This document provides guidance on improving production line efficiency. It discusses calculating standard minute values and production targets. Key factors that impact efficiency are identified such as not following individual operator targets, poor recording systems, excessive overtime without productivity, and non-value added work. Specific examples are given for calculating efficiency and addressing bottlenecks. The importance of proper planning, teamwork, and leadership are emphasized for maximizing efficiency.

1. 1
WELCOME TO
OLIO TEAM

2. Improving Production &
Line Efficiency
Training for All Stuff
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3. 3
Why we will change?

4. Production
•Production is the process of combining units
of inputs (man-made and human resources) to
create output
Fabric
(Cutting)
Thread Machinery Manpower
(Workers)
Output
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5. 1000pcs 200 Cones 35 Machines 40 persons (40x
10) = 400hrs 200 pcs
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Production

6. What is SMV ?
• Meaning of the Abbreviation- Standard Minute Value
• It should be expressed always in Minutes
• Time taken by a standard operator to complete any give operation/s
with pre-defined conditions
• BSI 100= 100% performance operator is the standard operator
• SMV = Basic Time + Allowance
Observe Time X Rating
• Basic Time =
Standard Rating
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7. How to Calculate SMV?
• We Can Calculate SMV By 03 Way.
• PMTS can be used as a method analysis technique
There are common versions. (Time study).
• MTM1,2,3 [Established in 1940(350codes), 1965 (39 codes),1970 (10
codes)
• GSD (General Sewing Data) Established in 1971- specially designed for
the needle trade work. (36 codes)
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8. WHAT IS TARGET?
• Production Target refers to the number of units or the quantity of output
the business is expected to produce in the next financial period.
• Production target defines how much to produce?
• The production target is fixed during the preparation of the production
budget when the man, material, method, money are decided.
• This production target helps the organisation follow a routine production
process and adjust their master schedules when necessary to achieve the
desired target.
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9. How to Calculate Target?
TOTAL MANPOWER X WORKING HOURS X 60
• TARGET = X EXPECTED EFFI.%
SMV
(TTL.MP=80) X (WH=10) X 60
TARGET = X 65%
(SMV= 35.80)
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10. 48000
TARGET = X 65%
35.80
TARGET = 1340.78 X 65%
TARGET = 871.50 PCS.
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How to Calculate Target?

11. • Efficiency is the quality of being able to do a task successfully, without
wasting time or energy.
• The comparison of what is actually produced or performed with what
can be achieved with the same consumption of resources (money,
time, labor, etc.). It is an important factor in determination of
productivity. See also effectiveness.
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WHAT IS EFFICIENCY?

12. • Production output from the line (Pcs),
• Standard Minute Value (SMV) for garment,
• Total number of operators / Helpers in the line,
• Total working hours.
How to Calculate Efficiency
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13. How to Calculate Efficiency
Line Output SMV of the Garment
Total number of Operators /
Helpers
Total Working Hours 60
Total produced Minutes
100
Total Worked Minutes
100
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14. WR-254 (4UDBWBY)
800pcs 22.02 minutes
40 10 60
100
800 x 22.02
40 x 10 x 60
100
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15. 17616 mins
24,000 mins
100
73.40%
Efficiency
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16. Reasons for Poor Efficiency
• Not following Individual Targets of Operators / Helpers
• Poor Recording Systems (Not recording WIP / Input / Output)
• Excessive Working Hours without productivity (Extra Overtime)
• Non productive Times (Machine Breakdown / No Input)
• Improper Planning (Not prepare well for next style change)
• Bottlenecks (Due to poor balancing)
• Not follow Bundling Serial Systems
• Operators / Helpers doing non – value added operations / Processes
• Poor cooperation with other departments (Cutting / Store)
• Operator Skills
• Absenteeism
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17. Not following Individual Targets of Operators /
Helpers
• Without not knowing the hourly
achievement how can you achieve
daily target
• Not possible to identify where the
problem is
• Finally you can not make decisions
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18. Follow Operator Individual Targets Closely
• Record every hour production from the beginning, of style not after
one day
• If you found less than the requirement ask for reasons
• If Operator give any reasons (Good or Bad) check it right or wrong
• If right necessary to give a solution
• If wrong explain them that answer is wrong
• Don’t misbehave or use rough language with them
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19. Poor Recording Systems (Not recording WIP / Input /
Output)
Date Front Part Output Back Part Output Total Output
1/4/16 2500 2200 1200
2/4/16 3200 2800 1700
3/4/16 4000 3300 2500
4/4/16 4900 4000 3200
5/4/16 5500 4500 4000
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20. 500
400
300
600
500
400
200
150
100
Front Back Belt
300 250 200 100 75 60
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21. Excessive Working Hours without productivity (Excess
OT)
Hour 1 2 3 4 5 6 7 8 9 10 11 12 13
Output 50 70 75 80 80 85 83 80 85 85 ?? ?? ??
Up to 10 Hours Total Production =773pcs
Up to 13 Hours Total Production = 850pcs
Up to 10 Hours Average Production / Hr =77pcs
Up to 10 Hours Average Production / Hr =65pcs
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22. Non productive Times (Machine Breakdown / No
Input)
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23. Improper Planning (Not prepare well for next style
change)
• If you have clear details about Input / Output / WIP you know that
when will be finish current style
• Then you can assume when you need new input
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24. Bottlenecks
•Bottleneck is a stage in a process that causes the entire process to
slow down or stop.
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25. Practical Example
Pocket Seam
Attach – 500pcs
Pocket Overlock
– 500pcs
Pocket Bag
Topstitch – 400pcs
Pocket Attach –
200pcs
• Operator Problem??
• Machine Problem??
• Capacity Problem??
• Defectives??
Or What
• Motivate / Change
Operator
• Change Machine??
• Check Actual Capacity??
• Change the method with
the help of WSE??
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26. Not follow Bundling Serial Systems
• If you are not following Bundling Systems
• If Front / Back Parts follow different bundles then can not do
assembly
• Unable to get exact qty’s
• Directly affecting to operator performance as they need to
search for bundles
• Increasing non productive time
• Excessive backlogs due to bundle mistakes
• Affecting Line Cleanliness / arrangements
• Create Unpleasant working environment
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27. How We are Doing - Bargain
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29. How Others are Doing
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32. Operators / Helpers doing non – value added Operations
• What is Non Value Added Operations
• Any process doing by operator / helper and do not allocate SMV in
Operation Breakdown
• Therefore these processes not considering when calculate efficiency
• But those operator / helper working hours added to total working hours
of production line
• Increase Product Cost (Buyer did not pay for extra work)
• What are the Non Value Added Operations
• Matching Parts (Such as Pockets / Front & Back Parts) / Belts)
• Tacking Parts to body (Such as Belt / Belt Loop)
• Excess Markings (Other than the required markings)
• Thread Cutting
• Any other Operator / Helper process which is not included in layout 32

33. Matching No Serial in Parts (Bargain & Zazu)
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34. Knee Marks - Bargain
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35. Tack Waist Belt & Loop to Body (909 & Bargain)
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36. What we can do to STOP Non Value Adding Operations
• Follow Bundle / Number Serial - No Need Match parts or Tack Parts
to Body
• Remove Excess Markings
• Ask your self actually this is required or not / Check with WSE & Quality
Controller for any other methods or remove marks completely
• Reduce Marking area and It will help to increase production pcs
• Keep Active all Auto Thread Cutting Devises (Wiper / UBT)
• Reduce no of Helper Process as much as you can to increase Efficiency
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37. Bundle & No Serial Follow up
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38. Reduce Marking Area
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39. Reduce Marking Area
Not Clear / Excess
Markings / Not Good
Method = Low Output
Clear & Clean/ Less
Markings / Good Method
= High Output
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40. Poor cooperation with other Departments (Cutting / Store)
• Keep good communication channel with Cutting / Stores
• Usually follow up Input figures (Qty) with Input man
• Create a friendly relationship with other departments
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41. Work Smarter
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42. Operator Skills
• Skill - an ability to do an activity or job well
• Low Skill Caused
• Low Output / Target
• Poor Quality
• Balancing Problems
• Train Low Skill Operators to do other processes with help of WSE
• Train Experienced Helpers to operate machine even a small process
• Change Operators among various operations specially when having new
lay out
• Motivate your team for greater results 42

43. Absenteeism
• Does Absenteeism Really affecting Efficiency??
• Day Output 300pcs / Workers – 40 x 10hrs = 300/400 x 100 = 75%
• Theoretically it does not
• Day Output 250pcs / Workers – 33x 10hrs = 250/330 x 100 = 75%
• But if you don’t have skilled operators Efficiency will go down because
they are unable to achieve hourly / daily target
• And if you work more hours to recover target still affecting to
Efficiency
• Day Output 250pcs / Workers – 33x 13hrs = 250/429 x 100 = 58%
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44. Motivate Your Team
• Meet with your team at least once a week
• Explain goals / targets / Absenteeism
• Hear their difficulties and try hard to solve them
• When new style starts, must have a meeting and explain what
the mistakes we did in previous style, and how to overcome
them in new style
• Well behave with the employees (Need to add more details)
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45. Be a Leader
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Team Work

47. 47
Proper Team Work

48. Zero Feeding Time
New Style Input Previous Style Output
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49. Our Factory Actual Situation
Hour 1 2 3 4 5 6 7 8 9 10 11 12 13
Output 20 20 20 20 20 20 20 20 20 20
• Previous Style Last Output = 600pcs / 10Hr
= 60pcs / Hr
• Next Day Output Balance = 200pcs
• How Many Hours Need to Complete = 200/60 = 3.33Hrs
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50. Continued…
• New Style Input = 8.00am (25/04/2016)
• New Style Output = 10.00am (26/04/2016)
• Line Feeding Time = 12Hrs
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51. • Study the Sample of New Style
• Prepare Input /Pattern Boards / Threads In Advance
• Prepare machinery quickly with the help of Mechanic
• If one machine finish previous style input new style
How Can we reduced Line Feeding Time
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THANKS TO ALL…