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Konfeksiyonda kalite kontrol programının önemi ve oluşturulması

The importance and creation of a qualyty control program in a garment-making plant

  1. Tez No: 66502
  2. Yazar: ARZU KARAKOÇ
  3. Danışmanlar: PROF. DR. BÜLENT ÖZİPEK
  4. Tez Türü: Yüksek Lisans
  5. Konular: Tekstil ve Tekstil Mühendisliği, Textile and Textile Engineering
  6. Anahtar Kelimeler: Belirtilmemiş.
  7. Yıl: 1997
  8. Dil: Türkçe
  9. Üniversite: İstanbul Teknik Üniversitesi
  10. Enstitü: Fen Bilimleri Enstitüsü
  11. Ana Bilim Dalı: Tekstil Mühendisliği Ana Bilim Dalı
  12. Bilim Dalı: Belirtilmemiş.
  13. Sayfa Sayısı: 113

Özet

ÖZET Kaliteyi kısaca kullanıma uygunluk olarak tanımlayabiliriz. Firmalar müşterilerini memnun edebilmek için bir kalite sistemi kurmak ve işletmek durumundadırlar. Böylece bir sistemde kalite planlanmalı kontrol edilmeli ve geliştirilmeli ve bu konularda gerekli eğitim tüm kuruluş çalışanlarına fonksiyonel düzeylerine göre verilmelidir. Kalite kontrol imalatın bir bölümü olmaktan çıkmış kendi başına kesim, planlama, satış gibi bir bölüm olmuştur. Kalite kontrol elemanları sadece kendi müdürlerine ve yöneticilerine bağlı bir duruma gelmişlerdir. Kalite kontrol müdürlüğü imalattan bağımsız denetim müdürlüğü haline gelmiştir. Bu kişilerin görevi çalışanları hatalarından dolayı cezalandırmak veya sadece hataların tespiti değildir. Hazırlanan raporlar sonucu yapılan hatalar kayıt edilir ve tekrar etmemesi için gerekli düzenlemelerin yapılması sağlanır. Kaliteli mal üretimi için gereken kalite kontrol birimlerinin oluşturulması gerekli programın belirlenmesi, uygulanması ve geliştirilmesi için yöneticilere büyük görev düşmektedir. Bu tez çalışmasında konfeksiyon firmalarında uygulanmak üzere tavsiye edilen Kalite Kontrol Programı ve bu programın uygulanışında izlenebilecek yol incelenmiştir. Bu programın temeli bir Amerikan firması olan J.C. Penney firmasının imalatçıları için derlediği notlardır. Ayrıca tez çalışmasında tavsiye edilen K.K. Programının benzeri bir programı uygulayan X firmasının (firma adının açıklanması istenmediğinden X firması olarak bahsedilecektir.) K.K. sistemi ve uygulamaları incelenmiştir Yapılan araştırmalar sonucu yeni bir Kalite Kontrol sistemi oturtmaya çalışan X firmasının karşılaştığı zorluklar, izlenen yol, şu andaki durumu ve bundan sonraki hedefleri Kalite Kontrol sistemi oluşturmak isteyen firmalara örnek olmak üzere özetlenmiştir. vııı

Özet (Çeviri)

SUMMARY Quality is defined as the weighted characterises of a product (or service) which in their totality add up to the consumer's satisfaction. The higher the degree of satisfaction the higher quality Definition could be represented by the simple equation; ZWjC; 1=1 where w the weight (importance), c;a particular characteristic, and n number of the relevant characteristics of the product (or service). This definition of quality shows that the quality is measured. Based on the above definition, quality has been given the short and most popular definition of“fitness for use”. Control of the quality is the measurement of the characteristics of an item or process to determine its conformance to specified requirements and, the taking of action when non conformance exists. Experience has proven that the key of effective quality control is management's leadership in the program. If top management wants good quality and displays leadership in quality concerns, middle management and production supervisors will follow through. Without leadership from the top, there is often little or no improvement in quality no matter what system is used. A company wide quality standard manual defining all major and minor defects should be developed. This should be written and/or illustrated in such a way that it is easily understood by all who participate in the manufacturing process. This provides a reference tool for direct labor as well as the supervisors and inspection staff. It eliminates the possibility of misunderstanding your company's standards of what is or is not acceptable. Copies should be distributed throughout the work place. Periodic review of the manual employees is recommended. A final statistical based quality audit should be installed. This audit should be performed by designated quality auditors who are not involved with production responsibilities. This audit should be performed on every lot/cut or production run that is produced. To perform a successful audit, the following needs to occur:* A random sample of merchandise should be pulled from finished inventory. * A precise inspection of the samples must include both the outside and inside of the products on a flat, well lit surface when looking for major defects. * Critical measurements should be taken on 3 products per size, a minimum of 12 units. * Lots/cuts should be rejected for %100 inspection if the number of defective units exceeds the parameters noted in table. After the % 100 inspection, a re-audit should be performed. * Document and analyze records of all audit results. These audits should be maintained and utilized to improve overall quality. An in-process inspection should be installed. The inspection should be performed by a designated quality inspector with no production responsibilities. This inspection should be based on a 2.5 A.Q.L.(Table 1) where pieces are pulled randomly from the bundle. An inspection should be performed, away from the operator, on a finished bundle. For bundle sizes up to 180 pieces, seven pieces should be inspected. The bundle should be rejected back to the operator on 1 defect, for % 100 re-inspection and repair. After the operator has performed the repair and inspection of the rejected bundle, immediate, subsequent inspections should take place on the operator's work. This monitoring should continue until three consecutive bundles have passed. Specific records should be kept on all in- process inspections by operator. Each operator should be checked a minimum of two times per day. Inspections by production supervisors should not replace inspections by dedicated quality control personnel. A quality control program in the cutting room with a designated quality control inspector performing spread and cut checks throughout the day should be installed. The inspection should be performed on a statistical 2.5 A.Q.L. basis. There should be written standards and tolerances which include items such as tension, count and leaning, as well as checking top and bottom plies against hard pattern. Detailed records for spreading and cutting should be kept. Additional training for individuals in inspection is needed. This training should include, but not be limited to * Classification of major/minor defects * Methodology of performing the inspection. * How to examine the product. * How to measure the product. * How to keep good records. * Stressing consistency in the inspection. * Understanding the need for quality control. * Being aware of quality goals and improvement measures. Product performance testing should be formalized and should include testing for shrinkage, color fastness, wet and dry crocking as well as verification of weight and/or count of piece goods. Test results should be compared to written standards. Documented records need to be kept. In addition, cleaning of finished products to verify correct care labeling and seam performance should be performed. IXl'-fNco.nt-SS^^^^ < Of o urr\e->r^esa>r>'r>>r>v~> a.“'>°0-İNS8oo2222 c l^^^c^^^O^;--- < V-l vo”g|oooo£Op,00;qS88 cu~ bO. F^“Es. S 3§0--r.cn^^02-- £ g3 fr S ° g >J -*”C H«- cx 2«c^cncnoOC-22.^ >o f-H looooooSSOoŞgjSS >noooooSo§o Ö 60vo'7r?>9Cı:'fs»OO©O> SN S K ^ ^ ^ °“.« o o ° 9fi ”8^-^00^2-^“^ r3î >ı.S”^ M S S'_T rt -°s;İ'"^Sese 3 s n o o 3m >n oRecord keeping is essential tool for monitoring quality. Compiled documentation should be analyzed to provide management with information to identify problems, take corrective action, and reduce overall operating cost. The steps which have to be taken for preparing a garment making plant for a quality control program can be summarized as follows: PREPARING FOR A QUALITY CONTROL PROGRAM MANAGEMENT RESPONSIBILITY * Establish who will make the final decisions regarding quality problems. * Assign one person to be Quality Control Supervisor. PLANNING THE TOTAL QUALITY CONTROL PROGRAM * Set up training programs for the Quality Control Supervisor and Inspectors. * Establish procedures for piece-goods inspection. * Establish procedures for in-process auditing * Establish procedures for cutting inspections. * Establish procedures for final audit and corrective action. * Design forms for reporting. * Plan the distribution of reports. IMPLEMENTING A QUALITY CONTROL PROGRAM PIECE-GOODS QUALITY CONTROL * Provide staffing (Inspections). * Inspect 10 percent upon receipt, before spreading. * Identify and evaluate fabric defects. * Initiate corrective action as necessary. CUTTING DEPARTMENT QUALITY CONTROL * Provide staffing (Inspections). * Set up in-process sampling for spreading and cutting functions. * Take corrective action where necessary. IN-PROCESS QUALITY CONTROL * Provide staffing (1 Inspector to 30 operators), tools, and well-lighted work space. * Establish a sampling plan. * Implement procedures for handling rejected bundles. * Audit Operators a minimum of once a day (new Operators a minimum of three times a day). * Audit at random from finished bundles at any Operator's station. * Inspect seven units; fail the bundle on one defect.In this study, necessity of the quality control programs and a method for establishing a quality control program in a garment making plant has been investigated. Difficulties occurred during the applications and the advantages obtained have been determined. It is observed that one of the most important problems in such program applications is to supply enough quality control staff. Owners and managers of the companies are worried because of the increase in production costs caused by the necessity of employing extra staff for quality control. But, in the plant that the study have been carried out the quality control applications smoothened the process flow and it is determined that for some processes more then enough staff had been employed. It is also realized that necessary quality control staff can be supply from the plant without employing new personnel. Product range has been widened without any increase in the labor cost. Quality control processes have been increased and a reporting system has been established. The amount of second quality product has been decreased. But, it has to be mentioned that for applying such a quality system attending of managers has a vital importance.

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