INDUSTRIALENGINEERING

Work Study:
Work study is the systematic examination of the method of carrying out activities such as to
improve the effective use of resources and to set up standard of performance for the activities
carrying out.
Work study composed of two techniques-such as
[Link] study
[Link] measurement
1. Method study:
Method Study is the systematic recording and critical examination of existing and proposed
ways of doing work as a means of developing and applying easier and more effective method
and reducing cost.
Method study is the systematic recording and critical examination of ways of doing things in
order to make improvement.
Ø The first stage is to select those jobs to be studied
Ø Record the sequence of activities
Ø The time relationship between different tasks, the movement of materials, and the
movement of staffs.

Critical examination of those facts:

This is the most important stage in method study. It is used to critically examine the current
method by seeking answers to questions:

ü The purpose of each element.

ü The place.
ü The sequence.
ü The person.
ü The means.

The Method Study 7 step procedure:

[Link] measurement:
Work measurement is the application of techniques designed to establish the time for a qualified
worker to carry out a specified job at a defined level or performance.
Time Study:
This is a techniques used to establish a standard time for a job or for an operation.

Method Study:
Examining a job and
finding more efficient
methodsto perform him.

Work Study
Time Study:
Determining the times
necessary to perform a job
& its elements.

Improved planning
Higher productivity
Work measurement (WM)
Work measurement is the application of techniques designed to establish the time for a
qualified worker to carry out specified jobs at a defined level of performance.

Work measurement (WM) is concerned with investigating, reducing and eliminating ineffective
time, whatever may be the cause.

Objectives of Work Measurement

The use of work measurement as a basis for incentives is only a small part of its total
application.

The objectives of work measurement are to provide a sound basis for:

1. Comparing alternative methods.
2. Assessing the correct initial manning (manpower requirement planning).
3. Planning and control.
4. Realistic costing.
5. Financial incentive schemes.
6. Delivery date of goods.
7. Cost reduction and cost control.
8. Identifying substandard workers.
9. Training new employees.
Techniques of Work Measurement
For the purpose of work measurement, work can be regarded as:

1. Repetitive work: The type of work in which the main operation or group of operations repeat
continuously during the time spent at the job. These apply to work cycles of extremely short
duration.

2. Non-repetitive work: It includes some type of maintenance and construction work, where
the work cycle itself is hardly ever repeated identically.
 Techniques of Work Measurement
Various techniques of work measurement are:
1. Time study (stop watch technique),
2. Synthesis,
3. Work sampling,
4. Predetermined motion and time study,
5. Analytical estimating.
Time study and work sampling involve direct observation and the remaining are data based and
analytical in nature.

1. Time study: A work measurement technique for recording the times and rates of working for
the elements of a specified job carried out under specified conditions and for analyzing the data
so as to determine the time necessary for carrying out the job at the defined level of
performance. In other words measuring the time through stop watch is called time study.

2. Synthetic data: A work measurement technique for building up the time for a job or pans of
the job at a defined level of performance by totaling element times obtained previously from
time studies on other jobs containing the elements concerned or from synthetic data.

3. Work sampling: A technique in which a large number of observations are made over a
period of time of one or group of machines, processes or workers. Each observation records
what is happening at that instant and the percentage of observations recorded for a particular
activity, or delay, is a measure of the percentage of time during which that activities delay
occurs.

4. Predetermined motion time study (PMTS): A work measurement technique whereby times
established for basic human motions (classified according to the nature of the motion and
conditions under which it is made) are used to build up the time for a job at the defined level of
performance. The most commonly used PMTS is known as Methods Time Measurement
(MTM).

5. Analytical estimating: A work measurement technique, being a development of estimating,

whereby the time required to carry out elements of a job at a defined level of performance is
estimated partly from knowledge and practical experience of the elements concerned and partly
from synthetic data.

The work measurement techniques and their applications are shown in Table.

Table: Work measurement techniques and their application

Techniques Applications Unit of measurement
1. Time study Short cycle repetitive jobs. Centiminute (0.01 min)
Widely used for direct
work.
2. Synthetic Data Short cycle repetitive jobs. Centi minutes
3. Working sampling Long cycle Minutes
jobs/heterogeneous
operations.
4. MTM Manual operations TMU (1 TMU = 0.006
confined to min)
one work centre.
5. Analytical estimation Short cycle non-repetitive Minutes
job.

Techniques of time study:

ü Asses the performance of the worker.
ü Understand the flow of work.
ü Time study person should not disturb the operator.
ü Should inform to the operator that he is going to do sometimes study.
ü Enter every detail on study papers by a pen as it cannot delete.
Time study tools:
ü A stop watch.
ü Time study format.
ü One pen or pencil.
How to conduct Time Study:
An operation cycle consists of material handling, positioning and aligning parts, sewing,
trimming threads and tying and untying a bundle. So in the time study format, divide whole task
into various elements according to the motion sequences of the operation.
For example, in operation collar run stitch , task elements may be -
 1. Pick up panel to sew first seam,
2. Turn collar to sew second seam,
3. Turn collar to sew third seam ,
4. Check work and dispose and
5. Waiting for next pieces.

Step 1: Preparation:
ü Ready with stationeries like time study format, stop watch (digital one) and pencil.
ü Select one operation for Time study.
ü Tell the operator that you are going measure time he/she taking to do the job.
ü Observe the operation carefully and break down operation into elements.
Step 2: Time capturing:
Now measure the time taken for completing each elements of the operation cycle by the
operator. Time should be captured in seconds. Similarly, capture element timing for consecutive
5 operation cycles. During data capturing only note down reading of the stop watch and later
calculate element timing. If you found any abnormal time in any elements record time during
time study and later discard that reading. Or you capture time for one more cycle. Abnormal
time may be occurred due to bobbin change, thread break, power cut or quality issues.
Step 3: Calculation of Basic time:
From the Reading (R) calculates time taken for each element for all five cycles just by
deducting previous Reading from elemental reading. Sum up times of five cycles for each
element. Note, if you discard any reading than in that case no. of cycles will be four. Calculate
average element times. This average time is called basic time.
Step 4: Calculation of Standard time:
To convert basic time to normal you have to multiply it with operator performance rating. Here
for example, rating has been taken 100%. Now you have add allowances for machine
allowances, fatigue and personal needs etc. Add machine allowance only to those elements
where machine is running and fatigue and personal needs to all elements. Now we got standard
time for each element in seconds. Sum up all elemental time and convert seconds into minutes.
This is standard minutes or SAM.

Time study sheet:

SIGNET(mode
Buyer: Line: B Date: 10-09-12
fit)
Observed time
Total Industrial Garments
Name Process M/C AVG
time Capacity Capacity
1 2 3 4 5
Naima 1stShoilder joint O/L 7 8 10 7 8 40 8 450 450

Kamila Neck piping F/L 9 7 8 6 6 36 7 514 514

2nd Shoulder
Rebeca OL 8 12 7 10 9 46 9 400 400
joint
Shirring Neck rib tack SN 9 8 10 9 8 44 9 400 400

Shamir Sleeve gathering SN 7 8 6 8 7 5 7 514 514

Sheuly Level attach SN 8 7 6 7 6 34 7 514 514

Bobita Sleeve joint O/L 24 26 24 25 26 25 25 144 144

Tahmina Sleeve hem F/L 24 22 22 23 25 116 23 157 157

Tania Side seam O/L 44 52 52 50 40 238 48 75

129
Shonaly Side seam O/L 68 65 69 68 69 339 68 53

Foisal Sleeve in tack SN 12 11 9 12 8 52 10 360 360

Mizan Sleeve top tack SN 9 12 9 10 11 51 10 360 360

300
Shaied Body hem F/L 12 11 11 12 13 59 12 300

6.6 Calculation:

Avg. Time = Total time / Total number of reading (5).

Capacity/Hr = Hr (3600) / avg. Times per operation.

6.7 Analysis of Time Study:

ü To calculate time study, first we have to take at least five readings of each worker of all
process.
ü Then we have to calculate the average value of these five readings.
ü After then, the average value is divided by 3600 to get actual capacity per hour.
ü It helps for line balancing and maintains process layout of sewing operation.

6.8 Application of Time study:

 ü Determining schedules and planning of work.
ü Determining standard costs of a particular work.
ü Estimating the cost of a product before manufacturing it.
ü Determining machine effectiveness.

Method study approach:

Ø select the task to study
Ø Record the facts about it
Ø Examine these
Ø Develop a new method
Ø Inslall/Implement it.
Ø Maintain it.

Work measurement:
Involves assessing time of a job should take to do. Similar step are

Involve as to method study

Ø select the task
Ø Record the fact
Ø Analyze them
Ø calculate the basic time and standard times for the task
Ø Agree the method and its related time.

Roles of Industrial Engineer:

The roles of industrial engineer is to effectively and efficiently utilize software technologies
,machine tools, math s and scientific concept and human resources in order to solve problems,
provide products or services at minimal cost and produce on time optimum output level to
satisfy customer demand.
Role of Industrial Engineer in garments industry:
Each executive/supervisor has eight areas of responsibility that need to be managed
Ø safety
Ø Line balancing
Ø Quality-operation control
Ø Training-how to train a new employees
Ø Operator output maintains high output & improve abilities of those with law output.
Ø Loss control-minimize off-standard loss.
Ø waste control-in materials, supplies and machinery
 Ø Standard condition-in the work place, in sewing method ,in the machines.

Obligations of an Executive:
To manage effectively, an executive/supervisor should identify divide his obligations to primary
and secondary. He must take care of primary obligation adequately.
Primary obligations:
Ø Provide safety
Ø Plan and balance production line
Ø Control quality
Ø Develop employees
Ø Follow up low output employee.
Ø Material Utilization
Ø Discipline

Secondary obligations:
Ø Bundle handling & movement
Ø Adjustment to machine
Ø Distributes supplies
Ø Handle parts that need reprocessing
Ø Samples
Ø Maintenance
Ø House keeping

During the day:

Ø Measure the target vs actual output every hour
Ø Check quality level
Ø Check inline & end line quality report
Ø .Discuss with quality inspectors perform quality drill
Ø Work with low output operators
Ø Check proper method
Ø Motivate & empower operator.
Ø Follow up new operator in training
Ø Follow up on operator in re-training
Ø Identify the bottle neck operation and balance accordingly
Ø Provide immediate & continuous follow up to repair.
Ø Order supplies and material for production.
At the end of the day
Ø Make sure the operator have turn off their machines, cleaned their work area, kept a piece
of fabric under the pressure foot, and covered their machine.
Ø Check and authorize the production work sheet.
Ø Organize production sheet & check the last hour production with the sheet.
Ø Review the hurly production report WIP report
Ø Analyze the next days needs and take notes for implementation.
Ø Calculate the next days initial inventory according to production information.

Weekly:
Ø Review the capacity studies of law output operator.
Ø Plan operator cross training to balancing problems.

As and when required:

Ø Resolve any operator efficiency problems
Ø Follow up and motivate new employees
Ø Work out quality problems with quality inspector
Ø Work out problems with operators; review the operator method with them when
necessary.

Procedure involve in Method study:

The basic approach to method study consist of the following eight steps. The detailed procedure
for conducting the method study is shown in figure-

SELECT
Workwhich can be studied with economic
advantage

RECORD
All factsabout the job/ operation

EXEMINE
The facts critically (purpose, place, sequence,
person) seek alternatives, simplify, Eliminate,
combine or change.

DEVELOP
A record of an improved method under
prevailing conditionsreexamine & select best
 EVALUATE
Evaluate different alternatives to developing a
new improved method comparingthe cost
effectiveness

DEFINE
Method, layout procedure, equipment working
conditions, materials, quality instruction

INSTALL
The improved method, plan arrange and
implement

MAINTAIN
Verify at regular intervalsthat the improved is in

[Link] the work to be studied and define its boundaries. The first step , once the method study
idea is conceived , is the orientation and determination of objectives. The problem must be
defined.

[Link] the relevant facts about the job by direct observation and collect such additional data
as may be needed from appropriate sources. When the job has been selected for method study,
the next step is to collect and record all the relevant data. The facts collected about the existing
method are subsequently subjected to a thorough examination with a view to evolving improved
methods. Hence, a clear and precise record is necessary, if method study is to be objective.

[Link] the way the job is being performed and challenge its purpose, place, sequence and
method of performance.

[Link] the most practical, economic and effective method, drawing on the contributions of
those concerned.
[Link] different alternatives to developing a new improved method comparing the cost
effectiveness of the selected new method with the current method with the current method of
performance.
[Link] the new method, as a result in a clear manner and present is to those concerned , i.e,
management , supervisors and workers.

[Link] the new method as a standard practice and train the persons involve in applying it .
[Link] the new method and introduce control procedure to prevent a drifting back to the
previous method of work.
WHAT IS STANDARD TIME OR SMV
SMV means standard minute value. It is a numerical value which is represented the standard
time of a process or operation in a standard environment for standard worker. This term is
widely used in the garment manufacturing industry. . SMV is important topic in garments
sewing floor. Standard Minute Value is related with garments time study.
To convert cycle time to normal or basic time we have to multiply it with operator performance
rating. Here for example, if rating 100%. Now we have add allowances for machine allowances,
fatigue and personal needs etc. Add machine allowance only to those elements where machine
is running and fatigue and personal needs to all elements. Now we got standard time for each
element in seconds. Sum up all elemental time and convert seconds into minutes. This is
Standard Minute Value (SMV).
SAM = (Observed cycle time/Observe No of cycle) x Observe rating) + Allowance.

Let,
Cycle time = 36 sec.
Performance Rating = 80%
Bundle allowance, M/C allowance & Personal allowance = 20%
SMV or Standard minute
= Normal or Basic time + Allowance%
= [Cycle time (Second) /(60 x Performance rating%)] +Allowance %
= [36/60 x 80/100] + Allowance%
= 0.48 + [(20 x 0.48)/100]
= 0.48+0.096
= 0.576 Minute
Operator efficiency formula:
To calculate the operator efficiency following formula should be followed by any industrial
engineer.

Total m inute produce by an operator

Operator efficiency = x 100
Total m inute atteded an operator

Where
Total minute produced = Total piece made x SAM of the operation (Cutting or Sewing)
Total minute attended = Total hoursworked in the machine x 60
Example:
An operator wasdoing an operation of SAM 0.05 minutes. In an 8 hours shift day he produce
500 pieces.
So according to the efficiency formula, that an operator s overall efficiency

Total m inute produce by an operator

Operator Efficiency % = x 100
Total m inute attended by an operator

500 x 0.05
= x 100
8 x 60
250
=
480
= 52 %(ANS)

Calculation of Garments CM (Cost of Making) by SAM/SMV

Calculation of Garments CM (Cost of Making) by SAM/SMV
Mayedul Islam
Merchandiser at Fashion Xpress Buying House.
 Badda, Dhaka, Bangladesh.
Email: mayedul.islam66@[Link]

Introduction:
SAM (or SMV) means the time (in minutes) that it takes a worker to complete a specific operation or produce a
specific garment. The SAM is often calculated by using a stopwatch. Sometimes it s done by looking at a
special table of times that have already been calculated, for every task needed to make a garment.

If we want to calculate CM of garments then we have to know labor cost per minute.

1. Labor cost per minute = (Monthly salary of an operators/Total minutes available in the month) at 100%
efficiency.

But no line can perform at 100% efficiency, so labor cost per minute increases when line efficiency goes down.

So, correct formula is,

2. Labor cost per minute = Total salary of the labors in a month / Total SAM produced by those labors in that
month.

CM (cost of making) by SMV:

Cost / min = (Costing for the total month) / (Actual minute worked in the month).

(Consider operator s min, not include lunch or other break).

Operators min = No. of operators X Working hr per day X Working days.

Example:
Operator min = (1000 X 10 X 26) hrs {here, no of o/p= 1000}.
= 26,0000 hr X 60 {working hr = 10}.
=1 5,600000 min {working days=26 days}.

So, cost/min = {$.561600 (Gas, Office Stuff, Electricity etc bill)} / (15,600000).
= $0.036/min.
So, CM cost:

Let, Sewing o/p time = 10 min

CM = 10min X cost/min
= 10 X $ 0.036
= $ 0.36/pcs
= $ 0.36 X 12
= $ 4.32/dz

Cycle Time:
Cycle time is defined asthe time duration from starting point of a job to the starting point of a
next job.
Example: In a sewing operation, pick up of first piece to the pick up of second pieces is cycle
time. In cycle time, material handlingtime is include with actual work time in a machine.
Cycle time means total time needed to complete full operation.
Cycle Time = Machine Time + Material Handlingtime.
Basic Time:
Basic time of a job determined by multiplying ratingfactor to the observed time. Basic time
also expressed asNormal time.
Basic time = (Observed time x Performance rating)/ 100
Or
Basic time = (Standard time - allowance)
Or
Basic time = (Cycle time × Performance rating)/100
In Basic Time no allowance is included.
Performance rating:
Performance rating is related with m/c operator. In which speed, operator completed his duty. It
s determined by industrial engineer. Let, the operator performance rating was- 70%.
Basic time = 0.5 × 70% [Cycle time= 0.5]
= 0.35
So, basic time= 0.35
Rating:
Rating is a technique used to assess the speed and effectiveness of an operator performing an
activity or group of activities.
Details of British Standard Rating Scale:

ü 0=No activity.
ü 1-50=Very slow,clumy, poerator appears to be half asleep, fumbling movement,
weakaned no interest in the job.
ü 51-75=Trying to get output but for their handling problem, less attentiveness they
cannot make sure the quality and output also
ü 76-100=very faster than other operators. the are working with their
100%concentration and make the garment with satisfactory quality and quantity
level.
ü Performance Rating:
ü
Person Observed Time Rating(%) Basic Time
A 0.20 100 0.20
B 0.16 125 0.20
C 0.25 80 0.20

Performance rating graph:

From the above chart:

A is standard worker, B is a fast worker and C is a slow worker

Standard Time:
Standard time is the time allowed to an operator to carry out the specific task under specified
condition and defined level of performance.
Standard Time = Basic time + Allowance

Observed Time Rating Factor Relaxation Allow, Cotigency

alow

BASICTIME
STANDARDTIME

Chart: This showshow the standard time is made up

For a specific task following condition can be drawn

Ø Observed time may be greater or lower than Basic time
Ø Basic time is always lower than standard time.
Ø To set Standard time of a job you must add allowance to Basic time(normal time).
How to Calculate SAM of a Garment?
SAM, 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. In this article, you will learn how to calculate standard minute (SAM) of individual
sewing operations.

For the estimation of the cost of making a garment, SAM value plays a very important role. In
past scientists and apparel technicians did research on how much time to be allowed to do a job
when one follows standard method during doing the job. According to the research study
minute value has been defined for each movement needed to accomplish a job. Synthetic data is
available for each movement.
General Sewing Data (GSD) has defined a set of codes for motion data for SAM calculation.
There is also other methods through which one can calculate SAM of a garment without using
synthetic data or GSD.
In this article, both methods are explained in the following.

Method #1: Calculation of SAM Using Synthetic Data

In this method 'Predetermined Time Standard' (PTS) code are used to establish 'Standard Time'
of a garment or other sewing products.

Step 1: Select one operation for which you want to calculate SAM.

Step 2: Study the motions of that operation. Stand by side of an operator (experienced one) and
see the operator how he is doing it.

Note all movements used by the operator in doing one complete cycle of work. See carefully
again and recheck your note if all movement/motion are captured and correct. (for example,
motions are like - pick up parts one hand or two hands, align part on table or machine foot,
realign plies, etc.)

Step 3: List down all motion sequentially. Refer the synthetic data for TMU (Time measuring
unit) values. For synthetic data, you can refer GSD (without license use of GSD code prohibited
but for personal use and study one can refer GSD code and TMU values) or Sewing
Performance Data table (SPD).

Now you got TMU value for one operation (for example say it is 400 TMU). Convert total
TMU into minutes (1 TMU=0.0006 minute). This is called as Basic Time in minutes. In this
example, it is 0.24 minutes.

Step 4: Calculate SAM by adding bundle allowance and personal allowance to the basic time.
Standard allowed minutes (SAM) = (Basic minute + Bundle allowances + machine and personal
allowances).
Add bundle allowances (10%) and machine and personal allowances (20%) to basic time.
Now you got Standard Minute value (SMV) or SAM.
SAM= (0.24+0.024+0.048) = 0.31 minutes.

I like to refer you an article Secret Behind Calculation of Machine Time in SAM for better
understand of SAM calculation.

Method #2: Calculation of SAM Through Time Study

Step 1: Select one operation for which you want to calculate SAM.

Step 2: Take one stopwatch. Stand by side of the operator. Capture cycle time for that operation.
(cycle time total time is taken to do all works needed to complete one operation, i.e. time from
pick up part of the first piece to next pick up of the next piece).

Conduct time study for consecutive five cycles. Discard data if you found abnormal time in any
cycle.

Calculate the average time of the 5 cycles. the time you got from time study is called cycle time.
To convert this cycle time into the basic time you have to multiply cycle time with operator
performance rating.
Basic Time = Cycle Time X performance Rating

Step 3: Performance rating. Now you have to rate the operator at what performance level he
was doing the job seeing his movement and work speed. Suppose that operator performance
rating is 80%. Suppose cycle time is 0.60 minutes. Basic time = (0.60 X 80%) = 0.48 minutes

Step 4: Calculate SAM using the following formula

Standard allowed minutes (SAM) = (Basic minute + Bundle allowances + machine and personal
allowances).

Add bundle allowances (10%) and machine and personal allowances (20%) to basic time.
Now you got
Standard Minute value (SMV) or SAM. SAM= (0.48+0.048+0.096) = 0.624 minutes.

Concept of IE:
The garment manufacturing and exporting industry is facing heavy challenges due to various
factors including global competition, production costs increase, less productivity/efficiency,
labor attrition, etc. the basic fact that our country has immense strength in human resources
itself is the motivating aspect to feel for such an analysis. For overcoming those challenges our
need industrial engineering knowledge.

Industrial engineers (IEs) are responsible for designing integrated systems of people, machines,
material, energy, and information. Industrial engineers figure out how to do things better. They
engineer processes and systems that improve quality and productivity. They work to eliminate
waste of time, money, materials, energy, and other resources. This is why more and more
companies are hiring industrial engineers and then promoting them into management positions. .

We can see at a glance of IE,

Industrial Engineering (IE) = Production Cost Proper use of all elements Efficiency
Profit

I m giving some formula for Industrial engineering students or professionals. If those help them
then I will be thankful.

1. Line Labor Productivity:

2. Line Machine Productivity:

3. Line Efficiency:

4. Theoretical Manpower:

5. Target:
6. Standard Pitch Time (S.P.T) = Basic Pitch Time (B.P.T) + Allowances (%)

7. GSD
GSD = (Man power * Work hour) / Target

8. SMV
SMV = Basic time + (Basic time * Allowance)

9. Basic time
Basic time = Observed time * Rating

10. Observed time

Observed time = Total Cycle time / No of cycle

11. Rating
Rating = (Observed Rating * Standard rating) / Standard rating

12. Earn minute

Earn minute = No of Pc s (Production) * Garments SMV

13. Available minute

Available minute = Work hour * Manpower

14. Organization Efficiency

Organization Efficiency = (Basic pis time / Bottle neck time) * 100

15. Basic pis time (BPT)

Basic pis time = Total GMT SMV / Total Manpower

16. UCL
UCL = Basic pis time / Organization Efficiency

17. LCL
LCL = 2 * Basic pis time UCL

18. Capacity
Capacity = 60 / Capacity time in minute

19. Cycle Time

Cycle Time = 60 / Team target

20. Capacity Achievable

Capacity Achievable = Capacity * Balance

21. Daily output

Daily output = Work hour / SMV

22. Factory capacity

Factory capacity = (Work hour / SMV) * Total worker * Working day * Efficiency

23. CPM
CPM = (Total over head cost of the month / No of SMV earners Work minutes) *Efficiency
24. Required no of operator
Required no of operator = Target daily output / Daily output per operator
Formula used for calculating different parameters for work study:

Observe time X Observe rating

1. BMV = ..
Standard rating

2. SMV = BMV + 0.03 + 15%

Operator X WH X 60
3. Target = . X Want
SMV

Daily production X SMV

4. Efficiency = X 100
Working min X (Operator + Helper)

60
5. Standard Capacity = .
Observe time X 1.66

Total production X SMV

6. Overall performance = ..
Clock min(Total operator X WH X 60)

SMV
7. Performance = .. X 100
Actual time (Observe time + 03 + 15%)
 Total production X SMV
8. True performance = X 100
(Total operator X WH X 60)?ineffective time

9. Input hr = Total operator X WH

Total production X SMV

10. Output hr = .
60

11. Clock hr = No. of operator X Working hour

12. Clock min = No. of operator X Working min

Total man power X 60

13. Required SMV = .
Line target/Hr

SMV
14. Utilization% = .. X 100
[Link]

25. Efficiency
Efficiency = (Earn minute * Available minute) * 100

Example:

1. Efficiency = Output/Input

= (SMV*Product Quantity) / (Worker*Working Hour*60)

= [(38.50*700) / (60*10*60)]*100

= 74% (Line Efficiency)

Here,
SMV=38.50
Working hour=10
No. of worker=60

2. Target/hour = (60/SMV)*Efficiency%

= (60/0.85)*70%
 = 50 pcs/hour

Here,
SMV=0.85
Efficiency=70%

3. Target/line = [(No of worker*working hour*60)/SMV]*Efficiency%

= [(75*10*60)/23.5]*60%

= 1150 pcs

Here,
No of workers=75
Working hours=10
SMV=23.5
Efficiency=60%

4. Required days for the schedule = Total order quantity/Average target

= 50000/2000

=25

Here,
Average target=2000
Order quantity=50000

5. CM of garments= (Total Production)/(no of worker*work hour)

= 250000/(1500*10)

=1.66 BDT

Here,
Total Production=250000
No of workers= 1500

6. Factory capacity = [(Work hour*total workers*working day*60)/SMV]*Efficiency

= [(10*1500*26*60)/14.13]*55%

= 828025 pcs/month
7. Line GSD/day = (Manpower*work hour)/target

= (50*10*60)/900

= 33

How to Estimate Line Efficiency of a Garment Production?

Introduction:
Line efficiency is a known term in the readymade garments sector. Line efficiency plays an
important role to produce target garments production. Normally it s done by industrial
engineers. As its importance in garments manufacturing, today I will present here the
estimation method of line efficiency for a garment production.

Line Efficiency of a Garment Production

Calculation Method for Line Efficiency of a Garment Production:
An industrial engineer has to confirm the following items before starting the calculation method
for line efficiency of a garment production:
1. Production output from the line (Pcs),
2. Standard allowed minutes (SAM) for garments,
3. Total number of operators in the line,
4. Total working hours.
Now, by applying all the above items in the below formula, an industrial engineer can easily
estimate the line efficiency of a garment production.

Line Efficiency (%),

Now, one example is enough to remove all the confusions from the above discussion.
Example:
In Zara Fashion Ltd. a garment production line produced 300pcs Sweet shirt garments in 45
Standard allowed minutes (SAM) by using 40 operators, where working hours was 8.
Now, estimate the lines efficiency for the mentioned garment production.
Solution:
Here,
Production output from the line- 300pcs
Standard allowed minutes (SAM) for Sweet shirt garments 45
Total number of operators in the line 40
Total working hours 8hrs
Now, by using the following formula, industrial engineer can estimate easily the line s
efficiency of the mentioned garment production.
Line Efficiency (%),

= 70.3%
So, lines efficiency of the mentioned sweet shirt garments production stands at 70.3%
Formula Used for CalculatingDifferent Parametersfor Work Study
Work study
Work study is the systematic examination of the method of carrying activities. It is one of the
important tool to improve productivity in textile and apparel industry. Work study investigates
the work done in an organization and aims at finding the best and the most efficient way of
utilizing the available resources (man, material, money and machinery) to achieve best possible
quality work in minimum possible time.

Calculation for Line Balancing

Line Balancing:
Line balancing is leveling the workload across all processes in a cell or value stream to remove
bottlenecks and excess capacity. It is a tools used for production line to capacitate the flow line
of production. A flow line can be divided into elemental tasks. Each of these tasks will require a
specified time to complete. It also has a sequential relationship with other tasks in the flow line.
In order to ensure that the line is run efficiently, efforts have to be made to balance the line.

Line Balancing In Garments Industry

Calculation for Line Balancing:
For line balance we have to know some data and some calculating information those are as
follows:
· How many operators.
· Operation.
· SMV.
 · Performance.
· Potential production / hour.
· Hours to achieve target.
· Capacity.
· Target.
Efficiency = (Sum of all task times)/(Actual no of workstations) X (Cycle Time)

= (250) / (5) X (60)

= 0.83 OR 83 %

Potential production / hour = (60/SMV) X Wanted efficiency

Hours to achieve target = (Target/week)/(Potential Production)

If, SMV = 1.22

Performance = 80%
Target / Week = 2655

Then Potential Production / Hour = (60 / 1.22) X 80% = 39 pieces/hour

We know the target/week = 2655 pieces

Hours to achieve target = 2655 / 39 = 68 hrs

So Capacity is 60- 68 = -8 hrs.

Example: Assuming an 8 hour working day, what is the cycle time needed to generate an
output rate of 240 units per day?

Solution:

Operating time per day

Cycle time =
Desired output rate

Operating time per day = 8 X 60 = 480 min

Desired output rate = 240 per day

So, Cycle time = 480 /240 = 2 min (ANS)

Line Balancing
Line Balancing is leveling the workload across all processes in a cell or value stream to remove bottlenecks and
excess capacity. A constraint slows the process down and results if waiting for downstream operations and
excess capacity results in waiting and absorption of fixed costs.

Line Balancing in apparel industry

It is the allocation of sewing machine, according to style and design of the garments. It depends on what types
of garments we have to produce. It is done to increasing productivity.

When you consider mass production, garments are produced in lines or set of machines instead of single
machine. A line may be assembly line, modular line or section, a line set with online finishing and packing. A
line includes multiple work stations with varied work contents. Production per hour is varied depending on
work content (standard minutes of particular task/operation), allocation of total manpower to a particular
operation, operator skill level and machine capacity. Operation with lowest production per hour is called as
bottleneck operation for that line.

Objectives of Line Balancing

Match the production rate after all wastes have been removed to the talk time at each process of the value stream.

1. Regular material flow.

2. Maximum uses of man power and machine capacity.
3. Minimum process time.
4. Minimizing slack time.
5. Minimizing workstation.
6. Maximum output at the desired time.
7. Quality maintenance of the garment.
8. Reduce production cost.

Importance of Line Balancing

1. Line balancing helps to know about new machine required for new style.
2. It becomes easier to distribute particular job to each operator.
 3. It becomes possible to deliver goods at right time at the agreed quality for list cost.
4. Good line balancing increase the rate of production.
5. Line balancing helps to compare the required machinery with the existing one and compare balance.
6. It also helps in the determination of labor requirement.
7. Good balancing reduces production time.
8. Profit of a factory can be ensured by proper line balancing.
9. Proper line balancing ensured optimum production at the agreed quality.
10. It reduces faults in the finished product.

Example of Line Balancing

1. Machine layout with actual production.
· >Process#1. Production 40 pieces by 1 machine end production 40 pieces.
· >Process#2. Production 45 pieces by 1 machine end production 40 pieces.
· >Process#3. Production 75 pieces by 1 machine end production 40 pieces.
· >Process#4. Production 80 pieces by 1 machine end production 40 pieces.
· >Process#5. Production 50 pieces by 1 machine end production 40 pieces.
Output: 40pices/hour.

Analysis: Insufficient production due to lack of supply.

2. Machine layout for balancing production.

Analysis: Action plan for further development.

Replace skilled or experienced operator for process#3, then production will increase, when production will be
80pices/hour. Then same target 90pices for process1, 3 & 4 and research on it, how production can be increased.
The following action can be done.

Limitations of Line Balancing

1. Production lines were designed so that conveyor belts paced the speed of the employees work. This
arrangement wasn't appreciated by the employees.
2. Inevitable changes lead to production lines being out of balance.
3. Rebalancing causes disruptions to production
4. Line Balancing:
5. Line balancing is known as the systematic arrangement of machines and allocation of operation and
helper in a sewing line in such a way that smooth production can be possible with minimizing the idle
time. In the garments industry, Line balancing is known allocation of sewing machines, according to the
garments pattern and design. The line arrangement of sewing machine depends on what types of
garments manufacture in sewing floor. Proper line balancing in an apparel industry may increase
productivity.
6. How to Maintain Line Balancing in Garments:
7. In garments industry, organized arrangement of machinery and allocation of operation is a very
important task for a production manager. Therefore, this issue is also important for the merchandising
department in a garment industry. On sewing floor, line balancing should be maintained according to
the sewing machines sequence. Proper line balancing in a sewing floor can be found with the help of
work study and SMV calculation. This line balancing process can be change according to the garment
style and design. Here given an example about basic T-shirt line balancing in the garment sewing floor.
8.

9. Basic T-shirt
10.
SL Operation Machine required for operation
1 Right shoulder seam 4-needle feed of the arm machine

2 Neck binder 2-needle flatbed interlock machine

3 Left shoulder seam 4-needle feed of the arm machine

4 Bind sleeve opening 2-needle flatbed interlock machine

5 Sleevesseam 2-needle over lock machine

6 Sleevesattach 2-needle over lock machine

7 Cut and fold label Cuttingand folding machine

8 Attach label 1-needle lockstitch machine

9 Shoulder and neck bartack Bartack machine

10 Bottom hem 1-needle 3-thread over lock machine

11. Importance of Line Balancing:

12. 1. Determine systematic work procedure which is important for smooth production.
13. 2. It determines exact number of machine and operator in a line.
 14. 3. It helps to make ideal work plan.
15. 4. It reduces cost of production.
16. 5. It Helps to determine labor requirement in a line.
17. 6. It helps to reduce production time.
18. 7. It increases productivity.
19. 8. It increases profitability.
20. 9. It helps worker and helper to perform job in simple manner.
21. 10. It reduces faults in finished goods.
22. 11. It make easy to achieve target production.

Method of calculating Cost per Minute of a sewing line :

There are two type of cost per minute of a sewing line in a garmentsfactory.
[Link] cost per of a line
[Link] cost per minute of s line

[Link] cost per of a line:

Total salary of a sewing line for one day
Cost per minute of a sewing line =
Total m inuta available x Line efficiency

Taotal salary of a sewing line for one day

=
Total no of m anpower x daily working hours x Line efficiency %

For Example
Total salary of a sewing line = 500 dollar/day
No. of manpower = 50
No of machine = 50
Line efficiency = 70 %

Solution :

Taotal salary of a sewing line for one day

=
Total no of m anpower x daily working hours x Line efficiency %
500 dollar
=
50 x 10 x 60 x 0.07
= 0.03 dollar.
2. Cost per minute of a sewing line

Actual salary per day of all the operator & helpers

=
Total no. of garm ents produce x standard allowed m inute of garm ents
Example
Actual salary per day of all the operator & helpers =1000 dollar
Total no. of garmentsproduce = 500
Standard minute Allowed = 25
Solution :
Actual salary per day of all the operator & helpers
=
Total no. of garm ents produce x standard allowed m inute of garm ents

1000
=
500 x 25
= 0.08 dollar.

Sewing time calculation of a sewing machine:

Sewing time calculation is an important matter in readymade garments sector. Today I will
present here an esay method for calculating sewing time by using machine RPM(Revolution Per
Minute).Method of sewing Time Calculation by using Machine RPM.
Before calculating garments sewing time by using machine RPM, an industrial engineer should
confirm about the below point:
[Link] per inch(SPI) of the garments,
[Link] length in inch of the garments,
[Link] machine rpm
Now using following formula an industrial engineer can easily calculate the required garments
sewing time from machine RPM .
Machine cycle time or sewing time(in second)

Stitch per inch x Seam length per inch x 60

=
Machine RPM

For Example
Sewing machine RPM =1500
Seam length in inch =40 inch
Stitch per inch = 10
Solution:

Stitch per inch x Seam length per inch x 60

=
Machine RPM
10 x40 x60
=
1500
=16 sec
L.C.L:
L.C.L stands for Less Container Load. When small amount of order execution then less
container load for export or import from manufacturer.
Mark up
The difference between the original retail price and a raised price. It means the difference
between manufacturer cost price and selling price,
Mark down:
Mark down is known as the difference between the original retail price and a reduced price.
Partial Shipment:
If the production is only half done and buyer gave us a permission to ship the first half goods
then we can ship the first half goods and then remaining this shipment is known as partial
shipment. It is also known as prance shipment.
Offshore Assembly:
Purchase the fabric and cut it but give it to the other country for sewing is known A
OFFSHORE ASSEMBLY.
Pantone:
Pantone is a universal shade color shade [Link] gets used in all industries for DTM. There are 6
digit number for each color. Pantone depends upon TP(take pad),and TC (take card).
Style number:
Style number a series of style which is easy to get the style references.
Lead time:

L/C:
Line Balancing:
Lab-dip:
Grading:
Grading is a procedure of either increasing or decreasing the size of the sample pattern.
The process of making a sample size pattern larger or smaller to make up a complete size range.
Gross margin:
Gross Margin is related to calculation of manufacturing [Link] difference in dollars between
net sales and the net costs of merchandise/ product during a given period.
Knit Down:
This is small knitted fabric swatch (Which is knitted as per buyer artwork like checks or strips
to check the repeat and size) Which merchandiser sends to the buyer for approval is known as
knit-down.
F.C.L
F.C.L denote the full container load. This is the good sign of both buyer and manufacturer.
Normally this part is handle by commercial department in a garments.
C& F:
C&F means cost and [Link] indicates that the exporter deliver the products onto vessel and
pay all the normal charges to get the cargo to the named port/seaport.
C.I.F:

CM:
CM is related to the commercial parts of garments merchandising. The full meaning of CM is
cost of [Link] cost may include with trimmings, cutting, making, trimmings cost of
making time etc.

CAD:
It is related to the fabric cutting in garments industry. The full meaning of CAD is computer
aided design which is used as theoretical tool to design and develop garments products.