Built-in quality
Built-in quality means quality is made at every step, not checked in at the end. Every operator checks their own work and stops a defect before it moves to the next person. The result: less rework, fewer delays and fewer customer complaints.
In a sewing line this looks like:
- operators checking the first pieces of every bundle
- inline QC and the traffic light system at each operation
- a clear "stop and call" rule when a defect repeats
Total Quality Management (TQM)
TQM is a company-wide way of working where every employee helps improve processes, products and culture to satisfy the customer.
| Principle | Meaning |
|---|---|
| Customer focus | Quality is what the customer expects |
| Total employee involvement | Quality is everyone's job, not only QC's |
| Process approach | Good results come from controlled processes |
| Integrated system | All departments work toward the same quality goal |
| Continuous improvement | Use the PDCA cycle - Plan, Do, Check, Act |
| Fact-based decisions | Decide with data, not assumptions |
| Communication | Openness, teamwork and accountability |
Tools used in TQM: check sheets, Pareto charts, fishbone diagrams, control charts, scatter diagrams, flowcharts and 5 Whys.
The cost of quality (COQ)
| Cost | Examples | Tends to… |
|---|---|---|
| Prevention | Training, SOPs, quality planning, audits | Save money many times over |
| Appraisal | Inspection, testing, end-line QC | Stay necessary but can shrink |
| Internal failure | Rework, alteration, rejection, downtime | Hide inside "normal" production |
| External failure | Buyer claims, returns, lost orders, reputation | Cost the most |
Money spent on prevention is the cheapest; a defect found by the buyer is the most expensive.
Putting it into practice
- A QC checklist and written SOP for each critical process
- Cross-functional review of repeated quality problems
- Root cause tools (5 Whys, fishbone) for every major defect
- TQM awareness for all staff, not only QC
- PDCA cycles to keep improving
Tip: Track rework and rejection minutes as part of lost time. Once people see quality problems in minutes and Taka, support for prevention comes quickly.