Professional Documents
Culture Documents
CONTROL APPAREL
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PROJECT SUPERVISOR:
MR.BABIR RAMZAN
PROJECT MEMBERS:
bet-sp07-003
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We hereby declare that this project, neither as a whole nor as a part therefore has been copied out from any source. It is further declared that we develop this project and this report entirely on the basis of our personal efforts made under the sincere guidance of our project supervisor Sir Babar Ramzan.
We further declare that this project and all associated documents and records and partial requirement for the degree of Bachelor of Science in Textile Engineering (Garments technology)
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WITH THE DEEP SENSE OF HONOUR TO OUR BELOVED AND DEAREST PARENTS & BROTHERS RESPECTED TEACHERS AND ALL THOSE WHO DEVOTED THEIR YESTERDAY FOR OUR BRIGHT TODAY
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With the blessings of almighty ALLAH and prayers of our parents we made this humble attempt to achieve the goal that we set for us in the beginning of final year. Although it was not an easy task but with the devotion of our project team and cooperation of our respected teachers we have at least succeeded in completion of our project.
The support and encouragement rendered by our CHENAB TEXTILE MILL staff was very vital in the completion of this project, their guidance and encouragement played a key role in the planning and completion of this project.
We are also very thankful to the Head of Department of Textile Engineering Mr.NAVEED AKHTAR for facilitating us. We are very thankful to our project advisor MR.BABIR RAMZAN for his guidance and providing us the facilities which was the real source of inspiration for the completion of this project.
In the end we are thankful to all the lab attendants and staff members without the cooperation of whom the achievement of this goal would have been a dream only.
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Contents............................................................................................................................... 7 Chapter#1.......................................................................................................................... 11 INTRODUCTION TO QUALITY AND COST OF QUALITY..........................................................11 1.0. INTRODUCTION.........................................................................................................12 1.1.PRINCIPLES OF QUALITY CONTROL............................................................................14 1.2.THE ROLE OF QUALITY CONTROL...............................................................................15 1.3. QUALITY TERMS........................................................................................................ 15 1.4.RESPONSIBILITIES OF QUALITY ASSURANCE DEPATMENT..........................................15 1.5.DIMENSIONS OF QUALITY...........................................................................................16 1.6.THE COST OF QUALITY...............................................................................................18 1.6.0.Introduction......................................................................................................... 18 1.6.1.Importance of Cost of Quality in Apparel Sector..................................................19 1.7.THE ATTACK ON COSTS.............................................................................................20 1.8.CONTROLLING COSTS................................................................................................21 1.8.0.Classification of Cost of Quality in Apparel Sector...............................................22 Chapter#2.......................................................................................................................... 24 FABRIC INSPECTION SYSTEMS..............................................................................24 2.1. FABRIC QUALITY INSPECTION....................................................................................25 2.2. Four- Point System....................................................................................................25 2.1.0Advantages...........................................................................................................26 2.3.TEN POINT SYSTEM....................................................................................................28 2.3.0.Advantages..........................................................................................................29 2.3.1.Disadvantage.......................................................................................................29 2.4.GRANITEVILLE78 SYSTEM.........................................................................................29 2.5. DALLAS SYSTEM .......................................................................................................30 2.6. CONCLUSION............................................................................................................30 Chapter #3......................................................................................................................... 31 SPREADING AND CUTTING QUALITY CONTROL SYSTEM......................................................31 ........................................................................................................................................... 31 3.1. QUALITY CONTROL BEFORE SPREADING...................................................................32 3.2. SPREADING QUALITY SPECIFICATIONS......................................................................32 3.3. Fabric Spreading Objective.......................................................................................32
Contents
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3.4. THE REQUIREMENTS OF THE SPREADING PROCESS..................................................33 3.5. Type of Spreads........................................................................................................ 34 3.6. General Fabric Spreading System.............................................................................34 3.7. Conclusion................................................................................................................ 36 3.8.1Cutting (Manual)...................................................................................................36 3.8.2. Cutting (Auto).....................................................................................................36 3.9. Cut components inspection...................................................................................37 3.10. Cutting Room Functions......................................................................................37 3.11. Requirements of Pattern Cutting.........................................................................37 3.16. Safety Instructions in Handling Cutting...............................................................38 3.13.Numbering............................................................................................................ 39 3.14.Sorting, Bundling, Storage and transfer for Production........................................39 3.15. Panel Checking System.......................................................................................39 3.16. Conventional cut parts inspection System...........................................................39 3.17. Conclusion........................................................................................................... 40 Chapter #4......................................................................................................................... 41 STITCHING QUALITY CONTROL SYSTEMS............................................................................41 4.1. STITCHING................................................................................................................ 42 4.2. 7-0 system................................................................................................................42 4.2.1. Advantages.........................................................................................................42 4.2.2.Disadvantages.....................................................................................................42 4.3. TRAFFIC LIGHT SYSTEM............................................................................................43 4.3.1. Advantages.........................................................................................................45 4.3.2. Disadvatages......................................................................................................45 4.4. Conventional Quality Control System.......................................................................46 4.5. Random Inspection System:.....................................................................................46 4.6. GUIDE LINES TO QUALITY CONTROL IN STITCHING DEPARTMENT............................46 4.7. Conclusion................................................................................................................ 47 Chapter#5.......................................................................................................................... 48 SAMPLING & FINAL INSPECTION METHODS.........................................................................48 5.1. Cutting...................................................................................................................... 48 5.2.Sewing.......................................................................................................................49 5.2.1.Potential Major faults ..........................................................................................49
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5.2.2.Potential minor faults..........................................................................................50 5.3. Embroidery...............................................................................................................51 5.4. Printing.....................................................................................................................52 5.5. Finishing and packaging...........................................................................................53 5.6. Final Audit................................................................................................................. 54 5.7. Clipping Inspection................................................................................................... 54 5.8. Final inspection.........................................................................................................54 5.9. Pressing Inspection ...........................................................................58 5.10. SPECS INSPECTION................................................................................................. 58 5.11. Folding and Presentation (or Hanger Pack).............................................................58 5.12. Packing inspection..................................................................................................59 5.13. Conclusion.............................................................................................................. 59 References .........................................................................................................................60 From Websites:................................................................................................................60 From Persons:.................................................................................................................. 61
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Chapter#1
INTRODUCTION TO QUALITY AND COST OF QUALITY
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1.0. INTRODUCTION
Garment manufacturing is quit different to any other conventional manufacturing. it is not a continuous production method. Each style is different product that requires different type of fabric color buttons thread etc. Hence requirement of product integrity at every stage requires detailed knowledge about the quality parameters, quality problems, their causes and remedies. For quality production it is better to know the complete process of garment making (selection of yarn-fabric production and garment manufacturing) so that quality level can be improved. If one say "improve quality improve productivity" with out showing how when and where we can improve it. That will not solve the problem. Instead of that we should try to draw the attention of work force towards the shortcomings inherent in the quality systems and processes. To ensure a quality product evaluation of input material. The factories that control/ensure the fabric quality level dont have worers with necessary skill level and understanding. They dont understand the types and inherent nature and characteristics of the fabric. Some characters, which appear as fabric defect, may be nature of another type of fabric. There were many instances where fabric is rejected due to this misunderstanding. There are no proper training facilities courses, and material available in our country to enhance the knowledge of workers engaged in knitwear production. At present technological level, it impossible for any fabric mil to manufacture absolutely defect free fabric. To control and evaluate the fabric and garment quality. the first step that manufacturer should take is the quality control and the
What is Quality?
Quality is unusually slippery and difficult to come to grip with. Therefore some might say Quality is something I know when I see it. To some Quality is difficult to be explained like love or happiness. Once the concept of Quality is understood fundamentally it stops being slippery and becomes something which can hold by its tail.
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According to dictionary Quality is: - an essential character: nature, an ingredient or distinguishing attribute: property, a character trait, superiority of kind, degree of grade or excellence. Different people have different views about quality. The best money can buy Meeting a specification or conformance to specifications. Craftsmanship The degree of excellence that an item possesses. Product with no defect found Absence of variation in its broad sense. Meeting or exceeding customer expectation.
These responses depend on peoples perception of the value of a product or service under consideration and their explanation of performance, durability, reliability etc. of that product or service.
Customer satisfaction
The key is to know accurately customer expectations on a continuing basis. Unless you know customer expectations how could you satisfy a customer or meet or exceed their expectations. For this it is essential to understand the 5ws Why When Where What Who Therefore understanding the customer need is the priority in the Quality of a product. The customer is not satisfied???
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will be mentally worried every time you make use of the product and physically too you may not feel comfortable. Therefore Quality is also defined as fitness for use. The fitness for use concept can be applied to garments too. For a garment to be fit for use provided its style is acceptable: -
It must be free from defects such as stain, material (fabric) defects, open seams, loose hanging broken stitches, Skip/Slip stitches, puckered seams, misaligned components/buttons/buttonholes, defective trims and accessories etc.
It must fit properly for the label size. It must look attractive. It must perform satisfactorily in normal use that a garment must be able to withstand normal laundering/dry cleaning/pressing cycles. Without loss of color or shrinkage; seams must not come apart; fabric must not tear, etc.
Quality is a matter of your taste, training and attitude, and your understanding of taste, culture and attitudes of your buyers. The better the understanding between two, the better the quality
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FUTURE production within the specification. Instruction in the use, applications and limitations of the product. A study of user experience, feedback to the department's concerned, and rapid remedial action.
Quality Control
"The systems required for programming and co-coordinating the efforts of the various groups in an organization to maintain the requisite quality" As such Quality Control is seen as the agent of Quality Assurance or Total Quality Control.
Quality Assurance
"The establishment and maintenance of all activities and functions concerned with the attainment of requisite quality"
The Q/A dept is required to induce the Q/C dept to implement standard quality systems required by buyers to improve and maintain a very good OQL.The implemented quality system should be monitored on a daily basis. So that the system runs without any failure. Under no circumstances the systems should be changed or stopped.The quality system should be very strong so that nothing could penetrate through and result in failure of audits or re-screening. TRAINING AND EVALUATING QUALITY STAFF It is the prime responsibility of the senior quality staff to train all the Q/A staff toAchieve skilled levels within a short frame of time.The Q/A dept in coordination with the production dept and Q/C dept should train the Q/C team to achieve skilled levels.A training program should be designed which will enable to execute simple and proper training to enhance the skill levels of Q/C and Q/A staff up to standard.The Q/A department will evaluate all the inline and final quality control inspectors on their performance.The evaluation will be based on the over all quality level less than 4 % for any merit or reward systems.
1.5.DIMENSIONS OF QUALITY
Dimension 1: Performance
Does the product or service do what it is supposed to do, within its defined tolerances?
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Performance is often a source of contention between customers and suppliers, particularly when deliverables are not adequately defined within specifications. The performance of a product often influences profitability or reputation of the end-user. As such, many contracts or specifications include damages related to inadequate performance.
Dimension 2: Features
Does the product or services possess all of the features specified, or required for its intended purpose? While this dimension may seem obvious, performance specifications rarely define the features required in a product. Thus, its important that suppliers designing product or services from performance specifications are familiar with its intended uses, and maintain close relationships with the end-users.
Dimension 3: Reliability
Will the product consistently perform within specifications? Reliability may be closely related to performance. For instance, a product specification may define parameters for up-time, or acceptable failure rates. Reliability is a major contributor to brand or company image, and is considered a fundamental dimension of quality by most end-users.
Dimension 4: Conformance
Does the product or service conform to the specification? If its developed based on a performance specification, does it perform as specified? If its developed based on a design specification, does it possess all of the features defined?
Dimension 5: Durability
How long will the product perform or last, and under what conditions? Durability is closely related to warranty. Requirements for product durability are often included within procurement contracts and specifications. For instance, fighter aircraft procured to operate from aircraft carriers include design criteria intended to improve their durability in the demanding naval environment.
Dimension 6: Serviceability
Is the product relatively easy to maintain and repair?
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As end users become more focused on Total Cost of Ownership than simple procurement costs, serviceability (as well as reliability) is becoming an increasingly important dimension of quality and criteria for product selection.
Dimension 7: Aesthetics
The way a product looks is important to end-users. The aesthetic properties of a product contribute to a companys or brands identity. Faults or defects in a product that diminish its aesthetic properties, even those that do not reduce or alter other dimensions of quality, are often cause for rejection.
Dimension 8: Perception
Perception is reality. The product or service may possess adequate or even superior dimensions of quality, but still fall victim to negative customer or public perceptions. As an example, a high quality product may get the reputation for being low quality based on poor service by installation or field technicians. If the product is not installed or maintained properly, and fails as a result, the failure is often associated with the products quality. Summary It should be obvious from the discussion above that the individual dimensions of quality are not necessarily distinct. Depending on the industry, situation, and type of contract or specification several or all of the above dimensions may be interdependent. When designing, developing or manufacturing a product (or delivering a service) the interactions between the dimensions of quality must be understood and taken into account. While these dimensions may not constitute a complete list of relevant dimensions, taking them into consideration should provide us with a better understanding of the slippery concept of quality.
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ensuring that the company's product - and reputation - are good. If it is spent wisely, it can result in savings greater than the increase in costs, and hence in an improvement to profits. The costs represented by this effort can be a significant proportion of the products sales value (Do you know what the total is in your Company? In some instances the cost of scrap, rework and inspection costs alone has been found to be as high as 20% of turn-over) and any manufacturer should be interested in making sure that he is getting good value for his expenditure. He cannot feel sure unless he has studied what the costs are, how they are incurred and what they ought to be. If they are higher than they should be, he must consider ways in which they can be reduced.
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In general, the cost of quality has two main components: the cost of good quality (or the cost of conformance) and the cost of poor quality (or the cost of non-conformance) according to Philip B Crosby in his book Quality Is Free. The cost of poor quality affects internal and external costs resulting from failing to meet the requirements specified for an apparel product by the garment industry. On the other hand, the cost of good quality affects the cost for investing in the prevention of nonconformance to requirements and the costs for appraising the apparel product for conformance to requirements.
Failure Costs, because they are typically the largest, will usually give the largest return for the effort involved in reducing them. An effective way of attacking Failure Costs is through a temporary increase in prevention and appraisal costs. Appraisal Costs - for example, the cost of production and inspection - might be reduced by more attention to Value Engineering, which would to some extent increase prevention costs, and a closer control of the manufacturing process, which would increase appraisal costs. Appraisal Costs will usually be the next to come under attack. An analysis of all essential quality control operations will often show opportunities for reducing expenditure without reducing effectiveness. For example, statistical sampling techniques may be used as a means of control, indicating trends in performance and assisting to maintain quality. By improving the control of the process, 100 per cent inspection may no longer be necessary. Total costs will be lowest when design staff are aware of the cost implications of their work. Good design saves cost not only at the design stage itself but throughout production and testing: products become easier to make "right first time". Good design is needed not only when conceiving the product
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but also when conceiving systems for production and quality control. After failure and appraisal costs have been reduced by attention to the prevention aspect, it may be possible to reduce prevention costs as well. We have seen that the process of reducing failure costs may well involve increasing expenditure on the design, developing, testing, manufacturing and inspecting processes. However, there must clearly be a point beyond which it would be uneconomic to incur additional expense. Failure costs might possibly be eliminated but at considerable, possibly prohibitive, costs in other areas. There is a point at which the aggregate of all costs is at a minimum for the intended selling price. Achieving this minimum cost will involve reviewing product designs, and improving planning processes, facilities and methods. When the initial attack on costs has been successful, it will be logical to provide a means for analysing costs and for reporting on them in order to keep a close watch on progress so that, firstly, a worthwhile reduction in the attacked cost is achieved; and secondly, the expected increase in other costs is not exceeded.
1.8.CONTROLLING COSTS
The only purpose of reporting costs is to provoke action. Without action the money spent on deriving and reporting data is wasted. Action is required whenever there is a significant difference between an actual cost and the budget set for it. Action is also required to discover the reason for the difference and to eliminate it. If cost reports are to be effective in provoking this type of action they must be - presented at suitably short intervals - presented quickly following the period they represent - presented in simple, direct, intelligible form - presented to the people who have the authority and knowledge to act effectively. It is often effective for reports to be sent both to the person who is expected to take action and also to his immediate superior. It is important to remember that the actual costs revealed by control reports are the result of joint action by quality control staff and by the design or manufacturing functions. Action to correct undesirable
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trends may therefore have to be taken by all these groups in co-operation. Action by any one group may well be fruitless.
1.8.1.Prevention Costs
The costs of all activities specifically designed to prevent poor quality in an apparel product or associated processes. Examples of prevention cost: New merchandise review Quality planning Supplier capability surveys Process capability evaluations Quality improvement team meetings Quality improvement projects Quality education and training
Minimum neck stretch must meet the required measurements specified. Sample complies measures 22".Monofilament thread is not permitted for use in children's clothing. For all the paints and other coatings used on hardware including buttons, the lead content must be tested for permissible limit. All buttons must be machine lock stitched and withstand pull test.
1.8.2.Appraisal Costs:
The costs associated with measuring, evaluating apparel merchandise or auditing related production factory to assure conformance to quality standards and performance requirements.
Incoming and source inspection/test of purchased material. In-process and final inspection/test. Product. Process or service audits. Calibration of measuring and test equipment. Associated supplies and materials.
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Chapter#2
FABRIC INSPECTION SYSTEMS
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Amount to select
Inspect at least 20% of the total rolls of the shipment.
Selection of rolls
Select at least one roll of each color. If more than one role must be selected, then choose the additional roles in proportion to the total number of roles per color received.
The length of the defect is used to determine the penalty point. Only major defects are considered. No penalty points are assigned to minor defects. (A major defect is any defect that would cause a final garment to be considered a second.)
Major Defects
Major woven fabric defects include but are not limited to slubs, holes, missing yarns, yarn variation, end out, soiled yarns, and wrong yarn. Major dye or printing defects are out of register, dye spots, machine stop, color out, color smear, or shading.
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Inspection Procedure
Determine the amount to inspect 20%). Select the rolls to inspect. Put the rolls on the inspection machine or other viewing device. Cut off a 6 inch piece across the width off the end of the roll. Mark the right and left side of the strip. Stop the inspection process every 50 yards and use the strip to check for any shading problems. Also make sure to check the end of the role. Inspect for visual defects with the light on at a speed slow enough to find the defects. (The fabric must be checked at a slow rate in order to effectively find flaws). Sometimes you may have to turn the light off to see how a flaw will affect the appearance of a garment. Check that the roll contains the correct yardage as stated by the piece goods source. Check for skewed, biased, and bowed fabric. Mark any defects to the side with colored tape so that they can be easily found and noted. Record any defects.
The weaving division functions under the principles of the internationally acclaimed American 4 point system to reduce wastage and ensure quality. Under this system, fabric inspection and grading is carried out as per ASTM standard.
2.1.0Advantages
4 point system has not width limitation. Worker can easily understand it.
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Quality Control Inspection Report Fabric Supplier:_______________ Style #:_______________ Total Rolls Recv'd:______________ Points Per 100 yds:______________
Shade Def.
Yards Yards
100 Points yd
The grading is done as a piece or roll of fabric is considered good if the total penalty points, assessed to that piece or roll, do not exceed the length of fabric on it. If the points exceed the length, then the roll considered seconds, and may be rejected.
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For example if we had a roll of 50 yards of fabric and if we found defects totaling to less than 50 points, then the roll was considered good. If there were more than 50 penalty points, then the piece was considered seconds. There have been some questions raised about the fairness of the system based on the argument that this system does not allow for the inspection of various widths. If one will study the system closely, it can be seen that apparent inequity of the system is just that, apparent although stringent. This method is still used by some manufacturers.
2.3.0.Advantages
Oldest and most used in woven finished fabric. In it length of fabric is used and along the length of warp and weft defects are identified.
2.3.1.Disadvantage
It has width limitation. It is difficult in practical use
2.4.GRANITEVILLE78 SYSTEM
It was introduced in 1975 for the field of fabric grading. The system divided defects into major and minor types .The major defect was one which was very obvious and lead the goods to second quality. The minor defect was one may or may not have cause garment to second, depending on its location in the end use item.
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The principle was established in garment cutting piece, which the short length defects (less than 9) will normally be removed. The system tries to balance the importance of longer defects (over 9) and put less weight on 1-10 defects such as slubs .The system also suggests the viewing distance of 9 foot instead of normal 3-foot viewing distance. The system tends to eliminate very small defects from the total penalty score. Disadvantages: As this system is used on cutting pieces according to my point of view it also increase the cost of production. We should control problems before cutting.
2.6. CONCLUSION
4 point system is most widely used system in apparel industry.4 point system is best as compared to other systems since it is easy to teach and learn.4 point system usually used for knitted fabric and 10 point system is used for woven fabric.Other systems are like Graniteville78 and Dallas system has some problems such as viewing distance and they affect the cost of production as defects are located after cutting and on finish garments.
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Chapter #3
SPREADING AND CUTTING QUALITY CONTROL SYSTEM
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A layer of glazed paper, laid glazed upside down, is normally placed at the bottom of the spread. This helps to avoid disturbing the lowest plies on the material in the spread when the base plate of a straight knife passes underneath. Also gives stability to the lay if it is to be moved on a table.
Straight Edge
A straight-edge spread has all the ply edges on one side of the spread superposed perfectly in a vertical line. The ply edge alignment on the other side of the spread may not be superimposed in a vertical to the table. This will depend on the variations in cloth width among the bolts of fabrics used in the spread. If there is no width variation, both sides will form vertical lines to the table surface in a straightedge spread. If the fabric width varies from bolt to bolt, or within each bolt, only one side of a straight-edge spread will have vertical superposing. The greater the width variation, the greater the unevenness in the no straight edge. This is also true for both sides of a straight-edge spread, which has poor side edge alignment on the supposed straight-edge side.
Centered Edge
A centered spread is one in which the plies are spread with their longitudinal centers superposed in a vertical line. In a perfect quality spread of this type both side edges of every ply are equidistant from the lengthwise center of the spread. Width alignment refers to the superposing precision at the sides of the spread. The greater the variation in width or length alignment, the greater the waste in precision cutting since the ends and sides must be trimmed to the narrowest and shortest plies. Precise cutting of a spread of superposed plies demands that each cut side of a components block be a vertical line to the table surface.
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Fabrics usually contain many defects. The defects in pieces which are cut into patterns are highly undesirable. To avoid this, the spreading operator must identify and cut out defects as the material is being spread on the table. However, if the material is cut in the mid of the pattern, it will lead to more material wastage. To avoid this, zones are defined called splice zones, where cuts can be made by the spreading operator. Also it is also required to decide about the overlap of the next section of cloth. Thus there are two lines in a splice zone: One line shows how far the previous piece of cloth must extend and one line shows where the next piece of the cloth must begin, i.e. how much overlap is needed. Thus when a flaw is encountered, the spreader is stopped, the operator moves back to the nearest splice point, cuts the flaw out and moves the spreader back to overlap the cut line with the required overlap. Apart from cutting out defects, splices are also used to achieve proper shade matching when starting a new roll of cloth. Thus the splicing points are marked by means of a chalk or paint. Use Paper for the first ply in case the table surface is rough or when fine fabrics are being spread Identify the defects noticed in the fabric by means of stickers
Use lubricated paper for separating layers To prevent scorching in the natural fibers (coarse fabrics).To prevent fusing in the synthetic fabrics. Ensure that decided number of ply count and height of the spread is achieved.
How to spread Pull the fabric to far end position Position the fabric at the far end (with our without weight or pins) Align the ply (width on one side) Cut the ply after each lay Repeat this process from until the entire roll is spread. Check ply count Page 35
Repeat a and then b to g till the decided number of ply are spread Mark the remnants of the rolls with length in meters and roll number and stack separately at the given place.
3.7. Conclusion
Spreading is the main operation where quality can be control before cutting.Spreading effects the shape of cut parts so lay must be in standard form before cutting.
3.8. CUTTING
Cutting is irreversible process in garments cutting, so it must be done carefully. There are two types of cutting. Manual Automatic
3.8.1Cutting (Manual)
Ensure small parts are cut first starting from one end of the folding. Ensure marker position is not disturbed in the cutting process. Ensure shapes are accurate after cutting (this could be achieved if correct cutting mode is followed).Ensure miss-cuts, Ragged cuts, Narrow goods are not resulted in cut components. Ensure cut-marks and notch marks are accurate. Shaping should be done immediately if necessary.
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A Perspex square with 45 and 90 markings as well as centime measurement. A 15cm plastic ruler (useful for marking seam allowances) A pair of sharp paper cutting scissors A good-quality tape measure (with metal ends) Clear sticky tape A Soft rubber 3 H or 4H pencils (no softer) and pencil sharpener Dress markers pins Fine felt-tip pens or hard crayons (to outline ports of draft) A meter stick A tracing wheel would also be found useful, as would a dressmakers stamped Although French curves are an easy method of drawing curved lines it is far better to achieve the skill of freehand drawing, which comes with practices.
Consumption Calculations
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3.13.Numbering
Numbering plan must be given by the numbering incharge, specifying the style #, color, P.O No., Serial No., No. Of garments cut, sizes.All the parts shall be numbered in a pre determined sequence and at pre determined location.Numbering stickers gum strength (Light/Medium/Heavy) has to be decided keeping in mind the kind of fabric being cut.
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3.17. Conclusion
Cutting is irreversible process so it must be according to given parameteres.Cutting affects the overall Quality of a finished garment. Cut parts inspection helps in improving the quality product for go ahead in stitching. During cut parts inspection shade, shape and other faults are removed and on the basis of rejected pieces report a lot is hold or go ahead for stitching, so by controlling quality at this stage is fruitful in spite of we stitch a garment and after stitching that garment is rejected due to flaws.
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Chapter #4
STITCHING QUALITY CONTROL SYSTEMS
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4.1. STITCHING
It is process of interlacing of sewing thread in a specific repeated unit. Generally used quality control systems are here under.
4.2.1. Advantages
Quality is improved Operator hourly capacity is checked Machine capacity is hourly checked Hourly efficiency is checked Quality assurance is improved Quick feedback
4.2.2.Disadvantages
It is not properly implement Training is hard Measurement of garment is not checked hourly Page 42
Process
The traffic signal system is based on three lights red, amber and green. The lights are used to symbolize the quality status at the operation and make supervisor aware of where problems are occurring and give the in line controllers an idea where they have to spend more time. Green Amber Red Good Isolated defects found Recurring defects or major defects found
In line QC has to check a minimum of 10 piece each visit to the work station. The In line controller will monitor the inspection and record it. The traffic lights must work in sequence unless the frequency of defects it too high. If the inspector finds. Defects None One Two Color Code Green Amber Red Frequency of QC visit Once pr hour Twice per hour Twice per hour Signatures QC QC/Supervisor QC/QC Exce./Line supervisor/Manager Action None Inform supervisor Operator shown correct method from supervisor mechanic called. Operation stop
Two or more
2 Red
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Sequence of Colors
Time 2nd Color check 1 hour None None 1 1 Green Green Red Red
Time 3rd Color check Etc.. 1 hour 2 hour 2 hour Etc.. None 1
Time
Amber 2 hour Red and Stop If 2 red you have to stop and inform the line manager and QC Exec and then follow sequence as normal
None
Green
Red
2 hour 2 hour
None
Etc
Red
1 or more
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The In line inspector will then determine where their time is most needed. After the inspector has completed all checks in line then they must walk to the front of the line check who is on amber and red lights and then return to them. This will ensure that the correct number of checks are done.
4.3.1. Advantages
Quality is build at needle point Fault is quickly identified Defects reworking reduce Improve overall efficiency
4.3.2. Disadvatages
It is costly as we install it Not easy for workers to understand Page 45
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If the rowing Q/C or Q/C inspector identifies the same mistake for the second time (in same operator) the yellow flag is replaced by red flag and second part of the 5 part ticket is issued. The operator has to fallow the same procedure as before. Now the rowing Q/C or Q/C inspector will do a follow up of inspections of 3 consecutive bundles of the same operator, by issuing the balance 3 follow up tickets (one at a time).If the 3 follow up inspection results passes, the green flag is re-installed. If any of the follow up inspection results fails, the 3 follow up re-starts from that point.
The rowing Q/C or Q/C inspector should inspect critical operations every hour. Other operations could be confined to an inspection of once, twice or thrice according to the criticality of occurrence of faults.
Inspection of every 5th piece of operation by the End line Inspection (100% inside-out)
operator
The operator should inspect his part of operation, on every 5th piece to determine any faulty stitching. All pieces that complete all operation should be checked inside out by end line inspectors.
4.7. Conclusion
Over all according to our observation 7-0 system is most suitable to our industry because it is easy to implement and results are better than other systems .Traffic signal system is also a good system but it is costly and other system s have there own importance but regarding to quality 7-0 system is most effective as quick feedback is get by this system efficiency and quality is improved by this system.
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Chapter#5
SAMPLING & FINAL INSPECTION METHODS
5.1. Cutting
The cut bundles received from cutting department are inspected 100% for visual defects such as the following: 1. Knitting defects such as holes, barre, needle line, yarn shade variation, repeat difference etc. 2. Processing defects such as water marks component shading, compactor shoe marks, dead cotton slubs etc. 3. Mis-cuts, improper notching etc. 4. The front and back panel are matched as per the requirement of the buyer. 5. In case of design/repeats of parts same should match. 6. Sampling Quantity: Visual Inspection 100%
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Measurement Check
2 out of 10 pieces
In case of any variation in the above parameters, the complete bundle is returned to the cutting department for correction/replacement. Acceptance Standard: Bundle Size Up to 5 Pieces 6 to 10 pieces 11 to 15 pieces 16 to 20 pieces More than 20 pieces Defects allowed 0 1 2 3 4
Where it is possible to change the defective part by replacement, the quality inspector checks the exchanged part for shade variation, and measurement and ensure to put the same number that of the damaged part. Reporting defects Rate: Defects rate in cutting= The total defects found / No of bundle checked
5.2.Sewing
The QA follows the parameters stated below 1. 2. 3. 4. Fabric pattern, design, weight etc. Stitch details Placement accessories and trims Folding and packing details
14. Run-off in top stitching in visible areas. 15. Incorrect stitch counts 16. Incorrect seam allowance 17. Twisted hems and uneven hems 18. Missing bar tack 19. Uneven fronts, sleeves and other symmetric components 20. Poorly done and objectionable mending. 21. Broken/skip stitch
Pilot run Depending on the size of the order, pilot run is carried out. All the pieces are visually inspected and measurement for any quality defects. The sample sizes for pilots runs are as follows. Order Quantity Up to 3000pcs 3001 to 6000pcs 6001 to 9000pcs Pilot Strike Off 25pcs 40pcs 60pcs
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75pcs 100pcs
Any major deviation in measurement or style is incorporated in the pattern/sewing line before the bulk production start.
5.3. Embroidery
The QA ensure quality through sample embroidery sew-out. Sample of a garment along with placement details is made before going in to mass production, parameters are strictly followed to ensure quality embroidery Parameters 1. Right shade of threads 2. Positioning of the embroidery 3. Coverage, stitch density is as per the order 4. Embroidery alignment 5. Fraying of thread 6. Clarity in the design as per original 7. Right tension of the threads 8. Holes due to needle 9. Skip/missed threads 10. Shade variation within the box of thread
The pilot quantity of strike off. Order Quantity Up to 2000pcs 2001 to 5000pcs 5001 to 8000pcs 8001 to 15000pcs Above 15000pcs Pilot Strike Off 15pcs 25pcs 35pcs 50pcs 60pcs
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The pilot strike off panels/garments are 100% visually inspected and changes are incorporated in the bulk production.
5.4. Printing
The QA ensures that an approved strike off of the print with the shade card giving the pantone references number. Is available with the Department. Sample of the garment along with the placement details must be available. Before starting bulk production, pilot strike off of using the actual garment /panel is taken and inspected for the following quality. Parameters 1. 2. 3. 4. 5. 6. 7. 8. Right shade of colors Positioning of the print Proper registration Print alignment Clarity in the design as per original Properly cured surface Stains Skew ness of print
The pilot quantity of strike off . Order Quantity Up to 2000pcs 2001 to 5000pcs 5001 to 8000pcs 8001 to 15000pcs Above 15000pcs Pilot Strike Off 15pcs 25pcs 35pcs 50pcs 60pcs
The pilot strike off panels/garments are 100% visually inspected and changes are incorporated in the bulk production.
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Packing is an important aspect of a given garment. The following aspects are checked by the inspector: 1. The price ticket, hangtag, bar code stickers. 2. The right size of the poly bag should be used for the garment 3. After the garment is inserted in the poly bag, it should not be sloppy or too tight. Page 53
4. The ratio of pre-packs and qualities per carton must be checked randomly. 5. The garment through the poly bag must be visually symmetric 6. All carton markings must conform to the order requirement
Stepwise inspection has two types one is final inspection and other is super final inspection. In final inspection we sort out sewing faults and in super final inspection we check specs, shade and shape of the garment. Disadvantage It is time consuming Man power increased
Batch inspection In it a team of final inspectors check the pieces and make batch for example a batch is consist of 100 garments from those batches randomly some batches are inspect by auditor and pass, fail report is made on type of fault and occurrence of faults. 100% Inspection Once the garment has been fully assembled, then it must pass though a final inspection. In the final inspection, 100% of the garments manufactured are checked for defects. Any defects found will be returned to the original operator for repair. Inspectors are expected to not only check for defects, but are also required to cut threads as they see necessary. Each inspector should have his/her own pair of scissors. These should always be used to cut long threads. There is no tolerance for repairs caused by pulling threads instead of cutting them. Each inspector should be given a bag of her own number. The numbers are to be inserted into one of the front pockets. This way they are easy to locate incase the identity of the inspector in needed. There is no tolerance for an inspector who refuses to put numbers into the pockets. Inspectors are expected to follow inspection procedures to ensure that the entire garment has been inspected.
Inspection Procedures:
Garments should enter the End of Line inspection process inside out. Begin with the front of the garment and work down and to the back. Establishing a routine is the most effective way to ensure that no operations are missed. All long threads should be cut as seams are being checked for defects. The garment should then be turned outside in.
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All exterior threads should be clipped. Pockets, tacks, and any fabric defects should be checked. Any defects found should be marked with red tape and set aside for repairs. Check the zipper to ensure that it zips and unzips freely. Check the buttons and button holes. Make sure they line up and are functional. Inseam and waist should be measured. Check measurement results against the label to be sure that the garment is the same size as stated on the label. After inspection and thread trimming, the inspectors number should be placed in the pocket and the garment should be neatly stacked. The stacks should be picked up by the End of Line auditor. He will then check the garments once more. (This is a more general check to ensure that inspectors are effectively inspecting their garments.)
Once this last audit is done, the garments can be stacked and taken to pressing.
Inspection is Conducted to evaluate the First passed yield (FPY).That is the first time past percentage, on an hourly basis.
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The defects identified are segregated into 3 main categories. Rafu Stain Alteration
A) Rafu
Rafu is minor fabric faults which are mend-able. Very Important Factors Darning is not accepted on body. Operational darning could be accepted. If it is not conspicuous. Any fabric fault mended by Knitting needle (Knitted) and not prominent to the naked eye could be accepted. Any defect that is not according to the above factors should be discarded as totally rejected items.
B) Stain
If any dust spot, oil spot or any other stain spot could be removed by either stain removers or light washing, without, effecting the accepted. Any slight patch dispersed as a result of the above process, should be discarded as a reject. color, appearance, hand feel, and specs could be
C) Alteration
If any sewing defect could be recovered by re-work, without effecting seams or body quality standards, it is acceptable. If the reworking results are miss-shape, specs variation, miss alignment, or any other defect the product should be discarded as a reject.
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Any uncut thread or loose thread should be taken care of before OK garments passed to the folding stage.
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given more emphasis. Correctness of labels, stickers, Tags or any other attachments and aids of attachments should be ensured. Correctness of poly bags, measurements of poly bags, marks and numbers an poly bags, sealing of poly bags, poly bag mouth, should be ensured. Correctness of size and sticker or any other accessories on poly bag should be ensured. Correctness of Hangers and sizes, size of hanger quality of hangers, printing, emboss, carvings, alignment, packing performance should be ensured.
5.13. Conclusion
By final inspection of garments at all stages like clipping, final inspection, pressing and packing we have full confidence on our shipment.
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References
From Websites: http://www.textileguides.com/garments-pattern http://www.cutplan.com/nestplan-nesting-parts-material.htm http://mytextilenotes.blogspot.com/2007_12_01_archive.html http://articles.textileclass.com/methods-of-cutting-fabric-uses-of-scissor/ http://www.wmolaw.com/files/The_8_Dimensions_of_Quality.pdf http://lssacademy.com/2008/05/28/8-dimensions-of-quality/ http://www.apparelkey.com/ApparelKey/Document/Cate2/2.3.6.4/casestudy3prabirjana.pdf?TABLENAME=Cate2&PARENTNODE=2.3.6.4
http://www.accordiausa.com/cat-24-1- 17/Product_Quality_Inspection.htm
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Mr.Sohail from fabric dept. Chenab Textile Mill Faisalabad. Mr.Subasinghe from cutting dept. Chenab Textile Mill Faisalabad. Mr.Awais from PPC dept. Chenab Textile Mill Faisalabad. Mr.Ali from Stitching dept. Chenab Textile Mill Faisalabad. Mr.Rasika from quality control dept. Chenab Textile Mill Faisalabad.
Mr.Sajid/Mr.Qammer from pressing & folding dept. Chenab Textile Mill Faisalabad.
From Books
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