COMPLETED GARMENT QUALITY INDEX

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COMPLETED GARMENT QUALITY INDEX

• THE GRADE FOR THE SEWING ROOM

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INSPECTION PROCEDURE

• GARMENTS READY FOR SHIPMENT SHOULD BE INCLUDED.
• PICK A NUMBER OF GARMENTS AT RANDOM THROUGHOUT
  THE DAY.
• THIS INSPECTION IS BEST DONE IN VIEW OF FINAL
  INSPECTORS.
• EXAMINE THE GARMENT FULLY.
• TAKE MEASUREMENTS OF KEY FIT POINTS.

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CLASSIFYING DEFECTS

• DEFECTS SHOULD BE CLASSIFIED AS CONSTRUCTION,
  MATERIALS, OR FIT DEFECTS.
• KEEP STATISTICS ON EACH TYPE.
• KEEP STATISTICS ON CRITICAL DEFECTS.

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DEFECT GRADING THE POINT SYSTEM

• DEFECTS ARE GRADED CRITICAL, MAJOR, AND MINOR,
  USE DEFINITIONS LEARNED EARLIER.
• EACH GARMENT IS WORTH 10 POINTS.
• ASSIGN POINTS AS FOLLOWS
• CRITICAL 10
• MAJOR 5
• MINOR 1

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DETERMINE A QUALITY INDEXEXAMPLE

• MULTIPLY THE GARMENTS AUDITED BY 10. THIS IS THE
  POINTS POSSIBLE.
• 50 GMTS. X 10 500 POINTS POSSIBLE
• MULTIPLY EACH DEFECT FOUND BY ITS POINT VALUE.
• 25 MINORS X 1 POINT 25 POINTS LOST.
• 3 MAJORS X 5 POINTS 15 POINTS LOST.
• 2 CRITICAL X 10 POINTS 20 POINTS LOST.

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DETERMINE A QUALITY INDEXEXAMPLE, CONTD.

• ADD ALL POINTS LOST.
• 25 15 20 60
• POINTS POSSIBLE POINTS LOST POINTS EARNED.
• 500 60 440 POINTS EARNED.
• POINTS EARNED / POINTS POSSIBLE X 100 EQUALS THE
  INDEX.
• (440 / 500) X 100 88 QUALITY INDEX

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OTHER CONSIDERATIONS

• NO GARMENT CAN CONTAIN MORE THAN 10 DEFECT
  POINTS.
• IT IS USEFUL TO KEEP UP WITH THE PERCENT CRITICAL
  DEFECTS.
• GOOD STARTING POINTS
• QUALITY INDEX 90
• CRITICAL PERCENT lt 5.0

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CONTINUOUS PROCESS IMPROVEMENT

• IF YOURE FINISHED, YOURE REALLY FINISHED.

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IDENTIFY THE BIGGEST PROBLEM

• IT IS THE ONE THAT HOLDS BACK A DEPARTMENT, AN
  OPERATION, AN ENTIRE PLANT.
• OTHER PROBLEMS MAY EXIST, BUT THE BIGGEST ONE
  OVERSHADOWS THE OTHERS.

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DEFINE THE PROBLEM IN TERMS OF ITS SYMPTOMS.

• LOSS OF EARNINGS.
• LOSS OF PRODUCTIVITY
• INCREASED COST.
• SOURCE OF CUSTOMER COMPLAINTS.
• MANY REPAIRS OR REWORK IS DONE.

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LEARN CAUSES BY ANALYSIS OF THE SYMPTOMS.

• FOR EACH SYMPTOM, INTERVIEW THOSE WHO SUFFER FROM
  THE SYMPTOM.
• TALK ABOUT POSSIBLE SOLUTIONS WITH THE SUFFERERS.
• GET COMMITMENT FOR A GAIN IF THE PROBLEM IS
  ELIMINATED OR LESSENED.

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CREATE A POTENTIAL CAUSE/SOURCE LIST.

• FROM THE SYMPTOMS INTERVIEWS, A LIST OF POTENTIAL
  CAUSES OR SOURCES CAN BE DEVELOPED.
• DO NOT EXCLUDE ANY SUGGESTED POSSIBLE CAUSE OR
  SOURCE.

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IDENTIFY POSSIBLE SOLUTIONS

• LIST ALL POSSIBLE SOLUTIONS BY EACH POTENTIAL
  SOURCE OR CAUSE.
• ENLIST THE AID OF ALL CONCERNED WITH POSSIBLE
  SOLUTIONS.

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TRY EVERY SOLUTION

• SYSTEMATICALLY, TRY EVERY POSSIBLE SOLUTION.
• ANALYZE THE RESULTS OF EACH SOLUTION.
• THERE MAY BE COMBINATIONS OF SOLUTIONS NEEDED.

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HOW DO I KNOW WHEN IT IS SOLVED?

• A PROBLEM IS SOLVED WHEN THE SYMPTOMS ARE GONE.