Friday, June 7, 2013

Procedure For Management Review in Garments


To ensure that all relevant information regarding the operation of the quality management system is conveyed to executive management, so that appropriate decisions can be made concerning the effectiveness and suitability of the system.


This procedure applies to the review conducted by the top management of Muazuddin Textile to check effectiveness of the quality system.

The Management Representative is responsible for directing the organizational aspects of this procedure. Other responsibilities are as indicated.


4.1 Management review meetings are held quarterly till certification after that twice a year.

4.2 The following personnel participate in the meeting:

• Managing Director

• Factory Manager

• Management Representative

• Production Manager

• QC Manager

• Any other people requested by committee members

4.3 Meetings are chaired by the Managing Director or Factory Manager.

4.4 The meeting agenda includes:

• Business arising from the last meeting

• Review of Quality Policy & Quality objectives

• Customer feedback & Customer Complaint

• Process performance & product conformity

• Corrective & preventive action requests

• Results of internal audits

• Resource requirements

• Any other matter relating to the quality management system

4.5 The meeting agenda is distributed to all participants, at least two days prior to the meeting date, via Notification of Management Review (MR/3/05).

4.6 Minutes of the meeting are recorded and distributed to participants within five days of the meeting – Management Review Minutes (MR/3/06).

4.7 The progress of actions arising from the review is monitored to ensure effective implementation.

5.0 Related Documents

Notification Management Review MR/3/05

Management Review MR/3/06

Internal Quality Audit of Garments


To ensure that each department works according to the Quality Management System.


This procedure applies to all internal audit activities within the departments participating in the quality system.

The MR of Muazzuddin Texttile Limited is responsible for the preparation of audit schedules and selecting independent auditors for all departments. The Auditor is responsible for audit and follow up procedures.

4.1.1 All departments will be audited at least once in a year. Audits of any or all departments may be carried out more frequently on the advice of Chief Executive /Management Representative or as a result of previous audits.

4.1.2 MR of the organization with his coordinator prepares the Internal Quality Audit Schedule on yearly basis which contains the audit dates and name of the auditors. The schedule is presented to all department Heads.

4.1.3 In case of any change Internal Quality Audit Schedule MR/3/09 may be revised and reissued.
4.1 Audit

4.2.1 Auditor/audit team perform audit, conducts opening meeting with auditee/ departmental head and note down audit results.

4.2.2 Detail of persons interviewed, documents checked and other audit activities are recorded on Audit Activity Log, MR/3/10.

4.2.3 Any nonconformity found during the audit is reported on Nonconformity Report, MR/3/11. Department heads will decide on corrective action and target dated.

4.2.4 For each audit, an Audit Summary Report, MR/3/12 is prepared.

4.2.5 The non conformities are discussed with the auditee in a closing session after conducting the audit and copy of the non-conformity reports are also presented to the auditee on the same day. The auditor prompts the auditee for review of the non conformities raised and agrees on the corrective action and target date suggested by the auditee.

4.2.6 In case of disagreement over a non conformity between Auditors and Auditee, the issue is finally resolved by the Management Representative.

4.2.7 Copy of Audit Summary Report may be provided to the Auditee while original is retained by MR.

4.2.8 In case of second party audit the same procedure is adapted and same reports are used.

4.3 Follow up:

4.3.1 Follow up audit is conducted either by the auditor who conducted the first audit or by other independent auditor assigned by MR, thereby closing NC forms by target dates as stated in.

4.3.2 If in the follow up audit it is observed that action taken on any nonconformity is not effective or not taken then a Corrective & Preventative Action Form, MR/3/07 is raised.

4.3.3 For statistical purposes as an aid to improvement, the Audit Statistics Report, MR/3/13 is completed for each audit.

4.4 Second Party Audit

4.4.1 The second party audits are done by the consultant or any approved source, which is independent of the activities of the organization. The records are maintained as per this procedure.

4.4.2 The Management Representative is responsible for the follow up.

5.0 Related Documents

Internal Quality Audit Schedule (MR/3/09)

Audit Activity Log (MR/3/10)

Non Conformity Report (MR/3/11)

Audit Summary Report (MR/3/12)

Audit Statistics Report (MR/3/13)

CPA Request Form (MR/3/07)

Monday, June 3, 2013

Corrective and Preventive Actions for garments

1.0            Objective
           This procedure outlines the requirements of taking appropriate Corrective and Preventive Actions against non-conformance or the potential non conformance in order to avoid or prevent the reoccurrence of non-conformity.

2.0              Scope
This procedure is applicable to all functions in the company who can suggest and implement corrective and preventive actions for continual improvement in the quality management system.

3.0              Responsibilities
        The Management Representative has responsibility for directing the activities of this procedure.
        All company personnel are encouraged to identify and bring into the notice of their supervisor an area for improvement in the quality management system.
        The section in-charge or departmental head can initiate the corrective and preventive action by filling in the Corrective / Preventive Action Request (CPAR) describing the unsatisfactory condition or the improvement suggestion.

4.0              Procedure

4.1              Improvement

All company personnel are encouraged to identify opportunities for improvement in the quality management system related to his work function. The improvements may be identified in the following manner:

a)      Progressive up-grading the quality objectives on routine basis
b)      Performance improvements
c)      Initiating corrective actions on recurrent problems
d)      Initiating preventive actions on potential non-conformities
e)      Giving suggestions for improvement
f)       Quality Circles

4.2              Initiating Corrective Actions

Corrective actions are taken to eliminate the causes of non-conformities to prevent their recurrence. Corrective Actions may be initiated in the following cases:
:  Identification of major product non-conformity or recurrent problems
:  Any non-compliance identified during follow up internal  quality audit
:  Customer feedback including customer complaints
:  Non-conforming deliveries from suppliers

4.3              Requesting and Processing CAR’s

Corrective actions can be initiated by any person in the company by reporting it to his section in-charge or departmental head. The concerned section in-charge or departmental head fills in the Corrective / Preventive Action Request (CPAR). The request contains a description of the unsatisfactory condition that needs to be corrected and are addressed to the manager who is responsible for the area where condition occurred.
The CPAR is sent to MR, who reviews the corrective action with concerned departmental head. After approval by departmental head, the responsible person and target date for implementing the corrective actions are assigned then the corrective action listed into Corrective Action Log.

The responsible person investigates the causes of the problem that initiated the request. The investigation process includes:

:  Interviewing the concerned persons and gathering their views about the possible causes of non-conformities.
:  Observing and examining the concerned processes and related records.
:  Examining the supplier and his supplies, where required.
:  If appropriate, make use of statistical techniques (cause and effect diagram) to determine root causes.

He then proposes a corrective action to be taken and indicates the date by which the corrective action will be fully implemented.

4.4              Implementation of Corrective Action

When a corrective and preventive action is decided upon, it is implemented on trial basis and the results are closely monitored. Further measures or changes in the measures may have to be made during the trial period until satisfactory results are attained. The magnitude of corrective action depends on the nature of non-conformity and its effect on the quality of product.

4.5              Verification of Corrective Action

On, or immediately after, the due date of implementation of a corrective action, concern person follows up to determine if the corrective action has been implemented and if it is effective. When there is objective evidence that the corrective action is effective, the CAR can be closed out. If more work is needed to fully implement the action, a new follow up date is agreed upon.

When the corrective and preventive measures are found to be effective, they are incorporated in the quality system by making suitable changes in the relevant documents such as drawings, specifications, operating procedures, work instructions and quality system procedures.

4.6              Preventive Actions

Preventive actions are taken to eliminate any potential causes of non-conformity. The objective is to provide a mean for detecting any deterioration in processes, work standards and systems and thus to prevent the occurrence of a non-conformity.

The need for preventive action is brought out by analysis of the following information:

:  Data on product and process trends
:  Customer feedback
:  Inspection and test records
:  Performance reviews of suppliers

A preventive action can also be initiated by any person by reporting it to his/her (Employee) section in-charge or departmental head who fills in the CPAR and sends it to MR. The procedure for processing, implementation and follow-up of preventive actions is the same as described in subsections 4.3, 4.4, and 4.5 above.

4.7      Management Review meetings
Status of corrective and preventive actions is presented in management review meetings as input. MR compiles the status of corrective and preventive actions and submits it in the management review.

5.0              Records Related to Improvement Procedure

Corrective / Preventive Action Request                     (MR/3/07)
Corrective & Preventive Action Log               (MR/3/08)

Procedure for Administration in garments industry

1.                   Purpose & Scope:
To develop an effective system this identifies and evaluates the health and the working environment of the company. Production unit comes with in the scope of this work Instruction.
2.                   Responsibilities:
The Administration Manager & MR is responsible for directing the activities relating to this work instruction.

3.                   Procedure:

3.1                Medical History:

                                                            When ever any employee will be hired for Muazuddin Textile Limited the doctor will check the
Worker and will prepare the Medical History Card of the worker.

3.1.2     Doctor will examine the worker weather he / she has any history of such a disease, which is transferable like hepatitis T.B etc, or not if any of the person carries such a diseases Doctor will inform the Admin dept.

3.1.3     No such person will be employed in Muazuddin Textile Limited who carries such a disease, which is transferable.

3.1.4     Every three months doctor will examine all employees and will keep the history of the worker in the Medical History Card (ADM/3/01).

3.1.5     Medical History Card will be kept in every employees file.

3.1.6     If the Medical History Card is not properly maintained Admin Manager should raise a CPA to inform & take necessary initiative by the higher management.

3.2                Working Environment:

3.2.1                                               On monthly bases Admin Dept. or MR will check the working condition and the environment of
The factory.

3.2.2     During the visit Admin Manager will prepare the working Environment Check list (ADM/3/02).

3.2.3     Admin Manager can raise CPA if he founds working environment unsatisfactory.

4.                   Related Documents:

Medical History Card                                                     ADM/3/01

Working Environment Check List                                  ADM/3/02


Procedure For Human Resources (HR) & Training for Garments industry

To identify, provide and track employee-training requirement, for all employees in the organization.

This procedure is applicable for all the employees of the organization

The administrative manager is responsible to follow this procedure & MR monitors the update status of the activities.
4.1Hiring of Personnel
The job requirements and specifications for a position (e.g., minimum qualification, experience and other requirements related to the job position) are defined in the concerned Job Description.

The requirement for any hiring is identified by Factory Manager / concerned departmental head. The request for new hiring is communicated to Factory Manager through Personnel Requisition form.

Factory Manager reviews and assesses the legitimacy and validity of the new hiring and makes recommendations for the new hiring. The requisition is then forwarded to Managing Director for approval of new hiring.

After approval, the position is advertised in the notice board or local newspapers. In addition, personnel having any reference may be directly contacted. The candidates are asked to submit their CVs/bio-data.

The bio-data are scrutinized and short-listed by Administration Department basis on the requirements of the job position. Short-listed candidates are issued call for interview.

A panel of interviewer is formed to interview and assess the candidates. The interview panel consists of following members:

n Managing Director / Executive Director / Director
n Factory Manager
n Admin Manager
n Concerned Departmental Head

The candidate is initially hired on temporary basis for a 3 (three) month’s probationary period after which his/her performance is reviewed and assessed by his departmental head. In case of satisfactory performance, he is hired on permanent basis. This rule may not be applicable for hiring operators / helpers /workers.
Administration Department maintains the personal files (including operators and inspectors) of personnel which includes their bio-data, credentials and training records.

4.2 Training and Skill Development
4.2.1 Orientation to New Employees
· Orientation of new employees includes:
· Orientation on administrative policies (e.g., working hours, leaves, medical, disciplinary policies)
· Understanding of Quality Policy
· Understanding of job responsibilities and authorities
· On-job training

After the joining of the new employee, Administrative Manager/ Concern Departmental Head initiate the orientation of employee by filling in the Training Record. The employee is first given orientation on administrative policies and quality policy by MR. The training is recorded on Training Record form.

4.1.1. Continual Identification of Training Needs
Training needs of employees are continually identified by their departmental heads/in-charges as a result of following developments:
n Changes in services or operations;
n New or revised procedures, or changes in the quality policy;
n Inadequate performance of individuals or groups of personnel.
n Results of internal quality audits;
n Corrective/Preventive Actions

Based on these identified training needs, Admin Manager Plans and arranges internal training sessions of employees. Training records of concerned persons are updated.

4.1.2.External Training
Admin Manager contacts various external training courses, if they feel that this training will be helpful for the employee.

After completion of course, the concerned person submits a copy of course certificate to Administration department. These certificates are filed in the personal record and the training records of concerned employees are updated.

4.2. Performance Evaluation
At the end of each year, employee initiates the performance evaluation of company’s personnel. Accordingly, Performance Evaluation forms of personnel are sent to the concerned departmental heads.

Performance results for the previous year are assessed based on the following criteria:
n Company’s objectives
n Achievement of specific tasks
n Completion of assignments
n Management’s expectations

In addition, the improvement areas and the corresponding training requirements for next year are also identified. The evaluation forms duly filled are sent back to Admin department.

Employee compiles the training requirements identified in the evaluation forms and prepares a tentative annual Training Plan. The training plan is thoroughly reviewed by concerned departmental heads and approved by MR.

5.0 Related Documents:

 Training Need Assessment MR/2/14
 Employee Training Record MR/2/15
 Performance Evaluation form MR/2/16

Friday, May 31, 2013

Work Instructions for Trial Samples of garments

Sample is very important part of garments manufacturing technology. All of the instruction and requirement are practically get from a garments sample. Most of the sample is made very carefully with a multi skill operator. It must be approved by buyer.

1.0 Purpose & scope:
2 Pieces of the trial samples of every style are made to get the technical know how of the constructions of the style and to show the same to the middle management in the sewing section.
To identify critical & new operations for further training.

2.0 Responsibilities:
It is the Sewing In Charge responsibility to maintain all the trial samples & to provide the necessary training to the Line QC, supervisors, and workers.

3.0 Procedure
3.1 Before the pre-production meeting starts the Sewing In Charge gets the fabric cut panels from the cutting department.
3.2 Sewing In Charge will assign 2 trial samples to the respective Line QCs for sewing as per customer-approved sample. The Manager – Quality Control will verify the samples (for construction only) against the customer-approved samples.
3.3 If training required for vital operations associated with the style, to commence training immediately.
4.0 Related Resources
1. Customer approved sample.
2. Cut panels

Procedure for Garments Store according to ISO

1.0 Purpose & Scope
To maintain a simplified, organized system of monitoring goods received, proper handling & safe storage of the same in the store and maintaining accurate records of all related documents needed in performing those duties.

2.0 Responsibilities
The Store In-Charge is responsible for directing all the activities relating to this instruction.

3.0 Procedure
3.1 Demand of Goods
3.1.1 After receiving the Store Requisition (STR/3/01) form the Departments, Store In-Charge will check the stocks if the required items are there they will be issued.
3.1.2 Incase the goods are not available; Store In-Charge will prepare Store Purchase Requisition (STR/3/03) and will forward to the accounts department for purchase.

3.2 Receiving Goods
3.2.1 Order wise goods (Fabrics & Accessories) are received against the work order copy send by the Merchandising Department. Spare parts & other stationery items are received against the Store Purchase Requisition (STR/3/03). 
3.2.2 Upon receipt of the Fabrics, Spare parts and Accessories items Store In-Charge prepares Inventory Report (STR/3/02). Then he informs the concerned department head regarding goods arrival. 
3.2.3 Fabrics are received by the Store In-Charge and kept in the receiving area or identified as “Under Inspection”. QC department is informed to carry out the inspection and checks the fabrics against their requirement. After inspections are carried out QC personnel prepare Good Receiving Note (STR/3/04) and send a copy to the merchandiser if the fabrics are OK or NOT. After receiving Goods Receiving Note (STR/3/04), Store In-Charge will keep the fabrics in a designated place using identification tags (Order No. & Buyer Name) and he also updates the Stock Ledger (STR/3/05) for Fabrics. 
3.2.4 Upon receipt of the Spare parts and Accessories items, concerned department will come & check weather the items are as per requirement or not and they will prepare Goods Receiving Note (STR/3/04) for those items and give the final acceptance for storing the goods. Store In-Charge keep the items in a designated place using identification tags and also updates the Stock Ledger (STR/3/06 & STR/3/07) for Spare Parts & Accessories separately.
3.2.5 The Store In-Charge will check stationary items against their quantity & physical conditions by himself. No Good Receiving Note will be maintained for stationery items. If he founds the stationery items in good shape and in right quantity, he will update the items in the Stock Ledger (STR/3/08) and will keep those items in their designated place. 
3.2.6 If any items found defective or not as per quantity, defective items should be segregated and identified as “Rejected” and merchandiser or purchase department will be informed immediately for necessary action.
3.2.7 Copy of all Goods Receiving Note (STR/3/04) is forwarded to merchandising and accounts department for necessary action.

3.3 Issue
3.3.1 Goods are issued against Store Requisition (STR/3/01) duly approved by the Factory Manager or Production Manager. After every issue the Stock Ledgers are updated.
3.3.2 Store In-Charge issues machine Spare parts after he receives the old parts.

3.4 Handling and Storage Instruction
3.4.1 Stationary items are kept on suitable storage racks.
3.4.2 All Fabrics are segregated and identified by Order No. or Buyer Name And kept in pre-determined areas for easy reference and quick supply. 
3.4.3 All the fabrics are covered to protect the same from dust or flying insects.

3.5 Stock Condition Assessment 
3.5.1 Condition of stock in store is assessed on yearly basis.
3.5.2 Any item found damaged or deteriorated is segregated and disposed off accordingly.
3.5.3 Concerned Departmental Heads are consulted to assess if the goods can be used or not.
3.5.4 List of obsolete / unusable items is prepared and submitted to the Managing Director for disposal.

4.0 Related Documents
Store Requisition                              STR/3/01
Store Inventory Sheet                       STR/3/02
Store Purchase Requisition                STR/3/03
Goods Receiving Note                      STR/3/04
Stock Ledger (Fabrics)                     STR/3/05
Stock Ledger (Spare Parts)              STR/3/06
Stock Ledger (Accessories)              STR/3/07
Stock Ledger (Stationery)                 STR/3/08

Garments Working Environment check list according to Compliance Based on ISO

01. The Facility Floor, Storage area is clean and well maintained?
02. Has white wash or color wash taken place at least in the last 18 months?
03. Is the facility well lit and well ventilated. Are there windows and sufficient fans in all working areas for adequate circulation, ventilation & temperature control?
04. Are there exhaust fans in the production floor to prevent accumulation of fumes and dust?
05. Is there sufficient work surface lighting in production areas-such as cutting, sewing and pressing?
06. Is there sufficient work drinking water available on the work floor and are there means for cooling the water in summer?
07. Are their sufficient toilets available to the workers (at least 1: 25)?
08. Are the toilets functioning and clean?
09. Are exhaust fans provided in the toilets?
10. Exits are visibly marked and exit doors are working properly?
11. Exit doors and aisles are not blocked even temporarily?
12. Emergency lights are installed above exits and staircase and are properly charged?
13. Staircases are unobstructed and free of carton and boxes?
14. Doors which are not to be used as an exit are posted with a “NOT AN EXIT” sign (i.e. in the language to be understood by all workers)?
15. Exit lead directly to open space and safe access to a public way?
16. Exit floors are not tripping hazard and potential tripping hazard is posted with “Watch your step” sign?
17. Fire extinguishers are visibly marked, properly labeled, mounted and charged and also show the date of their last inspection?
18. Fire alarms are working and found on all floors?
19. There is battery back up alarm system, manual alarm system or electric alarm system?
20. Electrical boxes, circuit breakers and outlets are:
                      a. Covered
                      b. Posted with “DANGER” sign?
21. Circuit breakers are properly labeled to identify equipment it disconnects?
22. Electrical boxes and circuit breakers:
                     a. Are kept free of obstruction
                     b. Covers are closed?
23. Flammables are stored in a separate storage area?
24. Electrical equipment are:
In an enclosed area or approved cabinet
Has sufficient space around it for safe operation / maintenance?
25. Electrical equipment area / enclosure is not used as a storage area?
26. Generator room not used as a storage area (old machinery, discarded boxes etc.)?
27. Personal protective equipment available e.g. hand gloves for cutting section, mask for sand brushing, goggles for buttoning section etc.?
28. Well-stocked first aid kit available on each floor and staff trained in basic first aid.
29. Is a notice affixed in every floor naming the person in charge of the first aid box?
30. Evacuation Plan posted and clearly marked?
31. There is no form of physical abuse, including threats of violence, sexual harassment, screaming at workers or other verbal abuse?
32. Sufficient sand and reserved water available for fire fighting?
33. Is there a canteen for the employees?
34. Is there a prayer room for the employees?
35. Are there any broken needles, metal pieces lying on the floor and is the same removed?
Are needle logbook maintained? 

Wednesday, May 29, 2013

Garment Machine Maintenance Procedure according to ISO

1.0 Purpose & scope 
Get the optimum performance & results from the machines with regard to quality & productivity. To be corrective & preventive where determining the root concerns all activities causes and take effective actions.

2.0 Responsibilities:
It is the Maintenance In-charge responsibility for the overall activity of the section & he has mechanics to assist him in all functions related to corrective & preventive maintenance

3.0 Procedure:
3.1 Installation of new Machinery
3.1.1 To read the assembly instructions manual provided by the supplier which contains, Kit identification, Table assembly instructions, belt installation, electrical wiring diagrams etc.
3.1.2 Check for damaged parts and if found inform supplier immediately
3.1.3 Verify all the function of the machines such as trimming, tacking sensors etc. are in order
3.1.4 Number the machines according to brand, type, and serial for easy reference.
3.1.5 Maintain record of machine brand, machine Installation date & machine no. the Machine History Register (MNT/3/01)

3.2 Preventive Maintenance
3.2.1 The Maintenance In-charge prepares a Preventive Maintenance Schedule (MNT/3/02) once a year, which contains the maintenance checklist and the frequency
3.2.2 The frequency of the maintenance is decided based on the machine manufacturer’s recommendations and on past experience.
3.2.3 The Preventive Maintenance Schedule (MNT/3/02) is approved by the Factory Manager / Production Manager and is circulated to all Department Heads.
3.2.4 Preventive maintenance of every machine is carried out according to the preventive maintenance schedule.
3.2.5 Services of Machines are recorded on Machine History Register (MNT/3/01) and also in Maintenance Register (MNT/3/03). Maintenance of machine at correct times is closely monitored & assured by the Production Manager.

3.3 Machine Break Down
3.3.1 During the production process, if the machine performance fails to comply with the required standard in regard to puckering, thread breakage, skipping etc. immediately the helper informs the line supervisor and supervisor informs the maintenance personnel immediately.
3.3.2 If the mechanic needs time to repair it, he should replace it with another machine to avoid production failures.
3.3.3 If spare parts are required, a requisition should be raised and approval should be obtained from the Factory Manager / Production Manager prior to replacement.
3.3.4 After Machine adjustments are completed, the mechanic must check a few pieces and depending on the result may or may not go for further machine adjustment.
3.3.5 The Mechanic has to record the particulars & job details in the Machine History Register (MNT/3/01) and Maintenance Register (MNT/3/03).
3.3.6 The duration of the interruption is recorded on the Maintenance Register (MNT/3/03) and the Mechanics also signs on the operator’s production control sheet.
3.3.7 Parts replaced are also recorded on Maintenance Register (MNT/3/01).

3.4. Receipt and Issue of Spare Parts 
3.4.1 The parts are received from the store by raising a Store Requisition Slip (STR/3/01) duly signed by the Factory Manager/Production Manager.
3.4.2. While issuing new parts, the maintenance In-charge first checks the damaged old part. If the old part cannot be repaired only then a new part is issued, provided it does not effect production.

4.0 Related Documents
Machine History Register                  MNT/3/01
Preventive Maintenance Schedule     MNT/3/02
Daily Maintenance Register              MNT/3/03
Store Requisition Slip                       STR/3/01
Wish You Good Luck..................................
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Document Control in Garments Industry, ISO requirment

1.0 Objective
To ensure that all documents forming the Quality Management System (QMS) are controlled and distributed so that only latest documents issued are in use by those employees requiring them.

2.0 Scope
This procedure covers all document control activities regarding the quality management system.

3.0 Responsibility
The Management Representative (MR) is responsible for directing activities relating to this procedure. Where other functions have responsibility, they are so indicated.

4.0 Procedure
4.1 Document Hierarchy

Level 1:           Quality Manual
Level 2:           Procedures, Matrix, Work Instructions, Quality Plan & External origin
Level 3:           Quality Records & Formats

4.2 Document Identification
4.2.1 The documents are identified by their titles, codes or by the ISO 9001:2000 standard clause reference

4.3 Document Coding
4.3.1 The corner of pages contains:
        Document Code      example:                PRD/2/012
        Issue Number                                       Issue 1
        Page Number                                       Page 1 of 4

4.3.2 The document code is of the form AAA/B/CCC, where:

          • AAA             is the department (see list below). Can be 2 to 4 letters.
          • B                   is the document level, 2, or 3.
          • CCC             is the individual document number, starting from 01.
The exception is the quality manual, which is coded simply as QM/1.

4.3 Procedures Structure
The format of the documents is not standardized with respect to design and layout, however, level 1, level 2 (except the External origins) and Level 3 documents contain at least the following information:

     -Related Documents (If any)
      -Written and Reviewed by
      -Approved by
      -Issue Date & No.

4.4 Document Initiation/Review/Approval

4.4.1 Documents are written by or with the help of the appropriate personnel involved with the activity.
4.4.2 Reviewed by the author of the documents or the person indicated.
4.4.3 Approvals:
Departmental Procedures – Managing Director/ Factory Manager/ Management Representative
MR Procedures – Managing Director/Factory Manager
Quality Manual – Managing Director

4.5 Issuing Documents
4.5.1 The original document, signed, unstamped and dated, is retained in the Central Quality File. This file comprises separate folders for each department, containing all the quality system documents for that department.
4.5.2 Copies of all Level 1 & 2 documents are made and issued to a department are stamped “Controlled Copy” and are recorded on a Document Master List (MR/3/01) for each department.
4.5.3 A Circulation Record, MR/3/002, accompanies each original document.
4.5.4 Copies of documents are distributed to the appropriate personnel who sign the Circulation Record.
4.5.5 Uncontrolled photocopies are only allowed for use by external parties, e.g. customers, auditors, etc. These are stamped on the front page as “Uncontrolled Copy”. Distribution records are not maintained for these copies.
4.5.6 The preparation and updating the work instructions (if required) is the responsibility of the departmental heads. If the work instructions are to be displayed on the board, the departmental head will ensure that the latest version of the work instruction is displayed. The original, approved text of the work instruction will be retained in the Central Quality File, along with a Circulation Form.
4.5.7 Job Descriptions, Quality Plans, Quality Policy and Objectives are circulated in the same way.
4.5.8 Some level 3 documents are maintained on electronic media (soft copies). These documents are controlled through custom made software security system. These documents are identified by their name/title. These documents are backed up on weekly basis.

4.6 Amending Documents
4.6.1 Changes required are raised on a Change Request Form, and submitted to the Management Representative.
4.6.2 Management Representative in consultation with the personnel who initially wrote and approved the document gives approval of proposed change.
4.6.3 If the changes are approved a new issue is published. The issue number advances, that is, Issue 1 becomes Issue 2, etc.
4.6.4 The change(s)/new addition(s) are identified by underline / highlighting the amended section.

4.7 Withdrawal of Obsolete Documents
4.7.1 The amended document is issued and distributed according to procedure (see section 4.6).
4.7.2 The Document Master List (MR/3/01) is updated.
4.7.3 All obsolete copies are withdrawn and signed for according to the Circulation Record.
4.7.4 The original copy of the obsolete document, along with its Circulation Record and Change Proposal, is kept for reference purposes, in an Obsolete Document File, MR/3/04. The front page is red stamped as “Obsolete”.
4.7.5 Old documents are stamped in red as “Obsolete”. They are retained, if required for reference, or destroyed on the authority of the concerned department head. All remaining copies are destroyed

4.8 Issuing & Amending Level 3 Formats
4.8.1 Preparation of formats is the responsibility of department heads.
4.8.2 A blank (for sample) copy is attached to the relevant procedure or work instruction in Central Quality File for reference. If the same format is used for more than one document, then it need not be attached with every procedure.
4.8.3 They are printed on white paper and include a code number and issue number.
4.8.4 Copies are allowed for working activities.
4.8.5 Changes are made according to sections 4.6.1 and 4.6.2 and the issue number advanced and the previous copy is replaced in central Quality File.
4.8.6 Amended issues are sent to the Management Representative for inclusion in controlled copies of the relevant document. The Change Proposal and a copy of the obsolete document is kept in the Obsolete Document File.
4.8.7 Department heads are responsible for withdrawal and destruction of old issues and distribution of new issues to the concerned work areas

4.9 Control of External Origin Documents
External Documents are controlled in the same way like internal documents except the copy of the external document may not be retained in the central quality file.

4.10 Document Maintained
A Master List of Documents (MR/3/01) is maintained in central quality file to identify the latest issue of the document in circulation the revision status is incorporated in the individual documents.

4.11 Computer Back-up
All the documents of the Quality Management System are stored in the computer and for safety purpose a back up in the form of floppy disks and are kept by the Management Representative.

5.0 Related Documents
Document Master List           MR/3/01
Circulation Record                MR/3/02
Change Proposal                   MR/3/03
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Tuesday, May 28, 2013

Procedure for Garments Measuring And Monitoring Devices based on ISO

1.0 Objective
This procedure ensures that appropriate Inspection, Measuring and Test Equipment are identified, calibrated, preserved, controlled and maintained.

2.0 Scope
Applies to all Inspection, Measuring and Test equipment (IM&T) used in Muazuddin Textile Limited

3.0 Responsibility
Manager Quality control shall ensure appropriate control, calibration and maintenance of inspection, Measuring and Test equipment.

4.0 Procedure
4.1 Identification:

4.1.1 All the measuring and monitoring devices which are used in Swan Garments Limited Will be identified with unique identification number.

4.1.2 Location of measuring equipments is done by the following codes:
 - QC Quality Control department
 - PR Production department

4.1.3 The identification number will be indicated on all measuring equipment by affixing of sticker, permanent ink pen or any other suitable indicator.

4.1.4 All those equipment that do not require calibration will be identified with a sticker showing ‘CNR’ (Calibration Not Required).

4.2 Master List of All Inspection Measuring & Test (IMT) Equipment

4.2.1 A master list of Measuring and Monitoring Devices shall be maintained by the QC Manager.

4.2.2 The Master List shall include Equipment Name, Equipment ID, Location, Model (If available), Range / Capacity, Calibration Frequency & Calibration done by.

4.3 Calibration Type
4.3.1 External Calibration Out-side calibration services agencies will be approved by the top management. Before approval, top management will ensure that calibration agency has appropriate accredited standards, which are traceable to any national/international standards. Person responsible for calibration will send the equipment to calibration agency in proper packages or he will inform the concerned agency to send their engineers to our premises for calibration/maintenance what so ever is required. Upon receiving the equipment from calibration agency, he will make sure that “Calibration Status Sticker” is pasted on equipment. This sticker shows the date of calibration and next due date. He will also ensure that the calibration agency has sent a calibration certificate along with each equipment. He will maintain records of these certificates.

4.3.2 In House Calibration The person responsible will perform the in-house calibration in a controlled environment, if required. All the in-house calibration will be performed according to appropriate calibration procedures. After performing calibration, he will affix the calibration status sticker, indicating the date of calibration, next due date and the signature of the person who performs the calibration as shown below:

Calibration Sticker

Equipment ID _______________ Sig. ____________________

Calibration Date_____________ Next Due Date_____________ He will also maintain the record in calibration data card.

4.4 Calibration Interval
4.4.1 The person responsible for calibration with co-ordination of concerned department head will decide the interval of different equipment on the basis of their sensitivity / usage or on advice of manufacturer (if any).

4.4.2 He will increase or decrease the calibration interval of equipment on the basis of calibration results.

4.5 Action Taken when Calibration Results are not satisfactory.
4.5.1 If calibration results are found out of tolerance (Accuracy required), the user/person who has performed the calibration will immediately inform the concerned department about the results.

4.5.2 Concern department head will take actions to validate the previous inspection made from this equipment, if possible.

4.5.3 He will also consider the effects of these not satisfactory results on the quality of the final product.

5.0 Related Documents
Master List of Measuring and Monitoring Devices
External Calibration Certificates
Calibration Data Card (In-house Calibration)
Wish You Good Luck..................................
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Control of Non-conforming product in garments manufacturing

-  To provided a system for evaluating defective products
-  Evaluating the cause of defects and eliminate the nonconformity.
-  Creating a permanent solution that prevents recurrence of problems.

All non-conforming fabrics, accessories, packing materials are purchased and garments are made by Muazuddin Textile Limited.

Merchandising Manager, Factory Manager, Production Manager, Quality Control Manager, Cutting In-charge, Finishing In-charge, Store In-charge, Quality Inspectors & Maintenance In-charge are responsible for following this procedure.

4.1 In-coming product
4.1.1 If products (fabrics, accessories, washing, packaging materials & spare parts) do not meet the specification are stored separately from the conforming products and identified as “Non-conforming Product”
4.1.2 Store In charge prepares Non-conforming Report and submits it to the Production Manager/Quality Control Manager.

4.1.3 Production Manager /QC Manager review the non-conformity product and give disposition decision after discussing with the respective merchandiser & Factory Manager.
4.1.4 Store-In charge disposes the material as per decision taken by the Factory Manager or by the respective Merchandiser.

4.2 In Process Non-conforming material /products (Cutting)
4.2.1 If any discrepancy identified during marker inspection then marker is segregated and recorded in Spreading Quality Report. Identified Non-conforming marker is rectified as per the specification and cutting quality inspector re-checks the marker.
4.2.2 Identified non-conforming items are segregated during Cutting Quality Inspection and Panel check. The acceptable components are stored for making another size. The components which are not acceptable will be treated as rejected or destroyed or stored as stock lot. Cutting QC Inspector / Quality Control Manager is responsible to give disposition decision on identified non-conforming items.
4.3 In-process Non-conforming material/product (Sewing)
4.3.1 Non-conforming garments identified by Quality Inspector during the complete garments checking (100% garments).
4.3.2 The defective items sent back to line for re-work. Garments which are not re-workable shall be rejected and segregated. Disposition record of such is maintained in the same form in the comments column
4.3.3 Operators will correct the non-conformity. Record of disposition shall be maintained in respective checking record form. The corrected garments will be re-inspected in normal routine process.

4.4 Finished Garments

4.4.1 Non-conforming finished garments are identified during inspection in finishing area and recorded in the inspection report.

4.4.2 Non-conforming finished garments may be disposed as per decision of the Quality Control Manager /Production Manager. The decision may be as follows:

• Repaired, inspected and shipped to original buyer
• Repaired and sold to another buyer as stock lot in concession
• Destroy which are not repairable

4.5 Non-conformity identified after shipment
If any non-conformity is identified after shipment of the garments by Muazuddin Textile Limited. The Factory Manager or Merchandiser will immediately notify the buyer via e-mail, Fax or Telephone.

4.6 Records
Non-Conforming Report
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Wednesday, May 22, 2013

Case Study of Y Knitting Mills Ltd.

Survey of Bangladesh Textile industry to Up-date Database/MIS and to Assess the Requirement of Textile Technologists at Different Levels


Prepared by
Green University of Bangladesh

The case study of Y Knitting Mills Ltd. is situated at ValukaMymensing. In respect of technical point of views (machines, raw materials, production planning, sequence and operation, maintenance, utility service, store and inventory control, cost analysis), it is a very good graded Knit Dyeing Mill and a strong base of financial aspect and marketing activities, this Mill is 100% export oriented and running up to now with profit.

A brief description of X1 Weaving Mills Ltd:

1. Name of the Mill                            : Y Knitting Mills Ltd
2. Nature of the Ownership              : Private Limited Company
3. Year of Establishment                  : 2005
4. Authorized Capital                       : Tk: 39.07
5.  Paid-up Capital                            : Tk: ?
6. Land Area                                     : 5 Bighas
7. Physical Structure                          : Pucca + Pre-Fabricated
8. Type or Nature of Mill                 : Knitting
9. Machine and Equipments, Capacity and Capacity Utilization:

Name of the Machine
Origin and Year of Purchase
No. of Machine
Installed Capacity Kg/Day
Target Production Kg/Day
Capacity Utilization (%)
Circular Knitting
Mayer &Cie
Dyeing Machine

10. Stock Position and Volume of Shortfall (July 2007-December 2007)

Types of Stock
Stock (Kg)
Value of Stock (Tk)

There was no shortage of raw material in the mill during July 2007 to December 2007.

11. Last Three Years Production (in Kg)

Sl. No.
2007 (July07-Dec 07)
Cotton Fabric
85,00,000 yds
95,00,000 yds
51,00,000 yds
85,00,000 yds
95,00,000 yds
51,00,000 yds

Production history of last two years.

12. Production and Shortfall During July 2007-December 2007


Name of the Machine

No. of Machine

Installed Capacity

Target Production


Ball Warping
Dyeing Machine
Long Chain Beamer

13. Calculation of Sale Price During July 2007-December 2007

Cost of Production
Sale Price
Total Revenue
Woven Fabric
127.65 Tk/Yd
140.42 Tk/Yd

14. Reason of Production Shortfall During July 2007-December 2007

Sl. No.
Reason of Production
Shortfall During The Quarter
Electricity Failure
Shortage of Raw Material
Shortage of Working Capital
Lack of Proper Planning
Misleading Lead Time/Procurement Time
Lack f Spare and Accessories
Natural Disaster
Shortage of Skilled Manpower

From the above table it is clear that shortfall of production is only for shortage of skilled manpower. It is assumed that huge 50% production shortfall occurs due to shortage of Textile Technologists.

15. Cost of Good Sold

16. Number of Shifts, Working Hours and Days During July 2007-December 2007

No. of Shifts/Day
Total No. of Shifts During July 2007-December 2007
Total No. of Days During July 2007-December 2007
Total No. of Working Hours During the Quarter

17. Raw Material/Input Used During July 2007-December 2007
      2808000 Kg

18. Wastages in terms of % (During the Quarter Ended Decmber 2007)


19. Investment:

Fixed Assets in Tk
Working Capital in Tk
Original Value
Present Depreciated Value
In Cost Price as on 31stDecember 2007
39.01 Cores

2.5 Cores

20. Wages and Salaries (Tk) as in December 2007

Officers and Staffs
December 2007

21. Manpower as on 31st December 2007:

Level of Skill ness
Shortage (%)
Managerial Level
B. Sc/M.Sc./MBA
in Textile Engg.
High Skill/Expertise Level
B. Sc in Textile Engineering
Moderate Skill Level
Diploma in Textile Engineering
Specialized Skill Level
Trade Course
Skilled /Unskilled Labour
Skilled by Experience

From the above table we have a clear idea about the present condition of overall situation of different mills and we can simulate this case in real/practical fields forenginners and technicians in the following ways.
Figure: Requirement of Textile Engineers and Technologists at Different Level.
22. Product Diversification Matching with the Need of RMG Sector and Quality

Existing Supply/Yr of Products to RMG Sector
Scope of Additional Production and Supply to RMG Sector
Scope for Improvement of the Product
By Increasing Skilled Manpower
By Increasing Skilled Manpower

23. Conclusion:
From the above study, it is clear that the reason of shortfall of product is only due to shortage of Textile Technologists/Engineers. We have seen that there is about 40% shortage of Textile Technologists/Engineers at different levels. It is possible to achieve 100% target production and also quality by recruiting Textile Technologists/Engineers. So it is essential to appoint Textile Technologists/Engineers at different levels in all the textile mills within short time to face the challenge of 21st century.

Wish You Good Luck..................................
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