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Transcript of 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, -
2 | 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
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
3 | 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
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.
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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.
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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.
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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.
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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.
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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.
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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.
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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
11 | 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
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
Helper 12/ shift 12 hr
Dyeing Lab 2 Shift
Incharge Operator 4/ shift 12 hr
Helper 12/ 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
No illiterate staff applicable
Knit Dept. Quality Incharge
Production
checker 2
No illiterate staff applicable
FID - Finished
Fabric Inspection
Dept. Incharge
Ready Fabric
checkers -8 Helper 3
Knitting Manager
C.Knitting unit 1 Assit. Mgr
operator 5/ 5 machine
Helper 12/ shift 12 hr
C. Knitting unit 2 Assit. Mgr
operators 4/ 4 machine
Helper 12/ shift 12 hr
Flat Knitting unit Assit. Mgr
operator 2/ 2 section
Helper 12/ shift 12 hr
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
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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.
13 | 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
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
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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.
15 | 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
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.
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7.2.1 QUALITY CONTROL TEMPLATES
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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).
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7.3.1 QUALITY ASSURANCE TEMPLATES
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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.
20 | 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
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
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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: