Aie module3 handout

7/28/2021
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Applied Industrial Engineering
(AIE)
Module-3
CONFIDENTIAL
This documenthas been producedin conjunction with Technopak Advisors and containsinformation which is protected by copyright and other intellectual property law and is
subject to the terms and conditions in the governingclient contract.
t e c h n o p a k
Product Analysis
Process Planning
Module 3

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Learning & Development
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Effective planning includes three major parameters, & helps in
achieving efficiency & balanced line.
Effective Planning (Efficient line balancing)
Product Analysis – Study of Garment
Capacity Analysis – Time & Motion
Analysis, Skill of Operator, Line
Balancing, & Method Study
Process Planning– Micro & Macro
Level Planning
We will cover Product &
Process Planning in this
module & Capacity Analysis in
next modules
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Product analysis involves examining product features, costs,
availability, quality, appearance and other aspects. It Consists of:
Product Analysis
Establishing the operation
sequence (Operation bulletin).
Determining the optimum method
of construction through method
description to achieve required
finished product efficiently
Standardize operations to meet
the quality specifications.
Specifying the equipment type and
work aids to be used.

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Operation: Operating any process to transform input into output is
basically operation. Let’s clear the concept with an example. Sleeve
join is a process of shirt manufacturing & attaching sleeve with
body is an operation so operating sleeve join process and
transforming sleeve attachment with body is a complete operation.
Operation Bulletin (OB)
Product Analysis
Bulletin: It is a brief official report stating about a matter of
concern. In garment manufacturing industry production is the main
matter of concern and touch upon regarding each process of
garment production is a brief official statement.
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Describing brief & important statement of complete manufacturing
process of a garment is known as Operation Bulletin.
The Operation Bulletin (OB) comprises of the operation breakdown
sequence and the flow chart. It is a table detailing of the different
operations and their machines, the needles and sewing threads
required and the work content. Although no definitive format of
the OB is available, some organizations prepare a detailed sheet
while other companies work with a basic list of the most important
processes.
Product Analysis

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Operation Bulletin is a summary document and it contains some
information
Product Analysis
• The hours of daily work.
• Target production daily or
hourly.
• Overall SMV (Sewing SMV
and non-SMV).
• Engineer Name who
prepared Operation Bulletin.
• Description of procedure.
• Description of the machine.
• Overall SMV at 100% Efficiency.
• No. of machines calculated.
• No. of machines currently
available.
• Production estimated per hour
per unit.
• All comments on making the
garment.
• Summary list of machines.
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Prepare an
OB format
Operation Bulletin (OB)- Steps to Follow
Product Analysis
Collect correct
Sample
Define machine for each
operation
Enter SMVs for
each operation
Calculate number of
machines
Calculate estimated
production per hour
Make operation breakdown
for the sample
Calculate calculated
production per hour
Calculate Machine
Summary

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After defining each operations in OB, a method must be defined to
complete the operation. Defined method has to be efficient with
less movement & easy to adapt.
Method Description
Product Analysis
In order that the operation selected for method study may be
visualised in the entirety, with a view to improving them by
subsequent critical analysis, it is essential to have means of placing
on records all the necessary facts of the existing method. We will
discuss about Method Study in detail in upcoming module.
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Quality is an asset, which may be offered to the potential customer
of a product. There are two aspects of quality, which contribute to
the ultimate quality of the product. The intrinsic quality intended
in the design that is the quality of design is the first aspect, which is
acquired at the sampling stage and depends on the type of
materials used, specs specified by the buyer, method of
production, knowledge of the design and skill level of the person.
Quality Specification
Product Analysis

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The degree to which this quality is achieved in production that is
the quality of conformance is the second aspect. Here quality specs
of the buyer and experienced gain at the sampling stage play a
important role in maintaining the quality. Important is that quality
specs should be defined in such a way that each one could
understand it better way. Specifications should include all technical
parameter, and performance specifications.
Quality Specification
Product Analysis
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Work aids of sewing machines means additional working parts
which are attached with the general sewing machine to increase
production in order to reduce faults and to increase quality
Work Aid
Product Analysis

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Front disposal basket to facilitate
the waterfall storage of sewing
panel
Work Aid
Product Analysis
18"
16"
6"
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Front extensor which can be
used during the stitching of large
panel like denim, trouser etc.
Work Aid
Product Analysis

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Label tray to store the label for
easy picking
Work Aid
Product Analysis
Attachments is used to reduce
fabric handling time.
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Effective planning relies on rapid, accurate and up-to-date
information, efficient communications and the ability to make fast
and informed decisions, as well as to realistically predict the
outcome of those decisions.
Process Planning
The planning process can be broadly divided into 2 heads
Macro level planning – Factory
capacity planning
Micro level planning – Detailed
planning of each order / style

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This is a very important tool and helps in decision making while
confirming an order. By planning the capacities of the production
facility, the merchandising division comes to know the exact
production slot available before confirming an order.
Factory Capacity Planning
Process Planning
The label on a denim pant says “Made in India” but it is quite
possible that the fabric came from China, Zippers and trims came
from Hong Kong and the cutting, sewing, finishing, inspection &
packing happened in India.
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When several organizations across countries have to work together
to produce a single garment, co-ordination of production
schedules becomes a necessity. The real challenge lies in planning
production schedules in a manner that allows reasonable
utilization of factory at all given point of times.
Factory Capacity Planning
Process Planning

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The most common question is how do we plan and calculate
capacity when the company does multi style products?
The answer is – a factory capacity should be planned in a manner
that it is independent of styling. Hence production capacities for all
styles have to be converted into a common unit of measurement,
which is TIME.
Process Planning
How to plan factory capacity?
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The two parameters have to be calculated to ascertain the factory
production capacity.
Process Planning
SAM for a garment – Standard Allowed Minutes for a garment
Factory efficiency Levels
*Factory Capacity can be determined for any product, if SAM of the
garment, Average factory efficiency are available

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A 500 machine factory employs a workforce of 600 people
(operators & helpers). The factory on an average works for 26 days
in a month, 8 hours shift per day. The average factory efficiency as
calculated over a period of time is – 60%
Process Planning
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From the above details we can calculate –
Total available time = 600 x 26 x 8 x 60
= 7488000 minutes
Productive time = available time x efficiency
= 7488000 x 60%
= 4492800 minutes
Hence FACTORY CAPACITY = 4492800 minutes.
*No of garments that the factory can produce = Capacity / SAM of
the garment
Process Planning

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Production planning is the planning and allocation of raw
materials, workers, and workstations to fulfill manufacturing orders
on time. In a make to order environment, manufacturing orders or
work orders themselves are created after receiving customer
orders.
Production Planning
Process Planning
When several organizations across countries have to work together
to produce a single garment, co-ordination of production
schedules becomes a necessity. The real challenge lies in planning
production schedules in a manner that allows reasonable
utilization of factory at all given point of times.
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Forecasting demand: Before production planning, the first action to
take is forecasting demands for the products. Forecasting can also
be done based on factors like historical order data and market
trends/demands.
Production Planning- Points to consider for an efficient
planning
Process Planning
Control inventory: Both, inventory shortage and inventory surplus
are undesirable states. Efficiently controlling inventory involves
reordering when current inventory dips below a certain level,
calculating the lead times to order items with long lead times
earlier, and factoring in storage conditions.

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Plan for everything and everyone: Often, when making production
plans, some machine or some person is unaccounted for. The
problem here is that that machine may go down or the worker may
be on leave, or worse, working on something else. Hence, plan for
every machine, raw material, workstation, warehouse, and
employee.
Process Planning
Monitor: Once the manufacturing process begins, things may go
wrong, machines pause, or items may get misplaced. Constantly
monitoring the factory floor with supervisors or with IoT devices
ensures that all the pieces are moving as planned.
Production Planning- Points to consider for an efficient
planning
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Bottlenecks are roadblocks in the production line that halt the
processing of materials midway. For example, if items are waiting
at the button-attach workstation for buttons to get attached , the
button attach workstation is a bottleneck since it’s stopping the
garments from going ahead.
Process Planning
Bottlenecks can happen anywhere in the production line. Scan all
the sewing machines and even check if there are enough operators
to carry out tasks. Through planning and ensuring the availability of
sewing machines and available resources is a good way to avoid
bottlenecks.
Bottlenecks

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Production scheduling is about timing the activities, machines, and
workers right to run the production process. The work and
workloads are optimized in production scheduling. Production
scheduling levels the inventory, labor, and helps in estimating
delivery dates accurately.
Process Planning
Forward scheduling: Say, if resources are available today, plan from
today till the order due date.
Backward scheduling: If the availability date of resources is not
certain, plan from the due date backward to a number of days.
Production Planning Vs Production Scheduling
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Estimated cost per minute
= Total salary of a factory for a month / (Total minutes available in a
month* average efficiency%)
Process Planning
Cost Per Minute

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The formula used to calculate the actual cost per minute of a line
= (Actual salary for the day/ (Total garment produced * SAM))
Process Planning
Cost Per Minute
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CMT Cost = (SAM of the garment * Cost per minute)/Line efficiency
(%)
Process Planning
CMT Cost

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t e c h n o p a k
Thank You

Aie module3 handout

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