This document provides information about line balancing processes in a textile factory. It begins with an introduction to line balancing and its importance for improving production throughput and reducing costs. It then discusses various line balancing methods like time study analysis, bottleneck identification, and work allotment. Specific steps for balancing a production line are outlined, including determining operator requirements, work-in-process inventory levels, and establishing rules to ensure maximum operator capacity. Formulas for calculating standard minute values and organization efficiency are also presented.
Time is the most valuable resource. And when we look at our garment industry across the globe, we see that all manufacturers and consultants have woken up to the fact that time is practically money. So, they are furiously trying to discover different methods to save this precious time.
Time is the most valuable resource. And when we look at our garment industry across the globe, we see that all manufacturers and consultants have woken up to the fact that time is practically money. So, they are furiously trying to discover different methods to save this precious time.
GSD is a technique for Methods Analysis and the setting of Time Standards for the Sewn
Products Industries.
Reference - International Labour Office (Geneva) publication - Introduction to Work Study.
In this modern world, fashion & styles are changing frequently. The emergence of fast changes in fashion has given rise to shorten production cycle time in the garment industry. To meet the dynamic customer demands of momentous quantities in shorten lead time, assembly line production systems are used, where the garment components are assembled into a finished garment through a sub-assembly process. So in the era of product customization, the optimal usage of resources especially the available facilities & operators who are adding the value of product is important. Therefore the assembly line has to be planned in much more flexible way. This paper deals with the maximum utilization of manpower in labor intensive assembly lines. The objective is to accurately delegate workers to the various operations required to complete the product based on their skill & experience so as to achieve the highest level of productivity and delivery as per planned target. The experimental result showed meaningful improvement in productivity as compared to the existing system
GSD is a technique for Methods Analysis and the setting of Time Standards for the Sewn
Products Industries.
Reference - International Labour Office (Geneva) publication - Introduction to Work Study.
In this modern world, fashion & styles are changing frequently. The emergence of fast changes in fashion has given rise to shorten production cycle time in the garment industry. To meet the dynamic customer demands of momentous quantities in shorten lead time, assembly line production systems are used, where the garment components are assembled into a finished garment through a sub-assembly process. So in the era of product customization, the optimal usage of resources especially the available facilities & operators who are adding the value of product is important. Therefore the assembly line has to be planned in much more flexible way. This paper deals with the maximum utilization of manpower in labor intensive assembly lines. The objective is to accurately delegate workers to the various operations required to complete the product based on their skill & experience so as to achieve the highest level of productivity and delivery as per planned target. The experimental result showed meaningful improvement in productivity as compared to the existing system
IMPROVING OSH & PRODUCTIVITY OF RMG INDUSTRIES BY IMPLEMENTING LEAN TOOLS AN...Karina Islam
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Poor layout design is determined as a major problem
in small and medium industry. These particular problems thus
affect the productivity and the line efficiency as well. In
automotive industries, assembly line is the major area to be
taken into consideration for increasing productivity. The focus
of this paper is to identify the bottleneck workstations in the
current layout and eliminate those activities that are taking time
on that workstations. The time study is done by using camera.
The current layout is redesigned by computing takt time and
processing times in each workstations. The case study shows how
the takt time calculation is done and from this takt time the
processing time is decided for all workstations. The time
consuming activities are reduced and thus the processing times
at all workstations is made possibly equal. The time reduction
increases productivity in the form of increased number of units
of production in the same previous time.
Line efficiency is also found to be improved which is described
with the terms Overall Line Efficiency (OLE) and First Pass
Yield (First Time Through) units.
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4. Introduction
Line and work cell balancing is an effective tool to improve the
throughput of assembly lines and work cells while reducing
manpower requirements and costs. Assembly Line Balancing or
simply Line Balancing (LB) is the problem of assigning operations to
workstations along an assembly line, in such a way that the
assignment be optimal in some sense. LB has been an optimization
problem of significant industrial importance: the efficiency difference
between an optimal and a sub-optimal assignment can yield
economies (or waste) reaching millions of dollars per year.
LB is a classic Operations Research (OR) optimization problem,
having been tackled by OR over several decades. Many algorithms
have been proposed for the problem. Yet despite the practical
importance of the problem, and the OR efforts that have been made
to tackle it, little commercially available software is available to help
industry in optimizing their lines.
5. 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” It is a system where we meet the production
expectations and we can find the same amount of work in
process in every operation at any point in the day.
6. Reasons to have balance the production
line
(1) Keeping inventory costs low results in higher net
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.
7. Balancing Method
The most basic methods are the Time Study,
Bottle Neck Process Theory and Data Collection and
Analysis.
8. 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.
9. 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
10. Time Study
What is time study?
Time study is a work measurement technique
for recording the time of performing a certain
specific job or its element carried out under
specific condition and for analyzing the data so
as to obtain the time necessary for an operator
to carry out at a defined rate of performance
11. Time study is a method of direct observation. A
trained observer watches the job and records data as
the job is being performed over a number of cycles.
Time study equipment
the stop watch in general, two types of watch are
used for time study.
Fly back
Continuous
These watches may be used any of the following time
scales
Seconds
Decimal minutes
Decimal hours
Time Study
12. SMV
SMV – time that is allowed to perform the job
satisfactory.
SMV = Basic time + Allowances
Standard Minute Value
SMV = B.T + Allowances
13. Basic Time
The basic time for the operation is found by applying
concept of rating to relate the observed to that of a
standard place of working.
Calculated as follows:
Basic time = observed time * observed rating
100
(BT = Observed time * Observed Rating= A
constant)
100
15. SMV calculation
Element descriptionElement description ObserObser
ratingrating
Obser.Obser.
timetime
BasicBasic
TimeTime
Freq.Freq. BasicBasic
Time/GmtTime/Gmt
Get bundle and sort partsGet bundle and sort parts 9595 0.320.32 0.3040.304 1/301/30 0.0100.010
Match pocket flap to liningMatch pocket flap to lining 105105 0.110.11 0.1160.116 1/11/1 0.1160.116
Sew round flapSew round flap 100100 0.480.48 0.4800.480 1/11/1 0.4800.480
Trim threads and turn outTrim threads and turn out
flapflap
5858 0.350.35 0.2980.298 1/11/1 0.2980.298
Top stitch flapTop stitch flap 9090 0.560.56 0.5040.504 1/11/1 0.5040.504
Close bundle and placeClose bundle and place
asideaside
110110 0.230.23 0.2530.253 1/301/30 0.0080.008
TotalTotal 1.4161.416
16. Total basic time/garment (brought forward) 1.416
Add machine attention allowances 7%
7% of (0.480 + 0.504) = 0.07 x 0.984 = 0.069 0.069
Basic time + MAA (1.416 + 0.069) 1.485
Add personal needs and relaxation allowances 14%
14% of 1.485 = 0.14 x 1.485 = 0.208 0.028
Standard minute Value (SMV) = Basic time + all
allowances
= 1.485 + 0.208 = 1.693
(SMV)
17. Production Planning
Load and capacity Planning
Successful planning requires knowledge of two
variables to determine the time required to
manufacture a contract.
Load – How much work we are putting on a section
Capacity – How much work a section is capable of
completing
In an ideal situation
>> Load = Capacity
18. Load and capacity
LOAD – Contract size x Work content
Capacity – The amount of work the factory
or section is capable of doing.
19. The scheduling rule
Balance load and capacity
Arrange the programmed of work so that the
load can be achieved
Use common units – standard minutes
20. Balancing & Capacity
Load
Uncertainty about the
number of garments
to be sold Demand?
Speculation?
Prediction?
Uncertainty about
work content
Standard minute
value
Measured
Estimated
Capacity
Uncertainty about the
number of operators and
performance
Total numbers
Attendance hours
Absenteeism
Performance
Learning curve
Uncertainty about the
equipment
Availability
Reliability
21. Pitch Time
Reference value for synchronization in the division of
labor is called Pitch Time (PT). Pitch Time provides
average time allotted to each worker.
22. 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.
Pitch Time
Organization Efficiency (%) = ________________________ x 100
Bottleneck Process Time
100
= ______ X 100
140
= 71.4 % (For the aforementioned case study)
23. Pitch Diagram in the form of Column Graph
160
140
120
100
80
60
40
20
WorkAllotmentTime
A B C D E F G H
85
115
80
10 5
110
70
95
14 0
(Seconds)
PitchDiagram (bar graph)
1stbottleneckProcess
Lossin balance
Lossin balance
2ndbottleneckProcess
Nameofworker(inthe orderofprocesses)
Work
Allotment
Time
24. 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
25. Control limit
(seconds)
160 Bottleneck Process
140
120
Upper Limit
100
80 Lower Limit
60
40
20
A B C D E F G H
Name of worker (In order of processes)
WorkAllotmentTime
80
70
140
105
115
140
110
140
105
115
140 95
140
105
115
140
110
95
140
105
115
140
110
95
140
105
115
140
70
110
95
140
105
115
85
26. Control limit
Pitch Time
Upper Limit = _________________________ X 100
Target organization efficiency
= 0.85
= 117.6 Seconds
Lower Limit = 2 x Pitch Time – Upper Limit
= 2 x 100 – 117.6
= 82.4 Seconds
27. Data Collection
One Composite Mills Ltd.
Capacity check sheet U-1 (Line: 2)
Style no: 29694 Target: 180pcs/ hour Buyer: Collin’s
Order quantity: 18694 Description: T-Shirt
Type: Basic
28. 27-03-2013
SL Operation Name Operator Name & ID M/C
type
Actual
output per
hour
Process
time
(3pcs)
Avg. time
with 20%
allowance
1 Shoulder join-1 Roman 17371 O/L 138 22,24,21 26
2 Shoulder join-2 Tuni 19021 O/L 212 16,13,14 17
3 Neck rib folding & servicing Johura 20568 O/L 200 16,14,16 18
4 Neck rib edge joint Mukul 20918 P/M 225 14,12,12 16
5 Neck joint Sajida 3357 O/L 212 15,13,14 17
6 Piping shoulder to shoulder-1 Taslima 2199 F/L 120 26,23,25 30
7 Piping shoulder to shoulder-2 Arif 19799 F/L 157 18,20,18 23
8 Piping top stitch shoulder to shoulder-1 Rekha 20954 F/L 189 16,15,17 19
9 Piping top stitch shoulder to shoulder-2 Alal 3011 F/L 124 24,25,24 29
10 Sleeve joint-1 Hasina 850 O/L 68 44,46,43 53
11 Sleeve joint-2 Shapla 19930 O/L 72 42,40,43 50
12 Arm hole position zigzag top stitch-1 Helena 18332 F/L 116 28,26,23 31
13 Arm hole position zigzag top stitch-2 Afsana 20922 F/L 113 26,29,27 32
14 Side seam-1 Laboni 20145 O/L 65 48,44,45 55
15 Side seam-2 Ashiq 19659 O/L 68 44,42,45 53
16 Side seam-3 Parvin 3360 O/L 72 41,42,44 50
17 Side seam position zigzag top stitch-1 Mukta 2124 F/L 116 27,25,26 31
18 Side seam position zigzag top stitch-2 Alpona 19564 F/L 129 23,24,22 28
19 Arm hole point position tack(2T)-1 Khaleda 20878 P/M 106 28,30,27 34
20 Arm hole point position tack(2T)-2 Hameed 7495 P/M 116 24,25,23 31
21 Sleeve hem-1 Sayeed 20871 F/L 113 25,28,28 32
22 Sleeve hem-2 Hasan 20414 F/L 103 30,28,29 35
29. 28-03-2013
SL Operation Name Operator Name & ID M/C
type
Actual
output per
hour
Process
time
(3pcs)
Avg. time
with 20%
allowance
1 Shoulder join-1 Roman 17371 O/L 144 21,22,20 25
2 Shoulder join-2 Tuni 19021 O/L 200 14,16,14 18
3 Neck rib folding & servicing Johura 20568 O/L 180 17,15,18 20
4 Neck rib edge joint Mukul 20918 P/M 257 11,14,12 14
5 Neck joint Sajida 3357 O/L 200 15,14,16 18
6 Piping shoulder to shoulder-1 Taslima 2199 F/L 129 24,23,21 28
7 Piping shoulder to shoulder-2 Arif 19799 F/L 138 21,24,22 26
8 Piping top stitch shoulder to shoulder-1 Rekha 20954 F/L 189 18,15,16 19
9 Piping top stitch shoulder to shoulder-2 Alal 3011 F/L 144 20,22,21 25
10 Sleeve joint-1 Hasina 850 O/L 67 44,44,46 54
11 Sleeve joint-2 Shapla 19930 O/L 73 41,42,40 49
12 Arm hole position zigzag top stitch-1 Helena 18332 F/L 120 27,24,25 30
13 Arm hole position zigzag top stitch-2 Afsana 20922 F/L 116 26,27,26 31
14 Side seam-1 Laboni 20145 O/L 62 47,48,50 58
15 Side seam-2 Ashiq 19659 O/L 69 44,42,43 52
16 Side seam-3 Parvin 3360 O/L 68 46,44,42 53
17 Side seam position zigzag top stitch-1 Mukta 2124 F/L 120 27,23,26 30
18 Side seam position zigzag top stitch-2 Alpona 19564 F/L 129 22,25,23 28
19 Arm hole point position tack(2T)-1 Khaleda 20878 P/M 113 30,25,25 32
20 Arm hole point position tack(2T)-2 Hameed 7495 P/M 129 24,22,23 28
21 Sleeve hem-1 Sayeed 20871 F/L 113 28,26,27 32
22 Sleeve hem-2 Hasan 20414 F/L 100 30,29,30 36
30. 29-03-2013
SL Operation Name Operator Name & ID M/C
type
Actual
output per
hour
Process
time
(3pcs)
Avg. time
with 20%
allowance
1 Shoulder join-1 Roman 17371 O/L 129 21,23,24 28
2 Shoulder join-2 Tuni 19021 O/L 200 13,14,17 18
3 Neck rib folding & servicing Johura 20568 O/L 200 15,13,18 18
4 Neck rib edge joint Mukul 20918 P/M 225 12,13,13 16
5 Neck joint Sajida 3357 O/L 225 14,12,13 16
6 Piping shoulder to shoulder-1 Taslima 2199 F/L 133 25,20,22 27
7 Piping shoulder to shoulder-2 Arif 19799 F/L 144 19,23,21 25
8 Piping top stitch shoulder to shoulder-1 Rekha 20954 F/L 200 17,14,15 18
9 Piping top stitch shoulder to shoulder-2 Alal 3011 F/L 144 23,21,20 25
10 Sleeve joint-1 Hasina 850 O/L 67 45,42,47 54
11 Sleeve joint-2 Shapla 19930 O/L 73 41,43,40 49
12 Arm hole position zigzag top stitch-1 Helena 18332 F/L 124 27,23,22 29
13 Arm hole position zigzag top stitch-2 Afsana 20922 F/L 116 28,24,26 31
14 Side seam-1 Laboni 20145 O/L 64 47,49,45 56
15 Side seam-2 Ashiq 19659 O/L 67 43,46,45 54
16 Side seam-3 Parvin 3360 O/L 65 44,46,47 55
17 Side seam position zigzag top stitch-1 Mukta 2124 F/L 116 28,27,24 31
18 Side seam position zigzag top stitch-2 Alpona 19564 F/L 124 25,22,24 29
19 Arm hole point position tack(2T)-1 Khaleda 20878 P/M 106 29,26,28 34
20 Arm hole point position tack(2T)-2 Hameed 7495 P/M 124 24,23,24 29
21 Sleeve hem-1 Sayeed 20871 F/L 100 27,33,29 36
22 Sleeve hem-2 Hasan 20414 F/L 100 29,31,29 36
58. Conclusion
The contributions and incessant efforts of all the group
members to complete the project report are highly
appreciative. The challenging environment in 21st
century
demands that textile education should be meaningful and
responsive to develop a mechanism to produce dynamic
and technically competitive human resource in order to meet
the challenges of the global world. Right and effective
strategies needs to be adopted for affecting productivity with
quality improvements in textile education thereby making it
relevant and useful not only for the sustained growth and
development of the textile institutes but also in serving the
societies in a progressive way.
59.
60.
61. 1. Yarn Manufacturing Technology
Link : http://www.facebook.com/pages/Yarn-Manufacturing-
Technology/485014954866808
2. Fabric Manufacturing Technology
Link : http://www.facebook.com/pages/Fabric-Manufacturing-
Technology/459520217425605
3. Garments Manufacturing Technology
Link : http://www.facebook.com/pages/Garments-Manufacturing-
Technology/472364799463126
3. Wet processing Technology
Link : http://www.facebook.com/pages/Wet-Processing-Technology-
Dyeing-/468645219825404
4. Fashion-Design-and-Technology
Link : http://www.facebook.com/pages/Fashion-Design-and-
My Facebook Textile related Pages
http://www.textilelab.blogspot.com (Visit )