Industrial engineering principles can be used to maximize efficiency in apparel manufacturing. Time and motion studies are conducted to establish standard times for operations. The process is analyzed using tools like value stream mapping to identify waste like excess inventory, motion, defects, and waiting times. Techniques like 5S, kanban, kaizen, and lean manufacturing are implemented to streamline workflows and eliminate waste through continuous improvement. This optimizes resource utilization, production flow, and overall efficiency.

1. Industrial Engineering

3. Essential Lessons from Industrial Engineering
Efficient utilization of resources
Maximizing the use of available resources to
minimize waste
Streamlining processes for maximum
productivity
Identifying and eliminating bottlenecks to
enhance efficiency
Continuous improvement and
optimization
Implementing continuous improvement
strategies for ongoing enhancement

4. Work Measurement
To plan the
production
Measure the
operator
performance
Measure the factory
efficiency
Operators pay Production cost
Why to measure work content?
Work
measurement
Time Study
Motion
Study

5. Time study
Determine the time
required to complete a
given task or operation
•To select best method by comparing
work elements of different methods
•Normal time = Observed time *
Performance rating factor
•Standard time = Normal time +
allowances

6. GSD- Motion Study
GSD is used to evaluate all operations.
Including Cutting, Decorative, Sewing,
Pressing, Quality control and packing
Costing design
Line balancing
Investment Appraisal
Pre-production planning
Time standards
Operator training
Methods rationalization

7. Examples of Motion Codes Get Motion: Reach & Grasp

8. Allowances with in the SMV
Calculation
Relaxation /Fatigue(Allowances)
Personal Needs Allowances
Contingency Allowances
Machine delay Allowances

9. Full Sleeve Shirt

10. Record-
Operation
Sequence

11. Examine- Sleeve under placket
Work station Analysis Machine & Attachment
Detail
Method Analysis
Analysis Result
•SMV=0.534Mins

12. OB
Trial Target 70 PCs/Hr Buyer Manual 4
Production Rate 1.17 Pcs/Mins Style Single Needle 21
Cycle Time 0.86 Mins SMV Feed of Arm 1
Utilization 74.37% 84.69% Machine Used Kansai 1
Target at 100% Efficiency 89 Pcs/Hr Helper Used Button sew/Btn Hole 2
Balanced Target(BT) 75 PCs/Hr Machine Mins 89% 5Th O/L 0
563 Pcs/Day Helper Mins 11% Bartack 0
Learning Curve Saddle M/C 0
Total Manpower 30
Day 1 2 3 4 5 6 7 8 9
Target/HR 22 31 40 53 62 71 80 80 80
Efficiency@Target 25% 35% 45% 60% 70% 80% 90% 90% 90%
O/N Description M/C Code SMV Stan. Operator Operator Used SM/Op Roundup Opt Worker Idle% Tar/Oprtr Remarks
1 Iron Collar Patch M 0.40 0.47 0.5 0.80 0.03 6.67% 75
2 Sew Collar Patch Piece SNLS 0.75 0.88 0.9 0.83 0.03 2.78% 72
3 Collar R/S SNLS 0.65 0.76 1.0 0.65 0.24 24.17% 92
4 Turn & Iron M 0.40 0.47 0.5 0.80 0.03 6.67% 75
5 Collar T/s SNLS 0.55 0.64 0.7 0.79 0.06 8.33% 76
6 N/B Tape Attach SNLS 0.48 0.53 0.7 0.69 0.18 25.00% 88
7 Collar Pick Ready SNLS 0.60 0.70 1.0 0.60 0.30 30.00% 100
8 Collar Edge Stitch SNLS 0.45 0.53 0.7 0.64 0.18 25.00% 93
9 Neck Band Label Att SNLS 0.38 0.44 0.5 0.76 0.06 11.33% 79
10 Collar Trim & Notch SNEC 0.45 0.53 0.6 0.75 0.08 12.50% 80
11 Yoke Label att SNLS 0.48 0.56 0.7 0.69 0.14 20.00% 88
12 Back Pleat SNLS 0.40 0.47 0.9 0.44 0.43 48.15% 135
13 Att Yoke to Back SNLS 0.53 0.62 1.0 0.53 0.38 38.17% 113
14 Back Yoke Top Stitch SNLS 0.38 0.44 1.0 0.38 0.56 55.67% 158
15 Btn Placket SNLS 0.46 0.54 1.0 0.46 0.46 46.33% 130
16 Btn Hole Placket KANSAI 0.45 0.53 1.0 0.45 0.48 47.50% 133
17 Pocket Iron M 0.45 0.53 1.0 0.45 0.48 47.50% 133
18 Pocket Trim and Hem SNLS 0.45 0.53 1.0 0.45 0.48 47.50% 133
19 Front Pocket Att SNLS 0.70 0.82 1.0 0.70 0.18 18.33% 86
20 Sleeve Iron M 0.60 0.70 1.0 0.60 0.30 30.00% 100
21 Sleeve Hem SNLS 0.70 0.82 1.0 0.70 0.18 18.33% 86
22 Pair Front & back M 0.38 0.44 0.5 0.76 0.06 11.33% 79
23 Join Shoulder SNLS 0.62 0.72 1.0 0.62 0.28 27.67% 97
24 Shoulder T/s SNLS 0.55 0.64 1.0 0.55 0.36 35.83% 109
25 Att Collar To Body SNLS 0.65 0.76 1.0 0.65 0.24 24.17% 92
26 Collar Finish SNLS 0.80 0.93 1.0 0.80 0.07 6.67% 75
27 Sleeve Line Match SNLS 0.65 0.76 1.0 0.65 0.24 24.17% 92
28 Sleeve Att SNLS 0.80 0.93 1.0 0.80 0.07 6.67% 75
29 Sleeve T/s SNLS 0.75 0.88 1.0 0.75 0.13 12.50% 80
30 Close Side Seam FOA 0.86 1.00 1.1 0.78 0.10 8.79% 77
31 Hem Btm SNLS 0.82 0.96 1.2 0.68 0.24 20.28% 88
32 Sew Fit Label SNLS 0.50 0.58 1.0 0.50 0.42 41.67% 120
33 Btn Mark M 0.40 0.47 0.5 0.80 0.03 6.67% 75
34 Sew Btn Hole BS/BH 0.63 0.74 0.8 0.79 0.06 8.12% 76
35 Sew Btn Fix BS/BH 0.80 0.93 1.0 0.80 0.07 6.67% 75
TOTAL 19.92 21.86 29.4
Prepared By
Sewing Line Layout & Operation Bulletin
Allen Solley
GS#AMSFG579
19.92
25
4
Asst. Manager, IE Production Manager
18
2

13. Layout
Sew
Btn
hole
collar
finish
Sleeve
Att
Sew
Side
seam
Att
collar
to
body
Join
shoulder
Shoulder
T/S
Yoke
Att
Yoke
T/s
Hem
Btn
hole
placket
Att
Pocket
At
front
Pair
front
&
back
Sleeve
&
Cuff
iron
Sleeve
pair
Sleeve
line
math
Slveeve
t/s
Collar
R/s
Collar
turn
Collar
T/s
Collar
label
Att
Collar
Trim
&
Notch
Yoke
Lbl
Att
Iron
Pocket
Hem
Pocket
Hem
Btn
Placket
Sew
under
placket
Sew
Box
stitch
Sew
box
stitch
Collar
patch
att
Hem
neck
band
Collar
pick
ready
Cuff
hem
Checking
Hem
btm
Cuff
r/s
Cuff
turn
Cuff
T/s
Cuff
finish
Cuff
pair
Sew
Btn
Sew
Btn
hole
Sew
Btn
End
line
checking
LOADING
C
F
B
S
C
A

14. Role of IE in Apparel Industry
Checking attendance, balancing the line, setting targets
Reducing costs and improving work efficiency
Monitoring performance, conducting time studies
Implementing quality control measures
Training employees
Thread Consumption

15. Industrial
engineering +
Lean Six
sigma

16. • A system in which raw
materials are
transformed into
finished products while
adding value in the
process

17. History of Manufacturing

18. Industry
1.0

19. Industry
2.0

20. Industry
3.0

21. Industry 4.0

22. History of Lean
Manufacturing

23. Lean Manufacturing
 It is focusing on the
ELIMINATION of WASTE (non-
value-added activities) through
CONTINUOUS IMPROVEMENT!
•
Value-Adding Activities
▪ Transform materials and information into
products and services the customer wants
Non-Value-Adding Activities
▪ Consume resources, but don't directly
contribute to product or service

24. 8 Wastes

25. Lean
Tools

26. 5S

28. What to
Choose

29. If it is one

30. Disadvantages
• Wasted searching time.
• Accidents and mistakes more
• More Space
• Poor Machine maintenance
• Unplanned downtime.
• Poor quality
• No discipline
• No Work place ownership

31. 5S
SEIRI - SORT
SEITON - SET IN ORDER
SEISO - SHINE
SEIKETSU - STANDADIZE
SHITSUKE – SUSTAIN

33. SORT- SHOP FLOOR
Survey the Area for Unnecessary Items & Remove Them

34. SORT - OFFICE
“When in Doubt, Move it Out”

35. SET IN ORDER
“Designate a Place for Everything”
For Safety, Productivity & Pride

36. SHINE
3. Shine - The area is cleaned as the work is performed (best)
andor there is a routine to keep the work area clean.

37. SIMPLIFY/ STANDARDIZE
“Less Cleaning Means Greater Productivity"

38. SUSTAIN
“Put it back after use"

39. The Good, Bad and the Ugly
First the Bad and the Ugly - Life Without 6S

40. The Good

45. Kanban
• Kanban is a workflow management
method that helps organizations manage
and improve work systems. Learn how
to visualize work and improve efficiency
with Kanban.
• Controls the WIP in each section

46. Kanban in
Cutting Section

47. Kaizen

48. Example

49. Redesign of Cutting Section Layout
Space Utilization
By Mr. Reghu Kumar and Team

50. Redesign of Finishing Layout into
small units
• Space Utilization, Improved Productivity

51. Implementation of Air Nozzles in FOA
m/c and Bottom hem M/c
• Avoids Thread trimming from fraying

52. Combining
Clr Center Sth
and Notch
Operation
Reducing 1 helper
By Mr. Kumar and Team

53. A Value Stream Map is
a simple picture that
helps you focus on
flow and eliminate the
waste
MAP THE FLOWS !
Eyes for Waste . . .
. . . Eyes for Flow

54. Waste
Waste
Waste

55. What is WASTE?
Any Activity that DOES NOT increase the Market Form
or Function of the Product or Service based on the
Critical Customer Requirements.
These are things the customer is
NOT willing to pay for.

56. Definition of Value Added
Value Added
Any activity that increases the market form or function
of the product or service. (These are things the
customer is willing to pay for.)
Non-Value Added
Any activity that does not add market form or function
or is not necessary. (These activities should be
eliminated, simplified, reduced, or integrated.)

57. Wastes in Manufacturing
Up to 90+% of any Process is Wasted Time or Activity
Excessive
Inventories
Excessive Motion
(Walking to Next Task, etc.)
Defective Products
(Identifying, Handling,
Fixing)
Unneeded
Processing Time
Waiting
(Often Results of
Unbalanced Tasks)
Overproduction Transportation
(Make Parts
Here, Take Upstairs
For Assembly)
Wasted Time and Activity
Core Process Value
OPERATIONAL LEAD TIME
• Defective products
• Overproduction
• Inventories
• Excess motion
Lead time reduction: identify and eliminate waste
• Processing
• Transportation
• Waiting

58. Design Raw Materials
Definition of Value Stream
Assembly Plants Distribution Customer
8
2
Parts Manufacturing
Introduction to Value Stream Mapping
A Value Stream includes all elements (both value added and non-value added)
that occur to a given product from its inception through delivery to the customer.
Requirements
next

59. Value Stream
Mapping (VSM) is a
hands-on process
to create a
graphical
representation of
the process,
material and
information flows
within a value
stream.
Definition of Value Stream Mapping
Introduction to Value Stream Mapping

60. ➢ Provide the means to see the material, process
and information flows.
➢ Support the prioritization of continuous
improvement activities at the value stream
➢ Provide the basis for facility layout
Objectives of Value Stream Mapping
Eliminate Waste
Introduction to Value Stream Mapping
AND...

61. Map the Current State
The Process
Analyze the Current State
and
Design the Future State
Introduction to Value Stream Mapping
Tues. & Fri.
PC & L
MRP MSS
# times/day
Steel
Supplier
Steel
Pin
#pcs
# days
or shifts
I I
I
I
Stamping
Downtime
Changeover Time=4 hr
2 Shifts
TAKT =
2 Presses
Cycle Time =
Change
Over
Welding
Layout
Scrap/Rework
Downtime = 20%
Uptime
# Operators
Cycle Time =
Weekly Build Schedule
Daily Ship
Schedule
Finished Goods
Overtime =
# Shifts =
Assembly
DT, Scrap
Rework
WIP =
Cycle Time =
TAKT =
Changeover Time =
Layout
= 10%
Scrap
? days ? days ? days ? days
? days ? days ? days
Inventory Time
Processing Time
TPc
/t = ?
TAKT =
WIP =
WIP = WIP =
Xpcs
/month
Std. Pack Qty.
# shifts
Customer
Current
Finished Goods
Assembly
Layout
Welding
6 x / Day
PC & L
Daily
Level Box
DA1
DA2
DA3
C/O Time =
CT =
TAKT Time
3 Shifts
DT =
Scrap =
Stamping
0 Overtime
2 Shifts
Max Size
# Material Handlers
C/O Time =
CT =
TAKT Time
3 Shifts
DT =
Scrap / Rework =
C/O Time =
CT =
TAKT Time
3 Shifts
DT =
Scrap / Rework=
Small Lot # Operators
Customer
X pcs/ month
Std Pack Qty
# Shifts
WIP =
WIP = WIP =
Steel Supplier
Inv.Time
Proc
.Time
TPc
/t = ?
? days ? days ? days ? days
? days ? days ? days
Future
Create an implementation plan and
execute it !
1ST 2ND 3RD 4TH 1ST 2ND 3RD 4TH
Establish TAKT & Flow in Tank Ass'y
Stamping Changeover Reduction
Reduce Stamping Buffer
Move Ass'y to Plant 10
Establish TAKT & Flow in Sender Ass'y
Pull To Sender Ass'y
Training
1999 2000
Activity
PLAN
DO

62. Sew
Btn
Hole
Plkt
Pocket Att
Sew Btn Plkt
Shoulder
Join
Collar Trim
Collar att
Collar close
Slv line match
Slv att
Slv T/S
Side
seam
Btm hem
Cuff Set
Cuff Finish
Back
yoke
att
Pkt trim &
Hem
Collar
lbl
att
Clr R/S
Clr T/S Pick Ready N/B Hem
Slv Undr Plkt
Sew
Box
Sew
Box
Cuff Hem
Cuff R/S
Cuff Turn
Cuff T/S
Sew
frnt
BH
Sew Cuff BH
Btn Mark
Sew
Frnt
Btn
Sew
Cuff
Btn
Pocket
Iron
C
CONVENTIONAL LAYOUT
LEAN LAYOUT
C Collar F Front B Back S Sleeve Cuff
C Assembly
A
C
F
B
A
S
Sew
Btn
hole
collar
finish
Sleeve
Att
Sew
Side
seam
Att
collar
to
body
Join
shoulder
Shoulder
T/S
Yoke
Att
Yoke
T/s
Hem
Btn
hole
placket
Att
Pocket
At
front
Pair
front
&
back
Sleeve
&
Cuff
iron
Sleeve
pair
Sleeve
line
math
Slveeve
t/s
Collar
R/s
Collar
turn
Collar
T/s
Collar
label
Att
Collar
Trim
&
Notch
Yoke
Lbl
Att
Iron
Pocket
Hem
Pocket
Hem
Btn
Placket
Sew
under
placket
Sew
Box
stitch
Sew
box
stitch
Collar
patch
att
Hem
neck
band
Collar
pick
ready
Cuff
hem
Checking
Hem
btm
Cuff
r/s
Cuff
turn
Cuff
T/s
Cuff
finish
Cuff
pair
Sew
Btn
Sew
Btn
hole
Sew
Btn
End
line
checking
LOADING
C
F
B
S
C
A
Sewing Line Layout - Comparison

63. Balancing of Work Content / Cycle time
5854535359
485050544753535147535953
43
534854565854606158
0
10
20
30
40
50
60
70
FRONT…
FRNT…
FRNT…
FRNT…
WAIST…
BACK…
FRONT,…
BRAND…
BACK…
FRONT
AND…
PANNEL…
SIDE
SEAM
INSEAM
LEFT
&
RGT…
CROTCH…
SIDE
PKT…
WAIST…
HOOK
&…
W/B
EXTN…
W/B
EXTN…
W/B
IRON
&…
FLY
TOP…
SEAT
SEAM
RIGHT
FLY…
LOOP…
FLY…
TRIMMING
TIME
(IN
SECS)
OPERATIONS
LEAN CYCLE TIME Vs TAKT TIME
545453
3537
59
394237374140
19
4240383741
57
33
42373733
4654
20
333637
27
46
0
10
20
30
40
50
60
70
FRONT…
FRNT
POCKET
ATT…
FRNT
POCKET
ATT…
BONE
SEW
TO…
FRNT
POCKET…
WAIST
BAND…
BACK
POCKET
FINISH
FRONT,
BACK,
W/B,…
BRAND
LABEL
ATT
WAIST
BAND
LABEL…
BACK
POCKET
BAG…
FRONT
AND
BACK…
W/B
SETTING
SIDE
SEAM
INSEAM
LEFT
&
RGT
FLY…
CROTCH
SEW
&…
SIDE
PKT
FOLD
&
SEW
WAIST
BAND…
HOOK
&
BAR
ATTACH
W/B
EXTN
SEW
&…
W/B
EXTN
IRON
&…
W/B
IRON
FLY
TOP
STITCH
SEAT
SEAM
RIGHT
FLY
LINNING…
W/B
BLIND
HEM
LOOP
DOWN…
LOOP
TOP
BARTACK
FLY
BARTACK
&…
W/B
TACKING
TRIMMING
TIME
(IN
SECS)
OPERATIONS
CONVENTIONAL CYCLE TIME Vs TAKT TIME
• Best Possible Combinations to be close to
the Takt Time
•NEW COMBINATIONS
•Method Study
• Work place engineering and ergonomics
• Check Points Introduced
• Keeping Material Flow in Mind: Layout
Modification
INTRODUCTION OF SINGLE PIECE
MOVEMENT AFTER LINE BALANCING
Takt Time=465 mins / 450 pcs = 62 sec

64. Improvement
Characteristics Before After
Production / day 301 avg 430
Lead time (Days) 1.52Days 94 min
1.Efficiency% 59% 72%
3.Multi skill Index 3.43 5
4.WIP In line 530 pcs < 100
pcs
5.Rework % 10.58% < 5%
6.Loss time due to style
change over
avg 94.70
min
< 30
min
Manpower per line 44 32

65. Comparison of Traditional vs. Lean
Traditional
• Complex
• Forecast Driven
• Excessive Inventory
• Speed Up Value-Added
Work
• Large Batch Production
• Long Lead Time
• Quality Inspected-in
Lean
• Simple and Visual
• Demand Driven
• Inventory as Needed
• Reduce Non-Value-Added
• Small Lot Size
• Minimal Lead Time
• Quality Built-in

66. TPM - A zero sum game

67. TPM - A zero
sum game
TPM Objectives
• Zero Unplanned Downtime
• Zero Defects
• Zero Speed Losses
• Zero Accidents

68. The 5 Pillars of TPM
Autonomous
Maintenance
Planned
Maintenance
Preventive
Engineering
Quality
Education
&
Practice

69. Autonomous Maintenance
A system where equipment operators learn to:
• Perform daily checks
• Lubricate equipment as needed
• Replace simple components
• Perform minor repairs on machines
• Assist in problem solving
Operators become the early warning system
for machine abnormalities

71. Preventive
Maintenance

72. Six sigma – rework reduction

73. Project Charter
D M A I C
D M A I C
SIPOC CTQTree Diagram
FMEA
Prioritization matrix
High RPN Causes
Cause & Effect Diagram
GEMBA
WHY-WHY Analysis Solutions to Root cause Control chart
SixSigmaapproach

77. DefectsZone
A zone The defects of the garment which is
visible when it is packed.
B zone The defects of the garment which is
visible when garment is opened flat.
C zone The defects which can be seen when the
garment is turned.

78. List of Top defects
Side Seam- Raw Edge Open Stitch
Collar Finish - Down Stitch
Sleeve Placket - Slant & Down Stitch
Uneven Cuff High LowOpen
Pocket Shape Out & Down Stitch
Bottom Hem- Roping
UntrimThread
Count
Percent
LIST OF TOP DEFECTS
Count
33.5 20.5 15.0 11.1 9.5 6.4 4.0
Cum% 33.5 54.0
506
69.0 80.1 89.7 96.0 100.0
309 226 168 144 96 60
Percent
U
ntrim
Th
re
ad
Bottom
H
em
-
R
oping
Pocke
t
Shape
O
ut
&
D
ow
n
Stitch
U
nev
en
C
uff
H
igh
Low
O
p
en
Sle
eve
P
lacke
t
-
Sla
nt
&
D
ow
n
Stitch
C
o
lla
r
Fin
ish
-
D
ow
n
Stitch
S
ide
Seam
-
R
aw
Edg
e
O
pem
Stitch
1600
1400
1200
1000
800
600
400
200
0
100
80
60
40
20
0
Pareto Chart of Top Defects- March to May

79. TopDefects
Collar down
stitch
Pocket down
stitch
Sleeve Placket -
Slant & Down
Stitch
Side
seam
raw edge
Cuff
Uneven
Bottom
roping

80. Causeandeffect-Example
Potential causes were identified by Brain
storming sessions with the operators.
METHOD
MAN
Side seam
raw edge
MACHINE MATERIAL
Improper armhole T/S
Improper sleeve
attachment
Front & back up & down
Uneven margin
M/C control
Improper trimming
Improper or wrong W/C label
attachment
Size mix-up
Improper feeding
Improper sleeve attachment
Improper armhole T/S
Armpit join up & down
Fabric constraint at the end
of seam
Operator handling
Uneven cut parts
Front & back up & down
Uneven margin
Blunt needle point
Folder problem
Cause & Effect diagram was made depicting
the causes category wise.

81. Improve–Fewexamples
In line rework monitoring
board
End line rework monitoring
board
Red Flag
Red Flag- new operator/
operator change

82. ControlPhase
Data Used to establish control limits

83. TechnologyManagement

84. RealTime data Shop Floor data
84

85. WhyRealtimedata???
85
Manual Data entry
of production details
from Shop floor to
SAP
DataTransfer from
SAP to Fast react
Existing manual systems are ineffective in this environment and often leads to
excess "fire-fighting" to fix problems and as a result, a rise in manufacturing
costs.

86. Production Capturing System - PROCON
DataTransfer
from SAP to
Fast react
Attendance
Capturing
Software
Procon Interfaces to
SAP , Fastreact &
Attendance software
PROCON
Real time data capturing

87. Production Capturing System - PROCON
A Real Time Data Collection System on the sewing floor empowers the
organization to track
1. Operator performance and ability to capture actual cycle time
2. Maintain an operator skill matrix
3. Address Bottleneck areas.
4. Monitor the efficiency and productivity.
5. Calculate the wages with precision.
6. Do effective line balancing which helps in creating a transparent
operational model.
7. On-Line identification of machine operators who commit defects and
thereby save rework costs
8. Real time WIP tracking and reporting from cutting to shipping

88. Production Capturing System - PROCON
Benefits :
1. Gains in operational efficiencies
2. Improvements in operator-line morale
3. Real time information and material supply visibility that improves
decision making and reporting in shop floor operations
4. Increased ROI through improved operator and machine
utilization
5. Process transparency and visibility
6. Interface to SAP, Fast react and Attendance software
7. Allows multi factory monitoring wherever you are and checks up
on daily factory output through the internet or over local area
networks.

89. Green Initiative
89

90. • Solar power
• Solar water heater for boiler
• Led Lights
• Rainwater Harvesting
• Steam from boiler used for cooking
Contents

91. Solar power is the conversion of sunlight into electricity,
using concentrated solar power (CSP).
Solar Power

92. Objective:
To reduce the Briquettes usage by 30% in boiler using SolarWater heater
there by reducing the cost and to go green
Background of project:
▪ Presently we are using briquettes average of 2557 kg per day to convert
the water ( 25 C to >100 C) into steam in boiler.
▪ To heat up the water from 25 C to 65 C , more amount of energy is
required hence the consumption of briquettes is high .
▪ To overcome this initial heat up the water to 65 C , we can use Solar
water heater .There by reduction in briquettes consumption and saving
the cost
Solar Heater for Boiler

93. Briquettes Consumption per day for heating the water from 25
C to > 100 C
Water
Sump –
temp 25 C
Briquettes
Current Process

94. Preheated water 65 c
to Boiler
Proposed: SolarWater heater
Water
Sump –
temp 25 C
Briquettes savings

95. LED in Sewing Floor
95
LED tube
light Lux 350~
400
Poka yoke : The light attached to the machine will continue to glow
unless the operator switch off the machine for the below reasons:
1. Machine breakdown during the working hours
2. Recess period
Particulars
Investment Cost in
lacs Rs.
Savings
Savings per
Annum in lac rs.
LED lights in Sewing 33.6
28 watts to 10
watts, Saving in
electricity cost 6.8

96. Rainwater Harvesting
Calculation of water can be harvested
Example : Total building area 165000 Sq.ft x 40 inc of rain x 2,36 (constant) =15576 KL.
In that area 57 days is the rainy season
273 KL (15576000 / 57 = 273263 ltrs/Day) can be harvested per day

97. Steam from boiler used for cooking
CookingVessels connected to
existing boiler
Particulars
Investment
Cost in lacs Rs.
Savings
Savings per
Annum in lac rs.
Steam from boiler used for
cooking 5.7
Reduction in Gas
cost 1.1

98. Thankyou
Pradeep
Industrial Engineer
Contact: pradeep.vsp@gmail.com