Work Quality Management in the Textile Industry | B. Purushothama


Work Quality Management in the Textile Industry
By B. Purushothama

Work Quality Management in the Textile Industry


Preface ix
1. What is work quality? 1
1.1 Introduction to work quality 1
1.2 Quality in work and work Life 3
1.3 Objectives 5
1.4 Procedures 10
1.5 Time management 18
1.6 Work management 25
1.7 5-S concepts 31
1.8 Organization structure and empowerment 34
1.9 Adhering to safety regulations 46
1.10 Adhering to social regulations 81
1.11 Material handling 85
2. Self-development and work quality 87
2.1 Need for self-development 87
2.2 Ambition and motivation 89
2.3 Learning and development 91
2.4 Leadership and maintaining discipline 93
2.5 Quality of working life and its assessment 97
3. Customer orientation and work quality 100
3.1 Concept of customer 100
3.2 Internal customers 104
3.3 Understanding the customer needs 105
3.4 Aligning work to meet customer needs 109
3.5 Work quality in marketing 110
4. Team working and problem solving 116
4.1 Concept of teams 116
4.2 Quality circles and cross-functional teams 124
4.3 Problem solving 125
4.4 Enjoying the work by developing others 145
5. Quality people: A key to excellence 155
5.1 What do we mean by quality people? 155
5.2 Musician and a professional 157
5.3 Technology and human involvement 157
5.4 Dedication and sage 159
5.5 Acharya (vkpk;Z ) 160
5.6 Yatha raja tathaa praja (;Fkk jktk rFkk iztk) 161
5.7 Discipline 162
5.8 Be a follower first 164
5.9 Combination of science and ethical values 164
5.10 Conclusions 165
6. Role of management in improving work quality 166
6.1 Understanding the organization culture 166
6.2 Need to arrest employee attrition 167
6.3 Understand the employee 168
6.4 What the management should do? 170
6.5 Benchmarking activities 170
6.6 Some thoughts for the companies with migrating workers 172
7. Key result areas and performance indicators of work quality 174
7.1 Training 175
7.2 Stores 176
7.3 Accounts 177
7.4 Production 177
7.5 Marketing 179
7.6 Maintenance 179
7.7 Purchases 179
7.8 Design and development 180
7.9 Production planning and control 180
8. Five golden questions 181
8.1 Whether we have a procedure? 181
8.2 How do we ensure it as the best? 182
8.3 How we are implementing it? 182
8.4 Did we get the results as anticipated? 182
8.5 How do we compare with our competitors? 183
Index 185

Being the oldest among industries, the textile and garment industry has taken a significant role in the industrial revolution, development of work norms, development of number of statutory, legal and regulatory requirements, development of new management techniques, development of norms for industrial relations and so on. In spite of the industry being the oldest and has undergone various ups and downs, even today it is not in a position stabilize self and be a role model for other industries. The problems faced by the industry and the employees rather getting solved are getting increased. Developments of technology, automations, computer-aided techniques, etc., have helped the industry in getting the productivity and quality, but the same is not getting sustained. Customers are able to clearly precise the quality they require, and in the fashion world all the earlier so-called mistakes or poor quality are getting a different name as highly fashionable. The people do not prefer to work in textile or garment industry due to various reasons, and the managements are not trying to retain the people interested in working in the industry.

The textile and garment industry, which was once the backbone of advanced countries, has lost its base and has shifted to developing countries. India being the cradle of civilization and mother of textiles naturally has an edge, but still the industry is not doing well. The managements are blaming staff and workers and the employees are blaming management. The managements want the workers to give more efficiency but are overloading them with continuous working, unstable administration and are respecting them as a part of their industry.

All are trying to achieve quality and productivity by installing latest technology and paying huge salaries to the top persons in the organization, but are not addressing the basic requirements of clean administration, improving the quality of work, developing harmony among the staff and workers, and bringing a feeling of oneness among all. The people with power are carried away by the short-term plans as it looks lucrative and are not making any efforts to make the base stronger.

In this book “Work Quality Management in the Textile Industry”, an attempt is made to explain the importance of maintaining “work quality”, which can help the industry to achieve results in long term and can make it stable. Being a shop floor person working with various levels for past 43 years, I have tried to explain the concepts in the simplest possible terms, and examples given are actual; there is no fiction. I shall be happy if the readers take the concepts seriously and make efforts to come out from the present crises.

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