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Proceedings of the International Conference on Industrial Engineering and Operations Management
Bangkok, Thailand, March 5-7, 2019

Implementation of JIT to increase productivity in sewing

section of a garment industry
1Israt Parveen, 1Md. Arif Mia, 1Md. Sujan Ali, 1Khandoker Rafsun-Ul-Hasan, 1Md.
Moshiur Rahman, 1Md. Iqbal Mahmud* and 2Haeng Muk Cho
1
Department of Textile Engineering, Mawlana Bhashani Science and Technology University
Santosh, Tangail-1902, Bangladesh
2
Department of Mechanical Engineering, Kongju National University
275, Budae-dong, Cheonan-si, Chungcheongnam-do 331-717, South Korea

Email: [email protected], [email protected], [email protected],

[email protected], [email protected], [email protected],
[email protected]

*Corresponding author: [email protected]

Abstract
On time delivery with quality and quantity is important for any manufacturing industry, especially in garment
sectors. At present, in RMG industries, lead time is decreasing day by day and customer requirements also
continuously changing. The primary objective of this study is to identify the defects in sewing sections that
hinders the overall productivity of garments industry in Bangladesh and find out the ways how to reduce those
defects in sewing line by implementing Just-in-Time (JIT) techniques. Three different product lines (Jacket, Polo
shirt, and T-shirt) have been considered to implement this study. The sample respondents were selected from a
reputed textile industry in Bangladesh. Purposive sampling technique is followed by data collection from sewing
section and indication of major problems. After indication, improvement proposal is given to the industry from
which the productivity as well as line efficiency has compared before and after applying the techniques. The
output of the study includes the production capacity, line target, line efficiency, line performance of the respective
sewing section that has been increased far well than before within the time duration of three months. It is also
suggested that, different techniques like process integration, job sharing, multitasking etc. can also be
implemented if responsible authorities of garments industry try to improve the current state situation.

Keywords
Just-in-Time (JIT), Lean manufacturing, Operation layout, Line efficiency, Productivity.

1. Introduction
As the labor wage is increasing in developing countries, the apparel manufacturing has been migrating from the
high wage developed country to low wage developing countries. Even the labor cost is cheaper than in developed
countries due to the specific market nature of the garment industries. For example, the short production of life
cycle, high volatility, low predictability, high level of impulse purchase, the quick market response: garment
industries are facing the greatest challenges these days (Lucy Daly and Towers, 2004).
Nowadays industries are getting more volumes (orders), but number of styles they have to handle has increased
drastically. In recent day, due to small order quantities and complex designs, the garments industry has to produce
multiple styles even within a day; this needs higher flexibility in volume and style change over.

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In Bangladesh industries have been running in a traditional way for years and rigid to change. Industry owners are
happy as long as the business is sustainable. Now the time has come to struggle with global market in garment
industries if the owners want to run it further. The best way to cope with all these challenges is the
implementation of lean manufacturing. Its implementation has contributed to the success of many organizations
and is used by companies worldwide. JIT is an all-encompassing philosophy that is founded on the concept of
eliminating waste. The word waste might make one think of garbage, or paper, or inventory. The broad view of
JIT is now often termed lean production or lean systems. If this concept is properly maintained, they will serve the
purpose of flexibility and save a lot of money by reducing production lead time, reducing inventory, increasing
productivity, training operators multiple works and by rework.

2. Methodology

2.1 Management idea that attempts to eliminate wastes

It is a management idea that attempts to eliminate sources of manufacturing waste by producing the right part in
the right place at the right. In the manufacturing process size of batches are related to potential errors in
part/production, i.e., smaller batches such as used in JIT systems will potentially reduce the average error per
part/production population.

Figure 2.1: Management ideas to eliminate waste

2.2 JIT Distribution

JIT’s effectiveness depends heavily on having a strategy alliance between buyers and suppliers. JITD requires the
exchange of frequent, small lots of items between suppliers and customers, and must have an effective
transportation management system, because inbound and outbound material can have a great effect on production
when there is no buffer inventory.

2.3 JIT Purchasing: The Idea of JITP runs counter to the traditional purchasing practices where materials are
brought well in advance before their use. Under this, the supplier selection, product development and production
lot sizing become very critical. Implementation of JIT in sewing line basically explains (a) Reduction of waste of
motion; (b) Reduction of waste in waiting time; (c) Reduction of waste of inventory; (d) Reduction of waste of
defects

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2.4 Way to reduce waste of motion

Whilst there will always be some form of motion within process it should be minimized as much as possible, both
to reduce overburden and to improve efficiencies; this is a benefit to employees as it is making their work easier.
The simplest and most powerful tool eliminate the waste of motion within work cells is that of 5S; 5S challenges
team to review each and every step of operation and eliminate the symptoms of the wastes. These changes will on
the whole cost nothing other than the time of team but will result in efficiency gains in the order of 10% to 30% in
most cases as well as making work area safer preventing accidents (and the law suit that follows.)
5S also starts the ball rolling with regard to standardized operations; it should lead to develop standard operating
procedures (SOP) for your processes defining the best way to conduct a specific operation.
The tool of single minute exchange of Die (SMED) will also remove many wasteful motions from setup process,
using similar principles to 5S; they are applied to the setup process of work and will often reduce setups from
hours to single minutes.
Motion is a significant factor within the seven wastes and every effort should be made to remove it from processes
to both increase efficiencies as well as make work easier for all those involved.

2.5 Way to reduce waste in waiting time

• Balancing of production processes using Takt time and Yamazumi boards will help ensure that the processes are
better matched with regards to cycle times.
• Improving machine reliability and quality using Total Productive Maintenance (TPM) and quality tools.
• Reducing overproduction and inventory to minimize transport and movement between and within cells.
• Implement Standard Operating Procedures to ensure that standards and methods are clear.
• Use visual methods of planning combined with daily cell meetings to ensure that everyone is clear what is
required for the day.

2.6 Way to reduce waste of inventory

The first thing is to work to the main principles of making value flow at the pull of the customer, the idea of Just
in Time (JIT) production. This will cause to remove the main cause of inventory that of overproduction.
Factory and cell layout should be followed and then balancing production processes to ensure that work in
progress does not build up between processes, it is not important to run every machine as fast as it can be run, at
the end of the day it is important to make things as quickly as the customer wants them, no faster; talk time (the
time interval between customer call off) and Kanban can be used to help ensure that we balance our processes and
prevent the buildup of inventory.

2.7 Way to reduce waste of Defects

This prevention of defects is achieved by a number of different techniques from automation /Jidoka (Machines
with “human” intelligence that are able to detect when a non-standard event has occurred) through to Pokayoke
devices that detect if a product is defective, either preventing the process from running or highlighting the defect
for action.
In this project work, standard operations procedures (SOP) implemented and training provided to ensure that the
correct methods are undertaken and standards achieved. The most important factor however is the empowerment
of teams to solve and prevent their own problems. By harnessing the talents of employees it would be able to
quickly and efficiently prevent the occurrence of defects.

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Flow Chart of Current Traditional line layout

Figure 2.2: Flow Chart of Current Traditional line layout

Improvement areas of JIT in Sewing Section

• Not multi-tasking practices
• Using helper for front and back match
• Using helper for body with sleeve match
• Surging of cuff and collar
• Don’t thread trimming by operator
• No bundle wise flow in sewing line from beginning to ending
• Less use of guide, folder and attachment
• Bundle pickup, dispatch and arranging system is not proper way i.e. disorganized way
• Not to use laser for marking
• Less Job sharing practices
• Not multi-machine operating by one worker
• There is a transportation and waiting time from sewing to fusing section.

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3. Data analysis and findings

Before implementation layout data

Table 1: Previous layout data

BSS-
Style No Buyer Brand Machine Group
0378
Current Production S.M.V. 6.29
Observer Line 8

AVG.
Time
Cycle Time (in sec) AVG.
Sl Operation M/C AVG.Time with Capacity
Time Rating% SMV
No Description Name (Min) 15% /Hour
(Sec)
allowanc
1 2 3 4 5 e
1 Label Making SN 11 12 17 13 13 13 0.22 0.253 80% 0.2 300
Back Side Label
2 SN 12 17 16 11 13 14 0.23 0.2645 80% 0.21 286
Join at Moon
3 Moon Join SN 16 15 15 14 15 15 0.25 0.2875 80% 0.23 261
4 Placket Join SN 16 17 18 17 14 16 0.27 0.3105 80% 0.25 240
5 Nose Tack SN 11 13 12 11 12 12 0.2 0.23 80% 0.18 333
6 Shoulder Join O/L 18 17 21 16 19 18 0.3 0.345 80% 0.28 214
7 Collar Servicing O/L 4 4 3 4 6 4 0.07 0.0805 80% 0.06 1000
8 Collar Tack SN 14 15 14 13 14 14 0.23 0.2645 80% 0.21 286
9 Collar Join O/L 13 16 17 16 14 15 0.25 0.2875 80% 0.23 261
10 Collar Piping PIPING 10 12 12 13 16 13 0.22 0.253 80% 0.2 300
Placket Kacha
11 SN 23 17 15 15 17 17 0.28 0.322 80% 0.26 231
Topstitch
12 Placket 1/16 SN 13 16 19 17 18 17 0.28 0.322 80% 0.26 231
Back Neck Tape
13 SN 15 13 16 14 13 14 0.23 0.2645 80% 0.2 300
Topstitch
14 Placket Box SN 15 17 15 17 16 16 0.27 0.3105 80% 0.25 240
15 Sleeve Hem F/L 7 7 8 9 8 8 0.13 0.1495 80% 0.12 500
Sleeve Match &
16 Shoulder H 21 16 23 19 21 20 0.33 0.3795 80% 0.3 200
Scissoring
17 Sleeve Join O/L 23 23 30 33 30 28 0.47 0.5405 80% 0.43 140
18 Side Join O/L 33 38 39 42 36 38 0.63 0.7245 80% 0.58 103
19 Chap Tack SN 20 21 23 18 22 21 0.35 0.4025 80% 0.32 188
20 Placket End Tack SN 15 17 20 23 14 18 0.3 0.345 80% 0.28 214
21 Bottom Hem F/L 10 13 14 15 16 14 0.23 0.2645 80% 0.21 286
Button
22 Button Hole 15 14 15 17 17 16 0.27 0.3105 80% 0.25 240
Hole
Button
23 Button Attach 15 18 21 20 20 19 0.32 0.368 80% 0.29 207
Attach
24 Thread Cutting H 25 20 20 18 21 21 0.35 0.4025 80% 0.32 186
25 Button Close H 10 8 12 13 14 11 0.19 0.2185 80% 0.17 353

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6.29
After implementing layout plan & data

Table 2: After Implementation layout plan and data

Style No BSS-0378 Buyer Brand Machine Group

Current Production S.M.V. 5.75
Observer Line 8

AVG.
Cycle Time (in sec) AVG.
Sl Operation AVG.Time Time with Ratin Capacity
M/C Name Time SMV
No Description (Min) 15% g% /Hour
(Sec)
allowance
1 2 3 4 5
1 Label Making SN 12 10 11 12 11 11 0.18 0.207 80% 0.17 353
Back Side Label
2 SN 13 15 11 12 14 13 0.22 0.253 80% 0.2 300
Join at Moon
3 Moon Join SN 14 11 15 11 12 13 0.22 0.253 80% 0.2 300
4 Placket Join SN 17 15 14 16 13 15 0.25 0.2875 80% 0.23 261
5 Nose Tack SN 10 12 11 10 11 11 0.18 0.207 80% 0.17 353
6 Shoulder Join O/L 16 14 17 14 15 15 0.25 0.2875 80% 0.23 261
7 Collar Servicing O/L 5 4 3 3 4 4 0.07 0.0805 80% 0.06 1000
8 Collar Tack SN 14 12 11 13 12 12 0.2 0.23 80% 0.18 333
9 Collar Join O/L 13 14 16 14 13 14 0.23 0.2645 80% 0.21 286
10 Collar Piping PIPING 10 12 11 13 12 12 0.2 0.23 80% 0.18 333
Placket Kacha
11 SN 21 16 14 15 15 16 0.27 0.3105 80% 0.25 240
Topstitch
12 Placket 1/16 SN 13 16 15 14 18 15 0.25 0.2875 80% 0.3 200
Back Neck Tape
13 SN 14 15 12 13 12 13 0.22 0.253 80% 0.2 300
Topstitch
14 Placket Box SN 15 14 16 15 14 15 0.25 0.2875 80% 0.23 261
15 Sleeve Hem F/L 7 7 6 8 7 7 0.12 0.138 80% 0.11 545
Sleeve Match &
16 Shoulder H 18 15 17 15 16 16 0.27 0.3105 80% 0.25 240
Scissoring
17 Sleeve Join O/L 25 24 23 23 24 24 0.4 0.46 80% 0.37 162
18 Side Join O/L 33 32 31 32 32 32 0.53 0.6095 80% 0.49 122
19 Chap Tack SN 20 19 21 18 22 20 0.33 0.3795 80% 0.3 200
20 Placket End Tack SN 15 18 15 16 16 16 0.27 0.3105 80% 0.25 240
21 Bottom Hem F/L 11 13 14 13 15 13 0.22 0.253 80% 0.2 300
22 Button Hole Button Hole 15 14 15 16 16 15 0.25 0.2875 80% 0.23 261
Button
23 Button Attach 17 18 20 17 18 18 0.3 0.345 80% 0.28 214
Attach
24 Thread Cutting H 22 20 18 19 21 20 0.33 0.3795 80% 0.3 200
25 Button Close H 11 10 8 9 12 10 0.17 0.1955 80% 0.16 375
5.75

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3.1 Ways of reducing WIP

Proper job distribution and line balancing

To reduce WIP it is important properly work distribution. Without proper work balance & line balance there will
be a bottleneck and it will create the WIP.

Keep 10 pieces bundling system

If 25 or more pieces are kept in one bundle, it will create WIP in lines. Lean concept is a single piece flow in
assembly line and if it cannot be done then it is needed to keep it as much as low quantity. In most of the knit
factory in Bangladesh, production quantity is generally higher than others. For this reason, small quantity bundle
is difficult. So in that case, target should be to keep the bundle size minimum 10 pieces, which will be helpful for
maintaining WIP minimum quantity level.

Maintaining two bundle flows

In traditional system there is no control of bundle flow. In this project work, there was maintained two bundle
flow from the starting to ending. So that, controlling of line WIP, identifying the bottleneck process, balancing the
line would be easy.

Implementation of traffic light system

It is a quality system designed to identify problems and get help from management to solve those problems. The
purpose of this system is to identify quality problems within the needlepoint and to immediately give remedies to
stop it from recurring. The chart always starts with YELLOW and moves to either RED or GREEN but will never
directly between RED and GREEN. In other words RED and GREEN are always separated by YELLOW.

Figure 3.1: SOP of Traffic Light System for maintaining quality

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4. Results and discussion

SMV calculation is used for determining workers efficiency, line capacity of a factory unit. It can determine the
efficiency of production line, production cost. What should be the production target for the specific operation &
for the production line of a specific style can also be measured by using SMV.

4.1 Production capacity calculation

Before JIT implementation,

Total man power × working hour × 60

Production capacity per hour (in pcs) = × Line efficiency%
SMV
25 ×1 ×60
= × 61%
6.29
= 145.4689 Pcs
≈ 146 Pcs
∴ Production Capacity per shift (in pcs) = (146 × 8) Pcs
= 1168 Pcs

After JIT implementation,

Total man power × working hour × 60
Production capacity per hour (in pcs) = × Line efficiency%
SMV
25 ×1 ×60
= × 61%
5.75
= 159.1304 Pcs
≈ 160 Pcs
∴ Production Capacity per shift (in pcs) = (160 × 8) Pcs
= 1280 Pcs
∴ Increased production per shift (in pcs) = (1280 – 1168) Pcs
= 112 Pcs

After calculation, Production capacity per shift 1168 pcs and after JIT implementation production capacity per
shift is 1280 Pcs and production per shift increased by 112 Pcs.

4.2 Line target calculation

Before JIT implementation:

𝑇𝑇𝑇𝑇𝑇𝑇𝑇𝑇𝑇𝑇 𝑚𝑚𝑚𝑚𝑚𝑚 𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝 × 𝑊𝑊𝑊𝑊𝑊𝑊𝑊𝑊𝑊𝑊𝑊𝑊𝑊𝑊 ℎ𝑜𝑜𝑜𝑜𝑜𝑜 × 60
Line Target per hour =
𝑆𝑆𝑆𝑆𝑆𝑆
25 × 1 × 60
=
6.29
= 238.4738 Pcs
≈ 239 Pcs
Line Target per shift = (239 × 8) Pcs
= 1912 Pcs

After JIT implementation:

𝑇𝑇𝑇𝑇𝑇𝑇𝑇𝑇𝑇𝑇 𝑚𝑚𝑚𝑚𝑚𝑚 𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝 × 𝑊𝑊𝑊𝑊𝑊𝑊𝑊𝑊𝑊𝑊𝑊𝑊𝑊𝑊 ℎ𝑜𝑜𝑜𝑜𝑜𝑜 × 60
Line Target per hour =
𝑆𝑆𝑆𝑆𝑆𝑆
25 × 1 × 60
=
5.75
= 260.8696
≈ 261 Pcs
Line Target per shift = (261 × 8) Pcs
= 2088 Pcs

∴ Increased line target per shift = (2088 – 1912) Pcs

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= 176 Pcs

Before JIT implementation the line target was 1912 Pcs and after JIT implementation the line target become 2088
pcs. Line target per shift increases by 176 Pcs.

4.3 Line efficiency calculation

Before JIT implementation-

𝑇𝑇𝑇𝑇𝑇𝑇𝑇𝑇𝑇𝑇 𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝 × 𝑆𝑆𝑆𝑆𝑆𝑆

Line Efficiency per hour (%) = × 100
𝑇𝑇𝑇𝑇𝑇𝑇𝑇𝑇𝑇𝑇 𝑚𝑚𝑚𝑚𝑛𝑛 𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝 × 𝑊𝑊𝑊𝑊𝑊𝑊𝑊𝑊𝑊𝑊𝑊𝑊𝑊𝑊 ℎ𝑜𝑜𝑜𝑜𝑜𝑜 × 60
146 × 6.29
= × 100
25 × 1 × 60
= 61.22%

After JIT implementation-

𝑇𝑇𝑇𝑇𝑇𝑇𝑎𝑎𝑎𝑎 𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝 × 𝑆𝑆𝑆𝑆𝑆𝑆

Line Efficiency per hour (%) = × 100
𝑇𝑇𝑇𝑇𝑇𝑇𝑇𝑇𝑇𝑇 𝑚𝑚𝑚𝑚𝑚𝑚 𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝𝑝 × 𝑊𝑊𝑊𝑊𝑊𝑊𝑊𝑊𝑊𝑊𝑊𝑊𝑊𝑊 ℎ𝑜𝑜𝑜𝑜𝑜𝑜 × 60
160 × 5.75
= × 100
25 × 1 × 60
= 61.33%
∴ Increased Line Efficiency per hour (%) = (61.33-61.22) %
= 0.11%

Before JIT implementation the Line efficiency per hour was 61.22% and after JIT implementation the line
efficiency become 61.33 %. Line efficiency per hour increased by 0.11%.

4.4 Line performance calculation

Before JIT implementation-

Line Output × 100
Line Performance per hour (%) =
Line Target
146 × 100
=
239
= 61.0878
≈ 61.09%

After JIT implementation-

Line Output × 100
Line Performance per hour (%) =
Line Target
160 × 100
=
261
= 61.3027
≈ 61.30%
∴ Increased Line Performance per hour (%) = (61.30 – 61.09) %
= 0.21%

Before JIT implementation Line Performance was 61.09% and after JIT implementation Line Performance
become 61.30%. The increased Line Performance per hour was 0.21%.

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4.5 Column chart for comparison of production capacity

Comparison of Production Capacity

2000 1168 1280
146 160
0
Per hour Per shift (8 hour)

SMV 6.29 SMV 5.75

Figure 4.1: Production capacity before and after JIT implementation.

4.6 Column chart for comparison of line target

Comparison of Line Target

3000
19122088
2000
SMV 6.29
1000 239 261 SMV 5.75
0
Per hour Per shift
Figure 4.2: Line target before and after JIT implementation.

4.7 Column chart for comparison of line efficiency

Comparison of Line Efficiency

61.4
61.33
61.3
61.22
Line
61.2 Efficiency
61.1
SMV 6.29 SMV 5.75
Figure 4.3: Line efficiency before and after JIT implementation.

4.8 Column chart for comparison of line performance

Comparison of Line Performance

61.4
61.3
61.2
61.1 61.3
61 61.09 Line Performance
60.9
SMV 6.29 SMV 5.75

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Figure 4.4: Line efficiency before and after JIT implementation.

5. Conclusion

The standard minute value (SMV) is a visualization tool and its goal is to identify, demonstrate and elimination of
waste in the process. Before eliminating waste, we must be able to see it. SMV can serve as a starting point to
help management, engineers, production associates, schedulers, suppliers, and customers, recognize waste and
identify its causes. Before implementation of tools & techniques of JIT training were provided to the people
specially supervisor and make them knowledgeable about different types of waste and how to identify waste also
reduce waste. Operator also trained on kaizen how small change make work simple and improve visibility of off-
standards and they were introduced to changing for better.
In current state assessment it was found that Production Capacity per shift (in pcs) is 1168, line efficiency 61.22%
which shows huge opportunities for improvement in those areas. It has started with 5 pieces bundling system in
sewing section and then following up the line regularly and capacity study from time to time. After
implementation of team work, process integration, job sharing, multi machine operating and balancing the task,
eliminating unnecessary activities, team has achieved 61.33%-line efficiency, Production capacity per shift (in
pcs) 1280. Besides defects, WIP, transportation also reduced than previous traditional systems.
The study was done with a limited scope as there were limited time and restriction of permission from industrial
authority during research work .As industry always go for profit, desired production line allocation were also quite
difficult for collecting data. Future work may include super market pull between cuttings and sewing section .Also
implementation of SMV and Kanban system to keep WIP at minimum level. The future work may include helper
less zero defect line where each operator will be the quality at the source and creation of standard operating
procedure (SOP) for each sections and for incentive policy also.

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Bangkok, Thailand, March 5-7, 2019

Biographies

Israt Parveen is continuing her M.Sc. in Textile Engineering study in the Department of Textile Engineering at
Mawlana Bhashani Science and Technology University. She earned her B.Sc. in Textile Engineering degree from
the same university in 2016 and secured the first position in her class. She has published number of journal papers
and participated in conferences.

Md. Arif Mia earned his B.Sc. in Textile Engineering from the Department of Textile Engineering of Mawlana
Bhashani Science and Technology University in 2017. He is working as a Management Trainee in Southeast
Limited, Tangail, Bangladesh.

Md. Sujan Ali earned his B.sc in Textile Engineering in the Department from the Department of Textile
Engineering of Mawlana Bhashani Science and Technology University in 2017.

Khandoker Rafsun-Ul-Hasan earned his B.sc in Textile Engineering in the Department from the Department of
Textile Engineering of Mawlana Bhashani Science and Technology University in 2017.

Md. Moshiur Rahman earned his B.sc in Textile Engineering in the Department from the Department of Textile
Engineering of Mawlana Bhashani Science and Technology University in 2017.

Professor Dr. Md. Iqbal Mahmud is working in the Department of Textile Engineering at Mawlana Bhashani
Science and Technology (MBSTU), Bangladesh. He received his B.Sc. (2002), M.Sc. (2010) and Ph.D. (2015)
degree in Mechanical Engineering from Islamic University of Technology (IUT), Bangladesh and Kongju
National University (KNU), South Korea respectively. He has published number of research articles in reputed
journal and participated in national and international conferences. His teaching and research activities have been
focusing on Mechanical Engineering, Industrial Engineering, Renewable Energy, Ergonomics, and Operations
Management.

Professor Dr. Haeng Muk Cho is a Professor of Mechanical Engineering and System Design in the division of
Mechanical and Automotive Engineering at Kongju National University (KNU), South Korea. His teaching and
research activities have been focusing on Internal Combustion Engines, Car Alternative Fuel, Biodiesel, Car
Emission Control, Hybrid Vehicles etc.

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