APPLICATION OF MIS IN APPAREL INDUSTRY

QUALITY CONTROL

Submitted By Satyendra Singh Verma DFT III

INTRODUCTION TO MIS
The term management information system (MIS) made its first appearance in U S na!y report on the use of computers to construct a sing"e integrated system to manage a"" na!y resources The MIS idea spread rapid"y throughout the administrati!e systems community# encouraged by a spate of subse$uent reports and conferences sponsored by the %merican Management %ssociation MIS &as an 'information' system because it informed managers# not because it &as fu"" of information in technica" sense# though the distinction soon b"urred as the idea of MIS spread MIS is e!ery system# &hich pro!ides information for the manageria" acti!ities in an organisation For about a decade# from its introduction in ()*) to the end of the ()+,s# this !ery broad definition of MIS spread rapid"y and &as endorsed by industria" corporations# consu"tants# academic researchers# management &riters# and computer manufacturers The term -management information system. (MIS) is synonymous &ith computer/based systems Used broad"y# it is seen as the system satisfying a"" the information needs of managers MIS is the study of pro!iding information to peop"e &ho ma0e choices about the disposition of !a"uab"e resources in a time"y# accurate# and comp"ete manner at a minimum of cogniti!e and economic cost for ac$uisition# processing# storage# and retrie!a" %nother definition emphasi1es the use to &hich the information is put# rather than the &ay it is produced2 -% system to con!ert data from interna" and e3terna" sources into information and communicate that information in an appropriate form# to managers at a"" "e!e"s in a"" functions to enab"e them to ma0e time"y and effecti!e decisions for p"anning# directing and contro""ing the acti!ities for &hich they are responsib"e . 4thers# ho&e!er# gi!e it more "imited scope They see it as a system co""ecting and ana"y1ing data and producing reports Its purpose is to he"p managers to so"!e structured prob"ems But it shou"d a"so fu"fi"" a number of other purposes2 5 It shou"d pro!ide a basis to ana"y1e &arning signa"s that can originate both e3terna""y and interna""y6 this is the main function of data base 6 5 It shou"d automate routine operations thus a!oiding human &or0 in the processing tas0s6 5 It shou"d assist management in ma0ing routine decisions6 5 It shou"d pro!ide the information necessary to ma0e non/routine decisions6 5 It shou"d ser!e as a strategic &eapon to gain competiti!e ad!antages MIS may be !ie&ed as a mean for transformation of data# &hich are used as information in decision/ma0ing processes

INTRODUCTION TO QUALITY CONTROL

7ua"ity contro" in terms of garment manufacturing# pre/sa"es and posts sa"es ser!ice# de"i!ery# pricing# etc are essentia" for any garment manufacturer# trader or e3porter 8ertain $ua"ity re"ated prob"ems# shou"d ne!er be o!er "oo0ed The consumers &ant to get high $ua"ity products in "o& price The products shou"d reach the consumers &ith right $ua"ity depends on the cost 7ua"ity management is the aspect of the o!era"" management function that determines and imp"ements the $ua"ity po"icy 7ua"ity assurance co!ers a"" the process &ithin a company that contributes to the production of $ua"ity products The inspection is carried out by representati!es of the current production and the resu"t record on contro" chart The aim of garment inspection is to !isua""y inspect artic"es at random from a de"i!ery in order to !erify their genera" conformity and appearance &ith instruction9description and9or samp"e recei!ed THEORY 8ertain $ua"ity re"ated prob"ems# often seen in garment manufacturing "i0e se&ing# co"our# si1ing# or garment defects shou"d ne!er be o!er "oo0ed
Sewing defects

4pen seams# &rong stitching techni$ues# nonmatching threads# missing stitches# improper creasing of the garment# improper thread tension etc are some of the se&ing defects
Colour defects

Variation of co"our bet&een the samp"e and the fina" garment# &rong co"our combinations and mismatching dyes
Sizing defects

:rong gradation of si1es# difference in measurement of !arious parts of a garment "i0e s"ee!es of ;< si1e for body of < si1e garment can deteriorate the garments beyond repair
Finished garment defects

Bro0en or defecti!e buttons# snaps# stitches# different shades &ithin the same garment# dropped stitches# e3posed notches# fabric defects# ho"es# fau"ty 1ippers# "oose or hanging se&ing threads# misa"igned buttons and ho"es# missing buttons# need"e cuts# pu""ed or "oose yarn# stains# unfinished buttonho"e# short 1ippers# inappropriate trimmings etc a"" can "ead to the end of a brand name e!en before its estab"ishment Methods of quality control: Basica""y t&o methods are used for garments $ua"ity contro" a) Testing b) Inspection 7ua"ity 8ontro" System is fo""o&ed by a"" concerned in the company from piece goods inspection to the fina" statistica" audit (1) Piece goods quality control2 4n receipt of fabrics in the &are house# at "east (,= are inspection as per -> ?oints. system9(, ?oints system9@ * ?oint system9+ , ?oint system The most common"y used > ?oints system as per be"o& / S !E O" #E"E$T PE%&'TY A Inches or "ess ( ?oint

4!er A# under + Inches @ ?oint 4!er +# under ) Inches A ?oint 4!er ) Inches > ?oint % ma3imum of > points are changed in one "inear yard (() $utting quality control2 In cutting section $ua"ity is insure in t&o stages a) Spreading $ua"ity contro"2 Fo""o&ing the point are chec0ed during spreading I Tab"e mar0ing II Bnds III Tension IV <eaning V Carro& Doods VI 8ounts VI ?"y height VII Eemnants VIII Fabric f"a&s I; Mar0et p"acing b) %fter cutting $ua"ity contro"2 %fter each cutting b"oc0s and bund"es are chec0s on the fo""o&ing points I Mis cut II Eagged cutting III ?attern chec0s IV Matching ?"ies V Cotches ()) n *rocess quality control (Se+ing)2 During the s&ing -In process $ua"ity contro". is done by the "ine 78Fs through G pcs inspection system For critica" operations (,,= process inspection are carried out The fo""o&ing parameters are a"so chec0ed in se&ing process a) Machine chec0 b) Tension c) S?I chec0s d) Ceed"e chec0 e) 8"eanness d) Tab"e inspection f) Inspection before &ash (,) -ashing section a) Darments hand"ing b) :ash standard c) %fter &ash thorough"y inspection (.) /uality control of finishing sections2 Fo""o&ing inspection9audit is done to attain %7< (( *9@ *9> , etc) a) ?rocess inspection2 Darments are chec0ed process &ise in the finishing section to identify defects and pass on"y the passed garments b) T&o hour"y audit2 B!ery after t&o/hours audit is done on finishing "ot to attain %7< the re$uired %7< c) Days fina" audit2 %t the end of the day accumu"ated "ot of finished garments are statistica""y audited to attain re$uired %7< d) <ot fina" audit2 4n comp"etion of pac0ing of one comp"ete "ot of garment# 7% manager conduct statistica" audit based on re$uired %7< garments Darments are offered for fina" inspection by buyer 9c"ients for shipment on"y &hen these are through in this audit

The fo""o&ing parameters are a"so chec0ed in se&ing process a) %fter &ash garments must be 0eep in the bo3 9 tab"e co!ering b) Thread suc0ing c) Iron inspection d) Measurements inspection e) ?o"y inspection of top of garments f) Inspection before cartoning (0) Testing ('a1 test)2 a) Shrin0age test b) 8o"our fastness test c) %1o/free test

/MS (/uality Manage2ent Syste2)

-% set of co/ordinated acti!ities to direct and contro" an organi1ation in order to continua""y impro!e the effecti!eness and efficiency of its performance . Bach 7ua"ity management systems (T7M# IS4 etc) and its e"ements (Statistica" process contro"# (S?8)# Hai1en# %d!ance product $ua"ity p"anning and contro" (%?7?)# ha!e a distincti!e app"icabi"ity It is necessary that the approach se"ected suits current and future needs of the organi1ation S?8 &or0s to&ards bringing process under the inf"uence of common causes a"one by identifying I e"iminating assignab"e causes %?7? focuses main"y on ne& product de!e"opment9proJect e3ecution IS4 ),,, current"y inc"udes three $ua"ity standards (IS4 ),,,2@,,*# IS4 ),,(2@,,,# and IS4 ),,>2@,,,) IS4 ),,(2@,,, presents IS4Ks ne& $ua"ity management system re$uirements# &hi"e IS4 ),,,2@,,* and IS4 ),,>2@,,, ?resent IS4Ks ne& $ua"ity management system guide"ines %"" of these are process standards I not product standards and are de!e"oped by $ua"ity e3perts from around the &or"d for use by companies that either &ant to imp"ement their o&n in/house $ua"ity systems or to ensure that supp"iers ha!e appropriate $ua"ity systems in p"ace <abour intensi!e industry "i0e appare" can achie!e fu"" benefit of 7MS on"y if e!ery indi!idua" (4perators and Managers a"i0e) contribute in its imp"ementation

TQM (Total Quality Management)

T7M is a phi"osophy or approach to management that can be characteri1ed by its princip"es# practices# and techni$ues Its three princip"es are customer focus# continuous impro!ement# and team&or0 Bach princip"e is imp"emented through a set of practices# &hich are simp"y acti!ities such as co""ecting customer information or ana"y1ing processes The practices are# in turn# supported by a &ide array of techni$ues Successfu" imp"ementation of T7M re$uires commitment from top management Co 7MS can bring o!ernight impro!ements It is sustained effort to&ards e3ce""ence at each "e!e" Top management shou"d "ead by e3amp"e This can be demonstrated by top management through acti!e participation in T7M re"ated acti!ates

Implementation phases of TQM

T7M is a Lourney not destination T7M aimFs at 1ero defects in each functiona" areas !i1 operations# $ua"ity# mar0eting# uti"ity# ser!ice# etc %s the organi1ation progresses from */ Standards (*/S) / Dai"y :or0 Management (D:M) / Si3 sigma for each functiona" area# the possibi"ity of defect rate is reduced to a"most 1ero Fo""o&ing are the phases of T7M imp"ementation () */S/(Sort# set in order# Shine# Standardi1e# Sustain)

 Foundation ?hase Sustenance ?hase Ma3imi1e p"ant up time Instrument I system 8a"ibration Brea0 through Impro!ement @) D:M (Dai"y :or0 Management) a) Tota" ?roducti!e maintenance (T?M) b) Measurement system %na"ysis (MS%) A) Si3 Sigma/

1) .3S
*/S Defined/Tota" &or0 cu"ture that de!e"ops organi1ationFs abi"ity to the fu""est capacity to enhance creati!ity and e"iminate &aste 8onceptua""y */S is aimed at de!e"oping a &or0 cu"ture &here by a"" emp"oyees inc"uding operators# super!isors and managers participate in prob"em so"!ing process Sort (13S) / this is initiated by identifying the abnorma"ities at the &or0 area %bnorma"ities are high"ighted by uni$ue identification tag a"so 0no&n as red tag This ensures e!ery emp"oyee participates in identifying the abnorma"ity in respecti!e &or0 area It is obser!ed that putting red tag impro!es a&areness regarding the abnorma"ity6 it a"so triggers a reaction among emp"oyees to thin0 for &ays for a!oiding the reoccurrence of abnorma"ity Set in Order ((3s) / Bfforts are then directed to&ards reso"!ing the tags 4bJecti!e is to find permanent so"ution to prob"em Day to day $ua"ity re"ated prob"ems such as "abe" mi3ing# trims mi3ing (thread# "abe" &rong"y attached) can be comp"ete"y e"iminated through */S Idea""y stores shou"d stac0 trims segregated buyer &ise# order &ise etc &ith "ocation mar0ing done for each storage area This &i"" a!oid the instances of &rong trims being issued# e!en if store0eeping personne" are not a!ai"ab"e (e"iminating human dependency) Second"y segregation of trims on se&ing f"oor9finishing f"oor si1e &ise# co"or &ise and si1es &ise in specia""y designed bo3es# trays &ith "ocation mar0ed for each# &i"" e"iminate any possibi"ity of trim mi3ing Cot on"y this (imp"ementing */s at stores) reduces the unproducti!e time (time "ost in trims searching) at stores "e!e"# but a"so he"ps in sa!ing time and impro!ing $ua"ity of immediate customers (Se&ing F"oor) %t @/S Stage (Set in order) it is mandatory to define the in!entory "e!e" at each stage# this not on"y app"ies to stores# but a"so to se&ing# finishing# &ashing and pac0ing in!entory Defining and contro""ing :I? has sho&n mar0ed reduction in stains re"ated reJections# apart from reduction in through put time It is obser!ed that one basic reason of higher :I? is higher "e!e" of re&or0 and a"terations :ith respect to :I? management aim shou"d be to mo!e to&ards "ean manufacturing &ith sing"e piece f"o& Eep"enishment of :I?9in!entory shou"d be ?u"" dri!en rather than push dri!en Shine ()3s) A/S ensures impro!ed house0eeping by p"anning# c"eaning I Inspection schedu"es that inc"ude f"oor (Brooming# mopping# !acuum)# o!er head"amps# rac0s etc The c"eaning schedu"es shou"d be designed such that it shou"d mention ho&# &hen# &here# regarding the c"eaning acti!ity It shou"d state the person responsib"e and accountab"e for imp"ementing the schedu"es Standardi4e (,3s)3This refers to standardi1ing the departmenta" acti!ities Mere the c"eaning schedu"es# master inde3 (indicating "ocation mar0ed for hard and soft copies9registers)# too" "ist (stating "ocation and $uantity) are disp"ayed on notice board This &ay human dependency in accessing the records and too"s9e$uipment can

be e"iminated %part from this operationa" norms for each department are de!e"oped It inc"udes "ist of incoming materia" for each department# its desired mode of pac0ing9pac0aging# pac0ing detai"s# desired mode of transportation of incoming materia"# materia" hand"ing e$uipment for in house mo!ement etc These re$uirements are for&arded to supp"ier as !oice of customer In addition in!entory "e!e" for each incoming item &ith storage "ocations is p"anned Denera""y &aste (Shaping &aste# Bmpty cones# Threads# Spring cones# po"ythene# ?aper# bamboo etc) is segregated at centra"i1ed scrap yard Mo&e!er idea" method is to segregate the &aste at source of generation To start &ith# &aste can be categori1ed into organic (Thread# Fabric) and inorganic &aste (?o"ybags# p"astic cones etc) 8o"or/coding for dustbins shou"d be done and training imparted to emp"oyees to dispose the &aste in right dustbin Depending on the nature of &aste generated by the acti!ity# co"or coded dustbin is pro!ided at con!enient "ocation 8o""ection of &aste from dustbin and disposa" of &aste to scrap yard shou"d be done by means of simi"ar"y co"ored carts Method for reco!ering recyc"ab"e &aste shou"d a"so be designed Sustain (.3s): regu"ar interna" and e3terna" audits are schedu"ed to o!ercome the shortcoming Time based action p"an &ith responsibi"ity for reso"!ing the abnorma"ity is made %s the departmenta" team matures in the prob"em so"!ing methodo"ogy# it is e"e!ated to form 7ua"ity circ"es Bmphasis is to find permanent so"ution to prob"em at the &or0 "e!e" itse"f# &ithout e"e!ating the prob"em to higher "e!e" Sooner the day today issues are reso"!ed at :or0 area "e!e" and managers are free to thin0 regarding impro!ements %s a ru"e Managers shou"d spend N,= of his time on impro!ements

() #aily +or5 2anage2ent (#-M)

8onscious"y and consistent"y carryout a"" acti!ities &hich must be performed dai"y (or regu"ar"y) to efficient"y achie!e the aims of each department In princip"e# these acti!ities aim to maintain the current status# a"though acti!ities to impro!e the situation are a"so inc"uded

)) Si6 Sig2a
Si3 Sigma is a business management strategy origina""y de!e"oped by Motoro"a# US% in ()N( %s of @,(,# it enJoys &idespread app"ication in many sectors of industry# a"though its app"ication is not &ithout contro!ersy Si3 Sigma see0s to impro!e the $ua"ity of process outputs by identifying and remo!ing the causes of defects (errors) and minimi1ing !ariabi"ity in manufacturing and business processes It uses a set of $ua"ity management methods# inc"uding statistica" methods# and creates a specia" infrastructure of peop"e &ithin the organi1ation (OB"ac0 Be"ts.# ODreen Be"ts.# etc ) &ho are e3perts in these methods Bach Si3 Sigma proJect carried out &ithin an organi1ation fo""o&s a defined se$uence of steps and has $uantified targets These targets can be financia" (cost reduction or profit increase) or &hate!er is critica" to the customer of that process (cyc"e time# safety# de"i!ery# etc ) The term si3 sigma originated from termino"ogy associated &ith manufacturing# specifica""y terms associated &ith statistica" mode""ing of manufacturing processes The maturity of a manufacturing process can be described by a sigma rating indicating its yie"d# or the percentage of defect/free products it creates % si3/sigma process is one in &hich )) )))++= of the products manufactured are free of defects# compared to a onesigma process in &hich on"y A(= are free of defects