Report On BGMEA INISTITUTE OF FASHION And TECHONOLOGY
INTRODUCTION For any technical education, practical experience has almost equal importance in association with the theoretical knowledge. By means of practical knowledge it is possible for the students to apply theoretical knowledge. The industrial training course is engineered in such a way that it enhances understanding power, skillness of the performer. It helps the students to be familiar with technical matters, various stages of the production and modern machinery used in the production. It also provides clear conception about management system, work study, efficiency, production planning and control, cost analysis, inventory management, procurement, utilities, their operation techniques and maintenances of machinery. It is true that the above mentioned matters cannot be achieved successfully only with theoretical knowledge. This is why it should be accomplished with practical knowledge in which it is based on. This makes the students familiar with industrial environment which ultimately courage them, and makes self-confident as well. Three months long industrial training made hard worker, innovative and enthusiastic and very punctual. Realize that will be able to work in the industry adopting the environment. Report tried best to prepare this report in the partial fulfillment of the requirements of the degree of Bachelor in Textile Engineering. Despite my best effort to ensure the accuracy, some mistakes or errors may still remain in the report. All types of suggestions for the improvement of future career from teachers and students would be taken with humble courtesy. FACTORY PROFILE Introduction: MBM Group, based in Bangladesh, is a group of Industries with sustained goodwill and expertise in exports oriented ready-made garment manufacturing. Product: All types of Woven Tops and Bottom.
Key Specialty: Denim Apparels with all types of Special Washes. Daily Capacity: MBM’s daily production capacity is approximately 16,000- 18,000 pcs, depending on the style. Product : All Types of Woven Tops & Bottoms Total Employee: 6,000 persons, Male 28%, Female 72%, 2007Annual Turnover: USD 41.52 Million Partner Factories Cutting Edge Garments Ltd Company Information: MBM is a private limited company specialized in making woven apparels. Owner is Mr. Mahmudur Rahman. Established in 1983 . Has work force of over 2300 2003 Turnover: US$ 22 million. Monthly Capacity: 442,000 pcs. Company registration G10384/278 of 1982-83 dated 14th Dec 1982 Factory Details : Production area :95000 sq. ft Total Sewing Lines 10 2003 production : 315,000 dz Products : all kind of woven products Number of Machines : 900 Lead-time : 90-100 days Work force : 2300 + Male/ Female ratio : 45/55
Workers Benefit
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Efficiency Bonus
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Performance Bonus
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Yearly Performance Bonus
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Two Festival Bonus
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Free Lunch
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Clean and Hygienic work Environment
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Locker for Every Employee
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Purified Drinking water (WTP)
Health and Safety
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In house Clinic with six beds
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First Aid Boxes
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Free Personal Protective Equipments
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Clean, Hygienic and Modern Toilet and Wash Facilities
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Fire Exit, Fire Hydrant, Fire Extinguisher, Automatic Fire Control Panel with smoke detection facilities
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Bus-bar Electric System
The Factory is certified
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ISO 9001:2000 (Quality Management System)
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ISO 14001( Environment Management System)
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WRAP (Worldwide Responsible Apparel Production)
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C–TPAT (Customs-Trade Partnership Against Terrorism)
History of RMG industry of Bangladesh The history of the Readymade Garments Sector in Bangladesh is a fairly recent one. Nonetheless it is a rich and varied tale. The recent struggle to realize Workers' Rights adds an important episode to the story. Below, we present a detailed narration of the evolution of the RMG sector from its humble origins to the present day.
1. INTRODUCTION The shift from a rural, agrarian economy to an urban, industrial economy is integral to the process of economic development (Kaldor, 1966, 1967). Although policymakers in the least developed countries (LDCs) have, at various times, attempted to make agriculture the primary engine of economic growth
and employment generation, this approach has not worked, not least because of the contributions of the Green Revolution, which has had the dual effect of increasing agricultural productivity in the LDCs and displacing the rural labour force at the same time. Led by the example of the East Asian economies, most LDCs now accept the need for greater industrialization as the fastest path to economic growth. In particular, countries such as Japan, Taiwan and South Korea have demonstrated that an export-oriented industrial strategy can not only raise per capita income and living standards in a relatively short time; it can also play a vital role in modernizing the economy and integrating it with the global economic system. Bangladesh, one of the archetypal LDCs, has also been following the same route for the last 25 years. Once derided as a “basket-case” by Henry Kissinger (The Economist, 1996), the country stumbled across an economic opportunity in the late 1970s. New rules had come to govern the international trade in textiles and apparel, allowing low-cost suppliers to gain a foothold in American and European markets. Assisted by foreign partners, and largely unaided by the government, entrepreneurs seized the opportunity and exploited it to the fullest. Over a period of 25 years, the garments export sector has grown into a $6 billion industry that employs over a million people. In the process, it has boosted the overall economic growth of the country and raised the viability of other export-oriented sectors.
This essay analyzes the processes by which global trading rules came to help out a poor country like Bangladesh. It demonstrates the impact of the rule changes on the garments sector, and the response of the sector to multiple challenges and obstacles. It also discusses what steps Bangladesh should take in order to deal with the full liberalization of the international garments trade, which occurred in January 2005 and which could potentially threaten the country’s growth prospects. Finally, it details some of the recent developments that have occurred since liberalization took effect.
1.1 OVERVIEW OF THE BANGLADESHI ECONOMY Bangladesh is a tropical country in South Asia that is situated in the delta of two major rivers that flow down from the Himalayas (the Ganges and the Jamuna). The country’s land surface is therefore largely composed of alluvial silt, rendering the soil highly fertile. Historically, this has made Bangladesh an agricultural nation; although agriculture contributes only about a fifth of the national GDP, it employs three-fifths of the labour force (ADB, 2005). Bangladesh has an estimated population of 140 million (circa 2005), living in an area of about 55,000 square miles. It thus has the unwanted distinction of being the world’s most densely populated country, and this overpopulation is at the root of many of Bangladesh’s socioeconomic problems. However, the population is largely homogeneous in terms of ethnicity, language, and religion, and this provides a valuable element of national cohesion.
In spite of numerous constraints, the economy has been on a steady growth path for the last 15 years, mainly due to private sector dynamism. The constraints include pervasive political instability and violence, endemic corruption and disregard for the law, frequent natural disasters, inefficient stateowned enterprises that are hotbeds of trade unionism, lack of political will to carry through necessary economic reform, inadequate infrastructure at all levels (power generation, roads and highways, port facilities), etc. Nevertheless, the economy has proved to be resilient. Since 1990, it has grown at an average rate of 5% per year. The Asian Development Bank projects that real GDP growth will increase to 6% in 2006 and 2007 (ADB, 2005). Bangladesh’s total GDP stood at $275 billion in 2004, and per capita GDP was $2,000 (adjusted for purchasing power). The table below lists some key macroeconomic indicators for the period 2004-2006:
Sectorally, services constitute the largest portion of GDP with 51.7%. Industry accounts for 27.1% and agriculture 21.2%. However, the distribution of the labour force is reversed, with most people still working in agriculture (61%), followed by services (27%) and finally industry (12%). This imbalance between output and employment is indicative of a large amount of “disguised� unemployment and underemployment. Unemployment (including underemployment) is estimated to be about 40%. The poverty rate, as of 2004, is about 45%. As shown by the above table, merchandise exports have been growing strongly in recent years and this trend is set to continue. While imports also exhibit strong growth, it should be noted that the bulk of imports consists of inputs into the production process, e.g. machinery and equipment, fuel and petroleum products, chemicals, iron and steel, cement, fabric and accessories (for garments
production), etc. The breakdown of various exports by sector is given in the table overleaf (Bangladesh Bank, 2005). The figures are for the 2003-2004 fiscal year.
As can be seen from Table 2, garments and textile items are the dominant export product, accounting for 77% of the country’s total export receipts. This is a relatively new phenomenon. For centuries, the chief export of the Bengal economy was jute, a natural fibre which is used in making carpets, sacks and hessian, but whose economic value went into precipitous decline after the advent of plastic bags and synthetic packaging material in and 1970s. How the garments sector claimed the position of top export earner in the years since is discussed. PLANNING DEPARTMENT A decision of future quantity to produce. This is based on orders from the customer, production capacities, often a demand forecast, and diverse inventory level in the supply chains. Departmental Objectives
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Provide a challengeable and efficient Plan to the Business and the driving force of the business.
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Take the control of the supply chain of the Business.
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Minimize cost of Failures (COF) such as A/F, Line idling, Efficiency drops.
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All ways align the thinking to the financial goals of the organization.
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Be a roll model division for the other departments of the organization.
Departmental KPI’s
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Meeting every year financial budget of the business.
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On time performance (OTP) – On time Delivery Hit Rate.
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A/F bellow 2%.
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Line Idling bellow 1% due any reason.
Role of the Head of the Planning
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Responsible for the entire Planning & controlling function.
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Analysis of Sales projection given by the Business team and based on which planning and forecasting future capacity requirements for the entire cluster.
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Order allocation to each manufacturing unites based on such criteria, minimizing cost of production, product specialization & standardizing with an emphasis on limiting factors such as customer turn around time, manufacturing capabilities, Customer compliance etc.
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Liaise with the Business team and Review the current and the future capacity requirements on weekly basis.
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Conduct the merchandizing & Weekly basis T/A MEETING.
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Presenting reports to M.D and Share Holders Capacity & Sales on weekly, monthly, Quarterly Loaded profitability analysis. Failure Analysis Reports, on time deliver Performance etc. Critical path Achievements and failure rates.
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Negotiating deliveries with Manufacturing facilities and the Business team.
Role of the Plant Planner
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Planning & scheduling orders into sewing modules to optimize the capacity at a standard ladder agreed when budgeting was finalized and ensure that the deliveries are met.
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Give a three months plan to the operation team with all confirmed orders.
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Scheduling projections in order to estimate the capacity status and if any over book or under book situation need to have inform to the Head of the planning.
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Update the plan on weekly basis together with Operations team (PD) and the operations planner & highlight issues if any, to respective parties immediately.
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Monitor the production and ensure that the deliveries are met.
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Monitor the T/A with operations planner such as material IH dates, Sampling approvals date, etc. if any significant variance need to be discussed with the respective people.
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Prepare the capacity report on weekly basis with reasons for significant changes.
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Ensure to plan the budgeted plant capacity( std Hrs) for each month, if any negative variance need to discuss with the Production director and see how to improve the planned hrs by inflating the standard ladder for possible styles.
Role of the operations Planner
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Prepare the Time and Action plan based on the sewing plan prepared by the factory planner on weekly basis and make sure the given time lines are met for each and every activity’ If not address to the respective parties and get it the job done. This needs to be monitored from the raw materials IH dates up to the final shipment. This has to be done on daily basis is any significant variances, need to brought up to the Plant planner. Based on the gravity of the problem which need to be brought up to the planning head.
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Evaluate Performance on critical activities
on weekly, monthly basis and quarterly by
customer, department and presenting report on weekly basis to department head.
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Closely monitor the production against the plan on daily basis and address any significant deviations to the Plant planner & Head of the Planning.
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Prepare the sales plan for each Plants on weekly, monthly and quarterly.
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Daily monitor the deliveries against the sales plan and highlights to Plant Planner and the department head if any variances.
Data Analyst
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Prepare PTP report on weekly basis and analyze performance on individual teams, Factory on monthly basis.
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Prepare a daily production report from cut to pack.
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Prepare soled hrs, CM report and FOB.
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Prepare Daily, weekly, and monthly loaded CM and Sales on each month.
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Analysis the division vise profitability on each month based on the loading Plan and sales plan.
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Report consolidations.
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Measure on time delivery performance.
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New developments and programs for Reports.
STORE & INVENTORY Inventory systems for raw materials: The types of inventory carried in this Industry are as follows: Fabric storage: Supplied Grey fabrics are first subjected to the 4 point inspection system and fabric allowance point is 20 per 100 yards. only those goods are stored here which are passed from the quality control department. And defected fabric are back to the supplier. The types of fabric defect are check in 4 point inspection system.
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Oil spot
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Missing yarn
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Dye defect
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Hole
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Color yarn
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Drop pick
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Net
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Knot
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Broken yarn
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Slub yarn
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Color shading
Accessories: Before sending the goods to the final destiny packaging materials are necessary. These materials are needed to be purchased or ordered earlier. Therefore, they should also be stored in suitable condition. Accessories are purchased from local market .Accessories are subjected to the 100% check. Finished goods: Finished goods are also necessary to be stored. The goods which are better in quality and can be sent to the final destiny are stored first. Besides these, the goods which are bad in quality or rejected from the quality control department stored for selling as wastage. SAMPLE & PATTERN Photo Sample:
Samples are made with color and material to be worn by the models on the event of Shooting for catalog. Approval Sample: In any discrete period of time, whenever it required and revision in the sample, a new sample is made (sometimes mock-up is workable too) as per new specification. It is sent to buyer for his approval of the conformity that the revision is done correctly. Size Set: Consists of one piece from each size color combination. Pre-production Sample: When materials for bulk production arrive, then the factory makes a sample with the actual material and sends it to the customer. Production Sample: It is a reference to the buyer that the bulk is being produced as per specifications. Buyer wants to be assured that correct material is sourced and Line Workmanship conformed to the quality level.
Shipping Sample: A sample is kept from every pre-shipping inspection to be referred, if required after the order has been delivered. Usually for any disputes (e.g. claim) shipping sample is important. Sequence of Sampling:
Salse Sample Photo Sample
P.P Sample
Fit sample
Size Set Garments test Approved Sample
Production Sample
Shipping Sample
Patterns: The parts which are equal and same as every parts of a garment are made with flat, hard board paper are called patterns. Patterns are made for every different parts of garment. In other words, patterns are representative forms of the individual parts of a garment.
Objects of pattern:
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To develop a set of patterns or templates.
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To produce a specific shape and quality of garments according to buyer demand.
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To minimize wastages and cost of garments.
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To make a large amount of production at a time.
Block pattern: Block pattern are the main / basic patterns which are constructed with definite and standard measurement f a body but they do not develop design or style or extra attractiveness. Patterns are made for male, female, adult, tall, etc group on the basis average measurement. Individual block patters are also made for child and body. Block patterns can be developed in flat method and modeling method. Block patterns can be constructed by computer aided pattern and patter. In practice the development of a new collection is usually effected by appropriate modification of existing, stock design and copying. In the case of computer, the construction of pattern is easier fetter than in the case of manual system. Working pattern: The pattern which are made by adding allowances (sewing allowance, trimming allowance, centre front line, centre back line, button hole, button attaching position, dart and pleat) to the patterns those are made by flat or modeling method, i.c., block patterns. Sometimes it is called garments pattern. Allowances: The allowances which are considered garments manufacturing technology -
Grading:
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Sewing allowance
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Trimming allowance
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Centre front line
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Centre front line
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Button hole
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Button attaching position
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Dart or pleat
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Garments loose / comforted.
Grading is an important term in garments manufacturing which means step wise increasing or decreasing the master patterns. It can be done by either manually or by computer. In case of computer system, grading takes short time and gives accurate shape of a pattern than in the case of manual. Two types of grading are generally done in industry –
1. Half part grading – In the increasing is done in every sides of a pattern, then it called half part grading.
2. ¼ th part grading – If the grading acquires increasing or decreasing in any two sides of a pattern, then it is called ¼ th part grading.
PATTERN
CUTTING M/C
SEWING MARKER, SPREADING & CUTTING Production sequence of spreading and cutting Received Finished Fabric
Receive d Pattern
Inspect ion Marker making with the aid of CAD
Spreading (Manual or Spreading m/c)
Cutting Sorting and Numbering Inspect ion Pieces sent to Sewing
Marker:
Marker is a thin paper which contains all the pattern pieces of a garment. It is made just before cutting and its purpose is to minimize the wastages. The width of a marker is equal to the width of the fabric and it should not be greater than the width of the fabric i.e. the width of the marker is kept less than or equal to the width of the Fabric. The pattern pieces should be placed very carefully in such a way that it will obviously minimize wastages.
Objects of marker making:
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To reduce cost;
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To improve the quality of the garments;
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To reduce the cutting time;
Marker Efficiency: The ratio between the total areas of the pattern pieces to the total area of the maker paper is technically termed as Marker Efficiency. It is expressed in percentage. If it is denoted by the symbol ή then – Marker Efficiency (ή) = (Total areas of the pattern pieces/Total area of the Marker paper) * 100 The factors which influence the Marker Efficiency –
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Manufacturers of the marker;
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Size of pattern pieces;
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Length of the marker;
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Pattern Engineering;
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Nature of the fabric;
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Method of marker making;
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Marker width;
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Kinds or design of garments.
Constraint of Marker making: The hinders of marker making are – Grain Line: Grain line is a more effective constraint of marker making. Because of grain line sometimes it is tough to place the pattern pieces on to the marker, even though it is possible the wastage become higher. Design of Garments: Sometimes the designs and repeats of the fabric are regarded as constraints of marker making. The patterns may miss the designs or may overlap the designs. Nature of the Fabric: Nature of the fabric may sometimes be regarded as a constraint of marker making. Nature of the fabric includes symmetric and asymmetric. Cutting Accuracy: Accurate cutting may be one of the constraints of marker making. Production Planning: Production planning includes rate of production, types of garments, sizes of garments, etc. Fabric wastages inside and outside of the marker: INSIDE WASTAGE: That wastage that is obtained from the inter-spaces of the pattern pieces in the marker paper. It depends on the efficiency of the marker maker and on the size of the patterns as well. OUTSIDE WASTAGE: Besides the inside wastages, some fabric is wasted outside of the marker – Ends of the ply losses: Generally each ply of the fabric losses up to 4 cm at both sides (Two sides * 2 cm). End of fabric losses: The length of fabric may sometimes not cover the ply, it may finish its end at less than 5 yards (cut piece). This piece of fabric goes through wastage and is called end of fabric losses. Selvedge losses: Generally selvedge losses are 2% to 3%.
Purchase losses: Sometimes losses may arise from purchase. Wrong consumption calculation may cause huge wastage. Fabric cutting: To cut out pattern pieces of garment components as per exact dimension of the patterns from a fabric lay is called fabric cutting. It is totally different from general cutting in which exact dimension is not taken into account. The term fabric cutting is only applicable for garments manufacturing technology. Requirements for fabric cutting: The following points must be fulfilled in fabric cuttingPrecision of fabric cutting: Fabric cutting should be done accurately as per exact dimension of the pattern pieces in the marker. Accurate cutting depends on methods of cutting and marker planning. If manual cutting method is used, then cutting accuracy depends on sharpness of knife, skill ness of operator, and attentiveness of operator. Computer controlled cutting and die cutting have their self cutting accuracy. Infused edge: During fabric cutting, the friction between the fabric and the blade produces temperature in the blade; the temperature may be up to 300 0C. If the fabric contains synthetic fibres, e.g. nylon, polyester, acrylic or their blends, then fused edge may result in the fabric. As because most of those fibres melt at around 2500C. Therefore, sticking of cut edge of fabric will increase the fabric wastage. Moreover, the fused edge after cooling will form hard bid, which will be problem of irritation during use of garments. To avoid the problem of fused edge formation, the following steps may be taken-
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Reduce the height of the lay;
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Reduce the cutting speed;
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Use anti-fusion paper in the lay at regular interval;
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Lubricate the knife during cutting.
Supporting of the lay: Surface of the cutting table depends on methods of fabric cutting. The table surface should be capable to support the lay as well as to ensure that all the plies are cut at a time during fabric cutting. Consistent cutting: Whatever the cutting method is used for fabric lay cutting, it should be ensured that the shape of the cut components from top to bottom lay are of exact size and shape, otherwise the garments produced will be defective. Methods of fabric cutting: Fabric cutting methods are as followsManual Method:
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Scissor
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Round knife
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Band knife
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Straight knife
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Die cutting
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Notcher, and
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Drill
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Knife cutting
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Water jet cutting
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Laser cutting, and
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Plasma torch cutting.
Computerized Method:
MACHINE FOR CUTTING: Cutting Section RE F NO. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Equipments Types
BRAND
MODEL
BELT LOOP CUTTER BELT LOOP CUTTER COLLER POINT TRMMING/TURNING M/C COLLER NOTCHER MACHINE BELCRO ROUND CUTTER ELASTIC CUTTER AUTO LEVEL CUTTER (HOT) TOTAL APPAREL SYSTEM (CUTTING) FABRIC INSPECTION MACHINE FUSING MACHINE FUSING MACHINE FUSING MACHINE FUSING MACHINE FUSING MACHINE CLOTH CUTTING MACHINE CLOTH CUTTING MACHINE END CUTTER MACHINE END CUTTER MACHINE DRILL MACHINE DRILL MACHINE HOT NOTCHER NUMBERING MACHINE MASH CUTTING GLOVES AUTOMATIC FAB. SPREADER BAND KNIFE MACHINE
KS-ACE WA-1090-42-P NGAI SHING+LOCAL NGAI SHING CUTEX CUTEX CUTEX LECTRA NAGI SHING HASHIMA HASHIMA SUMMIT HASHIMA HASHIMA KOON SING EASTMAN EASTMAN TOYO EASTMAN BULLMER BULLMER METO WHITING LECTRA WASTEMA
C-150 NS-76+ 10Nos NS-95 TBC-50R TBC-50P TBC-50SH 2000 NS-59 HP-450 JS HP-90LD SR-400 HP-220 JS HP-900LCS KS AU -V10 629 EC-3 TY-880LHA CD-3 336SLe636 HVN8 PA 722 PG II SGV-376GT
Fabric cutting: To cut out pattern pieces of garment components as per exact dimension of the patterns from a fabric lay is called fabric cutting. It is totally different from general cutting in which exact dimension is not taken into account. The term fabric cutting is only applicable for garments manufacturing technology. Requirements for fabric cutting: The following points must be fulfilled in fabric cuttingPrecision of fabric cutting: Fabric cutting should be done accurately as per exact dimension of the pattern pieces in the marker. Accurate cutting depends on methods of cutting and marker planning. If manual cutting method is used, then cutting accuracy depends on sharpness of knife, skill ness of operator, and attentiveness of operator. Computer controlled cutting and die cutting have their self cutting accuracy. Infused edge: During fabric cutting, the friction between the fabric and the blade produces temperature in the blade; the temperature may be up to 300 0C. If the fabric contains synthetic fibres, e.g. nylon, polyester, acrylic or their blends, then fused edge may result in the fabric. As because most of those fibers melt at around 2500C. Therefore, sticking of cut edge of fabric will increase the fabric wastage. Moreover, the fused edge after cooling will form hard bid, which will be problem of irritation during use of garments. To avoid the problem of fused edge formation, the following steps may be taken-
-
Reduce the height of the lay;
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Reduce the cutting speed;
-
Use anti-fusion paper in the lay at regular interval;
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Lubricate the knife during cutting.
Straight knife: It is the most common and extensively used fabric cutting machine in the garments manufacturing Industries.
The machine has a base plate; under base plate there are wheels to facilitate easy movement of the cutting machine during fabric cutting on the cutting table. There is a big motor on the stand; the stand is connected to the base plate. On the motor, there is a handle to move the cutting machine. The blade or knife is situated inside of the stand. The knife has a knife guard. There is a grinding wheel near to the knife which facilitates knife sharpening during fabric cutting. Two types of power are needed to cut fabric in this machine. Electric power is used by the motor for the reciprocating movement of the knife and manual power is needed to move the cutting machine and blade through the fabric lay. Higher the size of the motor, higher the force of the blade and higher the depth of the fabric lay could be cut. The height of the blade may vary from 10 to 30 cm and stroke of blade may be 2.5 to 4.5 cm. The cutting edge of the blade may be plain (for soft fabric), waved (for plastic), saw edge (for canvas), and serrated (for hard fabric e.g. Denim). For cutting different types of fabric, different speeds of blade may be set. There are modified versions of straight knife also available. The modified version has a cantilever Embroidery In embroidery section there are two high speed (Barydan) m/c with a capacity of 22,000stitches per hour 9colour. The following things are to be checked before starting bulk production.
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After completing 1st 20 piece embroidery thread tension & bobbin tension & measurement should be check.
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Spare parts
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Pattern
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Measurement
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Embroidery quality
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Design & speed
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Machine accessories
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Embroidery thread &Bobbin thread.
SEWING SECTION Sewing: The process of joining of fabrics by the use of needle and sewing thread or by other techniques is called sewing. The line of joining fabric is called seam. The arrangement of fabric ends at the seam line called seam type. Properties of seam: Properties of seam are assessed on the following aspects-
Appearance: After sewing, the sewn area is observed for any defects, if present which affects out look. Normally it is expected that there will be no defective view of stitches, seam pucker, or unsightly view. Here The picture is a Denim pant & the stricture of the fabric is 3/1twill & buyer is m&s, style no is 5814U.Sewingflow chart are
FRONT PART
BACK PART
Skirt Layout
NO . A
PROCESS NAME WAIST BELT
A01 FUSING ATTATCH A02 FUSING ROOLING A03 BELT 2 PART ATTATCH A04 BELT TURNOVER A05 BELT IRON B BACK PART B01 BACK MIDDLE PART DESIGN ATTATCH BACK MIDLE WITH B02 LEFT ATTATCH BACK MIDLE WITH B03 RIGHT C FRONT PART C01 FRONT MIDDLE PART DESIGN C0 ATTATCH FRONT MIDLE WITH 2 LEFT ATTATCH FRONT MIDLE WITH C03 RIGHT D ASSEMBLY D01 ATTATCH SIDE SEAM RIGHT D0 ATTATCH SIDE SEAM LEFT
TGT
200 PCS
HLPR QTY
CAPACIT R AT 85% E
1
200
1
200 200
0.30
1
200
IRON
0.60
2
200
SNLS
GUIDE
1.70
6
210
SNLS
GUIDE
0.30
1
200
SNLS
GUIDE
0.30
1
200
SNLS
GUIDE
1.70
6
210
SNLS
GUIDE
0.30
1
200
SNLS
GUIDE
0.30
1
200
SNLS SNLS
GUIDE GUIDE
0.30 0.30
1 1
200 200
M/C TYPE HAND WORK HAND WORK SNLS HAND WORK HAND WORK
WORK AID
SM V
IRON
0.30
IRON GUIDE
0.30 0.30
M/C QTY
1
2 D03 ZIPPER ATTATCH D04 ZIPPER TOP ST. D05 D06 D07 D08
ZIPPER BARTACK W/T BELT JOIN W/T BELT 1/16 TOP ST. BOTTOM HEM
SNLS SNLS BARTACK M/C SNLS SNLS DNLS
Operator Helper Iron Man Total Manpower Total SMV Daily Target (10 hour, 85% Eff)
29 1 4 34 8.97 2000Pcs
GUIDE GUIDE
0.32 0.20
1 1
187 300
GUIDE GUIDE GUIDE FOLDER
0.10 0.60 0.50 0.85
0.5 2 2 3
300 200 220 210
M/C ALLOCATION DETAILS(MECHANICS & TECHNICAL) PART BACK TYPE SECTION PART SNLS 1 8 DNLS 0 Bartack m/c 0 TTL 1 8
FRONT PART 8 0 8
ASSEMBLY 8 3 0.5 11.5
MACHINE SUMMURY OF SEWING SECTION: Sewing Section REF Equipments Types NO. 1 SINGLE NEEDLE 2 SINGLE NEEDLE (UBT) 3 SINGLE NEEDLE (UBT) 4 SINGLE NEEDLE (NDL FEED UBT) 5 SINGLE NEEDLE (EDGE CUTTER) SINGLE NEEDLE(Bottom Hem) 6 (UBT) 7 8 9 10 11 12 13 14 15 16 17 18 19
SINGLE NEEDLE SINGLE NEEDLE SINGLE NEEDLE SINGLE NEEDLE (NEEDLE FEED) SINGLE NEEDLE (UBT) SINGLE NEEDLE (UBT) SINGLE NEEDLE (UBT) SINGLE NEEDLE (UBT) SINGLE NEEDLE (EDGE CUTTER) SINGLE NEEDLE (TOP & BTM FEED) SINGLE NEEDLE (ZIGZAG) SINGLE NEEDLE (ZIGZAG) SINGLE NEEDLE (UBT)
BRAND
MODEL
JUKI JUKI JUKI JUKI JUKI
DDL-8500 DDL-8700-7 DDL- 5700N7 DLM-5410N-7 DLM - 5200ND
JUKI BROTHER BROTHER BROTHER BROTHER BROTHER BROTHER BROTHER BROTHER BROTHER
DLN-6390-7 DB2-B7356(White) DB2-B101-5 DB2-B736-3 DB2-B721-3 DB2-B737-415 II DB2-B737-413 III SL-B737-405 III S7200A-405 DB2-B777-3A
BROTHER JUKI BROTHER DURKOPP
B773-003 LZ-391N ZE-855A 271-140442
TOTAL M 25 3 0.5 28.5
20 21 22 23 24 25 26 27
DOUBLE NEEDLE D/NEEDLE (SPLIT BAR. UBT.) D/NEEDLE (SPLIT BAR. UBT.) D/NEEDLE (SPLIT BAR) DOUBLE NEEDLE (Fix) D/NEEDLE (SPLIT BAR) D/NEEDLE (SPLIT BAR) DOUBLE NEEDLE (Larg Hook)
JUKI JUKI JUKI JUKI BROTHER BROTHER BROTHER BROTHER
LH-3128 LH-3168-7 LH-3588-7 LH-3168 LT2-B842-5 H LT2-B845-3 M LT2-B845-5 H LT2-B872-5 H
28 29 30 31
AUTO WELT POCKET AUTO WELT POCKET DOUBLE NEEDLE CHAIN STITCH DOUBLE NEEDLE CHAIN STITCH
BROTHER JUKI BROTHER JUKI
BAS 6200 APW 195 DF9620 MS 380
32 33
FEED OFF THE ARM FEED OFF THE ARM
MS 1190 MS 1261
34
FEED OFF THE ARM
JUKI JUKI JUKI SPECIAL
35 36 37 38 39 40 41 42
OVER LOCK (5 THREAD) OVER LOCK (5 THREAD) OVER LOCK (5 THREAD) OVER LOCK (4 THREAD) OVER LOCK (4 THREAD) OVER LOCK (6 THREAD) OVER LOCK (5 THREAD) OVER LOCK (3 THREAD)
JUKI JUKI JUKI JUKI YAMATO YAMATO PEGASUS PEGASUS
MO-3316-FF6 MO-3616 MO-6916SFH660H MO-6914-S AZ8125G AZ8500G M 632-38 M 652-01-4
43 44 45 46 47 48
BUTTON HOLE EYE LET BUTTON HOLE EYE LET BUTTON HOLE EYE LET BUTTON HOLE EYE LET BUTTON HOLE COMPUTER CNTRL BARTACK
JUKI REECE REECE REECE JUKI JUKI
49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65
COMPUTER CNTRL BARTACK COMPUTER CNTRL BARTACK COMPUTER CNTRL BARTACK COMPUTER CNTRL BARTACK COMPUTER CNTRL BTN ATCH COM. CNTRL BELCRO ATTATCH COM. CNTRL BELCRO ATTATCH COM. CNTRL BELCRO ATTATCH COM. CNTRL BELCRO ATTATCH COM. CNTRL BELCRO ATTATCH KANSAI FBX. KANSAI SPECIAL KANSAI SPECIAL LOOP KANSAI FLAT LOCK HEMMING FLAT LOCK HEMMING BLIND STITCH
JUKI JUKI BROTHER BROTHER JUKI SUN STAR JUKI JUKI JUKI SUN STAR KANSAI SPECIAL KANSAI SPECIAL KANSAI SPECIAL KANSAI SPECIAL YAMATO YAMATO BROTHER
LBH-781 104 101 S- 211 MEB 3200 LK-1900-ASS LK-1900AWS/AHS. LK-1900-HS KE-430B-2 KE-430C-2 LK-1903 SPS/D-B1202-03 LK-1930SS AMS-210D AMS-215D
UNION 35800
FBX-1104P KS-1411 KS-1404 2000C VC3711M CMB933
Production
Definition Processes and methods employed in transformation of tangible inputs (raw materials, semifinished goods, or subassemblies) and intangible inputs (ideas, information, know how) into goods or services. First Known Use of PRODUCTION 15th century Production of the Garment Usually a contractor is responsible for taking the cut goods and sewing the garments for production. Larger companies may sometimes have their own in-house sewing operators, and still contract out some of their work. Some larger companies cut in the U.S. and then ship the cut garment to an off shore contractor to sew together. Or, they may have the total production produced abroad, which will enable the manufacturer to produce at a more competitive price point. There are pros and cons for producing offshore. Some manufacturers would rather pay more and have their garments produced domestically where they are able to keep better control over the quality of goods, have a faster turn around in production, and not have the customs and shipping costs to contend with. Contractors generally work in piece goods, this means the garment is sewn piece by piece. For example: one operator is responsible for sewing a collar, another is responsible for setting the sleeves and another will complete the whole garment by sewing the finished pieces together. Each worker is paid depending on the number of pieces he or she has sewn. Operators who show exceptional ability are frequently promoted to produce the first sample, (Sample hand), which is responsible for the prototype samples. This position requires a person that has a number of years experience and who can produce a good looking garment. They are generally assured steady employment at a regular weekly salary. A good sample maker is hard to find and well respected. Better wear companies have their garments sewn completely by one operator to assure a better quality garment; these operators are paid by the hour and not by each piece produced. It is a common practice these days for a group of operators to be responsible for one garment, working as a team to sew the complete garment. This induces a sense of pride in the operators as their finished product is recognized as their own work. This is known as the modular method.
Productivity Productivity is the term that has number of different meanings although it is most commonly associated with labor effectiveness in industry. In a broad sense productivity is the ratio of output to some or all of the resources used to produce the output. Productivity = Output / Input. Labor productivity may be defined as “Output per unit of time” or “Output per labor hour”. We are concerned with all factors effecting productivity, great emphasis will be placed on the effectiveness of labor, the efficient operation of machine, equipment, and facilities and the economical use of materials. All those factors relate to the cost of the product. Productivity in its broadest sense is the quantitative relationship between what we produce and the resources which we use. There is clear and distinct difference between production and productivity. It is quite possible to increase the actual volume of production and yet decrease productivity. In seeking higher productive efficiency, therefore, we are concerned, not simply with increasing output, but with increasing output from the same or smaller use of resource of all kinds. Productivity is an overall conception which is difficult to express or to measure. It is, however, possible to consider productivity in terms of various basic resources used in industry. Thus it is sometimes expressed in terms of the output from labor, or from services, or from the capital invested. Whilst these partial expressions do not necessarily give an accurate picture of the overall position, they may be very useful in that they show trends and broad movements. In the long term it is only through advance in productivity that employees can hope to obtain an increase in real wages, shareholders an increase in the purchasing power of their dividends, and customers lower real prices. It is equally true that the future economic strength of the nation in a competitive world depends on management’s success in achieving this aim, wherever the provision of goods or services is involved. With the increase in scientific knowledge and the development of better management techniques this advance should not only be continuous, but should take place at an everincreasing pace. Here it is as well to remind ourselves of a well-known definition of management: the organization and control of human activity directed to specific ends.
Factors affecting productivity Since national problems may be considered as the sum of individual problems, the best way of improving the national level of productivity would seem to lie in improving
that of the individual
concern. Clearly, if one can devise way of improving the productivity of the individual concern, one has gone a long way towards solving the problem on a national level. The starting- point is to consider the factors affecting productivity.
History of Work Study Ø Walter of Henley (13th century) Henley was the first practitioner of Work Study. He was an English farmer. He studied about farming methods & how to improve them. He wrote a letter to his son describing how to improve farming methods. Ø Frederick Winslow Taylor (1856 – 1915) Taylor, was an American mechanical engineer who sought to improve industrial efficiency. He is regarded as the “Father of scientific management”, and was one of the first management consultants. He broke the job into elements and timed these with stopwatch. Based on these times he worked out a bonus system. His major principle was “a fair days work for a fair days pay”. In between the eras of Henley & Taylor, several others also discussed about work study practices. They are, Leonardo Da Vinci (1452 – 1519) Perronnet & Pins (1760) Charles Babbage (1791 – 1832) Boulton & Sons (1800) Work Measurement Definition of Work Measurement – Work Measurement is the application of techniques designed to establish the time for a qualified worker to carry out a task at a defined rate of working. Objectives of Work Measurement – • Measure work content
•
Determine the time
•
Key to Scientific Management
Advantages of Work Measurement -
•
Set Targets
•
Calculate Efficiency
•
Determine Cost
•
Manpower Allocation
•
Production Planning & Control
•
Incentive Schemes
Work Measurement Techniques
•
Time Study
•
Directly observing an Operator
•
Pre-determined Motion Time Systems (PMTS)
•
Analyzing the Motions used to carryout the activity
•
Analysis of Past Records
•
Using Previous records available in / studies the factory
Standard Minute Value (SMV) Definition – SMV is the time taken by a qualified worker to perform a specified task in a defined level of performance. SMV = Basic time + Allowances Basic time = Observed time X Rating Relaxation allowances Relaxation allowance is an addition to the basic time intended to provide the worker with the opportunity to recover from the physiological and psychological effects of carrying out specified work under special conditions and to allow attention to personal needs. The amount of allowance will depend on the nature of the job. Relaxation allowances are divided in to two categories, 1.Fixed allowances Personal needs (drinking, going to toilet, washing etc.) Basic fatigue (always a constant, given to relieve fatigue) 2.Variable allowances (due to poor environmental conditions,added stress & strain etc.) Contingency allowances A contingency allowance is a small allowance of time which may be included in a standard time to meet legitimate and expected items of work or delays, the precise measurement of which is uneconomical because of their infrequent or irregular occurrence. This allowance is for small unavoidable delays occur during work. Policy allowances A policy allowance is an increment, other than bonus increment, applied to standard time (or to some constituent part of it) to provide a satisfactory level of earnings for a specified level of performance under exceptional circumstances.
Special Allowances
Special allowances maybe given for any activities which are not normally part of the operation cycle but which are essential to the satisfactory performance of the work Uses of SMV
•
To calculate the individual operator targets.
•
To calculate the section targets.
•
For manning power allocation.
•
For product costing.
•
For production Planning.
•
Evaluate the performances.
•
For set the Incentive levels.
SMV related calculations Target calculation 100% Individual target per hour =
60 min Operation SMV 70% Individual target per hour = 60 min X 70% Operation SMV 100% Individual target per day = Working hrs X 60 min Operation SMV 70% Individual target per day = Working hrs X 60 min X 70% Operation SMV Efficiency calculation Overall Efficiency
=
On standard Efficiency = Produced minutes Used minutes
=
Produced minutes X 100 Used minutes Produced minutes X100 (Used minutes – Non productive time) = Produced quantity X SMV Manpower X Working hrs. X 60 min.
Time Study Definition of Time Study – Time study is a work measurement technique for recording the times of performing a certain specific job or it’s elements carried out under specified conditions, and for analyzing the data so as to obtain the time necessary for an operator to carry it out at a defined rate of performance. Steps in Time Study
1. Obtaining & recording all the information available about the job, the operative & surrounding conditions which is likely to affect the carrying out of the work. 2. Recording a complete description of the method, breaking down the operation into elements. 3. Examining the detailed breakdown to ensure that the most effective method & motions are being used, and determining the sample size. 4. Measuring with a timing device (stop watch) and recording the time taken by the operator to perform each element of the operation. 5. At the same time assessing the effective speed of working of the operator relative to the observer’s concept of the rate corresponding to standard rating. 6. Convert the observed times to basic times. 7. Adding necessary allowances to the basic time. 8. Determining the standard time for the operation. Equipments needed for Time Study
•
Stop watch.
•
Study board.
•
Time study forms.
•
Pen.
•
Calculator.
Approach to the worker…..
•
First approach the Supervisor before the Operator.
•
Always be polite.
•
Ask permission to do the study.
•
Stand in full view of the operator.
•
Thank the operator once the test is completed.
•
Make the operator feel relaxed.
Before starting a time study……
•
Method study should be done.
•
Method should produce the required quality.
•
For new methods plenty of time should give to settle down.
•
Operator should be rate between 70%-110%.
•
Inform the supervisor before start.
•
Operator should not be disturbed during the study.
•
Ensure operator gets enough supply.
•
When doing a time study……
•
Stand diagonally behind the operator about 1.5-2.0 meters
•
Take more than 20 observations
•
Record relevant details about the method and the machine
Principles of Motion economy
•
Use of human body
•
Arrangement of work place
•
Design of tools & equipment
Motion economy….. •Reduce the number of motions •Reduce the distances moved •Reduce precision •Reduce eye shift •Simplify grasps •Toss dispose rather than place dispose •Best use of both hands •Encourage rhythm •Promote natural posture & movement Use of human body
•
Both hands same time.
•
Both hands not be idle.
•
Motions of arms - symmetrical & simultaneous.
•
Continuous curved movements are preferred.
•
Eye movements are confined to a comfortable area, without the need for frequent changes of focus.
•
Eye - hand co-ordination.
•
Order of movement – natural & rhythmic.
•
Hand & body motions - lowest classification.
Classification of Movements Class
Pivot
Body member(s) moved
1.
Knuckle
Fingers
2.
Wrist
Hand, Fingers
3.
Elbow
Forearm, Hand, Fingers
4.
Shoulder
Upper arm, Forearm, Hand, Fingers
5.
Trunk
Torso, Upper arm, Forearm, Hand, Fingers
Arrangement of work place
•
Definite & fixed locations
•
Pre-position - reduce search
•
Gravity feed
•
Tools & material - close to the worker as possible
•
Tools & material - best sequence of motion
•
Drop deliveries - wherever possible
•
Chair - height of the work place & comfort
•
Color - contrast with that of the work & reduce eye fatigue.
Design of tools & equipment • Relieved holding by hand - jig, fixture, device
•
Combined tools
•
Inherent capabilities of the finger
•
Placement of levers, crossbars, hand wheels - least change in the body position
Material Handling an advanced apparel manufacturing system in which a single garment is progressed through a sequence of operations. Using a unit production system, a garment is automatically transported via a computer-controlled overhead hanging system, which has been ergonomically designed to reduce the amount of handling of the garment The system All the parts for a single garment (i.e. trousers – backs, fronts, pockets etc.) are line together by means of a hanging carrier that travels along an overhead conveyor. Carriers are moved at the work station where an operation is to be performed Different operations are performed at individual workstations. At the completion of an operation the operator presses a button, and the carrier moves on to the next operation. Each garment is traced with in the system and any problem with the quality control can be traced back to the operator to be corrected. This system is entirely computer controlled. The end result is a cost-efficient product, processed from pieces to completion. The UPS is expensive to install but it allows manufacturers to respond quickly to the demand of retailers. Advantages: 1. Throughput time in the sewing room can be drastically reduced when compared to the progressive bundle system because works in process levels are reduced. 2.Quality is improved because of accountability of all operators and immediate visibility of problems that
are
no longer
concealed
in
bundles
for
extended
periods
of
time.
3. labor costs reduced by elimination of bundle handling and employee attendance improved. 4. Less rejections and automatic counting 5. Decreased work in process (WIP). 6. Improved space utilization. 7. Increased productivity 8. Clean floors, labor costs are reduced. 9. Easy shifting of panels through each operation. 10. Every activity of the process can be transferred to the companies Management Information System Disadvantages: 1. Huge amount of cost, installing a UPS include costs of buying equipment. 2. Specialized training required for the system and for the employee.
3. Down time is a potential problem with any of the systems. 4. Skilled labor is required for the system which may not available. 5. Difficult to make small parts such as pockets, loops and zipper.
TUKAina not only developed the first computer controlled Unit Production System (UPS) for the sewn products industries; but TUKAina also developed it right the first time. The system is based on the principle of presenting an uninterrupted flow of work delivering the work to the needle and in disposing the garment once the operation is completed. The operators simply spend their time producing garments directly to the sewing machine operators, with a minimum of handling in, providing dramatic boosts in productivity and product quality by TUKAina Systems users. In designing the TUKAina System, three major objectives were established based on TUKAina's management consulting and production engineering experience. Create a user-friendly environment for the sewing machine operators-who are not familiar with computers and likely would not easily adapt to them-by not introducing operator input. The system must have all the pertinent reports available to management on a real-time basis-operator daily performance, work balancing, cost variance, scheduling, etc. The system must make available to the operators in real time average hourly earnings, total earnings, operating percentage, rate and count. That the TUKAina System moves work in an open loop concept, which created the perfect production environment-a combination of work movement and management control. The TUKAina System is a management system that uses UPS to achieve its production goals Process analysis table (Garment tree)
Single needle lock stitch machine work.
Work of special purpose sewing machines. Quantity & quality inspection.(mainly quantity inspection)
Iron & hand work. Press work. Quantity inspection. Quality inspection.
Quality & quantity inspection. (Mainly quality inspection) Storage of product parts. Storage of finished products. Progressive Bundle System This traditional method of manufacturing has been widely adopted in the Apparel Industry for the past 3 decades. Parts of various components after being cut in the Cutting Room are tied up in bundles and distributed out
to
the
Sewing
Section.
This
is
called
the
Progressive
Bundle
System
(PBS).
This method requires bundle to be transported to individual sewing operators. Sometimes, factory porters/helpers are hired to do this transporting work. But usually, the operators have to stop and leave their workspace to look for the bundles. This is an INEFFECTIVE practice, as production managers are unable to manage or plan the production effectively. Disadvantages:
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. Slow processing, absenteeism, and equipment failure may also cause major bottlenecks within the system. Large quantities of work in process are often characteristic of this type of production system. This may lead to longer throughput time, poor quality concealed by bundles, large inventory, extra handling, and difficulty in controlling inventory. Advantages: The success of a bundle system may depend on how the system is set up and used in a plant. This system may allow better utilization of specialized machines, as output from one special purpose automated machine may be able to supply several operators for the next operation. Small bundles allow faster throughput unless there are bottlenecks and extensive waiting between operations.
Kaizen is a Japanese word meaning "improvement". In production jargon, however, Kaizen stands for "Continuous Improvement": to find and get rid of any "Waste" existing anywhere in the production line or organization. Therefore, Kaizen activities transform your production, logistical, or other operations into efficient "lean systems". Kaizen must be continuously practiced, however, because inefficiencies always exist in any plant, system, or organization. Therefore, not only is Kaizen a continuous activity, it also requires promotion, coordination, and execution by all members of the organization, managers and workers alike. The history of Kaizen begins when Toyota first employed a special activity called "Quality Circles" in its production process. Quality Circles were formed of workers at the production site. Mr. Taiichi Ohno, a former Executive Vice-President of Toyota Motor Company and a graduate of Nagoya Institute of Technology, pioneered development of the well-known Toyota Production System, which he based upon Quality Circle principles and the "Just-in-Time" concept. There are three important factors in successful Kaizen activity. First, all Gemba staff (workers at the production site) must understand the Kaizen concept, and have a positive attitude and enthusiasm about the benefits of vigorously practicing Kaizen activities. Second, top management must understand, encourage, and learn how to correctly evaluate the outcome of staff's Kaizen endeavors (simply introducing Kaizen activities at the work site can lead to a false sense of accomplishment without achieving quantifiable results). Third, everyone involved must not only understand and practice Kaizen techniques on a day-to-day basis, but must also understand its underlying spirit and philosophy.
. The Kaizen concept consists of four elements: Quality Effort Willingness to improve Communication Thus, each participant needs to recognize the importance of focusing on five "assignments" (the 5S*) while diligently pursuing Kaizen activities: Simplify -- Seiri Straighten -- Seiton Scrub -- Seiso Stabilize -- Sheiketsu Sustain -- Shitsuke
MAINTENANCE Maintenance: The act which is done to keep the factory-plants, equipment, machine tools etc. in an optimum working condition, minimize the break down of machines to improve productivity of existing machine tools and avoid sinking of additional capacity and to prolong the useful life of the factory plant & machinery is called maintenance. Types of maintenance:
•
Break down or Overhaul Maintenance
•
Schedule Maintenance
•
Preventive Maintenance
•
Planed Maintenance
In, metro k d Maintenance schedule is as follows-
•
Daily
•
Weakly
•
M1
•
M2
•
M3
•
M6
•
Yearly
•
F (Every for night check)
(Where, ‘M’ means ‘Month’)
Daily: Mainly inspection of bad sound of pump or motor and m/c parts, excessive heat generation on motor.
Weakly: Check pump housing oil, check all bearings, values, and check all electrical & electronic appliances. M1: Check the door mechanism, check oil level of the circuit, replace air filter element. M2: Change the tube, oil & clean the oil pan& check values. M3: Check up & test at intervals the efficiency of-
-
Electrical contract;
-
Power transmission;
-
Rectifier bridge;
-
All electrical components in general.
M6: Disassemble & clean & maintenance of m/c properly. Yearly: Open & check motor & varnish its coil. Routine Maintenance schedule in metro k d Ltd: Maintenance procedure: Normally preventive maintenance is done here. During maintenance procedure following points should be checked: S/L
Items need to be checked & serviced
1.
Grease the winch bearing
2.
Complete cleaning the machine
3.
Cleaning the drains valves, replace scales if required
4.
Check air supply filters, regulators and auto drain seals
5.
Clean filters element and blow out
6.
Gearings of unloading rollers bearings
7.
Checking of oil level and bolts of unloading roller gearbox
8.
Checking of unloading roller coupling and packing
9.
Checking and cleaning of main level indicator
10.
Check the oil level of pump bearing and refill if required
11.
Check the function of heat and cool modulating valves, Check all belts & belt tension.
RESPOSIBILITY OF THE OFFICER
Executive Director (ED):
•
To deal with the buyer and merchandiser.
•
To set up price for the product.
•
To plan, apply and control all administrative functions.
•
To arrange necessary facilities for the buyer’s demand.
•
To follow up the instruction of Managing Director and Chairman.
•
To supervise the personnel working under him.
•
To plan for the sequence of production.
•
To arrange necessary raw materials for the production.
•
To follow the production and give solution to the production problems.
•
To find out the possible reasons which are responsible for less production.
•
To follow up the instruction of Managing Director and Executive Director as
Manager:
well. Production Officer:
•
To follow up the instruction of Production Manager.
•
To follow up the production process.
•
To set instruction for the supervisors.
•
To guide the supervisors.
•
To find out the probable causes for less production.
•
Should discuss with the Production Manager about today’s production and tomorrow’s pla
Shift In Charge:
•
To set programs for the supervisors and to follow the worker’s movement.
•
Should discuss with the Production Officer about what is happening in the floor and to maintain the production sequence.
•
To check the sample at certain time interval.
•
To guide the Operators and Helpers working at the production unit.
•
To motivate the workers when necessary.
•
To check the sample.
•
To check the material’s list whether they are at right quantity or not.
Supervisor:
Industrial Engineering Department:
•
To follow up the production process
•
Work process development
•
SMV calculation & Line target
•
Efficiency control
•
Time study
•
Capacity study
•
Workers training
•
M/c sequence lay out
•
Thread consumption
•
Operator Interview
BUYER’S COMPLIANCE All the buyers of Metro Group ltd strictly follow the Labor & Labor Well Fair rules of Bangladesh Government. Their company policies are as follows –
•
No child labor;
•
No forced labor;
•
Transport facilities for employees;
•
Hours of work;
•
Voluntary over time;
•
Intervals for rest;
•
Weekly holidays;
•
Annual leave;
•
Festival holidays and leaves with bonus;
•
Maternity protection;
•
Workers; welfare committee;
•
Mineral drinking water;
•
Sanitary facilities;
•
First aid box;
•
Canteen services;
•
Health care activities for the workers and employ company doctor;
•
Fire extinguisher on each and every floor and conduct fire drill at least 12 times a year. We are giving a top priority on protection of fire and eventual evacuation;
•
Other safety departments (no discrimination);
•
Compensation cases department;
•
The Development of compliance program;
•
Environmental development;
•
Smoking free zone
If the factory does not maintain the rules and requirement of Bangladesh Government Labor Well Fair, then they do not accept the products.