At present Industrial Engineering (IE) is one of the important department for each garments or textile factory. Today’s maximum factory is run by industrial engineers, where they have to follow a process flow chart. By which they can easily control the whole garments production processes....
Calculation of standard minute value of T shirtAzmir Latif Beg
This research project is based on calculation of standard minute value of T-shirt. An experimental investigation for the distribution of SMV for each and every operation require for making a T-shirt and provides a clear and details concepts for determining line balancing, machine requirements, man power allocation for setting a definite target within a reasonable efficiency. This project is a details discussion and distribution of SMV which will assist to minimize SMV by having a better synchronization with man, machine, materials and methods to achieve higher efficiency.
Fusing is one of the most important processes involved in apparel manufacturing which affects the appearance of the garment. It also provides support and strength to the specific parts of the garments
At present Industrial Engineering (IE) is one of the important department for each garments or textile factory. Today’s maximum factory is run by industrial engineers, where they have to follow a process flow chart. By which they can easily control the whole garments production processes....
Calculation of standard minute value of T shirtAzmir Latif Beg
This research project is based on calculation of standard minute value of T-shirt. An experimental investigation for the distribution of SMV for each and every operation require for making a T-shirt and provides a clear and details concepts for determining line balancing, machine requirements, man power allocation for setting a definite target within a reasonable efficiency. This project is a details discussion and distribution of SMV which will assist to minimize SMV by having a better synchronization with man, machine, materials and methods to achieve higher efficiency.
Fusing is one of the most important processes involved in apparel manufacturing which affects the appearance of the garment. It also provides support and strength to the specific parts of the garments
Industrial Engineers determine the most effective ways to use the basic factors of production –people, machines, materials, information, and energy—to make a product or provide a service
SOP of Seven Zero System or Traffic Light System । TLSRabiul Hasan
Standard of Operating Procedure of sewing Traffic Light System or Seven Zero System. Traffic Light System in Garments also known as TLS. Basically it's a Quality tool to improve garments product quality from sewing line. Traffic light system is the most effective inspection tool to reduce defect generation at source. It is a random inspection system. Traffic Light System is a visual control for highlighting quality issues in sewing line. Traffic light quality system works in a similar fashion the transportation traffic light system works. Three different colour cards are placed in each operators place. Green indicates that Quality meets the customers Standard. Yellow indicates that a minor fault has been found and caution is required. Red indicates that the Quality Standard does not meet the customers standard requirement.
The merchandiser is the person whose responsibility is to execute the orders perfectly as per the costing and pricing.There are large number of merchandising personnel who are working in the garment and textile sub-sectors.
Apparel merchandising base presentation which has been focused the basic merchandising procedures that how an order be confirmed by buyer. Apparel merchandisers have so may roles in garments industry where sampling, consumption and costing of garments and order negotiation are the main. This presentaion will focus all the basic things of merchandising. Feel free to talk with me at https://www.facebook.com/textileaidbd or web http://textile-aid.com, by firoz kabir
Industrial Engineers determine the most effective ways to use the basic factors of production –people, machines, materials, information, and energy—to make a product or provide a service
SOP of Seven Zero System or Traffic Light System । TLSRabiul Hasan
Standard of Operating Procedure of sewing Traffic Light System or Seven Zero System. Traffic Light System in Garments also known as TLS. Basically it's a Quality tool to improve garments product quality from sewing line. Traffic light system is the most effective inspection tool to reduce defect generation at source. It is a random inspection system. Traffic Light System is a visual control for highlighting quality issues in sewing line. Traffic light quality system works in a similar fashion the transportation traffic light system works. Three different colour cards are placed in each operators place. Green indicates that Quality meets the customers Standard. Yellow indicates that a minor fault has been found and caution is required. Red indicates that the Quality Standard does not meet the customers standard requirement.
The merchandiser is the person whose responsibility is to execute the orders perfectly as per the costing and pricing.There are large number of merchandising personnel who are working in the garment and textile sub-sectors.
Apparel merchandising base presentation which has been focused the basic merchandising procedures that how an order be confirmed by buyer. Apparel merchandisers have so may roles in garments industry where sampling, consumption and costing of garments and order negotiation are the main. This presentaion will focus all the basic things of merchandising. Feel free to talk with me at https://www.facebook.com/textileaidbd or web http://textile-aid.com, by firoz kabir
Garment manufacturing process fabric to finished productPrasanta Sarkar
Garment manufacturing processes are shown from fabric development to finished garments (Fabric to Fashion workflow). A lot of articles are referred for your further reading and exploring garment manufacturing business.
This project was done for a digital Apparel & Merchandising university class; the components include: Textile Designs, Black & White Technical Sketches, Color Technical Sketches, a Promotional Postcard for a "vision" trunk show, and a cost sheet for one of the garments I designed.
Sandra Carr, Senior Lecturer, The Academy for Caribbean Fashion and Design, University of Trinidad and Tobago, shares her presentation on Production Management. Mrs. Carr presented on this topic at FashionTT's Business of Fashion Workshop on Friday 21st July, 2017.
Lean manufacturing tools for garment industryAzmir Latif Beg
Lean manufacturing is a unified, compressive set of philosophies, rules, guidelines, tools, and techniques for improving and optimizing discrete process.
Lean is a production practice that creates more value with less work by eliminating sources of waste.
Managerial and Technical skills of supervisorsNabila Naik
Supervisors work closely with employees of any given business. While some supervisors act as managers and tell people how to do their work, others work as part of a team and supervise with respect, loyalty and a positive tone of voice. It is often the small characteristics that define a good and enjoyable employee supervisor. Rather than telling people how to work, a good supervisor serves as an inspiration and provides guidance for hardworking employees.
The company under study specializes in producing garment products. The production process of the company has so much waste, a long production time, a high cycle time, and a high defect rate, leading to low productivity, low quality, and late deliveries, affecting the competitive edge of the company. In this article we have discussed how Six Sigma can be applied to improve the company production process to reduce waste, the process production lead time, the cycle time, and the process defect rate and then to improve productivity and quality and finally increase the on-time delivery rate and the competitive edge of the company. The research methodology is based on Lean Six Sigma theory, with the platform of DMAIC procedure, including five steps: define, measure, analyze, improve, and control. The tools used in the steps of DMAIC procedure include cause and effect diagram, Pareto diagram, value stream management, work design, SMED, line balancing, Kanban systems, FIFO, autonomous maintenance, visual management, design of experiments, and control charts. After applying Lean Six Sigma tools, the company has reduced the production lead time by 89.21% from 279 to 30.1 min, reduced the production cycle time by 36% from 25 to 16 s, reduced the process defect rate by 37.45% from 14.9 to 9.32%, and then improved the on-time delivery rate.
IMPROVING OSH & PRODUCTIVITY OF RMG INDUSTRIES BY IMPLEMENTING LEAN TOOLS AN...Karina Islam
The garment industry has played a pioneering role in the development of industrial sector of Bangladesh. The RMG sector is expected to grow despite the global financial crisis of 2009.As China is finding it challenging to make textile and foot wear items at cheap price, due to rising labor costs, many foreign investors, are coming to Bangladesh to take advantage of the low labor cost. Though Bangladesh produces garment with lowest cost but poor productivity. To survive and prosper in today's economic times, companies can no longer manage using financial measures alone, they have to track non-financial measures also such as customer satisfaction, brand preference, speed of response, employee satisfaction etc.Productivity can improve by applying lean tools like- 5s, JIT, Muda, Root Cause analysis, KPIs, VSM. For improving the ultimate productivity OHS of RMG sector of Bangladesh should be improved. In Ready Made Garments (RMG) sector of Bangladesh, the employees represent an organization's biggest and its most valuable asset. The company's productivity, and ultimately, its profitability depend on making sure all of its workers perform up to their full potential. This paper summarizes that how KPIs analysis improve productivity and OHS of RMG sectors. Appropriate indicators are first selected for KPI scoring then simulate the scores with the help of Adaptive Network-based Fuzzy Inference System (ANFIS) and finally illustrated how KPIs impacts on overall productivity.
Assembly Line Balancing to Improve Productivity using Work Sharing Method in ...ijtsrd
The garment factories are always trying to improve production and the quality of the garments to sustain in the enormous competitive market. This paper is about the productivity improvement by reducing cycle time with work sharing in garment factories. A garment factory manufactures different types of garments. In many types of garment productions, this paper is to improve productivity of lady pencil skirts production process. Overall efficiency of single model assembly line by reducing the non value added activities, cycle time and distribution of work load at each work station by line balancing. For that, the productivity improvement is shown by two ways. The first way is proper training and supervision for activities and the second is work sharing with same type of jobs and skills. Keywords Cycle Time, Line Balancing, Productivity, Training, Work Sharing. Khin Nann Yu Aung | Yin Yin Tun "Assembly Line Balancing to Improve Productivity using Work-Sharing Method in Garment Factories" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-5 , August 2019, URL: https://www.ijtsrd.com/papers/ijtsrd26656.pdfPaper URL: https://www.ijtsrd.com/engineering/mechanical-engineering/26656/assembly-line-balancing-to-improve-productivity-using-work-sharing-method-in-garment-factories/khin-nann-yu-aung
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
1. PEPGI: Promoting Employment & Productivity in Garment Industry
Industrial
Engineering
Consulting Guidelines
Artistic Apparels
November 09, 2013
2. PEPGI: Promoting Employment & Productivity in Garment Industry
Contents
1
Objectives & Methodology
2
Technopak Gap Analysis
3
Observations and Recommendations
4
IE Activities
5
Follow up Schedule
6
Activities Already Started
3. PEPGI: Promoting Employment & Productivity in Garment Industry
Why Consulting Guidelines Required?
Association with PEPGI provides the participating companies, a unique experience
through consulting guideline in one of the chosen area from the following topics:
Fabric
& Cutting Room Management
Sewing Room Production Management(SRPM)
Industrial Engineering
Quality management system
Business process mapping
Artistic Apparel has chosen Industrial Engineering for enhancing the performance in
this area. On the basis of assessment study, the various gaps are identified which will
be filled by company’s employees through consulting guidelines, followed up and
monitored by Technopak Advisors and UNDP team.
4. PEPGI: Promoting Employment & Productivity in Garment Industry
Objectives
Assess the sewing operations at Artistic Apparel Unit # 01 (Stitching Line # 5), in
terms of Productivity and Efficiency, based on observation of the entire
operations and a comprehensive “Technopak Gap Analysis”.
Compare performance data and results from gap analysis to industry
benchmarks. Determine areas of improvement.
Put forward the observations pertaining to sewing floors and share
recommendations.
Identify the need gaps for performance improvement and suggest a roadmap
based on Industrial Engineering, to the management for bridging these gaps.
Highlight the advantages and benefits of having Industrial Engineering
department .
5. PEPGI: Promoting Employment & Productivity in Garment Industry
Methodology
Identify current performance levels in – Capacities, Utilization, Using Methods, and
productivity.
Productivity level was evaluated from 5 perspectives:
Worker’s Capacity
Evaluation of existing capacities of sewing operators & their ability to meet their
capacities.
Training Requirement
Requirement of training based on Worker’s capacity.
Worker’s Utilization
How well are the operators being utilized.
Methodology Terms
Evaluation of methodology of doing operations for the product profile being
manufactured.
Efficiency terms
Evaluation of production data recorded for the current month.
General observations
6. PEPGI: Promoting Employment & Productivity in Garment Industry
Technopak Gap Analysis
Capacity
Gap
Are the operators performing
as well as they can?
Training
Gap
Are the operators trained
enough to do the operation?
Utilization
Gap
Are we using our workers all
the time?
Methods
Gap
Efficiency
Gap
Is this the best way to do
this operation?
How efficient is the work ?
P
P
R
R
O
O
D
D
U
U
C
C
T
T
I
I
V
V
I
I
T
T
Y
Y
7. PEPGI: Promoting Employment & Productivity in Garment Industry
Sewing Room – Capacity/Training Gap
Capacity Gap - Difference between achievable production capacity of operators based
on their sewing pace & the actual output produced by them.
Methodology - Single cycle time was taken for randomly chosen operators to calculate
their sewing capacity and their actual output recorded over a
production day, under standard conditions.
Result:
Capacity Gap: 42%
Training Gap - Difference between achievable efficiency of operators based on their
sewing pace and their actual efficiency.
Methodology - Operators’ actual capacities are compared with targets and the gaps
calculated.
Result:
Training Gap: 12%
9. PEPGI: Promoting Employment & Productivity in Garment Industry
Sewing Room – Capacity/Training Gap
Usual reasons identified for capacity gap:
Inappropriate line balancing
Unstable behavior of Operators
Off standard time
• No WIP (Waiting Time)
10. PEPGI: Promoting Employment & Productivity in Garment Industry
Sewing Room – Capacity/Training Gap
Unstable behavior
of Operators
Off Standard Time
No WIP
11. PEPGI: Promoting Employment & Productivity in Garment Industry
Sewing Room – Capacity/Training Gap
Recommendations to fill the Capacity Gap:
Review the operations and use the concept of clubbing of operations
where SAMs are low.
Effective line balancing through Operation Bulletins.
Measurement and subsequent reduction in off standard time of
operators.
Making the operators more disciplined and responsible.
12. PEPGI: Promoting Employment & Productivity in Garment Industry
Sewing Room - Utilization Gap
Utilization Gap - Difference between available time & used productive
time of operators based on their activity sampling.
Methodology -
Result:
Activity sampling was done for a sample size of 78
operators over one full working day , to calculate their
utilization levels.
Utilization Gap: 25%
13. PEPGI: Promoting Employment & Productivity in Garment Industry
Sewing Room - Utilization Gap
UTILIZATION ANALYSIS
Factory: Artistic Apparel
Date: 28-10-13
Sample Size: 78
Activity Sampling occasions:
S.No
1
Activity
Line/Lines: 05
Task
Normal Productive Work
Occasions
As Percentage of total As Percentage of
time
Sewing time
Standard
Sew and Handle
253
41%
Shears
34
5%
Total
287
46%
100%
100%
170
27%
59%
15%
12
2%
4%
2%
2
Bundle Handling / Parts layout
3
Machine Delay
4
Machine Breakdown
6
1%
2%
1%
5
Personal and Fatigue
56
9%
20%
3%
6
Waiting Time
59
9%
21%
1%
34
5%
12%
3%
TOTAL
624
100%
Total opportunity for Improvement
25%
MB, P &F, Waiting time, others
Achievable Improvement
9%
Estimated
7
TB, CC, BC, NC
Repair, talk with
supervisor & others,
looking around
Others
14. PEPGI: Promoting Employment & Productivity in Garment Industry
Sewing Room - Utilization Gap
Excessive & Uncontrolled
movement
Machine Break Down
15. PEPGI: Promoting Employment & Productivity in Garment Industry
Sewing Room - Utilization Gap
Usual reasons identified for utilization gap:
Improper line balancing
Waiting time for WIP
Excessive & Uncontrolled movement
Personal And Fatigue
Recommendation to fill the Utilization Gap:
The Utilization Gap of 25 % suggests an estimated improvement
potential of (09-10)% by reducing the wastage of productive work
time and with preventing measures to avoid above mentioned
reasons.
16. PEPGI: Promoting Employment & Productivity in Garment Industry
Off Standard Time
Line No. 05
Date
Observation time
5/11/2013 09:30 to 12:30
6/11/2013 02:30 to 04:30
7/11/2013 09:00 to 12:30
Sum
Percentage
Off
Machine
No
Minutes
Standard Break Feeding
Observed
Time
Down
WIP
2520
386
145
241
3600
590
220
370
7350
855
380
475
13470
1831
745
1086
100%
14%
6%
8%
18. PEPGI: Promoting Employment & Productivity in Garment Industry
Sewing Room - Method Gap
Methods Gap Potential for increasing operator productivity by improving the
way an operation is performed.
Methodology - Methods of randomly selected operators/workers were
reviewed and potential for improvement studied. A study was
conducted to analyze the current methods being used and the
timings taken. The methods were then analyzed for engineering
possibilities and some basic improvements done. The timing on
the new methods was again taken and compared with the
timings taken on the methods before engineering.
Result:
Method Gap:
15.68 %
19. PEPGI: Promoting Employment & Productivity in Garment Industry
Sewing Room - Method Gap
METHODS GAP ANALYSIS
Factory: Artistic Apparel
Department
Style: Jade Grey
S.No.
Operation
Linning Attach Before Front Rise Over
Lock
1
2
3
4
Line No. 05
Cycle Time
Before
Engineering
Fly top, Front bundle put on the leg after
sew one by one pcs then dispose and
arrange the side table.
Front PKT mouth top with piping, first
operator or helper unroll the piping with in
a box, during the stitch piping hang on
over the Tube lite.
5
Savings
in
Savings in
Minutes Percentage
0.40
0.13
24.53
0.22
0.03
12.00
0.20
0.03
13.04
0.25
0.05
16.67
0.65
0.25
0.09
12.16
Use some extension of machine bed over the leg, in
order to put the bundle.
0.23
Some extension of thread stand, hang the role in
this stand, don't waist time to unroll the piping.
0.3
Checker should keep unchecked garments on the
left side, altered garments on the right side and use
a trolley for keeping checked garments.
0.74
Fly Round, One helper mark the Fly
Round
Cycle Time
After
Engineering
Use a fabric poach fixed side the machine bed.
Checking, (Front, Back and Assembly),
insufficient space for checking.
6
Engineering Possibilities
Both front panels over lock together before lining
attach due to which numbering will not disarranged
0.53
Label Making (3 or 4 labels attach
togather), use poly beg for each label in
top of machine bed.
Date: 28-30 October, 2013
0.30
Don’t need helper for marking, use gage able fly round pattern
for fly round stitch.
0.30
Total Savings
15.68
20. PEPGI: Promoting Employment & Productivity in Garment Industry
Sewing Room - Method Gap
Front Rise O/L, after
pocket lining attach
Label Making
21. PEPGI: Promoting Employment & Productivity in Garment Industry
Sewing Room - Method Gap
Unroll the piping and hang
on over the Tube lite.
Insufficient space for
checking
22. PEPGI: Promoting Employment & Productivity in Garment Industry
Sewing Room - Method Gap
Fly round Without marking,
use gage able fly pattern
23. PEPGI: Promoting Employment & Productivity in Garment Industry
Sewing Room - Method Gap
Usual reasons contributing to methods gap:
Inefficient method
Unproductive Handling
No concept of clubbing of operations
Workspace layout and suitability, etc.
24. PEPGI: Promoting Employment & Productivity in Garment Industry
Sewing Room – Unproductive handling
Cycle
Per
Operation
25. PEPGI: Promoting Employment & Productivity in Garment Industry
Sewing Room – Method Gap
Recommendations to fill the Method Gap:
Use the most appropriate method.
Usage of work-aids if necessary.
Reduce unnecessary movements.
Clubbing of operations where necessary.
Improve the workspace layout.
26. PEPGI: Promoting Employment & Productivity in Garment Industry
Sewing Room - Method Approaches
Use of left table extensions to provide more workplace space to the
operator which in turn facilitates the handling of big articles such as
quilt covers and flat sheets.
27. PEPGI: Promoting Employment & Productivity in Garment Industry
Sewing Room - Method Approaches
Use of front table extensions to provide more workplace area to
the operator and reduce the number of bursts in sewing long and
straight seams.
28. PEPGI: Promoting Employment & Productivity in Garment Industry
Sewing Room - Method Approaches
Having innovative solutions
To reduce operation complication
To reduce operator movement relating to personal fatigue.
30. PEPGI: Promoting Employment & Productivity in Garment Industry
Sewing Room - Efficiency Gap
Efficiency Gap - Difference between target production output at 100% efficiency
and achieved production output at existing efficiency level.
Methodology - Production data was collected for past 2 months (60 days) for
the floor. This data included the workers directly involved in
production (operators + helpers), the output in terms of pieces
each day, work hours & standard allowed minutes for the
products studied. This data was then worked upon to find out the
average efficiency percentage over a the period for which the
data has been collected and subsequently arriving at the
efficiency gap.
Result:
Efficiency Gap: 53%
32. PEPGI: Promoting Employment & Productivity in Garment Industry
Sewing Room - Efficiency Gap
Usual reasons identified for Efficiency gap:
No proper method of doing time study being followed.
Improper line balancing causing unnecessary movement and
delay in WIP.
Excessive and uncontrolled movement of operators.
No monitoring and assessment of Off standard and On Standard
time losses.
33. PEPGI: Promoting Employment & Productivity in Garment Industry
Sewing Room - Efficiency Gap
On Standard time losses.
Delay in WIP
34. PEPGI: Promoting Employment & Productivity in Garment Industry
Sewing Room - Efficiency Gap
Recommendations to fill the Efficiency gap:
Proper time studies should be conducted to fix realistic SAM.
Targets to be revised as per the revised SAM and verified by IE Dept
Operation Bulletin to be used for Line balancing.
Reduce and control movement of operators.
Reduce Off standards and On Standard time losses.
35. PEPGI: Promoting Employment & Productivity in Garment Industry
General Observations
The factory has product profile and sewing lines run on salary
system of payment.
Skill level of the sewing operators are average but they lack
consistency in performance.
Industrial Engineering Department does exist, however, the
discrepancies in the calculation of SMVs needs to convert SAM.
SMVs given by the IE dept. were found to be rather loose.
During the style change taking too much time lose.
36. PEPGI: Promoting Employment & Productivity in Garment Industry
Recommendations
SAMs for all the operations need to be calculated as per the
standard method.
Operation Bulletin to be prepared based on the SAM thus
calculated, to work out the revised targets.
Operation Bulletin to include SAM based details of operation
sequence, machine required, manpower required, attachment
required etc.
Line balancing to be done through time studies
Skill matrix should be prepared for all the workers and should be
used in line manning to achieve optimum skill utilization.
37. PEPGI: Promoting Employment & Productivity in Garment Industry
Recommendations
Start recording the machine off-standard time and analysis of the
same, to work upon preventive measures (preventive
maintenance)
Work-aids and attachments should be extensively used at various
operations to facilitate smoother pickup, dispose, and to reduce the
handling time of operators. E.g. Front & side table extensions,
pickup & disposal stands etc. This also reduces helpers within the
Sewing Line.
38. PEPGI: Promoting Employment & Productivity in Garment Industry
General Observation
Movement Of Garments Parts
Long movement of garment
Front bundle move to pairing table
Use three supervisors (Front, Back, Assembly)
A ssambly sectIon Side Table
Back Section Side Table
Front Section Side Table
Machine
Machine
Checking Table
Machine
Machime
Machine
Machine
Machine
Machime
Machine
Machine
Pairing Table
Checking Table
Machine
Machime
Machine
Machine
Machine
Machime
Machine
Machine
Checking Table
Machine
Machime
Machine
Machine
Machine
Machime
Machine
Machine
LIne No. 5
Press Table
39. PEPGI: Promoting Employment & Productivity in Garment Industry
Suggestion
Movement Of Garments Parts
Short movement of garment
Front bundle automatically move to pairing table
Use two supervisors one for(Front & Back), Second for (Assembly)
Machine
Machine
Machine
Press Table
Machime
Machine
Machine
Machine
Machine
Machine
Machime
Machine
Machine
Machine
Machine
Machime
Machine
Checking Table
Pairing Table
Front Section Side Table
Machine
Machine
Machime
Machine
Machine
Checking Table
Assambly section Side Table
Machime
Machine
Checking Table
Pairing Table
Machine
Machine
Machime
Machine
Machine
Checking Table
LIneNo. 5
41. PEPGI: Promoting Employment & Productivity in Garment Industry
IE - Pre Production Activities
A. Preproduction stage
Review production planning with the production department.
Make Operation Bulletin.
Suggest construction changes on the basis of use of folders/
production feasibility/ machines availability/ proposed machine
requirement / Test requirements.
Provide the list of machines/ folders / attachments/ work aids
required to the maintenance department.
Follow up for machines / folders/ attachments/ work aids
availability with production department/ maintenance department
and making adjustment in case of non availability.
42. PEPGI: Promoting Employment & Productivity in Garment Industry
IE OTHER ACTIVITIES
B. Production Run
Confirm Operation Bulletin (SAMs) /Machine Requirement.
Ensure machine layout / method as per plan and operation bulletin
Assign targets as determined by the Operation Bulletin.
Monitor WIP and help supervisors in Line Management (Balancing).
Identify low performing operators and send for retraining if required.
Review output and order status with production department every day
to make adjustments.
Record daily outputs and calculate minutes produced.
Monitor Floor Efficiency levels.
43. PEPGI: Promoting Employment & Productivity in Garment Industry
IE OTHER ACTIVITIES
C. Other Activities
Maintain Database for all styles in terms of SAMs, machines, folders
and work aids used.
Maintain skill matrix for all the operators coming out of the training
centre to utilize their skills in a better way.
Monitor target monitoring boards to keep an eye on line and floor
efficiency.
Maintain thread consumption database
Maintain and enhance the housekeeping, safety and layout of the
factory to meet the compliance requirements.
44. PEPGI: Promoting Employment & Productivity in Garment Industry
IE - Activity Schedule
I.E. Activity Schedule.xls
S. No.
1
Industrial Engineering Activities (Guidelines):
2
Make Operation Bulletin (OB) for the style
Machine Calculation & planning machine layout as per planned target in
the OB
3
Suggest construction changes on the basis of following:
4
*Use of folders and attachments
5
*Production feasibility
6
*Machine availability
7
8
*Proposed machine requirement
Monitor WIP and help supervisors in line management (Balancing) (Bundle tracking form)
9
Conduct method study and time study after setting line
10 Review methods, SAMs and OB(Revise if required)
11 Start measuring off standard times- (machine breakdown, low WIP etc)
12 Improve operator efficiency/ line efficiency-(Bi-Hourly reports)
Identify low performing operators and send them for training- (operator
13 monitoring board)
14 Create and maintain skill matrix for operators working in sewing
15 Daily floor report
Maintain and enhance th house keeping (5-S), safety and layout of the
16 factory to meet the compliance requirements
17 Order Completion report
18 Follow up & Control all activities
Responsibility/
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10
Assistance
Artistic Apparel
Team/ MTs
Artistic Apparel
Team/ MTs
Artistic Apparel
Team/ MTs
Artistic Apparel
Team/ MTs
Artistic Apparel
Team/ MTs
Artistic Apparel
Team/ MTs
Artistic Apparel
Team/ MTs
Artistic Apparel
Team/ MTs
Artistic Apparel
Team/ MTs
Artistic Apparel
Team/ MTs
Artistic Apparel
Team/ MTs
Artistic Apparel
Team/ MTs
Artistic Apparel
Team/ MTs
Artistic Apparel
Team/ MTs
Artistic Apparel
Team/ MTs
Artistic Apparel
Team/ MTs
Artistic Apparel
Team/ MTs
Artistic Apparel
Team/ MTs
NOTE: A particular activites once started should be maintained thereafter on a dail y
basis.
The schedule is tentative and subject to change if required.
45. PEPGI: Promoting Employment & Productivity in Garment Industry
IE - Follow up schedule
S.No.
Activity I.E. Follow up Schedule..xls
Performed by
1
Presentation on Consulting Guideline
Core Team Formation of the Participating Factory
Handing over of the guidelines
Study of the guidelines
First Meeting for Clarification of concepts on points asked by core team
5
6
7
8
9
10
Participating Company
5
4
Technopak
4
3
Participating Company
3
2
Technopak & UNDP
2
Weeks
1
6
7
8
9
10
11
12
13
14
15
Technopak /
Participating Company
Participating Company's
Implementation of system and Formats
Core team
Second Meeting for Clarification of concepts on points asked by core
Technopak /
team
Participating Company
Participating Company's
Implementation of system and Formats
Core team
Technopak /
Third Meeting for Clarification of concepts on points asked by core team Participating Company 's
core
Participating Company's
Implementation of system and Formats
Core team
Technopak /
Forth Meeting for Clarification of concepts on points asked by core team Participating Company's
Core Team
Participating Company's
Implementation of the system and Formats
Core team
Technopak /
Fifth Meeting for Clarification of concepts on points asked by core team Participating Company
Core Team
Participating Company's
Implementation of the system and Formats
Core team
Technopak /
Sixth Meeting for Clarification of concepts on points asked by core team Participating Company
Core Team
Participating Company's
Implementation of the system and Formats
Core team
Technopak /
Final Meeting for Clarification of concepts on points asked by core team Participating Company
Core Team
Technopak
Participating company's core team
1 Hr
Meeting
1 Hr.
Review
1 Hr.
Review
1 Hr.
Review
1 Hr.
Review
1 Hr.
Review
1 Hr.
Review
46. PEPGI: Promoting Employment & Productivity in Garment Industry
Activities Already Started
SAM calculations of all styles for Line # 5.
Capacity studies
Utilization studies
Method studies
Efficiency calculations