NATIONAL INSTITUTE OF FASHION TECHNOLOGY

APPAREL QUALITY MANAGEMENT

ASSIGNMENT 2

TQM AND SOCIAL COMPLAINCE OF TRIDENT TEXTILES

SUBMITTED TO: SUBMITTED BY:

Mr. SUMIT KUMAR BHASWATI PANDA

ASST. PROF BFT/17/415

NIFT BBSR
 TOTAL QUALITY MANAGEMENT:

A management approach to long-term success through customer satisfaction. In a TQM

effort, all members of an organization participate in improving processes, products,
services, and the culture in which they work. The 8 principles of total quality management
are:

1. Customer-focused
2. Total employee involvement
3. Process-centred
4. Integrated system
5. Strategic and systematic approach
6. Continual improvement
7. Fact-based decision making
8. Communications

TRIDENT GROUP OF TEXTILES

Trident Group is a leading diversified group of businesses headquartered in Ludhiana,

Punjab. Trident Group is committed to achieve Zero Breakdowns, Zero Accidents and Zero
Defects by eliminating all types of losses through TPM culture, with enhanced people skill
& morale, asset life, productivity, customer satisfaction & market capitalization in a Clean
& Green Environment

TQM OF TRIDENT

Trident has established quality as its basic business plan to accomplish short and long term
goals like customer satisfaction, employee satisfaction, operational performance and
supplier partnerships. Each improvement project begins with a thorough analysis of how to
meet customer requirements in four critical areas; quality, cost, delivery and service.
Regular contact with customers and suppliers is an essential element of Tridents quality
strategy. Improvements set by Trident’s total quality strategy have improved performance
gains and increased quality.
 SOME OF THE MAJOR TQM PRACTICES ARE AS FOLLOWS:

1. INTERNAL COMMUNICATION:

The top management ensures that appropriate communication channels are being
established within the organisation and communication takes place regarding the quality
management system (QMS).
In this organisation the information paths are opened up between departments in
different disciplines.

-Communication model

2. MANAGEMENT REVIEW :

Top management review the QMS at regular intervals to ensure its continuing
effectiveness and adequacy.
i. Review input: the input to the review includes results of audits, customer feedback, and
product conformity, status of preventive and corrective performance, follow-up actions,
and recommendations for improvement.
ii. Review Output: The output from the review shall include any decisions and actions
related to improvement of the effectiveness of QMS and its process, resource needs etc.
3. RESOURSE MANAGEMENT :

i. COMPETENCE, TRAINING AND AWARENESS: Determines the necessary competence for

workers. Necessary training is being provided at regular intervals. The management
ensures that the personnel are aware of the relevance and importance of their activities
and how they contribute to the achievement of quality objectives. They also maintain
appropriate records of education, training, skills and experience.
ii. WORK ENVIRONMENT AND INFRASTRUCTURE: The organisation provides and maintains
proper work environment such as noise, temperature etc, associated utilities to have
positive influence on worker motivation and performance.

4. PRODUCT REALISATION:

i. PLANNING OF PRODUCT REALISATION:

The organisation plans product realisation practice to determine the following;

a. Quality objectives and requirements of product

b. To provide resources specific to product
c. Required verification, validation, monitoring, inspection
ii. CUSTOMER RELATED PROCESS:
a. Determination of requirements related to products from the customers including
delivery and post-delivery activities.
b. Review of the requirements related to product by the organisation.
c. Customer communication: the organisation arranges effective communication regarding
product, inquiries, order handling, feedbacks and complaints.

5. DESIGN AND DEVELOPMENT:

The organisation shall plan and control the design and development of the product. During
the design and development planning, the organisation determines the design and
development stages, review and verify each step. This is conducted and recorded as;
i. Design development inputs: Inputs related to product requirements, functional and
performance requirements, applicability etc.
ii. Design development outputs: Meeting the requirements, providing appropriate
information for raw material and production, specifying the characteristics of the
product that are essential for safe and proper use.

6. INTERNAL AUDITING: Internal auditing of the quality system is necessary to maintain

proper quality. The trained people are used for the auditing team.
7. DOCUMENTATION: Documentation is the method used to ensure that the quality level
of a product is maintained. The documentation has hierarchy containing four tiers.

 Policy: It is the first tier of documentation. It defines what actions will be taken and why.
 Procedure: It describes the method that will be used to implement an perform standard
policies.
 Work Instruction: It describes how an activity must be carried out.
 Records and Proofs: it helps to provide traceability of the actions taken for a particular
product or batch of products. They provide data for corrective actions and a way of
recalling products.

8. QUALITY FUCTION DEPLOYMENT (QFD) TEAM

 It is a planning tool used to fulfil customer expectations. It helps in improving productivity,

quality and reduces cost and product development time. QFD helps identify new quality
technology and job functions to carry out operations.
 This tool provides a historic reference to enhance future technology and prevent design
errors.
 It enables the design phase to concentrate on the customer requirements.
 By implementing QFD, an organisation is guaranteed to implement the voice of the
customer in the final product or service.

There are two types of teams ; one for designing a new product and second for improving
an existing product. The benefits of the QFD Team are :
 Improves Customer Satisfaction
 Reduces Implementation Time
 Provides a database for future modification or dealing other quality related problems.
 HOUSE OF QUALITY: It is a primary tool that translates the voice of the customers into
design requirements that meet specific target values. It plays a major role in quality
planning.

The part of the house is as follows;

 The exterior walls of the house are customer requirements. On the left side is a listing of
the voice of the customer, or what the customer expects from the product.
 On the right hand side are the prioritized customer requirements.
 The ceiling or the second floor contains the technical descriptors.
 The interior walls of the house are the relationships between customer requirements and
technical descriptors.
 The roof of the house is the interrelationship between technical descriptors.
 The foundation of the house is the prioritised technical descriptor.
9. ‘QUALITY BY DESIGN’ MODEL:

Quality by design is a team of specialists who simultaneously design and develop a product
to ensure ease of producibility, better quality hence customer satisfaction.
It is also known as parallel engineering. He team is composed of specialists from business,
engineering, production and the customer base.

Reason for Implementation:

Manufacturing budgets for all the industries are becoming crucial to any products
marketability. Design changes that occur late in the product development cycle cause
decreased efficiency of workers hence poor quality products. It also causes increased lead
times and thus higher costs. Quality by design helps control design changes by shifting all
the design to the beginning of the project rather than throughout its life. The amount of
time required in the quality by design model can be significantly greater than the
sequential engineering but it will produce better quality products in shorter lead times.
 BENEFITS:
 Faster product development
 Reduced scrap rates
 Less rejection of products during inspection
 Less work in progress
 Increased productivity

10. SIX SIGMA IMPLEMENTATION

It is described as follows:
i. Defining the project goals and customer deliverables.
ii. Measuring and determining customer needs and specifications.
iii. Analysing to generate innovative concepts , and selecting the best concept for design
iv. Verifying and validating the design reliability and capability to meet customer
requirements .

BENEFITS AFTER IMPLEMEMNTATION OF SIX SIGMA

Possible areas in textile industry for Six Sigma application are

i. Reduction in rejections during shipments

ii. Improvement in acceptable quality level (AQL) performance in shipments
iii. Improving merchandiser performance
iv. Improvement of processes at the source (including fabric purchase and
inspection, stitching, embroidery, packing, and shipping) to reduce rejections at later
stages
v. Eliminating manufacturing errors/defects
11. FAILURE MODE AND EFFECT ANALYSIS

The organisation follows failure Mode and Effects Analysis (FMEA) to discover potential
failures that may exist within the design of a product or process.
Failure modes are the ways in which a process can fail. Effects are the ways that these
failures can lead to waste, defects or harmful outcomes for the customer. Failure Mode
and Effects Analysis is designed to identify, prioritize and limit these failure modes.
The sooner a failure is discovered, the less it will cost. If a failure is discovered late in
product development or launch, the impact is exponentially more devastating.
It performs a Failure Mode and Effects Analysis:
 Designing a new product, process or service.
 Planning on performing an existing process in a different way

There are seven steps to perform the failure mode analysis;

1. Pre-Work and Assemble the FMEA Team
2. Requirements through Severity Ranking
3. Potential Causes and Prevention Controls through Occurrence Ranking
4. Testing and Detection Controls through Detection Ranking
5. Action Priority & Assignment
6. Actions Taken / Design Review
7. Re-ranking Closure
This seven step plan helps to establish TPM which will result in increased productivity and
better quality.
 SOCIAL COMPLAINCES FOLLOWED BY THE ORGANISATION:
INTERNAL AUDIT WITH REGARD TO SOCIAL COMPLAINCE:

The steps for conducting an internal audit are:

 The organisation’s code of conduct and code of ethics are reviewed. It is found out
whether the organisation is trying to negatively impact society or the environment
or following any sustainable activities. .
 Creating a Statement of Social Responsibility: The organisation’s code of conduct
and code of ethics are reviewed. Consider how you want to relate to employees,
customers, and the society beyond your company and its business goals. create a
committee of employees and community activists to research issues and identify
solutions.
 Consider Hiring an External Auditor

It is checked that standard SA800 is followed properly. The following compliances are

1. CHILD LABOUR LAW

The organisation does not permit any work performed by a child younger than 15 years
old, unless the minimum age for work is higher by local law.

Besides age restrictions, other laws are:

 Young workers do not work more than eight hours per day or work during night hours; and
 Children and young workers are not subject to unsafe working conditions

2. FORCED LABOUR LAW:

The law forbids organisation from employing forced or slave labour, as well as withholding
personal documents, salary or benefits from workers.

It states that staff have the right to leave the workplace at the end of each workday and
the right to terminate their employment with reasonable notice.

3. HEALTH AND SAFETY LAW:

According to this law, organisation is required to provide a safe and healthy workplace
environment for workers under the SA8000 standard.

Safety violations can lead to a factory explosion or building collapse in extreme cases,
delaying production indefinitely and potentially forcing .
 Under this law , organisation must:

 Minimize or eliminate the causes of all safety hazards in the workplace environment,
wherever reasonable
 Assess health risks for new, expectant and nursing mothers
 Provide effective health and safety training to staff
 Provide staff with appropriate protective equipment (e.g. hardhats, gloves,
respirators) at its own expense; and
 Provide staff with free access to clean toilet facilities, potable water and sanitary
facilities for food storage.

4. FREEDOM OF ASSOCIATION AND COLLECTIVE BARGAINING LAW:

This law allows workers the right to organize trade unions of their choosing and to bargain
collectively with their employer. It also protects workers belonging to unions from
discrimination, harassment or intimidation.

5. RIGHT AGAINST DISCRIMINATION:

This law protects workers from discrimination based on race, origin, caste, gender, religion,
political affiliation and many other attributes. The organisation has a written anti-
discrimination policy that is followed in the recruitment, employment and termination of
employees.

Under this law , suppliers cannot:

 Interfere with a worker’s right to exercise certain practices related to their identity, such as
the right to prayer
 Allow abusive, threatening, exploitative or sexually coercive behavior in the workplace
 Require work staff to take pregnancy or virginity tests

6. DISCIPLINARY LAW:

The organisation treats the staff with “dignity and respect”. This forbids inhumane
treatment, corporal punishment, mental or physical coercion or verbal abuse of
employees.

7. WORKING HOUR

According to this law, at least one day of rest must be allowed following six consecutive
days of work. And the normal work week should not exceed 48 hours. The law also sets
requirements for overtime. Overtime must be voluntary and overtime cannot exceed 12
hours per week.
8. REMUNERATION

According to this law wages must cover the basic needs of staff and allow for discretionary
spending.

The organisation cannot withhold or deduct wages for disciplinary reasons, unless
permitted by national law or a collective bargaining agreement. It must also reimburse
workers for overtime at a premium rate defined by national law or collective bargaining
agreement.

This helps preventing strikes and dissatisfaction among workers.

9. MANAGEMENT SYSTEM:

Factory management must take several additional steps regarding corrective actions,
preventative measures, policies and documentation for SA8000 compliance.

 The organisation must train staff to implement the SA8000 standard

 Senior management must inform staff of their intention to comply with SA8000 with a
written policy statement
 It must appropriately document conformance and implementation of the standard
 It must set up a Social Performance Team (SPT) to oversee implementation of the SA8000
standard, as well as identify and assess risks
REFERENCE :

 Researchgate -
https://books.google.co.in/books?id=n67M3XJB91IC&pg=PA309&lpg=PA309&dq=tqm+of+
trident&source=bl&ots=fMzj8VXdu1&sig=ACfU3U0o4ICz6JKCOtSmRVgCIWG0KhFcMA&hl=
en&sa=X&ved=2ahUKEwjSnOjqxtDlAhVFP48KHe-
pDuUQ6AEwBnoECAcQAQ#v=onepage&q=tqm%20of%20trident&f=false
 www.smartsheet.com
 https://www.intouch-quality.com/blog/9-requirements-of-an-sa8000-social-compliance-
audit