in dust rail engineering in apparel
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8/8/2019 In Dust Rail Engineering in Apparel
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Industrial engineering is a branch of engineering
that concerns with the development, improvement,
implementation and evaluation of integrated systems
of people, money, knowledge, information,equipment, energy, material and process.
Industrial engineering in
APPARELINDUST
RY is anew trend, which helps to improve the industries
production, productivity and efficiency, if it is applied
properly.
What is Industrial Engineering?
Source: Wikipedia The Free Encyclopedia
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Plant Layout
Work Machine Allocation
Production Planning
Human Motivation
Cost Cutting
Ergonomics
Time & Motion Study
POM
Project Management
Quality Control
Industrial Engineering Covers
Source: Sir Gamini
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Plant layout
Project Management
Our Presentation Topics Include
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Layout of an apparel production plant directs the flow
of material and work in process from start tocompletion and integrates materials handling and
equipment.
Plant Layout
Source: Wikipedia The Free Encyclopedia
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Line or Process - oriented layout
Skill Centres or Product - oriented layout
Types of Layout
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Line layouts are most efficient with long runs when
equipments do not have to be changed.
Line layouts operates on principle that each unit is
produced exactly the same and operations are
performed in specified sequence
Line or Product-Oriented Layout
Source: Apparel manufacturing, fourth edition by Ruth E. Glock
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Skill centres or process oriented layouts are used
where small production with different styles are to beworked upon
Garment parts are bundled for skill centres as they are
small and can easily be handled
Skill Centers or Process-Oriented
Layout
Source: Apparel manufacturing, fourth edition by Ruth E. Glock
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Process oriented: working for small scale production,
for delicate goods, novelty required very frequently
Line layout: working for larger scales production, for
normal goods, novelty required as per design
modification
Difference
Source: Apparel manufacturing, fourth edition by Ruth E. Glock
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Pakistani Industry is an example of Line layout
Sri Lankan Industry is the example of Process
oriented layout
Applications
Source: Sir Gamini
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ProcessProcess--Oriented LayoutOriented Layout
Basic cost elements are
Number of loads (or people) moving between centers
Distance loads (or people) move betweencenters
Source: Operation Management 7 th Edition by Jay Heizer
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ProcessProcess--Oriented LayoutOriented Layout
Minimize cost = Xij Cij
n
ii = 1= 1
n
j = 1
where n = total number of work centers or departments
i, j = individual departments
Xij = number of loads moved fromdepartment i to department j
Cij = cost to move a load betweendepartment i and department j
Source: Operation Management 7 th Edition by Jay Heizer
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Process Layout ExampleProcess Layout Example
1. Construct a ³from-to matrix´
2. Determine the space requirements
3. Develop an initial schematic diagram4. Determine the cost of this layout
5. Try to improve the layout
6. Prepare a detailed plan
Arrange six departments in a factory tominimize the material handling costs. Eachdepartment is 20 x 20 feet and the building is 60
feet long and 40 feet wide.
Source: Operation Management 7 th Edition by Jay Heizer
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Department Department WarehouseWarehouse Cutting Cutting Stitching Stitching Finishing Finishing InspectionInspection Shipping Shipping (1)(1) Room(2 Room(2) ) Floor Floor (3)(3) (4)(4) (5)(5) (6)(6)
WarehouseWarehouse (1)(1)
Cutting RoomCutting Room (2)(2)
Stitching Floor Stitching Floor (3)(3)
Finishing Finishing (4)(4)
InspectionInspection (5)(5)
Shipping Shipping (6)(6)
Number of loads per week Number of loads per week
50 100 0 0 20
30 50 10 0
20 0 100
50 0
0
Process Layout ExampleProcess Layout Example
Figure 9.4Figure 9.4
Source: Operation Management 7 th Edition by Jay Heizer
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Area 1 Area 1 Area 2 Area 2 Area 3 Area 3
Area 4 Area 4 Area 5 Area 5 Area 6 Area 6
60¶ 60¶
40¶ 40¶
Process Layout ExampleProcess Layout Example
Finishing Inspection Shipping
Department (4) (5) (6)
Figure 9.5Figure 9.5
Warehouse Cutting Stitching Room Floor
(1) (2) (3)
Source: Operation Management 7 th Edition by Jay Heizer
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100 100
50 50
50 50
10 10
100 100
30 30
Process Layout ExampleProcess Layout Example
Interdepartmental Flow GraphInterdepartmental Flow Graph
1 2 3
4 5 6
Figure 9.6Figure 9.6
Source: Operation Management 7 th Edition by Jay Heizer
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Process Layout ExampleProcess Layout Example
Cost Cost == $50$50 ++ $200$200 ++ $40$40(1 and 2)(1 and 2) (1 and 3)(1 and 3) (1 and 6)(1 and 6)
++ $30$30 ++ $50$50 ++ $10$10(2 and 3)(2 and 3) (2 and 4)(2 and 4) (2 and 5)(2 and 5)
++ $40$40 ++ $100$100 ++ $50$50(3 and 4)(3 and 4) (3 and 6)(3 and 6) (4 and 5)(4 and 5)
= $570= $570
Cost =Cost = X X ij ij C C ij ij
nn
i i = 1= 1
nn
j j = 1= 1
Source: Operation Management 7 th Edition by Jay Heizer
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Process Layout ExampleProcess Layout Example
30 30
50 50
50 50
50 50 100100
100 100
Revised Interdepartmental Flow GraphRevised Interdepartmental Flow Graph
2 1 3
4 5 6
Figure 9.7Figure 9.7
Source: Operation Management 7 th Edition by Jay Heizer
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Process Layout ExampleProcess Layout Example
Cost Cost == $50$50 ++ $100$100 ++ $20$20(1 and 2)(1 and 2) (1 and 3)(1 and 3) (1 and 6)(1 and 6)
++ $60$60 ++ $50$50 ++ $10$10(2 and 3)(2 and 3) (2 and 4)(2 and 4) (2 and 5)(2 and 5)
++ $40$40 ++ $100$100 ++ $50$50(3 and 4)(3 and 4) (3 and 6)(3 and 6) (4 and 5)(4 and 5)
= $480= $480
Cost =Cost = X X ij ij C C ij ij
nn
i i = 1= 1
nn
j j = 1= 1
Source: Operation Management 7 th Edition by Jay Heizer
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Area 1 Area 1 Area 2 Area 2 Area 3 Area 3
Area 4 Area 4 Area 5 Area 5 Area 6 Area 6
60¶ 60¶
40¶ 40¶
Process Layout ExampleProcess Layout Example
Finshing Inspection Shipping
Department (4) (5) (6)
Figure 9.8Figure 9.8
Cutting Warehouse Stitching Room Floor
(2) (1) (3)
Source: Operation Management 7 th Edition by Jay Heizer
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Project Management
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Planning Planning
ObjectivesObjectives
Resources Resources Work break Work break--downdown
scheduleschedule
OrganizationOrganization
Scheduling Scheduling
Project activities Project activities
Start & end times Start & end times
Network Network
Controlling Controlling
Monitor, compare, revise, action Monitor, compare, revise, action
P
roject Management ActivitiesP
roject Management Activities
Source: Sir Afzal Adamjee
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Project Planning, Scheduling,Project Planning, Scheduling,
and Controllingand Controlling
Figure 3.1Figure 3.1
BeforeBefore Start of project Start of project During During
project project TimelineTimeline project project
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Project Planning, Scheduling,Project Planning, Scheduling,
and Controllingand Controlling
Figure 3.1Figure 3.1
BeforeBefore Start of project Start of project During During
project project TimelineTimeline project project
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Project Planning, Scheduling,Project Planning, Scheduling,
and Controllingand Controlling
Figure 3.1Figure 3.1
BeforeBefore Start of project Start of project During During
project project TimelineTimeline project project
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Project Planning, Scheduling,Project Planning, Scheduling,
and Controllingand Controlling
Figure 3.1Figure 3.1
BeforeBefore Start of project Start of project During During
project project TimelineTimeline project project
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Project Planning, Scheduling,Project Planning, Scheduling,
and Controllingand Controlling
Figure 3.1Figure 3.1
BeforeBefore Start of project Start of project During During
project project TimelineTimeline project project
Budgets
Delayed activities report Slack activities report
Time/cost estimatesBudgets
Engineering diagramsCash flow chartsMaterial availability details
CPM/PERT
Gantt charts
Milestone charts
Cash flow schedules
Source: Sir Afzal Adamjee
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The Role of The Role of
the Project Manager the Project Manager
Highly visibleHighly visibleR
esponsible for making sure that:R
esponsible for making sure that:
All necessary activities are finished in order and onAll necessary activities are finished in order and ontimetime
The project comes in within budgetThe project comes in within budget
The project meets quality goalsThe project meets quality goals
The people assigned to the project receiveThe people assigned to the project receivemotivation, direction, and informationmotivation, direction, and information
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The Role of The Role of
the Project Manager the Project Manager
Highly visibleHighly visibleR
esponsible for making sure that:R
esponsible for making sure that:
All necessary activities are finished in order and onAll necessary activities are finished in order and ontimetime
The project comes in within budgetThe project comes in within budget
The project meets quality goalsThe project meets quality goals
The people assigned to the project receiveThe people assigned to the project receivemotivation, direction, and informationmotivation, direction, and information
Project managers should be:
Good coaches
Good communicators
Able to organize activities from a
variety of disciplines
Source: Operation Management 7 th Edition by Jay Heizer
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Project Management TechniquesProject Management Techniques
Gantt chart
Critical Path Method (CPM)
Program Evaluation andReview Technique (PERT)
Source: Operation Management 7 th Edition by Jay Heizer
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Time
J F M A M J J A S
Design
Prototype
Test
R evise
Production
A Simple Gantt Chart
Source: Operation Management 7 th Edition by Jay Heizer
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1. When will the entire project be completed?
2. What are the critical activities or tasks in the project?
3. Which are the noncritical activities?
4. What is the probability the project will be
completed by a specific date?
Questions PERT & CPMQuestions PERT & CPM
Can Answer Can Answer
Source: Operation Management 7 th Edition by Jay Heizer
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AO N ExampleAO N Example
Activity DescriptionImmediatePredecessors
A Fabric Approval ² B Cutting ²
C Spreading/Layering A
D Numbering A, B
E Bundling CF Panel Checking C
G Panel Replacing D, E
H Stitching F, G
Apparel Manufacturing'sApparel Manufacturing'sActivitiesActivities and predecessorsand predecessors
Table 3.1Table 3.1Source: Operation Management 7 th Edition by Jay Heizer
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AO N Network for AO N Network for ApparelApparel
ManufatcuringManufatcuring
G
E
F
H
C A
Start
DB
Arrows Show PrecedenceRelationships
Figure 3.8Figure 3.8Source: Operation Management 7 th Edition by Jay Heizer
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H H
(Stitching)(Stitching)7 7 Dummy Dummy
Activity Activity
AOA Network for AOA Network for ApparelApparel
ManufatcuringManufatcuring
6 6
5 5 DD
(Numbering)(Numbering)
44C C
(Spreading/ (Spreading/ Layering)Layering)
11
33
2 2
Figure 3.9Figure 3.9
Source: Operation Management 7 th Edition by Jay Heizer
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Determining the Project ScheduleDetermining the Project Schedule
Perform a Critical PathAnalysisPerform a Critical PathAnalysis
The critical path is the longest path through
the network
The critical path is the shortest time in whichthe project can be completed
Any delay in critical path activities delays the project
Critical path activities have no slack time
Source: Operation Management 7 th Edition by Jay Heizer
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Determining the Project ScheduleDetermining the Project Schedule
Perform a Critical PathAnalysisPerform a Critical PathAnalysis
Figure 3.10Figure 3.10
A
Activity Name
or Symbol
EarliestStart
ES EarliestFinishEF
LatestStart
LS LatestFinish
LF
Activity Duration
2
Source: Operation Management 7 th Edition by Jay Heizer
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Project Management SoftwareProject Management Software
There are several popular packages forThere are several popular packages for
managing projectsmanaging projects
PrimaveraPrimavera MacProjectMacProject
PertmasterPertmaster
VisiScheduleVisiSchedule
Time LineTime Line
Microsoft ProjectMicrosoft Project
Source: Sir Afzal Adamjee
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Concept to improve their work nature and themethods
To survive in this competitive world the industryshould work efficiently
By applying the industrial engineering methods it canfinally lead to timely delivery of goods, high profitand develop the working environment as a happy place.
Conclusion
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