Across the world in all industries there is a heightened awareness that quality management goes hand in hand with the realization that quality has a cultural dimension and to attain quality, a culture change is a primary requirement (Dale et al 1997). Though measures like Total Quality Management (TQM) are vigorously undertaken by textile manufactures, half way through the implementation level the programs often run out of steam. Dean and Evans (1994) feel that this problem can be remedied by the development of appropriate culture of quality with in the entire edifice of the organization.
Attempts at improving quality in the textile sector have not yielded desired results in the past. Academic research in this area has shown that the failure is largely due to the attempt at improving quality targeting only on the operational level of the industry. Present day research shows that quality management to be effective in real time practice has to be integrated in the organization’s strategy. Beckford (1998) complains that the traditional remedial attempts were aimed at the operational level. . He pointed out that operational constrains eventually lead to compromise in quality. A three fold strategy (derived from Joseph Juran) will influence the organization across the board is put forward by him (Beckford 1998.P.107)
Though quality is cardinal in clothing industry for achieving success, it is not any more possible to bask in the glory of the image of the country as a nation, which manufactured products of historic brand equity. Though country of origin image is still valued in the case of heavy equipments, in the textile sector it has become old wives tales. Instead of talking about countries of origin, customers have started taking about countries of origin of brands (Pay and Predergast 2000). Many factors have contributed in the shift of scenario. In the past only products moved from one country to another. Recently capital as well as entire factories