Workstudying the manufacturing industry

Industrial Engineering and workstudy for the manufacturing idustry

1. Work Measurement, Learning Curves, and Standards

2. Learning Objectives • To understand the purpose of work measurement and methods that organizations use to perform time studies, calculate standard times, and estimate the proportion of time spent performing different types of tasks. • To understand the concept of learning curves and how they can affect business decisions, and to learn computational methods for estimating aggregate production times in learning environments.

3. “John Bracket has filed a lawsuit against us, George,” stated Paul Cumin, the vice president of operations for the State Rehabilitation Services Commission (SRSC). “George, you are Bracket’s manager. So what happened? He claims you raised his daily productivity quota for processing invoices from 200 to 300.” “Paul, I did raise his quota to more closely match the other employees. Bracket is always late for work, plays games on the computer, violates our dress code, and is generally disliked by his peer employees,” responded George Davis, Bracket’s immediate supervisor. “Is there any logic or numerical basis for your in creasing his quota?” Paul asked him. As he left the room, George responded, “Paul, I’ll get my work study data out, review it, and get back to you this afternoon.” “Jim, it takes 2,000 hours to build each electrical generating turbine, so if we have to build ten, it takes 20,000 hours. We should plan our budget and price per generator based on 20,000 hours,” exclaimed Pete Jacobs, the vice president of finance. “No, Pete. According to my calculations, it will take only 14,232 hours to build ten turbines and our total cost and budget will be much lower than you think,” said Jim Conner, the vice president of operations. “How do you get such crazy numbers?” replied Jacobs.

4. Time standards represent reasonable estimates of the amount of time needed to perform a task based on an analysis of the work by a trained industrial engineer or other operations expert. The first episode highlights the importance of time standards in setting job performance standards, and how they can affect management labor relations. Bracket’s new processing quota of 300 invoices per day may or may not be a fair job performance goal, but the only way to find out is through careful work measurement analysis. You will have the opportunity to analyze this situation in more detail in one of the cases at the end of this chapter. In the second episode, Jacobs cannot understand the discrepancy between his estimate of 20,000 hours and Conner’s value of 14,232 hours to produce a batch of turbines. The assembly of electrical power-generating turbines is a complex job with labor costs for engineers and production employees approaching $100 per hour. Obviously, a difference of 5,768 hours can be significant in terms of cost, budgets, and pricing decisions. Where did Conner get his figure? Moreover, why should the total time to produce ten turbines be less than 10 times the time to produce the first? Many work tasks show increased performance over time because of learning and improvement. Failure to recognize this can lead to poor budgeting, erroneous promises for delivery, and other bad management decisions. In this supplemental chapter we introduce work measurement, standards, and learning curves, and how they are used in business. Most large corporations develop standard times for routine work tasks using work measurement. They are used in setting job performance standards, establishing recognition and reward programs, and for compensation incentives. Valid standard times are vital to accomplishing most of the process design and operations analysis methods described in this text. Smaller businesses, especially service businesses, usually do not have such standard times for their work activities and tasks. However, if one seeks to improve operations, analyzing work and determining standard times for key work activities and processes is a crucial first step.

5. Operations managers are interested in how long it takes to create an output or outcome, or equivalently, how much can be produced over a certain length of time. Work measurement is a systematic procedure for the analysis of work and determination of times required to perform key tasks in processes. Work measurement leads to the development of labor and equipment time standards that are used for estimating work-force and equipment capacity, establishing budgets, determining what new work procedures will cost, evaluating time and cost trade-offs among process design alternatives, establishing wage-incentive systems, monitoring and evaluating employee performance and productivity, and providing accurate information for scheduling and sequencing. Without accurate time standards it is impossible to perform these tasks. For example, the process of assembly-line balancing, discussed in Chapter 7, requires accurate estimates of the standard time required to perform each task or work activity. Standard times are management’s anchor in an uncertain operating environment. To establish usable standards, work tasks and activities must be carefully defined and studied. Thus, job and process analysis should precede work measurement. How long it takes to perform a task depends on the worker’s pace, operating conditions, and work method. Normal time is the expected time required to perform some work activity at a normal pace, under normal operating conditions, and using a prescribed method. By a normal pace, we mean a pace that can be consistently performed by the average employee without undue fatigue under normal operating conditions. The prescribed method to perform a task is usually developed by industrial engineers who identify the most efficient and safest procedure.

6. Learning Objective To understand the purpose of work measurement and methods that organizations use to perform time studies, calculate standard times, and estimate the proportion of time spent performing different types of tasks. WORK MEASUREMENT Work measurement is a systematic procedure for the analysis of work and determination of times required to perform key tasks in processes. Normal time is the expected time required to perform some work activity at a normal pace, under normal operating conditions, and using a prescribed method. Allowances include time for labor fatigue and personal needs, equipment breakdowns, rest periods, information delays, and so on. Standard time is normal time adjusted for allowances.

7. However, not everyone works at the same pace, and people may either slow down or speed up their effort when they are being observed. Thus, observed times must be adjusted by a factor that accounts for the worker’s effort. Normal times are calculated using the following equation: The performance rating factor (PRF) is a judgment made by the person doing the time study as to whether the employee is working at the normal pace (that is, 1.0 or 100 percent), below the normal pace (that is, less than 1.0 or 100 percent), or above the normal pace (that is, greater than 1.0 or 100 percent). For example , a PRF of 115 percent indicates that work is being performed at a pace that is 15 percent above normal. Typically, three or more highly trained work study analysts make these judgments independently and then the average PRF is used in Equation (A.1). For example , if work study analyst A rates an employee at PRF = 1.2 and an observed time of 2.5 minutes per unit, B rates the same employee at PRF = 1.0 and an observed time of 2.2 minutes per unit, and C rates the same employee at PRF 0.9 and an observed time of 2.1 minutes per unit, then, using Equation A.1, the normal time is 2.363 minutes per unit (1.2 x 2.5 + 1.0 x 2.2 + 0.9 x 2.1)/3. Normal times must also be adjusted for personal time and unavoidable delays. Allowances include time for labor fatigue and personal needs, equipment breakdowns, rest periods, information delays, and so on. Most allowance factors are in the range of 10 to 20 percent. Standard time is normal time adjusted for allowances. It is computed using the following equation: For example, if the normal time is 2.363 and an allowance factor of 1.2 is used, the standard time is 2.836 minutes per unit. The performance rating factor and allowance factor are based on human judgments, and therefore, the procedure for establishing standard times must include audits, third-party reviews, and extensive training and retraining of work-study analysts to keep them properly calibrated. Videotapes of employee work activities are often used to train work-study analysts (also see OM Spotlight: Work Measurement Activities in Roller Coaster Maintenance).  

8. Work Measurement Activities in Roller Coaster Maintenance A popular roller coaster called the Runaway Mine Train (RMT) requires extensive inspections, maintenance, and repair to keep it running and earning revenue. During peak season, the RMT is expected to operate 16 hours per day. Each part of the RMT, from structural steel uprights to the bearings in the wheels, must be inspected and well maintained. All RMT daily work tasks are grouped into work activities such as complete train inspection, track inspection, electrical inspection, cleaning the trains, and vehicle inspection. Each work activity is assigned a craft employee such as a track and vehicle machinist, electrician, sound engineer, custodian, oiler, software and computer operator, and so on. Sixty-one distinct jobs existed for this attraction but only the jobs related to inspection, maintenance, and repair were to be time studied. A sampling plan was established and the data collected. Once time standards were determined for all maintenance related tasks, the number of employees required was computed. Preventive maintenance was done each Wednesday and required additional changeover or setup time. Two teams were established, each with four people. One team worked Sunday to Wednesday and the second team from Wednesday to Saturday. The two teams overlapped on Wednesday for one-half day to get all preventive maintenance done. Work measurement information and analysis plays a major role in achieving the objectives of operating safety, efficiency, and profitability.

9. Time Study Methods Time study is the development of a standard time by observing a task and analyzing it with the use of a stopwatch (see OM Spotlight: Job Description—City of Phoenix, Arizona). The general approach to time study can be described as follows. 1. Define and evaluate each task and activity. This includes determining what level of detail is best for time study measurements, and then grouping or separating tasks accordingly. 2. Measure and record the time needed to perform each task or activity over a number of cycles. A trained observer with a stopwatch usually does this. A number of observations should be taken to account for variability in performance. Assuming that the distribution of task times is normally distributed for each task, the number of cycles that should be observed is determined statistically by the sample size ( n ) formula, Equation (A.3):   where z/2 is the value of the standard normal distribution having an area of /2 in the upper tail, is an estimate of the standard deviation, and E is the desired sampling error. When timing a work activity with multiple tasks, the general rule is to take the largest sample size estimate from Equation (A.3) for all tasks. 3. Rate the employee’s performance of each task or activity. As noted, rating human performance accurately requires considerable training. 4. Use the performance rating and Equation (A.1) to determine the normal task time. The sum of those task times is the normal time for the entire work activity. 5. Determine the allowance factor for the work activity. 6. Determine the standard time using Equation (A.2).

10. To illustrate time studies, we will consider a simple manual assembly process. Exhibits A.1 and A.2 show a faucet assembly and an operations activity chart, which provide the basis for developing the time study. An operations activity chart is a detailed analysis of work motions performed for a manual task. An operations activity chart is a detailed analysis of work motions performed for a manual task.

11. OM SPOT LIGHT Job Description—City of Phoenix, Arizona The city of Phoenix, Arizona posted this job description for an “operations analyst.” The job is to design, conduct, and participate in major work standards and systems analyses covering a wide variety of government functions. Considerable flexibility is allowed in this job for designing and conducting each study. Assignments are comprehensive and entail interactions between major government and civic organizational units. The duties also involve substantial contact with high-level government officials, so writing and presentation skills are essential. Operations Analyst for City of Phoenix, Arizona Essential Job Requirements: Designs systems, procedures, forms, and work measurements to effect methods improvement, work simplification, improvement of manual processing, or for adaption to computer processing; • Designs control reporting systems for use in unit measurement for evaluation of performance and for determination of staffing levels and recommends staffing levels to section chief; • Studies operational problems such as office space utilization, equipment utilization, management reporting systems, staffing patterns, process efficiency, and prepares written recommendations for changes and/or improvements; • Develops project plans to achieve established objectives and time schedules; • Writes and/or edits manuals for uniform use of new or revised procedures and policies; • Evaluates office machines and office or heavy operations equipment relative to quality, price, and determination of best equipment; • Organizes, authors, and presents oral and written research reports; • Identifies work elements in detail and develops complex flow charts, work standards, and work method improvements; • Demonstrates continuous effort to improve operations, decrease turnaround times, streamline work processes, and work cooperatively and jointly to provide quality seamless customer service. Required Knowledge, Skills and Abilities: • Principles of work measurement and activity analysis. • Principles of statistical methods and techniques. • Employ work measurement techniques, i.e., stopwatch, pre-determined data, and time ladders. • Understand and carry out oral and written instruction provided in the English language. • Conduct studies and research with minimal supervision. • Complete assignments with independent thought and action within the scope of specific assignments. • Work cooperatively with other City employees, outside regulatory agencies, and the public. • Enter data or information into a terminal, PC, or other keyboard device using various software packages. • Communicate orally with customers, co-workers, and the public in face-to-face one-on-one settings, in group settings, or using a telephone. • Produce written documents with clearly organized thoughts using proper English sentence construction, punctuation, and grammar.

12. Faucet Stem Assembly

13. Because these “micromotions” are typically so small that it would be difficult to measure them easily, we usually combine several smaller work tasks into larger activities. For instance, the tasks “get washer” and “insert washer” might be combined. This leads to the following set of work activities: 1. Get housing and stem. 2. Screw in stem. 3. Get and insert washer. 4. Get and insert screw. 5. Tighten screw. 6. Place completed assembly in tray. Operations Activity Chart of Faucet Stem Assembly

14. The Debate Over Work Standards Work standards evolved at the turn of the twentieth century, and although they have supported significant gains in productivity, they have been the subjects of debate since the quality revolution began in the United States. Critics such as W. Edwards Deming have condemned work standards on the basis that they destroy intrinsic motivation in jobs and rob workers of the creativity necessary for continuous improvement. That is certainly true when managers dictate standards in an effort to meet numerical goals set up by their superiors. However, the real culprit in that case is not the standards themselves, but managerial style. The old style of managing reflects Taylor’s philosophy: Managers and engineers think, and workers do what they are told. A total quality approach suggests that empowered workers can manage their own processes with help from managers and professional staff. Experience at GM’s NUMMI plant has shown that work standards can have very positive results when they are not imposed by dictum, but designed by the workers themselves in a continuous effort to improve productivity, quality, and skills. At the GM-Fremont plant, industrial engineers performed all of the methods analysis and work-measurement activities, designing jobs as they saw fit. When the industrial engineers were performing motion studies, workers would naturally slow down and make the work look harder. At NUMMI, team members learned techniques of work analysis and improvement, then timed one another with stopwatches, looking for the safest, most efficient way to do each task at a sustainable pace. They picked the best performance, broke it down to its fundamental elements, and then explored ways to improve the task. The team compared the analyses with those from other shifts at the same workstation, and wrote detailed specifications that became the work standards. Results were excellent. From a total quality perspective, this was simply an approach to reduce variability. In addition, safety and quality improved, job rotation became more effective, and flexibility increased.

15. LEARNING CURVES The learning curve concept is that direct labor unit cost decreases in a predictable manner as the experience in producing the unit increases. For most people, for example, the longer they play a musical instrument or a video game, the better and faster they become. The same is true in assembly operations, which was recognized in the 1920s at Wright-Patterson Air Force Base in the assembly of aircraft. Studies showed that the number of labor hours required to produce the fourth plane was about 80 percent of the amount of time spent on the second; the eighth plane took only 80 percent as much time as the fourth; the sixteenth plane 80 percent of the time of the eighth, and so on. The decrease in production time as the number produced increases is illustrated in Exhibit A.6. As production doubles from x units to 2 x units, the time per unit of the 2 x th unit is 80 percent of the time of the x th unit. This is called an 80 percent learning curve. Such a curve exhibits a steep initial decline and then levels off as employees become more proficient in their tasks. In general, a p-percent learning curve characterizes a process in which the time of the 2xth unit is p percent of the time of the xth unit. Defense industries (for example, the aircraft and electronics industries), which introduce many new and complex products, use learning curves to estimate labor requirements and capacity, determine costs and budget requirements, and plan and schedule production. Eighty-percent learning curves are generally accepted as a standard, although the ratio of machine work to manual assembly affects the curve percentage. Obviously, no learning takes place if all assembly is done by machine. As a rule of thumb, if the ratio of manual to machine work is 3 to 1 (three-fourths manual), then 80 percent is a good value; if the ratio is 1 to 3, then 90 percent is often used. An even split of manual and machine work would suggest the use of an 85 percent learning curve. The learning factor may also be estimated from past histories of similar parts or products. Learning Objective To understand the concept of learning curves and how they can affect business decisions, and to learn computational methods for estimating aggregate production times in learning environments

16. the learning curve is represented by the function   where x number of units produced, a hours required to produce the first unit, y time to produce the xth unit, and b constant equal to ln p/ln 2 for a 100p percent learning curve for an 80 percent learning curve, p = 0.8 and   For a 90 percent curve, p 0.9 and  

17. Although the learning curve theory implies that improvement will continue forever, in actual practice the learning curve flattens out. As management interest in the initial creation of a new good or service decreases, employees may reach a level of production that is expected of them and hold that rate. Another way to view the theory of learning is that early on extraordinary new practices and methods are found to dramatically improve performance, such as substituting plastic for steel parts. Later in the life of the learning curve, the focus shifts to incremental improvements. Learning curves can apply to individual employees or, in an aggregate sense, to the big-picture initiatives such as pricing strategy. For example, learning curves are used to monitor employees typing and encoding checks in a bank’s operations. Each employee must reach a certain threshold-learning rate within 6 months or more training is required. In some cases, the bank-encoding employee is transferred to another bank job because the employee is just not suited to the encoding job. Learning curves help managers make such decisions. From an aggregate and strategic perspective, a firm may use the learning-curve concept to establish a pricing schedule that does not initially cover cost in order to gain increased market share. Managers should realize that improvement along a learning curve does not take place automatically. Learning-curve theory is most applicable to new products or processes that have a high potential for improvement and when the benefits will be realized only when appropriate incentives and effective motivational tools are used. Organizational changes may also have significant effects on learning. Changes in technology or work methods will affect the learning curve, as will the institution of productivity and quality-improvement programs.

18. Practical Issues in Using Learning Curves The following ten factors can affect the applicability of the learning or experience curve and/or the amount of learning that occurs. Good management judgment is required to recognize these factors and take appropriate action, including stopping the current learning-curve analysis, beginning a new learning-curve analysis, and/or using other planning methods for the remainder of the work. The learning curve does not usually apply to supervisory personnel, some skilled craftspeople, or jobs that have nonrepetitive job tasks. A change in the ratio of indirect labor or supervisory talent to direct labor can alter the rate of learning. The institution of incentive systems, bonus plans, quality initiatives, empowerment, and the like may increase learning Changes in product design, raw material usage, technology, and/or the process may significantly alter the learning curve. Humans learn simple task(s) quickly and reach a limit on learning for the task(s), but for complex intellectual task(s) such as software programming, learning is less limited and may continue. The first type of learning is described with an exponential curve; the more complex learning is sometimes described by an S shaped curve. A contract phaseout may result in a lengthening of processing times for the last units produced, since employees want to prolong their income period. The lack of proper maintenance of tools and equipment, the non-replacement of tools, or the aging of equipment can have a negative impact on learning. Keeping groups of employees together, such as highly specialized consulting groups, reaps a productivity benefit but may stifle innovation and new experiences. The transfer of employees may result in an interruption or a regression to an earlier stage of the learning curve or may necessitate a new learning curve. Learning curves focus on direct labor and ignore indirect labor that also contributes to efficiency and effectiveness.

19. Improve Productivity in the Apparel Industry of Bangladesh Work study

20. Motivation and Productivity Motivation is one of the prime grounds to promote productivity or efficiency through the workforce at workplace. It is the willingness of workers to exert high level of efforts towards organizational goals, conditioned by the efforts ability to satisfy individual needs. High quality and productivity requires skill and workmanship of the employees. a. Education b. Training c. Experience d. Willingness e. Efforts and f. Need to work Sub Factors The highest standard reported by respondents was 38 shirts per machine/operator per shift, the lowest reported was 8 shirts per machine/operator per shift

21. Work Study modern approaches to performance measurement of work study, such as the balanced scorecard and activity-based costing Automation Automation historically has involved improving efficiency through the automation of task. This has resulted in the removal of direct labor from the manufacturing process and some easily quantifiable savings against which cost of the automation could be balanced QR (Quick response) is one of the most implemented tools for Work Study and it directs the productivity up to the margin and maintains the workforce accordingly

22. Work measurement applies different types of techniques to determine the required time to complete one operation and the total work that can be performed by one operator in a specific time. It provides a fair way of estimating the time to do a skillful operator with plentiful work supply & proper equipment. Different work measurement techniques used by sewing floor managers are stopwatch study or time study, historical time study, predetermined data, standard data, judgment, operator reporting & work sampling. For conducting time study visit at sewing floor had done for several times to muddle through the actual situation of sewing floor. For conducting time study here traditional stop watch method was used. Here 10 cycle time for each operation was recorded and at the same time the name of the operator or helper, attachment used and machine type was recorded in a time study template sheet. Before starting the time study, the breakdown of the progress of operation was done. After recording 10 cycle time; average cycle time was calculated from which normal time or cycle time was found. Average observed time = sum of the time recorded to perform each element/ Number of cycles observed [4]. From the line worker capacity balancing table, the bottlenecks & capacity variations between the workers were visible clearly. After finding the bottlenecks in layout and imbalance of worker capacity from the worker capacity and time study table, a change in layout and operation breakdown was done for effective flow of product. This changed breakdown shows better performance in case of work in progress and good through put time was achieved by solving the bottleneck points. For balancing the sewing line, here assistant was added or arrange training facility for the bottleneck creating worker or if the work load was too much; then load was divided within the higher capacity processing workers for maximum utilization of labor capacity & increase their productivity. By this way a more balanced & efficient line was found with higher productivity. Here the bottleneck creating operators were provided training and also motivation was done for better performance. A change in the operation breakdown was also done. Finally, where work load is excess that was distributed among the higher capacity possessing workers considering the layout. Thus, the bottlenecks were solved and maximum capacity was utilized and most importantly productivity was improved.

23. Sewing line efficiency = (Total production×SMV×100) / (Number of manpower × Working hour × 60) Productivity / Man = (Production / Number of the Manpower) Sewing Line Performance (%) = (SMV / Capacity total time) x 100

24. types of Managements already applied on the Apparel Production System Work Study: Magical Tool of Improving Productivity Work study is scientific methods which ensures measurement of work content of a task and takes resource to better method of doing it and thus realize the best utilization of human, machinery and other resources This involves developing design spaces where all creative personnel can interact and share inspirations and ideas outside the bounds of corporate structures, confining offices, and rigid control [15]. If we cite an example: A factory does not know work study method and produces Shelf Cannes (ladies knitwear) @200 pieces per hour and only 1600 pieces in a day of 8 working hours by employing 24 machines in a production line. But in order to affect shipment in time it needs to produce the item @ 300 pieces per hour or 2400 pieces per day of 8 working hours. Conventional consideration in this county (Bangladesh) to produce 2400 pieces per day is to raise working hours from 8 to 12 hours instead of improving productivity from 200 pieces per hour to 300 pieces per hour by designing proper lay-out & balancing the line. The method that extends a helping hand in improving productivity in such cases is the work study method which is also coined as Time and Motion study. Work study is a component of management science & it was developed by the wellknown American scientist F.W. Taylor, generally known as father of modem management science.

25. a. Productivity and efficiency b. Cheap cost c. Systematic and comprehensive method d. Easily and quickly implemented e. Provokes benefits as soon as it is applied f. Reduce hazards g. The most accurate methodology h. Settle down standard time i . Able to execute the effective planning j. Production quota can be determined k. Production capacity can be determined l. Line balancing work study has some common reimbursement and endeavors

26. Realization of Work Study This is the way work study contributes to productivity in a great way. Work-study method comprises eight steps: 1. Select: Select the job to be investigated 2. Record: Record data by collecting or by direct observation 3. Examine: Examine data critically. Challenge the following: What is the purpose of action, where is the place of performing it, the sequence in which the job is done, the person doing the job, etc. 4. Develop: Develop the easiest and the most economic methods 5. Evaluate: Evaluate the results of alternative ways of doing the job 6. Define: Define new method & time and present them to the concerned people 7. Install: Install new method and train persons to apply them 8. Maintain: Maintain new standard practice and set control procedures Work Measurement: it is essential to establish Standard Time to produce unit product Methods of Setting up Standard Time: work measurement is the establishment of Standard time for completing a job. Standard time can be determined in variety of ways, such as 1. Time study 2. Basic standard time data 3. Pre-determined Time Standard (PTS) 4. Work sampling 5. Structured estimating

27. Time Study: Time study s a technique of work measurement for recording time of doing a certain job or its elements carried out under certain conditions at defined rate of performance such as: 1. Process Cycle or operation cycle: 2. Qualified worker 3. Observed Time Rating: Different workers perform their job with different efficiencies. Some workers are clever; they learn their job quickly and attain a very high efficiency. Some others may be mediocre and many others may be lenien or may be dull. Thus workers widely vary in their performance. Thus rating is the measure of speed with which an operator works. Rating is the speed of an operator doing a job relative to the observer's idea of standard pace of work. Rating is thus a comparison of the rate of work observed by a work study executive with the idea of some standard level of working in his mind.

28. Standard Time: Standard Time: Standard time of an operator is the time which a qualified operator should take to accomplish it if he or she works at standard performance (at the rating of 100) and provided he or she takes extra time allowed to him or her as allowance. If time is counted in second it is called Standard Time (or Standard Second) but if time is calculated in minutes,, as Standard Minute or Standard Minute Value (SMV)

29. Allowance Time: A worker cannot and does not work continuously throughout his or her full working hours. He or she has to open a bundle, tie it up, go to lavatory, take out bobbin case, replace a blunt needle, talk to the supervisor or line inspector, a small rest to recover from fatigue, etc. He or she cannot avoid doing all these things, because they are beyond his or her control. He needs some times for own personal needs. This is why workers are entitled to some type of extra time for these types of circumstances. This type of time allowed to operators for some unavoidable but non-performing task is called allowance. The allowance time ranges from 15-25%

30. Calculation of Standard Time: Standard Time is calculated by adding Allowance Time to basic time. Example: An operation has been calculated to have an average Observed Time of 20 seconds. The operator's rating is 90%. Allowance Rate to apply is 15%. Calculation: Basic Time = Observed Time * Rating = 20 * 90% = 20 * 0.90 = I8 Second So, Standard Time = Basic Time + Allowance Time = Basic Time + Basic Time * Allowance rate =18-18 * 15% = 18+2.7 Second. Total Standard Time: We now know what Standard Time of an operation is & how to calculate it. But apparel consists of dozens of operations. Thus Total Standard Time of apparel is the sum total of Standard Time of all operations. Pitch Time: Let us assume that a shirt has 1,000 Seconds of Standard Time. It has 50 operations which have been divided among 40 operators. An operator may be allotted one or more operations. Time allotted to individual operator is called Pitch Time. Here each operator on average is allotted 1000/40=25 Seconds of work. This time (25 Seconds) is called Basic Pitch Time. So Basic Pitch Time = Standard Time / Number of operators = 1000 / 40 = 25 seconds.

31. Standard Time and Target Setting target setting is based on guesswork and experience. Establishment of Standard times and the development of the best method to manufacture is vitally important to improve productivity. Every company that wishes to compete in the future must realize this. This chart clearly illustrates the benefits to factory efficiency if standard times and well developed methods are used. Method Analysis Most of the companies are using poor methods, operators are left to establish best way to do the job, decide on the number of bursts of stitching, folding and unfolding of parts, unnecessary matching and additional handling, all of these motions add to the time it takes to manufacture the garment and should be eliminated. Method study can be implemented in any type of production system whether it is in-house or on a contract basis. Proper method analysis can improve productivity by at least 15%. Workplace Layout The management wants to fit as many machines in the factory as possible, reducing the scope for methods improvement. The space between machines is insufficient in many cases. A good workplace layout will eliminate unnecessary motions and fatigue resulting in substantial increase in the efficiency of the operator. Just look at the picture alongside and think how efficiently you will be able to work 8 hours a day sitting in that posture.

32. Operation Sequence Some of the production departments work without a properly planned or written operation sequence. This is a critical step in garment production and a mistake or negligence at this stage can result into huge losses later in terms of operator time, work content and quality. Work Aids and Attachments Use of work aids and attachments is insufficient. Many new and inexpensive attachments and folders are being continuously developed, it is vital that these developments are known to ensure a program of constant improvement. Many new and inexpensive attachments and folders are being continuously developed, it is vital that these developments are known to ensure a program of constant improvement Operator Monitoring Most of the companies surveyed do not have the means to establish their performance against standard, so they have no idea where they stand. There are no proper measurements so their efficiency levels are at best a guess, it is impossible to understand how they will be able to continue to compete unless they have proper controls in place, and have established productivity improvement programs to move forward in the future Cycle Checks A simple technique aimed at establishing operator potential against their actual performance, this can be done by relatively inexperienced work study personnel and is a great aid to factory performance improvement. None of the companies perform cycle checks. The chart below shows the comparison between factories in Group A (with work study department) and Group B (without workstudy department) on various aspects of apparel production.

33. it is obvious that group A factories are more productive than the group B factories. This fact is further strengthened when the overall factory survey results are compared. The factories in group A have a combined score of 61% for overall performance whereas factories in group B achieved a score of only 48%.

34. Work-study is the need of the hour and it is high time that the industry stalwarts understand its importance and its contribution to profitability. Recommendations 1) Work study departments must be introduced in all companies. 2) Standard Times established. 3) Operator efficiency monitoring is essential. 4) All new operations must have a written method and the operator instructed in that method, this should also be used for training new operators. 5) Poor performers guided to improve their efficiency. 6) Investigation done to explore new attachments and folders. 7) Regular management meetings to establish the way forward and the month on month progress towards these aims carefully monitored.

35. Methodology and Experimental Materials Work measurement applies different types of techniques to determine the required time to complete one operation and the total work that can be performed by one operator in a specific time. It provides a fair way of estimating the time to do a skillful operator with plentiful work supply & proper equipment. Different work measurement techniques used by sewing floor managers are stopwatch study or time study, historical time study, predetermined data, standard data, judgment, operator reporting & work sampling. Among them stopwatch study or time study is the most popular. For conducting time study visit at sewing floor had done for several times to muddle through the actual situation of sewing floor. The technique of random sampling used for analysis of the time spent for rendering each phase of various professional work or service performed by worker of service man is known as time measuring or needed time to perform a work [14]. For conducting time study here traditional stop watch method was used. Here 10 cycle time for each operation was recorded and at the same time the name of the operator or helper, performance rating, attachment used and machine type was recorded in a time study template sheet. Before starting the time study, the breakdown of the progress of operation was done. After recording 10 cycle time; average cycle time was calculated from which normal time or cycle time was found. Average observed time = sum of the time recorded to perform each element/ Number of cycles observed [4]. Then from cycle time standard minute value (SMV), production per hour, capacity was calculated. With the help of time study excel spread sheet line capacity graph was created. From the line capacity graph, the bottlenecks & capacity variations between the workers were visible clearly. After finding the bottlenecks in layout and imbalance of worker capacity from the worker capacity graph and time study graph, a change in layout and operation breakdown was done for effective flow of product. This changed breakdown shows better performance in case of work in progress and good through put time was achieved by solving the bottleneck points. For balancing the sewing line, here assistant was added or arrange training facility for the bottleneck creating worker or if the work load was too much; then load was divided within the higher capacity processing workers for maximum utilization of labor capacity & increase their productivity. By this way a more balanced & efficient line was found with higher productivity. Following table shows the condition of the specific sewing line before any modification was done.

36. Identification of Bottleneck : From the above line capacity graph it is understandable that workers having lower capacity level are doing their jobs at operation number 12, 25, 33, 35 & 36 with more time that cross upper control limit (UCL) and it is approximately 34.5 second. They require more processing time for which cannot pass required amount of product to the next operator or next operation. These positions are creating bottlenecks. On the other side operators at operation number 1, 4, 5, 6, 10, 14, 18, 19, 24, 31 & 34 were doing the jobs more promptly than the requirement. So their capacity was unutilized because of imbalance. Here the bottleneck creating operators were provided training and also motivation was done for better performance. A change in the operation breakdown was also done. Finally where work load is excess that was distributed among the higher capacity possessing workers considering the layout. Thus the bottlenecks were solved and maximum capacity was utilized and most importantly productivity was improved. The following table shows the improved operation breakdown and line capacity graph with proper balance.

37. Calculations Here by analyzing worker psychology and sewing line condition existing workers was motivated and trained to work more consciously and efficiently. In this case before balancing the line operation no 5, 15 and 19 was eliminated by distributing their work load within the worker who possesses higher capacity. Calculation of Sewing Line Efficiency: Line efficiency = (Total production×SMV×100) / (No of operator ×Working hour ×60) Before balancing line efficiency: = (136×11.96×100)/ (50×1×60) =54.22 % After balancing the line efficiency = (145×11.62×100)/ (47×1×60) =59.74% Calculation of Sewing Productivity: Productivity = (output amount/input amount) ×100% Before balancing productivity = (136/300) ×100%   = 45.33% After balancing productivity = (145/250) ×100%   = 58% Calculation of Operation Capacity: Capacity/ hr = (60/Capacity total avg. time) x total manpower. Before = (60/10.17) ×50 = 294.98 After = (60/10.11) ×4 = 278.93 Capacity achievable = capacity/ hr x balance% Before = 294.98×0.45 = 132.74 After = 278.93×0.85 = 237.09 Calculation of Sewing Line Performance: Performance = (capacity total time /SMV) x 100 Before = (10.17/11.96) × 100 =85 % After = (10.11/11.62) × 100 = 87.5% By applying time study and balancing techniques here 5 bottlenecks were solved as well as sewing line efficiency is increased from 54.22% to 59.74%. Before balancing the line, the SMV required to complete the garment is 11.96 min whereas after balancing it requires 11.62 min. Manpower (both operator and helper) are reduced, production is increased through utilization of worker capacity that ultimately leads to increase the efficiency. The following table 3 shows a comprehensible indication.

38. By applying time study and balancing techniques here 5 bottlenecks were solved as well as sewing line efficiency is increased from 54.22% to 59.74%. Before balancing the line, the SMV required to complete the garment is 11.96 min whereas after balancing it requires 11.62 min. Manpower (both operator and helper) are reduced, production is increased through utilization of worker capacity that ultimately leads to increase the efficiency. The following table 3 shows a comprehensible indication.

39. Reduction of SMV, Manpower and Bottleneck Constraints Parameter Before Balancing After Balancing SMV 11.96 min 11.62 min Man power   (OP+HP) 50 47 Bottle neck 5 Comparison of SMV, Manpower and bottlenecks before and after balancing the line Changes due to Worker Capacity Balancing Comparison of Capacity achievable and production/ hr Parameter Before Balancing the line After Balancing the line Capacity achievable 132.74 237.09 Production/hr 136 pieces 145 pieces From the line capacity graph no 1 five bottle neck or constraints were identified which causes limiting the production flow and decreasing production rate. Operation number 12, 26, 33, 35, and 36 creating bottlenecks in the sewing line. These operations are consecutively Thread cut & false stitch remove, Sleeve & body match, Sleeve Scissoring, Thread cut, thread cut requires picking of material, processing the operation, allowances and putting the material. These were matched with other operation for balancing with higher capacity level from basic pitch time and thus production per hour increases. Here capacity achievability was increased 237.09 from 132.74 and production per hour increased at 145 pieces from 136 pieces. Following table and figure delineate clearly.

40. Effects of Line Balancing Line balancing is important as it balance the line and increases the workers performance, line efficiency as well as productivity. In this research worker performance was improved at 87.5% from 85%, balance was improved at 85% from 45% and line efficiency was improved 5.52%. and most importantly productivity was improved to 58% from 45.33%. Comparison of Performance%, Balance%, Line efficiency% and Productivity% Parameter Before Balancing the line After Balancing the line Performance% 85% 87.5% Balance% 45% 85% Line efficiency% 54.22% 59.74% Productivity% 45.33% 58% Using this tool, is possible to achieve better target. However, some ways of improvement to increase the line efficiency by applying time study and line balancing techniques. As a consequence, good line balancing with MODERATE WIP in the sewing line has to be drawn up increase the efficiency and quality of production. The line needs to balance so that the line has the high value of efficiency. Higher value of line efficiency indicates that the line have the approximately equal cycle time between operators along the line. Besides that, the workload between operators also distributed equally which make the higher line efficiency and the target output can be achieved without having overtime.

41. Industrial Engineering 1. Industrial Engineer's Job Profile It was just a couple of years back that demand of an industrial engineer has increased many times. Reason, an Industrial engineer can do a lot to improve performance of the company. 2. How to Calculate SAM of a Garment? SAM or Standard Allowed Minute is used to measure task or work content of a garment. This term is widely used by industrial engineers and production people in the garment manufacturing industry. For the estimation of cost of making a garment SAM value plays a very important role. 3. Standard minutes (SAM) for basic garments Can anybody estimate SAM (standard allowed minute) of a garment without seeing and/or analyzing the garment? No. It is not possible. To estimate SAM you have to analyze the garment carefully and check different factors that affect the SAM. 4. Garment production systems In simple a ‘garment production system’ is a way how fabric is being converted into garment in a manufacturing system. Production systems are named according to the various factors, like- Number of machine are used to make a garment, Machines layout, Total number of operators or tailors involved to sew a complete garment and Number of pieces moving in a line during making a garment. 5. How to set production target of a line? It is a very important question, because it is the basic knowledge about production management and each people who are working in production must know how estimated production is calculated. 6. How to balance a traditional sewing line? A sequence of operations is involved in making a garment. In bulk garment production, generally a team works in an assembly line (Progressive Bundle system) and each operator do one operation and give it other operator to do next operation. In this way garment reached to end of the line as a completed garment. 7. How to calculate Garment Cost In the clothing manufacturing, supplier gives final manufacturing cost to buyer prior to order confirmation. For that factory prepares cost sheet estimating costs in different cost heads. Cost heads like Fabric, Trims and Packing materials, Labor cost and Overheads. 8. Different Types of Incentive systems In manufacturing industries, an incentive is a factor (financial or non-financial) that enables or motivates a particular course of action, or counts as a reason for preferring one choice to the alternatives. Eventually, incentives' aim is providing value for money and contributing to organizational success. 9. The Concept of Performance Rating Rating is a subjective comparison of any condition or activity to a benchmark, based upon our experience. While the mechanics of time study record the time a task did take, applying a rating will determine the time a task should take.

42. 10. Process flow chart of a Crew Neck T-Shirt It is always easier to understand a picture than just description. How to make a T-shirt can be explained many times but students learnt it completely when they see it in the production floor. A process flow chart gives them the logic how operations follow sequence one after another. 11. Which production system is better- A conventional line or a Modular line? As I have explained earlier in the article “Garment Production Systems” that each production system has benefits over others depending on order size, product type, technology level and skill level of the operators. When it comes lean manufacturing system in apparel making, factories start implementing modular system whatever product they might produce. 12. Comparison between Progressive bundle system and UPS system In the industrial sewing plants various types of sewing systems are installed. A plant owner chooses these systems depending on the production volume, product categories, and cost effectiveness of high tech machineries. Among those “Progressive Bundle System” (PBS) is mostly installed sewing system till date. 13. Work aids and equipment for garment export industry To facilitate worker in doing their jobs most efficiently number of readymade and customized work aids and equipment are being used in the garment industry. Especially work aids are designed for material handling, folding etc. 14. Machinery used for garment sewing in mass production Most of the clothes we wear are sewn by sewing machines. There are several types of sewing machines used to make our clothes. When garment making was industrialized, scientists developed industrial power driven sewing machines to meet the needs of mass production. 15. How to Control Apparel Production Cost? I was in a meeting discussing about line efficiency, present cost per pieces and what the production people can achieve to lower down the making cost. When we started discussing the fact and figures everybody was surprised.

43. 16. How to calculate Machine requirement for garment to be made in an assembly line? Follow the following steps to estimate how many machines and what types of machines you need to make your garment in an assembly line. The primary information you need to calculate number of machines 17. Which Machines are needed to make Basic Polo Shirts? Five types of machines are used in making basic Polo Shirt . Machines are Lock stitch (Single Needle), Over edge (Over lock), Button holing, Button attaching and Flat lock (Flat bed). 18. Which Machines are needed to make Basic Tee Shirts? Three types of machines are generally used for making Basic Tee (Crew Neck) in mass production. Machines are Lock stitch (Single Needle), Over edge (Over lock) and Flat lock (Flat bed or Cylinder bed). 19. How to reduce line setting time? Engineers and production managers always look for a way to improve factory’s labor productivity. But they look over things that lower labor productivity. 20. What is on-standard efficiency and off-standard efficiency? When operators are not working on-standard jobs they are simply not producing any garments or any minutes. That is why to know operator’s actual performance on the on-standard jobs; operator’s efficiency is presented as on-standard efficiency. 21. How to calculate operator efficiency at work? In apparel manufacturing, skills and expertise of a sewing operator is being presented in “Efficiency” term. An operator with higher efficiency produces more garments than an operator with lower efficiency in the same time frame. When operators work with higher efficiency, manufacturing cost of the factory goes down. 22. How to calculate efficiency of a production batch or line? Like individual operator efficiency, efficiency of a production line or batch or section is important for a factory. Daily line efficiency shows the line performance. To calculate efficiency of a line for a day, you will need following data (information) from the line supervisor or line recorder 23. Operation Break-down and SAM of the Full Sleeve Men's Formal Shirt? Prior to defining SAM of the garment, detailed operation break-down is made by engineer. Both manual and machine operations are included in the operation list. Then a skilled operator is given to do operations one by one. 5 to 10 samples are studied. All operations are studied by GSD expert for motion analysis

44. 24. Engineers, Be careful with data what you presenting to your boss Business owners normally seek for data about the performance of the factory from engineers. The primary KPIs are line efficiency, machine productivity of the current running orders, production capacity production cost etc 25. Can anybody hit 100% Efficiency of GSD SAM? I have intentionally referred ‘GSD SAM’ because most of garment engineers, industry experts and business owners believe that GSD based standard minutes are more accurate than other. You may feel that what a silly question it is. But I met numbers of young industrial engineers, who ask me questions in the same way I have titled this article. 26. How to Find Actual RPM of the machines running on the floor? Though sewing machine manufacturers define machine rpm (maximum level) in the machine label and manual, in the floor machines are not being operated at maximum speed by the operator. Sewing operator runs a machine at lower a speed than specified maximum speed limit. 27. What is Pitch Time, Pitch Diagram and how to make a Pitch Diagram? Pitch time: In industrial Engineering, Pitch time is a ratio of total SAM of garment and number of operations to be set for the style 28. How to grade sewing operators? Generally workers are categorized as skilled, Semi-skilled and unskilled for deciding wages for them. Others grade operators as A, B or C according their experience and expertise on the job. If grading of the operators is done scientifically it will help in selection of operators during line setting of a new style. 29. What is Productivity? Productivity is a measure of the efficiency and effectiveness to which organizational resources (inputs) are utilized for the creation of products and/or services (outputs). Productivity measurement is both a measure of input utilization and an assessment as to whether or not input utilization is growing faster than output 30. How to measure labor productivity? Within a factory, industrial engineers or factory managers and line supervisors measure the number of garments produced by a line of sewing machine operators in a specific time frame. Generally factory works 10 to 12 hours a day. Total production (output pieces) of a line and total labor involved in producing those pieces is required to calculate labor productivity 31. How to calculate thread consumption? There is a standard formula for determining thread consumption. In the available formula you will get multiplying factors according to machine type and stitching classes. To define thread consumption you just have to multiply seam length with factors. 32. How to do Time study? Three types of machines are generally used for making Basic Tee (Crew Neck) in mass production. Machines are Lock stitch (Single Needle), Over edge (Over lock) and Flat lock (Flat bed or Cylinder bed). 33. How to do Method Study? Method study is more of a systematic approach to job design than a set of techniques. It is defined as the systematic recording and critical examination of existing and proposed methods of doing work, as a means of developing and applying easier and more effective methods and reducing costs 35. What is work Sampling. Work sampling is a method of finding the percentage occurrence of a certain activity by statistical sampling and random observations 36. How to calculate machine SPI The abbreviation of SPI is Stitches per inch. In the Metric System it is expressed as Stitch per centimeter (SPC). It is very easy to measure SPI of the machine or seam. To measure it, take a fabric swatch of 12 inch X 2 inch.

45. 37. Use of Takt time in apparel industry? Takt time is the allowable times to produce one product at the rate of customers’ demand. This is NOT the same as cycle time, which is the normal time to complete an operation on a product (which should be less than or equal to TAKT time). 38. How to Estimate Sewing Time by Machine RPM? Are you confused how to estimate that how much time should be taken by a sewing operator to sew a specific length of seam? Read this article to know how to estimate it. 39. Secret behind calculation of machine time in SAM? Standard allowed minute (SAM) of an operation is the sum of 3 different parameter, i.e. machine time, material handling (with personal allowances) time and bundle time. Material handling and bundle time is calculated by motion analysis. 40. 7 Ways to Reduce to WIP from Bottleneck Operations A bottleneck operation determines hourly production of a sewing line. In a bottleneck operation garments are piled up compared to other operations in the line and produces lowest number of garments. Efficiency of the line as well as labor productivity is affected by work in process (WIP) level at bottleneck operations. 41. Operation Breakdown and SMV of Garment The operation breakdown of a trouser with two front pocket and two back pocket has been given in the following table. SMVs mentioned here against each operation are just for your reference. It may vary according to machine types, workstation layout and equipment used. 43. 20 Ways to improve productivity in garment production Higher productivity brings higher margin in a business. And increment in Productivity level reduces garment manufacturing cost. Hence factory can make more profit through productivity improvement. 44. What is Skill Matrix for Sewing operators? Skill Matrix is a chart or a database where operator’s past performances on various operations are recorded in a systematic way for the future reference. In a skill matrix operator performance is recorded in efficiency percentage. 45. Garment Production Cost: Actual cost Vs Cost per SAM One of the most important KPIs for garment manufacturing is comparison between Actual costs Vs Cost per SAM. Factories calculate these costs and compare on daily basis. The actual cost figure shows that how much money factory is paying as make up to the operators. But exactly how these measures are calculated? 46. How to do Line Balancing using Operator Skill History? The prerequisite of this method is to have a skill matrix of sewing operators. Normally, at the time of line setting, operators are selected based on their experience on operations. The calculated skill level of the operators on the operations is not considered at all. 47. Operations, Seams and Sewing Machines Database for Basic Products now on the Web I always feel that I should have knowledge about all sewing machines need to make garments covering all products. But it is not easy to keep in mind when I am not sewing machines supplier or distributor and even I am not making all types of garment in my factory. 48. KPIs for Garment Manufacturers Key performance Indicators (KPIs) are measured to assess where the factory currently stands and to find key focus areas where management needs to look into. Top 9 KPIs has been listed and explained below that are measured by garment manufacturers (export houses) in the apparel industry.

46. Making real productivity improvements and Making Workstudy work Accurate standard times are the base of a Garment factory, but you must first specify the method very clearly before you can establish a time. One of the great worries in the industry is that old fashioned time study techniques may include timing operations in which the method of doing the operation is not clearly specified and in fact the operator is timed using a method that is not economical and that has too many extra motions that are totally unnecessary. This will mean that the time for the operation is wrong! This can be further affected by the Time Study officer’s ability to “Rate” the performance of the operator. This is a technique that needs a lot of practice and experience and it also needs to be reviewed on a constant basis it is not for the amateur. Rating is also a problem since it is subjective it is “My opinion” of the speed the operator is working.

47. To explain rating in a little more detail, it is a system that was developed in the late 1800’s and its intention is to eliminate the differences between different operators since some are naturally quick workers and others work more slowly, so the idea was to produce a time which was fair to all the company and the operator. However in this process you also have to asses whether or not the operator is a “jerky” worker (works like a pigeon walks) and looks as if plenty of effort is being put into the job, but in fact this is an illusion, a better operator works in a smooth flow of motions and although seems to be slower is in fact much more productive, taking longer bursts of stitching and producing at a faster pace. We obviously need to eliminate these problems, and using PMTS systems (Predetermined Motion Time Systems) will be of considerable help in doing this. The beginning of PMTS occurred at the end of the 1940’s when a group of highly qualified Industrial Engineers got together and filmed people working in various industries, since the cameras they were using took 16 pictures (frames) per second they were able to establish a time for even the smallest of human motions. This work was very thorough and detailed and once completed the engineers had set up a system that would establish the time for any human motion, this was called MTM (Method, Time Measurement) this information was given to a university who checked it all out and verified the accuracy of the data. MTM was then “given to the world” so, if you went on an authorised course and passed the necessary exams you would be allowed to use the system. This started the establishment of MTM associations throughout the world.

48. The garment industry started to use these techniques and designed systems to aid the implementation of better methods and to produce accurate times for sewing and related jobs within a garment factory. Some of the systems that have been developed are: Master standard Data –MSD 1962 MTM 2 A more simple and quicker version of MTM1 Milliminute Data – 1966 Needle Trades Time Data 1970 Stamp System 1972 Garment Manufacturing Data 1975, GSD 1978

49. Pro-SMV 2000 There are probably more systems of this nature, but the most interesting thing about them all is that you can produce a time for an operation without using a stopwatch and providing the study is done by someone who is properly trained to do it, it will be uniformly accurate and fair to all operators irrespective of the operation that is being performed and who is doing it. As a result of this we can take away the prospect of giving times to operators that are loose (too much time ) or operations that are too tight (not enough time given) and for those of us in the production environment it means that we can judge all operators from the same base. So we can now establish which operators are performing below the standard that we are prepared to pay the wage level for, and of course we could reward those operators who are doing more than their fair share.

50. To use a system like this you have to be trained to recognise little parts of the operation eliminate unnecessary movements and establish the movements necessary to complete the operation. It is like using a series of “Building blocks” each block has its own time, and by adding the blocks together you can establish the proper method and the time for the operation When this technique is used with a computer you will be able to develop a database of standard times that will work for you well into the future, this means that you do not have to study every operation for every new style, since if you have done that same operation previously you will be able to use it again in the future. These times and methods will now help you in the following: • Costing – you will be able to establish a “cost per minute” which will help you enormously in the future • Measure the performance of your Operators, Lines, factories ect . • Establish your REAL efficiency – against a world standard • Establish your capacity • Do proper production planning • Train operators more methodically • Install incentive schemes

51. With the explosive growth in Garment industry in India it is essential that companies become more sophisticated in their approach, it may be easy to grow at the moment, but be assured, it won’t last for ever. You need to become more efficient, more productive and unless you have the tools to do this how will you ever know where you stand? Take a moment to look at how your operators work, and really SEE what they are doing and you will see enormous possibilities to improve how they do their work. If you set about a program to train a team to eliminate excessive movements and use the same team to implement the improved methods then you will improve your company performance and your profitability considerably. Its is not Rocket Science, its common sense. We have had many occasions where operational productivity has been improved by more than 50% just by elimination unnecessary movements and reducing the number of bursts of stitches the operator is doing How do you set these things into motion? 1. Start a workstudy department 2. Train Workstudy officers and set their responsibilties . 3. Employ a qualified industrial engineer to head the department 4. Install the productivity enhancement tools 5. Start measuring what you are doing – No measurement = No Management 6. Set up achievable improvement targets – (we want to be XX % by July)

52. Some Do’s and Don’ts 1. The Engineer is a very important part of the team, they have the training and the skills to isolate the priorities and direct their efforts to drive improvements. Part of this team should be an adequate number of people to run the computer systems, these people are the ‘Operators’ and should feed the Engineer, Management and Supervision with the information they need to effect and maintain improvements. 2. Many times the operation chosen to improve is the wrong one, what is the point of improving an operation when the operator performing it is only loaded at 60%, any improvement to that operation will only serve to make her job less productive, one has to identify the ‘Bottleneck’ operation to really improve productivity, and of course once a ‘bottleneck’ has been solved it will immediately cause another on a different operation. So the first step is to identify the Bottleneck 3. In order to effect real improvements we should allocate each Engineer a number of Workstudy officers, and make them responsible for the level of productivity within their department, working as an aid to Management and Supervisors by contributing their skills to the sections.

53. 4. Management must have patience, things will not improve overnight it takes time, patience and hard work to achieve improvements, its easy to blame but much harder to persevere and make improvements happen. The commitment from the top is essential, without it you will fail. 5. Once the ‘Improvement’ in method has been established, the follow up to ensure that it is being implemented properly and that the monitoring of the operator , and the Line Balance and the Work in Progress is such that the operator actually has the possibility to achieve the full potential of the improvement in method. 6. Following up on poor performers by doing ‘ Cycle checks’ , making sure the method is being adhered to, and doing ‘ Production Studies’ (these are simple tools to improve the performance of operators who are not up to the required standard) 7. Operators must be told of their performance, if necessary warnings should be given, unless this sort of system has ‘Teeth’ it will never work, it has to be done with determination and in some cases compassion, getting to know the operators and showing an interest in them is vitally important. WE must not consider them as ‘numbers’ they are people and the more we know about them the more we care about them the more they will produce for us. 8. Productivity improvements occur from the interaction of the Industrial Engineers, the Workstudy officers, the Managers, Supervisors and Operators it cannot happen in the office. The ‘Operators’ are the least of our problem, Management, Supervisors and poor Planning and line balancing are all mainly responsible for the levels of productivity.

54. 9. Above I have recommended simple methods to help operators reach their potential, but in order to get the best output from people we must show we CARE. My observations from the few Indian factories I have seen are as follows • Operators do not have enough space to lay out their work properly • The seating provided is inadequate could you sit on a chair without a backrest for a whole day? • Work is passed from operator to operator with no consideration as to the additional handling this causes. • Shouting at the operators is commonplace. • Work in progress levels are too low. • Expensive machinery is not being used to its potential • Style change over time is far too long. • There is insufficient effort to improve how the operations are performed • Line balancing is poorly done • Work in progress is not easily visible. If we can balance the lines, provide work, make sure that all unnecessary motions are eliminated ensure the operators feel comfortable and create a better atmosphere we are moving in the right direction. We will then be getting to the point serious improvements begin to become possible. 10. Set Targeted improvement dates and make them a part of management meetings: For Example –Our current efficiency for the past 3 months is 40%. In 3 months time it should be 50% -This is an actual increase of 25%. In the next 3 months we want to get to 55% and so on, until you are operating at an acceptable level. Please remember, this will only be possible if your infrastructure is sufficient to make the flow of work into the sewing department sufficient to achieve these goals. 11. Do not fall into the trap of making the Work study team ‘Costing clerks’ With proper organisation a proper database of standard times should be compiled, this established in such a way that the ‘Clerks’ can use it to develop Operation Bulletins for new styles. I see this function as part of Work Study, but it should be performed by a specific team in the Workstudy department, it is not ‘Work Study’

55. 12. Are you asking the people concerned what they think? Regular planning meetings,Supervisors meetings, are these formalised ? The meetings do not have to be long and drawn out, but we all like to have someone ask our opinion, it makes us feel part of what is happening and perhaps we would have something useful to contribute. 13. The time allowed for the interpretation of a new style into the production process is not long enough, the communication between Marketing, Planning and Work Study is not good enough, We are not allowing enough time to plan and develop new styles before having to produce them, in some cases only 1 or 2 days is allowed, leaving no time to establish the best sequence of operations and utilisation of the best equipment for the job and for the development or acquisition of folders and attachments. 14. It is essential that the HR becomes more involved on the factory floor, they must be made responsible for absenteeism and labour turnover, you cannot expect production management to handle this whilst trying to maintain production, it must be dealt with by the department whose name indicates that this is one of their major responsibilities. So, in summary: • Set up a workstudy team • Get your methods and times accurate • Monitor performance • Improve line balancing • Give operators the space they need to do the job • Set target dates to get productivity improvements • Get involved with the process, if the boss isn’t committed why should I be? • Get your HR department working to improve absenteeism and labour turn over and to help production management with this problem. • Use modern techniques to set the above series of actions into motion • Remember, computer systems will not run the factory management will, but good management needs information to manage.

56. Effect of time and motion study on productivity in garment sector

57. In garment sector to make the shipment in exact time it is very necessary set a target for sewing section. The total work of the sewing section is completed by different operator. So without a standard target it is impossible to reach the goal. To set a standard target time and motion study is mandatory By making the time and motion study an assumption of total time needed for any particular product or garment can be made, that is really important to make the delivery of the product to the buyer on exact time

58. Motion study is a technique of analyzing the body motions employed in doing a task in order to eliminate or reduce ineffective movements and facilitates effective movements. By using motion study and the principles of motion economy the task is redesigned to be more effective and less time consuming

59. Allowances Before it is possible to complete and issue that standard time for a job, it is necessary to add to the basic time certain allowances. The reason for adding these allowances is that the work study engineer has only been considering the productive work of the operator and has not taken into account the periods of rest that are required by the operator to enable the operator to recover from the energy expended, nor the time that he/she needs to allow attention to personal needs. To get the standard time, a proper allowance must be added consisting the working conditions. While deciding the quantum (generally in terms of percentage) of allowance to be added to the normal time, following types of allowance are considered: 1. Machine allowances 2. Relaxation allowance 3. Interference allowance 4. Process allowance 5. Special allowance Machine allowances – This covers • Thread cone or tube change • Thread and needle breakage • Adjusting tension • Small problems in machine

60. Relaxation allowance People are not machines and they need to go the toilet, scratch, blow their nose, etc. Relaxation and fatigue allowances are provided to give the operator/ worker the opportunity to recover from the effort of doing his/her work, and to allow for attention to personal needs. The relaxation and fatigue allowance is given to every operation. Recommended allowances for personal and fatigue allowances in the sewing trade are set at 11% for sitting jobs and 13% for standing. Interference allowance When one worker is attending more than one machine, then interference is the time for which one or more machine units remain idle while the operator is occupied with the work on other machine units. The allowance provided to compensate this idleness due to interference is known as interference allowance. Process allowance This is an allowance provided to compensate for enforced idleness during a process. This includes loss of time due to: ( i ) no work (ii) Power failure (iii) Faulty material (iv) Faulty tools or equipments Contingency allowance A contingency allowance should not be greater than 5% and should only be given in cases where the work study officer is absolutely satisfied that they are justified. The contingency allowances should be expressed as a percentage of the basic time

61. Special allowance These allowances are decided as a policy matter of management. These are allowed for activities which are normally not a part of the operation cycle bur are essential for satisfactory performance of work. These include for the following items: ( i ) Start up (ii) Cleaning (iii) Shut down (iv) Set up (v) Dismantling allowance (vi) Change over (vii) Reject allowance (viii) Excess work allowance (ix) Learning allowance (x) Training allowance (xi) Implementation allowance (xii) Small batch allowance (xiii) Tool changing and regrinding

62. Motion Study The Goals of Motion Study ( i )Improvement (ii) Planning / Scheduling (Cost) (iii)Safety Classification of body movement Operators use their body for different operations, and spend their maximum time. The motion time is long but sewing time is short. So, body movement is classified by 5 divisions. They are as below: 1. Knuckle: only finger is used for this movement 2. Wrist: using hand and finger 3. Elbow: For arms, hand and finger. 4. Shoulder: Upper arm, forearm hand and finger. Data collection and analysis for motion study

63. A standard can be maintained in the garment sector to get the maximum production by using the time properly. Different time is needed to sew the different parts of a garment. As a result time variation is must. Since garments are made with the help of different operator, time limitation must be given to achieve the target production. To set a standard target for different product time and motion study is mandatory. By making the time and motion study target production can be achieved. As a result shipment of a particular product can be made in exact time and there would be no delay to get the payment to the seller

64. Improving Sewing Section Efficiency through Utilization of Worker Capacity by Time Study Technique

65. This paper represents the use of some tools and techniques for improving apparel sewing section efficiency throughout the production process. Now a day’s apparel manufacturing industries are trying to develop their current production system and situation and continuously looking for new production tools and techniques in order to keep swiftness with the rapid changes of trend in consumers of apparel products. To deal with the recent problems & challenges industries have to improve production efficiency & productivity; reduce lead time, ensuring proper quality requirements. There is no doubt that sewing section in an apparel industry is the most momentous and teeming department that plays a vital role in the whole firm. To improve the existing situation of this section and increasing productivity time study is a very effective technique. In time study, Standard Minute Value (SMV) has been calculated for each operation or job. Based on this technique each operators capacity is measured and balanced to eliminate the bottlenecks. Here, by applying these techniques significant improvements in the sewing section have been achieved such as SMV, man power, bottle neck, capacity achievable, production/ hr , performance rating, balance % and line efficiency. The findings can be extended to similar apparel industries in future. General overviews to these works are presented in this paper

66. Assembling apparel is a laborious process where in a simple tee-shirt producing sewing line consists of 25-50 workers with 18-40 sewing machines. So capacity variation occurs here very frequently as working capacity differs from men to men. When worker changes capacity of work also changes accordingly. For this type of variation balancing the maximum and minimum capacity is a challenging step for floor managers. This production system has many problems and bottleneck is one of them. Time study is a work measurement technique for recording the times of performing a certain specific job or its elements carried out under specified conditions, and for analyzing the data so as to obtain the time necessary for an operator to carry out at a defined rate of performance. Time study is most popular that is used for balancing the sewing line as well as solving the bottlenecks. An assembly line is defined as a set of distinct tasks which is assigned to a set of workstations linked together by a transport mechanism under detailed assembling sequences specifying how the assembling process flows from one station to another [13]. In assembly line balancing, allocation of jobs to machines is based on the objective of minimizing the workflow among the operators, reducing the throughput time as well as the work in progress and thus increasing the productivity [10]. However, in answering and to provide solution to many of such research problem, the study sought to accomplish several research objectives. Such as: examining the present level or situation of applying sewing section in apparel manufacturing organization in Bangladesh. Identifying and propose potential avenues for improving the present level of sewing section of apparel manufacturing. minimizing SMV & wastages in the processes and helping the companies to achieve a shorter lead time, lower cost, highest quality, better performance rating, better works balance, increased production efficiency and to achieve more competitive advantages. This study is carried out in a reputed knit composite garment industry situated at Gazipur in Bangladesh. In this study a simple tee-shirt is analyzed and sewing line is visited several times for realizing the actual scenario.

67. Literature Review Productivity is measured by achievement toward established goals based on relationships between inputs and outputs [6]. Generally in sewing section line balancing means allotment of operations or jobs based on the objective of minimizing the throughput time as well as the work in process and thus increasing productivity. In sewing room, the breakdown of the total work content of a garment into operations has traditionally included long, medium and short operations, the actual length being influenced by the amount of work content in the garment, predicted quantity of output of an individual style, and the number employed in the company manufacturing it, with the consequent potential for specialization among its operators and managers. In this case an operation was the amount of the work content of a garment that was undertaken by one operator [7]. An operation is one of the steps in a process that must be completed to convert materials into a finished garment. An operation breakdown is a sequential list of all the operations involved in cutting, sewing and finishing a garment, component or style

68. Line lay out: A line lay out operates on the principle that each unit is produced exactly the same and those operations are performed in a specified sequence. Work often flows from the back of the layout to the front and from workstation to work station until the garment is completed. Line layout is most efficient with long runs (high volume of identical products) when the sequence of operations and equipment does not have to be changed frequently [8]. Depending on the volume required, a plant may have several lines making the same style or several lines each making different styles. Line layout does not necessarily mean each m/c is different. Several operators and helpers may perform the same operation. The objective is steady work flow through succeeding operations. If a style requires only one operator to hem the pockets and three operators to set pockets in order to keep work in process moving smoothly, then engineers will build that into the layout. Advantages of line layout may be less work in process than a skill center configuration and less handling between operations. This means faster throughput time and less buildup of parts between operations with high quality. Disadvantages of a line layout include potential bottlenecks (work buildup) and work load imbalance. Each operation depends on the previous one, and downtime, absenteeism, and slow operators may interrupt the workflow. To counteract these problems, some operators may need to cross-trained to perform more than one operation, and substitute machines must be readily available for immediate replacement if equipment breaks down. New trainees may be expected to meet production standards before being placed in a line position. Failure to meet production schedules for whatever reason may create a need to reroute work, shift personnel, or schedule to avoid further days [5, 6]. The managerial requirements of operation design in the PBU relate to the need for operators to be highly trained on the specific tasks that form the sequence of operations in the assembly of a particular garment style, and for the flow of work through these operators to be tightly controlled and well balanced

69. Progressive bundle system : The Progressive bundle system gets its name from the bundles of garment parts that are moved sequentially from operation to operation. This system often referred to as the traditional production system, has widely used by apparel manufacturers for several decades and still is used today. The technical advisory committee of AAMA (1993) reports that 80% of apparel manufacturers use bundle system. The committee also predicts that use of bundle systems would decrease as firms seeks more flexibility in their production systems. A progressive bundle system may require a high volume of work in process because of the number of units in the bundles and the large buffer of backup work that is needed to ensure a continuous workflow for all operators [6]. The Progressive bundle system is driven by cost efficiency for individual operations. Operators perform the same operation on a continuing basis, which allows them to increase their speed and productivity. Operators who are compensated by piece rates become extremely efficient at one operation and may not be willing to learn a new operation because it reduces their efficiency and earnings. Individual operators that work in a progressive bundle system are independent of other operators and the final product

70. Time Study: At ANSI in 1982 Institute of Industrial Engineers state time study as, "A work measurement technique consisting of careful time measurement of the task with a time measuring instrument, adjusted for any observed variance from normal effort or pace and to allow adequate time for such items as foreign elements, unavoidable or machine delays, rest to overcome fatigue, and personal needs.” Time study is most popular and used method for line balancing and solving bottlenecks. One problem of time study is the Hawthorne Effect where it is found that employees change their behavior when they know that their being measured [14].

71. Cycle time: Total time taken to do all works to complete one operation, i.e. time from pick up part of first piece to next pick up of the next piece [11, 12]. SAM (Standard allowed minute): The amount of time required to complete a specific job or operation under existing condition, using the specified & standard method at a standard pace when there is plenty of repetitive work [9]. Standard time = (Average observed time X Rating %) + Allowance%. Allowance: Different types of allowances are allowed in apparel production floor. Such as personal time allowance, Delay allowances, Fatigue allowances etc. Balance: Balance is an important factor. In traditional performance measurement approach, the most important goals of evaluation is performance measurement while modern approach has focused on evaluated growth and development capacity [2]. Peter Drucker in 1954 argued that one potential solution was to introduce ‘’balanced’’ sets of measures [3, 10]. Market standings, innovation, productivity, physical and financial resources, profitability, manager performance and development, worker performance and attitude, and public responsibility are appropriate performance criteria [1]. Modern evaluation system results in satisfaction improvement, efficiency improvement, and finally improvement in effectiveness of organizational activities [3]. Bottleneck: A constraint for smooth flow of operation, limits the flow of production rate, productivity, efficiency is usually termed as bottleneck

72. Methodology and Experimental Materials Work measurement applies different types of techniques to determine the required time to complete one operation and the total work that can be performed by one operator in a specific time. It provides a fair way of estimating the time to do a skillful operator with plentiful work supply & proper equipment. Different work measurement techniques used by sewing floor managers are stopwatch study or time study, historical time study, predetermined data, standard data, judgment, operator reporting & work sampling. Among them stopwatch study or time study is the most popular. For conducting time study visit at sewing floor had done for several times to muddle through the actual situation of sewing floor. The technique of random sampling used for analysis of the time spent for rendering each phase of various professional work or service performed by worker of service man is known as time measuring or needed time to perform a work [14]. For conducting time study here traditional stop watch method was used. Here 10 cycle time for each operation was recorded and at the same time the name of the operator or helper, performance rating, attachment used and machine type was recorded in a time study template sheet. Before starting the time study, the breakdown of the progress of operation was done. After recording 10 cycle time; average cycle time was calculated from which normal time or cycle time was found. Average observed time = sum of the time recorded to perform each element/ Number of cycles observed [4]. Then from cycle time standard minute value (SMV), production per hour, capacity was calculated. With the help of time study excel spread sheet line capacity graph was created. From the line capacity graph, the bottlenecks & capacity variations between the workers were visible clearly. After finding the bottlenecks in layout and imbalance of worker capacity from the worker capacity graph and time study graph, a change in layout and operation breakdown was done for effective flow of product. This changed breakdown shows better performance in case of work in progress and good through put time was achieved by solving the bottleneck points. For balancing the sewing line, here assistant was added or arrange training facility for the bottleneck creating worker or if the work load was too much; then load was divided within the higher capacity processing workers for maximum utilization of labor capacity & increase their productivity. By this way a more balanced & efficient line was found with higher productivity. Following table shows the condition of the specific sewing line before any modification was done

73. . Identification of Bottleneck : From the above line capacity graph it is understandable that workers having lower capacity level are doing their jobs at operation number 12, 25, 33, 35 & 36 with more time that cross upper control limit(UCL) and it is approximately 34.5 second. They require more processing time for which cannot pass required amount of product to the next operator or next operation. These positions are creating bottlenecks. On the other side operators at operation number 1, 4, 5, 6, 10, 14, 18, 19, 24, 31 & 34 were doing the jobs more promptly than the requirement. So their capacity was unutilized because of imbalance. Here the bottleneck creating operators were provided training and also motivation was done for better performance. A change in the operation breakdown was also done. Finally where work load is excess that was distributed among the higher capacity possessing workers considering the layout. Thus the bottlenecks were solved and maximum capacity was utilized and most importantly productivity was improved. The following table shows the improved operation breakdown and line capacity graph with proper balance.

74. Results and Discussions 4.1. Calculations Here by analyzing worker psychology and sewing line condition existing workers was motivated and trained to work more consciously and efficiently. In this case before balancing the line operation no 5, 15 and 19 was eliminated by distributing their work load within the worker who possesses higher capacity. Calculation of Sewing Line Efficiency: Line efficiency = (Total production×SMV×100) / (No of operator ×Working hour ×60) Before balancing line efficiency: = (136×11.96×100)/ (50×1×60) =54.22 % After balancing the line efficiency = (145×11.62×100)/ (47×1×60) =59.74% Calculation of Sewing Productivity: Productivity = (output amount/input amount) ×100% Results and Discussions 4.1. Calculations Here by analyzing worker psychology and sewing line condition existing workers was motivated and trained to work more consciously and efficiently. In this case before balancing the line operation no 5, 15 and 19 was eliminated by distributing their work load within the worker who possesses higher capacity. Calculation of Sewing Line Efficiency: Line efficiency = (Total production×SMV×100) / (No of operator ×Working hour ×60) Before balancing line efficiency: = (136×11.96×100)/ (50×1×60) =54.22 % After balancing the line efficiency = (145×11.62×100)/ (47×1×60) =59.74% Calculation of Sewing Productivity: Productivity = (output amount/input amount) ×100%

75. Calculation of Sewing Line Performance: Performance = (capacity total time /SMV) x 100 Before = (10.17/11.96) × 100 =85 % After = (10.11/11.62) × 100 = 87.5% From the above discussion it is noticeable that by applying time study and balancing techniques here 5 bottlenecks were solved as well as sewing line efficiency is increased from 54.22% to 59.74%. Before balancing the line, the SMV required to complete the garment is 11.96 min whereas after balancing it requires 11.62 min. Manpower (both operator and helper) are reduced, production is increased through utilization of worker capacity that ultimately leads to increase the efficiency. The following table 3 shows a comprehensible indication. From the line capacity graph no 1 five bottle neck or constraints were identified which causes limiting the production flow and decreasing production rate. Operation number 12, 26, 33, 35, and 36 creating bottlenecks in the sewing line. These operations are consecutively Thread cut & false stitch remove, Sleeve & body match, Sleeve Scissoring, Thread cut, thread cut requires picking of material, processing the operation, allowances and putting the material. These were matched with other operation for balancing with higher capacity level from basic pitch time and thus production per hour increases. Here capacity achievability was increased 237.09 from 132.74 and production per hour increased at 145 pieces from 136 pieces. Following table and figure delineate clearly.

76. Effects of Line Balancing Line balancing is important as it balance the line and increases the workers performance, line efficiency as well as productivity. In this research worker performance was improved at 87.5% from 85%, balance was improved at 85% from 45% and line efficiency was improved 5.52%. and most importantly productivity was improved to 58% from 45.33%. Conclusions In apparel industries sometimes it is difficult to identify the key areas and practices, which can be used to improve the current system & situation in the processes. Delivering high quality garments at low cost in shorter lead times are the major challenges faced by the apparel manufacturers [9]. Based on the practical experiment conducted, it can be seen that SMV and such like others tools can be effectively applied to apparel industries for better production efficiency. Using this tool, it is possible to map the current status and subsequently analyze to achieve better target. However, the work provides some ways of improvement to increase the line efficiency by applying time study and line balancing techniques. As a consequence, good line balancing with small stocks in the sewing line has to be drawn up increase the efficiency and quality of production [15, 16]. Line balancing is very crucial in manufacturing sector especially in apparel manufacturing industries. The line needs to balance so that the line has the high value of efficiency. Higher value of line efficiency indicates that the line have the approximately equal cycle time between operators along the line. Besides that, the workload between operators also distributed equally which make the higher line efficiency and the target output can be achieved without having overtime. Therefore, organizations of similar type can use the research outcomes as a knowledge base to identify their problems and come up with suitable remedies. Findings of this research can be valuable and helpful to other similar apparel industries of Bangladesh, those who expect for better production efficiency through effective use of man, machines, materials and other resources

77. Improving Productivity of Garment Industry with Time Study

78. The garment industries are always trying to improve production and the quality of the garments to sustain in the enormous competitive market. The sustainability and profitability of garment industry is governed by the productivity of that industry. Garment manufacturing involves number of operations carried out at different spots by the operators. All these activity need to be performed in synchronized, planned and timely to achieve desired productivity. There are various practices and methods applied in industries to improve productivity of the industries, time study is one of the effective tool used by almost all garment industry for improving production rate. This paper deals with time study of manufacturing process of Shirts and Leggings. In which we have studied the time taken in each steps of garment manufacturing. The observations of the time study elaborate on the scope for reduction the time taken and improvement in the production of the garment industry. One of the important finding from this study is that the timely supply of pieces and order sheets plays vital role in improving productivity of the industry.

79. A study conducted at garment house “A” where we have come out with the solution towards the problem faced by many industries, if a necessary and proper action is taken against this particular point we can definitely improve the quality and production of any garment house with time saving. By using method related to time saving, its capacity and production study, it is possible to improve productivity while reducing wastage. Two important attributes have been considered, one is possible standard method for each process and another is considerable time is consumed. Time study took to record the actual individual capacity of each worker and process line. The work measurement techniques were applied for recording the times and rates of working in the elements within specific conditions. The results of work measurement for analyzing the data so as to determine the time necessary for carrying out a job at a defined level of performance. Time study evolved from the work of Taylor and was the original work measurement technique. The objectives of this project are to find out average time taken to complete each process of garment manufacturing, to analyze the difference between and actual time taken and basic time of each process of garment manufacturing and to recommendations for improving production rate based on analysis. Time study is the field of engineering in which productivity of the manufacturing process is measured to find out the scope for improvement. Time study elaborates on manufacturing process about the best way to do something, the time required to complete task, and the way to measure production rates [1]. Today's customers around the globe demand product at the best possible price. In today’s highly competitive global marketplace they are placing greater value on quality and delivery time [2]. According to ANSI (American National Standard Institute) it is stated that time study is a work measurement technique consisting of careful time measurement of the task with a time measuring instrument, adjusted for any observed variance from normal effort or pace and to allow adequate time for such items as foreign elements, unavoidable or machine delays, rest to overcome fatigue, and personal needs.” The author in this paper have specified various ways to stand in this competitive business environment by efficiently managing the lead time required for the manufacturing of the entire product. He has thrown light on the business process of garment sector about the importance of lead time in minimization of the garment making process [3]. The amount of time required to complete a specific job or operation under existing conditions, using the specified & standard method at a standard space when there is plenty of repetitive work

80. . Different type of allowance is allowed in apparel production floor. Such as personal time allowance, Delay allowance, fatigue allowance [4]. On-Productive Time: - Time that is spent by an operator without producing any garment (standard minutes) like 'set up time' is called non-productive time. In garment production Non-productive time is measured to analyze how much standard time is lost due to machine downtime [12]. Lost time is recorded to show management a reason for low production in a particular day or lower line efficiency. Here are a few example of lost time [6]. Productivity plays an important role behind the sustainability of the of every textile manufacturing sectors, and various types of studies are carried to improvise the productivity such as improvement in loom shed efficiency by effective stretch control, improvement in loom shed efficiency by effective control of humidity [8,9]. The supply chain management plays an important role in garment industry and design to be selected by the manufacturer depends on the requirement from the industry [5, 13].

81. This reflects those actions & values which are responsible for the continuous improvement of the design along with the process of development & management of an organization’s with the concept of improving its profitability & ensuring its survival and stand in the market toward this tough competition which will not only improve the profitability but will also give a satisfactory service to the customer. New ideas came out from innovation and strategies helps to improve the quality by utilizing the knowledge bringing necessary information, technology, mass customization, and some others means to raise the productivity with improved quality [14]. The author has outlined several methodologies which created foundations for transforming a company into a Factory. The innovative cycle designed by the author is an important tool toward understanding what a customer wants and how these resources are found to be helpful to understand the requirement of the society. We can evaluate the corresponding design with best solution and its value-adding potentials [6]. Empowering the technical and managerial staff by enhancing their knowledge and ability and taking all the necessary steps in favour of the industry is of prime importance that the company should think toward increasing the productivity along with efficiency and labor attribution. So, it is needed to concentrate and identify the real issues, and act accordingly to take corrective actions for the upliftment of the company. The author here put strain on the industrial engineering concept which is needed to be imparted to increase the productivity. [7]. The study clearly indicate that eliminating non–productive activities like reworks in the apparel industries time as well as cost are saved by ensuring quality production which have an important impact on overall factory economy. This project sewing and finishing sections is to identify reworks so as to eliminate them for saving time, cost and improved product quality. In the Apparel Manufacturing Industry, main raw material is fabric; others are different types of trimming and accessories [9]. This study is key to apparel industry to improve their work nature & the methods, the apparel industries is identify as buyer driven or costumer driven industry, so the apparel production has become more intensified by global competition. To survive in this comparative world the industry should work more efficient. The concept which are outlined here are the most important factors to improve the productivity & efficiency of the industry the application of industrial engineering methods like method engineering, work study, capacity study, line plan & other operation management system are ultimately lead the industry to timely delivery of goods, high profit & develop the working environment [11].

82. The modular design for garment manufacturing center around extending the fundamentals of elasticity and economies of scale that modular products used to increase the end user value. Incorporating flexibility, modularity, and adaptability into design to provide additional freedom to adjust and adapt to changes for improving productivity [15]. Considering the requirement of the textile industries and its allied sectors, government of India started a highly ambitious programm ‘Make in India’ campaign. This study will enhance the productivity of various garment industries to be a part of make in India policy as per government initiatives Material and Method Material: Two stitching lines are selected for this study, one line shirts and on other line the leggings were stitched. At the time of study industry has maximum order of these two garments. Thus these two stitching lines are more focused on improving the productivity of the garment line. Also it is possible to study the stitching process of these garments thoroughly. Method: The analysis of major process in this garment lines were done manually, a time was recorded with the help of stopwatch. Following figure1 and figure 2 elaborates the processing sequence of operations involved in shirt manufacturing and legging manufacturing respectively. There are many process involved but here we considered some specific operation which was needed to be controlled so as to shorten the time span. These processes are supposed to be completed in specified time but when actually it was observed the result showed that there is additional time involved which is projected to be reduced.

83. The time taken for completing each step in garment manufacturing is measured by taking the average of 20 cycles of each process. For example the total time taken for attaching a care label on 20 pieces is 400 seconds, thus the time taken for attaching one care label is calculates as 400/20 = 20 seconds. In this manner time taken for each process involved in manufacturing of shirt and leggings were measured and noted as actual time. The industry while preparing a production plan decides the standard time and basic time including 15 % allowance in each operation of the garment manufacturing. The standard time is defined the time required by an average skilled operator, working at a normal pace, to perform a specified task using a prescribed method. In the standard time 15 % allowances are considered for different a cause which leads to more consumption of time to complete given task. The observed data in two garment lines were given in the following tables. It shows that the time taken by each process is more than that of basic time. Thus there is scope for improvement in each operation to reduce the time of production.

84. It has been observed that in this study that sew inseam consume more time for in this garment industry and this can be reduced by giving training to the workers with proper method that not only will reduce the time but also will improve the quality of the product. In overall performance it was observed that the time consumed for the operation was increased due to lack of material provided to the workers to continue this stitching operation so care has to be taken by the management to supply with ample of stock on their table so that they could not sit idle in absence of material

85. Observations: As it is found that button hole is consuming 20 secs more for the operation in garment so it is required to provide with special training to the operator for attaching hole which will improve their efficiency and productivity, similarly front placket edge stitching also required special technique which can be practiced by continuous application.so a training should be provided to the workers in in this line so that by continuous practicing the same task with ease and proficiency they can improve the efficiency along with the rise in production. Recommendation 1] Provide material to operator as in ample before process start. 2] At least require number of bone should be provided near the operator table. 3] It was observe in the above operation most of the time was spend in elastic attachment for drinking water so it was recommended to provide water bottle on machine table for saving a time in this section. 4]It was observe that after completion of the sewing operators was found idle as there was not availability of feed material by the supervisor line, so here care is needed to be taken to see that there should be adequate stock material which will prevent the operator sitting idle thus proper utilization of time management will be carried out. 5] It was suggested to have a strict schedule for the time allotted to the task that the operator is performing so that after completion of the shift he can analyze the work done by him and in the same way management should encouraged and award the operator for his performance given in the industry. 6] Reduce downtime by taking preventive maintenance step to improve productivity.

86. Conclusion As it is found that garment manufacturing is gaining its importance thorough out the world due to its demand which is coming from various places. To facilitate the entire world it is required to provide with huge supply which can be fulfilled with proper time management with improvised quality of the garment, which can be achieved by special training and some steps needed to be taken to improve the productivity. The observations of the time study elaborate on the scope for reduction in the time taken and improvement in the production of the garment industry. It was observed more time consumption occurred during operations like sew inseam, button hole stitching and front placket edge stitching which can be reduced by providing a special training from the experts which will not only improve the efficiency but will also increase the productivity. Apart from this there are some operations which require pieces to be stitched should be available in ample, as the lack of availability will lead the workers to sit idle and hence reduction in the production rate. Acknowledgment The author is also highly grateful to Mr. Jainath Rana General Manager and Mr. Raj Kumar plant head of Pratibha Syntex Indore, for their technical support and guidance

87. W ORK s t u dy& L INE B A L ANCIN G F OR t HE G A RM E N t s INdu s t R y

88. W ORK S TUDY & LI N E BA L ANCI N G IN T R O D U C T I O N P r o j e c t w o rk i s a n indi s pen s abl e pa r t to s tu d y f o r a s t uden t o f t e x t il e E n g inee r in g depa rtm en t . T h e enabl e w e t o av oi d th e ga p be t w een theo r i e s t augh t u s ju s t i n th e c la s s r oo m an d it i s appl i ca b l e i n the p r a c t i c e s e ve ry y e a r th e s t uden ts o f t h e uni v e r s i ty a re a ss igne d w i t h a pa r t i c ula r p r o j ec t w o r k. T h i s i s v e ry i m po r tan t i n t h e s en s e t ha t it i s the a s s i gn m en t t ha t a s tuden t o r g r ou p s t uden t s h a s to c o m p l y by the m s el v e s p r io r t o t hei r jo b li fe i n an y indu s t r y . T hi s w o r k m a y b e o f any t y p e a s p r odu c t io n s u r v e y t h e m il l d a ta o r m a y b e an a l y s i s o f t h e T e x t il e o r G a rm en t s . T hi s r eall y in c r e ase s le v e l o f c on f idenc e o f t h e s t uden t and al s o i nc r ea s e s t hei r k n o w ledg e abou t th e i r f iel d.

89. W O RK S T U D Y W o rk s t ud y i s a c olle c t io n o f te c hnique s us e d to e x a m i n e w o rk- w ha t i s don e - s o t ha t t he re i s s y s te m a t i c anal y s i s o f a l l t h e ele m en t s , f a c t o r s , r e cour s e s and r el a t ions h ip s a f fe c t in g th e e f f i c ien c y an d e f f e c ti v ene s s o f t h e w o rk being s tud i ed. W o rk s t ud y i s th e in v e s t iga t io n o f w o rk don e i n a n o r gani z a t io n i n a s y s t e m a t i c p r o c e s s i n o r de r a t t ai n be s t po s s i bl e u s e o f m e n , m a t e r ial s an d m a c hines a v a i labl e a t p r esen t . T h e s loga n o f w o r k s tud y i s ‘ w o rk s m a rt , no t w o r k ha r d’ B a s ic t oo ls o f w or k st udy T he re a r e t h r e e ba s i c s t ool s o f w o rk s t ud y . T he y a r e- W o r k m e a s u r e m ent M e tho d s tudy - M o t io n s t udy T i me s tudy - Pa r tia l w o r k s tudy - O v e r a l l w o rk s t u dy W ORK S TUDY & LI N E BA L ANCI N G

90. O b j ec t ives o f w or k st udy A cc o r danc e Br i ti s h S t anda r d s I n s t i t u t io n a p p r o v e d de f ini t io n B . S 3138 : 1959‘ w o rk s t ud y i s th e s y s te m a t i c s t ud y o f a n ope r a tio n o r p r o c e s s to en s u re th e be s t po s s i bl e u s e o f t h e hu m a n an d m a te r ia l r e s ou rces a v ailab l e . T h e p r i m e a i m i s to i m p r o v e p r odu c t i v i t y ” - T o s t anda r di z e th e m e t ho d o f doin g a t as k . - T o de t e r m in e t h e s t anda rd ti m e f o r do i n g a ta sk . - T o m i n i m i ze th e m a te r ial s m ov e m en t s , ope r a to r ’ s m o v e m en t , idl e ti m e o f th e w o r k e rs an d m ach i n e by p r o p e r pla n la y out - T o eli m ina te t h e unne c e ss a r y hu m a n m o t ion s i n pe rf o r m in g a t a sk . - T o u ti l i z e t h e f a c ili t ie s su c h a s m en , m ach i n e o r m a t e r ial s m o s t e f f i c ien t l y an d ef fe c t i v e l y . - T o es t abl i sh th e s t a n da rd o f pe r fo r m an c e. W ORK S TUDY & LI N E BA L ANCI N G W O RK S T U D Y

91. Lin e balan c in g m ean s allo c a t i o n o f m / c o r w o rk to in d i v idua l w o r k. A cc o r d i n g to th e w o r k in g s h ee t th e s tep w i se s e t tin g o f m / c an d w o rk an d indi v i duali z a t io n o f t h e w ho l e w o r k e r i n t o s o m e ne c e s s a r y pa rts to t he w o r k e r i s c alle d lin e balan c ing. In ga r m e n ts i ndu s t r y , l in e b alan c in g i s th e p r o c es s o f- - S e l ec t in g a n e ff e c t i v e s e w i n g l i ne -W i th co m pe t e n t m a c hine s r e ga r din g to w o rker - T o p r odu c e a s pe c i f i c o r der - A c e r t ai n t i me deadline w e u s e d l in e b alan c in g t e c hniqu e to a c hie v e: T h e m i ni m i za t io n o f t h e nu m be r o f w o r ks t a t ions Th e m i ni m i z a ti o n o f c y c l e t i me T h e m a x i m i z a t io n o f w o r k loa d s m oo t hne s s Th e m a x i m i z a t io n o f w o rk r el a t edne s s. W ORK S TUDY & LI N E BA L ANCI N G L I N E B A L AN C I N G

92. O b j ec t ives o f L i n e B a l anc i ng A i m o f thi s p r og r a m i s to g e t m anu f a c tu r in g an d d es i g n to w o rk t oge t he r o n t h e core obje c t i v e i. e . ‘ P r o f i t ’. T h e de s igne rs ha v e to s ta r t t hin k in g th e be s t pos si b l e w a y s o f c r e a t in g a d e si g n w hi c h w il l s uit t he m anu f a c tu r in g i n th e m o s t p r o f i t abl e w a y w hil e th e ga r m en t t e c h s o r sa m pl e m a k e rs w il l t hin k o f th e m o s t e f f i c ien t w a y o f c on s t r u c t i on . S e w in g s u p e rv i s o rs an d Indu s t r i a l E nginee rs w il l lea rn ho w to loo k a t t he w a y ope r a t o r s a re w o rk i n g an d ho w to i m p r o v e s e w in g m e thod s a n d to s e t s t anda rd t i m e s f o r t h e v a r i ous o p e r a t ion s t ha t g o t oge t he r t o m a k e th e ga rm en t . T he y w il l al s o b e ab l e to p r o v id e m anage m en t w i t h m o re i n fo r m a t i o n to a l lo w m a n a ge m en t to m a k e be tt e r i n f o rm e d de c i s ion s an d m a nag e m o re e f fe c t i v e l y r e s ul t in g i n :- - Hi g h e r p r odu c ti v i ty - I n c r ease d p r o f i tabil i t y - R edu c t io n i n w o rk c on t ent -S i m pli f ie d w o rk p r o c e s s - G r ea t e r a w a r ene s s o f equip m ent -B e t te r un d e r s t andin g o f ho w f o lde rs an d spe c ia l a t ta c h m en ts c a n i n f luen c e - p r odu c t i v i ty -P r odu c tio n i n f o rm a t io n an d do c u m en t a t io n t o m anage m ent W ORK S TUDY & LI N E BA L ANCI N G L I N E BA L ANC I N G

93. W ORK S TUDY & LI N E BA L ANCI N G O b j ect ives o f O u r Wo r k - T o m a x i m i ze t h e p r odu c t i on. - T o i m p r o v e pe r d a y p r odu c t ion. - T o m in i m i z e th e p r odu c tio n c o s t. - T o fin d ou t t h e w a s t i n g t i m e du r in g a p r odu c t m a k in g an d to m ini m i z e t h e w a s t in g t i m e. - F in d ou t th e p r oble m r e s t r i c t in g t h e p r odu c t ion , gene r a t in g p r ope r s ol u t i on s and i m ple m en t the m i n a p r ope r w a y . - T o anal y z e w ha t a ff ec ts p r odu c t i v i ty i n r e s pe c t to a ga rm e n t s fa c t o r y . - T o de v elo p th e be s t m e tho d o r w o rk an d m o t io n e r gono m i c s - T o balan c e t h e l in e f o r be s t u t il i za t io n o f m e n , m a c hin e an d m a t e r ial.

94. W ORK S TUDY & LI N E BA L ANCI N G T hi s p r o j e c t m ean s w o rk s t ud y an d l i n e ba l a n ci n g p r e s en ts a l o t o f p r oble ms an d r e m edie s o cc u rr e d i n ga r m en t s p r odu c tion . We a r e tr y in g t o gi v e a n ide a a b o u t th e po s s i bl e p r oble m s a n d r e m e d i e s r el a t ed t o th e ga r m e n ts p r odu c t ion. To o ls an d E q u i p m ent s t o B e use d F o r Do i n g T h is W o r k : • C al c ul a t o r • S t op wa t c h • S c al e • P en • P aper • P en c i l • G r ap h paper • T i m e s t ud y s h eet • C u t t in g s c i ss or • In s pe c t i o n t abl e • Inpu t tabl e • P r odu c t i v i ty i m p r o v e m en t s he e t .

95. W ORK S TUDY & LI N E BA L ANCI N G P r o c e s s/ T echn i q u e o f W o r k S t ud y : T h e m e t h od o l og y o f t hi s the s i s i s t h e ob s e r v a t ion , u n de r s t anding , r e c o r ding, i m p r ov e m en t , i m ple m e n t o f t h e e x i s t in g ope r a tio n c ondi t io n an d f i n d o u t t he p r oble m s t he n gi v e a s ugge s tio n . T o in c r eas e t h e p r odu c t io n o f a c o m pan y f i r s t o f al l it i s r equ i r e d t o co l le c t th e da ta abou t th e p r odu c t i o n c apa c it y , t h e t o ta l floo r s pa c e, t o ta l m a c hine r ie s , t o ta l w o r k e r a n d m ini m u m c lea r an c e be t w ee n on e w o rk s t a t ions to ano t he r t o pe rf o rm t h e be s t w o rks s o tha t m a x i m u m ou t p u t can b e a c hi e v ed. T he n it i s i m po r t an t to p r a c t i c all y v i s ual i ze t h e e x i s t in g c ondi t io n o f th e p r odu c t i on f loo r .

96. W ORK S TUDY & LI N E BA L ANCI N G G ar m ent s M an u f ac t u r i n g P roc e s s: S t ep w i se ga rm en t s m anu f a c t u r in g s equen c e o n i nd u s tr ia l ba s i s i s gi v e n belo w :

97. W ORK S TUDY & LI N E BA L ANCI N G Se w i ng M a c hi n e Ty pes A cc o r din g t o t h e ope r a t i n g s y s t e m , the re a r e t w o t y pe s o f se w in g m/c a re a v ai l a b l e gi v e n b e l o w - M anuall y O pe r a t e d s e w in g m a c hine E le c t r i c al l y O pe r a te d s e w in g m ach i ne 1 . M a nu a l l y Op e r a t e d s e w i n g m a c h in e: T h e m / c i n w hi c h s e w in g i s don e b y ph y s i c a l po w e r c alle d M a n u a ll y O pe r a te d s e w ing m a c hine s . T he s e t y pe s o f s e w in g m/c a re w ide l y use d i n ta i lo r in g an d do m es t i c pu r po s e for se w in g fab r i cs . B e c aus e o f le s s p r odu c t ion , t he s e t y pe s o f s e w in g m / c a re no t u s e d i n g a r m en ts indu s t ry . 2 . El ec tri ca lly O p e r a t e d se w i n g mac h i n e: T h e m / c , i n w hi c h se w in g i s don e b y ele c t r i cal po w e r c alle d E le c t r i c all y Op e r a t e d s e w ing m a c hine . C o m pa r a t i v el y t hes e t y pe s o f m/c c on t ai n hig h p r odu c t io n an d w idel y u s e d i n g a r m en ts indu s t r i e s f o r m a k in g ga r m en t s . T h e m a c hi n e s w hi c h a re use d i n ga rm en t s indus t r ie s a r e c alle d Indu s tr ia l se w in g m/ c s.

98. T he r e a re v a r iou s t y pe s o f indu s t r ia l s e w in g m a c hine s a n d a m on g t hem s o me f ea t u r e s abou t t h e s e v a r iou s t y pe s o f m ach i n e s a re gi v e n b elo w - Loc k st i t ch m / c o r P l a in st i t c h m / c W ORK S TUDY & LI N E BA L ANCI N G Se w i ng M a c hi n e Ty pes Gr oup Lo c k s t it c h S.P.M 1500 - 5500 N eedl e N a me D B *1 N eedl e S i ze 9 , 11 , 14 , 16 , 18 , 21 T . P . I 2 .5 in c hes

99. F l a t l o c k m / c W ORK S TUDY & LI N E BA L ANCI N G Se w i ng M a c hi n e Ty pes Gr oup C hai n s ti t c h Br an d N a me Pe g asus N eedl e S i ze 7 , 9 ,11 R . P . I 2600 Or igi n C hina B u tt o n H o l e m / c G r o up L o c k s t i t c h B r an d N a me P ega s us N ee d l e S i z e 7 , 9 , 11 R .P.I 8 - 4000 O r i gi n C hina

100. B u tt o n A tta chi n g m / c W ORK S TUDY & LI N E BA L ANCI N G Se w i ng M a c hi n e Ty pes Gr oup Lo c k s t i t c h / C hai n s ti t c h Br an d N a m e J u k i N eedl e S i z e 9 , 11 , 1 4 , 16 , 18 , 21 N eedl e T y pe TQ*1 S . P . I 1500 Or i g i n J apan Barta k m / c: Gr oup Lo c k s t it c h S . P .M 3000 - 3200 N eedl e n a me D P *5 N eedl e s i z e 9 , 11 , 14 , 1 6 , 18 , 21 . P e r ba r ta c k – 8 i nc h es F un c ti o n Ba r t ac k ing.

101. W ORK S TUDY & LI N E BA L ANCI N G Se w i ng M a c hi n e Ty pes C h ai n S t i t c h m / c Gr oup C hai n s ti t c h S . P. M 1800 - 6500 N eedl e N a me U V * 5 / T V *7 N eedl e S i ze 9 , 1 1 , 14 , 16 , 18 , 21 T . P . I 4 in c h es O v er lo k m / c G r o up C hai n s t it c h Br an d N a m e Ju k i N ee d l e T y pe DC * 1 , DC * 11 , DC * 14 O r i gi n Japan M odel M O - 3 9 1 4 , T O - 42

102. W ORK S TUDY & LI N E BA L ANCI N G S e w ing S eq ue n c e of PO LO SH I R T

103. W ORK S TUDY & LI N E BA L ANCI N G S e w ing S eq ue n c e of PO LO SH I R T

104. Res ul t : T o t a l t i m e r equ i r e d t o m a k in g ga r m en ts i s 9 : 2 8 i f s ingl e m a c hin e i s used . Bu t doub l e m ach i n e i s u s e d i n ( ope r a t ion , 18 , 21 , 25 , 28 , 31 ) s o t ha t t i me R edu c e 6 s e c o n d. Ac t ua l T o t a l t i m e r equi r e d t o m ak i n g a ga rm en t s = 8 :2 8 m inu t e s ( b a si c t i m e) W ORK S TUDY & LI N E BA L ANCI N G S e w ing S eq ue n c e of PO LO SH I R T

105. W ORK S TUDY & LI N E BA L ANCI N G M e t h o d S t u d y La t te r o n t h e sc op e m o t io n s t ud y w a s enla r ge d an d it w a s n a m e d ‘ M e t ho d S t ud y ’ T h e B r i t i s h s t anda rd Glo s sar y(BSG ) de f ine s m e t ho d s t ud y as “ s y s te m a t i c r e c o r din g an d cr i t i c a l e x a m ina t io n o f e x i s t i n g a n d p r opo s e d w a y s o f doin g w o rk as m ea n s o f de v elopin g an d appl y in g eas i e r an d m o re e ff e c ti v e m e t h o d an d the r eb y r edu c in g co s t Ob j e ct i v e s o f Met ho d s t u d y - S i m pl i f y t h e t a s k ( o r el e m en t i t) - E li m i n a te u n nece ss a ry m o t ion - R e d u c e inhe r en t w o rk c on t e n t - E nginee r th e ope r a tion P r o f essi o n a l a p p r o ac h o f Me t h o d s t u d y T h e m ai n obje c t i v e o f m e t ho d s t ud y i s t o sear c h fo r th e be s t m e t hod . T h e s ea rch i n g o f t h e be s t m e t ho d i s c o rr e c t s equen c e . T hi s sequen c e o f m e tho d s t ud y i s k no w n a s p r o f e ss iona l app r oa c h o f m e t ho d s t udy T h e ba s i s pa tt e rn c a n b e r e m e m be r e d b y th e w o rd ‘ S R E DD I M ” H e r e- S= S e l ec t a w o r d to b e s tud i ed R = R e c o rd fr o m ob s e r v a t io n o f a l l r e l e v an t f a c t s E= E x a m i n e c r it i ca l l y D = D e v e l o p a be s t m e tho d o f w o r k pla c e D = D e f in e a ne w m e t ho d w hi c h gi v e s be s t po ss ibl e r e tu r ns I =I n s t al l a s a s t anda rd p r a c t i c e. M =m ai n t ai n b y r e gu l a r r ou t in e c he ck s

106. M o ti on S t u d y W ORK S TUDY & LI N E BA L ANCI N G M o t io n s t ud y i s a t echn i q u e o f anal y z in g t h e bod y m o t io n e m p l o y e d i n do i n g a ta s k i n o r de r t o e l i m i na te o r r edu c e i ne ff e c t i v e m o v e m en t an d fa c i l i t a t e s e f f e c ti v e m o v e m en t . P ri n c i p l e s o f M o ti o n S t ud y T he re a re t h r e e p r in c iple s - P r in c iple s r e l a te d t o t h e u s e o f th e ‘hu m a n bod y ” P r in c iple s r e l a te d t o t h e ‘ A r r a n ge m en t o f t h e w o r k pla c e” P r in c iple s r e l a te d t o t h e ‘ D e s ig n o f t ool s an d equip m en t” O b je c ti v e o f M o t i o n St u d y - R edu c e t h e no . o f m o tion - R edu c e t h e di s tan c e m o v ed - R edu c e e y e s hi f t - S i m pl y g r a s ps - B e s t us e o f bo t h hands - E n c ou r ag e r h y t h m - P r o m o t e na t u r a l po s t u r e an d m o v e m ent

107. W ORK S TUDY & LI N E BA L ANCI N G t ime S t u dy T i m e s tud y i s de f ine d a s a w o rk m ea s u r e m en t te c hn i que s f o r r e cor din g t h e t i me an d r a te o f w o r k in g for th e ele m en ts o f a s pe c i f i c job , c a r r i e d ou t unde r s pe c i f i c c ondi t io n an d fo r anal y z in g t h e da t a s o a s to ob t ai n t h e t i m e ne c e ss a r y f o r c a rr y i n g ou t t h e j o b a t a de f ine d l e v e l o f pe r fo r m an c e. E qu i p me n t s ne e d e d f o r T i m e S t ud y St o p w a t c h. St ud y boa r d. T i m e s t ud y f o r m s . - P en C al c ul a t or W h e n do i n g a t i m e s t u d y - ----- - • T a k e m o re t ha n 2 o b ser v a t ions • R e c o rd r ele v an t de t a il s abou t t h e m e t ho d an d t h e m a c hine • St an d diagonall y b e h i n d t h e o pe r a t o r abou t 1 . 5 - 2 . m e te rs Ob s e r v e d ti m e O b s e rv e d ti m e c o m e s fr o m a d i r e ct o b s e r v a tio n b y a n o b s e r v e r tha t a n ope r a t o r t a k e s t o c o m p l e t e hi s /he r r e l e v an t ope r a t io n o r ele m en t s . P erf o r ma n c e R a ti n g P er f o rm a n c e r a ting f ac tor  O b s e r v e d r a ting S t a nd ar d ra t in g

108. W ORK S TUDY & LI N E BA L ANCI N G t ime S t u dy Sta nd a r d Rati n g T h e p l a c e a t w hi c h a quali f ie d w o r k e r pe rf o rm a t a s k( s t anda rd r a t in g 100) Sta n da r d pe r f o rm an ce S t anda rd P e r fo r m an c e i s ” t h e op t i m u m r a te o f o u tpu t t ha t c a n b e a c hie v e d b y a quali f ie d w o r k er a s a n a v e r ag e fo r t h e w o r k in g da y o r s hi f t, du e al l o w an c e bein g m ad e fo r th e ne c e s sary t i me r e q u i r e d f o r r e s t ” N o r ma l T i m e It i s t h e t i m e t ha t a no rm a l ope r a to r w o u l d b e e x pe c t e d to c o m pl e t e a jo b w i thou t t he c ons i d e r a tio n o f allo w an c e s . I n Br i ti s h S t anda rd i t i s c al l e d ba s i c t i me . N o rm a l Ti m e = A v e r a g e ob se r v e d t i m e * p e r fo rm a n c e r a ti n g f ac to r S t a nd a r d T i m e S t anda rd ti m e i s th e t i m e r equi r e d fo r a n a v e r ag e ope r a to r , f ull y q u a l if i e d an d t r aine d , a n d w o r k ing a t s tan d a rd pa c e , t o pe r fo rm t h e ope r a t ion. S t anda rd ti m e = N o rm a l t i m e +A llo w a n c e = N o r m a l t i m e + ( N o rm a l t i m e * A l l o w an c e) = N T ( 1 + A l l o w an c e)

109. S M V ( Sta n d ar d M i n u t e V a l u e) SMV i s t h e t i m e ta k e n b y a quali f ie d w o r k e r to pe r f o rm a s p e c i f ie d ta s k i n a de f ine d l e v e l of pe r f o rm a n ce. S M V ca l c u l a t i o n SMV ca l cu l a tio n o f a bas i c T - s hi r t fr o m a t i m e s t ud y s h ee t o f a ga r m en t s indu s t ry . F ollo w in g f o r m ula s a r e u s e- N o rm a l t i m e = A v e r ag e ob s e r v e d t i me * pe r fo r m an c e r a t in g f a c tor SMV = B a s i c t i me +(A llo w an c e * B a s i c t i m e) T ar g e t cal c u la t i o n t ime S t u dy W ORK S TUDY & LI N E BA L ANCI N G A v e r a ge of t he ob s e r v e d ti m e   %  60 C a p ac it y  of A l l ow a n c e  N o . of wo r k e r * wo r k hours * 6 * Ex p e c t e d E ff i c i e n c y T ar g e t S M V Eff i c i e n c y C a l c u l a t i o n P r od u ce d m i n u te * 1 O v e r a l l E ff i c i e n cy  Us e d m i n u t e s  U s e d m i n u t e s – N on p r o duc t i ve t i m e  P r o d uce d m i nu t e * 1 O n s t an d a rd E f f i c i enc y 

110. W ORK S TUDY & LI N E BA L ANCI N G Co n c l u s i on T hi s s t u d y ha s iden t if i e d th e m o s t p r e ss in g need s . Y e t a s a l r e ad y no t e d w it h s u f f i c ien t i n t e r e s t, e f f o r t, a n d r e s ou r c e s appl i e d to b as i c p r odu c ti o n t e c hnique s a n d m ana g e r ia l di sc ipline s , f a c to r ie s ha v e g r e a t p o ten t ia l to in c r ea s e p r oduc t i v it y . I m p r o v e m en ts i n p r odu c ti v i ty o f 2 - 2 5 % c a n b e a c hie v e d w i th t h e r i gh t a tt i t u d e a n d c li m a t e . A s y s t e m a t i c p r og r a m to i n tr oduc e m od e r n m anage m en t c on c ep t s , in c luding indu s t r ia l en g inee r i ng , p r odu c ti o n e n g i nee r ing , s y s te m s an d c on tr ol s i s t he r e fo re of th e highe s t p r io r i t y . T r ainin g an d p r o fe ss iona l d e v elop m en t t o i m ple m en t su c h a p r o g r a m a r e needed. S o w e t ak e w o rk s t ud y depa rtm en t an d w o r k t hi s d epa r t m en t v e r y ha r d . It i s c o m pl e t el y a ne w e x pe r ien c e i n ou r li f e , w hi c h w i l l b e v e ry e f f e c t i v e i n m y ser v i ce li f e . D u r i n g ou r tr ainin g pe r i o d w e r eali z e d t ha t p r a c t i c a l e x pe r ien c e i s v aluabl e f o r s e rv i c e l i f e .

111. Machine efficiency and man power utilization

112. Efficiency of industrial production lines is crucial as it results in an improved production and utilization of available resources. Factors contributing to production line efficiency are manpower utilization and machine efficiency. Measuring the machine efficiency and man power utilization should be on-line, accurate and truthful. The management should be able to look for relevant production data and to accurately interpret these data in order to identify the various faults at production level and to immediately take steps to improve efficiency. However, faults are overwritten and reports are retouched with inaccurate information. An accurate and on line data management system can ensure that these problems are overcome

113. Production system in industries A production line is a set of sequential process established on an industrial shop floor. A production process or a manufacturing process is the transformation of raw materials or components into finished products. The stages in a production process involve procurement, fabrication, assembly, testing, packaging and distribution. The production or manufacturing lines in industries can be categories into three type’s i.e. automated production lines, semi-automated production lines and manual production lines.The nature of a production line depends on the complexity of the manufacturing parts, the production volume, the sensitivity of the product and cost. Industries’ management plan and layout their production lines according to specific production requirements.

114. Modernization of industries introduced new technologies to ease human on the production lines. Industries have installed machineries to assist workers. This is known as semi- automated process lines. Automated process lines are designed to operate with fewer workers. This can cut cost in the long run. A fully automated process line is designed to fulfill mass production output and is ideally suited to serve large. Machineries for automated production process such as robots are capable of working for long duration at a consistent rate of production output. Thus, such process lines demand expert and professional people in designing and maintaining the system.

115. 2 Production line inefficiency Analyses are carried out by the management on production line problems almost daily and counter measures are taken to further strengthen the performance of the production line. Analysis is simplified when data is translated into various categories base on critical factors which affects the production lines. The factors affecting production lines can be categorized into three as shown in fig. 1.

116. Machine efficiency Machine efficiency is one of the factors that are frequently overlooked by the management and this can lead towards losses which reduces the yield [1], [2]. Improper maintenance of machines will result in low standards of produced parts and increases the maintenance of machines. Machines are meant to work efficiently, but in some circumstances machines can be less productive due to improper preventive maintenance. Preventive maintenance is a key factor that keeps the machine running efficiently through the production process. The maintenance activity on machines needs extra attention by the management along with the responsible personnel to ensure optimum usage of machineries which will eliminate unwanted wastages due to machine stoppages. 2.2 Manpower utilization Humans play a major role on the industrial shop floor especially when it comes to meeting targets. Humans in the production floor can be divided into two categories which are workers or operators on the production line and the workers in the supporting department. 2.2.1 Supporting department Humans capitalize most of the process on industries from the management to the layman (operators). An industrial environment is one in which there are a large number of people from various departments working together to meet set goals. When it comes to unmet goals, fingers should also be pointed to the supporting department as they also contribute to this matter. The supporting departments play their role in maintaining the consistent pace of work on the industrial shop floor. There are three basic departments in industries which are the Total Quality Management (TQM), Production Planning and Control (PPC) and Maintenance. The TQM involves all the quality matters of the parts produced. The PPC involves in planning the production process and supplies base on orders. The maintenance department is responsible on all the technical matters on the industrial shop floor. Most of the industries face problem due to unforeseen damages that the company will face if a task is not done on scheduled basis

117. Operators or workers Human performance varies from time to time depending on their capability and duration of work. When the performance of a worker drops, the production output also drops. Improper monitoring of workers will result in low standards of production output and will increase the maintenance of machineries. The major factor contributing to this is the attitude of the workers themselves. Most of the workers tend to perform in an average manner and for most of the time they will be less productivity and this will result towards wastage of the planned production time Production breakdown Some industries operate in two 12 hours shifts or operate in three 8 hours shifts a day. The planned shift length can be divided into two, which is the Planned Downtime and Planned Operation Time. Planned downtime is a duration of time where the management has decided to stop the production process due to certain commitments such as preventive maintenances, improvement projects, low in production order and etc. Planned operation time is the proposed time for production process by the management. Generally the planned operation time can be divided into two which is actual operation time and unplanned downtime. Both these factors are the major concern for the management when it comes to measuring machine efficiency and man power utilization. Industries try to maximize the actual operation time and minimize the unplanned downtime to improve their capacity in all means

118. Measuring machine efficiency When it comes to manufacturing process, machineries is a very common word in industry especially for higher rate of production output. Since the investment in machineries is high, industries try to maximize their usage in the shortest time possible. Even the management in industries around the world strives towards the optimization of machineries yet this is not to their concern when targets are met. The awareness on true data on machine efficiency is neglected and the results are unwanted purchases of machines. These could be avoided if only the true data is analyzed and counter measures are taken by the responsible personnel. Overall Equipment Effectiveness (OEE) is a preeminent practice for monitoring and improving efficiency of the manufacturing processes such as machines, cells, assembly lines and etc. OEE is simple and practical yet a powerful calculation tool. It takes the most common sources of manufacturing productivity losses and places them into three understandable categories which are Availability, Performance and Quality [5]. By doing so, it distills complex production data into simple understandable metrics that provide a gauge for measuring true manufacturing efficiency. It also forms the foundation for tools that help to improve productivity [6] – [10]. From fig 2, the Planned Downtime is subtracted from total Planned Shift Length. This includes all events that should be excluded from efficiency analysis because there is no intention of running production (meal breaks, scheduled maintenance and when the management decides to stop production). The remaining time is Planned Operation time as per in the production schedule. All events that stop planned production for a length of time falls under Unplanned Downtime. The possibilities of such events are equipment failures/breakdowns, quality problems, material shortages, and most importantly, changeover time. Changeover time is the time wasted in between shifts i.e. a form of downtime that can be reduced. The remaining time is called Actual Operation Time which is the effective production duration

119. Availability Availability takes into account downtime loss which includes any events that stop production process for an appreciable length of time (usually several minutes long enough to log as a traceable event). This includes equipment failures, material shortages and changeover time. Change over time is included in OEE analysis, since it is a form of downtime. While it may not be possible to eliminate changeover time, in most cases it can be reduced. The remaining available time is called actual operation time. Availability is the ratio of operation time which is simply planned operation time less downtime to planned operation time and accounts for downtime loss. Availability is calculated as in (1) [2], [4], [7], [11] - [13]. 4.2 Performance Performance takes into account speed loss which includes any factors that cause the process to operate at less then the maximum possible speed or rated speed when running. This includes machine wear, substandard materials, misfeeds and operator inefficiency. The remaining available time is called actual operation time. So performance is the ratio of actual operation time to planned operating time, and accounts for speed loss. Machine Ideal cycle time is the minimum cycle time that the process can be expected to achieve under optimal conditions for a given part. Therefore when it is multiplied by total pieces the result is actual operation time. Machine Ideal cycle time is sometimes called design cycle time or nameplate capacity. Since rate is the reciprocal of cycle time, Performance is calculated as in (2) [2], [4], [7], [11] - [13]. 4.3 Quality Quality takes into account quality loss which accounts for produced pieces that do not meet quality standards including pieces that require rework. The remaining time is called actual productive time. The ultimate goal is to maximize actual productive time. Quality is the ratio of actual productive time (time for good pieces produced) to planned operation time (time for total pieces). Quality is calculated as in (3) [2], [4], [7], [11] Availability = Actual Operation Time planned Operation Time

120. Performance Performance takes into account speed loss which includes any factors that cause the process to operate at less then the maximum possible speed or rated speed when running. This includes machine wear, substandard materials, misfeeds and operator inefficiency. The remaining available time is called actual operation time. So performance is the ratio of actual operation time to planned operating time, and accounts for speed loss. Machine Ideal cycle time is the minimum cycle time that the process can be expected to achieve under optimal conditions for a given part. Therefore when it is multiplied by total pieces the result is actual operation time. Machine Ideal cycle time is sometimes called design cycle time or nameplate capacity. Since rate is the reciprocal of cycle time, Quality Quality takes into account quality loss which accounts for produced pieces that do not meet quality standards including pieces that require rework. The remaining time is called actual productive time. The ultimate goal is to maximize actual productive time. Quality is the ratio of actual productive time (time for good pieces produced) to planned operation time (time for total pieces). Quality is calculated as in (3) [2], [4], [7], [11]

121. Overall Equipment Effectiveness Availability, performance and quality combined into one OEE score and this single number provides a complete measure of machine efficiency. OEE is the ratio of actual production time to planned production time. OEE = Availability x Performance x Quality Measuring man power utilization Sufficient production data is used in assisting operators especially in informing operator of their performance to date. Apart from that the data will also be able to guide the operator to maintain a consistent pace throughout the day and this will result in a better implementation of work morale among the employees. Once the operators have been tuned to react according to the management’s set goals, this will automatically eliminate wasted time and hence produce more units per hour. Essentially human capitalize nearly all the process on the industrial shop floor from the management to the layman (operators). Visualizing an industrial environment which includes a big number of people from various departments working together in meeting the set goals. When it comes to unmet goals, fingers are not to be pointed to an individual, whereby the supporting department also has their contribution on this matter. Monitoring of supporting departments in industries is another factor which should be taken in account for improving the production performance. By knowing their performance, the departments can be aware of the problems arising and counter measures can be taken to further improve their working quality. The supporting departments play an equal role as the production team in order to maintain the consistence pace of work on the industrial shop floor. There are three basic departments in industries which are the total quality management (TQM), production planning and control (PPC), maintenance and adding to that is others (vendors) also is added to the list as one of the major contribution on production interruption. The TQM involves all the quality matters of the parts produced. When a machine is not calibrated base on specification or irregular inspection on the parts produced it will result in higher rate of rejection or parts near to perfect. Rejection is a restricted word in industries because they will lead towards cost factor. Rejection can be categorized into two which is reject rework and this usually falls on parts that can’t be repaired to maintain base on the customer’s specification. The second reject is reject scrap which is total lost part and these parts are waste materials. Such facts will affect the output when it comes to tight end. The PPC involves in planning the production process and supplies base on orders. When parts are not ordered base on demand then the production process will be effected when the raw parts are running short. The most crucial task of this department is to plan the production process base on aily targets. Wise production line management is important for this team to sustain. The maintenance department is responsible for all technical matters on the industrial shop floor. Preventive maintenance is the important task for this department whereby the machine has to be checked on timely basis to ensure optimum performance of the machines. This is to reduce machine parts replacements. Apart from that the most critical matter on industries is safety. When a machine is out of shape, the higher chances for the human who operates it will be injured.

122. Operators or workers utilization Operators or workers utilization falls under man power utilization which includes any factors that cause the production process to operate at less then the maximum possible speed base on the time study or cycle time. The major factor on measuring the performance of human workers is the operator’s inefficiency. Base on fig 6 the man power utilization is measured from the duration of actual operation time. For manual process lines, man power utilization is the ratio of actual production output to target production output as in For semi automated process lines, man power utilization is slightly different from (5) where by the operators ideal cycle time is the minimum cycle time that the process can be expected to achieve under optimal conditions for a given process. This is due to the combination of humans and machine to perform a specific task on the same work station. Man power utilization should be separated from the machine Performance of supporting department Supporting departments in industrial are divided into 3 basic departments and the performance should be measured individually before analyses are carried out. Performance of the supporting department is calculated as in (7) where by the down time for a specific department is subtracted from planned operation time and divided by planned operation time. This formula is a common formula for all types of process lines in industries

123. Sample data 6.1 Data on machineries Data distributed in table 1 shows theperformance of a machine. By inserting these data into formulae discussed in the previous section. Detail breakdowns affecting the machine can bevisualized . Analyzing the data shown in table 1clearly indicates that the overall equipmenteffectiveness of the machine used as the test bed is at 20.75%. From table 1, the machines availability is at 83.96% followed by quality of parts produced is at 57.89 % and the worst is on the machine performance at 42.70 %. Base on the collected data, it is very clear that none of the factors have complied the set targets. This implied that the true performance of the machine is at a very poor condition and if necessary measures are taken by the responsible personnel, then the improvement could be seen by the management. Stage by stage all the figures in this factors can be corrected to improve efficiency of the machine. Once the factor of OEE is broken down into categories, analysis is simplified by tracing the crucial factor affecting the machine.

124. Data on man power Table 2 shows the actual performance of the operator on a certain shift is 22.35%. Based on this, the management could optimize their human capital. From the data collected in table 2, the management can easily trace the major contributor for unmet targets. The management can also differentiate table 1 with table 2 for more details analysis to identify the root cause of the unmet targets. Data on the supporting departments Table 3 shows the individual performance of all the supporting departments involved in the production process on a particular shift. The actual performance of the production planning and control departments and others is at 100%. The actual performance of the maintenance department is at 98.11% and the highest down time contributor is the total quality management department which is at 85.85%. Such valuable information in table 3, will be sufficient for the management to attempt on rational actions to ensure improvements can be seen on the process line

125. After analyzing each factors, the process line operator is clearly the major contributor towards the unmet target. The second crucial factor is the machine on the process line which is far below the bench mark set by the management on each factors under OEE which also contributes towards the unmet target. The rejection rate of the parts produced is also high and this indicates that the machine on the work station is not properly calibrated or the standard operating procedure (SOP) is not complied by the operator. Understanding each of these factors helps the management to improve factors affecting unmet targets. Such data should also assist management in optimizing their usage of man power and machines efficiently. Actions should be taken to remedy the faults of each section in order to meet a better target and yield. Conclusion Relevant and valuable production data helps the management to efficiently monitor the workers. Information on human capital can optimize the true capacity of the workers performance. The awareness of OEE is essential for industries when it comes to decision making. The simple metrics of the OEE brings to light all the valuable information required by the management. The Production data should be very well interpreted and fully utilized in order to optimize available resources within the industrial sector. This will reduce wastage and increase the production yield. By taking these necessary steps industries can improve and maintain more efficient production lines.

126. Improving the material handling Improving the Machine productivity Improving the productivity Reducing the transportation time Improving the Balancing. Smooth work flow.

127. Pilot Run Study: Analysis the critical operations in the styles, identify potential bottleneck operations and identify the operation skill , time study for calculating the SAM

128. Process Flow : A complete garment has to face several processes from its RM to shipment. During  garments  manufacturing , a process flow chart must be needed to complete an order easily. Also a process flow chart helps to understand a garment manufacturing method that how the raw materials are converted into the wearable garments.

129. Operation bulletin : A n operation bulletin is one of the primary IE tools. An OB helps to set a production line with correct number of machines and manpower. A basic operation bulletin contains following information Daily working hours  Target output per day or per hour  Total SMV (Sewing SMV and Non-sewing SMV)  Operation description  Machine description  Output @ 100% Efficiency  SMV @ target efficiency%  Calculated production per hour  Name of the Folder and attachment if used  Calculated no. of machines  Machine summary list 

130. Use work aids, attachments, guides, correct pressure foots and folders: These are some kinds of timesaving devises that facilitate operator to perform their work effectively with less effort. If work aids are used effectively operation cycle time can be reduced many fold than existing cycle time.

131. Scientific work station layout: The purpose of designing a good workstation layout is to minimize the material handling time as much as possible. Thus you can reduce operation cycle time. Secondary benefit of good workstation is operators can work at same pace without fatigue.

132. Yamazumi : A yamazumi chart takes the entire process and breaks down the individual work tasks by station. It's essentially a bar graph, where each bar represents an operation. By visualizing all the tasks side by side, it's easy to identify bottlenecks and look for balancing opportunities

133. Failure Modes  and  Effects Analysis  ( FMEA ): FMEA is a systematic, proactive method for evaluating a process to identify where and how it might fail and to assess the relative impact  of different  failures , in order to identify the parts of the process that are most in need of change.

134. Skills Matrix : Skill matrix  is the practice of understanding, developing and deploying people and their  skills . Well-implemented  skills matrix  should identify the skills  that job roles require, the  skills  of individual employees, and any gap between the two.

135. Line balancing: Purpose of balancing a line is to reduce operator‟s idle time or maximize operator utilization. In a balanced line work will flow smoothly and no time will be lost in waiting for work. At time of line setting select operators for the operation matching operator skill history and skill required. Following this method you will select highly skilled operators for higher work content operations. Once line is set conduct capacity study at a regular interval. Use YAMAZUMI method to find bottlenecks inside the line. Once you start increasing operator utilization through line balancing you will get extra pieces from the same resources in defined time.

136. Summary Sheet ( KPI ) : Key Performance Indicators on the other hand are ones that indicate the steps or tasks to achieve the result areas Key Performance indicators or KPI are metrics used to define and measure progress towards Individual goals . Key Performance Indicators are quantifiable measurements, agreed to beforehand, that reflect the critical success factors of an Individual. so we can say that keep performance indicators are the means which direct the employee to achieve his key result areas.

137. Daffodil International University Institutional Repository Textile Engineering Project Report of B.Sc 2012-07 Application Of Motion Study In Garments Production Hasan, Md.Jahid Daffodil International University http://hdl.handle.net/20.500.11948/828 Downloaded from http://dspace.library.daffodilvarsity.edu.bd, Copyright Daffodil International University Library

138. A P PLIC A TION OF M OTION S T U D Y IN GA R M ENTS P R ODU C TION BY N AM E : M D. J AHID HASAN ID : 083 - 23 - 1 155 AND N AM E : BAHA U D D I N ID : 083 - 23 - 1 125 T h i s Re p o r t Pr e s e nt e d i n Pa r ti a l F ul f i ll m e n t of t he R e q ui r e m e n ts for t h e D e g r e e of Bac h e l or o f Sci e n c e i n T e xt ile E n g i n eer Su p er v i s e d By Eng r . M d. M ahfuz u r R ah m an Se n ior L e c t urer D e p a r t m e n t of T e x t i l e E n g i n ee r i n g D a f f o d il I n t er n a t i o n a l U n i ve r s i ty DAFF O D IL INTE RN A TIO NA L UN I V E R SITY D H A K A , B AN GLA D ESH J U L Y , 20 1 2 © D a f f odil I nt e rn a tio n a l Unive r si t y 1

139. © D a f f odil I nt e rn a tio n a l Unive r si t y 2 D E C L AR A TION W e h e r e b y d e c lare that, this proj ec t has b e e n do n e b y us und e r the sup e rvi s ion of Eng r . Md. M a hfuzur R a hman, S e nior L e c tur e r , D e p a rtm e nt of T e xtile Engin ee ring, Da f fodil I nt e rn a tion a l Univ e rsi t y . W e a lso d e c lare that n e ith e r this p r oje c t n o r a n y p a rt of this proj e c t h a s b ee n submitted e lse w h e re f o r a w a rd of a n y d e gr e e or diplom a . Sup er vised b y: Eng r . M d. M ahfu z ur Rah m an S e nior L ec turer D e p a rtm e nt of T e xtile E n gine e ring D a f fodil I nt e rn a tion a l U n ive r si t y Sub m it te d by: M D.J A HID HASAN I D: 08 3 - 23 - 1 155 D e p a rtm e nt of T e xtile E n gine e ring D a f fodil I nt e rn a tion a l U n ive r si t y BAHA U D DIN I D: 08 3 - 23 - 1 125 D e p a rtm e nt of T e xtile E n gine e ring Da f fodil I nt e rn a tion a l U n ive r si t y

140. © D a f f odil I nt e rn a tio n a l Unive r si t y 3 ACKNOWLE D GEMENT First we e xpr e ss our h ea r ti e st thanks a nd gr a te f ul n e ss to a lmigh t y Allah f o r His divine ble s sing mak e s us possible to complete this proj ec t succ e ssful l y . W e f e ll gr a te f ul to a nd w i sh our pro f ound our in d e btedn e ss to Eng r . M d. M ah f u z ur Rah m a n , S e nior L e c ture r , D e p a r t ment of T e xtile Engin ee ring, D a f fodil I nte r n a t i on a l Univ e rsi t y , Dh a k a . D e e p Kno w l e d ge & k ee n int e r e st o f our sup e rvisor in the f ield of industri a l e ngine e ring influ e n c e d u s to ca r r y out this proj e c t . His e ndless p a ti e n ce , s c hola r l y guida n ce , c ontinu a l e n c o u r a g e m e nt, c onst a nt a nd e n e r g e tic s up e rvision, c onstru c tive c riticism, v a luable a dvic e , re a ding ma n y i n f e rior d r a ft a nd c orr ec ting them a t a ll sta g e h a v e m a de it possible to c ompl e te this proje c t. W e would like to t h a nk P r of e ssor D r . M d. M ahabubul Ha q u e , H e a d of the D e p a rtm e nt of T e x tile Engin ee ring, D a f fodil I nte r n a tion a l Univ e rsi t y , who h a s inspir e d us to take a nd c ontinue t his proje c t. W e would l ike to thank s a iful Ahm e d Ex e c utive Dir e c tor South ea st tex t ile (pvt ) L td. And Md. J a mal Uddin Unit A G M, HR ,Admin & c omplian c e South ea st textile (pvt) L td.Th e y were so mu c h h e lpful to us to c ompl e te our proje c t r e p ort Final l y , we must a c kno w ledge with due r e s p ec t t h e c onst a nt support a nd p a r e nts.

141. © D a f f odil I nt e rn a tio n a l Unive r si t y 4 A BST RAC T This proj e c t is on “Ap p li c ation of m otion stu d y in Gar m e nts P r odu c tion”. At pr e s e nt g a rm e nts indust r y is one of the highest ea rning s ec tors of fo r e ign c u r r e n c y in B a ngla d e sh. H e re the g a rm e nts op e r a tors h a ve to f a c e v a r i ous motional probl e ms during g a rm e nts pro c e ssing. B a sic a l l y o p e r a ted g a rm e nt industri e s a re f a c ing probl e ms like low prod uc tivi t y , longer prod uc tion l e a d time, a nd r e j e c tion ,poor line b a lan c ing, low f l e xibili t y o f s t y l e c h a ng e o v e r e tc. so w e n e e d to d e v e lop a te c hniq u e for giving b e tt e r p e r f o r ming methods to a manu f ac tu r e r b eca u s e b e tt e r p e r f o rm methods ar e the k e y to e nh a n c ing e f fi c i e n c y . I n this stu d y we h a v e mentioned a prog r a m that ca n e v a luate a n op e r a to r ' s mov e ment a nd inst a nt l y prod uc e a good guide that e xplains op e r a to r ’ s m otions. PM T S whi c h gi v e s a b e tt e r soluti o n in g a rm e nts motion. On t he other h a nd in t his me t hod b y a pp l y ing GSD t h a t me a ns G e n e r a l s e wing d a ta is a s o ft wa re solution that e n a bles nonte c hni c a l sta f f, with little or no manu f ac turing e xp e rtise, to d e v e lop a “ p re ‐ c ost a n a l y sis” e a r l y in the p r o du c t d e v e lopm e nt c y c le. B y a pp l y ing a ll those pro c e du r e s, we h a ve c ompa r e d the r a n g e of b e fo r e prod u c tion a nd a ft e r prod u c tion. W ork p e r f orm a n c e a nd r a n ge p e r f or m a n c e in c r e a s i ng a ft e r a pp l y ing. Final l y p ropos e d d e v e lo p ment l a y out has b ee n m o d e led a nd e ns u r e s a b e tt e r p e r f o rm a n c e

142. © D a f f odil I nt e rn a tio n a l Unive r si t y 5 T A BLE OF C O N TE N TS SL. N O C O N TE N TS P A GE N O D ecl a r a tion i A c k no w led g e m ent ii A bs t r act i i i C H A P T ER -01 IN TR O D UC T I O N 1 -2 1.0 I ntroduc t i on 1 C H A P T ER -02 IN DU S TR IAL E N GIN E E R ING & AC T IVI T IES 3 - 1 2.1 o v e r v iew 4 2.2 A c t i v i t i e s of ind u s t r i al e n g inee r ing 5 2.3 O bje c ti v es o f i n du s t r ial en g ine e ring 5 2.4 Func t ion o f an ind u s t r i al e n g ineer i ng 6 2.5 T ech n iq u es o f i n du s t r ial E n g in e e r ing 6 2.6 Proc e ss f low c ha r t o f I E 8 2.7 A c t i v i t i e s of E xec u ti v e i n a fa c tory 9 2.8 A c t i v i t i e s Of a S en i or E x e c uti v e i n a f a c tory 9 2.9 O r g ano g r a m of I E depart m ent in s o uth ea s t T e x t i le L td 10 C H A P T ER - 03 ME T HOD S TUD Y 1 1 - 20 3.1 D e f i n i t ion o f m e t hod s tudy 12 3.2 O bje c ti v es o f m e t hod s tudy 12

143. 6 3.3 Scope o f m e t hod s tudy 12 3.4 Steps in v ol v ed i n m e t hod s t udy 13 3.5 Sele ct ion o f t h e j o b f o r m e t hod s t udy 13 3.5 . 1 Econo m ic A spe c ts 14 3.5 . 2 T ech n i c al A s p e c t 14 3.5 . 3 H u m an Conside r at ions 15 3.6 R ecor d ing te c hni q ues 15 3.6 . 1 Met h od s tudy s y m bols 15 3.7 Line b a l a nc i ng 17 3.7 . 1 A d v an t a g e of l ine b a l an c i n g 17 3.7 . 2 D isad v an t a g e of l ine ba l an c ing 17 3.7 . 3 Prob l em of li n e b a la n c i ng a ri s es d u e t o f o llo w ing fa c t o rs 18 C H A P T ER -04 M O T I ON S TUD Y 21 - 3 6 4.1 D e f i n i t ion o f m otion s t udy 22 4.2 T y pes of m otion 22 4.3 M i c ro m otion s t u dy 22 4.3 . 1 Fi l m ing the op e r a ti o n 24 4.3 . 2 A na l y s i s o f d a ta from f i l m s 24 4.3 . 3 Ma k ing rec o rding of the d a ta 24 4.3 . 3.1 Si m o chart 24 4.4 Me m e m otion s t udy 26 4.5 Why m otion Econo m y 26 4.6 Pr i n c i p les of m otion E con om y 27 4.7 C las s i f ic at ion o f body m o ve m ent 28 4.8 T oo l s f o r M o t ion A n a l y s i s 28 4.8.1 Proc e ss C h a rt 28

144. 4.8.2 Mu l ti p le Act i v ity C ha r t 29 4.8.3 U se of V ide o ta p e 29 4.9 J o b En l a r g e m ent and En r i c h m ent 30 4.10 V a l ue A n a l y s i s 31 4. 1 1 Stopw a tch ti m e study 31 4. 1 1.1 PMTS 31 4. 1 1.2 A na l y ti c al E s t i m a t e 32 4. 1 2 Stand a rd ti m e and m otion a na l y s i s so l u t ion for m ore ac cu r a te es t i m a t e 32 4.13 T rac k ing 32 4.14 Eas i e r ti m e st a nda r ds de v e l op m ent 33 4.15 H ow bench m a r k ing and work anal y s i s w o r k s 33 4.16 W ork an a l y s i s 33 4.17 A na l y s i s o f m otion 34 4.18 Stand a rd ti m e 35 C H A P T ER -05 GSD IN F O R M A T I ON 37 - 4 6 5.1 G S D - g eneral se wi ng da t a 38 5.2 G SD C ode 38 5.3 H is t o ry of G SD 38 5.4 G SD s y s t em I n 51 coun t r i e s 39 5.5 Produ c t s ec t ors a c ti v ity u si ng G SD inc l ude 40 5.6 The be n e f its of G SD 40 5.7 Pla n t R e l y on G SD f o r 41 5.8 A d v an t a g e of A ppl y ing G SD 42 5.9 D isad v an t a g e of a p pl y ing G SD 42 5.10 G SD and p r o d uct l if e c y c l e Mana g e m ent 43

145. © D a f f odil I nt e rn a tio n a l Unive r si t y 10 1.0 Int r oduc t i on: Pr e s e nt te c hno ec onomic s ce n a rio is ma r k e d b y in c r e a sing c ompetition in a l most e v e r y s e c tor of ec ono m y . The e x p ec t a tion of the c ustom e rs a re on the rise a nd m a n u f a c tu r e rs h a v e to d e sign, a nd prod u c e go o d in a s ma n y v a ri e t y a s ( c on ce pt of ec onomi c s of s ca le is no more talk e d o f f) to ca ter to t h e d e mands of the c ustom e rs. Thus there is a c h a ll e nge b e f o re t h e industri e s to manu f a c ture goods of right q u a li t y a n d qu a nti t y a nd right ti m e a t minimum c ost for their survi v a l a nd g r owth. This d e mands the inc r e a se in p rodu c tive e f f i c ien c y o f the o r g a ni z a tion. I ndustri a l e ngine e ring is going to pl a y a pivot a l role in i n c re a s ing prod uc tivi t y . V a rious industri a l e ngine e ring te c hniques a r e us e d to a n a l y z e a nd improve the wo r k method, to eliminate w a ste a nd u t ili z a tion of r e sour c e s. I ndustri a l e ngineering is a p r of e ssion in which a k nowl e dge of m a the m a ti c a l and n a tur a l s c ien c e s g a ined b y stu d y , e xp e ri e n c e a nd p ra c ti c e is appli e d with judgment to dev e lop the w a y s to utili z e ec onomi ca l l y the m a t e ri a ls and ot h e r n a tu r a l r e sou r ce s a nd f o c us of n a ture for the b e n e fit of m a nkin d .

146. © D a f f odil I nt e rn a tio n a l Unive r si t y 12 2.1 O ve r v i e w: W hile the te r m origin a l l y a ppli e d to manuf ac tu r ing, the use of " industr i a l" in " industri a l e ngine e rin g " ca n be so m e wh a t misle a ding, since it h a s gr o wn to e n c ompa s s a n y methodi c a l or qu a ntitative a p p ro a c h t o optimi z ing how a pro c e ss, s y stem, o r o r g a ni z a tion op e r a t e s. Some e ngine e ring uni v e rsiti e s a nd e d u ca tion a l a g e n c ies a round t h e wo r ld h a ve c h a ng e d the te r m " industri a l" to br o a d e r t e rms su c h a s " pro d u c tion" o r " s y stems " , le a d i ng to the t y pi c a l e xtensions noted a bov e . I n f a c t, the p rim a r y U. S . pro f e ssion a l o r g a ni z a tion for I ndustri a l Engin ee rs, the I nstitute of I ndustr i a l Engin ee rs ( I I E) h a s b ee n c onsi d e ring c h a nging its n a me to som e thing b r o a d e r ( s u c h a s the I nstitute o f I nd u strial & S y stems E ngineers ) , a lthough t h e lat e st vote a mong m e mbe r ship d ee med this unn ec e ssa r y f o r the time b e ing. The v a rious topi c s of c o n ce rn to industri a l e ngin ee rs include m a n a g e m e nt s c ien c e , fin a n c ial e ngine e ring, e ngineering man a g e m e nt, supp l y c h a in man a g e ment, pr oc e ss e ngin e e ring , op e r a tions r e s ea r c h, s y s t e ms e ngine e ring, e r gon o mi c s / s a f e t y e ngineering, c ost a nd v a lue e ngine e rin g , q u a li t y e n g ine e rin g , f ac ilities plan n ing, a nd the e ngineering d e sign pr o ce ss. T r a ditional l y , a major a s p ec t of industri a l e ngin e e ring w a s planning the l a y o uts of fa c tori e s a nd d e signing a ssemb l y lin e s a nd other man u f a c t u ring p a r a digms. And no w , in s o -ca ll e d lean manu f ac turing s y s t e ms, industri a l e ngineers w ork to e limin a te w a stes of time, mon e y , mat e ri a ls, ene r g y , a nd o t h e r r e so u r c e s. Ex a mpl e s of wh e r e industri a l e ngine e ring might be us e d include d e signing a n a ssemb l y wo r kstation, str a tegi z ing for v a rious op e r a tion a l logisti c s, c onsulting a s a n e f fi c ie n c y e xp e rt, d e v e loping a n e w fin a n c i a l a lgorithm or loan s y stem for a b a nk, str ea mlining op e r a tion a nd e me r g e n c y room loc a tion or us a ge in a hospital, planning c ompl e x distri b ution s c h e mes for mat e ri a ls or prod u c ts ( r e f e rr e d to a s Supp l y Ch a i n M a n a g e men t ), a nd sh o rt e ning lin e s (or qu e u e s ) a t a b a nk, hospital, or a theme p ark.

147. 2. 2 ac t i v i t i e s of Ind u st r i a l E n gin e er i ng: S e le c tion of proc e ss and a ssembling methods. S e le c tion a nd d e sign of t ools and e quipm e nt. D e sign of fa c ilities including plant loc a tion, l a y out of building, ma c hine a nd e quipm e nt. D e sign a nd improv e me n t of planning a nd c ontrol s y s t e m for prod uc tion, invento r y , qu a li t y a nd plant mainte n a n c e a nd distribution s y stems. D e v e lopm e nt of time a nd stand a rds, c osting a nd p e r f orm a n c e stan d a rds. I nstallation of w a ge in ce ntive s c h e mes. D e sign and inst a ll a tion of v a lue e ngin e e ring a nd a n a l y sis s y stem. Op e r a tion r e s e a r c h incl u ding m a them a ti ca l and s t a tisti ca l an a l y sis. P e r f orm a n c e e volution. Suppli e r s e le c tion a nd e v a luatio n . 2.3.Ob j ec t i v es of in d ust r i a l e n gi n ee r in g : T o e stablish methods for improving the o p e r a tion a nd c ontrolling the pro d u c tion c osts. T o d e v e lop prog r a mm e rs for r e d u c ing for r e du c i n g c osts. 2.4 F unc t io n s of an Ind u str ia l En g in e er:

148. © D a f f odil I nt e rn a tio n a l Unive r si t y 14 D e v e loping the simplest wo r k methods a nd e s t a blishing one b e st w a y o f doing the wo r k. Establishing the p e r f o rm a n c e stand a rds a s p e r t h e stand a rds a s p e r the stan d a rd meth o d (st a nd a rd m e thod ) T o d e v e lop a sound w a ge a nd inc e ntive s c h e mes. T o a iding the d e v e lopm e nt a nd d e signing of a sound invento r y c ontrol, d e te r min a tion of e c onomic lot si z e a nd wo r k in pro c e ss for e ac h stage of p r od u c tion. D e v e lopm e nt of c ost r e d u c tion a nd c ost c ontrol p rog r a mm e rs a nd to e stablish stand a rd c osting s y stem. Sound s e le c tion of site a n d d e v e loping a s y stem a tic l a y out for the smooth flow of wo r k without a n y int e r ruptions. 2.5 T e c hniq u es of I n dust r i a l E n gi n ee r i n g: Me thod stu d y: T o e stablish a stand a rd m e thod of p e r f orming a job or a n o p e r a tion a ft e r th r ough a n a l y sis of the jobs a nd to esta b lish the l a y out of p r odu c tion f ac ilities to have a n unifo r m flow of m a te r ial without b ac k tr a c king. T i m e s tud y : This is a te c hnique us e d to establish a stan da rd time f o r a job or f or a n op e r a tion

149. M otion ec on o m y : This is used to a n a l y sis the motions e mpl o y e d b y the o p e r a tors do the w ork. The p rin c iple of moti o n ec ono m y a nd motion an a l y sis a r e us e f ul in mass p r odu c tion or for s h ort c y c le r e p e titive jobs. V al u e analysi s : I t ensu r e that no unn ece ss a r y c os t s a re built into the pro d u c t and it tri e s to provide the r e qui r e d fu nc tions a t the minimum cost. H e n c e , he lps to e nh a n c e the w orth of t h e prod uc t. Finan c ial a n d no n f i na n c ial In ce ntiv e s : Th e se h e lps to e volve a t a r a tion a l c ompens a tion f o r the e f f orts of the w orkers P r odu c tion ,pla n n i n g a nd c ont r o l : This in c ludes the planning f or the r e sour c e s (like men , ma c hine m a t e ri a ls) p r op e r s c h e duling a nd c ontrolling produ c tion ac tivities to e nsure the r i ght quanti t y , qu a li t y o f the pro d u c t at p r e d e t e rmin e d time a nd p r e e s t a blish e d c ost Inv e nto r y c ont r o l : T o f i nd the e c onomic lot si z e a nd the r e c order l e v e ls f o r the it e ms so that it e m should be made a v a il a ble to the prod uc tion a t the right time a nd qu a nti t y to avoid sto c k o ut situation and w ith mi n imum c a pit a l lo c k - up. Job Eval u ati o n : this i s a te c hnique w hich is used to det e rmine the r e lative wo r th of jobs of the o r g a ni z a tion to aid in m a tching jobs and p e rsonn e l and to a r r ive a t sound w a ge poli c y . M at e r ial Ha n dling Ana l ysis: T o s c ientifi ca l l y a n a l y sis the mov e ment of mat e ri a ls through v a rious d e p a rtm e nts to e limin a te unn e ce s s a r y movem e nt to e nh a n c e the e f fi c i e n c y of m a t e ri a l h a ndling.

150. 2.6 P r oc e ss Flo w C hart of I E : I ndustr i a l Engin ee r N e goti a tion with M e r c h a ndiser I f i n- house a c c e ssori e s & f a br i c then do the p r e prod u c tion me e ting Planning L ine b a lan c i ng G o for pro d u c tion b a s e d on planning Produ c tion c ontinuous m ee ting T o ac hie v e d pr o du c tion a s pl a nning Produ c tion c ontinui n g ( f ollow up) Shipm e nt/D e liv e r y

151. A c t i v i t ies of E x e cut i ve in a f ac t ory Dis c uss with PM a bout abs e ntism on line b a lan c ing. Co - ordin a te w ith print/Emb Find out the line bottl e n e c k & to ta k e n e c e ssa r y s o lution. Hou r l y o p e r a t o r t a r g e t monitoring sh ee t follow up. M a ke n e w s t y le o p e r a ti o n br e a kdown with S AM/SM V . Floor/line pl a n follow up to m ee t the shipment s c h e dul e . 2.8 A c t i vi t i e s of a S e ni o r E x ecu t ive in a fac t o r y: > L i n e ta rge t fix up. > Daily p r o du c t ion r e p or t ma k e & s u bmit t o c o n c er n p e r so n o r D e p t . h ea d. > Daily Qual i ty s ta t is t i c al re p or t ma k e & s ub mit t o c o n c e rn p e r s o n o r D e p t . h e a d. > M on t hly s h i p m e n t F O B v al u e re p or t p re p a r e. > M on t hly p r o du c t i o n F O B v al u e r e p o rt p r e p a r e.

152. 2.9 o r ga n o gr a m Of IE de p art m ent In S outh e ast T e x t i l e Lt d . Ma n a ger A s s t m a n a g er Se n ior IE o f f icer IE o f f i cer A s s t O f fic e r Ma n a ge m e n t T r a i n ee © D a f f odil I nt e rn a tio n a l Unive r si t y 18

153. © D a f f odil I nt e rn a tio n a l Unive r si t y 19 C HA P TE R- 03 M E T HO D STU D Y

154. © D a f f odil I nt e rn a tio n a l Unive r si t y 20 D e f in i t i on o f m eth o d s t udy: M e thod stu d y is the s y st e matic r ec o rding a nd c rit i ca l ex a min a tion of e xisting and p r opos e d w a y s of doing wo r k a s a me a ns of d e v e loping a nd a pp l y ing e a sier a nd mo r e e f f e c tive methods a nd r e du c ing c o s t . Ob j ec t i v es of M e thod S tu d y: M e thod stu d y is ess e nti a l l y c on c e rn e d with finding b e tt e r w a y s o f doing things. I t adds v a lue a nd inc r e a s e s the e f fi c i e n c y b y e limin a ting unn ec e ssa r y op e r a tions, a voida b le d e l a y s a nd other fo r ms of w a ste. The i m p r o v e m e nt in e ff ici e n c y is a c hiev e d th r ough: I mpro v e d l a y out and d e sign of w orkpl a c e . I mpro v e d a nd e f f i c ien c y wo r k pr o c e dur e s. E f fe c tive utili z a tion of m e n ,ma c hine a nd mat e ri a l s. I mpro v e d d e sign or s p ec i fi c a tion of the f inal p ro d u c t. The obj e c tiv e s of m e thod stu d y t e c hni q u e s a r e : T o pr e s e nt and a n a l y z e true fa c ts conc e rning the s itu a tion. T o e x a mine those f ac ts c ri ti ca l l y . T o d e v e lop the b e st a n s w e r possible und e r giv e n c ir c umst a n c e s b a s e d on c ritic a l ex a min a tion o f f ac ts. 3.3 S c ope of m eth o d study: The s c ope of m e thod stu d y is not r e stric t e d to only manuf ac turing industr i e s. Method stu d y te c hniques c a n b e a ppli e d e f f ec tiv e l y in se r vi c e s e c tor a s w e ll. I t c a n be a p pli e d in o f fi c e s, hospitals , b a nks a nd other s e rvice o r g a ni z a tions.

155. © D a f f odil I nt e rn a tio n a l Unive r si t y 21 The a r ea s to whi c h method stu d y ca n be a ppli e d su cce ssful l y in manuf ac turing a r e :  T o improve wo r k methods a nd p r o ce du r e s . T o d e te r mine the b e st s e q u e n c e of d o ing wo r k. T o smoothen mat e ri a l flow with minimum of b ac k tr a c king a nd to impro v e l a y out. T o r e du c e monoto n y in t he wo r k. Elimination of wa ste a nd unp r odu c tive op e r a tions. St e ps in vo lv e d in m eth o d stud y : Steps in m e thod stu d y S E L ECT : The job to be a n a l y s e s RECORD :All r e lev a nt f ac ts about pr e s e nt m e thod. E X A M I NE : T h e re c orded f a c ts c r iti c a l l y . D E V E L OP : The most e f fi c ient, p r a c ti ca l and e c o nomic method. D E F I N E : The n e w m e t h od. I NS T A LL : The m e t hod a s a stand a rd pra c ti ce . M A I N T A I N : Th a t st a n d a rd p r a c ti ce . S e lec ti on of t he j ob f o r M et h od stu d y Cost is the m a in c r it e ria f or s e le c tion of job, pr o c e ss, dep a rtm e nt for meth o ds a n a l y sis. T o ca r r y out the m e thod stud y , a job is sel ec ted s u c h t h a t the p r opos e d method ac hieve o n e or more of the following r e sults. I mpro v e ment in quali t y with l e sser s c r a p. I n c re a s e d pr o d u c tion through b e tt e r utili z a tion of r e sourc e s. Elimination of unn e ce ss ar y o p e r a tions a nd move m e nts.

156. © D a f f odil I nt e rn a tio n a l Unive r si t y 22 I mpro v e d l a y out le a ding to s mooth flow of m a te r ial a nd a b a la n ce d prod uc tion lin e . I mpro v e d wo r king c ondition The job should be s e le c t e d for the m e thod stu d y b a s e d upon the f ollowing c onsid e r a tions: 1. E c onomic a sp ec t 2.t e c hnic a l aspe c t and 3. H u man a sp ec t. 3.5 . 1 E c ono m ic A s p ect s : The method stu d y invol v e s c ost and time: I f su f ficient re turns a r e not attai n e d, the whole e x e r c ise w ill go w a ste. Thus the mon e y sp e nt should be justifi e d b y the s a vings f r om it. The foll o wing guidelines c a n be u s e d for s e l e c ting a job: I. I I . Bottlen e c k op e r a tions w h ich a re holding up other prod uc tion op e r a tions Op e r a tions involving e x c e ssive labou r . Op e r a tions prod u c ing lot of s c r a p o r d e f ec tiv e s. B ac ktr a c king of m a te r ia l s a nd e x ce ssi v e movem e nt of mat e ri a ls 3.5 . 2 T ech n i c al A sp e ct s : The method stu d y m a n should be ca r e ful e nou g h to s e le c t a job in which he h a s the te c hnic a l knowled g e a nd e xp e rtise. A p e rson s e l e c ting a job in his a r e a of e xp e rtise is going to do full justic e . Oth e r f a c tors whi c h f a v o r s e le c tion in t ec hni c a l a s p ec t ar e : I. I I . J ob h a ving in c onsistent qu a li t y . Op e r a tion g e n e r a ting lot of s c r a ps.

157. I I I . © D a f f odil I nt e rn a tio n a l Unive r si t y 23 Fr e qu e nt complaints f r o m wo r k e rs r e g a rding the job. Hu m an co n s i d er a t i o ns: M e thod stu d y me a ns a c h a nge a s it is going to a f fe c t the w a y in which the j ob is done pr e s e nt l y a nd is not ful l y ac c e pted b y wo r kman a n d the union. Hum a n c on s ide r a tion pl a y a vit a l role in m e thod stu d y . Th e se a re some of t h e situ a tions wh e re human a sp ec t should be given due import a n ce : W ork e rs c ompl a ining a b out unne c e ss a r y a nd tiri n g wo r k. More fr e qu e n c y o f a c c i d e nts. I n c onsistent ea rnings. 3.6. R e c or d ing T ech n iqu e s: The re c ording te c hniques a re d e sig n e d to simpli f y a nd st a nd a rdize the r ec o r ding wo r k. G r a phic a l m e thod o f r ec ording wa s originat e d b y Gilbe r ts. I n or d e r to m a ke the pr e s e ntation of the fa c ts c le a r l y . W ithout a n y a m b igui t y a nd to gr a sp them quick l y a nd c l ea r l y . I t is use f ul to use s y mbo l s inste a d of w ritten d e s cr iption. 3.6 . 1 M eth o d stu d y sy m bo l s: Op e r a tion I ns p ec tion T r a nspor t a tion D e l a y

158. Stor a ge O p er ation : An op e r a tion o cc u r s wh e n a n obje c t is int e ntion a l l y c h a n g e d in one or more of its c h a ra c te r istics. This indi ca tes the main steps in a pro c e ss, method or pro c e dur e . An op e r a tion a lw a y s t a k e s t h e object one st a g e a h e a d tow a rds c ompl e tion Insp ec tion : An insp ec tion o cc urs w h e n a n obje c t is ex a min e d a nd c ompar e d with sta n d a rd f o r q u a li t y a nd qu a nti t y . The inspe c tion e x a mpl e s a r e : V isual obse r v a tions for finish. Count of qu a nti t y of in c o ming mat e ri a l. Ch ec king the dim e nsions. T r anspo r ta t io n : A tr a nsp o rt indi ca tes the movem e nt of wo r k e rs, mat e ri a ls or e quipm e nt f r om one pla c e to a nothe r . E x a mpl e : Mov e ment of mat e ri a ls f rom one wo r k st a tion to anoth e r . W ork e rs tr a v e lling to b ring tools © D a f f odil I nt e rn a tio n a l Unive r si t y 24

159. D e lay: A d e l a y o cc u rs wh e n the immedi a te p e r f orm a n c e of the n e xt plann e d thing do e s not pla c e . Ex a mpl e : take W ork w a iting betw e e n c o ns ec utive op e r a tions. W ork e rs wa iting at tool c ribs Op e r a tors w a iting for in s tru c tions f r om s u p e rviso r . Sto r ag e : A sto r a ge o cc urs wh e n t h e obje c t is k e pt an a utho r i z e d c usto d y a nd is prote c ted a g a inst un a uthori z e d r e moval . For e x a mpl e : M a te r ials k e pt in stor e s to be distribut e d to va r ious work c e nt r e s. 3.7 L ine B a l an c i n g: L ine b a lan c ing is a ssoci a ted with a prod uc t l a y out in whi c h prod uc ts a re pr o ce ssed a s th e y p a ss through a line of w ork c e ntr e . An a ssemb l y line c a n be c onsid e r e d a s a ―PRO D UC T I O N SE Q U E NCE‖ where p a rts a re a ssembled togeth e r to f or m a n e nd prod u c t. The op e r a tion a re ca r ri e d out at di f f e r e nt wo r k st a t ions situ a ted a long a line. © D a f f odil I nt e rn a tio n a l Unive r si t y 25 A d v an t a g e Of Line B a l an c i n g: Unif o rm ra te o f p r odu c t i on. L e ss m a t e ri a l handli n g. L e ss wo r k in proc e ss. E a s y p rodu c tion c ontrol. E f fe c tive use of f a c ilities labou r .

160. 3.7 . 2 D i s -a d v an t age of L i ne B al an c ing: More ca pit a l intensiv e . L ow fl e xibili t y . Monoto n y of w o rk f or o p e r a tors. 3.7 . 3 P r o b lem of L i ne Ba l an c i n g a ri ses d u e to the f o l lo wi n g f a c t o r s: T he finished p r od u c t is the re sult of m a n y s e q u e nti a l ope r a tions Th e r e is a di f f e r e n c e i n pr o du c tion ca p a c ities o f di f fer e nt m ac hi n e s. L ine b a l a n c ing is the a pportionm e nt of s e qu e nti a l wo r k ac tivities into wo r kstations i n ord e r to g a in a high utili z a tion of a nd e quipm e nt so a s to minim i z e the idle tim e . For e x a mpl e , the p roduction ca p a c ities of t w o m ac hines lathe a nd milling is a s un d e r for a p a rti c ular job. - L a the 50 pi e c e s/hour - Milling 25 p i ece s/hour Now if on l y o n e ma c hine of e ac h is pr o vided, th e n ma c hine B will produ c e 25 units /hour wh e re a s the m ac hi n e A c a n pr o du c e 50 units. But b eca use o f the s e q u e n c e on l y 25 units a re prod uce d p e r ho u r , i.e. m ac hine A will wo r k on l y 50 p e r ce nt o f its c a p a c i t y a nd the r e maining 30 minute in one hou r . I t is idle, this idle time c a n be minimi z e d b y introdu c ing one more ma c hi n e of ki n d B in the pro d u c tion lin e . M ac hine B © D a f f odil I nt e rn a tio n a l Unive r si t y 26

161. © D a f f odil I nt e rn a tio n a l Unive r si t y 27 R ece ipt of M/C Output mat e r i a l A 50 units/hour 50 units/hour M ac hine B 25 units/hour Fig: 01 L ine b a lan c ing

162. © D a f f odil I nt e rn a tio n a l Unive r si t y 28

163. Fig : 2 line b a lan c ing gr a ph © D a f f odil I nt e rn a tio n a l Unive r si t y 29

164. © D a f f odil I nt e rn a tio n a l Unive r si t y 30 C HA P TE R- 04 MO T I O N S TUD Y

165. © D a f f odil I nt e rn a tio n a l Unive r si t y 31 4.1 D e f in i t i on o f m oti o n stu d y: s y stem a tic obs e r v a tion, a n a l y sis, a nd m e a sur e me n t of the s e p a r a te steps in the p e r fo r mance of a sp ec ific job for the purp o se of e stablishing a stand a rd time for eac h p e r f o rm a n c e , improving p r o ce dur e s, a nd inc r ea sing prod u c tivity — c a ll e d motion stud y . I n c on t r a st to, a nd motivat e d b y , T a y lor ‘ s time stu d y methods, the Gi l b e rts prop o s e d a te c hnic a l langu a g e , a llo w ing for the a n a l y sis of the labor pro c e ss in a s c ient i fic c ontext. The Gilbe r ts made use of s c ientific insights to d e v e lop a stu d y method b a s e d upon the a n a l y sis of wo r k motions, c onsisting in p a rt of filming t he d e tails of a wo r k e r ‘ s ac tivities wh i le r e c ording the time. The f ilms s e rv e d two main purp o s e s. One w a s the visual r e c o rd of how wo r k h a d b ee n don e , e m ph a si z ing a r e a s for improv e ment. S ec ond l y , the films a lso s e rv e d the purp o se of tr a ining wo r k e rs a bout the b e st w a y to p e r fo r m their w ork. Th i s meth o d a llow e d the Gilbe r ts to build on the b e st e lem e nts of these wo r k flo w s a nd to c r e a te a stand a rdiz e d b e st pr a c ti c e . 4.2 T yp e s of M ot i on: T r a n sl a t ion: M o t i o n alo ng a p a t h e x am p les: P osi t i o n , V elo c it y , N e t f o r ce R ot a t i o n al: Ri g id o f a b od y a b ou t an a x is R ot a t i o n al: Orie n t a t ion o f t h e a x is, A n g ular p osi t i o n , - D ef orm a t i o n : B e n d i ng , s t re t c h i ng , t w i s t i ng , e x am p les: I n t er nal ela s t i c f o r c es, s pr i n gs, t e ns i o n a n d c o m p r ess i on

166. © D a f f odil I nt e rn a tio n a l Unive r si t y 32 4.3 Mi c r o - M o t i on S t udy: Mic ro- motion stu d y p ro v ides a t e c hnique f o r r ec o r di n g a nd timing a n a c tivi t y . Mic r omotion stu d y is a s e t of te c hniques int e nd e d to divide the hum a n ac tivities in a gr o ups of movem e nt or mi c r o- motions a nd t h e stu d y o f su c h movem e nts h e lps to find for a n op e r a tor one b e st p a tt e rn of mo v e ment that c onsum e s le s s time a nd r e quir e s less e f fo r t to a c c omplish the task. Th e rbligs w e r e sugg e st e d b y Fr a nk B . Gilbe r t, t he foun de r o f motion stu d y w a s origin a l l y e mpl o y e d for job a n a l y s i s but n e w us e s h a ve b ee n fou n d for this tool. The a ppli ca tions of micr o - motion stu d y i n c lude t he following: I. I I . I s a n a id in stu d y ing the ac tivities of two or more p e rsons on a gro u p w o rk As a n a id in stu d y ing the r e lationship of the ac tivities of the op e r a tor a n d t he ma c hi n e a s a me a ns of timing op e r a tions. As a n a id in obtaining motion t ime d a ta time stand a rds. A c ts a s a p e rm a n e nt re c o rd of the method a nd time of a c tivities of the op er a tor a nd the ma c hine. The mi c r o- motion group of te c hniques is b a s e d o n the idea of dividing h u man ac tivi t y into divisions of movem e nts or grou p s of movem e nts acc o rding to purp o s e f or whi c h th e y a r e mad e . Gilbe r t di f f e r e nti a ted 17 fund a ment a l h a n d or h a nd a nd e y e mot i ons to whi c h a n e ight ee n h a s subsequ e ntly b ee n a d d e d e a c h the r blig h a s a sp ec ific c olor s y mbol a nd letter for e ight ee nth purpos e s. Th e rbligs r e f e r p rim a rily to motions of human bo d y a t the wo r kp l ac e a nd to the ment a l ac tivities a ssoci a ted with it. They p e rmit a much m ore pre c ise a nd d e tailed d e s c ription of the wo r k than a n y oth e r r e c o rding te c hniques. Mic ro- motion stu d y inv o lves the follow i ng st e ps:

167. © D a f f odil I nt e rn a tio n a l Unive r si t y 33 Filming the op e r a tion to be studi e d. An a l y sis of t h e d a ta from the f ilms. M a king r e c o r ding of the d a ta. F il m i n g the o p er a t i o n : Mic ro- motion stu d y c on s ists of t a king motion of t a king motion pictu re s of the ac tivi t y while b e ing p e r f o rm e d b y a n o p e r a t o r . T h e e qui p ment re quir e d to m a k e a film or vid e o tape of the op e r a tion c o n sists of 16 mm movie ca me r a , 16 mm film, wink c ounter a nd oth e r usu a l photogr a phic a ids. A n al y s is of d a t a f r om fi l m s: On c e the op e r a tion h a s b ee n film e d a nd film is pro c e ssed, then the film is vie we d with h e lp of proj e c tor f o r a n a l y sis of mi c r o - motions. Film is run a t nor m a l s p ee d so a s to g e t f a mili a r with t h e p a tt e rn o f movem e nt involved. A t y p i ca l wo r k c y c le is s e le c ted from a mongst the film e d c y c l e s. Film is run a t a v e r y l ow sp ee d a nd is usu a lly stopp e d or r e v e r s e d f r e qu e nt l y to id e nti f y the motions. 4.3 . 3 M a k ing R ec o r ding of the d a t a: R ec ording of d a ta is do n e using S I MO c h a rt

168. © D a f f odil I nt e rn a tio n a l Unive r si t y 34 4.3 . 3.1. S I M O C H A R T : Simult a n e ous motion c y c le c h a rt is a re c o rding t ec hnique for mi c r o - motion stu d y . A Simo c h a rt is a c h a rt , b a s e d on the film a n a l y sis, us e d to r e c o rd simult a n e ous l y o n a c ommon time s ca le the the r bligs or a g r oup of the r bligs p e r f or me d b y di f f e r e nt p a rts of the more op e r a t o rs. I t is the mi c ro - motion fo r m of the the man t y pe flow pro c e ss c h a rt . T o pr e p a r e simo c h a rt, a n e labor a te p ro c e d u re a nd use of e xp e nsive e quipm e nt a r e r e qui r e d a nd this stu d y is justifi e d wh e n the s a ving r e sulting f r om stu d y will b e v e r y high. The fo r m a t for simo c h a rt is shown in b e llow f ig: S I MO CHA R T O pe r a tio n : … ……… Part dra w ing no: … …. ……… O pe r a tion : … …. F i l m no :……….. C h a rt no : … …… Me t ho d : Da te : … … ……. C h a rted by : …… W ink coun t er rea d ing Left hand des c ri p ti o n the r b l i g s ti m e T i m e in20 /m ti m e the r b l i g s R i g ht hand des c ri p ti o n

169. Fig - 03 : fo r mat f or s i mo ch a rt © D a f f odil I nt e rn a tio n a l Unive r si t y 35 4.4. M e m o - m otion s tudy: B e fo r e le a ving t h e g e n e r a l a r e a of mi c ro m o tion s tu d y , let us touch b ri e f l y on memo motion stu d y . M e mo motion stu d y , whi c h w a s origin a ted by M . E. M e nd e l, is a sp ec ial fo r m of mi c ro motion stu d y in whi c h the motion pictu re s o r vid e otape a re ta k e n a t slow s p ee ds. Six t y a nd one hund re d f r a mes p e r min u tes a re most c ommon. M e mo motion stu d y h a s b ee n u s e d to stu d y t h e flow a nd h a ndling o f mat e ri a ls, c r e w ac tivities, multip e rson a nd ma c hine r e lationships, stock r oom ac tivities, d e p a rtm e nt sto r e c le r ks, a nd a v a ri e t y o f other jobs. I t is p a rti c ula r l y v a l u a ble on lon g - c y c le jobs or jobs involving ma n y int e rr e l a tionships. I n a ddition t o h a ving a ll of the a d v a ntag e s of mi c ro motion stud y , it ca n be us e d a t r e lative l y low film or tape c ost ( a bout 6% of t he c ost a t norm a l ca mera sp ee d s ) a nd p e rmits r a pid visu a l r e view of long s e qu e n c e o f a c tivities. W h y - M ot i on E c o n o m y? R e du c e the numb e r of m otions

170. © D a f f odil I nt e rn a tio n a l Unive r si t y 36 R e du c e the dist a n c e s mov e d R e du c e the pr ec ision R e du c e e y e shift Simpli f y g r a sps T oss dispose r a ther then pla c e dispose B e st use of b o th hands En c ou ra g e r h y thm 4.6. P ri n ci p l e s Of M ot i on E c o n o m y: Th r ough the pione e r work of Gilbr e th, R a lph M. B a rn e s a nd other investi g a tors, ce rt a in rul e s for motion ec ono m y a nd e f fi c i e n c y h a v e b ee n d e v e loped. Some of the m ore import a nt of these prin c ipl e s a re the f ollowing: The movem e nts of the t w o h a nds should be b a lanc e d a nd the two h a nds sh o uld b e gin and e nd their mot i ons simultan e ous l y . The h a nds should be doi n g prod uc tive wo r k a nd should not be idle a t the s a me time e x ce pt during r e st pe r iods. Mot i ons of the h a nds should be made in opposite a nd s y m m e tri ca l dire c t ion a nd a t the s a me tim e . The wo r k should be a r rang e d to p e rmit it to be p e r f orm e d with a n ea s y a nd n a tur a l r h y thm. Mom e ntum a nd b a llisti c - t y p e move m e nts sho u ld be e mpl o y e d wherev e r possible in o r d e r to re du c e muscul a r e f fo r t.

171. © D a f f odil I nt e rn a tio n a l Unive r si t y 37 Th e re should b e a d e finite lo ca tion f o r a ll tools a n d mat e ri a ls, and th e y sh o uld be loc a ted in f ront of a nd c lose to the wo r k e r . Bins or other d e vic e s sh o uld be us e d to deliver t h e mat e ri a ls close to the p o i nt of us e . The wo r kplace should be d e signed to e nsure a d e qu a te illumination, pr o p e r wo r kpla c e h e ight, a nd provision for a lt e rn a te standing a nd sitting b y the op e r a t o r . W h e r e v e r possible, jigs, fixtur e s, or other me c h a n ic a l d e vic e s should be us e d to r e li e ve the h a nds o f u n n ece ss a r y wo r k. T ools should be pr e posit i on e d wh e r e v e r possible in ord e r to f a c ilit a te gr a s p ing them. Obj ec t should be h a ndle d , a nd info r mation re c orded. On l y on c e . Cl a ss if i c a t i on of body m o v e m ent: Knu c kle - Finger W rist - H a nd & Finger Elbow - For e a rm, h a nd & finger Shoulde r - upp e r a rm, f o r e -a rm, h a nd & finger T runk - T orso, upp e r a r m, fo rea rm, h a nd &fing e r . 4.8. T oo ls f or Mo t io n A na ly s i s: Th e re a re v a rious tools & e quipm e nt in motion stu d y whi c h a r e n e c e s s a r y for industri a l e ngine e ring.

172. © D a f f odil I nt e rn a tio n a l Unive r si t y 38 4.8 . 1. P r oc e s s C har t : A flow proc e ss c h a rt is a gr a ph i c s y mbolic r e pres e ntation of the wo r k p e r f orm e d o r to b e p e r f orm e d on a pro d u c t a s it p a sses through some or a ll of the sta g e s of a p r o ce ss. T y pi c a l l y , the info r mation includ e d in the c h a rts is qu a nti t y , dist a n c e moved, t y pe o f wo r k done b y s y mbol with expl a n a tion, a nd e quipm e nt used. W ork tim e s m a y a lso be in c l ud e d: Right a nd L e ft – H a nd O p e r a tion Ch a rt S y mbol N a me A c tivities Rep r e s e nted Op e r a tion Modific a tion of obje c t a t one w o rkpla ce . Obj e c t m a y b e c h a n g e d in a n y o f its p h y si c a l or c h e mi ca l c h a r a c t e risti c s, a ssembled A r r a n g e d for a nother op e r a tion, tr a nsport a tion ,insp ec tion or sto ra g e . T r a nspor t a tion Ch a nge in loc a tion of obje c t f r o m one pla c e to a nother  I ns p ec tion Ex a min a tion of obje c t to c h ec k on q u a li t y or q u a nti t y c h a r a c t e risti c s. D e l a y R e tention of obj ec t in a loc a tion a w a iting next ac tivi t y . Not a uthori z a tion is r e quir e d to pe r f o rm the n e xt a c tivi t y . 4.8 . 2. M ul t ip l e A ct iv ity C h art: I n those o p e r a tions invo l ving the c ombin a tion of a p e rson a nd a ma c hi n e , a p e rson a nd s e v e r a l m a c hines, or a n y c ombin a tion of p e ople a n d ma c hines w h e re d e l a y s a re p r e v a lent, the multiple ac tivi t y c h ar t provides a c onv e n i e nt t ec hnique f o r a n a l y z ing the c ombin e d ac tivi t y . V e r y o ft e n the o bje c tiv e s of this t y pe o f an a l y sis a r e to attain the maximum utili z a t ion of a ma c hine, to attain the optimum pe r son to ma c hine r e lation s hip, or to bring a bout the b e st bal a n c e of c r e w ac tivi t y .

173. © D a f f odil I nt e rn a tio n a l Unive r si t y 39 For this r e a son, the t i me f ac tor is a n i mport a nt c onsid e r a tion a nd n ece ssit a tes the use of a gr a phi c a l r e p r e s e ntati o n involving tim e . 4.8 . 3. U se of V id e o t a pe: I n the p a st, the e x p e ri e n c e d methods e ngineer f o u nd that one of the most import a nt aids w a s the use of motion pictu re s. There a re ma n y s i tuations in whi c h it is di f fi c ult to obs e rve a ll of the ac tion t a king pl ac e b eca u s e of t h e high sp ee d of ac tivities or the c ompl e xi t y of the o p e r a tion. H a ving obs e rv e d slo w - motion motion pictu re s, we a re f a mili a r w ith the f a c t th a t one c a n take motion pictu re s a t high sp ee d a nd then, b y p r oje c ting them a t norm a l spe e d, slow the ac tion down. B y the s a m e token, w e ca n ta k e the pictu re s a t slow sp e e d a n d pr o je c t th e m a t wh a t appe a rs to be hi g h sp ee d. 4.9. J ob E n l ar g e m ent and En r ich m ent: This h a s led to the c ont e ntion of a number o f so c ial s c ientists that hobs n ee d to be e n l a r g e d or e nri c h e d. F ee d ri c k H e rzb e r g, o n e prop o n e nt o f job e nri c hment, f e e ls t h a t the purp o se o f job e nri c hment should b e to e limin a te the und e s ir a ble c h a r ac t e risti c s of high l y r e p e titiv e , sp ec iali z e d wo r k b y e nl a r ging it to includ e : G r ea t e r v a r i e t y o f kn o w l e dge a nd skill Giving a p e rson a c ompl e te n a tur a l unit of w o rk (modul e , division, a r e a , e t c .) More c ompl e x utili z a tion of the import a nt cognitive a nd motor a bilities poss e ss e d b y the w o rke r . More fr ee dom and r e sp o nsibili t y in the p e r f orm a n c e of the tasks a t hand.

174. © D a f f odil I nt e rn a tio n a l Unive r si t y 40 Among the prin c ipl e s that c ommon l y a re a ppli e d i n job e nri c hment prog r a ms, the followi n g a re a tt e n d e d to b y one l a r ge c ompa n y . Ensu r e that there is va r ie t y in t h e job cont e nt. I n c lude in the w ork situa t ion an oppo r tuni t y for t h e wo r k e r to g r ow a nd l e a rn Provide a n oppo r tuni t y f or eac h wo r k e r to h a ve k nowl e dge of the p a rt that his or h e r job pl a y s in the tot a l m a nuf a c turing pr o ce ss re quir e d to produ c e t h e pr o du c t . D e sign the wo r k so that it h a s me a ning to the wo r k e r a nd provid e s pride in p e r f orm a n c e to the w o r k e r . Ensu r e that the wo r k is r ea son a b l y d e manding a n d fu nc tion a l l y inclusiv e . Provide for s e l f- di r ec tion of the wo r k a nd f o r the c h ec ki n g of q u a li t y of o u t put. 4. 1 0. V al u e A n al y s i s : As a p a rt of t h e a ppr o ac h to m e thods improv e ment, the m e thods e ngine e r s hould qu e stion the impa c t of the d e sign of the p a rts, the mat e ri a ls us e d, a nd the e quipm e nt used on the p r odu c tivi t y of o p e r a tions. Th a t is, the m e t hods e ngine e r should be t horo u gh l y f a mili a r w ith v a lue a n a l y sis, a n ac tivi t y that is c l o s e l y both to the m e thods improv e ment prog r a ms and to pu r c h a s i ng a nd that is b e ing us e d e xtensiv e l y in indust r y a nd the gov e rnm e nt. V a lue a n a l y sis is an obj e c tive stu d y of e v e r y it e m of c ost in e v e r y c ompon e nt pa r t, sub a ssemb l y , or p i e c e of e quipm e nt. This in c ludes a stu d y of t h e d e sign, the m a te r ial, a nd the p r o ce ss in a c ontinu a l se a r c h for other p ossible m a te r ials a nd n e w p r o ce sses. V a lue a n a l y sis involv e s the e v a luation of a n it e ms fun c tion a nd r e lat e s its e f fe c t to the e nd prod uc t. The pur p o s e is to a tt e mpt to ensu r e that e v e r y e lem e nt o f c ost con t ribut e s prop o rtion a te l y to the f u n c tion of the item

175. © D a f f odil I nt e rn a tio n a l Unive r si t y 41 t o p W atch T i m e Study: W h y do w e b r ea k down the a c tivi t y to b e s tud i e d into e lem e nts? (W h y not me a su r e time str a ight l y ) PM T S : PMTS a lso make use of pr e vious l y c oll ec ted d a t a but it d ea ls with b a sic human motions (or the r bligs) of dur a tion 0.1 s ec onds or less. W h e r e a s in s y nthesis dur a t ion m a y be 3 - 4 s ec onds.thats a r e following: For sho r t c y c le & high l y r e p e titive jobs Us e s vid e o film (mi c ro motion stu d y ) More a c c ur a t e than sto p w a tch time studi e s No r a ting fa c tor re qui r e d but allow a n ce s n e e d to b e a dd e d But c a n d ea l with on l y m a nu a l motions of the o p e r a tion 1 TMU = 0.0006 minutes ( T MU = T ime M ea s u rement Unit) 1 wink = 0.0005 minutes ( us e d in S I MO c h a rt/mi c ro motion stu d y 4 . 1 1 . 2. A n al yt i c a l E s ti m ati n g: An a l y ti c a l estim a ting is us e d wh e n p a st time d a t a is not av a il a ble a nd e stimator h a s to r e l y on his past exp e ri e n c e

176. © D a f f odil I nt e rn a tio n a l Unive r si t y 42 4. 1 2. St a nda r d ti m e and m ot i on a na l y s i s s o lu t ion f or m o r e a c cur a t e e s t i m ate: I EES ( I ndustri a l Engin e e ring Ex e c ution S y stem) h e lps the s e wing indust r y a nd our industri a l e ngine e rs s e t time standards a nd r a tion a li z e wo r k methods t o minim i z e our d a i l y o p e r a ting c osts a nd maximi z e our prod uc tivi t y . W e c a n a n a l y z e a nd plan e v e r y sing l e op e r a tion in the s e wing of a g a rm e nt, w he ther its a ma c hine or ma n u a l op e r a tion. W ith I EES we ca n c ost our prod uc ts, with a higher l e v e l of a c c ura c y , b e fore w e sta r t the pro d u c tion p r o ce ss. I EES gives us the knowl e dge to take the gu e sswo r k out of the g a rm e nt pre - prod uc tion pro c e s s . T r a c k ing: Coll ec t and store labor s t a nd a rds Cr e a te a nd t r ac k d e tail w ork m e thods Cr e a te a nd t r ac k c ost esti m a tes Cr e a te a nd t r ac k p ro c e d u r e s a nd methods E a s i er t i m e standar d s d e ve l op m ent Qui c k s ea r c h a c ross o r g a ni z a tion a l wide I E d a ta B e n c hma r k st a nd a rds b a s e d on MT M - 2 Upd a te st a nd a rds a c ross o r g a ni z a tion H o w be n ch m a r k ing and s t an d ard w o rk a n al y s i s wor k s: Colle c t m otion and ti m e data — with video ca mco r d e rs, industri a l e ngine e r s ca pture s e w e rs time a nd motion me a sur e ments o f op e r a tions in a s t y l e b ef ore mass prod uc tion st a rts.

177. Upload f or analysis — I n GPRO ‘ s wo r k a n a l y s i s solution, digital moti o n videos a nd time d a ta a r e uploa d e d a nd c a tego r i z e d. D e f i n e a n d w o r k b r e ak d o w n — V ideo of wo r k motions a re a n a l y z e d, time a nd wo r k e lem e nts brok e n down a nd d e fin e d. Stand a r d time is d e riv e d. Addition a l wo r k f a c tors su c h a s ma c hine RPM, m a te r ial h a n dling time, e tc a r e fa c tor e d in. Analy z e and su m m a r i z e — Compare b e fore a n d a fter c h a rts. Simpli f y . R e view methods used b y o p e r a t o rs. I m p r o v e — I d e nti f y im p rov e ment oppo r tuniti e s. Me a sure g a ins, che c k in and r e u s e 4. 1 6. W o r k A n a l y si s: R e making the s a me s t y l e s ov e r a nd ov e r? Got th o us a nds of r e p e titive op e r a tions for hund re ds of o r d e r e d s t y l e s Br e a k down hours of op e r a tions into their e lem e n t s, a nd find the s ec r e t in l ea n e r prod u c tion — optim i z e d wo r k d e signed to r e du c e motion w a ste. W a stes take v a lue o ut of y o u r prod uc tion c h a in, a nd a d ds to y our c ost. T a ke c o n trol, inc r e a se e f fi c ien c y , wo r k sma r t e r a nd le a rn b e tt e r with wo r k a n a l y sis do n e right. Cont i nuous l y disco v e r n e w wa y s to s e w s t y l e s b e tt e r f o r the 21st c e ntu r y . B y d e signing wo r k b e tt e r , GPRO ‘ s w o rk a n a l y sis solution ca n h e lp y ou r e a li z e s a vings of up to 25%. Fi g :4 W ork a n a l y sis solution to improve s e wing op e r a tions with time a nd m otion d a ta © D a f f odil I nt e rn a tio n a l Unive r si t y 43

178. © D a f f odil I nt e rn a tio n a l Unive r si t y 44 A nal y s i s o f Mo ti o n : The purp o se of mot i on a n a l y sis is to d e si g n a n improv e d method whi c h e limin a tes unn ece ss a r y motion & e mpl o y s hum a n e f fo r ts m ore pro d u c tiv e l y . Steps involv e d in motion a n a l y sis a r e : S e le c t the op e r a tion to be studi e d L ist & c h a rt v a rious motions p e r f orm a n c e the o p e r a to r . I d e nti f y the Produ c tive & I dle motions Eliminate the unn e ce ss ar y & nonp r od u c tive motions R e d e sign the e xisting op e r a ting proc e dure b y e m pl o y ing minimum numb e r of motions in the most a ppro p ri a te s e qu e n c e & in a c c or d a n c e with the p rin c ipl e s of motion ec ono m y . 4.18 . Standard T i m e : Stand a rd T ime m a y b e d e fin e d a s the a mount of time r e quir e d to c ompl e te a unit of w ork un de r e xisting conditions, using the sp e c ifi e d me t hod & ma c hi n e r y , b y a n op e r a tor a ble to do the w ork in a pro p e r m a n n e r a nd a t a stand a rd p a ce .

179. O T - O bser v ed T i m e P R F - Perfor m ance R a t ing Fac t o r P A - Process Al lo w an c es SA - Spec i a l Al lo w an c es P O A - Pol i cy a l l o w an c es Stand a rd T ime = ( A v e r a g e Obs e r v e d T ime X R a ting % ) + Allow a n ce s % No r mal T ime = ( A v e r a ge Obs e rv e d T ime X Rati n g % ) Ex a mpl e : C a lcul a te the Stand a rd t ime with the given info r mation: A v e r a ge Ob s e r v e d time = 2 min; R a ting % = 50 % , Allo w a n ce s = 1 5 % Sol: Std T ime = No r mal t i me + Allow a n c e % No r mal time = A v e r a ge Obs e rv e d T ime X Rating % = 2 X 0.5 = 1 min Stand a rd time = 1 min + 15% = 1 + 0.15 = 1.15 min © D a f f odil I nt e rn a tio n a l Unive r si t y 45 OT PRF PA R P A SA P OA N or m al T i me A ll o w a n ces % S ta n d a rd T i me

180. © D a f f odil I nt e rn a tio n a l Unive r si t y 48 G SD – Gen e r a l S e wing D at a : G e n e r a l S e wing D a ta ( GSD) is the wo r l d le a ding ‗Pr e- d e te r min e d T ime S y stem‘ (PTS), c onsisting of a d a tab a se of c od e s a nd times t h a t e n a ble the us e r to pr e dic a tiv e l y a nd e mpiri c a l l y a n a l y z e working methods, building su c h d a ta into c ommon l y us e d d e sign f e a tu r e s, the r e b y fa c ilit a ting r a pid a nd p r e di c tive e v a luation a nd qu a ntifi c a tion of manu f ac turing times a n d, ultim a te l y , prod uc tion c osts, prod uc tion planning a nd prod uc t d e liv e r y . GSD provid e s a s c ientifi c , e thi ca l a nd a udit a ble a ppro a c h to qu a nti f y i n g manu f ac turing methods, times a nd c osts a nd acc ur a t e l y a nd c on s ist e nt l y e s t a blish e s I nt er n a tion a l Stand a rd T ime for c ompl e te pro d u c ts (s t y les ) , or indivi d u a l prod uc t c omponents ( f ea tu r e s). GSD provid e s the a bili t y to e stablish a nd qu a nti f y e a c h step or op e r a tion in t he manuf ac turing pro c e ss. Using GSD bu s iness e s ca n: GSD C o d e: T H E GSD CO D ES Sp e c ifi ca l l y d e signed for t he s e wn prod u c ts indust r y , the g a rm e nt manu f ac tu r e r , or a n y p r odu c tion f a c ili t y where s e wing fo r ms p a rt of a s s e mb l y , G e n e r a l S e wing D a ta L imit e d c ontinu e s to provide a nd d e v e lop a c onsistent, acc ur a t e , ea s y to und e rst a nd methods a n a l y s is a nd time d e t e rmin a tion te c hnique through t h e use o f its GSD c od e s . Using the unique info r mation a v a il a ble f r om GSD, the op e r a tor is a ble to sp ec i f y a ll t y p e s of s e wing op e r a tion. GSD utili z e s 39 b a sic c od e s whi c h r e pr e s e nt the mo s t c ommon l y us e d motion sequ e n ce s e n c o u nte r e d in the s e wn p rod u c ts indust r y . H i s t o r y Of G S D : I n the 194 ' s d e tailed r e s ea r c h w a s und e rt a k e n on wh a t kind of G e ts a nd P uts a re n ee d e d to c ompl e te c e rt a in tasks. Some Gets a r e ea si e r than othe r s (im a gine picking up a c o f f e e c up

181. © D a f f odil I nt e rn a tio n a l Unive r si t y 49 c ompa r e d to picking up one button f r om a numb e r of buttons within a box.) The s a m e with Puts; pla c e a c o f f e e c up d own or put the button into the j a ws of a buttoning ma c hine. E a c h G e t & Put w a s c l a ssifi e d a nd r ec or d e d using old f a shion e d " c i n e film " , w i th the c ine ca m e ra running a t 16 fr a mes p e r s ec ond. This w a s r e p ea t e d 1,000 ' s of times to e st a blish the statisti ca l a v e r a g e number o f f r a m e s, a nd the r e f o re time, f o r eac h c lass of G e t & Put. The pro b lem with these e a r l y s y stems w a s that th e y took a long time to bui l d us a ble d a t a , b a s e d on the di f fi c ul t y & dist a n c e of e ac h G e t or Put. I n 1976 GSD investig a t e d a nd f oc us e d on t h e " s e wn p r odu c ts indust r y " (in c ludes; shoes, a pp a r e l, lugg a g e , fu r nitu r e , bedding et c .) a nd we u s e d the st a tisti ca l l y a cc u r a te Ge t & Put d a ta to c ompile l a r g e r d a t a blocks th a t w e r e r e l e v a nt to h a ndling f a bri c , so the a n a l y sis of the movem e nts is much qui c k e r a nd the c h a n c e of making the w r ong c hoice is e limin a ted; making GSD fa st, c onsistent a nd a c c ur a t e to us e . The global a v e r a g e times h a ve b ee n e stablish e d f r om o v e r 70 y ea rs of r e s e a r c h a nd inco r por a ted within GSD through the u se of M T M Core D a ta to c onstr u c t h igher lev e l GSD d a ta blocks o r ― c o d e s‖ with a ssoci a t e d time v a lues. All the us e r then n ee ds to do is to c r e a t e GSD b a s e d d a t a r e lev a nt to the metho d s th e y use tod a y , d e p e n ding upon y our prod uc ts, y our ma c hi n e r y , y our wo r kp l ac e l a y o u ts a nd the prod uc tion f l ow s y stem ( e .g. c onv e ntion a l bundle or r a il s y stem ? ). 5 . 3 GSD S y st e m In 51 Cou n tr i e s:

182. Fig 5: GSD Count r y ‘s 5.4 P r oduct sec t o r s ac t iv e l y u s i n g GSD i nclude: BABYWE A R CORPOR A TEWE A R C H I L DRENS W E A R FO O TWE A R © D a f f odil I nt e rn a tio n a l Unive r si t y 50 G re a t B r it a in I re l and G e r m any A us t r ia S w it z e r l and Scan d ina v ia I s r ael Me x ico I ndia Spain J o rd a n B ra z il S r i Lan k a Por t u g al Eg y pt H ong K ong C hina Ma l ta U SA T a i wa n South Af r i ca Fran c e C anada Japan A us t r a l ia HO MEWE A R K N I TWE A R L E I S U R EWE A R L A D I E S WE A R MOD N I GH TWE A R OU T E R WE A R R E T A I L S A F E T Y WE A R U P HO L S T E R Y L I NG ER I E L UGGAG E WO R K WE A R ME N SWE A R AU T O MO T I V E M I L L IN E R Y

183. © D a f f odil I nt e rn a tio n a l Unive r si t y 51 T h e Bene f i t s Of GS D : Us e d c orr ec t l y GSD will provide a b a sis for Pr e d i c tive Costing, a nd will a l s o f a c ilit a te M e thod Engin ee ring. As a b y - p r odu c t of th e se a c tivit i e s, the G SD s y stem will ge n e r a te Stand a rd T im e s for me t hods a nd pr o ce sses, whi c h a r e then u s e d to ― d riv e ‖ other e xte r n a l ac tivities su c h a s : C a p ac i t y Planning a nd F ac to r y L o a ding L ine B a l a n c ing W ork T a r g e ts T ick e t P ri n ting App r a isal of C a pit a l I n v e s t ment P e r f orm a n c e a nd E f fi c i e n c y monitoring P a y ment Stand a rds Op e r a tor T r a ining Pl ant R e ly On G SD for: M e thods e ngine e ring M e thods improv e ment L ine b a lan c ing Op e r a tor t r a ining L e a rning c u rve a n a l y sis S t y l e c h a n g e e v a luation Pr e - pr o du c tion planning Costing of n e w d e signs M a n a g e ment r e porting info r mation 5.7 A d v an t age O f A ppl y i n g GS D : The prim a r y a dv a nta g e s of a pp l y ing GSD a re t he a bili t y to c ompile P r e dictive Costi n g An a l y s e s, a nd the fa c t th a t GSD is a power f ul a nd e f fi c ient M e thod Engin e e r ing tool that ca n be utili z e d to make s i gnifi ca nt improv e ments in prod uc tivi t y in t h e manuf ac turing e nvironme n t. Th e se two f ac tors c ombin e d m e a n t h a t a n o r g a ni z a tion that c o mmits to GSD i s

184. © D a f f odil I nt e rn a tio n a l Unive r si t y 52 a ble to a cc u r a te l y me a s ure manuf ac turing c ost prior to e nte r ing t h e s a les e nvironme n t (th e r e b y giving the manu f ac tu r e r c onfi d e n c e in p ro f it ma r gin a nd le a d times) a nd that it is a lso able to ac c ur a te l y p l a n pr o du c tion a nd d e liv er y d a te s . A fu r ther a d v a ntage is that this pr e dictive pro c e ss provid e s the sh o p floor with a c ompr e h e nsive s e ri e s of Stand a rds a nd T a r g e ts, e n a bling the op e r a tors to ―wo r k to t a r g e t‖ a s soon a s t h e prod u c t e nte r s the manu f a c turi n g pro c e ss. Furth e rmo re , this ―pr e dictive a dv a ntag e ‖, f re e s the I n d ustrial Engin ee rs ( o r W ork Stu d y p e rso n n e l) f r om the labo r ious task of c h ec king eac h v a lue, t h e r e b y a llowing them the time to p e r f orm ―M e t h od Engin ee ring‖, w ith the g o a ls of improving the St a nd a rd T im e s whi c h a re g e n e r a t e d a t the c osting st a ge short e ning the manu f a c turing pro c e ss I mproving p rodu c tivi t y . In c r e a sing pr o fit a bili t y . D i s - Ad v a nt a g e o f Ap p ly i ng GSD: I f the s y s t e m is a ppli e d c or r ec t l y , t h e re should be f e w disadv a nta g e s other t h a n the following: Cost of GSD implem e ntation a nd tr a ining ( w hich s hould be me a sur e d a g a i ns t the r e turn on investm e nt, dis c ussed l a te r ) Addition a l cost, h a ving al rea d y invest e d in T ime Stu d y T ime s ca le to implem e nt GSD ( 4 to 6 months) I t is unlik e l y t h a t the b e n e fits of GSD will be ful l y r e a li z e d unless p a y ment pro c e du r e s inco r por a te some f o rm o f ―p a y ment b y r e sults‖ s c h e me i.e. piec e wo r k, o r something simil a r ( a lthough it should be noted that the long t e rm e f f ec ts of a pp l y ing s u c h a s c h e me would be nothing other than b e n e f i c ial).

185. E a c h of the a bove shou l d be c onsid e r e d in c onj u n c tion with the Adv a ntag e s listed ea rli e r . Th e re a re ma n y b e n e fits to be e nj o y e d f r om intr o du c ing G e n e r a l S e wing D a ta, but th e y will on l y b e r ea li z e d through a strong c ommitment to the s y stem - a t a ll lev e ls of the c ompa n y - a nd b y c orr ec t l y positi o ning the s y stem w i thin the o r g a ni z a tion, so that it b ec omes the foun da tion on whi c h m a n y other ac tivities d e p e n d 5.9 GSD and P r o d u c t Life c y c le M a n a g e m ent: A k e y e le m e nt of m a n a g ing the prod uc t lif e c y c l e , a nd the a ssoci a t e d c os t s, is the ‗Bill of L a bo u r‘ (B O L ). W ith c ompetition a t its highest for d e ca d e s, no c omp a n y ca n a f f o rd to e stimate a n y e lem e nt o f c ost, including the BOL whi c h is, a ll too f r e q u e nt l y , b a s e d on histori c a l figur e s The on l y s a f e w a y to e nsure acc u r a te prod u c t c ost e v a luation, a nd ther e f o re e f f ec tive c ontrol o v e r the prod uc t lif e c y c le, is to acc u r a te l y a nd c on s ist e nt l y qu a nti f y B O L a nd r e la t e d c osts. T o e f f ec tiv e l y do so r e quir e s the use o f a logi ca l, s c ientific a nd p r e dictive c osting te c hnique. Fig 6:produ c t life c y c le © D a f f odil I nt e rn a tio n a l Unive r si t y 53

186. © D a f f odil I nt e rn a tio n a l Unive r si t y 54 5. 1 F urther Bene f i t s Of GS D : Custo m i z ation – GSD is d e signed to " talk the langu a g e " of y o u r pr o du c tion f a c ili t y , r e g a rd l e ss of si z e , prod u c t t y pe o r prod uc tion c o nf i gur a tion. E a c h GSD inst a ll a tion is tailor e d to the n ee ds a nd sp e c ifi c a tions of the f a c ili t y . Fl e xi b ility - GSD w a s d e signed to a cc ommod a t e the uniq u e prod u c tion r e qui r e ments of eac h s e wn prod uc t f a c il it y . I nstallation of the s y stem includ e s f r e e a dju s tm e nt of menus, r e sult a nd p r intout con f igur a tions. Th e re is no lim i t to the n u mber or c ompl e xi t y of c h a n g e s. M od e m suppo r t – GSD w a s one of the fi r st c ompani e s in the indust r y to provide a “ h e lp d e sk " , the modem support p ac k a g e , online h e lp. Th e se c o m muni ca t ion f e a tu r e s p e rmit mo d ifi ca tions of the prog r a m, r e n e w a ls a nd a s sistan c e b y modem, int e r n e t, and t e lephone Grap h ics, M PG a n d A VI c o m patible - GSD int e r f a c e s with AutoCAD a n d Auto sk e tch a s w e ll a s with a n y gr a ph i c Prog r a m that ca n p r o du c e " Bitm a p" o r W MF fil e s, in order to prod uc e w o rk pl a c e l a y o uts, p a rt e nla r g e ments, q u a li t y sp ec i fi c a tions a nd s t y l e pro f il e s. I n a ddition, GSD c a n s a v e MPG a nd A V I movi e s of o pe r a tions f o r f uture r e f e r e n c e . P r odu c tio n - r e sponsive - The Qui c k R e sp o nse " s t y l e " e nv i ronment d e mands that s e wnp r odu c ts t e c hnolo g y ma t c h the p ac e of to d a y 's fr a nti ca l l y c h a nging prod uc tion runs. GSD a llows y our f ac ili t y c ompa n y to a nti c ipa t e , t e st a nd r e spond to hund r e ds of prod u c tion v a ri a tions - a nd to p r e-e n gine e r a nd p r e - c ost ea c h v a ri a tion with unequ a led acc u r a c y .

187. . N e two r ki n g - The s y st e m a llows sh a ring of info r mation throughout a f a c ili t y : Engin e e rs, c osting, man a g e ment a n d the prod uc tionline ca n a c ce ss f o r s a me inf o rm a tion a t the s a me time C o m put e r - In t e g r a t e d M anu f a c tu r i n g- - GSD int e r f a ce s with other te c hnolo g y , including shop floor c ontrol s y stems, Unit Produ c tion S y stems a nd c ompa n y main f r a mes, m a king G S D id ea l for c urr e nt a nd f u ture C I M s c e n a rio. Fig8 : GSD gr a phics t ec hnolo g y Allows in - prog r e ss job a n a l y sis a nd Costing of c omponent p a rts a nd W orkpl a c e a c tivities. A dd - On M odules - option a l modules w hich int e r ac t with the GSD d a ta ba se a dd r e ss cutting a nd spr e a ding ac tivities, c a p a c i t y planning a nd ti c k e t printing. O p er ator T r ai n i n g - GSD b e li e v e s that the optimi z a tion of the op e r a tor is the k e y to sup e rior pro d u c tivi t y . T h e GSD method sp ec ifi c a t ion is the f irst m ea ns of communic a tion. The G. O . L .D.B a r S y stem ( G e n e r a l Op e r a tor L e a r n ing D a ta) option h e lps improve wo r k © D a f f odil I nt e rn a tio n a l Unive r si t y 55

188. e f fi c i e n c y b y proje c ting tr a ining time f or n e w , tr a n sf e rr e d or r e tr a ined w o r k e rs. A d a ptable to c li e nt data b a s e . Languag e s - GSD is a v a il a ble in English, G e r m a n, Fr e n c h, Sp a nish, Po r tugues e , Russi a n, A r a bic a nd H e b r e w , a f e a ture invalu a ble to 807 a n d o f fsho r e c ontra c tors. F i g 9: GSD Mod e l © D a f f odil I nt e rn a tio n a l Unive r si t y 56

189. T a b l e 1 : Oper a t i on f or a L S l ee v e T s h irt with i t s m otion © D a f f odil I nt e rn a tio n a l Unive r si t y 58

190. © D a f f odil I nt e rn a tio n a l Unive r si t y 59

191. © D a f f odil I nt e rn a tio n a l Unive r si t y 60 T abl e 2: L i s t of GSD c o de w i th i t s m oti o n and T M U v al u e N u m ber G SD code M o ti o n TMU 1 B 30 Pick up bun d le a nd p l ace in ta b le 66 2 B 13 O pen bun d le by r e la s ing b o w 63 3 P P 2H Pick up pa r t wi th 2 hand a n d pos i t i on un d er fo o t 76 4 P P 1H Pick up pa r t wi th 1 hand a n d pos i t i on un d er fo o t 57 5 A P2P A li g n pa r ts o r a d ju s t 56 6 S E W 1.85185 1.07013 1.1 3 7 23.5397 7 E P 2H E v acute p a rt w ith 2 ha n ds 42 8 B 26 T ie b u nd l e w i th bow 3.56 9 E P 1H E v acute p a rt w ith 1 ha n d 39 10 G T1E G et p a rt w ith 1 hand 12 1 1 C E12 Pick up pen ci l and m a r k 56 12 G T2H G et p a rt w ith 2 han d s 36 13 F S LD Fold 1 ti m e a p a rt 42 14 P T A L Put p a rt an a p pro x i m a t e l o c a t i on 66 15 A P S H A li g n or a d ju s t p a r ts by s l i d ing 24 16 G T2H G et l o op 33 17 P P 2T Pick up 2 p a r t s t o g e t h er 70 18 F .M o tin Mo v e and p o s i tion und e r f o ot p r es s ure 33 19 A P1P A li g n 1 pa r t o r a d ju s t 60 20 T C 1T Pick up s c iss o r a nd t rim re t urn 48 21 MC T B B K t ack s t a rt of s eam 35 22 T CA C A ddi t ion a l c u t 24 23 F F LD Form fold 43 24 B 16 Lay out bun d le for se w ing 90 25 C E2 G et e la s t i c and s c iss o r 124 26 C E3 Loca t e c o rr e t p o s i ti o n and c ut 80 27 C E 1 1 G et pe n c i l 56 28 C E13 m a r k 56 29 B 2 R each g et a nd c a rry bun d le 60

192. T a ble 3: motion ch a rt : © D a f f odil I nt e rn a tio n a l Unive r si t y 61

193. O pe r a tion - Sate e n t ape jo i n M / C - P/M SM V - 0.18 C o m plete Me t h o d - S at e en ta p e j o i n © D a f f odil I nt e rn a tio n a l Unive r si t y 62 MST H SF C G C M FT E S A S P I R PM T i m e v a l ue Ele m ent nu m ber code Ele m ent de s c r ip t ion D is t a nce in cm Frequ e ncy TMU SMV 1 B 30 Pick up bun d le& p l ace in t a ble 66 0.0040 2 B 13 O pen bun d le by r e le a s i ng b ow 63 0.0038 3 P P 2H Pick up pa r t wi th 2 han d s & pos i t ion under fo o t 30 76 0.0456 4 P P 1H Pick up pa r t wi th 1 h ands & pos i ti o n under fo o t 15 57 0.0342 5 A P2H A li g n 2 pa r ts or A d ju s t 5 56 0.0336 6 S E W 1.85185 1 . 07013 1 .1 1 17 5 4500 19.1799 0.0 1 15 7 E P 2H E v acute p a rt w ith 2 ha n ds 30 42 0.0252 8 B 26 T ie b u nd l e w i th bow 356 0.0214 T o t al A l l o w ed T i m e i n TMU and Mi nute 768.18 0.18

194. © D a f f odil I nt e rn a tio n a l Unive r si t y 63

195. © D a f f odil I nt e rn a tio n a l Unive r si t y 64

196. t O p e r ati o n -B k ta p e T o p s ti c h ta r g et / Hr 100% - 185 © D a f f odil I nt e rn a tio n a l Unive r si t y 65

197. M/ C - F L T a r g et/ da y 100 % - 1481 SM V - . 3 2 T a r g et/Hr 80 % - 148 T a r g et/ da y 80 % - 1 18 5 C o m ple t e me th od - ba c k tape t op sti c h © D a f f odil I nt e rn a tio n a l Unive r si t y 66 MST HSF C G C M FT ES A S P I R P M T i m e v a l u e El e m e n t n u m b er c od e El e m e n t d es cription Di s t a n ce in c m f re q u e n c y TMU SMV 1 B 3 P ick u p b u n d le a n d p lace in t a b le 66 . 00 4 2 B 1 3 O p en b un d le b y relea s i n g bo w 30 63 . 00 3 8 3 Pp2 h P ick u p 1 p a rt w i t h 2 h a n d s & Po s ition un d er f oo t 5 - 6 . 04 5 6 4 A p2 h Align 2 p a r t o r a d j u s t 5 4500 56 . 03 3 6 5 s e w 1 . 85 1 85 1 9 1 . 07 12 6 9 1 .1 5 17 5 27 . 8 9 9 441 . 01 6 7 6 A p2 h Align 2 p a r t o r a d j u s t 5 4500 56 . 03 3 6 7 s e w 1 . 85 1 85 1 9 1 . 07 12 6 9 1 .1 5 17 5 27 . 8 9 9 441 . 01 6 7 8 A p2 h Align 2 p a r t o r a d j u s t 5 4500 56 . 03 3 6 9 S e w 1 . 85 1 85 1 9 1 . 07 12 6 9 1 .1 5 17 5 . 16 7 10 A p2 h Align 2 p a r t o r a d j u s t 5 . 03 3 6

198. © D a f f odil I nt e rn a tio n a l Unive r si t y 67 T a r g e t / H r 10 % - 203 T a r g e t / D ay 100 % - 1623 T a r g e t / H r 8 % - 162 T a r g e t / D ay 80 % - 1299 Co m plete m e tho d - T a c k at back tape e nd 1 1 s e w 1 . 85 1 85 1 9 1 . 07 12 6 9 1 .1 5 17 5 4500 27 . 8 9 9 441 . 01 6 7 12 T c 1 T P ick u p s ci s s o r & tr i m re t u rn s cis s o r 15 48 . 02 8 8 13 E p1 h E v ac u te w i th 1 h a n d 30 28 . 01 6 8 14 B 2 6 T ie b un d le w i t h b o w 356 . 02 1 4 15 E p1 h E v ac u te w i th 1 h a n d 80 39 . 00 2 3 T o tal all o w ed t i m e i n TMU & m in u te 10 1 1 .6 . 3 2 MST H SF CG C M FT E S A S P I R PM T i m e v a l ue Ele m ent nu m ber code Ele m ent de s c r ip t ion D is t a nce I n C M fre q uen c e TM U SMV 1 B 30 Pick up bun d le & p l ace in t a ble 66 0.0040 2 B 13 O pen bun d le by r e le a s i ng b ow 63 0.0038 3 P P 2H Pick up 1 p a rt w ith 2 hand & pos i t ion U nder f oot 30 76 0.0456 4 A P1P A li g n 1 pa r t o r a d ju s t 5 39 0.0234 5 MCT B B k tack s t a r t of seam 35 0.0210 ope r a t i on T ack at b ack ta p e end Mac h ine FL SMV 0.30

199. © D a f f odil I nt e rn a tio n a l Unive r si t y 68 6 P P 2H Pick up 1 p a rt w ith 2 han d& and pos i ti o n und e r f oot 15 66 0.0396 7 A P1P A li g n 1 pa r t o r a d ju s t 5 39 0.0468 8 MCT E B k tack end of s eam 38 0.0456 9 T C 1T P i ck up s c iss o r a nd t rim re t urn s c i s sor 15 48 0.0288 10 E P 1H E v acute p a rt w ith 1 ha n d 15 23 0.0138 1 1 B 26 T ie b u nd l e w i th bow 356 0.0214 12 E P 1H E v acute p a rt w ith 1 ha n d 45 33 0.0020 T ot a l a l l o w ed t i m e i n TM U & M i n 882 0.30

200. T otal a llow e d time in TMU & Min T otal a llow e d time in TMU & Min © D a f f odil I nt e rn a tio n a l Unive r si t y 69

201. T a r g e t / H r 10 % - 192 T a r g e t / D ay 100 % - 1533 T a r g e t / H r 8 % - 153 T a r g e t / D ay 80 % - 1227 C o m ple t e me tho d - False sle e ve h e m © D a f f odil I nt e rn a tio n a l Unive r si t y 70 MS T H SF CG C M F T ES A S P I R PM T i m e v a l ue Ele m e nt nu m be r code Ele m ent de s c r ip t ion D is t a nc e - c m fre q uenc y TMU SMV 1 B 30 Pick up bun d le & p l ace in t a ble 66 0.004 2 B 13 O pen bun d le by r e le a s i ng b ow 63 0.003 8 3 P P 2H Pick up 1 p a rt w ith 2 hand & pos i t ion U nder f oot 30 76 0.045 6 4 A P2P A li g n 2 pa r t o r a d ju s t 15 60 0.036 5 S E W 1.282051 3 1.103551 9 1. 1 28 5 6500 60.57615 4 0.063 17 6 P P 2H P i ck up 1 p a rt w ith 2 hand & pos i t ion U nder f oot 30 76 0.045 6 7 A P2P A li g n 2 pa r t o r a d ju s t 15 60 0.036 8 S E W 1.2820513 1.1035519 1.1 28 17 5 6500 60.57615 4 0.036 3 9 T C 1 T Pick up s c iss o r &t rim re t u r n sc i ss o r 15 48 0.028 8 10 T C A C A ddi t ion a l c u t 15 24 0.014 4 1 1 E P 2 H E v acute p a rt w ith 2 ha n d 30 42 0.002 5 12 B 26 T ie b u nd l e w i th bow 356 0.021 4 13 E P 1 H E v acute p a rt w ith 1 ha n d 80 39 0.002 3 ope r a t i on False s l ee v e hem m achine F/L SMV 0.31

202. © D a f f odil I nt e rn a tio n a l Unive r si t y 71 T a r g e t / H r 10 % - 130 T a r g e t / D a y 10 % - 1036 T a r g e t / H r 8 % - 104 T ot a l a l l o w ed t i m e in TMU & M i n 1031.152 3 0.31 0pe r a t i on Slee v e j o in Mac h ine O L SMV 0.46

203. T a r g e t / D ay 8 % - 829 C o m ple t e me thod – Sle e ve join T otal a llow e d time in T M U & Min © D a f f odil I nt e rn a tio n a l Unive r si t y 72

204. © D a f f odil I nt e rn a tio n a l Unive r si t y 73

205. T a r g e t / H r 10 % - 216 T a r g e t / D ay 10 % - 1725 T a r g e t / H r 80 % - 173 T a r g e t / D ay 8 % - 1380 C o m ple t e me tho d - False j oin a t Btm © D a f f odil I nt e rn a tio n a l Unive r si t y 74 MST H SF CG C M FT ES A S P I R PM T i m e v a l ue Ele m e nt nu m be r code Ele m ent de s c r ip t ion D is t a nce in cm frq u e ncy TMU SMV 1 B 30 Pick up bun d le & p l ace in t a ble 66 0.003 96 2 B 13 O pen bun d le by r e le a s i ng b ow 63 0.003 78 3 P P 2 H Pick up 1 p a rt w ith 2 hand & pos i t ion U nder f oot 15 66 0.039 6 4 A P2 P A li g n 2 pa r ts or a d j u st 5 56 0.03 5 S E W 1.212121 2 1.108101 5 1. 1 36 17 4 5500 70.188 871 0.04 6 A P2 P A li g n 2 pa r ts or a d j u st 5 56 0.03 7 S E W 1.212121 2 1.108 1 1 15 1. 1 36 17 4 5500 70.188 871 0.04 8 T C 1 T Pick up s c iss o r &t rim re t u r n sc i ss o r 15 48 0.03 9 T C A C A ddi t ion a l c u t 30 2.9 0.001 74 10 E P 2 H E v acua t i o n p a rt w ith 2 ha n d 30 42 0.03 1 1 B 26 T ie b u nd l e w i th bow 356 0.021 36 12 E P 1 H E v acute p a rt w ith 1 ha n d 80 39 0.002 38 T ot a l a l l o w ed t i m e i n TMU & M i n 935.27 774 0.28 ope r a t i on False j o in a t B tm Mac h ine O .L SMV 0.28

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207. © D a f f odil I nt e rn a tio n a l Unive r si t y 76 T a r g e t / H r 10 % - 166 T a r g e t / D a y 10 % - 1327 T a r g e t / H r 8 % - 133 T a r g e t / D a y 8 % - 1062 C o m ple t e me tho d -c lose si d e s i de s e a m 2 MST HSF C G CM FT ESA S P I R P M T i m e v a l u e El e m e n t n u m b er c od e El e m e n t d escription Di s t a n ce in c m Fre q u e n c y T M U S M V 1 B 3 P ick u p b un d le & p lace in ta b l e 66 . 00 4 2 B 1 3 O p en b un d le b y relea s ing b o w 63 . 00 3 8 3 P P2H P ick u p 1 p a r t w i th 2 h a n d & po s ition un d er f oo t 30 76 . 00 4 5 6 4 A P 1 P Align 1 p a r t o r a d j u s t 5 39 . 02 3 4 5 MCTB B K tack s tart o f s e a m 35 . 02 1 6 P P2H P ick u p 1 p a r t w i th 2 h a n d & po s ition un d er f oo t 15 66 . 03 9 6 7 A P 1 P Align 1 p a r t o r a d j u s t 5 39 . 04 6 8 8 MCTE B K tack e n d o f s e a m 38 . 04 5 6 9 T C 1 T P ick u p s ci s s o r & tr i m re t u rn s cis s o r 15 48 . 02 8 8 10 E P1 H E v ac u te p a r t w i t h 1 h a n d 15 23 . 01 3 8 1 1 B 2 6 T ie b un d le w i t h b o w 356 . 02 1 4 12 E P1 H E v ac u te p a r t w i t h 1 h a n d 45 33 . 00 2 T o t a l a llo w ed ti m e i n T M U a nd M in 882 . 3 op e r ati o n C lo s e s ide s e a m 2 M/c OL SMV . 3

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209. T M U FO RM ULA: TMU = (MST x HSF x GT x CM) + 17 + P W h e re , MST ( minimum s e wing time ) = ST/CM (RPM x 0.0006) HS F (high sp ee d f a c t o r ) = ( 4 . 5 - MST ) 2 + 1 1 ST/CM = stitch p e r c e ntimet e r RPM = M a ximum r e volut i on ( stit c h p e r minute th a t c a n be pro d u ce d b y the m/ c ) 0.0006= F ac tor to c onv er t minute to TMU ‘ s G T = Guiding and T e nsioning 1 s ec= 27.8 T M U 1 minute = 1667 TMU 1 hou r = 100000 TMU © D a f f odil I nt e rn a tio n a l Unive r si t y 79

210. C oncl u s i on I ndustri a l engi n ee ring is an important a nd e ssential p a rt of a n y a pp a r e l indust r y . W e le a rn a ll the implem e ntations of t he proc e sses wh i c h w e h a ve studi e d the o r e ti ca l l y . I t gives us a n oppo r tuni t y to c omp a re t he theo r e ti ca l knowl e d g e with pr a c ti ca l f a c ts a nd thus d e v e lop o u r knowl e dge a nd skills. T h is proj e c t a lso gives us a n oppo r tuni t y to e n l a r g e our knowl e dge of textile a dministr a tion, prod uc tion planning , procur e ment s y stem , prod uc tion pro c e ss a nd ma c hine r ies a nd te a c h us to a djust with the indus t r i a l lif e .

211. © D a f f odil I nt e rn a tio n a l Unive r si t y 82 R efe r enc e s MA R T AN D T E L S AN G ― I ndus t ri a l En g in e e r ing a n d Prod u c t ion M ana g e m en t ‖. ww w . sou t h e a s t t e x t i l e. C om M. A . K as h em ― G a r m en t s & T echn o lo gy ‖ h t tp: / / en . w i ki p ed i a.o r g /w i ki/ T i m e _an d_ m o t i o n _ s t u d y h t tp: / /w w w . gp r ot ech n o lo g ies. c o m / s o l u t i o ns / a n h t t p : / /ww w .scribd. c o m / d o c / 2 72 5 9 2 4 / Tim e - M o ti o n-Stu d y al y si s / h t tp: / / e l y o n. c o m / gsd7a _ e . h tm h t tp: / /w w w . wo rk - s tu d y .i n f o / 2 1 2/ 1 / 1 /g ene r a l - s e w i n g-d a t a-gsd/ h t tp: / /w w w . m et h o d s t ech. c o m /G S D c o d es. h tm h t tp: / /w w w . m et h o d s t ech. c o m /G S D b en e fits. h t m h t tp: / /w w w . d p i n n ov a t i o ns. c o m / gsd_c. p h p h t tp: / /w w w . m et h o d s t ech. c o m /G S Dw h o uses. h t m

212. How work analysis improves productivity without the stress Fix the right work methods from the start.   Adequate work analysis, done early in process, takes out wasteful work motions, reduces WIP, optimizes machine usage, improves line planning decisions and equipment placement. Achieve higher ROI on training.   Good work study is critical but hard to measure. For example, skilled operators tend to have economical motion control in certain operations but inexperienced or poor performing operators incur more waste. Training and efficiency tends to improve quicker when new operators have a standard work method to measure up and learn from. More ways that work analysis improves production. Better pre-production process and time planning. Simplified work. Sewing operators can learn leaner methods better, faster. Get more predictable work methods. Lower WIP. Centralized repository of  best practice work methods.

213. Line lay out:  A line lay out operates on the principle that each unit is produced exactly the same and those operations are performed in a specified sequence. Work often flows from the back of the layout to the front and from workstation to work station until the garment is completed. Line layout is most efficient with long runs (high volume of identical products) when the sequence of operations and equipment does not have to be changed frequently [8]. Depending on the volume required, a plant may have several lines making the same style or several lines each making different styles. Line layout does not necessarily mean each m/c is different. Several operators and helpers may perform the same operation. The objective is steady work flow through succeeding operations. If a style requires only one operator to hem the pockets and three operators to set pockets in order to keep work in process moving smoothly, then engineers will build that into the layout. Advantages of line layout may be less work in process than a skill center configuration and less handling between operations. This means faster throughput time and less buildup of parts between operations with high quality. Disadvantages of a line layout include potential bottlenecks (work buildup) and work load imbalance. Each operation depends on the previous one, and downtime, absenteeism, and slow operators may interrupt the workflow. To counteract these problems, some operators may need to cross-trained to perform more than one operation, and substitute machines must be readily available for immediate replacement if equipment breaks down. New trainees may be expected to meet production standards before being placed in a line position. Failure to meet production schedules for whatever reason may create a need to reroute work, shift personnel, or schedule to avoid further days [5, 6]. The managerial requirements of operation design in the PBU relate to the need for operators to be highly trained on the specific tasks that form the sequence of operations in the assembly of a particular garment style, and for the flow of work through these operators to be tightly controlled and well balanced.

214. Progressive bundle system : The Progressive bundle system gets its name from the bundles of garment parts that are moved sequentially from operation to operation. This system often referred to as the traditional production system, has widely used by apparel manufacturers for several decades and still is used today. The technical advisory committee of AAMA (1993) reports that 80% of apparel manufacturers use bundle system. The committee also predicts that use of bundle systems would decrease as firms seeks more flexibility in their production systems. A progressive bundle system may require a high volume of work in process because of the number of units in the bundles and the large buffer of backup work that is needed to ensure a continuous workflow for all operators [6]. The Progressive bundle system is driven by cost efficiency for individual operations. Operators perform the same operation on a continuing basis, which allows them to increase their speed and productivity. Operators who are compensated by piece rates become extremely efficient at one operation and may not be willing to learn a new operation because it reduces their efficiency and earnings. Individual operators that work in a progressive bundle system are independent of other operators and the final product [6].

215. Time Study:  At ANSI in 1982 Institute of Industrial Engineers state time study as, "A work measurement technique consisting of careful time measurement of the task with a time measuring instrument, adjusted for any observed variance from normal effort or pace and to allow adequate time for such items as foreign elements, unavoidable or machine delays, rest to overcome fatigue, and personal needs.” Time study is most popular and used method for line balancing and solving bottlenecks. One problem of time study is the Hawthorne Effect where it is found that employees change their behavior when they know that their being measured [14].

216. Cycle time:  Total time taken to do all works to complete one operation, i.e. time from pick up part of first piece to next pick up of the next piece [11, 12].

217. SAM (Standard allowed minute):  The amount of time required to complete a specific job or operation under existing condition, using the specified & standard method at a standard pace when there is plenty of repetitive work [9]. Standard time = (Average observed time X Rating %) + Allowance%.

218. Allowance:  Different types of allowances are allowed in apparel production floor. Such as personal time allowance, Delay allowances, Fatigue allowances etc.

219. Balance:  Balance is an important factor. In traditional performance measurement approach, the most important goals of evaluation is performance measurement while modern approach has focused on evaluated growth and development capacity [2]. Peter Drucker in 1954 argued that one potential solution was to introduce ‘’balanced’’ sets of measures [3, 10]. Market standings, innovation, productivity, physical and financial resources, profitability, manager performance and development, worker performance and attitude, and public responsibility are appropriate performance criteria [1]. Modern evaluation system results in satisfaction improvement, efficiency improvement, and finally improvement in effectiveness of organizational activities [3].

220. Bottleneck: A constraint for smooth flow of operation, limits the flow of production rate, productivity, efficiency is usually termed as bottleneck.