in dust rail engineering in apparel

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© 2008 Prentice Hall, Inc. 3 ± 1




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




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




Plant layout

Project Management

Our Presentation Topics Include




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




Line or Process - oriented layout

Skill Centres or Product - oriented layout

Types of Layout




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




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





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




© 2008 Prentice Hall, Inc. 3 ±10

Pakistani Industry is an example of Line layout

Sri Lankan Industry is the example of Process

oriented layout

Applications

Source: Sir Gamini




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




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





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.





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


Figure 9.4Figure 9.4





Area 1 Area 1 Area 2 Area 2 Area 3 Area 3


60¶ 60¶

40¶ 40¶


Finishing Inspection Shipping

Department (4) (5) (6)


Warehouse Cutting Stitching Room Floor

(1) (2) (3)





100 100

50 50

50 50

10 10

100 100

30 30


Interdepartmental Flow GraphInterdepartmental Flow Graph

1 2 3

4 5 6







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)


= $570= $570

Cost =Cost = X X ij ij C C ij ij

nn

i i = 1= 1

nn

j j = 1= 1






30 30

50 50

50 50

50 50 100100

100 100

Revised Interdepartmental Flow GraphRevised Interdepartmental Flow Graph

2 1 3

4 5 6







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)



= $480= $480

Cost =Cost = X X ij ij C C ij ij

nn

i i = 1= 1

nn

j j = 1= 1







60¶ 60¶

40¶ 40¶


Finshing Inspection Shipping

Department (4) (5) (6)


Cutting Warehouse Stitching Room Floor

(2) (1) (3)





Project Management




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




Project Planning, Scheduling,Project Planning, Scheduling,

and Controllingand Controlling


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





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




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





Project Management TechniquesProject Management Techniques

Gantt chart

Critical Path Method (CPM)

Program Evaluation andReview Technique (PERT)





Time

J F M A M J J A S

Design

Prototype

Test

R evise

Production

A Simple Gantt Chart





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





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




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




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






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





Determining the Project ScheduleDetermining the Project Schedule

Perform a Critical PathAnalysisPerform a Critical PathAnalysis


A

Activity Name

or Symbol

EarliestStart

ES EarliestFinishEF

LatestStart

LS LatestFinish

LF

Activity Duration

2





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





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

in dust rail engineering in apparel

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