D MODULED -1IDENTIFY QUALITY INSPECTION SYSTEM ACCORDING TO PRODUCT>IMPORTANCE AND ADVANTAGES OF QUALITY INSPECTION.>SELECTING THE TYPE OF QUALITY INSPECTION SYSTEM ACCORDING TO TYPE AND NATURE OF THE PRODUCT.>WHEN TO CONDUCT A PRE-PRODUCTION INSPECTION?>HIGHLIGHT THE SIGNIFICANCE OF IN PROCESS INSPECTION SYSTEM.>INITIAL PRODUCTION INSPECTION (“PRE-PRODUCTION”)>DURING PRODUCTION INSPECTION ( “IN-LINE” OR “IN-PROCESS”) >FINAL RANDOM INSPECTION (“PRE-SHIPMENT”)D-2APPLY QUALITY SYSTEMREQUIREMENTS OF QUALITY SYSTEMIMPORTANCE AN OBJECTIVE OF APPLYING STANDARDIZED D-3ANALYZE THE OUTCOMESIGNIFICANCE AND ADVANTAGES OF ANALYZING THE INSPECTION OUTCOMESCOMPARE THE LATEST OVERALL OUTCOMES WITH PRE ESTABLISHED OUT COMESD-4CORRECTIVE ACTION (PRO-ACTIVE APPROACH)CORRECTIVE ACTION (PRO-ACTIVE APPROACH)

DIdentify Quality Inspection System According to ProductApply Quality SystemAnalyze the outcomeCorrective action(pro-active approach)

D -1Identify Quality Inspection System According to Product>Importance and advantages of quality inspection.>Selecting the type of quality inspection system according to type and nature of the product.>When to conduct a pre-production inspection?>Highlight the significance of in process inspection system.>Initial production Inspection (“Pre-production”)>During production inspection ( “in-line” or “in-process”) >Final random inspection (“pre-shipment”)

Non conformanceIt occurs when something does not meet the specifications or requirements in some way.

Non-conformances are addressed with corrective actions. A NON-CONFORMANCE CAN BE IDENTIFIED THROUGH >customer complaints >internal audits>external audits>Incoming material inspection >inspection activities

What is a Pre Production Inspection?It is done right before the beginning of the actual mass production.

What do we check during a Pre Production Inspection?Raw materials and key components of your order.>Fabric>Thread >Metal Accessories (trims ,button, rivets)

What is the benefit of the Pre Production Inspection?The Pre Production Inspection will help you to setup the preliminary production test to match the golden sample.> Give’s clear vision of the production schedule > To get ahead of any possible problems that could affect the quality of your goods.

Initial production Inspection (“Pre-production inspection ”) A factory usually cannot turn defective inputs (components, or raw materials) into good products. And the problems are much harder to detect once the materials are embedded in the final product.

It help’s us >To decrease quality risks, >Some samples can be taken randomly and checked visually (or sent to a laboratory for tests). >Buyer clearly define what inputs are acceptable, >An experienced inspector can also examine the making of a proto sample.

Production has already started when a pre-production inspection takes place. >It allows the inspector to examine the process, and sometimes to check a few finished products. >However, in this case, the factory might stop production >If inputs are not conform the process is not satisfactory.

What is the During Production Inspection ?The During Production Inspection (DPI) will take place during production between 20% and 80% of the manufacturing process. We check packed and ready to go products.

What do we check during a During Production Inspection?Product appearance (AQL), workmanship quality, size measurements, weight check, functionality assortment, accessories, labeling & logos, packaging, packing and other tests and special requirements.

What is the benefit of a During Production Inspection?We will intervene in the middle of the production process to check if the quality of your products reaches your standards and make sure production is on schedule.

>Avoid rework (loss of time).>Defect unable to repair (financial loss)>In an in-line inspection, the first products that got out of the line are inspected for conformity. >If issues are raised at this stage, the factory can immediately take some corrective actions and avoid delays.>A third advantage of in-line inspections is that the buyer knows where the goods are produced.

Final random inspection (“pre-shipment inspection”)It takes place once all the products are finished and ready for shipment.>Most popular inspection

>More reliable. >Inspectors should “guarantee” the quality of the whole order quantity, when the inspection is passed. >The conformity of the products is checked against a list of criteria defined by the buyer (product quantity, workmanship, function, safety, aspect, size, packing…). >give an idea of how seriously the control was performed.>Total quantity of products can be counted, >Samples of finished products can be drawn in a truly random manner which are representative of the whole batch.

D-2Apply Quality System>Requirements of Quality system>Importance an objective of applying standardized

PROBLEM’S ARE THE GOLDEN EGGS

Don’t Jump over the Problem Jumping to a solution orients the team to deploy only one thing, which could be insufficient or just wrong.

Be with the Problem>Explore the current work situation>Go to the place of work where problems happen, to gain >Insights into the work where work is Done>You learn, what is really happening…>It avoid False Starts!!!

Problem is the discrepancy between the current situation and the standard for that situation.

Plan for changes to Bring about improvementCustomer mappingFlowchartingPareto analysisBrainstormingNominal group techniqueSolutionEvaluation matrixCause and effect diagrams

Do changes on smallScale first to trial themSmall group leadership skillsExperiment designConflict resolution On job training

ACT to get theGreatest benefitFrom changesProcess mappingProcess standardizationControlled reference informationFormal training for standard processes 

CHECK to see if Changes are working

And to investigateSelected processesData check sheet

Graphical analysis Control charts

Key performance indicators

DO

CHECKACT

PLAN

About PDCA AuthorsWalter Shewhart Discussed the concept of the continuous improvement cycle (Plan Do Check Act) in his 1939 book, "Statistical Method From the Viewpoint of Quality Control

W. Edwards Deming Modified and popularized the Shewart cycle (PDCA) to what is now referred to as the Deming Cycle (Plan, Do, Study, Act).

When do we use the PDCA>Significant or repetitive complaints>Repetitive human errors occurring during a specific process>Repetitive equipment failures associated with a specific process>Performance is generally below desired standard

Problem solving Guide

Step 1: Clarify the ProblemWhat is a problem?>Anything that deviates from the standard or target>A gap between actual and desired condition>An unfulfilled customer’s need Step 2 : Break down the problem>Requires to study the process to detail>Dedicate sufficient time for the breakdown>All problems can be divided into Smaller defined problems: by region, location, department, product, channel, customers etc. >Specify the point of cause: the problem is present in a specific part of the process>Specify the point of cause by studying the process

Step 3 : Target SettingTarget Characteristics:>Must be quantifiable>Measurable>Achievable>Time Bound Step 4: Determine the Root Cause>Solve problems on structural basis>Ensure problems do not return>Ensure sustainable improvements are made.

Step 5 : Develop CountermeasuresEvaluation of ideas1. Cost-benefit Analysis: 2. Evaluation matrixThe main goal of evaluation matrix is to evaluate anidea in accordance to several factors or criteria. Good problem solving and countermeasure preparation will drive an organization to: Productive self-criticism More robust systems and processes A higher-level understandingThe countermeasure cycle is a team effort!

Step 6 : See Countermeasures through>Share information with others by informing, reporting >Review the progress of the action plan >Ensure that your countermeasures do not create adverse effect to Step 7 : Confirm Results & Processes>Evaluate if target was achieved or not>Evaluate the process and ensure that it is sustainable>Confirm negative and positive effects>Share evaluation with people involved

Step 8 : Standardize process>Set successful processes as new standard>Share the new standard.

Importance an objective of applying standardized

>Benefits of meeting standards>Improving performance>Reducing business risk>Becoming more sustainable>Encouraging innovation>Standards protect consumers' fundamental right to safety, the right to be informed and the right to choose. These rights relate to products, services, processes and materials.>Standardization promotes effective research and development, and makes products easier to use.>Standardization relies on all sections of society being involved in standards.

Quality assurance and standards>Standards are the key to effective quality management>They may be international, national, organizational or project standards>Product standards define characteristics that all components should exhibit e.g. a common programming style>Process standards define how the software process should be enactedImportance of standards>Encapsulation of best practice- avoids repetition of past mistakes>Framework for quality assurance process - it involves checking standard compliance>Provide continuity - new staff can understand the organisation by understand the standards applied

>Problems with standards>Not seen as relevant and up-to-date by software engineers>Involve too much bureaucratic form filling>Unsupported by software tools so tedious manual work is involved to maintain standards>Standards development>Involve practitioners in development. Engineers should understand the rationale underlying a standard>Review standards and their usage regularly. >Standards can quickly become outdated and this reduces their credibility amongst practitioners>Detailed standards should have associated tool support. Excessive clerical work is the most significant complaint against standards

D-3Analyze the outcome>Significance and advantages of analyzing the inspection outcomes>Compare the latest overall outcomes with pre established out comes

Management leadershipGain Basic Skills in:>Problem Solving and Decision Making>Planning>Delegation>Internal Communications>Meeting Management>Managing Yourself

What Do Managers Do?1. Planning2. Organizing resources3. Leading4. Controlling, or Coordinating

Problem Solving and Decision Making1. Define the problemDefining the problem: (with input from yourself and others)Ask yourself and others, the following questions: a. What can you see that causes you to think there's a problem? b. Where is it happening?c. How is it happening?d. When is it happening?e. With whom is it happening? (HINT: Don't jump to "Who is causing the problem? f. Why is it happening?

2.Understand your role in the problem3. Identify alternatives for approaches to resolve the problem4. Select an approach to resolve the problem5. Plan the implementation of the best alternative (this is your action plan)6. Monitor implementation of the plan7. Verify if the problem has been resolved or not

Delegation >Delegate the whole task to one person>Select the right person>Clearly specify your preferred results>Delegate responsibility and authority -- assign the task, not the method to accomplish it>Ask the employee to summarize back to you, their impressions of the project and the results you prefer>Get ongoing non-intrusive feedback about progress on the project>Maintain open lines of communicationI>f you're not satisfied with the progress, don't take the project back >Evaluate and reward performance

Basics of Internal CommunicationsEffective communications is the "life's blood" of an organization. Organizations that are highly successful have strong communications.>Have all employees provide weekly written status reports to their supervisors>Hold monthly meetings with all employees together>Hold weekly or biweekly meetings with all employees together if the organization is small>Have supervisors meet with their direct reports in one-on-one meetings every month

Meeting ManagementMeeting management tends to be a set of skills often overlooked by leaders and managers. 1.Selecting ParticipantsThe decision about who is to attend depends on what you want to accomplish in the meeting. 2.Developing AgendasDevelop the agenda together with key participants in the meeting. 3.Opening MeetingsAlways start on timeWelcome attendees and thank them for their time..Clarify your role(s) in the meeting.

4.Establishing Ground Rules for MeetingsFour powerful ground rules are: participate, get focus, maintain momentum and reach closure. 5.Time Management You might ask attendees to help you keep track of the time.6.Evaluations of Meeting Process Every couple of hours, conduct 5-10 minutes "satisfaction checks".7.Evaluating the Overall Meeting Leave 5-10 minutes at the end of the meeting to evaluate the meeting; don't skip this portion of the meeting.Have the chief executive rank the meeting last.8.Closing MeetingsAlways end meetings on time and attempt to end on a positive note.

Managing YourselfGuidelines to Manage Yourself1. Monitor your work hours2. Recognize your own signs of stress 3. Get a mentor or a coach4. Learn to delegate5. Communicate as much as you can6. Recognize what's important from what's urgent -- fix the system, not the problem7. Recognize accomplishments

D-4Corrective actionsCorrective actions are reactive – something has gone wrong and these are the actions taken to deal with the problem. 

Non-conformances are resolved through corrective actions.However, ‘dealing with it’ for ISO 9001 means that you eliminate the problem AND make sure it will not happen again, The problem might be identified in processes, materials, suppliers, the product, the service, the workplace, or the management system itself.

The documentation for a corrective action provides evidence that the problem was recognized, corrected, and proper controls installed to make sure that it does not happen again.conducting workplace inspectionsMonitoring of plant and equipmentdealing with any non-conforming productinvestigating complaintsreviewing system failures

The ISO 9001 standard requires that you have a documented procedure for Corrective Action.And you must also maintain records of corrective actions and their results.

Preventive actionsPreventive actions are pro-active – something could go wrong

These are actions taken to stop it from happening, If something in the quality system indicates that a possible problem may develop, a preventive action must be implemented

You can identify opportunities for preventive action in a number of ways:>Through the management review process>Process / Performance monitoring>Customer feedback for trends>Employee suggestions for improvement>Production planning

SO 9001 requires that you document your Preventive Action procedure. You are also required to keep records on Preventive actions you’ve identified and the actions you took.

Your Preventive Action procedure will include information on:

>How you identify a potential problem>Where and how it should be recorded

and by who deciding on what action will be taken>How to record the actions taken>Assessing the solution for effectiveness and documenting the evidence to support your decision.>When and who can finally close the issueThe records you keep on preventive actions you’ve taken, provide evidence that an effective quality system has been implemented and that it is able to identify and eliminate potential problems

Edited By :MuHaMmAd UmAiR JaVeD RaNdHaWaTrade: Quality Control in GarmentsRoll No:19E.mail:umairjaved256@gmail.com