Quality standards :Definition,consumer perception of quality,ISO Quality Standars & Seven tools of quality control:-flow chart,control chart,cause and effect diagrams, histograms, pareto charts,check sheet and Scatter diagrams

1. Quality Standards
Consumer’s perception of quality
&
Seven tools of quality
Dr. Vipin Kumari
Assistant Professor
Department of Fashion & Textiles
IIS (deemed to be University),Jaipur

2. What is Quality
According to Quality Guru Juran, Quality is fitness for use.
Quality is a perceptual, conditional, and somewhat subjective attribute and
may be understood differently by different people. Jim Relay defines
Quality in his book ‘Production & Operation’ that Quality is about
meeting the needs and expectations of customers. It is the extent to which
an individual's needs are satisfied with a product's features. For
many consumers quality is a key aspect of consideration when purchasing
a product.Prestigious brands use their specific characteristics throughout
their product range.
Most organization are dependent on both their customers and shareholders.
Survival and growth depends on continuing to meet their needs.
ORGANISATION
People Technology
Skills
Customer
Requirement
OutputProfit
Shareholder
Investment
Quality is Not *A Luxury * Just meeting our own standards * Doing thing on the
cheap

3. 1. Quality Standards
 Quality standards are defined as documents that provide requirements,
specifications, guidelines, or characteristics that can be used consistently to ensure
that materials, products, processes, and services are fit for their purpose.
 The inspection of a sample garment must be relevant to its price and target market.
There is no practical reason to apply stringent quality standards to samples which,
if mass produced, will only undergo the most rudimentary of inspection procedure.
It is often said that a thing should be done only as well as it needs to be done, and
this is very true of clothing. There is no one universal quality standards for all
garments, but rather each category of garment has its own quality criteria. After all,
there is a significance difference between the acceptable quality of a garment
bought off a stall in a street market and that of a garment purchased from a
reputable store.
 However, both these retail outlet purchase merchandise from clothing
manufacturers and every manufacturer attempts to cater ,as best they can , for a
specific market sector. Clothing products of all types require buyers and it is the
bottom line of the balance sheet which counts in business and not necessarily
citations for quality.

4. Quality Standards Objectives
• Satisfying their customers’ quality requirements
• Ensuring their products and services are safe
• Complying with regulations
• Meeting environmental objectives
• Protecting products against climatic or adverse conditions
• Ensuring that internal processes are defined and controlled

5. ISO 9000 Quality Management Principles
 Customer focus
 Understand the needs of existing and future customers
 Align organizational objectives with customer needs and expectations
 Meet customer requirements
 Measure customer satisfaction
 Manage customer relationships
 Aim to exceed customer expectations
 Learn more about the customer experience and customer satisfaction
Sources: https://asq.org/quality-resources/iso-9000

6.  Leadership
 Establish a vision and direction for the organization
 Set challenging goals
 Model organizational values
 Establish trust
 Equip and empower employeee
 Recognize employee contributions
 Learn more about leadership
 Engagement of people
 Ensure that people’s abilities are used and valued
 Make people accountable
 Enable participation in continual improvement
 Evaluate individual performance
 Enable learning and knowledge sharing
 Enable open discussion of problems and constraints
 Learn more about employee involvement
 Process approach
 Manage activities as processes
 Measure the capability of activities
 Identify linkages between activities
 Prioritize improvement opportunities
 Deploy resources effectively
 Learn more about a procee view of work and see process
analysis tool
Improvement
Improve organizational performance and capabilities
Align improvement activities
Empower people to make improvements
Measure improvement consistently
Celebrate improvements
Learn more about approaches to continual improvement
Evidence-based decision making
Ensure the accessibility of accurate and reliable data
Use appropriate methods to analyze data
Make decisions based on analysis
Balance data analysis with practical experience
See tools for decision making
Relationship management
Identify and select suppliers to manage costs, optimize
resources, and create value
Establish relationships considering both the short and long
term
Share expertise, resources, information, and plans with
partners
Collaborate on improvement and development activities
Recognize supplier successes
Learn more about supplier quality and see resources
related to managing the supply chain

7. Source:COSMOS BOOKHIVE’S by Navneeta Kaur Sokhi

8.  Consumers use different variables to determine the quality
of a product. These quality lies in the eyes of the consumers in
question. What may be seemed to be of high quality to one
consumer may be inferior to another. Even though many
consumers uses price as an indicator of product quality (Kotler
2001), there are doubts in consumers mind whether there is a
relationship between price, value and product quality and further
price itself is a strong indicator of product quality in the absence of
any information. Customers' perceptions of product quality—as
opposed to objective quality—drive preferences and consequently
satisfaction, loyalty, sales, and profitability,
but customers' perceptions of quality are imperfect and slow to
take into account changes in objective quality.
 The quality of our perception depends on the way we process
and interpret the stimuli or the information reaching our senses.
Perception is the process, by which an individual select, organizes
and interpret information inputs to create meaningful picture of the
world. (Kotler, 1997)
2. Consumer’s Perception of Quality

9.  Consumers purchase a product or service on the basis of
satisfying their recognized needs (palmer, 2001). The
choice of this product to satisfy particular needs depends
on the perception of the consumer about the product
quality capable of the satisfying that needs.
 According to Perrault et al (1997) Many business
Managers get wrapped up in the technical details
involved in producing a product, but most customers or
consumers think about product in terms of the quality and
the total satisfaction it provides. In this direction, the only
way for a firms product to survive in the Market and to
design a product with the variables that consumers use to
determine product quality. Different consumers perceive
quality in different turns. Some have the perception that,
product with high price is of high quality to one consumer
may be an inferior to another person.

10. 3. Seven Tools of Quality
Identify and correct quality problems and perhaps the best
way to do so is to teach these seven tools to the widest
possible audience with in an organisation. The seven tools
of quality are:
 Check Sheet
 Histogram
 Pareto Chart
 Cause & Effect Diagram
 Control Chart
 Scatter Diagram
 Flow Chart

11. Check Sheet
A check sheet is nothing, but a form used to collect data
in such a way that it makes not only the collection of data
easy, but also the analysis of that data automatic. Each
mark in the check sheet indicates a defect. The type of
defects, number of defects, and their distribution can be
seen briefly, which makes analysis of data very quick
and easy. Check sheets provide a logical display of data
that are manually derived and yield results from which
conclusions can be easily drawn.
The data it captures can be quantitative or qualitative.
When the information is quantitative, the check sheet is
sometimes called a tally sheet.
simple data recording device.
systematically record and compile data from sources.

12. GARMENT (Skirt) MANUFACTURING
Defect 1st hour 2nd hour 3rd hour 4th hour 5th hour Total
Open Seam
21
Point Up-
down
13
Skip Stitch
3
Pleat
5
Dirty Spot
7
Figure 3.1 Check Sheet

13. Histograms
A histogram is a bar chart and bar graph that
shows frequency data. It is graphical depiction of
several occurrences of an event.
For example, if you were to draw a histogram of the
data. A histogram simply shows the distribution of
sample data and gives some idea about variability
of that data. Histogram is a graphic summary of
variation in a set of data and is a simple but
powerful tool for elementary analysis. A histogram
can help understand the total variation of a process,
and quickly and easily determine the underlying
distribution of a process.

14. Figure 3.2 Histograms
30
25
20
15
10
5
0
Open
Seam
Skip Dirty Pleat Point up-
Stitch Spot Down

15. Pareto Charts
The Pareto chart can be used to display categories of problems
graphically so they can be properly prioritized. A Pareto chart or
diagram indicates which problem to tackle first by showing the
proportion of the total problem that each of the smaller problems
comprise.A Pareto chart is nothing but a histogram where a number of
occurrences of an event are arranged in descending order. For example,
a Pareto chart of the data contained. Dr. Joseph M. Juran, the world
famous quality management expert, observed in mid 1920s, as a young
engineer, that quality defects are unequal in frequency, that is, when a
long list of defects is arranged in order of frequency, generally,
relatively few of the defects account for the bulk of defectiveness. Dr.
Juran named this phenomenon the pareto principle. Thus, Pareto chart
helps identify those defects that cause most problems, and by
addressing those defects, most of the quality problems can be solved
and improvement be made. For example, of the 90 defects shown, 28 or
60% are skip stitch defect. So in this instance, skip stitch should be first
priority and then open seam and so forth.

16. Figure 3.3 Pareto Charts
28
24
17
14
7
100
90
80
70
60
50
40
30
20
10
0
45
40
35
30
25
20
15
10
5
0
Skip Stitch Pleat
IndividualDefectsCount
CumulitivePercent
Dirty
Spot
Point Up
Down
Open
Seam

17. Cause and Effect Diagrams
One analysis tool is the Cause and Effect or Fishbone
diagram(because it looks like a skeleton of a fish or
resemble with the long spine and various connecting
branches ). These are also called Ishikawa diagrams
because Kaoru Ishikawa developed them in 1943. The
idea is first to identify a problem and think through
various causes that may have resulted in an undesired
effect. The idea again is that drawing a cause and effect
diagram will help one to be systematic and logical and
see the picture clearly.

18. Unskilled operator Thread Tension too tight
Structural jamming Too many stitches per inch
Poor permanent press cutting
Seam
puckering
Causes Effect
Figure 3.4 Cause and Effect Diagrams

19. Control Charts
Control charts, also known as Shewhart charts or
process-behavior charts, in statistical process control are tools
used to determine if a manufacturing or business process is in
a state of statistical control.A control chart shows how data
frequency changes, defects trends and compares with previous time
record. Control chart monitor process and hypothetical prediction.
Apparel industry need to reduce defect frequency to get quality
improvement.
Figure 3.5 Control Charts

20. Scatter Diagrams
A scatter diagram shows the correlation between two
variables in a process. A scatter diagram is a plot of one variable vs.
another variable which is dependent on the first variable. If the
variables are correlated, the points will fall along a line or curve.
The better the correlation, the tighter the points will hug the line.
 For example, yarn strength may depend on twists per inch (twists per
centimetre); moisture absorbency in a fabric may depend on fabric
thickness, and so on. By plotting one
variable against another, it may or may
not become obvious how they are related;
in other words, a pattern may or may not
emerge.
Figure 3.6 Scatter Diagrams

21. Flow Charts
A flowchart is nothing but a
formalized graphic representation of
a logic sequence, work or
manufacturing process, organization
chart, or similar formalized structure,
including all the steps or operations
in the sequence as they occur.
A flowchart will help you clarify
the various steps involved in a
process and result in a better overall
understanding of that process.
Marker
lay
Spreading
Cutting
Inspection
of spreading
Assemble
all parts
Stitching
Pressing
Pack
Folding
Manufacturing process of Garment
Figure 3.7 Flow Charts

22. Some terms related to quality
QA – Quality Assurance
TQM – Total Quality Management
QC – Quality Control
ASTCC – American Association of Textile
Chemists and Colorists
ASTM - American Association for Testing and
Materials
SQC – Statistical Quality Control

23. • Mehtha P. V. (1992)An Introduction to Quality Control for the Apparel
Industry ,New York, ASQC Quality Press.
• https://textilelearner.blogspot.com/2016/04/7-tools-of-quality-used-in-
garment.html
References

24. THANK YOU…