Interview Questionnaire with Answers – AGM/ Dept. Head (Quality)

1. Can you briefly introduce yourself and your career journey in Quality Assurance?

Answer:
“I have over 12 years of experience in the garments sector, mainly in Quality Assurance and Quality Control. I started my career as a Quality Inspector, moved into managerial roles, and gradually progressed to leading large QA teams in woven and knit garments. Throughout my career, I’ve worked with international buyers, implemented AQL standards, handled audits, and built a culture of quality ownership at the factory level. My focus has always been on ensuring zero defect shipments, process improvement, and customer satisfaction.”

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2. What is the role of an AGM (Quality) in a garment factory?

Answer:
“The role of an AGM (Quality) is to lead the quality team, ensure buyer requirements are met, and maintain a robust quality system across all departments. It includes setting quality policies, monitoring inline and final inspections, guiding QA/QC teams, handling buyer complaints, and working with production and merchandising to prevent quality issues. The AGM also plays a key role in training, root cause analysis, and continuous improvement to reduce defects and increase first-pass yield.”

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3. How do you ensure that quality standards are maintained across production lines?

Answer:
“I ensure quality standards through a three-step process:

1. Prevention – Conducting pre-production meetings, reviewing samples, and setting clear quality checkpoints.

2. Monitoring – Regular in-line audits, random checks, and defect analysis.

3. Correction – Immediate corrective action, root cause analysis, and retraining operators if needed.
   Additionally, I use KPI tracking (DHU%, rejection %, rework rate) to measure performance and improve line efficiency without compromising quality.”

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4. What steps do you take when a buyer complains about defective goods?

Answer:
“I immediately form a cross-functional team to investigate the root cause. We check bulk production, compare it with approved samples, and analyze at which stage the defect occurred. After root cause identification, I prepare a CAP (Corrective Action Plan) and discuss it with the buyer. At the same time, I implement preventive measures in the production line to ensure the same issue does not reoccur. Transparency, quick response, and corrective measures are crucial in handling buyer complaints.”

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5. What is your experience with international quality standards and audits?

Answer:
“I am experienced in handling AQL inspections, buyer-specific quality manuals, and third-party audits like SGS, Intertek, BV, and TUV. I have led factories through social compliance and technical audits such as WRAP, BSCI, SEDEX, and ISO 9001. My role was to ensure documentation, train staff, and establish systems that meet global buyer requirements. I also maintain strong coordination with buying QC teams for inline and final inspections.”

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6. How do you train and motivate your QA/QC team?

Answer:
“I believe in on-the-job training combined with regular workshops. For example, I arrange defect-identification sessions with actual garments and discuss real cases with operators and line supervisors. I also use performance dashboards to recognize top performers, which keeps the team motivated. My philosophy is to create a culture of accountability, where each team member feels they own the quality of the product.”

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7. How do you handle production pressure when management prioritizes shipment deadlines over quality?

Answer:
“I believe that meeting deadlines is important, but never at the cost of quality. I communicate with management to balance both sides by suggesting corrective action, manpower adjustments, or additional shifts to meet timelines. I always emphasize that poor quality shipments damage buyer trust and cost more in the long run. My approach is to create solutions that maintain quality while also meeting delivery schedules.”

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8. What tools or methods do you use for continuous improvement?

Answer:
“I use tools like 5 Whys, Fishbone Diagram, and Pareto Analysis for root cause analysis. For continuous improvement, I implement PDCA (Plan-Do-Check-Act) cycles, regular Kaizen activities, and defect reduction projects. I also use statistical data like DHU%, rework percentage, and buyer claim rates to track improvement progress and make data-driven decisions.”

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9. What are the biggest challenges in garment quality management today?

Answer:
“The biggest challenges are meeting buyers’ increasing quality expectations, managing fast fashion short lead times, and ensuring defect-free production with high efficiency. Another challenge is reducing rework and wastage while maintaining productivity. To overcome these, I believe in stronger in-line quality control, automation where possible, and empowering operators to detect and correct defects early.”

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10. Why should we hire you as AGM (Quality)?

Answer:
“You should hire me because I bring proven leadership in quality assurance with hands-on experience in both woven and knit garments. I have successfully led quality teams for large-scale productions, minimized buyer complaints, and built systems that reduced rework and increased first-pass approvals. I combine strong technical knowledge with team management skills, and I can ensure your company consistently delivers top-quality garments that meet international standards.”