plant layout final akrsvu

Plant Layout

Submitted By-

Anil Yadav

Kavita Yadav

Ridhi Jain

G. S. Subramanium

Varundeep Singh

Umakant

INDEX

Statement of Study 3

Introduction 3

Factors Considered for Layout Construction 5

Steps in Facility Design 7

1) Procure the Basic Data 13

2) Analyze the Basic Data 13

3) Design the Production Process 20

Operation Break Down For COTTON SHIRT 21

Machine Requirement Calculation 24

4) Plan Material Flow Pattern 25

5) Material Flow for Each Department 31

6) Consider General Material Handling Plan 40

7) Calculate the Equipment Requirements 42

8) Plan Individual Work Areas 45

9) Select the Specific Material Handling Equipment 50

10) Coordinate the Group of Related Operations 57

10) Design Activity Relationships 57

11) Determine the Space requirements 66

13) Determine the Storage requirements 69

14) Allocate Activity Area to Total Space 80

15) Consider Building Types 82

16) MASTER LAYOUT 82

17) Evaluation 83

18) Installation & Implementation 83

Check List 84

Conclusion 85

Statement of the study:

To prepare a plant layout for a shirt manufacturing unit with a capacity of 1250 shirts per

day.

Objective: Preparation of a layout plan for a shirt manufacturing unit.

Need of the study:

Designing an efficient layout helps a lot in reducing the time taken by the material to

travel in the department. It helps in:

Optimum flow of the material through each department

Efficient operation of the various related processes. Increase in efficiency.

Introduction

The design of a process plant is a complex activity that will usually involve many

different disciplines over a considerable period of time.

The design may also go through many stages from the original research and

development phases, through conceptual design, detailed process design and onto

detailed engineering design and equipment selection.

Many varied and complex factors including safety, health, the environment,

economic and technical issues may have to be considered before the design is

finalized.

At each stage it is important that the personnel involved have the correct

combination of technical competencies and experience in order to ensure that all

aspects of the design process are being adequately addressed.

Evidence of the qualifications, experience and training of people involved in

design activities should be presented in the Safety Report to demonstrate that the

complex issues associated with design have been considered and a rigorous

approach has been adopted.

The process design will often be an iterative process with many different options

being investigated and tested before a process is selected. In many occasions a

number of different options may be available and final selection may depend upon

a range of factors.

Factors considered for layout construction

A. Movement

This factor includes inter and interdepartmental transport and handling at various

operations, at storage, at inspections, the type of equipments and methods for material

handling. This remains the most important factor while deciding upon the selection of

layout and utilization of available land.

The various support departments are planned such that they are near to their requisite

sections of the plant, so that lesser material handling takes place as well as time is saved.

The material handling equipments are selected and designed as per department’s

requirement and interdepartmental movement.

B. Product

This factor includes type of product, the range and variety it covers, the quantity in a

shift, the number of shifts, necessary operations and their sequence. The product to be

made is high quality dress shirt for export. There are various variations of the dress shirt

which have been covered while selecting the type of machinery. The operation

breakdown was done along with the time study and the final sequence of operations is

decided by elimination of unnecessary operations.

C. Machinery

This factor includes the process, production equipments / furniture type, special

precautions to be taken, tools - their utilization and service net-work related to the same.

During selection of machinery, the type, productivity, price and service provided by the

supplier was kept in mind, so that no hassles are met in future.

D. Waiting

This factor includes permanent and temporary storage and delays and their locations. The

stores and warehouse are planned such that there is minimum amount of material

handling happening between various departments and the store/warehouse. Proper

amount of inventory storage capacity is planned so that inventory cost never goes higher.

E. Man

This factor includes direct workers, supervision and service help personals,

working hours, safety and manpower utilization method. Standard aisle space for

movement is provided, so that there is no problem in movement or supervision. Proper

amount of area for each workstation is provided so that the direct workers have no

problem while doing the operations or during movement. All the safety precautions are

undertaken while designing the layout like exits, emergency exits, fire extinguishers.

F. Service

This factor includes service relating to employee facilities such as parking, lockers,

rooms, toilets, waiting rooms etc, service related to materials in terms of quality,

production controls, scheduling, dispatching, waste control etc and service related to

maintenance and repair, its schedule, frequency and intensity.

G. Building

This factor includes outside, inside building features, utility distribution, nature of service

integration. The various blocks are planned as per their requirement like of height, inside

features, type of shedding, flooring etc. The final building is to be done in two floors with

Kirby sheds while the administration, canteen and other utilities block would be an RCC

structure.

Steps in facility design

1. Procure the basic data

a) Sales forecast

b) Quantity to be produced

c) Production schedule

d) Inventory policy

e) Production routing

f) Operations to be performed

g) Production time standards

h) Scrap percentages

2. Analyze the basic data

Above data is analyzed by the designer to determine the desired interrelationships and

then preparing for subsequent planning steps. Assembly charts give a quick and early

glimpse of the possible flow of materials.

3. Design the production process

The next is to decide how the raw material would be converted to final part or product.

Herein the production engineer designs an OPERATION SHEET or PRODUCTION

ROUTING, which is the tabulation of the steps involved in the production of a particular

part and necessary details on related items. Information on routing may include:

i. Part names and number

ii. Operation numbers and sequence

iii. Operations name and descriptions

iv. Machine names and numbers

v. Production standards

vi. Number of operators

vii. Space requirements

viii. Material

With the above information along with the Assembly chart, an OPERATION PROCESS

CHART is constructed, which provides a better impression of the potential material flow

pattern.

4. Plan material flow pattern

Overall material flow pattern must be carefully designed to assure minimum movement

and expeditious interrelation of the several components –part flow paths.

Assembly chart and production routing along with data on quantity and frequency of

material movement, a preliminary material flow pattern should be developed, which is

then worked upon keeping in mind the factors affecting material flow to reach to a

finalized pattern of flow of material in a particular unit. Flexibility for future expansion or

any changes

5. Consider general material handling plan

The material handling system converts the static flow pattern into a dynamic flow

of material through the plant.

The ideal system consists of an integrated combination of methods and effective

methods of performing every handling task- from unloading of material to

shipping of the final product. This involves both manual and mechanical methods.

Detailed handling methods should only after individual work stations have been

planned.

6. Calculate the equipment requirements

Any layout is incomplete w/o estimation of how many pieces of each type of

equipment (manufacturing, service and auxiliary) will be required.

Preliminary requirement has been made while tabulating production routing. Here

final decisions must be made as to the quantity of the equipment as a basis for

planning individual workstations and planning space requirements for each

activity area.

Also the number of operators must also be determined.

If final decisions regarding above , have not been made, at least an estimation

should be available.

7. Plan individual work areas

At this point, each operation , work station , area , process etc. must be planned in

detail.

The interrelationships between machines, operators and auxiliary equipment must

be worked out.

Each workstation must be tied into the overall flow pattern and flow through each

work station must be planned as an integral part of the overall plan.

8. Select the specific material handling equipment

Specific methods of material handling must be decided upon for each move of material or

item. Many factors need to need to be considered in the selection of handling methods.

9. Coordinate the group of related operations

Once the workplaces have been designed, interrelationships between the work areas,

related group of operations or activities should also be planned.

LAYOUT PLANNING CHART is a useful technique at this point.

10. Design activity relationships

Production activities need to be inter-related with auxiliary and service activities with

respect to the degree of closeness required by material, personnel and information flow.

11. Determine the storage requirements

Plans should now be crystallized in terms of storage of raw material, WIP and

finished products.

Square foot and cubic foot requirements should be calculated , with thought also

given to the location of the storage areas in the layout.

2 storage location methods-

1. Randomized storage

When an individual SKU can be stored in any available storage location. The

closest available slot is designated as storage location

2. Dedicated storage

When a SKU is assigned to a specific storage location or a set of locations. Fixed

slot is defined.

12. Plan the service and auxiliary activities

(Administration, transportation and storage)

A look at the plant service area planning sheet shows the complexity of this step.

Depending on the size of the plant all of the service activities must be carefully

studied, in order to determine which are needed.

Later, during the space planning and final design aspects of the planning, the

details of many of these service activities must be worked out.

13. Determine space requirements

At this stage, a preliminary estimate of the total space required for each activity in

the facility can be made and cumulatively, designer can arrive at a first estimate of

the total area.

Production space needs are estimated with the aid of a production space

requirement sheet.

Space determinations made at this stage are estimates. So these are on a little

higher side to ensure there is sufficient area. Only the final layout will show

accurately the total space needs.

14. Allocate activity areas to total space

The total space requirement work sheet provides for an area template for each

activity listed.

Activity relationship diagram is helpful in determining the relationships b/w the

different area templates.

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Then an Area Allocation Diagram can be made based on the above, which

depicts the inter-relationships between the internal flow of materials and the

external flow-by means of various transportation modes.

It will also depicts the relationship w/ surrounding facilities e.g. power plant,

parking areas, storage places and adjacent buildings.

A preliminary layout has now been established.

15. Consider building types

Building type, construction, shape and number of floors should be considered.

Building usually comes after the layout. The layout should never be squeezed into

or altered to fit into a building, if it can be avoided by designing a layout first. As

imp a building might seem to be, it is the layout that forms the basis for the efficient

operation of an enterprise.

16. Construct the master layout

This step is the culmination of the detailed work and planning done in the preceding

steps. Final Layout is prepared using templates, tapes, etc. to a scale e.g. ¼” = 1 ft.

Two dimensional or three dimensional models are prepared.

17. Evaluate, adjust and check the layout with appropriate personnel

No matter how carefully or scientifically previous steps have been carried out, there

are always personal and judgmental factors to be considered. Facility designer and

his associates should check over their work at this stage before submitting it for

approval. Preliminary checks might also be made with others who have contributed

in designing the layout (production, methods, and personnel safety).

18. Obtain approvals

In the final stages , the layout must be formally approved by certain plant officials,

depending on plant facilities and procedures.

19. Install layout

A layout designer should carefully supervise the necessary work involved in the

installation of the layout to make sure all work is done according to the plans in the

approved layout. Any changes, if desired, should be carefully investigated and

approved by the concerned authorities.

20. Follow up on implementation of layout

Just because layout has been installed as planned, there is no guarantee that will

work as planned. No plant layout is 100% perfect and layout designer must

continually take note of how the layout is affecting the production operations. Scope

should be improvement must always be kept and incorporated if found desirable.

1. Procure basic data

2. Analysis Of Basic Data

a. Product Information

b. Tech – Pack

c. Factory Information

i. Foundation

ii. Location

iii. Electric Supply

iv. Nearness to Labor Supply

v. Proximity to external Economies Of Scale

vi. Reputation Of Area

vii. Transport and Communication Services

viii. Government Support

ix. Opportunities For Expansion

x. Development Agencies And Inward Investment

xi. Building Typology

xii. Construction Details

xiii. Description Of Floors

xiv. Area Of Factory- Department-wise

xv. Government And Industry Compliances

Product information:

Sketch (front) Sketch (back)

TECH PACK

BUYER ADDRESS :GENUINE GARMENT EXPORT COMPANY, NEW DELHI

product ID 01126357 Product name Full sleeve Men’s

cotton shirt

Order Quantity 1250 Group Plain

Season summer Brand Local

Size M gender MALE

Fabric 100 % cotton Date 6/4/11

fabric weave Plain GSM 180

COLOUR DETAILS :-

Base Fabric checks blue

Stitching Thread DTM

Button White colored Shell button

TABLE OF MEASUREMENT FOR SIZE SET

S. No Description M Tolerance(+ / - )

1 Neck line length 43 .5

2 Distance b/w Shoulder 45.5 .5

3 Total Sleeve length 67.5 .5

4 Armhole height from Neck point 29 .3

5 Sleeve width 21.5 .3

6 Bottom Sleeve width 11.8 .1

7 Chest Width 55 .5

8 Bottom Width 55 .5

9 Total Length from HSP 78 .5

10 Back yoke height at neck point 9.8 .1

11 Front cross (at ½ arm) 41.5 .3

12 Back cross (at ½ arm) 44.5 .3

13 Cuff height 8.5 .1

14 Sleeve placket length 14.5 .1

15 Sleeve placket width 3.5 .1

16 Sleeve placket Box height 3.5 .1

17 Collar Point 6 .1

18 Collar Height 4 .1

19 Collar band Height 3 .1

20 Shoulder Slope 4.8 .1

21 Shoulder forward 2.5 0

FACTORY INFORMATION:

Foundation:

The foundation will be built by digging 6 ft. down. Firstly a base of plain concrete

cement is there for 6 inches and then a reinforced concrete cement block of 1 ft.

The column foundation starts after that and the plinth and normal ground level are

the same.

IMT Manesar Gurgaon

IMT Manesar Area is under Haryana State Industrial Development Corporatation

(HSIDC).The Export House is situated in the Township (IMT) in Manesar, 17 km from

Gurgaon.

The reasons for Manesar's popularity are not hard to find. "It is located on the main

Jaipur-Delhi highway and is extremely well-connected to Delhi. The international airport

is just 32 km away, while Connaught Place is 45 km. It takes about an hour and a half to

reach Connaught Place which is the center of Delhi.

There are various garment manufacturing units like Modelama, Innovation com, Remya

Fashions - Manufacturer and Exporter of Hi-Fashion Garments etc. in this area.

The following could all be considered as important but for setting up the garment unit,

some of the factors will be more important than others.

Electricity supply:

Some firms require either a certain type of power/energy source or particular amounts to

be able to operate effectively. This means that one consideration for location is

somewhere that has relatively easy access to such sources. This might be particularly

relevant for a garment unit that uses sufficient amounts of power in the production

process. In simple terms, the location has to be in a position to be able to supply the

amount of power that the unit might need.

In this example of the garment unit, the production processes involved in this industry

require an optimum amount of electricity. The electricity supply to the unit is continuous

and the rates are cheap.

Nearness to a Supply of Labor:

All businesses need labour to operate. In some cases, this labour has to have high levels

of skill. Some areas have concentrations of industry in a region and have become known

for having a pool of skilled labour available. In such cases, it can save a firm both time

and cost locating near to the supply of labour. This can be extended if the local labour

supply is relatively cheap.

In the vicinity of the IMT Manesar, cheap labour can be easily found. The nearness to

the villages like Bhiwadi , Khandsa and Manesar fulfills the requirements of labour.

Proximity of Other Businesses - External Economies of Scale:

Where industry becomes concentrated in an area, there are generally a number of

supporting or ancillary units set up. In some cases, these units supply specialised services

or products to other firms in the industry. For example, fabric dyeing, printing, agencies

for fabric sourcing/ accessories sourcing, buying houses etc. are also in IMT manesar.

These benefits can result in lower average costs (costs per unit). This is called external

economies of scale.

The Reputation of an Area:

Certain areas of the country have a reputation for particular types of business - this might

often be due to its industrial past or the density of the similar kind of industries.

There are too many export houses in this area and it is reputed as a hub for garment

manufacturing. Whilst this factor may be seen as being less important it can still be a

factor that a unit might consider.

Transport and Communication Services:

Units that rely on good communications networks either for information transfer or

distribution may well look to locate in areas where such facilities exist. This may include

high quality road networks, access to trains, airports, ports and so on. Many new

industrial estates have been built in out of town areas and major new trunk roads linking

these estates with major road networks make locating in these areas worthwhile for some

firms.

For other firms, speed of information may be the crucial factor in their business. Many

city areas were the first to have access to high speed data networks, broadband, cable and

satellite services and so on. For a firm in the City, having high speed data access is

essential to the transaction of their business.

The IMT manesar is well connected to the highway for the transport of the materials. The

information services are also satisfactory.

Government support:

The availability of low rent premises, faster planning permissions, employment subsidies

(a sum of money given for every job created), grants etc. can make a difference to a

company that decides to locate in that area.

Opportunities for Expansion:

Many businesses might be looking for opportunities to expand in the future. Access to

land, and the ease with which the business can expand if necessary, might therefore be

something that a business will want to find out before making a location decision, or at

least as part of a location decision. In some areas of the country, planning permission may

be difficult to get - there may be restrictions on expansion into the countryside, various

policies to encourage use of derelict land and so on. Whilst this may be of benefit to

society as a whole, it is not necessarily the most cost-effective solution for a business.

In some areas of the country, land and rental prices can be significant factors in location

decisions. IMT manesar can be considered a perfect location for the expansion.

Development Agencies and Inward Investment:

Regional policy in recent years has changed its emphasis. The approach is to have a co-

ordinated policy to help each region achieve its full economic potential but at the same

time to allow decision-making to be devolved to the lowest level, where possible. This

means that the regions themselves will take a lead in encouraging economic development

and supporting businesses in their region.

To this end, there is now a network of regional development agencies (DAs) focusing

their attention on improving the economy of particular regions.

IMT manesar Industries Association is the main association involved in the development

of this area

Govt. & industry compliances:

Labour Laws

Human rights

ILO Compliance

Vendor Compliance

Government Policies and State Government Laws

Minimum Wages

3) Design production process

The production process of various sections involved in the production process is designed

using the analyzed data along with the consultation with concerned experts and

consultants

The next is to decide how the raw material would be converted to final part or product.

Herein the production engineer designs an OPERATION SHEET or PRODUCTION

ROUTING, which is the tabulation of the steps involved in the production of a particular

part and necessary details on related items. Information on routing may include:

i. Part names and number

ii. Operation numbers and sequence

iii. Operations name and descriptions

iv. Machine names and numbers

v. Production standards

vi. Number of operators

vii. Space requirements

viii. Material

OPERATIONAL BREAKDOWN FOR COTTON SHIRT

Sleeve

PLKT MARKING

TACK @ V NOTCH

ATT SMALL PLKT

PLKT MARK AND CUT

FINISH BIG PLKT

ATT BIG PLKT

Collar

N/B HEM

PRESS N/B

T/S ON CLR

PRESS CLR

CLR PRESS

CLR ATTACH TO N/B

Front

TACK B/H PLKT

SEW B/H PLKT

SEW BUTTON PLKT

PRESS B/H PLKT

FRONT CHECKING

Back

LABEL MARKING

LABEL MAKING

YOKE ATTACH

PLEAT MAKING

BK CHECKING

LABEL ATTACH

SHOULDER T/S

NO SET FRNT & BACK

JOIN FNT AND BK

COLLAR ATTACH

COLLAR FINISH

ATT SLV TO BODY

T/S PLKT

SLV CHECKING

Sew Cuff

Turn & Iron Cuff

CLR RAW EDGE TRIM

CLR CHECKING

CUFF CORNER TACK

LEGEND

SEWING OPERATION

IRONING

CHECKING

HELPER

No. SET

TRIMMING

SIDE SEAM ATTACH

S/S LABEL ATTACH

S/S TOP STITCH

CUFF ATTACH

CUFF T/S

YOKE LABEL ATTACH

BOTTOM HEM

TRIM

FINAL CHECKING

ARM HOLE T/S

ARM HOLE CHECKING

SEW CUFF PLEATS

GARMENT READY

MACHINERY REQUIREMENT CALCULATION Formal Shirt Operational Breakdown

FOR ONE LINE

Target output = 1250 pc/day for 4 lines

Sewing SAM 26.2

shift time = 480 min

Helper SAM 6.4

operator efficiency = 65%

Finishing SAM 2.27

Sr.No. Code OPERATION SAM HELPER ACTUAL

TIME MACHINE

W/S

Calculated

W/S

Req.

Actual

W/S

Req.

NO.of

M/C

Req.

Actual

M/C

Req.

Cal Prod.

COLLAR PREPARATION

1 A1 Mark Collar 0.31 Y 0.477 Helper table 0.31 0.5 1 0 0 503

2 A2 Make Loop 0.12 N 0.185 Snls w/ ubt 0.12 0.5 1 0.5 1 1300

3 A3 Tack Loop&Attach Loop to

CLR Patch 0.26 N 0.400 Snls w/ ubt 0.26 0.5 1 0.5 1 600

4 A4 Top Stitch on collar with Patch 0.2 N 0.308 Snls w/ ubt 0.20 0.5 1 0.5 1 780

5 A5 Make Collar 0.48 N 0.738 Snls we/c 0.48 0.5 1 0.5 1 325

6 A6

Trim, Turn & Crease Collar 0.31 Y 0.477

Collar turning

machine 0.31 0.5 1 0.5 1 503

7 A7 Topstitch Collar 0.31 N 0.477 Snls w/ ubt 0.31 0.5 1 0.5 1 503

8 A8 Press Neck Band 0.32 Y 0.492 Iron Table 0.32 0.5 1 0.5 1 488

9 A9 Match Band With Collar 0.3 Y 0.462 Helper table 0.30 0.5 1 0 0 520

10 A10 Attach Neckband To Collar 0.48 N 0.738 Snls we/c 0.48 0.5 1 0.5 1 325

11 A11 Trim & Turn Pick 0.32 Y 0.492 Helper table 0.32 0.5 1 0 0 488

12 A12 Ready Cut Collar 0.16 N 0.246 Snls we/c 0.16 0.5 1 0.5 1 975

13 A13 Press Collar 0.47 Y 0.723 Iron Table 0.47 0.5 1 0 0 332

CUFF PREPARATION

1 B1 Mark Cuff 0.32 Y 0.492 Helper table 0.32 0.5 1 0 0 488

2 B2 Hem Cuff 0.29 N 0.446 Snls w/ ubt 0.29 0.5 1 0.5 1 538

3 B3 Make cuff 0.64 N 0.985 Snls we/c 0.65 1 1 1 1 488

4 B4 Trim&turn cuff 0.3 Y 0.462 Helper table 0.30 0.5 1 0 0 520

5 B5 Press Cuff 0.32 Y 0.492 Iron Table 0.32 0.5 1 0 0 488

SLEEVE PREPARTION

6 C1 Notch Sleeve for PLKT 0.32 Y 0.492 Helper table 0.32 0.5 1 0 0 488

7 C2 Attach Down Sleeve PLKT 0.31 N 0.477 Snls w/ ubt 0.31 0.5 1 0.5 1 503

8 C3 Tack Down Sleeve PLKT 0.22 N 0.338 Snls w/ ubt 0.22 0.5 1 0.5 1 709

9 C4 Press Top Sleeve PLKT 0.65 Y 1.000 Iron Table 0.66 1 1 0 0 480

10 C5 Attach Top sleeve PLKT&finish 0.96 N 1.477 Snls w/ ubt 0.97 1 1 1 1 325

FRONT

11 D1 Hem Pocket Mouth 0.24 N 0.369 Snls w/ ubt 0.24 0.5 1 0.5 1 650

12 D2 Press Patch Pocket 0.29 Y 0.446 Iron Table 0.29 0.5 1 0 0 538

13 D3 Make Button Placket 0.3 N 0.462 Snls w/ ubt 0.30 0.5 1 0.5 1 520

14 D4 Attach Top Plkt 0.62 N 0.954 Snls w/ ubt 0.63 1 1 1 1 503

15 D5 Make Button Hole placket 0.65 N 1.000 Kansai 0.66 1 1 1 1 480

16 D6 Mark front For Pocket

Placment 0.31 Y 0.477 Helper table 0.31 0.5 1 0 0 503

17 D7 Attach Pocket To Front 0.79 N 1.215 Snls w/ ubt 0.80 1 1 1 1 395

BACK

18 E1 Match Yoke to Back 0.32 Y 0.492 Helper table 0.32 0.5 1 0 0 488

19 E2 Attach Yoke To Back 0.47 N 0.723 Snls w/ ubt 0.47 0.5 1 0.5 1 332

20 E3 Topstitch Back Yoke 0.46 N 0.708 Snls w/ ubt 0.46 0.5 1 0.5 1 339

21 E4 Attach Patch to Back 0.48 N 0.738 Snls w/ ubt 0.48 0.5 1 0.5 1 325

22 E5 Press Patchlabel 0.32 Y 0.492 Iron Table 0.32 0.5 1 0 0 488

23 E6 Attach Patch Label to Back With Main

Label 0.64 N 0.985 Snls w/ ubt 0.65 1 1 1 1 488

ASSEMBLY

24 F1 Match Front With Back 0.3 Y 0.462 Helper table 0.30 0.5 1 0 0 520

25 F2 Attach Shoulder 0.61 N 0.938 Snls w/ ubt 0.62 1 1 1 1 511

26 F3 Topstitch Shoulder Panel 0.47 N 0.723 Snls w/ ubt 0.47 0.5 1 0.5 1 332

27 F4 Match Sleeves With Body 0.3 Y 0.462 Helper table 0.30 0.5 1 0 0 520

28 F5 Attach Sleeves 0.87 N 1.338 Snls w/ ubt 0.88 1 1 1 1 359

29 F6 Topstitch Armhole 0.81 N 1.246 Snls w/ ubt 0.82 1 1 1 1 385

30 F7 Tack Wash care Label 0.2 N 0.308 Snls w/ ubt 0.20 0.5 1 0.5 1 780

31 F8 Sew Side Seam 0.79 N 1.215 Foa 0.80 1 1 1 1 395

32 F9 Make Side Slit 0.81 N 1.246 Snls w/ ubt 0.82 1 1 1 1 385

33 F10 Match Collar With Body 0.3 Y 0.462 Helper table 0.30 0.5 1 0 0 520

34 F11 Stay Stitch on Neck 0.29 N 0.446 Snls w/ ubt 0.29 0.5 1 0.5 1 538

35 F12 Attach Collar to body 0.45 N 0.692 Snls w/ ubt 0.45 0.5 1 0.5 1 347

36 F13 Close Collar 0.69 N 1.062 Snls w/ ubt 0.70 1 1 1 1 452

37 F14 Topstitch Collar 0.31 N 0.477 Snls w/ ubt 0.31 0.5 1 0.5 1 503

38 F15 Match Cuff To Body 0.32 Y 0.492 Helper table 0.32 0.5 1 0 0 488

39 F16 Make Pleaet on Sleeve 0.29 N 0.446 Snls w/ ubt 0.29 0.5 1 0.5 1 538

40 F17 Attach Cuff To Body 0.63 N 0.969 Snls w/ ubt 0.64 1 1 1 1 495

41 F18 Topstitch Cuff 0.58 N 0.892 Snls w/ ubt 0.59 1 1 1 1 538

42 F19 Hem Bottom 0.65 N 1.000 Snls w/ ubt 0.66 1 1 1 1 480

43 F20 Mark Front For Button Hole 0.32 F 0.492 Helper table 0.32 0.5 1 0.5 1 488

44 F21 Attach Button on Cuff 0.22 F 0.338 Button Attach 0.22 0.5 1 0.5 1 709

45 F22 Make Button Hole on Cuff 0.21 F 0.323 Button Attach 0.21 0.5 1 0.5 1 743

46 F23 Make Button Hole 0.65 F 1.000 Button hole 0.66 1 1 1 1 480

47 F24 Mark Front For Button Att 0.24 F 0.369 Helper table 0.24 0.5 1 0.5 1 650

48 F25 Attach Button on Front Placket 0.63 F 0.969 Button Attach 0.64 1 1 1 1 495

TOTAL 26.2 40.308 26.45 39.5 61.0 30.5 44.0 325

S.NO MANUAL QTY

S.NO SEWING MACHINES QTY

S.NO FINISHING QTY

1 Helper table 14

1 Snls w/ ubt 30

1 Button Attach 3

2 Collar turning machine 1

2 Snls we/c 4

2 Button hole 2

3 Iron Table 6

3 Sncs 0

TOTAL 5

TOTAL 21

4 FOA 1

5 Kansai 1

TOTAL 36

4) Plan material flow pattern

One of major activity during plant layout design is the planning of the flow pattern. It is

on the flow pattern that the layout design depends upon. So selection of the best flow

pattern as per the given constraints from various available options is very important for

the success of the final layout.

Different sections of the unit

The new manufacturing unit will consist of following sections / departments:

A. Production Related

• Fabric Stores

• Sewing Trims & Accessories Store

• Spreading and Cutting Section

• Sewing Section

• Finishing Section

• Merchandising Department

• Sampling & Technical Department

• Quality Department

• CAD Section

• IE Department

• Maintenance

• Warehouse

B. Administration and other departments

• CEO Office

• Accounts Department

• HR Department

• Medical Room

• Training Department

• Conference Room

• Reception

• Generator, Boiler, Compressor and other utilities Room

• Security Room

• Toilets

• Parking

Material Flow Pattern

• Receipt of palletized fabric to store: Palletized fabric is received at the unloading

dock and is transferred to the fabric store through the articulated fork lifter.

• Issue of fabric to cutting section: The required amount of fabric is issued to the cutting

section through fork lifter or the power pallet truck as per requirement.

• Transfer of cut parts to parts section:

The cut parts are transferred to the parts section through a vertical trolley system. The cut

parts would be lifted by the help of a trolley to the parts section from where it would be

fed to the respective lines. In the parts section, material is handled via bins, or racks as

per requirement.

• Transfer of panels to assembly section:

From parts to assembly garments are transferred through use of various bins, racks or

trolleys. And in the assembly section, garment panels move on a mover system.

• Transfer of garments to finishing section:

Garment is transferred to the finishing section through the stairs using gravity. There

would be slider provided in the stairs for easy movement of the bins on the stairs. In the

finishing section garments will move on mover system and racks.

• Transfer of packed garments to warehouse:

The packed and/or palletized cartons are transferred to the warehouse through the

articulated fork lifter or the power pallet truck.

• Shipment of palletized cartons:

Eventually palletized cartons are shipped and loaded in the container at the dock with the

help of fork lifter and the power pallet truck.

Start

Obtain tech pack from buyer

Sampling

Analyze fabric

consumption from

CAD

Analyze cost of

trims and

fabric

Obtain general

sewing data from

IED

Prepare cost sheet

from sample

Develop sample as

per the tech pack

Develop proto

sample

Cost sheet & sample sent to buyer for approval

Approval Cost sheet

reworked

Confirmation

of order

Obtain PCD &

details from

production unit

Source trims &

fabric from

concerned dept.

Book washing &

embroidery capacity if

required

Obtain GSD

from IED

Execution of order by entering details in ERP

Prepare sample as per buyer requirements

Forward the sample to buyer for approval

Approval Comments received from buyer

should be incorporated and fit

sample reworked

Hold pre production

meeting with the

production unit

Execute

bulk order

Costing

Follow up with

production

departments &

update the buyer

Submit required

documents to

documentation

dept

Offer garments

for final

inspection.

Truck out

Follow up

on the

payments

for goods

End

No Yes

No Yes

PRODUCTION ROUTING- MERCHANDISING DEPARTMENT

Tech pack received from merchant

Develop patterns

Costing CAD

marker

Develop sample

Develop fit/proto sample

Revise Fit/Proto

sample

PP sample

Revise PP sample Size set sample

Incorporate buyer

comments

Sealer sample

Incorporate buyer

comments

Bulk production

(shrinkage to be added

if it’s a wash program)

If no comments

If no comments

If no comments

If no comments

If any comments

comments

If any comments

comments

If any comments comments

If any comments

comments

Workflow of sampling

FABRIC SOURCING:

Start Sampling

Technical analysis. Vendor

evaluation/selection of

vendor

Placement

D/L

Submit to buyer

If Ok

Sampling yardage/

lab tests

Final approval by

buyer

Redo D/L

If not Ok

Placement, lab

dips/strike offs

submission to buyer

Rate finalisation,

sampling yardage,

lab tests

Final submission to

buyer

End

Receiving order, technical analysis/

process starts for technical

development, vendor selection

Rate quotation from different mills

TNA/Execution plan/placement of

order for production

On line

inspection

If Ok If not Ok

Lab testing as per buyer

requirement

Mending/cleaning/washing

Despatch to vendor’s godown

Technical monitor/

corrective

measures

Process

If required

Sanforising/dyeing/prints/OXO/

washing/wet processing

Lab test as per buyer

requirement

Third party inspection as per

buyer standards

Third party inspection as per

buyer standards

If not required

Pass Pass

Vendor evaluation/

feedback to vendor End

Reject

If not Ok

Bulk

Receive fabrics

Start

Conduct shrinkage test

on minimum 2

bits/bale or minimum

10 bits of consignment

Forward one meter of

each consignment for

lab test

Verify whether quantity

received match with

quantity ordered

Inform to stores and prepare

goods received note (in case of

imported fabric)

Inspection based on four

points system. Match

bulk with approved dye

lot, width of fabric etc.

Name shade lot as ABC

Send to merchant for buyer’s

approval

If approved Forward to

cutting

department

End

Reject lot

If No

If No

If No

If Yes

If Yes

If Yes

FABRIC AUDIT:

Start

Accept & receive materials against documents

Prepare PRE GRN

Verify materials against invoice/ Delivery challan & packing list

Carry out quality & quantity inspection as per AQL 1.5

Allocation of trims based on the nature of the item

Prepare GRN & do the bill entry. The same is

forwarded to accounts for payment

PROCESS

SELECTION

PRODUCTION

ISSUES

Prepare work order

Prepare delivery challan

Forward trims along with

documents for processing

Identify trims which have been

approved by merchants

Prepare delivery challan & keep trims

ready to issue to the factories

Materials to be issued after

inspection by security against

DC

End

ACCESSORY STORES:

Receive patterns

from pattern

Digitize pattern

to feed in

Receive spec

sheet form

Pattern grading

Cut ratio

planning

Market planning

according to the

cut plan ratio

Output to

Graphtec plotter

Pattern sent to

merchandiser for

sampling

Pattern correction

yes

No

Output mini

marker to

printer

Output marker

to plotter

Send to cutting

room for cutting

Send to

merchandiser for

costing

WORK FLOW

IN CAD

DEPARTMENT

Cutting package

from production

manager

Acquire fabric

from fabric store

Cut sample to

check

Cut for initial size

set

Assemble and

check

Send to CAD for

amendment

Receive

amendment pattern

from CAD

Yes

NO

No

Require

amendm

ents

Issue job order

Bulk cutting

Sorting

Cut plan

Bundling

Issue

WORK FLOW IN

CUTTING DEPARTMENT

PRODUCTION DEPT:

Start

Bulk Production

Cut parts received from

cutting

End line checking & AQL

audit

Assembly

Parts preparation

Button & button hole/ Bar tack

Rough checking

Ironing

Final checking

Tagging

Packing

FSA Audit

Measurement checking

Auditing by buyer QA

Truck out End

In-Line

checking

Washing

5) Material flow pattern plan

Specific methods of material handling must be decided upon for each move of material or

item. Many factors need to need to be considered in the selection of handling methods.

Material handling equipment is selected based on the requirement with consideration for

various factors like cost, service etc.

Progressive bundle system (PBS)

The progressive bundle system (PBS) gets its name from the bundles of garment

parts that are moved sequentially from operation to operation.

Bundles consist of garment parts needed to complete a specific operation or

garment component.

Bundles are assembled in the cutting room where cut parts are matched up with

corresponding parts and bundle tickets.

The sewing operations are laid out in sequence . Each operator receives a bundle ,

does his work , re-ties the bundle and passes it to the next operator .

There is usually a storage facility such as rack, bin or table for storing the inter-

process work between each operation. The work is routed by means of tickets.

Any imbalance in production can be corrected by using utility workers . It is used

in shirt factories, jeans factories , jacket factories, etc

Advantages

Operators perform the same operation on a continuing basis, which allows them to

increase their speed and productivity.

This system may allow better utilization of specialized machines, as output from

one special purpose automated machine may be able to supply several operators

for the next operation.

Small bundles allow faster throughput unless there are bottlenecks and extensive

waiting between operations.

Semi skilled labour can be used.

Disadvantages:

1. Operators who are compensated by piece rates become extremely efficient at one operation

and may not be willing to learn a new operation because it reduces their efficiency and

earnings.

2. Slow processing, absenteeism, and equipment failure may also cause major bottlenecks

within the system.

3. Large quantities of work in process

4. This may lead to longer throughput time, poor quality concealed by bundles, large

inventory, extra handling, and difficulty in controlling inventory.

5. It requires a high level of management skill to arrange the workflow and decide on the

number of operators for each operation .

6) Calculate equipments requirements

MACHINE

TYPE

LENGTH WIDTH AREA PER MC

INCHES FEET INCHES FEET SQ FEET

SNLS 42 3.5 21.2 1.8 6.18

DNLS 42 3.5 21.2 1.8 6.18

DNCS 42 3.5 21.2 1.8 6.18

SNEC 42 3.5 21.2 1.8 6.18

B/H 47 3.9 22.5 1.9 7.34

B/S 47 3.9 22.5 1.9 7.34

B/S feeder 47 3.9 23 1.9 7.51

B/H B/S Tandem without

feeder

48 4 28 2.3 9.33

B/H B/S Tandem with feeder 60 5 40 3.3 16.67

Auto Jig 43 3.6 32.5 2.7 9.70

Front Pressing 52 4.3 45 3.8 16.25

Sleeve plkt Pressing 42 3.5 21.2 1.8 6.18

Contour 35.5 3.0 23.5 2.0 5.79

Collar Notch 42.5 3.5 24.5 2.0 7.23

Kansai 42 3.5 21.2 1.8 6.18

Back Stacker 42 3.5 21.2 1.8 6.18

Cuff Stacker 53.5 4.5 21.2 1.8 7.88

Collar blocking 42 3.5 34 2.8 9.92

Cuff Blocking 24 2.0 33.5 2.8 5.58

Checking table 47 3.9 38 3.2 12.40

Iron Table 1 41 3.4 25 2.1 7.12

Iron Table 2 51 4.3 31 2.6 10.98

Table 48 4.0 31 2.6 10.33

Fusing Machine 175 14.6 62.00 5.2 75.35

Iron Table 60 5 36 3 15

Folding Table 60 5 36 3 15

Thread Sucker 60 5 24 2 10

Collar and Cuff Press 60 5 48 4 20

Collar Press 36 3 24 2 6

Stain Remover 60 5 48 4 20

Needle Detector 72 6 48 4 24

A-type Trimming Table 48 4 36 3 12

Fabric Inspection Mc 120 10 72 6 60

Washing Mc 24 2 18 1.5 3

Dryer 24 2 18 1.5 3

Light Box 28.8 2.4 20.4 1.7 4.08

i. Cutting Section

To cut pieces for 1250 shirts per day, following equipments are required:

Equipments required for producing 1250 pieces per day

Equipment Quantity Quantity available

Fabric Inspection Machine (72” width) 1

Spreading & Cutting Table 2

Pinning, Numbering, Bundling Table 2

Fusing Machine 1 1

Band Knife 84 7.0 60.00 5.0 35.00

Die Cutting Mc 42 3.5 42.00 3.5 12.25

Storage Rack 1 38.4 3.2 157.44 13.1 41.98

Storage Rack 2 38.4 3.2 275.52 23.0 73.47

Table 1 905.28 75.4 78.00 6.5 490.36

Table 2 787.2 65.6 78.00 6.5 426.40

Die Cutter 1 1

Band Knife 1 1

Straight knife 3 3

ii. Finishing Section

TYPES OF EQUIPMENTS Machinery DESCRIPTION /

CAPACITY

1250 pcs

Fork Lift 1 NA

Iron Table 4 Ramson

Thread Sucking 1 Ramson-TSN77 (300Pc/Hr)

Stain Remover 1 Ramson-CL7 (Enough for

1250pc/Day)

Needle Detector 1 Hashima-

HN750G(1250pc/Day)

Boiler 1 Ramson-ROB707

Carton Strapper 1

TOTAL 22

iii. CAD Section

EQUIPMENT DESCRIPTION

/DIMENSION

For 1250 pcs per day

PLOTTER 7ft x 2ft 1

DIGITIZER 3.9x5.9ft 1

TABLE 4 ft x 4 ft 1

COMPUTER 2 ft x 4 ft 3

At this point, each operation, work station, area, process etc. must be planned in

detail.

The interrelationships between machines, operators and auxiliary equipment must

be worked out.

Consideration must also be given to multiple machine operation, principles of

motion economy and material handling to and from the workplace.

Each workstation must be tied into the overall flow pattern and flow through each

work station must be planned as an integral part of the overall plan.

7) Plan individual work areas

Cutting Section:

Pinning, Numbering and Checking table 12 mX1.8 m

\

Workstation Details for Layout Construction

Parts section

Sewing Workstation

Note:

Area consumed by each workstation = 2 sq meters.

feet space is being provided for operator’s sitting and movement.

On right hand side of workstation main aisle of 3 feet is being provided.

Checking Workstation (Supervisor and QC)

1.5 feet is being provided supervisor or checkers sitting and movement.

Area consumed by each workstation = 1.7 sq meters.

On right hand side of workstation main aisle of 3 feet is being provided.

Assembly section

Sewing Workstation

Note:

• Area consumed by each workstation = 1.8 sq meters

• Area consumed by each workstation = 3.5 sq meters

• 2.5 feet space is being provided for operator’s sitting and movement.

• Main aisle of 3 feet is being provided between two lines.

Finishing Section

Trimming Workstation (A-Type Table)

o Area consumed by each workstation = 3.9 sq meters.

o 1.5 feet space is being provided for operator’s sitting and movement.

o Distance between two workstations is 1 feet.

o Garment moves on the mover system.

Pressing Workstation


o 2 feet space is being provided for operator’s sitting and movement.

o Main aisle of 3 feet is being provided.

o Garment moves on conveyor

Folding and Bagging Workstation


o 2 feet space is being provided for operator’s sitting and movement.

o Main aisle of 3 feet is being provided.

8. SELECTION OF SPECIFIC MATERIAL HANDLING

EQUIPMENTS

Material handling is undertaken at every stage of logistics activity, and is an integral part

of the other elements of logistics function. Material is handled during the production

process, warehouses or storage, in transport, during packing and when goods are returned

by the customer for one reason or the other. This would insure cost reduction in the

operation of the overall material handling function and increase productivity.

Material handling equipment is all equipment that relates to the movement, storage,

control and protection of materials, goods and products throughout the process of

manufacturing, distribution, consumption and disposal. Material handling equipment is

the mechanical equipment involved in the complete system.

Material handling equipment is generally separated into four main categories:

A. storage and handling equipment,

B. engineered systems,

C. industrial trucks, and

D. bulk material handling.

Material handling equipments were chosen on the basis of following three criteria:

1. Material Characteristics

2. Move Requirements

3. Method (Equipment) Capabilities

There are various kinds of equipments available for material handling. Since the type of

equipment will materially affect the layout, the layout planner should be familiar with the

characteristics and capabilities of each type. Usually the best, most economical and most

efficient handling is accomplished by an integration of different types of handling

equipments.

For the selection of specific material handling equipments following points should be

checked:

Cost of the equipment delivered and installed complete with power and fuel

facilities

Cost of operation

Cost of maintenance

Ability to do a specific job

Safety aspect of material and operator

Effect on working conditions

Dependability of performance

A sound approach to the problem of selecting the most suitable material handling system

for a plant layout must take into consideration not only the engineering aspects of the

handling system but also the economic appraisal of the various material handling systems

that lend themselves to the job to be performed.

A) Storage and handling equipment

Storage and handling equipment is a category within the material handling industry. The

equipment that falls under this description is usually non-automated storage equipment.

Products such as Pallet rack, shelving, carts, etc. belong to storage and handling.

Selective pallet rack is an example of storage and handling equipment.

B) Engineered systems

Engineered systems are typically custom engineered material handling systems.

Conveyors, Handling Robots, AS/RS, AGV and most other automated material handling

systems fall into this category. Engineered systems are often a combination of products

integrated to one system. Many distribution centers will optimize storage and picking by

utilizing engineered systems such as pick modules and sortation systems.

Equipment and utensils used for processing or otherwise handling edible product or

ingredients must be of such material and construction to facilitate thorough cleaning and

to ensure that their use will not cause the adulteration of product during processing,

handling, or storage. Equipment and utensils must be maintained in sanitary condition so

as not to adulterate product.

C) Industrial trucks

Industrial trucks usually refer to operator driven motorized warehouse vehicles, powered

manually, by gasoline, propane or electrically. Industrial trucks assist the material

handling system with versatility; they can go where engineered systems cannot. Forklift

trucks are the most common example of industrial trucks but certainly aren't the extent of

the category. Tow tractors and stock chasers are additional examples of industrial trucks.

D) Bulk material handling

Bulk material handling equipment is used to move and store bulk materials such as ore,

liquids, and cereals. This equipment is often seen on farms, mines, shipyards and

refineries

Different types of material handling equipment can be:

Trolleys, Bins, Pallet, Guides, Conveyor, Fork Lifters, Pallet Truck, Order Pickers,

Manual handling system etc.

We are here discussing the equipments our company uses :-

Features and Benefits of Industrial Trolleys

Powder coated with durable non-slip industrial quality vinyl mats or lipped metal

surfaces

Fitted quality non-marking wheels and castors.

All industrial trolleys come standard with castor mounting plates. Castors are

bolted to these castor mounting plates to allow for ease of castor replacement, or

to allow for changes to castor arrangement.

Available in a large range of models with ability to customise on large orders

Trolleys and Materials Handling Equipment Product Range:

Custom Made Trolleys

Platform Trolleys

Imported Trolleys

Hand Trolleys and Dollies

Hand Trucks

Panel Carts

General Cleaning Equipment

Plastic Containers

Ladders

Stackers

Scissor Tables

Guard Rails

Lifting and Handling Equipment

Pallet Trucks

Wheels and Castors

Conveyors

Some salient features of storage bins are:

Made from Polypropylene Copolymer.

Strong rear lip for use with louvered panel.

Strong heavy duty with reinforced base, sides and stacking rim.

Resistant to most industrial solvents and withstands high temperatures.

Clear access to contents.

All bins with identification card holders.

Incorporates a safety stop feature at the back for use in shelves

Features like bin dividers, louvered panels, shop floor trolleys and rotary stands

are also available.

Complete Line of Products:

Accessory Racks

Clothes Racks

Garment Steamers

Grid wall

Hangers

Mannequins and Forms

Rack Covers and Garment Bags

Shelf Brackets, Hooks and Other Accessories

PALLETS

Wooden Pallets

Widest type selection, best quality Babool/Hard wood with preservative

treatment, optimum design for all applications, flawless workmanship and

very high production capacity.

Mild Steel Pallet

Pressed steel or rolled section rigidly welded pallets for lifetime maintenance

free usage.

Stainless Steel / Aluminum Pallets

For food and pharmaceutical industry, involving autoclave, driers and other

such application.

Box / Cage Pallets

Stackable / non stackable box / cage pallets for storage of small parts and

packages.

Collapsible Pallets

Stackable Box / Cage Pallets that can collapse to a fraction of their volume for

lean period storage or empty return

PU Coated Wooden Pallets

Total water repellency and other resistive properties of polyurethane with

design flexibility, economy and frication safety of wooden pallets.

9. Coordinate the group of related operations

Once the workplaces have been designed, interrelationships between the work areas,

related group of operations or activities should also be planned. LAYOUT

PLANNING CHART is a useful technique at this point. This chart records the major

steps in each operation, forces a consideration of the steps between the operations,

points out the omissions in planning and guiding the further development of an

effective integration of operations.

10. The Activity Relationship Chart

This chart is an ideal technique for planning the relationship among any group of

interrelated activities. It is important for:

1. Preliminary allocation of sequence

2. Relative location of work centres or departments

3. Location of activities

4. Location of work centres

5. Showing which activities are related to each other and why

6. Providing basis for subsequent area allocation

The various activities identified as above may now be arranged in an activity

relationship chart based on their need to be close to each other. Before actually

making the chart, it is necessary to analyze what all departments need to be close to

each other and also the reason for the need of their proximity needs to be known. For

this purpose, an analysis has been

Activity Closeness to

activity

Reason for closeness

STORE

Raw material

Inspection

A The material from stored is issued to inspection

so material movement needs to be minimized

Cutting A The fabric supply from store has to be sent to the

cutting room. This flow must be smooth

Fusing U -

Sewing O The trims need to be moved to the sewing floor

Washing U -

Finishing U -

Merchandising I The merchandisers need to check availability of

certain raw material for sampling purposes

Sampling I The sampling needs a supply of materials from

the stores

Maintenance U -

Industrial

Engineering

U -

Administration U -

Accounts U -

INSPECTION

Cutting O The sequence of flow requires them to be

somewhat close

Fusing U -

Sewing U -

Washing U -

Finishing U -

Merchandising U -

Sampling U -

Maintenance U -

Industrial U -

CUTTING

Sewing E After cutting, cut parts are sent for sewing so

these departments need to be close

Washing U -

Finishing U -

Merchandising U -

Sampling U -

Maintenance and

housekeeping

U -

Industrial

Engineering

O The IE department keeps conducting time

studies for spreading and cutting operations

Production

planning and

Control

O The PPC department needs to be aware of the

available capacity

Administration U -

Accounts U -

Packaging and

Dispatch

U -

Sewing I The sequence of operations needs these activities

to be together

Engineering

Administration U -

Accounts U -

Cutting

Fusing A The pattern parts are fused after being cut so

these activities need to be close by

FUSING

Washing U -

Finishing U -

Merchandising U -

Sampling O The sampling section might need to get parts

fused from the fusing section

Maintenance and

housekeeping

U -

Industrial

Engineering

U -

Production

planning and

Control

U -

Administration U -

Accounts U -

Packaging and

Dispatch

U -

SEWING

Washing E The garments after being sewn need to be sent to

the washing section

Finishing I They need to be close because of sequence of

workflow

Merchandising U -

Sampling U -

Maintenance and

housekeeping

E There are greater chances of sewing room

requiring maintenance people

Industrial

Engineering

O The IE department keeps conducting time

studies for sewing operations

Production

planning and

Control

O The PPC department needs to be aware of the

available capacity

Administration U -

Accounts U -

Packaging and

Dispatch

U -

WASHING

Finishing E The garments from washing need to move to the

finishing department

Merchandising U -

Sampling O The sampling department needs to get samples

washed from the washing

Maintenance and

housekeeping

U -

Industrial

Engineering

U -

Production

planning and

Control

U -

Administration U -

Accounts U -

Packaging and

Dispatch

U -

FINISHING

Merchandising

U -

Sampling U -

Maintenance and

housekeeping

U -

Industrial

Engineering

U -

Production

planning and

Control

U -

Administration U -

Accounts U -

Packaging and

Dispatch

A The garments after finishing need to go in for

packaging

MERCHANDISING

Sampling A The merchandising team coordinates all the

activities in the sampling department

Maintenance and

housekeeping

U -

Industrial

Engineering

I The merchandising department needs some data

from the IE department

Production

planning and

Control

O These departments work in consultation with

each other

Administration U -

Accounts U -

Packaging and

Dispatch

U -

SAMPLING

Maintenance and

housekeeping

O This is necessary in case machinery or other

problems occur in the sampling room

Industrial

Engineering

U -

Production

planning and

Control

U -

Administration U -

Accounts U -

Packaging and

Dispatch

U -

Maintenance and

housekeeping

Industrial

Engineering

U -

Production

planning and

Control

U -

Administration U -

Accounts U -

Packaging and

Dispatch

U -

Industrial

Engineering

Production

planning and

Control

E These two departments work in consultation

with each other

Administration U -

Accounts U -

Packaging and

Dispatch

U -

Production

planning and

Control

Administration U -

Accounts U -

Packaging and

Dispatch

U -

Administration Accounts O They share paperwork amongst them

Packaging and

Dispatch

U -

Accounts Packaging and

Dispatch

U -

ACTIVITIE

S F

AB

RIC

ST

OR

E

TR

IM S

TO

RE

SP

RE

AD

ING

&

CU

TT

ING

S

EW

ING

FIN

ISH

ING

ME

RC

HN

AD

ISIN

G

SA

MP

LIN

G

QU

AL

ITY

CA

D D

EP

AR

TM

EN

T

IE D

EP

AR

TM

EN

T

FIN

AN

CE

DE

PA

RT

ME

NT

M

AIN

TE

NA

NC

E

EX

PO

RT

DE

PA

RT

ME

NT

P

PC

FABRIC STORE U A O U I U U U U U U O U

TRIM STORE U U O A I O O U U U U O U

SPREADING &

CUTTING

A U A U I O I A I U I U I

SEWING O O A A I O A U A U A U I

FINISHING U A U I I O I U U U O U U

MERCHNADISI

NG

O O O I O A O O U U U U U

SAMPLING O O O I U A I U U U O U U

QUALITY I I I A I O I U U U U U O

CAD

DEPARTMENT

U U A U U U U O U U O U ?

IE

DEPARTMENT

U U I A I U U U U U U U ?

FINANCE

DEPARTMENT

U U U U U O U U U U U O U

MAINTENANC

E

U U A A A U O O O O U U U

EXPORT

DEPARTMENT

O O U U U O U U U U U U U

PPC U U I I U U U O ? ? U U U

A Absolutely

Necessary

E Especially

Important

I Important

O Ordinary

important

U Unimportant

X Undesirable

11. Determine the storage requirements

Fabric Storage Area Calculation:

Rolls to be stored in palletized form

Inventory of 12 days

ASSUMPTIONS

Aisle space between racks = 1 m

Main aisle = 1 m

Roof Height = 15 m

Average fabric consumption per shirt = 1.6m

Total production per day = 1250 shirts

Total fabric required per day = 1250 * 1.6 = 2000 m

Total consumption of fabric for 12 days inventory = 2,000 * 12 = 24,000

Roll Data:

Total yardage = 120 m

Roll diameter = 7 inches

Roll height = 62 inches

Roll weight = 25 Kg

Pallet Data:

Wooden Pallet Weight = 20 Kg

Length = 62 inches

Width = 62 inches

Height = 5 inches

Total rolls in a pallet = 56 rolls (Rows = 7, Columns = 8)

Final Height of palletized rolls = 56 inches

Weight of one pallet = 56* 20 + 20 =1140 Kg (It can sometimes go up to

maximum of 1500 Kg)

Total yardage of fabric in one pallet = 56 * 120 m = 6720 m (It can be maximum

of 7000m)

One block of the rack will be having: Length = 62 inches + 6 inches (allowance) =

68 inches Height = 56 inches + 6 inches (allowance) = 62 inches Depth = 62

inches

Rail Girdles on all sides = 3 inches

Ground clearance = 3 inches

Roof Clearance = 1 feet = 12 inches

Conclusions

• Total number of pallets for storing = 25 pallets

• Max rack height = 7 m = 23 feet = 275 inches (But 7.5 m height racks to be made, so

that smaller size pallets can be stored there)

• In the single block of a rack, 1 pallet needs to be stored. Total blocks required =

Number of pallets

• In one column, we will have 4 blocks.

• Total no of columns= 50

• In a row, we will have 10 such columns.

• Total no of racks = 5

• Total minimum height consumed = 266 inches

• Length of racks = 18m

Other equipments in a store are: Fabric inspection m/c = 2 (7 feet x 6 feet x 2)

• Fabric inspection table = 1 (10 feet x 6 feet)

• Fabric inspection machines = 1 (5 feet x 7 feet)

• Lab = 1 (125 sq feet) Office = 1 (125 sq feet)

• Articulated Fork Lifter = 1

Warehouse Area Calculation (Palletized Cartons

ASSUMPTIONS

• Dimension of a carton = 60 cm x 40 cm x 30

18 shirts per carton

• Peak Total Inventory = days

Roof Height = 8 m

• In a single pallet 18 cartons would be there (3*2*3)

• In a pallet, number of shirts = 18* 18 = 324

• Aisle space between 2 racks would be 2 m for the movement of fork lifter.

• The main aisle of 3.5 m

• Rail Girdles on all sides = 3 inches

• Ground clearance = 3 inches

• Roof Clearance = 1 feet = 12 inches

Pallet Dimensions:

• Total number of shirts in 12 days = 150000 shirts

Total no of cartons in warehouse at a time = 1, 20,000/18

= 6,666 cartons.

• Total no of pallets to be stored = 6,666/18 = 150 pallets

• Racks dimension:

Length = 14 m Breadth = 0.9 m Height = 1m Total Height = 7m

• Length = 1.8m

• Width = 0.8m

• Height = 1.0m

• Total production per day = 1250 lm

12. Plan the service and auxiliary activities

13. Determine space requirements

DEPARTMENT DESCRIPTION: DEPARTMENTS TOTAL AREA

REQUIRED (sq ft) REQUIREMENT

MANPOWER

HR Department 700 4

General Admin 200 1

Export Import Department 255 2

Financial Department 255 3

Merchandising & Sourcing 820 7

Reception 100 1

Fabric store, Inspection 1440 7

Trim store 247 3

Cad department, Spreading 2250

Cutting department, Cad 23

Sewing department 3000 226

Quality 200 9

Planning 200 2

Meeting 100 -

Finishing 1350 27

Washing 375 7

Maintenance department 300 5

Industrial engineering 400 7

Warehouse 983 5

Crèche 225 1

Dispensary 150 1

Cutting department cabin 100 1

Production department cabin 100 1

Kitchen 80 1

Sampling 720 13

Training 630 3

conference room 620 -

Ground Floor toilet 278 -

First Floor toilet 178 -

Ground Floor Lift &First Floor 182 -

First Floor Aisle 1446 -

Ground Floor Aisle

1460 -

Water cooler Ground & First Floor 36

TOTAL 19380 360

HR DEPARTMENT Area Required: 35*20 =700 Sq Ft

Man Power required

1 HR manager

2 HR Persons

1 Helper

1 Cabin for HR manager of 10*10

Furniture Quantity Dim( Ft) Area Req (Sq Ft)

Table 1 4*3 12

Chair 7 1*1 7

Almirah 4 3.5*3 42

Cube 1 10*10 100

162

Equipment Quantity Dim Area Required( Sq

Ft)

System 3 - -

Printer 1 - -

Scanner + photo

State

1 3*3 9

9

General Admin CEO Cabin of dimension 20*10=200 Sq Ft

FURNITURE/EQUIPMENT Quantity Dim (ft) Area Required

(Sq Ft)

Table 1 4*3 12

Chair 3 1*1 3

System 1 - -

15

Export Import Department

Area Required : 17*15 = 255 Sq Ft

Man Power Required

2 person


(Sq Ft)

Table 2 4*3 24

Chair 3 1*1 3

System 2 - -

Almirah 1 3.5*3 10.5

35.5

FINANCIAL DEPARTMENT Area Required : 17*15= 255 Sq Ft

Man Power Required

1 Head

2 Account


(Sq Ft)

Table 4 4*3 48

Chair 4 1*1 4

System 3 - -

Almirah 1 3.5*3 10.5

62.5

MERCHANDISING & SOURCING DEPARTMENT

a) Merchandising

Area Required : 20*10 +20*31=820 Sq Ft

Man power required

1 Head

2 Merchandiser

1 Helper

Cabin for Head of 10*10 Sq Ft


(Sq Ft)

Table 1 4*4 16

Chair 4 1*1 4

System 4 - -

Almirah 2 3.5*3 21

Cube 1 10*10 100

Hanger Stand 2 10*3 60

201

b) SOURCING DEPARTMENT

Man power required

2 sourcing Persons

1 Helper


(Sq Ft)

Chair 4 1*1 4

System 3 - -

Almirah 4 3*22 284

Table 2 4*3 24

RECEPTION Area Required: 10*10= 100 Sq Ft

Man Power Required

1 Receptionist


(Sq Ft)

Chair 1 1*1 4

System 1 - -

Sofa 1 10*5 50

Table 1 3*5 15

71

FABRIC STORE& INSPECTION

Area required = 72 X 20= 1440 sqft

Man power requirement

1 Head

2 Data entry Persons

2 Inspection Persons

2 Helpers

Furniture Quantity Dim (L*B)(in ft) Total area req. (sq ft)

Table 3 4*3 36

Chair 7 1*1 7

Racks 10 6*3.3 198

241

Equipment Quantity Dim(L*B*H) (in Ft) Total area

Req(Sq Ft)

Trolley 2 3*4.5 27

Weighing Machine 1 3.2*1.6 5.12

Inspection Machine 1 7*4.6 32.2

Color matching cabinet

1 13.12*13.12 172.5

236.56

TRIM STORE Area required = 19 x 13 sqft

Total Area = 247 sqft


1 In-charge

1 inspection person

1 Helper

CAD DEPARTMENT, CUTTING DEPARTMENT& FUSING DEPARTMENT Area required = 75 x30 sqft

Furniture Quantity required

Dim (L*B*H)(in ft) Total area req. (sqft)

Racks 10 5*2*6 100

Table 1 4*4 16

Chair 1 1*1 1

Stools 3 1*1 3

120



1 In-charge

2 person

CUTTING DEPARTMENT


1 In-charge

4 Spreader

3 Cutter

2 Ticketing

2 Bundling

2 Fusing

2 helper

1 person for data entry

MACHINES NO. OF M/CS Dim (L*B*H)(in ft) Total area req.(sqft)

PLOTTER 1 7.36*2.15*3.83 15.82

Digitizer 1 3.91*5.90 23.08

38.9

Furniture Quantity required Dim (L*B*H)(in ft) Total area req .(sqft)

Table 2 4*4 32

Chair 4 1*1 4

Almirah 1 3.5*3*6.5 10.5

System 3 -

46.5

MACHINES No. of m/cs Dim (L*B*H)(in ft) Total are required(sqft)

Straight Knife cutter

3 -

Band Knife Cutter 1 7.49*4.89 36.62

Die Clicker 1 -

Fusing machine 1 7.38*2.78*4.0 20.57

57.19

SEWING DEPARTMENT: Area required = 75 x 40 sqft



1 In-charge

4 supervisor

221 workers

Furniture Quantity required

Dim (L*B*H)(in ft) Total are required(sqft)

Spreading/cutting Table

3 10*5*3 150

Table 1 4*4 16

Chair 3 1*1 3

Racks 5 4*2*6 40

Almirah 1 3.5*3*6.5 10.5

219.5

Machines No. of m/cs Dim (L*B*H)(in ft) Total area required(sqft)

SNLS W/UBT 30 6.18 185.4

SNLS WE/C 4 6.18 24.72

FOA 1 6.30 6.30

KANSAI 1 6.30 6.30

222.72

Furniture Quantity Dim (L*B*H)(in ft)

Total area required(sq ft)

Pressing Tables 2 3*5 30

End Line Inspection tables

4 7*3 84

Trolleys 5 5*2 50

164

QUALITY DEPARTMENT: Area required = 20 x 10 sq ft

Total Area = 200 sq ft

Manpower requirement

1 Quality manager

8 checker

INDUSTRIAL ENGINEERING DEPARTMENT:

Area required = 20 x 20 sq ft

Total Area = 400 sq ft


1 In-charge

6 persons

MAINTENANCE DEPARTMENT:

Area required = 20 x 25 sq ft

Area required = 300 sq ft


1 In- charge

4 person

Furniture Quantity Dim (L*B*H)(in ft) Area req. (sq ft )

Table 1 4*4 16

Chair 5 1*1 5

Almirah 1 3.5*3 10.5

31.5


Table (Head) 1 4*4 16

Chair 2 1*1 2

Table (Assistant) 1 4*4 16

Chair 2 1*1 2

36

PRE PRODUCTION:

Area Required = 20 x 10 sqft


Manpower requirement = 2

SAMPLING DEPARTMENT:

Area Required = 40 X 18 sqft



1 Sampling Head

1 Pattern master

20 operator

1 cutter


Table 1 4*4 16

Chair 3 1*1 3

Almirah 1 3.5*3 10.5

29.5


Table 1 4*4 16

Chair 3 1*1 3

19


Pattern Table 1 5*4 20

Cutting Table 1 5*4 20

Stools 15 1*1 15

Almirah 1 3.5*3 10.5

SNLS W/UBT 12 6.18 74.16

SNLS WE/C 4 6.18 6.18

Button hole 1 6.18 6.18

Button Attach 1 6.18 6.18

FOA 1 6.30 6.30

KANSAI 1 6.30 6.30

Mini Boiler Cum pressing

1 5*3 15

204.34

TRAINING ROOM

Area Required = 35 x 18sqft


Man Power Requirement

1 Training head 2 Trainers

CONFERENCE ROOM:

Area Required = 31x20 sqft


Meeting-



Furniture Quantity Dim (L*B*H)(in ft) Area req.(sq ft )

Tables 1 4*4 16

Chair 23 1*1 23

Machines No. of m/cs Dim (L*B*H)(in ft) Total area required(sqft)

SNLS W/UBT 15 6.18 92.7

SNLS WE/C 3 6.18 18.54

FOA 1 6.30 6.30

KANSAI 1 6.30 6.30

123.84


Table 1 10*5 50

Chair 16 1*1 16

Maniquences 2

Finishing:-



Man power required:

1 In charge

2 Spotter

8 Thread cutter

8 Pressing

3 Checker

5 Packer

Washing:-


Total Area =375 sqft

Man Power Required

1 In Charge

4 Washer

2 Finisher


Table 1 10*7 70

Chair 8 1*1 8

78

Furniture/ Machine Quantity Dim (L*B*H)(in ft) Area req. (sq ft )

Table 4 8*4 128

Stool 8 1*1 8

Iron table 8 7*3 168

Thread Sucking machine

1 4*5 20

Button hole 4 6.18 24,72

Button Attach 4 6.18 24.72

Stain Removing Station

1 8*8 64

Needle Detector 1 3*2 6

Carton Packing machine

1 3*2 6

Total 449.44

Kitchen Area Required: 20*4 = 80 Sq Ft Man Power Required: 1

CANTEEN Area Required = 50 x 30 sqft



5 person

LAVENTRY:

Area required = 390 sqft SECURITY DEPARTMENT:

Area Required 10 * 10 = 100 Sq Ft


2 Security guard

BOILER ROOM: Total required Area = 200 sqft

GENERATOR:

Total required Area = 300 sqft

Total Area Outside The main building occupied = 600 sq ft


Table 1 8*4 32

Washing machine 3 8*12 288

Dryer 1 5*7 35

Total 355


Tables 10 10*3’*3 30

Stools 100 1*1*2 100

Serving Table 1 10*2*4 20

150

Furniture Quantity Dim (L*B*H)(in ft) Area req.(sq ft )

Tables 1 4*4 16

Chair 2 1*1 2

Almirah 1 3.5*3 10.5

28.5

14. Allocate activity areas to total space

GROUND FLOOR

FIRST FLOOR

15. Consider building types Building Typology:

Height of One Floor = 15 sq. ft.

Construction Details:

Types of Construction: Concrete

Height of the Building: 30 ft

Roof: Tapered Roof

Description of floors:

Ground Floor

Reception

Finance

Export Import

Merchandising

Training

Sampling

Finishing

Washing

Trim store

First Floor

Sewing,

Cutting +spreading +Fusing +CAD

Fabric store + inspection

Maintenance

IE

Quality

16. Construct the master layout Master layout is drawn in the graph sheet.

17. Evaluating, adjusting the layout.

18. Installation and implementation of layout.

Check list INDUSTRIAL ENGINEERING Not

applic.

OK Remark

Machinery and equipment arranged to make full use of

capacity?

Ok

Machinery and equipment accessible for material supply and

removal?

Ok

Machinery and equipment located for maximum operator

efficiency?

Ok

Line production used where practical? No

Proper use made of mechanical handling? No

Minimum walking required of operators? Ok

Processing combined with transportation? Ok

Finished work of one operator easily accessible to next? Ok

Machinery and equipment “block in” any operators? Ok

Machine over travel extend into aisles or interfere with

operator?

No

Adequate storage space at work stations? Ok

Efficient work place layouts? Ok

Service area conveniently located tool room, tool crib,

maintenance, etc)

Ok

Easy to supervisor to oversee his area? Ok

Machine arrangements permit maximum flexibility in case of

product change?

Ok

Space allocation for foremen and production control records? Ok

Related activity located near each other? Ok

All required equipment included in layout? Ok

Floor area fully utilized? Ok

Provisions made for expansion? Ok

Provision for scrap removal? Ok

Crowded condition anywhere? No

Conclusion:-

The Layout is very Easy to use and departments are planned according to the material

flow and such that no crowded condition will occur.

The Layout is personnel friendly.

Hence whole study is done in a planned manner step by step with keeping all the given

parameters in the mind and with the knowledge of architectural planning.

plant layout final akrsvu

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