SlideShare une entreprise Scribd logo
1  sur  88
Télécharger pour lire hors ligne
Shyamoli Textile Engineering College (STEC)
Affiliated by
University of Dhaka.
B SC in Apparel Manufacturing and Technology
Department of Textile Engineering.
Project Report
On
Application of Industrial Engineering (I.E) Techniques in
Garments Production.
Course Code: TE-412.
Supervisor:
Engr. Md.Asif Iqbal
Senior Lecturer
Department of Textile Engineering.
Shyamoli Textile Engineering College (STEC)
Affiliated by
University of Dhaka.
Prepared by:
Md.Abdur Rahim Al Bahar
Roll No-1084.
Registration No-3503.
Session-2011-2012.
E-mail:bahar_textile3503@yahoo.com Date of submission: 18-05-2016
DECLARATION
I hereby declare that, this project has been done by under the supervision of
teacher Md. Asif Iqbal, Senior lecturer, Department of Textile Engineering,
Shyamoli Textile Engineering College (STEC).Affiliatedby University of
Dhaka. I also declare that neither this project nor any part of this project have
been submitted elsewhere for award of any degree.
Supervised by:
Engr. Md.Asif Iqbal
Senior Lecturer
Department of Textile Engineering.
Shyamoli Textile Engineering College (STEC)
Affiliated by
University of Dhaka.
Submitted by:
Md.Abdur Rahim Al Bahar
Roll No-1084.
Registration No-3503.
Session-2011-2012.
ABSTRACT
This project is on “Application of Industrial Engineering Technique for better
productivity in Garments production”.
We discussed the paper comparing the productivity and efficiency before and
after applying the Industrial engineering technique. This is true today Millions of
dollars are wasted each and every day in organization, through lack of awareness
of this need to constantly improve productivity. Most of it can be stopped.
By using method, time, capacity and production study, it is possible to improve
productivity while reducing wastage. Two important attributes have been
considered, one is possible standard method for each process and another is
considerable time. Time study took to record the actual individual capacity of
each worker. We have recorded the time to make each process foreachand every
worker to find out the optimum number of operatorand helper, type of machines,
basic and standard pitch time and individual capacity. To find out the (standard
minute value) S.M.V, process wise capacity has been calculated, in addition to
that we have calculated the target, capacity, manpower, line graph, labor
productivity and line efficiency. Line has been balanced considering the
bottleneck and balancing process where the balancing process has shared the
excess time after the production in the bottleneck process.
After applying all those process,wehave compared the line graph after balancing
the line, labor productivity and line efficiency. Finally proposed production
layout has been modeled and ensures a better productivity.
In this paperwe discussed someprocedureaboutTime, Capacity, and Production
study. Also discussed aboutoperation breakdown and others tools and techniques
which consist of different experimental discussion, experimental result &
discussion.
ACKNOWLEDGEMENT
At first our special thanks to almighty Allah for giving us strength, ability,
opportunity to complete the project successfully.
We fell grateful to and wish profound indebtedness to our supervising teacher
Md. Asif Iqbal, Senior lecturer, Department of Textile Engineering,
Shyamoli Textile Engineering College (STEC).Affiliatedby University of
Dhaka.
My cordial thanks to MontexComplex limited(Mondol Group).As they helped
me in understanding the practical processesand we would like to thank our entire
coursemate in, ShyamoliTextile Engineering College(STEC) who took part in
this discuss while completing the course work.
At last but not the least, we like to acknowledge our parents for their approval,
support and love and all our friends for their help and support to complete the
report.
LIMITATIONS OF THE REPORT
 Some points (5s, Lean Manufacture etc.) in different chapters are not
included as these were not available.
 It is notpossibleto hold the whole thing ofa textile industry in sucha small
frame as this report. So, try our hard to summarize all the information that
we are provided.
 We have not any permission to take photographs.
 They cannot able to serve us some documents (Soft copy of Time and
Production Study).
 We faced various type of obstacles during to our project work.
Table of Contents.
DECLARATION:……………………………………………………………………………….…..…………….….....………i
ABSTRACT:…………………………………………………………………………………………….…………….…….…….ii
ACKNOWLEDGEMENT:…………………………………………………………………………….…….….….…………iii
LIMITATIONS OF THE REPORT:……………………………………………………………………….……..….……..iv
CHAPTER-01………………………………………………………………………….……………10-11
HISTORY OF INDUSTRIAL ENGINEERING AND INTRODUCTION.
1.1 History of industrial engineering:
1.2 Introduction:
CHAPTER-02………………………………………………………………………………..………12-18
INDUSTRIAL ENGINEERING.
2.1 Industrial Engineering:
2.2 Latest utilization of IE:
2.3 Responsibilities of an Industrial Engineer:
2.4 Activities of Industrial Engineering:
2.5 Functions of an Industrial Engineer:
2.6 Techniques of Industrial Engineering:
2.7 IE job profile:
2.8 Organ gram of IE Department:
CHAPTER-03………………………………………………………………………………….…….19-23
PROCESS FLOW CHART AND FLOW DIAGRAM.
3.1 Process Flow chart:
3.2 Application of process flow chart:
3.4 Method analysis:
3.5 Flow diagram:
CHAPTER-04………………………………………………………………………….….…………24-35
WORK STUDY.
4.1 History of Work-Study in Bangladesh:
4.2 Definition by ILO:
4.3 Definition:
4.4 Work study & the management:
4.5 The Task of Management:
4.6 Method study:
4.7 Work place engineering:
4.8 Rating:
4.9 Details of British Standard Rating Scale:
4.10 Performance Rating:
4.11 Performance rating graph:
4.12 Techniques of Work-Study:
4.13 Basic Procedure of Work-Study:
4.14 Job Description of Work-Study:
4.15 Importance of Work-Study:
4.16 Characteristics of a work study Engineer:
4.17 Finally, we show some real examples of work study or its effectiveness in our report:
4.18 Benefits of work study department:
CHAPTER-05………………………………………………………………………………...………36-38
METHOD STUDY.
5.1 Method study:
5.2 Method Study for garment operations:
5.3 Critical examination of those facts:
5.4 Development of the most practical, economic and effective method:
5.5 Maintenance of new method and periodic checking:
5.6 The Method Study ‘7 step’ procedure:
CHAPTER-06……………………………………………………………………………….….…….39-43
TIME STUDY.
6.1 Time Study:
6.2 Techniques of time study:
6.3 Time study tools:
6.4 How to conduct Time Study:
6.5 Time study sheet:
6.6 Calculation:
6.7 Analysis of Time Study:
6.8 Application of Time study:
6.9 SMV Calculation:
CHAPTER-07………………………………………………………………………………….………44-46
MOTION STUDY.
7.1 Motion Study:
7.2 The Goals of Motion Study:
7.3 Classification of body movement:
7.4 Data collection and analysis for motion study:
CHAPTER-08………………………………………………………………………….……………...47-49
CYCLE TIME, TAKT TIME & PRE- PRODUCTION PLANING.
8.1 Cycle Time:
8.2 What is Tact Time?
8.3 Pre- production planning:
8.4 Process of production planning:
8.5 Attendance of pre-production meeting:
CHAPTER-09………………………………………………………………………………..………50-52
LOSS TIME CALCULATIONS AND REDUCTION PROCESS.
9.1 Loss time:
9.2 Application of IE to reduce loss time:
9.3 IE Department Present:
CHAPTER-10…………………………………………………………………………….……………53-62
LINE BALANCING & BOTTLENECK.
10.1 Line balancing:
10.2 Line balance:
10.3 Why Line balancing is necessary?
10.4 Balancing Processes:
10.5 Before balancing the line:
10.6 Variation chart before line balancing:
10.7 Line balancing process:
10.8 After balancing the line:
10.9 Variation chart after line balancing:
10.10 Result and Findings:
10.11 Bottleneck:
10.12 Bottleneck in Production:
10.13 Diagnostic character of bottleneck:
19.14 Way of reducing bottle neck:
CHAPTER-11………………………………………………………………………….……………….63-70
PROCESS LAYOUT & PLAN LAYOUT.
11.1 Layout:
11.2 Layout Procedure:
11.3 Benefit of Layout:
11.4 Different Types Of layout In Factory:
11.5 Plan layout:
11.6 Advantages of plan layout:
11.7 Factors Influencing Planlayout:
11.8 Plan layout
11.9 Process Layout:
CHAPTER-12………………………………………………………………………………….………71-75
BREAKDOWN METHOD.
12.1 Breakdown method:
12.2 Steps include in Breakdown procedure:
12.3 Breakdown Procedure:
12.4 Benefit of breakdown:
12.5 Operation Breakdown Sheet:
12.6 Calculation:
12.7 Analysis of Operation Breakdown:
CHAPTER-13……………………………………………………………………………….………..76-78
CAPACITY STUDY.
13.1Capacity study:
13.2 Capacity Study Sheet:
13.3 Calculation:
13.4 Analysis of capacity Study:
CHAPTER-14…………………………………………………………………………….…………..79-81
EFFECTS OF INDUSTRIAL ENGINEERING IN ALL DEPARTMENTS.
14.1 Example-1: Efficiency increase with standard time & method analysis
(Method & Time study section):
14.2 Example-2: Reduce loss time increase efficiency:
14.3 Example-3: Increase production with quality (quality section):
14.4 Example-4: Increase Production per hour (finishing section):
14.5 Result & findings:
CHAPTER-15………………………………………………………………………………….……..82-86
DATA ANALYSIS AND CALCULATIONS.
15.1 Some important formula & Example:
Conclusion:……………………………………………………………………….……..87
References:……………………………………………………………………………..88
CHAPTER-01
HISTORY OF INDUSTRIAL ENGINEERING
AND
INTRODUCTION
1.1 History of industrial engineering:
Efforts to apply scienceto the design of processesand ofproductionsystems were
made by many people in the 18th and 19th centuries. They took some time to
evolve and to besynthesized into disciplines that we would label with names such
as industrial engineering, production engineering, or systems engineering. For
example, precursors to industrial engineering included some aspects of military
science; the quest to develop manufacturing using interchangeable parts; the
development of the armory system of manufacturing; the work of Henri Fayola
and colleagues (which grew into a larger movement called Fayola’s); and the
work of Frederick Winslow Taylor and colleagues (which grew into a larger
movement called scientific management).
Industrial engineering courses were taught by multiple universities in Europe at
the end of the 19th century, including in Germany, France, the United Kingdom,
and Spain. In the United States, the first department of industrial and
manufacturing engineering was established in 1909 at the Pennsylvania State
University. The first doctoraldegree in industrial engineering was awarded in the
1930s by Cornell University.
1.2 Introduction:
The garment manufacturing and exporting industry is facing heavy challenges
due to various factors including global competition, production costs increase,
less productivity/efficiency, labor attrition, etc. the basic fact that our country has
immense strength in human resources itself is the motivating aspect to feel
for such an analysis. Our analysis arrives at a view that we need better
focus and Concentration in identifying the real issues, taking corrective actions
suiting to the specific industrial center or unit, empowering the workers,
supervisors, Executives and managers by enhancing their knowledge and ability,
analyzing orders effectively and decide whether it is viable for the factory, etc.
There is a lot of internal correction and openness to knowledge/technology
approachthat needs to be built into the minds ofthe facility owners and managers
and so also down the line. The facilities have to upgrade as system run, rather
than people run.
The prime objective of industrial engineering is to increase the productivity by
eliminating waste and non-value adding (unproductive) operations and improving
the effective utilization of resources.
CHAPTER-02
INDUSTRIAL ENGINEERING
2.1 Industrial Engineering:
Industrial engineers (IEs) are responsible for designing integrated systems of
people, machines, material, energy, and information. Industrial engineers figure
out how to do things better. They engineer processes and systems that improve
quality and productivity. They work to eliminate waste oftime, money, materials,
energy, and other resources. This is why more and more companies are hiring
industrial engineers and then promoting them into management positions.
.
Industrial Engineering (IE) =production↑ cost↓properuse of all elements↑
Efficiency↑ Profit↑
Industrial Engineering
Work study Method Study Motion Study Time Study
Work measurement Mini.worker place Motion economy
Capacity Study Maxi. Work place Body movement
G S D loss time
Analytical Eng.
Historical data
SMV Cycle Time Rating Tact Time Basic Time Observe Time Efficiency%
2.2 Latest utilization of IE:
 Computers and Simulation
 Robotics and Automation
 Materials Handling
 Logistics and Distribution
 Management Information Systems
 Advanced Manufacturing Processes
 Quality Control
 Facilities Layout and Location
 Artificial Intelligence
 Production and Inventory Control
 Ergonomics and Human Factors
 Operations Research
 Reliability and Maintainability
 Engineering Economic Analysis
 Scheduling
 Transportation Systems
2.3 Responsibilities of an Industrial Engineer:
 Operation breakdown & Machine Layout.
 Buyer & Style wise operation breakdown & Layout.
 Prepare Man machine report.
 Buyer & style wise capacity study & line balancing.
 Bottleneck process monitoring & do the lines balance.
 Train up production staff on efficiency.
 Production Monitoring Achieve the line Target.
 Daily line wise Target setup.
 Wastage control at the production floor.
 To prepare daily, weekly, monthly production plan (Cutting, Printing,
and Sewing) And monitor accordingly to implement this plan for eight
lines.
 Prepared production report for cutting, Sewing & finishing.
 Arrange trims & accessories just in time.
 Prepared daily Crisis report& SMV calculation.
 Follow up daily output per production line & Achieve the line
 Every day morning calculate the WIP of the line.
 Bottleneck process monitoring & do the lines balance.
 Method study & Motion Study.
 Data collect & efficiency report.
 Prepare skill inventory & grading of the operator.
 Non-productive time (Lost Time) record.
 Machine Ratio (MRR) Report Man.
 QC passes report monitoring.
 Daily target & monthly efficiency, intensive list.
 Ensure optimum use of machine.
 Machine servicing report follow-up.
 Monitoring and optimize rented machine.
 Daily production, efficiency and manpower report.
 Daily quality statistical report presentation.
 Monthly production and shipment closing report.
 Implement of 5s suggestion.
 Arrange and design guide feed and folder on time (pre-production
Attachments).
 C.M calculation.
 C.P.Mcalculation.
 Production planning.
 Department and factory inventory.
 Research to improve all department of factory.
2.4 Activities of Industrial Engineering:
 Selection of processes and assembling methods.
 Selection and design of tools and equipment.
 Design of facilities including plant location, layout of building, machine
and equipment.
 Design and improvement of planning and control system for production,
inventory, quality and plant maintenance and distribution systems.
 Development of time standards, costing and performance standards.
 Installation of wage incentive schemes.
 Design and installation of value engineering and analysis system.
 Operation research including mathematical and statistical analysis.
 Performance evaluation.
 Supplier selection and evaluation.
2.5 Functions of an Industrial Engineer:
 Developing the simplest work methods and establishing one best way
of doing the work.
 Establishing the performance standards as per the standard methods
(Standard Time).
 To develop a sound wage and incentive schemes.
 To aiding the development and designing of a sound inventory control
determination of economic lot size and work in process for each stage
of production.
 Development of cost reduction and cost control programmers and to
establish standard costing system.
 Sound selection of site and developing a systematic layout for the
smooth flow of work without any interruptions.
2.6 Techniques of Industrial Engineering:
 Work Study:
Work-Study is the systematic examination of the methods of carrying out
activities so as to improve the effective use of resources & to establish
standards of performance for those activities.
 Method study: To establish a standard method of performing a job or an
operation after thorough analysis of the jobs and to establish the layout of
production facilities to have a uniform flow of material without back
tracking.
 Time study (work measurement): This is a technique used to establish a
standard time for a job or for an operation.
 Motion Economy: This is used to analyses the motions employed by the
operators do the work. The principles of motion economy and motion
analysis are very useful in mass production or for short cycle repetitive
jobs.
 Value Analysis: It ensures that no unnecessary costs are built into the
productand it tries to provide the required functions at the minimum cost.
Hence, helps to enhance the worth of the product.
 Financial and non-financial Incentives: These helps to evolve at a
rational compensation for the efforts of the workers.
 Production, Planning and Control: This includes the planning for the
resources (like men, materials and machine) proper scheduling and
controlling production activities to ensure the right quantity, quality of
product at predetermined time and pre-established cost.
 Inventory Control: To find the economic lot size and the reorder levels
for the items so that the item should be made available to the production at
the right time and quantity to avoid stock out situation and with minimum
capital lock-up.
 JobEvaluation: This is a technique which is used to determine the relative
worth ofjobs ofthe organization to aid in matching jobs and personnel and
to arrive at sound wage policy.
 Material Handling Analysis: To scientifically analysis the movement of
materials through various departments to eliminate unnecessary movement
to enhance the efficiency of material handling.
 Ergonomics (Human Engineering): It is concerned with study of
relationship between man and his working conditions to minimize mental
and physical stress. It is concerned with man-machine system.
2.7 IE job profile:
It was a couple of year back that demand of an industrial engineer has increased
many times. Reason, an industrial engineer can do a lot to improve performance
of the company. But the fresh student passed out form educational institute
acquired limited knowledge about the job profile of an industrial engineer.
Maximum works are learnt in factory by working. There is number of tools and
technique which in by industrial engineers to establish an effective production
system in the company. Without having such tools earlier production managers
and line supervisors faced difficult to finalize orders. Out team has work to find
out important tasks those are important for an engineer, and needs detailed
understanding of production fields, included in the following list.
 Time study (cycle time).
 Work sampling.
 Work aid, guide and attachment.
 WIP control.
 Line set up.
 Line balancing.
 Performance rating.
 Preparation of OB (operation bulletin).
 SAM calculation.
 Operation break down.
 Motion analysis of the operations.
 Knowledge ofall type ofsewing machine necessaryforthe company
 Knowledge about various sewing production systems.
 Cost estimation of a garment.
 Capacity study.
 Calculating thread consumption.
2.8 Organ gram of IE Department:
IE officer
Management trainee
Manager
Asst manager
CHAPTER-03
PROCESS FLOW CHART
AND
FLOW DIAGRAM
3.1 Process Flow chart:
This chart is also called as outline process chart. Outline process chart is a
process chartgiving an overall picture by recording in sequence only the main
operations and inspections. In an outline process chart, only the principal
operations carried out and the inspections made to ensure their effectiveness
are recorded, irrespective of who does them and where they are performed. In
preparing such a chart, only the symbols for “operation” and “inspection” are
necessary. In addition to the information given by the symbols and their
sequence, a brief note of the nature of each operation or inspection is made
beside the symbol and the time allowed for it is also noted. Entry of material
or purchased parts is shown by the horizontal lines and proceeding of material
is shown in vertically in terms of operations and inspections. Numbering
should be done as a systematic fashion. Separate sequence of numbering is
given for operation events and inspection events. First number should be
started with the top right corner event and moved down in the same vertical
line until in meet with a horizontal line.
Marking
Cutting
Inspection
Numbering
Finishing
Sewing
Bundling
Warehouse
3.2 Application of process flow chart:
(I) Elimination or simplification of operations.
(ii)Elimination or simplification of inspections needed or relocation of
Inspection points.
(iii) Reduced in movement distance of man or materials in shops.
(iv) Reduction in delay or waiting times.
(v) Reduction in number or elimination of periods of temporary storage of
Materials between operations. This saves floor space as well as reduces.
3.4 Method analysis:
3.5 Flow diagram:
Flow diagram is a drawing or a diagram which is drawn to scale. It shows
Relative position of product machinery, fixtures, etc., and marks the paths
Followed by men and materials.
In garments factory we normally see that a garment is produced by the
following diagram:
Fabrics storages.
Fabric lay down.
Cutting.
Numbering & bundling.
Sewing.
Finishing.
Warehouse.
Flow diagram – garment unit
CHAPTER-04
WORK STUDY
4.1 History of Work-Study in Bangladesh:
Mr F.W. Taylor who is called the father of scientific management is the founder
ofWork-Study. During the Second World WarUSA needed so many arms within
a short time. Then Mr F.W. Taylor applied Work-Study method to make many
arms in shorttime and got tremendous result. After that Work-Studyis being used
in everywhere. Now its circumference is getting larger day by day.
Mr Keith Harding from England started Work-Study in Young one, Chittagong
in 1991. He started with only three members Mr S. Chowdhury,
Mr.AminulHaque&Mr.AhsanulHaque by named. Now they have become
General Manager, Deputy General Manager& Factory Manager respectively.
Now about two hundred members are working with Work-Study in young one,
Chittagong. It’s contributing very well to increase the productivity in Bangladesh.
4.2 Definition by ILO:
Is a generic term for techniques, particularly method study and work
measurement, which are used for the examination of human work in all its
contexts, and which lead systematically to investigation of all the which affect
the efficiency and economy of the situation being reviewed, in order to seek
improvement.
4.3 Definition:
Work study is the application of techniques designed to establish the time for a
qualified worker to carry out a task at a defined rate of working
Work study is a generic term for method study and work measurement which are
used in the Examination of human work in all its contexts and which lead
systematically to the Investigation of all the factors which affect the efficiency
and economy of the situation being reviewed, in order to effect improvement.
4.4 Work study & the management:
 Work study definition
 Techniques of work study
 Basic procedure of work study
 Characteristics of work study
 Method study
 Work measurement
 Time study
 Critical examination technique
 Primary & secondary questioning
 Select where to start
 Productivity
 The task of management
 Basic & total time
 Poor design & specification
 Inefficient methods
 Human resource
 Reduction of excess
 The qualified worker
4.5 The Task of Management:
a) Management is responsible for ensuring:
The best use of all resources available to generate the highest levels of
productivity that will in turn maximize shareholder returns, improve service
to Buyers. This will ensure the long-term security & at the same time improve
the quality of life of all employees.
b) The INPUT resources available are as follows:
Management
Obtains the facts,
Plans,
Directs,
Coordinates,
O
U
T
P
U
Capital
Building
People
Materials
Machinery
Energy
(By: Azemeraw Tadesse)
Method study Work measurement
Work place engineering
Time study
Motion economy
G.S.D
Sew easy 2005
Capacity study
Minimum work place
Historical data
Analytical
Estimating
Maximum work place
4.6 Method study:
Method study can be defined as the procedurefor systematic recording, analysis
and critical examination of existing or proposed method of doing work for the
purpose of development and application of easier and more effective method.
WORK STUDY
4.7 Work place engineering:
5. Exit Work Area
4. Maximum Work Area
3. Maximum Common
Work Area
2. Normal Work Area
1. Normal Common Work
Area
4.8 Rating:
Rating is the assessment of the worker of working relative to the observers
concept of the rate corresponding to standard pace.
Rating is a technique used to assess the speed and effectiveness of an operator
performing an activity or group of activities.
4.9 Details of British Standard Rating Scale:
 0=No activity.
 1-50=Very slow,clumy, poerator appears to be half asleep, fumbling
movement, weakaned no interest in the job.
 51-75=Trying to get output but for their handling problem, less
attentiveness they cannot make sure the quality and output also
 76-100=very faster than other operators. the are working with their
100%concentration and make the garment with satisfactory quality
and quantity level.
4.10 Performance Rating:
Person ObservedTime Rating (%) Basic Time
A 0.20 100 0.20
B 0.16 125 0.20
C 0.25 80 0.20
4.11 Performance rating graph:
From the above chart:
A is standard worker, B is a fast worker and C is a slow worker
4.12 Techniques of Work-Study:
There are two primary techniques used by Work-Study practitioners:
 Method Study: The systematic recording & critical examination of
activities in order to make improvements.
 Work Measurement: The application of techniques designed to
establish the time for a qualified worker to carry out a task to a
specified method.
Just as with other management functions it is common to have specialization
between two disciplines, i.e. those who only carry out investigation into
method improvements & those who establish timings. This is dependent upon
the skills of the practitioners & the expectation of the company.
Work-Study
Method Study
To simplify the job and
developmore economical
methods ofdoing it
Work Measurement
To determine how long it
should take to carry out
Higher
Productivit
y
4.13 Basic Procedure of Work-Study:
There are eight steps in performing a complete work-study. They are:
1) Select
The task to be studied
2) Record
By collecting data at source& by direct observation
3) Examine
By challenging the purpose, place, sequence & method of work
4) Develop
New methods, drawing on contribution of those concerned
5) Evaluate
Results of alternative solutions
6) Define
New methods & present findings
7) Install
New methods & train those involved
8) Maintain
&establish control procedure
S R E D E D I M
4.14 Job Description of Work-Study:
SL Description
1 Collecting information from Fast react planner about running & new
styles input status
2 Making work plan/Departmental plan
3 Ws members job allocation
4 Providing Estimated Smv to sales team for costing
5 Process analysis
6 Established standard minute (Smv find out from sewing line by
performance rating)
7 Prepare garment's breakdown before issue with Technician & APM
8 Process layout
9 Process / work process flow chart during layout
10 Cycle check
11 Making / draw line graph
12 Co-ordinate (work together) with line Supervisor/Monitor/Technician
for line balancing
13 Production study
14 Speed Training/Method Study
15 Production monitoring in required line
16 Measuring consumption of Thread, Seam tape, Elastic, String etc.)
17 Efficiency calculation
4.15 Importance of Work-Study:
Without measurements, there can beno management and if the measurements are
inaccurate there can be mismanagement. When it comes to measuring the
standard times ofvarious operations in the needle trade, work-study is a powerful
tool.
There is nothing new about the investigation & improvement of operations at the
work place; good managers have been investigating and improving ever since
human effort was first organized ona large scale. Managers ofoutstanding ability
– geniuses – have always been able to make notable advances. Unfortunately, no
country seems to have an adequate supply of competent managers. The prime
value ofWork-Studylies in the fact that by carrying out its systematic procedures,
a manager can achieve results as good as or better than the less systematic genius
was able to do in the past.
We have now discussed, very briefly, some aspects of the nature of Work-Study
and why it is such a valuable “tool” of management. There are other reasons to
be added to the above. These may be summarized as follows:
1. It is a means of raising the productivity of a plant or operating unit by the
reorganization of work, a method that normally involves little or no capital
expenditure on facilities and equipment.
2. It is systematic. This ensures that no factor affecting the efficiency of an
operation is overlooked, whether in analysing the original practices or in
developing the new, and that all the facts about that operation are available.
3. It is the most accurate means yet evolved of setting standards of performance,
on which the effective planning and control of production depends.
4. It can contribute to the improvement ofsafety and working conditions at work
by exposing hazardous operations and developing safe methods ofperforming
operations.
5. The savings resulting from properly applied work study start at once and
continue as long as the operation continues in the improved form.
6. It is a “tool” which can be applied everywhere. It can be used with success
wherever work is done or plant is operated, not only in only in manufacturing
shops but also in offices, stores, laboratories and service industries such as
wholesale and retail distribution and restaurants and on farms.
7. It is relatively cheap and easy to apply.
8. It is one of the most penetrating tools of investigation available to
management. This makes it an excellent weapon for starting an attack on
inefficiency in any organization since, in investigating one set of problems;
the weaknesses of all the other functions affecting them will gradually be laid
bare.
The garment industry is still majorly working without this technique, but if we
want to organize ourselves and want to have precision logic based rational
planning as opposed to experience based then we have to adopt and make use of
such a logic based technique.
4.16 Characteristics of a work study Engineer:
 Education: good secondary education with an aptitude for matriculation,
formal education in engineering disciplines preferred.
 Practical experience: should include a period of working within one or
more of the process within our industry.
 Personal qualities:
 Sincerity and honesty: The work study personmust be sincere and
honest only if this is the case will he or she gain the confidence and
respect of those with whom he or she will work.
 Enthusiasm: he or she must be really keen on the job, believe in the
importance of what he or she is doing and be able to transmit
enthusiasm to the people round about.
 Tact/Diplomacy: tact in dealing with people comes from
understanding them and not to wishing to hurt their feeling by
unkind or thoughtless words, even when these may be justified.
Without tact no work study person is going to get very far.
 Good appearance: the person must be neat and tidy and look
efficient. The will inspire confidence among the people with when
he or she has to work.
 Self-confidence: this can only come with good training and
experience of applying work study successfully. The work study
practitioner must be able to stand up to top management, supervisors
or workers in defence of his or her opinions and finding, and to do
so in such a way that will respect and not give offence.
4.17 Finally, we show some real examples of work study or its
effectiveness in our report:
4.18 Benefits of work study department:
Looking at the comparison shown below it is obvious that group A factories are
more productivethan the group B factories. This fact is further strengthened when
the overall factory survey results are compared. The factories in group A have a
combined score of 62% for overall performance whereas factories in group B
achieved a score of only 48%.
CHAPTER-05
METHOD STUDY
5.1 Method study:
Method study is the systematic recording and critical examination of ways of
doing things in order to make improvement.
5.2 Method Study for garment operations:
Method study is more of a systematic approach to job design than a set of
techniques. It is defined as the systematic recording and critical examination of
existing and proposed methods of doing work, as a means of developing and
applying easier and more effective methods and reducing costs. The method
involves systematically following six steps:
 Selection of work to be studied:
Most operations consist of many discrete jobs or activities. The first stage is to
select those jobs to be studied that will give the best returns for the time spent.
For example, activities with the best scopes for improvement, those causing
delays or bottlenecks or those resulting in high costs.
 Recording of all relevant facts of current method:
Method studyuses formal techniques to record the sequenceof activities, the time
relationship between different tasks, the movement of materials, and the
movement of staff.
There are many techniques used in method study.
5.3 Critical examination of those facts:
This is the most important stage in method study. It is used to critically examine
the current method by seeking answers to questions:
 The purposeof each element.
 The place.
 The sequence.
 The person.
 The means.
5.4 Development of the most practical, economic and effective
method:
This stage is used to develop a new and better method of executing the task, by
taking into account the results of critical examination. The new method is
developed by a combination of entirely eliminating some activities, combining
some parts, changing the sequence of some activities and by simplifying the
content of others.
Installation of new method:
This step involves project managing the changes and ensuring that everybody
involved understands the changes involved. In other words they understand the
new method, which is doing what, the differences compared to the old method
and crucially the reason forthe changes. Training is an important part ofthis stage
particularly if the new method involves radical changes. Providing modified
equipment, components and layouts may also be involved.
5.5 Maintenance of new method and periodic checking:
Monitoring of how effective the new method is and how personnel have adapted
is very important. One aspectthat is sometimes overlooked is to check what effect
the new method has on other activities. Forinstance, it may be that whilst the new
method is successful in eliminating a bottleneck in a particular area, the
bottleneck has moved elsewhere in the process. By periodic checking the new
method and its effects, management can ensure that overall efficiency is
improving rather than deteriorating.
5.6 The Method Study ‘7 step’ procedure:
CHAPTER-06
TIME STUDY
6.1 Time Study:
Time study is very important analysis for the find out of SMV condition of
time study:
Before making the time study officer ensure that conditions on the job are
normal.
 The work flow into the operation is normal.
 Amount of work in the section is normal.
 The size of the work available are normal.
6.2 Techniques of time study:
 Asses the performance of the worker.
 Understand the flow of work.
 Time study person should not disturb the operator.
 Should inform to the operator that he is going to do sometimes study.
 Enter every detail on study papers by a pen as it cannot delete.
6.3 Time study tools:
 A stop watch.
 Time study format.
 One pen or pencil.
Record
Standardize
Define
Analyze
6.4 How to conduct Time Study:
An operation cycle consists of material handling, positioning and aligning parts,
sewing, trimming threads and tying and untying a bundle. So in the time study
format, divide whole task into various elements according to the motion
sequences of the operation.
For example, in operation ‘collar run stitch’, task elements may be -
1. Pick up panel to sew first seam,
2. Turn collar to sew second seam,
3. Turn collar to sew third seam ,
4. Check work and dispose and
5. Waiting for next pieces.
Step 1: Preparation:
 Ready with stationeries like time study format, stop watch(digital one) and
pencil.
 Select one operation for Time study.
 Tell the operator that you are going measure time he/she taking to do the
job.
 Observe the operation carefully and break down operation into elements.
Step 2: Time capturing:
Now measure the time taken for completing each elements of the operation cycle
by the operator. Time should be captured in seconds. Similarly, capture element
timing for consecutive 5 operation cycles. During data capturing only note down
reading of the stop watch and later calculate element timing. If you found any
abnormal time in any elements record time during time study and later discard
that reading. Or you capture time for one more cycle. Abnormal time may be
occurred due to bobbin change, thread break, power cut or quality issues.
Step 3: Calculation of Basic time:
From the Reading (R) calculates time taken for each element for all five cycles
just by deducting previous Reading from elemental reading. Sum up times of five
cycles for each element. Note, if you discard any reading than in that case no. of
cycles will be four. Calculate average element times. This average time is called
basic time.
Step 4: Calculation of Standard time:
To convert basic time to normal you have to multiply it with operator
performance rating. Here for example, rating has been taken 100%. Now you
have add allowances for machine allowances, fatigue and personalneeds etc. Add
machine allowance only to those elements where machine is running and fatigue
and personal needs to all elements. Now we got standard time for each element
in seconds.Sum up all elemental time and convert seconds into minutes. This is
standard minutes or SAM.
6.5 Time study sheet:
Buyer: SIGNET (mode fit) Line: B Date: 10-09-12
Name Process M/C
Observed time
Total
time
AVG
Industrial
Capacity
Garments
Capacity
1 2 3 4 5
Naima 1stShoilder joint O/L 7 8 10 7 8 40 8 450 450
Kamila Neck piping F/L 9 7 8 6 6 36 7 514 514
Rebeca 2nd Shoulder joint OL 8 12 7 10 9 46 9 400 400
Shirring Neck rib tack SN 9 8 10 9 8 44 9 400 400
Shamir Sleeve gathering SN 7 8 6 8 7 5 7 514 514
Sheuly Level attach SN 8 7 6 7 6 34 7 514 514
Bobita Sleeve joint O/L 24 26 24 25 26 25 25 144 144
Tahmina Sleeve hem F/L 24 22 22 23 25 116 23 157 157
Tania Side seam O/L 44 52 52 50 40 238 48 75
129
Shonaly Side seam O/L 68 65 69 68 69 339 68 53
Foisal Sleeve in tack SN 12 11 9 12 8 52 10 360 360
Mizan Sleeve top tack SN 9 12 9 10 11 51 10 360 360
Shaied Body hem F/L 12 11 11 12 13 59 12 300 300
6.6 Calculation:
Avg. Time = Total time / Total number of reading (5).
Capacity/Hr = Hr (3600) / avg. Times per operation.
6.7 Analysis of Time Study:
 To calculate time study, first we have to take at least five readings of each
worker of all process.
 Then we have to calculate the average value of these five readings.
 After then, the average value is divided by 3600 to get actual capacity per
hour.
 It helps for line balancing and maintains process layout of sewing
operation.
6.8 Application of Time study:
 Determining schedules and planning of work.
 Determining standard costs ofa particular work.
 Estimating the costof a productbefore manufacturing it.
 Determining machine effectiveness.
6.9 SMV Calculation:
Standard minute value is the standard time, to complete any given task by using
best possible methods at standard level of performance. To estimate SMV we have
to analyze the garment carefully and check different factors that affect the SMV.
SMV of a productvaries according to the work content or simply according to
number of operations, length of seams, fabric types, stitching accuracy needed,
sewing technology to be used etc. Standard minutes (SMV) of few basic products
have been listed down with its SMV range according to work content variation. In
actual cases garment SMV may go outside of the limit depending the above factors.
Sl.no products SMV(Average) SMV(Range)
1 Neck T-shirt 8 6 to 12
2 Polo shirt 15 10 to 20
3 Pormal full sleeve shirt 21 17 to 25
4 Pormal Trouser 35 25 to 40
5 Sweat shirt(Hooded) 45 27 to 50
6 jacket(suit) 95 75 to 135
7 bra 18 16 to 30
CHAPTER-07
MOTION STUDY
7.1 Motion Study:
Motion study is a technique of analyzing the bodymotions employed in doing
a task in order to eliminate or reduce ineffective movements and facilitates
effective movements. By using motion study and the principles of motion
economy the task is redesigned to be more effective and less time consuming.
7.2 The Goals of Motion Study:
 Improvement.
 Planning / Scheduling (Cost).
 Safety.
7.3 Classification of body movement:
Operators use their body for different operations, and spend their
maximum time. The motion time is long but sewing time is short. So,
body movement is classified by 5 divisions. They are as below-
1. Knuckle: only finger is used for this movement.
2. Wrist: using hand and finger.
3. Elbow: For arms, hand and finger.
4. Shoulder: Upper arm, forearm hand and finger.
5. Trunk: For so upper arm, for arm hand and finger.
7.4 Data collection and analysis for motion study:
work without any motion (minimum work place):
Sl.no Operation Cycle time(sec) Avg.
1 2 3 4 5
1 pocket zipper join 67.91 68.11 81.50 65.13 93.13 75.13
2 arm hole top seam 20.73 27.17 24.93 26.18 23.13 24.42
3 zipper join 29.23 24.34 23.12 32.23 25.13 27.45
4 hood servicing 23.24 22.34 25.23 28.27 22.18 24.10
5 hood tack 44.52 46.34 48.17 46.23 43.12 46.56
work with motion(maximum work place):
Sl.no Operation name Cycle time/sec Aveg.
1 2 3 4 5
1 pocket zipper
join
68.75 70.23 83.50 67.45 97.73 78.54
2 arm hole top
seam
22.34 31.17 26.86 25.71 26.13 26.33
3 zipper join 31.12 26.72 25.17 34.17 27.33 29.73
4 hood servicing 25.33 24.52 27.23 30.23 24.12 28.34
5 hood tack 46.23 48.23 50.23 46.65 44.75 49.35
Operation Vs Time
Operation Vs Time
CHAPTER-08
CYCLE TIME, TACT TIME
&
PRE- PRODUCTION
PLANING
8.1 Cycle Time:
Cycle time” can mean the total elapsed time between when a customer places
an order and when he receives it.
It can also express the dock-to-dockflow time of the entire process,or some
other linear segment of the flow. The value stream mapping in learning to see
calls this “production lead time” but some people call the same thing “cycle
time.”
Cycle Time = 60 / Team target
8.2 What is Tact Time?
Tact time is the allowable times to produceone productat the rate of customers’
demand. This is not the same as cycle time, which is the normal time to
complete an operation on a product.
Available Minutes for Production / Required Units of Production = Tact
Time.
Tact time is the calculated pieces of production based on the average speed at
which the customer is buying a product or service. The formula is net available
time to producepertime period divided bycustomer demand per time period. For
example when,
Net available time = 4500 minutes / shift (10 operator’s total man-minutes).
Customer demand = 500 pieces / shift.
Tact time = (4500÷500) = 9 minutes / piece.
8.3 Pre- production planning:
The most important stage of pre-production activity is to arrange pre-
production planning. In a pre-production meeting can discuss everything
important related to the garments.
In pre- production planning the following decision are taken:
What is to be produced?
When to be produced?
Where to be produced?
How to be produced?
8.4 Process of production planning:
 Get a list of all items that goes into a product.
 Get a list of their development lead times and supply lead time.
 Identify constraints and bottleneck based on those lead times.
 Identify the wastage capacities due to those constrains.
 Calculate the costs ofdelays and wastages versus costof bottlenecks
removals where possible.
 Make an informed decision.
8.5 Attendance of pre-production meeting:
 Production manager.
 Assistant production manager.
 Merchandiser.
 Pattern maker.
 Technician chief.
 QA member.
 Line chief.
 Cutting manager.
 Mechanic.
 Buyer nominated QA.
 GPQ Member.
 IE Executive.
CHAPTER-09
LOSS TIME CALCULATION
&
REDUCTION PROCESS
9.1 Loss time:
Loss time is the ineffective or useless time that spends on any activity which is
not a specified part of a job.
Lost time is described as “Time lost by operators for which they are not
responsible”. It can be used to monitor the effectiveness ofline balancing, service
by mechanics, and all other delays that cause the operator to lose productivity.
None of the companies utilize this tool adequately.
9.2 Application of IE to reduce loss time:
(Without IE department).
Monthly loss
time%(hours)
4th
september.2012
4th
october,2012 4th
novenber,2012
Cutting section 350 275 310
8000 9000 9050
Loss
time%(hours)
4.3% 3.05% 3.42%
Sewing section 750 775 875
15000 17,000 16050
Loss
time%(hours)
5% 4.55% 5.45%
Finishing
section
525 645 570
10000 12100 11900
Loss
time%(hours)
5.25% 5.33% 4.78%
Graphical view of loss time without IE department:
9.3 IE Department Present:
Graphical view of loss time including IE department.
T:
Monthly loss
time%(hours)
4th
september.2012
4th
october,2012
4th
novenber,2012
Cutting section 210 185 220
8000 9000 9050
Loss time%(hours) 2.62% 2.05% 2.43%
Sewing section 570 610 645
15000 17,000 16050
Loss time%(hours) 3.8% 3.58% 4.01%
Finishing section 385 415 385
10000 12100 11900
Loss time%(hours) 3.85% 3.42% 3.23%
CHAPTER-10
LINE BALANCING
&
BOTTLENECK
10.1 Line balancing:
Line Balancing is to share work, to support in another operation, to shift
manpower according to their capacity for equal production in every point.
Balancing is a subject that relates to every decision taken on the production floor.
It is a very important topic that we will cover in detail.
Balancing method is very essential to make the productionflow almost smoother
compare to their previous layout. Considering working distance, type of
machines and efficiency, workers who have extra time to work after
completing their works, have been shared their work to complete the
bottleneck processes.
An ideal productionline is that where there is no time wastage and no bottlenecks.
A balance production line is that where production from all the operation is
completely balanced and there is no bottleneck.
10.2 Line balance:
Line balance means the better allocation of the necessary tasks between the
operators, which reduces waiting time.
For line balance we have to know some data and some calculating information
those are as follows: -
 How many operators.
 Operation.
 SMV.
 Performance.
 Potential production / hour.
 Hours to achieve target.
 Capacity.
 Target.
 Potential production / hour=
60
𝑆𝑀𝑉
𝑋 𝑊𝑎𝑛𝑡𝑒𝑑 𝑒𝑓𝑓𝑖𝑐𝑖𝑒𝑛𝑐𝑦
 Hours to achieve target=
Target
week
Potential Production
If SMV = 1.22
Performance = 80%
Target / Week = 2655
60
Then Potential Production / Hour = --------------- X 80% = 39 pieces/hour
1.22
We know the target/week = 2655 pieces.
2655
Hours to achieve target = ------------ = 68 hrs.
39
So Capacity is 60-68 = -8 hrs.
10.3 Why Line balancing is necessary?
 To get easily output, it is necessary.
 To get best performance of the workers, it is necessary.
 To ensure of properuse of time & manpower, it is necessary.
 To follow up the line easily, it is necessary.
 To give the pressure to workers for optimum output, it is Necessary.
 To know the line’s potential capacity of the line, it is necessary.
 To find out the productivity gap%, it is necessary.
 To take the next step for higher productivity at need the line balancing
report it is necessary.
 To get higher productivity so much necessary.
10.4 Balancing Processes:
Balancing method is very essential to make the production flow almost
smoother compare to the previous layout. Considering working
distance, type of machines and efficiency, workers who have extra
time to work after completing their works, have been shared their
work to complete the bottleneck processes. Previously identified
seven bottleneck processes have been plotted in the left side of the
Table 2. Make and join care label and Back neck elastic tape joint both
have been made by lock stitch machine and these have been shared by
two lock stitch machine processes. Operator who work in Process no.
7 Neck rib make width, have been worked for 50 minutes per hour in
her first process, capacity 217 pieces and then have been worked in the
process no. 6 make and join care label for last 10 minutes to make
additional 30 pieces for overall capacity of 208 pieces on process no.
6. Similarly Process no. 13.B back neck elastic top have been worked
for 35 minutes and rest 25 minutes have been worked on process no.
12 to make total capacity of 216 pieces which was originally 153 pieces
shown in Table 2. Process no.14, 25, and 20and 22 have been similarly
worked on the process no.16, 23, 24 and 27 for the capacity of 195,
198, 153 and 199 pieces per hour. Process no. 24 choir hem raw edge
cut have been suggested an extra floater to use after being shared
worked from process no. 20.
10.5 Before balancing the line:
In the following table we show the target, labor, machine productivity & line
efficiency before line balancing.
10.6 Variation chart before line balancing:
10.7 Line balancing process:
10.8 After balancing the line:
In the following table we show the target, labor, machine productivity & line
efficiency after line balancing.
10.9 Variation chart after line balancing:
10.10 Result and Findings:
Changing from traditional layout to balanced layout model, there are considerable
improvements have moved toward us. Among the three operators who were
replaced to another line, have been used in the lock stitch and flat Lock machines
and machine productivity for these less used machines has been increased from
55 to 66 where for
The total worker of 32 instead of 37, labor productivity has been increased to 39
from 32.
In a day we have boost up the production up to 1250 and with manpower of 32,
line efficiency has been improved from 48% to 58% which is shown in Table. In
an improved layout, target has been decreased at each efficiency level. At 80%
efficiency, target is now 173 pieces per hour which has been considered as new
bench mark target.
After balancing the process flow, figure shows the less variation of each process
from the bench mark target as the upper capacity is 260(previous one was 490)
pieces per hour where the lower capacity is only 153(previous one was 115)
pieces per hour compareto the bench mark target of 200 pieces which shows that
the variation in each process has been decreased from the previous one and
reflects much better balanced productionflow in the line. ForProcess no. 24 choir
hem raw edge cut, an extra floater has been suggested to utilize.
10.11 Bottleneck:
The upper narrow portion of a bottle is called neck (opening side) and it is an
obstructionto go to the way from large portion of a bottle through narrow portion
of a neck. It is a metaphorical scene of obstruction of production sector. A
garments sectoris a productionsectorand the bottleneck used here as obstruction
of normal production. In a brief the bottleneck means lost production and lost
profit i.e. the lowest capacity of production.
The lowest output point in the production line is called bottleneck. That is
bottleneck area, where supply gathered and production goes under capacity.
Fig:Bottleneck
10.12 Bottleneck in Production:
A) Bottleneck before input in line.
 If issue is not supplied in time from M.C.D and sub store.
 If issue comes delay.
 Issues serial number mistake.
 Bundling mistake.
 Wrong issue supply.
 Pattern problem.
B) Bottleneck in line:
 Worker selection wrong.
 Wrong works flow / sequence of works.
 Non-balance allocation of elements.
 Works negligence by workers.
 Workers absenteeism.
 Machine disturbances / out of order.
 Lack of supply.
 Non-serial supplies forward from workers.
 Colour shading
 Quality problem.
 If anybody becomes sick.
 Non-balance allocation of elements.
 Machine disturbances / out of order.
 Lack of supply.
10.13 Diagnostic character of bottleneck:
 By checking counter machine: - After specific period (time to time) by
checking counter machine it is easy to find out the bottleneck which
counter is shown poor / lowest production.
 By observing serial number of supplied issue: - After checking some
operators if it is found that someone is sewing / working lowest serial
number of issue and it not reasonable difference with others it is defined
bottleneck.
 By observing gathered supply: - Those areas are bottleneck areas where
pile of supply is observed.
 By performing cycle check: - By performing cycle check we can realize
bottleneck from different of time. We can realize bottleneck at a glance by
making graph and it is a best and scientific way to find out the real
bottleneck.
10.14 Way of reducing bottle neck:
 To arrange pre- production meeting in time.
 To prepare layout sheet before input in the line.
 To check fabrics and accessories before issuing in the line.
 To submit the layout sheet to maintenance section minimum 2-3 days
before for better preparation.
 To check pattern before supply in the line.
 To reduce excess works from workers.
 To select right workers for right works.
 To keep supply available in time.
 To maintain serial number.
 Reject garments should not forward.
 Supply should be forwarded after checking.
 To alert when bundling (maintain serial number)
 By improving method.
 By improving workers performance.
 By reducing sewing burst.
CHAPTER-11
PROCESS LAYOUT
&
PLAN LAYOUT
11.1 Layout:
Layout means to distribute/allocate elements (Sequentially) to the individual
operator in the line by considering total worker, worker experience, total
machine, types of machine & mainly the estimated SMV of
allocated/distributed elements in a broken down garments. A good layout is that
physical arrangements which permits the productto be produced with minimum
unit costin the shortest time.
11.2 Layout Procedure:
1st
Step:
1. Responsible person for layout making.
2. APG Section Leader.
3. Team Leader Technician.
4. Work-Study Member.
2nd
Step:
1. To select line.
2. To select style.
3. To confirm total operator.
3rd
Step:
1. To breakdown the garments, elements by elements.
2. To put estimated SMV beside each elements/operation.
3. To calculate total SMV.
4. To select machine type & number.
5. To calculate average estimated SMV/Operator.
6. To select right operator for right operation/elements according to
performance.
7. To distribute/allocate elements (sequentially) to each operator by
considering machine types, elements & estimated average (nearest) SMV.
8. To set up machine as per requirements.
11.3 Benefit of Layout:
1. The line will be quite equivalent.
2. Usually a great type of bottle neck will not be found in line.
3. No operator will be idle.
4. Target will be achieved easily.
11.4 Different Types Of layout In Factory:
1. Flow forward layout.
2. Hanger conveyor layout.
3. Side flow layout.
4. Batch layout.
Application of industrial engineering techniques      in garments production
Fig: Batch layout
11.5 Plan layout:
A layout is an arrangement of the space and facilities according to the type
and size of activities to be carried out, Convenience of
operations, Efficiency, Productivity, economy, and safety of the facilities and
the users of the facilities. There can be various options for the layout within
the same space, each one having certain merits or demerits.
Input
INSPECTION TABLE
11.6 Advantages of plan layout:
 Bottleneck will not be found in line.
 No operator will be idle
 Can achieve the Buyer’s desire quality level easily.
 The process distribution / work content will be quite equivalent
 Can reach the optimum target with in a very short period.
 Increase worker efficiency & daily production
 Reduce wastage & loss time.
11.7 FactorsInfluencing Plan layout:
 Operation requirements.
 Size of operations.
 Safety aspects.
 Technology aspects.
 Systems design.
 System arrangement.
 Location aspects.
 Types of plant and machinery (Small or big).
11.8 Planlayout:
11.9 Process Layout:
Buyer: KIK Item: Men’s T-Shirt Date: 17-10-12
Style # 7 Target: 80/HR M/C Qty: 13
SL
No.
Process Target SN DN OL FL
1 1st Shoulder Joint 1
2 Neck Piping 1
3 2nd Shoulder Joint 1
4 Neck rib Tack 1
5 Sleeve Gathering 1
6 Level Attach 1
7 Sleeve joint 1
8 Sleeve hem 1
9 Side seam 2
10 Sleeve in tack 1
11 Sleeve top tack 1
12 Body hem 1
CHAPTER-12
BREAKDOWN METHOD
12.1 Breakdown method:
Breakdown is a listing of the content of a job by elements. A garment consists of
some parts and some group of operations. Breakdown means to writing down all
parts and all process/operationafter one another lying with the complete garment
according to process sequence. Itis a must to write downthe estimated SMV and
type of machine beside each and every process.
The Breakdown procedure means helps the clothing industry in planning the
number of assembly lines required to produce the particular number of units in
required time and also helps in maintaining proper style distributions for each
assembly line and machines in order to reach the deadlines while earning profits.
In the clothing industry operation breakdown is the separation of the making
operations so that garments can be made up quickly & cheaply using available
labor & machinery.
12.2 Steps include in Breakdown procedure:
Assistant Production Manager, Technician Chief & Work-Study officer must sit
together to make breakdown
.
12.3 Breakdown Procedure:
 Floor section leader, team leader technician and work study officer must
sit together to make breakdown.
Technician breaks the garments into parts and gathered the parts one after another
by operation/Process
Then Work-Study officer & APM fix up the SMV of that operation
By proceeding this technique when all process completed need to summarize all process SMV
and the total will be called as respective garment’s SMV
 Technician breaks the garments into parts a gathered the parts one after
another by operation/process.
 Then work study officer and floor section leader fox up the SMV of those
operation.
 By proceeding this technique when all process completed need to
summarize all process SMV and the total will be called as respective
garments SMV.
12.4 Benefit of breakdown:
 Can see the all operations of the garments at a time.
 Can anticipate the difficulties of doing critical operation
 Can make layout in an easy, simple and less time consuming way.
 Easy to select right operator for right process.
 Can know the quantity and types ofmachine to make the garment required.
 Can be conscious about quality for fill up the buyer standard.
 Breakdown can know about additional guide, folder and attachment.
12.5 Operation Breakdown Sheet:
SL Operation Name M/C SMV TGT
AML
Remark
Op Hel
1 Single shoulder joint O/L 0.10 600 1
2 Neck piping F/L 0.08 750 1
3 Shoulder Joint O/L 0.12 500 1
4 Neck rib tack SN 0.14 429 1
5 Sleeve gearing SN 0.09 667 1
6 Level attach SN 0.10 600 1
7 Sleeve joint O/L 0.36 167 1
8 Sleeve hem F/L 0.07 857 1
9 Side seam O/L 0.35 171 1
10 Sleeve in tack SN 0.14 426 1
11 Sleeve top tack SN 0.14 429 1
12 Body hem F/L 0.14 429 1
Total: 1.83 6028 12
M/C type
SN 5
OL 4
FL 3
SB
BT
BO
Total: 12
Operation Breakdown Chart:
0.10
0.08
0.12
0.14
0.09 0.10
0.36
0.07
0.35
0.14 0.14 0.14
0.00
0.05
0.10
0.15
0.20
0.25
0.30
0.35
0.40
1 2 3 4 5 6 7 8 9 10 11 12
Operation Breakdown
Total SMV 1.83
Target per hour @ 100%
efficiency
394
Target per hour @ 60% efficiency 236
Total operator 12
Total helper 0
Total man power 12
Basic pitch time 0.15
Upper control limit 0.18
Lower control limit 0.13
Basic pitch time 0.15
Upper control limit 0.18
Lower control limit 0.13
12.6 Calculation:
 Target per hour= (worker x working hour x 60/ SMV) x efficiency %
 Basic Pitch Time (BPT) =
TotalSMV
TotalManpower
 Upper Control Limit (UCL) =
BPT
WantedOrganizationalEfficiency(0.85)
[It may
0.90 or 0.95].
 Lower Control Limit (LCL) = BPT × 2 – UCL.
12.7 Analysis of Operation Breakdown:
 To calculate capacity study, first we have to take at least five readings of
each worker of all process.
 Then we have to calculate the average value of these five readings.
 After then, the SMV calculation.
 Then target calculation (60/SMV).
CHAPTER-13
CAPACITY STUDY
13.1Capacity study:
When we make a capacity study on an operator, we are measuring the
performance she should attain if she continues to work at the same pace and use
the same method as observed during the study. This means that at the end of the
study we can say that operator has the capacity to be a 120 % performer, or
whatever performance level the study indicates.
What exactly do we mean by capacity? Well, it means the same as capability. It
means that the operator is capable of achieving the performance measured by the
study.
13.2 Capacity Study Sheet:
Buyer: Mogen Item: T-shirt Order No: 60821
No.
Operator
name
Process name OP M/C
Cycle Time Average
Time
SMV Capacity
1 2 3 4 5
1 Bobita 1st shoulder joint 1 O/L 8 7 7 6 6 6.80 0.10 529
2 ayesha Neck piping 1 F/L 7 5 6 5 6 5.80 0.08 621
3 kamal 2nd Shoulder Joint 1 O/L 9 8 9 6 10 8.40 0.12 429
4 Tuly Neck rib tack 1 SN 9 8 10 11 10 9.60 0.14 375
5 Arif Sleeve gataring 1 SN 6 5 6 7 6 6.00 0.09 600
6 Puspo Level attach 1 SN 8 7 6 7 6 6.80 0.10 529
7 Sajahan Sleeve joint 1 O/L 24 26 24 25 26 25.00 0.36 144
8 Jahanara Sleeve hem 1 F/L 5 6 4 5 5 5.00 0.07 720
9 Joshim Side seam 1 O/L 24 23 25 26 24 24.40 0.35 148
10 Halima Sleeve in tack 1 SN 9 10 11 9 10 9.80 0.14 367
11 Lipi Sleeve top tack 1 SN 10 10 11 9 10 10.00 0.14 360
12 Saidul Body hem 1 F/L 9 10 11 10 9 9.80 0.14 367
13.3 Calculation:
 Avg. Time = Total time / Total number of reading (5).
 SMV = Basic time + (basic time x 15% allowance) /60.
 Basic time = avg. Cycle time X rating (here rating = 0.75).
 Capacity/Hr = Hr (3600) / avg. Times per operation.
13.4 Analysis of capacity Study:
 To calculate capacity study, first we have to take at least five readings of
each worker of all process.
 Then we have to calculate the average value of these five readings
 After then, the average value is divided by 3600 to get actual capacity per
hour.
 Capacity study shows the worker capacity per hour.
 It helps for line balancing and maintains process layout of sewing
operation.
CHAPTER-14
EFFECTS OF INDUSTRIAL
ENGINEERING IN ALL
DEPARTMENTS
14.1 Example-1: Efficiency increase with standard time & method
analysis (Method & Time study section):
14.2 Example-2: Reduce loss time increase efficiency:
14.3 Example-3: Increase production with quality (quality
section):
14.4 Example-4: Increase Production per hour (finishing section):
14.5 Result & findings:
 Achieve the factory monthly Efficiency of 55% from its existing 50%.
 Plan to achieve 62 % efficiency in Cutting dept from existing 58%.
 Plan to achieve 64 % efficiency in Finishing dept from existing 60%.
 Maintain the end line re work below 3 % from its existing 5%.
 Maintain the end line re work below 5 % to improve the quality.
 Forecast to be reduce the wastage.
 Proper utilize of elements such as (man, machine, materials, and money).
CHAPTER-15
DATA ANALYSIS &
CALCULATIONS
15.1 Some important formula & Example:
 Standard Pitch Time (S.P.T) = Basic Pitch Time (B.P.T) + Allowances (%).
 Target =
𝐓𝐨𝐭𝐚𝐥 𝐦𝐚𝐧𝐩𝐨𝐰𝐞𝐫 𝐩𝐞𝐫 𝐥𝐢𝐧𝐞∗𝐓𝐨𝐭𝐚𝐥 𝐰𝐨𝐫𝐤𝐢𝐧𝐠 𝐦𝐢𝐧𝐮𝐭𝐞 𝐩𝐞𝐰𝐫 𝐝𝐚𝐲
𝐒.𝐀.𝐌
∗ 𝟏𝟎𝟎%.
 Theoretical Manpower =
𝐓𝐚𝐫𝐠𝐞𝐭 𝐩𝐞𝐫 𝐡𝐨𝐮𝐫𝐞
𝐏𝐫𝐨𝐜𝐞𝐬𝐬 𝐜𝐚𝐩𝐚𝐜𝐢𝐭𝐲 𝐩𝐞𝐫 𝐡𝐨𝐮𝐫𝐞
.
 Line Labour Productivity =
𝐓𝐨𝐭𝐚𝐥 𝐧𝐮𝐦𝐛𝐞𝐫 𝐨𝐟 𝐨𝐮𝐭𝐩𝐮𝐭 𝐩𝐞𝐫 𝐝𝐚𝐲 𝐩𝐞𝐫 𝐥𝐢𝐧𝐞.
𝐍𝐮𝐦𝐛𝐞𝐫 𝐨𝐟 𝐰𝐨𝐫𝐤𝐞𝐫 𝐰𝐨𝐫𝐤𝐞𝐝
.
 Line Machine Productivity =
𝐓𝐨𝐭𝐚𝐥 𝐧𝐮𝐦𝐛𝐞𝐫 𝐨𝐟 𝐨𝐮𝐭𝐩𝐮𝐭 𝐩𝐞𝐫 𝐝𝐚𝐲 𝐩𝐞𝐫 𝐥𝐢𝐧𝐞
𝐍𝐮𝐦𝐛𝐞𝐫 𝐨𝐟 𝐦𝐚𝐜𝐡𝐢𝐧𝐞𝐬 𝐮𝐬𝐞𝐝
.
 Line Efficiency =
𝐓𝐨𝐭𝐚𝐥 𝐨𝐮𝐭𝐩𝐮𝐭 𝐩𝐞𝐫 𝐝𝐚𝐲 𝐩𝐞𝐫 𝐥𝐢𝐧𝐞∗𝐒𝐀𝐌
𝐓𝐨𝐭𝐚𝐥 𝐦𝐚𝐧𝐩𝐰𝐞𝐫 𝐩𝐞𝐫 𝐥𝐢𝐧𝐞∗𝐭𝐨𝐭𝐚𝐥 𝐰𝐨𝐫𝐤𝐢𝐧𝐠 𝐦𝐢𝐧𝐮𝐭𝐞𝐬 𝐩𝐞𝐫 𝐝𝐚𝐲
*100%.
 GSD.
GSD = (Man power * Work hour) / Target.
 SMV.
SMV = Basic time + (Basic time * Allowance).
 Basic time.
Basic time = Observed time * Rating.
 Observed time.
Observed time = Total Cycle time / No of cycle.
 Rating.
Rating = (Observed Rating * Standard rating) / Standard rating.
 Efficiency.
Efficiency = (Earn minute * Available minute) * 100.
 Earn minute.
Earn minute = No of Pc’s (Production) * Garments SMV.
 Available minute.
Available minute = Work hour * Manpower.
 Organization Efficiency.
Organization Efficiency = (Basic pies time /Bottle necktime) * 100.
 Basic pies time (BPT).
Basic pies time = Total GMT SMV / Total Manpower.
 UCL.
UCL = Basic pies time / Organization Efficiency.
 LCL.
LCL = 2 * Basic pies time – UCL.
 Capacity.
Capacity = 60 / Capacity time in minute.
 Cycle Time.
Cycle Time = 60 / Team target.
 Capacity Achievable.
Capacity Achievable = Capacity * Balance.
 Daily output.
Daily output = Work hour / SMV.
 Factory capacity.
Factorycapacity= (Workhour/SMV) *Total worker*Workingday* Efficiency.
 CPM.
CPM = (Totaloverhead costof the month / No of SMVearners * Workminutes)
*Efficiency.
 Required no of operator.
Required no ofoperator= Target daily output/Daily outputper operator.
Here,
Efficiency =
output
input
SMV=38.50
Working hour=10
=
smv∗product quantity
worker∗working houre∗60
No. of worker=60
=
38.50∗700
60∗10∗60
*100
=74 %( line efficiency)
Target/hour=
60
SMV
Efficiency% Here,
=
60
0.85
∗ 70% SMV=0.85
=50pcs/hour Efficiency=70%
Target/line =
no of worker∗working hour∗60
SMV
∗ efficiency%
=
75∗10∗60
23.5
∗ 60%
= 1150 pcs Here,
No of workers=75
Working hours=10
SMV=23.
Efficiency=60%
Required days for the schedule =
total order quantity
average target
=
50000
2000
=25 Here,
Average target=2000
Order quantity=50000
CM of garments=
total production
no of warker∗work hour
Here,
=
250000
1500∗10
Total Production=250000
=1.66 BDT No of workers= 1500
Factory capacity=
work hour∗total workers∗working day∗60
SMV
*Efficiency
=
10∗1500∗26∗60
14.13
∗ 55%
=828025pcs/month
Line GSD/day =
𝑚𝑎𝑛𝑝𝑜𝑤𝑒𝑟∗𝑤𝑜𝑟𝑘 ℎ𝑜𝑢𝑟
𝑡𝑎𝑟𝑔𝑒𝑡
=
50∗10∗60
900
= 33
Conclusion:
Industrial engineering is an important and essential part of any Garments
Industry. We learn all the implementations and techniques ofthe processeswhich
we have studied theoretically. It gives us an opportunity to compare the
theoretical knowledge with practical facts and thus develop our knowledge and
skills. This project also gives us an opportunity to enlarge our knowledge of
textile administration, production planning, procurement system, production
process, and machineries and teach us to adjust with the industrial life.
.
References:
Books:
 Guidelines for Industrial Engineering.
(KSA Technopak).
 “Garments Manufacturing Technology”
(Md. Abu Saleh).
 “Garments & Technology’’
(M.A. Kashem).
 Production planning, control & Industrial management.
(By Dr. KC. Jain)
 Industrial Engineering In Apparel Production
(By V Ramesh Babu)
 The Apparel Industry
(By Richard M Jones)
 Industrial Engineering And Management
(By C.Natha Muhi Reddy)
 Industrial Engineering and Engineering Management
(By professorjohn W H)
Website links:
 http://www.fibre2fashion.com/industry-article/16/1591/industrial-engineering-a-new-
concept-of-apparel-engineering1.asp
 http://www.lcmibd.com/industrialengineering.htm
 http://www.onlineclothingstudy.com/2012/10/how-to-calculate-sam-of-garment.html
 http://wiki.answers.com/Q/Industrial_engineering_work_study_in_garments
 http://www.onlineclothingstudy.com/2012/09/how-to-calculate-operator-
efficiency.html
 http://www.onlineclothingstudy.com/2012/09/garment-production-systems.html
 http://www.onlineclothingstudy.com/2012/09/-how-to-calculate-efficiency-of.html
 http://wiki.answers.com/Q/Industrial_engineering_work_study_in_garments.

Contenu connexe

Tendances

Presentation on time study of apparel industry
Presentation on time study of apparel industryPresentation on time study of apparel industry
Presentation on time study of apparel industryTanmoy Antu
 
Standard minute value( SMV) in garments, calculation and importance
Standard minute value( SMV) in garments, calculation and importanceStandard minute value( SMV) in garments, calculation and importance
Standard minute value( SMV) in garments, calculation and importanceMazharul Islam
 
Standardization & digitalization of sewing operations
Standardization & digitalization of sewing operationsStandardization & digitalization of sewing operations
Standardization & digitalization of sewing operationsArpan Mahato
 
PRODUCTION PLANNING AND CONTROL
PRODUCTION PLANNING AND CONTROLPRODUCTION PLANNING AND CONTROL
PRODUCTION PLANNING AND CONTROLDisha Pawar
 
Lean manufacturing in apparel industries
Lean manufacturing in apparel industriesLean manufacturing in apparel industries
Lean manufacturing in apparel industriesBharath Krishna
 
presentation of Epyllion group
presentation of Epyllion grouppresentation of Epyllion group
presentation of Epyllion groupAmit Das
 
LEAN MANUFACTURING IN APPAREL INDUSTRY
LEAN MANUFACTURING IN APPAREL INDUSTRYLEAN MANUFACTURING IN APPAREL INDUSTRY
LEAN MANUFACTURING IN APPAREL INDUSTRYJAGADISH REDDY KP
 
Application of lean manufacturing tools in garments production
Application of lean manufacturing tools in garments productionApplication of lean manufacturing tools in garments production
Application of lean manufacturing tools in garments productionRazib Mahmud
 
Operation bulletin of dungaree
Operation bulletin of dungareeOperation bulletin of dungaree
Operation bulletin of dungareeShamimaAkter41
 
Sop (textile finishing)
Sop (textile finishing)Sop (textile finishing)
Sop (textile finishing)Mizan Rahman
 
Industrial Engineering Tools & Activities of a RMG !!!
Industrial Engineering Tools & Activities of a RMG !!!Industrial Engineering Tools & Activities of a RMG !!!
Industrial Engineering Tools & Activities of a RMG !!!Mahibur Rahman
 
Value stream mapping in ethiopian garemnt industry
Value stream mapping in ethiopian garemnt industryValue stream mapping in ethiopian garemnt industry
Value stream mapping in ethiopian garemnt industrykibrom G
 
Lean management in textile processing
Lean management in textile processingLean management in textile processing
Lean management in textile processingIEI GSC
 

Tendances (20)

Presentation on time study of apparel industry
Presentation on time study of apparel industryPresentation on time study of apparel industry
Presentation on time study of apparel industry
 
Line balancing
Line balancing Line balancing
Line balancing
 
Standard minute value( SMV) in garments, calculation and importance
Standard minute value( SMV) in garments, calculation and importanceStandard minute value( SMV) in garments, calculation and importance
Standard minute value( SMV) in garments, calculation and importance
 
Standardization & digitalization of sewing operations
Standardization & digitalization of sewing operationsStandardization & digitalization of sewing operations
Standardization & digitalization of sewing operations
 
PRODUCTION PLANNING AND CONTROL
PRODUCTION PLANNING AND CONTROLPRODUCTION PLANNING AND CONTROL
PRODUCTION PLANNING AND CONTROL
 
Lean manufacturing in apparel industries
Lean manufacturing in apparel industriesLean manufacturing in apparel industries
Lean manufacturing in apparel industries
 
presentation of Epyllion group
presentation of Epyllion grouppresentation of Epyllion group
presentation of Epyllion group
 
LEAN MANUFACTURING IN APPAREL INDUSTRY
LEAN MANUFACTURING IN APPAREL INDUSTRYLEAN MANUFACTURING IN APPAREL INDUSTRY
LEAN MANUFACTURING IN APPAREL INDUSTRY
 
IE Qu & Ans
IE Qu & AnsIE Qu & Ans
IE Qu & Ans
 
All in 1 IE
All in 1 IEAll in 1 IE
All in 1 IE
 
Application of lean manufacturing tools in garments production
Application of lean manufacturing tools in garments productionApplication of lean manufacturing tools in garments production
Application of lean manufacturing tools in garments production
 
Operation bulletin of dungaree
Operation bulletin of dungareeOperation bulletin of dungaree
Operation bulletin of dungaree
 
Sop (textile finishing)
Sop (textile finishing)Sop (textile finishing)
Sop (textile finishing)
 
Industrial Engineering Tools & Activities of a RMG !!!
Industrial Engineering Tools & Activities of a RMG !!!Industrial Engineering Tools & Activities of a RMG !!!
Industrial Engineering Tools & Activities of a RMG !!!
 
Value stream mapping in ethiopian garemnt industry
Value stream mapping in ethiopian garemnt industryValue stream mapping in ethiopian garemnt industry
Value stream mapping in ethiopian garemnt industry
 
How to Improve Productivity
How to Improve ProductivityHow to Improve Productivity
How to Improve Productivity
 
GSD Manual For Students
GSD Manual For StudentsGSD Manual For Students
GSD Manual For Students
 
Apparel Internship
Apparel InternshipApparel Internship
Apparel Internship
 
Lean management in textile processing
Lean management in textile processingLean management in textile processing
Lean management in textile processing
 
Work study presentation
Work study presentationWork study presentation
Work study presentation
 

En vedette

En vedette (6)

Calculate Standard Minute Value for a Garment
Calculate Standard Minute Value for a GarmentCalculate Standard Minute Value for a Garment
Calculate Standard Minute Value for a Garment
 
SMV & Benefits
SMV & BenefitsSMV & Benefits
SMV & Benefits
 
Calculation of standard minute value of T shirt
Calculation of standard minute value of T shirtCalculation of standard minute value of T shirt
Calculation of standard minute value of T shirt
 
Lets understand what are SAM and SMV
Lets understand what are SAM and SMVLets understand what are SAM and SMV
Lets understand what are SAM and SMV
 
Facility Layout
Facility LayoutFacility Layout
Facility Layout
 
What causes defects due to embroidery?
What causes defects due to embroidery?What causes defects due to embroidery?
What causes defects due to embroidery?
 

Similaire à Application of industrial engineering techniques in garments production

HMT Machine Tools Ltd Ajmer Practical Summer Training Report
HMT Machine Tools Ltd Ajmer Practical Summer Training ReportHMT Machine Tools Ltd Ajmer Practical Summer Training Report
HMT Machine Tools Ltd Ajmer Practical Summer Training ReportSiddharth Bhatnagar
 
Internship Report on R.k. group
Internship Report on R.k. groupInternship Report on R.k. group
Internship Report on R.k. groupMasum Billah
 
Guidelines industrial engineering
Guidelines industrial engineeringGuidelines industrial engineering
Guidelines industrial engineeringSyed Jafri
 
Wioska moldings private limited
Wioska moldings private limitedWioska moldings private limited
Wioska moldings private limitedAkhilendra Shukla
 
INTERNSHIP REPORT (Repaired).docx
INTERNSHIP REPORT (Repaired).docxINTERNSHIP REPORT (Repaired).docx
INTERNSHIP REPORT (Repaired).docxPaulosMekuria
 
Design of facilty Layout of a LED bulb Production sysem
Design of facilty Layout of a LED bulb Production sysemDesign of facilty Layout of a LED bulb Production sysem
Design of facilty Layout of a LED bulb Production sysemMaheer Sohbat
 
Production management
Production managementProduction management
Production managementAntony Raj
 
Operations Research & Methodology project report
Operations Research & Methodology  project reportOperations Research & Methodology  project report
Operations Research & Methodology project reportPankaj Kumar Dwivedi
 
Production management
Production managementProduction management
Production managementAntony Raj
 
56aaa27b19117825641e966dac9068aa
56aaa27b19117825641e966dac9068aa56aaa27b19117825641e966dac9068aa
56aaa27b19117825641e966dac9068aaJohn Anthonius
 
A case study on productivity improvement of wearing insert and cutting ring
A case study on productivity improvement of wearing insert and cutting ringA case study on productivity improvement of wearing insert and cutting ring
A case study on productivity improvement of wearing insert and cutting ringIJECSJournal
 
Lean manufacturing finalreport
Lean manufacturing finalreportLean manufacturing finalreport
Lean manufacturing finalreportHarshalPatel150
 
PROCESS PLANNING 1.pptx
PROCESS PLANNING 1.pptxPROCESS PLANNING 1.pptx
PROCESS PLANNING 1.pptxmurugarajan001
 

Similaire à Application of industrial engineering techniques in garments production (20)

HMT Machine Tools Ltd Ajmer Practical Summer Training Report
HMT Machine Tools Ltd Ajmer Practical Summer Training ReportHMT Machine Tools Ltd Ajmer Practical Summer Training Report
HMT Machine Tools Ltd Ajmer Practical Summer Training Report
 
Work study manual
Work study manualWork study manual
Work study manual
 
Internship Report on R.k. group
Internship Report on R.k. groupInternship Report on R.k. group
Internship Report on R.k. group
 
Guidelines industrial engineering
Guidelines industrial engineeringGuidelines industrial engineering
Guidelines industrial engineering
 
Wioska moldings private limited
Wioska moldings private limitedWioska moldings private limited
Wioska moldings private limited
 
INTERNSHIP REPORT (Repaired).docx
INTERNSHIP REPORT (Repaired).docxINTERNSHIP REPORT (Repaired).docx
INTERNSHIP REPORT (Repaired).docx
 
Design of facilty Layout of a LED bulb Production sysem
Design of facilty Layout of a LED bulb Production sysemDesign of facilty Layout of a LED bulb Production sysem
Design of facilty Layout of a LED bulb Production sysem
 
report final 2
report final 2report final 2
report final 2
 
Production management
Production managementProduction management
Production management
 
Operations Research & Methodology project report
Operations Research & Methodology  project reportOperations Research & Methodology  project report
Operations Research & Methodology project report
 
Production management
Production managementProduction management
Production management
 
project report
 project report  project report
project report
 
56aaa27b19117825641e966dac9068aa
56aaa27b19117825641e966dac9068aa56aaa27b19117825641e966dac9068aa
56aaa27b19117825641e966dac9068aa
 
A case study on productivity improvement of wearing insert and cutting ring
A case study on productivity improvement of wearing insert and cutting ringA case study on productivity improvement of wearing insert and cutting ring
A case study on productivity improvement of wearing insert and cutting ring
 
Lean manufacturing finalreport
Lean manufacturing finalreportLean manufacturing finalreport
Lean manufacturing finalreport
 
WORK study& LINE BALANCING
WORK study& LINE BALANCING WORK study& LINE BALANCING
WORK study& LINE BALANCING
 
YANPET Report
YANPET ReportYANPET Report
YANPET Report
 
PROCESS PLANNING 1.pptx
PROCESS PLANNING 1.pptxPROCESS PLANNING 1.pptx
PROCESS PLANNING 1.pptx
 
Assessment of Procurement Plan & Implementaion Practice
Assessment of Procurement Plan & Implementaion PracticeAssessment of Procurement Plan & Implementaion Practice
Assessment of Procurement Plan & Implementaion Practice
 
SIDC Report57
SIDC Report57SIDC Report57
SIDC Report57
 

Dernier

GENERAL CONDITIONS FOR CONTRACTS OF CIVIL ENGINEERING WORKS
GENERAL CONDITIONS  FOR  CONTRACTS OF CIVIL ENGINEERING WORKS GENERAL CONDITIONS  FOR  CONTRACTS OF CIVIL ENGINEERING WORKS
GENERAL CONDITIONS FOR CONTRACTS OF CIVIL ENGINEERING WORKS Bahzad5
 
SUMMER TRAINING REPORT ON BUILDING CONSTRUCTION.docx
SUMMER TRAINING REPORT ON BUILDING CONSTRUCTION.docxSUMMER TRAINING REPORT ON BUILDING CONSTRUCTION.docx
SUMMER TRAINING REPORT ON BUILDING CONSTRUCTION.docxNaveenVerma126
 
Test of Significance of Large Samples for Mean = µ.pptx
Test of Significance of Large Samples for Mean = µ.pptxTest of Significance of Large Samples for Mean = µ.pptx
Test of Significance of Large Samples for Mean = µ.pptxHome
 
A Seminar on Electric Vehicle Software Simulation
A Seminar on Electric Vehicle Software SimulationA Seminar on Electric Vehicle Software Simulation
A Seminar on Electric Vehicle Software SimulationMohsinKhanA
 
Clutches and brkesSelect any 3 position random motion out of real world and d...
Clutches and brkesSelect any 3 position random motion out of real world and d...Clutches and brkesSelect any 3 position random motion out of real world and d...
Clutches and brkesSelect any 3 position random motion out of real world and d...sahb78428
 
IT3401-WEB ESSENTIALS PRESENTATIONS.pptx
IT3401-WEB ESSENTIALS PRESENTATIONS.pptxIT3401-WEB ESSENTIALS PRESENTATIONS.pptx
IT3401-WEB ESSENTIALS PRESENTATIONS.pptxSAJITHABANUS
 
Dev.bg DevOps March 2024 Monitoring & Logging
Dev.bg DevOps March 2024 Monitoring & LoggingDev.bg DevOps March 2024 Monitoring & Logging
Dev.bg DevOps March 2024 Monitoring & LoggingMarian Marinov
 
cloud computing notes for anna university syllabus
cloud computing notes for anna university syllabuscloud computing notes for anna university syllabus
cloud computing notes for anna university syllabusViolet Violet
 
Renewable Energy & Entrepreneurship Workshop_21Feb2024.pdf
Renewable Energy & Entrepreneurship Workshop_21Feb2024.pdfRenewable Energy & Entrepreneurship Workshop_21Feb2024.pdf
Renewable Energy & Entrepreneurship Workshop_21Feb2024.pdfodunowoeminence2019
 
Nodal seismic construction requirements.pptx
Nodal seismic construction requirements.pptxNodal seismic construction requirements.pptx
Nodal seismic construction requirements.pptxwendy cai
 
Pioneering Process Safety Management: The Future Outlook
Pioneering Process Safety Management: The Future OutlookPioneering Process Safety Management: The Future Outlook
Pioneering Process Safety Management: The Future Outlooksoginsider
 
Lecture 1: Basics of trigonometry (surveying)
Lecture 1: Basics of trigonometry (surveying)Lecture 1: Basics of trigonometry (surveying)
Lecture 1: Basics of trigonometry (surveying)Bahzad5
 
Guardians and Glitches: Navigating the Duality of Gen AI in AppSec
Guardians and Glitches: Navigating the Duality of Gen AI in AppSecGuardians and Glitches: Navigating the Duality of Gen AI in AppSec
Guardians and Glitches: Navigating the Duality of Gen AI in AppSecTrupti Shiralkar, CISSP
 
Quasi-Stochastic Approximation: Algorithm Design Principles with Applications...
Quasi-Stochastic Approximation: Algorithm Design Principles with Applications...Quasi-Stochastic Approximation: Algorithm Design Principles with Applications...
Quasi-Stochastic Approximation: Algorithm Design Principles with Applications...Sean Meyn
 
OS Services, System call, Virtual Machine
OS Services, System call, Virtual MachineOS Services, System call, Virtual Machine
OS Services, System call, Virtual MachineDivya S
 
Quantitative Risk Assessment | QRA | Risk Assessment | Gaurav Singh Rajput
Quantitative Risk Assessment | QRA | Risk Assessment | Gaurav Singh RajputQuantitative Risk Assessment | QRA | Risk Assessment | Gaurav Singh Rajput
Quantitative Risk Assessment | QRA | Risk Assessment | Gaurav Singh RajputGaurav Singh Rajput
 
Gender Bias in Engineer, Honors 203 Project
Gender Bias in Engineer, Honors 203 ProjectGender Bias in Engineer, Honors 203 Project
Gender Bias in Engineer, Honors 203 Projectreemakb03
 

Dernier (20)

GENERAL CONDITIONS FOR CONTRACTS OF CIVIL ENGINEERING WORKS
GENERAL CONDITIONS  FOR  CONTRACTS OF CIVIL ENGINEERING WORKS GENERAL CONDITIONS  FOR  CONTRACTS OF CIVIL ENGINEERING WORKS
GENERAL CONDITIONS FOR CONTRACTS OF CIVIL ENGINEERING WORKS
 
SUMMER TRAINING REPORT ON BUILDING CONSTRUCTION.docx
SUMMER TRAINING REPORT ON BUILDING CONSTRUCTION.docxSUMMER TRAINING REPORT ON BUILDING CONSTRUCTION.docx
SUMMER TRAINING REPORT ON BUILDING CONSTRUCTION.docx
 
Test of Significance of Large Samples for Mean = µ.pptx
Test of Significance of Large Samples for Mean = µ.pptxTest of Significance of Large Samples for Mean = µ.pptx
Test of Significance of Large Samples for Mean = µ.pptx
 
A Seminar on Electric Vehicle Software Simulation
A Seminar on Electric Vehicle Software SimulationA Seminar on Electric Vehicle Software Simulation
A Seminar on Electric Vehicle Software Simulation
 
Présentation IIRB 2024 Marine Cordonnier.pdf
Présentation IIRB 2024 Marine Cordonnier.pdfPrésentation IIRB 2024 Marine Cordonnier.pdf
Présentation IIRB 2024 Marine Cordonnier.pdf
 
Clutches and brkesSelect any 3 position random motion out of real world and d...
Clutches and brkesSelect any 3 position random motion out of real world and d...Clutches and brkesSelect any 3 position random motion out of real world and d...
Clutches and brkesSelect any 3 position random motion out of real world and d...
 
IT3401-WEB ESSENTIALS PRESENTATIONS.pptx
IT3401-WEB ESSENTIALS PRESENTATIONS.pptxIT3401-WEB ESSENTIALS PRESENTATIONS.pptx
IT3401-WEB ESSENTIALS PRESENTATIONS.pptx
 
Dev.bg DevOps March 2024 Monitoring & Logging
Dev.bg DevOps March 2024 Monitoring & LoggingDev.bg DevOps March 2024 Monitoring & Logging
Dev.bg DevOps March 2024 Monitoring & Logging
 
cloud computing notes for anna university syllabus
cloud computing notes for anna university syllabuscloud computing notes for anna university syllabus
cloud computing notes for anna university syllabus
 
Lecture 2 .pdf
Lecture 2                           .pdfLecture 2                           .pdf
Lecture 2 .pdf
 
Renewable Energy & Entrepreneurship Workshop_21Feb2024.pdf
Renewable Energy & Entrepreneurship Workshop_21Feb2024.pdfRenewable Energy & Entrepreneurship Workshop_21Feb2024.pdf
Renewable Energy & Entrepreneurship Workshop_21Feb2024.pdf
 
Nodal seismic construction requirements.pptx
Nodal seismic construction requirements.pptxNodal seismic construction requirements.pptx
Nodal seismic construction requirements.pptx
 
Pioneering Process Safety Management: The Future Outlook
Pioneering Process Safety Management: The Future OutlookPioneering Process Safety Management: The Future Outlook
Pioneering Process Safety Management: The Future Outlook
 
Lecture 1: Basics of trigonometry (surveying)
Lecture 1: Basics of trigonometry (surveying)Lecture 1: Basics of trigonometry (surveying)
Lecture 1: Basics of trigonometry (surveying)
 
Guardians and Glitches: Navigating the Duality of Gen AI in AppSec
Guardians and Glitches: Navigating the Duality of Gen AI in AppSecGuardians and Glitches: Navigating the Duality of Gen AI in AppSec
Guardians and Glitches: Navigating the Duality of Gen AI in AppSec
 
Quasi-Stochastic Approximation: Algorithm Design Principles with Applications...
Quasi-Stochastic Approximation: Algorithm Design Principles with Applications...Quasi-Stochastic Approximation: Algorithm Design Principles with Applications...
Quasi-Stochastic Approximation: Algorithm Design Principles with Applications...
 
OS Services, System call, Virtual Machine
OS Services, System call, Virtual MachineOS Services, System call, Virtual Machine
OS Services, System call, Virtual Machine
 
Lecture 2 .pptx
Lecture 2                            .pptxLecture 2                            .pptx
Lecture 2 .pptx
 
Quantitative Risk Assessment | QRA | Risk Assessment | Gaurav Singh Rajput
Quantitative Risk Assessment | QRA | Risk Assessment | Gaurav Singh RajputQuantitative Risk Assessment | QRA | Risk Assessment | Gaurav Singh Rajput
Quantitative Risk Assessment | QRA | Risk Assessment | Gaurav Singh Rajput
 
Gender Bias in Engineer, Honors 203 Project
Gender Bias in Engineer, Honors 203 ProjectGender Bias in Engineer, Honors 203 Project
Gender Bias in Engineer, Honors 203 Project
 

Application of industrial engineering techniques in garments production

  • 1. Shyamoli Textile Engineering College (STEC) Affiliated by University of Dhaka. B SC in Apparel Manufacturing and Technology Department of Textile Engineering. Project Report On Application of Industrial Engineering (I.E) Techniques in Garments Production. Course Code: TE-412. Supervisor: Engr. Md.Asif Iqbal Senior Lecturer Department of Textile Engineering. Shyamoli Textile Engineering College (STEC) Affiliated by University of Dhaka. Prepared by: Md.Abdur Rahim Al Bahar Roll No-1084. Registration No-3503. Session-2011-2012. E-mail:bahar_textile3503@yahoo.com Date of submission: 18-05-2016
  • 2. DECLARATION I hereby declare that, this project has been done by under the supervision of teacher Md. Asif Iqbal, Senior lecturer, Department of Textile Engineering, Shyamoli Textile Engineering College (STEC).Affiliatedby University of Dhaka. I also declare that neither this project nor any part of this project have been submitted elsewhere for award of any degree. Supervised by: Engr. Md.Asif Iqbal Senior Lecturer Department of Textile Engineering. Shyamoli Textile Engineering College (STEC) Affiliated by University of Dhaka. Submitted by: Md.Abdur Rahim Al Bahar Roll No-1084. Registration No-3503. Session-2011-2012.
  • 3. ABSTRACT This project is on “Application of Industrial Engineering Technique for better productivity in Garments production”. We discussed the paper comparing the productivity and efficiency before and after applying the Industrial engineering technique. This is true today Millions of dollars are wasted each and every day in organization, through lack of awareness of this need to constantly improve productivity. Most of it can be stopped. By using method, time, capacity and production study, it is possible to improve productivity while reducing wastage. Two important attributes have been considered, one is possible standard method for each process and another is considerable time. Time study took to record the actual individual capacity of each worker. We have recorded the time to make each process foreachand every worker to find out the optimum number of operatorand helper, type of machines, basic and standard pitch time and individual capacity. To find out the (standard minute value) S.M.V, process wise capacity has been calculated, in addition to that we have calculated the target, capacity, manpower, line graph, labor productivity and line efficiency. Line has been balanced considering the bottleneck and balancing process where the balancing process has shared the excess time after the production in the bottleneck process. After applying all those process,wehave compared the line graph after balancing the line, labor productivity and line efficiency. Finally proposed production layout has been modeled and ensures a better productivity. In this paperwe discussed someprocedureaboutTime, Capacity, and Production study. Also discussed aboutoperation breakdown and others tools and techniques which consist of different experimental discussion, experimental result & discussion.
  • 4. ACKNOWLEDGEMENT At first our special thanks to almighty Allah for giving us strength, ability, opportunity to complete the project successfully. We fell grateful to and wish profound indebtedness to our supervising teacher Md. Asif Iqbal, Senior lecturer, Department of Textile Engineering, Shyamoli Textile Engineering College (STEC).Affiliatedby University of Dhaka. My cordial thanks to MontexComplex limited(Mondol Group).As they helped me in understanding the practical processesand we would like to thank our entire coursemate in, ShyamoliTextile Engineering College(STEC) who took part in this discuss while completing the course work. At last but not the least, we like to acknowledge our parents for their approval, support and love and all our friends for their help and support to complete the report.
  • 5. LIMITATIONS OF THE REPORT  Some points (5s, Lean Manufacture etc.) in different chapters are not included as these were not available.  It is notpossibleto hold the whole thing ofa textile industry in sucha small frame as this report. So, try our hard to summarize all the information that we are provided.  We have not any permission to take photographs.  They cannot able to serve us some documents (Soft copy of Time and Production Study).  We faced various type of obstacles during to our project work.
  • 6. Table of Contents. DECLARATION:……………………………………………………………………………….…..…………….….....………i ABSTRACT:…………………………………………………………………………………………….…………….…….…….ii ACKNOWLEDGEMENT:…………………………………………………………………………….…….….….…………iii LIMITATIONS OF THE REPORT:……………………………………………………………………….……..….……..iv CHAPTER-01………………………………………………………………………….……………10-11 HISTORY OF INDUSTRIAL ENGINEERING AND INTRODUCTION. 1.1 History of industrial engineering: 1.2 Introduction: CHAPTER-02………………………………………………………………………………..………12-18 INDUSTRIAL ENGINEERING. 2.1 Industrial Engineering: 2.2 Latest utilization of IE: 2.3 Responsibilities of an Industrial Engineer: 2.4 Activities of Industrial Engineering: 2.5 Functions of an Industrial Engineer: 2.6 Techniques of Industrial Engineering: 2.7 IE job profile: 2.8 Organ gram of IE Department: CHAPTER-03………………………………………………………………………………….…….19-23 PROCESS FLOW CHART AND FLOW DIAGRAM. 3.1 Process Flow chart: 3.2 Application of process flow chart: 3.4 Method analysis: 3.5 Flow diagram: CHAPTER-04………………………………………………………………………….….…………24-35 WORK STUDY. 4.1 History of Work-Study in Bangladesh: 4.2 Definition by ILO: 4.3 Definition: 4.4 Work study & the management: 4.5 The Task of Management: 4.6 Method study: 4.7 Work place engineering: 4.8 Rating: 4.9 Details of British Standard Rating Scale: 4.10 Performance Rating:
  • 7. 4.11 Performance rating graph: 4.12 Techniques of Work-Study: 4.13 Basic Procedure of Work-Study: 4.14 Job Description of Work-Study: 4.15 Importance of Work-Study: 4.16 Characteristics of a work study Engineer: 4.17 Finally, we show some real examples of work study or its effectiveness in our report: 4.18 Benefits of work study department: CHAPTER-05………………………………………………………………………………...………36-38 METHOD STUDY. 5.1 Method study: 5.2 Method Study for garment operations: 5.3 Critical examination of those facts: 5.4 Development of the most practical, economic and effective method: 5.5 Maintenance of new method and periodic checking: 5.6 The Method Study ‘7 step’ procedure: CHAPTER-06……………………………………………………………………………….….…….39-43 TIME STUDY. 6.1 Time Study: 6.2 Techniques of time study: 6.3 Time study tools: 6.4 How to conduct Time Study: 6.5 Time study sheet: 6.6 Calculation: 6.7 Analysis of Time Study: 6.8 Application of Time study: 6.9 SMV Calculation: CHAPTER-07………………………………………………………………………………….………44-46 MOTION STUDY. 7.1 Motion Study: 7.2 The Goals of Motion Study: 7.3 Classification of body movement: 7.4 Data collection and analysis for motion study: CHAPTER-08………………………………………………………………………….……………...47-49 CYCLE TIME, TAKT TIME & PRE- PRODUCTION PLANING. 8.1 Cycle Time: 8.2 What is Tact Time? 8.3 Pre- production planning:
  • 8. 8.4 Process of production planning: 8.5 Attendance of pre-production meeting: CHAPTER-09………………………………………………………………………………..………50-52 LOSS TIME CALCULATIONS AND REDUCTION PROCESS. 9.1 Loss time: 9.2 Application of IE to reduce loss time: 9.3 IE Department Present: CHAPTER-10…………………………………………………………………………….……………53-62 LINE BALANCING & BOTTLENECK. 10.1 Line balancing: 10.2 Line balance: 10.3 Why Line balancing is necessary? 10.4 Balancing Processes: 10.5 Before balancing the line: 10.6 Variation chart before line balancing: 10.7 Line balancing process: 10.8 After balancing the line: 10.9 Variation chart after line balancing: 10.10 Result and Findings: 10.11 Bottleneck: 10.12 Bottleneck in Production: 10.13 Diagnostic character of bottleneck: 19.14 Way of reducing bottle neck: CHAPTER-11………………………………………………………………………….……………….63-70 PROCESS LAYOUT & PLAN LAYOUT. 11.1 Layout: 11.2 Layout Procedure: 11.3 Benefit of Layout: 11.4 Different Types Of layout In Factory: 11.5 Plan layout: 11.6 Advantages of plan layout: 11.7 Factors Influencing Planlayout: 11.8 Plan layout 11.9 Process Layout: CHAPTER-12………………………………………………………………………………….………71-75 BREAKDOWN METHOD. 12.1 Breakdown method: 12.2 Steps include in Breakdown procedure:
  • 9. 12.3 Breakdown Procedure: 12.4 Benefit of breakdown: 12.5 Operation Breakdown Sheet: 12.6 Calculation: 12.7 Analysis of Operation Breakdown: CHAPTER-13……………………………………………………………………………….………..76-78 CAPACITY STUDY. 13.1Capacity study: 13.2 Capacity Study Sheet: 13.3 Calculation: 13.4 Analysis of capacity Study: CHAPTER-14…………………………………………………………………………….…………..79-81 EFFECTS OF INDUSTRIAL ENGINEERING IN ALL DEPARTMENTS. 14.1 Example-1: Efficiency increase with standard time & method analysis (Method & Time study section): 14.2 Example-2: Reduce loss time increase efficiency: 14.3 Example-3: Increase production with quality (quality section): 14.4 Example-4: Increase Production per hour (finishing section): 14.5 Result & findings: CHAPTER-15………………………………………………………………………………….……..82-86 DATA ANALYSIS AND CALCULATIONS. 15.1 Some important formula & Example: Conclusion:……………………………………………………………………….……..87 References:……………………………………………………………………………..88
  • 10. CHAPTER-01 HISTORY OF INDUSTRIAL ENGINEERING AND INTRODUCTION
  • 11. 1.1 History of industrial engineering: Efforts to apply scienceto the design of processesand ofproductionsystems were made by many people in the 18th and 19th centuries. They took some time to evolve and to besynthesized into disciplines that we would label with names such as industrial engineering, production engineering, or systems engineering. For example, precursors to industrial engineering included some aspects of military science; the quest to develop manufacturing using interchangeable parts; the development of the armory system of manufacturing; the work of Henri Fayola and colleagues (which grew into a larger movement called Fayola’s); and the work of Frederick Winslow Taylor and colleagues (which grew into a larger movement called scientific management). Industrial engineering courses were taught by multiple universities in Europe at the end of the 19th century, including in Germany, France, the United Kingdom, and Spain. In the United States, the first department of industrial and manufacturing engineering was established in 1909 at the Pennsylvania State University. The first doctoraldegree in industrial engineering was awarded in the 1930s by Cornell University. 1.2 Introduction: The garment manufacturing and exporting industry is facing heavy challenges due to various factors including global competition, production costs increase, less productivity/efficiency, labor attrition, etc. the basic fact that our country has immense strength in human resources itself is the motivating aspect to feel for such an analysis. Our analysis arrives at a view that we need better focus and Concentration in identifying the real issues, taking corrective actions suiting to the specific industrial center or unit, empowering the workers, supervisors, Executives and managers by enhancing their knowledge and ability, analyzing orders effectively and decide whether it is viable for the factory, etc. There is a lot of internal correction and openness to knowledge/technology approachthat needs to be built into the minds ofthe facility owners and managers and so also down the line. The facilities have to upgrade as system run, rather than people run. The prime objective of industrial engineering is to increase the productivity by eliminating waste and non-value adding (unproductive) operations and improving the effective utilization of resources.
  • 13. 2.1 Industrial Engineering: Industrial engineers (IEs) are responsible for designing integrated systems of people, machines, material, energy, and information. Industrial engineers figure out how to do things better. They engineer processes and systems that improve quality and productivity. They work to eliminate waste oftime, money, materials, energy, and other resources. This is why more and more companies are hiring industrial engineers and then promoting them into management positions. . Industrial Engineering (IE) =production↑ cost↓properuse of all elements↑ Efficiency↑ Profit↑ Industrial Engineering Work study Method Study Motion Study Time Study Work measurement Mini.worker place Motion economy Capacity Study Maxi. Work place Body movement G S D loss time Analytical Eng. Historical data SMV Cycle Time Rating Tact Time Basic Time Observe Time Efficiency%
  • 14. 2.2 Latest utilization of IE:  Computers and Simulation  Robotics and Automation  Materials Handling  Logistics and Distribution  Management Information Systems  Advanced Manufacturing Processes  Quality Control  Facilities Layout and Location  Artificial Intelligence  Production and Inventory Control  Ergonomics and Human Factors  Operations Research  Reliability and Maintainability  Engineering Economic Analysis  Scheduling  Transportation Systems 2.3 Responsibilities of an Industrial Engineer:  Operation breakdown & Machine Layout.  Buyer & Style wise operation breakdown & Layout.  Prepare Man machine report.  Buyer & style wise capacity study & line balancing.  Bottleneck process monitoring & do the lines balance.  Train up production staff on efficiency.  Production Monitoring Achieve the line Target.  Daily line wise Target setup.  Wastage control at the production floor.  To prepare daily, weekly, monthly production plan (Cutting, Printing, and Sewing) And monitor accordingly to implement this plan for eight lines.  Prepared production report for cutting, Sewing & finishing.  Arrange trims & accessories just in time.  Prepared daily Crisis report& SMV calculation.  Follow up daily output per production line & Achieve the line
  • 15.  Every day morning calculate the WIP of the line.  Bottleneck process monitoring & do the lines balance.  Method study & Motion Study.  Data collect & efficiency report.  Prepare skill inventory & grading of the operator.  Non-productive time (Lost Time) record.  Machine Ratio (MRR) Report Man.  QC passes report monitoring.  Daily target & monthly efficiency, intensive list.  Ensure optimum use of machine.  Machine servicing report follow-up.  Monitoring and optimize rented machine.  Daily production, efficiency and manpower report.  Daily quality statistical report presentation.  Monthly production and shipment closing report.  Implement of 5s suggestion.  Arrange and design guide feed and folder on time (pre-production Attachments).  C.M calculation.  C.P.Mcalculation.  Production planning.  Department and factory inventory.  Research to improve all department of factory. 2.4 Activities of Industrial Engineering:  Selection of processes and assembling methods.  Selection and design of tools and equipment.  Design of facilities including plant location, layout of building, machine and equipment.  Design and improvement of planning and control system for production, inventory, quality and plant maintenance and distribution systems.  Development of time standards, costing and performance standards.  Installation of wage incentive schemes.  Design and installation of value engineering and analysis system.  Operation research including mathematical and statistical analysis.  Performance evaluation.  Supplier selection and evaluation.
  • 16. 2.5 Functions of an Industrial Engineer:  Developing the simplest work methods and establishing one best way of doing the work.  Establishing the performance standards as per the standard methods (Standard Time).  To develop a sound wage and incentive schemes.  To aiding the development and designing of a sound inventory control determination of economic lot size and work in process for each stage of production.  Development of cost reduction and cost control programmers and to establish standard costing system.  Sound selection of site and developing a systematic layout for the smooth flow of work without any interruptions. 2.6 Techniques of Industrial Engineering:  Work Study: Work-Study is the systematic examination of the methods of carrying out activities so as to improve the effective use of resources & to establish standards of performance for those activities.  Method study: To establish a standard method of performing a job or an operation after thorough analysis of the jobs and to establish the layout of production facilities to have a uniform flow of material without back tracking.  Time study (work measurement): This is a technique used to establish a standard time for a job or for an operation.  Motion Economy: This is used to analyses the motions employed by the operators do the work. The principles of motion economy and motion analysis are very useful in mass production or for short cycle repetitive jobs.  Value Analysis: It ensures that no unnecessary costs are built into the productand it tries to provide the required functions at the minimum cost. Hence, helps to enhance the worth of the product.
  • 17.  Financial and non-financial Incentives: These helps to evolve at a rational compensation for the efforts of the workers.  Production, Planning and Control: This includes the planning for the resources (like men, materials and machine) proper scheduling and controlling production activities to ensure the right quantity, quality of product at predetermined time and pre-established cost.  Inventory Control: To find the economic lot size and the reorder levels for the items so that the item should be made available to the production at the right time and quantity to avoid stock out situation and with minimum capital lock-up.  JobEvaluation: This is a technique which is used to determine the relative worth ofjobs ofthe organization to aid in matching jobs and personnel and to arrive at sound wage policy.  Material Handling Analysis: To scientifically analysis the movement of materials through various departments to eliminate unnecessary movement to enhance the efficiency of material handling.  Ergonomics (Human Engineering): It is concerned with study of relationship between man and his working conditions to minimize mental and physical stress. It is concerned with man-machine system. 2.7 IE job profile: It was a couple of year back that demand of an industrial engineer has increased many times. Reason, an industrial engineer can do a lot to improve performance of the company. But the fresh student passed out form educational institute acquired limited knowledge about the job profile of an industrial engineer. Maximum works are learnt in factory by working. There is number of tools and technique which in by industrial engineers to establish an effective production system in the company. Without having such tools earlier production managers and line supervisors faced difficult to finalize orders. Out team has work to find out important tasks those are important for an engineer, and needs detailed understanding of production fields, included in the following list.
  • 18.  Time study (cycle time).  Work sampling.  Work aid, guide and attachment.  WIP control.  Line set up.  Line balancing.  Performance rating.  Preparation of OB (operation bulletin).  SAM calculation.  Operation break down.  Motion analysis of the operations.  Knowledge ofall type ofsewing machine necessaryforthe company  Knowledge about various sewing production systems.  Cost estimation of a garment.  Capacity study.  Calculating thread consumption. 2.8 Organ gram of IE Department: IE officer Management trainee Manager Asst manager
  • 20. 3.1 Process Flow chart: This chart is also called as outline process chart. Outline process chart is a process chartgiving an overall picture by recording in sequence only the main operations and inspections. In an outline process chart, only the principal operations carried out and the inspections made to ensure their effectiveness are recorded, irrespective of who does them and where they are performed. In preparing such a chart, only the symbols for “operation” and “inspection” are necessary. In addition to the information given by the symbols and their sequence, a brief note of the nature of each operation or inspection is made beside the symbol and the time allowed for it is also noted. Entry of material or purchased parts is shown by the horizontal lines and proceeding of material is shown in vertically in terms of operations and inspections. Numbering should be done as a systematic fashion. Separate sequence of numbering is given for operation events and inspection events. First number should be started with the top right corner event and moved down in the same vertical line until in meet with a horizontal line. Marking Cutting Inspection Numbering Finishing Sewing Bundling Warehouse
  • 21. 3.2 Application of process flow chart: (I) Elimination or simplification of operations. (ii)Elimination or simplification of inspections needed or relocation of Inspection points. (iii) Reduced in movement distance of man or materials in shops. (iv) Reduction in delay or waiting times. (v) Reduction in number or elimination of periods of temporary storage of Materials between operations. This saves floor space as well as reduces.
  • 23. 3.5 Flow diagram: Flow diagram is a drawing or a diagram which is drawn to scale. It shows Relative position of product machinery, fixtures, etc., and marks the paths Followed by men and materials. In garments factory we normally see that a garment is produced by the following diagram: Fabrics storages. Fabric lay down. Cutting. Numbering & bundling. Sewing. Finishing. Warehouse. Flow diagram – garment unit
  • 25. 4.1 History of Work-Study in Bangladesh: Mr F.W. Taylor who is called the father of scientific management is the founder ofWork-Study. During the Second World WarUSA needed so many arms within a short time. Then Mr F.W. Taylor applied Work-Study method to make many arms in shorttime and got tremendous result. After that Work-Studyis being used in everywhere. Now its circumference is getting larger day by day. Mr Keith Harding from England started Work-Study in Young one, Chittagong in 1991. He started with only three members Mr S. Chowdhury, Mr.AminulHaque&Mr.AhsanulHaque by named. Now they have become General Manager, Deputy General Manager& Factory Manager respectively. Now about two hundred members are working with Work-Study in young one, Chittagong. It’s contributing very well to increase the productivity in Bangladesh. 4.2 Definition by ILO: Is a generic term for techniques, particularly method study and work measurement, which are used for the examination of human work in all its contexts, and which lead systematically to investigation of all the which affect the efficiency and economy of the situation being reviewed, in order to seek improvement. 4.3 Definition: Work study is the application of techniques designed to establish the time for a qualified worker to carry out a task at a defined rate of working Work study is a generic term for method study and work measurement which are used in the Examination of human work in all its contexts and which lead systematically to the Investigation of all the factors which affect the efficiency and economy of the situation being reviewed, in order to effect improvement. 4.4 Work study & the management:  Work study definition  Techniques of work study  Basic procedure of work study  Characteristics of work study  Method study  Work measurement
  • 26.  Time study  Critical examination technique  Primary & secondary questioning  Select where to start  Productivity  The task of management  Basic & total time  Poor design & specification  Inefficient methods  Human resource  Reduction of excess  The qualified worker 4.5 The Task of Management: a) Management is responsible for ensuring: The best use of all resources available to generate the highest levels of productivity that will in turn maximize shareholder returns, improve service to Buyers. This will ensure the long-term security & at the same time improve the quality of life of all employees. b) The INPUT resources available are as follows: Management Obtains the facts, Plans, Directs, Coordinates, O U T P U Capital Building People Materials Machinery Energy
  • 27. (By: Azemeraw Tadesse) Method study Work measurement Work place engineering Time study Motion economy G.S.D Sew easy 2005 Capacity study Minimum work place Historical data Analytical Estimating Maximum work place 4.6 Method study: Method study can be defined as the procedurefor systematic recording, analysis and critical examination of existing or proposed method of doing work for the purpose of development and application of easier and more effective method. WORK STUDY
  • 28. 4.7 Work place engineering: 5. Exit Work Area 4. Maximum Work Area 3. Maximum Common Work Area 2. Normal Work Area 1. Normal Common Work Area 4.8 Rating: Rating is the assessment of the worker of working relative to the observers concept of the rate corresponding to standard pace. Rating is a technique used to assess the speed and effectiveness of an operator performing an activity or group of activities.
  • 29. 4.9 Details of British Standard Rating Scale:  0=No activity.  1-50=Very slow,clumy, poerator appears to be half asleep, fumbling movement, weakaned no interest in the job.  51-75=Trying to get output but for their handling problem, less attentiveness they cannot make sure the quality and output also  76-100=very faster than other operators. the are working with their 100%concentration and make the garment with satisfactory quality and quantity level. 4.10 Performance Rating: Person ObservedTime Rating (%) Basic Time A 0.20 100 0.20 B 0.16 125 0.20 C 0.25 80 0.20 4.11 Performance rating graph: From the above chart: A is standard worker, B is a fast worker and C is a slow worker
  • 30. 4.12 Techniques of Work-Study: There are two primary techniques used by Work-Study practitioners:  Method Study: The systematic recording & critical examination of activities in order to make improvements.  Work Measurement: The application of techniques designed to establish the time for a qualified worker to carry out a task to a specified method. Just as with other management functions it is common to have specialization between two disciplines, i.e. those who only carry out investigation into method improvements & those who establish timings. This is dependent upon the skills of the practitioners & the expectation of the company. Work-Study Method Study To simplify the job and developmore economical methods ofdoing it Work Measurement To determine how long it should take to carry out Higher Productivit y
  • 31. 4.13 Basic Procedure of Work-Study: There are eight steps in performing a complete work-study. They are: 1) Select The task to be studied 2) Record By collecting data at source& by direct observation 3) Examine By challenging the purpose, place, sequence & method of work 4) Develop New methods, drawing on contribution of those concerned 5) Evaluate Results of alternative solutions 6) Define New methods & present findings 7) Install New methods & train those involved 8) Maintain &establish control procedure S R E D E D I M
  • 32. 4.14 Job Description of Work-Study: SL Description 1 Collecting information from Fast react planner about running & new styles input status 2 Making work plan/Departmental plan 3 Ws members job allocation 4 Providing Estimated Smv to sales team for costing 5 Process analysis 6 Established standard minute (Smv find out from sewing line by performance rating) 7 Prepare garment's breakdown before issue with Technician & APM 8 Process layout 9 Process / work process flow chart during layout 10 Cycle check 11 Making / draw line graph 12 Co-ordinate (work together) with line Supervisor/Monitor/Technician for line balancing 13 Production study 14 Speed Training/Method Study 15 Production monitoring in required line 16 Measuring consumption of Thread, Seam tape, Elastic, String etc.) 17 Efficiency calculation
  • 33. 4.15 Importance of Work-Study: Without measurements, there can beno management and if the measurements are inaccurate there can be mismanagement. When it comes to measuring the standard times ofvarious operations in the needle trade, work-study is a powerful tool. There is nothing new about the investigation & improvement of operations at the work place; good managers have been investigating and improving ever since human effort was first organized ona large scale. Managers ofoutstanding ability – geniuses – have always been able to make notable advances. Unfortunately, no country seems to have an adequate supply of competent managers. The prime value ofWork-Studylies in the fact that by carrying out its systematic procedures, a manager can achieve results as good as or better than the less systematic genius was able to do in the past. We have now discussed, very briefly, some aspects of the nature of Work-Study and why it is such a valuable “tool” of management. There are other reasons to be added to the above. These may be summarized as follows: 1. It is a means of raising the productivity of a plant or operating unit by the reorganization of work, a method that normally involves little or no capital expenditure on facilities and equipment. 2. It is systematic. This ensures that no factor affecting the efficiency of an operation is overlooked, whether in analysing the original practices or in developing the new, and that all the facts about that operation are available. 3. It is the most accurate means yet evolved of setting standards of performance, on which the effective planning and control of production depends. 4. It can contribute to the improvement ofsafety and working conditions at work by exposing hazardous operations and developing safe methods ofperforming operations. 5. The savings resulting from properly applied work study start at once and continue as long as the operation continues in the improved form. 6. It is a “tool” which can be applied everywhere. It can be used with success wherever work is done or plant is operated, not only in only in manufacturing shops but also in offices, stores, laboratories and service industries such as wholesale and retail distribution and restaurants and on farms. 7. It is relatively cheap and easy to apply.
  • 34. 8. It is one of the most penetrating tools of investigation available to management. This makes it an excellent weapon for starting an attack on inefficiency in any organization since, in investigating one set of problems; the weaknesses of all the other functions affecting them will gradually be laid bare. The garment industry is still majorly working without this technique, but if we want to organize ourselves and want to have precision logic based rational planning as opposed to experience based then we have to adopt and make use of such a logic based technique. 4.16 Characteristics of a work study Engineer:  Education: good secondary education with an aptitude for matriculation, formal education in engineering disciplines preferred.  Practical experience: should include a period of working within one or more of the process within our industry.  Personal qualities:  Sincerity and honesty: The work study personmust be sincere and honest only if this is the case will he or she gain the confidence and respect of those with whom he or she will work.  Enthusiasm: he or she must be really keen on the job, believe in the importance of what he or she is doing and be able to transmit enthusiasm to the people round about.  Tact/Diplomacy: tact in dealing with people comes from understanding them and not to wishing to hurt their feeling by unkind or thoughtless words, even when these may be justified. Without tact no work study person is going to get very far.  Good appearance: the person must be neat and tidy and look efficient. The will inspire confidence among the people with when he or she has to work.  Self-confidence: this can only come with good training and experience of applying work study successfully. The work study practitioner must be able to stand up to top management, supervisors or workers in defence of his or her opinions and finding, and to do so in such a way that will respect and not give offence.
  • 35. 4.17 Finally, we show some real examples of work study or its effectiveness in our report: 4.18 Benefits of work study department: Looking at the comparison shown below it is obvious that group A factories are more productivethan the group B factories. This fact is further strengthened when the overall factory survey results are compared. The factories in group A have a combined score of 62% for overall performance whereas factories in group B achieved a score of only 48%.
  • 37. 5.1 Method study: Method study is the systematic recording and critical examination of ways of doing things in order to make improvement. 5.2 Method Study for garment operations: Method study is more of a systematic approach to job design than a set of techniques. It is defined as the systematic recording and critical examination of existing and proposed methods of doing work, as a means of developing and applying easier and more effective methods and reducing costs. The method involves systematically following six steps:  Selection of work to be studied: Most operations consist of many discrete jobs or activities. The first stage is to select those jobs to be studied that will give the best returns for the time spent. For example, activities with the best scopes for improvement, those causing delays or bottlenecks or those resulting in high costs.  Recording of all relevant facts of current method: Method studyuses formal techniques to record the sequenceof activities, the time relationship between different tasks, the movement of materials, and the movement of staff. There are many techniques used in method study. 5.3 Critical examination of those facts: This is the most important stage in method study. It is used to critically examine the current method by seeking answers to questions:  The purposeof each element.  The place.  The sequence.  The person.  The means.
  • 38. 5.4 Development of the most practical, economic and effective method: This stage is used to develop a new and better method of executing the task, by taking into account the results of critical examination. The new method is developed by a combination of entirely eliminating some activities, combining some parts, changing the sequence of some activities and by simplifying the content of others. Installation of new method: This step involves project managing the changes and ensuring that everybody involved understands the changes involved. In other words they understand the new method, which is doing what, the differences compared to the old method and crucially the reason forthe changes. Training is an important part ofthis stage particularly if the new method involves radical changes. Providing modified equipment, components and layouts may also be involved. 5.5 Maintenance of new method and periodic checking: Monitoring of how effective the new method is and how personnel have adapted is very important. One aspectthat is sometimes overlooked is to check what effect the new method has on other activities. Forinstance, it may be that whilst the new method is successful in eliminating a bottleneck in a particular area, the bottleneck has moved elsewhere in the process. By periodic checking the new method and its effects, management can ensure that overall efficiency is improving rather than deteriorating. 5.6 The Method Study ‘7 step’ procedure:
  • 40. 6.1 Time Study: Time study is very important analysis for the find out of SMV condition of time study: Before making the time study officer ensure that conditions on the job are normal.  The work flow into the operation is normal.  Amount of work in the section is normal.  The size of the work available are normal. 6.2 Techniques of time study:  Asses the performance of the worker.  Understand the flow of work.  Time study person should not disturb the operator.  Should inform to the operator that he is going to do sometimes study.  Enter every detail on study papers by a pen as it cannot delete. 6.3 Time study tools:  A stop watch.  Time study format.  One pen or pencil. Record Standardize Define Analyze
  • 41. 6.4 How to conduct Time Study: An operation cycle consists of material handling, positioning and aligning parts, sewing, trimming threads and tying and untying a bundle. So in the time study format, divide whole task into various elements according to the motion sequences of the operation. For example, in operation ‘collar run stitch’, task elements may be - 1. Pick up panel to sew first seam, 2. Turn collar to sew second seam, 3. Turn collar to sew third seam , 4. Check work and dispose and 5. Waiting for next pieces. Step 1: Preparation:  Ready with stationeries like time study format, stop watch(digital one) and pencil.  Select one operation for Time study.  Tell the operator that you are going measure time he/she taking to do the job.  Observe the operation carefully and break down operation into elements. Step 2: Time capturing: Now measure the time taken for completing each elements of the operation cycle by the operator. Time should be captured in seconds. Similarly, capture element timing for consecutive 5 operation cycles. During data capturing only note down reading of the stop watch and later calculate element timing. If you found any abnormal time in any elements record time during time study and later discard that reading. Or you capture time for one more cycle. Abnormal time may be occurred due to bobbin change, thread break, power cut or quality issues. Step 3: Calculation of Basic time: From the Reading (R) calculates time taken for each element for all five cycles just by deducting previous Reading from elemental reading. Sum up times of five cycles for each element. Note, if you discard any reading than in that case no. of cycles will be four. Calculate average element times. This average time is called basic time. Step 4: Calculation of Standard time: To convert basic time to normal you have to multiply it with operator performance rating. Here for example, rating has been taken 100%. Now you have add allowances for machine allowances, fatigue and personalneeds etc. Add
  • 42. machine allowance only to those elements where machine is running and fatigue and personal needs to all elements. Now we got standard time for each element in seconds.Sum up all elemental time and convert seconds into minutes. This is standard minutes or SAM. 6.5 Time study sheet: Buyer: SIGNET (mode fit) Line: B Date: 10-09-12 Name Process M/C Observed time Total time AVG Industrial Capacity Garments Capacity 1 2 3 4 5 Naima 1stShoilder joint O/L 7 8 10 7 8 40 8 450 450 Kamila Neck piping F/L 9 7 8 6 6 36 7 514 514 Rebeca 2nd Shoulder joint OL 8 12 7 10 9 46 9 400 400 Shirring Neck rib tack SN 9 8 10 9 8 44 9 400 400 Shamir Sleeve gathering SN 7 8 6 8 7 5 7 514 514 Sheuly Level attach SN 8 7 6 7 6 34 7 514 514 Bobita Sleeve joint O/L 24 26 24 25 26 25 25 144 144 Tahmina Sleeve hem F/L 24 22 22 23 25 116 23 157 157 Tania Side seam O/L 44 52 52 50 40 238 48 75 129 Shonaly Side seam O/L 68 65 69 68 69 339 68 53 Foisal Sleeve in tack SN 12 11 9 12 8 52 10 360 360 Mizan Sleeve top tack SN 9 12 9 10 11 51 10 360 360 Shaied Body hem F/L 12 11 11 12 13 59 12 300 300
  • 43. 6.6 Calculation: Avg. Time = Total time / Total number of reading (5). Capacity/Hr = Hr (3600) / avg. Times per operation. 6.7 Analysis of Time Study:  To calculate time study, first we have to take at least five readings of each worker of all process.  Then we have to calculate the average value of these five readings.  After then, the average value is divided by 3600 to get actual capacity per hour.  It helps for line balancing and maintains process layout of sewing operation. 6.8 Application of Time study:  Determining schedules and planning of work.  Determining standard costs ofa particular work.  Estimating the costof a productbefore manufacturing it.  Determining machine effectiveness. 6.9 SMV Calculation: Standard minute value is the standard time, to complete any given task by using best possible methods at standard level of performance. To estimate SMV we have to analyze the garment carefully and check different factors that affect the SMV. SMV of a productvaries according to the work content or simply according to number of operations, length of seams, fabric types, stitching accuracy needed, sewing technology to be used etc. Standard minutes (SMV) of few basic products have been listed down with its SMV range according to work content variation. In actual cases garment SMV may go outside of the limit depending the above factors. Sl.no products SMV(Average) SMV(Range) 1 Neck T-shirt 8 6 to 12 2 Polo shirt 15 10 to 20 3 Pormal full sleeve shirt 21 17 to 25 4 Pormal Trouser 35 25 to 40 5 Sweat shirt(Hooded) 45 27 to 50 6 jacket(suit) 95 75 to 135 7 bra 18 16 to 30
  • 45. 7.1 Motion Study: Motion study is a technique of analyzing the bodymotions employed in doing a task in order to eliminate or reduce ineffective movements and facilitates effective movements. By using motion study and the principles of motion economy the task is redesigned to be more effective and less time consuming. 7.2 The Goals of Motion Study:  Improvement.  Planning / Scheduling (Cost).  Safety. 7.3 Classification of body movement: Operators use their body for different operations, and spend their maximum time. The motion time is long but sewing time is short. So, body movement is classified by 5 divisions. They are as below- 1. Knuckle: only finger is used for this movement. 2. Wrist: using hand and finger. 3. Elbow: For arms, hand and finger. 4. Shoulder: Upper arm, forearm hand and finger. 5. Trunk: For so upper arm, for arm hand and finger. 7.4 Data collection and analysis for motion study: work without any motion (minimum work place): Sl.no Operation Cycle time(sec) Avg. 1 2 3 4 5 1 pocket zipper join 67.91 68.11 81.50 65.13 93.13 75.13 2 arm hole top seam 20.73 27.17 24.93 26.18 23.13 24.42 3 zipper join 29.23 24.34 23.12 32.23 25.13 27.45 4 hood servicing 23.24 22.34 25.23 28.27 22.18 24.10 5 hood tack 44.52 46.34 48.17 46.23 43.12 46.56
  • 46. work with motion(maximum work place): Sl.no Operation name Cycle time/sec Aveg. 1 2 3 4 5 1 pocket zipper join 68.75 70.23 83.50 67.45 97.73 78.54 2 arm hole top seam 22.34 31.17 26.86 25.71 26.13 26.33 3 zipper join 31.12 26.72 25.17 34.17 27.33 29.73 4 hood servicing 25.33 24.52 27.23 30.23 24.12 28.34 5 hood tack 46.23 48.23 50.23 46.65 44.75 49.35 Operation Vs Time Operation Vs Time
  • 47. CHAPTER-08 CYCLE TIME, TACT TIME & PRE- PRODUCTION PLANING
  • 48. 8.1 Cycle Time: Cycle time” can mean the total elapsed time between when a customer places an order and when he receives it. It can also express the dock-to-dockflow time of the entire process,or some other linear segment of the flow. The value stream mapping in learning to see calls this “production lead time” but some people call the same thing “cycle time.” Cycle Time = 60 / Team target 8.2 What is Tact Time? Tact time is the allowable times to produceone productat the rate of customers’ demand. This is not the same as cycle time, which is the normal time to complete an operation on a product. Available Minutes for Production / Required Units of Production = Tact Time. Tact time is the calculated pieces of production based on the average speed at which the customer is buying a product or service. The formula is net available time to producepertime period divided bycustomer demand per time period. For example when, Net available time = 4500 minutes / shift (10 operator’s total man-minutes). Customer demand = 500 pieces / shift. Tact time = (4500÷500) = 9 minutes / piece. 8.3 Pre- production planning: The most important stage of pre-production activity is to arrange pre- production planning. In a pre-production meeting can discuss everything important related to the garments. In pre- production planning the following decision are taken: What is to be produced? When to be produced? Where to be produced? How to be produced?
  • 49. 8.4 Process of production planning:  Get a list of all items that goes into a product.  Get a list of their development lead times and supply lead time.  Identify constraints and bottleneck based on those lead times.  Identify the wastage capacities due to those constrains.  Calculate the costs ofdelays and wastages versus costof bottlenecks removals where possible.  Make an informed decision. 8.5 Attendance of pre-production meeting:  Production manager.  Assistant production manager.  Merchandiser.  Pattern maker.  Technician chief.  QA member.  Line chief.  Cutting manager.  Mechanic.  Buyer nominated QA.  GPQ Member.  IE Executive.
  • 51. 9.1 Loss time: Loss time is the ineffective or useless time that spends on any activity which is not a specified part of a job. Lost time is described as “Time lost by operators for which they are not responsible”. It can be used to monitor the effectiveness ofline balancing, service by mechanics, and all other delays that cause the operator to lose productivity. None of the companies utilize this tool adequately. 9.2 Application of IE to reduce loss time: (Without IE department). Monthly loss time%(hours) 4th september.2012 4th october,2012 4th novenber,2012 Cutting section 350 275 310 8000 9000 9050 Loss time%(hours) 4.3% 3.05% 3.42% Sewing section 750 775 875 15000 17,000 16050 Loss time%(hours) 5% 4.55% 5.45% Finishing section 525 645 570 10000 12100 11900 Loss time%(hours) 5.25% 5.33% 4.78% Graphical view of loss time without IE department:
  • 52. 9.3 IE Department Present: Graphical view of loss time including IE department. T: Monthly loss time%(hours) 4th september.2012 4th october,2012 4th novenber,2012 Cutting section 210 185 220 8000 9000 9050 Loss time%(hours) 2.62% 2.05% 2.43% Sewing section 570 610 645 15000 17,000 16050 Loss time%(hours) 3.8% 3.58% 4.01% Finishing section 385 415 385 10000 12100 11900 Loss time%(hours) 3.85% 3.42% 3.23%
  • 54. 10.1 Line balancing: Line Balancing is to share work, to support in another operation, to shift manpower according to their capacity for equal production in every point. Balancing is a subject that relates to every decision taken on the production floor. It is a very important topic that we will cover in detail. Balancing method is very essential to make the productionflow almost smoother compare to their previous layout. Considering working distance, type of machines and efficiency, workers who have extra time to work after completing their works, have been shared their work to complete the bottleneck processes. An ideal productionline is that where there is no time wastage and no bottlenecks. A balance production line is that where production from all the operation is completely balanced and there is no bottleneck. 10.2 Line balance: Line balance means the better allocation of the necessary tasks between the operators, which reduces waiting time. For line balance we have to know some data and some calculating information those are as follows: -  How many operators.  Operation.  SMV.  Performance.  Potential production / hour.  Hours to achieve target.  Capacity.  Target.  Potential production / hour= 60 𝑆𝑀𝑉 𝑋 𝑊𝑎𝑛𝑡𝑒𝑑 𝑒𝑓𝑓𝑖𝑐𝑖𝑒𝑛𝑐𝑦  Hours to achieve target= Target week Potential Production
  • 55. If SMV = 1.22 Performance = 80% Target / Week = 2655 60 Then Potential Production / Hour = --------------- X 80% = 39 pieces/hour 1.22 We know the target/week = 2655 pieces. 2655 Hours to achieve target = ------------ = 68 hrs. 39 So Capacity is 60-68 = -8 hrs. 10.3 Why Line balancing is necessary?  To get easily output, it is necessary.  To get best performance of the workers, it is necessary.  To ensure of properuse of time & manpower, it is necessary.  To follow up the line easily, it is necessary.  To give the pressure to workers for optimum output, it is Necessary.  To know the line’s potential capacity of the line, it is necessary.  To find out the productivity gap%, it is necessary.  To take the next step for higher productivity at need the line balancing report it is necessary.  To get higher productivity so much necessary.
  • 56. 10.4 Balancing Processes: Balancing method is very essential to make the production flow almost smoother compare to the previous layout. Considering working distance, type of machines and efficiency, workers who have extra time to work after completing their works, have been shared their work to complete the bottleneck processes. Previously identified seven bottleneck processes have been plotted in the left side of the Table 2. Make and join care label and Back neck elastic tape joint both have been made by lock stitch machine and these have been shared by two lock stitch machine processes. Operator who work in Process no. 7 Neck rib make width, have been worked for 50 minutes per hour in her first process, capacity 217 pieces and then have been worked in the process no. 6 make and join care label for last 10 minutes to make additional 30 pieces for overall capacity of 208 pieces on process no. 6. Similarly Process no. 13.B back neck elastic top have been worked for 35 minutes and rest 25 minutes have been worked on process no. 12 to make total capacity of 216 pieces which was originally 153 pieces shown in Table 2. Process no.14, 25, and 20and 22 have been similarly worked on the process no.16, 23, 24 and 27 for the capacity of 195, 198, 153 and 199 pieces per hour. Process no. 24 choir hem raw edge cut have been suggested an extra floater to use after being shared worked from process no. 20.
  • 57. 10.5 Before balancing the line: In the following table we show the target, labor, machine productivity & line efficiency before line balancing. 10.6 Variation chart before line balancing:
  • 59. 10.8 After balancing the line: In the following table we show the target, labor, machine productivity & line efficiency after line balancing. 10.9 Variation chart after line balancing: 10.10 Result and Findings: Changing from traditional layout to balanced layout model, there are considerable improvements have moved toward us. Among the three operators who were replaced to another line, have been used in the lock stitch and flat Lock machines and machine productivity for these less used machines has been increased from 55 to 66 where for
  • 60. The total worker of 32 instead of 37, labor productivity has been increased to 39 from 32. In a day we have boost up the production up to 1250 and with manpower of 32, line efficiency has been improved from 48% to 58% which is shown in Table. In an improved layout, target has been decreased at each efficiency level. At 80% efficiency, target is now 173 pieces per hour which has been considered as new bench mark target. After balancing the process flow, figure shows the less variation of each process from the bench mark target as the upper capacity is 260(previous one was 490) pieces per hour where the lower capacity is only 153(previous one was 115) pieces per hour compareto the bench mark target of 200 pieces which shows that the variation in each process has been decreased from the previous one and reflects much better balanced productionflow in the line. ForProcess no. 24 choir hem raw edge cut, an extra floater has been suggested to utilize. 10.11 Bottleneck: The upper narrow portion of a bottle is called neck (opening side) and it is an obstructionto go to the way from large portion of a bottle through narrow portion of a neck. It is a metaphorical scene of obstruction of production sector. A garments sectoris a productionsectorand the bottleneck used here as obstruction of normal production. In a brief the bottleneck means lost production and lost profit i.e. the lowest capacity of production. The lowest output point in the production line is called bottleneck. That is bottleneck area, where supply gathered and production goes under capacity. Fig:Bottleneck
  • 61. 10.12 Bottleneck in Production: A) Bottleneck before input in line.  If issue is not supplied in time from M.C.D and sub store.  If issue comes delay.  Issues serial number mistake.  Bundling mistake.  Wrong issue supply.  Pattern problem. B) Bottleneck in line:  Worker selection wrong.  Wrong works flow / sequence of works.  Non-balance allocation of elements.  Works negligence by workers.  Workers absenteeism.  Machine disturbances / out of order.  Lack of supply.  Non-serial supplies forward from workers.  Colour shading  Quality problem.  If anybody becomes sick.  Non-balance allocation of elements.  Machine disturbances / out of order.  Lack of supply. 10.13 Diagnostic character of bottleneck:  By checking counter machine: - After specific period (time to time) by checking counter machine it is easy to find out the bottleneck which counter is shown poor / lowest production.  By observing serial number of supplied issue: - After checking some operators if it is found that someone is sewing / working lowest serial number of issue and it not reasonable difference with others it is defined bottleneck.  By observing gathered supply: - Those areas are bottleneck areas where pile of supply is observed.
  • 62.  By performing cycle check: - By performing cycle check we can realize bottleneck from different of time. We can realize bottleneck at a glance by making graph and it is a best and scientific way to find out the real bottleneck. 10.14 Way of reducing bottle neck:  To arrange pre- production meeting in time.  To prepare layout sheet before input in the line.  To check fabrics and accessories before issuing in the line.  To submit the layout sheet to maintenance section minimum 2-3 days before for better preparation.  To check pattern before supply in the line.  To reduce excess works from workers.  To select right workers for right works.  To keep supply available in time.  To maintain serial number.  Reject garments should not forward.  Supply should be forwarded after checking.  To alert when bundling (maintain serial number)  By improving method.  By improving workers performance.  By reducing sewing burst.
  • 64. 11.1 Layout: Layout means to distribute/allocate elements (Sequentially) to the individual operator in the line by considering total worker, worker experience, total machine, types of machine & mainly the estimated SMV of allocated/distributed elements in a broken down garments. A good layout is that physical arrangements which permits the productto be produced with minimum unit costin the shortest time. 11.2 Layout Procedure: 1st Step: 1. Responsible person for layout making. 2. APG Section Leader. 3. Team Leader Technician. 4. Work-Study Member. 2nd Step: 1. To select line. 2. To select style. 3. To confirm total operator. 3rd Step: 1. To breakdown the garments, elements by elements. 2. To put estimated SMV beside each elements/operation. 3. To calculate total SMV. 4. To select machine type & number. 5. To calculate average estimated SMV/Operator. 6. To select right operator for right operation/elements according to performance. 7. To distribute/allocate elements (sequentially) to each operator by considering machine types, elements & estimated average (nearest) SMV. 8. To set up machine as per requirements. 11.3 Benefit of Layout: 1. The line will be quite equivalent. 2. Usually a great type of bottle neck will not be found in line. 3. No operator will be idle. 4. Target will be achieved easily.
  • 65. 11.4 Different Types Of layout In Factory: 1. Flow forward layout. 2. Hanger conveyor layout. 3. Side flow layout. 4. Batch layout.
  • 67. Fig: Batch layout 11.5 Plan layout: A layout is an arrangement of the space and facilities according to the type and size of activities to be carried out, Convenience of operations, Efficiency, Productivity, economy, and safety of the facilities and the users of the facilities. There can be various options for the layout within the same space, each one having certain merits or demerits. Input INSPECTION TABLE
  • 68. 11.6 Advantages of plan layout:  Bottleneck will not be found in line.  No operator will be idle  Can achieve the Buyer’s desire quality level easily.  The process distribution / work content will be quite equivalent  Can reach the optimum target with in a very short period.  Increase worker efficiency & daily production  Reduce wastage & loss time. 11.7 FactorsInfluencing Plan layout:  Operation requirements.  Size of operations.  Safety aspects.  Technology aspects.  Systems design.  System arrangement.  Location aspects.  Types of plant and machinery (Small or big).
  • 70. 11.9 Process Layout: Buyer: KIK Item: Men’s T-Shirt Date: 17-10-12 Style # 7 Target: 80/HR M/C Qty: 13 SL No. Process Target SN DN OL FL 1 1st Shoulder Joint 1 2 Neck Piping 1 3 2nd Shoulder Joint 1 4 Neck rib Tack 1 5 Sleeve Gathering 1 6 Level Attach 1 7 Sleeve joint 1 8 Sleeve hem 1 9 Side seam 2 10 Sleeve in tack 1 11 Sleeve top tack 1 12 Body hem 1
  • 72. 12.1 Breakdown method: Breakdown is a listing of the content of a job by elements. A garment consists of some parts and some group of operations. Breakdown means to writing down all parts and all process/operationafter one another lying with the complete garment according to process sequence. Itis a must to write downthe estimated SMV and type of machine beside each and every process. The Breakdown procedure means helps the clothing industry in planning the number of assembly lines required to produce the particular number of units in required time and also helps in maintaining proper style distributions for each assembly line and machines in order to reach the deadlines while earning profits. In the clothing industry operation breakdown is the separation of the making operations so that garments can be made up quickly & cheaply using available labor & machinery. 12.2 Steps include in Breakdown procedure: Assistant Production Manager, Technician Chief & Work-Study officer must sit together to make breakdown . 12.3 Breakdown Procedure:  Floor section leader, team leader technician and work study officer must sit together to make breakdown. Technician breaks the garments into parts and gathered the parts one after another by operation/Process Then Work-Study officer & APM fix up the SMV of that operation By proceeding this technique when all process completed need to summarize all process SMV and the total will be called as respective garment’s SMV
  • 73.  Technician breaks the garments into parts a gathered the parts one after another by operation/process.  Then work study officer and floor section leader fox up the SMV of those operation.  By proceeding this technique when all process completed need to summarize all process SMV and the total will be called as respective garments SMV. 12.4 Benefit of breakdown:  Can see the all operations of the garments at a time.  Can anticipate the difficulties of doing critical operation  Can make layout in an easy, simple and less time consuming way.  Easy to select right operator for right process.  Can know the quantity and types ofmachine to make the garment required.  Can be conscious about quality for fill up the buyer standard.  Breakdown can know about additional guide, folder and attachment. 12.5 Operation Breakdown Sheet: SL Operation Name M/C SMV TGT AML Remark Op Hel 1 Single shoulder joint O/L 0.10 600 1 2 Neck piping F/L 0.08 750 1 3 Shoulder Joint O/L 0.12 500 1 4 Neck rib tack SN 0.14 429 1 5 Sleeve gearing SN 0.09 667 1 6 Level attach SN 0.10 600 1 7 Sleeve joint O/L 0.36 167 1 8 Sleeve hem F/L 0.07 857 1 9 Side seam O/L 0.35 171 1 10 Sleeve in tack SN 0.14 426 1 11 Sleeve top tack SN 0.14 429 1 12 Body hem F/L 0.14 429 1 Total: 1.83 6028 12
  • 74. M/C type SN 5 OL 4 FL 3 SB BT BO Total: 12 Operation Breakdown Chart: 0.10 0.08 0.12 0.14 0.09 0.10 0.36 0.07 0.35 0.14 0.14 0.14 0.00 0.05 0.10 0.15 0.20 0.25 0.30 0.35 0.40 1 2 3 4 5 6 7 8 9 10 11 12 Operation Breakdown Total SMV 1.83 Target per hour @ 100% efficiency 394 Target per hour @ 60% efficiency 236 Total operator 12 Total helper 0 Total man power 12 Basic pitch time 0.15 Upper control limit 0.18 Lower control limit 0.13 Basic pitch time 0.15 Upper control limit 0.18 Lower control limit 0.13
  • 75. 12.6 Calculation:  Target per hour= (worker x working hour x 60/ SMV) x efficiency %  Basic Pitch Time (BPT) = TotalSMV TotalManpower  Upper Control Limit (UCL) = BPT WantedOrganizationalEfficiency(0.85) [It may 0.90 or 0.95].  Lower Control Limit (LCL) = BPT × 2 – UCL. 12.7 Analysis of Operation Breakdown:  To calculate capacity study, first we have to take at least five readings of each worker of all process.  Then we have to calculate the average value of these five readings.  After then, the SMV calculation.  Then target calculation (60/SMV).
  • 77. 13.1Capacity study: When we make a capacity study on an operator, we are measuring the performance she should attain if she continues to work at the same pace and use the same method as observed during the study. This means that at the end of the study we can say that operator has the capacity to be a 120 % performer, or whatever performance level the study indicates. What exactly do we mean by capacity? Well, it means the same as capability. It means that the operator is capable of achieving the performance measured by the study. 13.2 Capacity Study Sheet: Buyer: Mogen Item: T-shirt Order No: 60821 No. Operator name Process name OP M/C Cycle Time Average Time SMV Capacity 1 2 3 4 5 1 Bobita 1st shoulder joint 1 O/L 8 7 7 6 6 6.80 0.10 529 2 ayesha Neck piping 1 F/L 7 5 6 5 6 5.80 0.08 621 3 kamal 2nd Shoulder Joint 1 O/L 9 8 9 6 10 8.40 0.12 429 4 Tuly Neck rib tack 1 SN 9 8 10 11 10 9.60 0.14 375 5 Arif Sleeve gataring 1 SN 6 5 6 7 6 6.00 0.09 600 6 Puspo Level attach 1 SN 8 7 6 7 6 6.80 0.10 529 7 Sajahan Sleeve joint 1 O/L 24 26 24 25 26 25.00 0.36 144 8 Jahanara Sleeve hem 1 F/L 5 6 4 5 5 5.00 0.07 720 9 Joshim Side seam 1 O/L 24 23 25 26 24 24.40 0.35 148 10 Halima Sleeve in tack 1 SN 9 10 11 9 10 9.80 0.14 367 11 Lipi Sleeve top tack 1 SN 10 10 11 9 10 10.00 0.14 360 12 Saidul Body hem 1 F/L 9 10 11 10 9 9.80 0.14 367
  • 78. 13.3 Calculation:  Avg. Time = Total time / Total number of reading (5).  SMV = Basic time + (basic time x 15% allowance) /60.  Basic time = avg. Cycle time X rating (here rating = 0.75).  Capacity/Hr = Hr (3600) / avg. Times per operation. 13.4 Analysis of capacity Study:  To calculate capacity study, first we have to take at least five readings of each worker of all process.  Then we have to calculate the average value of these five readings  After then, the average value is divided by 3600 to get actual capacity per hour.  Capacity study shows the worker capacity per hour.  It helps for line balancing and maintains process layout of sewing operation.
  • 80. 14.1 Example-1: Efficiency increase with standard time & method analysis (Method & Time study section): 14.2 Example-2: Reduce loss time increase efficiency:
  • 81. 14.3 Example-3: Increase production with quality (quality section): 14.4 Example-4: Increase Production per hour (finishing section): 14.5 Result & findings:  Achieve the factory monthly Efficiency of 55% from its existing 50%.  Plan to achieve 62 % efficiency in Cutting dept from existing 58%.  Plan to achieve 64 % efficiency in Finishing dept from existing 60%.  Maintain the end line re work below 3 % from its existing 5%.  Maintain the end line re work below 5 % to improve the quality.  Forecast to be reduce the wastage.  Proper utilize of elements such as (man, machine, materials, and money).
  • 83. 15.1 Some important formula & Example:  Standard Pitch Time (S.P.T) = Basic Pitch Time (B.P.T) + Allowances (%).  Target = 𝐓𝐨𝐭𝐚𝐥 𝐦𝐚𝐧𝐩𝐨𝐰𝐞𝐫 𝐩𝐞𝐫 𝐥𝐢𝐧𝐞∗𝐓𝐨𝐭𝐚𝐥 𝐰𝐨𝐫𝐤𝐢𝐧𝐠 𝐦𝐢𝐧𝐮𝐭𝐞 𝐩𝐞𝐰𝐫 𝐝𝐚𝐲 𝐒.𝐀.𝐌 ∗ 𝟏𝟎𝟎%.  Theoretical Manpower = 𝐓𝐚𝐫𝐠𝐞𝐭 𝐩𝐞𝐫 𝐡𝐨𝐮𝐫𝐞 𝐏𝐫𝐨𝐜𝐞𝐬𝐬 𝐜𝐚𝐩𝐚𝐜𝐢𝐭𝐲 𝐩𝐞𝐫 𝐡𝐨𝐮𝐫𝐞 .  Line Labour Productivity = 𝐓𝐨𝐭𝐚𝐥 𝐧𝐮𝐦𝐛𝐞𝐫 𝐨𝐟 𝐨𝐮𝐭𝐩𝐮𝐭 𝐩𝐞𝐫 𝐝𝐚𝐲 𝐩𝐞𝐫 𝐥𝐢𝐧𝐞. 𝐍𝐮𝐦𝐛𝐞𝐫 𝐨𝐟 𝐰𝐨𝐫𝐤𝐞𝐫 𝐰𝐨𝐫𝐤𝐞𝐝 .  Line Machine Productivity = 𝐓𝐨𝐭𝐚𝐥 𝐧𝐮𝐦𝐛𝐞𝐫 𝐨𝐟 𝐨𝐮𝐭𝐩𝐮𝐭 𝐩𝐞𝐫 𝐝𝐚𝐲 𝐩𝐞𝐫 𝐥𝐢𝐧𝐞 𝐍𝐮𝐦𝐛𝐞𝐫 𝐨𝐟 𝐦𝐚𝐜𝐡𝐢𝐧𝐞𝐬 𝐮𝐬𝐞𝐝 .  Line Efficiency = 𝐓𝐨𝐭𝐚𝐥 𝐨𝐮𝐭𝐩𝐮𝐭 𝐩𝐞𝐫 𝐝𝐚𝐲 𝐩𝐞𝐫 𝐥𝐢𝐧𝐞∗𝐒𝐀𝐌 𝐓𝐨𝐭𝐚𝐥 𝐦𝐚𝐧𝐩𝐰𝐞𝐫 𝐩𝐞𝐫 𝐥𝐢𝐧𝐞∗𝐭𝐨𝐭𝐚𝐥 𝐰𝐨𝐫𝐤𝐢𝐧𝐠 𝐦𝐢𝐧𝐮𝐭𝐞𝐬 𝐩𝐞𝐫 𝐝𝐚𝐲 *100%.  GSD. GSD = (Man power * Work hour) / Target.  SMV. SMV = Basic time + (Basic time * Allowance).  Basic time. Basic time = Observed time * Rating.  Observed time. Observed time = Total Cycle time / No of cycle.  Rating. Rating = (Observed Rating * Standard rating) / Standard rating.  Efficiency. Efficiency = (Earn minute * Available minute) * 100.  Earn minute. Earn minute = No of Pc’s (Production) * Garments SMV.  Available minute. Available minute = Work hour * Manpower.  Organization Efficiency. Organization Efficiency = (Basic pies time /Bottle necktime) * 100.
  • 84.  Basic pies time (BPT). Basic pies time = Total GMT SMV / Total Manpower.  UCL. UCL = Basic pies time / Organization Efficiency.  LCL. LCL = 2 * Basic pies time – UCL.  Capacity. Capacity = 60 / Capacity time in minute.  Cycle Time. Cycle Time = 60 / Team target.  Capacity Achievable. Capacity Achievable = Capacity * Balance.  Daily output. Daily output = Work hour / SMV.  Factory capacity. Factorycapacity= (Workhour/SMV) *Total worker*Workingday* Efficiency.  CPM. CPM = (Totaloverhead costof the month / No of SMVearners * Workminutes) *Efficiency.  Required no of operator. Required no ofoperator= Target daily output/Daily outputper operator. Here, Efficiency = output input SMV=38.50 Working hour=10 = smv∗product quantity worker∗working houre∗60 No. of worker=60 = 38.50∗700 60∗10∗60 *100 =74 %( line efficiency)
  • 85. Target/hour= 60 SMV Efficiency% Here, = 60 0.85 ∗ 70% SMV=0.85 =50pcs/hour Efficiency=70% Target/line = no of worker∗working hour∗60 SMV ∗ efficiency% = 75∗10∗60 23.5 ∗ 60% = 1150 pcs Here, No of workers=75 Working hours=10 SMV=23. Efficiency=60% Required days for the schedule = total order quantity average target = 50000 2000 =25 Here, Average target=2000 Order quantity=50000 CM of garments= total production no of warker∗work hour Here, = 250000 1500∗10 Total Production=250000 =1.66 BDT No of workers= 1500
  • 86. Factory capacity= work hour∗total workers∗working day∗60 SMV *Efficiency = 10∗1500∗26∗60 14.13 ∗ 55% =828025pcs/month Line GSD/day = 𝑚𝑎𝑛𝑝𝑜𝑤𝑒𝑟∗𝑤𝑜𝑟𝑘 ℎ𝑜𝑢𝑟 𝑡𝑎𝑟𝑔𝑒𝑡 = 50∗10∗60 900 = 33
  • 87. Conclusion: Industrial engineering is an important and essential part of any Garments Industry. We learn all the implementations and techniques ofthe processeswhich we have studied theoretically. It gives us an opportunity to compare the theoretical knowledge with practical facts and thus develop our knowledge and skills. This project also gives us an opportunity to enlarge our knowledge of textile administration, production planning, procurement system, production process, and machineries and teach us to adjust with the industrial life. .
  • 88. References: Books:  Guidelines for Industrial Engineering. (KSA Technopak).  “Garments Manufacturing Technology” (Md. Abu Saleh).  “Garments & Technology’’ (M.A. Kashem).  Production planning, control & Industrial management. (By Dr. KC. Jain)  Industrial Engineering In Apparel Production (By V Ramesh Babu)  The Apparel Industry (By Richard M Jones)  Industrial Engineering And Management (By C.Natha Muhi Reddy)  Industrial Engineering and Engineering Management (By professorjohn W H) Website links:  http://www.fibre2fashion.com/industry-article/16/1591/industrial-engineering-a-new- concept-of-apparel-engineering1.asp  http://www.lcmibd.com/industrialengineering.htm  http://www.onlineclothingstudy.com/2012/10/how-to-calculate-sam-of-garment.html  http://wiki.answers.com/Q/Industrial_engineering_work_study_in_garments  http://www.onlineclothingstudy.com/2012/09/how-to-calculate-operator- efficiency.html  http://www.onlineclothingstudy.com/2012/09/garment-production-systems.html  http://www.onlineclothingstudy.com/2012/09/-how-to-calculate-efficiency-of.html  http://wiki.answers.com/Q/Industrial_engineering_work_study_in_garments.