11 - Chapter 6 PDF
11 - Chapter 6 PDF
11 - Chapter 6 PDF
TEXTILES
6.1 A Spin Plan for Maximum Profit
A project was undertaken in a cotton-spinning mill processing the
counts 2fls, 30s, 31s, 40s and 60s. It was desired to determine the quantity to
maximum profit per frame shift, since capacity of the machinery at back
process, the availability of cotton reserve, and difficulty in marketing the
entire production of a single count might not permit such a step. Knowing
the profit margin available in the various counts considered for production,
the problem was to determine the counts to be spun and the quantity to be
produced in each, so as to obtain the maximum possible profit subject to. of
course, the restriction imposed by the capacity of machinery available to
twisted together (doubled) and sold in the market. The profit margin for
doubled yarn was again different from that if the yarn was sold as single yarn.
Taking into consideration the margin in doubled yarn and the capacity available
in doubling, it was found necessary to work out how much quantity in each
count should be doubled, so that the resultant profit would be maximum.
161
There are 85 spinning frames including 27 new Texmaco (N.T.) frams.
From the past performance, it has been found that production N.T. frames
was invariably higher by 10% as compared with the other frames of different
make. For simplifying the problem slightly, it was better to take the machinery
capacity in the spinning department in terms of certain standard units.
Accordingly the 27 N.T. frames had been taken to be equivalent to 30 standard
units, i.e., 27x1.1, thus giving weight age for the increased production of
these frames. The total number of frames available in the mill could, therefore,
be taken as 88 in terms of standard units. A similar procedure could be
been taken into account. Again for the purpose of relating the figures of
162
availability and requirements of the raw materials, we need to know the
quantities of materials required at each stage to produce one kg of yarn. For
this purpose, waste figures in each count at various departments were analysed
for each month, the margin between the sale rate and the cost excluding the
overhead was considered for maximisation instead of the direct profit figures.
For the present project the latest sale rates as obtained, from the
management and the average cost figures for the previous month had been
considered.
The Linear Programming formulation of the problem was considered
for solution. The problem consisted of determining the quantity to be
manufactured in single yarn and double yarn in each count, in such a way that
the actual requirements as regards the machinery in each department and raw
material did not exceed the availability and at the same time the resultant
The management of the mill was really impressed by the solution pven. The
solution offered could give additional profit of about Rs. 32,500 per month
over the programme they had inforce. Naturally the management was eager
to implement the results and reallocate the frames to dinerent counts in the
163
manner suggested by the solution obtained. However, they wanted to modify
the programme so as to take into consideration the additional quantity of
cotton they had purchased in 30s and 40a since the start of working out the
problem. Taking them into account the problem was reformulated and soived.
This modified programme would enable the mill to earn a profit of more than
Rs. 60,000/- per month over the profit under the spinrjng plan followed by
the mill earlier. The management had already taken steps to reschedule the
allotment of frames to the various counts in accordance with the solution.
The solution arrived at cannot hold good for ever. It is to be modified
every time there are changes in selling prices or cost of production in the
various counts. However, due to practical considerations, since it is not
possible to go
on changing the plan every now and then, it is suggested that the plan be
revised once in a month, taking into account, all possible changes that might
have occurred in the factors affecting the solution.
in the mill was a limiting factor and the management wanted that the production
efficiency in this department must be stepped up. Observations made on the
workers in the winding department revealed that they were tightly engaged all
the time and operator idleness was not the reason for the lower efficiency
164
obtained in the section. This gave at; indication that ’he workload might have
to be reviewed with a view to improve the machine efficiency.
It is common experience that when the allottment of drums to winders
is high, the machine efficiency is low and the operator efficiency is high; on
the other hand, when the number of drums allotted to winders is or, the
machine
efficiency may be better but the operator efficiency will be reduced. It is,
therefore, necessary to fix the work assignment at a level which will minimise
the total of the two cost components. The assignment for which the cost is
Extensive data were collected to obtain the values for the factors listed
as above. Using finite queuing theory the machine utilisations for different
allotments of drums were calculated. From the knowledge of drum speed
165
and the corresponding theoretical production, the expected production for
various allotments of drums was arrived at. From cost considerations, the
marginal profit per machine shift in winding was worked out with respect to
each allotment of drums. The results are summarised in the following table.
MACHINE UTILISATION AND MARGINAL PROFIT FOR
DIFFERENT ALLOTMENT OF DRUMS
11 83.2 11 51 118.81
10 1’.50 11.76 117.46
It is obvious from the above table that the margin of profit per
attend to end breaks, creol breaks and creel changes occurring within that
group.
Arbitrary fixation of the number of spindles in any such group may
167
cover all the ring frames in the shed will be more and naturally the labour
wages component of cost will increase. Hence the problem is one of finding
the stage (optimum workload) at which the total cost of labour wages and the
loss due to idle spindle and bonda waste is minimum.
A study was taken up in a spinning mill for arriving at an optimum
workload for the siders in spinning for 60s count. The number of spindles to
be allotted will naturally depend upon the following factors.
(1) end breakage rate in ring frame;
From an analysis of cost figures available with the mills, the loss per
shift on account of end remaining un pieced was estimated as 30 paise.
168
Similarly the cost associated with an idle spindle was worked out as 15 paise
per shift. The total wages paid to a sider including the fringe benefits like P.F.,
E.S.I., leave with wage, etc. accounted to Rs. 13.50 per day.
knowing the the proportion of time that an end remains un pieced and
a spindle is idle for a given allotment of spindles to a sider, the sum of the
siders’ wages and the loss due to bonds waste and idle spindles per frame
per shift was evaluated. The results are presented ir the table.
169
6.4 Determination of Optimal Number of Tape Stitchers in a
Spinning Shed
vogue in the mills. An observer goes round the spinning section noting down
the idle spindles in each frame and the causes for them. Among the causes
for idle spindles were the apron cut, feed cut, tape cut, etc. Efforts were
being made to eliminate the idle spindles due to each of these causes. Having
tackled the other causes, the present study was directed towards investigation
of the problem of tape cut and the optimum number of tape stitchers required
per shift. There were 3 tape stitchers engaged in a shift which was considered
high.
Snap survey results of the past six months revealed that on an
average 40 spindles were idle at any time due to the tape cut. This incidence
of tape cut was considered very high in view of the fact that three tape
stitches were engaged in every shift. It was felt that an elaborate study would
bring out all the relevant factors. The factors studied included the following:
(i) The average number of tape cuts occurring in a shift;
(ii) average time taken by tape stitchers for replacing and stitching the tapes.
The actual occurrence of tape cut was studied for a fortnight in the department.
It has been observed that on an average 48 tapes are cut per shift in spinning
section.
170
As soon as the tape cut is noticed, the tape stitcher walks to the frame
and then to the exact place of tape cut with the stitching machine. The required
lengths of tapes are cut and kept ready. The stitcher inserts the tape through
the swindles, takes it round the drum, joins the ends, stitches the ends and
fixes the tape on the spindles. The stitcher has to go round the spinning shed
searching for the tape cuts and mending them wherever observed.
The stitching time, varied from 2.5 to 5.5 minutes and the bulk of the stitching
random. In that case assuming only one tape stitcher is there, when one tape
is being stitched, another tape has to wait for stitching till the tape stitcher
completes his job on the tape he is attending. One tape idle for a minute
From the actual observation of the number of tape cuts and time of
stitching during- the shift, instead of estimating the interference delay based
on any rigid statistical distribution, the actual distribution has been simulated
The simulated time of occurrence of tape cuts and stitching time were recorded
171
at different periods of the day.
The interference delay when the number of tape stitchers is varied
STITCHERS
No. Of tape No. of tape Interference Delay spindle
stitchers cuts per shift minutes minutes
1 48 36 144
2 43 1 4
3 48 0 0
0 25. Daily wage of each tape stitcher has been estimated as Rs. 15 The cost
of idle spindle per day and total cost taking into consideration the wages of
the stitchers and other costs is presented in the table boew:
172
TOTAL COST FOR DIFFERENT ALLOCATIONS
day (Rs.)
3 (1 per shift) 45.00 432 0.25 45.25
6 (2 per shift) 90.00 12 0.01 90.01
is employed. By increasing the tape stitchers frorns one to three, loss of Rs.
89.75 per day, i.e., Rs. 31,405,50 will be incurred per annum. Hence one
tape stitcher is considered to be optimum for stitching tapes.
From the present set up, it is seen that even after employing three
tape stitchers, the number of idle spindles due to tape cut per sbifi came to
40 which shows clearly that either the tape stitchers do not properly carry
out their duties or they are not being utilized properly. This maybe due to
the fact that
(i) the tape stitchers are not going round the frames observing the tape cats
173
suggested that an indicator may be fixed on each frame.
The arrow of the indicator should be raised by the siders attending on
that frame. This will enable the stitcher to stitch the tapes as soon as it is cut.
174