This project report on "Production Line Balancing for Productivity Improvement in Garment Manufacturing" is prepared by MD: Dulal Rahman TEX Jomor Aktar TEX Palash chandra Das TEX has been accepted and meets the requirements for Bachelor of Science degree in Textile Engineering. He has deep knowledge and curiosity in the field of textile clothing and finishing, so he impresses us to carry out this project work. In this project work, the productivity is improved after balancing and the efficiency and productivity are shown in the results section.
LINE BALANCING IN APPAREL PRODUCTION
OBJECTIVES OF LINE BALANCING
IMPORTANCE OF LINE BALANCING
EXAMPLE OF LINE BALANCING
LIMITATIONS OF LINE BALANCING
ROLE OF INDUSTRIAL ENGINEER IN GARMENT INDUSTRY
Employee respect will depend on how an executive/supervisor acts as a leader and uses his/her authority to benefit all employees in his/her department.
OBLIGATIONS OF AN EXECUTIVE
DAILY ACTIVITIES OF AN EXECUTIVE
DURING THE DAY
CONCEPT OF IE
LINE BALANCING
- NEEDS FOR LINE BALANCING
- GOALS FOR BALANCING
Balancing is the technique of maintaining the same level of inventory in each and every operation at any given time in order to meet the production target and produce garments of acceptable quality. The job of the work study office is to provide management with information that helps the plant run efficiently and productively, and part of that information is a process known as line balancing. Line balancing is critical to efficient line operation. The goal of the process is to balance the workload of each operation to ensure that work flows smoothly, that bottlenecks do not occur, and that operators are able to work at peak capacity throughout the day.
This process is designed to minimize wait time, or in fact, eliminate wait time completely with the help of work-in-progress. But there will still be a difference in standard time, leading to work in progress. That's why we try to make the flow through each operation as similar as possible.
From time to time I check how things are going and then adjust to even out the flow again.
RULES FOR BALANCING
PROCESS TO BALANCE THE TIME
POINTS TO BE NOTED WHEN MAKING BALANCING
BALANCED PRODUCTION SYSTEM
METHOD TO KEEP ALL OPERATIONS PRODUCING AT THE SAME RATE
PROCESS TO START BALANCING THE PRODUCTION LINE
REASONS TO BALANCE THE LINE
STEPS TO BALANCE THE LINE
- Opening the Line
- Operating The Line
CALCULATION OF LABOR REQUIREMENT
There are two methods which can be used to set up a line
Operation breakdown
Addition information required for calculation
Initial balance
LINE IMBALANCE
In operating the line, the supervisor will be concerned with rectifying any switch problems that occur during the day; for even with the most carefully planned style and the best organized production space, it is impossible to balance production between operator and operator. Due to factors such as machine breakdown, absenteeism, varying levels of performance among operators, the supervisor must constantly reassess the balance between. An experienced supervisor will know there is a problem based on variances in work-in-progress rates; however, there are certain factors that the supervisor can consider to help balance the line.
BALANCE CONTROL
Supervisors must learn that the amount of work waiting for each operation will increase or decrease over time, and plan when to take appropriate action. The regulator must consider the minimum and maximum number of bundles to be present in each operation, and what action to take if the level falls or rises.
USE OF THE DAILY PRODUCTION SHEET IN LINE BALANCING
EFFICIENCY
CYCLE CHECKS
LOST TIME
BALANCING TOOLS
- Balancing matrix
- Operation-wise hourly production monitoring report
- Bi-hourly production board
- Daily line inventory report
- Advantages
- Disadvantages
Since the above points cannot be checked by the operator, the time spent is deducted from the operator's present minutes. This is vital information to hold bi-hourly meetings with all department staff to ensure the line is in balance. The daily line inventory report provides the overall performance of the line for the day.
The feed and production details give the inventory remaining on the line for each section and also the efficiency of the recorded sections. There are advantages of the package system, they are given below to better understand the production line. All levels of workers i.e. unskilled, skilled, semi-skilled workers are involved in this system where operations are divided into small simple operations.
Due to the buffer, the collapse, absence, balancing of line, change of style can be managed easily. The disadvantages [9] of the progressive beam system must also be kept in mind before line balancing so these are given below in the simplest way. Proper planning is required for each batch and for each style, which takes a lot of time.
Ship operators and utility operators are needed in each group to balance the line effectively. Our balancing is performed in this type of production system.
STANDARD ALLOWED MINUTE (SAM)
WAYS TO DETERMINE THE STANDARD TIME
STOP-WATCH MEASUREMENTS
- Cautions on measurements by stopwatch
- Other time measurement considerations
- Number of measurements
- Record working conditions
- Calculating and organizing time measurements
The number of measurements will vary with the purpose for which the results are to be used. In order to define the standard time or to improve work methods, measurements should in principle be taken ten times (five or more times for repetitive tasks performed in a steady rhythm). Work movements and working time are obtained as results of different working conditions, and can therefore be used as a reference for similar jobs and component tasks.
In this case, it is important to record the time measurements so that others can understand the conditions under which the readings were obtained. Calculating and organizing the calculated data is very essential in line balancing, so this must be accurately described and understood in order to properly balance lines and maintain the condition of the scale. When the time measurements are complete, write down the time for each component task in the lower measurement line with a red pencil.
In the average column of the time sheet, recording the average decimal point times the tone. Total times in the component task averages column and log in the total column. For short repetitive operations requiring 23 s each, such as chain stitch and pile thread cutting operations, divide the measured time by the number of operations per garment to obtain the time per garment and record this figure in the column of current time.
It is necessary to periodically reassess the standard time to accurately reflect current working conditions as workplace improvements and the introduction of new equipment rationalize work procedures.
ALLOWANCES
- Reason to add allowances to the basic time
- Machine allowances
- Relaxation allowance
- Personal need allowance
- Fatigue allowance
- Interference allowance
- Contingency allowance
- Special allowance
Standard time is achieved by adding some increments to base time. Relaxation and fatigue allowances are provided to give the operator an opportunity to recover from the effort of performing his/her work and to attend to personal needs. Relaxation and fatigue compensation is provided for each operation. Recommended allowances for personal and fatigue allowances in the tailoring trade are set at 11%.
Relaxation allowance is an addition to the basic time to allow the worker to recover from the physiological and psychological effects of performing specified work under specified conditions and to take into account personal needs. The amount of this allowance depends on the nature of the job and includes the following two categories. It provides for the necessity of going away from the workplace to meet personal needs, such as washing, going to the toilet, getting a drink, etc.
These are allowed for activities that are not normally part of the operating cycle but are essential to the satisfactory performance of the job. To find the standard allowable minute value, the process capacity is calculated, in addition to what we have calculated the target, standard capacity, theoretical manpower, labor productivity and line efficiency. The line is balanced by considering the blocking and balancing process where the balancing process allocated the excess time after standard production to the blocking process.
In the results section, a line chart is provided to show the benchmark and actual capacity along with the revised capacity to visualize the improvement in line productivity. Finally, a proposed production work sharing plan is provided in comparison to the benchmark and balanced capacity.
Equations to balance the production line
Balancing the line
The process capacity of each workstation is shown in Table 4.1 where the standard minute value is calculated by taking the average cycle time for each process and taking allowances into account. The observation before line balancing is reflected as labor productivity is 48, line efficiency is 56%.
Balancing Process to equalize the bottleneck process
Bottleneck processes
We found some deviations in process performance relative to the reference target and a lower performance relative to the reference target is a bottleneck process as the production stream would stop at the bottleneck point. By comparing the total performance of each process against the 90% benchmark, we identified a bottleneck process called Side Seam with Care Label Attachment, Body Edge. All production was blocked at these seven workstations and a large amount of work in process (WIP) was stuck in this bottleneck.
Balancing Processes
Matching the front, trimming and pairing, and matching the sleeves to the body was done by a seamstress' assistant. 12, were processed for 55 minutes per hour in the first process, with a capacity of 240 pieces, and then processed in process no. 1 and 13 for the last 5 minutes to make an additional 10 pieces for a total capacity of 212 pieces in process no.
RESULT AND DISSCUSSION
The result would have been more effective if we had ordered a large quantity and the process balancing is highly related to the type of machines as the machine used in the bottlenecking and balancing process should be similar. Further improvements in productivity can be achieved by minimizing a large number of orders. The proposed model has been followed, the logic of the modular system: one worker works more than two processes and the traditional system: one worker works in one process, and all workers who are skilled or do not complete their work in bundle stream production, both together, where only a modular production system can be applicable with a range of skilled workers to achieve greater productivity.
On this occasion, skilled workers are eligible for the production processes and proper training and supervision is essential to achieve the optimal improvements on productivity and efficiency. As shown in the table and in the figures, the productivity is increased by job division production line balancing method in garment manufacturing.
