Experience has proven that the key to effective quality control is measurement’s leadership in the program. If top measurement wants good quality and displays leadership in quality concerns, measurement and production supervisors will follow through. Without leadership from the top, there is often little or no improvement in quality no matter what system is used.
These days’ suppliers are serious about improving quality control. The measurement of such suppliers has learned to identify the correct common problem areas such as the following:
- No piece goods inspection, not even measuring yardage to see that company gets what it paid in total yards.
- No cutting inspection other than by a cutting supervisor.
- A ratio of only one sewing supervisor every 100-200 operators.
- A lack of quality inspectors or a ratio only one inspector to 100-200 operators or inspectors who are primarily bundle movers.
- Final 100 percent inspectors who are on piece rate pay and are performing operational functions such as trim, turn, button, zipper close, fold and package.
- Little or no training program for any type of inspector.
- Inspector’s salary rates lower than the rate for any other job in the plan, pay at the minimum allowed.
- No checking for size other than measuring a few pilot lot garments.
- No lab testing or lab equipment, not even a washing machine.
- No inspection or checking of contracted merchandise beyond possibly sending someone to the contract shop once a week or once every two weeks, primarily to check delivery status.
- Acceptance and shipment of import merchandise without checking it of quality or size
These conditions suggest areas to think about as one gets training. After the training one is able to evaluate the system in terms of recommendations for an efficient quality control program.