4.
3 Learning Point:
I learn about the overall concept of IE and activates performed by IE department.
Main points of my learning are flowing.
Work study: It is the process of motion study so that breakdown the element of the
process and reduced the unnecessary element. And then standardized the process.
Time Study: It is the study of time required of a specified process.
SAM: SAM is the time required to complete a process with all allowances.
Line Balancing: Is the process of distributing work load properly to maintain an optimum
target.
WIP: It states for Work in process and it is the different between out and input.
Operation Bulletin: It is the overall description of a garment such as operation break
down, SAM, required machine, target, excepted efficiency etc.
Operator performance: An Operator performance is the measure of how well the operator
performers and expressed in percentage scale.
Process analysis: I know about the small process of making garment such as collar joint,
Sleeve joint, Side seam joint, etc. And also learn about the specific parts of garments.
Formula of IE: I learn several formula using by IE department i.e. formula of calculating
SAM, Efficiency, operator performances etc. that are maintained the analysis part.
5.3.1.2 Methods improvements:
Method improved means to developed the existing method into more better and easier method
that should be less time consumed
The highest productivity is achieved when we:
Reduce the Number of motions
Reduce the distances moved reduce precision
Reduce eye-shifts
Simplify grasps
Toss dispose rather than place dispose
Make the best use of both hands
Encourage rhythm
Promote natural posture and movement
5.3.2 Time Study:
After standardize the method IEs are work to establish it. When standardize then the IEs
are divided the process in small motion or element that called elemental breakdown of
process. They take time for each element and give different rating of each element
occurred. Here rating is the comparison of the operator current performance to his/her
natural performance and expressed by percentage i.e. 80%. By taking time and rating IEs
calculate the SAM of the specific process.
SAM stands for Standard Allowed Minutes and defined as the time required to
Complete the process.
The elements of time study which consider calculating the SAM are given below.
(a) Time of element
(b) Rating of element
(c) Basic time
(d) Bundle handling time, standard is 2% of basic time.
(e) Machine delay time. That is different for machine such as for Single Needle Lock
stitch, Single Needle Chain Stitch both are 12.5%, Double Needle Lock stitch, Single
Double Chain Stitch both are 17.5%, Over Lock – 3 thread is 7.5% and 5 thread is 9.5%,
Button Hole, Button Stitch is 9%, Bar tuck machine is 6% and Iron is 2.5% etc.
The format that use in KFL is shown below-
5.5 Work in Progress (WIP) control:
WIP is made up of all garments and their parts that are not completely finished for example a
bundle of shirts that has everything attached but has no bottom hem. There are two cost areas
that can be reduced if WIP is controlled:
● Investment in inventory – inventory is money invested in raw materials when we don’t move
the goods through the plant quickly we are affected cash flow directly.
● Ability to reduce the production cycle – By having low inventory between operations garments
usually have less time large inventory levels between operations keeps goods waiting longer to
be processed. This increases the over throughput time.
Low throughput time permits better co-ordination between sales and product. It also permits a
quicker turnaround on which improves cash flow. Low cycle time give manufacturers the ability
to handle multiple styles.
Through maintaining the following IEs are managing WIP:
1. I. Production planning – this requires planning from marketing sales to
determine what will sell and what needs to be produced when. This provides the basis to
determine how many operators machines will be .IE needed can calculate the required
resource any style and block the capacity of this style at a specific efficiency build up.
2. II. Trims control – Trims are buttons zippers labels thread elastics and so on .a
cut should enter the production line only when someone has verified that all the trims
needed are available. An update inventory of trims should be kept. A missing label could
halt a 12000 unit cut. Holding the 12000 units in inventory is not acceptable and could
lead to other problems.
III. Production build-Up – careful consideration should be given to loading the
production lines. If you will overload the line with work that will just sit stagnant .I.E can
provide figures in terms of production to be expected from any line which can help in feeding
control and thus managing the WIP.
IV. Balancing – Even if you load the line based on its capacity, you might find the
inventory accumulating due to an unbalanced production. To be expected from any line which
can help in feeding control and thus managing the WIP.
V. Cut Flow control- in order to keep control over WIP and to keep the cycle times
low you need to have cuts go as close as FIFO as possible.
5.6 Factory capacity planning by using efficiency:
This is a very important tool and helps in decision making while confirming order. By planning
the capacities of the production facility, the merchandise division comes to know the exact
production slot available before confirming order.
The label on denim pant says ‘made in Pakistan’ but it is quite possible to the fabric came from
china, zippers and trims came from Hong Kong and cutting ,Sewing , Finishing, Inspection&
packing happened in Pakistan.
When several organizations across countries have to work together to product single garment,
co-ordination of production schedules becomes a necessity. Real challenge lies in planning
production schedules in a manner that all reasonable utilization of factory at all given point of
times. It is not only garment manufacturing units that need to plan the factory capacities, but the
fabric and trim suppliers in order to deliver the goods on time. Coordinated planning should also
be flexible to respond quickly to unforced changes and that is the most difficult challenge.
The most common question is how do we plan and calculate capacity when the company does
multi style products.
The answer is – A factory capacity should be planned in a manner that it is independent of
styling. Hence production capacity for all styles has to be converted into common unit of
measurement, which is TIME.
The following parameters have to be calculated to ascertain the factory production capacity.
SAM is the total time taken by a 100% efficient operator to perform a particular Job/operation.
The industrial Engineering department by means of time & Motion study calculates SAM. Once
SAM has been calculated the operator efficiency level is determined. This can be illustrated by
the below example:
SAM of a operation = 2 Minutes
Total available time = 8 hrs shift×60 minutes=480 Minutes
Total on of SAM produced = on of operations done in 8 hrs × SAM of operation
=150×2=300 Minutes (total SAM produced/Hours Worked) ×100
Efficiency = (300÷480)×100=16.5%
Similarly line efficiencies can also be calculated. In this case the total available hours are
calculated and this includes the hours worked by operator and helpers in the line.
By combining the efficiencies of all lines in a factory, the Factory Efficiency ascertained. The
below example illustrates how the calculation is done.
Line -1 Line-2
Style A B
SAM 20Minutes 30Minutes
No of operators 60 40
No of helpers 15 10
Total available time 75×8×60 50×8×60
36000minutes 240000minutes
Total garments produced 1200 500
Total SAM produced 1200×20 500×30
24000 minutes 15000 minutes
Hence,
Total available time for the factory =36000+24000=60000 minutes
Total SAM produced by the factory =24000+15000=39000 minutes
Factory Efficiency = (SAM’s produced÷Available minutes) ×100
= (39000×60000) ×100
=65%
The Factory efficiency is calculated on a daily basis and over period months the average factory
Efficiency is determined from the data collector
Tins average efficiency is then utilized for calculation of factory product capacity.
Explaining the same with the help of below example:
A 500 machine factory employs a workforce of 600 people (operators & helpers). The factory on
an average works for 26 days in a month, 8 hours shift per day.
The average factory efficiency as calculate over a period of time is – 60%
From the above details we can calculate –
Total available time = 600×26×8×60
=7488000 minutes
Productive time =available time × efficiency
=7488000×65%
=4492800 minutes
Hence Factory capacity: = 4492800 minutes
No of garments that the factory can produce=capacity ÷ SAM of the garment.
Based on the above calculation factory capacity can be determined for any product, if the below
information is available:
SAM of the garment ,
Average factory efficiency ,
Total workforce.
Working hours /shift / day
5.6 Factory capacity planning by using efficiency:
This is a very important tool and helps in decision making while confirming order. By planning
the capacities of the production facility, the merchandise division comes to know the exact
production slot available before confirming order.
The label on denim pant says ‘made in Pakistan’ but it is quite possible to the fabric came from
china, zippers and trims came from Hong Kong and cutting ,Sewing , Finishing, Inspection&
packing happened in Pakistan.
When several organizations across countries have to work together to product single garment,
co-ordination of production schedules becomes a necessity. Real challenge lies in planning
production schedules in a manner that all reasonable utilization of factory at all given point of
times. It is not only garment manufacturing units that need to plan the factory capacities, but the
fabric and trim suppliers in order to deliver the goods on time. Coordinated planning should also
be flexible to respond quickly to unforced changes and that is the most difficult challenge.
The most common question is how do we plan and calculate capacity when the company does
multi style products.
The answer is – A factory capacity should be planned in a manner that it is independent of
styling. Hence production capacity for all styles has to be converted into common unit of
measurement, which is TIME.
The following parameters have to be calculated to ascertain the factory production capacity.
SAM is the total time taken by a 100% efficient operator to perform a particular Job/operation.
The industrial Engineering department by means of time & Motion study calculates SAM. Once
SAM has been calculated the operator efficiency level is determined. This can be illustrated by
the below example:
SAM of a operation = 2 Minutes
Total available time = 8 hrs shift×60 minutes=480 Minutes
Total on of SAM produced = on of operations done in 8 hrs × SAM of operation
=150×2=300 Minutes (total SAM produced/Hours Worked) ×100
Efficiency = (300÷480)×100=16.5%
Similarly line efficiencies can also be calculated. In this case the total available hours are
calculated and this includes the hours worked by operator and helpers in the line.
By combining the efficiencies of all lines in a factory, the Factory Efficiency ascertained. The
below example illustrates how the calculation is done.
Line -1 Line-2
Style A B
SAM 20Minutes 30Minutes
No of operators 60 40
No of helpers 15 10
Total available time 75×8×60 50×8×60
36000minutes 240000minutes
Total garments produced 1200 500
Total SAM produced 1200×20 500×30
24000 minutes 15000 minutes
Hence,
Total available time for the factory =36000+24000=60000 minutes
Total SAM produced by the factory =24000+15000=39000 minutes
Factory Efficiency = (SAM’s produced÷Available minutes) ×100
= (39000×60000) ×100
=65%
The Factory efficiency is calculated on a daily basis and over period months the average factory
Efficiency is determined from the data collector
Tins average efficiency is then utilized for calculation of factory product capacity.
Explaining the same with the help of below example:
A 500 machine factory employs a workforce of 600 people (operators & helpers). The factory on
an average works for 26 days in a month, 8 hours shift per day.
The average factory efficiency as calculate over a period of time is – 60%
From the above details we can calculate –
Total available time = 600×26×8×60
=7488000 minutes
Productive time =available time × efficiency
=7488000×65%
=4492800 minutes
Hence Factory capacity: = 4492800 minutes
No of garments that the factory can produce=capacity ÷ SAM of the garment.
Based on the above calculation factory capacity can be determined for any product, if the below
information is available:
SAM of the garment ,
Average factory efficiency ,
Total workforce.
Working hours /shift / day
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.
Necessity of line balancing:
To get easily out put.
To get best performance of the workers.
To ensure of proper use of time & manpower.
To follow up the line easily.
To give the pressure to workers for optimum out put.
To know the line’s potential capacity of the line.
To find out the productivity gap%.
To take the next step for higher productivity at need the line balancing report.
To get higher productivity.
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 . 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, 20 and 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 churi hem raw edge cut have been suggested an extra floater to use after being
shared worked from process no. 20.
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 . 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
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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, 20 and 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 churi hem raw edge cut have been suggested an extra floater to use after being
shared worked from process no. 20.
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.
Color shading.
Quality problem.
Way of reducing bottle neck
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
To make size set sample minimum 15 to 10 days before input.
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.
Analysis of SMV Calculation:
1. First we have to calculate G.Total Avg.BT (Basic Time) by adding all basic time of a
worker for this operation.
2. G.Total Avg.BT is introduced by all OT (Observe Time) of a worker for this operation, and
then OT is divided by the reading which is taken.
3. Total Allowances of a worker is maximum 19% (M/C Delay Allowance is 7% and
Relaxation and Contingency Allowance is 12%)
4. Then all data put into the formula to calculate the SMV.
5. To understand the production capacity of the factory, and to draw up plans for the
appropriate target output, suitable range of divided labor and optimum production
(Scheduling, personnel planning or equipment planning)
6. To determine the time value for each work compound under the motion study.
7. To obtain an evaluation standard for receiving planning, using the time study as the basis of
the cost estimate and control.
8. For use as the basis for determining the unit cost of manufacture and the wage rate.
9. For use the basis for introducing a production control system.
Production Planning: Time study enables us to measure the capacity of a plant to produce.
Decision as to how much volume to load into a plant can be made.
These are only a few of the common uses of Motion and Time Study. As we can now see, the
information obtained is useful far beyond just setting quotas and piece rates. As we have already
mentioned, Motion and Time Study is the most common function associated with an apparel
engineer. But what are some of his other duties? Let’s list some of the other things we might find
an apparel engineer doing:
Plant Layout: The location of machines and equipment to provide the best work flow.
Production Flow System: Determine the best way to move work from job to job
(individual pieces, tied bundles, on trucks, etc.)
Mach
ines and Attachments: What machines are the best for a given job? What attachments
simplify the job?
Pay Systems: Deciding the best way to pay people for their work effort. (Straight time,
piecework, split incentive, group incentive, straight time bonus, etc.)
Operator Performance: Responsibility for operators achieving expected performance
levels.
Operator Training: Responsibility for program of training new employees.
Production Control System: Design system of measuring and controlling production flow
through plant.
Cutting Room: Engineering jobs in cutting room for incentive plan. Also might include
program to increase material utilization.
Quality Control: Design program to measure and control quality of workmanship in plant.
Distribution: Engineer warehouse and shipping facilities.
Payroll System: Design payroll procedure to handle pay system and generate necessary cost
reports.
Others: Plant safety, maintenance, supplies.
The Benefits of Engineering:
i. Work Simplification
One of the main benefits of almost any engineering effort is that it makes work simpler to
perform. This holds true for operators, supervisors, and top management. When an engineer
analyses any area of work, he does so with the thought in mind. Do not be misled about into
thinking, however, that work simplification means people always will be doing less work. They
may, in fact, do more work but within the same amount of time as before. Because work has
been simplified, people’s ability to produce is increased.
ii. Increased Productivity
The ability to produce more within the same amount of time is a company’s insurance for
survival. This ability means that the company can now accept more work. It means that costs can
be lowered by avoiding overtime. It means that fixed costs can be spread out over more units of
production. It means that profits Improve.
iii. Increased Profits
When a company’s profits increase, everyone involved is in a better position. Owners and
stockholders prosper. Management and supervision are rewarded for their performance. Money
is available to do more for the operators. A company is able to expand which creates more Jobs.
iv. Increased Earnings
Most engineering projects not only increase company profits, but also result in higher earnings
for employees. Most companies are willing, and in fact eager, to share with its employees the
financial gains that are available through engineering.
WORK STUDY
Work study is the analysis of the operations required to produce a style. Effective work study
requires both methods analysis and work measurement. Methods are studied, analyzed, and the
elements of the method measured in terms of time consumed. Data are collected, analyzed and
used to support decisions on rates and methods. Work study is also important to ergonomic
decisions, job design, and work station development. Decisions must be based on extensive study
and documentation that is developed with work measurement procedures. Unsubstantial opinions
are not sufficient justification for change.
OBJECTIVE OF WORK STUDY
– Explain mechanization and automation relative to general- and special-purpose machines
– Examine the basic components of sewing machines and work aids
– discuss the effect of equipment on product quality and performance.
– Efficient use of human efforts.
– Measurement of work values.
– Set standards for labor cost control.
– Initiate & maintain incentive bonus schemes
– To standardize material and machines used
– Determine the time required by an ideal operator to perform the task with efficiency
List of machinery:
1. Plain machine or single needle lock stitch Sewing machine.
2. Over lock sewing machine.
3. Flat lock machine.
4. Button attach machine.
5. Button hole machine.
6. Bartack machine.
7. Snap button or eyelet or repet machine.
8. Kansai machine.
9. Smoke machine.
10. Feed of arm sewing machine.
11. Backtap machine.
12. Two needle chain stitch machine.
SMV calculation :
Let, for any garments given SMV = 12.25
Total Manpower = 28 Operators + 25 Helpers = 53
Persons
Let us consider the line Efficiency = 100% Then total
outcome = 53 x 60
12.25
= 260 pieces per hour But actual line Efficiency = 80%
Then outcome of this line = 53 x 80
12.25
= 208 pieces per hour. Line Productivity Calculation:
Line productivity = target per hour x SMV x 100%
(Manpower x 60) - Non productivity time = 208 x 12.25 x
100
(53x60)-0 = 80%
If a line contains 53 manpower and target given per hour
200 then, Line productivity = target per hour x SMV x
100%
(Manpower x 60) - Non productivity time = 200 x 12.25 x
100
(53x60)-0 = 77%
Again, manpower decrease 53 to 45 and line target remain
same as 200 then, Line productivity = target per hour x
SMV x 100%
(Manpower x 60) - Non productivity time = 208 x 12.25 x
100
(45x60)-0 = 90%
