Mini-Project Report on

“WORK STUDY ON GARMENT INDUSTRY”

submitted to
Department of Industrial Engineering and Management
In partial fulfillment of the academic requirements for the
V semester course
MINI PROJECT-1 (22IM5PWMPR)
By

BHOOMIKA T S 1BM22IM012
PALLAVI S S 1BM22IM037
SWATHI S 1BM22IM056

Under the Guidance of

Internal Guide External Guide

Dr. RAMESH K.T SWAMY GOWDA

Assistant Professor Founder of ARS Textiles

Department of IEM Andrahalli Main Road

BMSCE Bangalore

DEPARTMENT OF INDUSTRIAL ENGINEERING AND MANAGEMENT

B.M.S. COLLEGE OF ENGINEERING
Bengaluru - 560019
JAN-2025
 CERTIFICATE

DEPARTMENT OF INDUSTRIAL ENGINEERING AND MANAGEMENT

B.M.S COLLEGE OF ENGINEERING

This is to certify that the project titled

“WORK STUDY ON GARMENT INDUSTRY”

for the course titled

MINI PROJECT-1 (22IM5PWMPR)
has been successfully completed by

BHOOMIKA T S 1BM22IM012
PALLAVI S S 1BM22IM037
SWATHI S 1BM22IM056

As a part of the V semester curriculum in Bachelor of Engineering in Industrial

Engineering and Management, B.M.S. College of Engineering, an Autonomous
Collegeunder VTU, during the academic year 2024 – 2025
Under the Guidance of:

Dr. Ramesh K. T.
Assistant Professor Head of the Department
Dept. of IEM, BMSCE Dept. of IEM, BMSCE
Semester End Examination:
Name Signature with date

Examiner 1:

Examiner 2:

i
 ACKNOWLEDGEMENT
We are immensely grateful to our professors and the college administration for their
direction and assistance in helping us successfully complete our 3rd year Mini-Project-1,
“WORK STUDY ON GARMENT INDUSTRY”. This achievement would not have been
achievable without their support.

We acknowledge Dr. Bheemsha, the principal of the B. M. S. College of Engineering,

Bangalore, for his ongoing assistance.

We would like to thank Dr.V.N.Shailaja, Professor and Head of Department, Department

of Industrial Engineering and Management, B. M. S. College of Engineering, Bangalore,
for this opportunity.

We express a debt of gratitude to Dr. Ramesh K. T., Assistant Professor, Department of

Industrial Engineering and Management, B. M. S. College of Engineering, Bangalore, for
his patience and priceless knowledge in assisting and guiding us with this project.

We express a debt of gratitude to Swamy Gowda , Founder of ARS Textiles, Andrahalli

Main Road, Bangalore, for letting us into their company and for supporting us throughtout
this project.

We admire the cooperation of Prof. Disha M. Nayak, Department of Industrial Engineering

and Management, B. M. S. College of Engineering, Bangalore, who is the project
coordinator for our department.

We also thank the entire teaching and nonteaching staff from the Department of Industrial
engineering and management, B. M. S. College of Engineering, Bangalore, for their
assistance. Finally, we would want to express our respect to our parents and friends for
supporting us throughout the project.

Bhoomika T S- 1BM22IM012

Pallavi S S -1BM22IM037

Swathi S -1BM22IM056

ii
 ABSTRACT
Work study is one of the important analytical techniques in the garment industry with the
aim of increasing productivity and efficiency through systematic work process analysis.
This report will discuss the importance of work study techniques in terms of method study
and time study to optimize the use of resources and establish performance standards. The
garment sector is highly labor-intensive, with a high cost of production and an urgent need
to adapt to the changing demands of the market. Organizations can implement work study
methodologies to identify non-value-added time in operations and streamline workflows.
Method study focuses on the analysis of tasks to eliminate unnecessary steps and optimize
the workflow. Time study establishes standard times for the completion of a task based on
the performance of a skilled worker. These techniques together lead to better job design,
improved ergonomics, and better workstation layouts that finally result in increased output
and quality. The study findings also show that successful work study practices are beneficial
for cost cutting and for increasing employee satisfaction in addition to giving a less stressful
and more organized working environment. With fast fashion, the garment industry is
continuing to evolve. And hence, the integration of work study practices is essential for
companies to achieve sustainability and competitive growth. This report gives emphasis to
continuous improvement through work study in order to reach operational excellence in the
garment manufacturing sector.

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 TABLE OF CONTENTS

CHAPTER 1 INTRODUCTION
1.1 Motion Study .................................................................................................................................. 1
1.1.1. Impact on Industries ..................................................................................................................... 2
1.2. About the Industry ........................................................................................................................... 2
1.3. Work Study ...................................................................................................................................... 4
1.3.1. Method Study: Streamlining Tasks for People .............................................................................. 5
1.3.2. Time Study: Measuring Performance with Purpose ...................................................................... 5
CHAPTER 2 LITERATURE REVIEW................................................................................................... 7
2.1 METHODOLOGY............................................................................................................................. 7
2.2 OVERVIEW OF THE LITERATURE REVIEW PROCESS ............................................................ 8
2.2.1. Identifying the objective ................................................................................................................. 8
2.2.2 Exploring Published Research Papers............................................................................................. 9
2.2.3 Eligibility Criteria Testing .............................................................................................................. 9
2.2.4 Evaluating the Quality of Research ................................................................................................ 9
2.2.5 Obtaining Ideas ............................................................................................................................... 9
2.2.6 Reviewing Ideas............................................................................................................................ 10
LITERATURE PAPER REVIEWED .................................................................................................... 11
CHAPTER 3 PROBLEM FORMULATION
3.1. Problem Statement............................................................................................................................17
3.2. Objectives ......................................................................................................................................... 17
3.3. Key Assumptions............................................................................................................................. 17
CHAPTER 4 DATA COLLECTION AND ANALYSIS
4.1 Introduction to Data Collection........................................................................................................ 18
4.1.1 Purpose of Data Collection ........................................................................................................... 18
4.1.2 Scope of the Collected Data .......................................................................................................... 18
4.2 Data Collection Methods ................................................................................................................. 19
4.2.1 Tools and Techniques Used ........................................................................................................... 19
4.2.2 Observational Approach ............................................................................................................... 20
4.2.3 Time Study Procedures .................................................................................................................. 20
Step 1.Defining the Task........................................................................................................................ 21
Step 2. Timing the Operations................................................................................................................ 21
Step 3. Standardizing the Process .......................................................................................................... 21
Step 4. Comparative Analysis ................................................................................................................ 21
Step 5. Data Validation .......................................................................................................................... 21
4.3 Details of Data Collected ................................................................................................................. 22
4.3.1 Monthly Production Data.............................................................................................................. 22
4.3.2 Monthly Production Analysis ....................................................................................................... 24
4.3.3 Daily Production Data................................................................................................................... 26
4.4 Stitching Time Data ......................................................................................................................... 27
4.4.1 Comparison Between Two Stitching Processes ............................................................................ 28
4.5 Transport Trolley Observations........................................................................................................ 33
4.5.1 Present Trolley Features................................................................................................................ 34
4.5.2 Drawbacks of Present Method ...................................................................................................... 34
4.5.3 Proposed Trolley Features............................................................................................................. 35
4.5.3.1 Benefits of Optimized Material Handling Cart .......................................................................... 36
4.5.4 Bill of Materials ............................................................................................................................ 36
4.5.5 3D Design of Trolley Parts ...........................................................................................................37
4.5.6 Data Analysis ................................................................................................................................ 42
CHAPTER 5 CONCLUSION
Summary of Chapter 1 ........................................................................................................................... 43
Summary of Chapter 2 ........................................................................................................................... 44
Summary of Chapter 3 ........................................................................................................................... 44
Summary of Chapter 4 ........................................................................................................................... 44
Reference ...............................................................................................................................................46
CHAPTER 1
INTRODUCTION
Work study in the garment industry is a systematic analysis of methods and processes to
improve productivity and efficiency. It involves time and motion studies to optimize resource
utilization, reduce waste, and enhance workflow. The goal is to streamline production while
maintaining quality standards.

1.1. MOTION STUDY

Motion study is a methodical examination of the movements involved in a task with the
goal of enhancing efficiency. It is a systematic process that involves breaking down a task into
its component motions, identifying any unnecessary or inefficient movements, and finding
ways to streamline the process. By analyzing the way in which tasks are performed, motion
study can lead to increased productivity, reduced fatigue, and improved safety in the workplace.
The concept of motion study was first introduced by Frank Gilbreth and Lillian Gilbreth in the
early 20th century. They believed that by carefully analyzing the motions involved in
completing a task, it was possible to eliminate wasted movements and increase efficiency. This
idea laid the foundation for modern motion study techniques. There are several key principles
that govern motion study. One of the most important is the idea of standardization. By creating
a standard method for performing a task, individuals are able to work more efficiently and
consistently. This can help to reduce variability in performance and improve overall
productivity. Another key principle of motion study is the concept of work measurement. By
carefully timing the different motions involved in a task, it is possible to determine the most
efficient way of completing the task. This can help to identify opportunities for improvement
and streamline the process. Motion study also emphasizes the importance of ergonomics. By
designing workstations and tools that are ergonomic, it is possible to reduce the risk of injury
and improve overall worker comfort. This can lead to increased productivity and reduced
absenteeism. Motion study is a valuable technique for improving efficiency in the workplace.
By analyzing the movements involved in a task and finding ways to streamline the process,
organizations can increase productivity, reduce fatigue, and improve safety. By following key
principles such as standardization, work measurement, and ergonomics, organizations can
optimize their processes and create a more efficient work environment.

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1.1.1. Impact on Industries

Motion studies have a significant impact on industries by optimizing efficiency and

productivity in the workplace. Motion studies involve analyzing and improving the movements
required to complete tasks, with the goal of reducing wasted time and energy. By utilizing
motion studies, industries can identify and eliminate unnecessary motions, standardize work
processes, and implement ergonomic improvements to enhance worker safety and comfort. In
manufacturing industries, motion studies help streamline production processes by identifying
the most efficient ways to assemble products and complete tasks. This leads to increased
throughput, reduced cycle times, and lower production costs. By minimizing unnecessary
movements and optimizing workflows, industries can improve overall operational efficiency
and output. Motion studies also play a crucial role in industries such as healthcare, logistics,
and construction, where repetitive tasks and manual labour are common. By analyzing worker
movements and optimizing workstations, industries can reduce the risk of workplace injuries,
improve employee satisfaction, and increase overall productivity. Overall, the implementation
of motion studies in industries helps to identify opportunities for improvement, enhance
efficiency, and drive continuous process optimization. By focusing on optimizing movements
and workflows, industries can achieve greater levels of efficiency and productivity, ultimately
leading to improved competitiveness and success in the marketplace.

1.2. ABOUT THE INDUSTRY

The ARS Textile Industry, started in 2015, has boomed its activity in the growing textile
landscape in Bangalore. Positioned on Andrahalli Main road, this company of vibrant activities
enjoys a reputation of quality and economy, now producing an incredible 1,200 units daily with
a workforce of 800 skilled employees. At ARS Textile Industry lies a focus on quality and
durability in the production of garments. Several major departments within the company
comprise Stitching, Cutting, Packaging, Labeling, and Manufacturing. Each of the departments
is very important in the completion of the manufacturing process, but moreover, what stands
out is the stitching section, where skilled operators are entrusted along with pre-determined
work sequences, ensuring that all the garments meet the standards of quality. This focus on
craftsmanship has achieved a remarkable 30 percent improvement in performance when
compared with their initial outputs in 2015.

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 Figure 1.1. Different types of garments tailored

The figure 1.1 illustrate the variety of garments stitched at ARS Textiles, which includes tops,
shirts and custom-designed pieces. This highlights the company's expertise in catering to
diverse customer needs and market trends.

The backbone of ARS Textile Industry is its workforce of skilled employees. With 800
individuals across various departments, the company fosters an environment where expertise
and teamwork are paramount. Each employee is trained to excel in their respective roles,
contributing to a seamless production process that maximizes efficiency while maintaining
quality.

Figure 1.2. Skilled Workforce

Figure 1.2 shows the mastery of the workers in the ARS Textiles making every garment a
testament to their unparalleled skill.

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1.3. WORK STUDY

In today's fast-paced business environment, organizations are continuously trying to find

ways of being more efficient and productive. One of the very potent methodologies that has
emerged to help satisfy these needs is work study. Work study is, in a way, a scientific approach
to looking at the work process. It has nothing to do with the numbers and metrics but a lot to
do with the human aspect of every job in understanding how activities are carried out to look
for inefficiencies and areas that need improvement. This makes better use of resources-whether
it's time, materials, or human effort-and helps set realistic performance standards that everyone
can work for. Work study is a very important management technique aimed at systematic
examination of work in any organization. Thus, how work is performed allows the
identification of inefficiencies and streamlines the manner in which operations are performed
and consequently improves productivity.

Work study encompasses two main components: method study and time study.

Work Study

Method Study Used to evaluate

Work Measurement
Alternate Design

Motion Study Used to find fastest Time Study

Motion Sequence

Higher Productivity

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1.3.1. Method Study: Streamlining Tasks for People
At the heart of work study is a method study, which deals with how a task is performed. Think
of work study in a more simplified way: making work easier and effective for everyone
involved.

Breaking Down Tasks: Method study is the dissection of work into its individual stages. This
helps to establish which are necessary and which can be eliminated or modified.

Eliminating Unnecessary Steps: In doing this,

the organization decides the unnecessary steps
that add little or no value to a certain task and
consume time and resources.

Optimizing Resources: The end goal is to

reduce the activity so that much of the
employees' time and energy could be devoted to
work that is relevant & furthering efficiency
and stimulating appreciation. Figure.1.3 Method study

Figure .1.3 illustrates an individual engaged in stitching clothes, emphasizing the need to
analyze and optimize the sewing process. By studying the method, unnecessary motions can
be minimized to improve efficiency and productivity.

Method study is aimed at achieving an optimal flow of work, which would promote better
productivity while doing full justice to the workers working on them.

1.3.2. Time Study: Measuring Performance with Purpose

Time study is another method that zeroes in on the time taken by a competent worker to
complete a job. This is not really counting hours, but an effort to understand the possible
capacity of human beings at a workplace.

Timing Tasks: Stopwatches or software is utilized in time studies to find out how long tasks
take under normal working conditions. The information obtained is very useful to know how
long tasks ought to take. From this data, organizations can set standards to help in planning
workloads and scheduling.Time studies also indicate bottlenecks, which assist the team in
anticipating and acting on the causes of delays in processes.

5
 Figure.1.4 Time study

Ultimately, time study helps create a more balanced workload for employees, ensuring they
aren’t overburdened while still meeting organizational goals.

Method Study and Time Study are both essential tools for improving operational efficiency in
an organization. Method Study focuses on analysing and optimizing the processes to eliminate
unnecessary steps, reduce waste, and improve workflow, while Time Study measures the time
taken to perform tasks, helping set standards and identify opportunities for reducing time
without sacrificing quality. Together, these studies help enhance productivity, streamline
operations, and ensure better resource utilization, ultimately contributing to cost reduction,
improved performance, and more effective management of work processes.

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CHAPTER 2
LITERATURE REVIEW
A literature review is like a thorough investigation of all the research done prior
to or following a certain topic. It involves looking at scientific books, magazines
and other relevant sources. In the review, all prior research should be enumerated
and explained condensed, objectively evaluated and clarified. It must lay out the
theoretical foundation of the study and aid in determining its parameters.

2.1 METHODOLOGY

We conducted a complete literature review using data extracted from multiple

search platforms. Various search engines were employed to identify relevant
sources for the literature review. Initial exploration of Google Scholar using terms
such as “improving efficiency”, “bottlenecks”, production, time ” this facilitated
the compilation of an initial sample article relevant to our study. we further
refined our search by Collectively these platforms constituted our primary search
methods for acquiring scholarly publications.

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2.2 OVERVIEW OF THE LITERATURE REVIEW PROCESS

Identifying study objective

Exploring public research

Obtaining ideas

Reviewing ideas

2.2.1 Identifying the Objectives

The first stage in carrying out a literature review is to formulate specific

research objectives and questions. Making sure the right data is gathered
and all essential issues are covered, requires defining the concepts, the type
of information that is required, and the factors that are being evaluated .
The process of literature review is depicted in the figure 2.1.

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2.2.2 Exploring Published Research Papers

The literature search is the following step in conducting a review.

Comprehensive coverage is required to guarantee that all significant
research both published and unpublished is included. Search engines like
Google Scholar and Web of Science used keywords like "bottlenecks",
“work study,” “time study” among others, to sort and evaluate pertinent
data.

2.2.3 Eligibility Criteria Testing

We first compiled a list of possible investigations, which we then evaluated

for broader significance. Understanding is aided by the concise and
comprehensible summary of the paper's conclusions. The aim is to provide
an overview of the current evidence to inform future research.

2.2.4 Evaluating the Quality of Research

Research paper effectiveness is assessed by giving a quality score to each

primary study or by considering which study components were developed
and implemented improperly using knowledge evaluations. This enables
the quality of each paper to be evaluated individually by how well the
selected study corrects any potential misconceptions and increases
accuracy.

2.2.5 Obtaining Ideas

The next stage is to compile or extract relevant data from every primary
study in the collection and evaluate its applicability to the primary concern.
The types of information that should be acquired are determined in part by

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 the initial research questions. But important information is also acquired
regarding the methodology, participants, and design of the original study,
in addition to any quantitative or qualitative insights.

2.2.6 Reviewing Ideas

The concepts have now been gathered, compiled, synthesized, combined,

arranged, and contrasted with information extracted from many research
studies. The insightful arrangement of the collected material points to a
significant addition to the corpus of existing literature.

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LITERATURE PAPER REVIEWED

[1] Title - Improvement of garment assembly line efficiency using line

balancing technique.
Author -Ocident Bongomin, Josphat I. Mwasiagi, Eric O. Nganyi,
Ildephonse Nibikora
Journal -Engineering ports by wiley.Was published On april 3,2020.

Key Findings –

1. Stitching process: Observations indicate that proper assignment of tasks

like attaching company tags and size labels can significantly affect
assembly line efficiency.
2. Tasks involving Labeling were incorporated in the line balancer
methodology.

[2] Title - Productivity Improvement of Assembly Line in Textile Stitching

Unit by Lean Techniques of Line Balancing and Time & Motion Study .

Author - Tasks involving labelling were incorporated into the line

balancing methodology.
Journal -International Journal of Science and Engineering Investigation
Volume 12 ,issue 2,may 2023.
Key findings –
1. The study recommends upgrading to wheeled trolleys to facilitate
faster, more efficient transport of materials between workstation.
2. wheels would help reduce the time spent on manual handling.

3. reduce the risk of potential injury or worker fatigue, aligning with lean

principles of reducing waste.

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 [3] Title- Improving Working Conditions and Productivity in the Garment

Industry.

Author - Edited by Juan Carlos Hiba.

Journal - International Labour Office, Geneva in 1998.

Key findings –

1. Label stitching can be streamlined using proper file organization and tools
such as jigs and fixtures.
2. Placing tools and controls within easy reach of the worker will minimize
search time.
3. Use guides or measuring tapes attached to the work table to check
measurements efficiently.
4. improving working conditions and productivity in the garment industry
with a focus on small and medium-sized enterprises.

[4] Title - Enhancing Efficiency and Productivity of Garment Industry by using

different technique.

Author - Dhanashree Rajput, Madhuri Kakde, Pranjali Chandurkar, P. P.

Raichurkar.

Journal - International Journal on Textile Engineering and Processes

Volume 4, Issue 1, January 2018.

Key findings –

1. It specifically emphasizes the role of time studies visual management systems

and standardized working practices in the effectiveness of manufacturing
operations.

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2. Regular Maintenance Checks and Waste Management measures are
implemented.

3. This research focuses on improving productivity and efficiency in garment

manufacture using techniques like time study, visual management and work
standards.

[5] Title - A Study of Various Factors Affecting Labour Productivity and

Methods to Improve It.

Author - Mr. A. A. Attar, Prof. A. K. Gupta, Prof. D. B. Desai

Journal - IOSR Journal of Mechanical and Civil Engineering (IOSR-JMCE).
Key findings –
1. It emphasizes the role of time studies, visual management systems and
standardized work practices to maximize production efficiency.

2. Regular maintenance checks and waste management measures.

3. This research focuses on enhancing productivity and efficiency in the garment

industry using techniques like time study visual management and work standards.

[6] Title- Productivity improvement for garment production industry through the
integration of lean and work-study.

Author - Mequanent Ewnetu, Yewondwosen Gzate.

Journal - Heliyon, Volume 9, 2023,Published in 2023
Key findings-
1. Integration of lean and work-study significantly reduced non-value-adding
activities from 43% to 5%.

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2. Bottlenecks were eliminated reducing the daily operating costs by improving
production flow and reducing bottlenecks with reduced emissions.

3. The optimized flow process chart and methods increased productivity of

garment products such as Flat sheets and Quilt covers. Production output
increased to 75.8% and 100% pieces per shift respectively.

4. To enhance productivity in garment industry.

5. The study analyzed production bottlenecks, non-value-adding activities and

inefficiency offering practical solutions.

[7] Title -Implementation of Lean Manufacturing Tools in Garment

Manufacturing Process Focusing Sewing Section of Men’s Shirt.

Author - Naresh Paneru

Journal- Master’s Thesis, Oulu University of Applied Sciences.

Key findings –

1. Importing batch production to single piece flow significantly reduced work-in-

progress inventory.

2. The elimination of non-value-adding activities and the better line balancing

reduced production lead times and rework costs.

3. Operator multi-skilling training was promoted ensuring flexibility in style

changeovers meeting modern garment production needs.

4. The study was also helpful with applying lean manufacturing tools like single-
piece flow or single-piece Flow.

5. work standardization in the sewing section to improve productivity, reduce

waste and enhance flexibility.

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[8] Title - Effects of Worker Fatigue on Product Quality.

Author - Md. Mahmud Akhter.

Journal - Department of Industrial and Production Engineering, Bangladesh

University of Engineering & Technology (BUET), Dhaka, Bangladesh.

Key findings –

1. Fatigue increases defect rates the more precisely in stitching and assembly
actions.

2. Defect rate increases before and after breaks, highlighting fatigue accumulation
and pain relief .

3. Suggested interventions include better work-rest cycles and ergonomic

improvements to reduce fatigue-induced defects.

4. The study investigates how worker fatigue affects product quality.

It is a quantitative analysis which focuses on the stitching and finishing

departments.

[9] Title - An Ergonomic Approach for Designing of an Industrial Trolley with

Workers Anthropometry.

Author - Subrata Talapatra, Nourin Mohsin, Mehrab Murshed

Journal - American Journal of Industrial and Business Management.

Key findings –

1. Handle Height mismatch caused lower back pain; wheel radius was too small
requiring excessive force for movement.

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2. Adjusting these parameters significantly improved ergonomic compatibility
and reduced MSD risks .

3. The research methodology and insights would help streamline stitching label
and size tag operations by reducing physical strain in material handling processes.

4. The study evaluates the dimensions of trolleys.

5. It focuses on reducing musculoskeletal disorders by proposing design that is

based on worker anthropometry for handle height and wheel radius.

[10] Title -Efficient Production Management in the Garment Manufacturing

Industry.

Author - Kamaljit Singh Rana, Dr. Jagjit Singh Randhawa, Dr. Parveen Kalra

Journal - Tobacco Regulatory Science, Volume 7.

Key finding-

1. Productivity enhancements were achieved by implementing work aid

implementation ergonomic improvements and systematic analysis of operations.

2. Ergonomically designed workstations and line balancers significantly

improved efficiency and reduced fatigue.

3. Recommendations included adjustable seating, optimal workstation height and

organized workflow to minimize process delays and bottlenecks.

4. The study focuses on improving productivity in garment manufacturing

through time and motion studies.

5. Aiming to optimize processes and minimize worker fatigue.

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17
CHAPTER IV
DATA COLLECTION AND ANALYSIS

4.1 Introduction to Data Collection

4.1.1 Purpose of Data Collection

The primary purpose of data collection is to analyze and improve the efficiency of garment
production processes, with a focus on stitching labels and size tags together. By gathering
detailed time-motion data, we aim to pinpoint inefficiencies in the current stitching approach,
which involves stitching labels and size tags separately. This disjointed process not only
increases production time but also creates unnecessary delays in workflow, ultimately
affecting the overall productivity of the garment manufacturing unit.

Additionally, data collection is directed towards understanding the limitations of the current
transport trolley design. The absence of wheels and stoppers has been observed to cause
frequent disruptions, particularly in material handling and movement across different
production stages. The goal of collecting this data is to establish a objective basis for
proposing actionable improvements. The insights derived from this data will help us design
solutions that minimize production bottlenecks, reduce worker fatigue, and ensure smoother
transitions between various stages of garment production.

4.1.2 Scope of the Collected Data

The scope of the data collection focuses exclusively on processes directly linked to stitching
and material transport within the garment production unit. The study specifically targets two
critical areas:

Stitching Process Efficiency:

● Data has been gathered on the time taken to stitch labels and size tags together
compared to stitching them separately.
● The study encompasses stitching time variability based on worker expertise,
machine type, and the complexity of garment designs.
● The data collection also considers the potential for errors in the stitching process
when tags are stitched separately, leading to rework or defective outputs.

Material Transportation Challenges:

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 ● Observations have been conducted on the usage of transport trolleys in moving
raw materials and finished garments between workstations.
● Specific attention has been given to the delays caused by the absence of wheels
and stoppers in the current trolley design, such as the time spent lifting the trolley.

4.2 Data Collection Methods

4.2.1 Tools and Techniques Used

Various tools and techniques were utilized to ensure accurate and reliable data collection
related to the garment production process. Key tools and techniques include:

Stopwatches and Timers:

● Used to measure the time taken to stitch labels and size tags separately versus
together.
● Time measurements were taken under controlled conditions to ensure consistency
and accuracy.

Observation Sheets:

● Designed to record observations related to the transport trolley usage, such as

delays caused by movements without wheels.
● Included fields for worker feedback to identify practical challenges faced during
operations.

Production Logs:

● Monthly and daily production data were extracted from company records to understand
trends and correlate them with operational efficiencies.

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 4.2.2 Observational Approach

The observational approach played a critical role in this study as it provided real-time
insights into the challenges faced by workers. This method involved:

Direct Observation

● Researchers observed the stitching processes during peak and non-peak hours to
capture time variations.
● Special attention was given to factors influencing stitching time, such as worker
expertise, machine type, and garment complexity.

Worker Behavior

● Observed how workers adapted to inefficiencies, such as manually lifting

transport trolleys or improvising tools to manage tags.
● Analyzed the causes for worker fatigue and its impact on productivity.

Transport Trolley Usage

● Monitored how the absence of wheels and stoppers slowed down material transport.
● Recorded instances where workers stopped production to handle transportation
issues.

4.2.3 Time Study Procedures

Fig.4.1 Steps involved in data collection

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Step 1. Defining the Task

● Break down the tasks involved in stitching and transporting.

Task A: Stitching labels and size tags separately.

Task B: Stitching labels and size tags together.

Task C: Transporting materials using trolleys.

● Clearly document the sequence of activities for each task.

● Include details about the tools, machines, and methods used for each task.

Step 2. Timing the Operations

● Use a stopwatch or digital timer to record the time taken for each task.
● Perform multiple observations (e.g., 10 repetitions per task) to ensure reliability.
● Record variations due to worker skill levels, machine types, and garment designs.
● Log the data in a structured table format for easy analysis.

Step 3. Standardizing the Process

● Create a standardized workflow to minimize external influences:

● Ensure all machines are in proper working condition.
● Remove distractions or interruptions during the timing.
● Use a consistent set of tools and materials across all observations.
● Document the standard operating procedure (SOP) for future reference.

Step 4. Comparative Analysis

● Calculate the average time for each task across multiple observations.
● Compare the average times to determine efficiency gains (e.g., stitching separately
vs together).
● Identify time losses associated with transporting materials due to trolley
inefficiencies.
● Highlight patterns, such as delays caused by specific tasks or machine types.

21
Step 5. Data Validation

● Cross-check recorded times with production logs for accuracy.

● Ensure observational records align with the timing data to avoid discrepancies.
● Validate findings by consulting with workers and supervisors to confirm their
accuracy.

4.3 Details of Data Collected

Efficient production management is a critical component in the garment industry, where
meeting production targets while maintaining quality is essential for business success. This
report provides an analysis of production data collected over two months, October and
November 2024, along with daily production patterns and stitching time efficiency. By
evaluating these datasets, we aim to identify trends, pinpoint inefficiencies, and propose
actionable recommendations for optimizing production workflows.

4.3.1 Monthly Production Data

1. Production in October-2024

SL.NO AMT. ORDER

STYLE NO. TOTAL
. (per m) QTY.
FAB LINE 2
1 80 475920 709949
COLOUR
2 FAS 2 COLOURS 80 541360 790767

3 FAS 1 COLOUR 82 693474 588457

4 LADIES TOP 53 1260658 2030786

TOTAL 295 2971412 4119959

22
 ● The graph highlights production and order quantities for styles in October.
● It shows the dominant role of "LADIES TOP" in total output and its high order
fulfillment demand.
● The scaled order quantity bar helps visualize discrepancies clearly, emphasizing
production adequacy or shortfalls.
● The order quantity is greater compared to production because of the festival
season.

2. Production in November-2024

SL.NO AMT. ORDER

. STYLE NO. (per m) TOTAL QTY.
FAB FASHION
1 82 449748 409949
PATTI
FAB BLACK
2 80 62720 70767
COLOUR
FAB 2 FASHION
3 80 103920 98457
PATTI
4 FAB 5 COLOUR 80 381680 350786

5 LADIES STYLE 52 270000 231745

TOTAL 374 1268068 1161704

Table 4.2 November Production

23
 Fig 4.3 November Production v/s Order quantity

● Displays production and order distribution for styles in November.

● Highlights lower overall production compared to October, with smaller gaps in order
fulfillment.
● Suggests a more balanced but reduced output across styles.

4.3.2 Monthly Production Analysis

The analysis of monthly production data for October and November 2024 highlights the
performance of the company in meeting order demands for various styles. Each product
style's production quantities and corresponding order quantities were meticulously compared
to identify how effectively the company managed its output against customer requirements.

October 2024 Analysis:

● FAB LINE 2 COLOUR: Produced 5,949 units against its total order demand,
demonstrating consistent production aligned with customer expectations.
● FAS 2 COLOURS: Achieved a production output of 6,767 units, meeting a high
volume of order requirements.
● FAS 1 COLOUR: Produced 8,457 units, which indicates a focus on this product
style to meet its relatively larger order quantity.
● LADIES TOP: Registered the highest production of 23,786 units, reflecting the
priority given to this high-demand product.

24
November 2024 Analysis:

● FAB FASHION PATTI: Produced 7,314 units, reflecting an increased production

compared to similar styles in October.
● FAB BLACK COLOUR: Output was 2,034 units, marking it as one of the styles
with lower demand or production focus.
● FAB 2 FASHION PATTI: Produced 1,924 units, also among the lower production
outputs, suggesting a lesser priority.
● FAB 5 COLOUR: Achieved 5,396 units of production, slightly higher than other
styles in this category.
● LADIES STYLE: Maintained a production of 10,000 units, reflecting consistent
demand for this style.

Observation

● High-Demand Styles: Styles such as LADIES TOP and FAS 1 COLOUR consistently
received higher production focus due to their substantial order quantities.
● Low-Demand Styles: Styles like FAB 2 FASHION PATTI and FAB BLACK
COLOUR had significantly lower production outputs, which likely correlates to
reduced order demands.
● In both months, LADIES TOP and LADIES STYLE demonstrated production
volumes that were adequately aligned with their order demands.
● Some styles, particularly in November, showed slight mismatches between
production and order quantities, indicating potential inefficiencies or adjustments in
production planning.

Insights for Future Planning

● Styles like FAB LINE 2 COLOUR and FAS 1 COLOUR should continue to be
prioritized based on their consistent order volumes.
● Increased focus on improving production processes for low-output styles such as
FAB BLACK COLOUR can help meet occasional demand spikes.
● Realignment of schedules to better address styles with growing demand will reduce
gaps and optimize production efficiency.

25
4.3.3 Daily Production Data

CUM. OF
TIME PRODUCTION
PRODUCTION
9:30-10:30 80 80

10:30-11:30 100 180

11:30-12:30 150 330
12:30-2:00 Break Break

2:00-3:00 110 440

3:00-4:00 110 550
4:00-5:00 65 615
5:00-6:00 150 765
6:00-7:00 35 800

Table 4.3 Daily Production

Fig4.4 Daily Production Analysis

26
 1. The graph highlights variations in hourly production, with peaks observed during
11:30–12:30 and 5:00–6:00, indicating periods of high efficiency.
2. The cumulative production steadily increases, reflecting overall progress while
showing slowdowns during breaks, such as 12:30–2:00.
3. Reduced output in intervals like 4:00–5:00 and 6:00–7:00 suggests potential fatigue
or resource limitations.
4. These insights can guide scheduling adjustments and resource optimization to
maintain consistent production levels throughout the day.

4.4 Stitching Time Data

Present Method: Stitching Label tag and size tag separately.

Trial No. Time Taken (sec)

1 45.88

2 46.98

3 51.60

4 47.10

5 48.25

6 49.32

7 46.75

8 50.18

9 45.92

10 47.85
Average Time 49.153

Table 4.4 Present Method

27
Proposed Method: Stitching both label and size tags together.

Trial No. Time Taken (sec)

1 38.87

2 32.90

3 36.53

4 37.12

5 34.80

6 35.95

7 33.47

8 38.50

9 36.10

10 37.30
Average Time 36.25

Table 4.5 Proposed Method

4.4.1 Comparison Between Two Stitching Processes:

1. Present Method (Separate Stitching):

● From the present method, the average time taken per trial was 47.983 seconds.
● This method involves stitching labels and size tags individually, leading to longer
completion times due to the dual handling of tags and increased adjustments required
during stitching.

2. Proposed Method (Combined Stitching):

● The proposed method reduced the average time to 36.254 seconds.
● This method involves stitching the labels and size tags together in a single operation,
streamlining the process by eliminating the need for multiple setups and alignment

28
 tasks.

● The standard time equation according to the Institute of Industrial Engineers (IIE) is
commonly represented as:

Standard Time=Observed Time × (1 + Allowances)

Where:

● Standard Time is the time required to perform a task under normal working conditions,
including allowances for rest, delays, and personal time.

● Observed Time is the time it takes to complete a task during a time study, measured without
allowances.

● Allowances account for factors like personal time, fatigue, and delays, expressed as a
percentage of the observed time.

● The Time Saved is equal to 11.729 sec by differentiating the time taken by both methods.

Efficiency Index

To quantify the improvement in efficiency, an efficiency index was calculated for both
methods using a baseline time of 50 seconds per trial:

The proposed method shows a 14.4% improvement in efficiency compared to the present method,
making it a highly effective process improvement.

29
Performance Rating

Present Method: Total cumulative time for 10 trials = 479.83 seconds

Proposed Method: Total cumulative time for 10 trials = 362.54 seconds

The proposed method achieves a 24.31% increase in throughput compared to the present method.

Fig 4.5 Difference of Time taken by both methods

30
4.4 TWO HAND PROCESS CHART

PRESENT METHOD

CHART:1 Activity: Stitching label and size tags.

Sheet :1
Subject Charted

Method: present/proposed PRESENT

SUMMARY PRESENT PROPOSED SAVINGS

LH RH LH RH
Operation(•) 3 8
Transport(►) 2 -
Delay(D) 7 4
Inspection - -
Storage (▼) - -
Distance (m) - -
Time(min/sec) 22.16 26.993
Cost - -
Labour - -
Material - -
TOTAL 12 12

➡
Right hand Description
➡
Sl.No Left hand Description • D ▼ • D ▼

1 Idle • • Idle

Pick up the garment. • • Hold

Hold Pick up the label tag

3 • •
Place the label tag on the
4 Hold the garment
• • garment.
steady

Move the garment to • Start stitching label tag

5 •
the desired position

6 Hold the garment • Pick up the size tag

Steady
•
7 Hold the garment
• Place the size tag on the
• garment
Move the garment to
8 •
the desired position Start stitching Size tag
•
Ensure that label and
9 size tags are aligned •
Control the sewing speed
• and ensure proper
Release garment after stitching
10 stitching •
Hold
•

Hold the garment Cut the threads after

11 • • stitching if necessary

12 Idle . • Idle

31
PROPOSED METHOD

CHART:2

Sheet :2
Subject Charted Activity:Stitching label and size tags.

Method: present/proposed PROPOSED

SUMMARY PRESENT PROPOSED SAVINGS

LH RH LH RH

Operation(•) 3 8 4 6 1
Transport(►) 2 - 1 - 1
Delay(D) 7 4 2 2 7
Inspection - - - - -
Storage (▼) - - - - -
Distance (m) - - 1 - -
Time(min/sec) 22.16 26.993 18.53 24.523 11.9

Cost - - - - -
Labour - - - - -
Material - - - - -
TOTAL 12 12 8 8 8

➡ ➡
Sl.No Left hand Description • D ▼ • D ▼ Right hand Description

1 Idle • • Idle
2 Hold the garment • Place the needle in the
hand • position to start
stitching
3 Pick up the label tag • • Pick up the size tag
4 Place the label tag on • • Place the size tag on
the garment the garment
5 Move the garment to Feed garment under
the desired position • • sewing machine to
stitch both the tags
6 Ensure that label and • • Control the sewing
sizes tags are aligned speed and ensure
proper stitching
Release garment • •
7 Cut the threads after
after stitching with stitching if necessary
8 Idle • • Idle

32
4.5 Transport Trolley Observations

Efficient transportation of materials is critical in industrial setups, particularly in the

garment sector, where bulk movement of fabric is a daily requirement. The transporting
trolley which the garments is using poses challenges such as inefficient material handling,
potential damage to goods, and excessive labor efforts. We are comparing the existing system
with a proposed solution showcasing how the latter can optimize operations.

Fig.4.6 Present trolley design

The transport trolley features the following dimensions:

● Height: 120 cm
● Width: 90 cm
● Depth: 50 cm
These dimensions offer a compact and sturdy structure that is suitable for handling materials
in a fast-paced environment. The trolley is made from square metal tubing with a 3 cm x 3
cm cross-section, which is constructed using mild steel. This choice of material ensures the
trolley's durability and strength, enabling it to carry significant weight without compromising
its structural integrity.

33
4.5.1 Present Trolley Features

1. Material Loading:

● The present trolley uses a large, open metal rack with no specific compartments or
securing mechanisms.
● Loose stacking of materials increases the risk of fabric damage or spillage during
transit.

2. Mobility Challenges:

● The wheels on the rack appear basic and may lack 360-degree rotation, limiting
maneuverability.
● There are no brakes or stoppers to secure the rack when stationary, risking
instability.

3. Ergonomics and Usability:

● The rack lacks ergonomic handles, making it difficult for workers to push or pull
heavy loads.
● Uneven stacking height can obstruct visibility, creating safety hazards.

4. Durability and Maintenance:

● The design lacks reinforcement, potentially reducing its durability under high-load
conditions.
● Exposed corners and metal surfaces may damage delicate fabrics over time.

4.5.2 Drawbacks of Present Method

1. The loosely piled fabric leads to wrinkling and creasing, affecting quality and increasing the need
for extra processing.
2. Disorganized stacking makes accessing specific fabrics inefficient and increases the risk of
misplacement or damage.
3. The absence of wheels hinders mobility, causing time loss and increased physical effort for
workers.
4. Without a stopper, the rack can become unstable, posing safety risks and potential fabric damage.

34
 Fig.4.7 Proposed trolley design

4.5.3 Proposed Trolley Features

1. Material Organization:

● Proposed trolleys offer structured compartments or baskets, allowing materials to

be neatly arranged.
● Raised edges or securing straps prevent spillage during movement.

2. Enhanced Mobility:

● Equipped with 360-degree swivel wheels for effortless navigation, even in tight
spaces.
● Stoppers or braking systems provide stability during loading/unloading.

3. Improved Ergonomics:

● Trolleys feature ergonomic, adjustable handles that reduce worker fatigue.

● Compact design ensures better visibility and ease of handling.

4. Durability and Safety:

● Use of lightweight, corrosion-resistant materials like aluminum ensures durability

and minimal maintenance.
● Rounded edges and padded surfaces protect delicate fabrics from damage.

35
 4.5.3.1 Benefits of Optimized Material Handling Cart

1. Ensures the cart remains stationary during loading/unloading, improving safety.

2. Robust wheels allow smooth and effortless movement, increasing efficiency.
3. Simplifies maneuvering and reduces operator strain.
4. Addresses stability and movement challenges, streamlining the material handling process.

4.5.4 Bill of Materials

PART NAME ITEM NO. QTY

Trolley 1 1

Wheel with stopper 2 2

Wheel without stopper 3 2

Handle 4 1

Bolt 5 4

Nut 6 4

Wheel cover cap 7 4

Wheel 8 4

Plate 9 4

36
4.5.5 3D Design of the Trolley Parts

1) Trolley

2) Wheel

37
3) Wheel Cover

4) Wheel without Stopper

38
5) Rectangular Plate

6) Handle

39
7) Nut & Bolt

40
41
4.5.6 Data Analysis

Advantages of the Proposed Trolley Design

● Workers can transport more materials in less time due to better mobility and
organization.
● Reduced risk of fabric damage and worker injuries.
● Lower maintenance costs and improved durability over time.
● Compact design allows better movement in crowded factory floors.

The comparison highlights significant inefficiencies in the present transportation system. By

adopting an airport trolley-inspired design, the garment industry can achieve better
organization, increased efficiency, and safer operations. This solution addresses the
bottlenecks and promotes a streamlined workflow, directly benefiting productivity and cost
savings.

42
 CHAPTER 5
CONCLUSION
• Application of motion and work study techniques such time and method studies has
proven to enhance efficiency in industries like textiles healthcare and manufacturing
leading to a 30% performance improvement at ARS Textile Industry since 2015.
• Integrating lean manufacturing techniques with motion and work study improves sales
productivity, streamlines tasks, reduces waste and optimizes workflow, as evidenced in
the garment industry.
• The importance of ergonomic designs, improved task allocation, and better work-rest
cycles plays a significant role in boosting labor productivity, reducing fatigue, and
ensuring product quality.
• Identifying and addressing bottlenecks, such as stitching labels and, size tags along with
optimizing material transportation help in minimizing delays and, increasing overall
productivity.
• The poor design of transportation trolleys causes disruptions in garment flow which
leads to inefficiencies. Improving trolley mobility and ergonomics would significantly
reduce worker fatigue, delays and inconsistencies in production.
• Combining tasks like stitching labels and size tags increased productivity by 14.4% and
throughput by 24.31%, underlining the importance of process consolidation and
workflow optimization.

Summary of Chapter 1
Motion study and work study are crucial tools to improve the efficiency of organizations. This
leads to standardized processes, reduced fatigue and improved safety in industries like
manufacturing, healthcare and logistics. The ARS Textile Industry has achieved a 30%
performance improvement since 2015 by applying these principles. Work study, which includes
method and time studies, complements motion study by optimizing work processes. Time study
eliminates unnecessary steps while method study measures performance to identify bottlenecks.
Together, these methods promote resource optimization, balance workloads and constant
improvement, benefiting both productivity and employee well-being.

43
Summary of Chapter 2
The literature review emphasizes the integration of motion study ,work study and lean
manufacturing techniques to accelerate sales productivity and efficiency in the garment
industry. Key factors include Task Allocation, ergonomic improvements and line balance to
streamline operations. Upgrading tools and implementing single-piece flow systems reduce
waste and enhance workflow. Research highlights the importance of training motivation and
structured supervision in improving labor productivity. Addressing worker fatigue through
better work-rest cycles and ergonomic designs enhances product quality and reduces defects.
Lean practices and eliminating non-value-adding activities reduce lead time and costs. These
findings serve as a basis for further research and practical applications aimed at optimizing
garment production.

Summary of Chapter 3
The chapter identifies inefficiencies in stitching labels and size tags as a key bottleneck
reducing overall productivity. Additionally, the lack of ergonomic and efficient trolley design
disrupts the smooth flow of garments within the facility, resulting in a. The aim is to streamline
stitching processes, consolidate tasks and optimize workflows to reduce delays, fatigue and
alignment errors. Key assumptions include the standardization of processes, accurate time
measurement and leveraging a skilled workforce to ensure efficient task performance.
Integration of quality checks and an efficient workplace layout are also stressed to minimize
non-productive time. These insights provide a structured framework for addressing operational
challenges and improving productivity.

Summary of Chapter 4
The chapter analyzed inefficiencies in garment production, focusing on stitching methods and
material transportation. The results showed that combining stitching labels and sized tags
significantly improved efficiency with a 14.4% increase in productivity and a 24.31% increase
in throughput. It also highlighted limitations in the current transportation trolley design, such
as poor mobility and ergonomic issues that contribute to worker fatigue delays and production
inconsistencies. The data collected underscores the need for improved trolley design and more
efficient stitching methods. These insights provide a strong foundation for practical solutions
aimed at increasing productivity and streamlining workflows in garment manufacturing.

44
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