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Line balancing
Line balancing
Line balancing
Line balancing
Line balancing
Line balancing
Line balancing
Line balancing
Line balancing
Line balancing
Line balancing
Line balancing
Line balancing
Line balancing
Line balancing
Line balancing
Line balancing
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Line balancing

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Line Balancing Concepts for Garment Production

Line Balancing Concepts for Garment Production

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  • 1. LINE BALANCING (Process Organization) Prepared by: Shaheen Sardar BSc Textile Engineering MS Textile Management Line Balancing Garment Manufacturing
  • 2. LINE BALANCING (Process Organization) The Line Balancing is “to design a smooth production flow by allotting processes to workers so as to allow each worker to complete the allotted workload within an even time”
  • 3. LINE BALANCING (Process Organization) It is a system where you meet the production expectations and you can find the same amount of work in process in every operation at any point in the day.
  • 4. Reasons to have balance the production line results in higher net (1) Keeping inventory costs low income (2) Keeping normal inventory levels lets the operator work all day long giving him/her the opportunity to earn more money by increasing his/her efficiency (3) Keeping the line balanced let’s the supervisors improve other areas because they can use their time better (4) Balanced production keeps prices low which turns into repeat sales (5) Balanced production means better production planning.
  • 5. Balancing Tools The most basic tools are Production Sheets, the Daily production report, the inventory levels by operation and the Production Boards.
  • 6. How do we start balancing the production line? Well we can start by determining how many operators for each operation are needed for a determined level of production. After this we need to determine how much WIP we need to anticipate production problems. Recommended WIP is 1-hour inventory level for each operation. A good range would be from 30 min to 120 min inventory level.
  • 7. There are 3 rules for balancing: (1) Have at least ½ hour of WIP for each operation (2) Solve problems before they become any larger (3) Meet production goals by keeping every operator working at their maximum capacity
  • 8. Work In Process (WIP) What is WIP? WIP is made up of all garments and their parts that are not completely finished.
  • 9. How can we manage WIP? (1) Production planning (2) Trims control (3) Production Build-up (4) Balancing (5) Cut Flow Control
  • 10. OUT PUT HIGH WIP LOW Balancing Matrix LOW
  • 11. Pitch Time Reference value for synchronization in the division of labour is called Pitch Time (PT). Pitch Time provides average time allotted to each worker.
  • 12. PITCH DIAGRAM (seconds) 160 Bottleneck Process 140 140 Work Allotment Time 120 115 105 110 100 80 95 140 80 60 70 40 20 A B C D E F G Name of worker (In order of processes) H
  • 13. Bottleneck Process: The time at which the longest time is required is called “bottleneck Process” The state of line organization should be evaluated as “Organization Efficiency” Using the pitch time and Bottleneck Process Time. Organization Efficiency (%) = Pitch Time ________________________ x 100 Bottleneck Process Time 100 = ______ X 100 140 = 71.4 % (For the aforementioned case study)
  • 14. Pitch Diagram in the form of Bar Graph 2nd bottleneck Process Loss in balance 1st bottleneck Process Loss in balance (Seconds) 160 140 Work Allotment Time 120 14 0 100 80 60 85 115 110 10 5 80 40 70 95 20 A B C D E F Name of worker (in the order of processes) Pitch Diagram (bar graph) G H
  • 15. How to reduce the number of bottleneck processes (1) Investigate the relation between the bottleneck process and its previous and subsequent processes to correct the line organization. (2) Investigate whether it is possible to further divide the process. (3) Conduct the motion study for work improvement. (4) Make improvements to equipment, jig and tools. (5) Mechanize the manual work. (6) Change the positions of workers. (7) Investigate the modification to the machining specifications. (8) Make it a rule to lend the worker in charge of the bottleneck process a helping hand
  • 16. Control limit (seconds) Bottleneck Process 140 Work Allotment Time 160 140 120 Upper Limit 115 105 110 100 80 95 Lower Limit 140 85 80 60 70 40 20 A B C D E F G Name of worker (In order of processes) H
  • 17. Control limit Pitch Time Upper Limit = _________________________X 100 Target organization efficiency = 0.85 = 117.6 Seconds Lower Limit x 100 – 117.6 = 2 x Pitch Time – Upper Limit = 82.4 Seconds = 2

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