer It is a judgment defect It is important on critical parts that if it has

to be re-cut then it is a defect

Notches: Check the notch location by placing the pattern over the top ply Any critical notch missing needs to be checked 100% Tolerance is 1/8” 10% of bundles in a cut should be inspected

2.2.4 Sewing Section:

This section consists of 20 sewing lines and each line has 30 sewing operators to make one full garment The machines are kept in single straight line according to the operation sequence The final garment from last operation is fully checked and corrected immediately for any defects WIP movement inside the assembly is made by the help of work aids attached with each machine The operator, after completing his (her) operation forwards the semi-finished garments to the next machine There is one inline QC per line and only randomly checks the critical operations After the garments completely sewn, there is 2 endline QCs to check the whole garments for physical defects Found the QC report is not updated daily one time by the end of the day with signature of supervisor and QC Checked garments then are put into a trolley to move to finishing section for ironing

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1.4.1.1 Flow chart in sewing line:

Process Sequence of Sewing Section at Choishins(Vina)

Planning 1 Staring work with garment analysis

Figure 8: Sewing Flows

2.2.4.2 Sewing Line Quality Control:

Factory has quality control procedure in place Quality procedure is posted in from of

QC table for both worker and QC references

QC Inline randomly picks up the garments, write the report daily However, it is not detailed enough as it does not reflect each operator’s performance

For the QC arrangement, factory arranges 2 endline QCs per line QC endline checks 100% output from sewing, if it is acceptable, then garment is put into a trolley to move

to finishing section for pressing all defects found is recorded into provided check sheet Report is reviewed daily by supervisor but there is no summary how many checked, what

is defect percentage etc

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Figure 9: quality control flows in sewing line

Operator monthly performance:

Factory has performance record monthly, supervisor fulfill the performance record in which mention worker competences of the workers i.e quality of work, quantity, adaptability but this appraisal is very impulsive as it doesn’t lean on any written data

2.2.5 Manufacturing flow in finishing section:

2.2.5.1 Manufacturing flow:

After receiving the garment from endline QC, there is one finishing staff to put the garments on rack for ironing Totally 20 pressing tables in finishing section Ironed garments then moving to finishing QC table for checking in prior passing to ticketing, folding and polybag area

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Figure 10: manufacturing flows in Finishing section

All pieces that well polybagged is passed through metal detector Then it is put on the rack and have packing staffs to randomly check the packing accuracy in prior of packing into the carton

2.2.5.2 Quality control in finishing section:

Garments after pressed, factory arranged QC to check appearance 100% before packing Finishing QC daily measures each size 3 garments, to ensure the garments are meet buyer

‘s given spec Record is available but no summary

Factory also have QA to randomly check the garments that QC inspected and QA also checks the garment after hangtagged, polybagged to make sure it is correct as order requirement before cartoning

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Factory has a QA team specialized in pre-final audit after garments are packed at 80%

If it is passed then QA offers that order for Buyer inspection before shipment Depends

on each buyer’s AQL standard, factory QA currently is using the same standard for final audit

pre-2.2.5.3 Pre-final Team:

Table 1: Pre-final QA name list

From above table, we can see the QA name and which buyer they are assigned to look after For Express, my account and production is running in factory with high volume,

it is required 2 QAs

CHOISHINS(VINA)

In this Chapter, I firstly use the benchmark of Quality Management Maturity check sheet

to capture the quality system maturity of Choishins(Vina) Collect all data from different department to see how effectiveness of factory performance is After that compare factory’s TQM practice against TQM’s element and find out the areas needed to improve For production execution, I used the TQM’s simple tools i.e: check sheet to collect the data from cutting to finishing, analyse and find out the root causes for further improvement actions in Part II of the report

3.1 Defining the Quality Management System maturity level:

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To understanding of the maturity level of organization structure, procedure, process, and resources dedicated to ensure that their products and services satisfy their customers ‘s expectation Dale and Lascelles’(1997) six-level categorization model provide a simple tool for evaluating and understanding the current organizational situation in reference to the degree of maturity of its Quality Management System This model identifies six levels in the adoption of Total Quality Management Principles, which can be used as a platform for performing the assessment Based on this model, the six level of categories

an organization may fall under are (1) uncommitted, (2)drifter, (3) tool pusher, (4) improver, (5) award winners and (6) world class

Figure 11: Illustration of six-level categorization model of Dale and Lascelles (1997) Based on Maturity assessment table, if factory gets score over 4 then it belongs to Tool Pusher Level, score from 3.99-> 3, it belong to Improver Level, score from 2.99 ->2 belonged to Award Winner and score under 2 it should be World Class Level Please kindly refer to below interpretation

3.2 Maturity Diagnostic Instrument Interpretation:

An important consideration is diagnosis made based upon the data interpretation Dale and Lascelles(1997) recognize that some organizations may fall midway between some

of categories, while other may display hydric quality structures, procedures, processes, and resources found into two or more groups Defining a specific category based on the highest score will provide a general overview of QMS status However, a simple but more meaningful diagnosis would be to assess the amount of variance for each of the 84 subcategories in relation to score of 4, which is the neutral point Scores above 4 would indicate a problem with a specific quality process or practice The closer the score is to

1 Quality improvement initiatives are not only carried out

to achieve ISO9000 registration or comply with

customer requirement

3

2 Initial enthusiasm after implementing a quality

management system (QMS) or QI program does not

fade over time

3

3 Organization holds an ISO9000 certification (or is close

4 Organization recognizes that the effective

5 Organization has a culture where quality is not

dependent on the commitment and drive of a limited

number of individuals

3

6 A total integration of continuous improvement(CI) and

7 Organization does not only apply quality management

tools and techniques due to customers’ presence,

monitoring and pressure

3

8 Organization has not expressed disappointment about

9 Organization employs a selection of quality

management tools( e.g: statistical process control,

quality circle, failure mode and effect analysis(FMEA),

mistake proofing, quality improvement groups.)

4

10 Organization recognizes an importance of customer

12 Organization’s purpose and values are defined and

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13 Not only does the quality department drive the QMS and

maintain ISO certification, but all staff participate and

have concern for quality

4

14 Organization is not susceptible to the adoption of the

15 Organization does not tend to look for the latest QI

16 Senior management shows commitment toward QI

17 A number of successful Organizational changes have

18 Organization has developed and applied a unique

19 Success on quality initiatives is not linked to the success

20 Management teams do not try a variety of approaches in

21 All senior management members are committed to the

22 Organization has formulated a quality strategy and

23 Business procedures and processes are efficient and

24 Organization places appositive value on internal and

external relationships( e.g: with employees, customers) 3

25 QM is not considered a contractual requirement and an

26 Senior management does not assume that CI occurs

manufacturing/operations departments, but also in other

departments of the organization

3

28 A problem-solving infrastructure and a proactive QMS

29 Process improvement results are measurable and carried

31 Priority is given to QI in term of time and allocation of

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32 Organization has adopted different quality

philosophies(e.g: Deming, Crosby, Juran, SPC, ISO,

36 QMS helps to identify opportunities to improve the

37 Corrective actions are not only taken in response to

38 Continuous improvement is perceived as a strategy, not

39 Long-term results in all organizational aspects( as

opposed to short-term results regarding product output

and quality only) are expected

4

40 Individual staff carry out improvement activities within

41 A system for internal and external performance

42 Organization is constantly looking to identify new/ more

products, services, or characteristics that will increase

customer satisfaction

4

43 Support to solve problem is not based om their impact

45 Processes do not have considerable potential for

46 Important of staff involvement in CI is recognized,

48 A QI culture is no longer dependent on top-down drives,

but it is also driven laterally through the whole

organization

5

20

50 Management is not oversusceptible to outside

intervention and does not easily get distracted by latest

QM and CI fads

4

51 All parts of the organization believe that the current

52 Benchmarking studies have been initiated and the result

54 The vision of entire organization is aligned to the voice

55 Organization has made an acceptable investment in

56 Quality department has a high status within the

59 Current QMS is sincerely viewed by all employees as a

way of managing the business to satisfy and delight

customers, both internal and external

63 Training on quality tools is aimed at persons who can

65 Perception of stakeholders of the company’s

performance is surveyed and acted onto drive

improvement actions

4

66 Quality values are fully understood and shared by

67 Organization has had positive previous experience with

68 Cultural changes have taken place after the

21

69 Quality tools and techniques are implemented

strategically and not only reactively and when

necessary

5

70 There is low preoccupation with numbers( eg., financial

71 Results of improvement projects are effectively utilized 4

72 Each person in the organization is committed, in an

almost natural way, to seek opportunities for

improvement

4

73 There is not an overwhelming emphasis on the

75 Meeting output targets is not the only key priority for

the majority of managers; there are no conflicts between

the production/operations department and the quality

department

5

76 QI drives and direction do not rely only on a small

78 Dependability is emphasized throughout the

79 There is a long-term plan for corrective actions for

80 Self-assessment is performed and improvements

81 The organization has a flexible QMS not only designed

82 If key director/manager/individuals leave, business

mergers occur, organizational restructuring takes place,

etc., there is no danger of losing momentum of failure in

term of QM/QI initiatives

5

83 QMS is effective and it does help to identify

opportunities to improve the ability of the company to

satisfy its customers

4

Table 2: Maturity assessment table

ion

Val

ue

Question

Val

ue

Question

Val

ue

Question

Val

ue

Question

Val

ue

Question

ge

3.95

Table 3: Maturity assessment score table of Choishins(Vina)

Based on assessment scores, factory got 3.95 points and it belonged to level 3-Tool Pusher Level And according to interpretation of 6 levels of TQM adoption theory (Managing Quality- page 118-edited by Barrie G Dale, Ton Vander Wiele and Jos Van Iwaarden, Blackwell Publishing):

CEO doesn’t have long term TQM plan

Company have met quality standard of one of major Purchaser

Quality mindset is there but not all member of Senior Managemnt is committed to TQM

Have tendency to delegate TQM responsibility to quality department

23

Middle management may say all right thing but they remain unconvinced

in their own mind of TQM value In their area of responsibility, they give priority to system and technical which they consider will have more short term impact than TQM

Continuous improvement efforts is only concentrated in production floor With other departments remaining less involved in improvement efforts Quality department is main driving force of improvement process

A certain amount of inter-departmental/functional friction and lack of communication is like to be evident

Focus of quality control is for what exist now, not for future

Meeting output target is the key priority of majority managers with confliction between production section, operation and quality assurance department

Short term result regarding product output and quality are expected, resulting in reactive problem solving and a neglect of long term, root cause, process improvement action

There are repeated claims from some parts of organization that TQM is not working with a tendency to dwell on old practices as being more effective

3.4 TQM practices against TQM ‘s Elements:

TQM Principle Current Status

Leadership Miscommunication between levels of company is still happening

Many activities within organization is not evaluated

Lacking of motivation to all level of staffs toward company objectives, goals

Customer

Focus

The goal of customer satisfaction is not incorporated in planning processes Customer requirements are not identified as the 1st step of quality strategy planning

Involvement of

People

Quality knowledge of employee is very limited, they only know inspection based on quality control, no idea about quality tools, awareness on quality is low

All levels of team have less idea about TQM

Awareness of quality ownership from operators is limited,

by inspectors, they will be coordinated to fix it

Concept of continuous improvement is not in practice even there is

no goal for improvement

Mutually

beneficial

supplier

relationships

No monitoring supplier’s quality performance Don’t focus to build

up long term trust-based relationship with suppliers

Table 4: TQM practices against TQM ‘s Elements

3.5 Quality findings:

3.5.1 Quality findings in cutting department:

We collected the QC report from July 1st, 2017-> September 30th 2017 totally QC check 257,452pcs and found 25,583 defects, around 4.61% defect