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TOT LQUALITY MANAGEMENT, VOL.9,NO.1,igQS,123-131C RF X

Implementation of ISO 9000 in a textile mill

sHOK SARKARSQ C ORUnit, Indian Statistical Institute, Old CGO Building, 101 Maharshi Karve Road,Bombay 400020, India

A b s t r a c t ISO 9000 quality systems have been developedtoprovide necessary conceptualandstructural inputfor fulfilling customer needsbyensuring consistentanddesiredproduct quality.It isnecessary tohave an implementation plan, thesuccessofwhich dependson topmanagementinvolvement from thebeginning. Consultants canalso play a major rolein this implementationprogramme. Effectivenesso f asystem canbe judged by higher customersatisfactionthrough increasedemployeeinvolvement andproduct quality improvement. This case study deals with formationofroad map, implementation details, road blocksandtactical stepstoremovetheroad blocks,inimplementingISO9001 within 12 months and achieving better quality product inatextile mill.

IntroductionIn achanging world, theimportance ofquality systems (QSs) inorganizations' excellencehas been felt more and more, becauseitensures consistent and desired product quality.ISO9000 (1987) has evolved andisbeing updated continuouslytoprovide necessary conceptualand structural input to thedevelopment ofsuch asystem. As aconsequence, customersdemand ISO 9000 certification from their suppliers.

Implementation ofISO 9000 standards requirestheestablishment anddevelopmentofa documented system, and the involvementofall the employeesinadheringto it.This papergives details ofhow a textile mill, with thehelp of a reputed consultancy organization,implemented ISO 9000 within 12months and thereby achieved better quality productsandalso obtained the ISO 9000 certificate.

The organizationThe organization is aspinning mill engagedin thedevelopment andmanufacture ofcottonyarn, fancy yarn andother value added products (yarns). Themill is one ofthe leadingexportersoffancy yarns suchasslub yarn, core spun yarn and melange yarn, and 30 ofitsturnover comes from export. Management hasaplantoincreasetheexport turnover.Th eorganization's staffing is as follows: top management, 5; middle management, 17; supervisorystaff, 22; operators, 1345.

The organizationis in alabour-intensive process industry. For implementing ISO 9000,the following points were considered:


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1 2 4 A.SARKAR

is suchas tofacilitate easy inte rpre tationforthe engineering industry,but interpretationfor process industries like textiles requiresadeeper understanding,andimplementationrequires more effort. The education levelof theemployees was low, and therewas a language barrier,i.e

onlythe local languagewas for all internal communication. The time target for implementation was short because of the immediate effort givento exports. Themillislocatedin arural areaandwasthefirst milltoattemptISO 900certificationin this region.

In order tofacilitate the establishment, development and implementation of thesystem,theorganization engaged the services of a consultancy organization. The general approachfollowed inimplementingthesystemisgivenin Fig. 1.The current assessment showed that there was no documented system followed in themill. So the work started with interacting with top management. Someof the main pointsare described in the following.

Top managem ent involvementTop management commitment and involvement were first assured for the planning ofimplementation of ISO 9000. The management realized the need for proper planning,maintenance andcontrolinimplementingthe system. Someof the activites taken were:

Planning for development and implementation of the system and distribution of theplan to all management staff. This was finalized after discussion with the manage-ment staff. Theappointment ofa manageme nt representative(MR), and a management commit-tee consisting of the managing director (MD) as chairman, the MR as convenerand heads of departments as members with responsibility and authority for systemimplementation.

Theformation ofa task force fordevelopingandimplementingthe QS. Ensuring employee participation in theformulation ofquality policyand objectives. Planningfor required training programmes. Enablingthe management staff andsupervisors tounderstandingthe different clausesof the standard, their interpretation andrelevanceto the organization. Helping ma nag em ent, staff andsupervisorstodevelopthe system through continuousreview. Discussion on internal quality audit findings and encouragement of the task forcemembersto removethe deficiencies.

Training programmesThe next step taken by management was to impart necessary training to all employees.Management identified the training needsofpersonnel at different levels through discussionwith the consultants,and a training programme schedule (given inTable 1) wasprepared.The training programmes were conducted by the consultancy organization. It was ensuredthat all employees attendedtherelevant training program me.


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ISO 9000 IN A TEXTILE MILL 1 2 5

Inieratt andinvolve topmanagementPlan forsyslemesiabli.shmeni

Identify andconducttraining programmeInvolveunionleaders

Create awarenessamongOperatorsPlan for sysiem

documentation andreview

Is cfocumentadequate? No

Remove deficiencyand ensureadequacy

Implement thesystem

Review implementationand do internalquality audit

Yes

Does systemcomply wiihISO 9000'.'

Plan and initiaiecorrective action

Review thestatus

Plan and takecorrectiveaction Review thestatus

Review thesystem forimprovement

o forTQ M


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ISO 9000 INATEXTILE MILL 12 7

Documenta t i onManagement planned to implement the ISO 9001 model, as it is the most appropriate to theorganization's activity. Different activites carried out by the organization were reviewed, andit was found that only a few formats were used for recording necessary data. There were nodocuments available for any activity, and generally it was carried out based on practice or onverbal instructions. It was decided to follow the standard practice of documentation withminor modification. The documentation structure is given in Fig. 3. It may be noted thatthe document structure has been modified by developing standards for raw material, finishedand semi-finished material etc., and making it a separate document. The idea is to respondto the changing environment and customer demand effectively.

Standards were prepared based on the organization's requirements, and due care wastaken to achieve this during system development. Various levels of documents were preparedby the concerned task performers themselves and reviewed by the head of the departments.The number of documents prepared in each department is given in Table 2.During the development of the system, progress was continuously monitored by topmanagement. Top management took special interest in encouraging the task performers toprepare the document within the target date. It is worth noting that because of the continuous

Level IQuality assurance manualLevel IIQuality assurance procedureLevel i nWork instructionLevel IVFormats/checklists

DepartmentsFigure 3 . Documentstructurefor the system.

Table 2. Docum ents prepared for ISO 9000 implementationQualityassurance Work Formats/No. Dept/function procedures instructions checklists

(1 )(2 )(3)(4 )(5 )(6 )

ManagementProductionMaintenanceMarketingPurchasePersonnel

445242

-3631-

82

-52856


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1 2 8 A. SARKARmonitoring by top management, documentation of the system became possible within 8months. During documentation, it was observed that certain activities can be performedmore effectively using formats/checklists. For example, contract review is now carried outmore effectively by using checklists.

Continuous reviewTo ensure effectiveness, the system implementation process was continuously reviewed bythe management committee and task force, starting with development. Before any review,task performers were asked to ensure the correctness of the documentation, implementationand compliance. The process of implementation was thus easy, effective and efficient.For each review, due care was taken over the following points:

(1) Uniformity in each level of documents.(2) Whether required information was documented or not.(3) Documents assured meeting the standard wherever necessary.(4) Improvement of the system.

On average documents of levels I to III were reviewed five times, and in the process moreclarity was built up among the employees. It is worth noting that, through continuous review,management ensured that the system was implemented within 12 months.

Union involvementThe organization had two registered unions. Although the unions differed on many issues,for the implementation of system they were together in cooperating with the management.Management recognized the role of unions and interacted with them at various stages.Training programmes on system implementations for operators were arranged by them.Du ring training prog ramm es, union leaders as well as other mem bers took active participationand had their doubts clarified in connection with system implementation.

In the later stages, union leaders took an active role, explaining to the workers their rolein implementing and maintaining the system. It is worth noting that unions worked hand-in-hand with management to fulfil the organizational goal.

AwarenessAwareness of the system development and implementation among the employees was createdthrough training programmes. The quality policy was printed in poster form and displayedin prominent places. Top management reviewed the awareness by interacting different levelsof operators.In the organization, there is a tradition that operators decorate their own department ona local festival day. As part of their decoration, the workers displayed placards depicting thequality policy and their commitment to implementing and maintaining the system. Thisclearly shows the level of awareness among the workers.

Internal quality audit


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1 3 0 A. SARKARTable 4 .Results ofquality improvement studies

No. Area Problem Result achieved Techniques used(1) Production(2) Production(3) Purchase

(4) Personnel(5) Electrical

maintenance

Hard waste at cone windingwas at higher level (1%)High% at draw frame(3,5%)Money blocked in inventorywas high.Th eordering costwas more, as the average no.of orders was 25/dayAbsenteeism amongoperators was 4%High power consumption atring frame-

Waste was reduced to0.7%CV% brought down to2,8%Inventory was reduced andthe no. of orders camedown to 10/dayAbsenteeism reduced to2.5%Power consumption wasreduced by 5%

Seven quality controltoolsSpectrogram analysisScientific inventorymanagement

Seven quality controltoolsSeven quality control toolsand test of hypothesis

Table 5.No n-conformities during initial audit

N o.(1 )(2 )(3 )(4 )(5 )(6 )(7 )Total

Clause nameQuality recordsDocument controlProcess controlContract reviewPurchaseIdentification and traceabi ityOthers

N o.IQ A332618853

1010 3

ofNCRs in:Initial audit

2464515

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were closed during the audit perioditself.These are given in Table 5. At the 'closing meeting'the auditors recommended the organization for certification.

Fo l low-upDuring development and implementation of the system, management realized the benefits ofthe system. In order to achieve organization p erformance excellence, they are moving tow ardstotal quality management. Some of the steps already taken are:

Co ntinu ous review to maintain, sustain and improve the Q S. Im par ting statistical knowledge to the executives for problem-so lving. Making studies into quality and productivity improvement. Auditing the system for its effectiveness. Review of customer feedback and corrective action.


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ISO 9000 IN A TEX TILE MILL 13 1

ReferencesISO (1987) Quality Managemem and Quality Assurance Standards (Geneva, ISO).MONTGOMERY, D . C . (1991a)Introductionto Statistical QualityControl, 2nd Edn (New York, John Wiley & Sons).MONTGOMERY, D.C. (1991b) Design ofExp eriments, 2nd Edn (New York, John Wiley & Sons).RATNAM, T V . &CHELLAMANI, P. (1990) Norms for Spinning, 5 th Edn (Co imha to re , S ITRA ) .TAGUCHI, G (1988) System of Experimental esign(De arbor n, MI, American Supplier Insti tute).


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