I am just writing to let you know that this report is entitled: “Productivity analysis of the sewing section in ready-made garments production through the application of IP studies.” has. Productivity Analysis of Sewing Section in Ready Made Garment Production by Applying IE Studies” is original work by us, has not been presented for a degree from any other university and all sources of material used for this thesis are duly acknowledged. Abdullah Al Mamun, Associate Professor, Department of Textile Engineering, Faculty of Engineering, Daffodil International University, deserves our thanks.
We are also grateful to every faculty member, registrar, coordinator and staff member of Daffodil International University. The productivity of the sewing department has a direct influence on their annual income and the chances of getting orders. This project deals with “Productivity Analysis of Sewing Line of Readymade Garment Industry by Applying IE Studies.
But only the IE team works to increase the productivity of a sewing section by implementing new processes, techniques and methods. In this project we have shown the increasing productivity mark for a specific sewing line in a sewing section. We have applied some IE studies like time study, production study, find bottleneck process, motion study etc.
From day 1 to day 2, production was very low, and average cycle time and bottleneck capacity were very low.
INTRODUCTION
- Objectives of the Analysis
- Aim of the Analysis
- Background of IE Studies
- Limitations of IE Studies
But they need a proper guideline to achieve the highest efficiency through proper utilization of man, machine and material. This is why they do not believe that the work can also be done in different ways. Some times to find out the NPT, IE needs to take sign of different types of sections.
LITERATURE REVIEW
- Productivity
- Layout
- Line Balancing
- Time Study
- Production Study
- Bottleneck Process
- Motion Study
- Basic Motions
- Principles of Motion Economy
- Method Improvement
- Over Capacity
The movements of the two hands must be balanced, and the two hands must begin and end their movements simultaneously. The hands must do productive work and should not be idle at the same time except during periods of rest. Movements of the hands must be made in opposite and symmetrical directions and at the same time.
The work must be organized in such a way that it can be performed in an easy and natural rhythm. Momentum and ballistic movements should be used whenever possible to reduce muscular effort. Bins or other devices should be used to deliver the materials close to the point of use.
The workplace must be designed to ensure adequate lighting, proper workplace height and provision for alternative standing and sitting by the operator. Whenever possible, sticks, fixtures or other mechanical devices should be used to relieve the hands of unnecessary work.
METHODOLOGY & EXPERIMENTAL WORKS
Introduction of Item
BOL (Bill of Operation List)
Paper Layout of the Item
Target of The Line
Time Study of the Item
Day by day it has grown by improving the capacity of workers and implementing different types of methods.
Day 1 - Production
- Summary of Day 1
- LBR of Day 1
The average BNP cycle time is 738 seconds. The total capacity of BNP is 12 pieces/hour. Total MP = 34.
Day 2 - Production
- Summary of Day 2
- LBR of Day 2
- What Have We Did?
Average cycle time of GDP is 716 seconds Total Capacity of GDP is 13 pcs/hour Total MP = 34. The bottleneck process, "Connect collar to body" was the most critical process in this line. According to rule we cannot break the rules, then we tried to increase the capacity of the operators by improving some movements.
First we noticed one operator, Shirina; No. cards: L622562 and noticed that the cycle time of this process is too high due to the use of some redundant moves that are not necessary to complete the process. We then decided to do a study of this operator's production to identify problems, productive and non-productive time. But before starting the production study, we tried to improve the process by removing some of the redundant movements made by the operator during the operation.
It took her too much time to attach the gum tap in pattern on both sides. We told her not to attach the gum tap on both sides for every two body parts. After removing these excess movements, we created a production study of that operator for that specific process.
Here, if we look at the production study sheet, we can see that the operator is taken. After improving the motions of the process of that operator, we did another production study of that operator for 30 minutes. Although the difference between before and after study is not too big, but if we compare with the previous day situation, we can understand that the improvement of that process is good.
Day 3 - Production
- Summary of Day 3
- LBR of Day 3
Average cycle time of BNP is 460 seconds Total capacity of BNP is 21 pieces/hour MP Total = 34.
Day 4 - Production
- Summary of Day 4
- LBR of Day 4
Average cycle time for BNP is 83 seconds. Total capacity of BNP is 37 units/hour Total MP = 35.
Day 5 - Production
- Summary of Day 5
- LBR of Day 5
Average cycle time of BNP is 80 seconds Total capacity of BNP is 38 pieces/hour Total MP = 35. Here, we observed that, it is not possible to achieve the target efficiency with only 1 manpower in the blocking process which is "Top Stitch on the Neck".
Day 6 - Production
- Summary of Day 6
- LBR of Day 6
Day 7 - Production
- Summary of Day 7
- LBR of Day 7
RESULT & DISCUSSION
- Comparison of Day to Day Production & Efficiency
- Improvement & Replacement of Bottleneck Process
- Bottleneck Process Scenario
- Comparison of Daily LBR% & Efficiency
Day by day it improves and by improving the capacity of labor it also replaces. After improving the capacity of this process by adding extra manpower and removing their excess movements, we got another bottleneck process namely "Top Stitch at Neck Join". If we see the details of the bottleneck process for each observation day, we will be able to analyze the real situation of that sewing line.
But if one process provides the lowest output, then the output will obviously be low because of this bottleneck. Therefore, the capacity of the bottleneck process is called the capacity of the line, and the most important task of IE is to increase the capacity of the bottleneck process and balance the line. For the first 3 days, the bottleneck procedure was “Connect the collar to the body”, and for the last 4 days, it was.
As we mentioned in "Day 2 of Chapter 3", the average cycle time of the bottleneck process on the first 2 days was too high and the capacity was very low. After removing those unnecessary movements, the average cycle time of that process was increased and in Day-3 it was 460 seconds, where in the previous it was 738 and 716 seconds respectively. The capacity increased so much and on the 4th day we got a new bottleneck process which is "Top Stitch at Neck Join".
So, for 6 days, there were 2 workers for this process and their capacity was 61 pieces in the combine. That means, if we put in the right effort, we can achieve that label of efficiency. If we compare the graphical view of the two in one chart, it will be easier to understand the difference between LBR% and Efficiency.
But if we take the step to improve all of them during the layout, then the production will be much better from the 1st day of layout. So, if IE can do this during layout, the line capacity, production and efficiency will definitely increase from the 1st day of the layout. Increase the efficiency and productivity of sewing department by improving poor performing operator using eight waste of lean methodology.
