NIFT,KANGRA

Quality Management
Practices at Bombay
Dyeing & Manufacturing
Company Ltd.







Documentation on quality management procedures followed by Bombay dyeing textile industry.
Document Prepared By : -
Abhishek Kumar
Anmol Jain
Sahil Pandir
(D.F.T Sem V) 2014

About the Company

Bombay Dyeing is flagship company of the Nusli Wadia Group that was established in
1879. Presently it has a distribution chain of over 600 exclusive stores across the
country. It is engaged into manufacturing textile and chemicals. Textile manufacturing is
main activity of Bombay Dyeing with 5 manufacturing facilities confirming to
international standards. Its daily production of fabrics is 300000 meters. Bombay Dyeing
is countrys largest exporter of textiles. Its spinning and winding facilities has an installed
capacity of 135,336 ring spindles. Bombay Dyeing has received ISO90021994
certification for 'Quality Management System. It has also received ISO140011996,
certification for 'Environmental Management System'.
It manufactures cotton textile goods, non-woven fabrics and DMT. The textile products
are sold under the trade name TEXSPRING, SPRINGTEX, etc. Operations other than
spinning and weaving are bleaching, dyeing, printing, mercerising, sanforising, tebilizing,
Hecowa and other finishings. It manufactures wide range of cotton suitings, polyester
cotton suitings, shoe lining and duck fabrics, satin furnishings, yarn dyed fabrics, towels,
table tops and napkins, satin bed sets, etc. Textile manufacturing is main activity of
Bombay Dyeing with 5 manufacturing facilities confirming to international standards.













Introduction

Quality may be defined as the level of acceptance of a goods or services. For the
textile industry , product quality is calculated in terms of quality and standard of
fibers, yarns, fabric construction, color fastness, designs. In India, different textile
industries follow different quality control and management systems. This
presentation discusses about the quality management tools followed by Bombay
Dyeing textile units.
Quality Management System : A set of co-ordinated activities to direct and control
an organization in order to continually improve the effectiveness and efficiency of its
performance.
TQM(Total Quality Management)
TQM is a philosophy or approach to management that can be characterized by its
principles, practices, and techniques. Its principles are customer focus, continuous
improvement, and teamwork, Process Management, Planning Process. TQM aims at
zero defects in each functional areas: operations, quality, marketing, utility, service,
etc. In TQM, all of the companys actions are directed towards producing a quality
product for the target market, satisfying the target market and meeting the
companys business objectives.

TQM is implemented in three phases :
Phase 1: 5-S-(Sort, set in order, Shine, Standardize, Sustain)
Phase 2: DWM (Daily Work Management)
Phase 3: Six Sigma- -Break through Improvement







Phase 1- 5-S(Sort, set in order, Shine, Standardize, Sustain)
Foundation Phase
Sustenance Phase
Maximize plant up time
Instrument & system Calibration
Break through Improvement
Phase 2- DWM (Daily Work Management)
a) Total Productive maintenance (TPM) :
The basic purpose of TPM is to increase plant and machine uptime. It is implemented in 3
phases,
1) Autonomous maintenance.
2) Preventive maintenance
3) Predictive maintenance.
b) Measurement system Analysis (MSA) :
It evaluates the test method, measuring instruments and the entire process of obtaining
measurements to ensure the integrity of data used for analysis and to understand the
implications of measurement error for decisions made about a product or process.
Phase-3- Six Sigma
Six Sigma seeks to improve the quality of process outputs by identifying and removing the
causes of defects (errors) and minimizing variability in manufacturing and business
processes. It uses a set of quality management methods, including statistical methods, and
creates a special infrastructure of people within the organization.






Implementation of TQM in various sectors of Bombay dyeing :

Spinning : In yarn facilities that have more advanced TQM systems, the development
of the associates through education and training for such things as technical
certification, statistical process and quality control, and team development, occur on
a frequent basis. In these facilities, elaborate process improvement programs based
on employee involvement have been established. Natural work teams and process
improvement teams are used to conduct the process improvements.
Weaving : ln the weaving industry, there are units that employ statistical process
control and value-added analysis. Teams are used in these companies to aid in
customer service and quality. A specific example of customer focus is one company's
development of a 48-hour customer service program to help eliminate, in person,
any problems that arise within their products. This company also employs teams to
build partnerships with customers.
Dyeing & Finishing : The use of statistical process control and value-added analysis is
also employed in this industry of the textile value-added chain. Work-flow and cycle-
time analysis is employed in companies more advanced in their TQM system. Cross-
functional teams in areas of customer service and quality improvement are also
used.












5S :
Sort (1-S) - this is initiated by identifying the abnormalities at the work area.
Abnormalities are highlighted by unique identification tag also known as red tag.
Set in Order (2-s) - Efforts are then directed towards resolving the tags. Objective is
to find permanent solution to problem. Day to day quality related problems such as
label mixing, trims mixing (thread, label wrongly attached) can be completely
eliminated through 5-S.
Shine (3-s) 3-S ensures improved housekeeping by planning, cleaning & Inspection
schedules that include floor (Brooming, mopping, vacuum), over headlamps, racks
etc.
Standardize (4-s)-This refers to standardizing the departmental activities. Here the
cleaning schedules, master index (indicating location marked for hard and soft
copies/registers), tool list (stating location and quantity) are displayed on notice
board.
Sustain (5-s): regular internal and external audits are scheduled to overcome the
shortcoming. Time based action plan with responsibility for resolving the
abnormality is made.

Daily work management (DWM) : Consciously and consistently carryout all activities which
must be performed daily (or regularly) to efficiently achieve the aims of each department. In
principle, these activities aim to maintain the current status, although activities to improve
the situation are also included.
Six Sigma : Six Sigma is a business management strategy originally developed by Motorola,
USA in 1981. Six Sigma seeks to improve the quality of process outputs by identifying and
removing the causes of defects (errors) and minimizing variability in manufacturing and
business processes.






Areas in Bombay Dyeing for Six sigma application :

Reducing rejections in shipments.
Improving first sample approval percentages while working with buyer.
Improving supplier evaluation processes.
Improving merchandiser performance.
Reducing non conformances in audits by buyer.
Improving processes at the source (including fiber purchase and
inspection,weaving,dyeing) to reduce rejections at later stages.
Eliminating manufacturing errors/defect.


Lean Manufacturing :
Lean manufacturing is a production practice that considers the expenditure of
resources for any goal other than the creation of value for the end customer to be
wasteful, and thus a target for elimination. Working from the perspective of the
customer who consumes a product or service, value is defined as any action or
process that a customer would be willing to pay for.
Just-in-Time (JIT) Production
Continuous Flow
Cycle Time
Production Lead Time
Waste Elimination
For Bombay Dyeing Production facility It was found that the process Value added
(VA) to Non value added (NVA) ratio for Grey cotton ay previous state is 4.64% and
with the results obtained throughout the case study the developed future state has
an improved ratio of 9.73%.


Bio Technological Quality Management :
Improvement of plant varieties used in the production of textile fibres and in fibre
properties.
Improvement of fibres derived from animals and health care of the animals.
Novel fibres from biopolymers and genetically modified micro-organisms.
Replacement of harsh and energy demanding chemical treatments by enzymes in
textile processing.
Environmentally friendly routes to textile auxiliaries such as dyestuffs.
Novel uses for enzymes in textile finishing.
Development of low energy enzyme based detergents.
New diagnostic tools for detection of adulteration and Quality Control of textiles.
Waste management.

ISO 9000 for Textile Industry :
Implementation of ISO 9000 standards requires the establishment and development
of a documented system, and the involvement of all the employees in adhering to it.
ISO 9000 is a family of standards for quality management. They have implemented
ISO standards to lower its operating costs and improve the quality of its output,
ultimately increasing the level of customer satisfaction
TC 38 for Standardization of:
Fibres, yarns, threads, cords, rope, cloth and other fabricated textile materials and
the methods of testing ,at Bombay dyeing textile facility
Textile industry raw materials, auxiliaries and chemical products required for
processing and testing used at Bombay dyeing textile facility
Specifications manufactured textile products at the Bombay dyeing textile facility.


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