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NATIONAL INSTITUTE OF FASHION TECHNOLOGYHYDERABAD

APPAREL QUALITY MANAGEMENTPRESENTATION

CASE STUDY:

QUALITY MANAGEMENT IN H&M AND I

EFFECT IN ITS SALE

Presented by:RAHUL KUMARSHIVANGI JAIN(DFT- Vth Semester

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INTRODUCTION Nowadays, we cannot imagine a world without textiles, and especially without quality

customers realized the importance of quality when they would not pay for product w

equivalent to value of money that they have spent.

The consumer movement are growing stronger to protect the right of consumers. Thus, allare trying to offer to their clients the best quality items, making efforts to assure this qual

specific practices of fair trade and excellent quality of textiles.

Top quality textiles are much celebrated by the customers, and the company produc

winning the global competition among uncountable numbers of well-established clothi

dominating the world of textiles and clothing industry.

dditionally, the business owner must walk the fine line of maintaining artistic in

remaining commercially appealing identifying consumer trends, finding distributors, g

recognition and maintaining profit as well as the reasonable pricing level with the brand its

Talking about western high fashion clothing lines, the brands that comes to mind are !

#aran New $ork, %iorgio rmani, &ersace and many others.

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The increasing competition in the clothing market has forced manufacturers to put into pra

of total quality and adopting zero defects policy.

Total quality management is defined as people focused management system that aims at c

of customer satisfaction at continually lower real cost.

'hereas, zero defects policy is defined as the management-led program to eliminate def

production.

The actual direction is to reduce the importance of product checking and enlarge on the pro

Th!s "#"er "resents $#se st%dy !n the !ss%e &' %#)!ty m#n#'#sh!&n $)&th!n* )!ne $#))ed H+M ( Hennes #nd M#%r!t"r!n$!")es #nd "r#$t!$es H+M th&%*h re*#rded #s the "r&m)e#d!n* '#sh!&n !nd%str!es/ they #re st!)) #t the tr#""ed !n t"&0er/ '#!r tr#de "&)!$y #nd r#0 m#ter!#) !ss%es

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DEFINITIONS

(uality management )(*+ has become an all-pervasive management philosophy.

(* has been defined as a philosophy or an approach to management made up of a

reinforcing principles, each of which is supported by a set of practices and techniquesinclude formulating a quality policy and setting quality obectives. They also include

quality control, quality assurance, and quality improvement.

'hereas a quality management system is a set of interrelated or interacting elements

use to direct and control how quality policies are implemented and quality obectives are

process-based (uality *anagement /ystem uses a process approach to manage an

quality policy is implemented and quality obectives are achieved. process-based (*many interrelated and interconnected processes )elements+.0ach process uses resources t

into outputs.

/ince the output of one process becomes the input of another process, processes

interrelated by means of such input-output relationships. These process interaction

process-based (*/.

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COMPANY SPECIFICATIONS 1ur case study is achieved based on quality manufacturing process in a famous clothi

23*. 23* has been at the forefront of affordable for some time now. 4rom its /wedis

and *auritz has grown into a maor multinational clothes and cosmetics retailer.

5ust the place for fashionistas, it now has over 6788 outlets in 9: countries. 23* was onchallenge the retail clothing sector by delivering fast fashion at low prices.

The company offers different concepts for women, men, teenagers and children and inclu

from modern basics to high fashion. The collections are supplemented by matchi

nightwear, underwear and cosmetics.

2owever 23* does not have factories of its own but has a multitude of designers and bu

with around ;88 independent suppliers to produce clothing collections for almost e

affordable prices.

23* lives by its business concept,

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H&M TEXTILE QUALITY CONTRO

Concept of Quality:

/imply, quality refers to one or more desirable characteristics that a

product should possess. (uality is inversely proportional to

)unwanted+ variability.

Quality Contol: (* performs quality control and inspection services for different customers from al

the world. ?sing international standards such as @/1 9:7A, our (uality !ontrollers )(!+ method consist

check different control pointsB

Confo!ity:The (! checks the conformity of the product )design, colours, raw materialC+ with the Dr

Droduction /ample )DD/+ and other technical files.

Quality:1ur (! checks for defects )fabric defects, colours defects, accessories and label defects, manu

defects+ and classifies them accordingly.

Mea"ue!ent:4ollowing the measurement chart, our (! checks the measures for each size of the produ

#ac$a%in%:1ur (! checks the quantity of cartons, size of cartons, their weight, shipping marks, etc.

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PROCESS ANALYSIS

1n the aspect of training, it is the quality management principle that management mu

workforce with knowledge and training, the workforce must understand 23* obectives a

well as their role fits in the organization so that they contribute efficiently in the improveme

5uran suggests that in order to achieve a quality workforce contribution, management shoul

6. *otivate the workforce to make a contributionE

9. Drovide them with required training to enable them to make a contribution.

. s regards to the issue of ethics in business, 23* offers sustainable fashion as part of e

campaign of sustainable development.

.

The vision is that all 23*Fs activities are conducted in an economically, socially and esustainable manner. s part of their policy of sustainable fashion, 23* is the world

organic cotton.

. The target of 23* is that for all of the cotton 23* uses to come from more sustainable so

!otton from more sustainable sources means organic cotton, recycled cotton or cotton gr

Getter !otton @nitiative.

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H&MS QUALITY ENDURANCE

ccording to report on 4ashion Granding Dractices of 23*, 23* works pro-activ

quality. 0very 23* order undergoes a variety of tests before it reaches the store.

4or example shrinkage, twisting, color-fastness and pilling tests as well as chemical and testing like flammability. round 788,888 laboratory tests are carried out annually b

suppliers, and independent third-party test institutes.

The 23* %lobal (uality "epartment sets standards and requirements for all produc

within the 23* group, based on customer expectations, health and environmental con

safety and legislation. ll 23* suppliers are contractually bound to comply with these re

"emands are particularly high when it comes to baby and childrenFs products, and 23* a driving force within the standardization of the safety of childrenFs wear.

23* apparel products are washed to see whether shrinkage, wringing and color fastness

requirements. Gy far the maority of 23* apparel products are washable with no signif

occurring.

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H&MS QUALITY ASSURANCE PRACTICES

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H&M QUALITY COST

'() #e*ention Co"t":

DroductHprocess design.

Drocess control.Gurn-in.

Training.

(uality data acquisition and

analysis

+() Appai"al Co"t":@nspection and test of

incoming material.

Droduct inspection and test.

*aterial and services

consumed.

*aintaining accuracy of test

equipment.

,() Intenal failue Co"t":

/crap

IeworkIetest

4ailure analysis

"owntime

$ield losses

"owngradingH off-spacing

-() E.tenal failue co"t":

!omplaint adustment

Ieturned productHmaterial

Jiability costs

0xternal costs

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Quality !"t#!l i" H&M a#$ a% !ll!'%( SAMPL1 S12TI3N MARK1R MAKING FA4RI2 SPR1ADING

FA4RI2 2UTTING S15ING S12TI3NS FINISHING S12TI3N S15ING THR1ADS 6IPP1RS

Quality Contol Sy"te!:

1n- line quality control system

1ff line quality control system

/n Line Quality Contol Sy"te!:

This type of quality control is carried out without stopping the production process. "uring the r

production process a set up is automatically performs and detect the fault and also takes correct

/nline 0uality contolcomprises with the raw material quality control and the process control

http://textilelearner.blogspot.com/2012/09/on-line-quality-control-system-off-line.htmlhttp://textilelearner.blogspot.com/2012/09/on-line-quality-control-system-off-line.html

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/ff Line Quality Contol Sy"te!:

Derformed in the laboratory and other production area by stopping the production process consi

fabric inspection and laboratory and other test. !orrection steps are taken according to the test r

T! $"%u#$ )uality*+ inline inspection report 688K inspection report

Dre-final audit report @nitial instruction report

Trainee practice report (uality checking report

*ethods checking report

Stati"tical Quality Contol S)Q)C( :

@t is the application of statistical tools in the manufacturing process for the purpose of q

control. @n /(! technique attempt is made to seek out systematic causes of variation a

as they occur so that the actual variation may be supposed to be due to the guranted ran

causes.

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') De"cipti*e Stati"tic":

"escriptive /tatistics involves describing quality characteristics and relationships.

+) Stati"tical poce"" contol S#C(:

The application of statistical techniques to determine whether a process is functioning as desired

,) Acceptance Sa!plin%:The application of statistical techniques to determine whether a population of items should be ac

or reected based on inspection of a sample of those items.

1aiation" of Stati"tical Quality Contol S)Q)C(:

llowable or cause variation

ssignable or preventable variation

So!e te"t fo 0uality contol te.tile fini"2in%:

/hrinkage Test

%/* Test Tensile Test

Tearing Test

!olour 4astness Test

Iubbing fastness Test

D2 Test

/hade *atching Test

4abric 'idth Test

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CONCLUSION

business cannot flourish in the long run if it doesnLt give its customer what it promises to Geing a customer it is easy to understand this but for a business it is usually not.

The main focus of a businessman is to make profits and not necessarily to satisfy the custom

@t would not be wrong to say that the only time the businessman realizes that cust

satisfaction is important is when he understand that this is directly related with his profitab

margins.

This has been realized the hard way by the western organizations that customer satisfacti

vital for their survival and growth.

/o, in order to achieve the highest levels of customer satisfaction, they have put in conside

amount of research on the concept what is now known as (uality *anagement /ys

including its various tools and methodologies.

BIBLIOGRAPHY

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BIBLIOGRAPHY

tilgan, T. )988;+. cceptable (uality Jevels in the Textile /ector and their 0ffect on the

!ompetition, 4ibres 3 Textiles in 0astern 0urope, &ol.67, No.6)>8+, pp.6>-9

Grad, I. )988;+. /tudies and researches for the implementation of quality assurance system

industry, "octoral Thesis, /ibiu, Iomania

!huter, . 5. )9889+. (uality *anagement in the !lothing and Textile @ndustries, The Tex

1xford

#adolph, /. 5. )988;+. (uality ssurance for Textiles and pparel, /econd edition, 4airch

New $ork

#ayaalp, @. 3 0rdogan, *. )988A+. "ecreasing /ewing "efects by ?sing /tatistical Droce

*ethods in the pparel 4actory, Tekstil ve #onfeksiyon, &ol.6A, No.9, )pril 988A+, pp. 6

*ehta, D.&. )988:+. n @ntroduction to (uality ssurance for the Ietailers, New ge @nter

Dublishers, New "elhi

Gusinessweek *arch 986=

Gusiness @nsider 986=

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THAN YO