Artistic apparel audit presentation ...

PEPGI: Promoting Employment & Productivity in Garment Industry

Industrial
Engineering
Consulting Guidelines
Artistic 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


Why Consulting Guidelines Required?
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 Management
Sewing Room Production Management(SRPM)
Industrial Engineering
Quality management system
Business 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.


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 .


Methodology


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






Technopak Gap Analysis

Capacity
Gap

Are the operators performing
as well as they can?

Training
Gap

Are the operators trained
enough to do the operation?

Utilization
Gap

Are we using our workers all
the time?

Methods
Gap
Efficiency
Gap

Is this the best way to do
this operation?
How efficient is the work ?

P
P
R
R
O
O
D
D
U
U
C
C
T
T
I
I
V
V
I
I
T
T
Y
Y


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

Machine

Operator
(Name)

SAM

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

S.No.

Operation

Allowance Target/hr
s(MD+PF) @ 100%


Usual reasons identified for capacity gap:




Inappropriate line balancing
Unstable behavior of Operators
Off standard time
• No WIP (Waiting Time)



Unstable behavior
of Operators

Off Standard Time
No WIP


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 -

Result:

Activity sampling was done for a sample size of 78
operators over one full working day , to calculate their
utilization levels.
Utilization Gap: 25%


UTILIZATION ANALYSIS

Date: 28-10-13

Sample Size: 78

Activity Sampling occasions:

S.No
1

Activity

Line/Lines: 05
Task

Normal Productive Work

Occasions

As Percentage of total As Percentage of
time
Sewing time

Standard

Sew and Handle

253

41%

Shears

34

5%

Total

287

46%

100%

100%

170

27%

59%

15%

12

2%

4%

2%

2

Bundle Handling / Parts layout

3

Machine Delay

4

Machine Breakdown

6

1%

2%

1%

5

Personal and Fatigue

56

9%

20%

3%

6

Waiting Time

59

9%

21%

1%

34

5%

12%

3%

TOTAL

624

100%

Total opportunity for Improvement

25%

MB, P &F, Waiting time, others

Achievable Improvement

9%

Estimated

7

TB, CC, BC, NC

Repair, talk with
supervisor & others,
looking around

Others



Excessive & Uncontrolled
movement

Machine Break Down


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
Line No. 05
Date

Observation time

5/11/2013 09:30 to 12:30
6/11/2013 02:30 to 04:30
7/11/2013 09:00 to 12:30
Sum
Percentage

Off
Machine
No
Minutes
Standard Break Feeding
Observed
Time
Down
WIP
2520
386
145
241
3600
590
220
370
7350
855
380
475
13470
1831
745
1086
100%
14%
6%
8%


Off Standard Time


Sewing Room - Method Gap
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 %


METHODS GAP ANALYSIS

Department

Style: Jade Grey

S.No.

Operation
Linning Attach Before Front Rise Over
Lock

1

2

3

4

Line No. 05
Cycle Time
Before
Engineering

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

5

Savings
in
Savings in
Minutes Percentage

0.40

0.13

24.53

0.22

0.03

12.00

0.20

0.03

13.04

0.25

0.05

16.67

0.65

0.25

0.09

12.16

Use some extension of machine bed over the leg, in
order to put the bundle.
0.23
Some extension of thread stand, hang the role in
this stand, don't waist time to unroll the piping.
0.3
Checker should keep unchecked garments on the
left side, altered garments on the right side and use
a trolley for keeping checked garments.
0.74

Fly Round, One helper mark the Fly
Round

Cycle Time
After
Engineering

Use a fabric poach fixed side the machine bed.

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

6

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

0.53
Label Making (3 or 4 labels attach
togather), use poly beg for each label in
top of machine bed.

Date: 28-30 October, 2013

0.30

Don’t need helper for marking, use gage able fly round pattern
for fly round stitch.

0.30

Total Savings
15.68



Front Rise O/L, after
pocket lining attach

Label Making



Unroll the piping and hang
on over the Tube lite.

Insufficient space for
checking


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


Sewing Room - Efficiency Gap
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%


Date

Unit

Line
no.

1-Oct-2013
2-Oct-2013
3-Oct-2013
4-Oct-2013
5-Oct-2013
6-Oct-2013
7-Oct-2013
8-Oct-2013
9-Oct-2013
10-Oct-2013
11-Oct-2013
12-Oct-2013
13-Oct-2013
14-Oct-2013
15-Oct-2013
16-Oct-2013
17-Oct-2013
18-Oct-2013
19-Oct-2013
20-Oct-2013
21-Oct-2013
22-Oct-2013
23-Oct-2013
24-Oct-2013
25-Oct-2013
26-Oct-2013
27-Oct-2013
28-Oct-2013
29-Oct-2013
30-Oct-2013
31-Oct-2013

1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1

5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5

Average No. of Average No.
operators
of helpers

Style no.

Output

Jade Grey
Jade Grey
Jade Grey Black
Jade Grey Black
Jade Grey Black

1000
1050
900
1000
800

50
53
55
51
52

20
21
16
18
23

7
8
8
9
9

Julia Black
Julia Black
Julia Black
Julia Black
Jade Black
Jade Black

800
700
1000
1000
1100
1000

54
54
52
52
52
49

17
17
22
22
26
22

5
5
8
7
8
6

Jade Black

1200

54

24

8

Jade Grey

0

42

13

8

Jade Black
Jade Black
Jade Black
Jade Black
Julia Dark Pink
Julia Pink Jade Grey

850
750
300
800
1000
1000

53
53
56
54
53
49

25
19
24
27
18
23

6
8
8
9
9
8


700
1000
200

47
51
50

22
24
24

9
9
8

Avarage Month of Octuber

Checker

Total
workers

Available
minutes

SAM of the
style

Minutes
produced

Efficiency %

Efficiency Gap
%

8
8
8
8
8

36960
39360
37920
37440
40320

21.7
21.7
21.7
21.7
21.7

21700
22785
19530
21700
17360

58.71
57.89
51.50
57.96
43.06

41.29
42.11
48.50
42.04
56.94

8
8
8
8
8
8

36480
36480
39360
38880
41280
36960

22.7
22.7
22.7
22.7
21.7
21.7

18160
15890
22700
22700
23870
21700

49.78
43.56
57.67
58.38
57.82
58.71

50.22
56.44
42.33
41.62
42.18
41.29

8

41280

21.7

26040

63.08

36.92

8

30240

21.7

0

0.00

100.00

8
8
8
8
8
8

40320
38400
42240
43200
38400
38400

21.7
21.7
21.7
21.7
22.7
22.7

18445
16275
6510
17360
22700
22700

45.75
42.38
15.41
40.19
59.11
59.11

54.25
57.62
84.59
59.81
40.89
40.89

8
8
8

37440
40320
39360

22.7
22.7
22.7

15890
22700
4540

42.44
56.30
11.53

57.56
43.70
88.47

46.83

53.17

Working Hr

77
82
79
78
84
Sunday
76
76
82
81
86
77
Sunday
86
Eid Holydays
Eid Holydays
Eid Holydays
Eid Holydays
63
Sunday
84
80
88
90
80
80
Sunday
78
84
82


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.



On Standard time losses.

Delay in WIP


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.


General Observation
Movement Of Garments Parts
Long movement of garment
Front bundle move to pairing table
Use three supervisors (Front, Back, Assembly)

A ssambly sectIon Side Table

Back Section Side Table

Front Section Side Table

Machine
Machine

Checking Table
Machine
Machime
Machine
Machine
Machine
Machime
Machine
Machine
Pairing Table
Checking Table
Machine
Machime
Machine
Machine
Machine
Machime
Machine
Machine
Checking Table
Machine
Machime
Machine
Machine
Machine
Machime
Machine
Machine

LIne No. 5

Press Table


Suggestion
Movement Of Garments Parts
Short movement of garment
Front bundle automatically move to pairing table
Use two supervisors one for(Front & Back), Second for (Assembly)

Machine

Machine

Machine

Press Table

Machime

Machine

Machine

Machine

Machine

Machine

Machime

Machine

Machine

Machine
Machine

Machime

Machine

Checking Table

Pairing Table

Front Section Side Table

Machine

Machine

Machime

Machine

Machine

Checking Table

Assambly section Side Table

Machime

Machine

Checking Table

Pairing Table

Machine

Machine

Machime

Machine

Machine

Checking Table

LIneNo. 5


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.
1

Industrial Engineering Activities (Guidelines):

2

Make Operation Bulletin (OB) for the style
Machine Calculation & planning machine layout as per planned target in
the OB

3

Suggest construction changes on the basis of following:

4

*Use of folders and attachments

5

*Production feasibility

6

*Machine availability

7
8

*Proposed machine requirement
Monitor WIP and help supervisors in line management (Balancing) (Bundle tracking form)

9

Conduct method study and time study after setting line

10 Review methods, SAMs and OB(Revise if required)
11 Start measuring off standard times- (machine breakdown, low WIP etc)
12 Improve operator efficiency/ line efficiency-(Bi-Hourly reports)
Identify low performing operators and send them for training- (operator
13 monitoring board)
14 Create and maintain skill matrix for operators working in sewing
15 Daily floor report
Maintain and enhance th house keeping (5-S), safety and layout of the
16 factory to meet the compliance requirements
17 Order Completion report
18 Follow up & Control all activities

Responsibility/
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10
Assistance
Artistic Apparel
Team/ MTs
Artistic Apparel
Team/ MTs
Artistic Apparel
Team/ MTs
Artistic Apparel
Team/ MTs
Artistic Apparel
Team/ MTs
Artistic Apparel
Team/ MTs
Artistic Apparel
Team/ MTs
Artistic Apparel
Team/ MTs
Artistic Apparel
Team/ MTs
Artistic Apparel
Team/ MTs
Artistic Apparel
Team/ MTs
Artistic Apparel
Team/ MTs
Artistic Apparel
Team/ MTs
Artistic Apparel
Team/ MTs
Artistic Apparel
Team/ MTs
Artistic Apparel
Team/ MTs
Artistic Apparel
Team/ MTs
Artistic 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 schedule
S.No.

Activity I.E. Follow up Schedule..xls

Performed by

1

Presentation on Consulting Guideline
Core Team Formation of the Participating Factory
Handing over of the guidelines
Study of the guidelines
First Meeting for Clarification of concepts on points asked by core team

5

6

7

8

9

10

Participating Company

5

4

Technopak

4

3


3

2

Technopak & UNDP

2

Weeks

1

6
7
8
9
10
11
12
13
14

15

Technopak /
Participating Company's
Implementation of system and Formats
Core team
Second Meeting for Clarification of concepts on points asked by core
Technopak /
team
Core team
Technopak /
Third Meeting for Clarification of concepts on points asked by core team Participating Company 's
core
Core team
Technopak /
Forth Meeting for Clarification of concepts on points asked by core team Participating Company's
Core Team
Implementation of the system and Formats
Core team
Technopak /
Fifth Meeting for Clarification of concepts on points asked by core team Participating Company
Core Team
Core team
Technopak /
Sixth Meeting for Clarification of concepts on points asked by core team Participating Company
Core Team
Core team
Technopak /
Final Meeting for Clarification of concepts on points asked by core team Participating Company
Core Team
Technopak
Participating company's core team

1 Hr
Meeting
1 Hr.
Review

1 Hr.
Review

1 Hr.
Review

1 Hr.
Review

1 Hr.
Review

1 Hr.
Review


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


Thank You

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