This document discusses the application of total quality management (TQM) principles at a garment factory in Ethiopia called Addis Ventures Pvt Ltd. It first defines quality and outlines some common quality management tools and techniques. It then analyzes the factory's current quality issues like repetitive defects. The objectives are to understand TQM, assess the factory's current system, see the impact of implementation, and propose a TQM framework. Data on defects is presented and potential causes are brainstormed. Finally, a six pillar TQM model is suggested focusing on leadership, waste reduction, continuous improvement, customer focus, training, and business performance.

1. TQM APPLICATION IN
GARMENT INDUSTRY
Case Study on Addis
Ventures Pvt ltd.
Group 8

2. WHAT IS QUALITY
Fitness for purpose or use (Juran).
The totality of features and characteristics of a product or service that
bear on its ability to satisfy stated or implied needs (BS 4778: Part 1:
1987 (ISO 8402: 1986)).
The total composite product and service characteristics of marketing,
engineering, manufacture, and maintenance through which the
product and service in use will meet the expectation by the customer
(Feigenbaum).
Exceeding Customer Expectation

3. QUALITY AND PROCESS
IMPROVEMENT
Short-term goals of quality improvement should be extended to
long-term and permanet improvement strategies.
Continuous improvement
a feedback mechanism through which changes in customers; needs
are conveyed to drive the mission of the business further.

4. BARRIERS OF QUALITY AND
PROCESS IMPROVEMENT
•Lack of employee commitment
•Emphasis on short change
•Resistance to change
•Lack of clear responsibility
•Interdepartmental problems

5. TOOLS AND TECHNIQUES OF TQM
a) Kanban-IT describes the pull based production system.
b) 5S –A Visual House keeping tool, which devolved control to the production
environment.
c) Poka yoka-An error proofing tool
d) Push System
e) PDCA Cycle: Continuous improvement cycle.
f) Total Productive Maintenance: Which deals that basic maintenance activity
of the workstation
g) Cellular layout-It is U shaped production layout which minimizes the
product waiting time as well as the Work –in-progress.
h) Kaizan –This tools deals about the continuous improvement in the
production process

6. GARMENT PRODUCTION PROCESS

7. BACK GROUND OF SELECTED CASE
FACTORY
ADDIS VENTRUES
Jay Jay Mills (Addis venture) is a vertically integrated multinational baby
garment manufacturing company originated in India in 1971 with its owner
Mr. M Balasubramaniyam.
Over time the company opened an incorporated mill in Sri lanka in 2003.
Jay Jay mills started Fabric manufacturing in 2007. In 2008 its annual sales
turnover exceeded $48 million.
In 2009 the company opened mill in Bangladesh as well grossing an annual
sales turnover over $ 64 million. The WRAP ( Worldwide Responsible
Accredited production)

8. ORGANIZATIONAL STRUCTURE OF
THE COMPANY

9. PROBLEM OF STATEMENT
Following the quality reports of the factory for past month, there are
clear signs of repetitive defects affecting the daily output of the
factory and decreasing the productivity.
Lack of implementation of TQM results in high level of defects and
intern low level of efficiency and profitability. Moreover, less
competitive advantage and low market share in the current state of
the art of the industry.

10. OBJECTIVE OF THE STUDY
This research aims at achieving the following research objectives:
To understand the basic principles of applying TQM model
To assess the existing situation of the company TQM system
To acquire the effects of TQM implementation on overall business
performance in the case factory.
To propose pillars of TQM framework case company

11. DATA COLLECTION
Following the quality reports of the factory for past month, there are clear signs of
repetitive defects.

12. BAR CHART SHOWING MONTHLY
DEFECTS

13. CONTROL CHART

14. PARETO CHART

15. MAJOR DEFECTS CONTRIBUTING
TO 80% OF QUALITY PROBLEMS

16. BRAIN-STORMING
We have observed that the quality issues are the major problem for the
factory to sustain and enhance it profitability
There should be a way to have a sustainable production by redusing waste
(Defects)
We believe with the application of TQM the company will benefit with higher
level of performance
Deming also noted that workers are responsible for 10 to 20 percent of the
quality problems in a factory, and the remaining 80 to 90 percent is under
management's control

17. TQM FRAMEWORK
From the literature review different frameworks, most effective total
quality management tools, quality improvement techniques in
Ethiopian garment and famous gurus were analyzed to propose the
following pillars.

18. PROPOSED TQM MODEL
Leader commitment
Waste reduction (Quality control)
Continuous improvement
Customer focus both the internal (employees) and external (supplier & end customer)
Training & education
Business performance
Teamwork
Supplier Relationship
Self-evaluation
Involvement of employees
Garment Design
Strategic Planning

19. no Pillars Department Heads Ranking
Factory Quality HR/Compliance Maintenance Accounts Merchandizin
g
Accessories MIS
1 Leader commitment 9 10 10 9 9 9 9 10
2 Waste reduction
(Quality control)
10 10 9 8 8 10 8 7
3 Continuous
improvement
10 10 9 8 8 9 8 8
4 Customer focus 7 10 7 7 7 10 8 9
5 Training & education 9 10 10 8 8 8 8 10
6 Businesses performance 9 10 10 8 7 7 7 10
7 Teamwork 5 4 8 5 4 4 1 4
8 Supplier Relationship 3 6 2 7 5 8 8 6
9 Self-evaluation 4 5 2 8 2 2 2 5
10 Involvement of
employees
8 4 10 5 4 3 1 4
11 Garment Design 8 2 1 3 3 1 1 2
12 Startegic Planning 10 4 7 5 8 6 3 4

20. OUR SELECTED PILLARS
Item no Pillars
Total Mean
SD
1 Leader commitment 75 9.375
0.484123
2 Waste reduction (Quality control) 70 8.75
1.089725
3 Continuous improvement 70 8.75
0.829156
4 Customer focus 65 8.125
1.268611
5 Training & education 71 8.875
0.927025
6 Buinesses performace 68 8.5
1.322876
7 Teamwork 35 4.375
1.798437
8 Supplier Relationship 45 5.625
2.05776
9 Self-evaluation 30 3.75
2.046338
10 Involvement of employees 39 4.875
2.666341
11 Garment Design 21 2.625
2.175862
12 Startegic Planning 47 5.875
2.204399

22. Suggested Pillars
Pillar One: Leadership commitment
 Top management commitment
 Top management encouragement
 Quality planning & system documentation
 Strategic objective planning (annual plan)
Pillar Two: Waste reduction (Garment quality control)
 Resource management
 Raw material control, In process control & Finished product control
 Process mapping and control
Pillar Three: Continuous improvement (PDSA Cycle)
 PDSA Cycle
 Monthly & quarterly diagnosis

23. Pillar Four: Customer focus on both the internal (employees) and external (end
user & supplier)
 Market research
 Customer satisfaction survey
 Supplier selection criteria
 Supplier performance evaluation
Pillar Five: Training and evaluation
 Quality awareness program
 Job training
 Balance score card BSC
Pillar Six: Competitive Business performance
 Maximizing profit
 Maximizing market share
 Competitive Benchmarking
 Setting quality target
 Impact on society

24. THANK YOU.