This document discusses line balancing in garment manufacturing. Line balancing aims to design a smooth production flow by evenly allotting processes to workers so that each can complete their workload within the same amount of time. This keeps inventory costs low and production balanced. Tools for line balancing include production sheets and reports tracking inventory levels and output. Balancing starts by determining required operators and work-in-process inventory levels. It aims to keep all operators working at maximum capacity while solving problems before they become large. Key aspects of balancing include pitch time, bottleneck processes, and setting control limits.

1. LINE BALANCING (Process
Organization)
Prepared by: Shaheen Sardar
BSc Textile Engineering
MS Textile Management
Line Balancing Garment
Manufacturing

2. LINE BALANCING (Process
Organization)
The Line Balancing is “to design a
smooth production flow by
allotting processes to workers so as
to allow each worker to complete
the allotted workload within an even
time”

3. LINE BALANCING (Process
Organization)
It is a system where you meet the
production expectations and you can
find the same amount of work in
process in every operation at any
point in the day.

4. Reasons to have balance the production
line(1) Keeping inventory costs low results in higher net
income
(2) Keeping normal inventory levels lets the operator
work all day long giving him/her the opportunity
to earn more money by increasing his/her
efficiency
(3) Keeping the line balanced let’s the supervisors
improve other areas because they can use their
time better
(4) Balanced production keeps prices low which turns
into repeat sales
(5) Balanced production means better production
planning.

5. Balancing Tools
The most basic tools are
Production Sheets, the Daily
production report, the inventory
levels by operation and the
Production Boards.

6. How do we start balancing the
production line?
Well we can start by determining how many
operators for each operation are needed for a
determined level of production. After this we
need to determine how much WIP we need to
anticipate production problems.
Recommended WIP is 1-hour inventory level
for each operation. A good range would be
from 30 min to 120 min inventory level.

7. There are 3 rules for balancing:
(1) Have at least ½ hour of WIP for
each operation
(2) Solve problems before they
become any larger
(3) Meet production goals by
keeping every operator working at
their maximum capacity

8. Work In Process (WIP)
What is WIP?
WIP is made up of all garments and
their parts that are not completely
finished.

9. How can we manage WIP?
(1) Production planning
(2) Trims control
(3) Production Build-up
(4) Balancing
(5) Cut Flow Control

10. Balancing Matrix
LOW
WIP
HIGH
OUT PUT
LOW

11. Pitch Time
Reference value for synchronization
in the division of labour is called Pitch
Time (PT). Pitch Time provides
average time allotted to each worker.

12. PITCH DIAGRAM
(seconds)
160 Bottleneck Process
140
120
100
80
60
40
20
A B C D E F G H
Name of worker (In order of processes)
WorkAllotmentTime
80
70
140
105
115
140
110
140
105
115
140 95
140
105
115
140
110
95
140
105
115
140
110
95
140
105
115
140

13. Bottleneck Process:
The time at which the longest time is required is called
“bottleneck Process”
The state of line organization should be evaluated as “Organization
Efficiency” Using the pitch time and Bottleneck Process Time.
Pitch Time
Organization Efficiency (%) = ________________________ x 100
Bottleneck Process Time
100
= ______ X 100
140
= 71.4 % (For the aforementioned case study)

14. Pitch Diagram in the form of Bar
Graph
160
140
120
100
80
60
40
20
WorkAllotmentTime
A B C D E F G H
85
115
80
10 5
110
70
95
14 0
(Seconds)
Pitch Diagram (bar graph)
1stbottleneckProcess
Lossin balance
Lossin balance
2ndbottleneckProcess
Nameofworker(inthe orderofprocesses)
Work
Allotment
Time

15. How to reduce the number of
bottleneck processes
(1) Investigate the relation between the bottleneck process
and its previous and subsequent processes to correct the
line organization.
(2) Investigate whether it is possible to further divide the
process.
(3) Conduct the motion study for work improvement.
(4) Make improvements to equipment, jig and tools.
(5) Mechanize the manual work.
(6) Change the positions of workers.
(7) Investigate the modification to the machining
specifications.
(8) Make it a rule to lend the worker in charge of the
bottleneck process a helping hand

16. Control limit
(seconds)
160 Bottleneck Process
140
120
Upper Limit
100
80 Lower Limit
60
40
20
A B C D E F G H
Name of worker (In order of processes)
WorkAllotmentTime
80
70
140
105
115
140
110
140
105
115
140 95
140
105
115
140
110
95
140
105
115
140
110
95
140
105
115
140
70
110
95
140
105
115
85

17. Control limit
Pitch Time
Upper Limit = _________________________X 100
Target organization efficiency
= 0.85 = 117.6 Seconds
Lower Limit = 2 x Pitch Time – Upper Limit = 2
x 100 – 117.6 = 82.4 Seconds