Virat Services Case Study: From Blame Games to a Confident Team: How Jigneshbhai’s Factory Transformed with QMS

The names used in case studies do not reflect any individual or company and are totally fictional.

[Scene: Factory office meeting room — whiteboard neatly updated, performance charts on the wall. Virat walks in with a cup of tea.]

Virat:
Jigneshbhai, this tea is as refreshing as your team's confidence these days!

Jigneshbhai (smiling):
Haha! True that, Virat. Just six months ago, every small issue ended in a blame game — workers pointing fingers at supervisors, supervisors blaming stores, stores blaming purchase. And I was caught in the middle of this triangle all the time.

Virat:
And you were asking me how a “QMS” would solve human behavior issues like blaming and carelessness. Do you remember?

Jigneshbhai:
Yes, Bhai! I thought QMS was just a bunch of papers to satisfy ISO auditors. But what you built here has changed our work culture completely.

Flashback:

Before QMS implementation:

• 📦 Rework due to incorrect material issued from stores
• 🧾 Incomplete job cards without specifications or special instructions
• 🤷 New workers taking 10–15 days to understand jobs
• ❌ Customer complaints due to wrong packing or quantity mismatch
• 🔄 Repeated mistakes with no one accountable
• 📊 No data — only opinions in morning meetings

Every week started with confusion, and ended with blame.

What Virat Did:

✅ Created Job Cards with product specs, QC points & visual reference
✅ Issued Material Requisition Slips signed by both store and production
✅ Designed Packing Slips with customer-wise instructions
✅ Implemented Daily Production Logbook by shift in-charge
✅ Introduced Operator Training Forms and Onboarding Checklists
✅ Set up Monthly Error Reports and RCA for major issues
✅ Created visual charts of Rework %, Customer Complaints, and Output

Measurable Improvements (in 6 months):

Parameter	Before	After
Avg. Weekly Rework Jobs	15-18	3-4
Customer Complaints (Monthly)	6-8	0-1
New Worker Onboarding Time	10-15 days	3-4 days
Internal Disputes/Blame Cases	Frequent	Very Rare
Owner Time Spent on Issue Resolution	3 hrs/day	<30 min/day
Team Morale	Low, Defensive	Confidence, Proactive

[Back to Present – Production Floor Walkthrough]

Virat:
Today I saw your packing boy double-checking a label against the packing slip — and stopping the dispatch guy because the customer wanted quantity in 25-pc pouches, not 50.

Jigneshbhai (grinning):
Yes! Earlier we would find out after dispatch — now, everyone owns their part of the work. Even the new girl we hired last week is already checking specs and using her checklist. No more trial-and-error!

Virat:
That’s QMS in action — not just SOPs on paper, but accountability, clarity, and discipline at every level.

Conclusion:

Jigneshbhai’s factory journey shows that QMS is not just about compliance — it's about clarity, ownership, and performance. When systems are clear, people stop guessing and start delivering.

“Without systems, even honest people fail.
With systems, even ordinary people shine.”