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.

2. Prepared by:
Biplab Saha ID: 2009100400068
Md. Mijanur Rahman ID: 2009100400105
Shayamal Krishna Debnath ID: 2009100400113
Md. Tanvir Hyder ID: 2009100400118
Supervised by:
Minhaz Ahmed
Lecturer
Department of Textile Engineering

3. Introduction
Line and work cell balancing is an effective tool to improve the throughput of
assembly lines and work cells while reducing manpower requirements and
costs. Assembly Line Balancing or simply Line Balancing (LB) is the problem
of assigning operations to workstations along an assembly line, in such a way
that the assignment be optimal in some sense. LB has been an optimization
problem of significant industrial importance: the efficiency difference between
an optimal and a sub-optimal assignment can yield economies (or waste)
reaching millions of dollars per year.
LB is a classic Operations Research (OR) optimization problem, having been
tackled by OR over several decades. Many algorithms have been proposed
for the problem. Yet despite the practical importance of the problem, and the
OR efforts that have been made to tackle it, little commercially available
software is available to help industry in optimizing their lines.

4. 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”

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

6. 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.

7. Balancing Method
The most basic methods are the Time Study,
Bottle Neck Process Theory and Data Collection
and Analysis.

8. 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.

9. 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

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

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

12. Balancing Matrix
LOW
WIP
HIGH
OUT PUT
LOW

13. Time Study
What is time study?
Time study is a work measurement technique
for recording the time of performing a certain
specific job or its element carried out under
specific condition and for analyzing the data
so as to obtain the time necessary for an
operator to carry out at a defined rate of
performance

14. Time study is a method of direct observation. A trained
observer watches the job and records data as the job is
being performed over a number of cycles.
Time study equipment
the stop watch in general, two types of watch are used for
time study.
Fly back
Continuous
These watches may be used any of the following time scales
Seconds
Decimal minutes
Decimal hours
Time Study

15. SMV
SMV – time that is allowed to perform the job satisfactory.
SMV = Basic time + Allowances
Standard Minute Value
SMV = B.T + Allowances

16. Basic Time
The basic time for the operation is found by
applying concept of rating to relate the observed
to that of a standard place of working.
Calculated as follows:
Basic time = observed time * observed rating
100
(BT = Observed time * Observed Rating = A constant)
100

17. Example..
Rating 5075100 125
Observed time 1.20.80.60.5
Basic Time 1.2*50 0.8*75 0.6*100 0.5*125
100 100 100 100
= 0.6 0.6 0.6 0.6

18. SMV calculation
Element descriptionElement description ObserObser
ratingrating
Obser.Obser.
timetime
BasicBasic
TimeTime
Freq.Freq. BasicBasic
Time/GmtTime/Gmt
Get bundle and sort partsGet bundle and sort parts 9595 0.320.32 0.3040.304 1/301/30 0.0100.010
Match pocket flap to liningMatch pocket flap to lining 105105 0.110.11 0.1160.116 1/11/1 0.1160.116
Sew round flapSew round flap 100100 0.480.48 0.4800.480 1/11/1 0.4800.480
Trim threads and turn outTrim threads and turn out
flapflap
5858 0.350.35 0.2980.298 1/11/1 0.2980.298
Top stitch flapTop stitch flap 9090 0.560.56 0.5040.504 1/11/1 0.5040.504
Close bundle and placeClose bundle and place
asideaside
110110 0.230.23 0.2530.253 1/301/30 0.0080.008
TotalTotal 1.4161.416

19. Total basic time/garment (brought forward) 1.416
Add machine attention allowances 7%
7% of (0.480 + 0.504) = 0.07 x 0.984 = 0.069 0.069
Basic time + MAA (1.416 + 0.069) 1.485
Add personal needs and relaxation allowances 14%
14% of 1.485 = 0.14 x 1.485 = 0.208 0.028
Standard minute Value (SMV) = Basic time + all allowances
= 1.485 + 0.208 = 1.693 (SMV)

20. Operators Performance rating
Listed bellow are the twenty levels of
performance used in the rating process. You
will note that each definition has a
corresponding percentage figure. It is this
figure that is used in leveling.

21. Production Calculation
Target = 60
(individual) SMV
Line Target = Actual Minutes
Total M/C SMV
Actual Minutes = No. of M/C operators X working mints
efficiency x present %

22. Efficiency and Performance
Calculations
Efficiency = Earned Minutes x 100
(of individual) Available minutes
Earned minutes = No. of produced pieces X SMV of that activity
Available Minutes = Working Minutes

23. Example 1
An operator worked for 8 hours on an activity of
having a SMV of 5. She produced 82 pieces of that
activity. What was her efficiency?
Efficiency = 82 x 5 x 100 = 85.42%
8 x 60

24. Example 2.
An operator worked for 9 hours on activity of having SMV of
1.21 & 0.80. She produced 195 & 250 of those activities
respectively. What was her efficiency?
Efficiency = 195 x 1.21 + 250 x 0.80 x 100
9 x 60
= 80.66%

25. Example 3
An operator worked for 8 hours on an activity of
having a SMV of 5. She produced 82 pieces of
that activity. She had 40 minutes of stoppage
time due to machine breakdown & power failure.
What was her performance?
Performance = 82 * 5 * 100
( 8 * 60) – 40
= 93.18%

26. Allowance and Calculation
Personal Needs and Fatigue = 7.5%
Other (Standing) = 4.0%
MachineMachine
TypeType
AllowanceAllowance
%%
DNLDNL
SNL/BHSNL/BH
DNC/50LDNC/50L
SNC/30LSNC/30L
BS/BTBS/BT
OtherOther
17.517.5
12.512.5
9.09.0
7.57.5
5.05.0
2.02.0

27. Operation TGT/HR = 60
SMV of the operation
Line Target
TGT/Working Time = No of operator * working mints
Total machine SMV
Overall Efficiency = Earned SAH *100
Clock hours
On std Efficiency = Earned SAH *100
Clock HRS – Lost HRS

28. Production Planning
Load and capacity Planning
Successful planning requires knowledge of two variables to
determine the time required to manufacture a contract.
Load – How much work we are putting on a section
Capacity – How much work a section is capable of
completing
In an ideal situation
>> Load = Capacity

29. Load and capacity
LOAD – Contract size x Work content
Capacity – The amount of work the factory or
section is capable of doing.

30. The scheduling rule
Balance load and capacity
Arrange the programmed of work so that the load can
be achieved
Use common units – standard minutes

31. Balancing & Capacity
Load
Uncertainty about the
number of garments to
be sold Demand?
Speculation?
Prediction?
Uncertainty about work
content
Standard minute value
Measured
Estimated
Capacity
Uncertainty about the
number of operators and
performance
Total numbers
Attendance hours
Absenteeism
Performance
Learning curve
Uncertainty about the
equipment
Availability
Reliability

32. Style Order qty SMV per Gmts. Total SMV’s
Avon 10000 42 420000
Bar 8000 30 240000
Clyde 24000 20 480000
Dee 12000 65 780000
a) Calculate the average weekly load in standard minutes
1920000sm’s/13 weeks = 147692 SM’s
b) If the factory employs 80 operators, has 4% absenteeism, works a 40
hour week, has a efficiency of 85%,
c) what is the weekly capacity in standard minutes?
80*40*0.96*0.85=156672sm’s
d) His the Factory sufficient capacity to meet the plan?
I think its Yes
The pre Production plan for the next 13 week
season has provided the following information.

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

34. 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

35. 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)

36. 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

37. 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

38. 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

39. 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

40. Conclusion
The contributions and incessant efforts of all the group
members to complete the project report are highly appreciative.
The challenging environment in 21st
century demands that
textile education should be meaningful and responsive to
develop a mechanism to produce dynamic and technically
competitive human resource in order to meet the challenges of
the global world. Right and effective strategies needs to be
adopted for affecting productivity with quality improvements in
textile education thereby making it relevant and useful not only
for the sustained growth and development of the textile
institutes but also in serving the societies in a progressive way.

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