Standardized work involves documenting the best current work processes, including takt time, work sequence, and standard inventory levels. This establishes a baseline for continuous improvement. In a garment factory case study, standardizing sewing operations for a military t-shirt model established standard allowable minutes of 34.16 per shirt. After line balancing, productivity increased by 30.6% on average while costs decreased by 24.65% on average. Benefits of standardized work in garment industry include easier training, reduced variability, continuous improvement opportunities, and improved workplace organization.

1. STANDARDISED WORK
-LEAN MANUFACTURING TOOL
SUBMITTED BY- PRAKHAR JAIN
SUBMITTEDTO- MS. PRATIBHA
ER NO.- A2481216003
COURSE- BDES. FT
Presented on- 30th sep 2019

2. • Standardized work is one of the most powerful but least
used lean tools. By documenting the current best
practice, standardized work forms the baseline for
kaizen or continuous improvement.As the standard is
improved, the new standard becomes the baseline for
further improvements, and so on. Improving
standardized work is a never-ending process.
• Basically, standardized work consists of three elements:
• Takt time, which is the rate at which products must be
made in a process to meet customer demand.
• The precise work sequence in which an operator
performs tasks within takt time.
• The standard inventory, including units in machines,
required to keep the process operating smoothly.

4. TAKT TIME
• Takt time is the time in which one part needs to be
produced based on available time and customer
requirements.
• If there are 25,000 production seconds available per shift
(8 hours less lunch and breaks) and the customer
requires 1000 parts each shift, the takt time would be 25
seconds.This means that a part needs to be produced
every 25 seconds in order to keep up with customer
demand without working any overtime (the ideal
situation). Once takt time is determined, the work
sequence and line balancing can be calculated.

5. LINE BALANCING
• Line balancing is the next step in standardized work.
This will involve time studies of all the different jobs
within the process.The concept is that all jobs
within an area or line will require the same amount
of time to complete (cycle time).The more detail in
the time study, the easier it will be to balance work
load between operators.

6. EXAMPLE
• As an example, there are 5 workers on a production line.The cycle
times for each operation are as follows; operator 1 – 20 seconds,
operator 2 – 30 seconds, operator 3 – 25 seconds, operator 4 – 23
seconds and operator 5 – 27 seconds. Using the takt time of 25
seconds from our example above, the goal would be to have no job
more than 25 seconds and have enough operators in this area so
each one would have 25 seconds of work.
• In this example, moving 5 seconds of work from operator 2 to 1,
and 2 seconds of work from operator 5 to 4 would balance out the
work load on this line. Of course, rarely do the times work out like
this in real life, however the two basic concepts are to ensure no
operator has a cycle time greater than the takt time and have
every operation as close in cycle time as possible.

7. A Case Study on Ethiopian
Garment Industry
• This study consists of conducting time study of sewing
operations. By doing this, the sewing operations of single
model (militaryT-shirt) were standardized on single
production line.To compute standard allowable minutes
(SAM) of this model: First, the product was broken down the
into nine main operation elements, such as pocket, collar,
flap, epaulet, cuff, sleeve, front body and yoke, final
assembly and trimming operations. Also these each
operation was broken in their sub-operations.
• https://www.ijert.org/research/productivity-improvement-
through-lean-manufacturing-tools-a-case-study-on-
ethiopian-garment-industry-IJERTV3IS090977.pdf

8. • Total 17% allowance factors for all operations were used viz., personal
allowance=7%, basic fatigue allowance=4%, sitting allowance=1%,
contingency=5%

10. • Using time study, the standard allowable minute (SAM) of a militaryT-shirt model product was
fixed to 34.16 min./shirt. After line balancing, the number of labors required to produce equal
amount of garment, sewing direct labor cost per production line and per unit and production
target is reduced by 24.65% (average),while production capacity, total labor productivity, sewing
machine productivity was increased by 30.6% (average), and real line efficiency increased from
55.59% to 83.3%.

11. WORK SEQUENCE
• In order to achieve the best quality results every time, the
process must be set up in such a way that each operator that
performs the job does so in the same manner.The work
sequence should contain as much detail as possible.
Instruction as to which hand an operation should be
performed with may be necessary based on the layout of the
components that make up the finished product. By setting up
the work sequence, it is easy to observe when something is
being done out of order. Be very cautious of sharing a
responsibility between operators. Ensure each part of an
operation is assigned to only one operator. If one operator
performs a process one time and then a different operator
perfroms that same process the next time, you leave yourself
wide open for a process to be missed.

12. BENEFITS IN GARMENT INDUSTRY
• Best method: With standardisation in mind, we are laying
emphasis on finding out & documenting the best possible method
of performing an operation.This study will help improve a lot of
processes and bring down the SAM value or process time.
• Assists Rhythm: Because the standardised method has been
researched it will assist Rhythm. Rhythm in turn improves the
efficiency & reduces confusion.
• ReducedTraining time: The standardised process is illustrated in a
document clearly which can be used for training,re-training &
multiskilling.
• Attacks Variability: Pin pointing reason for sudden variation in the
result is easier if the work has been standardised. Any deviation
from standard method will lead to deviation in result.For example –
There is a sudden increase in uneven stitch at the collar top stitch.
The quality manager goes to the operation to find out the reason. He
observes that the machine is fit with normal pressure foot as opposed
to compensated pressure foot mentioned in the standard work
document.

13. • Cross FunctionalTeams: In an office if a person repeats the
work sequentially the person sitting next to him will
automatically learn about his job thus enabling cross
functional teams. Also if a work is documented anyone can
be asked to fill-in in case of absence.This eliminates
dependability of processes on people.
• Helps in Continuous Improvement: Standardised works is
the key to continuous improvement. Further improvement
can only be done to standardised processes. For example: An
industrial engineers studied the placement of pins on profile for
collar run stitch and mentioned the findings in the standard
work document.With time the method was adopted and
supervisors had their attention on pins.Later they found out
that out of the three one pin can be removed without affecting
the quality.Thus saving time in pinning & improving the process
further.
• Aesthetically pleasing workplace:And Finally Standardised
workplace looks better aesthetically than non-standardised
workplace.