Quality Management

Quality Management
B. Purushothama
What is Quality ?
• The degree to which a set of inherent
characteristics fulfils requirements
--- ISO 9000:2000
• The totality of features and / or
characteristics of a product and / or
service that lead to Customer
Satisfaction” – ISO 9000:2005
Quality
“All quality improvement occurs on a

project-by-project basis and in no
other way.” - Juran
Quality cannot be inspected into a product; it
is either there or not. It must be bred into
the making of the product by the operative;
this is where quality starts – Phillip Crosby
Dec 8, 2021 Quality Management 3

What is Management?
• Getting Work Done? –
– Only getting the work done is not management. You
should get the results.
• Getting Results? –
– Only getting results is not management, it should be
sustainable.
– The results should be an out come of the activity and
not a chance.
• Getting sustainable results by proper planning,
coordination, implementation, monitoring and
controlling the activities can be called as real
Management.
QUALITY MANAGEMENT
Quality Quality Quality Quality

Planning Control Assurance Improvement

Quality Planning
• “A set of activities whose purpose is to
define quality system policies, objectives,
and requirements, and to explain how
these policies will be applied, how these
objectives will be achieved, and how these
requirements will be met. It is always
future oriented”.
ISO 9000:2005
Quality Planning
• The product and service provision planning
process in ISO 9001:2000defines the following
controls, as appropriate to the product, which is
called a quality plan.
– the quality objectives and regulations
– the necessary processes, documents and resources
– the required checks and criteria for product
acceptance
– the records needed
• The resulting plan may be a one-off, project-
specific plan or more general documentation
Quality Control
• A system for ensuring the maintenance of proper
standards in manufactured goods, especially by
periodic random inspection of the product. - www.
Answer.com
• A system for achieving or maintaining the

desired level of quality in a manufactured
product by inspecting samples and assessing
what changes may be needed in the
manufacturing process
- msn. Encarta. Free dictionary

Quality Assurance
• A planned and systematic pattern of all
actions necessary to provide adequate
confidence that the product optimally fulfils
customers' expectations, i.e. that it is
problem-free and well able to perform the
task it was designed for. – www.dictionary.die.net

Quality Improvement
• Systematic approach to reduction or
elimination of waste, work-back flow,
rework and losses in production process.-
www.businessdictionary.com

Let us verify the Definition of Quality
• The totality of features and / or characteristics of a

product and / or service that lead to Customer
Satisfaction” – ISO 9000:2005
• Any of the features that make something what it is;
characteristic element, attribute, the basic nature.
• The degree of excellence which a thing possesses.
• “Fitness for Purpose” – Joseph Juran
• "Conformance to requirements". – Philips Crosby
• “The characteristics of a product or service that bear
on its ability to satisfy stated or implied needs” –
American Society for Quality

Can we accept this definition?
• Smugglers and poachers are providing the
goods and services to the satisfaction of
their customers.
• Terrorists are fulfilling their mission to the
fullest satisfaction of their customers.
• They are ready to take any hardship and
even sacrifice their life to meet the
requirements of their customers.
Take more examples
• Product quality is good and meeting the
complete requirements of customers, but
– the company is polluting the environment,
– employees are harassed,
– taxes are not paid to government,
– roads are frequently blocked because of the parking
of heavy trucks,
– strikes and agitations disturbing the normal life of
public and so on.
Can we call this as a Quality?

What is Real Quality?
• The definition of Quality has gone much beyond the
product requirements to the customer requirements, and
the International Quality Standards cover a bigger
sphere. The quality does not restrict itself to fulfilling the
customer requirements, but it should also consider the
ethical and society needs and regulatory requirements.
• Understanding society needs and requirements and

developing the systems and strategies to help
community is essentially a part of quality.

Quality Requirements
• Customer – Product features and tolerances.
• International Standards – Testing procedures, Measuring

systems, Labeling and Marking.
• Regulatory requirements – Safety of product as well as

users, general interests of the community and
environment.
• Ethical requirements – Human values, Business ethics,

Social Obligations.
Legal and Regulatory
Requirements - 1
• No violation of the law of the land like minimum wages,
working hours, overtime, minimum age for employment,
providing crèche facilities where women employees are
working, safety regulations, bonus, PF and other welfare
measures.
• When the activities are outsourced, it is the responsibility

of the organization to ensure that the people are paid the
minimum wages as per the Act, and the number of hours
worked does no exceed the limits for both regular
working and for overtime.

Legal and Regulatory
Requirements – 2
• The employees need to be adequately insured
for their safety and health.
• All safety aspects are to be maintained as per

the law of the country and beyond considering
the nature of threat the activity is having on the
employees and the environment.
• Providing appropriate training to the employees

is the responsibility of the organization, as they
are committing the quality to the customers.
Regulatory requirements relating to product safety
and the safety of the consumer
• Use of metal free buttons and other accessories
in garments.
• Avoiding carcinogenic azoic dyes, chlorine,

formaldehyde and other banned chemicals.
• Preventing metal pieces like broken needle parts

and staple pins in the garments.
• The washing instructions are to be given with the

internationally accepted symbols.

General Regulatory requirements
• The quantity despatched should match exactly
the invoice and the delivery challan.
• The contents mentioned on each package
should match the actual contents.
• The product description mentioned should match
the actual.
• The blend percent should be exactly as
declared.
• The packages should have the details of period
of manufacture and the country of manufacture.

Business Ethics
• The garment/Fabric/Yarn shown in the catalogue should
match with the final material delivered.
• Performance according to the promises given to the
buyer.
• The Product quality should match the samples shown
while taking orders.
• Proper documentation and high quality label on the
garments/ yarns.
• Timely delivery of material is as important as its quality
and price.
• Making in-time payment to suppliers

Trade Regulations
• Apart from the International Standards, it is
necessary to refer to the trade practices and the
regulations prevailing in the country to which we
export.
• It might include the ban on certain chemicals,

packing materials, packing systems, permissible
limits for the traces of heavy metals, pesticides,
etc., depending on the product and the end use.

Societal Safety Factors
• Clothes worn do not create problem to the wearer
because of its constituents and finishes.
• No loss is made to society or environment because of
the processes.
• The industry should follow ethical standards and
consider the community requirements.
• There should not be any disturbance to the community
because of us, like the noise disturbing the sleep of
people, frequent traffic jams because of the movement
or parking of heavy and long trucks in narrow lanes
adjacent to the factory, frequent strikes and lockouts
because of unhealthy industrial relation approaches etc.

Quality from a larger prospective
• The Quality not only addresses the basic product
requirements, but also other requirements of customers
as well as of society.
• We need to work towards achieving both in order to

survive in the competitive international market.
• We need to have appropriate procedures to address the

requirements, implement the systems, verify the results
and compare with the competitors and reengineer the
systems to achieve improved results.

QUALITY STANDARDS
• Quality control and standards are one of the
most important aspects of the content of any job.
• By a Quality Standard we mean the
establishment of the threshold at which level of
severity a defect becomes unacceptable, i.e. a
fault.
• It is the equivalent of tolerances applicable to
measurable factors.

Agreed Quality Standards
• Quality Standards must be recognized and
agreed by all levels of Management. In the
absence of such agreement the operative
does not know what is expected of him or
her, becomes frustrated, and leaves, with
the ensuing needlessly high labour-
turnover and training costs of new labour.

Customer Requirements
Specified Unspecified
Expectations are clear. Customer has no time to sit and list out
Suppliers are clear. all requirements.
Customers are clear. Customer feels the requirement when a
Process is designed and problem arises.
monitored. Customer feels the requirement when
some one else has got it.
Customer knows the needs but does not
effectively express.
Customer expects the supplier to know.

Specified
Needs
Unspecified Needs

How Quality is ensured?
• By devising correct work methods,
• Providing correct materials in time,
• Engaging competent personnel and training them adequately,
• Proactively inspecting the machines and maintaining them properly
• Checking the material in process and the process itself
• Reviewing the systems periodically for their continued suitability
• By inspecting the material produced
• Checking the documents produced
• Getting the services of an external inspection agency
• Rejecting the nonconforming materials
• Visiting customer place to study the working of our materials and
taking corrective actions
• Getting customer feedback and taking measures to correct the
situation

Preparing Quality Plans
• Study the machinery available and their
capabilities
• Decide on the machines to be used for the
specific order
• Workout the date of starting the production
and completing
• Decide the people to work on line
• Decide the points to be verified and the
quality to be checked.
Understand the Quality Objectives of Products
• Why the customer is ordering a specific

product?
• How customer uses the material?
• What customer expects from the product?
• What are the concerns the customer is
having?
• What problems were encountered by the
customer earlier with similar products?

Understand the impact of various
parameters on product quality
• Effect of fibre properties like length, maturity, micronaire,
and strength on properties of yarn like uniformity, strength,
elongation, appearance, optimum twist level, abrasion
resistance, absorbency etc.
• Effect of yarn properties on fabric GSM, abrasion

resistance, spirality, absorbency, shade uniformity, fabric
cover, tear strength, strip strength, ballistic strength, etc.
• Effect of fabric construction on fabric properties like

strength, permeability, absorbency, abrasion resistance,
dimensional stability, GSM, flammability etc.
• Effect of garment design on the functional aspects

Design the products
• Understand the design inputs – viz. customer
needs, company capabilities, availability of
materials, cost aspects etc.
• Verify the design outputs – settings to be made,

parts to be replaced or modified, estimated
production levels, estimated cost of production,
materials to be procured, people to be trained,
etc

Tolerances
• All products are subject to variations in
consistency, caused by variations in raw
materials, processes, operatives, conditions,
measuring and so on. The likelihood, therefore,
of a product being exactly to specification are
remote. However, the variations are just as likely
to give results that are too high as they are to
give results that are too low - the results will vary
in a random manner. This law of randomness is
fundamental to an understanding of the
statistical approach to quality control.
+/- 3 Sigma Limits

Six Sigma Process Capability
SIGMA DPMO COPQ CAPABILITY
6 sigma 3.4 <10% of sales World Class
5 sigma 230 10 to 15% of sales
4 sigma 6200 15 to 20% of sales Industry average
3 sigma 67,000 20 to 30% of sales
2 sigma 310,000 30 to 40% of sales Noncompetitive
1 sigma 700,000

Six Sigma approach
• Strategy includes:
– Measure
– Analyze
– Improve
– Control
• Improvement projects must be integrated with the goals of the
organization.
• Six Sigma uses a “divide and conquer” approach as opposed
to Continuous Process Improvement. Implementation is top-
down. CEO drives, and executive management provides the
Champion for each project.
• Uses concept of “belts” for levels of competency in Six Sigma
implementation:
– MBB = Master Black Belt
– BB = Black Belt
– GB = Green Belt
A Road Map for Six Sigma
 Appoint a Champion
 Select a Cross-functional team
 Develop quantifiable goals
 Develop an implementation plan
 Establish a training program
 Address data collection requirements and
issues
 Develop a change control and maintenance
program
 Coordinate your road map
Process Control Studies
• Process control studies are done to
ensure that the process in place is as per
requirement
• The parameters studied are speed, set
parameters, breakages, condition of
machines, working methods, working
conditions and variations in input and
output materials.

Cotton Properties studied
• Length – 2.5% SL, 50% SL, UR%, Effective
length, Mean Length, SFC
• Micronnaire
• Maturity coefficient
• Bundle strength and elongation
• Trash Content
• Nep level – AFIS
• Colour – Rd and +b Values
• Fluorescence – Fibro Glow value

Specified needs of yarn
• The linear density [Count] to get the required
fabric density and its consistency
• Uniform yarn content in each cone i.e. Weight
per cone (average)
• Minimum strength and elongation to have
good working with low variation.
• Twist per unit length with least variation
• Low unevenness [U%] and imperfections
• Lower yarn faults
Unspecified needs of yarn - 1
 All the cones should run out at the same time on creel
 The cone should be easy to unwind
 There should be no winding defects or yarn defects
 The label should be clear
 The cone should be traceable to winder and winding
drum
 The dimension of cones should be uniform.
 The cones should not get deshaped in-spite of bad
handling at customer’s end
 There should be no stain or contamination
 There should be no variation in shade / whiteness with in
or between cones.
 Yarn should not break while working on warping or
Knitting

Unspecified needs of yarn - 2
 If bleached, maximum whiteness should be achieved
with lesser quantity of bleaching chemicals.
 The feel should be appropriate to the purpose of fabric.
 Packing should be clean, simple but attractive.
 Packing should be intact but easy to open
 The packing materials should be disposable.
 Packages should be easy to handle.
 Yarn should reach the working place just in time
 Yarn content in carton / bag should be slightly more
than that specified on the package.
 Supplier should give free replacement incase of any
problem.

Normal Quality Parameters tested
for yarn
• Mean Count and Count CV%
• TPM and TPM CV%
• Lea strength and CSP
• Single thread strength and RKM
• Elongation at break
• U% and imperfection
• Hairiness index
• Classimat / Classifault
Normal quality parameters checked
on a cone
• Cone dimensions
• Cone hardness
• The label
• Cone tip markings
• Tail end
• Absence of ribbons
• Absence of stitches
• Friction value for waxed yarns
in dyed yarn
• Shade comparison with original
• Lot to lot shade variation
• Cone to cone shade variation – With in lot shade
variation
• Within cone shade variation
• Fastness properties – Washing, Water
Perspiration, Rubbing
• Count and strength
• Friction value
on a woven fabric
• Width and width variations
• Construction and repeats
• Weight per square metre
• Selvedge quality and alignment
• Permeability
• Fabric defects – Four point method
• Tear strength and Strip Strength
• Abrasion resistance
• Dimensional Stability
• Drape
• Hand – Kawabata technique
• Pilling
in a knitted fabric
• Weight per square meter – GSM
• Loop length and Loop Shape Factor
• Course and Wales per inch
• Shrinkage
• Knitting Defects
• Width (Diameter) consistency
• Colour fastness

Normal Quality parameters
checked in Canvas
• Ends per inch and Picks per inch
• Weight per square metre
• Fabric Thickness
• Strip Strength
• Tear strength
• Bursting strength
• Width variations

Normal Quality parameters
checked in Towels
• Water absorbency
• Weight per square Metre
• Design and construction
• Width consistency
• Label
• Colour fastness

Normal checking of packages
• Gross weight
• Dimensions
• Markings
– Regulatory needs
– Customer needs
– Traceability needs of the company
• Compactness
• Cleanliness
Decide the tests
• Understand the customer requirements
• Understand the impact of product
parameters on the performance at
customer’s end
• Make a Failure Mode effect Analysis
{FMEA} and Hazard Analysis and Critical
Control Points {HACCP} analysis before
deciding the tests.
• Decide the tolerances
Use of Statistical techniques in
QUALITY ASSURANCE.
• Assessment of present status of quality and
monitoring steps for improvement.
• Root cause analysis for failures and
complaints.
• Assessment of raw material quality to help
procurement.
• Assessment of quality on line and assuring
quality.
• Process evaluation.

Use of Statistical Techniques in
RESEARCH AND DEVELOPMENT.
• Understanding the problems faced by the

company.
• Surveying the literature and identifying the
appropriate technology / system for solving
the problem.
• Understanding the sample test results and
predicting the bulk properties.

Use of Statistical Techniques in
PRODUCTION.
• Machine and process efficiency and

productivity.
• Analysis of failures and preventive actions.
• Planning for improvement.
• Planning and forecasting the requirements of
raw materials, colours, chemicals, equipment
and men.

NORMAL STATISTICAL
TECHNIQUES.
• Summarization of • Method of sampling.
analysis and data. • Sampling inspection.
• Normal distribution.
• Control charts.
• Process capability.
• Vendor rating and
• Pareto diagram.
development.
• Cause and effect
diagram. • Precision of test methods.
• Design of experiments • Test of significance.
and analysis of • Regression analysis.
variance.

Summarization and analysis of data:
This is applicable for all departments and

activities.
Each one has to have a target and work to
achieve that.
One has to continuously monitor his work
and verify whether he is on the correct
track.

Where to use a Normal
Distribution?
Quality systems and quality planning.
Contract review.
Design control.
Control of measuring and test equipments.
Preventive and corrective actions.
Arriving at acceptance limits.

Use of
PROCESS CABABILITY STUDIES.
Entry into markets

Contract review.
Designing process to meet Customer needs.
Process control.
Budgets and Cost estimations
Expansions and improvement plans

WHERE PARETO ANALYSIS
IS USED?
• To decide priorities.
• Corrective and preventive actions.
• Purchasing.
• Process control.
• Product identification and traceability.
• Inspection and testing.
• Control of non-conforming products.
• Internal quality audits.
• Customer satisfaction analysis.

USE OF CAUSE AND EFFECT
DIAGRAM.
• Root cause analysis.
• Corrective and preventive action.
• Purchasing.
• Process control.
• Inspection and testing.
• Internal quality audits.
• Customer and employee satisfaction analysis.
• Quality improvement efforts.

SAMPLING
• Sampling is used to monitor and is
applicable to all elements of activities in an
organisation.
• Sampling inspection is done at
Purchasing, Product identification and
traceability, Control of customer supplied
products, Inspection and testing, and
training.

USE OF CONTROL CHARTS.
• Process monitoring and control.
• Control of non – conforming products.
• Purchasing.
• Cost control.
• Quality assurance.

Vendor Rating and Vendor
Development
• Identification of reliable vendors who can
give material of our requirement.
• This is used for purchasing and contract
review.

LINKING EXERCISES
• We are doing number of activities.
• Each activity has a link with some other
activity.
• We might take a decision, modify a system
or procedure which might affect other
activity.
• We need to understand the relations and
links to ensure that systems do not affect
elsewhere and are implemented fully.
Poor light Men short Poor working
Power
POWER Unskilled
FAILURE
fail Associate Style
change
Bins full
Imbalance of batch Low Machine

MCrepair
REPAIR
Production
Back stuff
short
Spare
short
fire
Production Strike Shifting

SHIFTING Poor Layout
plan
Company Departmental
Customer Policies and Policies and
Expectations Objectives Objectives
Departmental
Statutory, Procedures
Legal and regulatory
requirements
Company Manual
and
General Procedures
Organization
Work Instructions
structure
Training Job Descriptions
Records
Find the Links
• In Documents you have given reference of other
documents. [Linkage matrix]
• You are following some system which has a link
to another system or document.
• You have used some word or term in different
documents.
• You have identified some records.
• You have identified certain objectives.
• You have developed data collection check
sheets.
PROBLEM SOLVING STEPS
Suggested by Dr. Juran
• IDENTIFIATION OF THE PROBLEM

• OBSERVATION
• ANALYSIS
• ACTION
• CHECK
• STANDARDISATION
• CONCLUSION

Root cause analysis
• What we normally see as a problem/reason is
not the real problem/reason.
• We see only the symptoms.
• We need to identify the real problem/reason

which is hidden.
• We need to identify the roots of the problem and

eliminate it.
QUALITY CONTROL TOOLS

What is a defect?
• Something not as per our plan.
• Something which is not liked.
• Something which hinders the process.
• The failure of a product to conform to
specification.
• Any type of undesired result.
• A failure to meet one of the acceptance criteria
of customers.
• Failure to conform to requirements
Reasons for defects
• Defects may be due to one or more of the
following causes:-
– Faulty raw materials
• Materials of different specification.
• Variations in material.
– Faulty machinery
• Faulty settings
• Poor maintenance
– Faulty operative performance
• Inadequate training
• Poor work practices
• Poor house keeping
• Failures in communication
• Appropriate method not adopted.
Reduce variations
Effect of variation

Faulty Raw Material
Example of a garment
• Material of different specification

– Difference in GSM of fabrics
– Difference in shade than specified
– Difference in construction
– Sewing thread of different material or colour
– Button of different type or size
– Zipper of different size
– Appliqué with different design

Variation in material
• Shade variation with in or between panels

• Uneven fabric density
– Construction variations
– Yarn count variations
– Tension variations
• Size difference between buttons
• Width variations in trims
• Bead to bead size and shape difference
Defects in raw materials
• Hole in the fabrics

• Loose ends or floats
• Contaminations
• Damages
• Starting marks
• Stains
• Slubs or thick places
• Barre
Faulty Machinery
 Faulty Settings
 Wrong needle
 Stitch per inch not proper
 Time inadequate in fusing
Poor Maintenance
 Worn-out parts
 Loose spring
 Improper presser pressure
 Blunt cutters

Faulty Operative Performance
• Not adequately trained
• Not matured enough
• No periodic review by supervisor
• Physically not competent
• Mentally not competent

Poor work practices
• Not having appropriate work method
• Not referring to instructions
• Not keeping the work area clean.
• Not attentive while taking instructions
• Not taking corrective actions immediately after
noticing the deviations.
• Rough handling of material
• Not properly covering the materials in stock.
Poor house keeping
• Not removing the unwanted materials from
the place of use.
• Not arranging the required materials in an
order easy to retrieve.
• Not providing easy access for men and
material to move.
• Not clearing wastes in time.
• Allowing oil, water, dust, chindis etc., to lye
on floor.
Failure in Communication
• Work instructions not available at work spot
• Missing papers in Standard Operating Instructions
• Instructions not given in writing
• The product objectives not defined and explained.
• Not cross checking whether the communication was effective.
• Not verifying the documents received for their correctness.
• Not verifying the titles/labels and records before taking material
• Not asking question and verifying while receiving a communication.

Appropriate work method
• Whether the work instructions are suitable
to achieve targets?
• Whether the flow is explained clearly?
• Whether all control points and check
points are documented adequately?
• How it helps in eliminating defects?
• Is implementation practical?
• Whether it is being followed by all?
Steps to follow
• Study the nature and the frequency of
defects.
• Stratify the data and identify the area to be
attacked.
• Collect data from the source contributing
for maximum defects
• Identify the root cause
• Take action
• Train people
Stretch the targets
Revision of targets
140
Lower is better
120
100
Defects/1000 pcs
80 Defects/1000 garments
Actual
60
40
Defects/1000 garments
Target
20
0
4 Quarter
1 Quarter
1 Quarter
2 Quarter
3 Quarter
1 Quarter
2 Quarter
3 Quarter
4 Quarter
2 Quarter
3 Quarter
4 Quarter
Period
Revise procedures
• Devise systems to achieve stretch targets.
• Revise procedures.
• Modify the equipments.
• Provide training to the people to achieve
stretched targets.
• Increase the frequency of review.
• Measure and Monitor

Supervision
The supervisor in operator-dominated stages of
manufacture (e.g. reeling, spinning, winding,
cutting, stitching, pressing, and inspection),
must make systematic checks of the work.
These should cover each operative in all
operations that they carry out, and at varying
times of the day and days of the week. The
checks should be irregular.

Training for faults
• Faults must be explained in a fully
comprehensive manner to trainees as well as
regular employees from time to time by the
supervisors and in-charges.
• Telling is not sufficient. They must be shown
examples of faults and the way to correct or
prevent them.
• Faults must be explained and demonstrated.
This is where quality-control begins, and only in
training it will have the long-term desired effect.
• Without proper training there can be no effective
and fair redress of malfunctioning operatives.
Fault Analysis
• An analysis of faults is a description of all faults in a

product, which the operative is, expected to recognise
and take action upon, whether to report, correct or
return.
• With the exception of glaring examples, faults do not
normally come readily to mind. Therefore, it is important
to make a habit of noting and, if possible, seeing
examples of faults as they occur.
• It is desirable, in order to teach quality standards well, to
build up progressively a library of these faults.

Recognition of faults
• Where it is difficult to decide what will just and
what will just not pass it is best to keep several
well-labelled examples for anyone to check with.
• Border line examples are vastly more important

than obvious ones, which a trainee would readily
recognise anyway.
• Collect faults that will marginally pass and those

that will marginally fail.

FACERAP Card
• FAULT,
• APPEARANCE,
• CAUSE,
• EFFECT,
• RESPONSIBILITY,
• ACTION,
• PREVENTION.

FACERAP
• FAULT - Correct name/agreed name. (Taught so that trainees can
report to the Instructor/Supervisor/Mechanic.)
• APPEARANCE - Clear description or an example attached.
(Trainee cannot take remedial action unless he/she can recognize
the appearance or feel of the fault).
• CAUSE - All the main causes, for example: - faulty cutting, incorrect
machine setting, machine breakdown, mistake by operative or
previous operatives.
• EFFECT - Result of the fault, cost of the fault, for example: - weak
edges likely to break away, scrapped or seconds, loss of incentive
pay.
• RESPONSIBILITY - Which defects are trainees' own fault and
which are the responsibility of others. Do not encourage the passing
of blame, similarly, do not blame unfairly.
• ACTION - What action is to be carried out on discovery of the fault?
• PREVENTION - Any action which can or should be taken to avoid a
recurrence of the fault should be recorded, for example: - check
tensions and stitches on every third garment. Ensure edges match
before sewing, etc.

FMEA
Recommended specifically for Technical Textiles and
Functional Textiles
Failure mode
Effects
S (severity rating)
Cause (s)
O (occurrence rating)
Current controls
D (detection rating)
CRIT (critical characteristic
RPN (risk priority number)
Recommended actions
The HACCP Seven Principles
Compulsory for Textiles going for food packaging and medical
use
1: Conduct a hazard analysis
2: Identify critical control points
3: Establish critical limits for each critical control
point
4: Establish critical control point monitoring
requirements
5: Establish corrective actions
6: Establish record keeping procedures
7: Establish procedures for ensuring the HACCP
system is working as intended
Round Robin tests
Recommended for Self assessment of Testing Laboratories
• A round robin test is a test (measurement,

analysis, or experiment) performed
independently several times. This can involve
multiple independent scientists performing the
test with the use of the same method in different
equipment, or a variety of methods and
equipment. In reality it is often a combination of
the two, for example if a sample is analysed, or
one (or more) of its properties is measured by
different laboratories using different methods, or
even just by different units of equipment of
identical construction

Calibration
• Calibration is the process of establishing
the relationship between a measuring
device and the units of measure. This is
done by comparing a device or the output
of an instrument to a standard having
known measurement characteristics.

Uster Statistics
• The USTER STATISTICS are quality reference figures
which permit a classification of fibers, yarns, rovings and
slivers with regard to the world production.
• They are established by testing actual yarn and fiber

samples that are procured on a global scale.
• They have been made for quality benchmarking on the

corporate level and they regularly serve as a platform for
yarn contracts and product specifications in the
framework of commercial transactions

SITRA Norms
• SITRA conducts productivity surveys once in two years
and its standard productivity norms for the spinning
industry often serve as the referral point with regard to
the labour and machine productivity for the spinning
sector as a whole
• SITRA norms are frequently quoted as benchmarks by
High Power Committees and other bodies set up by the
Government of India to study the problems of the textile
industry, financial institutions, and agencies like Bureau
of Indian Standards which certify mills for quality system
standards.
• The norms reflect the top 10% level of productivity and
quality in the Indian Textile Industry.

BTRA Norms
• The Bombay Textile Research Association
(BTRA) has brought out ‘Norms for
Chemical Processing’ that provide useful
guidelines to the textile wet processing
industry. This covers all aspects of
chemical processing of textiles. The norms
are based on the data collected during
shop-floor studies, pilot plant studies and
mill samples analyzed in BTRA
laboratories.
Conclusions
• Understand the customer need and decide on
the parameters to be controlled and checked
• Decide the testing methods and the tolerances
• Ensure your testing equipments are accurate
and reliable and the test methods are correct
• Submit the test findings for taking suitable
actions for improvement
• Always be on toe to implement the systems
inline with the changing scenario.
Five Golden Questions
• Are we having a procedure?
• How do we ensure it as the best?
• How did we implement it?
• Did we achieve the results as
anticipated?
• How do we compare with our
competitors?


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“All quality improvement occurs on a

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Quality Quality Quality Quality

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• A system for achieving or maintaining the

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• The totality of features and / or characteristics of a

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• Understanding society needs and requirements and

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• International Standards – Testing procedures, Measuring

• Regulatory requirements – Safety of product as well as

• Ethical requirements – Human values, Business ethics,

• When the activities are outsourced, it is the responsibility

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• All safety aspects are to be maintained as per

• Providing appropriate training to the employees

• Avoiding carcinogenic azoic dyes, chlorine,

• Preventing metal pieces like broken needle parts

• The washing instructions are to be given with the

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• It might include the ban on certain chemicals,

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• We need to work towards achieving both in order to

• We need to have appropriate procedures to address the

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• Why the customer is ordering a specific

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• Effect of yarn properties on fabric GSM, abrasion

• Effect of fabric construction on fabric properties like

• Effect of garment design on the functional aspects

• Verify the design outputs – settings to be made,

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• Understanding the problems faced by the

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• Machine and process efficiency and

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This is applicable for all departments and

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