HANSAE CO.,LTD.

INTEGRATED
QUALITY
MANAGEMENT
SYSTEM
MANUAL
Document No.: M-QMS-01/2013

April 1, 2013

Project Quality Management System

To be reviewed and HQ QA Division
approved by Sr. managing Director
Author HQ QA Division

1
 Revision History

Version Date Author Description

M-QMS-01/2013 04/01/2013 HQ QA team Ready for Managing
Director to review and
approve

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 Table of Contents

Page

APPENDICES 4-6

1. Introduction 7
1.1. Vision
1.2. Mission
2. Quality policy 8
3. Hansae Organization chart 9
4. Quality control system 10
5. Authorities, Responsibilities and communication 11-12
6. Management review 13-15
7. Documentation & change control 16-18
8. Purchasing 19
9. Nominated customers supplied item 20
10. Monitoring & measuring equipment. 21
11. Inspection & testing 22
12. Identification & traceability 23-24
13. Non-conforming items control 25-26
14. Analysis & improvement(CAPA) 27-28
15. Product safety 29-31
16. Training 32
17. Conclusion 33

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APPENDICES :

Appendix A : Management Commitment

Appendix B : Company Strategic Plan

Appendix C : Hansae QA Organization Chart

Appendix D : Job Description

1. Fabric warehouse supervisor HS-J-PRDN-001
2. Warehouse operator HS-J-PRDN-002
3. Cutting supervisor HS-J-PRDN-003
4. Cutting operator HS-J-PRDN-004
5. Sewing supervisor HS-J-PRDN-005
6. Sewing operator HS-J-PRDN-006
7. Finishing packing supervisor HS-J-PRDN-007
8. Finishing packing operator HS-J-PRDN-008
9. FQA manager HS-J-PRDN-009
10. In house QA HS-J-PRDN-010
11. APPI job HS-J-PRDN-011
12. Inline QC HS-J-PRDN-012
13. Fabric inspector HS-J-PRDN-013
14. Embroider – printing inspectors HS-J-PRDN-014
15. Heat transfer operator HS-J-PRDN-015
16. Mechanic supervisor HS-J-PRDN-016
17. Mechanic operator HS-J-PRDN-017
18. FCA HS-J-PRDN-018

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Appendix E : Standard Operation Procedure

1. Document control and record HS-S-PRDN-001

2. Purchasing and nominated customer selection HS-S-PRDN-002
3. Training process and review HS-S-PRDN-003
4. Quality system and process HS-S-PRDN-004
5. Production control process with PP meeting HS-S-PRDN-005
6. Equipment calibration maintenance HS-S-PRDN-006
7. Control of nonconforming production HS-S-PRDN-007
8. Corrective & Preventive Action plans HS-S-PRDN-008
9. Product safety control – Metal detection HS-S-PRDN-009
10. Fabric warehouse and inspection HS-S-PRDN-010
11. Trim and Accessories inspection HS-S-PRDN-011
12. Cutting and Spreading HS-S-PRDN-012
13. Embroidery and printing control HS-S-PRDN-013
14. Sewing production quality control HS-S-PRDN-014
15. Finishing & Packing & Final inspection process HS-S-PRDN-015
16. Heat transfer process control HS-S-PRDN-016
17. Management review process HS-S-PRDN-017
18. SO approval process and control HS-S-PRDN-018
19. Product identification and traceability system HS-S-PRDN-019
20. Garment dyeing control process HS-S-PRDN-020
21. First output control process HS-S-PRDN-021
22. Production test plan HS-S-PRDN-022
23. Machine maintenance plan HS-S-PRDN-023
24. Product safety - metal contamination prevention process HS-S-PRDN-024
25. Product safety - sharp points, sharp edge, torque and tension etc. HS-S-PRDN-025
26. Supplier management control process HS-S-PRDN-026

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Appendix F : Work Instruction

1. Fabric inspection HS-W-PRDN-001

2. Fabric color & aesthetic inspection HS-W-PRDN-002
3. Fabric weight inspection HS-W-PRDN-003
4. Trim & Accessories inspection HS-W-PRDN-004
5. Cutting area HS-W-PRDN-005
6. Embroidery/print inspection HS-W-PRDN-006
7. Heat transfer application HS-W-PRDN-007
8. Heat transfer stretch HS-W-PRDN-008
9. Inline inspection HS-W-PRDN-009
10. Endline inspection HS-W-PRDN-010
11. Metal detection HS-W-PRDN-011
12. Pre-final inspection HS-W-PRDN-012
13. Final inspection HS-W-PRDN-013
14. Packing rechecking and Accuracy HS-W-PRDN-014

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1. INTRODUCTION

As we know, the life is being raised at present and the fashion demand is fair highly
requirement. That is the reason why apparel company on the world is improving their
quality. However what is quality? How to control the best quality? What is our target to
quality? What we need to reach the best quality as our goal with lowest cost? And to
answer that question, we are doing step by step to implement all works following
customer standards by doing the right job, the right way and the first time.
To integrate into global apparel development, Hansae Vietnam is trying the best to
enhance satisfaction the effective application of the system, including processes for
continual improvement of the system and the assurance of conformity to customer and
applicable statutory and regulatory requirements with criteria as:
 High quality but moderate price
 Shortest lead-time with on time delivery
 The best environment for ethical standard in accordance with world compliance
standards (Compensation, Safety, C-TPAT, Brand-Protection)

To obtain these standards, our vision and mission is:

1.1 Vision
Our vision is to reinforce our company existence by doing continuous improvement
and expanding production item and volume as world class apparel manufacturer.

1.2 Mission

Our mission is to supply product to customer with stable quality, competitive cost
and on time delivery required and especially create consumer loyalty through
integrity quality strategy.

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2. Quality Policy

Our strategy to achieve Zero Defects with Zero Variation is prevention. Prevention
means preparation and planning for activity so it can be performed without errors or
defect at all times.
In order to enhance product quality and implement basic principles of the quality, to
meet requirements are more and higher to consumer. Our product quality policy is:
a. To satisfy highest customer requirements through consumer opinions and provides
product that is useful on a practical and suitable to law requirement and the national
institutions that imported Company‟s product in the world.

b. Implementation and continual improvement of the Quality Management System to

ensure that this system runs effectively.

c. Always provide training and raise employee‟s workmanship, skill in the working to
meet production process.

d. We commit a focus on prevention, preventing errors by doing the right job, the right
way and the first time.

e. Continuous improvement of working environment, keeping current on the latest

technologies, and always looking for a better way to perform.

f. We always commit to create and deliver product that will inspire continuing
consumer loyalty.

Company‟s Leadership and Employees‟ Commitment:

“Quality Product Policy is clearly understood, maintained, satisfied and carried out at all
levels.”
Hansae must always represent quality, integrity, and excellence to our consumer, to our
customers, to our suppliers, and to ourselves.
COMPANY’S LEADERSHIP

SH KIM
HQ Sr. Managing Director

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3. Hansae Organization chart

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4. Quality Control System

4.1 Purpose:

To establish, document, implement and maintain the quality management system and
continually improve its effectiveness with customer‟s requirement.
4.2 Scope:

This system has been operated and controlled by the organization to ensure compliance
with specified requirements and defined and driven by quality management procedure
and work instructions.
4.3 Quality system procedure

The Quality procedure of the factory has been reviewed and approved by the Authorities
of Quality Management System and controlled by stamps on procedure/job
description/work instruction before issuing relative sections/persons to operation.
4.4 Quality Planning
 The plan of the quality management system is carried out in order to meet the
requirement stated on authorities & responsibilities as well as the quality
objectives.
 And the integrity of the quality management system is maintained when changes
to the quality management system are planned and implemented.
 Our strategy/plan is to achieve the goal of zero defect and our activities to aim this
purpose are:

For massive awareness building regular discussion and meeting are

conducted with the concerned people.
Regular training session is being conducted on Quality Control System.
Introduce it as a tool to achieve the goal.
Introduce incentives for inspectors and operators for the best performing line.
Introduce operators' quality performance chart to find out source and
type of defect for taking preventive and corrective action.
Build good relationship and communicating members on zero defects.
Weekly defect analysis through meeting between QA Director and
Factory Managers.
Monthly defect analysis to monitor improvement and trend of defect.

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5. Authorities, responsibilities & communication

5.1 Responsibilities:
Upper Managements
a. Provide evidence of its commitment to the development & implementation of
the quality management system and continually improving its effectiveness by
communicating the importance of meeting customer as well as statutory and
regulatory requirements.
b. Ensure that customer requirements are determined and met with the aim of
enhancing customer satisfaction. Requirement specified by the customer,
including the requirement for delivery and post-delivery activities,
requirements not stated by the customer but necessary for specified or intended
use, where known.
c. Ensure that the quality policy is appropriate to the purpose of the quality system,
comply with requirements and continually improve the effectiveness of this
system.
d. Monitor measure where applicable, and analyze these processes and implement
actions necessary to achieve planned result and continual improvement of
processes.
e. Report to Top Management on the performance of the QMS and any need for
improvement.

Quality member

The Members of quality management system is responsible for performing allocated

responsibilities on job description, controlling quality of each operation and clarifying in
greater detail within the operating procedures.
Report to Upper Management on quality issues found to resolve and any need for
supporting.

5.2 Authorities
Upper Management:
a. Determine the processes needs for the quality management system and their
application throughout quality system.
b. Determine the sequence and interaction of these processes.
c. Determine criteria and method needs to ensure that both the operation and
control of these processes are effective.
d. Definite job descriptions, and responsibilities / authority for all Members of QMS.

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 e. Determine human resources and information necessary to support the
operation and monitoring of these processes.

Quality Member:
a. The Members of QMS have authority to ask department‟s Local Leader about
corrective action plan on defective points during inspection process.
b. Discuss the quality issues with Local Supervisor for solution.
c. All QA Manager can stop production or shipment if there is any quality issue.

5.3 Communication

Top Management shall ensure that appropriate communication processes are

established within the organization and communication takes place regarding the
effectiveness of the QMS.
Our quality system shall determine and implement effective arrangements for
communicating with customers in relation to
a. Product information.
b. Enquiries, contracts or order handling, including amendments.
c. Customer feedback, including customer complaint

Where product requirements are changed, our system shall ensure that relevant
documents are amended and that relevant personnel are made aware of the
changed requirements.

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6. Management review
6.1 Purpose
Our purpose is to review quality management system periodically, to ensure its suitability,
adequacy and effectiveness to manage quality.
This review shall include assessing opportunities for improvement and the need for changes
to the QMS, including quality policy and quality objectives.
We conduct quality performance review every week with Factory Managers includes:
 Factory Manager
 Production Manager
 Mechanic Manager
 Sewing Manager
 Cutting Manager
 Finishing Manager
 QA Director
 PI
QA Member shall prepare all material for meeting effectively. Meeting minutes has been
recorded and remain legible, readily identifiable and disposition of record.

6.2 Scope:
The scope of this review is to include input, output, requirement related to product
design and development to ensure that all things will be available for using such raw-
accessories, machine, human being, product material, etc.
a. Review input: the input to management shall include information on:
 Results of audit
 Customer feedback and Complaints
 Process performances and product conformity
 Status of preventive and corrective action
 Follow-up action from previous management system reviews
 Change that could affect the quality management system
 Recommendations for improvement
 Effectiveness of quality manual

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b. Review output: the output from management review shall include any decisions and
action related to:
 Improvement of the effectiveness of the quality management system and its
processes.
 Improvement of production related to customer requirement.
 Resources needed.

c. Requirement related to the product

This review shall be conducted prior to giving the commitment to supply a product
to the customer such as submission of tenders, acceptance of contracts or order,
acceptance of changes to contracts or order to ensure that:
 Product requirement are defined.
 Contract or order requirements differing from those previously expressed are
resolved.
 The organization has the ability to meet the defined requirement.
Records of the results of the review and action arising from the review shall be
maintained.
Where the customer provides no documented statement of requirement, the
customer requirements shall be confirmed before acceptance.

d. Design and development

This review shall be performed in accordance with planned arrangements such as
development stages, verification and validation that are appropriated to each design
and development stage and the responsible; authorities for design and development.
Besides that, this review is to:
 Evaluate the ability of the result of design and development to meet requirement.
 Identify any problems and propose necessary actions.
 Communicate for any subsequent changes (if any).

Verification is to ensure the design and development outputs have met the design
and development input requirements.
Design and development output includes:
 Meet the input requirements for design and development.
 Provide appropriate information for purchasing and service provision.
 Contain or reference product acceptance criteria.
 Specify the characteristic of the product that are essential for its safe and proper
use.

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Design and development input includes:
 Functional and performance requirement
 Applicable statutory and regulatory requirements
 Where applicable, information derived from previous similar designs
 Other requirement essential for design and development.

Validation is to ensure that the resulting product is capable of meeting the

requirement for the specified application or intended use, where known. Wherever
practicable, validation shall be completed prior to the delivery or implementation of
the product.

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7. Documentation and change control
7.1 Purpose:
Documentation and change control is to prevent the unintended use of obsolete
documents, and to apply suitable identification to them if they are retained for any
purpose.

7.2 Scope:
This scope of control is to include type of documentation such as Customer orders,
Specification, Plans, Drawings, Quality manual, Standard operation procedure, Work
instruction form and others.

7.3 Management Responsibilities

a. The Factory Manager has responsibility for the overall factory site system, to be
overseen by the production manager and quality assurance manager.
b. Have assigned document holder and FE coordinator responsible for the
administration and maintenance of the site document control system.
c. Department supervisors and managers responsible for the actual implementation of
all documented process, procedures, and forms.

7.4 Document creation, approval and control

a. All new or revised documents must pass through the document approval process
known as the document change request.
b. After approval of documents presented in document change request, document
control holder and FE coordinator shall review and alter all changes indicated in the
document change request.
c. FE coordinator shall be responsible for notifying supervisor and manager for the
revision and issue document distribution form.
d. Original copies need to be withdrawn in work station and replace with the revised
duly signed and approved.
e. Original copies are to be retained in a master file by the document holder and shall be
used for reference of Triple personnel.

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7.5 Work instruction manual
a. Reference manuals relevant to specific department will contain corporate specification
and department work instruction.
b. Document holder and FE coordinator will keep one copy and one copy to keep in each
department‟s work station/area. FE coordinator shall maintain a current manual
distribution list.

7.6 Document issue

a. Controlled copies of factory system documents are issued to department, by referring
to master document list (MSDL) ensuring that each user has the latest document.
b. Distribution lists for official controlled copies of factory system documents shall be
determined by the factory and quality manager.
c. Distribution of controlled copies shall be done by the FE coordinator and document
control holder.

7.7 Controlled copies

a. Document control holder shall be responsible for incorporating new or revised
documents, and keeping manuals updated and accessible both on master file located
in main office and a copy in each department‟s work station/area.
b. Document control holder shall ensure that all obsolete and uncontrolled documents
are removed from points of use.

7.8 Removal of obsolete documents

a. Upon approval of revised documents, old documents must be removed from points of
use. These documents shall be considered obsolete documents. Any obsolete
documents shall be destroyed by using paper shredder with the „request for
documents disposal form‟ duly signed by authority.
b. For any obsolete document not destroyed shall be clearly stamped or marked as
“obsolete document” and shall be kept only by the document control holder in a
separate storage cabinet.

7.9 Record Retention Procedure

A record is defined as any information or data that is received or made by factory staff
and management in the course of their duties which is;

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 a. Recorded in any medium including but not limited to handwritten or typed forms, e-
mails or computer disk that may contain any information about the factory.
b. All records are property of the factory and may not be destroyed, mutilated, or
otherwise damaged of or disposed of, in whole or in part except as provided by below
record retention schedules with completed „request for documents disposal form‟.
c. Record Retention Schedule

Type of Records Length of Storage

All QA and QC inspection report 5 years
All process and production report 5 years
All preventive and corrective action plan 5 years
All maintenance and machine records 5 years

7.10 Back up of electronically stored documentation

Documentation electronically stored in main server or hard disk

7.11 Use of forms

a. Forms use for reference and recording of product data or process specifications, work
practices or of inspections are to be controlled as part of the document control system.
b. The FE coordinator will maintain a form log to assist in the control of forms requiring
document control.
c. The form log shall consist of a form number, form title or description, document
control number and revision date.
d. Supervisor is responsible for reviewing forms when adding, removing or modifying
process data. And it should be reviewed twice a year.
e. Initiating or revision of forms should follow document creation, approval, and control
procedure.

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8. Purchasing
8.1 The purpose:
The purpose of purchasing and nominated customer selection procedure is to look for
Suppliers that meets factors such as price, quality, quantity, delivery time and quality
requirements to eliminate reworks and waste time.
8.2 Procedure:
a. Purchasing Process:
Purchasing process is being taken place by Korea head office & Suppliers; they will evaluate
& select suppliers based on their ability to supply Raw Material in accordance with our
requirements. Criteria for selection, evaluation and re-evaluation shall be established.

The suppliers shall ensure that procured material conforms to specified purchase
requirements with cost, quality, and quantity and delivery period. The type and extent of
control applied to the supplier and the purchased material shall be dependent upon the
effect of the purchased material on subsequent material realization or the final material.

Factory will get the purchase order through Korea Head Office, however we will evaluate
supplier‟s performance via 4 criterions as mentioned for all supplier‟s item on score card, if
there any problems to unconformity, we will contact directly Korea Head Office to solve.

b. Purchasing information:
Purchasing information shall describe raw-material to be purchased including:
 The specification of item/service
 Delivery time
 Other related information
Merchandiser shall review purchase order prior to release for adequacy and completeness.

c. Verification of Purchased material:

 We shall establish and implement the inspection or other activities necessary for
ensuring that purchased product meets specified purchase requirements.
 Verification of purchased material has been inspected following working instruction
and procedures “incoming quality”. Records shall be maintained in place.

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9. Nominated customers supplied item.
We only implement for outsourced process to the manufacture that is approved by customer.
Prior to placing order to nominate outsources, we have a team to evaluate their performance
on 3 standards: Compensation, safety, C-TPAT. We follow up corrective action plan for
issues monthly. Record of the evaluation result is maintained in place.
Outsourced process has been implemented as below procedure;

Document for reference: Throughout media as

Preliminary Evaluation
newspapers, radio, and relations…

Making subcontractors Person in charger:

List to choose - Human resource
- Relative department

Person in charge:
- Board of Managers
Ratifying the - HR (checks & evaluates material facilities and
list financial resources…)
- Compliance (checks and evaluates security
standards and social responsibility)

Person in charge:
Signing contract & - Board of Managers
agreement before - HR (draft the contract and relative conditions…)
supplying goods/services - Compliance (discusses and request subcontractors
to sign safe ensuring commitments and security
obeying commitments)

Person in charger:
Supplying goods/services - Relative department (HR, Im-Export…)
- Check up quality as well as quantity of
goods/service

Periodic evaluation subs Person in charger:

to make ensure obeying - Compliance
the commitments - Keeping records

All products received from nominated customer supplier is inspected by our quality control
inspectors, any nonconforming products found, immediately report to all the parties
concerned and undertake in accordance with the company procedures.

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10. Monitoring & measuring equipment
10.1 Purpose
Monitoring and measuring equipment is to be undertaken and needed to provide evidence
of conformity of product to determined requirements. This process is to ensure that
monitoring and measuring equipment can be carried out in manner and make sure they are
well working in during production.

10.2 Scope
To apply for tools and equipments related to work such as:
 Measuring tape
 Weight machine
 The digital thermometer
 Luxmeter tool.
 Diameter of a ferrous sphere
 The light bulbs of light box
 Others

10.3 Equipment Calibration Process

All equipment used for production process shall be:
 Calibrated or verified, or both at specified interval, or prior to use, against
measurement standards.
 Adjusted or readjusted as necessary.
 Identified in order to determine its calibration status.
 Safeguarded from adjustments that would invalidate the measurement result.
When found any equipment not conforming with requirement, we shall take appropriate
action on the equipment and any product affected.

10.4 Record of the result of calibration or verification shall be maintained.

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11. Inspection & testing
11.1 Purpose
This process is to prevent quality issues which will take place on the products and it helps us
to determine items will be used and accepted against the agreed contract criteria.

11.2 Scope:
The scope of inspection & testing working is to include all input raw-material, output
products and manufacturing activities.

11.3 Inspection & testing process

 Based on customer‟s order, we will conduct inspection and testing.
 Inspection and testing can be taken place at internal or external subjected to customer
requirement and our resources.
 Based on inspection & testing result, conduct evaluation and decide which items will
be repaired, replaced or identified to meet customer‟s requirement.
 Inform inspection & testing result to customer for approval.

All the result of inspection & testing will be maintained and kept in place for any reference in
case necessary.

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12. Identification & traceability
12.1 Purpose:
The purpose of this procedure is to define the method used for the identification of all
contributing materials that could affect product quality used in the manufacture of product,
and the final product, to ensure their full traceability.

12.2 Scope:
Required checking procedures as documented in the relevant SOPs pertaining to the
activity being conducted.

12.3 Definition
Materials, accessories, and products are identified by a part number correlated to corresponding
drawings, specifications, and other technical documents. Finished products are uniquely identified by
ID numbers based on each customer’s requirement.

12.4 Responsibilities
Supervisor to Manager in manufacturing process are responsible for controlling the
implementation of this procedure.

12.5 Procedure
a. Introduction
All items arriving at the premises, intended to be used within the processing of finished
products carry permanent, unique numbers allocated of material code, and Goods receipt
slip number. The Code number and Batch Number ensure traceability of the
component/material/unit.
- Bin Sheets are created to identify every pallet of incoming raw material, which
will contain information of a unique material number.

- Material Transfer Orders are created by production, which links raw

material/component code n u m b e r , batch n u m b e r w i t h t h e s u b s e q u e n t
product c o d e a n d B a t c h Production Number.

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 - The storage type and storage bin number for material/component storage is
allocated on the material transfer order forms.
Finished products are labeled with a unique ID label referring to each customer
requirement.

12.6 Record
The Raw Material Warehouse maintains the material number lists. The serial number of
a product is the key to correlation with its materials list and quality records.

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13. Non-conforming items
13.1 Purpose
Control of non-conforming items is to ensure that product which does not conform to
product requirement identified and controlled to prevent its unintended use or delivery.

13.2 Scope
The scope of this process is to filter non-conforming items includes:
 All products
 Raw material (fabric, accessories)
 Embroidery and print swatches has been done by outside factories
 Incoming needle / carton / poly bag of suppliers
Etc

13.3 Definition
Non-conforming is removing a product from the material flow or product realization process. If a
product's condition is such that it can be handled in the normal production flow.

13.4 Standard operation procedure

This procedure is controlled by following ways:
 Taking action to eliminate the detected nonconformity. This can occur in a variety of
ways.

o By repairing
o By reworking
o By reprocessing

 Authorizing its use, release or acceptance under concession by a relevant authority.

Concessions normally include the following details;
o The condition or quality level that has been accepted
o The quantity of product that is covered under the concession
o The person who has authorized the concession, including a signature, if
possible
o The date and time the concession was granted

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  Taking action to preclude its original intended use or application. This normally
occurs through one of the following actions

o Scrapping
o Recycling
o Reprocessing
o Regarding

 Taking action appropriate to the effects, or potential effects of the nonconformity

when this product is detected after delivery or use has stared.
All nonconforming products shall be analyzed, reviewed and certificated by
nominated personnel to meet customer satisfaction and demonstrate conformity to the
requirements.
13.5 Record keeping
Record of any non-conforming item shall be maintained and keep at least 2 years

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14. Analysis & improvement
14.1 Definition:
a. Corrective action plan is to eliminate the causes of nonconformities in order to
prevent recurrence issues. Our corrective action is done following ways:
reviewing nonconformities (including customer complaint), determine the cause
of nonconformities, evaluating the need for action to ensure that
nonconformities do not recur, determine and implementing action needed;
record of the results of action taken and reviewing the effectiveness of the CAP

b. Preventative action means that we plan to prevent the effects of the potential
problems, evaluate potential nonconformities and their causes, the need for
prevent occurrence of nonconformities, record the result of action taken and
reviewing the effectiveness of the prevention action taken

14.2 Purpose
Corrective action and preventive action plans used to manage the tracking, resolution,
analysis of product and processes taken to eliminate causes of non-conformities

14.3 The scope

CAPA is applied for all stage/steps from warehouse to finishing area to ensure
the production progress is continued.

14.4 Management Responsible CA/PA team

a. Factory Manager. Being the person who has obligations for final decision on
all implementation done in factory as for correction and preventive action and
make a report to the General Director for the consideration (if needed).
b. QA Manager. Has obligation for controlling all the matters basing on the
systematic document and inspect the quality products as required. At the
same time coordinate with the relevant departments to take part in finding the
causes, then make the decision on settlement, directly follow-up monitor and
confirm evaluation done by QA/QC staff. In case, the matter lies beyond the
authority, it is necessary to report even the General Director for further
instruction.
c. Sewing and non-sewing assistant managers. Has the obligation to directly
coordinate between technical department, vendor and production staff to
implement the actions to be taken.

d. Technical department. Has obligation to support for the root cause analysis
and recommend necessary corrective action plan and preventive action plan.
e. Office staff. Responsible for reporting and updating corrective action plan
forms. The staff have the authority to distribute corrective action plan minutes
to production teams and upwards

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14.5 Procedure
Corrective Action Plan can be executed as a result of customer complaints, errors
identified in an internal audit or process monitoring.
Statement of the Problem, The first step in the process is to clearly define
a. The problem or the non-conformities. These may determine through results of
testing, inspection and during daily work performances. After need an
investigation or observation what is really happening and what will be the
effect.
b. Identify the root cause. Determine the underlying reason for the variance of non-
conformities. It needs a thorough investigation what and why the problem or
non-conformities exist. It may answer several why question until finally come
up with the bottom line.
c. Corrective Action Plan. This describe the actions taken immediately to stop the
non-conformance from continuing, assess the damage, segregate impacted
product and notify as appropriate.
d. Responsible for the Action. The CAPA team should define who is the responsible
for implementing the corrective actions. It is also needed to indicate
implementation date and when to complete or when the actions becomes
effective. This date needs to be within reasonable time frame.
e. The actions taken are evaluated. Upon completion of the corrective action plan
Quality team shall evaluate and initiate inspections. Inspections will continue
as needed until the operation or quality becomes stable.
f. CAPA team final recommendation. The CAPA team will review the corrective
action form and analyzed the information to determine the needs of preventive
action and system improvement and also to ensure effectiveness.
g. Preventive Action as necessary. This action is an attempt taken to eliminate
the cause of a potential nonconformity or discrepancies before they occur and
to ensure that they do not happen. After stating in the form actions to be taken
need to attached some evidence that will prove actions took place such as
training materials and attendance sheet or new process or new regulations

28
15. Product safety
15.1 Purpose:
To ensure the products are safe for our consumers and it helps fulfill factory
responsibilities to the public enhances our competitive position in the marketplace,
and retains the confidence of our customers.

15.2 Scope:
All apparel products intend for children

Infant / Toddler Little Kids Big Kids

Marketing 0-36 months 3-7 years 7-14 years
Age Range
Apparel--US 0-4T 4-7 boys 8-20 boys
4-6X girls 7-14 girls
Apparel--Europe 68-98 cm 104-128 cm 128-182 cm boys
128-176 cm girls
Apparel--Asia <85 cm 85-120 cm 120-170 cm

15.3 Criteria:
a. Flammability:
 Raised fiber surface textiles. Average burn rate of 10 seconds or greater
 Plain surface Textiles. Average burn rate of 7.0 seconds or greater
b. Sharp points/sharp edge: those are not acceptable and must be eliminated
c. Small parts:
 A part that is intended to be detachable (e.g.: small badges)
 A part that is permanently attached to a fabric, component or a product
(snap, button rivets etc) but becomes detach during
d. Torque and tension: Button, snaps, rivets and heat transfers are include for
torque and tension test sub assemblies (already assembled) zipper assembly
patches are exempt. Neck label and side seam label are also exempt
e. Metal contamination prevention
 Suppliers must eliminate the risk of metal contamination throughout their
manufacturing processes
 Suppliers must ensure that outgoing product is free from ferrous metal
contamination.
 Any ferrous metal contamination violation found in shipment(s) including
Field and Receipt Audits will result in Nike, Inc. taking appropriate action.
f. Drawstring, functional cords and decorative cords

29
15.4 Product safety procedure:
a. Flammability:
 All garments intended to be used as sleepwear or/and all garments
intended to be used as children‟s sleepwear must be tested flammability.
 Fabrics used in garments which are less than 2” (5cm) in width are exempt
and do not require flammability testing.
 The Supplier is responsible for flammability requirements throughout bulk
production. A minimum of one (1) test per 2,500 yards of each item/colour
produced is required

b. Sharp points:
Insert the component in to the gauging slot of the sharp point in all orientation
With a force of 1.0 lb (4.45 N ). If the indicator become lighted a component
To consider to have a sharp point

c. Sharp edge:
 Wrap one layer of poly tetra fluor ethylene (TFE) tape around the full
circumference of the mandrel in an un-stretched state. The ends of the tape
shall be butted or overlapped by no more than 2.5 mm (0.1 inches).
 Apply the mandrel, at the approximate center of the tape, to the edge of
the test sample with a force of 6 Newton (1.35 pounds) at a right angle to
the mandrel.
 The operator should seek the orientation most likely to cut the tape.
 A cut in the tape with a length of 13 mm (0.5 inches) or more indicates a
sharp edge

d. Metal contamination prevention

 Scissors, trimmers, tweezers, & other production tools (e.g.: machine parts,
screws, tools, etc) must be attached to the workstation and separated from
the production environment when not in use.
 Metal components must be stored in boxes and controlled within the
production environment.
 Metal office supplies such as staples, paperclips, etc. may not be used in
the production environment.
 Reasonable procedures should be in place to prevent metal contamination
from operator‟s personal belongings
 The following steps must be taken once needle break occurs
o Stop production and Inform supervision.
o Locate all broken needle fragments.
o If all fragments cannot be found, immediately quarantine the affected
product by located and removed needle fragments OR destroy product.
o If passes metal detection, it can be returned to the production area.

30
 o Update the broken needle log.
o Have an authorized person replace the needle and resume production
e. Drawstrings
 Drawstrings, functional cords and decorative cords shall not be used on
infant and toddler product.
 ALL CHILDREN‟S PRODUCT: Drawstrings, functional cords and
decorative cords are not acceptable in the hood and neck area.
 ADULT PRODUCTS: Drawstrings must be tacked down at exit points
such that no gathering is possible. The exposed length of each end of the
drawstring must not exceed 14cm (5.5inches)
 All drawstrings must be secured so that they cannot be removed from the
garment as drawstring bar-tacked at centre back for pants with drawstring
which emerges from the front. When not possible, alternative solutions
may be sought
 Drawstrings, functional cords and decorative cords shall not be designed
to emerge from, or be contained in pockets for little kid‟s product as this
presents a risk of entrapment
 Drawstrings, functional cords and decorative cords shall protrude by a
maximum of 7.5cm (3 inches) at each end when the garment is expanded
to it‟s full width to eliminate gathering without stretching the fabric

f. Threads, stitching and floats

 Monofilament thread is not permitted on any children’s products (0-14
years).
 Float stitches between areas of embroidery, quilting, etc. must be no longer
than 1cm/0.39” long.
 Any thread ends are kept below 5mm (~1/5”) on the inside of garments
and clean on the outside of garments
 For knitted structures consideration must be give to strength, shrinkage
and garment design in order to reduce the risk of blood flow constriction
to leg and feet areas

31
Training:
15.5 Purpose
Training is extremely important. It helps all the employees to understand what they are
doing as well as get the more knowledge to support their works. And especially training
purpose is to continuously improve and enhance quality control system.

15.6 The scope

The scope of training is to provide all parts related production or other to all employees
who are doing at factory and new workers just hired.

15.7 Training procedure

How can you qualify who is good inspector and who is not? This is what every factory
should be asking them. Even the factory had showed QC personnel slide or garment and
had the meeting and discussion on quality issues on types of defect or construction issues.
But how do they know who is actually effective in finding these defects and who is not?
Actually, they knew this answer clearly because they walk around the factory and see who
is doing a good job. So what procedure can be put into place to ensure everyone knows who
is able to find defects or who needs additional training based on facts & not gut feelings?
This actual data and can then be viewed by management into planning who does what and
where they are going to do it? We must find root cause why they do not know those
problems and based on this to look for training way effectively.

And additionally, for newly hired staffs, they have been also provided training 4 days by
Trade Union and take a test prior to entering factory to work. Orientation training to new
comers is conducted on every Monday, Tuesday, Wednesday and Friday with agenda as:
- Introduce company and our customers
- Introduce compliance including: policies, local labor law, safety, environment…
- Introduce quality control system
- Introduce insurance procedure in Hansae
- Take a test after 2 training attended

As soon as they pass the test, they will be tested workmanship at factory and they will be
arranged to work properly. When they join factory, local supervisors guide them more
details in each their works and let them know how to understand right works, how to
work as well, and how to communicate with coworkers.

For quality inspectors, we are conducting in house training monthly or quarterly

including newly hired staffs based on actual QA performance with many different topics
on quality.
Training program helps them understand all production process and work effectively.
16. Conclusion

32
16. Conclusion
Quality management system is always primary requirement of all customers on the
apparel global. Hansae is trying the best to reach the first quality standards.

All points mentioned in this Manual are our actual implementation. It is extremely
important guideline for our quality system. It helps us focus critical problem during
production management process and continual improvement on quality.

We hope that, this quality manual is really useful for all members related quality
management system, it is guideline for correct plan, action and method.

We are available to explain for any concerns from readers.

Please contact us following email address:

QAteam235@hansae.com
QAdept@hansae.com

33
 APPENDIX A : MANAGEMENT COMMITMENT
To maintain and enhance quality system and especially, to achieve zero
defects/variation, we commit to develop, implement and continual improve the
effectiveness of the quality management system:

 Communicate important requirements of customer, legal and regulatory

occurs throughout the company. That communication happens through the
use of:
o General and product, service or process specified training
o Retraining when and where shortfall appear
o Display and posting in the prominent points/area of the facilities
o Periodic communication meetings-recorded in training record
o Specific emphasis in provided documentation.
 Prevent nonconforming product from being manufactured or shipped by
doing the right job, the right way, the first time.
 Review the effectiveness of quality system on strategy plan via meeting
weekly to ensure all operation of the company is rightly controlled director.
Any changes related quality plan/activities; it will be stated and distributed
in the meeting.
 Assure the availability of resources to achieve the quality objectives and
continuously improve the effectiveness of the system.

Documented:
 Quality Policy
 Quality Objectives in Manual
 Weekly meeting minutes of Management on reduce defect.

Name :
Title :
Date :

34
 APPENDIX B : STRATEGIC PLAN
Our strategic plan is to build up and widen company’s apparel products on
the world and make satisfaction with partners/customers through our quality
& services. We focus strategic plan on 5 parts. It includes:

1. General introduce:
1.1. Our strategic plan is the process of developing company mission base on
the scope of the goal. It helps us accomplish company intend currently
and in the near future following specific methods of the organization;
find out business problem to solve on time so it is a guideline for our
activities
1.2. Our strategic is executing plan on various resources such as nature,
technology, finance and human. These sectors are always adhering
during our business operation process. Our research indicated that
function of management is those planning, organizing, leading and
controlling.
1.3. Our strategic plan involves arranging and allocating tasks in the
workplace in order to attain the set organization objectives. It is also
include targets and orientations per year.
1.4. The goals of our strategic plan focus 4 main points:
- Strengthens: we had facilities and machines and labor force to support
production and 85% permanent workers, only 5% turnover each year,
labor force is workmanship skill and especially, stable politic regime
and security
- Weaknesses: The space between sections is working so far thus it is
inconvenient to discuss related jobs to employees and transportation
waste.
- Threats: Business rivalry and competitions in garment sector and the
high cost of life.
- Opportunities: the customers and vendors are believe and have closed
corporate, plan to set up the lean system process to reduce materials
waste and production time limit.

2. Vision and Mission

2.1. Vision
- To build workshop following 5S standards
- To improve the quality and process by eliminating the non value/non
conforming in process

35
 - To plan to set up the lean system process in near future.
- To improve humanity of prosperity and policy. It means that builds
good relationship between workers and Managements and train
awareness to enhance workers loyalty.
2.2. Mission
- To achieve zero defect and zero variation.
- To bring customer satisfaction through using our products and service
- Continual improvement the quality management system.

3. Corporate values:
We always make good relationship to all of member customer, supplier,
workers and environment. And incessantly increases the relationship value.

4. Key strategies
- Focus on developing of the company and try to set up lean system
process to support production
- Maintain quality system by doing the right first time, customer
orientation and workers prosperity

5. Strategic action charge

- Our strategic action plan is executed from all of component including
top management, production team, and factory representative.
o Top management: Set up business plan and provide the system
o Production team: Develop and try the system and setting quality
goals, increasing the production without wasting
o Factory representative: Increasing the skills and provide the
training section and improving facilities
o All employees: Support on strategic plan and working with loyalty

Name :
Title :
Date :

36
 APPENDIX C : Hansae QA Organization Chart

HQ, QA/Compliance Division

Senior Managing Director, SH Kim
shkim@hansae.com

HQ, QA/Compliance Manager,

Division Manager, Shirley Lee
shirleylee@hansae.com

HQ, QA 5 Team Manager HQ, QA 2 Team Manger HQ, QA 3 Team Manger

Porby Kim Hannah Park Alex Kim <mwkim@hansae.com>
iskra@hansae.com Hannah.park@hansae.com Andres Yoo <ujyoo@hansae.com>

37
VIETNAM, INDONESIA, INDONESIA,
VIETNAM, VN VIETNAM, TN VIETNAM, TG GUATEMALA NICARAGUA
Hanoi Karawang KBN

FQA Team FQA Manager FQA Director FQA Manager FQA Manager FQA Manager FQA Manager
FQA Manager
Doan Kelvin Harry Cheah Emelie Donna Picar Jose Luis Gonzalez Susan
TBA
doanqa@hansae.com kelvin@hansae.com harry@hansae.com emelie@hansae.com donnatg@hansae.com jlgonzalez@hansae.com susan@hansae.com
 FQA Organization_ HANSAE VIETNAM
HANSAE VN FQA ORGANIZATION CHART_MAIN FACTORY
UPDATED: 6-Feb-13
HQ QA Division

FACTORY MATERNITY LEAVE

1 NGUYEN THI NGOC TRINH
VN FQA DIRECTOR
10 PHAM THI KIM NGA
MR. HARRY CHEAH
12 PHAM THI THU YEN
12 NGUYEN THI THUY AN
SAMPLE NGUYEN THANH THAO
8 NGUYEN THI NHU THUY
FQA STAFF INHOUSE LAB 12 Le Thi Sa Ri
Nguyen Thi Lam Vien Nguyen Thi Ngoc Thuy
Mang Nguyen Minh Ngoc Dong Thi Hong Dan

(KNIT+WOVEN) (WOVEN)
FQA SUPERVISOR FQA SUPERVISOR
MS. PIAO SONG LIN MS. PIAO SHUN JI

Factory 1 Factory 2 Factory 5 Factory 6 Factory 10 Factory 12 NIKE TEAM SAMPLE 2 Factory 3 Factory 7 Factory 8 Factory 9 Factory 11

(MACY'S) (AEO,AERO) (NIKE) (MINI LINE) (ISS,MAST) (MAST, NIKE) (JCP, GAP, ON) (H&M) (ON, GAP) (JONES, POLO, GIII) (JONES, TARGET)
1 Foreman Foreman Foreman/ NIKE CFA Leader Foreman/ MAST FCA Foreman/ MAST FCA Inline Foreman Leader Leader Foreman/ DA Leader Leader
Le Thi Mai Dinh Thi Moc Le Thi Phuong Thao Duong Cam Hong Le Thi Thuy Nguyen Thi Thuy Tien Nguyen My Ngan Nguyen Thanh Thao Nguyen Thi Ngoc Tuyen Huynh Thi Thanh Tran Thi Be Lan Huynh Thi Kim Chi Truong Thi Thanh Thuy
2 Leader Leader Leader Inline Leader Leader/ MAST FCA Inline Leader / DA Leader Leader/DA Cutting Cutting
Nguyen Thi Xuan Mai Le Thi My Trang Trinh Thi My Nguyen Thi Vien Phan Thi Ha Nguyen Thi Ngoc Hoa Nguyen Thi Thu Phung Nguyen Thu Trang Le Tong Thi Hien Phung Thi Chieu Ngo Thi Thu Nguyen Thi Trinh
3 Cutting Cutting INLINE/CFA Visual + Pre + Packing Cutting NIKE CFA Cutting Cutting Leader/DA Cutting Cutting
Le Thi Huyen Dang Thi Tuyet Lan Nguyen Van Sang Nguyen Thi Man Lam Vo Y Nhi Cao Thi Tu Trinh Ho Thi Thanh Truc Le Thi Thuy Hang Le Thi My Dung Nguyen Thi Thu Quyen Hoang Ngoc Thu
4 Cutting Cutting FINAL/CFA Measurement Inline NIKE CFA Cutting Inline Cutting Inline Inline
Nguyen Thi Kieu Diem Nguy en Thi Ngoc Nhung Tran Thi Ngoc Tham Le Thi Ngoc Hoa Tran Kim Duyen Ly Dang Thao Nguy en Thi Xuan Huong Nguyen Thi Kha Tu Nguyen Thi Ngoc Tran Thi Huong Vo Thi Tam
5 Inline Inline Cutting Inline Cutting Inline Inline Inline Inline Inline
Nguyen Thi Nu Dieu Thi Thi Mai Thi Tuyet Nguy en Thi Mong Huy en Le Bich Hoa Tran Thi Bich Tuyen Nguyen Thi Kim Lien Nguyen Thanh Truc Lu Cam Van Pham Truong Kieu Truc My
6 Inline Inline Cutting Inline Inline Inline Inline Inline Inline Inline

38
Tra Thi Mai Ly Ha Ngoc Tam Dang Thi Yen Thanh Nguyen Thi Mai Huong Nguyen Thi Thu Yen Tran Thi My Hang Pham Thi Hong Dung Le Thi Minh Thu Bui Thi Cam Chi Nguyen Thi Hai Yen
7 Inline Inline Inline Inline Inline Inline Inline Inline Inline Inline
Dang Thi Bach Tuyet Vo Thi Gai Tran Thi Thu Hong Vo Thi Le Kha Nguy en Thi Phuong Thao Nguyen Thi Loi Do Thi Thuy Trang Tran Thi Cam Tien Nguyen Thi Thuy Tran Xuan Duy
8 Inline Inline Inline Inline Inline Inline Inline Inline Inline Inline
Nguyen Thi Ngoc Nhi Nguyen Thi Ngoc Hoa Tran Thi Thu Thuy Nguyen Thi Hong Loan Ha Thi Kim Ngan Duong Thi Chi Nguyen Thuy Anh Nguyen Thi Thu Hanh Dang Thi Thu Hien Nguyen Thanh Kieu
9 Visual Pre-final Inline Inline Inline Inline Measurement Measurement Inline Inline
Le Thi Thuy Nguyen Thi Thuy Dung Ho Thi Phuong Trang Nguyen Thi Kim Ngan Lai Thi Thuy Le Diem Thuy Nguyen Thuy Trang Tien Ngoc Dien Vo Thi Thu Suong Phan Thi Kieu
10 Visual Visual Inline Inline Visual Measurement Visual Measurement Inline Visual
Dang Thanh My Ngo Thi Hong Thang Nguyen Thi Sa Len Nguyen Thi Ngoc Thi Nguyen Ngoc Han Le Thi Bach Yen Tran Thi Kim Lieu Nguyen Thi Thuy Hang Tran Thien Huong Nguyen Hong Tuoi
11 Measurement Measurement Visual Visual Measurement Visual + Pre-final Pre-final Visual+pre-final Cutting Measurement
Tran Thi Cam Tu Nguy en Thi Thanh Tuy en Nguyen Thi Anh Dan Nguyen Thi Thu Thao Do Thi Hoa Tran Thi Kieu Nguyen Thi Ngoc Giau Diep Thi Thuy Trang Ha Mai Quynh Tran Thi Ngoc Diem
12 Measurement Measurement Measurement Visual Measurement Visual Packing Visual Packing
Huynh Thi My Tien Huynh Thi Truong An Bui Thi Hong Lan Pham Thi Nhan Nguyen Thi Thuy Tien Nguyen Thi Loi Tran Thanh Thuy Le Thi Loan Nguyen Thi Thu Huong
13 Pre-final Packing Pre-final Measurement Pre-final Packing Prefinal Pre-final
Nguyen Thi Ly Le Thi Hong Cao Thi Le My Le Thi Thien Thao Tran Thi Kim Chi Vuong Thach Thao Bui Thi Lam Truong Thi Thanh Thuy
14 Packing Packing Packing Pre-final Packing
Nguyen Thi Ngoc Tram Lam Thi My Linh Nguyen Thi Cam Van Dao Thi Anh Cuc Nguyen Thi Anh
15 EMB Packing
Pham Thi Thanh Thuy Duong Huynh Thuy Duy
16 EMB
Nguyen Thi Hong Nhu

KNIT +WOVEN=NUMBER OF SEWING LINES & FQA & MATERNITY LEAVE WOVEN=NUMBER OF SEWING LINES & FQA & MATERNITY LEAVE
SEWING LINE 10 12 12 6 14 14 10 9 10 14 12
NO. OF FQA 14 16 14 4 15 14 2 1 13 11 12 13 13
MATERNITY LEAVE 1 1 3 1 1

SEWING LINE SUB-TOTAL 68 SUB-TOTAL 55

NO. OF FQA 80 62
MATERNITY LEAVE 6 1

G. TOTAL LINES] 123 FQA] 142

 FQA Organization_ HANSAE TN
HANSAE TN FQA ORGANIZATION CHART

HQ QA Division

QA DIRECTOR
Harry Cheah

FQA TEAM LEADER

Ms Emelie
Office Staff
PHẠM THỊ CẨM NHUNG
Assistant

NGUYỄN THỊ NGỌC BÍCH

GAP / OLDNAVY DOCUMENT VGTA FQA TARGET GAP / OLDNAVY DOCUMENT

PHAN THỊ THẢO SƯƠNG NGUYỄN THỊ ÁNH LINH TẠ THỊ HUYỀN TRANG

TN FAC 1 TN FAC 2 TN FAC 3 TN FAC 5

(GAP) (TARGET / H & M ) (OLD NAVY/ GAP/TARGET) (KOHL'S /AERO/ AEO)
NGUYỄN THỊ NHIÊN
FDQA ĐỖ THỊ MINH BẠCH DOCUMENTS TRẦN THANH LOAN
NGUYỄN THỊ HUỲNH NGA

PSC NGUYỄN NGỌC TUYỀN PSC PHAN THỊ MỸ HIỀN PSC LÊ THỊ DIỄM PSC HUỲNH NGỌC HIỆN

NGUYỄN THỊ BÌNH LEADER/PRE-FINAL VÕ THỊ THANH THÚY LEADER/FINAL LÊ THỤC PHƯƠNG FOREMAN NGUYỄN THỊ THU THẢO
DA FINAL LÊ THỊ BÍCH THÙY
TRƯƠNG THỊ NGỌC NGÀ

39
DA ASSISTANT FINAL / NGUYỄN THỊ KIM TRÀ PHẠM THỊ THÚY LIỄU NGUYỄN NHỰT LINH NGUYỄN THÚY HẰNG
INLINE / NGUYỄN BÍCH NGỌC PHAN THỊ MỸ HIỀN PHAN THỊ THÚY AN
MEASUREMENT. NGUYEN THI KIM NGAN
PRE FINAL PRE FINAL PRE FINAL

Visual & Measurement VÕ THỊ THÚY AN

NGUYỄN NGỌC THANH NGUYỄN THỊ THANH XUÂN PHÙNG THỊ ANH ĐÀO NGUYỄN THÀNH TRUNG
PRE FINAL NGUYỄN TẤN KHOA Fabric / Cutting HỒ THỊ YÊN LĂNG Fabric / Cutting BIỆN QUANG TUẤN Fabric / Cutting NGUYỄN TẤN PHÁT
NGÔ THỊ KIM DUNG TRẦN ĐỨC NHÃ NGUYỄN VĂN LỰC

TRỊNH THỊ NHI TRẦN THỊ TUYẾT TRƯƠNG LÝ HỒNG NHÂN

NGUYỄN KIM HuỆ NGUYỄN THỊ KIM THOA NGUYỄN THỊ HỒNG SEN TRẦN THỊ UYÊN THANH
Fabric / Cutting Inline Inline Inline
TRẦN TẤN LỘC TRẦN THỊ HỒNG CHÂU NGUYỄN THỊ YẾN OANH NGUYỄN NGỌC SIÊN
CHÂU VĂN CẢNH VÕ THỊ THẢO NGUYÊN TRẦN THỊ THU TRINH

TRẦN THỊ HUYỀN TRÂN BÙI THỊ TRÚC VÂN HUỲNH THỊ CẨM LOAN HUỲNH NGỌC HIỆN
Measurement LÊ THỊ THU THẢO Measurement NGUYỄN VĂN NHÂN Measurement NGUYỄN PHÚC HẬU Measurement NGUYỄN THỊ MĨ LINH
NGUYỄN ANH TÚ LÊ THỊ PHƯƠNG THUẬN

BÙI THỊ KIM HOA PHƯƠNG THỊ BÍCH THI CHÂU THỊ PHƯƠNG THẢO LÊ THỊ CÚC
Visual / Endline VÕ THỊ THÚY AN Visual Visual Visual
TRỊNH THỊ HƯƠNG

LÊ HỒNG THỦY VƯƠNG MINH TRƯỜNG LÊ VĂN LỘC NGUYỄN VĂN THÂN
Packing LÊ DƯƠNG THÁI Packing ĐẶNG MI NI Packing NGUYỄN TUẤN THANH Packing DƯƠNG MINH NGÀN
NGUYỄN THANH PHONG
MATERNITY MATERNITY HUỲNH THỊ CẨM MATERNITY MATERNITY NGUYỄN THỊ KIM OANH

TOTAL = 25 TOTAL= 19 TOTAL = 18

TOTAL = 16
 FQA Organization_ HANSAE TG
HANSAE TG FQA ORGANIZATION CHART

HQ QA Division
Total: 15 people

QA DIRECTOR
MR. HARRY CHEAH

FQA STAFF-CORDINATOR FQA SUPERVISOR

LAB STAFF
MS. HOANG THANH TRUC MS. Donna Picar

CUTTING FTY 1 FTY 1

TEAM LEADER TEAM LEADER

OPEN Nguyen Thi Huong

Cutting Trim/Accessories

Le Van Khanh Tam Nguyen T.Truc Phuong

Bui Kim Au Emb/Print

Nguyen T Diem Hang

40
In-line

Huynh Thi Tuyet Mo

Nguyen T.Huong Tram

Nguyen T. Cam Chi

Visual

Le Thi Kim Chi

Measurement

Vo Thi My Binh

Trieu Thi Ngoc Hat

Packing

Trieu Thi Kim Thoa

Pre-final

Vo Thi Bich Van

Nguyen T.Phuong Lien

FQA Product Safety

Nguyen Thi Kim Tien

 FQA Organization_ HANSAE VN Outsourcing
HANSAE VN FQA ORGANIZATION CHART_OUT SOURCING

HQ QA Divison

12-Mar-13
QA DIRECTOR
MR. HARRY CHEAH
Total: 15 people

OS FOR KNIT
MR. DANNY EYADAN

FACTORY :
FACTORY :
FACTORY : FACTORY : WLK Vina FACTORY: Ha Hanh FACTORY : FACTORY : FACTORY :
SunDuck/DEUCKWO
OSUNG 1 MANGO HUONG THAM/ Ha Vina. WON NIL QUOC HAI MOLAX
O
Nam Anh 1&2
TOM M Y, WET SEAL, OSHKOSH OSHKOSH Pink/Oshkosh/AERO
WET SEAL NIKE NIKE OSHKOSH/CARTERS
OSHKOSH/CARTERS CARTERS CARTERS (wash tech.)
NGUYEN KIM MAI NGUYEN HUY
HUYNH THI DE VO THI HONG DUYEN LE THI HANG Doan Thi Thai Binh DINH THI KIM LAN VO TAN NGUYEN
Le Tran Thanh Phuong CUONG

41
FACTORY : FACTORY : FACTORY : FACTORY :
SAM JIN PIERO SUNKYUNG 1&2 TUAN NHA

A&F/ HOLLISTER AERO AERO Hollister

NGUYEN THI NGOC NGUYEN THI NGOC

VO THI HONG NHANH
THANH THANH

NGUYEN THI ANH

FACTORY : FACTORY : FACTORY : TUYET,
HANSUNG TAE YOUNG HOA SON

WET SEAL,
AERO /OSHKOSH OSHKOSH
OSHKOSH/CARTERS

NGUYEN KIM TIM NGUYEN KIM TIM DUC TRANG TRAN

FACTORY :
YOUNG JIN 1&2

GYM BOREE,
OSHKOSH/CARTERS

LE XUAN GIANG

HOC MON DIST. DISTRICT 12 BINH DUONG PROVINE TAN BINH DIST. BINH TAN DIST.
 FQA Organization_ PT. HANSAE UTAMA
PT HANSAE INDONESIA UTAMA
FQA TEAM ORGANIZATION CHART

HQ QA Divison

FQA Manager
Mr. Kelvin

Administration Product Safety

Iskah Tundiroh (Hansae 1,3 )
Open Suryani B ( Hansae 2,5 )

FDQA FDQA FDQA FDQA QA Out

Sub. Con
Waris Open Yuyun Tantowi Sourcing

PT. LEADERS/ PT.Muara EMBROIDERY PINTING

Laboratory Hansae 1 Hansae 2 Hansae 3 Hansae 5 PT. PPF PT.ING
KHARISMA Tunggal / PRINTING /WASHING
Nunung/
Kus Rikhana Muslimah Romlah Rina
Tohiroh
Laboratory Head Fabric/Cutting Fabric/Cutting Fabric/Cutting Fabric/Cutting

42
Open Linda Sari Wahyu Open Dedeh

Sewing-Inline Sewing-Inline Sewing Line Sewing Line

Fabric/Garment
(AERO ) Charming Cato/Walmart
Khoirul Novia Sari Farah/Eqi Berta Asih/Eva Tiruli/Sri Mulyati
Ikrima Cuti
Sewing-Inline Sewing-Inline Melahirkan
Sewing Line A & F DA GAP
(AEO & GAP) ( MAST )
Ari/ Indra Estuti Susan Sukesih/Yuli Ikrima/Neli

Sewing-Inline Sewing Line

Iron/QC 2, QC 3 QC2
(A&F) MAST/AEO/AERO
Rita Emma Jeny/Indri Ratna

Pre Final AEO Ironing/QC 2,3 Ironing/QC 2,3 Ironing/QC 3

Paryati/Endang Anna S All QA Silvi

ADM : 1
Pre Final PSC : 1
Pre Final AERO Pre Final Charming FDQA GAP
A&F LAB : 1
Aliyah/Aula Ayu/ Andi Asih/Eva Nurhasanah Out Scg : 7
H1 : 10 QA,1 FDQA = 11
Pre Final H2 : 9 QA 0 FDQA = 9
Pre Final MAST Pre Final
MAST/AEO/AERO H3 : 6 QA 1 FDQA = 7
Wiwin/Tuti Jeny/Indri Nurhasanah/Ratna H5 : 9 QA 1 FDQA 1 PSC = 11

Tot al 48
 FQA Organization_ PT. HANSAE KARAWANG
PT HANSAE KARAWANG INDONESIA
FQA TEAM ORGANIZATION CHART
Updated On: 23-Jan
MR. S.H. KIM President Director
Sr. Managing Director Hansae Karawang
Hansae Korea
M r. Steve Park

HQ QA Divison

FQA Manager

TBA
ADM- QA

Sammy
FQA Team

Asst. QA Asst. QA Document

Manager Manager control

VACANT

Ardiman Leslie

Printing/
Washing QA Embroidery QA Laboratory Hansae 3 Hansae 5 Hansae 6 Hansae 7 Outsourcing

Technician Technician Technician QA Spvsr QA Spvsr FDQA FDQA QA Spvsr

Een

PSO PSO PSO PSO Sung Bo

Gap

Sarno Endang Rohmat Siti Anisah Pinta Windarti Dewi Hary Restu Ali

Sung Bo
Assistant Asst. Tech Gap
Fabric/ Cutting Fabric/ Cutting Fabric/ Cutting Fabric/ Cutting
Yeni

43
Taufik H Romli Yuli Dw i Agus

Yuri
Old Navy

Suwarno Sophie
Nandar
Megi Dadang Enni Silta
Agus HS Apparels
Sew ing/ Sew ing/ Target
Sew ing/ Sew ing/
In- Line In- Line In- Line In- Line Ngayubi

Eunsen

Elim

Kiki Wakiah Evriani Neneng Ria y

Diana Dede Julaeha Amelia Rina

Vacant Ai

Mardinah Tati suryati AI

Finishing/ Spec Finishing/ Spec

Finishing/ Spec

Nani

Finishing/ Spec M. Ichsan

Lilis Euis Narti

Packing Audit Packing Audit

Packing Audit

Maya

Packing Audit
DA Assessment complete Apen Selamat
Assessment to be done Dede Adit

Pre-Final Pre-Final
Pre-Final

Anjar

Pre-Final DA
Tarsiah Nina Siswanti

Aan Nining Nita

Laras
Page 7
 FQA Organization_ HANSAE NICARAGUA
MR. DANIEL SHIN
MR. S.H KIM
HANSAE INTERNACIONAL.S.A
QA ORGANIZATIONAL CHART SR. MANAGING DIRECTOR
GENERAL MANAGER
HANSAE KOREA

HQ QA Division

SUSAN RONDEZ
QA MANAGER
HANSAE INTERNACIONAL. S.A

OTHER CLIENTS

WAL-MART HEAD DQA

TARGET HEAD DQA

44
Maritza Flores Fatima Carvajal Meyling Chavez Scarleth Gonzales Maria Zelaya Karla Garibo Pablo Rugama Silvia Vargas Stefan M ejia Jorge Melendez

MODULE 3 & 4 MODULE 26 & 28 MODULE 1 TEXNICA CAMBRIDGE PRINT-EMB-WASH DOCUMENTS FACTORY
FIT / VGTA LABORATORY
QA SUPERVISOR QA SUPERVISOR QA SUPERVISOR QA SUPERVISOR QA SUPERVISOR QA SUPERVISOR WAL-MART / FQA EVALUATION

Alba Solano Auxiliadora Canales Carla Cerda Susana Lopez Carolina Navas Javier Perez Nelson Perez Eddy Mena Pedro Marcenaro
DOCUMENTS FACTORY
DUPRO/PRE-FINAL DUPRO/PRE-FINAL DUPRO/PRE-FINAL FIT / VGTA DUPRO/PRE-FINAL DUPRO/PRE-FINAL Bluwin
TARGET / FQC EVALUATION

Supervisor: 7
Dupro / Pre-Final: 6
Patricia Rosales Midary Pavon Judith Zambrana Azalia Martinez
Visual
FIT / VGTA IN LINE IN LINE
In-line :11
2da Inspeccion
Cutting: 3
Printing / Embriodery: 1
Laboratory: 1
Walmart / Hanes Doc's: 1
Scarleth Molina Joseling Leiva Hellen Blanco Gloria Sanchez Yesenia Hernandez
UPDATE: 14/12 - 2012 Target: 1
VFE / FCCA: 2
VGTA: 2
Johanna Parrales Nereyda Ramirez Maria Urbina Martha Zamora

IN-LINE IN-LINE IN-LINE IN-LINE IN-LINE IN-LINE

TOTAL: 35

Manuel Soto Darling Morales Ivadys Sanchez Reyes

Cutting / Warehouse QA Cutting / Warehouse QA Cutting / Warehouse QA

 FQA Organization_ HANSAE GUATEMALA
MR. S.H. KIM MR. M.S. KIM
Sr. Managing Director Regional President
Hansae Korea Central America Operation

HAN SAE GUATEMALA

QA TEAM MR. EDDY CHO
ORGANIZATIONAL CHART HQ QA Divison General Manager
Last Update: December 17, 2012
Jose Luis Gonzalez
QA Manager
Nancy Diaz
Dept. Assistant

Hansae Guatemala Hansae Global Sub-Contractor

Aero/Wmart/Kohl'sTa
GAP Target Khol´s K-Mart Aeropostale rget/K-Mart
OPEN Cristobal Lopez
CSA & H
Emb/Print CSA H. Guate NBG II CSA
FQA Mgr FQA Mgr Guatemala Emb/Print

Rosa Miranda Leticia Martinez David Lopez Jimie Miranda Fernando Yac Manuel Gramajo Esvin Valladares Hugo Garcia Rafael Monterroso
Target HDQA VTGA

45
Dept. Asst Dept. Asst QA and Inspector Target DQA & FE Khol`s DQA QA and Inspector QA and Inspector QA and Inspector
Walmart
Kohl's Kohl's K-Mart/Aeropostal Julio C. Batzebal Abigail Corado
QA/Inspector QA and Inspector
Roxana Sanchez David Cuc Maria Donis Leticia Morales
Wal-Mart QA Kohl´s/Aero DQA DQA QA-In Process

Dalila Ramos GAP

Target QA
Mario Garcia
Brenda Escalante DQA
QA
Nidia Vasquez
DQA

Byron Folgar Cecilia Rodriguez Mazda Lopez Zoila Sierra

In-Line 1 - 6 Dupro 2nd Insp QA Pre Finales Dupro 2nd Insp. QA

Elvin Aquino Maurier Barrera Gustavo Turcios Lizbeth Rodriguez

In Line 7 - 12 2nd Insp Meas QA In Line 1-5 2nd Insp. Meas

OPEN Sonia Salay Hilda Perez Hipolito Lopez

In Line QA Packing QA In Line 6-10 Pressing

Juan Osmin OPEN

Cutting Cutting
 JOB DESCRIPTION
FABRIC WAREHOUSE SUPERVISOR
Document No.: HS-J-PRDN-001 Revision No.: 0
Effective date: April 1st, 2013 Revision date:
Page : 1/1

1. Job Description :
Warehouse supervisor is in charge of monitoring incoming material and assist management on
production process.

2. Job roles
2.1 Monitoring incoming material of each supplier
2.2 Assign works to workers
2.3 Support workers on their jobs
2.4 Arrange warehouse area as well.
2.5 Check fabric quantity delivered to cutting every day and report to Production Manager

3. Reporting channel
Report to Factory Manager/Production Manager if there are any problems related to material.

4. Organization chart

Factory Manager

Production Manager

Warehouse Mechanic Cutting Sewing Finishing

supervisor Supervisor Supervisor Supervisor Supervisor

Created by: Witnessed by: Approved by:

QA team FQA manager Director

46
 JOB DESCRIPTION
WAREHOUSE OPERATOR
Document No.: HS-J-PRDN-002 Revision No.: 0
Effective date: April 1st, 2013 Revision date:
Page : 1/1

1. Job Description :
Warehouse Operator is in charge of ensuring correct fabric and accessories to cutting and sewing

2. Job roles
2.1 Unloading Material
2.2 Prepare fabric and accessories to inspect
2.3 Check material detail against packing list prior to receive & keep in place
2.4 Check Fabric and Accessories delivered quantity
2.5 Make of statements of receipts and material shipment.
2.6 Fill in full details on attached form of fabric racks and accessories racks/rooms

3. Reporting channel
Report to Warehouse Supervisor if there are any problems related to material.

4. Organization chart

Factory Manager

Production Manager

Warehouse Mechanic Cutting Sewing Finishing

supervisor Supervisor Supervisor Supervisor Supervisor

Warehouse
operator

Created by: Witnessed by: Approved by:

QA team FQA manager Director

47
 JOB DESCRIPTION
CUTTING SUPERVISOR
Document No.: HS-J-PRDN-003 Revision No.: 0
Effective date: April 1st, 2013 Revision date:
Page : 1/1

1. Job Description :
Cutting supervisor is in charge of fabric quality from warehouse and process to ensure correct
fabric for cutting

2. Job roles
2.1 Control all operation of Cutting department
2.2 Record cutting data every day
2.3 Check the result of cut & check all fabric details to be ready for cutting
2.4 Provide consumption quantity to cutting operator
2.5 Provide information to warehouse if found inappropriate fabric
2.6 Check pattern or marker & provide training to all employees of cutting dept.

3. Reporting channel
Report to Factory Manager/Production Manager if there are any problems related to fabric,
pattern, others for resolving

4. Organization chart

Factory Manager

Production Manager

Warehouse Mechanic Cutting Sewing Finishing

supervisor Supervisor Supervisor Supervisor Supervisor

Created by: Witnessed by: Approved by:

QA team FQA manager Director

48
 JOB DESCRIPTION
CUTTING OPERATOR
Document No.: HS-J-PRDN-004 Revision No.: 0
Effective date: April 1st, 2013 Revision date:
Page : 1/1

1. Job Description :
Cutting operator is in charge of cutting results and ensures the quality of cut pieces to sewing line

2. Job roles
2.1 Receive fabric from warehouse base fabric spreading report
2.2 Conduct to spread fabric following report
2.3 Place pattern or marker directly on fabric face
2.4 Complete fabric spreading complete
2.5 Implement cutting as soon as all details approved by Cutting Supervisor
2.6 Separate cut pieces which will be in the embroidery and printing and attach stickers
2.7 To number on cut pieces

3. Reporting channel
Report to Cutting Supervisor if there are any problems occurred to cutting dept.

4. Organization chart

Factory Manager

Production Manager

Warehouse Mechanic Cutting Sewing Finishing

supervisor Supervisor Supervisor Supervisor Supervisor

Cutting
Operator

Created by: Witnessed by: Approved by:

QA team FQA manager Director

49
 JOB DESCRIPTION
SEWING SUPERVISOR
Document No.: HS-J-PRDN-005 Revision No.: 0
Effective date: April 1st, 2013 Revision date:
Page : 1/1

1. Job Description :
Sewing Supervisor is in charge of monitoring the quality and workmanship of sewing operation.
Ensure to meet production targets both of quality and quantity

2. Job roles
2.1 Check order details prior to sewing such fabric, trim card, QRS sample…
2.2 Combine with mechanic to prepare appropriate sewing machine for each operation
2.3 Ensure that available mock up for sewing workers to use.
2.4 Training to sewing workers prior to implement sewing operations
2.5 Monitor workmanship and & solve the quality issues on each operation
2.6 Achieve output as target hourly and support workers on their jobs.

3. Reporting channel
Report to Production manager/Factory manger if there are any problems occurred on sewing
dept

4. Organization chart
Factory Manager

Production Manager

Warehouse Mechanic Cutting Sewing Finishing

supervisor Supervisor Supervisor Supervisor Supervisor

Created by: Witnessed by: Approved by:

QA team FQA manager Director

50
 JOB DESCRIPTION
SEWING OPERATOR
Document No.: HS-J-PRDN-006 Revision No.: 0
Effective date: April 1st, 2013 Revision date:
Page : 1/1

1. Job Description :
Sewing workers are in charge of assigned jobs by Supervisor, they ensure best workmanship on
the products during stitching process.

2. Job roles
2.1 Clean their sewing machine prior to stitching to prevent oil stain on the products
2.2 Follow assigned works by Supervisor
2.3 Check all details on their operation such as fabric, trim card, mock up, SPI before stitching
2.4 Ensure trim scissor must be tied on the table and have name.
2.5 Taken corrective action plan on poor quality products by Supervisor’s designation
2.6 Achieve output target hourly on production plan.

3. Reporting channel
Report to Supervisor if there are any problems occurred on their operation to resolve.

4. Organization chart
Factory Manager

Production Manager

Warehouse Mechanic Cutting Sewing Finishing

supervisor Supervisor Supervisor Supervisor Supervisor

Sewing
Operator

Created by: Witnessed by: Approved by:

QA team FQA manager Director

51
 JOB DESCRIPTION
FINISHING PACKING SUPERVISOR
Document No.: HS-J-PRDN-007 Revision No.: 0
Effective date: April 1st, 2013 Revision date:
Page : 1/1

1. Job Description :
Finishing packing Supervisor is in charge of assisting management to realize the quality of
production through packed products for shipment according to customer standards

2. Job roles
2.1 Control steps during packing process
2.2 Check all details according to PO sheet prior to ask packing workers to carry out their jobs
2.3 Guide workers how to operate the processes as customer’s requirement.
2.4 Supervise packing workers job performance
2.5 Verify all processes at the stages of packed products before shipping finished goods to
customer and Packing Supervisor is responsible of whole packed procedure.

3. Reporting channel
Report to Factory Manager/Production Manager if there are any problems occurred on their
operation to resolve.

4. Organization chart
Factory Manager

Production Manager

Warehouse Mechanic Cutting Sewing Finishing

supervisor Supervisor Supervisor Supervisor Supervisor

Created by: Witnessed by: Approved by:

QA team FQA manager Director

52
 JOB DESCRIPTION
FINISHING PACKING OPERATOR
Document No.: HS-J-PRDN-008 Revision No.: 0
Effective date: April 1st, 2013 Revision date:
Page : 1/1

1. Job Description :
Finishing packing operator is in charge of realizing their jobs follow supervisor’s assignation.

2. Job roles
2.1 Arrange workplace as well & check all details belongs to their operation prior to pack
2.2 Implement packing process as supervisor’s guideline
2.3 Conduct rechecking process of finished goods though 9 steps and complete the report
2.4 Prepare finished goods that will be in the final inspection
2.5 Move finished goods to loading area to be ready for shipment.

3. Reporting channel
Report to Supervisor if there are any problems occurred on their operation to resolve.

4. Organization chart
Factory Manager

Production Manager

Warehouse Mechanic Cutting Sewing Finishing

supervisor Supervisor Supervisor Supervisor Supervisor

Finishing
Operator

Created by: Witnessed by: Approved by:

QA team FQA manager Director

53
 JOB DESCRIPTION
FQA MANAGER
Document No.: HS-J-PRDN-009 Revision No.: 0
Effective date: April 1st, 2013 Revision date:
Page : 1/2

1. Job Description :
FQA Manager Job is to cover quality of factories (including inside & outside) to meet customer’s
requirements, and assist local quality leader to implement their jobs as well.

2. Job roles
2.1 Supervise all functions to achieve accurate and objectives inspections in accordance with
corporate requirements.
2.2 Coordinates production schedules to ensure inspections programs are carried out effectively.
2.3 In collaboration with merchandiser and manufacturer when claims requiring technical in-put.
2.4 Visits factories on a regular basis to maintain up-to-date information on production situation,
quality level and ensure understanding of Hansae QA requirements.
2.5 Provide merchandising staffs with evaluation of quality performance of manufacturers.
2.6 Ensure the timely testing of approval sample.
2.7 Organize and directs operations to maintain satisfactory quality standards.
2.8 Ensure satisfactory and timely quality control standards are met.
2.9 Verifies production problem related to quality control and, notifies appropriate executives
and take actions necessary to ensure quality standards are met.
2.10 Assist local FQA in the control of inspection programs.
2.11 Supervise staffs to conduct accurate physical test for approval sample evaluation.
2.12 Schedules and monitors testing time/action calendar accordingly to the season testing plan
instructions.
2.13 Monitor contract-out laboratories performance testing reports.
2.14 When necessary review fit, sizing, styling and construction of sample with sizing staffs and
merchandising executives when revision required

3. Reporting channel
Report directly to FQA Director on quality issues

54
4. Organization chart

QA Director

Assistant

QA Manager of Knit QA Manager of QA Manager of

Factories Outsourcing Factories Woven Factories

QA Members QA Members QA Members

Created by: Witnessed by: Approved by:

QA team FQA manager Director

55
 JOB DESCRIPTION
IN HOUSE QA
Document No.: HS-J-PRDN-010 Revision No.: 0
Effective date: April 1st, 2013 Revision date:
Page : 1/1

1. Job Description :
In-house QA is in charge of monitoring quality of factories on each operation according to
Manager QA assignation to ensure that factory is doing correct procedure /working instruction.

2. Job roles
2.1 Control quality of all depts. of factories such as fabric warehouse, cutting, semi-finished
goods inspection, sewing, finishing, measurement, packing.
2.2 Verify all details on each operation such as material, QRS, trim card etc against PO sheet.
2.3 Any quality problems on each working progress immediately inform to foreman/leader and
ask them on corrective action plan prior to move other operation.
2.4 Co-ordinate factories supervisor to monitor quality, ensure integrity quality before shipping

3. Reporting channel
Report to QA Manager if there are any problems occurred on their operation to resolve

4. Organization chart

QA Director

Assistant

QA Manager of Knit QA Manager of QA Manager of Woven

Factories Outsourcing Factories Factories

QA Members QA Members QA Members

Created by: Witnessed by: Approved by:

QA team FQA manager Director

56
 JOB DESCRIPTION
APPI
Document No.: HS-J-PRDN-011 Revision No.: 0
Effective date: April 1st, 2013 Revision date:
Page : 1/1

1. Job Description :
APPI is in charge of getting involved in quality system rather than details of each style, providing
production related information to factories and co-ordinate with quality management system to
train quality problems to related persons.

2. Job roles
2.1 Strongly recommend them to cover overall factory quality system for all buyers rather than
just Nike
2.2 Train workers through SOP and training program
2.3 Analyze various defect data (end-line, final audit etc)
2.4 Analyze root cause and lead improvement on defects
2.5 Maintain buyer’s manuals and train workers in them

3. Reporting channel
Report to QA Director/Factory Managers if there are any quality problems to resolve

4. Organization chart

Global QA Team
Manager

FQA Director

FQA Manager PI Team

Created by: Witnessed by: Approved by:

QA team FQA manager Director

57
 JOB DESCRIPTION
INLINE QC
Document No.: HS-J-PRDN-012 Revision No.: 0
Effective date: April 1st, 2013 Revision date:
Page : 1/1

1. Job Description :
Inline QC is in charge of monitoring quality on sewing line to ensure output quality.

2. Job roles
2.1 Check 7-10 pcs of each operation, 4 times a day, 2 hours per round
2.2 Check all type of defects on products such as fabric, accessories, trim card, SPI,
measurement, workmanship etc
2.3 Any defects found on each operation, inform to Sewing Supervisor immediately
2.4 Complete inline inspection report daily and return it to Supervisor for completing defect
control system.

3. Reporting channel
Report to Sewing Supervisor if there are any quality problems to resolve

4. Organization chart

Factory Manager

Production Manager

Warehouse Mechanic Cutting Sewing Finishing

supervisor Supervisor Supervisor Supervisor Supervisor

Inline QC

Created by: Witnessed by: Approved by:

QA team FQA manager Director

58
 JOB DESCRIPTION
FABRIC INSPECTOR
Document No.: HS-J-PRDN-013 Revision No.: 0
Effective date: April 1st, 2013 Revision date:
Page : 1/1

1. Job Description :
Fabric Inspector is in charge of ensuring fabric quality before moving to cut and stitch.

2. Job roles
2.1 Ensure that fabric must be relaxed following requirement (24-48 hours)
2.2 Conduct 10% random Inspection per Dye Lots based on 4 points system.
2.3 Check fabric color against buyer’s standard under the respective light source
2.4 Check fabric weight against approved standard and report. (Tolerance within+/- 5%)
2.5 Shade band Continuity Control from all rolls of fabric and segregated by group
2.6 Check fabric shrinkage and durability after wash

3. Reporting channel
Report to Warehouse Supervisor if there are any fabric quality problems to resolve

4. Organization chart

Factory Manager

Production Manager

Warehouse Mechanic Cutting Sewing Finishing

supervisor Supervisor Supervisor Supervisor Supervisor

Fabric
inspector

Created by: Witnessed by: Approved by:

QA team FQA manager Director

59
 JOB DESCRIPTION
EMBROIDERY/PRINTING INSPECTOR
Document No.: HS-J-PRDN-014 Revision No.: 0
Effective date: April 1st, 2013 Revision date:
Page : 1/1

1. Job Description :
Embroidery/Printing inspector is in charge of controlling quality on cut panels which are used for
embroidery/printing prior to move to sewing line for stitching.

2. Job roles
2.1 Check embroider/printing placement against approved S/O
2.2 Check embroider threat and print ink on cut panels against approved standard
2.3 Check embroider/printing size & artwork
2.4 Check defect on embroidery / printing such hole, oil stain, cleanness etc
2.5 Complete inspection report daily

3. Reporting channel
Report to Cutting Supervisor if there are any embroidery/print quality problems to resolve

4. Organization chart

Factory Manager

Production Manager

Warehouse Mechanic Cutting Sewing Finishing

supervisor Supervisor Supervisor Supervisor Supervisor

Embroidery
/print inspector

Created by: Witnessed by: Approved by:

QA team FQA manager Director

60
 JOB DESCRIPTION
HEAT TRANSFER OPERATOR
Document No.: HS-J-PRDN-015 Revision No.: 0
Effective date: April 1st, 2013 Revision date:
Page : 1/1

1. Job Description :
Heat transfer Operator is responsible for operating heat transfer machine follow supervisor’s
guideline.

2. Job roles
2.1 Clean the machine before press
2.2 Prepare heat transfer and cut panels for press & press
2.3 Implement heat transfer according to supervisor’s guideline
2.4 Check heat transfer quality after pressing
2.5 Every 2 hours, using digital thermometer to re-check temperature on the each heat transfer
machine and record data on inspection report

3. Reporting channel
Report to Cutting Supervisor if there are any heat transfer quality problems to resolve

4. Organization chart
Factory Manager

Production Manager

Warehouse Mechanic Cutting Sewing Finishing

supervisor Supervisor Supervisor Supervisor Supervisor

Heat transfer
operator

Created by: Witnessed by: Approved by:

QA team FQA manager Director

61
 JOB DESCRIPTION
MECHANIC SUPERVISOR
Document No.: HS-J-PRDN-016 Revision No.: 0
Effective date: April 1st, 2013 Revision date:
Page : 1/1

1. Job Description :
Mechanic Supervisor is in charge of controlling all mechanics and support factory manager to
achieve production quality as customer’s requirement.

2. Job roles
2.1 Check all machines as Factory Managers prior to start production
2.2 Assign works to mechanic staffs
2.3 Supervise mechanic staffs on working performance
2.4 Review all reports of staffs related to deliver/revoke machines
2.5 Ensure all machines are well working during production process

3. Reporting channel
Report to Factory Manager/Production Manager if there are any problems related to machines
to resolve timely.

4. Organization chart

Factory Manager

Production Manager

Warehouse Mechanic Cutting Sewing Finishing

supervisor Supervisor Supervisor Supervisor Supervisor

Created by: Witnessed by: Approved by:

QA team FQA manager Director

62
 JOB DESCRIPTION
MECHANIC OPERATOR
Document No.: HS-J-PRDN-017 Revision No.: 0
Effective date: April 1st, 2013 Revision date:
Page : 1/1

1. Job Description :
Mechanic operator is in charge of carrying out works following supervisor’s designation and
ensures that machines are well working currently.

2. Job roles
2.1 Check working status of all machines prior to start production
2.2 Maintain all machines periodically
2.3 Repair machines follow worker’s feedback and comment on the tags of sewing machines
2.4 Support on moving or changing or revoking machines
2.5 Implement other jobs follow supervisor’s assignation

3. Reporting channel
Report to Mechanic Supervisor if there are any problems related to machines to resolve timely.

4. Organization chart
Factory Manager

Production Manager

Warehouse Mechanic Cutting Sewing Finishing

supervisor Supervisor Supervisor Supervisor Supervisor

Mechanic
Operator

Created by: Witnessed by: Approved by:

QA team FQA manager Director

63
 JOB DESCRIPTION
FCA
Document No. : HS-J-PRDN-018 Revision No.: 0
Effective date : April 1st, 2013 Revision date:
Page : 1/2

1. Job Description:
FCA is in charge of ensuring the quality on 100% packed garments.

2. Job roles
2.1 Conduct final inspection as per Nike/customer SOPs
2.2 Take initiative on quality prevention process through “doing things right the first time”
2.3 FCA cannot conduct any final inspection which is not 100% packed and no final
inspection to be conducted in the late night after 7.00 pm
2.4 Inspection, examination, evaluation of adequacy/ efficiency and effectiveness of the
quality management system at factory.
2.5 Built strong CFA and internal QA team through training and guidance of new members.
2.6 Review size set sample as well as sign off on QRS samples which meet Nike
requirements.
2.7 Audit SXS to ensure good quality before shipping.
2.8 Sign off shipments which conform to Nike requirements and expectations.
2.9 Use internal reports as tools to drive continuous improvement.
2.10 Follow up on corrective and preventive action plan.
2.11 Conduct Risk Assessment meeting (Craftsmanship, CTQ, etc) following Nike’s
requirements.
2.12 Maintain a good filing system for records/reports/documents
2.13 FCA to ask support of top mgt in factory

3. Reporting channel
If there are any quality issues, immediately report to FQA Manager to resolve

64
4. Organization Chart

Global QA Team
Manager

FQA Director

FQA Manager PI Team

Factory 5-FCA Factory 12-FCA

Created by: Witnessed by: Approved by:

QA team FQA manager Director

65
 STANDARD OPERATION PROCEDURE
DOCUMENT CONTROL AND RECORD
Document No. : HS-S-PRDN-001 Revision No. : 0

Effective Date : April 1st , 2013 Revision date :

Page : 1/4

I. Purpose:
Documentation and change control is to prevent the unintended use of obsolete
documents, and to apply suitable identification to them if they are retained for any
purpose.

II. Scope:
This scope of this control is to include type of documentation such as Customer orders;
Specification; Plans / drawings; Quality manual; Standard operation procedure; Work
instruction form and others

III. Management Responsibilities.

1) The Factory Manager has responsibility for the overall site factory system, to be
overseen by the production manager and quality assurance manager.
2) Have assigned document holder and FE coordinator which responsible for the
administration and maintenance of the site document control system.
3) Department supervisors and managers responsible for the actual implementation
of all documented process, procedures, and forms.

IV. Document creation, approval and control.

1) All new or revised documents must pass through the document approval process
known as the document change request.
2) After approval of documents presented in document change request, document
control holder and FE coordinator shall review and alter all changes indicated in
the document change request.
3) FE coordinator shall be responsible for notifying supervisor and manager for the
revision and issue document distribution form.
4) Original copies need to withdrawn in work station and replace with the revised
duly signed and approved.
5) Original copies are to be retained in a master file by the document holder and
shall be used for reference of Triple personnel.

V. Work instruction manual.

1) Reference manuals relevant to specific department will contain corporate
specification and department work instruction.
2) Document holder and FE coordinator will keep one copy and one copy to keep in
each department‟s work station/area. FE coordinator shall maintain a current
manual distribution list

66
 VI. Document issue.
1) Controlled copies of factory system documents are issued to department, by
referring to master document list (MSDL) ensuring that each user has the latest of
the document
2) Distribution lists for official controlled copies of factory system documents shall
be determine by the factory and quality manager.
3) Distribution of controlled copies shall keep by the FE coordinator and document
control holder

VII. Controlled copies.

1) Document control holder shall be responsible for incorporating new or revised
documents, and keeping manuals updated and accessible both on master file
located in main office and a copy in each department‟s work station/area.
2) Document control holder shall ensure that all obsolete and uncontrolled
documents are removed from points of use.

VIII. Removal of obsolete documents.

1) Upon approved of revised documents old documents shall be removed from
points of use. These documents shall be considered obsolete documents. Any
obsolete documents shall be destroyed by using paper shredder machine with the
„request for documents disposal form‟ duly signed by authority.
2) For any obsolete document not destroyed shall be clearly stamped or marked as
“obsolete document” and shall keep only by the document control holder in a
separate storage cabinet.

IX. Mater Document Control list.

1) This is outline to assist in the control and identification of current system
documents.

X. Record Retention Procedure.

A record is defined as any information or data that is received or made by factory staff
and management in the course of their duties which is
1) Recorded in any medium including but not limited to handwritten or typed forms,
e-mails or computer disk that may contain any information about the factory.
2) All records are property of the factory and may not be destroyed, mutilated, or
otherwise damaged of or disposed of, in whole or in part except as provided by
below record retention schedules with completed „request for documents disposal
form‟.
3) Record Retention Schedule:

Type of Records Length of Storage

All QA and QC inspection report 5 years
All process and production report 5 years
All preventive and corrective action plan 5 years
All maintenance and machine records 5 years

67
 XI. Back up of electronically stored documentation.
1) Documentation electronically stored in main server or hard disk.
.
XII. Use of forms.
1) Forms use for reference and recording of product data or process specifications,
work practices or of inspections are to be controlled as part of the document
control system.
2) The FE coordinator will maintain a form log to assist in the control of forms
requiring document control.
3) The form log shall consist of a form number, form title or description, document
control number and revision date.
4) Supervisor is responsible for reviewing forms when adding, removing or
modifying process data. And it should be reviewed twice a year.
5) Initiating or revision of forms should follow document creation, approval, and
control procedure.

XIII. Document control and record document

Document:

No. File No. Archives Time -limit

Tracking table of changed document

No. Content of change/supplement Related dept. Effective date

1.

2.

Document index

No. File No. Code Issued date Remark

1.

2.

68
XIV. Revision History

Date Revision Description of Revision

April 1. 2013 0 Initial

Created by: Witnessed by: Approved by:

QA team FQA manager Director

69
 STANDARD OPERATION PROCEDURE
PURCHASING & NONMINATED CUSTOMER SELECTION
Document No. : HS-S-PRDN-002 Revision No. : 0

Effective Date : April 1st , 2013 Revision date :

Page : 1/2

I. Definition:
Purchasing in the context of business is about negotiating with current and potential suppliers
to provide the business with raw materials (direct purchasing) for use in the production cycle
or general materials/services (indirect) required for the everyday operation of the business.

The role of purchasing can be described as the opposite of sales in the sense that sales is about
selling your products in the marketplace, whilst purchasing is all about buying raw materials
as cheap as possible and adding value via the production process to sell the final product at a
profit

II. Purpose
The purpose of purchasing and nominated customer selection procedure is to look for
Suppliers that meets factors such as price, quality, quantity, delivery time and quality
requirements to eliminate reworks, waste time

III. Procedure
1) Purchasing Process:
Purchasing process is being taken place by Korea head office & Suppliers; they will evaluate
& select suppliers based on their ability to supply Raw Material in accordance with our
requirements. Criteria for selection, evaluation and re-evaluation shall be established.

The suppliers shall ensure that procured material conforms to specified purchase
requirements with cost, quality, and quantity and delivery period. The type and extent of
control applied to the supplier and the purchased material shall be dependent upon the effect
of the purchased material on subsequent material realization or the final material

70
 Hansae Vietnam will get the purchase order through Korea Head Office, however we will
evaluate supplier’s performance via 4 criterions as mentioned for all supplier’ item on score
card, if there is any problems to unconformity, we will contact directly Korea Head Office to
solve.

2) Purchasing information:
Purchasing information shall describe raw-material to be purchased including:
 The specification of item/service
 Delivery time
 Other related information
Merchandiser shall review purchase order prior to release for adequacy and completeness

3) Verification of Purchased material:

 We shall establish and implement the inspection or other activities necessary for
ensuring that purchased product meets specified purchase requirements.
 Verification of purchased material has been inspected following working instruction
and procedures “incoming quality”. Records shall be maintained in place.

IV. Revision history

Date Revision Description of Revision
April 1. 2013 0 Initial

Created by: Witnessed by: Approved by:

QA team FQA manager Director

71
 STANDARD OPERATION PROCEDURE
TRAINING PROCESS AND REVIEW
Document No. : HS-S-PRDN-003 Revision No. : 0

Effective Date : April 1st , 2013 Revision date :

Page : 1/3

I. Purpose:
Training is extremely important. It helps all the employees to understand what they are
doing as well as get the more knowledge to support their works. And especially training
purpose is to continuously improve and enhance quality control system.

II. The scope:

The scope of training is to provide all parts related production or other to all employees
who are doing at factory and new workers just hired.

III. Training procedure:

How can you verify who is good inspector and who is not? This is what every factory should
be asking by themselves. Even the factory had showed QC personnel slide or garment and
had the meeting and discussion on quality issues on types of defect or construction issues.
But how do they know who is actually effective in finding these defects and who is not?
Actually, they knew this answer clearly because they walk around the factory and see who is
doing a good job. So what procedure can be put into place to ensure everyone know who is
able to find defects or who needs additional training based on facts & not gut feelings? This
actual data and can then be viewed by management into planning who does what and where
they are going to do it? We must find root cause why do they not know that problems and
base on this to look for training way effectively.

Prior to conduct the training, we will send the email to factories to inform date and time for
training. Production /Factory Manager will get the training schedule and arrange related
persons to join the training as our requirement then submit their attendance list to us by
return email. We will consolidate full information from the factories and prepare official
attendance list to issue out in the training.

The signature of attendances and take photos during training will be recorded and beside that
we ask the attendances to take part in doing the test and get their feeling as soon as the
training agenda ends. All records will be kept in place for further.

And additionally, for newly hired staffs, they had been also provided training 2 days by
Trade Union and take a test prior to enter factory to work. Orientation training to new comers
is conducted on every Monday; Tuesday; Thursday and Friday weekly with agenda such as:

 Introduce company and our customers via policies, compensation…

 Introduce compliance standard includes: policies; social insurance; Vietnam labor
law; safety & environment
 Introduce our quality control system and production process.
 Guide first aid kid procedure and emergency plan in case got the problems.
 Take a test after 2 training attended

72
The records of orientation training will be also kept in place by Trade Union Team.

As soon as they passed the test, they will be tested workmanship at factory and they will be
arranged to work properly. When they joined factory, local supervisors will guide them more
details in each their works and let them know how to understand right works, how to work as
well, and how to communicate with coworkers.

For quality inspectors, we are conducting in house training every weekly including newly
hired staffs based on actual QA performance with many different topics on quality.
Training program helps them understand all production process and work effectively.

73
IV. Revision history:

Date Revision Description of Revision

April 1. 2013 0 Initial

Created by: Witnessed by: Approved by:

QA team FQA manager Director

74
 STANDARD OPERATION PROCEDURE
QUALITY SYSTEM AND PROCESS
Document No. : HS-S-PRDN-004 Revision No. : 0

Effective Date : April 1st , 2013 Revision Date :

Page : 1/2

I. Purpose:

To establish, document, implement and maintain the quality management system and
continually improve its effectiveness with customer’s requirement.

II. Scope:

This system has been operated and controlled by the organization to ensure compliance to
specified requirements and defined and driven by quality manual department procedure and
work instructions.

III. Quality system procedure

The Quality procedure of the factory has been reviewed and approved by the Authorities of
quality Management System and controlled by stamps on procedure/job description/work
instruction before issuing relative sections/persons to operation

IV. Quality Planning

1) The plan of the quality management system is carried out in order to meet the
requirement stated on authorities & responsibilities as well as the quality objective,
and the integrity of the quality management system is maintained when changes to
the quality management system are planned and implemented.

2) Our strategy/plan is to achieve the goal of zero defect and our activities to aim this
purpose are:

 For massive awareness building regular discussion and meeting are conducted
with the concern people.

 Regular training session is being conducted on Quality Control System

75
  Introduce it as a tool to achieve the goal.

 Introduce incentives for inspectors and operators for the best performing line.

 Introduce operators' quality performance chart to find out source and type
of defect for taking preventive and corrective

 Build good relationship and communicating members on zero defect.

 Weekly defect analysis through meeting between QA Director and

Factory Managers.

 Monthly defect analysis to monitor improvement and trend of defect.

V. Revision history

Date Revision Description of Revision

April 1. 2013 0 Initial

Created by: Witnessed by: Approved by:

QA team FQA manager Director

76
 STANDARD OPERATION PROCEDURE
PRODUCTION CONTROL PROCESS WITH PP MEETING
Document No. : HS-S-PRDN-005 Revision No. : 0

Effective Date : April 1st , 2013 Revision date :

Page : 1/7

I. Purpose:
To ensure production progress is uninterrupted and reaches the target of zero defects as customer
requirements. Beside that to improve quality issues interval plan and enhance products quality to
consumer.

II. Scope
This process applied to all workstation/sections in production including pre-production and bulk
production.

III. Standard operation procedure

1) Pre-production:
Pre-production is required prior to the start of any manufacturing process and should provide for
periodic reviews with relevant persons. A prime objective is to highlight any special issues or
requirements that may demand attention before manufacturing begins.
Our pre-production operation process is being conducted following in order includes 6 steps as
below:

 Develop time & Action calendar: we focused to monitor work in progress as per
proposed time, action calendar and update if there are any changes required due to
unforeseen circumstance. Based on time study about styles; construction of the garments;
order quantity ; number of machines; sewer… to get the new order and give production
loading schedule properly.
 Pre-production meeting: This meeting is held for all garments. It is extremely important.
This meeting is between all factory personnel and the agent who is handing this order. All
issues from fabric and accessories to the way the garment is to be stitched, washed, packed
and shipped should be discussed at this meeting. It includes any issues need to be changed.
Beside that through this meeting, we got comments from reviewing PPS; understand
critical operation related to workmanship and construction; clarify safety and/or regulatory
and especially, we prevented problems which may arises in during production and guide
the best implement ways to production.
 Reviewing of style folder: It helps us to know that we are implementing work progress
that is wrong or correct through reviewing style no.; order detail (PO sheet/order quantity/
sample request/packing sheet…); sample detail (size specification/pattern
comment/sewing instruction) and material detail (fabric, color, accessories; trim card;
artwork…). Beside that it is clear identification of notification of any changes must be
traceable to a person. The inspector will check for availability and clarify of the
customer’s specific requirements, availability if reference samples, test reports, color
swatches, print, embroidery etc.

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 No meeting or inspection can be implemented without style folder and approval sample
 Review of SIP (Standard inspection package): We conduct the review of SIP on order
detail; sample detail (includes sealed approval sample; approved and material (fabric and
trim), this action helps us to prevent the defect issues that may arises prior to go to bulk
production
 Fabric and Trim control:
 Fabric control: How to control fabric as well and how to trace how many the
fabric rolls had been used or not? And how to know which the fabric is defective or
not? It is important. That is why reason the fabric must be separated by lot by color
and record all detail on the fabric racks to control easily. All fabrics that are
delivered to cutting section should be correct for color; handle and quality. The
quality control inspectors will check the received fabric colors, the fabric weights
against the standard samples from suppliers. The fabrics need to be relaxed on fixed
time subject to fabric material prior to inspect and in case the fabric had a high
shrinkage, it also needs to be checked before cutting to prevent defect of wrong
dimension…
 Accessories & trims control: all accessories and trims should be inspected on
arrival into factory by lot. We are implementing to inspect accessories according to
AQL standard and at the same time, accessories and trim will compare with
approved sample swatches from suppliers or agents. Trim card is used for running
styles per each sewing line. Rejected trim or accessories are placed in segregated
defective box to prevent them go to production.

 Trial run: This steps is end of pre-production operation process, it goes to trial run after
completing all steps mentioned. And it also shows the effectively on steps are right or not?
And it evaluated work progress on the performance.

2) Bulk Production
2.2.1 Cutting control:
Cutting control is very important. The cutting can take place base on cutting outline and
spreading report. Every spreading and cutting report will have a swatch of the correct
fabric attached to it for handle (feel) as well as for color.
The cutting manager will issue a spreading and cutting report for every lay that an order
may have. He or she is responsible for checking the markers, cutting outline…prior to cut.
The cutting workers must ensure that the fabric (color, handle and width) as well as the
required marker length and ply height are correct. They are totally responsible for what
they cut. At the beginning and end of the cutting operation, they must write down the
time they started and finished that particular lay as well as calculation the time it took to
cut. The signed and dated report is then given back to the cutting as soon as the cutting is
finished.

2.2.2 Cutting panel:

The numbering people will take over and individually number each of the cut panel as
soon as the cutting finished. The reason why it is first numbered before inspecting the
quality of the cutting panel is so that the top plies do not get mixed up with the bottom
ones. The quality control inspector has to inspect the top, middle and bottom plies in

78
 bundle against original pattern. They may turn a bundle over and forget to turn it back
again so making the top ply now the bottom and visa versa.

After finished numbering cut panel/pieces, they have to inspect the accuracy and the
quality of cut pieces as well as the numbering of the pieces. If they are not accuracy
positioned, the sewer can stitch through the middle of sticker or lead to assemble the cut
pieces is wrong…

Any the defects had been found, inspector will be noted down on the quality inspection
report and inform cutting manager to be solved and advise about the problem at the same
time it happened. The inspectors must ensure that the pieces in any particular bundle are
correct for order ticket, cut piece numbers, color, shade of fabric, size of cut pieces…
prior to go to stitch.

2.2.3 Embroidery/printed/washing panel:

To ensure embroidery/printed/heat transfer/washing panel… had been used the correct
pieces; the inspectors conducted check them prior to deliver sewing line. By the way, we
can evaluate appointed sub-contractor performance on production progress

How to inspect these pieces as well as how to FQC or FQA to know that they are doing
good job. We provided approved sample swatches for their reference and comparableness.
We prevent minimum mistakes can arise in during production. The purpose of checking
is sort out defected goods before sewing. Ensure that production process is not
interruptible
2.2.4 Sewing control
2.2.4.1 In line inspection.
The quality control inspectors of in line are responsible monitoring of quality on each
the processes and operations on a garment such as SPI (stitches per inch), stitch tension,
color of threat, fabric color, accessories, trims card, pre-production approved sample …
within the manufacturing cycle and roving time per day.

There is one in line inspector for maximum of every 30 to 35 sewing machine operators.
Each inspector will check each operator a minimum of 4 times per day and randomly;
the inspector will not fix checking time to ensure that operators will not know exactly
when the inspector is coming to inspect their work. That is reason why the operator must
be careful of their stitch or workmanship. Any inspected pieces are incorrect; the
inspector must write down the findings on the in-line inspection report and sort out type
of the defect such as defect due to machine or operation before turning back local
supervisor. The inspector will get hold of the in line local supervisor and advise them to
problem that they have found while checking and base on this, the local supervisor will
re-train or re-instruct the operators or work with related section such as mechanic room
for repairing machine to resume production and keep the defect into “Traffic light
system”

To measure 10% of finished goods per size per color on day for measurement points
according to the official size specification.

To know each operation is being done correctly or incorrectly, the inspector must have
all the information regarding the operations before they conduct to check operations.

79
 This information should come from the spec packs that buyer has sent as well as
additional comments were passed back to the factory before bulk production is started.

2.2.4.2 End-line inspection

Each End-line is responsible for monitoring product quality, as soon as the garment has
passed through in-line quality control system should have greatly improved if the
inspections have been taken randomly and had a meaningful meeting to rectify the
quality problems. Repairs and rejects should have been significantly reduced so allowing
the end-of-line more time to check each garment thoroughly for fabric, thread; and
stitching defect.

To measure 10% of finished goods per size per color on day for measurement points
according to the official size specification.

Beside that they also record inspected products quantity and check operator’s
workmanship of each operation base on approved sample, trim card is placed on each
inspection table. They will show the operator or in-line inspector who is good job or not?
Report to local supervisor the issues of each operation to make corrective action.

Any defects are found in during inspection; inspector must record them into the
inspection report and place in segregated storage facility, statistical QC will collect reject
able finished goods to turn back related operation for mending at the same time

End-line inspector is very important force in quality control system; they ensure that the
products quality is good before passing them to 1st inspection.

2.2.5 1st inspection

1st inspection is conducted after washing and before pressing. As soon as the finished
goods just passed end-line inspection, 1st inspector checks all details on garment against
approved trims card and approved sample.

To measure 10% of finished goods per size per color on day for measurement points
according to the official size specification.

They are to ensure products quality to be improved significantly before moving to 2 nd

inspection, they concentrate to check the defects of products and write down any defect
to be found on their report, at the same time, they inform local/foreign supervisor
products quality base on defect and advise them on corrective action plan.

2.2.6 2nd inspection

2nd inspection is the last steps in the closely garments quality inspection progress. 2 nd
inspection will show quality level of factory, how many percentages of the product which
is obtained good quality or otherwise. 2nd inspector is conducted after pressed garment
To measure 10% of finished goods per size per color on day for measurement points
according to the official size specification.

2nd inspectors must record any defect to be found during inspection on their report and
analysis problematic operation. They report to supervisor what happen on product quality
and advise supervisor how to correct the defect.

80
 2nd inspectors ensure that the products are integrant and available before shipping. Thus
their work is extremely important to factory quality control system

2.2.7 Finishing control.

This process is conducted on packing area, pre-final and final. It covered the best quality
after completing all previous operations. Finishing control means that we will concentrate
on the inspection of packing material and method; carton; poly bag; price tickets; hang
tags; UPC and UCC label; etc.

2.2.7.1 Packing detail inspection.

Packing detail inspection means that we are checking their work on review
styles/color/size/quantity/UPC on poly bag, garment packing method before put the
finished goods into the carton. Beside that carton marking also needs to be inspected all
details including carton package method…to ensure that all garment details are correct
before they have been passed pre-final area for re-checking. How to customer or
consumer do not complain about the quality and how to satisfy customer through using
the products. It is root causes why we must check each detail carefully.

All items checked during packing inspection must be recorded in the report and inform
to supervisor if there is any problem to be found and advise them on action plan or
repairing.

2.2.7.2 Pre-final inspection

When a pre-final inspection is taken? And which details will be inspected in this
process? It is easy for us the answer. As soon as finished packing, the garment is put into
the carton and the carton had been pasted by the temporary seal,
pre-final inspection will be carried out to check if the re-work was successful or not?
When 100% of the garments have been packed, it can be safely assumed thus it needs
the auditors who have been correctly trained to conduct pre-final in the first place.

The garments will be unpacked to re-inspect all details including details on the carton by
specially inspector, it ensures perfect for final inspection. If they are correct and are
passed then they can be put into the finished goods warehouse, noting down their carton
numbers and otherwise, they will be returned to production area to be corrected.

Pre-final inspections have been carried out every day until each PO is finished and
Auditor came in to conduct final inspection, the shipment should pass. This process
decided pass percentage rate of final inspection thus it is very important on factory
performance.

Problems have been found during pre-final inspection, inspector will write down issues
on their report and advise supervisor on corrective action plan.

2.2.7.3 Final inspection.

Final inspection is implemented by Auditor of buyers or Auditor in house who passed
the examination of buyer and got certification for final audit.

81
 Auditor will take some packed cartons and sealed base on AQL standard for final
inspection (AQL standard may is 1 or 1.5 or 2.5). Again all items checked during final
inspection such as style number, color, team, size… must be written down on the
garment inspection report. All the final audited garments need to be measured 10% the
measurement on critical points.

The findings to be found in final audit will keep defect samples aside to explain them to
the factory. Discussion with related persons and looking for method for quality
improvement, action immediately and recorded also.

The result of final inspection is passed or failed subject to AQL standard. And the
Factory is responsible for the result by signing the report.

IV. Production Flow Chart

PRODUCTION FLOW CHART

Fabric & Accessories
received 1st Inspection (FQC)
1. Take the numbering sticker out of finished
goods . (numbering sticker that had been
adhered on cut panels before) 1. Check the details of garment base on Shipping
2. Check the garment quantity approved trims card available to each QC
1. Check quantity base on packing list (Fabric) 3. Trim the thread on finished goods. table
or commercial invoice (Accessories) 2. All defect /reject garment must be
2. Segregate the fabric by lot by color and recorded and put into segregated storage.
indicate the details on the shelves of the fabric 3. Record inspected garment quantity
for easy identification Trimming section
3. Classify accessories (heat transfer, main 1. It can be conducted by FCA or Inspector of
label, draw cords...)and store properly. buyer.
Pressing 2. Final inspection base on Buyer standard

Measure 3 pcs of each size of garment on all points

and randomly measured 10 % on key points with
record.
After pressing measurement
Fabric & Accessories
random checking Final

1. Must have the copy of FPP sample and 1. Garment relaxed for 2hrs before
approved trims card posted into the each line measurement can be taken.
w/attaching local language comment at the 2. Measure 3 pcs of each size of garment
Fabric inspection : begining and end of each line. on all points and randomly measured 10 1. Check carton marking.
1. Check 10% per lot and per color. 2. Check cut panels & trim card prior to sewing line % on key points with record. 2. Check poly bag size, warning clause.
2. Use 4 points system 3. Correct gauges for each operation 3. Check packing, assortment, hang tags, labels,
3. Check fabric defect and put sticker on the defect. 4. Correct thread tensions, color, type. size , SPI tickets, pressing, folding.
4. Check fabric color under light box and compare 5. 10% measurement on key points at the inline 4. Workmanship & Measurement.
with standard sample. inspection for each line 2nd Inspection
5. Check fabric weight as standard.(within+-5%) 6. Must have defect control system-document
6. Cut 1 yd fabric for shrinkage test. (10 % / lot) 7. Must have to correct mock up each operation
Accessories inspection: 8. Maintain broken needle report.
1. Inspect as AQL standard and note any defect 100% inspection is a standard on Pre-final
2. Store rejected accessories in defective box. specification & workmanship.

Sewing
Measurement section
Cutting & spreading
1. Attach hangtag, price ticket,UPC , on garment
2. Check poly bag size and garment folding
1. QC of cut panel must have approved S/O to
method and put garment into polybag
inspect and compare embellishment 1. A minimum of 4 garments per size for all 3. Pass 100% garments through MD machine
/printing/heat transfer /pad printing placement colors should be measured. 4. Classify garment by size, by color, by team
1. Base on fabric spreading report to receive fabric 2. Must inspect 100% before delivering to sewing 2. Conduct critical points measurement if it and put garment into carton box.
2. Fabric spreading and calculate yard quantity . 3. Defective cut panels must be sorted out and is fail base on AQL 1.0 level. 5. Writing carton marking based on packing list
3. To spread paper markers or pattern directly on report to authorities or return to cutting and
6. Attach UPC sticker on carton and partial tape.
the fabric face. it must be approved by authorities replaced.
before cutting.
4. The workers implement cut following patterns
Packing
or paper marker.
5. Cutting QC re-check prior to issue sewing. Cut panel inspection

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V. PP Meeting Flow Chart

PP MEETING
FQC check first output in the production to ensure that
the bulk production is the same as the sample being
approved
Production Manager gets
file/document from H/O

1. Factory prepare training materials for pre-production meeting to

Review and distribute to : instruct and discuss quality issues on PPS comments from buyer
- Cutting section 2. Attendance list of the meeting
- Sewing - Production Manager / Merchandiser
- Packing - Sewing Supervisor.
- Sample room - Cutting Supervisor
- Packing supervisor
- Mechanic Supervisor
- QC/QA Supervisor
Note: Any changes of production materials from buyer, it will be
informed to related persons on time
Prepare fabric and material
for sample sewing

Sample received from Boolim with approved stamp

1. Cutting Manager check pattern included QC file
/measurement base on:
- Approved reference sample
- Fabric shrinkage test report from Lab Approv al
2. Transfer cutting fabric, pattern to
sample room

Submit to Boolim : - Review the sample & inform to

- PPS for new styles and PPS quantity is cutting Manager; sample
Reject Sample room check requested as follow Boolim Reject
supervisor the caused of rejection
pattern base on - Sample pattern size
- Fabric swatch
- Discuss how to rectify and apply
approved sample and
- Trim card Boolim's comment on the 2nd FPP
file from Korea
- Heat transfer test result report and re-submitted
- Fabric shrinkage test report - Keep revised production material
in QC file.

Approval

Proceed sample making in Conduct internal quality / construction

VI. Revision history

Date Revision Description of Revision

April 1. 2013 0 Initial

Created by: Witnessed by: Approved by:

QA team FQA manager Director

83
 STANDARD OPERATION PROCEDURE
EQUIPMENT CALIBRATION MAINTENANCE
Document No. : HS-S-PRDN-006 Revision No. : 0

Effective Date : April 1st , 2013 Revision date :

Page : 1/2

I. Purpose:
Monitoring and measuring equipment is to be undertaken and needed to provide evidence
of conformity of product to determined requirements. This process is to ensure that
monitoring and measuring equipment can be carried out in manner and make sure they
are well working in during production

II. Scope:
To apply for tools and equipments related to work such as:
 Measuring tape
 Weight machine
 The digital thermometer
 Lux meter tool.
 Diameter of a ferrous sphere
 The light bulbs of light box
 Others

III. Equipment Calibration Process

All equipment used for production process shall be:
 Calibrated or verified, or both at specified interval, or prior to use, against
measurement standards,
 Adjusted or readjusted as necessary
 Identified in order to determine its calibration status
 Safeguarded from adjustments that would invalidate the measurement result.

The equipment is found not to conform to requirement. We shall take appropriate action
on the equipment and any product affected.

IV. Record keeping

 Record of the result of calibration or verification shall be maintained
 Keep calibration result in place
 Record should be kept until it will be calibrated next.

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V. Revision history

Date Revision Description of Revision

April 1. 2013 0 Initial

Created by: Witnessed by: Approved by:

QA team FQA manager Director

85
 STANDARD OPERATION PROCEDURE
CONTROL OF NON-CONFORMING PRODUCTION
Document No. : HS-S-PRDN-007 Revision No. : 0

Effective Date : April 1st , 2013 Revision Date :

Page : 1/2

I. Definition
Non-conforming is removing a product from the material flow or product realization process.
If a product's condition is such that it can be handled in the normal production flow

II. Purpose:
Control of non-conforming items is to ensure that product which does not conform to
product requirement is identified and controlled to prevent its unintended use or delivery.

III. Scope:
The scope of this process is to filter non-conforming items includes:
1) All products
2) Raw material (fabric, accessories)
3) Embroidery and print swatches has been done by outside factories
4) Incoming needle / carton / poly bag of suppliers.
5) Etc

IV. Standard operation procedure

This procedure is controlled by following ways:
1) Taking action to eliminate the detected nonconformity. This can occur in a variety of
ways

o By repairing
o By reworking
o By reprocessing

2) Authorizing its use, release or acceptance under concession by a relevant authority.

Concessions normally include the following details
o The condition or quality level that has been accepted
o The quantity of product that is covered under the concession
o The person who has authorized the concession, including a signature, if possible
o The date and time the concession was granted

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 3) Taking action to preclude its original intended use or application. This normally occurs
through one of the following actions

o Scrapping
o Recycling
o Reprocessing
o Regarding

4) Taking action appropriate to the effects, or potential effects of the nonconformity

when this product is detected after delivery or use has stared.

All nonconforming products shall be analyzed, reviewed and certificated by nominated

personnel to meet customer satisfaction and demonstrate conformity to the requirements.

V. Record keeping:

Record of any non-conforming item shall be maintained and keep at least 2 years

VI. Revision history

Date Revision Description of Revision

April 1. 2013 0 Initial

Created by: Witnessed by: Approved by:

QA team FQA manager Director

87
 STANDARD OPERATION PROCEDURE
CORRECTIVE AND PREVENTIVE ACTION PLANS
Document No. : HS-S-PRDN-008 Revision No. : 0

Effective Date : April 1st , 2013 Revision date :

Page : 1/3

I. Definition
1) Corrective action plan is to eliminate the causes of nonconformities in order to
prevent recurrence issues. Our corrective action is done following ways: reviewing
nonconformities (including customer complaint), determine the cause of
nonconformities, evaluating the need for action to ensure that nonconformities do
not recur, determine and implementing action needed; record of the results of action
taken and reviewing the effectiveness of the CAP

2) Preventative action means that we plan to prevent the effects of the potential
problems, evaluate potential nonconformities and their causes, the need for prevent
occurrence of nonconformities, record the result of action taken and reviewing the
effectiveness of the prevention action taken

II. Purpose:
Corrective action and preventive action plans used to manage the tracking, resolution,
analysis of product and processes taken to eliminate causes of non-conformities.

III. The scope:

CAPA is applied for all stage/steps from warehouse to finishing area to ensure the production
progress is continued

IV. Management Responsible CA/PA team:

1) Factory Manager. Being the person who has obligations for final decision on all
implementation done in factory as for correction and preventive action and make a
report to the General Director for the consideration (if needed).
2) QA Manager. Has obligation for controlling all the matters basing on the
systematic document and inspect the quality products as required. At the same time
coordinate with the relevant departments to take part in finding the causes, then
make the decision on settlement, directly follow-up monitor and confirm evaluation
done by QA/QC staff. In case, the matter lies beyond the authority, it is necessary
to report even the General Director for further instruction.
3) Sewing and non-sewing assistant managers. Has the obligation to directly
coordinate between technical department, vendor and production staff to implement
the actions to be taken.
4) Technical department. Has obligation to support for the root cause analysis and
recommend necessary corrective action plan and preventive action plan.
5) Office staff. Responsible for reporting and updating corrective action plan forms.
The staff have the authority to distribute corrective action plan minutes to
production teams and upwards.

V. Procedure:

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 Corrective Action Plan can be executed as a result of customer complaints, errors
identified in an internal audit or process monitoring.

Statement of the Problem, The first step in the process is to clearly define
1) The problem or the non-conformities. These may determine through results of
testing, inspection and during daily work performances. After need an investigation
or observation what is really happening and what will be the effect.
2) Identify the root cause. Determine the underlying reason for the variance of non-
conformities. It needs a thorough investigation what and why the problem or non-
conformities exist. It may answer several why question until finally come up with
the bottom line.
3) Corrective Action Plan. This describe the actions taken immediately to stop the
non-conformance from continuing, assess the damage, segregate impacted product
and notify as appropriate.
4) Responsible for the Action. The CAPA team should define who is the responsible
for implementing the corrective actions. It is also needed to indicate
implementation date and when to complete or when the actions becomes effective.
This date needs to be within reasonable time frame.
5) The actions taken are evaluated. Upon completion of the corrective action plan
Quality team shall evaluate and initiate inspections. Inspections will continue as
needed until the operation or quality becomes stable.
6) CAPA team final recommendation. The CAPA team will review the corrective
action form and analyzed the information to determine the needs of preventive
action and system improvement and also to ensure effectiveness.
7) Preventive Action as necessary. This action is an attempt taken to eliminate the
cause of a potential nonconformity or discrepancies before they occur and to ensure
that they do not happen. After stating in the form actions to be taken need to
attached some evidence that will prove actions took place such as training materials
and attendance sheet or new process or new regulations.

VI. Flowchart:

Non-Conformance Statement of the Problem

Root Cause Analysis

Corrective Action Plan

Responsible and implementation of the

action plan

The action taken is evaluated

The corrective action is subject for

conclusion and recommendation

89
 May recommend to propose preventive The corrective action is closed and the
action plan – using the same format. information may use as reference.

VII. Reports and Forms:

1) Corrective/Preventive Action Plan Form.
2) Inspection Reports

VIII. Revision History:

Date: Revision Description of Revision

April 1. 2013 0 Initial

Created by: Witnessed by: Approved by:

QA team FQA manager Director

90
 STANDARD OPERATION PROCEDURE
PRODUCT SAFETY – METAL DETECTION
Document No. : HS-S-PRDN-009 Revision No. : 0

Effective Date : April 1st , 2013 Revision date :

Page : 1/3

I. Purpose
The purpose of metal detection is to prevent metal contamination on type of product before
shipping and eliminate the charge to customer.

II. Scope:
The scope of this procedure is applied for all apparel products following shipping order.

III. Criteria:
Metal detection area is free from ferrous metal contamination

IV. Requirement prior to inspection

1) Area
Metal detection area should be:
 Open, clean and dry
 Well lit
 Separated from production area and entry control & “Metal free area"

2) Tools:
 Metal detection control log
 Box to containing metal contaminated products

3) Equipment:
 Test sample 1.0 mm
 Metal detection machine in hand-held and conveyor

V. Metal detection process:

1) Broken needle detection in during sewing
 When found that needle breaks, the factory must stop production and inform Supervisor

 Locate all broken needle fragments by:

- Localizing to seek broken needles within radius 5m.
- Using the magnet or hand-held MD to look up broken needle:
 Sewing floor;
 On the table;
 On the sewing machine;
 Drawer;
 Etc.

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 - If the Machinist found all the parts of broken needle or blunt needle, they must send
back to needle controller to get new needle for replacement, at the same time,
needle controller must update full detail such as:
 The date and time the needle was brought in for a replacement;
 Which sewing section is the machine on;
 What type of sewing machine is it;
 The operators name and number;
 A space for the broken needle to be attached to the page;
 The supervisor signature and the needle number which has just been issued
as a replacement… on the broken needle log
- If found broken needle in conveyor belt metal detector but no missing broken
needle fragment in needle changing log, MD workers must inform Authorities
persons to investigate root cause of this problem.
- If the Machinist cannot find all the parts of broken needle, immediately quarantine
the suspicious products and using a conveyor or hand-held metal detector at
designated area to look up broken needle again.
 If the products have metal contamination, locate and remove needle
fragments or destroy products and update the broken needle log;
 Otherwise the products can be returned to the production area and make the
letter to record full details such as
 Sewing machine number;
 File number; style number;
 Name of Operator…and keep in place.
 Clean the affected equipment and production area to resume
production.

2) Metal detection in conveyor machine

 Metal detection machine operation procedure:
- Turn on the power source switch on (2~3 seconds after it becomes stable)
- Turn on the belt conveyor motor and use it after the blue waiting lamp attached is
off.
- If put "test sample" on the belt and passing detection part, detection will be
informed by the red detection lamp buzzer and conveyor will stop at the same time.
- Put semi-finished goods or finished goods on metal detection machine to test

 Metal detection principle:

- Clean the belt conveyor motor of metal detection machine before implementing
metal detection on the finished goods or semi-finished goods
- Check machine sensitivity every 2 hours in the report of 9 points in test sample 1.0
mm.
- Inspect all accessories had to high metal contamination such as eyelets, Zippers,
- Inspect 100% Finished goods prior to packing
- Finished goods in the packaged carton after final audit.

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  Metal detection procedure
- Obtain finished garments sealed in poly bag from manufacturing area
- Scan the garments in metal detector # 1
- Rotate the garment 90 degree and flip the garment upside down, scan the garments
in metal detector # 2
- If either metal detector alarm is triggered:
- Quarantine the affected product
- Locate the contaminant using a hand held metal detector.
 If yes, remove the contaminant and remove the contaminant and re-scan the
garment using the conveyor detectors to ensure that no further
contamination is present re-scan.
 If no, recheck sensitivity of machine or personal belongings. If everything
is ok but still unfound, immediately destroy garment and update metal
detection log
- Recording inspected data on the report.

VI. Record keeping

- Inspection report must be kept in place.
- This report is to be kept for 2 years

VII. Revision history

Date Revision Description of Revision

April 1. 2013 0 Initial

Created by: Witnessed by: Approved by:

QA team FQA manager Director

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 STANDARD OPERATION PROCEDURE
FABRIC WAREHOUSE AND INSPECTION
Document No. : HS-S-PRDN-010 Revision No. : 0

Effective Date : April 1st , 2013 Revision date :

Page : 1/5

I. Scope:
The scope of this working procedure is to ensure that all fabrics are of the correct
color and construction for that particular order.

II. Inspection Requirements:

a. Area
This inspection area should be:
 Open, clean and dry
 Well lit
b. Equipment:
 Inspection Frame: The frame should be equipped with a variable speed
drive, a yard (or meter) counter, and an undercarriage light.
 Inspection Speed: Run the frame at 30 yards per minute (27m/minute)
 Lighting: Overhead cool white florescent (CWF) lighting is recommended
for the inspection.

Light Source Classification

1st 2nd 3rd
D65 CWF INCA

III. Fabric warehouse process:

1) Fabric receiving:
a. Base packing list to check:
 File number
 Items
 Roll number
 Lot number
 Bales
 Color
 Stickers on fabric
 Quantity
b. If fabric items are match with packing list, conduct to receive purchase order and
place in storage racks by color and by lot.
c. If fabric items are different from packing list, recipient will inform to Production
Manager to be solved.
d. Complete the report with actually items quantity.

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2) Fabric relaxation:
a. As soon as fabric receiving, warehouse workers classify the order; subjected on
the fabric content to have relaxation time is different. The fabric needs to be
relaxed to stability before cutting
b. To clean fabric racks
c. To place fabric on the racks properly & ensure that fabric must be relaxed 100%.
d. All fabric in bright colors must be covered.
e. Fabric must be relaxed from 24 hours-48 hours depend on type of fabric/ fabric
content. (if fabric content is spandex, it must be relaxed 48 hours)
f. Complete fabric relaxation report with details:
 Buyer
 File # & style #
 Color
 Lot #
 Total yard
 Date & time of fabric relaxation
 Date & time of serviceable fabric.

3) Fabric inspection:
a. Select inspection sample: Initial inspect 10% per color per lot and
b. Select roll: Randomly inspected roll quantity for each color and it should be
round
c. Select the face of fabric inspection:
 Always inspect the side which will used as the face in the finished garment
 Mount the roll on the inspection frame with the face side up
d. Measure fabric size
 Fabric width: Measure at the beginning, in the middle, and at the end of roll
per each roll to be inspected, if a variation in fabric width is found,
inspector should also check the condition of the selvedges. (The selvedges
should lay flat, be free of tension, and should not have a tendency to curl.)
 Roll length: measure and record the length of each roll inspected

e. Start the frame and inspect for defects

 Run the frame at 30 yards per minute (27m/minute)
 Note the defect at the selvedge or at the defect.
 Classification & evaluate defective point: base 4 points table
 Record the defect on inspection worksheet

f. Inspection result: Calculate total points of each inspected roll or yards base
formula

95
 g. Evaluation guideline:

If the defect points exceed 20 points / 100 yard, 2nd inspection of 20%
/inspected lot and if the defect points are still to exceed 20 points, fabric will be
inspected 100%

Note: In case fabric had been inspected 100% but it was still failed, fabric will
be eliminated and kept in rejected fabric area with attached report.

4) Fabric color & aesthetic inspection:

a. Takes inspection sample: Cut a head-middle-end sample across the width of
the fabric, preferably about 1 yard inside of each dye-lot. This sample will be
used for color, aesthetics verification to ensure lot to lot, head to end
consistency

b. Color evaluation:
 Color standard: Check the head-middle-end sample in the light box against
the Nike color standard and/or Nike approved lap-dip under primary &
secondary (D65 & CWF) light source. This process should be done once
for each color inspected
 Shading within the roll: Check for shading at the beginning, in the middle
and at the end of each inspected roll, using the head-middle-end sample for
comparison
 Color continuity card: Check for consistency between the dye-lots. Cut a
small sample (about 2x2 inches/5x5 cm) from the left side, the center and
the right side of the head-middle-end sample of each inspected dye-lot and
attach to the color continuity card ensure that cards are labeled. Check the
sample against the Nike color standard If there is inconsistent color within a
lot, must inspect all rolls

c. Aesthetics evaluation:
 Inspect overall hand-feel and appearance against the Nike approved item
swatch for cleanliness, texture, drape, resilience, wrinkling,…Mount the
roll on the inspection frame with the face side up
 If the color/aesthetic does not match the sample, record the discrepancy and
report to Production Manager for solution

d. Making report:
Complete fabric color & aesthetic inspection report with details such as : style #,
Fabric item #, color…and submit to Production Manager to get approval

96
5) Fabric weight inspection:
a. Put the board on the cutting board of machine
b. Put the fabric swatch on the board.
c. Using the machine to cut fabric swatches into the circle
d. To determine fabric weight:
 To check fabric weight and compare with standard weight on fabric list
 Fabric weight does not exceed +-5%. If the weight exceeds tolerance, must
report to Production Manager for solution.
e. To record actual weight on sticker and paste it on the circle fabric swatches
f. To complete fabric weight inspection report and submit to Production Manager to
get approval.

6) Fabric shrinkage test:

a. Take fabric sample: 10%/lot/color. If fabric has many colors, must take all colors.
Each lot has many rolls, do 10%. If lot has 10 rolls, take 1 roll sample, if lot has 20
rolls, take 2 rolls sample.

b. 1 roll takes 1 yard sample and conduct as below:

 The fabric sample should be 60 x 60 cm; marks should be at least 5 cm
from edge of fabric. Make three 25cm pairs of bench marks parallel to the
length of the fabric. Write down lot no. and roll on the sample (using ink is
different from fabric color and ink is not faded after testing).
 Fill in full information (buyer name, order code, style #, fabric description,
products description, supplier name, responsible person, color, lot no., roll
no. , standard weight ...) on Hansae Vietnam testing request form
 To send sample to lab room and attach fabric weight inspection report,
Hansae Vietnam testing request form and care label.

c. Lab’s staff conduct shrinkage test:

 Following care label instruction
 Implement 3 washing cycles
 To determine fabric shrinkage base the formula

% shrinkage = (B-A)/A X 100

+ A: Original measurement
+ B: Measurement after the test (relaxation for 2 hours before
measurement)

 Shrinkage percentage standard <= 5%

 If the result is over 5% for wash and over 6% for non-wash fabric inform to
Factory Managers; QA Director and fabric inspector for solution.
d. To complete fabric shrinkage test report and submit to Factory Managers, QA
Director to refer and get approval.

7) Fabric distribution:
a. Base fabric spreading report to determine type of the fabric that will go down
cutting section.
b. Check the details of fabric spreading report as below to ensure that correct fabric
distribution for production.

97
  Date
 Buyer
 File # / Style #
 PO # /Team
 Color
 Fabric spreading table
 Fabric layer quantity
 Yard
 Size
 Total.
c. Warehouse worker complete fabric distribution with full data such as rack #, buyer,
style #, color, lot #; fabric relaxation status , serviceable time , issue date, cutting
quantity & cutting table number. Then submit to Cutting Supervisor to get
signature

8) Fabric spreading:
a. Base fabric spreading report to spread fabric layers.
b. Layers do not over stacked 3 inches for thin fabric and 5 inches for thick or not
exceed 100 layers
c. Spreader does not pull the fabric while spreading. Fabric layers are steady.
d. Place paper marker directly on fabric face and inform cutting supervisor to get
approved before cutting.
e. Complete fabric spreading report and submit to Cutting Supervisor

IV. Record keeping

a. Inspection report must be kept in place.
b. This report is to be kept for 2 years.

V. Revision history

Date Revision Description of Revision

April 1. 2013 0 Initial

Created by: Witnessed by: Approved by:

QA team FQA manager Director

98
 STANDARD OPERATION PROCEDURE
TRIM AND ACCESSORIES INSPECTION
Document No. : HS-S-PRDN-011 Revision No. : 0

Effective Date : April 1st , 2013 Revision date:

Page : 1/2

I. Scope:
The scope of this working procedure is to evaluate the details on supplier’s accessories
quality performance according to requirements of each order.

II. Requirements at warehouse:

1) Area
Accessories receiving area should be:
 Open, clean and dry
 Well lit
2) Tools:
 Packing list
 Scissor / craft knife/Measuring tape/Defect sticker
 Box to contain accessories
 Approved sample
 Inspection form
3) Equipment
 Metal detector machine.
 1.0 mm diameter ferrous metal ball

III. Trim and Accessories inspection procedure:

1) Accessories receiving process:
a. Base packing list to check:
 File number
 Items
 Carton number
 Carton
 Color
 Quantity

b. If accessories are match with packing list, conduct to receive purchase order
and place in storage racks according to each item separately.
c. If accessories are different from packing list, recipient will inform Production
Manager to resolve
d. Complete the report with actually quantity.

2) Accessories Inspection process:

a. Inspect 100% incoming trim and accessories
b. Check actual samples against approved standard such as size, color, artwork,
c. Keep all defective accessories separately, use identified box to keep them
d. Complete inspection report with any defects to be found during inspection
e. Submit report to Production Manager for solution and get signature.

99
 3) Metal accessories inspection process (Zipper, toggles, snaps, rivets):
a. If supplier 100% passed MD, factory will randomly check 10% per Lot/PO or
check following QAL 1.0 and otherwise, if supplier did not 100% pass MD,
factory will do 100% scan to MD machine.
b. Use a 1.0mm diameter ferrous ball for metal detector sensitivity checks,
 If metal detector alarm is triggered, machine is well working then pass metal
accessories through metal detector.
 If not, inform authorities for solution
c. Any metal contaminated accessories, they must be quarantined and inspectors
must report to Production Manager to resolve and if there are no metallic,
accessories can be used for production.
d. Complete inspection report for any metal contaminated accessories

4) Accessories distribution process:

a. Base cutting order sheet to determine accessories that will go down sewing
line
b. Check the details of cutting order as below to ensure that correct accessories
distribution for production.
 File #
 Team
 Color
 Size
 Total.
c. Accessories worker completes invoice with full data such as style #; Po #/team;
color; size; quantity; unit and submit to Production Manager to get signature.

IV. Record keeping

1) Inspection report must be kept in place
2) This report is to be kept for 2 years.

V. Revision history

Date Revision Description of Revision

April 1. 2013 0 Initial

Created by: Witnessed by: Approved by:

QA team FQA manager Director

100
 STANDARD OPERATION PROCEDURE
CUTTING AND SPREADING
Document No. : HS-S-PRDN-012 Revision No. : 0

Effective Date : April 1st , 2013 Revision date :

Page : 1/4

I. Purpose:
The purpose of this working procedure is to control correct cut panels for sewing line. If the
cutting of garment pieces is bad then it will result in sewing defects, excessive repairs and
slower production.

II. The scope:

The scope of this department can be split into 4 distinct areas: Fabric, Spreading, cutting and
numbering and bundling

III. Requirements prior to cutting:

1) Area:
Cutting area should be
 Open, clean and dry
 Well lit
2) Tools:
 Adequate steel glove
 Cut panel numbering machine
 Stickers
 Adequate light.

IV. Cutting procedure:

1) Fabric
 All fabrics that are delivered to the cutting area from the warehouse should be
correct for color, handle and quality.
 All fabrics that are delivered to the cutting area must have been checked to ensure
that they are of the correct color and construction for the particular order or cut. A
quality control spreading report for every lay will be issued to the quality control
inspector by the cutting Manager for their checking and verification.
 The QC will check the delivered fabric against the actual fabric swatches as shown
on the spreading and cutting report.

2) Spreading
 Spreading can begin as soon as the fabric has been approved by cutting
manager/Local Leader
 The cutting manager will issue a spreading and cutting report for every lay that an
order may have
 The spreading personnel are totally in charge of the correct fabric (color, handle,
width) to the required marker length and ply height.
 The spreading personnel write down the time they started and finished at the
beginning and end of the spreading operation that particular lay as well as their
names. The signed and dated report is given back to the cutting manager

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  As soon as the spreading is finished the quality control inspector will then be
asked to double check it again before cutting can commence. This inspection will
also ensure the following:
 Fabric is the correct type (color, handle and width)
 Number of plies has the correct number of plies of fabric in it (both ends of
the lay should be counted)
 Length of marker is the correct length according to the marker
 Ends are to eliminate wastage of fabric has occurred with either too much or
too little fabric being laid up for a particular marker.
 Correct marker is the correct one for that particular lay
 Ratio’s, the marker being used has the correct number of pieces.
 Tension must be checked during spreading.
 Narrow fabrics. Check the far edge of lay for any narrow fabrics.
 Remnants, the fabric left over must not be longer than the shortest splice
length
 Splices, check that fabric is not laid up too short (1/2”) or too long (1 ½ “) at
the splices
 Pattern, the pattern which the quality controller receives from the pattern
department must be compared to the paper or fabric marker to ensure that the
marker.
 Any defective found by an inspector will be noted down on the inspection report
and inform cutting Manager, beside that they need to sign the spreading report to
confirm the checked details.
 As soon as these reports are signed and approved by the cutting Manager , it can
issue to cutter to perform the next operation

3) Cutting
 The cutting personnel are in charge of what they cut. They must ensure that the
fabric and required market length and ply height are correct.
 At the beginning and end of the cutting operation, cut worker write down the time
they started and finished that particular lay as well as their names.
 The signed and dated report is then given back to cutting Manager
 As soon as the cutting is finished, the numbering people will take over and
individually number each of the cut pieces. QC has to inspect the top, middle and
bottom plies of the lay. They may turn a bundle over and forget to turn it back
again so making the top ply now the bottom and visa versa.

4) Numbering and bundling

 QC has to inspect the accuracy and quality of the cut pieces as well as the
numbering of the pieces.
 The QC will check the cut and numbered pieces, before bundling for the
following:
 Accurate cutting. Cut workers must split the line formed on the paper marker.
Any variations must be noted.
 Matching. The top, middle and bottom plies must be checked against an
original paper pattern to ensure that all the cut pieces are the same. If not then
the cutting is substandard and requires attention. A maximum tolerance of
1/8” is allowed between the cut piece and the pattern pieces for knits and
1/16” for woven. Anymore and it should be classified as a reject.
 Numbers, the sticker which have been attached must be the correct number
and accurately positioned then the sticker or have to remove it and then re-

102
 attach it. If this occurs then the sticker will be difficult to remove after the
garment has been made and may cause rejected garments.
 Notches / drill holes, all notches must be checked using the quality control
inspector’s paper pattern to ensure that they are in the correct position.
 QC randomly checks panels before they are passed to production for stitching.
this is to ensure that pieces in any particular bundle are correct for:
 Bundle ticket, order number & cut piece numbers
 Color, shade of fabric
 Quantity of cut pieces
 Size of cut pieces
 QC will be noted down any defect on the inspection report and inform Cutting
Manager to resolve the issues.

V. Flow chart:
Receiving fabric and check the details
Cutting department from warehouse against color standard
and technical sheet

Base fabric spreading report, conduct

spread fabric. The height of flies is not
exceed 3” for thick fabric and 5” for
thin fabric

QC randomly check and inform

cutting Manager if found any quality
issues

Performing cut following paper

marker and approved by cutting
manager

The numbering on cut panels of each

bundle to prevent shade band when
stitching

QC checks quality of panels at the top,

middle and bottom of bundle and
informs Cutting Manager for any
issues

Delivery cut panels to sewing.

103
VI. Record keeping
5.1 Inspection report must be kept in place
5.2 This report is to be kept for 2 years

VII. Revision History:

Date Revision Description of Revision

April 1. 2013 0 Initial

Created by: Witnessed by: Approved by:

QA team FQA manager Director

104
 STANDARD OPERATION PROCEDURE
EMBROIDERY AND PRINTING CONTROL
Document No. : HS-S-PRDN-013 Revision No. : 0

Effective Date : April 1st , 2013 Revision date :

Page : 1/2

I. The purpose:
The purpose of this working procedure is to control all embroidery/printing panels that
will used for production and make sure it is correct during production.

II. Scope:
The scope of this working procedure is applied to embroidery panels and printing panels
of panel inspection area.

III. Requirements prior to print-embroidery panel inspection

1) Area
Inspection area should be:
 Open, clean and dry
 Well lit
2) Tools:
 Approved embellishment / printing sample (S/O)
 Measuring tape
 Defect sticker
 Inspection report to record any defect.
3) Equipment:
 Light: Lamps with adequate lighting
 Table with adequate size and clean

IV. Embroidery/printing panel inspection process:

1) Inspect 100% & compare embellishment/printing panels which are done outsource
with approved reference sample on:

 Embroidery / printing color

 Embroidery thread color
 Embroidery / printing artwork
 Embroidery / printing size
 Embellishment / printing placement
2) Using measuring tape to measure embellishment/printing samples placement and
compare it with approved sample and request on construction material.
3) Use the stickers to make a mark for any defects during inspection and sort out
defective pieces in the bundle and keep separately
4) Complete inspection report and submit to Production Manager for solution and get
approval.

105
V. Record keeping
1) Embroidery / printing panel inspection report must be kept in place
2) This report is to be kept for 2 years.

VI. Revision history.

Date Revision Description of Revision

April 1. 2013 0 Initial

Created by: Witnessed by: Approved by:

QA team FQA manager Director

106
 STANDARD OPERATION PROCEDURE
SEWING PRODUCTION / QUALITY CONTROL
Document No. : HS-S-PRDN-014 Revision No. : 0

Effective Date : April 1st , 2013 Revision date :

Page : 1/2

I. Scope:
The scope of this working procedure is to include all operations at the sewing line.

II. Requirements prior to inline inspection.

1) Area
Inspection area should be:
 Open, clean and dry
 Well lit
2) Tools:
 QRS sample; trim card; measuring tape, defect sticker
 Construction material (BOM, Spec, measurement…)
 Inspection report.
3) Equipment:
 Adequate lighting system.
 Table with adequate size.

III. Sewing procedure:

1) Inline inspection process:

 Roving inspectors check 7-10pcs of each operation, 4 times a day, 2 hours per
round with details as below:

 Check embroidery/print/graphic (if applicable) on placement, color, quality

against approved sample

 Check accessories on product according to trims card

 Check SPI and check thread tension by pulling the stop stitching (no bursting
sound allowed on all stitching)

 Check construction/workmanship/shading/measurement (10% per size per color)

and appearance base on approved sample.

 QC complete inline inspection report and return to line leader /Sewing

supervisor every 2 hours on correct action immediately.

 Line leader sorted out by defect types i.e., Machinery/Operators defects and
returned to each sewing operators, at the same time train and mark sewers
performance on “Defect Control Sheet” by colored sticker:

Green – No defect, Yellow- Machinery defect, Red- Operators defect

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 2) End line inspection process:
 100% inspection is a standard for finished goods before washing and pressing.

 To check hourly output, and the quality of products on details such as style
number; size base on purchase order.

 Check type of defect belongs to machines and operators such as: broken,
puckering, uneven, oil stain, dirty, color shading, fabric defect etc.

 Measure 10% of finished goods per size per color on a day for measurement
points according to the official size specification.

 Complete “End-line inspection report” with totally defect quantity and submit
them to Sewing Supervisor on correct action.

IV. Record keeping

1) Inline inspection report and defect control sheet must be kept in place
2) This report is to be kept for 2 years

V. Revision History

Date Revision Description of Revision

April 1. 2013 0 Initial

Created by: Witnessed by: Approved by:

QA team FQA manager Director

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 STANDARD OPERATION PROCEDURE
FINISHING / PACKING AND FINAL INSPECTION CONTROL
Document No. : HS-S-PRDN-015 Revision No. :

Effective Date : April 1st , 2013 Revision date:

Page : 1/4

I. The purpose:

The purpose of this working procedure is to control/check all information on the products,
make sure everything is correct before shipping.

II. The scope:

The scope of this procedure is applied for finished products of 1 st inspection, 2nd
inspection and packing, Pre-final inspection and final inspection.

III. Requirements for finishing & packing.

1) Area

Packing area should be:

 Open, clean and dry
 Well lit
 Separated from production area and entry control (only packing)

2) Tools:

 Packing list
 Box tape
 Carton opener
 QC file/PO sheet, BOM, Spec
 AQL standard
 QRS and approved sample
 Sticks /Scissors/measuring tape
 Inspection form

IV. Finishing and packing procedure:

1) 1st inspection process:

 100% inspection on hourly output after washed and before pressing

 Check all details on products as below:

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 LABEL AND
FABRIC CONSTRUCTION CLEANNESS
ACCESSORIES
 Slub/knot  Broken stitch/Skip  Broken button  Dirty mark
 Snap stitch  Spurted draw cord  Oil mark
 Color bleeding  Raw edge/ Open  Un-used zipper  Chalk mark
 Color shading seam  Color, size as not  Oil mark from
 Yellow of  Overrun stitch specified printing ink
fabric  Uneven/wavy  In-corrected label,  Untrimmed thread
 Fabric run stitching missing label, button  Heat press
 Yarn  Puckering/Pleating hole defects….
bleeding…  Twisted/uneven
hem
 Needle hole…

 Measure 10% of finished goods per size per color on a day for critical points.
 All defects found during inspection, inspector must record and place them in
segregated box (A or B grade)
 Complete 1st inspection and submit them to Sewing Supervisor for correct action
immediately

2) 2nd inspection process

 100% inspection on finished goods after pressed

 Check overall specification, appearance and workmanship base on approved

sample and construction enclosed on inspection table

 Measure 10% of finished goods per size per color on a day for critical points

 Any defects found, inspector must record on 2nd Inspection report and place them
in segregated box (A or B grade)

 Complete 2nd inspection report and submit to sewing supervisor on corrective

action immediately

3) Packing implement process:

 As soon as finished goods passed MD machine, packing worker will classify

following team, size, color…to prevent mistake.
 Write carton marking base on packing list
 Put garments into a carton box: Check quantity and compare main label to UPC
stickers on hangtag and poly bag.
 Attach UPC sticker on carton box very next to the location of UCC label and tape
the carton box (partial taping is possible for convenience)
 Make sure that the UPC is same as the one attached on hangtag & poly bag.
 Complete the port and inform finishing supervisor. It is available for rechecking.

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 4) Pre-final inspection process:

 FQA conduct daily pre-final inspection based on garments packed progress

 Visually inspect inside and outside garment for defects
 Measure measurement quantity adheres to AQL standard
 Check carton marking, barcode sticker
 Check carton if sealed properly with carton tape
 Check poly bag quality and marking
 Check poly bag size in relation to folded garment size
 Check packing quantity and ratio as per order requested
 Check packing method and garment folding size
 Check hangtag and size sticker tally with size label
 Complete pre-final report with defects found and submit to Factory Managers to
resolve and get approval

5) Final inspection process:

 Verify the packing list against the PO sheet for quantity and color breakdown
 Select the sampling size based on the packing list against the AQL table
 Select the carton and verify the selected carton against the packing list
 Check garment inside the poly bag against the UCC and UPC
 Check the garment in poly bag (UPC on hangtag / poly bag and garment is same)
 Detail checking base on QRS, CDS and BOM
 Measurement audit : Measure all POM each 3 pieces
 Workmanship audit: Mark the defect found
 Complete the final inspection report accordingly with defects found. And discuss
with Production Managers/Supervisor to avoid recurrent issues.
 Determine the audit result (pass or fail) and mark on final inspection report.

V. Record keeping

1) Inspection report must be kept in place

2) This report is to be kept for 2 years

111
VI. Revision history

Date Revision Description of Revision

April 1. 2013 0 Initial

Created by: Witnessed by: Approved by:

QA team FQA manager Director

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 STANDARD OPERATION PROCEDURE
HEAT TRANSFER PROCESS AND CONTROL
Document No. : HS-S-PRDN-016 Revision No. : 0

Effective Date : April 1st , 2013 Revision date :

Page : 1/2

I. Scope:
The scope of this working procedure is to include all products which will be used heat
transfer label.

II. Requirements prior to heat transfer inspection:

1) Area
Inspection area should be:
a) Open, clean and dry
b) Well lit
2) Equipment:
a) Press machine
b) Digital thermometer
c) Adequate light

III. Heat transfer procedure:

1) Pre-application heat transfer inspection process:
a) Base AQL standard to select samples and determine the result.
b) Placing heat transfer label on light box with 450viewing surface to check glue areas.
c) Visually inspect the label and note any defects.
d) Keeping inspection data of heat transfer supplier in the score card.

2) Heat transfer application inspection:

a) Heat transfer application process:
 Turn on press machine and wait 15 minutes until press machine is hot.
 Starting to press samples according to supplier’s standard
 Peeling off the heat transfer backer base on supplier specified
 Check H/T result:
 If the quality is good, starting bulk production.
 If the quality is not good such as fabric was burned, shadowed, changed color, or
heat transfer was unripe... adjusting temperature, time and pressure of H/T press
machine to accord between fabric and heat transfer label
 Continuously to press h/t as adjusted conditions until the quality is good
 Then attach test result including Supplier’s H/T application standard & Factory’s
actual adjusting and send to Production Manager for approval

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 b) Regulation to press machine operators:
 To clean the heat transfer machine before starting production of the morning and
afternoon.
 Apply temperature, time and pressure as factory’s actual adjustment on test result
 Every 2 hours, using digital thermometer to check temperature on each press
machine and record data in the report.
 Inform Production Manager in case:
 Temperature exceed +/-5% as standard or
 Time exceed +/-5 second
 Complete the report and submit to Production Manager/Cutting Supervisor to get
approval.
c) Heat transfer stretch standard:
 Measure heat transfer
 To determine the amount of stretch base on Fabric properties.
 Identify the amount of stretch based on:
 Find the transfer size on the left side
 Find the fabric property across the top
 Shows the amount of stretch to submit the transfer to
 Gripping Distance
 The fabric should be gripped 10mm from the edge of the transfer
 Never pull directly on the transfer for stretch testing.
 Stretch the transfer
 Stretch the transfer at an even speed to the right – hold the left side steady
 Hold for a minimum of 3 and a maximum of 5 seconds
3) Evaluate the transfer: If H/T is cracked or peeled off or size is changed after
stretching or H/T is misplaced, inspector must inform to Production Manager or
Cutting Manager for solution
4) Complete the report with any defects which had been found during inspection.

IV. Record keeping

1) Inspection report must be kept in place.
2) This report is to be kept for 2 years.

V. Revision history

Date Revision Description of Revision

April 1. 2013 0 Initial

Created by: Witnessed by: Approved by:

QA team FQA manager Director

114
 STANDARD OPERATION PROCEDURE
MANAGEMENT REVIEW PROCESS
Document No. : HS-S-PRDN-017 Revision No. : 0

Effective Date : April 1st , 2013 Revision Date :

Page : 1/3

I. Purpose
Our purpose is to review quality management system at planned intervals, to ensure that it’s
continuing suitability, adequacy and effectiveness of the quality
This review shall include assessing opportunities for improvement and the need for changes
to the QMS, including quality policy and quality objectives.
We conduct quality performance review every week with Factory Managers includes:
1) Factory Manager
2) Production Manager
3) Mechanic Manager
4) Sewing Manager
5) Cutting Manager
6) Finishing Manager
7) QA Director
8) PI
QA Member shall prepare all material for meeting effectively. Meeting minutes has been
recorded and remain legible, readily identifiable and disposition of record.

II. Scope:
The scope of this review is to include input, output, requirement related to product
design and development to ensure that all things will be available for using such raw-
accessories, machine, human being, product material etc

III. Procedure
1) Review input: the input to management shall include information on:
a) Results of audit
b) Customer feedback and Complaints
c) Process performances and product conformity
d) Status of preventive and corrective action.

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 e) Follow-up action from previous management system reviews,
f) Change that could affect the quality management system
g) Recommendations for improvement

2) Review output: the output from management review shall include any decisions and
action related to:
a) Improvement of the effectiveness of the quality management system and its
processes.
b) Improvement of production related to customer requirement
c) Resources needed.

3) Requirement related to the product

This review shall be conducted prior to give the commitment to supply a product to
the customer such as submission of tenders, acceptance of contracts or order,
acceptance of changes to contracts or order to ensure that:
a) Product requirement are defined
b) Contract or order requirements differing from those previously expressed are
resolved, and
c) The organization has the ability to meet the defined requirement.
Records of the results of the review and action arising from the review shall be
maintained
Where the customer provides no documented statement of requirement, the customer
requirements shall be confirmed before acceptance.

4) Design and development

This review shall be performed in accordance with planned arrangements such as
determine the design and development stages, verification and validation that are
appropriated to each design and development stage and the responsible; authorities
for design and development. Besides that, this review is to:
a) Evaluate the ability of the result of design and development to meet requirement
b) Identify any problems and propose necessary actions.
c) Communicate for any subsequent changes (if any).

Verification is to ensure the design and development outputs have met the design and
development input requirements.
Design and development output includes:
 Meet the input requirements for design and development;
 Provide appropriate information for purchasing and service provision;
 Contain or reference product acceptance criteria and
 Specify the characteristic of the product that are essential for its safe and
proper use

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 Design and development input includes:
 Functional and performance requirement
 Applicable statutory and regulatory requirements
 Where applicable, information derived from previous similar designs
 Other requirement essential for design and development.

Validation is to ensure that the resulting product is capable of meeting the

requirement for the specified application or intended use, where known. Wherever
practicable, validation shall be completed prior to the delivery or implementation if
the product.

IV. Management review schedule

2013 MANANGEMENT REVIEW SCHEDULE

2013-03-20
Scope Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
 Results of audit
 Customer feedback and Complaints
 Process performances and product conformity
 Status of preventive and corrective action.
 Follow-up action from previous management system reviews,

 Change that could affect the quality management system

 Recommendations for improvement

Approval

Created by PI Coordinator

Witnessed by FQA Director

Approved by FQA Managing Director

V. Revision history

Date Revision Description of Revision

April 1. 2013 0 Initial

Created by: Witnessed by: Approved by:

QA team FQA manager Director

117
 STANDARD OPERATION PROCEDURE
S/O APPROVAL PROCESS AND CONTROL
Document No. : HS-S-PRDN-018 Revision No. : 0

Effective Date : April 1st , 2013 Revision Date :

Page : 1/2

I. Purpose
This procedure is to ensure all strikes off which are being proper used in during production.
It helps factories prevent quality issues prior to production

II. Scope
The scope of this procedure is applied to all swatches off of cut panel.

III. Procedure
1) Factory’s responsibilities :
 Swatch of fabric: 1 yard / Team
 Artwork of each team according to PO
 Send to Printing/Embroidery sub-contractor.
2) Sub-contractor responsibilities:
 Conduct making S/O according to artwork.
 Send back 6 S/O per one team to Hansae Vietnam
3) Sample sending procedure to customer
 After receiving S/O from sub-contractor, Hansae Merchandiser will compare S/O
with artwork,
 If printing/embroidery quality is good, MR will send strikes off to customer
and keep 2 original samples in place.
 If printing/embroidery quality is bad, MR will contact sub-contractor and
request them re-make S/O until it is same artwork.
 Approval procedure.
 If S/O has been approved, Customer will inform and send back the result to
factory to follow.
 If S/O has been rejected, Customer will inform factory for re-making sample
as customer’s comments and re-submit to them to get approval.
4) S/O application procedure at factory.
 The factory will get 2 approval S/O
 Hansae MR keeps 1 S/O to compare with bulk production for any discrepancy if any.
 To use approval S/O to duplicate other S/O for sewing lines.

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IV. S/O inspection guideline.
1) Preparation:
 Sufficient light
 Approval S/O
 Spec material
 Measuring tape
 Defect sticker
 Format report
 Others
2) Inspection process:
 QC of cut panel area check 100% panels of embroidery or printing which have been
made by Sub-contractor compare with approval S/O from customer or duplicated S/O
from MR/CFA/FQA:
 Check printing/embroidery placement
 Check size of printing/embroidery panels
 Check design of printing/embroidery panel
 Check printing ink and embroidery thread
 Check hand feel for printing panels (if any)
 Check metal contamination for embroidery panels
 Check cleanliness
 Others if any.
 FQC must record any discrepancy during inspection process
 Inspectors must to report to Factory Management if they found any discrepancy for
resolve on time.

V. Record keeping
1) Inspection report and approval S/O should be kept in place
2) Inspection report and approval S/O should be kept at least 2 years.

VI. Revision history

Date Revision Description of Revision

April 1. 2013 0 Initial

Created by: Witnessed by: Approved by:

QA team FQA manager Director

119
 STANDARD OPERATION PROCEDURE
PRODUCT IDENTIFICATION AND TRACEABIITY SYSTEM
Document No. : HS-S-PRDN-019 Revision No. : 0

Effective Date : April 1st , 2013 Revision date :

Page : 1/2

I. Definition
Materials, accessories, and products are identified by a part number correlated to
corresponding drawings, specifications, and other technical documents. Finished products
are uniquely identified by ID numbers based on each customer’s requirement

II. Purpose:
The purpose of this Procedure is to define the method used for the identification of all
contributing materials that could affect product quality used in the manufacture of product,
and the final product, to ensure their full traceability.

III. Scope:
Required checking procedures as documented in the relevant SOPs pertaining to the
activity being conducted..

IV. Responsibilities
Supervisor to Manager in manufacturing process are responsible to control the
implementation of this procedure

V. Procedure
1) Introduction
a) All items arriving on the premises, intended to be used within the
processing of finished products carry permanent, unique numbers allocated of
material code, and Goods receipt slip number. The Code number and Batch
Number ensure traceability of the component/material/unit.
b) Bin Sheets are created to identify every pallet of incoming raw material,
which will contain information of a unique material number
c) Material Transfer Orders are created by production, which links raw
material/component code n u m b e r . Batch n u m b e r w i t h t h e
s u b s e q u e n t product c o d e a n d B a t c h Production Number.
d) Production assigns a Material Transfer Order number in a format of LX-
MMYY
Where, L = Line
X = Line number
MMYY = consecutive number stating production month
e) The storage type and storage bin number for material/component storage is
allocated on the material transfer order forms.
f) Finished products are labeled with a unique ID label refer to each customer
requirement

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 2) Record
a) The Raw Material Warehouse maintains the material number lists. The serial
number of a product is the key to correlation with its materials list and quality
records.

VI. Appendix
1) Receipt of Incoming Goods
2) Material Request Form
3) Material Distribution Form
4) Production Line Schedule

VII. Revision history

Date Revision Description of Revision

April 1. 2013 0 Initial

Created by: Witnessed by: Approved by:

QA team FQA manager Director

121
 STANDARD OPERATION PROCEDURE
GARMENT DYEING CONTROL PROCESS
Document No. : HS-S-PRDN-020 Revision No. : 0

Effective Date : April 1st , 2013 Revision date :

Page : 1/2

I. Purpose:
To check color shading lot by lot before washing and color fastness after washing
against approved color from HO.

II. Scope:
This process applied to all type of fabrics and finished garments before and
after implementing dyeing.

III. Definition
Garment dyeing is one process that fabric must pass many mechanics handling,
chemical agents and wet heat conditions. It divided into 4 stages:
 The dyes are diffuse from solution to the face of the yarn fiber
 The dyes is imbibed on the face of fiber
 The dyes are diffused from the out face to the inside of yarn fiber core
following capillaries.
 Self link between the dyes and yarn fiber

IV. Responsibilities
The garment factory will be in charge of checking color shading by lot and submit
garment or fabric piece to internal lab room to implement color fastness test. This test is
conducted by Lab staffs.

V. Procedure

1) Dye Factory Responsibilities:

 They will be in charge of submitting lab dip that factory made it base on
Customer color standard
 Get Customer’s approval and keep lab dip in place
 When they receive order, they will make sample of first lot and send to customer
to get approval. The customer can assign third party or their self will test first lot
of dye factory. If the result passes, Customer will send approval sample to sale
team and dye factory together.

 The dye factory will continue to make bulk lot and send the garment factory.

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 2) Garment factory Responsibilities:
 They will be in the hand approval sample and QC files from HO before
receiving the order of Dye Factory.
 Incoming material, Color Inspector will random check 10% or at least 1 roll per
lot per color.
 Inspector is in charge of making shade band continuity control and check against
approval sample under internal light box. If there is any color dissimilar, they
must write down record and inform Factory Production to resolve.
 Factory Manager will be contact with dye factory or HO incase fabric or
garment dyeing has got the problem.
 Submit finished garments or fabric pieces to internal lab to check color fastness

3) Internal Lab Room Responsibilities:

 Lab conducts to color fastness test through crocking for fabric pieces or finished
garments.
 Lab staff will use crock clothe together fabric or finished garment with 10 cycles
during crocking.
 After crocking is completed, they will evaluate color fastness base on grey scale
for assessment color staining against crocked sample.
 Send to test result to factory for production or resolve the problem if any.

VI. Record
1) The factory is to keep record for checking shade band and color fastness in place
2) This record should be stored at least 2 year.

VII. Revision history

Date Revision Description of Revision

April 1. 2013 0 Initial

Created by: Witnessed by: Approved by:

QA team FQA manager Director

123
 STANDARD OPERATION PROCEDURE
FIRST OUTPUT CONTROL PROCESS
Document No. : HS-S-PRDN-021 Revision No. : 0

Effective Date : April 1st , 2013 Revision date :

Page : 1/2

I. DEFINITION

First output is the earliest garment of the sewing process of the new style. It must be carefully
inspected by authorized person in order to garment quality is to meet customer’s requirement.

II. PURPOSE

Inspection of first output aims to prevent the occurrence of an error or eliminate defective garment
in the production and increase the quality improvement process by conducting the initial
examination on first output.

III. THE SCOPE

This scope applies to all of customers and style produced in Hansae Vietnam.

IV. RESPONSIBILITY

The responsibilities of relative persons are:

1) Factory Manager 7) Cutting Manager / Chief
2) Production Manager 8) Sewing Manager / Chief
3) QA Manager 9) QC Chief / Supervisor
4) Product Safety Officer 10) FQA
5) Merchandiser Manager 11) Sample Chief
6) Warehouse Manager / Chief 12) Merchandiser

V. PROCEDURE

1) First inspection performed on the output at first time of sewing process.

2) Inspection is conducted for new style from the production line with inspecting a minimum of
32 pieces

3) Checking is conducted by Inline inspector who fully understands all buyer requirements and
can do report as well.

4) First output garments must be compared with approved sample and specify material of each
buyer in every detail.

124
 5) Construction on the garment must meet the approved sample and/or specify material including
SPI and also parts which is not visible outside like affixing of interlining.

6) Visual inspection of the shape, accessories, mock up at each stage and artwork on the garment
must be done as well.

7) A minimum of 20 pieces must be measured and compared against the approved sample.

8) Critical points or product safety requirements in the garment must be given top priority for
checking.

9) Recording all steps in during inspection, doing corrective action for any defect found.

10) Report to authorized person or relevant department in case found any issues occurring in the
production for analysis and improve.

11) All reports must be kept in 5 years.

VI. REVISION HISTORY

Date Revision Description of Revision

April 1. 2013 0 Initial

Created by: Witnessed by: Approved by:

QA team FQA manager Director

125
 STANDARD OPERATION PROCEDURE
PRODUCTION TEST PLAN (PTP)
Document No. : HS-S-PRDN-022 Revision No. : 0

Effective Date : April 1st , 2013 Revision date :

Page : 1/2

I. DEFINITION

Production testing plan (PTP) is a documented plan for validating product quality, safety and
compliance with rules, standards & regulation.

II. PURPOSE

The purpose of this plan is to ensure quality meet customer’s required standard and eliminate
reworks, waste time and save cost during production process.

III. THE SCOPE

This scope is to control the production process from incoming fabric and accessories to finishing
applies area to ensure product quality

IV. RESPONSIBILITY

The responsibilities of relative persons in production testing result are:

4.1. Production Manager
4.2. Merchandiser
4.3. Suppliers.
4.4. FQA Manager.

V. PROCEDURE

1) Fabric & Accessories warehouse:

a) Verify receipt of raw materials for every shipment. Check incoming material against
invoice, bill of lading, and packing list.
b) Fabric relaxation is done depend on each kind of fabric.
c) Conduct fabric inspection over 10% all color and lots following 4 points system
d) Shading band inspection per lot per color (10%) and following color standard/card
e) Accessories inspection over 10% each shipment of incoming accessories following
approved trim card and pass or fail depend on AQL standard.

2) Pre-Production.
a) Fabric shrinkage test is done on new fabric roll and follow specification document. It is
not exceed 5% tolerance.
b) Checking color shading against color standard/card.

126
 3) Cutting & Fusing.
a) Fabric is being spread following standard. It is not over stacked, 2 1/2" for thin fabric &
4"-5" for thick.
b) FQA/FQC inspect fabric tension, fabric direction, fabric shading and include cutting
table and work with cutting supervisor on pattern, marker if there is any difference
problem prior to cutting.
c) Inspect cutting panel against reference pattern to ensure the measurement.
d) Daily fusing check every 2 times about temperature, time and pressure per customer’s
requirement.

4) Sewing line
a) FQA/FQC conducts in-line inspection on product quality, construction, measurement
include trim every 2 hours. The first product is inspected against approved sample.
b) Control broken needle during sewing. Broken needle log is to keep all detail
c) Conduct 100% finished garment inspection at end line on quality, construction and
measurement.

5) Finishing & Packing

a) Iron & washing inspection before and after follow specification document
b) Needle detector check every 2 hours follow 9 points system
c) Pre-final inspection follow AQL standard. The detail of checking includes shipping
mark, method of packing, quality, quantity, measurement, carton size…

6) Keeping document.
a) Document should be kept at least 5 years

V. REVISION HISTORY

Date Revision Description of Revision

April 1. 2013 0 Initial

Created by: Witnessed by: Approved by:

QA team FQA manager Director

127
 STANDARD OPERATION PROCEDURE
MACHINE MAINTENANCE PLAN
Document No. : HS-S-PRDN-023 Revision No. : 0

Effective Date : April 1st , 2013 Revision date :

Page : 1/2

I. DEFINITION
Maintenance is work that is carried out to preserve an asset such as a roof or heating boiler, in order
to enable its continued use and function, above a minimum acceptable level of performance, over
its design service life, without unforeseen renewal or major repair activities.

II. PURPOSE
The fundamental purpose of maintenance is to provide the required capacity for production at the
lowest cost. It should be regarded as a RELIABILITY function - not as a repair function

III. THE SCOPE

This scope is to apply to all machines that are using in during production such as sewing machine,
over lock machine, fusing machine, cutting machine, band knife machine, button machine, MD
machine, other machine.

IV. RESPONSIBILITY

The responsibilities of relative persons in machine maintenance:

1) Mechanic Manager
2) Mechanic staffs

V. PROCEDURE

1) Sewing machine & over lock machine:

a) Factory has to the list of whole sewing machine, over lock machine; include the name,
the year of manufacturing, mode and the number of each machine.
b) Whole sewing machine, over lock machine should be carefully checked prior to use to
ensure safety.
c) Those machines should be maintained one time per month. The record of maintenance is
to be kept in the maintenance room.
d) The maintenance room should keep record incase machines are repaired, replaced the
parts of those machines and post repaired tag on each sewing machine.
e) The factory has to equip proper tools for each worker of each area.
f) Whole sewing machines have to needle guard, motor cover, pulley guard, eye protector
and workers should use it during working

2) Fusing machine
a) Daily checking fusing machine and keep record according to customer’s standard and
safety standard when operation

128
 b) New workers who are working in fusing machine area should be trained prior to use
fusing machine and the factory has to re-train workers yearly. Training record should be
kept also.
c) Safety using guideline should be posted on each fusing machine.

3) Cutting machine and band knife machine

a) The workers have to wear steel glove when using cutting machine, band knife machine
b) The cutting machine and bank knife machine has to protector for the knife blade when
not using.
c) The factory shall train new workers before using above machines and re-train yearly.
Training record should be kept also.
d) This area should be posted warning note when using
e) Using guideline for those machines must to post on each machine.

4) Button machine.
a) The factory shall train new workers before using button machine. Training record should
be kept also.
b) Safety using guideline should be posted on the machine and warning note also post at
this area.
c) The workers who are working in this area must have quipped the protector such as the
mask, ear plug and etc

5) Metal detector.
a) The factory has to use MD hand-held and MD conveyor machine to detect metal
contamination on finished products and semi-finished products.
b) MD machine should be daily checked and keep record.

6) Other machines.
a) The workers have to wear safety glasses when using grinding machine.
b) The workers have to wear the masks when using welding machine. This machine
should be used in proper area and it is far from production area such as warehouse,
chemical.

V. REVISION HISTORY

Date Revision Description of Revision

April 1. 2013 0 Initial

Created by: Witnessed by: Approved by:

QA team FQA manager Director

129
 STANDARD OPERATION PROCEDURE
PRODUCT SAFETY – METAL CONTAMINATION PREVENTION
PROCESS
Document No. : HS-S-PRDN-024 Revision No. : 0

Effective Date : April 1st , 2013 Revision date :

Page : 1/3

I. Purpose
To define the requirements for the prevention of metal contamination on the products

II. Scope:

This procedure applies to all areas of the production environment including sample rooms.

III. Criteria:
Suppliers must eliminate the risk of metal contamination throughout their manufacturing
processes

IV. Production Requirements

1. General
a. Factory must have a documented system that demonstrates needle and metal contamination
prevention.
b. Factory should utilize metal detectors as an aid to locate potential metal contaminants
throughout the production process.

2. Needle Control
a. This must apply to all possible sources of needle and metal contamination within the
production environment (including but not limited to: sewing machine needles, tagging gun
needles, hand sewing, broken trimmers and embroidery machine needles)
b. Supplier must have a documented needle change process to include broken, damaged, and
worn needles/trimmers
c. Only authorized personnel may possess spare needles.
d. Spare (new) needles must be maintained in a secure location.
e. A new needle may be issued only when:
 The operator produces a complete needle, or
 The operator produces all pieces of a broken needle/trimmers, or
 Contaminated product is quarantined (current work piece, near-by bundles, etc.).
f. Broken needles/trimmers (all pieces) must be secured in a broken needle log with the date, the
line/machine number, and the operator’s name.
g. When a needle break occurs, the following steps must be taken (also see flowchart):
 Stop production.
 Inform supervision.
 Locate all broken needle fragments.
 If all fragments cannot be found, immediately quarantine the affected product.
130
  In a designated metal free area such as the metal detection area, metal detect the
quarantined product using a conveyor or hand-held metal detector.
 If affected product passes metal detection, it can be returned to the production area.
 If affected product does not pass metal detection, locate and remove needle fragments
OR destroy product.
 Update the broken needle log.
 Thoroughly clean the affected equipment and production area (i.e. sewing machine,
worktable, storage bins, floor, etc.)
 Have an authorized person replace the needle.
 Resume production.

3. Metal Component & Tool Control

a. Scissors, trimmers, tweezers, & other production tools must be attached to the workstation in a
safe and secure manner. When not feasible to attach tools to the workstation (e.g.: scissors used
at cutting tables), these tools must be controlled through a tool board, tool log, or other
adequate control method.
b. Metal objects (e.g.: machine parts, screws, tools, etc.) must be controlled and separated from
the production environment when not in use.
c. Metal components (including but not limited to snaps, grommets, etc.) must be stored in boxes
and controlled within the production environment.
d. Pins and other small metal devices may not be used in cutting area (or, if pins must be used due
to fabric type (e.g.: feed stripes, engineered stripes, etc.), the pins must be controlled.)
e. Metal office supplies such as staples, paperclips, etc. may not be used in the production
environment.
f. Reasonable procedures should be in place to prevent metal contamination from operator’s
personal belongings.

4. Packaging & Packing Areas

a. Needle control, broken needle log, and general metal contamination prevention procedures
must be applied to any equipment that uses a functional sharp point.
b. Tools used in these areas must be controlled through a tool board, tool log, or other adequate
control method.
c. Packaging area must be maintained as a sewing needle free area.

5. Sample Room / Sample Area

a. Needle control, broken needle log, and general metal contamination prevention procedures
must be applied to the sample room / sample area.
b. Tools used in these areas must be controlled through a tool board, tool log, or other adequate
control method.

6. Flow chart (Refer enclosed file)

131
7. Responsibilities
a. The factory is responsible for ensuring adherence to this procedure.
b. Hansae Nike PI will conduct periodic audits to ensure compliance to this procedure.

8. Reporting & Record Keeping

a. Broken Needle Log.

b. Broken needle logs should be maintained and kept for at least 2 years.

V. Revision history

Date Revision Description of Revision

April 1. 2013 0 Initial

Created by: Witnessed by: Approved by:

QA team FQA manager Director

132
 STANDARD OPERATION PROCEDURE
PRODUCT SAFETY - SHARP POINTS/SHARP EDGE/SMALL
PART/TORQUE AND TENSION
Document No. : HS-S-PRDN-025 Revision No. : 0

Effective Date : April 1st , 2013 Revision date :

Page : 1/3

I. Purpose:
Sharp points/sharp edge/small part/torque and tension inspection is to ensure product
safety for consumer.

II. Scope:
The scope of this procedure is applied for all products intended for infant/toddler and
little kids and includes adult products.

III. Responsibilities.
1) Lab Technician
2) MR
3) CFA/FQA
4) QC

IV. Procedure:
1) Production:
 Sharp points/sharp edge, small parts, torque and tension have to check before
attaching to fabric to ensure product safety.
 100% check after attaching to fabric.
 Contact BOV merchandiser or Nike LO or PCC for advice

2) Inspection requirement
 1ST GARMENT off the line (any color)
 INLINE: Random check small size (Focusing on small size)
 ENDLINE: 100% inspection for kids and random inspection for adult
 FINAL: Inspection following AQL per PO for kids and random sample for adult.

3) Inspection method:
a. Sharp points:
 Insert component into the gauging slot of the sharp point tester in all
orientations with a force of 1.0 lb and close gaping cap
 If the indicator becomes lighted, the component is considered to have sharp
point.

b. Sharp edge:
 Wrap one layer of polytetrafluoroethylene (TFE) tape around the full
circumference of the mandrel in an outstretched state. The ends of the tape
shall be butted or overlapped by no more than 2.5 mm (0.1 inches)

133
  Apply the mandrel, at the approximate center of the tape, to the edge of the test
sample with a force of 6 Newtons (1.35 pounds) at a right angle to the mandrel.
The operator should seek the orientation most likely to cut the tape
 Maintain the force against the edge and rotate the mandrel through one
complete revolution while preventing any linear motion of the mandrel along
the edge
 Release the mandrel and remove the tape without enlarging any cut or causing
any score to become a cut
 A cut in the tape with a length of 13 mm (0.5 inches) or more indicates a sharp
edge.

c. Small parts:
 Spherical or spherical-like components.
 Must be tested with the sphere test template
 If the component can pass through the sphere test template, it is
considered a small part
 All components (including spherical and spherical-like)
 For each individual component, place the component into the small parts
cylinder without compression
 If a component fits entirely, in any orientation, within the small parts
cylinder it is considered a small part

d. Torque test:
 Torque test will be performed on each individual component (eg. male and
female snap components) where applicable.
 With the test sample rigidly fastened in a reasonable test position, fasten the
clamp to the test component.
 Gradually apply torque using the loading device over a period of 5 seconds in a
clockwise direction until either
 A rotation of 1800 from the original position is reached; or
 A torque of 5.0 in-lb (0.56 N-m) is reached
 The maximum rotation or required torque should then be maintained for
10 seconds. The torque should then be removed and the tested component
permitted to return to a relaxed position. The procedure should then be
repeated in a counterclockwise direction
 A torque failure results if the component becomes detached during the test
 Record the pass/fail results for the torque test
 Record the failure mode if applicable
 The tension test shall follow the torque test and be performed on the same
component

e. Tension test:
 Tension test will be performed on each individual component (eg. male and
female snap components) where applicable
 With the test sample fastened in a convenient position, attach an appropriate
clamp to the test component
 Gradually apply a tensile force of 21 lb (90 N) over a 5 second period using the

134
 loading device and then maintain for an additional 10 seconds
 Next, gradually increase the tensile force until failure occurs
 Record the force value at which the component failed
 Record the failure mode (i.e. component broke, fabric ruptured, etc.)

V. Use of forms.
1) Inline inspection report.
2) End line inspection
3) Final audit report.
4) Product safety report

VI. Revision History:

Date Revision Description of Revision
April 1. 2013 0 Initial

Created by: Witnessed by: Approved by:

QA team FQA manager Director

135
 STANDARD OPERATION PROCEDURE
SUPPLIER MANAGEMENT CONTROL PROCESS
Document No. : HS-S-PRDN-026 Revision No. :0

Effective Date : April 1st , 2013 Revision date :

Page : 1/4

I. Purpose:
Supplier Management control process is to maintain relationship between Hansae
Co.,Ltd and Supplier to get highly performance to satisfy Customer as a partner of
Hansae Co., LTD.

II. Scope:
This performance scope of this control is to include 4 category types such as
execution, production, partnership and financial (financial is out of scoring). The
performance detail is reported process, delivery, flexibility, quality, capacity,
technical knowledge, Costing, Communication, Development

III. Management Responsibilities.

1) Each department sales manager has responsibility for the overall site supplier
to be good working thru performance scoring.
2) Department supervisors and managers responsible for the actual
implementation of all documented process, procedures, and forms
3) The Factory Manager has responsibility for the overall take-in item into
factory system, to be overseen by the production manager and quality
assurance manager.

IV. Evaluation Period : Every 6 months

1) Each department sales team should survey during last 6months supplier
performance which using as a partner
2) Some special case, it can be every 3months, it depend on scoring data.

V. Supplier Performance Expectation Criteria

136
 Supplier Performance Expectations
Execution | Production | Partnership

Criteria Expectations
Process: Meets buyer's expectations and process requirements in order to manage and execute business; understands
appropriate process for documentation (MVTA & correct VR) / development / bulk procedure / color process / testing
protocols and adheres to timing and action; maintains accurate Business Partner Management

Delivery: Ship the production goods on time and complete based on scheduled timing : Submit the 1st bulk lot / shade
Execution
band and test/inspection report prior to shipment

Flexibility: Parters with Hansae to respond to change : Production Units, Shipping point, Shipping way and Supports
optimal contigency plans; provides and adheres to flexible trigger dates needed for strategy and program adjustments

Quality: Delivers product that quality meets or exceeds all requirements ; meets buyer's expectation between strike off
and bulk production ; controls color shade consistently ; follows all quality procedures for fabric standards and testing
protocols based on requirements.

Capability : Manages manufacturing capacity that is enoughly prepared for order concentration & growth by planning ;
Production
Ablility to diversify capabilities to provide appropriate facility matrix to control in owned or non-owned with strong
relationship ; Expand COP flexibility for buyer or vendor strategy

Technical Knowledge: Provide comprehensive knowledge for buyer & vendor to understand the characteristic or any
technical issue during development stage ; Reports any quality issues of production proactively ; Provide solution or back
up plan in adv

Costing: Offers competitive costing & recommend to achieve raw material goal cost

Communication: Proactively provides accurate and relevant information that is solution oriented; provides feedback in a
Partnership timely manner by multi-channel ; Communicate to drive improvements.

Development: Understandas designer's original aesthetic intent on fabric and color ; Submits fabric and color and
accurate strike off development on time ; gains approval by 1st submit ; Shares and recommends innovative options

VI. Supplier Performance Evaluation - Standard

Evaluation Standard : evaluated by sales department representative - Scoring
(1~10points) each
Metric based on proficiency level per criteria and average out
**See the detailed evaluation standard for reference
** Financing was scope for supplier performance but it’s out of scoring

137
 Supplier Performance Evaluation
Execution | Production | Partnership

Criteria Expectations Metric Metric Rating Proficiency Level

Subjective Metric
1. Needs significant coaching on most buyer's processes and systems
Target Process/Systems 2. Follows process with occasional coaching needed
At what level does supplier manage/execute Target's process
3. Follows process with no coaching needed
and system requirements?
Process
Subjective Metric
1. Submits MTAs/VR late and with inaccurate/incomplete information
Adherence to accurate
2. Submits MTAs/VR documents late or with inaccurate/incomplete information
documentation (MVTA & VR) At what level does the supplier submit accurate MTAs on time or
3. Submits MTAs/VR documents on time with accurate/complete information
correct VR information?

Subjective Metric
Execution 1. Fabric is inconsistently shipped on time and complete
Delivery OTS At what level does supplier ship on time and complete and 2. Fabric is sometimes shipped on time and complete
provide appropriate documents (test/inspection report) prior to 3. Fabric is consistently shipped on time and complete
shipment?

1. Supplier is not able to adjust timing or action/quantities/staggered trigger dates to meet the needs of buyer/Hansae
Subjective Metric 2. Supplier has little flexibility in adjusting timing or action/quantities/staggered trigger dates to meet the needs of
Chase/Cancel/Staggered Trigger buyer/Hansae
Flexibility
Dates/Relations At what level does the supplier provide flexibility through 3. Supplier is flexible with timing and action/quantities/staggered trigger dates when prompted by buyer/Hansae
chase/cancel to meet changing business needs w/relationship? 4. Supplier provides flexible timing and action/quantity/staggered trigger dates adjustments and is pro-active in
accommodating program adjustments

1. Supplier approval rate in shade band is less than 75%

2. Supplier approval rate in shade band is between 85-75%
Color Control in Shade Band Objective Metric
3. Supplier approval rate in shade band is between 93-85%
4. Supplier gets approved for 1st Dye Lot 93+% in shade band

Quality
Subjective Metric 1. Supplier has no knowledge of raw material standards; has consistent quality issues
2. Supplier has little knowledge of raw material standards or does not consistently meet standards
Quality Control & Testing
At what level does the supplier achieve raw material quality 3. Supplier is knowledgeable on raw material standards; consistently meets standards
requirements? 4. Supplier has comprehensive knowledge of raw material standards to ensure all product meets or exceeds requirements

1. Supplier does not properly manage manufacturing capacity and COP strategy
Subjective Metric
2. Supplier currently meets the manufacturing capacity expectations of Target and is prepared for order concentration &
Capacity & COP Flexibility growth and prepared for COP strategy
At what level is the supplier able to meet capacity needs
Production 3. Supplier meets Target's manufacturing capacity expectations, is prepared for order concentration & growth, and
considering to order concentration and buyer's growth?
proactively communicates with buyer when capacity constraints become a concern.

Capabilities
Subjective Metric 1. Supplier's manufaturing capabilities do not currently meet the needs of buyer and has minimal relationship with facilities;
does not effectively manage their facility matrix
Manufacturing Capability - At what level does the supplier achieve manufacturing needs for 2. Supplier's manufaturing capabilities meet the needs of buyer and has good relationship with facilities; effectively
Facility Matrix artwork (printing & YD) and raw materials (fabric/yarn subtypes manages their facility matrix
and finishes) with the owned or NON-owned facilities they work 3. Supplier's manufaturing capabilities exceed the needs of buyer and tightly controls their facility matrix, works closely, and
with on production? has strong relationships with facilities on matrix

Subjective Metric 1. Supplier has no knowledge of raw material standards; has consistent quality issues
Proactive Issue Solution with 2. Supplier has little knowledge of raw material standards or does not consistently meet standards
Technical Knowledge
technical knowledge At what level does the supplier achieve raw material quality 3. Supplier is knowledgeable on raw material standards; consistently meets standards
requirements? 4. Supplier has comprehensive knowledge of raw material standards to ensure all product meets or exceeds requirements

1. Supplier demonstrates an inability to meet costing goals and does not make an effort to achieve those costing goals
2. Supplier inconsistently meets costing goals, struggles to provide ways to achieve those goals, or passes-on cost
Subjective Metric increases to Target frequently
Costing Costing Exercise 3. Supplier usually meets costing goals and has the ability to provide recommendations on how to achieve or exceed the
At what level does the supplier meet costing expectations? costing goals at times
4. Supplier consistently meets or exceeds costing goals and proactively provides solutions to achieve or exceed those
goals, taking cost viability into account as well as mitigating cost increases to Target

1. The supplier takes more than 25 days to submit first round of development
Development leadtime 2. The supplier takes 22-24 days to submit first round of development
Objective Metric
(Average Number of Days) 3. The supplier takes 21 to submit first round of development
4. The supplier takes less than 21 days to submit first round of development

Development
Subjective Metric
1. Supplier does not understand or meet the fabric development objectives and takes multiple rounds for fabric approval
Sample Execution & Round of 2. Supplier does not consistently understand or meet the fabric development objectives and multiple rounds for about 50%
At what level does the fabric supplier understand and execute
Approval of the time
raw material samples that match back to the development
Partnership 3. Supplier always understands and meets the fabric development objectives and only takes one round for approval
objectives?

1. Supplier does not solicit or make improvements based on feedback from Target/vendor
Subjective Metric
2. Supplier may solicit feedback on performance but does not make improvements based on feedback from Target/vendor
3. Supplier does not consistently solicit feedback but does make improvements based on the feedback received from
Feedback At what level is the supplier addressing performance feedback
Target/vendor
received from Target and vendor partners to drive
4. Supplier actively solicits feedback on performance and makes improvements based on feedback. Supplier is
improvements?
forthcoming on feedback to Target/vendor, provides recommendations on process improvement
Communication

1. Supplier is not transparent on development or execution

Subjective Metric 2. Supplier offers minimal information on development and on execution only after issues arise
Communication 3. Supplier communicates information before it affects development or execution, but does not provide solutions if any
Accuracy/Timeliness At what level is the supplier providing communication on issues
development and production? 4. Supplier is proactive and transparent when communicating on development or execution and offers solutions if any
issues

138
VII. Supplier Quality Evaluation - Action Plan
According to Scoring data, should be divided 3levels.
1) Green Level - Overall Score of 8.0-10
 May be used for production (go to proceed as is)
2) Yellow Level - Overall Average Score of 6.0-7.9
 Needs Improvement (go to proceed, but must be required CAP)
3) Red Level - Overall Score of 5.9 or below
 Poor or Insufficient - Below Expectations and must give “Alert” with
further action
 1st step : Should send “Official improvement letter” to representative
manager of supplier and sign back
 2nd step : Should need to re-evaluate 1time within 3months.
 3rd step: if it’s not improved, have to share the information to TSS
fabric sourcing team immediately.

VIII. Record Retention Procedure.

1) All of evaluation documents must be kept in 3years in Manufacture & Hansae

HQ office.
2) If it was related CPSIA such as regulatory material) , it must be 5years in
Manufactory & Hansae HQ.
3) All records are property of Hansae Co.,Ltd may not be destroyed, mutilated, if
any require, it should be share to partner & Target.

IX. Revision History

Date Revision Description of Revision

April 1. 2013 0 Initial

Created by: Witnessed by: Approved by:

QA team FQA manager Director

139
 Doc.Ref.No : HS-W-PRDN-001
Date : Created by - QA team :
April 1st , 2013 Witnessed by - FQA manager :
Approved by - Director :

APPENDIX F : WORK INSTRUCTION - FABRIC INSPECTION

STEPS PROCESS ILLUSTRATIVE PICTURE

Choose inspection sample:

1
Inspect 10%/lot/color

Choose roll:
Choose roll quantity to inspect for each color randomly
Inspected roll quantity should be. Example:
+ There are 24 rolls in a color, average each roll is 100 yard
2 (90m)
+ Total yards are 2400 yards (2160 m), if inspect 10% of 24
rolls, it is equivalent 2.4 rolls (make round 3 rolls) =>
Inspected quantity is 300 yard (270 m)

Choose the face of fabric inspection:

+ Always inspect the side which will used as the face in the
3
finished garment
+ Mount the roll on the inspection frame with the face side up

Measure fabric size:

+ Fabric width : measure at the beginning, in the middle, and
at the end of roll/each roll, if a variation in fabric width is
found, report to authorities
4 + Roll length : measure and record the length of each roll
inspected
+ Other : The inspector should also check the condition of the
selvedges. (the selvedges should lay flat, be free of tension,
and should not have a tendency to curl..)

Start the frame and inspect for defects:

+ Viewing Distance: The inspection should be performed
from an observation distance of 2 to 4 feet (60 to 120
centimeters)
+ Run the frame at 20 ± 5 yards per minute
+ Lighting: Use Primary Light Source D 65 (6500K);
Secondary Light Source CWF (4150K) & Tertiary Light
Source A (2856 K) Tungsten
+ Fabric defect classifications : base on defect classification
5 table
+ To count defect point: base on Four point table

140
 5
APPENDIX F : WORK INSTRUCTION - FABRIC INSPECTION
STEPS PROCESS ILLUSTRATIVE PICTURE

+ Mark the defect at the selvedge and /or at the

+ Record the defect and the assigned points on the inspection
worksheet

Inspection result:
6 Calculate the total points of each inspected roll or yards with
using the appropriate formula as next chart

Evaluation guideline:
Base on the point count system, using the following guideline :
7 * If the defect point exceed 20 points / 100 yard, 2nd
inspection of 20% /inspected lot and if the defect point is still
to exceed 20 points, fabric will be inspected 100%

141
 Doc.Ref.No: HS-W-PRDN-002
Date : Created by - QA team :
April 1st , 2013 Witnessed by - FQA manager :
Approved by - Director :

APPENDIX F : WORK INSTRUCTION - FABRIC COLOR & AESTHETIC INSPECTION

STEPS PROCESS ILLUSTRATIVE PICTURE

Preparation prior to inspection:

1. Scissors
2. Stickers
1
3. Reference sample
4. Light box
5. Fabric report

Takes inspection sample:

Cut a head-middle-end sample across the width of the
fabric, preferably about 2 yards inside of each dye-lot.
2
This sample will be used for verifying color, aesthetics,
weight and shrinkage (if any) to ensure lot to lot, head to
end consistency

Color evaluation:
+ Color standard : Check the head-middle-end sample in the
light box against the color standard and/or approved lap-dip
under primary & secondary (D65 & CWF) light source. This
process should be done once for each color inspected

+ Shading within the roll : Check for shading at the

beginning, in the middle and at the end of each inspected roll,
3 using the head-middle-end sample for comparison

+ Color continuity card : Check for consistency between

the dye-lots. Cut a small sample (about 2x2 inches/5x5 cm)
from the left side, the center and the right side of the head-
middle-end sample of each inspected dye-lot and attach to the
color continuity card ensure that cards are labeled. Check the
sample against the Nike color standard if there is inconsistent
color within a lot, must inspect all rolls

Aesthetics evaluation :
+ Inspect overall hand-feel and appearance against the Nike
approved item swatch for cleanliness, texture, drape,
4
resilience, wrinkling,…
+ If the color/aesthetic does not match the sample, record the
discrepancy and report to authorities persons to be solved

142
APPENDIX F : WORK INSTRUCTION - FABRIC COLOR & AESTHETIC INSPECTION
STEPS PROCESS ILLUSTRATIVE PICTURE

Making the report :

Base on fabric report to fill out information such
5
as : style #, Fabric item #, color…on inspection form and
make the color continuity card to send authorities for approval

143
 Doc.Ref.No : HS-W-PRDN-003
Date : Created by - QA team :
April 1st , 2013 Witnessed by - FQA manager :
Approved by - Director :

APPENDIX F : WORK INSTRUCTION - FABRIC WEIGHT INSPECTION

STEPS PROCESS ILLUSTRATIVE PICTURE

Preparation prior to inspection:

1. Weight measure machine
1 2. Fabric cutting machine
3. Sticker
4. Fabric list

2 Put the board on the cutting board of machine

2 Put the fabric weight swatch on the board.

Using the cutting machine to cut fabric swatches

3
into the circle

To determine fabric weight:

+ To measure fabric weight and compare with standard
weight in fabric report.
+ Fabric weight does not exceed +-5%. If the weight
exceeds tolerance, must report to authorities to be solved

4 Example:
+ The fabric weight in the fabric report is 125 g/m2
+ The fabric weight in tolerance is 5%. (119-131 g/m2)
- If the actual weight is 135 g/m2 => It exceeds the
standard => report to authorities to be solved
- If the actual weight is 128 g/m2, => It belongs to the
tolerance => it is ok.

To record actual weight in sticker and paste the circle

5
fabric swatches

144
 To make the report about fabric weight and send
6
authorities for approval

145
 Doc.Ref.No : HS-W-PRDN-004
Date : Created by - QA team :
April 1st , 2013 Witnessed by - FQA manager :
Approved by - Director :

APPENDIX F : WORK INSTRUCTION - TRIM & ACCESORIES INSPECTION

STEPS PROCESS ILLUSTRATIVE PICTURE

Prepare prior to inspection:

1. Approved trim card
1
2. AQL table
3. Inspection report

Determine actual samples quantity to check base AQL

2
standard

Check accessories following approved sample:

1. Color
3 2. Size
3. Artwork
4. Etc

Keep all defective accessories separately. Using box to store

4
them

Complete inspection report with any defects to be found

5
during inspection

Submit report to Production Manager for solution and get

6
signature.

146
 Doc.Ref.No : HS-W-PRDN-005
Date : Created by - QA team :
April 1st , 2013 Witnessed by - FQA manager :
Approved by - Director :

APPENDIX F : WORK INSTRUCTION - CUTTING AREA

STEPS PROCESS ILLUSTRATIVE PICTURE

Fabric:
1 Base on fabric spreading report to receive fabric and
compare fabric with approved fabric

Fabric spreading
Fabric spreading and to calculate yard quantity and have
2 attached report. Fabric layers must be uniformly
spreaded and not over stacked, 3" for thin fabric & 5"
for thick

To spread paper markers or patterns directly on the

3 fabric face. Cutting Manager check all the markers,
cutting outline,... and then sign & approved prior to cut.

Cutting :
4 The workers implement cut following patterns or paper
markers.

Number and bundling

To number on cutting panels and note color for each cut
5
panel.

Quality Inspector:
QC/FQA will re-check the fabric, measurement,
placement of print/embellishment/heat transfer ... on the
6 cut panel with approved pattern and check the cut panel
TOP/ MIDDLE & BOTTOM with enclosed report. They
will inform immediately to cutting supervisor if there is
any discrepancy found such as tolerance exceed 1/8"

To classify print/embellishment/heat transfer cut panel

(if any) prior to send it to sub-contractor with approved
7
pattern for placement of print/embellishment/heat
transfer

147
 APPENDIX F : WORK INSTRUCTION - CUTTING AREA
STEPS PROCESS ILLUSTRATIVE PICTURE

QC must re-check quality 100%; placement of

print/embellishment/heat transfer according to approved
8 sample after semi-finished goods was made by out
sourcing and deliver cut panels to sewing line with
enclosed report.

148
 Doc.Ref.No : HS-W-PRDN-006
Date : Created by - QA team :
April 1st , 2013 Witnessed by - FQA manager :
Approved by - Director :

APPENDIX F : WORK INSTRUCTION - EMBROIDERY/PRINT INSPECTION

STEPS PROCESS ILLUSTRATIVE PICTURE

Embroidery/printing inspection area is well organized and need

to have:
1. Approved embellishment sample
1 2. Tape measure
3. Defect sticker
4. Inspection report
5. Defect embellishment/printing identity chart.

Inspect 100% & compare

embellishment/printing panels which are done outsource with
approved reference sample about:
• Embroidery / printing color
2 • Embroidery thread color
• Embroidery / printing artwork
• Embroidery / printing size
• Embellishment / printing placement

Using measuring tape to measure embellishment/printing

3 samples placement and compare it with approved sample,
requested on construction material.

Use the stickers to make a mark for any defects during

4 inspection and sort out defective pieces in the bundle and keep
separately

Complete the report and submit to Supervisor for reviewing and

5 signing

149
 Doc.Ref.No : HS-W-PRDN-007
Date : Created by - QA team :
April 1st , 2013 Witnessed by - FQA manager :
Approved by - Director :

APPENDIX F : WORK INSTRUCTION - HEAT TRANSFER APPLICATION

STEPS PROCESS ILLUSTRATIVE PICTURE

Clean the heat transfer machine before

1
starting production of the morning and afternoon

Turn on press machine and waiting hot machine within 15

2
minutes.

Conducting to press sample according heat transfer

3 machine as application instruction (temperature, time and
pressure) which is posted in test result report.

Operators must wait the specified amount of time and

4 comply as Supplier's peeling type instruction before
peeling off the heat transfer backer.

Every 2 hours, using digital thermometer to re-check

5 temperature on the each heat transfer machine and record
data in inspection report

Inform to Supervisor incase machine has problems

6
or quality issue

150
 Doc.Ref.No : HS-W-PRDN-008
Date : Created by - QA team :
April 1st , 2013 Witnessed by - FQA manager :
Approved by - Director :

APPENDIX F : WORK INSTRUCTION - HEAT TRANSFER STRETCH

STEPS PROCESS ILLUSTRATIVE PICTURE

1 Measure heat transfer

2 Determine the amount of stretch base on:

3 Identify the amount of stretch based on:

Gripping Distance:
The fabric should be gripped 10mm from the edge of
4 the transfer
Never pull directly on the transfer for stretch testing.

Stretch the transfer:

'+ Stretch the transfer at an even speed to the right/ hold
5 the left side steady
+ Hold for a minimum of 3 and a maximum of 5
seconds

Evaluate the transfer and inform Authorized person if

6 there is any quality issues

151
 Doc.Ref.No : HS-W-PRDN-009
Date : Created by - QA team :
April 1st , 2013
Witnessed by - FQA manager :
Approved by - Director :

APPENDIX F : WORK INSTRUCTION - INLINE INSPECTION

STEPS PROCESS ILLUSTRATIVE PICTURE

Roving inspectors check 7-10pcs of each operation, 4 times

a day, 2 hours per round with details as below:
• Check embroidery/print/graphic (if applicable) on
placement, color, quality against approved sample
• Check accessories on product according to trims card
1 • Check SPI and check thread tension by pulling the stop
stitching (no bursting sound allowed on all stitching)
• Check construction/workmanship/shading
/measurement (10% per size per color) and appearance base
on approved sample.

QC complete inline inspection report and return to line

2 leader /Sewing supervisor every 2 hours on correct action
immediately.

Line leader sorted out by defect types i.e.,

Machinery/Operators defects and returned to each sewing
operators, at the same time train and mark sewers
performance on “Defect Control Sheet” by colored sticker:
3
Green – No defect
Yellow- Machinery defect
Red- Operators defect

152
 Doc.Ref.No : HS-W-PRDN-010
Date : Created by - QA team :
April 1st , 2013 Witnessed by - FQA manager :
Approved by - Director :

APPENDIX F : WORK INSTRUCTION - END LINE INSPECTION

STEPS PROCESS ILLUSTRATIVE PICTURE

100% inspection is a standard for finished goods

1
before washing and pressing.

To check hourly output, and the quality of products on

2 details such as style number; size base on purchase
order.

Check type of defect belongs to machines and

operators such as: broken, puckering, uneven, oil
3
stain, dirty, color shading, fabric defect, needle hole...
etc.

Classify defects and place them in secondary container

4 according to 3 levels (broken garment; dirty garment
and B grade)

Measure 10% of finished goods per size per color on a

5 day for measurement points according to the official
size specification.

153
 APPENDIX F : WORK INSTRUCTION - END LINE INSPECTION
STEPS PROCESS ILLUSTRATIVE PICTURE

Complete “End-line inspection report” with totally

6 defect quantity and submit them to Sewing Supervisor
on correct action.

154
 Doc.Ref.No : HS-W-PRDN-012
Date : Created by - QA team :
April 1st , 2013 Witnessed by - FQA manager :
Approved by - Director :

APPENDIX F : WORK INSTRUCTION - PRE-FINAL INSPECTION

STEPS PROCESS ILLUSTRATIVE PICTURE

FQA conduct daily pre-final inspection based on

1 garments packed progress (80-100%)

2 Visually inspect inside and outside garment for defects

To measure 10% critical points measurement for all

3 size with documented

4 Check carton marking, barcode sticker

5 Check carton if sealed properly with carton tape

155
 APPENDIX F : WORK INSTRUCTION - PRE-FINAL INSPECTION
STEPS PROCESS ILLUSTRATIVE PICTURE

6 Check poly bag quality and marking

7 Check poly bag size in relation to folded garment size

Check packing quantity and ratio as per order

8 requested

9 Check packing method and garment folding size

10 Check hangtag and size sticker tally with size label

Complete pre-final report with defects found and

11 submit to Factory Managers to resolve and get
approval

156
 Doc.Ref.No : HS-W-PRDN-012
Date : Created by - QA team :
April 1st , 2013 Witnessed by - FQA manager :
Approved by - Director :

APPENDIX F : WORK INSTRUCTION - PRE-FINAL INSPECTION

STEPS PROCESS ILLUSTRATIVE PICTURE

FQA conduct daily pre-final inspection based on

1 garments packed progress (80-100%)

2 Visually inspect inside and outside garment for defects

To measure 10% critical points measurement for all

3 size with documented

4 Check carton marking, barcode sticker

5 Check carton if sealed properly with carton tape

157
 APPENDIX F : WORK INSTRUCTION - PRE-FINAL INSPECTION
STEPS PROCESS ILLUSTRATIVE PICTURE

6 Check poly bag quality and marking

7 Check poly bag size in relation to folded garment size

Check packing quantity and ratio as per order

8 requested

9 Check packing method and garment folding size

10 Check hangtag and size sticker tally with size label

Complete pre-final report with defects found and

11 submit to Factory Managers to resolve and get
approval

158
 Doc.Ref.No : HS-W-PRDN-013
Date : Created by - QA team :
April 1st , 2013 Witnessed by - FQA manager :
Approved by - Director :

APPENDIX F : WORK INSTRUCTION - FINAL INSPECTION

STEPS PROCESS ILLUSTRATIVE PICTURE

Very the packing list against the PO sheet for Qtty and size
1 breakdown

Select the sampling size based on the packing list against

2 the AQL table
Write the information at the head of final inspection report

Example : 361045-419 = 361045 (Style) /419 (Color)

Select the carton and verify the selected carton against the
3 packing list

CONTENT CHECKING UPC

Check garment inside the polybag against the UCC and

4 UPC

POLYBAG

Garment in polybag checking :

5 UPC on hangtag / polybag have to be in the correct
garment HANGTAG

QRS SAMPLE CDS BOM

Detail checking :
6 * Detail garment have to be as on the QRS and CDS
* Material used have to be as BOM.

MEASURE SHEET(3PCS) SIZE 측정 PER SIZE 3PCS

Measurement audit :
Measure at least 3 garments in each size per P.O.
For one article - measure all dimensions on the
7 specification.
For an additional two articles - measure only the critical
dimensions on the specification. Critical dimensions are
denoted by highlight

159
 APPENDIX F : WORK INSTRUCTION - FINAL INSPECTION
STEPS PROCESS ILLUSTRATIVE PICTURE

NEEDLE
HOLE

SKIP
STITCH

* Workmanship audit
8 * Mark the defect found.
SLUB
SNAG

AQL STANDARD FINAL REPORT

* Complete the final inspection report accordingly

9 * The workmanship and measurement defect number have
to be within the AQL standard

FINAL REPORT PASS or FAIL AUDIT

RESULT

10 Mark the audit result (Pass or Fail)

The defect found during the final inspection have to be

11 reviewed with the production head to avoid recurrent issue.

160
 Doc.Ref.No : HS-W-PRDN-014
Date : Created by - QA team :
April 1st , 2013 Witnessed by - FQA manager :
Approved by - Director :

APPENDIX F : WORK INSTRUCTION - PACKING RECHECKING AND ACCURACY

STEPS PROCESS ILLUSTRATIVE PICTURE

1 Writing carton marking based on packing list

Put garments into a carton box

2 - Check quantity and compare main label to UPC stickers on
hangtag and polybag.

Attach UPC sticker on carton box very next to the location of UCC
label and tape the carton box (partial taping is possible for
convenience)
3
Make sure that the UPC is same as the one attached on hangtag &
polybag.

Open taped cartons and Recheck quantity, size, carton marking and
UPC stickers on hangtag, polybag and carton box (#1~#3).
4 Rechecking workers stamp his/her name inside the carton
Rechecking workers maintain inspection records
Rechecking should be done by separate workers.

5 Revise the packing list based on actual finished cartons.

Print out UCC label based on actual packing list.

Check UCC labels if they have white & thin lines on barcodes and
6 barcodes are blurred.
Scan all UCC labels to check if the labels are readable correctly and
give the list of scanned labels to final auditor.

Attach UCC label on carton box after checking if SKU number and
7 quantity is matching with UPC sticker & carton markings. And then
write carton number.

Designated workers stamp after rechecking followings.

Same SKU numbers in UCC label and UPC sticker
8
Carton markings like quantity, size etc are same as UCC label and
UPC sticker.

161
APPENDIX F : WORK INSTRUCTION - PACKING RECHECKING AND ACCURACY
STEPS PROCESS ILLUSTRATIVE PICTURE

Cartons used for final inspection must go through #4 (rechecking

cartons) again.
'- Cartons used for final inspection should have two stamps.
9
- Rechecking for cartons used for final inspection should be recorded
including carton numbers in a separate report and the report should
be signed by final auditor.

162