Introduction to work study
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This document provides an overview of a training programme on work study for sewing floor staff. It discusses key aspects of work study including work measurement techniques, standard minute value calculation, efficiency calculation, and cost per minute calculation. The goal of the training is to increase productivity, output, and profitability through systematic analysis of work processes and setting fair productivity targets.
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This document discusses the importance of time studies for improving productivity in the garments industry in Bangladesh. It provides an overview of a garments company called KB Apparels Ltd and describes how they implemented time studies on the processes for making T-shirts and athletic shirts. The time studies identified bottlenecks in the processes and areas where line speeds needed to be balanced. Recommendations included assigning more skilled operators to bottleneck areas and quick responses from workers to meet production targets.
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The document discusses key concepts in industrial engineering including:
1. It provides definitions of industrial engineering, discusses its history and development from the 18th century onwards, and lists some of the main techniques used such as work study, time study, layout planning, and material handling.
2. Work study and time study are described as important techniques for improving productivity through methods analysis and setting standard times.
3. Other core techniques mentioned are layout planning to optimize space utilization and material flow, and production planning and control to coordinate activities and resources.
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This document provides details about production planning for a dungaree skirt, including:
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- Pitch diagram shows minor bottleneck at operation 7.
- Hourly capacity is 188 pieces and daily capacity is 1885 pieces.
- Targets are set to complete a 10,000 piece order within 11 days based on varying hourly and daily efficiencies from 30-70%.
- Efficiency and productivity are calculated from actual production data on the 5th day of 70.03% and 57.83 respectively.
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3. Benefits of work study and time study include eliminating waste, reducing fatigue, finding best work methods, and improving productivity, cost, and quality.
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This document discusses work measurement techniques used in the clothing industry. It defines key terms like standard minute value (SMV), which is the time allowed to complete an activity at a defined performance level. It describes methods like time study using stopwatches, predetermined motion time systems (PMTS), and activity sampling. The objectives of work measurement are outlined as providing data for costing, production planning and incentive schemes. Calculating productivity, efficiency and targets at both the individual operator and line levels are also covered.
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The document discusses various formulas used in the garment industry for tasks like setting production targets, measuring individual and line efficiencies, tracking work-in-process, and calculating costs. It also provides examples of how industrial engineering concepts are applied through tasks like time studies, standard setting, production planning, and performance analysis to improve factory processes and operations. Key roles of industrial engineers include work measurement, standard setting, planning, analysis, improvement projects, and ensuring efficient use of resources.
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Training on IE From BGMEA Under (SEIP) Project
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The document discusses key concepts in industrial engineering including:
1. It provides definitions of industrial engineering, discusses its history and development from the 18th century onwards, and lists some of the main techniques used such as work study, time study, layout planning, and material handling.
2. Work study and time study are described as important techniques for improving productivity through methods analysis and setting standard times.
3. Other core techniques mentioned are layout planning to optimize space utilization and material flow, and production planning and control to coordinate activities and resources.
4. The role of industrial engineers is highlighted as designing, improving, and implementing integrated systems involving people, equipment, and processes to efficiently achieve organizational goals.
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This document provides details about production planning for a dungaree skirt, including:
- Standard minute value (SMV) is calculated as 22.92 minutes based on basic and allowance times.
- Pitch diagram shows minor bottleneck at operation 7.
- Hourly capacity is 188 pieces and daily capacity is 1885 pieces.
- Targets are set to complete a 10,000 piece order within 11 days based on varying hourly and daily efficiencies from 30-70%.
- Efficiency and productivity are calculated from actual production data on the 5th day of 70.03% and 57.83 respectively.
Effect of work study & time study on production and quality
1. The document summarizes a student project on applying work study and time study techniques to improve production and quality in a garment manufacturing process.
2. It describes implementing work study charts to optimize resource utilization and workplace layout. Time study techniques like direct observation and predetermined motion times are analyzed.
3. Benefits of work study and time study include eliminating waste, reducing fatigue, finding best work methods, and improving productivity, cost, and quality.
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This document discusses work measurement techniques used in the clothing industry. It defines key terms like standard minute value (SMV), which is the time allowed to complete an activity at a defined performance level. It describes methods like time study using stopwatches, predetermined motion time systems (PMTS), and activity sampling. The objectives of work measurement are outlined as providing data for costing, production planning and incentive schemes. Calculating productivity, efficiency and targets at both the individual operator and line levels are also covered.
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2. Determine the sequence of operations based on material and component flow. Arrange the operations in logical order.
3. Estimate the standard time for each operation using time study data.
4. Calculate the cycle time for each operation based on production target.
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6. Arrange the machines along the assembly line in the sequence of operations to ensure smooth material flow.
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The document discusses various topics related to industrial engineering processes in garment manufacturing, including:
1. How to calculate the Standard Allowed Minute (SAM) value for a garment, which is used to measure work content and for cost estimation.
2. The different types of garment production systems and how factors like machinery and labor affect the system type.
3. How to calculate key metrics like production targets, line efficiency, garment cost, and operator efficiency that are important for production management and cost control.
4. Process flow charts that illustrate the sequence of operations to make basic garments and show how raw materials are transformed through cutting, sewing, finishing and packaging processes.
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This document discusses the calculation and importance of standard minute value (SMV) in the apparel industry. It defines SMV as the basic time plus allocated allowances needed to produce a garment. Basic time is calculated as the observed time multiplied by a rating factor and represents the likely minimum time required. Observed time is the recorded time taken under close observation. Rating factors adjust for worker speed. SMV is important for costing, setting targets, measuring efficiency, and planning factory production. Formulas are provided for calculating basic time and SMV from observed cycle times under different conditions.
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This document provides an outline for a course on yarn production. It covers the handling of raw materials in textile industries, fiber mixing and cleaning processes, carding equipment and operations, lap preparation, comber principles and operations. It also references additional learning materials. The key topics covered are the types of textile raw materials used, material handling equipment commonly used in spinning units like various trolleys, and safety precautions for material handling in different textile processing areas such as the blowroom, carding, drawing, roving and ring spinning sections.
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Here are the key steps to prepare an assembly line:
1. Identify the major operations required to produce the garment. Break down the manufacturing process into individual steps.
2. Determine the sequence of operations based on material and component flow. Arrange the operations in logical order.
3. Estimate the standard time for each operation using time study data.
4. Calculate the cycle time for each operation based on production target.
5. Select appropriate machines required for each operation considering operation type and cycle time.
6. Arrange the machines along the assembly line in the sequence of operations to ensure smooth material flow.
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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.
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The document discusses various garment production systems including make through, progressive bundle, unit production, and modular production systems. It provides details on the operational principles, components, advantages, and disadvantages of each system. Project management tools like Gantt charts and software are also described which can help plan and schedule garment production. Finally, it concludes that the best system depends on factors like product type, company policies, and available resources.
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This document provides guidance on establishing a maintenance management system for apparel firms. It describes the key elements of a maintenance management system, from initial inventory gathering to preparing a maintenance budget. The system framework helps with maintenance planning, work scheduling, completing work orders, and managing maintenance costs. Effective maintenance management can prevent health and safety issues, extend asset lifespan with fewer breakdowns, and reduce operating costs. It involves taking a systematic approach to planning, organizing, monitoring, and evaluating all maintenance activities and their associated costs.
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Lean is a production practice that creates more value with less work by eliminating sources of waste.
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The document discusses various topics related to industrial engineering processes in garment manufacturing, including:
1. How to calculate the Standard Allowed Minute (SAM) value for a garment, which is used to measure work content and for cost estimation.
2. The different types of garment production systems and how factors like machinery and labor affect the system type.
3. How to calculate key metrics like production targets, line efficiency, garment cost, and operator efficiency that are important for production management and cost control.
4. Process flow charts that illustrate the sequence of operations to make basic garments and show how raw materials are transformed through cutting, sewing, finishing and packaging processes.
Overlock Machines
The document describes an overlock machine, which is a specialized sewing machine used to finish fabric edges and seams. It can produce stitches at speeds up to 5000 stitches per minute. The overlock machine makes stitches using 1-5 threads depending on the number of needles and loopers. Common stitch types include 3-thread, 4-thread, and 5-thread overlocks. Key features of the overlock machine include its differential feed system and ability to stretch stitching up to 300%. Problems with thread chains are addressed through the use of a backlatcher or chain cutting device.
Calculate Standard Minute Value for a Garment
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This document summarizes line balancing techniques for optimizing production line efficiency. It discusses calculating standard minute values using time studies and setting production targets. Pitch time and control limits are explained to balance the workload across workstations. Bottleneck processes are identified and methods to reduce them are provided, such as work improvement, equipment upgrades, and job reassignment. The overall goal of line balancing is to design a smooth production flow that allows each worker to complete their allotted work within an even time frame.
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Factory: Hartokitola, Chandra, Kaliakoir, Gazipur
Corporate Office: House-25, Road-10, Sector-06, Uttara Model Town, Dhaka-1230, Bangladesh
Application of Industrial Engineering in Garments Industry
The document provides an overview of industrial engineering techniques and activities for a garment industry training program. It discusses key industrial engineering concepts like method study, time study, work measurement, value analysis, production planning and control, inventory control, job evaluation, and ergonomics. It also outlines specific industrial engineering activities that will be covered, including new style analysis, size set making, line feeding, changeover processes, capacity checks, bottleneck identification, line balancing, and production studies. The overall goal is to introduce industrial engineering techniques to improve productivity, eliminate waste, and optimize resource utilization in the garments industry.
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Industrial Engineering Tools & Activities of a RMG !!!
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Application of Industrial Engineering in Garments Industry
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Work study is a technique used to systematically analyze work processes to improve efficiency. It involves observing work, documenting the current process, analyzing it for improvements, developing a more efficient method, measuring the new method, and implementing it as the standard. The key founders who developed techniques in this area include Frederick Taylor with time motion studies, Frank and Lillian Gilbreth with motion studies, and Henry Gantt with task scheduling. Work study specialists must gain cooperation from supervisors and workers, and consider the human factors, to successfully conduct a study and implement new standards.
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This document lists various presser feet and accessories for a sewing machine that serve different purposes such as preventing fraying, attaching zippers, making buttonholes, hemming, quilting, attaching cords decoratively, guiding a 1/4 inch seam, and using a ruler to sew evenly spaced lines.
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Work aids like folders, guides, and specialized presser feet can be added to sewing machines to improve productivity, quality, and reduce operator fatigue and training time. Folders in particular help fold fabric accurately before sewing for complex seams. They are used for tasks like yoke joining in shirts, hemming pockets, and attaching trims like piping. Different folders exist for different garment types like shirts, jeans, and dresses to automate repetitive folding and stitching tasks. Specialized presser feet also assist with techniques like blind hemming, buttonholes, zippers, and more.
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Introduction to work study
- 1. Training Programme For Sewing Floor Staff @ D.B.L
- 2. APPROACH TO WORK STUDY Conducted by:- Md.Khairul Islam “ TIME VALUES MORE THAN MONEY”
- 3. APPROCH TO WORK STUDY 1) Work study definition 2)Definition of method study & work measurement 3)Work measurement techniques 4)Important of work measurement 5)Defined standard minute value 6)Describe the smv equation 7)Efficiency calculation 8)CPM calculation 9)Lost time 10)Incentive Calculation
- 4. WORK STUDY Method & motion study Time study Work place engineering Capacity study Activity sampling Production study GSD SEW EASY 2005 CMA Work measurementWork measurementMethod studyMethod study
- 5. What is Work Study? Work study is a systematical method of studying work to obtain the best use of human material Resources in carrying out the specified activity
- 6. *. It is systematic, simple and consistent based on the handling facts. *. It is a tools which can be used universally. *. It is the most penetrating tools of investigation available to management. *. It is relatively cheap & easy to apply. *. To increase the productivity. *. To increase the profitability. *. To increase the job security. *. To make the work easier. *. To establish fair task for everyone. IMPORTANTS OF WORKSTUDY.IMPORTANTS OF WORKSTUDY.
- 7. WORK MEASUREMENTWORK MEASUREMENT The application of technique designed toThe application of technique designed to establish the time for a qualified worker toestablish the time for a qualified worker to carry out a specified task when working in acarry out a specified task when working in a defined conditiondefined condition
- 8. METHOD STUDY Method study is a systematical recording and critical examination of ways of doing things in order to make improvement.
- 9. WORK MESUREMENT TECHNIQUES G.S.D SEW EASY CMA HISTORICAL DATA ANALYTICAL ESTIMATING ACTIVITY SAMPLING
- 10. WORK STUDY WORK MEASUREMENT METHOD STUDY INCREASE PRODUCTIVITY
- 11. AIMS OF METHOD STUDY & WORK MEASUREMENT IMPROVE PRODUCTIVITY IMPROVE OUT PUT REDUCE TIME OF PRODUCTION IMPROVE QUALITY REDUCE THE COST OF PRODUCTION INTRODUCE MORE EFFECTIVE & EASY METHODS
- 12. STANDARD MINUTE VALUE (S.M.V) The time required for an average worker to perform a given duty under the given working conditions. Observed time =average cycle time Basic time =Observed time X Observed rating Standard rating S.M.V = Basic time + Allowance
- 13. TYPES OF ALOWENCES MACHINE ALLOWANCES PERSONEL & FATIGUE ALLOWANCES
- 14. SMV= BASIC TIME+ALLOWANCES Cycle Time = 0.60,0.70,0.65,0.60,0.65 Observe time = 3.2 / 5 = 0.64 Rating = 85% Basic time = Observe time X observe rating Standard rating = 0.64 X 85/100 = 0.54 SMV = Basic time +Allowance = 0.54+15% SMV = 0.62
- 15. Re-action of Imbalance line.Re-action of Imbalance line. @. Less production Or@. Less production Or Production drop.Production drop. @. Waiting for work.@. Waiting for work. @. No work or less work to the@. No work or less work to the operator or helpers.operator or helpers. @. Bottleneck.@. Bottleneck. @. Quality standard getting@. Quality standard getting down.down. @. Over time.@. Over time. @. Mental pressure for Line@. Mental pressure for Line chief and the manager.chief and the manager.
- 16. Reasons of imbalance line #. Irregular distribution of work. #. Less monitoring. #. Wrong production. #. To Fail to identify the skill operator for said operation. #. Changing the skill ness of the operators. #. No motivational activities for operators. #. Quality fault. #. Less effective decision making. #. Input gap. #. Machine problem or no supply.
- 17. TYPES OF LOST TIME WW- WAITING FOR WORK CD - CUTTING DELAY CM - CUTTING MISTAKE MB - MACHING BREAK DOWN RW – RE-WORK PF - POWER FAILURE CS - COLOUR SHADING LF - LINE FEEDING
- 18. HOW TO MEASURE THE IMPROVEMENT IN A COMPANY MEASUREMENT TECHNIQUES 1) EFFICIENCY 2) COST PER MINUTE 3) CM PER MINUTE
- 19. EFFICIENCY CALCULATION EARNED MINUTES =PRODUCED QTY. X SMV AVAILABEL MINUTES =SMV EARNERS X WORKING MTS. EFFICIENCY % = EARNED MINUTES X 100 AVAILABEL MINUTES
- 20. 1 Example: - PRODUCTION = 800 GMT SMV = 10 NO OF SMV EARNERS = 20 WORKING MINUTES = 480 AVAILBLE MINUTES = 20 x 480 = 9600 EARNED MINUTES = 10 x 800 = 8000 EFFICIENCY = 83.33%
- 21. COST PER MINUTE CPM = TOTAL OVER HEAD COST FOR THE MONTH NO OF OPERATORS X WORKING MINUTES X EFFICIENCY
- 22. TARGET CALCULATION TARGET FOR A SINGLE OPERATION =WORKING MTS. X EFF% SMV TARGET FOR A PRODUCTION TEAM =NO OF WORKERS X WORKING MINUTES X EFF % TOTAL SMV
- 23. THANK YOU