Project Reportof Velocity Apparelz Nort Africa

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Thia report is prepared by an employee of AMETHIA EXPORT, during his research study in NORTH AFRICA

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Project Reportof Velocity Apparelz Nort Africa

  1. 1. Presented by GUNJAN KUMAR B.Tech (apparel production) N.I.F.T- Hyderabad INDIA 09582016928 VELOCITY APPARELZ CO(ESC ) Egypt North Africa In Association With Amethia Export P K Sahab (Director) Amethia Export INTERNSHIP
  2. 3. Analysis of fabric inspection process. Identify the difficulties, capacity, and improve the work method to increase the productivity PROJECT-1 <ul><li>OBJECTIVE </li></ul><ul><li>Increase the over all productivity </li></ul><ul><li>Increase the profitability </li></ul><ul><li>Effective utilization of operators </li></ul><ul><li>Reduce handling </li></ul><ul><li>METHEDOLOGY </li></ul><ul><li>Observe the whole inspection process </li></ul><ul><li>Collect the data at various interval of time </li></ul><ul><li>Doing time study </li></ul><ul><li>Doing activity sampling </li></ul>
  3. 4. Capacity measurement: RESOURCES: No of inspection m/c = 02 No of operator = 09 <ul><li>Observations:- </li></ul><ul><li>641 yards = 641×0.9144m = 586.13m inspection / hour /m/c </li></ul><ul><li>Inspection from both m/c = 586.13 ×2 = 1172.26m/hour </li></ul><ul><li>Inspection in one shift from both m/c = 1172.26m×7.5 = 8791.95mtr </li></ul><ul><li>Total inspection in 24hour = 8791.95m×3= 26375.85m </li></ul>
  4. 5. <ul><li>What is our requirement …… ?.?.? </li></ul><ul><li>Average we produce 15000 garment (Including Unit-1,2 and 3) </li></ul><ul><li>So our fabric requirement should be 15000×1.20 = 18,000 mtrs.a </li></ul>Apply “ right first time ” for better quality
  5. 6. <ul><li>Why inspection rate is low ……..??? </li></ul><ul><li>REASON </li></ul><ul><li>Non productive time </li></ul><ul><li>Poor work method. </li></ul><ul><li>No proper guideline for supervisor and worker. </li></ul><ul><li>Absenteeism </li></ul>
  6. 7. <ul><li>Calculation of non-productive time </li></ul><ul><li>Non -productive time /cycle = 3 min </li></ul><ul><li>Non-productive time in 1 hour = 3×4 = 12min </li></ul><ul><li>Non-productive time in 1 hour (both m/c) = 12m×2 = 24 min </li></ul><ul><li>Non -productive time in 1 shift = 24×7.5 = 180min = 3 hour </li></ul><ul><li>We have total = 9 ×3 = 27 non-productive hour </li></ul><ul><li>We have total = 7.5 × 9 = 67.5 working hour </li></ul><ul><li>% of non-productive hour = 27 × 100 = </li></ul><ul><li>  </li></ul>67.5 40%
  7. 8. <ul><li>Calculation of loss due to non-productive time </li></ul><ul><li>Company expenditure on man power in fabric inspection </li></ul><ul><li>Supervisor-------2500 </li></ul><ul><li>Worker-1 ------ 800 </li></ul><ul><li>Worker-2 ------- 575 </li></ul><ul><li>Worker-3 ------- 450 </li></ul><ul><li>Worker-4 ------- 350 </li></ul><ul><li>Worker-5 ------- 350 </li></ul><ul><li>Worker-6 ------- 350 </li></ul><ul><li>Worker-7 ------- 350 </li></ul><ul><li>Worker-8 ------- 350 </li></ul><ul><li>Total = 6075 pond/month </li></ul><ul><li>40% of 6075 = 2430 pond/month </li></ul>2430
  8. 9. <ul><li>SOLUTIONS: </li></ul><ul><li>Improve the work method. </li></ul>
  9. 10. <ul><li>2.) How absenteeism affect the productivity </li></ul><ul><li>Out of nine worker ,if any worker (even one) is absent, supervisor stop one machine for entire shift. This is reducing the fabric inspection productivity up to 50% </li></ul><ul><li>In this case almost three worker do nothing, only spent time here </li></ul><ul><li>& there. </li></ul><ul><li>Solution: </li></ul><ul><li>Supervisor should motivate the worker properly. </li></ul><ul><li>Suppose in any case one worker will be absent. He should manage </li></ul><ul><li>that one operator from somewhere in company, and should not stop </li></ul><ul><li>the inspection. </li></ul>
  10. 11. <ul><li>Suggestion </li></ul><ul><li>There should be a working guidance for supervisor </li></ul><ul><li>There should be 2 checker for 2 m/c, and 2 helper for both the m/c, for loading and unloading the rolls. (means in 1 cycle they combine should perform 4 operation, 2-loading and 2-unloading alternatively) </li></ul><ul><li>One extra fabric loader is needed for continuous operations. </li></ul><ul><li>When helper will go for stored the checked roll, they should return with unchecked </li></ul><ul><li>roll. </li></ul><ul><li>Two extra long iron rods is needed for continuous operation. </li></ul><ul><li>One rack should be there to store the shrinkage and blanket fabric. </li></ul><ul><li>New inspection sheet should be implemented for data collection because previous one not giving the entire information about fabric. </li></ul><ul><li>One guidelines and target board should be there in working area. </li></ul>
  11. 12. <ul><li>Study the activity between Spreading , Cutting and Line feeding . </li></ul><ul><li>Develop a system that control the WIP and bottleneck at various place. </li></ul><ul><li>Objective </li></ul><ul><li>Proper planning for coming style. </li></ul><ul><li>Maintain proper buffer stock in cutting section and pocket setting section. </li></ul><ul><li>Reduce the uncertainty in process. </li></ul><ul><li>Methodology </li></ul><ul><li>Analysis of whole process from spreading, cutting , pocket setting and line </li></ul><ul><li>feeding. </li></ul><ul><li>Consider all the possibilities for improvement. </li></ul>Project-2
  12. 13. IF One Changes … It Will Affect All The Others <ul><li>Cutting room activity is the first activity of production operation, if there is any problems in this section………………………..it will affect all the other next operation. </li></ul><ul><li>Objective is find out a system where there should be 2 day’s buffer stock in cutting and 1 day buffer in pocketing section. </li></ul><ul><li>“ RIGHT FIRST TIME” </li></ul><ul><li>To achieve this target we should plan accordingly and send specific plan to cutting manager 3 days before . </li></ul><ul><li>Now its cutting manager’s responsibilities to implement the planning on time. </li></ul>
  13. 14. <ul><li>Problem : </li></ul><ul><li>Proper Planning in cutting section </li></ul><ul><li>Motivation of worker </li></ul><ul><li>Does not fixing the daily target </li></ul><ul><li>Absenteeism </li></ul><ul><li>Coordination </li></ul>
  14. 15. Process flow Fabric issue Laying Cutting Numbering & bundling Planning Mini fabric store Cutting stock Line feeding
  15. 16. Lay out of cutting department OFFICE OFFICE USELESS SPAC GERBER GERBER GERBER TICKETING & BUNDLING TICKETING & BUNDLING TICKETING & BUNDLING Fabric comes this way ???????? …………………………………………………………………………………………… . ……… OFFICE USELESS SPAC GERBER GERBER MANUAL SPREADING GERBER TICKETING & BUNDLING TICKETING & BUNDLING TICKETING & BUNDLING Fabric comes this way GAP TRGET LEVI’S GV M.POT LEVI’ We need
  16. 17. Embroidery section There is no quality department people in Embroidery section , some times it may create big problem Quality department should have a quality controller there.
  17. 18. <ul><li>Sewing floor </li></ul><ul><li>Work (activity) sampling </li></ul><ul><li>Straight line system </li></ul><ul><li>Modular system </li></ul><ul><li>Work (activity) sampling (for line) </li></ul><ul><li>Find out the productive time, non-productive time, material handling time, absenteeism rate, and impact of these on the productivity. </li></ul><ul><li>This study includes </li></ul><ul><li>No of operator = 44 </li></ul><ul><li>Number of observation cycle = 20 </li></ul><ul><li>Total number of observation = 880 </li></ul><ul><li>Time involved = 6 days </li></ul>
  18. 19. Activity occurrence table (straight line)
  19. 20. <ul><li>In this case we can not eliminate the all non-productive activity, but we can reduce it successfully through : </li></ul><ul><li>advanced planning </li></ul><ul><li>Improving the work method </li></ul><ul><li>effective utilization of man power </li></ul><ul><li>proper line balancing </li></ul><ul><li>application of SCM within the organization </li></ul>
  20. 21. Work (activity) sampling (module) Objective Find out the productive time, non-productive time, material handling time, absenteeism rate, and impact of these on the productivity. This study includs No of operator = 21 Sample size = 659 Confidence level = 95% Error margin = ±5 Total time for study = 6 day
  21. 22. Activity occurrence table (module)
  22. 23. Comparison of straight-line system and modular system
  23. 24. <ul><li>Work station productivity </li></ul><ul><li>Waistband attachment: </li></ul><ul><li>Productive time = 35.099% </li></ul><ul><li>Non-productive time = 64.901 % </li></ul><ul><li>2. Pocket setting : </li></ul><ul><li>Productive time = 47.368% </li></ul><ul><li>Non-productive time = 52.632% </li></ul><ul><li>Productive time = 56.212% </li></ul><ul><li>Non-productive time = 43.788% </li></ul><ul><li>3. J-Stitch : </li></ul><ul><li>Productive time = 33.66% </li></ul><ul><li>Non-productive time = 66.34% </li></ul><ul><li>4. Fead of the arm </li></ul><ul><li>Productive time = 41.361 </li></ul><ul><li>Non-productive time = 58.639% </li></ul>
  24. 25. Other areas covered in Summer internship DISCUSSION STUDY <ul><li>Module development </li></ul><ul><li>Order follow up </li></ul><ul><li>Time and motion study of </li></ul><ul><li>Straight line system </li></ul><ul><li>Modular system </li></ul><ul><li>Dry process </li></ul><ul><li>Finishing process </li></ul><ul><li>Productivity Vs Quality </li></ul><ul><li>Layout designing </li></ul><ul><li>In-house invention </li></ul>

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