Quality Control Project

8/22/2019 Quality Control Project

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Statistical Quality Control Page 1

QUALITY CONTROL

Term Paper

SUBMITTED BY:

RAMEEZ AKMAL..752-BH-2005

SYED ATIF BUKHARI.609-BH-2005

SYED ABID HASSAN..938-BH-2005

ADIL MAJEED..620-BH-2005

BSc. (HONS) 2005-2009

SEMESTER VI

SUBMITTED TO:

Ms. NADIA SAEED

GOVERNMENT COLLEGE UNIVERSITY, LAHORE


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CONTENTS

INTRODUCTION Vision1 Fabric2 Processing..2 Dyeing..3 Knitting..3 Garments3 Infrastructure..5 Growth History6

QUALITY How to Maintain Quality Factor..8 Corrective and Preventative Action..8 Calibration.8 Quality Control System at MTM..8 Fabric inspection9

DATA DESCRIPTION Total Production..11 Total Faults.11 Recovered Items..13

Final Production..13 Production Analysis13

DATA ANALYSIS AND CONTROL CHARTS Stain..14 Hole15 Knitting17 Shades..18 Total Faults...20

APPENDIX...22REFERENCES..23


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Project QUALITY CONTROL MASOOD TEXTILES MILL Ltd.

Courtesy:

Syed Irfan Raza

Production Manager,

Masood Textile Mills Ltd, Faisalabad


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INTRODUCTION


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MASOOD TEXTILE MILLS are the leaders in creating, developing and

manufacturing of knitted apparel products right from basic to highly

fashioned garments thus responding to emerging trends in the industry. We

translate conceptual ideas of our customers into reality and shape them

through our technical bent and professional acumen. The team here

strongly believes that Customer satisfaction is the essence of business

today. MTM has the technology with expertise, products with knowledge and

most importantly the right mindset to achieve total customer satisfaction.

Respect for the individual, integrity, speed, simplicity, self-assuredness, and

a 100% commitment, our values are non-negotiable; they are never to be

jettisoned.

For us, our values are our well-spring.

To provide market leadership and brand coverage To pursue technological innovation To partner with operators for their maximum productivity To provide virtuous to our customers, employees, communities, and

the environment

Our Vision:

"Our vision is of continual improvement and sustained growth, and of a

family of workers. Who are given the best compensation benefits and

working conditions in the region? In this respect, MTM continues to

emphasize the need to invest in and develop its most precious resource - its

human capital. MTM continues to provide training courses and self-

enhancement opportunities for all our workers".


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FABRIC

One of the largest Fabric facility in Pakistan having the capability to produce

all kinds of knitted fabrics in 100% cotton & blends.

Single knit Flat knit Strippers

Single Jersey Pique Fleece

Collar & Cuffs Flat Knit Panels

Feed Striper Auto Striper Engineered Striper

Double knit Textures Jacquards

1x1 Rib Variegated Rib Interlock

Herring Bones Pique Jersey Waffles

Mini Jacquard Thermals

PROCESSING

The Fabric Processing Division of Masood Textiles has a capacity of dyeing

41,450 kgs per day. It is equipped with Thiess, T.S.I, SCHOLL, Gaston

dyeing machines. It is capable of dyeing both 100% cotton and blended

fabric. The machine size selection gives the flexibility in dyeing a lot size

ranging from 100 kgs to 1,000 kgs. The department has two Santex

finishing lines from Switzerland, which include hydro extractors, dryers and

compactors. In order to maintain the quality of processed fabric, Masood

has the testing laboratory with latest equipment to check the fabric. It

ensures that the fabric quality is maintained and is according to the

required parameters of our customers.


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Dyeing:

Our in-house and very well-equipped Dyeing department with a production

capacity of around 41,450 Kg of dyeing / day allows us to fully meet our

dyeing requirements. We have dyeing machines for dyeing cotton fabricand a fully computerized high temperature jet-dyeing machine to dye all

kinds of synthetic fabrics including polyester. A well equipped laboratory

ensures all dyed fabric is properly checked, as per buyer's requirements,

for factors such as shrinkage, color fastness, etc.

Knitting:

To produce knitted fabric of supreme quality, it is impetrative that superior

quality raw material is procured at competitive prices. At Masood finest

quality yarn in the market is produced for our in house knitting.

Fleece Machine Rib Machine Single Jersey Machine Inter Lock Machine Flat Knitting Machine


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GARMENTSAND

INFRASTRUCTURE


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GARMENTS

MTM is a leading apparel company in Pakistan having expertise & machinery

capable of transforming customer ideas into superior quality garments, which

are taken as the most famous brands in the world.


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INFRASTRUCTURE

To produce quality goods and that too on time, you need a good production

facility, capable of taking on any challenge thrown at you. In this regard,

mTm Exports possesses the best infrastructure that has the ability and

potential to give you quality products.

Our manufacturing process has been vertically integrated to facilitate all the

processes involved in garment manufacturing under one roof. This enables

us to reduce the time spent in completing your orders.

All our machines are the latest available in the market, and whenever

required, MTM export has never shied away from purchasing the most

modern equipments. All our divisions are equipped with the latest

equipments to maintain the high quality standards that we have set for

ourselves.


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GROWTH HISTORY


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GROWTH HISTORY

Turn Over History:

Largest Knitwear Exporting Company of the country for the Year 2005

Turn Over

in Millions


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Employment Generated:

Employees

in Number


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QUALITY CONTROLAT mTm


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How we Maintain QUALITY Factor?

Masood has documented a quality manual that states the quality

management system of the organization. Management establishes a

documented quality plan setting out the specific quality practice, resources

required and the sequence of activities relevant to particular product.

Corrective and Preventative Action:

Masood has a very strong corrective and preventative action plan. Masood

has centralized the corrective action and controls the non-conformity arisingin the system. If necessary the relevant person immediately takes the

corrective action. For preventative action, the department head keeps the

record. Electronic records are kept by the Information Technology

Department.

Calibration:

Masood has own calibration laboratory. Before using any instructions, they

are calibrated as per the international standards.

Quality Control System at MASOOD:

There are quality checks at every stage of manufacturing starting from Raw

Cotton, Yarn, Fabric, Processing, Cutting, Stitching and Packing. Before the

fabric is cut, it is checked whether it conforms to the customers standards

of shrinkage, finished g/cm2 etc. After each lot of fabric is cut, 100% cut

parts inspection is conducted to ensure that only good quality pieces move

to the stitching units. During the process of sewing, each and every process

is inspected by inline inspectors. The inspectors make sure that only good

parts move to the next stage. An individual tracking number is sewn inside


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each garment. After trimming and pressing of the garments, highly

experienced final inspectors inspect each garment. The Quality assurance

team monitors the performance of every individual inspector by picking up

the inspected garments and checking the quality of these garments.

To ensure that the garments are packed as per the requirements of our

valued customers, we can even track & check, which case the garment, has

been packed in. With the help of this, we plan to achieve the Zero Defect

Level.

FABRIC INSPECTION:

Our knitting units are producing fabrics of excellent quality with minimumdefects. Additionally, an online 100 percent fabric inspection system is in

function to meet the international quality parameters as required by most of

our customers. 4points quality system introduced by J.C PENNY (USA) is

also being followed at our knitting facility.

We believe that prevention is better than cure. The sooner the problem is

tracked, the better it is in delivering the goods on time. During the process

of stitching we have inline inspection and final inspection processes. The

garments are 100% inspected by highly experienced inspectors. Our

objective is to produce with Zero Defects.

The BACK TRACKING SYSTEM plays a vital role in developing sense of

responsibility and accountability in every person in making and inspecting

the garments. The same thing is emphasized in ISO-9002, so we are not

only the ISO-9002 Certified holder but also the true executors. The company

has independent Quality Assurance Team that conducts inline audits and

final finished goods audits. The QA. Manager ensures that before the goods

leave the factory, they comply to the customers AQL standard.


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DATA DESCRIPTION


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The data on which we are going to build all our analysis has been taken

from the MASOOD TXTILE MILLS. The unique thing about this textile mill is

that, this factory has been divided in to 20 independent productive units.

Those are capable of producing final product or good independently. Here we

have taken the data from one of these productive units.

Total production:

In the first column we have mentioned the total production of the

independent production unit. we have gathered 45 days productioninformation of the specific productive unit. the every day the production is

varied. This is due to the customer demand or as per market demand. The

total production of the productive unit in 45 days is 18867 units.

Total Faults:

Further we have mentioned the data of the faults that occurred during the

production process. These faults include

Stain:

This is the major problem that arise in the production process. It is basically

MARKS that are left on the cloth during the production. There are many

reasons behind this problem. It may be due to an unauthentic inspection,

electricity break-down, oil-leakage from machines, incorrect proportion of

compounds


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Hole:

This is the problem of holes in the product. Most of the time, this defect

occur due to faulty raw material or we can say that the cloth bought for

making these garments. And due to inefficient and careless labor, whose

duty was to check the lots of the cloth, this defect arises in the product.

Knitting:

This is the problem that arises during the stitching of the product. The

reason behind This high proportion is may be the introduction of new labor.

Due to the wrong inputs in the machine this defect can also occur.

Sometimes skilled worker also cause the defect. As they are in this field for

long time and experts in their job but to save time they work in hurry and

become the reason for the rejection of the product. inspection

Shade:

This is the problem of two different shades in cloth. The reason behind this

shading problem is that sometimes the lots of cloth which are bought for the

production are of very low quality. During production, this defect can arise

due to carelessness of the worker.

These are the four basic problems that occur in the production process.

The no. of the faults occurred are as follows

Faults category no. of faults

1) Stain 712) Hole 433) Knitting 1474) Shade 32


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Recovered Items:

Our data also gives the information about the recovered items. These are

those items that were previously faulty but after certain amendments and

modifications they were recovered and brought in to use.

Final production:

Next to it we have mentioned the O.k. items. These are those items that have

passed all the quality control checks and are ready to be supplied in the

market.

Production analysis:

The total production of the productive unit in 45 days is 18867 units. the

total faults that appeared in 45 dates of production is produced is 288.out of

this 217 were recovered. And 71 were rejected.

From these figures we see that MASSOOD TEXTILE MILL have a stable and

reliable production process that in a data of 45 days production only 71

item were rejected on the basis of poor quality. Not only this, their

production process is capable of rectifying the faulty items and put them

back in the lot of supply items. Its proof can be verified by seeing upon the

figures, as total faulty items were 288, out of this 217 were recovered.


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np- CHARTS


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This section includes the interpretations of the np charts drawn for the

defective item. Firstly the np chart is drawn for the defective item due the

problem of stain. Then same procedure is done for other three problems too

i.e.; holes, knitting and shades. In the end the np charts for the total

defective items in one day during to all defects is drawn.

These charts are as follow:

STAIN

This diagram is an NP-chart for the problem of Stain which shows that the

process is out-of-control at 2nd March, 11th march and 13th March. The

centre line lays at 0.0041 i.e. the mean of the data while the lower control

limit is 0 and the upper control limit is changing due to variable sample

size. Most of the values lie on the lower control limit showing that the

problem of stain is not very troublesome on most days.

45434139373533312927252321191715131197531

ProportionNonconforming

0.04

0.03

0.02

0.01

0.00

LCL

Center = .0041

UCL

stain

Control Chart: stain

Sigma level: 3


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Moreover we have already figured out that the process is out-of-control at

three occasions where the value of non-confirming items exceeds the upper

control limit. Having a look on the diagram we can see that there is no

specific pattern lying among the chart and thus we regard it as a Random

Process. We see that the process goes out-of-control for the first time on 2nd

March and after that it gets out-of-control on 11th March. There is a

difference of 10 days before the process gets out of control for the second

time. And the difference between the second time and the third time of the

process getting out-of-control is 2 days. After this the process remains in-

control for the rest of 34 days. Thus we can conclude that there may be a

problem in the machine in the initial dates which was ignored but later on it

became severe and the machine went out of order and produced back-to-back defective items on 11th and 13th. But after that, the machine was

repaired and it worked consistently for the next 34 days under

consideration. This is only an assumption that the machine got out-of-order.

There may be other problems as well tackled by the production

administration that cause the process out-of-control, for instance there may

be an unauthentic inspection, electricity break-down, oil-leakage from

machines, incorrect proportion of compounds etc.


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HOLE

This graph shows the np chart for the problem of hole in the product. Most

of the time, this defect occur due to faulty raw material or we can say thatthe cloth bought for making these garments. And due to inefficient and

careless labor, whose duty was to check the lots of the cloth, this defect

arises in the product.

Here we have the production data for 45 days and from diagram we can see

that where this problem of HOLE arises. The central line or the mean of the

data is 0.0023. LCL lies at 0 and the UCL is not fixed due to the variation in

the production means there is no fixed quantity for the production. Most of

the time the work is done on DEMAND basis.

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0.020

0.015

0.010

0.005

0.000

LCL

Center = .0023

UCL

hole

Control Chart: hole

Sigma level: 3


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From the above diagram, we can see that the process remains in control for

45 days. It means the problem of HOLE occurs but it remains in acceptable

form. At 12thand 21th of March the proportion HOLES is more as compared

to other days. On these days the proportion is almost equal to respective

UCL but the process remains in control as the proportions does not exceeds

the UCL. High proportion on 11thand 21th of march is may be due to the

defective raw material used on that day i.e.; the holes are already in the raw

material or the raw material is of very low quality that while cutting or

knitting this problem arises. There may be other reasons too. For example,

the problem of hole can be occur due t the problem in the cutting machine.

Or if the cutting is done by hand, then unskilled labor is also a reason for

this.Most of the points lie on LCL; it means that at these dates the proportion of

HOLES in 0. About 14 points lie on or near central line. But overall the

process remains in control


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KNITTING

This figure shows the NP chart for the defect of knitting in the production

process. The LCL is 0, central line 0.0078 and UCL is not fixed due thevariation in the quantity of products daily produce as we have stated earlier

that the production depends upon the demand of the product.

From the figure we can see that the process is in control. Every point lies

between the lower and upper control limit. Though the process is in control,there is only one point which lie on LCL means at that day the defect of

knitting does not occur. Except 1st march, this defect occurs every day.

Means that the process is in control but a number of products are rejected

ust because of knitting defect.

As we can see that most of the points lies near central line i.e.; 0.0078. This

45434139373533312927252321191715131197531


0.04

0.03

0.02

0.01

0.00

LCL

Center = .0078

UCL

knitting

Control Chart: knitting

Sigma level: 3


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is called STRATIFICAION. And the points near the mean line shows that

about 0.78% of product made daily is rejected due the knitting defect.

From the diagram, we can see that on 13thmarch and 1stApril the process

is in control but it is almost on the respective UCL. The reason behind This

high proportion is may be the introduction of new labor. Means that a

number of new labors is appointed for the knitting job on 13thmarch and 1st

April and they are unfamiliar with the job thats why the proportion of this

defect goes up on these dates. Not all knitting work is done by hand; some is

done by machines too. And due to the wrong inputs in the machine this

defect can also occur. Sometimes skilled worker also cause the defect. As

they are in this field for long time and experts in their job but to save time

they work in hurry and become the reason for the rejection of the product.Another reason for the high proportion of rejection is inspection team whose

ob is to inspect the product that whether there is any defect in it or not.

Sometimes they does not inspect correctly and accepts the defective item

and causes the high proportion of rejection.


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SHADE

This chart shows the proportion of nonconforming in the data. The defect of

shade can be occurring before or after the process of production. Before in asense that the raw material (cloth) is defective and have different shades.

And after in a sense that due to deficiencies in the process.

In above NP chart, the LCL is 0, central line or mean is 0.0017 and UCL isnot constant due to variation in the production data.

The process is in control because every point lies between the upper and

lower control limit. Most of the point lies on LCL. Means that shading

problem is not very severe. On 7th and 9th April the proportion is

approximately 0.0075 and 0.0090. These are the two highest proportions of

45434139373533312927252321191715131197531

Prop

ortionNonconforming

0.0125

0.0100

0.0075

0.0050

0.0025

0.0000

LCL

Center = .0017UCL

shade

Control Chart: shade

Sigma level: 3


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shading problem in data but if we see their respective UCL, we can see that

points are far below their UCL.

The reason behind this shading problem is that sometimes the lots of cloth

which are bought for the production are of very low quality. They seem

perfect at that time but after a period the colors fade away. In this case

inspection team should not be blamed wholly. Means they are responsible

for not inspecting the quality of cloth carefully but sometimes the cloth

seems to be of fine quality at the time of inspection but it fades away later.

These are the causes before the starting of production process. This defect

can arise during and also after the production process. During production,

this defect can arise due to carelessness of the worker. Every cloth has two

sides and each side has its own shade. While making a product a workermay not give attention to this thing and use both sides. A result is the

product containing two different shades. Sometimes this shading problem

arises due to atmosphere. For example in godams sunlight affects the color

of the product. or during transportation, rain have bad effect causing the

difference in the shades.

TOTAL FAULTS

This graph shows the np chart for the total faults that occur in one day.

This shows the proportion of non conforming due to all faults in one day.


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Here our LCL is 0, central line is 0.0155 and UCL is not constant because of

variability in the production.

From the above graph, we can see that the process is out of control on 2nd

and 13thof march.

On 2ndmarch, the firm is plant is producing 210 products. And there occur

6 faults of stain and 3 faults of knitting. Means total faults are 9. And out of

these 9 faults, 7 were recovered and 2 were rejected.

On 13thmarch, the total production is of 104 items and there occur 6 faulty

items. 4 have stain problem and 2 are faulty because of knitting problem.

And out of these 6 faulty items, 3 were recovered and 3 were rejected. Thereasons behind these defects are explained earlier.

From the graph above we can see that though the process is in control

on12thmarch, 1stApril and 9thApril but the proportion of non confirming

are close to the respective UCL.

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0.06

0.05

0.04

0.03

0.02

0.01

0.00

LCL

Center = .0155UCL

faults

Control Chart: faults

Sigma level: 3


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APPENDIX


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MASOOD TEXTILE MILLS, Ltd.FAISALABAD

DAILY FINAL GARMENT REJECTION REPORT FOR THE MONTH OF

BUYER

SHEET# 05/182

DATEGARMENT

QTYFAULTS

FAULTS RECOVERED REJECTS OK

TO-DATE STAIN HOLE KNITTING SHADE

1-Mar 163 2 0 0 0 2 2 0 163

2-Mar 210 4 0 3 0 7 7 0 210

3-Mar 295 4 0 1 0 5 3 2 293

4-Mar 384 3 0 4 2 9 6 3 381

5-Mar 528 3 1 7 1 12 9 3 525

6-Mar 487 2 0 3 0 5 3 2 485

7-Mar 113 0 0 1 0 1 1 0 113

8-Mar 488 2 2 3 0 7 5 2 486

9-Mar 528 3 1 2 0 6 4 2 526

10-Mar 571 0 1 4 3 8 6 2 569

11-Mar 575 0 3 4 0 7 7 0 575

12-Mar 501 4 4 4 0 12 10 2 499

13-Mar 104 4 0 2 0 6 3 3 101

14-Mar 421 3 0 3 0 6 4 2 419

15-Mar 429 1 1 2 0 4 4 0 429

16-Mar 491 0 0 3 0 3 2 1 490

17-Mar 195 0 0 1 0 1 0 1 194

18-Mar 402 4 1 4 0 9 6 3 399

19-Mar 439 0 1 3 0 4 2 2 437

20-Mar 195 0 0 1 0 1 0 1 194

21-Mar 170 0 2 1 0 3 2 1 169

22-Mar 560 0 0 3 1 4 2 2 558

23-Mar 195 1 0 1 0 2 1 1 194

24-Mar 290 0 1 2 0 3 2 1 289

25-Mar 290 3 0 2 0 5 3 2 288

26-Mar 743 5 0 5 3 13 11 2 741

27-Mar 291 1 0 2 0 3 3 0 291

28-Mar 599 1 0 4 1 6 4 2 597


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29-Mar 426 4 1 3 0 8 6 2 424

30-Mar 256 3 1 2 0 6 3 3 253

31-Mar 680 2 3 3 2 10 7 3 677

1-Apr 822 0 5 13 4 22 21 1 821

2-Apr 799 0 4 6 4 14 14 0 799

3-Apr 431 1 0 4 0 5 4 1 430

4-Apr 502 0 1 5 0 6 4 2 500

5-Apr 180 0 0 2 0 2 0 2 178

6-Apr 510 0 1 2 0 3 1 2 508

7-Apr 136 2 0 1 1 4 2 2 134

8-Apr 790 2 3 8 3 14 12 2 788

9-Apr 240 4 1 2 2 9 6 3 237

10-Apr 171 0 0 1 0 1 0 1 170

11-Apr 658 1 2 5 1 8 6 2 656

12-Apr 316 1 1 3 0 4 3 1 315

13-Apr 770 1 2 7 4 13 12 1 769

14-Apr 411 2 0 4 0 4 3 1 410

15-Apr 112 0 0 1 0 1 1 0 112

Quality Control Project

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