APPAREL QUALITY MANAGEMENT

Assignment- 1

APPAREL QUALITY MANAGEMENT

Assignment- 2

TOPIC: Exploration on the Usage of New Quality Tools

(Tree Diagram)

Submitted To: Prof. B. Banerjee

Submitted By: Ankita Kumari (BFT/18/244)
 7 New Quality Tools

Introduction

Also kwon as the 7 management and planning tools, or simply the 7 management tools, the
7 new quality tools are defined as “methods for achieving expected outcomes that
previously have not been used. They have their origins back in the year 1976 in Japan, when
the Union of Japanese Scientists and Engineers (JUSE) saw the need for tools to promote
innovation, communicate information, and successfully plan major projects”. (American
Society for Quality)

Some of the benefits of incorporating the 7 new quality tools in an organization include:
better organization of verbal data, improved planning, secured full cooperation between
work teams, better situations assessment from various perspectives, better clarification of
the desired situation, more effective prioritization of tasks, and the promotion of proactive
changes between the organizations.

The 7 new quality tools do not intend to replace the 7 basic quality tools, but instead to
complement them and use them together to increase the Total Quality Management (TQM)
effectiveness.

Need of new quality control tool

Many customer requirements cannot always be adequately expressed by numerical
data alone. Nevertheless, even verbal statements can be expressions of facts, because
it represents facts, we ought to use Verbal data as well as numerical data in controlling
the managing quality. It provides both quality control as well as improvement during
the manufacturing process
 What are the New Seven Quality Tools

In 1976, the Union of Japanese Scientists and Engineers (JUSE) saw the need for tools to
promote innovation, communicate information and successfully plan major projects.

A team researched and developed the seven new quality control tools, to be used with the
7 basic quality tools often called the seven management and planning (MP) tools or simply
the seven management tools.

The New Seven Quality Tools (The Seven Management and Planning
Tools)

The seven new tools, listed in an order that moves from abstract analysis to detailed
planning, are:

1. Affinity Diagram
2. Relations Diagram
3. Tree Diagram
4. Matrix Diagram
5. Arrows Diagram
6. Process Decision Program Chart
7. Prioritization Matrix- Matrix Data Analysis
Relation between New Seven Quality Control Tools
and Basic Seven Tools

FACTS

Data

Data
Numerical Data Verbal Data

Define problem after Define problem

collecting numerical before collecting
data numerical data

The Basic Seven Tools The Seven New Tools

Analytical approach Organize Generate Ideas

Formulate plans

Information
 Benefits of Incorporating New Seven
Quality Control Tools
 Organize verbal data
 Generate ideas
 Improve planning
 Eliminate errors and omissions
 Explain problems intelligibly
 Secure full cooperation between teams
 Assess situations from various angles
 Clarify the desired situation
 Prioritize tasks effectively
 Proceed systematically
 Anticipate future events
 Combine verbal with numerical
 Looks for root cause
 Clarify, prioritize goals and schedule
 Involve everyone into full cooperation
 Encourages everyone to think systematically

Benefits of Incorporating
New Seven Q.C. Tools

Unstructured Problem [must be put into solvable form]

The Seven New Tools
Problem is mapped

Problem becomes Thoughts are Plans are Problem becomes

obvious to all easily organised easily laid.
obvious to all
easily laid

People understandProblem can be Nothing is Nub of problem

omitted is identified

Cooperation is Things go well Countermeasures

obtained are on target

Problem is in solvable form

 Tree Diagram
Also known as systematic diagram, tree analysis, analytical tree or hierarchy diagram, a
tree diagram is managing planning tool that depicts the hierarchy of tasks and subtasks
needed to complete an objective. A tree diagram develops a succession of strategies for
achieving a goal. It is used to break down broad categories into finer and finer levels of
detail. Once the tree diagram is finished, it bears a resemble to a tree, with a trunk and
multiple branches.

Advantages of Tree Diagrams:

 Systematic and logical approach is less likely that items are omitted.
 Facilitates agreement among team.
 Are extremely convincing with strategies.
Application:
A tree diagram is used to show the interrelation between a topic and its component
elements.
Description:
A tree diagram systematically breaks down a topic into its component elements. Ideas
generated by Brainstorming and graphed or clustered with an affinity diagram can be
converted into a tree diagram to show logical and sequential links. This tool can be used in
planning and problem solving.
Procedure:
 State the topic to be studied clearly.
 Define the major categories of the topic;(brainstorm or use the header cards from the
affinity diagram).
 Construct the diagram by placing the topic in a box on the left-hand side.
 Branch the major categories laterally to the right.
 For each major category, define the component elements and sub-elements, if any.
 Laterally branch to the right the component elements and sub-elements for each major
category.
 Review the diagram to ensure that there are no gaps in either sequence or logic.
Tree Diagram
 Quality Control
Quality control is required to maintain the product in accordance with the applied
standardization. Quality control in a company can’t be run properly without any supporting
notion from the complete information. The company needs to find a way to find
information regarding the quality control. The quality control activity will help the company
to maintain and increase in controlling the defected product level until zero defected level.

When quality control is held properly, it will give a good impact to quality of product. The
standard of the quality consists of raw material, production process and final product. Thus,
controlling quality can be started from raw material when production process is holding
until final product.

Solving one of the Problems of Deformed product

with Tree Diagram
Example -The deformity of fabric caused by the lack of raw material quality.

In this research I am going to focus on quality control in pressing the level of deformity
product. And one of the reasons of deformity in product is the deformity of fabric caused
by the lack of raw material quality.

Here I have used tree diagram to overcome this problem.

The deformity of fabric is caused by the lack of raw material quality; thus tree diagram is
needed to overcome the problem. The diagram is as follow:
 Creating good
Buying
Minimize the relationship
qualified raw
return of with supplier
material
Buying qualified material
Accepting the
raw material
raw material
carefully
Keep the raw
A good fabric
materials Didn’t fold the
safely fabric
Fabric is not
easy to get
Having cool
temperature in
storage room

Minimize the A controlled

deformity in production Work as the
process procedure
Minimizing
work
misconduct Strict
monitoring

Buying raw
materials with
original colour

Buying qualified
raw material from
Fabric is not supplier
easy to get
A controlled
production
process
Work as the
Minimizing procedure
work
misconduct Strict
TREE DIAGRAM monitoring
 Solutions
According to the diagram, the most dominant problem is deformity of fabric, thus the
solutions for this situation are:

1) Buying raw material in supplier which provides a good quality of raw material:
It will help to reduce the deformity and return the deformity fabric to the supplier. In
doing so, there is a need to build a good relationship with the supplier. To add, it is
needed to check the raw material first when it arrived from the supplier.
2) Saving the raw material in a good storage place:
Raw material needs to be saved in a good place and right way especially for some
fabric containing starch, it should not be folded. The folding will lead the fabric into
furrowed. If this happens, the raw material isn’t suitable with the standard fabric.
3) The controlling production process:
The controlling production process needs to be motorized in order to detract the
mistake while producing process. The producing process is monitored by producing
due to the quality control (QC). Buying the original colour of raw material is the act to
overcome the faded away colour of fabric.

In washing the fabric, following steps can be done:

1. Buying raw material in supplier which provides a good quality of raw material. This can
be done to overcome the deformity caused by faded colour fabric caused by the lack of
quality.

2. The controlling production process. The controlling production process is done to

overcome the mistake and keep the production on the right track, so that, the deformity
products can be reduced.
 Suggestions
According to the analysis by using the tree diagram, the improvement can be done in terms
of quality by focusing on the damage raw material which has large amount or dominant
production. Generally, the main cause of deformity is raw material factor. It is due to the
monitoring activity before and after production. Thus, to overcome this activity, there are
several ways can be done such as:

 Choosing supplier which has a qualified raw material such as clean, the colour is not easily
to fade, and firm fabric.

 The company needs to focus on the saving process especially raw material contains of
stretch material. Process production is needed to control so that the human resource can
work as the standard procedure.
 Other Quality tools
1. Affinity Diagram
Also known as affinity chart, affinity mapping, K-J method or thematic analysis, an
affinity diagram organizes a large number of ideas into their natural relationships. It is
the organized output from a brainstorming session and is used to generate, organize,
and consolidate information related to a product, process, complex issue or problem.
It makes it feasible for further analysis and to find solutions to a given problem.

Application:
An affinity diagram is used to organize into groupings large number of ideas, opinions or concerns about a Particular
topic.

Description:
When a large number of ideas, opinions or other concerns about a particular topic are being collected, this tool
organizes the information into grouping~~based on the natural relationships that exist among them. The process is
designed to stimulate creativity and full participation; It works best in groups of limited Size (a maximum 25 of eight
members is recommended) in which members are accustomed to working together. This tool is often used to
organize ideas generated by brainstorming.

Procedure:
 State the topic to be studied in broad terms (details may prejudice the response).
 Record as many individual ideas, opinions or concerns as possible on cards (one per card).
 Mix the cards and spread them randomly on a large table.
 Group related cards together as follows:
 a)sort cards that seem to be related into groups, and
 b) limit number of grouping to ten without forcing single cards into groups.
 Locate or create a header card that captures the meaning of each group.
 Place this header card on top.
 Transfer the information from cards onto paper, organized by groupings.
2. Interrelationship Diagram
Also known as relations diagram or network diagram, the interrelationship diagram is a
management planning tool that depicts the relationship among factors in a complex
situation. It allows a team to systematically identify, analyse, and classify the cause and
effect relationships that exist among all critical issues. It is useful at planning stage for
obtaining a clear perspective on an overall situation; facilitates consensus among the work
team; assists it develop and change people’s thinking; and enables priorities to be identified
accurately.

Application:
This diagram clarifies the interrelations in a complex situation involving many interrelated
factors and serves to clarify the cause and effect relationships among factors.

Description:
Relations diagram is defined as a technique used to solve problems that have complex
cause and effect relationships among a number of problems and factors that influence
them.

Format:
A special feature of relation diagram is its unrestricted Format. However general formats
are given below.

1) Centrally converging relations diagram: The major item or problem to be solved is

located in the centre, and the related factors are arranged around the item or problem in
such a way as to indicate close relationships.

2) Directionally intensive relations diagram: The major item or problem to be solved is

located on one side of the diagram, and the various factors arranged in accordance with the
flow of their major cause-and-effect relationships on the other side.

3) Relationship indication relations diagram: There are no restrictions on this format

because the main point is to arrange the cause and-effect Relationships of the application
items or factors so that they are expressed in a straightforward manner in a Diagram.
3. Matrix Diagram

Also known as matrix or matrix chart, the matrix diagram allows a team or individual to
systematically identify, analyse, and rate the presence and strength of relationships
between two or more sets of information. It is used to clarify problems by thinking multi
dimensionally. Six differently shaped matrices are possible: L, T, Y, X, C, and roof-shaped,
depending on how many groups must be compared. The next table summarizes the cases in
where each matrix shape should be used.

Application:
• Matrix diagram can be used to solve problems by arranging data in such a way that the
relations between relevant factors are brought into sharp focus.

• There is no limit to the use of the tool.

• The most important application of matrix diagram is in clarifying relations between

individual features of customer requirements and individual product characteristics.

Purpose:
1) Explore the existence and the extent of relations between individual items in 2 sets of
factors or features and characteristics and express them in a symbolic form that is easy to
understand.

2) Mostly used to understand the relations between the customer expectations as

expressed by the customers and product characteristics as designed, manufactured and
tested by the manufacturer.
Procedures:
1. Determine 2 sets of factors for which the relations are needed to be established.

2. Divide the features and characteristics into primary, secondary and tertiary
characteristics.

3. Place the features vertically on the leg side of the matrix and characteristics horizontally
on top of the matrix.

4. Enter the importance of the features on the column ager that for the tertiary features.

5. In the main body of the matrix, use the symbols to represent the degree of connections
between the feature and characteristics.

6. Choose and define relationship symbols. Most commonly used symbols are as given
below:

Strong relationship=

Relationship =

Likely relationship=
4. Arrow Diagram:
Also known as activity network diagram, network diagram, activity chart, node
diagram or critical path method, the arrow diagram is a process diagramming tool used to
determine optimal sequence of events, and their interconnectivity. It is used for scheduling
and to determine the critical path (i.e. the flow of critical steps where delays can affect the
timing of the entire project and where addition of resources can speed up the project.)
through nodes (i.e. begin/end of and activity) and arrows (i.e. the activities themselves).

Effective arrow diagrams allow overall task to viewed and potential snags to be identified
before the project starts, lead to the discovery of potential improvements, deal promptly
with unexpected changes to plan, and improve communication among the work team.

Application:

The diagram is also useful in planning and scheduling steps in complicated processes,
especially in planning and scheduling projects which involve a large number of activities.

Procedure:

1. List all the tasks or activities needed to be accomplished before the process of the
project.

2. Decide which steps are undertaken in series and which steps can be run in parallel.
arrange the activities in a proper sequence.

3. Prepare ‘Event Nodes’ at the completion of steps and number them.

4. Write the description of the step and decide the time required for completing each step

5. Calculate the earliest time to reach an event node for the start of the process.

7. Ager the time for all event nodes including the completion of the process or the project is
available, one calculates the latest time by which an event node must be reached.
5. Process Decisions Program Chart (PDPC)
The Process Decisions Program Chart (PDPC) is a management planning tool that
systematically identifies what might go wrong in a plan under development. It is used for
planning the activities needed to solve a given problem when the information is incomplete
or the situation is hard to forecast. PDPCs are used before implementing a plan that might
be large and complex, when the plan must be completed in schedule, and when the price of
failure is high.

A PDPC consists of a series of steps linked in sequence classified in five levels:

1. Objective to be achieved

2. Options available.

3. What ifs.

4. Possible countermeasures.

5. Selection of counter measures.

PDPC has two following patterns:

Pattern I – In this pattern process starts with initial condition ‘A’ and proceeds to the
desired final condition ‘Z’ in an organized manner .

Pattern II - In this pattern, first the final condition’s’ is set. Then the process from ‘Z’ to the
initial point ‘A’ is developed with the inclusion of various alternatives from many points of
view.

Procedure:
 Discuss the issues related to the project among a cross-functional team.
 Discuss which issues must be examined and identify those issues.
 Consider and note down all the anticipated results for the identified issues.
 Weigh the feasibility of each solution proposed and investigate alternate solutions.
 Classify each issue according to its urgency, number of operations required,
likelihood of Occurrence and difficulty. Consider the anticipated results and
alternative solutions related to issues that must be addressed immediately and link
the items with arrows to the desired goal.
 Prioritize the different issues and consider them all together. Information related to
one set of 34 Possibilities could influence another set. Related items shall be linked
with a broken line.
 If the department that will handle a process involving several lines is determined,
circle the process and write the name of the department within.
 Set a target date for completion. Have regular meetings to check progress in terms of
the original PDPC

Process Decisions Program Chart

6. Matrix Data Analysis Diagram

Also known as the matrix data analysis, the prioritization matrix is a management technique
that quantifies and arranges data presented in a matrix. It is used by work teams to narrow
down options through a systematic approach of comparing choices by selecting, weighting,
and applying criteria. It is based solely in numerical data, aims to find indicators that
differentiate options, and attempt to clarify large amount of information.

Purpose:

 To present numerical data about two sets of factors in a matrix form and analyse it to
get numerical output.

 It can be applied in understanding the products and products characteristics.

Procedure:

1. Decide the two factors whose relations are to be analysed.

2. Check the number of individual items in the two factors.

3. Prepare a matrix to accommodate all the items of the two factors.

4. Enter numerical data in the matrix. 5. Give the diagram a suitable title.
 Conclusion
 Statististical QC is chiefly concerned in making sure that several procedures and
working arrangements are in place to provide for effective and efficient statistical
processes, to minimize the risk of errors or weaknesses in procedures or systems or in
source material.

 Seven QC tools are most helpful in troubleshooting issues related to quality.

 All processes are affected by multiple factors and therefore statistical QC tools can be
applied to any process.

 The continuous use of these tools upgrades the personnel characteristics of the people
involved. It enhances their ability to think generate ideas, solve problem and do proper
planning.
 References
 asq.org/learn-about-quality/seven-basic-quality-tools/.../overview.html

 https://en.wikipedia.org/wiki/Seven_Basic_Tools_of_Quality

 www.ijergs.org/files/documents/APPLICATION-45.pd

 https://src.alionscience.com/pdf/QualityTools.pdf

 www3.ha.org.hk/qeh/wiser/doc/7bqt.pdf

 www.math.mun.ca/~variyath/New7QCTools.pd

 http://RJIS_17_15.pdf