Final Project Report (Thesis) 2137+2156+2157 PDF

Faculty of Engineering
Department of Textile Engineering
Study on
Industrial Engineering in Apparel Industry
Course Title: Project Report

Course Code: TE-410
Submitted By
Md. Sabbir Hossain ID: 103-23-2137
Umma Salma Lima ID: 103-23-2156
Md. Robiul Hasan Ovy ID: 103-23-2157
Academic Supervisor
Md. Abdullah Al Mamun
Assistant Professor
Daffodil International University
This Project Report Presented in Partial Fulfillment of the Requirements for the
Degree of Bachelor of Science in Textile Engineering.
Advance in Apparel Manufacturing Technology
August, 2014
Dept. of textile Engineering
Approval Sheet
This project entitled Study on Industrial Engineering in Apparel Industry at Daffodil

International University, August 2014 prepared and submitted by Md. Sabbir Hossain;
Umma Salma Lima; Md. Robiul Hasan Ovy in partial fulfillment of the requirement for the
degree of BACHELOR OF SCIENCE IN TEXTILE ENGINEERING has been examined and
hereby recommended for approval and acceptance.
AAM
Supervisor
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Acknowledgement
At the beginning, we would like to thank the Almighty Allah for giving us the ability to complete
this report. Then we would like to take the opportunity to express us gratitude to our honorable
supervisor Md Abdullah Al Mamun, Assistant Professor, Department of Textile
Engineering, Daffodil International University for providing us with guidelines and
suggestions to complete this Project. His thoughtful advice assistance logical direction & efforts
have made it possible to implement the project faithfully.
Our grateful thanks also go to Professor Dr. Mahbubul Haque, Head of the Department of
Textile Engineering, for his support and continious guidance throughout our long journey in
Daffodil International University and the industrial training.Special thanks goes to Md. Faruque
Hossain (AGM, Compliance Admin& HR of Niagara Textiles Ltd) & Md. Rezaul Karim
(Human Resource coordinator of Standard Group), who arrange the Permission letter for doing
the project work in that Industry & variable advice to carry out the project work.
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Declaration
We hereby, declare that the work presented in this project is the outcome of the investigation
performed by us under the supervision of Md Abdullah Al Mamun, Assistant Professor,
Department of Textile Engineering, Daffodil International University Bangladesh. We also
declare that this project is not being submitted elsewhere.
Signature Signature Signature
.. .. .....
Md. Sabbir Hossain Umma Salma Lima Md.Robiul Hassan Ovy
ID: 103-23-2137 ID: 103-23-2156 ID: 102-23-2157
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Abstract
This project is on Study on Industrial Engineering in Apparel Industry. This is true today
Millions of dollars are wasted each and every day in organization, through lack of awareness of
this need to constantly improve productivity. Most of it can be stopped. By using work study,
method study, time study, capacity study, it is possible to improve productivity while reducing
wastage. Two important attributes have been considered, one is possible standard method for
each process and another is considerable time. Time study is taken to record the actual individual
capacity of each worker. We have recorded the time to make each process for each and every
worker to find out the optimum number of operator and helper, type of machines, basic and
standard pitch time and individual capacity. To find out the S.M.V (Standard Minute Value),
process wise capacity has been calculated; in addition to that we have calculated the target,
capacity, manpower, line graph, labor productivity and line efficiency. Line has been balanced
considering the bottleneck and balancing process where the balancing process has shared the
excess time after the production in the bottleneck process. After applying all those process, we
have compared the line graph after balancing the line, labor productivity and line efficiency.
Finally proposed production layout has been modeled and ensures a better productivity. In this
paper we discussed some procedure about Time, Capacity, and Method study. Also discussed
about operation breakdown and others tools and techniques which consists of different
experimental discussion, experimental result & discussion.
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Contents
1. Introduction: ................................................................................................................................ 2
2. Literature survey ......................................................................................................................... 4
2.1. Industrial engineering: ......................................................................................................... 4
2.2. Objectives of industrial engineering: ................................................................................... 4
2.3. IE Department working procedure: ..................................................................................... 5
2.4. Background of industrial engineering:................................................................................. 8
2.5. Applications of Industrial Engineering: ............................................................................. 10
2.5.1. Merchandising............................................................................................................. 10
2.5.2. Production Planning .................................................................................................... 12
2.5.3. Production ................................................................................................................... 13
2.5.4. Maintenance ................................................................................................................ 15
2.5.5. Quality......................................................................................................................... 15
2.5.6. Human resource .......................................................................................................... 16
2.5.7. Production follow up................................................................................................... 17
2.6. Benefits of Industrial Engineering: .................................................................................... 18
2.7. Work study: ........................................................................................................................ 19
2.7.1. Benefits of work study: ............................................................................................... 19
2.7.2. Techniques of Work-Study: ........................................................................................ 20
2.7.3. Goal of Work-Study:................................................................................................... 21
2.7.4. Some Terms of Work Study: ...................................................................................... 21
2.7.5. Characteristics of a Work-Study Officer: ................................................................... 23
2.8. Method study: .................................................................................................................... 24
2.8.1. Purpose of Method Study: .......................................................................................... 24
2.9. Motion Study: .................................................................................................................... 25
2.9.1. The Goals of Motion Study: ....................................................................................... 25
2.9.2. Principles of Motion Study: ........................................................................................ 25
2.10. Capacity Study: ................................................................................................................ 26
2.10.1. Benefits of Capacity Study: ...................................................................................... 26
2.10.2. Making of Capacity Study: ....................................................................................... 27
2.10.3. General comments: ................................................................................................... 28
2.11. Time Study: ...................................................................................................................... 29
2.11.1. Condition of time study: ........................................................................................... 29
2.11.2. Application of time study:......................................................................................... 30
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2.11.3. Techniques of time study: ......................................................................................... 30
2.11.4. Purpose of Time Study: ............................................................................................ 30
2.11.5. Elements & break points: .......................................................................................... 31
2.11.6. Notes on Time Study: ............................................................................................... 32
2.11.7. Rating: ....................................................................................................................... 34
2.11.8. Breakdown/Dividing/Operation Bulletin: ................................................................. 34
2.11.9. Layout: ...................................................................................................................... 35
2.11.10. Line Balancing: ....................................................................................................... 35
2.11.11. Importance of Line Balancing: ............................................................................... 35
2.11.12. Bottleneck Process: ................................................................................................. 36
2.11.13. Bottleneck in line: ................................................................................................... 36
2.11.14. Way of reducing bottle neck: .................................................................................. 36
2.11.15. Standard Minute Value (SMV): .............................................................................. 37
2.12. Lean: ................................................................................................................................ 38
2.12.1. Lean Environment:.................................................................................................... 38
2.13. 5s system: ......................................................................................................................... 39
2.14. Useful Formulas for Industrial Engineers: ....................................................................... 41
2.15. Why Industrial Engineering is Need in Apparel Industry? .............................................. 42
3. Data Collection ......................................................................................................................... 44
3.1. Basic Procedure of Work-Study: ....................................................................................... 44
3.2. Procedure of method study: ............................................................................................... 45
3.3. Breakdown/ Operation Bulletin procedure: ....................................................................... 46
3.3.1. Operation Bulletin sheet of Denim 5 Pkt Long Pant: .................................................. 46
3.4. Layout Procedure: .............................................................................................................. 48
3.4.1. Actual Layout of Denim 5 Pkt Long Pant: ................................................................. 49
3.4.2. Benefit of Layout: ....................................................................................................... 53
3.5. Line Balancing Graph: ....................................................................................................... 54
3.6. Process of conducting Time Study: ................................................................................... 55
3.6.1. Time study chart for Denim 5 Pkt Long Pant: ............................................................ 58
4. Comments: ................................................................................................................................ 61
5. Conclusion: ............................................................................................................................... 63
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Chapter: 1
Introduction
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1. Introduction:
Now a days Industrial engineering is getting more important section for producing Garments in
Garments Industry. Industrial Engineering integrates knowledge and skills from several fields of
science: From the Technical Sciences, Economic Sciences as well as Human Science - all these
can also be supported with skills in Information Sciences. The Industrial Engineer comprehends
knowledge in those sciences in order to increase the productivity of processes, achieve quality
products and assures Labor safety. Present techno economic scenario is marked by increasing
competition in almost every sector of economy. The expectation of the customers are on the rise
and manufacturers have to design, and produce goods in as many variety as possible (concept of
economics of scale is no more talked off) to cater to the demands of the customers. Thus there is
a challenge before the industries to manufacture goods of right quality and quantity and at right
time and at minimum cost for their survival and growth. This demands the increase in productive
efficiency of the organization. Industrial Engineering is going to play a pivotal role in increasing
productivity. Various industrial engineering techniques are used to analyze and improve the
work method, to eliminate waste and proper allocation and utilization of resources.
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Chapter: 2
Literature survey
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2. Literature survey
2.1. Industrial engineering:
Industrial engineering is a profession in which a knowledge of mathematical and natural sciences
gained by study, experience and practice is applied with judgment to develop the ways to utilize
economically the materials and other natural resources and focus of nature for the benefit of
mankind.
American Institute of Industrial Engineers (AIIE) defines Industrial Engineering as follows:
Industrial Engineering is concerned with the design, improvement and installation of

integrated system of men, materials and equipment. It draws upon specialized knowledge
and skills in the mathematical, physical sciences together with the principles and methods
of engineering analysis and design to specify predict and evaluate the results to be obtained
from such systems.
2.2. Objectives of industrial engineering:

The basic objectives of Industrial Engineering departments are:
To establish methods for improving the operations and controlling the production costs.
To develop programmes for reducing these costs.
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2.3. IE Department working procedure:
For pre-production of development step
Merchandisers receive tack pack from buyer.

Buyer co-ordinate

IE section

Pre-sampling meeting comments (style analysis)

Pattern section

Pattern check according to style analysis

Sample section

Attachments and folder direction from IE section
For pre-production of conform step
Pre-sampling meeting comments check with the sample

Simplifying the operation

Costing productivity

Confirmed style machine requirement/ Style evaluation report

Operation bulletin making & SMV calculating

SMV & learning curve entry to 1st react for planning
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For production step
Collect the next style details

Sample collect & folder attachment

Process break down collect

Primary layout & line fitting

Method study

After five days make the
Time study for line balance

After eight days target set according to five day analysis

Final report
Working area of Industrial Engineering:

Most in Manufacturing, such as:-
Plant Engineering
Manufacturing Engineering
Quality Engineering
Process Engineering
Methods Improvement and many more
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Many classes relate to following topics:
Quality Control
Manufacturing Processes
Plant Layout/Material Handling
Engineering Economy/Cost Estimating
Time Studies/ Labor Cost
Human Factors/ Safety
Simulation/ Statistics, and many others
Others may work for:

Hospitals
Banks
Transportation/Logistics
United Parcel Service
Post Office
Insurance Companies
Figure: Working Field of IE
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2.4. Background of industrial engineering:
It is linked with industrial revolution and passed through many phases to reach present advanced
stage. Frederick Taylor is named as father of scientific management and industrial engineering.
But before Frederick Taylor, Adam Smith gave concept of Division of Labour through his book
The Wealth of Nations. Also James Watt, Bolting Mathew and Robinson obtained a place in the
history of Industrial Engineering because of their work related with improvements in the
performance of machines and industries.
Period between1882-1912 was the critical period in the history of Industrial Engineering.
Important works during this period are;
Factory system, Owner, Engineer and Manager Concept.
Equal work, equal pay and incentives.
Scheduling and Gantt Charts
Engineers interest in cost control and accounting
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Development of industrial engineering in different countries
USA Europe Japan
Systems Optimization, Complex process Waste Elimination,
Statistical Process Control, optimization, CIM, Simplification,
Simulation, Bottleneck CAD/CAM, Flexible Visualization, Low
Management, Project Automation, Systems Cost Automation,
Management Engineering, Digital Common Sense, Lean,
Factory TPS, Kaizen
Typical Role Systems Integrator, Optimizer Production Process Lean Manager

of Industrial Optimization
Engineer
Who are the Industrial Engineering Department of Work Honcho Supervisor

Industrial Department, Operation and Process on Shop Floor, Every
Engineers? Management Organization, Employee from CEO to
Production Planning the Worker on the Line
Department has some IE Skills
Typical Operation Research, Work Measurement, Lean Thinking

Concepts and Simulation, Six Sigma, TOC Capacity Calculation,
Methods in Layout Planning,
Industrial Process Management
Engineering
Leading Institute of Industrial REFA, MTM, Toyota, Nissan, Omron
Influence Engineers, Maynards, Lean Fraunhofer
Institute, Goldratt Institute
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2.5. Applications of Industrial Engineering:
The roles and responsibilities of the industrial engineering department are not just limited to
timing operators and making operation bulletins as it is only a part of the job. The I.E function
can contribute significantly to improvement in working and productivity of almost all the
departments of apparel manufacturing. Let us discuss few of the activities of various sections of
apparel manufacturing which can be associated with industrial engineering:
2.5.1. Merchandising
In merchandising section the Industrial engineer can work closely in following:
a) Product Analysis-
Determine the optimum method of construction to achieve required finished product
efficiently.
Establish the operation sequence (Operation bulletin).
Specify the equipment type and work aids to be used
Operation Bulletin is an important tool used for product analysis. Operation bulletin is a
documented form of sequence of operations in a product. It contains all the information about the
machine required and the total no. of operations, total no. of operator required.
Operation bulletin contains the standard times for each operation. Operation bulletin also
contains some other parameters as follows:
Output (pieces per day)
Target efficiency
Minutes per day
Total standard time
Total no of work places
In simple way we can say that operation bulletin is a record of
Equipment type
Machine attachments
Workplace engineering aids
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Standard time for each operation
It can be extended to include

Hourly/ period targets for each operation
Manpower Requirements
Equipment Requirements
It should cover all operations that can be directly related to single unit of a product e.g.
Spread and cut
Sew including manual operations
Finish and pack
The operation bulletin is a fundamental planning tool used for many functions such as
Capacity planning
Methods engineering
Line planning
Performance measurement
Manpower planning
Investment appraisal
Incentive payment
Factory loading
The operation Bulletin should be developed at the earlier stage of product development.
b) Costing-
The first stage is to calculate the SMV of the garment
To calculate the production cost for that particular garment by multiplying the total SMV
of the garment with the average cost incurred by the factory to produce one SMV.
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2.5.2. Production Planning
Production planning is an essential prerequisite to production control. It involves management
decisions on the resources that the firm will require for its manufacturing operations and
selection of these resources to produce the desired goods at the appropriate time and at the least
cost.
Production planning is defined as, the technique of foreseeing or picturing ahead, every
step in along series of separate operations, each step to be taken in the right place, of the right
degree and at the right time, and each operation to be done at maximum efficiency.
Production planning provide a line for effective, balanced flow of product, incorporating line and
individual (operation) productivity standards.
The end product of production planning efforts is the formulation of production plans. The plans
are formulated in light of specified future period. The plans are to be implemented in the light of
the estimated cost and agreed policies
Plant capacity can be calculated by I.E dept so that planning can book order as per the
available capacity.
I.E can assist in better planning by helping in better style allocation to different units or
lines.
I.E can formulate an efficiency/performance build-up for a particular style based upon the
work content or past performance. This can inform the planning dept that a particular line
will take how many days to produce a specific quantity of a style. This will help the
planning dept to plan the availability of resources and material in advance.
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2.5.3. Production
Industrial engineering is a key part of a production process. One of the basic functions of
engineering is to get facts. These facts may be in form of a time study, the engineer has made or
cost report the engineer has designed. So we can say that the basic need for engineering is the
need for management information.
Work in Process (WIP):

The semi-finished or finished goods which transported from one work station to next work
station are called work in process.
1. WIP is made up of all garments and their parts that are not completely finished.
2. It can be measured in units (pieces) or time (minutes).
For example if an operator a takes 0.8 minute per piece to stitch and if she has 3 bundles of 10
pieces each to be processed, then the WIP in that workstation is 30 pieces or 24 minutes.
Need to Control WIP:

Two major cost areas can be reduced if WIP is controlled.
1. Investment in inventory is the money invested in raw materials. If the inventory is not moved
through the plant quickly then it affects cash flow directly.
2. Ability to reduce the production cycle
By having low inventory between operations, garments usually have less waiting time
and go through the production cycle in less time. Large inventory levels between the
operations keep the goods waiting longer to be processed. This increases the overall
through put time.
Low through put time permits better co-ordination between sales and production.
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Low cycle times give manufacturers the ability to handle multiple styles.
Clients/buyers are looking for the factories that can meet production schedules, that can
handle multiple styles, and that can handle low inventories which will reduce their
investment.
The factories that work with low WIP only will be able to sustain in the present market.
Managing system of WIP:

The WIP can be managed by following the activities given below strictly.
1. Production planning
This requires planning from marketing and sales to determine the type, period and
quantity of products to be produced in the factory.
Efficient pre-production team (sampling, R&D and merchandising) should play a key
role in order selection and preparatory activities before starting the style.
2. Trims control
Trims are buttons, zippers, labels, thread, elastics, and so on.

All the trims should be in house before commencing the bulk production.
An updated trims inventory report should be kept. The unavailability of even a small
label could stop the production.
3. Production build-up
Loading should be done based on the date-wise production build up plan, prepared by
considering the capacity of the sewing line. If the loading greatly exceeds the quantity
that the line is able to process, it will end up in huge WIP, thus affecting the complete
flow.
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4. Balancing
Even if the line is loaded based on the capacity, there is a chance of increased WIP in the
line due to unbalanced production.
This may happen due to absenteeism, labor turnover, change in style, bad cutting, etc.
Based on the inventory level data in each work station, the line can be balanced using
utility operators, through required operator transfers and over time.
5. Cut flow control
To control WIP, the cycle times are to be kept low by following FIFO procedure for
every cut.
This can be ensured by utilizing cut tracking sheet and bundle tracking sheet.
2.5.4. Maintenance
Proper maintenance leads to better capacity utilization of same asset, avoiding thus the
investment in addition facilities. So far industries have a tendency to neglect maintenance
function, thinking it be a not so important job, however necessary.
2.5.5. Quality
Quality is an asset, which may be offered to the potential customer of a product. There
are two aspects of quality, which contribute to the ultimate quality of the product. Quality
of design is the first aspect, which depends on the type of materials used, specs specified
by the buyer, method of production, knowledge of the design and skill level of the
person. The degree to which this quality is achieved in production that is the quality of
conformance is the second aspect.
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2.5.6. Human resource
a) Manpower Planning: I.E can calculate the manpower required to perform a specific
job at a certain performance level.
The manpower can also be calculated as per the capacity of the plant using standard ratios
like Man to Machine ratio. The number of people for a factory having x number of
machines can be fixed through this ratio (South Asia standard is 1.8: 1).
b) Skill Matrix: Skill matrix refers to the database of available worker skill in the factory.
The workers skill is analyzed on different jobs and based upon his/her performance on a
particular job a grade is given. This grade defines the level of performance that operator
can achieve on that specific job.
This matrix is used in 2 ways:
While allocating workers to a job as per the skill requirement of that job.
To analyze the skill availability and distribution throughout the factory. This can
be compared with the skill requirement for a particular time period and
shortage/excess skill availability to achieve at the training requirement.
a) Performance Measurement: For measuring the performance of any individual first

step is to define the targets and second step is to develop performance measuring tools. An
industrial engineer can help in setting up of measurable goals and targets, which could be
time standards for an operator and key performance indicators for middle & senior
management.
b) Training: Industrial engineering should be responsible of working on a scientific

recruitment methodology for workers so as to check the basic skills are already present in
the selected personnel. The training methodology for these trainees should target towards
efficient and rapid learning with proper control tools in place.
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2.5.7. Production follow up
"Follow up means that someone checks and Stays with" something until the desired
results have been achieved. Many worthwhile plans and projects have failed because
someone did not follow up. So for the purposes of this training follow up means to stay on
top of something until the desired results are achieved."
Uses of operator follow up:
There are a number of uses for operator follow up:
a) Improve Performance (Motivate)
In many cases, operators are not producing as much as they can. They have no particular
problems, but are just not giving, it the effort to be a 100 percent operator. Follow-up in
this case is a matter of motivation. The person doing the follow up should not only show
the operator that she can do well, but should also make her want to continue to do well.
Most people who are capable will perform well under follow up. And once they have
performed well for several days or a week (or maybe more) they get used to this type of
performance (and earnings) and then tend to stay there.
b) Prove Job Quotas
Perhaps the most common use of follow up (at least by engineers) is to prove a new quota.
In other words, the quota will be proved if the operator performs well when compared to
the new quota. Very often operators have a psychological resistance to change. It is
essential to get the operators to overcome this psychological barrier, and that can be done
through follow up and showing the operators that changes can be made satisfactorily.
c) Spot Troubles
Occasionally, there seems to be no logical explanation as to why an operator is not performing.

Follow up in this case can uncover problems that need to be solved such as machine delay, work
flow, small bundles, too much personal time, etc.
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2.6. Benefits of Industrial Engineering:
Work Simplification
One of the main benefits of almost any engineering effort is that it makes work simpler to
perform. This holds true for operators, supervisors, and top management. When an
engineer analyses any area of work, he does so with the thought in mind. Do not be
misled about into thinking, however, that work simplification means people always will
be doing less work. They may, in fact, do more work but within the same amount of time
as before. Because work has been simplified, people's ability to produce is increased.
Increased Productivity
The ability to produce more within the same amount of time is a company's insurance for
survival. This ability means that the company can now accept more work. It means that
costs can be lowered by avoiding overtime. It means that fixed costs can be spread out
over more units of production. It means that profits Improve.
Increased Profits
When a companys profits increase, everyone involved is in a better position. Owners and
stockholders prosper. Management and supervision are rewarded for their performance.
Money is available to do more for the operators. A company is able to expand which
creates more Jobs.
Increased Earnings
Most engineering projects not only increase company profits, but also result in higher
earnings for employees. Most companies are willing, and in fact eager, to share with its
employees the financial gains that are available through engineering.
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2.7. Work study:
Work study is the systematic examination and development of operational methods and
standards to facilitate enhancement of productivity and quality of work of life.
2.7.1. Benefits of work study:

It improves productivity at a cheap cost
It is a systematic & comprehensive method of analyzing a problem so that no factor is
overlooked in evaluating. The problem and finding out a solution.
It can be easily and quickly implemented.
It is the most accurate method of setting standard time of performance upon which
effective planning & production control relies upon.
Production capacity of mill or machine may be determined.
Production quota can be determined for daily or hourly works.
Balanced number of machine & worker may be determined.
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2.7.2. Techniques of Work-Study:
There are two primary techniques used by Work-Study practitioners:
Method Study: The systematic recording & critical examination of activities in order to make
improvements.
Work Measurement: The application of techniques designed to establish the time for a
qualified worker to carry out a task to a specified method.
Just as with other management functions it is common to have specialization between two
disciplines, i.e. those who only carry out investigation into method improvements & those who
establish timings. This is dependent upon the skills of the practitioners & the expectation of the
company.
Method Study
To simplify the job and
develop more
economical methods of
doing it
Work-
Study
Work
Measurement
To determine how long
it should take to carry
out
Higher
Productivity
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2.7.3. Goal of Work-Study:
The goals of Work-Study Engineer are as follows:
1. Save cost
2. More Production
3. More Business
The principal goal of Work-Study Engineer is to increase production by giving

information to the factory management about the obstacles against production.
2.7.4. Some Terms of Work Study:

Observed time
It is the time taken by the operator to operator complete his her job as observer d time by work-
study officer.
Basic time
It is the time taken by the operator to operator complete his or her job had she or he worked at
100% performance.
Allowance time
It is the time allowed to an operator for non performing task such as going to laboratory, rest,
changing needle, taking instruction of supervisor etc.
Relaxation allowance
It is the time allowed to an operator to attend to personal need.
Contingency allowance
It is the time allowed to the operator when uncertain problem occur.
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Standard time
It is the time required by operator to complete a job had she worked at 100% rating plus
allowance time.
Bottleneck time
It is the highest time taken by an operator compared to other operators time, generally it is the
time beyond the U.C.L.
Rating
Rating is a speed of a qualified worker.
Organization efficiency
It is the efficiency of the production time.
Basic work content

It is the time contents the work without any undue loss of time.
Work count
It is the time value required by operation.
Ineffective time
It is the time means time loss due to different design fault, production fault, finishing fault etc.
Upper control limit

Upper control limit is the time limit represents efficiency.
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2.7.5. Characteristics of a Work-Study Officer:
a) Education:
Good secondary education with an aptitude for matriculation, formal education in
engineering disciplines preferred.
b) Practical Experience:
Should include a period of working within one or more of the process within our
industry.
c) Personal Qualities:
1. Sincerity & honesty
The work-study person must be sincere and honest; only if this is the case will he or she
gain the confidence and respect of those with whom he or she will work.
2. Enthusiasm
He or she must be really keen on the job, believe in the importance of what he or she is
doing and be able to transmit enthusiasm to the people round about.
3. Tact/ Diplomacy
Tact in dealing with people comes from understanding them and not to wishing to hurt
their feelings by unkind or thoughtless words, even when these may be justified. Without
tact no Work-Study person is going to get very far.
4. Good Appearance
The person must be neat & tidy & look efficient. This will inspire confidence among the
people with whom he or she has to work.
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5. Self confidence
This can only come with good training and experience of applying work-study
successfully. The work-study practitioner must be able to stand up to top management,
supervisors or workers in defense of his or her opinions and findings, and to do so in such
a way that will respect and not give offence.
2.8. Method study:

Method study is the systematic recording and critical examination of existing and proposed
methods of doing work, as a means of developing and applying easier and more effective
methods and reducing costs.
2.8.1. Purpose of Method Study:

To improve work method and procedure.
To determine the best ways of doing work.
To smoothen material flow.
To improve layout.
To improve labor efficiency.
To reduce monotony in the work.
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2.9. Motion Study:
Motion study is a technique of analyzing the body motions employed in doing a task in order to
eliminate or reduce ineffective movements and facilitates effective movements. By using motion
study and the principles of motion economy the task is redesigned to be more effective and less
time consuming.
2.9.1. The Goals of Motion Study:

Improvement
Planning / Scheduling (Cost)
Safety
2.9.2. Principles of Motion Study:

Following principles should be borne in mind in making motion study:
Do not do jobs by hands if machines can do them.
Materials and tools should be close to the point of works and remove them by gravity, if
possible.
Use the fewest motions possible. Move as little of the body as is necessary to do the job.
Both hands should be used. Hands and feet should be used side by side if they can be
used to do some useful movement.
Mechanical devices should be used for heavy lifting.
Use the body to best advantages mechanically.
Eliminate working conditions that add to fatigue such as poor lighting, ventilation, full
fame dust conditions etc.
Allow rest on fatiguing jobs, on monotonous jobs provide occasional break.
Assign the jobs to the workers which well suited to them. Work should be divided in
smaller operations and let them specialize.
Page | 25
2.10. Capacity Study:
It is exactly the measure of the operator same as capability. It means the operator is capable of
achieving the performance measured by the study. The major Need for capacity study is to set
Quotas, to motivate operator, and to measure the productions section capacity. By measuring the
individual operator capacities, supervisor can determine the overall capacity of their section. It is
simply the some of individual capacity.
Procedure:
1. Use of stop watch

2. Measure the time study
3. Average the time cycle
This average cycle time measures the operator ability to do the particular job. Its the measure of
the skill of particular operator. Because the Industrial Engineers want to measure the skills and
ability of the operator in their average cycle time.
2.10.1. Benefits of Capacity Study:

1. Check targets
2. Motivate operators
3. Measure section production capability
Page | 26
2.10.2. Making of Capacity Study:
The capacity study is a 10-cycle study to estimate an operators production ability. If the actual
production and capacity are different, then follow up studies should be made. During the
capacity study, the operators average time per cycle to sew her operation is determined. We then
assume the operator works at this pace all day and takes the full amount of lost time (machine
delay, personal and fatigue time) provided for in the target. We call the time left, after lost time
has been deducted, the available sewing minutes. These are divided by the average time per
piece to estimate production. Operators benefit from capacity studies only if you spot wasted
motions and make suggestions and corrections. Results of every capacity study should be
reviewed with the operator.
Allowances:
Allowances are added to the 100% time determined by a time study to give a Standard Time
which will provide the average operator to earn a satisfactory wage, provided there is no
abnormal incidence of delays and she applies herself to her work. These are also used while
estimating an operators capacity. Three categories are recognized: -
Machine delay.
Personal and fatigue.
Incentive.
Machine delay:
Delays due to machine stoppage including thread changes, bobbin changes, cleaning and oiling of
machine, first 15 minutes of machine delay, thread breaks, needle breaks, minor adjustments or
changes in folders, attachments, minor delays caused by attachment etc.
The machine delay factor is applied to the total of cyclic elements when the work is largely
machining, although not applied to wholly manipulative work such as clipping or turning parts.
Page | 27
Personal and fatigue:
Some aspects of normal required personal time can be quantified, but fatigue itself cannot be
measured. It is also impossible to separate personal and fatigue time because of their inter-
relation with one another. This allowance came into being through guesswork and trial based on
general use. History and experience have proven these allowances to be reasonably correct for a
great many varying situations. Personal and fatigue allowance covers break periods, personal
needs such as water, rest rooms, minor conversations etc.
2.10.3. General comments:

1. Use of our time
Follow-up is not simple clocking of cycles. This does nobody any good.
Follow-up time is valuable. While timing a 2.0 SM operation use the time between the
breakpoints to:
Look closely at the method
Encourage the operator.
Time the elements of the job.
2. How to get effective studies

Capacity studies record single cycles Without,
Bundle handling
Thread breaks
Bobbin & color changes
Interruption-
When you conduct a study on a long cycle operation (say more than one basic minute),
you can lose a complete cycle, because of one thread break.
You can save and use much of this time if you have broken the job to suitable elements,
then thread breaks would affect only one of the elements. You would still have the
remaining cycles which can be used.
Page | 28
3. Other follow-up tools
In any situations requiring follow-up support you will need to identify and choose the best
approach. The tools described for follow up (capacity study, diagnostic and follow-up
study) are not the only ones you can use. Be creative in your follow-up. E.g., use graphs
to plot cycle times and actual performance against target. Record the times for the
particular elements of a job plot them to show improvements; record single cycle one
at a time and plot them; use visual aids to the full, and always explain the results to the
operator.
2.11. Time Study:

Time study is a method of measuring work for recording the times of performing a certain
specific task or its elements carried out under specified conditions.
Time study tools:
A stop watch
Time study format
One pen or pencil
2.11.1. Condition of time study:

Before making the time study, the work study officer ensure that conditions on the job are
normal.
The work flow into the operation is normal.
Amount of work in the section is normal.
The size of the work available are normal.
Page | 29
2.11.2. Application of time study:
Determining schedules and planning of work.
Determining standard costs of a particular work.
Estimating the cost of a product before manufacturing it.
Determining machine effectiveness
2.11.3. Techniques of time study:

Assess the performance of the worker
Understand the flow of work
Time study person should not disturb the operators
Should inform to the operator that the he is going to do sometimes study.
Enter every detail on study papers by a pen as it cannot delete.
2.11.4. Purpose of Time Study:

To understand the production capacity of the factory, and to draw up plans for the
appropriate target output, suitable range of divided labor and optimum
production(Scheduling, personnel planning or equipment planning)
To investigate the level of individual skill.
To determine the time value for each work compound under the motion study.
For use as a yardstick in evaluating the purpose.
To draw up plants and make estimates for a change of product or for the constructions of
a new or additional factory.
To obtain an evaluation standard for receiving planning, using the time study as the basis
of the cost estimate and control.
For use as the basis for determining the unit cost of manufacture and the wage rate.
Page | 30
2.11.5. Elements & break points:
Elements are the small components into which an operation is divided for time study purposes.
They are selected for convenience of observation, measurement and analysis.
A break point marks the end of one element and the beginning of the next.
The total of all the elements in an operation represents the operation cycle. The cycle
time is the time from one point on one garment to the same point on the next garment.
Operation are divided into elements for the following reasons:
1. It permits comparison of the same piece of work in different cycles of the operation.
2. Operators may work at different speeds at different parts of the work cycle. Division into
elements enables these to be graded accordingly. This point is particularly significant
where some of the elements are wholly machine controlled, while in others the operator
is the controlling factor.
3. Standard elements, occurring on more than one job, can be identified and used to build up
a time for another job.
Elements should be:
1. Clearly & fully described on the study sheet (except where they are widely recognized).
The break point should be defined if there is any risk of doubt.
2. Select break points so that they can be easily recognized look for distinctive motion and
listen for distinctive sounds.
3. Select with a clear distinction between machine & manual work.
4. Not too short to make timing difficult, not too long to permit operators rating to vary,
and your attention to wander!
Page | 31
2.11.6. Notes on Time Study:
Be cordial and polite, but do not talk unnecessarily to the operator.
Do not stand in front of the operator. Stand in a less discomforting position, such as off to the
side or in the back Never sit down during a time study!
Always calculate the time study results immediately after the date gathering.
Controversy over rating arises from a misunderstanding of what is being rated. An operators
output can vary only if:
She/he varies his/her pace of work.
Varies his/ her method. Method includes the motion pattern, no. of motions and inters-motional
delays.
When studying, the observer notes the speed at which the operator performs, and compares this
mentally with the concept of the standard pace at which an operator would work if motivated to
apply herself and is free from fatigue (100% operator).
The engineer should:
. Have a mental concept of the 100% operator.
Recognize deviation from the 100% pace and be able to put a relative value onto it.
Do not confuse smooth, fluid motion with slow motion. Dont mistake rhythmic intensity for fast
productive motion.
Machine paced operations or elements should be graded 105% to 115%, depending on the
effectiveness of the operator in utilizing the machine cycle to do their job properly.
Before starting a study the engineer must ensure that he understands the correct motion for the
operation, and then checks that the operator is using them. The study should not be taken if the
motion pattern is incorrect unless the engineer is prepared to compensate for the incorrect motion
in his elemental rating or else assures himself/herself that the discrepancy is insignificant.
Have the quality supervisor or in-line sampler check the bundle. This ensures that the time
standard is not established on an unsatisfactory quality standard.
Non-representative element times are circled. They may arise because:
Inclusion of work not identified by the element (such as changing bobbin).
Page | 32
Faulty operation of some sort Missing an element time.
Allowances are added to the 100% time determined by the time study to give a Standard allowed
time which will permit the average operator to earn a satisfactory wage, provided there is no
abnormal delay and he/she applies his/ herself to her work.
Machine delay includes the following:
Thread changes.
Bobbin changes (on lockstitch).
Cleaning & oiling machine.
Thread breaks caused by operator, machine & thread.
Needle breaks.
Minor adjustments or changes in folders and attachments.
First 15 minutes of machine delay.
The machine delay factor is applied to the total cycle time. This has the effect of giving a delay
allowance on the manipulative elements within a machine cycle such as pick up garment. On
the average this does not present a problem since the percentage has been developed from actual
experience.
Personal & fatigue allowance covers:
Break periods.
Personal needs such as water, rest rooms etc.
Minor conversations.
Page | 33
2.11.7. Rating:
The concept of Rating (known in the US as grading) is fundamental in time study. The ability
to rate effectively distinguishes a qualified time study practitioner from a novice.
Rating is the process used by the industrial

engineer to: compare the actual performance of
the operator with his/her mental concept of
Definitions:
normal performance.
The rating is the numerical value used to
denote the rate of working.
In order to rate there must be a defined level of performance to compare with, an average level.
Time study professionals apply the concept of a Standard Operator
A Standard Operator is
Fully trained and motivated to perform a
defined task (having a defined method) and is,
by definition average in terms of his or her
Definitions:
work-pace.
Standard Performance is achieved by a
standard operator, as long as working
conditions are correct.
2.11.8. Breakdown/Dividing/Operation Bulletin:

Breakdown is a listing of the content of a job by elements. A garment consists of some parts &
some group of operations. Breakdown means to writing down all parts & all process/operation
after one another lying with the complete garment according to process sequence. It is a must to
write down the estimated SMV & type of machine beside each & every process.
Page | 34
2.11.9. Layout:
Layout means to distribute/allocate elements to the individual operator in the line by considering
total worker, worker experience, total machine, types of machine & mainly the estimated SMV
of allocated/distributed elements in a broken down garments. A good layout is that physical
arrangement, which permits the product to be produced with minimum unit cost in the shortest
time.
2.11.10. 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.
2.11.11. 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.
Page | 35
2.11.12. Bottleneck Process:
A bottleneck in a process occurs when input comes in faster than the next step can use it to create
output. A garments sector is a production sector and the bottleneck used here as obstruction of
normal production
2.11.13. Bottleneck in line:

Worker selection wrong.
Wrong works flow / sequence of works.
Non balance allocation of elements.
Works negligence by workers.
Workers absenteeism.
Machine disturbances / out of order.
Lack of supply.
Non serial supplies forward from workers.
Color shading.
Quality problem.
If anybody becomes sick.
2.11.14. Way of reducing bottle neck:

To make size set sample minimum 15 to 10 days before input.
To arrange pre-production meeting in time.
To prepare layout sheet before input in the line.
To check fabrics and accessories before issuing in the line.
Page | 36
To submit the layout sheet to maintenance section minimum 2-3 days before for better
preparation.
To check pattern before supply in the line.
To reduce excess works from workers.
2.11.15. Standard Minute Value (SMV):

One of the tasks done by the IE department is to calculate the time taken to make a specific
garment. This is usually called a SAM ( Standard Allowed Minute ), although some factories call
this the Standard Minute Value (SMV).
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 its done by looking at a special table of times that have already been calculated, for
every task needed to make a garment.
Calculation of SMV:
SMV = basic time + (basic time * allowance)
Basic time = observed time * rating
Observed time = total cycle time / no of cycle
If time for sewing a side seam of a T-shirt is 20, 20, 18, 22 and 20 seconds
Observed time = (20+20+18+22+20)/5

= 20
If workers rating is 0.80
Basic Time = Observed Time* Rating
= 20 * 100/80
= 25
SMV= Basic Time + (Basic Time*Allowance)
= (25 +25*15%)/60
= (25 + 3.75)/60 = 28.75/60 = 0.48
Page | 37
2.12. Lean:
Lean is a Culture which ensures a beautiful and suitable environment of work. Under Lean
culture, working equipments must be well arranged, Working place must be clean, all the
workers and staffs must be disciplined and production of products is carried out following a
definite plan.
It is a comprehensive set of techniques which combined allows you to reduce and
eliminate the wastes.
Lean is the systematic approach to identify and eliminate waste through continuous
improvement by flowing the product or service.
2.12.1. Lean Environment:

Lean Environment delivers right-sized operational and technical solutions to reduce waste and
comply with regulations.
Before Lean
Larger Production Line
Long time needed to execute an operation
Production floor was randomly arranged
Lots of wastages
Lack of safety in Workplace
After Lean
Small production line
Decreased Production time
Production floor is well arranged.
Wastages are eliminated
Workplace is Safe
Page | 38
Figure: Impact of Lean
2.13. 5s system:
5s Is a systematic 5 step method of organizing a work place / home or a school.
Brief description of 5S elements are as follows:

1. Sort: The first step in making things cleaned up and organized.
2. Set In Order: Organize, identify and arrange everything in a work area.
3. Shine: Regular cleaning and maintenance.

4. Standardize: Make it easy to maintain, simplify and standardize.
5. Sustain: Maintain what has been achieved.
Page | 39
Objectives of 5s:
To reduce wasted effort
To reduce wasted time
To reduce wasted money
To reduce accidents
To reduce stress
To improve customer services
5s can be applied
In Homes
In Schools
In Offices
In Factories
In Hospitals
In Work-sites
In Military Establishments
In Fact anywhere
Figure: Impact of 5s System
Page | 40
2.14. Useful Formulas for Industrial Engineers:
Formula 1:
Daily Line Target = (Total working minutes in a day X No. of operators in a line X Line
eff%)/Garment SAM
Formula 2:
Individual operator target = (Total working minutes in a day X line efficiency %)/Operation
SAM
Formula 3:
Line Efficiency% = (Line output X garment SAM X 100)/(Number of operators X minute
worked in day)
Formula 4:
Labor Productivity = Line output / No. of total manpower (operators +helpers)
Formula 5:
Standard Time = (Observed time X observed rating) + Allowances
Allowances Relaxation allowance, contingency allowance
Formula 6:
Machine utilization% = (Actual Machine running Time X 100) / Time available
Page | 41
2.15. Why Industrial Engineering is Need in Apparel Industry?
Industrial way of garment production needs a thorough preparation of production because in the
same time, it is necessary to combine a few factors: people, time, machines and place of
production, organization and material in a coordinated and rational system. Technological
system of garment production must enable expected quality of product, necessary scope of
production, delivery of ready-made garments in the expected time, maximum use of capacity
with minimum expenses. An Industrial Engineer can perform several activities to fulfill their
task, Processes and Procedures of manufacturing or service activities can be examined through
Process Analysis. Industrial engineers can use Work Study comprehending Method Study and
Time Study. The mentioned activities are also called operations Management. Furthermore can
Industrial Engineering involve inventory management to make a manufacturing process more
feasible and efficient. Industrial Engineers used to increase efficiencies and cost-effectiveness of
operations by the products strategies like High-volume production, long-runs and minimal
variations.
Page | 42
Chapter: 3
Data Collection
Page | 43
3. Data Collection
3.1. Basic Procedure of Work-Study:
Work study method comprises eight steps, which are given below,
Select: Select the job to be investigated.
Record: Record data by collecting organization by direct observation.
Examine: Examine data critically; what is the purpose of action, where is the place of
performing it, the sequence in which the job is done, the person doing the job etc.
Develop: Develop the easiest & the most economic methods.
Evaluate: Evaluate the results of alternatives ways of doing the job.
Define: Define new method & time & present them to the concerned people.
Install: Install new method & train persons to apply them.
Maintain: Maintain new standard practice & set control procedures.
S R E D E D I M
Page | 44
3.2. Procedure of Method Study:
a. Selection of work to be studied: The first stage is to select those jobs to be studied that will
give the best returns for the time spent.
b. Recording of all relevant facts of current method: Method study uses formal techniques to
record the sequence of activities, the time relationship between different tasks, the movement of
materials, the movement of staff.
c. 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:
The purpose of each element

The place
The sequence
The person
The means
d. Development of the most practical, economic and effective method: This stage is used to
develop a new and better method of executing the task, by taking into account the results of
critical examination
e. Installation of new method: This step involves project managing the changes and ensuring
that everybody involved understands the changes involved. In other words they understand the
new method, which is doing what, the differences compared to the old method and crucially the
reason for the changes.
f. Maintenance of new method and periodic checking: Monitoring of how effective the new
method is and how personnel have adapted is very important. One aspect that is sometimes
overlooked is to check what effect the new method has on other activities.
Page | 45
3.3. Breakdown/ Operation Bulletin procedure:
APM, Technician Chief & Work-Study officer must sit together to make breakdown.
Technician breaks the garments into parts and gathered the parts one after another by
operation/Process.
Then Work-Study officer & APM fix up the SMV of those operation.
By proceeding this technique when all process completed need to summarize all process
SMV and the total will be called as respective garments SMV.
3.3.1. Operation Bulletin sheet of Denim 5 Pkt Long Pant:
OP. # OPERATION M/C T.M.U. S.M.V.
1 S/FLY,D/FLY & FRT RISE O/L O/L3THD 617.02 0.43
2 COIN POCKET ATTACH POSITION MARK H/W 280.09 0.19
3 COIN POCKET ATTACH WITH FACING D/N 383.51 0.26
4 FACING ATTACH WITH POCKETING FLAT LOCK 592.91 0.41
5 POCKETING SELECT WITH FRONT H/W 420.09 0.29
6 POCKETING JOIN WITH FRONT S/N CUTTER 689.53 0.48
7 POCKET MOUTH TOP STITCH D/N 714.53 0.49

POCKET MOUTH OPENING TACK & WAIST
8 RAW STITCH S/N 637.02 0.44
9 POCKET BAG O/L O/L5THD 394.02 0.27
10 POCKET BAG CORNER SAFETY TACK S/N 235.25 0.16
11 S/FLY JOIN & EDGE STITCH S/N 582.27 0.40
12 ZIPPER JOIN WITH S/FLY D/N 434.76 0.30
13 J STC POSITION MARK H/W 392.09 0.27
Page | 46
14 J STC MAKE D/N 448.26 0.31
15 D/FLY JOIN WITH ZIPPER S/N 417.88 0.29
16 ZIPPER CLOSE STC S/N 519.63 0.36
17 FRONT RISE TACK S/N 401.26 0.28
18 FRONT RISE TOP STC D/N 425.51 0.29

FRONT COIN & BACK PATCH POCKET MOUTH
19 & W/B IRON IRON/H/W 756.09 0.52
FRONT COIN & BACK PATCH POCKET MOUTH
S/N 497.03 0.34
20 ROLLING
21 FRONT COIN & BACK PATCH POCKET IRON IRON/H/W 784.09 0.54
22 BACK YOKE MAKE BY FOLDER FOA 665.42 0.46
23 BACK RISE MAKE BY FOLDER FOA 633.65 0.44

BACK POCKET ATTACH & CORD STITCH
24 POSITION MARK H/W 700.09 0.48
BACK POCKET SELECT WITH BACK & EXCESS
25 CUT H/W 616.09 0.43
26 BACK PATCH POCKET ATTACH WITH BACK S/N 1533.05 1.06

BACK PATCH POCKET 2ND STITCH MAKE
27 POSITION MARK H/W 644.09 0.44
28 BACK POCKET 2ND STITCH MAKE S/N 1096.79 0.76
29 FRONT & BK PART SELECT & SIDE MARK H/W 644.09 0.44
30 INSEAM JOIN O/L5THD 880.19 0.61
31 INSEAM T/S FOA 952.73 0.66
32 SIDE SEAM JOIN O/L5THD 963.08 0.66
33 CORD STITCH MAKE S/N 690.52 0.48
34 WAIST 2 PART JOIN BY K/S K/S 740.52 0.51
35 WAIST BAND IRON H/W / IRON 616.09 0.43
36 BODY MARK FOR W/B JOIN H/W 616.09 0.43
37 W/B SELECT WITH BODY H/W 448.09 0.31
38 W/B JOIN WITH BODY S/N 842.44 0.58
39 CARE & SHADE LABEL ATTACH S/N 430.01 0.30
40 FLASEE TACK WITH W/B(6) S/N 690.52 0.48
41 W/B MOUTH EXCESS CUT & CLOSE S/N 1014.01 0.70
42 WAIST BAND TOP T/S K/S 623.80 0.43
43 WAIST BAND BOTTOM T/S K/S 772.80 0.53
44 LOOP MAKE BY FOLDER LOOP K/S 280.04 0.19
Page | 47
45 LOOP SIZE CUT & SELECT WITH BODY H/W 616.09 0.43
46 BOTTOM LOOP ATTACH WITH BODY(5) S/N 942.26 0.65
47 TOP LOOP ATTACH WITH BODY S/N 722.26 0.50
48 HEM MAKE S/N 1121.79 0.77

FINAL THEAD CUT & FALSEE TACK
49 REMOVE(6) H/W 980.09 0.68
50 LOOP BARTACK(10) B/T 812.03 0.56
51 BODY NORMAL BARTACK(14) B/T 980.03 0.68
52 EYE HOLE MAKE ON W/B E/H 280.03 0.19
3.4. Layout Procedure:

1st Step:
Responsible person for layout making
o APM
o Team Leader Technician
o Work-Study Member
2nd Step:
To select line
To select style
To confirm total operator
3rdstep
To select breakdown the garments, elements by elements.
To put estimated SMV beside each elements/operation.
To calculate total SMV.
To select machine type & number.
To calculate average estimated SMV/Operator.
Page | 48
Layout Procedure:
Right operator for right operation/elements according to performance.
To distribute/allocate elements (sequence) to each operator by considering machine
types, elements & estimated average (nearest) SMV.
To set up machine as per requirements.
It is mentionable that workflow should be forward direction.
3.4.1. Actual Layout of Denim 5 Pkt Long Pant:
Page | 49
Page | 50
Page | 51
Page | 52
3.4.2. Benefit of Layout:
The process distribution / work content will be quite equivalent.
Usually an unexpected type of bottle neck will not be found in line.
No operator will be idle.
Can achieve the Buyers desire quality level easily.
Can reach the optimum target with in a very short period.
Page | 53
3.5. Line Balancing Graph:
Page | 54
3.6. Process of conducting 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 i) pick up panel to sew first seam, ii) turn
collar to sew second seam, iii) turn collar to sew third seam iv) check work and dispose and v)
waiting for next pieces.
Step 1: Preparation
Ready with stationeries like time study format, stop watch (digital one) and pencil
Select one operation for Time study
Tell the operator that you are going measure time he/she taking to do the job.
Observe the operation carefully and break down operation into elements.
Fill the basic information in the time study format. Like machine category, guide or
attachment used.
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 (see following table-1) 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.
Page | 55
Table -1
Step 3: Calculation of Basic time

From the Reading (R) calculate 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. (in the following table-2 it is noted as average time)
Page | 56
Table-2
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 considered as 100%. Now 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 (approx 20%). 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.
Page | 57
3.6.1. Time study chart for Denim 5 Pkt Long Pant:
Page | 58
Page | 59
Chapter: 4
Comments
Page | 60
4. Comments:
In our discussion on engineering, we want to talk about the branch of engineering known as
Industrial Engineering and, more specifically, Industrial Engineering as it relates to the apparel
industry. Before we do this, however, let's see if we can define some basic terms and concepts
that will make our discussion more meaningful. In this project, we discussed about capacity
study by which we can calculate the capacity of workers and by it we can organize them. We
discussed about time study by which we can calculate the SMV, hourly target, daily target of a
product. SMV is calculated by observed time, rating of workers, allowance. We discussed about
operation breakdown, actual layout, line balancing, and bottleneck. From operation breakdown
we learn about step wise sewing of a 5 PKT Denim Long Pant. In actual layout we can organize
the worker. From line balancing we can balance the line and we can know about Upper Control
Limit and Lower Control Limit. By using motion study and the principles of motion economy
the task is redesigned to be more effective and less time consuming. So, IE is necessary to
combine a few factors: people, time, machines and place of production, organization and
material in a coordinated and rational system. Technological system of garment production must
enable expected quality of product, necessary scope of production, delivery of ready-made
garments in the expected time, maximum use of capacity with minimum expenses. An Industrial
Engineer can perform several activities to fulfill their task, Processes and Procedures of
manufacturing or service activities can be examined through Process Analysis.
Page | 61
Chapter: 5
Conclusion
Page | 62
5. Conclusion:
Industrial engineering is an important and essential part of any apparel industry. We learn all the
implementations of the processes which we have studied theoretically. It gives us an opportunity
to compare the theoretical knowledge with practical facts and thus develop our knowledge and
skills. This project also gives us an opportunity to enlarge our knowledge of textile
administration, production planning, procurement system, production process, and machineries
and teach us to adjust with the industrial life.
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Final Project Report (Thesis) 2137+2156+2157 PDF

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Faculty of Engineering

Department of Textile Engineering

Course Title: Project Report

Advance in Apparel Manufacturing Technology

Dept. of textile Engineering

This project entitled Study on Industrial Engineering in Apparel Industry at Daffodil

Signature Signature Signature

Industrial Engineering is concerned with the design, improvement and installation of

2.2. Objectives of industrial engineering:

Pre-sampling meeting comments check with the sample

Working area of Industrial Engineering:

Others may work for:

Figure: Working Field of IE

Typical Role Systems Integrator, Optimizer Production Process Lean Manager

Who are the Industrial Engineering Department of Work Honcho Supervisor

Typical Operation Research, Work Measurement, Lean Thinking

It can be extended to include

Work in Process (WIP):

Need to Control WIP:

2. Ability to reduce the production cycle

Managing system of WIP:

Trims are buttons, zippers, labels, thread, elastics, and so on.

5. Cut flow control

This matrix is used in 2 ways:

a) Performance Measurement: For measuring the performance of any individual first

b) Training: Industrial engineering should be responsible of working on a scientific

Uses of operator follow up:

There are a number of uses for operator follow up:

a) Improve Performance (Motivate)

b) Prove Job Quotas

Occasionally, there seems to be no logical explanation as to why an operator is not performing.

2.7.1. Benefits of work study:

The principal goal of Work-Study Engineer is to increase production by giving

2.7.4. Some Terms of Work Study:

Basic work content

Upper control limit

2.8. Method study:

2.8.1. Purpose of Method Study:

To determine the best ways of doing work.

To smoothen material flow.

To improve labor efficiency.

To reduce monotony in the work.

2.9.1. The Goals of Motion Study:

2.9.2. Principles of Motion Study:

1. Use of stop watch

2.10.1. Benefits of Capacity Study:

2.10.3. General comments:

2. How to get effective studies

2.11. Time Study:

Time study tools:

2.11.1. Condition of time study:

Amount of work in the section is normal.

The size of the work available are normal.

2.11.3. Techniques of time study:

2.11.4. Purpose of Time Study:

Operation are divided into elements for the following reasons:

Elements should be:

Rating is the process used by the industrial

2.11.8. Breakdown/Dividing/Operation Bulletin:

2.11.10. Line Balancing:

2.11.11. Importance of Line Balancing:

2.11.13. Bottleneck in line:

Wrong works flow / sequence of works.