WELCOME Industrial Engineering

Metro Knitting & Dyeing Mills Limited, Unit-2

AGENDA
• What is IE (History)
• What is the challenge of IE
• Roll and Objective of an IE
• What is Production & Productivity
• IE Tools & Technique
• Types of Garments
• Production System
• Garments Process
• Production & Productivity
• What is Efficiency & how it calculate
AGENDA
• SMV
• Bottle Neck & Line balance
• Line Layout
• Capacity & Production Study
• Thread consumption
• CPM
• Time Study & Motion Study
• What is 5S?
• Different type of wastage
• ETC
WHAT IS IE (History)?
Industrial engineering is about figuring out how to do things better. It combines
the physical and social sciences together with engineering principles to improve
processes and systems. Industrial engineers improve quality and productivity while
at the same time cutting waste like time, materials, money, and energy.

Before Industrial Engineering

• Engineering history lies back to the beginning of civilization.
• Until the end of 17hundreds, production meant crafts (A
craftsman used to treat material and assemble the pieces)
• Until then a single person used to
• Plan
• Select and supply material
• Produce and control
WHAT IS IE (History)?
Eli Whitney
 In 1798, received
government contract to make
10,000 muskets
 Showed that machine tools
could make standardized
parts to exact specifications
 Musketparts could be used in
any musket

© 1995 Corel Corp.

WHAT IS IE (History)?
Frederick W. Taylor
 Known as ‘father of scientific
management’
 In 1881, as chief engineer for
Midvale Steel, studied how tasks
were done
 Began first motion & time studies
 Created efficiency principles
WHAT IS IE (History)?
Frank & Lillian Gilbreth
 Husband-and-wife engineering
team
 Ddeveloped work measurement
methods
 Applied efficiency methods to
their home & 12 children!
 (Book & Movie: “Cheaper by
the Dozen,” book: “Bells on
Their Toes”) © 1995 Corel Corp.
WHAT IS IE (History)?
Henry Ford
 In 1903, created Ford
Motor Company
 In 1913, first used
moving assembly line
to make Model T
 Unfinished product
moved by conveyor © 1995 Corel

past work station Corp.

 Paid workers very well for 1911 ($5/day!)

WHAT IS IE (History)?
Significant Events in IE
• Division of labor (Smith, 1776)
• Standardized parts (Whitney, 1800)
• Scientific management (Taylor, 1881)
• Coordinated assembly line (Ford 1913)
• Gantt charts (Gantt, 1916)
• Motion study (the Gilbreths, 1922)
• Quality control (Shewhart, 1924)
• CPM/PERT (Dupont, 1957)
• MRP (Orlicky, 1960)
• CAD
• Flexible manufacturing systems (FMS)
• Computer integrated manufacturing (CIM)
WHY IE?
• Fierce Competition in Economy
• Customers demands are rising
• Challenge for industries to produce goods of right quantity,
quality , in time and at minimum cost

Industrial Engineering (IE) plays a pivotal role in meeting these

challenges. Industrial Engineer have various techniques to
analyse and improve the work methods, to eliminate waste,
proper allocation and utilization of resources
ROLL OF AN IE?
• Industrial Engineers (IEs) Design the
organizational operations, including:
• Methods
• Processes
• Schedules
• Quality & Procurement procedures
• Layout and Ergonomic workplace design
THE OBJECTIVE OF AN IE?
The main objectives of industrial engineering
are:
• Helping the organization achieving its goals
by planning its operations and
contingencies.
• Improving the organization performance by
increasing its productivity, quality and
competitiveness.
• Improving the effective utilization of
resources and time. Eliminating waste.
CHALLENGE OF IE
From To

 Global focus
• Local or national focus  Just-in-time
• Batch shipments  Rapid product
• Lengthy product development,
development alliances
• Standard products  Mass customization
• Job specialization  Empowered
employees, teams
IE WORKS TOOL
• Basic Economics and Finance tools
• Human factor management tools
• Mathematical models (i.e. Optimization)
• Information Systems tools
• Engineering (physics, drawing, specifications)
• Decision making
• Management tools (e.g. Project management)
• Network analysis (PERT, CPM)
• Statistical techniques
• JIT, ISO, TQM etc.
IE WORKS TOOL
• PERT-Program Evaluation & Review Technique
• CPM-Critical Path Method
• JIT-Just IN Time
• ISO-International Organization of
standardization
• TQM-Total Quality Management
IE TECHNIQUE
Planning and designing manufacturing processes and equipment is a main aspect of being an industrial
technologist. An Industrial Engineer is often responsible for implementing certain designs and processes.
Industrial Technology involves the management, operation, and maintenance of complex operation
systems. Techniques of industrial engineering are-

1. 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.

2. Time study This is a technique used to establish a standard time for a job or for an operation.

3. 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.

4. Value Analysis It ensures that no unnecessary costs are built into the product and it tries to provide
the required functions at the minimum cost. Hence, helps to enhance the worth of the product.
IE TECHNIQUE
5. 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.

6. 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.

7. Material Handling Analysis: To scientifically analysis the movement of materials through various
departments to eliminate unnecessary movement to enhance the efficiency of material handling.

8. 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.
TYPES OF GARMENTS
Garments – also referred to as clothes, apparel – are typically
items made from fabric and other materials that are worn on
the human body.
There are clothing ‘types’ based on setting:
•Business attire – worn for work purposes
•Casual wear – worn as standard clothing
•Formal wear – worn for events such as weddings
•Lingerie – under garments worn for support and / or
decoration
•Sports wear – worn for athletic activites like running
TYPES OF GARMENTS
And ‘types’ based on gender and age:

•Baby clothes – worn by babies and toddlers

•Childrens wear – worn by children aged from 2 upwards

•Mens wear – typically worn by those who identify as men

•Womens wear – typically worn by those who identify as

women
TYPES OF GARMENTS
But clothing can also be broken down into different types of clothes based
on garment:

1.Bloomers 2.Blouse 3.Bodysuit 4.Bra 5.Bustier 6.Caftan 7.Cardigan

8.Cloak 9.Coat 10.Corset 11.Dress 12.Dungarees 13.Jacket 14.Jeans
15.Jumper 16.Jumpsuit 17.Kilt 18.Kimono 19.Knickerbockers
20.Leggings 21.Legwarmers 22.Leotard 23.Panties 24.Pants / Trousers
25.Petticoat 26.Playsuit 27.Poncho 28.Pyjamas 29.Sarong 30.Shawl
31.Shirt 32.Shorts 33.Skirt 34.Skort 35.Sock 36.Sweater 37.Swimsuit
38.Teddy 39.Tie 40.Tights 41.Tops 42.Tracksuit 43.T-Shirt 44.Waistcoat
TYPES OF GARMENTS IN METRO
• BEANIE • SHIRT
• CARDIGAN • SCARF
• GIRL'S DRESS • POLO SHIRT
• GIRL'S TOP • SHORT PANT
• HENLEY • SHORT SLEEVE T-SHIRT
• HOODIE JACKET • SKIRT
• JOGGER • SLEEVELESS T-SHIRT
• LADIE'S DRESS • STRAP TOP
• LADIE'S TOP • SWEAT PANT
• LEGGINGS • SWEATER
• LONG PANT • SWEATSHIRT
• LONG SLEEVE T-SHIRT • TANK TOP
• ONESIE PLAY SUIT • TROUSER
PRODUCTION SYSTEM
The production system of an organization is that part, which produces products of an organization. It is that activity
whereby resources, flowing within a defined system, are combined and transformed in a controlled manner to add
value in accordance with the policies communicated by management. A simplified production system is shown
above.The production system has the following characteristics:

• Production is an organized activity, so every production system has an

objective
• The system transforms the various inputs to useful outputs
• It does not operate in isolation from the other organization system
• There exists a feedback about the activities, which is essential to control and
improve system performance
PRODUCTION SYSTEM
Classification of Production System
• JOB SHOP PRODUCTION

• BATCH PRODUCTION

• MASS PRODUCTION

• CONTINUOUS PRODUCTION
PRODUCTION SYSTEM
JOB SHOP PRODUCTION: Job shop production are characterized by
manufacturing of one or few quantity of products designed and produced as per
the specification of customers within prefixed time and cost. The distinguishing
feature of this is low volume and high variety of products. A job shop comprises
of general purpose machines arranged into different departments. Each job
demands unique technological requirements.

BATCH PRODUCTION: Batch production is defined by American Production

and Inventory Control Society (APICS)“as a form of manufacturing in which the
job passes through the functional departments in lots or batches and each lot
may have a different routing.” It is characterized by the manufacture of limited
number of products produced at regular intervals and stocked awaiting sales
PRODUCTION SYSTEM
MASS PRODUCTION: Manufacture of discrete parts or assemblies using a
continuous process are called mass production. This production system is
justified by very large volume of production. The machines are arranged in a
line or product layout. Product and process standardization exists and all
outputs follow the same path.

CONTINUOUS PRODUCTION: Production facilities are arranged as per the

sequence of production operations from the first operations to the finished
product. The items are made to flow through the sequence of operations
through material handling devices such as conveyors, transfer devices, etc.
GARMENTS PROCESS
Garment manufacturers are primarily engaged in the design, cutting and sewing of
garments from fabric. On industrial basis there are certain areas or sequence
through which garments are manufactured
GARMENTS PROCESS
GARMENTS PROCESS
GARMENTS PROCESS
GARMENTS PROCESS
GARMENTS PROCESS
GARMENTS PROCESS
GARMENTS PROCESS
GARMENTS PROCESS
GARMENTS PROCESS
GARMENTS PROCESS
Finishing/Packing
• The next operations are those of
finishing
• Molding may be done to change the
finished surface of the garment by
applying pressure, heat, moisture or
other combination
• Pressing are the basic molding process
• After that checking done then hangtag
attach complete for Glass Room.
• In glass room several process done than
assort is doing according to buyer
demand
• The carton is ready for inspection and
shipment.
PRODUCTION & PRODUCTIVITY
Productivity is the rate at which goods are produced.
Production is defined as the act of manufacturing
goods for their use or sale.

Productivity is the ratio of output to input in

production. It is a measure of the efficiency of
production. It is related to the utilization or the use of
resources to produce goods. It increases the output.

production is the act of creating output, goods or

services which have values and contributes to the utility
of individuals. This may include factors of production
other than labor. The factors of production are the inputs
to the production process. The finished goods are the
output.
PRODUCTION & PRODUCTIVITY
  Productivity Production
It is defined as the
It is defined as the act of
Definition rate at which goods manufacturing
are produced. goods for their use
or sale.
It is the utilization It is the actual
Use of resources to process of
form goods. conversion.
It is the amount of It is the amount of
work one gets for a work done or
Work done
certain spending manufactured that
cost. is the output.
It is the measure of It is the measure of
Measurement
efficiency. produced goods.
EFFICIENCY
The comparison of what is actually produced or performed with what
can be achieved with the same consumption of resources (money, time,
labor, etc.). It is a term used to describe the state of level at which a
business is producing the greatest numbers of units while utilizing the
least amount of resources possible. The idea is to achieve a balance
between use and production without decreasing the quality of the
products that are manufactured.

Parameter of Efficiency
1.Production output from the line (Pcs),
2.Standard allowed minutes (SAM/SMV) for garments,
3.Total number of operators in the line,
4.Total working hours.
EFFICIENCY CALCULATION
Example:
In Zara Fashion Ltd. a garment production line produced 300pcs Sweet shirt
garments in 45 Standard allowed minutes (SAM) by using 40 operators, where
working hours was 8.
Now, estimate the lines efficiency for the mentioned garment production.

Solution:
Here,
Production output from the line- 300pcs
Standard allowed minutes (SAM) for garments – 45
Total number of operators in the line – 40
Total working hours – 8hrs
EFFICIENCY CALCULATION

Here,
Production output from the line- 300pcs
Standard allowed minutes (SAM) for garments – 45
Total number of operators in the line – 40
=70.3% Total working hours – 8hrs
EFFICIENCY Comparison
Parameter Line A Line B

OP 32 19

HP 10 7

WH 8 8

SMV 11.23 5.89

Output 1520 1950

Efficiency ??? ???

Which Line is best???

EFFICIENCY Comparison
Line A Efficiency=(Output/Input)*100%
=((Output*SMV)/(MP*WH*60))*100%
=((1520*11.23)/(42*8*60))*100%

=84.67%
 
 
Line B Efficiency=(Output/Input)*100%
=((Output*SMV)/(MP*WH*60))*100%
=((1950*5.19)/(26*8*60))*100%

=81.09%
 SMV
Standard Minute Value is the time value arrived at for a task based on the average rate of output which qualified
workers will naturally achieve without over exertion provided that they know and adhere to the specified method and
provided that they are motivated to apply themselves to their work. It is the time required for a qualified worker
working at “Standard Performance” to perform a given task. The SMV includes additional allowances for rest and
relaxation, machine delay and anticipated contingencies.

SMV=BASIC TIME+ALLOWANCE

Basic time=Observe time(Cycle time)x rating

Allowance= m/c Allowance + personal Allowance

Cycle Time

Cycle time is the duration of time from the starting point of a task to the starting point of the next task. This time is
captured by the observation of a person’s work by stopwatch.
The formal formula for Cycle Time is-

Cycle time = Total Machine Time + Total Material handling time.

This Cycle Time is also known as Observed Time.
 SMV
Basic Time

Basic Time is the time which is obtained by multiplying rating factor to the Cycle Time (Observed Time).
The formal formula for Basic Time is-
Basic Time = (Cycle Time × Performance Rating)/100

This Basic Time is also known as Normal Time. Allowances are not included in the Basic Time.

Standard Time

Practically nobody can do work continuously for a long time without taking rest. During working there may occurred
machine and needle breakage as well as need to manage bundle during working. Also many other issues may
occurred during working. To measure standard time, some additional time is added due to different types of
allowance and non-avoidable issues.
Formally, standard Time is the time which is measured under the specific conditions as well as considering defined
label of performance.
 SMV
Allowance: The following type of Allowances are applicable in garments industry.

1. Relaxation Allowance

✓ Personal Allowance

✓ Fatigue Allowance

2. Contingency Allowance

3. Machine Time Allowance

SMV
BOTTLENECK & LINE BALANCE
What is a Bottleneck?

In operations, a “bottleneck” is a work stage that cannot meet the production quota even at its maximum
throughput capacity, thereby delaying or stopping the flow of operations.

A bottleneck in production works the same as a physical bottle. The narrow neck reduces the rate at which water
flows out, and causes backup behind it.In an operation, bottlenecks can cause major interruptions to work
productivity, delaying the production process across the board, and failing to keep up with the rate of customer
demand
BOTTLENECK & LINE BALANCE
There are three different classifications of bottlenecks that businesses can run into on any given day. Those
include:

• Production line bottlenecks – When the output of one process is faster than another it leads to an increase in
material piling up, waiting to be used.

• Supply chain bottlenecks – A poorly designed material flow from suppliers is what results in a supply chain
bottleneck. This can be the result of lackluster inventory management, changing products frequently, financing
issues, or an incorrect forecast of demand.

• Bottlenecks caused by People – A lack of effective training leads to inefficient work, which causes ineffective
communication. Both are attributed to low employee morale due to constant work interruptions.

Aside from the different causes of bottlenecks identified above, there are also two different classifications that
bottlenecks fit into. Those are:

• Short-term bottlenecks
• Long-term bottlenecks
 BOTTLENECK & LINE BALANCE
Dealing with Bottlenecks: Examples of Solutions

• Add additional capacity – If a bottleneck is being caused at a specific step in the production process, consider adding
additional capacity. For example, bottlenecks can occur during painting tasks because it may take a longer time than other
steps. Adding a second painting station will effectively double capacity and should eliminate the bottleneck problem.
• Eliminate wasteful steps – Some products may have extra features that customers don't want or need. If these types of
steps are causing a bottleneck, it is a good idea to eliminate them all together to keep work moving along smoothly.
Eliminating waste is an important part of fixing bottlenecks and improving efficiency.
• Add staff – One of the most common causes of a bottleneck is insufficient staffing to complete a task. Hiring additional
employees to work in a specific area is an excellent solution.
• Reduce production – While reducing the rate of production is not typically a good long-term solution, it is better to reduce
production rates than to have huge amounts of inventory building up along the production line.
• Adjust the flow – It is often possible to adjust the workflow to keep things moving. When a bottleneck forms, see if the step
where it is occurring can be skipped and then completed later. This is only a good solution for situations where a temporary
bottleneck forms for some reason, such as a broken machine or absent employees.
BOTTLENECK & LINE BALANCE
Line Balancing
A line is defined as a group of operators under the control of one production supervisor. Balancing is the technique
of maintaining the same level of inventory at each and every operation at any point of time to meet the production
target and to produce garments of acceptable quality. Generally we know line balancing in apparel production means
allocation of sewing machine according to design. It is done for proper allocation of operation and helper in a sewing
line in such a way that smooth production can be possible with minimizing the idle time.

Importance of Line Balancing

• it becomes easier to distribute particular job to each operator.

• It becomes possible to deliver goods at right time at the agreed quality for list cost.
• Good line balancing increase the rate of production.
• It also helps in the determination of labor requirement.
• Good balancing reduces production time.
• Profit of a factory can be ensured by proper line balancing.
• Proper line balancing ensured optimum production at the agreed quality
• It reduces faults in the finished product.
BOTTLENECK & LINE BALANCE
Example of Line Balancing

1. Machine layout with actual production.

Process#1. Production 40 pieces by 1 machine end production 40 pieces.

Process#2. Production 45 pieces by 1 machine end production 40 pieces.
Process#3. Production 75 pieces by 1 machine end production 40 pieces.
Process#4. Production 80 pieces by 1 machine end production 40 pieces.
Process#5. Production 50 pieces by 1 machine end production 40 pieces.

Output: 40pices/hour.
BOTTLENECK & LINE BALANCE

Example of Line Balancing

1. Machine layout with actual production.

Process#1. Production 40 pieces by 1 machine end production 40 pieces.

Process#2. Production 45 pieces by 1 machine end production 40 pieces.
Process#3. Production 75 pieces by 1 machine end production 40 pieces.
Process#4. Production 80 pieces by 1 machine end production 40 pieces.
Process#5. Production 50 pieces by 1 machine end production 40 pieces.

Output: 40pices/hour.
BOTTLENECK & LINE BALANCE
S. No Processs Name SAS Allocated Man

1 BACK & FRONT MATCH 15 1 Pitch Time

2 SHOULDER JOIN BOTH SIDE 15 1 Balanced Efficiency
3 NECK RIB TACK 15 1 Bottleneck Process time
4 NECK JOIN 15 1 UCL
5 SLDR TO SLDR TAPE ATT 17 1 LCL
6 MARK 16 1

7 LABEL ATT 25 2

8 SLEEVE HEM 18 1

9 TRIMMING & PAIR 16 1

Pitch Time=SMV/Tot MP
10 BODY TO SLEEVE MATCH 16 1 Balanced Efficiency=Pitch Time/Bottleneck Time
11 SLEEVE JOIN 35 3 Bottleneck Process time= Maximum Time
12 SIDE SEAM 70 4 UCL= Pitch time/Balanced Eff.
13 SLEEVE OPEN & PRESS TACK 25 2 LCL=2xPitch time-UCL
14 THREAD TRIMMING 12 1

15 BODY HEM 15 1

16 THREAD TRIMING 16 1
BOTTLENECK & LINE BALANCE
S. No Processs Name SAS Allocated Man

1 BACK & FRONT MATCH 15 1

2 SHOULDER JOIN BOTH SIDE 15 1

3 NECK RIB TACK 15 1

4 NECK JOIN 15 1

5 SLDR TO SLDR TAPE ATT 17 1

Pitch Time=SMV/Tot MP=341/23=14.83
6 MARK 16 1
Balanced Efficiency=Pitch Time/Bottleneck Time=14.83/18
7 LABEL ATT 25 2
Bottleneck Process time= Maximum Time=18
8 SLEEVE HEM 18 1 UCL= Pitch time/Balanced Eff.=14.83/82.38%
9 TRIMMING & PAIR 16 1 LCL=2xPitch time-UCL=2*14.83-18=11.66
10 BODY TO SLEEVE MATCH 16 1

11 SLEEVE JOIN 35 3

12 SIDE SEAM 70 4

13 SLEEVE OPEN & PRESS TACK 25 2

14 THREAD TRIMMING 12 1

15 BODY HEM 15 1

16 THREAD TRIMING 16 1
BOTTLENECK & LINE BALANCE
S. No Processs Name SAS Allocated Man

1 BACK & FRONT MATCH 15 1

Control Chart
2 SHOULDER JOIN BOTH SIDE 15 1

3 NECK RIB TACK 15 1

4 NECK JOIN 15 1
20
18 18 18 18 18
17 18 18 18 18 18 18 18
18 18 18 18 18
15 15 15 15 15 15 16
15 15 15 16
15 16
15 15 15 15 15 15 16
15
5 SLDR TO SLDR TAPE ATT 17 1
12 12 12 12 12 12 13
12 12 12 12 12 12 13
12 12 12 12
6 MARK 16 1 10

7 LABEL ATT 25 2 5

8 SLEEVE HEM 18 1 0

MARK
NECK RIB TACK
NECK JOIN

SLEEVE JOIN
SHOULDER JOIN BOTH...

BODY TO SLEEVE M...

BACK & FRONT MATCH

THREAD TRIMMING

THREAD TRIMING
SLEEVE OPEN & PRES...
SLDR TO SLDR TAPE ATT

LABEL ATT
SLEEVE HEM

SIDE SEAM

BODY HEM
TRIMMING & PAIR
9 TRIMMING & PAIR 16 1

10 BODY TO SLEEVE MATCH 16 1

11 SLEEVE JOIN 35 3

12 SIDE SEAM 70 4

13 SLEEVE OPEN & PRESS TACK 25 2 Pitch Time Alloc Time/ Man UCL LCL
14 THREAD TRIMMING 12 1

15 BODY HEM 15 1

16 THREAD TRIMING 16 1
 LINE LAYOUT
Buyer GU                 Order No  
Style 60346 F 015A Operation Breakdown Remarks  

Machine Alloc Allocate Proces Attachme

S. No Processs Name SAS UCL LCL d Man TGT / Man TGT@ Remarks
Name Pitch
Time
Time/
Man
85% s TGT nt Summary
1 BACK & FRONT MATCH HP 15 15 15 18 12 1 240 204 204    
Target Summary Workers' Summary
2 SHOULDER JOIN BOTH SIDE OL 15 15 15 18 12 1 240 204 204    

3 NECK RIB TACK SN 15 15 15 18 12 1 240 204 204     SMV 5.68 Operato 17

r
4 NECK JOIN OL 15 15 15 18 12 1 240 204 204     Allowance 10% Helper 6
5 SLDR TO SLDR TAPE ATT FOA 17 15 17 18 12 1 212 180 180     SMV with Allowance 6.25 Quality 0
6 MARK HP 16 15 16 18 12 1 225 191 191     Tgt/Hr @ 100% 221 Total 23
7 LABEL ATT SN 25 15 13 18 12 2 144 122 245    

8 SLEEVE HEM FL 18 15 18 18 12 1 200 170 170    

9 TRIMMING & PAIR HP 16 15 16 18 12 1 225 191 191            

10 BODY TO SLEEVE MATCH HP 16 15 16 18 12 1 225 191 191    
Machine Summary
SN 5 SM 0
11 SLEEVE JOIN OL 35 15 12 18 12 3 103 87 262    
FL 2 IM 0
12 SIDE SEAM OL 70 15 18 18 12 4 51 44 175    
OL 9 RC 0
13 SLEEVE OPEN & PRESS TACK SN 25 15 13 18 12 2 144 122 245     FOA 1 FD 0
14 THREAD TRIMMING HP 12 15 12 18 12 1 300 255 255    

15 BODY HEM FL 15 15 15 18 12 1 240 204 204    

16 THREAD TRIMING HP 16 15 16 18 12 1 225 191 191    

Total 341   23  
CAPACITY & PRODUCTION STUDY
CAPACITY & PRODUCTION STUDY
Capacity Study is the ability to perform real physical work, and work ability is a result of interaction of worker
to his or her work that is how good a worker is at present, in near future, and how able is he or she to do his
or her work with respect to work demands and health and mental resources

Production study is a continuous and lengthy study (may be of days), taken with purpose of checking the
present or proposed standard time. It may be used to obtain the information affecting the rate of output. So
production study is not a standard time setting technique but a checking technique.

Why Need:
• To check the accuracy of time study, conducted earlier.
• To check the standard time, whenever it encounters any challenge.
• To insure the time standards do cover all the activities.
• To check the process when the performance of worker is found progressively deteriorating. To estimate
the various delays or waiting times etc.
• To make the performance records of various department.
• To estimate relaxation and interference allowances.
AGAIN EFFICIENCY
CALCULATION
Here,
Production output from the line- 300pcs
Standard allowed minutes (SAM) for garments – 45
Total number of operators in the line – 40
=70.3% Total working hours – 8hrs
AGAIN EFFICIENCY
CALCULATION

•Line Target
•Total MP Need
•ToTal Hour Need
•SMV
SKILL MATRIX
A skills matrix pinpoints the skills that a team/organization has or needs in
order to do their job effectively. By creating a skills matrix, organizations can
easily identify where employees are succeeding and where they need to
improve. using an employee skills matrix chart will allow us to see at a glance
who has the skills to work on various tasks

Benefits of skills matrix

• Individual growth
• Employee retention
• Productivity
SKILL MATRIX
SKILL MATRIX
TAKT TIME
Takt time is the rate at which need to complete a product to
meet customer demand. It allows to optimize capacity in the
most appropriate way to meet demand without keeping too
much inventory in reserve. The term originates from the German
word “takt”, which means a beat or a pulse.

Takt time can be first determined with the formula:[7]

T = Ta/D

Where
T = Takt time or Takt, e.g. [work time between two consecutive
units]
Ta = Net time available to work during the period, e.g. [work time
per period]
D = Demand (customer demand) during the period, e.g. [units
required per period]
TAKT TIME
Example:

If there are a total of 8 hours (or 480 minutes) in a shift (gross time) less 30 minutes lunch, 30 minutes for
breaks (2 × 15 mins), 10 minutes for a team briefing and 10 minutes for basic maintenance checks, then the
net Available Time to Work = 480 - 30 - 30 - 10 - 10 = 400 minutes.

If customer demand were 400 units a day and one shift was being run, then the line would be required to
output at a minimum rate of one part per minute in order to be able to keep up with customer demand.

Why is Takt Time Important?

• It is important for reducing the waste of your process.

• Takt time can help to maintain a continuous flow of work
and reduce Mura (unevenness) in your workflow.
• takt time is valuable for optimizing storage costs as it will
help avoid overproduction.
TAKT TIME
Takt Time vs. Cycle Time vs. Lead Time

In the beginning, people tend to confuse takt time with lead time and
cycle time, which are Lean metrics of no lesser importance

• Lead time is the time frame between an order being received and
the client getting their value.
• Cycle time is the time your team spends actively working on a
customer order.
• Takt time is the maximum amount of time you need to comply
with to meet customer demand.
THREAD CONSUMPTION
For apparel merchandising, in today’s competitive marketplace, there is a need for tight cost control. A realistic
estimation of potential thread requirements for particular garment styles or contracts will not only end up saving
money, and warehouse maintenance. As, if you buy sewing threads more than you require that will be a matter of
extra warehouse maintenance. To understand sewing thread consumption we also need to understand the Seam
and Stitch analysis.

There are two methods generally used to calculate the amount

of thread in a seam and hence the thread consumption in the
sewn product:

• By measuring the actual amount of thread consumed

• By calculation using thread consumption ratios
THREAD CONSUMPTION
By calculation using thread consumption ratios

Step 1: To calculate thread ratio, you need a sewing machine, fabric and sewing thread that will be used
for bulk production. For fabric and thread, you can take similar thickness and same thread count in case
actual is not available.

Step 2: Sew a seam of 12 cms long and take 10 cms seam out of it by trimming 1 cm from both edges.

Step 3: Unravel both needle thread and bobbin thread from the seam. Remove crimp from the unraveled
thread and measure its length in cm. Generally, it will be higher than the seam length. Now find the
multiplying factor by dividing thread length with seam length. Assume unravelled needle thread length is
12.5 cm then needle thread multiplying factor is 12.5/10 or 1.25.
Using this method you can find out any types of machines’ thread consumption factors.

Step 4: Once you have consumption factors then it is easy to calculate total thread consumption. Measure
the seam length of all operations of the garment and get thread requirement by multiplying thread
consumption factor. Add thread wastage 15% for the thread that trims out from each end of the seam.
THREAD CONSUMPTION Size: BODY CONTARST  
TTL Thread Down/
Length Top/
Operation Breakdown Length M/C type Freq. Ratio Sew allow Total consumptio Top Down Top Down Top Down Needle Bobin,Lo
(CM) n (meters) Thread Thread Thread Thread Thread Thread oper
INSEAM 71 OL-4 2 20 5.08 76.08 30.43 50/2 50/2         6.09 24.3
BK & FR RISE 74 OL-4 1 20 5.08 79.08 15.82 50/2 50/2         3.16 12.7
SIDE SEAM 92 OL-4 2 20 5.08 97.08 38.83 50/2 50/2         7.77 31.1
INSEAM BARTACK 1 BT 1 40 5.08 6.08 2.43 50/2 50/2         1.22 1.2
CUFF MAKE 18 SN 2 3 2.54 20.54 1.23     50/2 50/2     0.62 0.6
CUFF JOIN 37 OL-4 2 20 5.08 42.08 16.83 50/2 50/2         3.37 13.5
BELT FAB TUCK 18 SN 1 3 2.54 20.54 0.62     50/2 50/2     0.31 0.3
BELT FABRIC 2 PART ATTACH 96 OL-4 1 20 5.08 101.08 20.22     50/2 50/2     4.04 16.2
ELASTIC TUCK 18 SN 1 3 2.54 20.54 0.62     50/2 50/2     0.31 0.3
ELASTIC TUCK WITH FABRIC 2 SN 4 3 2.54 4.54 0.54     50/2 50/2     0.27 0.3
ELASTIC ATTACH WITH FABRIC 98 FL-2 1 9 7.62 105.62 9.51     50/2 50/2     2.85 6.7
BELT T/S 110 FL-3 1 16 7.62 117.62 18.82     50/2 50/2     7.53 11.3
BELT SERVISING 110 FL-2 1 9 7.62 117.62 10.59 50/2 50/2         3.18 7.4
BELT JOIN 110 OL-4 1 20 5.08 115.08 23.02 50/2 50/2         4.60 18.4
LABEL MAKE 3 SN 1 3 2.54 5.54 0.17 50/2 50/2         0.08 0.1
L.B.L ATTACH 4 SN 1 3 2.54 6.54 0.20 50/2 50/2         0.10 0.1
  862         935.66 189.86             45.49 144.37
                               
Study size: 18/20                          
  Body-COTTON(SPARAW) Con-COTTON WHITE-COTTON      
TTL TTL TTL
TTL.MIT TTL.MIT
TTL.MIT TTL.MIT TTL CONE TTL.MIT ADD+2 Total Cone CONE TTL.MIT ADD+20 TTL CONE
ADD+20% CONE ADD+1 ADD+15 CONE ADD+15
0% %
  5% % %      
  138.31 172.89     51.55 62     0.00            
STORE
163 M       88 M            
  SUPPLY      
CPM
CPM: cost per minute is a financial term used to describe the total cost a project or goal takes per minute of time.

In general cost per minute is used to define cost per unit time for jobs that are usually priced on an hourly basis,
but often take less than an hour of time.

For example, if a lawyer is hired for a job and costs $200 per hour, but only averages 15 minutes of work on the
case per day, it helps to understand the cost per minute to better understand the total cost.

First, determine the total cost of the project.

determine the total amount of time it took for the project to be

completed
CPM
CPM: Example
The formula used to calculate the actual cost per minute of a line

= Actual salary for the day/ (Total garment produced x SMV)

So, you have to find the following three parameters -

• Calculate the actual salary of all operators and other direct labors working on the line in a day
• Total pieces made by the line
• Garment SMV of the running order

CPM=1000000/(12000*8.9) Total Salary=1000000 Taka

=9.36 Taka Total Production=12000
SMV=8.9
TIME & MOTION STUDY
• Motion and Time Study is a scientific method designed by two different people for
the same purpose, to increase productivity and reduce unit cost. The two
methods evaluate work and try to find ways to improve processes.
• Frank B. Gilbreth invented motion study designed to determine the best way to
complete a job.
• Frederick W. Taylor designed Time Study; it measures how long it takes a worker to
complete a task.
• Time and Motion Study has become a necessary tool for businesses to be
successful today. Time and Motion Study is very important in production control.

Objective
• The objective of the Time and motion study is to determine a normal or average
time for a job by using observers to record exactly how much time is being devoted
to each task
TIME & MOTION STUDY
Principles of motion economy
• Analysis of an operation when carried out in terms of individual motion of a worker is
known as Motion analysis.
• The purpose of motion analysis is to design an improved method which would eliminate
unnecessary motion and employs human effort more productively.
• It consists of a set of rules designed by Gilbreth and later rearranged and amplified by
others(Branes Lowry et al) to develop better methods.

It is classified into following 04 categories: Rules concerning human body, workplace

layout and material handling, Tools and Equipment Design and time conservation.
TIME & MOTION STUDY
Principles of motion economy
• Analysis of an operation when carried out in terms of individual motion of a worker is
known as Motion analysis.
• The purpose of motion analysis is to design an improved method which would eliminate
unnecessary motion and employs human effort more productively.
• It consists of a set of rules designed by Gilbreth and later rearranged and amplified by
others(Branes Lowry et al) to develop better methods.

It is classified into following 04 categories: Rules concerning human body, workplace

layout and material handling, Tools and Equipment Design and time conservation.
1. Rules concerning human body
2. Rules concerning workplace layout and material handling
3. Rules concerning Tools and Equipment Design
4. Rules concerning time conservation
TIME & MOTION STUDY
Rules concerning human body

1. Both hands should be used for productive work.

2. Both hands should start and finish their motion at the same time.
3. Except for the rest period, the two hands should not be idle at one time.
4. Motion of both the hands and arms are symmetrical, simultaneous and opposite to
each other.
5. Motions should be simple and involve minimum number of limbs. (The purpose-
shortes duration and minimum fatigue)
6. Motion should be smooth and continuous. There should not be sharp direction
change and frequent stop.
7. It is desirable for a worker to employ momentum to assist him.
8. A worker may use mechanical aids to assist him to overcome muscular effort.
TIME & MOTION STUDY
Rules concerning workplace layout and material handling
1. There should be a definite, fixed and easy accessible location for materials and tools.
2. As far as possible, materials, tools and other mechanical devices should be kept close to
work place.
3. Gravity should preferably be employed wherever feasible with a conveyor for
transportation and delivering materials at the workplace between various workstations
and departments.
4. An assembled and final product should preferably be dropped on a conveyor near the
workplace so that gravity delivers the job at the required place.
5. Tools and materials should preferably be located in the order/sequence in which they will
be required for use.
6. Good illumination is required for proper seeing, fast operating and reducing the
accidents.
7. In order to impart rest to some of the limbs, an operator may sometimes sit or stand
while working. This necessitates a relationship between his chair, height of table or work
piece.
TIME & MOTION STUDY
Rules concerning Tools and Equipment Design
1. Jigs, fixtures and foot operated devices should be employed to reduce the work load on
hand
2. Tools should be multipurpose and easy to handle.
3. Foot-operated switches and controls should be designed as far as possible to reduce the
workload on the hands.
4. Tools and materials should be properly arranged and located near the workpiece.
5. Tools and materials should be located in the order of their use.
6. There should be maximum surface contact between the tool handle and hand. It helps
proper application of hand force and minimizes fatigue.
7. Gravity should be used for delivery of materials and finished goods.
8. Where the work is supposed to be carried out by fingers, the load distribution on each
finger should be as per normal capacity of finger.
TIME & MOTION STUDY
Rules concerning time conservation
1. Even temporary ceasing of work by a man or m/c should not be encouraged.
2. Machine should not run idle as it leads to loss of production and power.
3. Two or more jobs should be done at the same time, or two or more operations should be
carried out on a job simultaneously.
4. Number of motions involved in completing a job should be minimized.
5. The loading and unloading of the job and the cycle time should be synchronized in such a
manner that one operator can be multi-functional or can simultaneously operate a
number of machines
TIME & MOTION STUDY
Procedure in Motion Analysis
The steps in motion analysis are as follows:

a) Select: Select the work to be studied.

b) Record: Record all the relevant facts of the proposed work by direct observation.
c) Examine: Examine the facts critically in sequence, using special critical examination sheet.
d) Develop: Develop the best method i.e. the most practical, economic and effective
method under prevailing circumstances using the principle of motion economy.
e) Install: install that method as standard practice.
f) Maintain: maintain that standard practice by regular routine check.
TIME & MOTION STUDY
Time Study Technique
Time study using stop watch is the most popular technique for determining standard time.
The first task of the analyst is to divide the work/job into smaller work elements in such a
way that the time for each element should not be less than 3 seconds because for such
elements, recording time is difficult.

The steps of time study are as follows:

Step 1: First select the job to be studied. Breakdown the work content of the job into smallest possible
elements. Then, inform the worker and define the best method.
Step 2: Observe the time for appropriate number of cycles (such as 25 to 50).
Step 3: Determine the average cycle time (CT)
Step 4: Determine the normal time (NT)
Step 5: Determine the standard time using Givenformula.
TIME & MOTION STUDY
Time Study Equipment
The following equipment is needed for time study work.
• Timing device
• Time study observation sheet
• Time study observation board
• Other equipment
Timing Device. The stop watch is the most widely used timing device used for time study,
although electronic timer is also sometimes used. The two perform the same function with the
difference that electronic timer can measure time to the second or third decimal of a second
and can keep a large volume of time data in memory.
Time Study Observation Sheet. It is a printed form with spaces provided for noting down the
necessary information about the operation being studied, like name of operation, drawing
number, and name of the worker, name of time study person, and the date and place of study.
Spaces are provided in the form for writing detailed description of the process (element-wise),
recorded time or stop-watch readings for each element of the process, performance rating(s) of
operator, and computation.
TIME & MOTION STUDY
Time Study Equipment
Time Study Board. It is a light -weight board used for holding the observation sheet and
stopwatch in position. It is of size slightly larger than that of observation sheet used. Generally,
the watch is mounted at the center of the top edge
Other Equipment. This includes pencil, eraser, device like tachometer for checking the speed,
etc.
 TIME & MOTION STUDY Process Analysis-Moon Label attach

Project Before
analysis slide 3
Process Procedure MC/HP SMV Production Improvement
After
Moon mark by pattern then 1 HP 0.23 261 pcs
Before
place the label at mark and
2 MC 0.48 250 pcs
attach by plain machine
Moon 1 HP save and
Label Process Name
Zig is given for moon
placement and label
time
Attach save .21min
placement found by laser.
After 2 MC 0.5 240 pcs
Align the label with laser
point and attach by pain
machine Procedure
Lorem ipsum dolor sit
Before amet, consecteturAfter
adipiscing elit, sed do
eiusmod tempor
incididunt ut labore et
dolore magna aliqua.

Time Required
 TIME & MOTION STUDY Process Analysis-Moon Label attach

Project Before
analysis slide 3
Process Procedure MC/HP SMV After
Production Improvement
1 HP 0.31 194
Before Hole position mark by
helper then lining took as 1 HP save
Hood 1 MC 0.58 103
a support and make hole and time
Hole Process Name save .33 min .
Mark &
hole position come by Production
Make
After laser and the lining place 1 MC 0.56 107 increase 4 pcs
in guide to make hole
Procedure
Lorem ipsum dolor sit
Before amet, consecteturAfter
adipiscing elit, sed do
eiusmod tempor
incididunt ut labore et
dolore magna aliqua.

Time Required
 TIME & MOTION STUDY Process Analysis-Moon Label attach

Project Before
analysis slide 3
Process Procedure
Drawstring end tack
MC/HP SMV Production Improvement
After
Before given by plain machine
then cut manually by 2 M/C 0.54 214
Scissor. Fold the end by
hand and given tack Time save .33
Drawstring Measure & min .
cut, End tack & Fold
tack
Process Name
Drawstring end tack
Production
increase 47 pcs
done by BASS machine
After then cut by auto scissor. 2 M/C 0.46 261
For folding special
Procedure
spoon is given

Lorem ipsum dolor sit

Before amet, consecteturAfter
adipiscing elit, sed do
eiusmod tempor
incididunt ut labore et
dolore magna aliqua.

Time Required
5S
5S the methods of determining an organizations approach to
its business is to evaluate its workplace organization capability
& visual management standards.
It is not just about housekeeping, but concentrating on
maintaining the standards & discipline to manage the
organization. uses a list of five Japanese words: seiri, seiton,
seiso, seiketsu, and shitsuke. Translireted into Roman Script,
they all start with the letter "S". The list describes how to
organize a work space for efficiency and effectiveness by
identifying and storing the items used, maintaining the area
and items, and sustaining the new order. The decision-making
process usually comes from a dialogue about standardization,
which builds understanding among employees of how they
should do the work.
5S

5
SORT When in doubt, move it out
SET IN ORDER a place for
everything and return everything to its place

SHINE clean up our work area

S
STANDARDIZE set rules for use
that the entire team supports and agrees to

SUSTAIN make 5S a habit by

integrating it into our daily work routines
 5S
Benefits of 5S
.
• Reduce Waste
• Increase Compliance
• Increase inventory control
• Increase productivity
• Improve safety

In some quarters, 5S has become 6S, the sixth element being

Safety .

Example of 5S
.
DIFFERENT WASTAGE
• The waste is defined as anything that
doesn’t add value to your customer.
• Any activity that does not change the
product or assembly is waste.
Toyota (Taiichi Ohno) define waste as;

• anything other than the minimum amount

of equipment, materials, parts, and working
time absolutely essential to production
DIFFERENT WASTAGE
How much is Waste?
Many studies have shown that we only
add value to a product for less than 5%
of the time, the rest of the time is
wasted! If you were to do a
value stream map of our value stream
we may be surprised (horrified) at what
we would find.
 DIFFERENT WASTAGE
What is our Customer Willing to Pay For?
• Value Add work
• The value can be defined as What does our customer really
want? What are they willing to pay for? and this usually can be
broken down into three areas; Quality, Cost and Delivery.

• Non Value Add work

• The non value can be defined as anything that the customer are
not willing to pay for. Its required to add value to the product

• Necessary
• Just because a process step is not value-added does not mean it is a bad
thing.  Processes all include steps that do not add value, but are necessary
to make the product or service happen.

• Unnecessary
• In these steps resources are expended, delays occur, and no value is added
to the product or service.   Customers are absolutely not willing to pay for
these activities.
 DIFFERENT WASTAGE
7 Wastes
1. Transportation
2. Inventory
3. Motion
4. Waiting
5. Over Production
6. Over Processing
7. Defect/rework
 DIFFERENT WASTAGE
Transportation
• Transport is the movement of materials from one location to
another or people from one place to another

• Examples:
• Shipping product
• Moving materials in the shop
• Moving spare parts
• Moving marketing material for trade show

• Excess transport may caused by:

• Poor layout
• Lengthy or complex material handling
• Large batch size
• Multiple storage location
 DIFFERENT WASTAGE
Inventory
• Inventory is the raw materials, work in progress (WIP) and
finished goods stock that is held, we often hold far more than is
required to produce goods and services when the customer
wants them.

• Examples:
• Cost
• Space
• Quality
• Operations

• Excess Inventory may caused by:

• Lack of balance in work flow
• Failure to observe first in first out
• Incapable process
• Long changeover time
 DIFFERENT WASTAGE
Motion
• Waste of motion is any motion/movement of man and or
equipment that does not add value to the product or service.
Motion is, simply put, moving more than necessary when
doing work
• Examples:
• Searching for hand tools or material
• Walking to find people or information
• Extra computer clicks
• Looking for specific file
• Trips to copier machine or printer

• Excess Inventory may caused by:

• Facility layout
• Shared hand tools
• Poor workstation design
• Manual process technology
 DIFFERENT WASTAGE
Waiting
• Waste of waiting is any idle time produced when two interdependent
processes are not completely synchronized. Its results from customer
orders, inventory or completed products waiting in que fir a process
to begin
• Examples:
• Operator waiting for machine to finish cycle
• Products waiting for people
• People waiting for material
• Waiting for decision
• Waiting for supplier/customer confirmation
• Slow internet

• Excess Inventory may caused by:

• Unbalanced workflow
• Lack of skilled
• System downtime
• Machine breakdown
• Long changeover time
 DIFFERENT WASTAGE
Overproduction
• When a facility produces too much of a product, it is a form of
waste. Even if the product does eventually sell, it causes certain
types of waste. Producing more than our customer is requesting
or before they request it
• Examples:
• Oversupply
• Wasted raw material
• Too many meeting
• Not required work
• A report that no one read
• Sending unnecessary email

• Excess Inventory may caused by:

• Unstable schedule
• Working to forecast not actual demand
• Push production system
• Large batch size
 DIFFERENT WASTAGE
Over processing
• Over processing is Unnecessary manual work that does not
contribute value to the product. Extra operations, such as
rework, reprocessing, handling and storage that occurs
because of defects
• Examples:
• Complex checklist with unused field
• Highly sophisticated machine for simple task
• Approval queues
• Printing every email
• Collecting unused data

• Excess Inventory may caused by:

• Unclear customer demand
• Poor communication
• Lack of effective and creative problem solving
• Lack of trust and control issue
 DIFFERENT WASTAGE
Defect
• These are products, materials or services that do not meet
expectation or conform to specification. Corrections and
defects are anything not done correctly the first time and must
be repaired
• Examples:
• Quality problem and failure
• Correction, rework or scrap
• Rejected paperwork
• Incorrect approval chain

• Excess Inventory may caused by:

• Unclear customer demand
• Poor communication
• Lack of effective and creative problem solving
• Lack of trust and control issue
• Skill shortage/operator error
 DIFFERENT WASTAGE
Additional waste
• Not utilizing people’s experience, skill knowledge or creativity

• Failure to involve the work force in the design and

development of their workplace to incorporate practical
solution and build ownership leads to sub-optimal
performance

• It is happen due to:

• Lack of empowerment
• Not utilizing employee’s brain
• Lack of suggestion
• “that’s not my job” attitude
• Lack of cross-training
 DIFFERENT WASTAGE
Solution
Plan Do

• Deliver only what customer value

• First you must see it – MAKE IT VISIBLE! Act Check

• Value Stream Mapping

• Problem Solve
• Keep watching
QUESTION???
Any question regarding discussed topics