D.S ISO Quality Project

QUALITY MANAGEMENT PLAN

OF

D.S CLOTHING (PVT.) LTD.

Company Policy Document

1 | P a g e P R E P A R E D B Y : F A I S A L A L I S H A I K H

Version History

The table below used to provide the information on how the development and distribution of the

document is being controlled and tracked. It provides the version number, the author implementing

the version, the date of the version, the name of the person approving the version, the date that

particular version was approved, and a brief description of the reason for creating the revised version.

Version Number

Implemented

By

Revision

Date

Approved

By

Approval

Date

Description of Change

1.0 Faisal Ali

Shaikh

- Manger Quality

Assurance

15th April, -


TABLE OF CONTENTS Policy statement FOR QUALITY ................................................................................................ 3

Vision ......................................................................................................................................... 3

Mission ....................................................................................................................................... 3

1. Introduction ....................................................................................................................... 4

1.1 Introduction of Organization ....................................................................................... 4

1.2 Purpose of the Quality Management Plan .................................................................. 4

2. Objective ............................................................................................................................ 4

3. Quality management Overview: ....................................................................................... 5

3.1 Management view of ISO & QUOTA SYSTEM as sanction .......................................... 5

4. Roles and responsibilities (QUALITY RELATED): ............................................................... 6

5. Organizational Structure ................................................................................................. 11

6. Tools to enhance Quality of Project. ............................................................................... 12

7. Project Quality Management .......................................................................................... 14

WHY.......................................................................................................................................... 14

7.1 Quality Management Plan ................................................................................................. 15

7.2 Quality Control ................................................................................................................... 15

7.2.1 Quality Control Templates .............................................................................................. 16

7.3 Quality Assurance .............................................................................................................. 17

7.3.1 Quality Assurance Templates ......................................................................................... 18

8. Quality Matric and Checklist ........................................................................................... 19

8.1 Quality Matric ................................................................................................................... 19

8.2 Quality Checklist ................................................................................................................ 19

8.2.1 Quality Checklist for fabric ............................................................................................. 20

8.2.2 Quality Checklist for garments ...................................................................................... 20

Appendix A: Quality Management Plan Approval ................................................................. 21


QUALITY MANAGEMENT PLAN

POLICY STATEMENT FOR QUALITY Quality policy of DS Clothing is to provide apparels as per recommended quality standards

of buyers based on the ISO9002 standards. In fabrication further AATCC quality standards

are maintained with azo-free dyes while for apparels 4 point inspection system is

introduced. Assurance of quality is given through the integrated horizontal processing and

stitching unit having recommended technology, quality inspection equipment’s and

operating procedures sink with the acceptable quality standards of ISO9002. This will create

an environment where sense of responsibility is increased through creating a balance

between acceptable and reject-able processes and products.

VISION D.S Group is having a vision that with the implementation of ISO9002, they will be

accredited around the world for gaining exclusive high end business as per recommended

standards, so this will segregate them from bulk manufactures in Pakistan market.

MISSION ISO 9002 provides detailed standards for creating and maintaining an efficient quality-

management system. The requirements are divided approximately into recommended

sections ranging from management responsibility, which defines the company's policy on

quality, to the statistical techniques, which detail the procedures that will be used. ISO 9002

standard requires business to develop a standard language for documenting quality

practices, create a system to track and ensure and document that these practices are met,

and the establishment of an audit by an independent third party.


1. INTRODUCTION

1.1 Introduction of Organization

This is an integrated hosiery processing unit having the facility to manufacture 15000 dozen

garments per month maintaining the quality and other compliance requirements.

The company is part of D.S Group lead by the Chairman, Mian Perveiz Ahmed Shaikh who is

also the owner of D.S Spinning, D.S Energy, D.S Textiles, D.S Sourcing. His younger brother

Mian Tanveer Ahmed Shaikh is the CEO of D.S Clothing which has the hosiery manufacturing

set-up.

The group was launched 60 years back with the export of handmade carpets and then

proceeded in spinning, power generation and finally in hosiery exports.

1.2 Purpose of the Quality Management Plan

Quality Management plan is developed according to the standards of ISO9002 which is an

industry standard created by the International Organization for Standardization. The

elicitation inputs, Tool and Techniques are based on the pre-desired requirements to give

standardized output to meet the compliance requirement as per ISO9002.

This will give the organization a more unidirectional focus on the operations (quality

policies, procedures, criteria for & areas of application, roles & responsibilities, authorities),

differentiation between acceptable and reject-able product or services thus meeting triple

constraints of scope, cost and schedule.

2. OBJECTIVE a) Implement ISO9002 standards from planning stage.

b) Maintain quality to get minimum rejections and loss of time meeting the triple

constraint.

c) Give training and education to quality and parallel production team for managing

quality related issues for each process.


d) Most importantly developing a team work between production and quality team,

one produces other stops.

e) To establish quality software system integrated with quality control, quality

assurance and Quality Management Plan to fulfil requirement of all stake holders

with online quality inspection and audit results.

f) Right techniques to be used for productive and more efficient results.

g) To develop an environment where is quality is considered first before production,

between production and at the end of production, so quality control system can wet

the results and assurance can integrated all the stages to get more better/

productive results with more savings.

3. QUALITY MANAGEMENT OVERVIEW: Before 1996, Pakistan textile industry/ APTMA had a view that quality is the specified

product differentiated from the other; like 2 thread fleece is different from 3 thread fleece,

but when ISO system came for orders as compulsory requirement, then everybody went in

the process of accreditation to get orders with same frequency, so D.S Clothing also got ISO

9001 Certification from MOODY International. This was a change in quality requirement that

2 thread fleece has to be with similar type of threads with a acceptable variation limit of 5%

or as per buyer given parameters which are usually synchronized with the ISO standards to

be sold in international retail market.

Later in 2004 international quota system was established in which every manufacturing

country was given certain quantities to be exported from their country based on the best

ISO system implemented or excluding all those manufacturers who had not been ISO

certified.

3.1 Management view of ISO & QUOTA SYSTEM as sanction

Management considered ISO & Quota system as type of sanction for third world country manufactures,

so European and American plants can also survive while third world country manufactures limited their

exports due to ISO accreditation limitations in which quality equipment’s, materials, HR and environment

is to be of prime importance which in fact increases the cost and limits the exports of small to medium

exporters.


4. ROLES AND RESPONSIBILITIES (QUALITY RELATED):

Chairman

Portfolio view on the current quality results effecting group standing in market

Responsible for change in quality strategy based on future demands.

Based on focused vision, companies quality strategies alignment for future

expansions & investments

CEO

Reporting to Board of Directors

Responsible for overall company policy and strategy for quality

Responsible for maintaining effective quality management system in consultation

with GM Production, GM Fabrication and Quality Assurance Managers

Allocates desired resources for the operations based on approved strategies

Director Operations (Project Manager)

Reporting to the CEO with daily production status

Checks and approves the QMP parallel to production

Keeps a track of production and rejection in given cost, schedule and scope.

Apply improvements in operations with applicable quality system on schedule wise

monitoring.

Coordinates with the GM marketing for necessary actions after costumer’s feedback

General Manager Fabrication (Fabric Division) & Stitching (Garment Division)

Both are directly reporting to Director Operations

Based on feedback by QC on the on-going situation, production line is re-planned

with considerable quality parameters and send for approval to Director

Responsible for implementation of an effective Quality Management System as per

approved

Must monitor, manage and program process operation improvement exercises in

same working environment based on standard and buyer pre-defined quality

parameters.

Joint working of both GM to accelerate production on given quality boundaries.


Manager Quality Assurance and Processing (Fabric Division)

The concern authority is directly reporting to D.O on the fabrication quality issues

and improvement production exercises with quality team for better efficiency, less

wastage and required planned operations prior to cutting.

One is most important position where production vs quality is the responsibility.

Integration point of processes from quality yarn procurement – knitting – lot making

– dyeing – finishing – fabric inspection prior to cutting.

Proper execution after FID leads to less colour / order m for cutting, thus increase of

productivity in garment division.

Monitors commercial, in-house production quality.

Calculated running quantities improvement exercises.

Coordination with R&D department for cost reduction in terms of approved quality

processes.

Daily production Quality approval based on lab results of product integrity Lab for

shade, fastness – light – tone – depth – rubbing, fabric shrinkages and skewing. Yarn

testing.

Dyeing lab shade matching and capillary tests for bulk quality and cost control.

Proceed with integrated SOPs, QA and QC formats for the related departments

departments

Based on QC results and QMP, assured improvement strategies must be carried out

in coordination with team members.

Supervises and provides guidance to corporate QA staff

Suspends processing when significant quality requirements are not met; orders

appropriate corrective action

Training and workshops for quality procedures to be understood.

Dyeing / Finishing Manager

He is reporting to Manager QA/ Processing and GM Fabric Division to minimize

reprocess rate and increase uniform dyeing without in-house and commercial fabric

roll mixing.

Manager capable Dyeing/ Finishing production team and machineries in proper

working condition in coordination with maintenance team.

Carryout on focused production with order line and minimize shortfall.


Assistant Quality Manager

Maintains a strong line of communication with QC and QA team for getting

approvals

Visually monitors site reports of QC and QA with actual materials.

Internal audit actual online production and quality status report which is later

compared with the regular reports and formats.

Random internal audits make the process of operations and quality more accurate so

QA Manager can properly decide prior to action.

Reassures that quality management plan and quality standards are on same

frequency.

Recommends necessary points to be considered for format betterment.

Coordinates Laboratories, ADM, Supervisor, Operators performances with FID

department results.

Knitting Quality Incharge, Dyeing-Finishing Quality Incharge, Laboratories Incharge and

Fabric Inspection Department Incharge

All incharges are given pre-defined quality control and SOP’s formats to be

implements under given standards policy, quality standards and core requirements

of buyer to minimize rejection and getting approvals on the marginal one’s.

Desired formats are regularly filled and feedback report is given to Assistant Quality

Manager who compare the given results with his results and check the

recommendation of operation formats what they have indicated in their reports, so

all are on same platform before the reports are submitted to Quality Assurance,

Fabrics GM and Director Operations.

Informs desired changes in SOP if required

Ensures the smooth functioning of Quality depts.

Ensured under stability of operations team

Production Checker, Ready Fabric Checker, Sample Tester, Sample Collector

All of them have important quality operations to perform as the results are highly

important for the decision making from down to upper level based on which

synchronization of planned group of orders, price settlement, route settlements are

been shaped.


Production checker in knit dept. check meter to meter accrue fabric quality (inhouse

& commercial) prior to lot making. Design, construction and other quality

requirements are assessed under quality checklist.

RDC inspects the bulk lots from meter to meter and give a compiled report of its

actual situation from minor to major faults.

Sample collector randomly takes 3 finished sample and forward to lab for testing

based on which whole production lot ( 400 – 1000 kg) is decided

Sample Tester decides the cost for bulk recipe through is chemical and dye active

content and affinity results. They carryout lab testing on all the eccrue fabrics to

check its strength for dyeing and approved fastness properties which is later

assessed by QAM and other higher authorities for order approval in bulk and running

ones on conditional basis.

Quality Assurance Manager (Garment Division)

Most important responsibility of QAM is to conduct the external audit prior to

shipment from buyer specified Audit Company (i.e, SGS Audit Company).

The audit company uses specified templates for routine inspection (if hired) and

final audit purpose which is right away submitted to buyer for approval of

shipment on the matrix quality form. This reports is the basis of L/C payment

release kept by the bank as Guarantor of buyer.

Analyse internal audits results on given check list and QA reports which gives a clear

director where the production is moving for quality assured shipment.

The concern authority is directly reporting to D.O on the garment issues; problems

addressed like faults due to fabrications and improvement garment production

exercises with quality team for better efficiency, less wastage and required planned

operations prior to packing.

Provide creative instructions day to day for improvement of production line with

respect to QC checklist, matric system for report assessments on one page format.

Garment division is quit volatile in terms of quality sustainability due to rapid article

changes or multiple articles running in one unit.

Loss is also high if the faults are more as it is near to execution stage and already

huge cost has been invested with extra applique, embroidery or printing also.

Monitors data quality measures via statistical methods to verify that the laboratory

routinely meets stated quality goals

Maintains quality documents based on its core objectives from QMP.

Designs training on different articles for team.


Assistant Quality Manager (Garment Division)

AQM gets daily instructions from QAM on the upcoming line issues.

He monitors the reports for actual data with fabric results, thus carrying our random

quality audits on different articles.

Based on the random exercises, checklist for QAM and matric chart for upper

management are update to give the actual view of running article based on its

accessories, styles, extra quality finishing checks while is totally article based.

Quality Supervisor / unit (Garment Division)

Keeps the quality and production streamline during manufacturing on each

production line, so cooperative environment with experienced resource is

maintained.

Instructs the machine operator to rectify stitching problem informed by the quality

line incharge.

Monitors & control mixing of bundles from cutting to stitching based on given order

responsibility

Maintains and collection of cut, embroidery articles based on approved check list.

All supervisors collets accessories based on given quantities and reconfirm report is

given to store with requirement, so there is no shortfall based on given PPC

(Production Planning Control) Plan.

All clip, press, cut, stitched, packed articles are checked through checklist and

visually. The data is inducted in the matric chart which is finalized by the AQM based

on collection of report assessments and improvement is accordingly planned.

Quality Line Incharge/ lane, of various production manufacturing lines (Garment Division)

Monitors stitching quality responsibility give on the production line article wise.

Prevent multicolour shade mixing prior to stitching

Monitors tagging on bundles

Monitors clipping quality noted on checklist

Monitors pressing quality noted on checklist

Monitors label tagging on sizes noted on checklist

Monitors size check noted on checklist

Monitors carton labelling (side and main labels), material and colour noted on

checklist

Monitors polybag size and printing noted on checklist

Monitors thread colour used as required noted on checklist

Monitors cut bundling sizes noted on checklist

Monitors embroidery etc positioning, colour, shape noted on checklist


Chair

man

D.S Clothing

CEO

Operat-

ional

Director

GM Fabric-ation

Commercial Manager

Manager Processing &

Quality Assurance

Dyeing/ Finishing Maanger

ADM-2 Supervisor-3 Operator 7/ shift 12 hr

Helper 9/ shift 12 hr

Deputy Finishing manager

Supervisor-2 Operator 4/ shift 12 hr


Dyeing Lab 2 Shift

Incharge Operator 4/ shift 12 hr


Assistant Quality

Manager

Dye Dept. Quality Incharge 2

Sample

collector 1

No illiterate staff applicable

Product

Intigraity

Lab Incharge

Sample

tester 2 / 12 hr


Knit Dept. Quality Incharge

Production

checker 2


FID - Finished

Fabric Inspection

Dept. Incharge

Ready Fabric

checkers -8 Helper 3

Knitting Manager

C.Knitting unit 1 Assit. Mgr

operator 5/ 5 machine


C. Knitting unit 2 Assit. Mgr

operators 4/ 4 machine


Flat Knitting unit Assit. Mgr

operator 2/ 2 section


GM

Garment

Quality Assurance Manager

Assistant Quality Manager

Quality

Supervisor / unit

Quality Line Incharge/ lane

Cutting

Manager

Table

Incharge Lay operator 2 Helper 4

Bundle

collector

Manager Stitching

unit 1

Line

Incharge

Machine operators

Bundle distributer

Helpers

Manager Stitching

unit 2

Line

Incharge

Machine operators

Bundle distributer

Helpers

Packing

Manager

Incharge Clip Table operators Helpers

Incharge Press Table operators Helpers

Incharge Pack Table operators Helpers

D.S Spinn-

ing

D.S

Energy

D.S

Textile

D.S Sourc-

ing

D.S Group and D.S Clothing

5. ORGANIZATIONAL STRUCTURE


Name of Tool Tool Purpose / Usage

Cost of Quality The total cost invested for quality product preparation

includes conformance and non-conformance cost. So

prevention and appraisal cost are required for conformance

of product, simultaneously internal/ external failure costs are

also required in the contingent reserve for quality

management.

Cost-Benefit Analysis Differentiate cost sensitive areas where quality team needs

to focus more based on its output, outcome and impact on

the next stage or final stage.

Flow Chart It is also referred as Process Map because it displays the

sequence of steps and the branching possibilities that exist

for a process that transforms one or more inputs into one or

more outputs

Flowcharts show the activities, decision points, branching

loops, parallel paths, and the overall order of processing by

mapping the operational details of procedures that exist

within a horizontal value chain.

Control Charts Gives us the actual situation in terms of collective data

formats of the running project for managing quality controls

Benchmarking Past successful similar projects can be considered for better

assessment in dealing major quality concern areas as

estimating minor quality effects in production.

Design of Experiments Different trial runs are been carried out to assess the

numerical/ statistical methods (systems) to be used for

assessment of right production system on desired quality

parameters.

Statistical Sampling Random selection of quantities are carried out to access

quality of production; this is also normally done on regular

basis in stitching dept. where article changes with quality

check list are rapidly carried out.


Cost of Quality The total cost invested for quality product preparation

includes conformance and non-conformance cost. So

prevention and appraisal cost are required for conformance

of product, simultaneously internal/ external failure costs are

also required in the contingent reserve for quality

management.

Six Sigma Each order has article-wise developed checklist to minimize

undetected faults while same is matric charts of articles

which are re-schedules with revised checklist. So finally the

QPM is revised as per requirement of running orders which

can be used as lesson learnt for similar order articles.

Lean Approach This revision of QMP, leads to predesigned structure of

quality to minimize the wastages, increase efficiency and

reduces the stock as per predesigned requirements be

rescheduled.

Quality Audits Internal quality audits must be randomly conducted on the

floor to monitor compliance fulfilment with policies,

standards and recommended – amended processes.

Process Analysis We can use PDCA cycle to solve quality-related problems and

analyse the process result.

PLAN: Identify the problem areas and develop quality

improvement formats.

DO: Implement the formats on the desired quality areas for

assessing applied formats results.

CHECK: Quality Assurance Manager must assess what are

the outputs of new quality strategies suggested to quality

team and coordinated with production department to

increase focus for better results.

ACT: If performance measures thresholds are exceeded,

take specific corrective actions to fix the systemic cause of

any non-conformance, deficiency, or other unwanted effect.

If results are not within the compliance requirement,

corrective actions must be recommended to be taken to


improve the systemic cause of any non-conformance.

So, continuous improvement is required by the QAM.

7. PROJECT QUALITY MANAGEMENT The objective of Project integrated Quality Management is to have a successful business with

international clients based on given quality parameters which in facts increases their sales in

international market due to conformance of quality product thus results in increase of quantities,

better price negotiation.

So project quality must be planned as it results in;

Right deliverables to be executed

Increases profitability

Reduces non-conformance of work

Targeted quality areas in terms of cost, material & resource saving, increase of

efficiency.

Increase client confidence

Can achieve value added orders/ projects – high end articles.

Internal systems are improved; skilled work force is developed through quality

management by creating sense of responsibility, check, awareness and most of all

quality exercises are been conducted to distinguish between conformance and non-

conformance and reducing this gap.

QMP is planned with better improvement plans, documents, formats (checklist and

matric).

Quality softerware can be designed on online assessment of project which is results can

be used to take expert judgement of other group members who have visionary approach

to improve the process.

QA and QC full fill their responsibilities more effectively, practically we can say from non-

focused approach 50% to focused approach 90% results as observed at the end of order

execution.

WHY – Sometimes due to miss judgment of quality sensitive areas due to order shipment

constraints, leads to re-audit of shipment, some quantities are air-shipped due to rejection or

rework required arising as non-conformance of work which is in the form of shortfall of order.

These small quantities are in fact independent orders having huge air freight cost resulting of

breakeven point.


7.1 QUALITY MANAGEMENT PLAN Quality is what the customer is requiring on the parameter given on the spec sheet of order in

textiles. These parameters are assessed through Quality management plan to determine quality

policies and procedures relevant to the order for both deliverables (product) and processes

(operations), defines who is responsible for what and documents as per compliance

requirements.

7.2 QUALITY CONTROL Quality Control is the process of monitoring and recording all the results of quality

performed activities or deliverables to check executed performances and inform for desired

changes.

In Quality control full fills following requirements;

Product on-going process results are checked at recommended stages and compared with the

given quality standards.

A limit is allowed to approve or reject the article based on the inspection system given.

Based on the checklist trends on the on-going production, corrective actions are be

recommended to production team through quality assurance dept. while quality control team

points out in the check list with INSTANT QUALITY IMPROVEMENT NOTE.

Responsible role will have his name and the one who given improvement note will have his name

recommended improvement.

A balance has to be maintained to keep the production moving with marginal approvals if

acceptable under conditional approval or special approval to be taken by buyer on the desired

quantities.


7.2.1 QUALITY CONTROL TEMPLATES


7.3 QUALITY ASSURANCE Quality Assurance is an auditing process which is based on planned quality management, results of

quality control measurement to ensure and reinsure through change requests that all the

recommended quality standards, operational definitions and visual signs are used.

It is preventing mistakes or defects in manufactured products or service (article) and avoiding

problems when delivering solutions to customers. Quality Assurance full fills following requirements;

It creates an confidence among all stakeholders (customer, owner and team members) that the

quality-related activities are being performed as per desired SOP for quality.

It assures the existence and effectiveness of process and procedures, tools and safeguards are been

place at right place and time to meet quality requirements in the given time frame.

Quality assurance occurs during the operational phase of the production and includes the evaluation

of the overall performance of the production on a regular basis to provide confidence that the

project will satisfy the quality standards.

In order to ensure fabric and garment quality, an iterative quality process will be used throughout

the project life cycle. The process includes measuring process metrics, analysing process data &

continuously improving the processes.

For fabrication key performance parameters like fastness, shade properties are managed while in

garment, 4 point system, SGS inspection format are be used.

Internal quality audits are carried out for random assessment of product on weekly basis, monitor

process performance metrics, and assure all processes comply with project and organizational

standards.

Most important responsibility of QAM is to conduct the external audit prior to shipment from buyer

specified Audit Company (i.e, SGS Audit Company).


7.3.1 QUALITY ASSURANCE TEMPLATES


8. QUALITY MATRIC AND CHECKLIST

8.1 QUALITY MATRIC

On Quality Matric; we can say is a measuring tool specified in quantitative or qualitative terms to evaluate project or product attributes and quality control measures it with acceptable given tolerances. Tracking of quality matric gives is us sensitive quality assessment data which can be used to access weak and strong portions of product and processes, so improvement activities can be carried out.

8.2 QUALITY CHECK LIST

While Quality Checklist; we can say Project / Product or services / Operation checklist is a collection of executed workouts results use to confirm all the quality parameters or defined instruction are followed as per standard.

Considering textile fabrication, Cost of quality required from check list is also an important part, sometime complex checklist as compare to simple may workout but sometimes to reconfirm the fault came from fabrication department, not from garment division, so detail data is required for special small quality fashion orders.

A checklist is a structured tool, usually component-specific, used to verify that a set of required steps has been performed.


8.2.1 QUALITY CHECKLIST FOR FABRIC

QUALITY CHECK LIST FOR FABRICATION MAJOR PROCESSESS

PROCESSES Lot No. Given Parameter Accepted Rejected Remarks of

conditional approval Yarn Inspection 1

USTER value variation

below 0.01 (Quality

machine)

OK

Knitted grey fabric fault

point 3 4 point system / meter

Rejected

Dyeing lot preparation 7 Shade Variation 2

rolls/ 50 rolls

OK

Dyeing Shade approval 8 Comparison with

standard on data-

colour

OK

Fabric Finishing

Department 11 A Finish given route-wise

Marginally approved

by QC Manager Fabric Inspection

Department 11 B 4 point system / meter

as per grading system

approved by buyer

OK

8.2.2 QUALITY CHECKLIST FOR GARMENTS


APPENDIX A: QUALITY MANAGEMENT PLAN APPROVAL The undersigned acknowledge that they have reviewed the D.S Clothing (D.S Group) Quality

Management Plan and agree with the information presented within this document. Changes to

this Quality Management Plan will be coordinated with, and approved by, the undersigned, or

their designated representatives.

Signature: Date:

Print Name:

Title:

Role:

Signature: Date:

Print Name:

Title:

Role:

Signature: Date:

Print Name:

Title:

Role:

Documents

D.S ISO Quality Project