Line Balancing In Garments Industry

Prepared By : Mazadul Hasan sheshir
ID: 2010000400008
13th
Batch (session 2009-2013)
Department : Wet Processing Technology
Email: mazadulhasan@yahoo.com
Blog : www. Textilelab.blogspot.com (visit)
Southeast University
Department Of Textile Engineering
I/A 251,252 Tejgaon Dhaka Bangladesh
Prepared By :

Total Textile Process at a Glance

Introduction
Line and work cell balancing is an effective tool to improve the
throughput of assembly lines and work cells while reducing
manpower requirements and costs. Assembly Line Balancing or
simply Line Balancing (LB) is the problem of assigning operations to
workstations along an assembly line, in such a way that the
assignment be optimal in some sense. LB has been an optimization
problem of significant industrial importance: the efficiency difference
between an optimal and a sub-optimal assignment can yield
economies (or waste) reaching millions of dollars per year.
LB is a classic Operations Research (OR) optimization problem,
having been tackled by OR over several decades. Many algorithms
have been proposed for the problem. Yet despite the practical
importance of the problem, and the OR efforts that have been made
to tackle it, little commercially available software is available to help
industry in optimizing their lines.

LINE BALANCING (Process Organization)
The Line Balancing is “to design a smooth production flow
by allotting processes to workers so as to allow each
worker to complete the allotted workload within an even
time” It is a system where we meet the production
expectations and we can find the same amount of work in
process in every operation at any point in the day.

Reasons to have balance the production
line
(1) Keeping inventory costs low results in higher net
income.
(2) Keeping normal inventory levels lets the operator work
all day long giving him/her the opportunity to earn more
money by increasing his/her efficiency.
(3)Keeping the line balanced let’s the supervisors
improve other areas because they can use their time
better.
(4) Balanced production keeps prices low which turns into
repeat sales.
(5) Balanced production means better production planning.

Balancing Method
The most basic methods are the Time Study,
Bottle Neck Process Theory and Data Collection and
Analysis.

How do we start balancing the production
line?
Well we can start by determining how many operators for
each operation are needed for a determined level of
production. After this we need to determine how much WIP
we need to anticipate production problems. Recommended
WIP is 1-hour inventory level for each operation. A good
range would be from 30 min to 120 min inventory level.

There are 3 rules for balancing
(1) Have at least ½ hour of WIP for each operation
(2) Solve problems before they become any larger
(3) Meet production goals by keeping every operator
working at their maximum capacity

Time Study
What is time study?
Time study is a work measurement technique
for recording the time of performing a certain
specific job or its element carried out under
specific condition and for analyzing the data so
as to obtain the time necessary for an operator
to carry out at a defined rate of performance

Time study is a method of direct observation. A
trained observer watches the job and records data as
the job is being performed over a number of cycles.
Time study equipment
the stop watch in general, two types of watch are
used for time study.
Fly back
Continuous
These watches may be used any of the following time
scales
Seconds
Decimal minutes
Decimal hours
Time Study

SMV
SMV – time that is allowed to perform the job
satisfactory.
SMV = Basic time + Allowances
Standard Minute Value
SMV = B.T + Allowances

Basic Time
The basic time for the operation is found by applying
concept of rating to relate the observed to that of a
standard place of working.
Calculated as follows:
Basic time = observed time * observed rating
100
(BT = Observed time * Observed Rating= A
constant)
100

Example..
Rating 50 75 100 125
Observed time1.2 0.8 0.6 0.5
Basic Time 1.2*50 0.8*75 0.6*100 0.5*125
100 100 100 100
= 0.6 0.6 0.6 0.6

SMV calculation
Element descriptionElement description ObserObser
ratingrating
Obser.Obser.
timetime
BasicBasic
TimeTime
Freq.Freq. BasicBasic
Time/GmtTime/Gmt
Get bundle and sort partsGet bundle and sort parts 9595 0.320.32 0.3040.304 1/301/30 0.0100.010
Match pocket flap to liningMatch pocket flap to lining 105105 0.110.11 0.1160.116 1/11/1 0.1160.116
Sew round flapSew round flap 100100 0.480.48 0.4800.480 1/11/1 0.4800.480
Trim threads and turn outTrim threads and turn out
flapflap
5858 0.350.35 0.2980.298 1/11/1 0.2980.298
Top stitch flapTop stitch flap 9090 0.560.56 0.5040.504 1/11/1 0.5040.504
Close bundle and placeClose bundle and place
asideaside
110110 0.230.23 0.2530.253 1/301/30 0.0080.008
TotalTotal 1.4161.416

Total basic time/garment (brought forward) 1.416
Add machine attention allowances 7%
7% of (0.480 + 0.504) = 0.07 x 0.984 = 0.069 0.069
Basic time + MAA (1.416 + 0.069) 1.485
Add personal needs and relaxation allowances 14%
14% of 1.485 = 0.14 x 1.485 = 0.208 0.028
Standard minute Value (SMV) = Basic time + all
allowances
= 1.485 + 0.208 = 1.693
(SMV)

Production Planning
Load and capacity Planning
Successful planning requires knowledge of two
variables to determine the time required to
manufacture a contract.
Load – How much work we are putting on a section
Capacity – How much work a section is capable of
completing
In an ideal situation
>> Load = Capacity

Load and capacity
LOAD – Contract size x Work content
Capacity – The amount of work the factory
or section is capable of doing.

The scheduling rule
Balance load and capacity
Arrange the programmed of work so that the
load can be achieved
Use common units – standard minutes

Balancing & Capacity
Load
Uncertainty about the
number of garments
to be sold Demand?
Speculation?
Prediction?
Uncertainty about
work content
Standard minute
value
Measured
Estimated
Capacity
number of operators and
performance
Total numbers
Attendance hours
Absenteeism
Performance
Learning curve
equipment
Availability
Reliability

Pitch Time
Reference value for synchronization in the division of
labor is called Pitch Time (PT). Pitch Time provides
average time allotted to each worker.

Bottleneck Process:
The time at which the longest time is required is called “bottleneck Process” The
state of line organization should be evaluated as “Organization Efficiency”
Using the pitch time and Bottleneck Process Time.
Pitch Time
Organization Efficiency (%) = ________________________ x 100
Bottleneck Process Time
100
= ______ X 100
140
= 71.4 % (For the aforementioned case study)

Pitch Diagram in the form of Column Graph
160
140
120
100
80
60
40
20
WorkAllotmentTime
A B C D E F G H
85
115
80
10 5
110
70
95
14 0
(Seconds)
PitchDiagram (bar graph)
1stbottleneckProcess
Lossin balance
Lossin balance
2ndbottleneckProcess
Nameofworker(inthe orderofprocesses)
Work
Allotment
Time

How to reduce the number of
bottleneck processes
(1) Investigate the relation between the bottleneck process and its
previous and subsequent processes to correct the line organization.
(2) Investigate whether it is possible to further divide the process.
(3) Conduct the motion study for work improvement.
(4) Make improvements to equipment, jig and tools.
(5) Mechanize the manual work.
(6) Change the positions of workers.
(7) Investigate the modification to the machining specifications.
(8) Make it a rule to lend the worker in charge of the bottleneck
process a helping hand

Control limit
(seconds)
160 Bottleneck Process
140
120
Upper Limit
100
80 Lower Limit
60
40
20
A B C D E F G H
Name of worker (In order of processes)
WorkAllotmentTime
80
70
140
105
115
140
110
140
105
115
140 95
140
105
115
140
110
95
140
105
115
140
110
95
140
105
115
140
70
110
95
140
105
115
85

Control limit
Pitch Time
Upper Limit = _________________________ X 100
Target organization efficiency
= 0.85
= 117.6 Seconds
Lower Limit = 2 x Pitch Time – Upper Limit
= 2 x 100 – 117.6
= 82.4 Seconds

Data Collection
One Composite Mills Ltd.
Capacity check sheet U-1 (Line: 2)
Style no: 29694 Target: 180pcs/ hour Buyer: Collin’s
Order quantity: 18694 Description: T-Shirt
Type: Basic

27-03-2013
SL Operation Name Operator Name & ID M/C
type
Actual
output per
hour
Process
time
(3pcs)
Avg. time
with 20%
allowance
1 Shoulder join-1 Roman 17371 O/L 138 22,24,21 26
2 Shoulder join-2 Tuni 19021 O/L 212 16,13,14 17
3 Neck rib folding & servicing Johura 20568 O/L 200 16,14,16 18
4 Neck rib edge joint Mukul 20918 P/M 225 14,12,12 16
5 Neck joint Sajida 3357 O/L 212 15,13,14 17
6 Piping shoulder to shoulder-1 Taslima 2199 F/L 120 26,23,25 30
7 Piping shoulder to shoulder-2 Arif 19799 F/L 157 18,20,18 23
8 Piping top stitch shoulder to shoulder-1 Rekha 20954 F/L 189 16,15,17 19
9 Piping top stitch shoulder to shoulder-2 Alal 3011 F/L 124 24,25,24 29
10 Sleeve joint-1 Hasina 850 O/L 68 44,46,43 53
11 Sleeve joint-2 Shapla 19930 O/L 72 42,40,43 50
12 Arm hole position zigzag top stitch-1 Helena 18332 F/L 116 28,26,23 31
13 Arm hole position zigzag top stitch-2 Afsana 20922 F/L 113 26,29,27 32
14 Side seam-1 Laboni 20145 O/L 65 48,44,45 55
15 Side seam-2 Ashiq 19659 O/L 68 44,42,45 53
16 Side seam-3 Parvin 3360 O/L 72 41,42,44 50
17 Side seam position zigzag top stitch-1 Mukta 2124 F/L 116 27,25,26 31
18 Side seam position zigzag top stitch-2 Alpona 19564 F/L 129 23,24,22 28
19 Arm hole point position tack(2T)-1 Khaleda 20878 P/M 106 28,30,27 34
20 Arm hole point position tack(2T)-2 Hameed 7495 P/M 116 24,25,23 31
21 Sleeve hem-1 Sayeed 20871 F/L 113 25,28,28 32
22 Sleeve hem-2 Hasan 20414 F/L 103 30,28,29 35

28-03-2013
type
Actual
output per
hour
Process
time
(3pcs)
Avg. time
with 20%
allowance

29-03-2013
type
Actual
output per
hour
Process
time
(3pcs)
Avg. time
with 20%
allowance

Order quantity: 18694 Description: T-shirt
Date: 27-03-20013 Type: Basic

27-03-20013
type
Actual
output per
hour
Process
time
(3pcs)
Avg. time
with 20%
allowance
1 Shoulder join-1 Kajoil 19865 O/L 131 21,21,23 26
2 Shoulder join-2 Rehena 20617 O/L 180 14,16,17 19
3 Neck rib folding & servicing Reema 20306 O/L 192 13,14,17 18
4 Neck rib edge joint Sima 20827 P/M 206 13,14,15 17
5 Neck joint Any 20640 O/L 180 15,17,17 19
6 Piping shoulder to shoulder-1 Salma 22037 F/L 120 23,24,25 29
7 Piping shoulder to shoulder-2 Rina 20616 F/L 131 20,21,26 26
8 Piping top stitch shoulder to shoulder-1 Bulbuli 22038 F/L 169 17,17,16 20
9 Piping top stitch shoulder to shoulder-2 Laboni 19044 F/L 137 25,20,19 25
10 Sleeve joint-1 Amena 20145 O/L 58 50,51,49 60
11 Sleeve joint-2 Asadul 20839 O/L 68 43,40,44 50
12 Arm hole position zigzag top stitch-1 Anwara 5037 F/L 103 30,27,28 34
13 Arm hole position zigzag top stitch-2 Johir 20928 F/L 107 24,29,29 32
14 Side seam-1 Reena 19509 O/L 55 53,54,48 62
15 Side seam-2 Nupur 19486 O/L 56 50,53,49 61
16 Side seam-3 Khadija 9384 O/L 56 51,51,52 61
17 Side seam position zigzag top stitch-1 Mannan 20698 F/L 102 28,28,29 34
18 Side seam position zigzag top stitch-2 Nargis 18289 F/L 120 24,24,25 29
19 Arm hole point position tack(2T)-1 Tara 22060 P/M 102 28,29,26 34
20 Arm hole point position tack(2T)-2 Rabea 19874 P/M 115 23,24,29 30
21 Sleeve hem-1 Rajib 21013 F/L 93 30,33,31 37
22 Sleeve hem-2 Rojina 3361 F/L 96 29,30,30 36

28-03-2013
type
Actual output
per hour
Process time
(3pcs)
Avg. time
Avg. time with
20% allowance
5 Neck joint Any 20640 O/L 192 15,15,14 18
23 Body hem Ripon 20998 F/L 180 15,15,17 19
24 Label make Lota 19871 P/M 320 10,8,10 11

29-03-2013
type
Actual
output per
hour
Process time
(3pcs)
Avg. time
Avg. time with
20%
allowance
5 Neck joint Any 20640 O/L 206 15,14,13 17
23 Body hem Ripon 20998 F/L 160 16,18,19 22

Order quantity: 18694 Description: T-
Shirt
Date: 27-03-20013 Type: Basic

27-03-2013
type
Actual
output per
hour
Process time
(3pcs)
Avg. time
Avg. time with
20%
allowance
1 Shoulder join-1 Kohinur 9497 O/L 110 29,26,23 31
2 Shoulder join-2 Soriful 18066 O/L 180 15,19,18 20
3 Neck rib folding & servicing Moli 20524 O/L 164 20,17,18 22
4 Neck rib edge joint Popi 13051 P/M 192 14,13,17 18
5 Neck joint Sadia 19905 O/L 180 16,15,19 20
6 Piping shoulder to shoulder-1 Sahara 18461 F/L 125 25,21,23 28
7 Piping shoulder to shoulder-2 Helena 21050 F/L 164 16,20,17 22
8 Piping top stitch shoulder to shoulder-1 Kobir 21093 F/L 164 20,16,17 22
9 Piping top stitch shoulder to shoulder-2 Aklima 20118 F/L 96 31,29,30 36
10 Sleeve joint-1 Asha 1545 O/L 62 53,42,46 55
11 Sleeve joint-2 Motin 12080 O/L 70 38,42,43 49
12 Arm hole position zigzag top stitch-1 Rojina 20659 F/L 115 23,25,28 30
14 Side seam-1 Rahima 20416 O/L 58 53,48,50 60
15 Side seam-2 Sopna 9898 O/L 66 42,46,44 53
16 Side seam-3 Najmul 20173 O/L 58 48,52,50 60
17 Side seam position zigzag top stitch-1 Panna 7207 F/L 125 20,27,23 28
18 Side seam position zigzag top stitch-2 Rojina 19031 F/L 115 23,25,27 30
19 Arm hole point position tack(2T)-1 Rina 20535 P/M 99 31,26,29 35
20 Arm hole point position tack(2T)-2 Samad 21075 P/M 137 23,20,20 25
21 Sleeve hem-1 Manik 5183 F/L 76 37,38,40 46
22 Sleeve hem-2 Sahid 20658 F/L 82 36,33,35 42
23 Body hem Joynal 19341 F/L 180 14,19,15 19
24 Label make Moyna 21057 P/M 240 11,11,13 14

28-03-2013
type
Actual
output per
hour
Process time
(3pcs)
Avg. time
Avg. time with
20%
allowance

29-03-2013
type
Actual
output per
hour
Process time
(3pcs)
Avg. time
Avg. time with
20%
allowance

Data Analysis

28-03-2013
type
Actual
output per
hour
Process
time
(3pcs)
Avg. time
with 20%
allowance
23 Body hem Julhash 19927 F/L 200 16,14,16 18
24 Label make Sanjida 20011 P/M 257 11,12,12 14

29-03-2013
type
Actual
output per
hour
Process time
(3pcs)
Avg. time with
20%
allowance
23 Body hem Julhash 19927 F/L 189 17,15,15 19
24 Label make Sanjida 20011 P/M 277 10,12,10 13

Capacity check sheet U-1
(Line: 3)

27-03-2013
type
Actual
output per
hour
Process
time
(3pcs)
Avg. time
with 20%
allowance
5 Neck joint Any 20640 O/L 180 15,17,17 19

28-03-2013
type
Actual
output per
hour
Process
time
(3pcs)
Avg. time
Avg. time with
20%
allowance
5 Neck joint Any 20640 O/L 192 15,15,14 18
23 Body hem Ripon 20998 F/L 180 15,15,17 19

Capacity check sheet U-1
(Line: 4)

28-03-2013
type
Actual
output per
hour
Process time
(3pcs)
Avg. time
Avg. time with
20%
allowance

29-03-2013
type
Actual
output per
hour
Process time
(3pcs)
Avg. time
Avg. time with
20%
allowance

After analysis we found the below
result

Conclusion
The contributions and incessant efforts of all the group
members to complete the project report are highly
appreciative. The challenging environment in 21st
century
demands that textile education should be meaningful and
responsive to develop a mechanism to produce dynamic
and technically competitive human resource in order to meet
the challenges of the global world. Right and effective
strategies needs to be adopted for affecting productivity with
quality improvements in textile education thereby making it
relevant and useful not only for the sustained growth and
development of the textile institutes but also in serving the
societies in a progressive way.

1. Yarn Manufacturing Technology
Link : http://www.facebook.com/pages/Yarn-Manufacturing-
Technology/485014954866808
2. Fabric Manufacturing Technology
Link : http://www.facebook.com/pages/Fabric-Manufacturing-
Technology/459520217425605
3. Garments Manufacturing Technology
Link : http://www.facebook.com/pages/Garments-Manufacturing-
Technology/472364799463126
3. Wet processing Technology
Link : http://www.facebook.com/pages/Wet-Processing-Technology-
Dyeing-/468645219825404
4. Fashion-Design-and-Technology
Link : http://www.facebook.com/pages/Fashion-Design-and-
My Facebook Textile related Pages
http://www.textilelab.blogspot.com (Visit )

Line Balancing In Garments Industry

Line Balancing In Garments Industry

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