KPP

END TERM
ASSIGNMENT

STUTI KALYANI

BD/18/3573

KD VI
 TYPES OF PRODUCTION SYSTEM

Production systems are named according to the various factors, like-

number of machines is used to make a garment, machines layout, total
number of operators or tailors involved to sew a complete garment and
number of pieces moving in a line during making a garment. As the
fashion industry evolved and demand for readymade garments are
increased, the need for mass production systems become the essential
way to meet the market demand. Simply because tailoring shops are
not able to produce the volume and supply across the world.

Unit Production System

A unit production system (UPS) of garments production is a type of line layout that
uses an overhead transporter system to move garment components from work
station to work station for assembly. All the parts for a single garment are advanced
through the production line together by means of a hanging carrier that travels
along an overhead conveyor. The overhead rail garments production system
consists of the main conveyor and accumulating rails for each work station of
garments. The overhead conveyor operates much like a railroad track. Carriers are
moved along the main conveyor and switched to an accumulating rail at the work
station where an operation is to be performed. At the completion of an operation the
operator presses a button, and the carrier moves on to the next operation.

Advantages of Unit Production System of garments production:

Benefits of a unit garments production system depend on how a production system
is used and the effectiveness of management. Throughput time in the sewing room
can be drastically reduced when compared to the progressive bundle system of
garments production because works in process levels are reduced. Garments
operator productivity increases. Direct labor costs are reduced because of
prepositioned parts in the carriers and elimination of bundle processing. Indirect
labor costs may be reduced by elimination of bundle handling and requiring fewer
supervisors. Quality is improved because of accountability of all garments operators
and immediate visibility of problems that are no longer concealed in bundles for
extended periods of time. The central control system in garments production makes
it possible to immediately track a quality problem to the operator that completed the
operation. Other benefits that are realized are improved attendance and employee
turnover and reduced space utilization.

Disadvantages Unit Production System of garments production:

Considerations for installing a UPS include costs of buying equipment, cost of
installing, specialized training for the production system, and prevention of
downtime. Down time is a potential problem with any of the garments production
systems, but the low work in process that is maintained makes UPS especially
vulnerable.

Progressive Bundle System

The progressive bundle system (PBS) of apparel garments production gets its
name from the bundles of garment parts that are moved sequentially from operation
to operation. This bundle system, often referred to as the traditional garments
production system, has been widely used by garments manufacturers for several
decades and still is today. The AAMA Technical Advisory Committee (1993)
reported that 80 percent of the apparel manufacturers used the bundle system of
garments production. They also predicted that use of bundle systems for garments
production would decrease as firms seek more flexibility in their production
systems.

Advantages progressive bundle system of garments production:

The success of a bundle production system of garments manufacturing may
depend on how the production system is set up and used in a plant. This production
system may allow better utilization of specialized garments production machines,
as output from one special purpose automated garments machine may be able to
supply several garments machine operators for the next operation. Small bundles
of garments allow faster throughput unless there are bottlenecks and extensive
waiting between operations.

Disadvantages of progressive bundle system of garments production:

The progressive bundle system of garments production is driven by cost efficiency
for individual garments operations. Garments operators perform the same operation
on a continuing basis, which allows them to increase their speed and productivity.
Operators of garments who are compensated by piece rates become extremely
efficient at one garments operation and may not be willing to learn a new garments
operation because it reduces their efficiency and earnings. Individual operators that
work in a progressive bundle system of garments production are independent of
other operators and the final product.

Slow processing, absenteeism, and equipment failure may also cause major
bottlenecks within the system. Large quantities of work in process are often
characteristic of this type of garments production system. This may lead to longer
throughput time, poor quality concealed by bundles of garments, large inventory,
extra handling, and difficulty in controlling inventory of garments industry.
 Modular Garment Production System

A modular garments production system is a contained, manageable work unit that

includes an empowered work team, equipment, and work to be executed. Modules
frequently operate as minifactories with teams responsible for group goals and self-
management. The number of teams in a plant varies with the size and needs of the
firm and product line in garments. Teams can have a niche function as long as there
are orders for that type of garments product, but the success of this type of
garments operation is in the flexibility of being able to produce a wide variety of
products in small quantities in garments.

Work flow in modular garments production

A Modular garments Production System operates as a Pull System, with demand
for work coming from the next operator in line to process the garment. Wastage is
normal, and workflow is continuous and does not wait ahead of each operation.
This increases the potentials for flexibility of styles and quantities of products that
can be produced. Teams usually operate as ‘Stand-up’ or ‘Sit-down’ units.
A module may be divided into several work zones based on the sequence of
garments operations and the time required for each operation. A work zone consists
of a group of sequential garment operations. Operators are trained to perform the
operations in their work zone and adjacent operations in adjoining work zones so
they can move freely from one operation to another as the garment progresses.

Advantages of a Modular Garment Production System are:

1.) High flexibility
2.) Fast throughput times
3.) Low wastages
4.) Reduced Absenteeism
5.) Reduced Repetitive Motion Ailments
6.) Increased employee ownership of the production process
7.) Empowered employees
8.) Improved Quality

Disadvantages of Modular Garments Production System:

1.) A high capital investment in equipment.
2.) High investment in initial training.
3.) High cost incurred in continued training
Productivity:
Productivity may be defined as the ratio between output of
wealth and input of resources of production. Output means the quantity
produced and inputs are the various resources employed, e.g., land, building,
machinery, materials and labor.
Productivity = Output / Input

Efficiency:
The efficiency is the work output from an operation, divided by
work input from the same operation, and expressed as a percentage. The general
formula for calculating efficiency is:
(Work output /work input) X 100
Efficiency = (SAM Produced/ Clock Time) x 100
Eg (420/480 ) x 100 =87.5%

Operation Breakdown
The method of preparing operations' list in a sequence is called as operation
breakdown.
The sheet of listed operations of a style is also known as operation breakdown.
Application of operation breakdown
• The operation breakdown of a garment is done to understand garment
construction like stitch class and seam types used in making the sample garment.
• To make a operation bulletin the first step is doing operation breakdown of the
sample garment.
• To make the list of sewing machines and equipment for the style.
• To set set a line for new style operation breakdown is followed by line supervisors
and engineers.
• While estimating thread consumption per garment for given style, operation
breakdown id referred for operation list and machine types.

Bottleneck
A bottleneck is a point of congestion in a production system (such as an assembly line
or a computer network) that occurs when workloads arrive too quickly for the
production process to handle. The inefficiencies brought about by the bottleneck
often creates delays and higher production costs. The term "bottleneck" refers to the
typical shape of a bottle and the fact that the bottle's neck is the narrowest point,
which is the most likely place for congestion to occur, slowing down the flow of
liquid from the bottle.
A bottleneck can have a significant impact on the flow of manufacturing and can
sharply increase the time and expense of production. Companies are more at risk for
bottlenecks when they start the production process for a new product. This is because
there may be flaws in the process that the company must identify and correct; this
situation requires more scrutiny and fine-tuning.
Work In Progress(WIP)
WIP is a concept used to describe the flow of manufacturing costs from one area of
production to the next, and the balance in WIP represents all production costs
incurred for partially completed goods. Production costs include raw materials, labor
used in making goods, and allocated overhead.
The term work-in-progress (WIP) is a production and supply-chain management term
describing partially finished goods awaiting completion. WIP refers to the raw
materials, labor, and overhead costs incurred for products that are at various stages of
the production process. WIP is a component of the inventory asset account on the
balance sheet. These costs are subsequently transferred to the finished goods account
and eventually to the cost of sales.
WIPs are one of the components on a company's balance sheet. The WIP figure
reflects only the value of those products in some intermediate production stages. This
excludes the value of raw materials not yet incorporated into an item for sale. The
WIP figure also excludes the value of finished products being held as inventory in
anticipation of future sales.

LEAD TIME
Lead time is the amount of time that passes from the start of a process until its
conclusion. Companies review lead time in manufacturing, supply chain
management, and project management during pre-processing, processing, and post-
processing stages. By comparing results against established benchmarks, they can
determine where inefficiencies exist.
Reducing lead time can streamline operations and improve productivity, increasing
output, and revenue. By contrast, longer lead times negatively affect sales and
manufacturing processes.

ON and OFF Standard time

In industrial engineering, the standard time is the time required by an average
skilled operator, working at a normal pace, to perform a specified task using a
prescribed method. It includes appropriate allowances to allow the person to
recover from fatigue and, where necessary, an additional allowance to cover
contingent elements which may occur but have not been observed.
Off Standard Time
The time during which an operator is unable to do some work due to factors
which are not under
his control that is, the time spent during the day during which no productive work
is done.
On Standard Time
The time made available to the operator for producing productive work. It can
also be defined as the difference between clock time and off standard time. Thus,
Clock Time= On Standard + Off standard Time.
Standard Minute Value (S.M.V.)
It is the time allocated through work measurement for an operation to be completed
at a 100 rating.
Standard Allocated (Allotted) Minute (S.A.M.) is an S.M.V. + any policy allowances
added.

S.A.M (Standard Average Minutes):

It is defined as the time taken by a 100% normal operator to do a particular
operation including the personal, fatigue and delay allowance.

SAM Produced:
It is defined as the standard minutes produced by an operator in a particular day. It
is calculated as:

SAMs produced = Number of pieces produced x SAM for that operation

Eg-SAMs produced =14pcs x 30min= 420 min.

480 min off-standard time is 30, On standard time 450min, But

SAM produced is 420 , where is 30min ?

Performance:
It is a tool used to quantify the work content of an operator during the
day.
It is represented as:
Performance = (SAM Produced / On
Standard Time) x 100

THROUGHPUT TIME
Manufacturing throughput time is the amount of time required for a product to pass
through a manufacturing process, thereby being converted from raw materials into
finished goods. The concept also applies to the processing of raw materials into a
component or sub-assembly. The time required for something to pass through a
manufacturing process covers the entire period from when it first enters
manufacturing until it exits manufacturing - which includes the following time
intervals:

• Processing time. This is the time spent transforming raw materials into
finished goods.
• Inspection time. This is the time spent inspecting raw materials, work-in-
process, and finished goods, possibly at multiple stages of the production
 process.

• Move time. This is the time required to move items into and out of the
manufacturing area, as well as between workstations within the production
area.

• Queue time. This is the time spent waiting prior to the processing, inspection,
and move activities.

5S METHODOLOGY

The 5S methodology is a systematic approach to workplace organization. This

method includes the five steps of Sort, Set in Order, Shine, Standardize, and
Sustain. Generally speaking, the steps of 5S involve going through items in a
workspace, removing what's unnecessary, organizing items, cleaning, performing
maintenance, and making sure these things become habits. These steps should
occur in this order, and there must be a plan in place for performing the tasks
associated with these steps on a regular basis. At the end of of a 5S
implementation you will see characteristic things such as policy manuals, glow-in-
the-dark tape or photoluminescent tape on the floor, colored bins, red tags, and 5S
walks taking place. In the end, it should all add up to efficiency.