Industrial Engineering in the Apparel Industry
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Industrial Engineering in the Apparel Industry
- 1. 1
- 2. Context ο What is Industrial Engineering? ο Why IE in apparel Industry? ο Role of IE ο Production Vs. Productivity and its types ο Factors affecting productivity ο Time Study ο Capacity Study ο Work In Process (WIP) ο Operation Bulletin / SAM sheet ο Line Balancing ο Efficiency ο Cost Per Minute (CPM) 2
- 3. What is Industrial Engineering? βIt is something to do things in a better wayβ. 3
- 4. Role of Industrial Engineering ο Layout designs ο Material consumptions ο Operational breakdowns ο Capacity study ο Work study ο Manufacturing cost ο KPIs ο Quality Management ο Wage calculations ο Incentives ο Maintenance ο Waste ο Skill Matrix 4
- 5. Production Vs. Productivity ο Production: It is the process of converting resources into products or services It is the volume of output irrespective of the quantity or quality of resources employed to achieve a level of output ο Production System: ο Productivity: It is the ratio of outputs (goods & services) divided by the inputs (resources such as labor and capital) Productivity = Output / Input It is the ration between output and input that totally depends upon both output and input levels 5
- 6. Types of Productivity Labor Productivity πΌππππ π·πππ ππππ π³ππππ π―ππππ πΌπππ Machine Productivity πΌππππ π·πππ ππππ π΄ππππππ π―ππππ πΌπππ Material Productivity πΌππππ π·πππ ππππ π΄πππππππ πͺπππππππ Land Productivity πΌππππ π·πππ ππππ π¨πππ ππ π³πππ πΌπππ 6
- 7. Factors Affecting Productivity β’ Age, Quality of Machinery β’ Machine Maintenance & Utilization (OEE) β’ Plant Layout β’ Line Balancing β’ Material Handling & Storage β’ Housekeeping β’ Employee Turnover Rate β’ Absenteeism β’ Rewards, Recognition & Compensation β’ Staff Development β’ Incoming Material Rejection β’ WIP Rejections β’ Finished Goods Rejection β’ Use of Information Technology β’ Use of Quality Tools & Techniques 7
- 8. Time Study It is a work measurement technique for recording the times and rates of 8
- 9. Time Study Procedure Following steps are taken while making time study ο Collection of details regarding job and machine ο Calculate average single cycle time for the certain operation by taking no. of observations and averaging them ο Calculate observed time (minutes) ο Rate the operator ο Calculate Basic Time ο Determine allowance factor ο Calculate standard time called SAM( standard allowed minutes) 9
- 10. Time Study Equipment's οStop watch οClip board οTime Study forms οPencil 10
- 11. Time Study Average single cycle time Time of sewing operation (20 observations) Sec Sec 1 60 11 58 2 58 12 59 3 63 13 78 4 61 14 65 5 59 15 63 6 58 16 64 7 63 17 62 8 69 18 63 9 85 19 61 10 62 20 57 ASCT 61.39 11
- 12. Time Study Average single cycle time π΄ππΆπ = ππ’π ππ πππ πππ£ππ‘ππππ (π ππ) ππ’ππππ ππ πππ πππ£ππ‘ππππ =61.39 sec Observed Time/BT ππ = π΄ππΆπ 60 =1.02 min ππ ππ΄π = π΅π + ππ΄ + π&πΉ + π΅π»π΄ 12
- 13. Allowances Machine Allowances SNLS β 12% DNLS β 15% 3 TH O/L β 7.5 % 5 TH O/L β 9.5 % P&F Allowances = 7.5% flat BH Allowances = 0.03 min per piece 13
- 14. Capacity Study Finding out the operatorβs potential. Method ο Get details of operation and machine ο Take observations while operator works with best method ο Ignore cycles containing breakdown (bundle handling, machine delay etc.) ο Calculate ASCT and Capacity 14
- 15. Work in Process (WIP) βThe sum of semi finished and finished goodsβ ο Can be measured in pieces or time Why to control WIP? ο Investment on inventory ο Ability to reduce production cycle How to manage WIP? ο Production Planning ο Trims control ο Production build up ο Line balancing ο Cut flow control 15
- 16. Operation Bulletin (OB) Sequence of activities in making OB ο Thorough study of the style ο Preparation of operations breakdown ο Simplifying operations ο Defining attachments required ο Get customer convince on any changes required in construction ο Calculate SAM ο Calculate targets ο Calculate manpower requirement ο Balance the line for optimum productivity 16
- 17. Line Balancing What is Line Balancing? ο Technique of maintaining same level of inventory on each workstation in the production line. Why Line Balancing? ο To lower the inventory cost ο To enable worker for optimum pace ο To enable supervisor to address other problems ο Better production planning ο On time shipment, low cost and hence increased customer value 17
- 18. Line Balancing Goals for balancing ο Meet production schedule ο Avoid the waiting time ο Minimize over time ο Protect operator earning Rules for balancing ο Have 3-5 bundles on each W/S ο Solve the problem before it becomes large ο Keep the operators busy at full capacity by ensuring sufficient availability of work 18
- 19. Line Balancing Considerations to balance the line ο Meet production targets ο Constant workflow ο Avoid overtime ο Determine HR required ο Check absenteeism ο Monitor hourly production 19
- 20. Line Balancing Balanced production system A production line where the line targets are achieved in all the operations with same amount of normal WIP at all workstations. Steps in balancing the line ο Calculations of labor requirement ο Operations breakdown ο Theoretical operation balance ο Initial balance ο Balance control 20
- 21. Line Balancing Balance Control ο Maintain WIP for 5 to 10 min at each W/S ο Keep the WIP in order ο Keep the utility operators to manage absenteeism ο Keep the spare machines for any replace to overcome sudden breakdown ο Develop preventive maintenance plan to avoid sudden breakdown ο Eliminate bottlenecks ο Supervisor must know the available skill set 21
- 22. Efficiency βEfficiency is the measure of effectiveness of production lineβ. It is another way of expressing productivity It tells how do we perform against targets which have been set by scientific means. πΊ. πΈπππππππππ¦ = ππππ’π‘ππ ππππππ ππππ’π‘ππ ππ£πππππππ π₯ 100% πΊ. πΈπππππππππ¦ = ππππ‘π πππππ’πππ π₯ ππ΄π πππβππππ π’π ππ π₯ π βπππ‘ π‘πππ π₯ 100% πΈπππππππππ¦ = ππππ’π‘ππ ππππππ ππππ’π‘ππ ππ£πππππππ β πΏππ π‘ πππ π₯ 100% πΈππ. = ππππ‘π πππππ’πππ π₯ ππ΄π πππβππππ π’π ππ π₯ π βπππ‘ π‘πππ β πΏππ π‘ πππ π₯ 100% 22
- 23. Efficiency Exercise: A sewing line produced 1200 garments with 15 minute SAM, in 8 hours shift using 50 work stations. Provided that 15 workers could not continue their work for 120 minutes owing to unavailability of work, calculate overall efficiency and on standard efficiency of the line? 23
- 24. Efficiency Solution: πΈπππππππππ¦ = ππππ’π‘ππ ππππππ ππππ’π‘ππ ππ£πππππππ β πΏππ π‘ πππ π₯ 100% πΈπππππππππ¦ = 1200 π₯ 15 50π₯ 480 β (15 π₯ 120) π₯ 100% = 81.1% πΊ. πΈπππππππππ¦ = ππππ’π‘ππ ππππππ ππππ’π‘ππ ππ£πππππππ π₯ 100% πΊ. πΈπππππππππ¦ = 1200 π₯ 15 50 π₯ 480 π₯ 100% = 75 % 24
- 25. Cost Per Minute πΆ/π = πππ‘ππ πππ π‘ ππππ’ππππ πππ‘ππ ππππ’π‘ππ ππππππ πΆ/π = ππ’π ππ πππ πππ₯ππ πππ π‘π ππππ‘π πππππ’πππ π₯ ππ΄π 25
- 26. Cost Per Minute Why to measure cost? ο To estimate the cost of operations SMV = SAM x CM ο To evaluate the performance metrics, by comparing costs of before and after improvement processes ο To estimate the cost of loss time ο To monitor the cost of production against benchmarks 26
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