THE HASHEMITE UNIVERSITY
CASE STUDY
QUALITY CONTROL & DEFECT ANALYSIS
IN GARMENT INDUSTRY
2023
PREPARED BY:
Saif Alzyoud , Khaled Alnaamneh , Roa’a Aldam
Hala khasawneh , Banan Alraggad , Elaf Swalha
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Quality control project
Quality control & Defect Analysis
in Garment industry
Team members
Saif Saleh Sulaiman Alzyoud ( 1938249 ) Dr. Raed Qasem Athamneh
Khaled hussain Alnaamneh ( 1938937 )
Hala marwan khasawneh ( 2040684 )
Roa’a sami Aldam ( 1938754 )
Banan Hisham Alraggad ( 2043090 )
Elaf Mansour swalha (1938416 )
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Index:
1. Abstract
2. Introduction
3. Summary
4. Company profile
5. Quality Control Methodology
6. Research Methodology
7. Pareto Analysis
8. Cause Effect Diagram
9. Critical to Quality (CTQ)
10. Check for normality
11. Control charts U chart and C chart
12. process capability
13. Logbook
14. CONCLUSION
15. References
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Quality Control Project
Quality Control & Defect Analysis in Garment Industry
Abstract:
This paper proposes a quality improvement plan based on the implementation of all what we learned during our quality control
course to improve the quality and productivity of a garment production line (G line) by employing specific techniques,
statistical tools and defect analysis to identify the defect of the company and create a better solution for faced problems.
Phase I analysis is an important part of an overall SPC program that depends heavily on control charts. A brief overview of the
research on Phase I parametric control charts for univariate data is provided.
While designing, the joint distribution of the charting statistics is used to control the false alarm probability, which is defined as
the likelihood of at least one false alarm. [1]
Introduction:
Quality is a particularly important variable in supporting the success of the business in which you are involved.
With superior quality, companies can compete and gain competitive advantages in both domestic and international markets, The
long-term goal is, of course, to control the current market.
Outstanding quality can be measured by looking at how the results of the product conform to applicable standards or other
ways of looking at the extent to which the product is accepted by consumersand can meet the needs and expectations of
consumers.
As the global economic situation changes in rapid motion, more and more emphasis in the industry is placed on profit margin
and customer demand for high-quality products and productivity improvement.
In the sewing and finishing section of this project, rework processes are specified for disposal to save time and cost and
improve product quality.
In the garment manufacturing industry, the main raw material is fabric; Others are several types ofaccessories, such as There
are nine major types of raw materials commonly used in clothing today.
Synthetic materials, Cotton, Cellulosic fibers/viscose, Wool, Silk, Leather, and Bast fibers.
In the apparel industry, it is typical for some garments to be rejected after shipment. The reason is, most manufacturers believe
that garments are soft goods and that irreparable defects may occur due to low-quality raw material, defective processes, orthe
casual behavior of the employees.
some of these defects are Horizontal lines. This fabric defect is defined by irregular lines that run fromside to side.
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Shade variation, Dirt /stains, uneven dyeing/printing/dye mark, Drop stitches, Misprinting, off printing or absence of
printing, Crease marks, Barre.
However, the factory must have checkpoints to control this problem. Refurbishment in the garment industry is a common
business that hinders the smooth rate of production and focuses on poor-quality products which has an impact on the overall
factory economy.
This is what the research will do on how to implement quality control in a garment manufacturing company
i.e., ‘’A’ Factory.
This project focuses on the apparel manufacturing process, because of the importance of this product.
In theanalysis of the implementation of quality control in ‘’A’ Company, ’A’ Company applies a standard system in the production
process without statistical quality control.
The method used in the research is the use of the statistical process approach, which is a DMAIC process tool with statistical
process control (SPC) tools.
As we know that in global and advanced production plants, the operational wastes in the garment manufacturing process are top
surface rework, printed label rework, sewing error, dying error, cutting error, sewing error repair, hole rework, fabric rework, and
fly shape inappropriate.
And other important adjustments and stages, but in the’’ factory the situation is different due to the lack of experience in quality
control and monitoring, so we will need to build a foundation for them to rely on in the future.
In the focus of this paper, we will talk about the application of the DMAIC tool and the application of the seven SPC tools in the
‘’A’’ garment factory, and we will focus on the product BLUE / DARK JEANS (Product PO 6119443067), BLUE / GRAY JEANS
(Product PO 6119443103), and BLUE / SOLID JEANS (Product PO 6119443114).
It was noticed by the distributors to whom the company sells the product to distributors to sell it in the market, that customers
complain about the short life of the jeans, due to a large number of wrinkles and scattering in them after several uses, and some
of them complained about the tearingof the side seams of the jeans, so the company contacted ‘’X’’Engineering Consulting to
solve the problem ‘’A’ ’company product, so ‘’X’’sent QC engineer to inspect products for ‘’A’’ factories.
The engineer has found a weakness in the statistical information in the factory, so he must use a method that shows all the data
and identifies the problems, their causes, and sources.
The DMAIC Process tool was found to be the best way to raise the quality of the jean’s product. [2]
Summary:
Garment Company is engaged in manufacturing garments such as pants, t-shirts, shirts, and others. To maintain consumer
confidence and produce a quality product, the company used a sampling technique with international standards by suppressing
high-defect products. The average defect rate of convection in various company products was about 29-32% in the period of
September 2014.
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Company profile:
The Elephant Tusk Company for the clothing industry provides many services such as Manufacture of ready-made garments,
import, and export for the company's purposes.
Founded Date :2004-01-21
40 machines (cutting, sewing, ironing, etc)
work is executed in two shifts.
1 production manager / 4 Supervisors in each shift.
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Quality Control Methodology:
Methodology
Define Define
Start Create
product
problem work plan
Variable
Check data
normality
Collect data
Type of
data
Transform data Take it
Start
Attribure
Nonconformity Noncomforming Sensitizing rules Out of
control
Type of control Caclulate control
chart limit (s)
False alarm
Check sheet pareto cause
and effect
Scrap Rework
Fig. 1: quality control methodology
Research Methodology:
Factory Conducting Gathering Identification Analysis and
information suggestions
selection Case study Of problems
Fig. 2: quality research methodology
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Step 1: Factory Selection
After gathering information, we have selected a factory which is situated in Zarqa.
Step 2: Conducting a Case Study
Finally, we conduct our research work in a particular garment factory named “The Elephant Tusk Company”. The demography of
thesituated organization is presented in table1.
Company name The Elephant Tusk
Company
Location Zarqa-Russeifa
Production Type The manufacture of
ready-made garments
Total number of workers Male:2000 -Female:1500
Total:3500
Production Capacity 1200000 PCS/Year
Working Hour per Day 10 Hours (Maximum)
table. 1: company profile
Step 3: Gathering Information
In this step, we have gathered defect data that occur in the front parts of the production line of the selected garment factory. Here
we have collected data on various days and used it for the Analysis purpose of the study.
Data sample size Number of n x
defects
1-Aug 1090 34 1028 32.06606
2-Aug 1105 70 1028 29.77014
3-Aug 1190 36 1028 31.09916
4-Aug 1180 34 1028 29.62034
6-Aug 1190 36 1028 31.09916
7-Aug 1140 35 1028 31.5614
9-Aug 1100 36 1028 33.64364
10-Aug 1200 37 1028 31.69667
13-Aug 810 25 1028 31.7284
14-Aug 810 27 1028 34.26667
16-Aug 850 25 1028 30.23529
17-Aug 670 27 1028 41.42687
18-Aug 670 27 1028 41.42686
19-Aug 670 25 1028 38.35820
table. 2: defect data
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Step 4: Identification of Problems
Identifying the problem is the major concern for this study. From our observation, we have seen repetitive defects occur cutter in
parts. Therefore, we tried to do our research work on this section, which is our major concern.
Fig. 3: data and check sheet
Step 5: Analysis and Suggestions
In this step, Pareto Analysis is performed which is required to identify major concerning areas. After that, Cause-Effect Diagrams
have been constructed for top-finishing defect types. Then U control chart is created, and we have provided some respective
suggestions to minimize the frequency of those defects.
G production line in garment factory
Garment front parts defects
Discrete data
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Findings & Data Analysis For findings and data analysis, we have collected data from the selected
factory. Table 2 shows the summary of defects in front parts of G production line in August 2022.
NO Name of defects Total number of defect
1 J stitch 88
2 Zipper att 47
3 Down flyer 91
4 cutter 154
5 Front rise 90
TOTAL 470
table. 3: Front parts defect types and their frequency
Pareto Analysis:
From the above data, we have performed Pareto chart that shows the top defect positions
Fig. 4: Pareto chart
Using statistical tools such as Pareto diagram. The result of Pareto analysis diagram showed that major
types of defects in front parts were cutter clothes (33%), front rise (19%), and down flyer (19%),
however the dominant type of defect was the defect of fabric.
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Cause Effect Diagram:
Cause effect diagram for broken stitch: it is created and increasing defects for the tendency of
producing more and garment become tampered. The reporter has identified the major causes, which
are responsible for man, machine materials, and methods. The cause-effect diagram for broken stitch
as shown in below.
Fig. 5: fishbone diagram
Critical to Quality (CTQ):
Attributes of a product or service that your customers have defined as being important. These
measurable characteristics are what helps us understand what steps in our process are value added, as
these critical to quality characteristics help define the value
Fig. 6: Critical to Quality
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Check for normality:
we apply normality test on the collective data and figure out its not normally distributed. the table below
show the data before and after transformation.
Number
of (j-
number defects percentage 0.5)/14
1 25 3.571429 0.035714
2 25 10.71429 0.107143
3 25 17.85714 0.178571
4 27 25 0.25
5 27 32.14286 0.321429
6 27 39.28571 0.392857
7 34 46.42857 0.464286
8 34 53.57143 0.535714
9 35 60.71429 0.607143
10 36 67.85714 0.678571
11 36 75 0.75
12 36 82.14286 0.821429
13 37 89.28571 0.892857
14 70 96.42857 0.964286
table. 4: data to check normality of data
check for normality
140
120
100
80
percent
60
40
20
0
0 10 20 30 40 50 60 70 80
No.of defect
Fig. 7: probability plot for number of defects
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Control charts U chart and C chart:
control charts are constructed here using Minitab since we are representing the defect in production
line in front parts not the defectives or nonconformity. The control chart, Displays the defects in the
samples and their limit. On the chart legend, each dot represents a defect or a group (cluster) of
defects. The vertical placement of the dot represents the number of samples. The horizontal placement
indicates when the defect (s) transitioned out of the last status selected on the chart (in Columns).
Fig. 8: U chart with variable sample size
Fig. 9: C chart with fixed sample size
After we noticed that the process is out of control and we went to find out the reasons directly in the
work environment, and after many examinations and collecting the reasons, we made a cause and
effect diagram to reach the causes and cancel them, and we were able to reach the reasons and cancel
them, as they were related to old machines and The experience of the employees, we excluded the
point and recalculated and noticed that the process became in control.
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The control chart after removing the point is as follows:
Machine and worker skills
Fig. 10: C chart after removing assignable cause
After that we moved from Phase 1 to Phase 2 to monitor the progress of the process and we collected
data again.
Data Number of n
defects
1-september 27 1028
2-september 25 1028
3-september 36 1028
4 September 26 1028
6-september 33 1028
7-september 35 1028
9-september 36 1028
10-september 36 1028
13-september 25 1028
14-september 27 1028
16-september 25 1028
17-september 27 1028
18-september 27 1028
19-september 25 1028
20-september 27 1028
21-september 25 1028
table. 5: defect data for phase II
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After collecting the data again in the second month, we found that the process was going well, and that
there were no out of control points, Since the process is within the specification limit the process is
capable.
Fig. 11: C chart for phase II
Machine and worker skills
Fig. 12: C chart for phase I and phase II
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process capability:
Down T/S front Number
Data J stitch Zipper att cutten average range
flyer rise of defects
1-Aug 6 0 7 14 7 34 6.8 14
2-Aug 25 7 14 12 12 70 14 18
3-Aug 6 3 6 12 9 36 7.2 9
4-Aug 5 3 6 12 8 34 6.8 9
6-Aug 7 0 9 12 8 36 7.2 12
7-Aug 6 0 8 13 8 35 7 13
9-Aug 6 5 6 10 9 36 7.2 5
10-Aug 5 5 6 14 7 37 7.4 9
13-Aug 3 2 6 9 5 25 5 7
14-Aug 5 3 3 9 7 27 5.4 6
16-Aug 6 3 4 8 4 25 5 5
17-Aug 6 3 4 8 6 27 5.4 5
18-Aug 10 4 5 8 0 27 5.4 10
19-Aug 8 3 2 4 8 25 5 6
average 6.771429 9.142857
std = R avg / d2 3.930721
Sample
size d2 USL = 8
2 1.128 LSL = 2
3 1.693 CP = 0.25440625
4 2.059 CPK = 0.10418542
5 2.326
6 2.534
7 2.704
8 2.857
9 2.97
10 2.97
table. 6: process capability
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Logbook:
is a documentation and follow up method used to record the production performance to set a reference
for studies and forecasting future performances.
Fig. 13: logbook
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CONCLUSION:
To summarize our work first we define the company and its specialization in the clothing industry. We
make two types of methodology: the quality control methodology and the qualitative research
methodology. We have selected a factory which is situated in Zarqa, before gathering information. we
conduct our research work in a particular garment factory, the demography of
The organization is presented. After that, we gathered defect data that occur in the front parts of the
production line of the selected garment factory, so identifying the problem is the major concern for this
study. We have seen repetitive defects occur in cutters in parts. Pareto Analysis is performed which is
required to identify major concerning areas. After that, Cause-Effect Diagrams
have been constructed for top-finishing defect types. We apply normality tests to the collective data and
figure out it’s not normally distributed.
And we did Control charts U chart and C chart using Minitab since we are representing the defect in
production line.
The control chart, Displays the defects in the samples.
After we noticed that the process is out of control and we went to find out the reasons directly in the
work environment, and after many examinations and collecting the reasons, we made a cause and
effect diagram to reach the causes and cancel them, and we were able to reach the reasons and cancel
them, as they were related to old machines and The experience of the employees, we excluded the
point and recalculated and noticed that the process became in control. After collecting the data again,
we found that the process was going well, and that
There were not out of control points, Since the process is within the specification limit the process is
capable.
References
Sustaining ready-made garment exports from Bangladesh. Journal of Contemporary Asia, 39(4), 597–
618. https://doi.org/10.1080/00472330903076891
Six Sigma Application in Healthcare Logistics: A Framework and A Case Study. Journal of Healthcare
Engineering, 2019. https://doi.org/10.1155/2019/9691568
A multilevel case study critique of six sigma: Statistical control or strategic change? International
Journal of Operations and Production Management, 24(5–6), 530–549.
https://doi.org/10.1108/01443570410532579
Implementing Lean Practices: Managing Transformation Risks. Journal of Industrial Engineering, 2013,
1-19. Implementing Lean Practices: Managing the Transformation Risks (hindawi.com)
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