Information of Industrial Engineering Department Plan layout :

Plan layout is the special arrangement & configuration of departments, work stations, &
equipment used in the conversion process.
7M:
SMV  Manpower
Standard minute value is the standard time, to complete any given task by  Material
using best possible methods at standard level of performance.  Money
 Methods
Plan Layout  Machine
Plan is the special arrangement & configuration of departments. Work  Moral
stations & equipment used in the conversion process.  Management of time

TPT (Throughput time) Need of apparel engineer:

Throughput time is the time taken by particular volume of work to  Standardization of methods, equipment & conditions.
complete.  Production scheduling to work accurately help to understand how long it
takes to complete the work.
Method improved  Fair payment to employee.
 Select
 Record Historical data:
 Examine This is the technique of work measurement in this way we carry out an experiment &
 Develop determine that time required for a certain operation.
 Evaluate
 Define Different types of allowances:
 Install  Relaxation allowance
 Maintain  M/C delay allowance
 Contingency allowance
Work study
Work study is the systematic examination of the method of caring on
activities Operation breakdown:
In the clothing industry operation breakdown is the separation of the making operations
Time study so that garments can be made up quickly & cheaply using available labor & machinery.
To determine the time is should take for a qualified worker to perform a
specific task using a specified method by directly observing on operator. Production line balancing:
Production line balancing is the allocation of the work to be done to the people available
Step of the time study to do it production line balancing is used.
 -break the work into element  To ensure a steady flow of work
 -How element are selected  To make the best use of the available time &
 To keep work in progress of a minimum.
Observed Time
Time recorded by observing on operator while he she is doing a task. Quality of Work study Executive:
 Sincerity & Honesty
 Enthusiasm
Loss time
 Tactful
Loss time is the ineffective or useless time that spends on any activity which
 Good appearance
is not a specified part of a job.
 Self confidence
 Sympathy with people
Performance
This is a figure which we calculate after reducing the lost time out of the
Work place engineering:
total available time.
 Minimum working area:
It indicates that place from where the operator can take his/her raw materials or cut
WIP panel without any movement of their task.
WIP is the number of garments under production at a given time.
 Maximum working area:
Time measurement: It indicates that place from where the operator cannot take his/her raw materials or cut
Time measurement is the application of techniques designed to establish the time for a panel without any movement of their task.
qualified worker to carry out a task at a defined level of performance.
Standard worker:
Method study The standard worker is that worker who has the consistency a qualified worker is one
Method study is the systematic recoding & critical examination of ways of who has acquired the skill, knowledge & other attributes to carry out the work in hand to
doing thing in order to make improvements. satisfactory standard of quality quantity & safety.

Important consideration of the method study

 Minimum motion of the human body
 Arrangement of work place GSD:
 Working condition General sewing data is a technique for method analysis & setting of time standards for
 Process of manufacturing sewing products of industry.

Rating :
Rating is the assessment of the workers rate of working relative to the Capacity:
observer’s concept of the rate corresponding to standard rate. To check how many an operator can produce in one hour.

Rating errors: Effectiveness Means:

 Loose rating Doing the right thing.
 Tight rating Effectiveness Means:
 Flat rating Doing the thing right.
 Steep rating
 Inconsistent rating.
The Equipment used for time study:
 Stop watch
Target  Clip board
Target is the amount of production which should be produced by an  Time study format
operator or a line that a management desires.  Pencil
 Eraser
Bottleneck  Calculator
Which are holding up production operations or a lengthy operation that
consumes a great deal of time. 5s:
 SEIRE (SORT)
  SEITON (SET IN ORDER)
 SEISO (SHINE) Grain line
 SEIKETSU (STANDARDIZE) & Parallel to grain line.
 SHITSUKT (SUSTAIN).
Button ligne
Who are responsible for the implementation of 5S Ligne = 1 inch / 40 “One inch ar 40 vager ak vag ke ligne bole”.
 Management commitment 1 ligne = 0.625 mm
 Management envelopment If, 20 ligne = 20 * 0.625 mm = 12.5 mm
 Participation by all So, the size of the button will be written as 20 L
 Supported by all Converted:
 Self sustaining Ligne to mm
16 L so, 16 / 1.6 = 10 mm
Responsibilities of IE Executive: &
 Establish a correct method Mm to ligne
 Establish a correct standards 10mm so, 10 * 1.6 = 16 L
 Achieve operator’s performance. What is marking
It is the process by which all necessary patterns of all size are drawn on a marking paper
7 Wastage: by utilizing minimum area of the paper.
 Delay / Waiting
 Transportation Marker width
 Excess motion It is the width of marker, which is, determine by omitting the bode fabric from edge of the
 Over production roll.
 Inventory Example: Width = 48” & 1” is bode fabric, so, marker width : 48 – 1 = 47”
 Over processing
 Defective parts / Alter
GSM Calculation
Movement’s motions of human body’s: 4 yards
 Finger Wait = 2 kg
 Wrist 2 yards
 Forearm 1” = 2.54 cm
 Upper arm 36” = 1 yards = 36 * 2.54 = 91.44 cm
 Shoulder 2 yards = 91.44 * 2 = 182.88 cm / 100 = 1.8288 mm
4 yards = 91.44 * 4 = 365.76 cm / 100 = 3.6576 mm
Work content: Area = 4 yards * 2 yards = 1.8288 * 3.6676 = 6.68901888 m2
 Effective content
o Basic work content Now, 2 kg = 2 * 1000 gm = 2000 gm
 Ineffective work So, 6.68901888 m2 = 2000 gm
o Poor design ; ‘GSM = 2000 / 6.68901888 = 298.997 ~ 299
o Incorrect quality
o Poor layout Team Development model
o Poor planning  Forming
o Absenteeism  Storming
o Inefficiency  Norming
o Occupational hazards  Performing
 Adjourning
PDCA:
 Plan
 Do
 Check Seam types
 Action  Supper imposed seam
 Lapped seam
 Bound seam
What is marker  Flat seam
Drawing the pattern on the paper as per style.  Decorative seam
 Edge neatening seam
Objective of marker  Seam class – 7
 To arrange for cutting  Seam class – 8
 To share fabric
 To make minimum wastage Poly bag is made of two type of chemicals
 To help for your cutting.  Poly propylene
 Poly ethylene
Marker Efficiency Poly ethylene is costly then poly propylene.
Additional of total area of all patterns in a marker (square inch) * 100 / total area of
marker (square inch) Classification of stitch
If the efficiency is high then wastage will be less.  Chine stitch (Hem, Button)
 Hand stitch (Jacket edge )
Marker Efficiency  Lock stitch (pocket, Caller, Cuff T/S)
Marker Efficiency = (Total area of marker / Total area of lay) * 100  Multithread chain stitch ( F/L less, Bread, Elastic )
 Over edge stitch (O/L)
 Cover chain stitch ( F/L , Kansie )
What factor are increasing marker efficiency
 Size of garments
 Marker length Care label code
 Pattern engineering
 Type of fabric Normal Wash
 Symmetrical
 Asymmetrical Chlorine blasé
 Process of marker making
 Width of marker
 Types of garments
Iron code
Fabric wastage outside of marker
 Ends of ply losses (2+2=4) Dry Clean code
 Losses of fabric at the ends of roll
 Selvedge losses : 2 % not more than 7 %
 Purchase loss Drying condition

Spreading
To spread cloth as determined by needed quantity as per marking. The sub holding of Workstudy department
  Planning CPM = (Total over head cost of the month / Earns Minute * Work minutes) *Efficiency
 Discipline
 Motivation Required no of operator
 Follow up Required no of operator = Target daily output / Daily output per operator
 Productivity
 Quality CM of garments /dozen = (Overhead machine Cost day * No of machine)/Total
 Training production *12
CM of garments
GSD CM of garments /dozen = (Overhead machine Cost day * No of machine)/Total
GSD = (Man power * Work hour) / Target production *12

SMV CM of garments = Total production / (No of worker * Work hour)

SMV = Basic time + (Basic time * Allowance)
Marker Efficiency
Basic time Marker Efficiency = (Total area of marker / Total area of lay) * 100
Basic time = Observed time * Rating
CPD (Consumption per dozen)
Observed time CPD = Marker length * Marker width * GSM * 12 / (1000 * 100 * 100 * Total marker
Observed time = Total Cycle time / No of cycle pc’s)

Rating Stitch Consumption

Rating = (Observed Rating * Standard rating) / Standard rating Single Needle:
 S/N 1 inch = 2.75 inch
Efficiency  D/N 1 inch = 6 inch
Efficiency = (Earn minute / Available minute) * 100
Over Lock:
 O/L 3 TH 1 inch = 14 inch
Earn minute  O/L 4TH 1 inch = 17.75 inch
Earn minute = No of Pc’s (Production) * Garments SMV  O/L 5TH 1 inch = 20 inch

Available minute Flat Lock:

Available minute = Work hour * Manpower  F/L 2TH 1 inch = 10.25 inch
 F/L 3TH 1 inch = 14 inch
Organization Efficiency  F/L 4TH 1 inch = 17.75 inch
Organization Efficiency = (Basic pitch time / Bottle neck time) * 100  F/L 5TH 1 inch = 22.75 inch

FOA:
Basic pitch time (BPT)
 1TH 1 inch = 14 inch
Basic pis time = Total Gmt SMV / Total Manpower
Button Stitch:
 1 Button = 4~6 inch
UCL Button Attach:
UCL = Basic pis time / Organization Efficiency  1 Hole = 5 inch
Bar tack:
LCL  1 Bar tack = 9 inch
LCL = 2 * Basic pitch time – UCL Lopper:
 1 inch = 9 inch
Latus:
Improvement
 1 inch = 30 inch
Improvement = 1 – (Production / Capacity)

Performance
Performance = {Earn minute / (Available minute – Off standard time)} * 100

Balancing loss
Balancing loss = {AML – (TML/AML)} * 100

TML
TML = Operational SMV / BPT

Balancing Efficiency
Balancing Efficiency = 1 - Balancing loss

Capacity
Capacity = 60 / Capacity time in minute

Cycle Time
Cycle Time = 60 / Team target

Team target
Team target = (Work hour/SMV) * Present operator * Organizational efficiency

Capacity Achievable
Capacity Achievable = Capacity * Balance

Balance
Balance = BPT / Bottle neck time (BNT)

Standard time
Standard time = Net operation time * (1 + Ratio of loss time)

Daily output
Daily output = Working Minute / SMV

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

CPM