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PEPGI: Promoting Employment & Productivity in Garment Industry

IndustrialEngineering

Consulting GuidelinesArtistic Apparels

November 09, 2013


Contents

1 Objectives & Methodology

2 Technopak Gap Analysis

3 Observations and Recommendations

4 IE Activities

5 Follow up Schedule

6 Activities Already Started


Association with PEPGI provides the participating companies, a unique experience through consulting guideline in one of the chosen area from the following topics:

Fabric & Cutting Room ManagementSewing Room Production Management(SRPM)Industrial EngineeringQuality management systemBusiness process mapping

Artistic Apparel has chosen Industrial Engineering for enhancing the performance in this area. On the basis of assessment study, the various gaps are identified which will be filled by company’s employees through consulting guidelines, followed up and monitored by Technopak Advisors and UNDP team.

Why Consulting Guidelines Required?


Objectives Assess the sewing operations at Artistic Apparel Unit # 01 (Stitching Line # 5), in terms

of Productivity and Efficiency, based on observation of the entire operations and a comprehensive “Technopak Gap Analysis”.

Compare performance data and results from gap analysis to industry benchmarks. Determine areas of improvement.

Put forward the observations pertaining to sewing floors and share recommendations.

Identify the need gaps for performance improvement and suggest a roadmap based on Industrial Engineering, to the management for bridging these gaps.

Highlight the advantages and benefits of having Industrial Engineering department .


Identify current performance levels in – Capacities, Utilization, Using Methods, and productivity.

Productivity level was evaluated from 5 perspectives:

Worker’s Capacity Evaluation of existing capacities of sewing operators & their ability to meet their

capacities. Training Requirement

Requirement of training based on Worker’s capacity. Worker’s Utilization

How well are the operators being utilized. Methodology Terms

Evaluation of methodology of doing operations for the product profile being manufactured.

Efficiency terms Evaluation of production data recorded for the current month.

General observations

Methodology


Technopak Gap Analysis

Utilization Gap

Methods Gap

Capacity Gap

PRODUCTIVITY

PRODUCTIVITY

Are the operators performing as well as they can?

Are the operators trained enough to do the operation?

Are we using our workers all the time?

Is this the best way to do this operation?

Training Gap

Efficiency Gap How efficient is the work ?


Sewing Room – Capacity/Training Gap

Capacity Gap - Difference between achievable production capacity of operators based on their sewing pace & the actual output produced by them.

Methodology - Single cycle time was taken for randomly chosen operators to calculate their sewing capacity and their actual output recorded over a production day, under standard conditions.

Result: Capacity Gap: 42%

Training Gap - Difference between achievable efficiency of operators based on their sewing pace and their actual efficiency.

Methodology - Operators’ actual capacities are compared with targets and the gaps calculated.

Result: Training Gap: 12%


Sewing Room - Capacity/Training Gap

CAPACITY AND TRAINING GAP ANALYSIS Factory: Artistic Apparel Line #: 05 Style: Jade Grey 28-10-13

S.No. Operation MachineOperator (Name) SAM

Allowances(MD+PF)

Target/hr @ 100%

Target SCT

Actual SCT

Capacity (%) Capacity

Actual O/P

Capacity Gap %

Training GAP %

Btn Tag & Fly O/L 3T-O/L Noshad 0.25 14.50 243 0.20 0.23 85.00 206 180 12.79 15.00

Zipper Attach (on fly) DNLS Sajjid Ali 0.14 25.00 432 0.10 0.10 95.00 411 180 56.18 5.00

Zipper cutting Helper Anwer 0.13 11.00 475 0.10 0.12 82.00 390 180 53.83 18.00

Label Making (3 lable attach) SNLS Shakeela 0.28 20.00 214 0.22 0.25 87.00 186 120 35.40 13.00

Facing Marking Helper Erum 0.24 11.00 254 0.20 0.22 90.00 228 110 51.83 10.00

Facing Attach Flat Lock Nazia 0.48 16.50 124 0.40 0.47 85.00 106 100 5.47 15.00

Facing Cutting Helper Koser 0.13 11.00 452 0.10 0.12 87.00 393 100 74.59 13.00

Linning Closing 3T-O/L Noshaba 0.34 14.50 179 0.28 0.30 92.00 164 150 8.69 8.00

Linning Top SNLS Aqsa 0.36 20.00 165 0.29 0.33 86.00 142 90 36.51 14.00

Linning Top SNLS Nasreen 0.39 20.00 154 0.31 0.37 84.00 129 90 30.43 16.00

Linning Attach on Front PKT SNLS Rukhsana 0.74 20.00 81 0.60 0.67 90.00 73 65 10.93 10.00

Linning Attach on Front PKT SNLS Shoaib 0.60 20.00 100 0.49 0.53 91.00 91 75 17.25 9.00

Front Pannel O/L 3T-O/L Nazia 0.32 25.00 189 0.24 0.27 89.00 169 140 16.98 11.00

Mouth Top (with piping) DNLS Ali 0.29 25.00 210 0.21 0.25 85.00 179 85 52.40 15.00

Mouth Top Cutting Helper Niqab 0.18 11.00 337 0.14 0.15 95.00 320 85 73.43 5.00

Mouth Top (with piping) DNLS Sajjad 0.30 25.00 199 0.23 0.25 90.00 179 90 49.79 10.00

Mouth Top Cutting Helper Gulzara 0.22 11.00 268 0.18 0.20 92.00 246 90 63.44 8.00

Fly press Helper Ayaz 0.15 11.00 412 0.11 0.13 85.00 350 180 48.54 15.00

Fly Attach SNLS Shan 0.18 20.00 336 0.13 0.15 88.00 296 170 42.56 12.00

Fly Top SNLS Saleem 0.25 20.00 238 0.21 0.23 90.00 214 170 20.67 10.00


Usual reasons identified for capacity gap:

Inappropriate line balancing Unstable behavior of Operators Off standard time

• No WIP (Waiting Time)




Off Standard TimeNo WIP

Unstable behavior of Operators


Recommendations to fill the Capacity Gap:

Review the operations and use the concept of clubbing of operations where SAMs are low.

Effective line balancing through Operation Bulletins. Measurement and subsequent reduction in off standard time of

operators. Making the operators more disciplined and responsible.



Sewing Room - Utilization Gap

Utilization Gap - Difference between available time & used productive time of operators based on their activity sampling.

Methodology - Activity sampling was done for a sample size of 78 operators over one full working day , to calculate their utilization levels.

Result: Utilization Gap: 25%



UTILIZATION ANALYSISFactory: Artistic Apparel Date: 28-10-13

Sample Size: 78 Activity Sampling occasions: Line/Lines: 05

S.No Activity Task OccasionsAs Percentage of total

timeAs Percentage of

Sewing timeStandard

1 Normal Productive Work Sew and Handle 253 41%

Shears 34 5%

Total 287 46% 100% 100%

2 Bundle Handling / Parts layout 170 27% 59% 15%

3 Machine Delay TB, CC, BC, NC 12 2% 4% 2%

4 Machine Breakdown 6 1% 2% 1%

5 Personal and Fatigue 56 9% 20% 3%

6 Waiting Time 59 9% 21% 1%

7 Others

Repair, talk with supervisor & others, looking around 34 5% 12% 3%

TOTAL 624 100%

Total opportunity for Improvement 25% MB, P &F, Waiting time, others

Achievable Improvement 9% Estimated



Machine Break Down

Excessive & Uncontrolled movement



Usual reasons identified for utilization gap: Improper line balancing Waiting time for WIP Excessive & Uncontrolled movement Personal And Fatigue

Recommendation to fill the Utilization Gap: The Utilization Gap of 25 % suggests an estimated improvement

potential of (09-10)% by reducing the wastage of productive work time and with preventing measures to avoid above mentioned reasons.


Off Standard Time

Date Observation timeMinutes

Observed

Off Standard

Time

Machine Break Down

No Feeding

WIP5/11/2013 09:30 to 12:30 2520 386 145 2416/11/2013 02:30 to 04:30 3600 590 220 3707/11/2013 09:00 to 12:30 7350 855 380 475

13470 1831 745 1086100% 14% 6% 8%

Line No. 05

SumPercentage


Off Standard Time


Methods Gap Potential for increasing operator productivity by improving the way an operation is performed.

Methodology - Methods of randomly selected operators/workers were reviewed and potential for improvement studied. A study was conducted to analyze the current methods being used and the timings taken. The methods were then analyzed for engineering possibilities and some basic improvements done. The timing on the new methods was again taken and compared with the timings taken on the methods before engineering.

Result: Method Gap: 15.68 %

Sewing Room - Method Gap



METHODS GAP ANALYSIS

Factory: Artistic Apparel Department Date: 28-30 October, 2013

Style: Jade Grey Line No. 05

S.No. Operation

Cycle Time Before

Engineering Engineering Possibilities

Cycle Time After

Engineering

Savings in

MinutesSavings in Percentage

1

Linning Attach Before Front Rise Over Lock

0.53

Both front panels over lock together before lining attach due to which numbering will not disarranged

0.40 0.13 24.53

2

Label Making (3 or 4 labels attach togather), use poly beg for each label in

top of machine bed. 0.25

Use a fabric poach fixed side the machine bed.

0.22 0.03 12.00

3

Fly top, Front bundle put on the leg after sew one by one pcs then dispose and

arrange the side table. 0.23

Use some extension of machine bed over the leg, in order to put the bundle.

0.20 0.03 13.04

4

Front PKT mouth top with piping, first operator or helper unroll the piping with in

a box, during the stitch piping hang on over the Tube lite. 0.3

Some extension of thread stand, hang the role in this stand, don't waist time to unroll the piping.

0.25 0.05 16.67

5

Checking, (Front, Back and Assembly), insufficient space for checking.

0.74

Checker should keep unchecked garments on the left side, altered garments on the right side and use

a trolley for keeping checked garments. 0.65 0.09 12.16

6 Fly Round, One helper mark the Fly

Round 0.30 Don’t need helper for marking, use gage able fly round pattern

for fly round stitch. 0.30

Total Savings 15.68



Label Making

Front Rise O/L, after

pocket lining attach



Insufficient space for

checking

Unroll the piping and hang on over the Tube lite.


Fly round Without marking, use gage able fly pattern




Usual reasons contributing to methods gap:

Inefficient method Unproductive Handling No concept of clubbing of operations Workspace layout and suitability, etc.


Sewing Room – Unproductive handling

Cycle

Per

Operation


Sewing Room – Method Gap

Recommendations to fill the Method Gap:

Use the most appropriate method. Usage of work-aids if necessary. Reduce unnecessary movements. Clubbing of operations where necessary. Improve the workspace layout.


Sewing Room - Method Approaches

Use of left table extensions to provide more workplace space to the operator which in turn facilitates the handling of big articles such as quilt covers and flat sheets.



Use of front table extensions to provide more workplace area to the operator and reduce the number of bursts in sewing long and straight seams.



Having innovative solutions To reduce operation complication To reduce operator movement relating to personal fatigue.


Work aid to Attach Labels


Efficiency Gap - Difference between target production output at 100% efficiency and achieved production output at existing efficiency level.

Methodology - Production data was collected for past 2 months (60 days) for the floor. This data included the workers directly involved in production (operators + helpers), the output in terms of pieces each day, work hours & standard allowed minutes for the products studied. This data was then worked upon to find out the average efficiency percentage over a the period for which the data has been collected and subsequently arriving at the efficiency gap.

Result: Efficiency Gap: 53%

Sewing Room - Efficiency Gap



Date Unit Line no.

Style no. OutputAverage No. of

operatorsAverage No. of helpers

CheckerTotal

workersWorking Hr

Available minutes

SAM of the style

Minutes produced

Efficiency %Efficiency Gap

%

1-Oct-2013 1 5 Jade Grey 1000 50 20 7 77 8 36960 21.7 21700 58.71 41.29

2-Oct-2013 1 5 Jade Grey 1050 53 21 8 82 8 39360 21.7 22785 57.89 42.11

3-Oct-2013 1 5 Jade Grey Black 900 55 16 8 79 8 37920 21.7 19530 51.50 48.50



6-Oct-2013 1 5 Sunday

7-Oct-2013 1 5 Julia Black 800 54 17 5 76 8 36480 22.7 18160 49.78 50.22

8-Oct-2013 1 5 Julia Black 700 54 17 5 76 8 36480 22.7 15890 43.56 56.44

9-Oct-2013 1 5 Julia Black 1000 52 22 8 82 8 39360 22.7 22700 57.67 42.33

10-Oct-2013 1 5 Julia Black 1000 52 22 7 81 8 38880 22.7 22700 58.38 41.62

11-Oct-2013 1 5 Jade Black 1100 52 26 8 86 8 41280 21.7 23870 57.82 42.18

12-Oct-2013 1 5 Jade Black 1000 49 22 6 77 8 36960 21.7 21700 58.71 41.29


14-Oct-2013 1 5 Jade Black 1200 54 24 8 86 8 41280 21.7 26040 63.08 36.92

15-Oct-2013 1 5 Eid Holydays




19-Oct-2013 1 5 Jade Grey 0 42 13 8 63 8 30240 21.7 0 0.00 100.00


21-Oct-2013 1 5 Jade Black 850 53 25 6 84 8 40320 21.7 18445 45.75 54.25

22-Oct-2013 1 5 Jade Black 750 53 19 8 80 8 38400 21.7 16275 42.38 57.62

23-Oct-2013 1 5 Jade Black 300 56 24 8 88 8 42240 21.7 6510 15.41 84.59

24-Oct-2013 1 5 Jade Black 800 54 27 9 90 8 43200 21.7 17360 40.19 59.81

25-Oct-2013 1 5 Julia Dark Pink 1000 53 18 9 80 8 38400 22.7 22700 59.11 40.89

26-Oct-2013 1 5 Julia Pink Jade Grey 1000 49 23 8 80 8 38400 22.7 22700 59.11 40.89





31-Oct-2013 1 5

Avarage Month of Octuber 46.83 53.17



Usual reasons identified for Efficiency gap:

No proper method of doing time study being followed. Improper line balancing causing unnecessary movement and

delay in WIP. Excessive and uncontrolled movement of operators. No monitoring and assessment of Off standard and On Standard

time losses.



Delay in WIP

On Standard time losses.



Recommendations to fill the Efficiency gap:

Proper time studies should be conducted to fix realistic SAM. Targets to be revised as per the revised SAM and verified by IE Dept Operation Bulletin to be used for Line balancing. Reduce and control movement of operators. Reduce Off standards and On Standard time losses.


General Observations

The factory has product profile and sewing lines run on salary system of payment.

Skill level of the sewing operators are average but they lack consistency in performance.

Industrial Engineering Department does exist, however, the discrepancies in the calculation of SMVs needs to convert SAM.

SMVs given by the IE dept. were found to be rather loose.

During the style change taking too much time lose.


Recommendations

SAMs for all the operations need to be calculated as per the standard method.

Operation Bulletin to be prepared based on the SAM thus calculated, to work out the revised targets.

Operation Bulletin to include SAM based details of operation sequence, machine required, manpower required, attachment required etc.

Line balancing to be done through time studies Skill matrix should be prepared for all the workers and should be

used in line manning to achieve optimum skill utilization.


Recommendations

Start recording the machine off-standard time and analysis of the same, to work upon preventive measures (preventive maintenance)

Work-aids and attachments should be extensively used at various operations to facilitate smoother pickup, dispose, and to reduce the handling time of operators. E.g. Front & side table extensions, pickup & disposal stands etc. This also reduces helpers within the Sewing Line.


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A s s a m b l y s e c t I o n S i d e T a b l e Back Section Side Table Front Section Side Table Press Table

L I n e N o . 5

Movement Of Garments PartsLong movement of garmentFront bundle move to pairing tableUse three supervisors (Front, Back, Assembly)


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L I n e N o . 5

Front Section Side Table Press TableAssambly section Side Table

Movement Of Garments PartsShort movement of garmentFront bundle automatically move to pairing tableUse two supervisors one for(Front & Back), Second for (Assembly)


IE Activities


IE - Pre Production Activities

A. Preproduction stage Review production planning with the production department.

Make Operation Bulletin.

Suggest construction changes on the basis of use of folders/ production feasibility/ machines availability/ proposed machine requirement / Test requirements.

Provide the list of machines/ folders / attachments/ work aids required to the maintenance department.

Follow up for machines / folders/ attachments/ work aids availability with production department/ maintenance department and making adjustment in case of non availability.


IE OTHER ACTIVITIES

B. Production Run Confirm Operation Bulletin (SAMs) /Machine Requirement. Ensure machine layout / method as per plan and operation bulletin Assign targets as determined by the Operation Bulletin. Monitor WIP and help supervisors in Line Management (Balancing). Identify low performing operators and send for retraining if required. Review output and order status with production department every day

to make adjustments. Record daily outputs and calculate minutes produced. Monitor Floor Efficiency levels.


IE OTHER ACTIVITIES

C. Other Activities Maintain Database for all styles in terms of SAMs, machines, folders

and work aids used. Maintain skill matrix for all the operators coming out of the training

centre to utilize their skills in a better way. Monitor target monitoring boards to keep an eye on line and floor

efficiency. Maintain thread consumption database Maintain and enhance the housekeeping, safety and layout of the

factory to meet the compliance requirements.


IE - Activity Schedule

I.E. Activity Schedule.xls

S. No.Industrial Engineering Activities (Guidelines):

Responsibility/ Assistance

Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10

1 Make Operation Bulletin (OB) for the styleArtistic Apparel Team/ MTs

2Machine Calculation & planning machine layout as per planned target in the OB

Artistic Apparel Team/ MTs

3 Suggest construction changes on the basis of following:Artistic Apparel Team/ MTs

4 *Use of folders and attachmentsArtistic Apparel Team/ MTs

5 *Production feasibilityArtistic Apparel Team/ MTs

6 *Machine availabilityArtistic Apparel Team/ MTs

7 *Proposed machine requirementArtistic Apparel Team/ MTs

8Monitor WIP and help supervisors in line management (Balancing) - (Bundle tracking form)


9 Conduct method study and time study after setting lineArtistic Apparel Team/ MTs

10 Review methods, SAMs and OB(Revise if required)Artistic Apparel Team/ MTs

11 Start measuring off standard times- (machine breakdown, low WIP etc)Artistic Apparel Team/ MTs

12 Improve operator efficiency/ line efficiency-(Bi-Hourly reports)Artistic Apparel Team/ MTs

13Identify low performing operators and send them for training- (operator monitoring board)


14 Create and maintain skill matrix for operators working in sewingArtistic Apparel Team/ MTs

15 Daily floor reportArtistic Apparel Team/ MTs

16Maintain and enhance th house keeping (5-S), safety and layout of the factory to meet the compliance requirements


17 Order Completion reportArtistic Apparel Team/ MTs

18 Follow up & Control all activitiesArtistic Apparel Team/ MTs

NOTE: A particular activites once started should be maintained thereafter on a dail y basis.

The schedule is tentative and subject to change if required.


IE - Follow up scheduleS.No. Activity I.E. Follow up Schedule..xls Performed by Weeks

1 2 3 4 5 6 7 8 9 10

1 Presentation on Consulting Guideline Technopak & UNDP

2 Core Team Formation of the Participating Factory Participating Company

3 Handing over of the guidelines Technopak

4 Study of the guidelines Participating Company

5 First Meeting for Clarification of concepts on points asked by core team Technopak / Participating Company 1 Hr

Meeting

6 Implementation of system and Formats Participating Company's Core team

7 Second Meeting for Clarification of concepts on points asked by core team

Technopak / Participating Company 1 Hr.

Review


9 Third Meeting for Clarification of concepts on points asked by core team Technopak / Participating Company 's core

1 Hr. Review


11 Forth Meeting for Clarification of concepts on points asked by core team Technopak / Participating Company's Core Team

1 Hr. Review

12 Implementation of the system and Formats Participating Company's Core team

13 Fifth Meeting for Clarification of concepts on points asked by core team Technopak / Participating Company Core Team

1 Hr. Review

14 Implementation of the system and Formats Participating Company's Core team

Sixth Meeting for Clarification of concepts on points asked by core team Technopak / Participating Company Core Team

1 Hr. Review

Implementation of the system and Formats Participating Company's Core team

15 Final Meeting for Clarification of concepts on points asked by core team Technopak / Participating Company Core Team

1 Hr. Review

Technopak Participating company's core team


Activities Already Started

SAM calculations of all styles for Line # 5. Capacity studies Utilization studies Method studies Efficiency calculations


Thank You

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