Knowledge sharing on Japan Training-2018

Quality Assurance Department

Fakir Fashion Ltd

Presented BY:
Md. Zakir Hossain, DGM-QAD

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 Topic of 1st Session (40 Min) Page Number
Level of Quality 2 to 5
PDCA 7 to 8
Daily Management in TQM 9 to 9
Succeed in a Boat Journey 10 to 10
Relationship between Policy & Daily Management 11 to 11
Nature of Daily Management 12 to 13

Topic of 2nd Session (20 Min) Page Number

QC Story 17 to 18
Seven Steps of QC Story 19 to 25

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 “Quality has no definition but the ultimate goal of quality is of customer satisfaction but it depends on scenario/time/stage.”

The First Level of Quality:

 Conformance to customer basic requirement (Quality Control-1950).
 In apparel industry it is early 1990-Quality Control.
Example:
 You may feel the sound is poor. However, it can satisfy our specification. You must accept it.
 First Level of Husband/BF: Present her a gift at minimum level, only at her birthday
 In RMG as below:
 Garment may have some workmanship issue or measurement issue
 AQL out of tolerance during inspection
 Backward supply failure need some extension on delivery
 Due to environmental issue or political instability goods not ready on time
 Request mid night inspection
 Shrinkage percentage is over or wash durability exceed the limit

“To raise above issues to customer for consideration were 1st Level of Quality!”
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The Second Level of Quality:
 Customer satisfaction with customer’s expressed requirement (QM-1970).

 In apparel industry it’s early-2000 to 2015-Quality Management.

(QC become QA, QM, QMS, TQM,TQC, TQ, TPS, NPS, HPS & so so)

 Second level of Husband/BF: Present her any gifts which she wants.
 Garment Industry:
 Goods should be done as per given standard (Workmanship/Measurement)
 Delivery should On time (No extension request)
 No request for midnight inspection due to Poor planning & process failure
 Shrinkage & wash durability should as per standard
 Goods should be pass as per given AQL

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The Third Level of Quality:
 Customer delight with unexpected new quality achieved by meeting customer’s latent
requirements/Demand.
“Attractive Quality creation-Today and Tomorrow”
Latent Demand: a demand which the customer realizes later. Thus, while buying the
product, he might not desire some features. But later on, he might think about those
features and buy the product.
 The best example of latent demand is normal phones vs smart phone.
 Latent Demand/Customer delight in RMG:
 Goods ready in advanced of customer given TOD
 Maintain Tighter AQL level that Customer required i.e. 1.0 instead of 1.5 or 2.5
 Declare wash durability better than requirement i.e. 10 times i/o 5 times
 Declare shrinkage percentage better than requirement i.e. 3% i/o 5%
 Declare metal free for all kinds of product
 Nice inspection room with some additional instrument which are really not necessary in some cases i.e. Light Box, D-65,
TL84/83 Light, Pull Test machine, Munsell Hue test, Greyscale, Vernier caliper, High speed internet/wifi facility, Good
hospitality to QC & so so
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What is TQM? Many People think that or follow in today even
TQM is a System approach that rotate in FFL i.e. PDCA stand for
PDCA Cycle in the Company.

This will lead a company to satisfy and  Please

delight customers through its product and  Don’t
services and will bring about outstanding  Change
business performances to the company.  Anything

 but it should not be!!!

PDCA is

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 What is PDCA Cycle?
Plan: Check:
 Set your GOAL/KPI/ Objective  Measure your results
 Make a plan. You have to
(Measure how far your actual achievements
i.) analyze your organization/ Dept./Section
meet your planned objectives).
present situation,

ii.) Established your overall objectives,

iii.) Set interim Targets &
iv.) Develop Plan to achieve them
Act:
Do: Correct and improve your plans and how
 Implement your plans you put them in to practice
(Do what you planned to) (correct and learn from your mistake to
improve your plans to achieve better result
next time).

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Daily management in TQM:
Daily management is one of
the TQM Vehicles used to achieve
the organizations objectives. TQM
vehicles will help us to understand
the positioning of Daily Management
in TQM.
There are many definition of TQM
but it should be customized to suit
the business environment in our
industry.
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Vehicles of TQM:
If we consider TQM is a journey, The objective of TQM is
to arrive at the planned destination.
The concepts and techniques of TQM can be considered
the road leading to the destination. Vehicles are a crucial means
(procedures) connecting the Objectives of TQM and the
foundation.
 A journey by foot would take you a long time and involve
many difficulties on the way to your destination.
 If you are travelling alone, you may lose your way on diverse
side roads.
 If you travel with your colleagues together in a vehicles, all,
can reach the destination together at the earliest with much
less difficulty.
 So which means you will select for journey?
a.) By foot, Alone we can say, together we can talk
b.) Alone, Alone we can smile, , together we can Laugh
c.) Together Alone we can enjoy, , together we can celebrate
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To succeed in a boat journey:

a) Every section of the boat, including the bridge, the

engine room and the navigations must play their
defined role, even without directions from the
captain.

b) Various sections of the boat should function as a

team. In the absence of communication between the
different sections, journey in the desired directions at
a consistent velocity cannot be ensured.

c) The Captain should be a strong leader, who can direct

the crew, when the boat needs to change direction or
respond to environmental changes, to speed up, slow
down, or change direction.

d) All of the members, especially front-line people,

should be highly motivated to do their respective
jobs. TQM Vehicles used to achieve the organizations objectives

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Relationship between Policy Mgt & Daily Mgt:

Right side figure shows that, Policy Management activities

include rotation of Plan-Do-Check-Act (PDCA) to achieve
improvement in priority areas.

Once these actions are taken and performance has

improved to the desired level, these activities need to be
standardize to be followed consistently in future to sustain C D
the quality of performance.

These activities then become a part of daily management in

terms of Standardize-Do-Check-Act (SDCA). Similarly some
chronic problem may be identified during the daily C D
management activities, which need attention on priority
basis. At this point, these issues become part of the policy
management activities.

This cycle of Policy Management and Daily Management C D

continues until the company achieves it’s short term and
long term objectives/Goal.

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The nature of Daily Management:
The improvement history of a process involves continual
improvement. However, if we go in to details, the completely
continual improvement would never have happened!
Actual history of “continual Improvement” can be explain by
the graph at right side. It consists two types of activities;
1) Big Improvement and
2) Keep stable, improve progressively
Big improvement can be realized by certain special kinds of
activities i.e. identify the root causes, take counter measures
or improvement or you can arrive at solutions by virtue of your
experience and ideas, or you may introduce new machine,
new methods, new material or training to employees.
While “Big Improvement” is dramatic and many Top
Management also appreciate “Big Improvement” activities and
recognize the achievers with awards but it is necessary to
ensure the stability of processes. The consistency of
performance is ensured by activities with the “keep stable”
label. So to do that, you need to rotate PDCA everyday.
If you lose “Keep stable, Improve Progressively” activities the Importance of Daily Managemen- No Hero Jobs
effects will shown in next slide

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What if “Daily Management” is poor?

“Big Improvement” can be achieved by a limited number of

people within a short time span. Once it happens, the
people involved with the “Big” change will be identified and
worshipped as heroes. Despite the difficulties, these jobs are
challenging, exciting and interesting. After it happens, you
have some dramatic stories to tell.

Unlike the heroes of the “Big Improvement” process, the

members of “Keep stable, improve progressively” activities
do not stand out, as all the concerned members must
commit to these activities on a continuous basis for a long
term. A great majority of the workforce will be working very
hard to maintain the “Keep stable, Improve progressively”
state for long term.

An American named these jobs as “No Hero Jobs”. Even if you succeed in these jobs consistently for long time, it is done by team work and there are no individual
heroes. Personally, many people want to participate in “Big improvement.” However, motivating people to “Keep stable, Improve progressively” jobs is critical to the
success of a company.
Two ways of motivating people:
i.) Policeman Method- Assigning many inspector/supervisor to monitor the workers on the job. Under this, very few people are positively motivated & majority do the
job more out of fear
ii.) Humanistic Method has produced better results in many fields for a long time. Example QC Circle activity or other group activity
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Many companies have been introducing TQM/TQC, unfortunately, some have
abandoned their efforts. There are many arguments regarding the causes of these
failures. One of the causes could be a lack of ability to solve problems and achieves
tasks in practical situations. Companies that merely copied “QC circle activities,”
“Quality Assurance System,” and/or “Policy Management System” from other
companies and “Promote TQM for the sake of TQM” Lost their motivation to continue
TQM as they could not recognize any business result come out of them.

Find how many Capital “T” & Small “t” in above paragraph

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 Case study on QC Story
QC Story: The QC Story is a procedure for problem
solving. A problem is defined in the terms used in
the QC Story as follows:
The solution of a problem is to improve the poor
result to a reasonable level. The causes of the
problem are investigated from the viewpoint of the
facts, and the cause and effect relationship is
analyzed precisely. Unfounded decisions based on
imagination or desk theory are strictly avoided, since
attempts to solve problem by such decisions lead in
erroneous directions, incurring failure or delay in the
improvement. Countermeasures for the problem are
devised and implemented to prevent the casual
factors from recurring. This procedure is a kind of
story or drama in the activities of quality control, and
this is why people call it the QC story.
“A Problem is the undesirable result of a job”
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A problem is solved according to the following seven steps:
1) Problem: Identification of the problem.
2) Observation: Recognition of the features of the problem.
3) Analysis: Finding out the main causes.
4) Action: Action to eliminate the causes.
5) Check: Confirmation of the effectiveness of the action.
6) Standardization: Permanent elimination of the causes.
7) Conclusion: Review of the activities and planning for future
work.
If these seven steps are clarified and implemented in
this order, the improvement activities will be logically consistent
and steadily accumulated. This procedure sometimes seems to
be a ambiguous way of solving a problem, but in the long run it
is the shortest and moreover the surest root.
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 1) Problem:

Check Sheet: A Check sheet is a printed paper

form, which we are using in the production floor
for checking the goods for the purpose to collect
the data easily & concisely

 To make Data gathering easy

 To arranged data in systematic manner, so it can
be used easily later on

Example: Defective Item check Sheet (End Line,

Fabric Inspection, Final Inspection)

 Check sheet should be included basic

information Defect Nature/type, Location, Time
& Process name for further analysis.

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2.) Observation:
Understand the current status of the problem to be identified. In other word, we will understand “what are
happening”. To do this, data collection tools is necessary.
For understanding the whole picture, soft data, Praetor Chart can use

Pareto Diagram: It is composed of two graphs:

 A bar graph indicating the number of defective units in descending order
 A line graph of cumulative percentage
Note: How to read & use Pareto diagram……………
 Which item is an important/potential problem
 How much that item actually impacts on the effectiveness as a whole
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3.) Analysis:
Based on the current status of the problem, Let’s consider a
mechanism of causes for why such a problem had occurred
using collective wisdom. Then, verify if the mechanism
actually had occurred using facts.

Step 1: Determine the Quality Characteristic/Problem/Defect Step 4: Write sub causes which affect the big bones (Main Cause) as medium size
Step 2: Choose one Quality characteristic and write it on the right hand side of bones and write the tertiary causes which affect medium size bones as small bones
the sheet & draw backbone from left to right and enclosed the characteristics Step 5: Assign an importance to each factor that seem to have significant effect on the
in a square. Quality Characteristic.
Step 3: Write main cause which affect the quality characteristic as big bones Step 6: Record any necessary information
also enclose by square
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4.) Action
Consider measures based on the “causes” identified in Step 3. Measures in this step are not limited to
“emergency measures” for eliminating currently occurring problem, “recurrence prevention measures” for
eradicating their causes are emphasized.

 Action to be taken to eliminate the factors/Problem.

 Make sure that the actions do not produce other problem (Side effect). If they do adopt other actions
 Consider different number of proposal for actions, examine advantage and disadvantage of each action and elect those which
people are most agree to
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5.) Check: Confirm if the measures taken were adequate by checking the resultant effects. If possible,
conducting an individual evaluation of every measure taken is preferable.

 In the same format (Table, graph, chart) compare the data obtained on the problem both before and after the cations have been
taken
 Convert the effects in to monetary terms and compare the result
 If there are any other effects, good or bad list them
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6.) Standardization: Even when effective measures are taken, if the “measures” are not
maintained as days go by, the situation will return to the starting point. The organization
needs to construct a framework for standardization

To standardization of Problem by eliminating

need to consider below activities:

 The five “W” and one “H”: Who, When,

Where, What, Why and How, for the improved
job must be clearly identified and used as
standard
 Necessary preparation and communication in
regard to the standard should be carried out
correctly
 Education and Training should be implemented
 A system of responsibility must be set up to
check on whether the standard are being
observed

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7.) Conclusion: Review the problem solving procedure and plan for future work.

Activities:
1) Sum up the problems remaining
2) Plan what is to be done to solve those problem
3) Think about what has gone well and badly in QC circle activities/Improvement
activities

Note: A problem is almost never perfectly solved and the ideal situation almost never
exists. It is not good to aim for perfection or to continue the same activities for too
long. Once Dead line is finished, fixed it and list should be made of how far the
activities have progressed and what has not been attained yet. This unsolved problems
can then be taken in the next stage of the QC story

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Make a group consist of 5 people and draw Cause and Effect analysis.

A) Zara claim on Needle issue:

Customer has found two needles in two different references 4174/503/712 & 4174/500/712. It’s safety issue and
customer will start penalties for this incident and will stop/cancel business if needle found in next two more times. To
ensure safe in products how you will make cause and effect analysis.

B) As per Maintenance Head commitment, 03/04/2018 at Time – 6:00 AM to 7:00 AM total One Hours (01), we
are REMOVE the Burn CT (Current Transformer) from Distribution panel, As a result we are shutdown the
Electricity in the factory premises. Please note that, Knitting & ETP Power supply by Diesel Generator. So Knitting &
ETP run continuously, please avoid emergency works mention Time period rest of Factory.

But reality shows that, power not available till 10.30am which incurred huge loss in RMG specially. In that case how
you can make cause and Effect analysis, Action Plan and Standardization of incident

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Main strength or capabilities in FFL:
 Young & energetic team
 Technically sound and well qualified workforce
 Best management support
 All leader has same vision i.e. FFL betterment
 Positive intention for improvement
Main weakness in FFL:
 Poor team building
 Extreme level of self-esteem
 Over confidence
 Poor respect to other duty
 Want to be hero and avoid team contribution
This are all about poor supervision by superior.
Though every single issue has been investigating or
identified in FFL but still missing sustainability in all
aspect more or less due to improper way of problem
dealing/solving
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Common Phenomenon in FFL which derive for Poor
daily Management:
 Huge meeting at decision maker label but no
significant improvement!
 Meeting attendance on time is very poor
Reason behind that
• Meeting minutes not been list out
• Actions not been recorded
• Post meeting follow-up not been done
• Policy Management & Daily Management
responsibility not define
Various study shows below correlation in FFL:
 Company betterment: Strong positive correlation among all
 Inter department Relationship: Strong negative correlation
Note: Though variation between company interest and
departmental relationship is Large but FFL capability index shows
that it is controllable just develop mindset among mid level and
top level employees
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Any Question?

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