thesis group 1 - productivity

Chapter-1

Introduction

1.1 Introduction In recent years, readymade garments (RMG) has emerged as one of the largest industrial sector in Bangladesh. RMG sector has been playing a significant role in the economic growth of Bangladesh for the last two decades and it has become the biggest earner of foreign currency. Bangladesh is the second largest exporter of RMG products trailing China. Now a days the RMG industries require to increase the productivity to meet the customer demand which is growing in a large scale locally and internationally [Mckinsey Report (2011)]. Therefore, various effective productivity improvement tools and technique are used by RMG industries to improve their productivity to a desired level by the maximum utilization of the available resources without hampering the product quality.RMG sector has a great contribution to the economy of Bangladesh not only in terms of foreign exchange earnings but also provide solution to employment generation, poverty alleviation and empowering the women. Being labour incentive industries, the productivity of RMG factories are highly influenced by labour efficiency [Islama 2013]. According to some experts, RMG industries in Srilanka operate at more than two times efficiency as compare to Bangladeshi industries with a very few exceptions by maintaining higher labour efficiency, bottleneck and wastage reduction [Shumon et al. 2010]. The fast changing economic conditions such as global competition, declining profit margin, demand for quality product, product variety and reduced lead time etc. have major impacts on the productivity of RMG industries. For any industry, cost and time related to production and quality management or wastages reductions have important impact on overall factory economy. As productivity measures how well the resources are utilized to produce maximum amount of output, researches have been done by many researchers to improve the productivity through various tools and techniques or performance parameters. Therefore, the RMG industries in Bangladesh need to increase the productivity through implementing several effective tools like time studies, line balancing and root-cause diagram analysis. These are designed to improve the performance or productivity to a desired level. Although various researches have been carried out in large and small extent in RMG sector, this project work will provide suggestive remarks to the RMG industries about productivity improvement and cost reduction along with the implemented tools.

Chapter-2

Literature Review

2.1 Literature ReviewProductivity is a basic measure of performance for economics, industries, firms and processes. It is the relationship between the output generated by a production or service system and the input provided to create this output. Productivity is the value of outputs (services and products) produced divided by the values of input resources used [Krajewski and Ritzman 2008]. In RMG sector, productivity improvement is defined as the improvement of the production time and reduction of the wastage. Sometimes specific problems such as setup time, machine changing time, operator skill and efficiency also effect the plant productivity. Among various techniques of improving productivity, time study, motion study and line balancing can be used to raise the productivity to a certain level by monitoring the performance of the system. In Bangladeshi apparel industries, 22% labor productivity was increased by applying line balancing technique [Rezaul Hasan et al. 2010].A garment production system is defined as a manufacturing system in which fabric is being converted into garment. Production systems can be categorized into different types according to their specific characteristics. Among the various production systems progressive bundle system and one piece flow system are most frequently used in the readymade garments industries. Achieving one piece flow is extremely difficult and requires a highly refined process and very specific conditions. In most manufacturing operations utilizing one-piece flow, a single piece is placed between the workstations, allowing for minor variance in each workers cycle time without causing waiting time. The cycle time balance between the operations needs to be exceptionally high otherwise uneven work times will create waiting time and overproduction. In case of Bangladeshi RMG industries, single product line balancing proposed to use the new production system that combines traditional and modern modular manufacturing systems both together in order to improve the productivity [Shumon et al. 2010].Facility layout is defined as the effective utilization and arrangement of space, equipment and people in order to maintain the efficient flow of information, material and people to ensure the employees morale and customer satisfaction [Heizer and Render 2007].A balanced layout is significantly important for the overall plant improvement. Layouts can be classified into four classes such as product layout, process layout, group technology layout and fixed position layout. Among those product layout is most commonly found in RMG industries. A product layout which is also called a ow-shop layout in which equipment or work processes are arranged according to the progressive steps by which the product is made. The path for each part is, in effect, a straight line. Product oriented layout are organized around products or families of similar high volume, low-variety products [Heizer and Render 2007]. Although minimal material handling is required, the machines are inflexible and one or very few product can be produced on them. This type of layout change carried out by Henry Ford drastically reduced the car production lead time. In product oriented layout large batches can be produced inexpensively. For this reason, it is suitable for RMG industries where similar products of high volume are produced. Now the advantages of product layout are as follows. Lower total flow time or production time Higher rate of output due to Continuous flow without intermediate stoppages and storages and minimum set-up times of machines Production planning and control is simple and less paper work Less material handling cost Production floor or space requirement is lessBesides, the disadvantages of product layout are as follows, Less flexibility to changes None or very little variety possible Duplication of the processing equipment and machine tool More investment cost Flow pattern can be categorized into straight line (chain), U-shaped, convoluted, circular and zigzag type. Types of the flow pattern depend on the product to be made. Sometimes U-shaped product layout is used to improve the material flow across the entire production line of RMG industries. U-shaped product layout minimizes the idle time and balance the workload among the work stations [Wain wright 1998]. Design of the workstation layout widely vary from one operation to another depending on size of work, number of components to be worked on and type of machine to handle during operation[Shumon et al .2013]. In Chinese manufacturing workshops, facility lean layout system of a production line was researched and designed to improve the production efficiency [Zhenyuan and Xiaohong 2011]. An efficient layout in Indian plant could help to reduce the production cycles, work-in-progress, idle times, number of bottlenecks, material handling times and increase the productivity [Vaidya et al. 2013].In case of RMG industries of Bangladesh, balanced layout model has increased the efficiency by 21%, and labor productivity by 22%.[Rezaul Hasan et al. 2010].2.1.1 Productivity Improvement Techniques Improving productivity means improving efficiency and higher productivity ensures higher profit margin of a business [Heizer and Render 2008]. The improvement can be achieved in two ways: keeping the input of the production system constant while increasing the output or reducing the input of the production system while keeping output constant [Heizer and Render 2008].Productivity improvement depend on three variables such as labour, capital and management and this variables are critical to improved productivity. Machine productivity as well as labour productivity increases when a factory efficiently utilizes the available resources to produce more output. In case of RMG industries, production time is improved by reducing the idle time or by utilizing the available resource efficiently in order to improve the productivity. Some potential factor which can affect the improvement of productivity are machine break down, machine set up time, imbalanced line, continuous feeding to the line, quality problems, performance level and absenteeism of workers etc. Productivity of a RMG industry can be improved by following steps [Babu 2011]: Conduction of motion study and correction of faulty motions Checking hourly workers capacity and cycle time reduction Conduction of research and development for the garment Use of best possible line layout Use of scientific work station layout Reduction of line setting time Improvement of line balancing Use of work aids, attachments, guides, correct pressure foots and folders Continuous feeding to the sewing line Feeding fault free and precise cutting to the line Training for line supervisors Training to sewing operators Setting individual targetfor workers Eliminating loss time and off-standard time of workers Using real time shop floor data tracking system Using auto trimmer sewing machine Installing better and workable equipment Inline quality inspection at regular interval Motivation to the workers and ensure other required facilities Planning for incentive scheme to the workers Using CAD and CAM integrated manufacturing system [Shumon et al.2013]Production line efficiency is critical to the productivity of RMG industries. Production line efficiency can be improved by the following ways: Training of the workers to improve their skill Work utilization or balancing of the lines Offering performance incentives to the workers [Shumon et al.2013]In short, production line efficiency or improvement of productivity can provide some certain benefits to the organizations by performing the following activities such as: Reduce the manufacturing and operational cost Product cost is more accurate based on the order quantity Motivate the employees through the sharing of profit which was earned due to the improvement of productivity Maximize the utilization of available resources Increase the capacity of the organization to expand their operation [Shumon et al.2014]

2.1.2 Time and Motion Study Time study is considered to be one of the most widely used means of work measurement .Time study procedure involves timing a sample of a worker s performance and using it to set a standard [Heizer and Render 2008]. The worker sample can be selected from a single facility or it may be a composite sample selected from several facility [Philip Vaccaro 2011]. Time study is a work measurement technique for recording the times of performing a certain specific job or its elements carried out under specified conditions, and for analyzing the data to obtain the time necessary for an operator to carry it out at a defined rate of performance [Shumon et al.2013].It is the application of a scientific method of determining process times using data collection and statistical analysis. This study is concerned with the establishment of time standards for a worker to perform a specified job at a defined level of performance. It was originally proposed by [Fredrick Taylor 1881] and was modified to include a performance rating adjustment. Taylor used the most qualified worker to establish the standard working time and educating the rest of workers to carry out the tasks in the same manner. There are some common methods of work measurement such as direct time study, predetermined time study and work sampling etc. Among various methods of work measurement time study by stopwatch is considered to be one of the most widely used means of work measurement which is often referred as direct time study. Time study leads to the establishment of work standard. Development of time standard involves calculation of three times such as observed time (OT) or cycle time (CT), normal time (NT) or basic time (BT) and standard time (ST). The basics steps in a time study are- Define the task to be studied Divide the task into precise elements Decide how many times to measure the task Record element times and rating of performance Compute average observed time by using the appropriate formula Determine performance rating and normal time Add the normal times for each element to develop the total normal time for the task Compute the standard time which is also known SMV or standard minute value [Heizer and Render 2008]When observed times are not consistent, they need to be reviewed. Abnormally short or long times may be the result of an observational error and are usually discarded. Normal times (NT) are sometimes computed for each element of a job because the performance rating may vary for each element. In other words, the same worker may be fast on some tasks but slow or average on other tasks [Philip Vaccaro 2011]. Time study helps a manufacturing company to understand its production, investigate the level of individual skill, planning and production control system etc. One problem of time study is the Hawthorne effect where it is found that employees change their behavior when they come to know that they are being measured [Jannat et al. 2009]. Observations are to be made in a non-intrusive manner so as not to distort employee normal work patterns [Philip Vaccaro 2011]. Standard allowed time (SAM) or Standard minute value (SMV) is used to measure task or work content of a garment. This term is widely used by industrial engineers and production people in manufacturing engineering. Standard allowed minute of an operation is the sum of three different parameters such as machine time, material handling (with personal allowances) time and bundle time [Babu 2011]. Material handling and bundle time is calculated by motion analysis. Besides, General sewing data (GSD) is a predetermined time standard (PTS) based time measuring system which has defined a set of codes for motion data for SAM calculation. Time study was done in a Bangladeshi furniture industry to measure the standard time for manufacturing of products [Jannat et al. 2009]. Motion study offer a great potential for saving any areas of human effort and reduce the cost by combining the elements of one task with elements of another. It involves the analysis of the basic hand, arm and body movements of workers as they perform work. Motion study uses the principles of motion economy to develop the work stations that are friendly to the human body and efficient in their operation. This study is used to develop the best work method and create motion consciousness on the part of all employees by developing economical and efficient tools, fixtures and production aids. In RMG industries the purpose of motion study is to analyse the motions of the operators hand, leg, shoulder and eyes in a single motion of work or in a single operation cycle, so that unless motions can be eliminated. Motion study was first introduced to look at how body motions were used in the process of completing a job by using camera [Frank and Lillian Gilbreth 1885].This concept provide smooth and easy motion to improve capability of performer and get more output of time investment done by the particular resource towards their given tasks. So, it is vital to analyze the movement of workers and eliminate the unwanted motions, which lead increased workers efficiency and improved productivity in a firm.

2.1.3 Assembly Line Balancing Assembly Line Balancing (ALB) is the term commonly used to refer to the decision process of assigning tasks to workstations in a serial production system. Line balancing is an optimum distribution of the workload evenly across all process in a cell or value stream to remove bottleneck or excess capacity [Kumar and Mahto 2013]. It is the assignment of work to stations in a line so as to achieve the desired output rate with the smallest number of workstations [Krajewski and Ritzman 2008] .Line balancing is one of the most common optimization technique which is used to allocate task of workers in different workstation in order to increase productivity. The main goals of assembly line balancing are minimization of the workstation and maximization of the production rate. Line balancing involves assigning and balancing tasks between workstations of the assembly line in order to minimise balance delay, labour force and ultimately maximising the total production [Lim Chuan Pei 2002]. In assembly line balancing, allocation of jobs to machines is based on the objective of minimizing the workflow among the operators, reducing the throughput time as well as increasing productivity [Senem Kursun 2011]. In Indian manufacturing industries, assembly line balancing minimized the total equipment cost and number of work stations. Thus, it helped to maximize the production rate in the industry [Kumar and Mahto 2013].Assembly line can be categorized into single model assembly line, mixed model assembly line and multi model assembly line as the following Fig 2.1 (a) Single Model Assembly Line

(b) Mixed Model Assembly Line Set upSet up

(c) Multi Model Assembly Line Fig. 2.1 Assembly lines for single and multiple products [Amardeep et al. 2013] Single model represents a type of assembly line where product is assigned in the same direction from the certain set up and won't variant it's setup .This assembly system is called single model assembly line .The goal of single model assembly line are minimizing thecycle time . Mixed model assembly line was first developed by the help of heuristic model [Thompoulos 1960]. A mixed model assembly line produces several items belonging to same family. In contrast single model assembly line produces one type of product with no variation but mixed enables a plant to achieve both high volume production and product variety .However, it complicates scheduling and increases the need for good communication about the specific parts to be produced at each station and minimizing the number of station[Kumar and Mahto 2013]. Multi model assembly line is the combination of simple and mixed model assembly line. In this model the uniformity of the assembled products and the production system is not that much sufficient to accept the enabling of the product and the production levels. To reduce the time and money this assembly is arranged in batches, and this allows the short term lot-sizing issues which made in groups of the models to batches and the result will be on the assembly levels. The line balancing method sometime s causes an unequal time assignments .The U shaped layout which is assigned by standard task helps to solve these unequal time assignments situations .In line balancing U shaped cells avoid constant displacement to the start of the line and solve money of the distribution problem. It improves the tasks assignment by offering production rate flexibility. The number of workers assigned can be changed at any time. It makes easy to adapt the cycle time to the tack time without rearranging the task assignments [Iqbal et al. 2013]. S 4S 7S 3S 6 S 1 S 2 S 5

Fig.2.2 U-shaped assembly line A sequence of operations is involved in making a garment. In bulk garment production, generally a team works in an assembly line (Progressive Bundle system) and each operator does one operation and passes it to other operator to do the next operation. In this way garment finally reaches to the end of the line as a completed garment. In the assembly line after some time of the line setting, it is found that at some places in the line, work is started to pile up and few operators sit idle due to unavailability of work [Shumon et al. 2013]. This type of situation is known as bottleneck. So, bottleneck can be defined as delay in transmission that causes slow production rate. When this situation happens in the line it is called an imbalanced line. Normally it happens due to two main reasons which are variation in work content (time needed to do an operation) in different operations and operators performance level. To identify the location of bottleneck and eliminate them line balancing is important [Kumar and Mahto 2013]. A well-balanced assembly line reduces wastes, such as operator idleness, the need of fluctuating operators, stock, and faulty products, it also decreases the production costs of the unit for the company and allows the company to reduce the price of their products. To meet the production target, maintaining level work flow in the line is very essential. So it is very important to know the basics of quick line balancing. Line balancing can be classified as follows [Babu 2011]: Initial balancing: The sequence of operations of a garment is analyzed and the Standard Minute Values (SMV) is allocated. The SMVs are determined by most manufacturers using standard databases available whereas some companies use their own databases based on past experience and using time studies. Rebalancing: This is performed after few hours while the whole line is completely laid down and may be performed several times in order to make the material flow with the least bottle necks in the line. Capacity studies conducted on the line also help the line balancing process. Reactive balancing: Despite the production line being balanced, spontaneous variations are inevitable due to problems on the line. Reactive balancing is often done due to machine break downs, operator absenteeism, quality defects and shortages. The operators or the machines are moved to the bottleneck until the severity of the problem is concealed. These types of line balancing process are very common in the RMG industry. Late hour balancing: In order to fulfill the daily demanded output from a production line the upstream operators are moved to the line end by the supervisors of some garment manufacturing companies. This happens unofficially but not uncommon and makes the line unbalanced in the next day especially in early hours. The downstream operators are waiting to receive garment pieces resulting extremely low output in early hours.The proposed manufacturing cells for garment manufacturing totally oppose late hour balancing and only initial balancing can give the preeminent result. In Indian industries, assembly line was designed with a number of operations by simulation and heuristic method to minimize the balancing loss and system loss. [Roy and Khan 2010].2.1.4 Fishbone analysis Resembling the skeleton of a fish, the Fishbone Diagram is an analysis tool invented by Dr. Kaoru Ishikawa, a Japanese quality control statistician. Sometimes referred to as a Cause-and-Effect Diagram, the Fishbone Diagram provides a systematic way of looking at effects and the causes that create or contribute to those effects. The fishbone diagram is a tool to evaluate the business process and its effectiveness. The purpose of the Fishbone Diagram is to help teams categorize the many potential causes of problems or issues in an orderly way. It also helps in determining root causes. Essentially, this analysis breaks the whole into parts. Fishbone Diagrams are helpful in clearly breaking down the relationship between a topic and all of the possible factors that are related to it. A root-cause analysis (RCA) investigation traces the cause and effect trail from the end failure back to the root cause [Mahto and Kumar 2008]. In short, the user asks why to a problem and its answer five successive times. There are normally a series of root causes stemming from one problem, and they can be visualized using fishbone diagrams or tables [Gautam et al. 2012]. When used as a Cause-and-Effect Diagram, a Fishbone Diagram can represent the amount of influence of each cause. Fishbone analysis was also practiced for the analysis of the probabilities and the impact which allow determining the risk score for each category of causes as well as the global risk [Ilie and Ciocoiu 2010]. Root-cause analysis was done to identify the defects and eliminates those defects in cutting operation in CNC oxy flame cutting machine [Kumar and Mahto 2008]. In RMG industries, it is essential to identify various problem areas for productivity improvement, by applying fishbone analysis it become easier to identify the roots of the problems.2.1.5 SWOT Analysis The SWOT analysis is an extremely useful tool for understanding and decision-making for all sorts of situations in business and organizations. SWOT is an acronym for Strengths, Weaknesses, Opportunities and Threats. SWOT analysis is a subjective assessment of data which is organized into a logical order that helps understanding, presentation, discussion and decision-making. It provides a framework for analysing a company's strengths and weaknesses, and the opportunities and threats it faces.This analysis can be carried out for a product, place, industry or person. A SWOT analysis enables firms to identify factors which need to be taken into account when developing marketing and corporate strategy. The objectives of the firm or industry should be determined after the SWOT analysis has been performed. This would allow the organization to achieve the goals or objectives [Philip and Koshy 2012].In this analysis strengths and weaknesses, are 'mapped' or 'graphed' against opportunities and threats. Strengths refer to the areas of high importance which provide a business or project significant advantages over others Weaknesses refer to the characteristics or the areas which provide disadvantages and require immediate actions Opportunities are the elements those should be further implemented and exploited to achieve the desired performance Threats refer to the elements in the environment that could cause trouble for the business or project SWOT analysis aims to identify the key internal and external factors seen as important to achieving an objective. The factors come from within a company's unique value chain. Internal factors the strengths and weaknesses internal to the organization. External factors the opportunities and threats presented by the environment external to the organization. The SWOT analysis provides information that is helpful in matching the firm's resources and capabilities to the competitive environment in which it operates. In India, SWOT analysis was practiced to throw light on its present retail scenario and to identify weakness such as multi-diversified business, no bargaining markets etc. and various threats such as increasing competitors, government and local policies, unrecognized modern retailing etc. The analysis also discussed some customer-centric initiatives to be taken in future by the retailers [Archana 2012]. SWOT analysis also identified the weakness such as poor infra-structure, poor quality standards, less productivity, unstable political situation etc. in the Pakistans textile industries and recommended alternative solutions and remedies to make the industries more competitive and efficient against its biggest challengers and competitors [Akhlaq 2009]. SWOT analysis helped to identify the strengths challenges, opportunities and threats of RMG sector in Bangladesh. According to the analysis, many problem areas were identified in the mill which is related to the global challenges of textile industry such as high prices of quality products, high rated gas, electricity and oil prices, political unrest and inadequate sales center for the local market etc. [Mustafa 2006]. Textile industries of Bangladesh must need to overcome these challenges to expand its market growth locally and internationally. RMG industry is the most important sector for the economy of Bangladesh. It accounts for 75.14% in 2000-2001 of the countrys total export earnings [BGMEA Newsletter 2001] About 1.5 million workers of whom 90% are distressed women are engaged in about 3200 garment factories [Faraha 2013].Those refer to the strong points of RMG industries. It is largest manufacturing sector contributing about 5% to the GDP. But this RMG sector is now facing some challenges especially after 2004.RMG industries still face problems to increase their productivity to a certain level and reduce the wastage to produce quality product. RMG is vital sector in Bangladesh economy and SWOT analysis should be done on RMG industries to recognize the strengths, weakness, opportunities and threats for the improvement of the productivity.

2.2 Objectives of the Present Work The objectives of the present work are as follows: Observation of cycle time during garment making and calculation of standard minute value (SMV) for garments manufacturing by considering allowances in different RMG industries. Assessment of existing capacity and productivity of selected RMG industries in Bangladesh by considering calculated SMV. Identification of bottlenecks in process and its minimization through line balancing. Identification of problem areas for less production, more wastage and higher cost through fishbone diagram analysis in RMG industries. Comparison of labor efficiency, production line efficiency and factory efficiency among the large and small industries.

2.3 Outlines of the Methodology The methodologies are as follows: Four readymade garment (RMG) industries of Bangladesh (Appendix-A) have been selected to carry out this research work. During this research work, the total SMV of a specific production line for a specific product is calculated from the cycle time for each process by using time study method. Production capacity and worker efficiency for specific processes are calculated by using SMV (Appendix-B). Then a benchmark target is selected is for line balancing Line balancing technique is applied for four selected production lines and those lines are balanced (Appendix-C) considering existing capacity of the process. Labor force is allocated in a balanced way and improved final capacity is proposed for each process. Finally, new balanced production line layout is proposed to improve the productivity in RMG industries of Bangladesh The potential reasons or causes which ultimately lead to less productivity are analyzed, illustrated and represented by fishbone diagram SWOT analysis is carried out to to identify the strengths, challenges, opportunities and threats of selected RMG industries One structured questionnaire (Appendix-E) was also used to conduct a survey on 100 production people in the RMG industries to identify other factors those are indirectly related to the productivity.

2.4Scope of the ThesisThe purpose of this work was to improve the productivity by applying line balancing method to eliminate the unbalanced line.In this report, various types of relevant contents such as introduction, literature review, research objectives and methodology, data analysis and results, discussion on results and conclusion with scopes for future work are arranged chapter wise here. Chapter 1 contains the introduction part of the research report. Chapter 2 includes literature review, research objectives and outlines of the methodology. Chapter 3 consists of various types of collected data and their analysis with required graphs. Chapter 4 discusses the results time study and line balancing result and provide effective suggestion. This chapter also discusses about the comparisons between existing and proposed situation of the RMG industries to evaluate the improvements due to the application of various tool and technique. Chapter 5 contains conclusion part of the research report which is followed by scopes for future work.

Chapter-3

Data Analysis and Results

3.1 Time Studies Time study can be defined as the methodology used to determine the standard minute value (SMV) for an operation. Standard minute value (SMV) means the time that a qualified worker needs to carry out a specific task, working in a normal rhythm during a work day. Standard minute value (SMV) establishment has other important utilities. It is used to compare different work methods and to optimize the number of workers required achieve a schedule knowing the production cost. In this work, SMV was calculated for individual tasks of the several production line by time studies Time study is not only a technical problem of measuring the time. Human behavior can contribute significantly to the process and the operator can speed up or slowdown. It is very essential to Understand and assess the operator which is a basic requirement for a successful time study. It is necessary to clarify that the goal is to determine the standard time, not the time that the worker is really using during the observation. During this work, standard minute value (SMV) is generated by adding some allowance factor with the basic time. Basic time is calculated by multiplying the workers performance rating with the cycle time. During this project work, the procedure was repeated for all operations in a production line and cycle time was measured accordingly. In work measurement, it is very important to measure the performance rating of the worker, whose job is measured. According to International labor organization (ILO), rating is the measurement of the workers rate of working relative to the observers concept of the rate corresponding to the standard pace. The performance rating scale of the worker ranges from 0-100 (whereas 0 for no activity and 100 for standard performance) based on British Standard Institute (BSI) and ILO. There are some allowance factors which are necessary to take into account such as bundle allowance, machine allowance and some personnel allowance such as personal necessities which vary between 5%-7% and basic fatigue caused by environmental condition or process characteristics is generally less than 4%[Iqbal et al.2013]. Due to the complexity of determining the value of all the suitable allowances a fixed allowance factor is frequently used which oscillates between 13% and 15%. For this work, allowance factor was considered from 15%-20% based on machine, personal and bundle allowance according to paper presented [Shumon et al. 2010]. Table 3.1 shows the average workers performance rating and allowance factor which are assumed in this work. Equation (1.1) and (1.2) are used to calculate the SMV and basic time for the four products.Table 3.1Product category with workers performance rating and allowance factor

ProductProduct NameAverage Workers Performance RatingAllowance Factor

Product-1Ladies Tank Top90%15%

Product-2Mens Tee Shirt90%15%

Product-3Mens Polo Shirt75%20%

Product-4Mens Half Shirt75%20%

[3.1]

[3.2]

Process capacity and workers efficiency were also determined by using SMV. Capacity of every process and working efficiency of all operators and helpers in a line were calculated by using Equation (1.3) and (1.4). Equation (1.5), (1.6) and (1.7) were used for the calculation of production line efficiency:

[3.3]

[3.4]

[3.5]

[3.6]

[3.7]

Waiting time can be calculated by using Equation (3.8). Equation (3.9), (3.10) and (3.11) were used to calculate the man-machine ratio, labor productivity and machine productivity respectively.

[3.8]

[3.9]

[3.10]

[3.11]

The data for existing production (pieces per hour) and cycle time (min) of different products have been collected from four selected RMG industries (as shown in Appendix-A and Appendix-B). Fig.3.1and Fig.3.2 shows the variation of existing production and cycle time with that of process number for different products.

Fig.3.1Variation of existing production with process number for different products

Fig.3.2Variation of existing cycle time with process number for different products

Based on collected data, SMV, production capacity and waiting time have been calculated (Appendix-C) and the variation of SMV, production capacity and waiting time with process number for different product are shown in Fig.3.3, Fig.3.4 and Fig.3.5.

Fig.3.3Variation of SMV with process number for different products

Fig.3.4Variation of calculated production with process number for different products

Fig.3.5Variation of waiting time with process number for different products

3.2 Production Lines Balancing An assembly line is defined as a set of distinct tasks which is assigned to a set of workstations linked together by a transport mechanism under detailed assembling sequences specifying how the assembling process flows from one station to another [Tyler 1991]. In assembly line balancing, allocation of jobs to machines is based on the objective of minimizing the workflow among the operators, reducing the throughput time as well as the work in progress and thus increasing the productivity [Senem Kursun 2011]. Line balancing aims to match the output rate to the production plan. This will assist management in ensuring on-time delivery and prevents buildup of unwanted inventory [Lim chun 2002]. Line balancing is an effective technique to distribute balanced workload among the workers in a production line and to maintain uniform production flow. By line balancing selected production lines were balanced considering identified bottlenecks and waiting time in where the balancing process has shared the excess time in the bottleneck process after achieving its benchmarked target production. For line balancing work sharing distance, type of machine and workers efficiency have been taken into consideration. According to [Shumon et al. (2010)], the benchmarked production target is assumed to be 80% for RMG. After line balancing new manpower setup is proposed and final capacity of each process is also reallocated. Finally, a new production layout is modeled with the balanced capacity. Equation (1.12) is used to calculate the theoretical manpower. The data required for line balancing of four products are shown in Table 3.2. [1.12]

Table 3.2Required data for line balancing of four products

ParameterProduct-1Product-2Product-3Product-4

Total SMV7.19.410.215

Calculated production capacity at 100% efficiency245172241212

Calculated production capacity at 80% efficiency (benchmarked production target)196138193170

After line balancing, production capacity is balanced and waiting time of the processes is reduced. After line balancing SMV, calculated production and waiting time for four products are changed and shown in Fig.3.6, Fig.3.7 and Fig.3.8. Besides, for four products comparisons are made among the existing process capacity, benchmarked target and proposed capacity as shown in Fig.3.9, Fig.3.10, Fig.3.11 and Fig.3.12 respectively.

Fig.3.6Variation of SMV with process number after line balancing

Fig.3.7Variation of calculated production with process number after line balancing

Fig.3.8Variation of waiting time with process number after line balancing

Fig.3.9Variation in production with process number under different condition for product-1

Fig.3.10Variation in production with process number under different condition for product-2

Fig.3.11 Variation in production with process number under different condition for product-3

Fig.3.12 Variation in production with process number under different condition for product-4

3.3 Fishbone Diagram Analysis Fishbone diagram is a tool for analyzing and illustrating the process by showing the main causes and sub-causes leading to an effect. The problem areas in RMG industries were closely noticed and identified during working time in the production floors and after discussion with the supervisors, operators and helpers in the industries. In this work, different problem areas for less productivity, more wastage and more production time are found in RMG industries are shown in Fig.3.13

Fig.3.13 Fishbone diagram for less productivity, more wastage and more production time in RMG industries

6

Chapter-4

Discussion on Results

4.1 Production Lines BalancingFig.3.1 shows the variation of existing production with process number for different products in where the production is decreased after some processes and becomes constant. Fig.3.2 shows the variation of existing cycle time with process number for four different production lines in where cycle time is slight to moderate fluctuated for first three products and for product-4 the cycle time is fluctuated more. So, time study and line balancing is necessary to apply to increase the production.Fig.3.3 shows the standard minute value (SMV) with process number for variety of products after time study. In the figure, the variation in process wise SMV for manufacturing of product-1, 2 and 3 are found similar with few exceptions. But, large variation in SMV is found for manufacturing of product-4 due to having many critical operations in the line as compare to other production lines. Fig.3.4 represents the variation of calculated production with process number for different products manufacturing in where production capacity is fluctuated more in case of product-1, 2 and 3. But, more variations in capacity are found in manufacturing of product-4, because of processes having huge variation in SMV. In case of all types of products, higher and lower process SMV results variations in the waiting time and process bottlenecks, those finally affect the efficiency and productivity of the lines. In case of four products, variations in production capacity leads more waiting time and bottlenecks in the processes according to Fig.3.5, those must be reduced to improve the line efficiency and productivity. Fig.3.7 shows the variation of calculated production with process number after line balancing in where process wise production capacity is balanced and fluctuated less as compare to Fig.3.4. As a result, waiting time in the processes is reduced according to Fig.3.8 due to work sharing among the processes. Though, production lines still contain some variations in process capacity and waiting time that can also be reduced by adding extra manpower and machine in the line and to do this will add more cost to the manufacturing. Finally, process wise SMV is decreased to increase the production rate according to Fig.3.6 in where the standard minute value is fluctuated less after line balancing for four products. In this work, all graphs have shown the results at 80% benchmarked production target to decrease the waiting time and increase the productivity. For the change of further benchmarked target of production the graphs will show different results. After balancing four production lines a comparison is made between existing and proposed system to observe the variations of various parameters like productivity, production time etc. as shown in Table 4.1, Table 4.2, Table 4.3 and Table 4.4. Table 4.1Percentage of variation of various parameters after line balancing of product-1

Sl. No.ParametersLine Balancing% of Variation

BeforeAfter

1Manpower2927-7.0

2Work Stations2926-10.3

3Machine1415+7.1

4Man Machine Ratio2.11.7-19.0

7Output/Hour/Line (pieces)120196+63.3

8Labour Productivity41.472.6+75.4

9Machine Productivity85.7130.7+52.5

10Line Efficiency (%)4986+75.5

After line balancing 10.3% work stations and 7% manpower (3 helpers) are decreased from the production line. This reduced manpower may be shifted to another production line to decrease the total labor cost. Fig.3.9 shows some variations in the existing process capacity as compare to the benchmarked target and the lower capacity from the benchmarked target is identified as the bottleneck process as production flow would be trapped at those points. Comparing with the 80% bench marked production target, process no.-7, 11, 13, 17, 18, 21, 23, 24 and 26 (Appendix-C) are identified as bottleneck process in where total production has been blocked and large work in process has been stuck at those processes. Line balancing is an efficient method to make the production flow almost smoother while compare to the existing layout. Workers having extra time after completing their regular works can share works with other work stations containing bottlenecks. In case of product-1, production line was found with bottleneck processes which have been balanced through sharing of works by the process no.-2, 6, 8, 19, 20, 22 and 25 (Appendix-C). Fig.3.9 also shows process wise proposed capacity per hour after balancing all processes. Besides, for the removal of process bottlenecks and to maintain smooth production, it is recommended to place additional 1 operator and 1 flat lock (FL) machine in process no.-21 (Appendix-C). Man machine ratio is also decreased from 2.1 to 1.7 after balancing the processes. Finally, Labor productivity, machine productivity and line efficiency have been increased as 75.4%, 52.5% and 75.5% respectively. After line balancing outputs have been increased from 1200 to 1960 pieces a day. Before line balancing 44000 pieces of garments have been produced by 37 days where only 23 days are required to complete the same order quantity for line balancing. So, it is possible to save 14 days lead time for manufacturing of product-1 (Tank Top). Besides, it is also possible to save the working time of two helpers (600x2=1200 minutes) per day which decreases total labor cost of the industry. Table 4.2Percentage of variation of various parameters after line balancing of product-2


BeforeAfter

1Manpower2726-3.7


3Machine19190



6Labor Productivity48.253.1+10.4


8Line Efficiency (%)75.483.2+10.3

After line balancing 3.7% work stations and manpower (1 operator) are decreased from the production line. Fig.3.10 shows some variations in the existing process capacity as compare to the benchmarked target. Comparing with the 80% bench marked production target, process no.-16 (Appendix-C) is identified as bottleneck process in where total production has been blocked and work in process has been stuck at that process. In case of product-2, production line was found with bottleneck processes which have been balanced through sharing of works by the process no.-10 (Appendix-C). Fig.3.10 also shows process wise proposed capacity per hour after balancing all processes. Man machine ratio is also decreased from 1.42 to 1.37 after line balancing. For line balancing, total waiting time is decreased to 27.8% and thus, 6% production time is reduced for order completion. Finally, labor productivity, machine productivity and line efficiency have been increased as 10.4%, 6.1% and 10.3% respectively. After line balancing outputs have been increased from 1300 to 1380 pieces a day. Before line balancing 44000 pieces of garments have been produced by 34 days where 32 days are required to complete the same order quantity for line balancing. So, it is possible to save 2 days lead time for manufacturing of product-2 (T-Shirt). Besides, it is also possible to save the working time of one worker (600x1=600 minutes) per day which decreases total labor cost of the industry. Table 4.3Percentage of variation of various parameters after line balancing of product-3


BeforeAfter

1Manpower4137-9.8


3Machine26260



6Labor Productivity2852.2+86.4



After line balancing, 2.8% work stations and 9.8% manpower (4 helpers) are decreased from the production line. Fig.3.11 shows some variations in the existing process capacity as compare to the benchmarked target. Comparing with 80% bench marked production target, process no.-2, 7, 14, 24, 28, 32 and 34 (Appendix-C) are identified as bottleneck processes in where total production has been blocked and work in process has been stuck at those processes. In case of product-3, production line was found with bottleneck processes which have been balanced through sharing of works by the process no.-1, 15, 19, 21, 25, 29 and 33 (Appendix-C). Fig.3.11 also shows process wise proposed capacity per hour after balancing the bottleneck processes. Man machine ratio is also decreased from 1.6 to 1.4 after balancing the processes. Finally labor productivity, machine productivity and line efficiency have been increased as 86.4%, 68% and 86% respectively. After line balancing outputs have been increased from 1150 to 1930 pieces a day. Before line balancing 14000 pieces of garments have been produced by 12.3 days whereas 7.3 days are required to complete the same order quantity for line balancing. So, it is possible to save 5 days lead time for manufacturing of product-3 (Polo Shirt). Besides, it is also possible to save the working time of four workers (600x4=2400 minutes) per day which decreases total labor cost of the industry. Table 4.4Percentage of variation of various parameters after line balancing of product-4


BeforeAfter

1Manpower5354+2.0


3Machine3037+23.0



6Labor Productivity11.331.5+179.0

7Machine Productivity2046+130.0


After line balancing, 23% machines are increased and 8% work stations are reduced from the production line. 6 helpers are shifted from the process no.-6, 8, 24, 30 and 38 (Appendix-C) but 7 new operators are added to the process no.-5, 10, 19, 25, 27, 33 and 39 (Appendix-C) to meet 80% benchmarked production target. So, total 2% workers are newly attached with the production line after line balancing. Fig.3.12 shows some variations in the existing process capacity as compare to the benchmarked target. Comparing with the 80% bench marked production target, process no.-5, 10, 12, 14, 25, 39 and 41(Appendix-C) are identified as bottleneck processes in where total production has been blocked and work in process has been stuck at those processes. In case of product-4, production line was found with bottleneck processes which have been balanced through sharing of works by the process no.-2, 7, 17, 23, 27, 33, 35 and 43 (Appendix-C). Fig.3.12 also shows process wise proposed capacity per hour after balancing the processes. Man machine ratio is also decreased from 1.8 to 1.5 after balancing the process. Finally labor productivity, machine productivity and line efficiency have been increased as 179%, 130% and 178% respectively. After line balancing outputs have been increased from 600 to 1700 pieces a day. Before line balancing 4000 pieces of garments have been produced by 6.7 days whereas 2.4 days are required to complete the same order quantity for line balancing. So, it is possible to save 4.3 days production lead time for manufacturing of product-4 (Mens half shirt). Exception is found for product-4 as production line needed to add and exchange some operators and helpers which increase the manufacturing cost about $213. It is only happened due to meet the same benchmarked production target with other three products. Table 4.5 shows the percentage variation of various parameters of different production lines after line balancing. Table 4.5 Percentage variation of various parameters of different production lines after line balancing

Sl. No.ParametersPercentage variation

Product-1Product-2Product-3Product-4

1Manpower-7%-3.7%-9.8%+2%

2Work Stations-10.3%-3.7%-2.8%-8%

3Machine+7.1%00+23%

4Man Machine Ratio (MMR)-19%-3.5%-12.5%-17%

5Output/Hour/Line (pieces)+63.3%+6.2%+67.8%+183%

6Labor Productivity+75.4%+10.4%+86.4%+179%

7Machine Productivity+52.5%+6.1%+68%+130%

8Line Efficiency (%)+75.5%+10.3%+86%+178%

Following points have been noted after comparing the percentage variation of various parameters of four balanced production lines: After line balancing total manpower is reduced for product-1, 2 and 3 but is increased for product-4 due to increase in productivity to meet the same benchmarked production target. Total work satiations are minimized for all types of products. Man machine ratio is decreased for all types of products. Total waiting time and bottlenecks are minimized from four production lines in where even no bottlenecks are found to remain present in the lines for product-1 and 2. Line efficiency, labor productivity and machine productivity are increased in momentous amount in case of product-1, 3 and 4 as compare to product-2. For all kinds of products production lead time is reduced to deliver four products in required quantity. To meet 80% benchmarked production target line required to add extra machine and manpower to increase the productivity. This is only happened because of having more critical and time consuming operations in the production line.

0. Fishbone Diagram Analysis

In RMG industries different problem arises from the different potential reasons or causes which ultimately lead to create an adverse effect on productivity improvement. There are eight variables such as manpower, machine, material, method, maintenance, measurement, management and environment are identified and accounted for more wastage, more production time, less productivity and higher production cost. Major problems which were focused on four RMG industries for less productivity are:

Due to storage capacity of the raw material, defective trimming of the product,defective material choosing, wrong placement of trims are the main causes of more wastages in RMG industries. Due to long changeover, delays from previous worker, waiting for works,waiting for instructions are the root causes of increasing waiting time in the production line. Production time increases due to machine breakdown, idle time of machine, long time for machine repairing, needle breaking and also for wainting for mechanics. Lack of skilled workers, lack of training facilities, lack of supervision, lack of engineer, improper workload are also causes for less productivity in RMG industries. More waiting time and bottlenecks were resulted in the production lines, which maximized the production time and minimized the productivity. More inspection time, lack of proper knowledge which causes improper inspection also the main reason for the wastages in RMG industries. Workers concentration towards the work is reduced due to poor ventilation and lighting facilities, which were also accountable for less productivity. Unbalanced layout, less investment, power crisis, lack of facilities, lack of motivation, narrow passage, poor maintenance of the machines are also the main causes of less productivity.0. SWOT Analysis SWOT Analysis is a useful technique for understanding any industries Strengths and Weaknesses, and for identifying both the Opportunities open to that industry and the Threats that industry might be faced in future. This type of analysis was done on the overall situation of four RMG industries to identify the strength, weakness, opportunity and threats for productivity improvement. Table 4.6 shows the SWOT analysis for productivity improvement in RMG industries.One structured questionnaire (Appendix-F) was also used to conduct a survey on 100 people including supervisors, operators and helpers of different sections in four readymade garments (RMG) industries. The aim of this survey was to study and investigate various parameters pertaining to workers personal information as well as overall working environment of the industries which may have indirect impacts on the productivity of the RMG industries.After study of the questionnaire following points have been identified and recorded which may also decrease workers performance as well as overall productivity of the RMG industries:1. Lack of skilled workers1. Lack of provision of training facilities by the industries1. Lack of consistent workers in the RMG industries1. Marital status and no. of children of the workers1. Lack of active baby daycare facilities1. Lower salary structure and less satisfaction of the workers1. Improper working conditions like ventilation and lighting

Table 4.6SWOT analysis for productivity improvement in RMG industries

Strengths (S)Weaknesses (W)

1. Low-cost power generation by using gas as fuel.1. Cheap labor force1. Availability and flexibility of raw materials.1. Less investment.1. Lack of training opportunities.1. Lack of skilled manpower.1. Lack of quality management1. Excessive defects and more re-work.1. More waiting time and too much bottlenecks.1. Lack of engineering.1. More production time.1. Imbalanced work load distribution1. Long changeover time.1. Purchasing of wrong materials.1. Lack of supervision.1. Poor salary structure of workers.1. Lack of workers motivation.1. Lack of incentive scheme.1. Poor working conditions.1. Lack of lighting and ventilation facility1. No or improper IE dept.1. Lack of new technologies and layout.

Threats (T)Opportunities (O)

1. Rapid technological growth from outside.1. Competition with other existing and upcoming global market. 1. Political imbalance.1. Labor unrest.1. Interrupted utility supply.1. Infrastructural bottleneck.1. Implementing the new methods.1. Increase of customer relation.1. More production orders from customers.1. Increase of business growth in global market especially in USA, Canada, and Australia and EU countries.1. Export opportunity in Japan and CIS countries.1. Increase of profit margin.

Chapter-5

Conclusions and Recommendation

5.1 Conclusions By the time study, SMV and production capacity of the processes were calculated separately (Appendix-B) for four different production lines. Line balancing has decreased 3-10% workforce for product-1, 2 and 3 but 2% workforce had to increase for product-4 to meet the same benchmarked production target. After line balancing 2-10% of work stations, 27-78% of waiting time and 20-100% of process bottlenecks are reduced from four production lines.After line balancing four production systems (Appendix-D) are newly proposed for four products which have finally reduced 6-64% of production lead time for the improvement of 10-179% of labor productivity and 6-130% of machine productivity.Extra machinery and manpower are attached with two production lines (for product-1 and 4) for productivity improvement at the same benchmarked production target with other two production lines (for product-2 and 3). It is only happened because of having some critical, time consuming and excessive bottleneck processes in the production lines. The reduced workforce after line balancing can be shifted to other production lines to minimize the total labor cost.Different problem areas associated to man, machine, maintenance, material, method, measurement, management and environment were recognized during observation and are obviously indicated by fishbone or cause-effect diagram. These problem areas (causes) are also accountable to enlarge the production time as well as hamper overall productivity (effect). As a result, RMG industries require more lead time for order completion which becomes hard to manage in maximum cases. By SWOT analysis it becomes possible to identify various internal factors such as strength, and weakness and external factors such as opportunity and threats of RMG industries to improve its productivity, capacity and export growth in global markets.Now-a-days, RMG manufacturers of Bangladesh are seeking ways to maximize their resources utilization, increase productivity and minimize production cost. In this respective point of view, this study becomes more important to provide the technical overview about the productivity improvement and reduction of waiting time and production cost.5.2 Recommendation One piece flow production system was found in the existing production layouts of product-1, 2 and 3 whereas section production system linked with one piece flow was found for product-4. After line balancing new production layout models (Appendix-D) are proposed for four products in where combination of both modular and traditional manufacturing systems (one piece flow/group) are recommended to use for the reduction of waiting time, and bottlenecks and to maximize the productivity. The workers having skill on multi-tasks should be integrated with the proposed systems to share the works of other work centers. Only skilled workers should be entitled for the production processes and thats why proper training and supervision must necessary to achieve the optimum improvements in productivity and efficiency. Time study and line balancing techniques are only used in the sewing section and the application of those techniques in the cutting and finishing sections will further increase more productivity in the RMG industries. Besides time studies, line balancing and fishbone analysis may also be employed to the RMG industries for the reduction of excessive wastes, and more production time and to increase the productivity which will help Readymade garments (RMG) industries to compete and survive with less manufacturing cost and higher product quality.

References

Ahamed, F., Could Monitoring and Surveillance be Useful to Establish Social Compliance in the Ready-made Garment (RMG) Industry of Bangladesh?, Int. Journal of Management and Business Studies, Vol.3(3), pp.87-100, 2013Akhlaq, M. A., SWOT Analysis of the Textile Industry of Pakistan, Pakistan Textile Journal, pp.37-39, 2009Amardeep, R.T.M. and Gautham, J., Line Balancing of Single Model Assembly Line, International Journal of Innovative Research in Science, Engineering and Technology, Vol.2(5), pp.1678-1680, 2013Archana, B., A Case Study on Retailing in India, Excel International Journal of Multidisciplinary Management Studies, Vol.2(7), pp.178-188, 2012Asiabi, H. P. and Ve Asiabi, H. P., Just In Time (JIT) Production and Supply Chain Management, International Iron & Steel Symposium, 02-04 April, Turkey, pp.1221-1227, 2012Babu, V. R., Industrial Engineering in Apparel Production, Wood head Publishing India Pvt. Ltd., pp.62-63, 2011Bandyopadhyay, J. K., Implementing Just-In-Time Production and Procurement Strategies, International Journal of Management, Vol.12(1), pp.1-9, 1995Bhuiyan, M. Z. A., Present Status of Garment Workers in Bangladesh: An Analysis, IOSR Journal of Business and Management, Vol.3(5), pp.38-44, 2012Bose, T. K. Application of Fishbone Analysis for Evaluating Supply Chain and Business Process-A Case Study on the St. James Hospital, International Journal of Managing Value and Supply Chains, Vol.3(2), pp.17-24, 2012Chahal, V., An Advance Lean Production System in Industry to Improve Flexibility and Quality in Manufacturing by Implementation of FMS & Green Manufacturing, Int. Journal of Emerging Tech. and Advanced Engineering, Vol.2(12), 2012Chakrabortty, R. K. and Paul, S. K., Study and Implementation of Lean Manufacturing in a Garment Manufacturing Company: Bangladesh Perspective, Journal of Optimization in Industrial Engineering, Vol.7, pp.11-22, 2011Ferdousi, F. and Ahmed, A., An Investigation of Manufacturing Performance Improvement through Lean Production: A Study on Bangladeshi Garment Firms, International Journal of Business and Management, Vol.4(9), pp.106-116, 2009Fullerton, R. R. and Mc Watters, C. S., The Production Performance benefits from JIT Implementation, Journal of Operations Management, Vol.19, pp.8196, 2001Gautam, R., Kumar, S. and Singh, Dr. S., Kaizen Implementation in an Industry in India: A Case Study, International Journal of Research in Mechanical Engineering & Technology, Vol.2(1), pp.25-33, 2012Ghodrati, A. and Zulkifli, N., The Impact of 5S Implementation on Industrial Organizations Performance, International Journal of Business and Management Invention, Vol.2(3), pp.43-49, 2013Gill, P. S., Application of Value Stream Mapping to Eliminate Waste in an Emergency Room, Global Journal of Medical Research, Vol.12(6), 2012Hasan, J., The Competitiveness of Ready Made Garments Industry of Bangladesh in Post MFA Era: How Does the Industry Behave to Face the Competitive Challenge?, British Journal of Economics, Management & Trade, Vol.3(3), pp.296-306, 2013Heizer, J. and Render, B., Operation Management, Eight Edition, Pearson Education, Inc., pp.354, 2007Hines, P. and Rich, N. The Seven Value Stream Mapping Tools, International Journal of Operations & Production Management, Vol.17(1), pp.46-64, 2005Ilie, G. and Ciocoiu, C. N., Application of Fishbone Diagram to Determine the Risk of an Event with Multiple Causes, Management Research and Practice, Vol.2(1), pp.1-20, 2010Islama, M. S., Labor Incentive and Performance of the Industrial Firm: A Case Study of Bangladeshi RMG Industry, IOSR Journal of Business and Management, Vol.7(3), pp.52-63, 2013Islamb, M. M., Khan, A. M. and Islam, M. M., Application of Lean Manufacturing to Higher Productivity in the Apparel Industry in Bangladesh International Journal of Scientific & Engineering Research, Vol.4(2), pp.1-10, 2013Islamc, M. M., Khan, A. M. and Khan, M. M. R., Minimization of Reworks in Quality and Productivity Improvement in the Apparel Industry, International Journal of Engineering and Applied Sciences, Vol.1(4), pp.148-164, 2013Islamd, M. M. N. and Sultana, M., Starting the Lean Journey with Value Stream Mapping in the Garments Industry of Bangladesh, Proceedings of the International Conference on Mechanical Eng., 18-20 December, Bangladesh, pp.1-6, 2011Jannat, S., Hoque, M. M., Sultana, N. and Chowdhury, I. J., Time Study of a Furniture Industry: A Case Study at Navana Furniture Industry, Proceedings of the International Conference on Mechanical Engineering, 26-28 December, Bangladesh, pp.1-5, 2009Kumar, N. and Mahto, D., Assembly Line Balancing: A Review of Developments and Trends in Approach to Industrial Application, Global Journal of Researches in Engineering Industrial Engineering, Vol.13(2), pp.29-50, 2013Kumar, V., JIT Based Quality Management: Concepts and Implications in Indian Context, International Journal of Engineering Science and Technology, Vol.2(1), pp.40-50, 2010Kuo, T., Shen, J. P. and Chen, Y. M., A Study on Relationship between Lean Production Practices and Manufacturing Performance, International Symposium of Quality Management, Taiwan, pp.1-8, 2008Lingareddy, H., Reddy, G. S. and K. J., 5s as a Tool and Strategy for Improvising the Work Place, International Journal of Advanced Engineering Technology, Vol.4(2), pp.28-30, 2013Mahto, D. and Kumar, A., Application of Root Cause Analysis in Improvement of Product Quality and Productivity, Journal of Industrial Engineering and Management, Vol.1(2), pp.16-53, 2008Mossman, A., Creating Value: A Sufficient Way to Eliminate Waste in Lean Design and Lean Production, Lean Construction Journal, pp.13-23, 2009Mostafa, M. G., Challenges, Opportunities, and Threats of Textile Sector in Bangladesh: A Look into the Dacca Dyeing and Manufacturing Company Limited, Daffodil Int. University Journal of Business and Economics, Vol.1(1), pp.47-59, 2006Mukul, A. Z. A., Rahman, M. A. and Ansari, N. L., Labor Law Practices in EPZ Area: An Impact of RMG Sector in Bangladesh, Universal Journal of Management and Social Sciences, Vol.3(5), pp.23-33, 2013.Rameez, H. M. and Inamdar, K.H, Areas of Lean Manufacturing for Productivity Improvement in a Manufacturing Unit, World Academy of Science, Engineering and Technology, Vol.45, pp.584-587, 2010Ramnath, B.V., Elanchezhian, C. and Kesavan, R., Application of Kanban System for Implementing Lean Manufacturing (A Case Study), Journal of Engineering Research and Studies, Vol.1(1), pp.138-151, 2010Roy, D., Khan, D., Assembly Line Balancing to Minimize Balancing Loss and System Loss, International Journal of Industrial Engineering, Vol.6(11), pp.1-5, 2010Satao, S. M., Thampi, G.T., Dalvi, S. D., Srinivas, B. and Patil, T. B., Enhancing Waste Reduction through Lean Manufacturing Tools and Techniques, a Methodical Step in the Territory of Green Manufacturing, International Journal of Research in Management & Technology, Vol.2(2), pp.253-257, 2012Shumon, M. R. H., Arif-Uz-Zaman, K. and Rahman, A., Productivity Improvement through Line Balancing in Apparel Industries, Proceedings of the International Conference on Industrial Engineering and Operations Management, January 9-10, Bangladesh, pp.100-110, 2010Vaidya, R. D.; Shende, P. N.; Ansari N. A.; Sorte, S. M., Analysis Plant Layout for Effective Production, International Journal of Engineering and Advanced Technology, Vol.2 (3), 2013Wakjira, M. W. and Singh, A. P., Total Productive Maintenance: A Case Study in Manufacturing Industry, Global Journal of Researches in Engineering, Vol. 12(1), pp.24-32, 2012Zhenyuan, J., Xiaohong, L., Wei, W., Defeng, J. and Lijun, W., Design and Implementation of Lean Facility Layout System of a Production Line, International Journal of Industrial Engineering, Vol.18(5), pp.260-269, 2011Appendix-A: RMG Industry Profile

Name of the Industry

Style Garden Ltd.

Location : Mirpur-12, Dhaka-1216.

Type : Only garment making

Nature: Supporting industry

IE Activities: None

Certification : None

Clients: Exposures Ltd.

Production Lines: 01

Production capacity/day: 550 pieces

Workforce: 150

Type of Products: Ski Jacket and Long Pant

Fakir Apparels Ltd.

Location : BSCIC, Hosiery Industrial Estate, Narayangonj.

Type : Composite (Knitting, Dyeing, Printing & Garment)

Nature: 100% export oriented industry

IE Activities: Yes

Certification : Oeko-Tex and WRAP

Clients: H & M, Gap, Levis, Esprit, S.Oliver, Tesco etc.


Production capacity/day: 1, 40, 000 pieces

Workforce: 7,500

Type of Products: T-Shirt, Polo Shirt, Tank Top, Mens Shorts etc.

AJI Apparels Industry Ltd.

Location : 226, Singair Road, Hemayetpur, Savar, Dhaka.

Type : Composite (Knitting, Dyeing, Printing & Garment)

Nature: 100% export oriented industry

IE Activities: Yes

Certification : ISO

Clients: Carrefour, Tesco, Wal-Mart, Sears, K mart etc.


Production capacity/day: 48, 600 pieces

Workforce: 2, 200

Type of Products: Mens Polo Shirt

MIM Dresses Ltd.

Location : Baishaki Super Market (2nd Floor), Mirpur-1, Dhaka.

Type : Only garment making

Nature: Sub-contract industry

IE Activities: None

Certification : None

Clients: New Yorker


Production capacity/day: 2, 400 pieces

Workforce: 200

Type of Products: Mens Half Shirt and Ladies Skirt

Appendix-B: Time Study Data

Table B.1Process wise SMV and capacity per hour for product-1 in sewing section

Process No.ProcessesNo. of OperatorNo. of HelperM/C TypeBasic Time (min)SMV Capacity/Hour (Pieces)

1Matching and Folding1-0.2520.290207

2Right shoulder joint1OL0.1170.135444

3Trimming1-0.1530.176341

4Loop joint1PM0.1530.176341

5Folding1-0.1530.176341

6Neck piping1FL0.1530.176341

7Trimming1-0.1350.155387

8Shoulder in tucking1PM0.1530.176341

9Trimming and Folding1-0.1080.124484

10Shoulder out tucking1PM0.1350.155387

11Left shoulder joint1PM0.1980.228263

12Trimming1-0.2250.259232

13Arm hole piping1FL0.3600.414145

14Trimming1-0.2250.259232

15Side seam1OL0.3600.414145


17Side seam1OL0.3150.262229


19Arm hole in and out tucking1PM0.3510.404149

20Thread cutting1-0.2970.342175

21Bottom hem tucking1PM0.1170.135444

22Trimming1-0.1350.155387

23Body hem tucking1FL0.4320.497121

24Folding1-0.1530.176341

25Hem security tucking1PM0.1890.217276

26Cutting and Folding1-0.1530.176341

27Care label joint1PM0.2970.342175


29Turning over1-0.2880.331181

1415147.1

Table B.2Process wise workers efficiency for Product-1 in sewing section

Process No.ProcessSMV TotalOutput/Day(Pieces)Total Minutes ProducedTotal Minutes AttendedWorkers Efficiency (%)

1Matching and Folding0.2901400406.060068

2Right shoulder joint0.1351400189.060032

3Trimming0.1761400246.460041

4Loop joint0.1761400246.460041

5Folding0.1761400246.460041

6Neck piping0.1761400246.460041

7Trimming0.1551400217.060036

8Shoulder in tucking0.1761400246.460041

9Trimming and Folding0.1241400173.660029

10Shoulder out tucking0.1551400217.060036

11Left shoulder joint0.2281400319.260053

12Trimming0.2591400362.660060

13Arm hole piping0.4141300538.260090

14Trimming0.2591300336.760056

15Side seam0.4141300538.260090


17Side seam0.2621300340.660057


19Arm hole in and out tucking0.4041300525.260088

20Thread cutting0.3421300444.660074

21Bottom hem tucking0.1351200162.060027

22Trimming0.1551200186.060031

23Body hem tucking0.4971200596.460099

24Folding0.1761200211.260035

25Hem security tucking0.2171200260.460043

26Cutting and Folding0.1761200211.260035

27Care label joint0.3421200410.460068

28Thread cutting0.2591200310.860052

29Turning over0.3311200397.260066

7.1

Table B.3SMV and capacity per hour for product-2 in sewing section

Process No.ProcessesNo. of OperatorNo. of HelperM/C TypeBasic Time (min)SMV Capacity/Hour (pieces)

1Matching and Folding1-0.2610.300200

2Both shoulder joint1OL0.3150.362166

3Neck piping1OL0.3240.373161

4Back neck piping1FL0.3060.352170

5Back end tacking 1PM0.3510.404149

6Front neck top stitching1PM0.3150.362166

7Cutting and Marking 1-0.2880.331181

8Back tape top stitching with main label joint 1PM0.3060.352170

9Left shoulder joint tacking and Shoulder out tacking 1PM0.3060.352170

10Left shoulder joint1OL0.2160.248242

11Sleeve open hemming1FL0.3330.383157

12Sleeve dechain1-0.3150.362166

13Shoulder trimming 1-0.3150.362166

14Body matching1-0.3150.362166

15Sleeve join tacking and Folding 1PM0.3330.383157

16First sleeve joint 1OL0.2430.279215

17Second sleeve joint 1OL0.2430.279215

18Side seam one1OL0.2790.321187

19Label joint1PM0.3150.362166

20Side seam two1OL0.2790.321187

21Sleeve in and out tacking1PM0.3510.404149

22Bottom hem tacking and Hem security tacking1PM0.3150.362166

23Bottom hemming1FL0.2970.342175


25Care label sewing and joint1PM0.2880.331181

26Sticker removing1-0.3060.352170

27Thread cutting 1-0.3510.404149

198199.4

Table B.4Process wise workers efficiency for product-2 in sewing section

Process No.ProcessSMV TotalOutput /Day(Pieces)Total Minutes ProducedTotal Minutes AttendedWorkers Efficiency (%)

1Matching and Folding0.3001400420.060070

2Both shoulder joint0.3621400506.860084

3Neck piping0.3731400522.260087

4Back neck piping0.3521400492.860082

5Back end tacking 0.4041300525.260088

6Front neck top stitching0.3621300470.660078

7Cutting and Marking 0.3311300430.360072

8Back tape top stitching with main label joint 0.3521300457.660076

9Left shoulder join tacking and Shoulder out tacking 0.3521300457.660076

10Left shoulder joint0.2481300322.460054

11Sleeve open hemming0.3831300497.960083

12Sleeve dechain0.3621300470.660078

13Shoulder trimming 0.3621300470.660078

14 Body matching0.3621300470.660078

15Sleeve join tacking and Folding 0.3831300497.960083

16First sleeve joint 0.2791300362.760060

17Second sleeve joint 0.2791300362.760060

18Side seam one0.3211300417.360070

19Label joint0.3621300470.660078

20Side seam two0.3211300417.360070

21Sleeve in and out tacking0.4041300525.260088

22Bottom hem tacking and Hem security tacking0.3621300470.660078

23Bottom hemming0.3421300444.660074

24Thread cutting0.3311300430.360072

25Care label sewing and joint0.3311300430.360072

26Sticker removing0.3521300457.660076

27Thread cutting 0.4041300525.260088

9.4



1Back front matching1-0.2480.298201

2Body marking1-0.2630.316190

3Sleeve scissoring1-0.2250.270222

4Shoulder joint 1OL0.2630.316190

5Shoulder top stitch1PM0.2250.270222

6Sleeve matching1-0.1880.226265

7Sleeve joint1OL0.3080.370162

8Matching and Trimming1-0.1650.198303

9Placket rolling1PM0.2250.270222

10Body and Placket joint 1PM0.2100.252238

11Placket top stitching1PM0.2250.270222

12Nose tucking1PM0.2250.270222

13Trimming1-0.1880.226265

14Collar tucking1PM0.2630.315190

15Collar joint1OL0.2250.270222

16Cuff joint1OL0.2480.297202

17Back neck piping1FL0.2630.316190

18Marking1-0.1500.180333

19Placket closing1PM0.2100.252238

20Upper placket stitching1PM0.2100.252238

21Lower placket stitching1PM0.2250.270222

22Placket box1PM0.2400.288208

23Back neck top stitching1PM0.2480.297202

24Label joint1PM0.2780.334180

25Trimming1-0.1500.180333

26Opening tuck1PM0.2480.298201

27Bottom hemming 1FL0.2630.316190

28Trimming1-0.1130.136441

29Marking1-0.1880.226265

30Side seem2OL0.3750.450133

31Side vent tucking1PM0.2250.270222

32Trimming 1-0.1580.190316

33Side vent tuck joint1OL0.3750.450133

34Side vent top stitching2PM0.3450.414145

35Chap tucking1PM0.3830.460130

36Trimming4-0.1280.154390

26152610.2


Process No.ProcessSMV Total Output/Day(pieces)Total Minutes ProducedTotal Minutes AttendedWorkers Efficiency (%)

1Back front matching0.2981300387.460065

2Body marking0.3161300410.860069

3Sleeve scissoring0.2701300351.060059

4Shoulder joint 0.3161300410.860069

5Shoulder top stitch0.2701300351.060059

6Sleeve matching0.2261300293.860049

7Sleeve joint0.3701300481.060080

8Matching and Trimming0.1981300257.460043

9Placket rolling0.2701300351.060059

10Body and Placket joint 0.2521300327.660055

11Placket top stitching0.2701300351.060059

12Nose tucking0.2701300351.060059

13Trimming0.2261300293.860049

14Collar tucking0.3151250393.860066

15Collar joint0.2701250337.560056

16Cuff joint0.2971250371.360062

17Back neck piping0.3161250395.060066

18Marking0.1801250225.060038

19Placket closing0.2521250315.060053

20Upper placket stitching0.2521250315.060053

21Lower placket stitching0.2701250337.560056

22Placket box0.2881150331.260055

23Back neck top stitching0.2971150341.660057

24Label joint0.3341150384.160064

25Trimming0.1801150207.060035

26Opening tuck0.2981150342.760057

27Bottom hemming 0.3161150363.460061

28Trimming0.1361150156.460026

29Marking0.2261150259.960043

30Side seem0.4501150517.560086

31Side vent tucking0.2701150310.560052

32Trimming 0.1901150218.560036

33Side vent tuck joint0.4501150517.560086

34Side vent top stitching0.4141150476.160079

35Chap tucking0.4601150529.060088

36Trimming0.1541150177.160030

10.2



1Pair tucking1PM0.1950.234256

2Plate cutting1PM0.1030.124484

3Box plate making1PM0.1350.65592

4Checking & Trimming 1-0.1050.126476

5Button plate making1RM0.6920.83072

6Trimming1-0.1130.136441

7Form fitting1-0.1200.144417

8Pocket making1PM0.2100.252238

9Trimming 1-0.1130.136441

10Pocket ironing1Iron0.0980.118508

11Pocket marking1-0.1580.190316

12Pocket joint1PM0.7580.91066

13Trimming 1-0.1130.136441

14Yoke making2PM0.7290.87569

15Trimming 1-0.1050.126476

16Front yoke joint1PM0.4050.486123

17Over locking1OL0.2030.244246

18Trimming 1-0.1050.126476

19Top stitching1PM0.1350.162370

20Front back matching1-0.1050.126476

21Front joint1PM0.5850.70285

22Checking & Trimming 1-0.1280.154390

23Over locking1OL0.2030.244246

24Trimming 1-0.1050.126476

25Top stitching1PM0.1200.144417

26Pulling & Transferring1-0.1130.136441

27Collar matching1-0.1130.136441

28Collar joint1PM0.6980.83872

29Checking & Trimming1-0.2480.298201

30Collar top sewing1PM0.4350.522115

31Trimming1-0.0980.118508

32Sleeve rolling2PM0.5480.65891


34Sleeve matching1-0.0830.125480

35Sleeve joint1OL0.2250.270222

36Trimming1-0.0980.118508

37Arm hole top Stitching1PM0.5180.62296

38Trimming1-0.0980.118508

39Care label joint1PM0.2180.263228

40Checking1-0.0980.118508

41Side seam2OL0.4350.522115


43Sleeve tucking1PM0.8160.90067

44Trimming1-0.1430.172349

45Hemming 1PM0.3950.474127

46Trimming1-0.1130.136441

47Hemming 1PM0.1980.234256

48Transferring1-0.1800.216278

30233015


Process No.ProcessSMV TotalOutput/Day(pieces)Total Minutes ProducedTotal Minutes AttendedWorkers Efficiency (%)

1Pair tucking0.234900210.660040

2Plate cutting0.124900111.660020

3Box plate making0.655850556.860090

4Checking & Trimming 0.126850107.160020

5Button plate making0.830650539.560090

6Trimming0.13665088.4060010

7Form fitting0.14465093.6060020

8Pocket making0.252650163.860030

9Trimming 0.13665088.4060010

10Pocket ironing0.11865076.7060010

11Pocket marking0.190650123.560020

12Pocket joint0.910600546.060090

13Trimming 0.13660081.6060010

14Yoke making0.875600525.060090

15Trimming 0.12660075.6060010

16Front yoke joint0.486600291.660050

17Over locking0.244600146.460020

18Trimming 0.12660075.6060010

19Top stitching0.16260097.2060020

20Front back matching0.12660075.6060010

21Front joint0.702600421.260070

22Checking & Trimming 0.15460092.4060020

23Over locking0.244600146.460020

24Trimming 0.12660075.6060010

25Top stitching0.14460086.4060010

26Pulling & Transferring0.13660081.6060010

27Collar matching0.13660081.6060010

28Collar joint0.838600502.860080

29Checking & Trimming0.298600178.860030

30Collar top sewing0.522600313.260050

31Trimming0.11860070.8060010

32Sleeve rolling0.658600394.860070


34Sleeve matching0.12560075.0060010

35Sleeve joint0.270600162.060030

36Trimming0.11860070.8060010

37Arm hole top Stitching0.622600373.260060

38Trimming0.11860070.8060010

39Care label joint0.263600157.860030

40Checking0.11860070.8060010

41Side seam0.522600313.260050


43Sleeve tucking0.900600540.060090

44Trimming0.172600103.260020

45Hemming 0.474600284.460050

46Trimming0.13660081.6060010

47Hemming 0.234600140.460020

48Transferring0.216600129.660020

15

Appendix-C: Line Balancing Data

Table C.1Balancing process to equalize the bottleneck process for product -1

Balancing Capacity Per Hour

Sl. No.Bottleneck ProcessBalancing Process

Process No.Process NameTotal Capacity/Hour(pieces)

Balanced Capacity/ Hour(pieces)Process No.Process NameTotal Capacity/Hour(pieces)

Balanced Capacity/Hour(pieces)

113Side seam joint1451962Right shoulder joint444289

Process-2 can work for 39 min. and share work with Process-13 for last 21 min.

211Arm hole piping1441966Neck piping341219

Process-6 can work for 38.5 min. and share work with Process-11 for last 21.5 min.

37Trimming & Shoulder in tucking1811968Trimming, Folding & Shoulder out tucking215197


417Arm hole in and out tucking14819619Bottom hem tucking444247


524Care label joint17519619Bottom hem tucking444247


618Thread cutting17519620Trimming387341


723Hem security tucking, Cutting & Folding15319622Folding341245


826Turning over18119625Thread cutting232213


Table C.2Existing capacity per hour, waiting time, bottlenecks and proposed manpower after line balancing for product-1

Process No.ProcessSMV ExistingCapacity/Hour(pieces)

Benchmarked Target/Hour(pieces)Waiting time(min)Bottlenecks(min)TheoreticalManpowerActualManpowerProposedManpower

1Matching and Folding0.2902071963.2001.011

2Right shoulder joint0.13544419612.40.411

3Trimming0.17634119625.500.611

4Loop joint 0.17634119625.500.611

5Folding0.17634119625.500.611

6Neck piping0.1763411964.0000.611

7Trimming & Shoulder in tucking0.3311811960.0001.121

8Trimming, Folding & Shoulder out tucking0.2792151960.3000.921

9Left shoulder joint0.22826319615.300.711

10Trimming0.2592311969.1000.811

11Arm hole piping0.4141441960.0001.411

12Trimming0.2592311969.1000.811

13Side seam0.4141451960.0001.411

14Trimming and Folding0.24824119611.200.811

15Side seam 0.2622291968.6000.911

16Trimming and Folding0.22826319615.300.711

17Arm hole in and out tucking0.4041481960.0001.311

18Thread cutting0.3421751960.0001.111

19Bottom hem tucking0.1354441966.9000.411

20Trimming0.15538719622.400.511

21Body hem tucking0.49712119622.701.612

22Folding0.1763411968.6000.611

23Hem security tucking, Cutting & Folding0.3931531960.0001.321

24Care label joint 0.3421751960.0001.111

25Thread cutting0.2592321964.3000.811

26Turning over 0.3311811960.0001.111

7.1230023.12927

Table C.3Proposed SMV, Benchmarked target per hour, existing capacity per hour and proposed capacity per hour for product-1

Process No.ProcessProposedSMVBenchmarked Target/Hour(pieces)ExistingCapacity/Hour(pieces)ProposedCapacity/Hour(pieces)

1Matching and Folding0.290196207207

2Right shoulder joint0.208196444289

3Trimming0.176196341341

4Loop joint 0.176196341341

5Folding0.176196341341

6Neck piping0.274196341219

7Trimming & Shoulder in tucking0.306196181196

8Trimming, Folding & Shoulder out tucking0.305196215197

9Left shoulder joint0.228196263263

10Trimming0.260196231231

11Arm hole piping0.306196144196

12Trimming0.260196231231

13Side seam0.306196145196

14Trimming and Folding0.249196241241

15Side seam 0.262196229229

16Trimming and Folding0.228196263263

17Arm hole in and out tucking0.306196148196

18Thread cutting0.306196175196

19Bottom hem tucking0.243196444247

20Trimming0.176196387341

21Body hem tucking0.306196121196

22Folding0.245196341245

23Hem security tucking, Cutting & Folding0.306196153196

24Care label joint 0.306196175196

25Thread cutting0.282196232213

26Turning over 0.306196181196

Table C.4Balancing process to equalize the bottleneck process for

thesis group 1 - productivity

Documents