internship at ARVIND APPARELS
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Transcript of internship at ARVIND APPARELS
APPAREL INTERNSHIP AT ARVIND – LIFESTYLE APPAREL BRANDS LTD.
NEETEK KUMAR WATAN CHUGH B.FTECH SEM – 7NATIONAL INSTITUTE OF FASHION TECHNOLOGY - KANGRA
OBJECTIVES OF THE INTERNSHIP
• To gain practical exposure on real life on job experience.• To apply the theoretical class room knowledge in practical
situations.• It aims toward blending the theoretical knowledge with work
experience.• To observe the process flow from order placement till shipment.• Learn the various manufacturing process.• To work on a mutually identified problem or assignment or
project and work on it.
COMPANY`S PROFILE
• NAME OF FACTORY -The Arvind Mills Limited• FACTORY LICENSE NUMBER -MYB 13946• UNITS -3• YEAR OF ESTABLISHMENT -2004• DATE OF COMMENCEMENT OF PRODUCTION -2004• LEGAL REPRESENTATIVE/CEO -Mr. Ravi Bhargava• NAME OF THE PARENT GROUP -Lalbhai Group• SECTOR -Private Ltd., Export House• ANNUAL TURNOVER -Rs. 70 crores• EMPLOYEE STRENGTH -2500
• OFFICE - Arvind Mills Limited, Du Parc Trinity, 8th Floor, 17, M. G. Road, Bangalore, India
• FACTORY ADDRESS Plot No. 26/2 & 27/2, Kenchenahalli, Mysore road, Bangalore
• PRODUCT CATEGORY Denim bottoms• FABRICS BEING HANDLED 100% cotton, Cotton spandex blends, Cotton
elastane blends,• FABRIC SUPPLIERS 90 % in-house & 10 % outsourced.• CLIENTELE All major brands in USA and Europe.• MONTHLY PRODUCTION CAPACITIES 2 lakhs (approx.) denim bottoms /
month
MERCHANDISING
SAMPLING
PURCHASE
STORE & TRIMS PPC
CUTTING
SEWING
WASHING FINISHING
PACKAGING
SHIPMENT
WORK FLOW OF THE COMPANY
START
OBTAIN TECH PACK
COSTING SAMPLING
ANALYZE FABRICCONSUMPTION FROM
CAD
ANALYSE COSTOF TRIMS ANDF ABRIC
OBTAIN GENERALSEWING DATA FROM
IED
DEVELOP SAMPLE ASPER THE TECH PACK
DEVELOP PROTOSAMPLE
PREPARE COST SHEETFROM SAMPLE
COST SHEET & SAMPLE SENT TO BUYER FOR
PROCESS FLOW OF MERCHANDISING DEPARTMENT
MERCHANDISING
APPROVAL
YES NOCOST SHEETREWORKED
CONFIRMATIONOF ORDER
OBTAIN PCD &DETAILS FROM
PRODUCTION UNIT
SOURCE TRIMS &FABRIC FROM
CONCERNED DEPT.
BOOK WASHING &EMBROIDERY CAPACITY
IFREQUIRED
OBTAIN GSDFROM 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 FROMBUYER SHOULD BE
INCORPORATEDAND FIT SAMPLE REWORKED
HOLD PRE PRODUCTIONMEETING WITH THEPRODUCTION UNIT
EXECUTEBULK ORDER
FOLLOW UP WITHPRODUCTION
DEPARTMENTS &UPDATE THE BUYER
SUBMIT REQUIREDDOCUMENTS TO
DOCUMENTATIONDEPT
OFFERGARMENTS FOR
FINALINSPECTION.
FOLLOW UP ONTHE PAYMENTS
FOR GOODSEND
SAMPLING DEPARTMENT TYPES OF SAMPLES PRODUCED
• Development sample• Proto sample• Fit sample• Wash sample• Sales man sample• Pre production sample• Size set samples• Top of production sample• Pilot run sample• Shipment sample
DEVELOP PATTERNS
COSTING CAD MARKER
DEVELOP SAMPLES
DEVELOP FIT/PROTO SAMPLES
TECH PACK RECEIVED FROM THE BUYER
IF NO COMMENTS
PP SAMPLEREVISE FIT/PP SAMPLE
IF NO COMMENTS
REVISE PP SIZE SET SAMPLE
IF NO COMMENTS
INCORPORATE BUYER`S COMMENT SAMPLE
IF NO COMMENTS
INCORPORATE BUYER`S COMMENT BULK PRODUCTION
THE DIFFERENT DEPARTMENTS WITH WHICH THE IED WORKS ARE AS FOLLOWS
• Planning department• Merchandising department• Research and development team• Human resource department
RECEIVE FABRIC FROM CENTRALWAREHOUSE AND CHECK AGAINST
CHECK FOR CENTRE SELVEDGE AND ENDTO END VARIATION FOR EACH ROLL.
CHECK FOR CUTTABLE WIDTH OF FABRIC FOR
PREPARE SHADE BAND AND SEND TOMERCHANT FOR APPROVAL
APPROVAL OF SHADE
BAND
NOINFORM MERCHANT REJECT
ROLLS
CHECK 10% OF RECEIVED FABRIC LOT FORUSING 4 POINT SYSTEMA
YES
FLOWCHART OF FABRIC
STORES DEPARTMENT
FABRIC STORES DEPARTMENT
SCORED POINT < =
40
INFORM MERCHANT REJECT ROLLS
COMPILE TWO TEST REPORTS , SEND 1 TO PATTERN MAKING AND OTHER TO CUTTING
END
YES
NO
In-house storage of the fabric
Inspection (making lots according to the shade, Four point inspection is done)
Shrinkage test is also done (In-house report preparation)
Report sent to the buyer for approval
Buyer’s comment received
If the test report and buyer’s comments are ok
Then fabric is issued for cutting
A WORKFLOW AFTER FABRIC IS RECEIVED FROM THE SUPPLIERTO THE FACTORY
FABRIC AND DOCUMENT RECEIVED
VERIFICATION OF DETAILS : COLORS , TOTAL ROLLS ,QUANTITY
CUTTING THE SHRINKAGE , SHADE , CSV SAMPLE
100 % WIDTH AND SHADE SEGREGATION
GROUPING
NUMBERING
SHADE APPROVAL
WRITING SHADES ON ROLLS
FABRIC AND DOCUMENT RECEIPT
PASS FAIL
100 % INSPECT
ION
PLACE THE RACK FOR ISSUE
IN MOVEX MAKING PUT AWAY
TRIM STORES
PURCHASE REQUEST FROM MERCHANDISING
PO PREPARATION FROM PURCHASE DEPARTMENT
MATERIAL DELIVERY FROM SUPPLIER AGAINST PO
GATE ENTRY
GOODS RECEIVED FROM SUPPLIER
VERIFY TNA/ PURCHASE LIST
AGAINST PO LOOK FOR GATE
SEAL
ENTRY INWARD LOGISTICS
COUNTING
INFORM TO PURCHASE / GATE
INFORM TO PURCHASE/GATE
ENTRY IN INWARD LOGISTICS
NO
YES
SHORTAGE
CUTTING DEPARTMENT
• SPREADING MODE : Face-One-Way-Nap-One-Way.
• Other pre production: Bias Strip Cutting Fusing Embroidery Section
• Spreading section.• Cutting section.• Panel inspection.• Loop making.• Laboratory
• Manpower : 1 cutting manager, 1 in charge, 4 supervisors, 1 cutting executive, 1 misusing in charge (i.e. cut order plan), 100 workforces.
• Daily Production: 20,000-22,000 pcs. Per day. • Spreading tables: 3 lines • Bundling and ticketing tables: 2 lines • WIP to Sewing floor: 1.5 days to 2 days
GET CUT PANELS IN BUNDLES FROM
CUTTING DEPARTMENT
ISSUE THE BUNDLES TO SEWING
DEPARTMENTS
SET THE LINE (OPERATIONS BREAKDOWN)
STARTS SEWING OPERATIONS FOR BACK
SET AN IN LINE
INSPECTION
NOT OK
OK
OPERATIONS FOR FRONT
SET AN IN LINE
INSPECTION
NOT OK OK
RETURN FOR REWORK AT THE
RESPECTIVE WORKSTATION
ASSEMBLY
FINAL INSPECTI
ON
RETURN FOR REWORK AT THE
RESPECTIVE WORKSTATION
REJECT THE GARMENTS
RETURN FOR REWORK AT
THE RESPECTIVE
WORKSTATIONNOT OK/IRREVOC
ABLE
OK
PROCESS FLOW OF THE SEWING DEPARTMENT
SEWING DEPARTMENT There are fourteen lines, each line carries one style. Each line consists of
• Supervisor (Responsible for work follow up and employee welfare) • Quality people (To check the measurements and clarity of stitches, also sees the attachment of trims)• Maintenance people (maintains the efficiency of machines) • IE People• Each line consists of 45 Operators and 10 non – operators (non-operator consists of checking people
and ironing people)
Machines required for sewing one garment:1. Hemming machine2. Pocket pressure machine (to fold the corners of pocket)3. Back Pocket attach machine4. Feed of the arm.
LINE LAYOUT
DENIMS RECEIVED FROM DISPATCH
LASER WHISKERING
RESIN APPLICATION
SCRAPPING
QUALIY CHECK
QUALITY CHECK
REWORK
WET WASH
3D CRINKLING
SCRAPPING
QUALIY CHECK
DISPATCH
WET WASH
YES
YES
YES
NO
REWORK
NO
WASHING DEPARTMENT
MOULD WHISKERING HAND SCRAPPING 3D CRINKLING
Whiskering Video.avi.mp4
Laser LONG.mp4
Jeanologia- Laser System_ Twin HS at Itma Barcelona 2011.mp4
WET WASHING FLOWCHART
SEMI WASH
HYDRO
1-ENZYME WASH2-STONE WASH3-BLEACH WASH4-SPONZE WASH
PP SPRAY
DRYER
HYDRO GRINDING
FINAL WASH
HYDRO DRYER
OZONE
AUDIT
• Trimming Section• Ironing Section • Measurement checking• Trims• Folding• Packaging
FINISHING
MATERIAL FLOW PROCESS IN FINISHINGGARMENT RECEIEVED
FROM WASHING
TRIMMIMING INSIDE
TRIMMIMG OUTSIDE INSIDE CHECK
LOOP CUT
POCKET DUSTING
THREAD SUCKING
OUTSIDE CHECK
BUTTON RIVET LEATHER PATCH
PACKING
OBJECTIVES
• To study and increase total cutting room efficiency• To improvise the productivity of automatic cutting machine.• To devise another shift to reach an output of 10000 pieces• Allocation of Manpower to this shift.• Implementation of New shift.• Reduction Off standard time.• Maximum utilization of automatic cutting system.
PROJECT 1 : IMPROVISATION OF THE PRODUCTIVITY OF MORGAN TECNICACUTTING MACHINE
TECHNICAL SPECIFICATIONS• Max cutting thickness 7 cm• Window Size 17500• Power plants 7 Kw + 15 Kw (single pump)• Average power consumption approx. 11 Kw• Standard cutting window 180 cm.• Available width 180 - 220 cm• Standard 4500 rpm - HM 6000 rpm• Environment temperature from 10° to 40°• Humidity from 30% to 80% without condense• Voltage 400 V 3Ph 50/60 Hz
CURRENT FACTS
• Cost of the machine- 1.5 crore.• Average lay length – 8.56 meters.• Average number of plies- 37• Average lay thickness- 3.53 cm.• Current output(average) - 3111.• Targeted output – 5000 pieces/Shift or 10000/day.• Working hours – 11 hours. (9.30-8.30)• Marker making software- GERBER accumark explorer.• Current Output Report. ..\cutting.xlsx
Off standard Time
Breakdown Maintenance
Unnecessary Stoppages
Cutting Less than capacity
Less Output
REASONS FOR OFF STANDARD TIME
• Problem with the machine, maintenance not done in time.• Power cut• Cut parts not removed from the area.• Next lay not ready.• Waiting for the next pattern to upload in the software.
OFF STANDARD TIME• There were many reasons because of which there was an increase in off standard time,
more number of pieces could have been cut if this off standard time could be reduced.6/06/14 9/06/14 10/06/14 11/06/14
Off standard time 1.02 hours 1.51 hours 4.21 minutes 2.48 hours.
Lays which could have been cut in the off standard
time
30-40 60-70 5-10 90-100
Pieces 350 650 70 950Current output 2860 2968 3546 3760
Increase in output 3210 3618 3616 4710
OFF STANDARD TIME (9/6/2014)
Reason TimeDiscussion with the cutting manager
2.45+3.27+1.33+37+40+1.44+30+1.30+45= 13.51 minutes
Next lay not ready 69.12 minutesOperator not present 8.45 minutesTotal off standard time 1.51 hours.
OFF STANDARD TIME (10/6/14)
Reasons TimeWork Area not cleared 2.15 minutes+ 34 sec. + 36
sec + 48 sec
Total 4.21 minutes
OFF STANDARD TIME (11/06/14)
Reasons TimeDelay to approval 30 minutesAir compressor Problem 1.15 hrs
Operator not present 50 minutesTotal 2.48 hours
CUTTING LESS THAN CAPACITY• One of the major reason for the less output is cutting plies less than capacity.
• Cutting ply quantity of less than 50 is not ideal for this machine. As cutting of even 30 plies takes the same amount of time as cutting of 49 plies.
• Any less number of plies if there should be cut manually and not on this machine.
• Increasing the ply quantity for a particular marker is one of the major recommendation for increasing the output.
BREAK DOWN MAINTENANCE• Instead of following preventive or scheduled maintenance, breakdown
maintenance was being followed on the machine which resulted in off standard time when ever the machine had some problem.
• More over for each of the small problems technician was being called and machine was stopped, therefore resulting in no output in the required period.
• Many of the machine parts required daily maintenance and weekly maintenance which would help the machine to work continuously without any errors.
• Even when the screen was showing some sort of problem to be checked, the operator wasn’t responding to it.
REDUCTION IN OUTPUT WHEN MACHINE BREAK DOWN
INCREASED OUTPUT
Cutting Ideal Plies
Increasing Number of lays
Lay Length
Pre PlanningFollowing Maintenance
CUTTING IDEAL PLIES• This is a very important factor which is often ignored while trying to get the right mix ratio of the order.
• According to the specification of the machine, the maximum it can cut in 7cm of thickness, but here only a maximum of 3.53cm is cut, it can be therefore improved.
• 4.5cm = 50 plies 1cm = 50/4.5 plies 7cm= 50/4.5 * 7 = 77.77 • Therefore ideal number of plies that could be cut on this machine is around 70.
• Also to cut ideal number of plies is very important.• Ideal plies= Order qty./ Maximum Pieces allowed in marker.
• Any ply cut extra then the ideal plies result in more wastage of fabric and increase in time.
LESS NUMBER OF PLIESQUANTITY CAN BE INCREASED
IDEAL PLIES
NUMBER OF WAYS IN A MARKER• For getting an output of 5000, the ideal number of ways that need to be included in a marker is always
10 or more than that.
• If the number of ways is less than 10 it will result in less number of pieces getting cut and more amount of time getting wasted.
• See the excel sheet. ..\cutting.xlsx
• In the case of H & M slim low, the number of ways are kept close to 10 always therefore it resulted in getting more close to ideal plies getting cut.
• But in the case of other 2 styles, the number of ways is always made less, which resulted in cutting extra number of plies, therefore increasing time and fabric wastage
BEFORE AFTER
PRE- PLANNING• This is the most crucial activity and this alone can result in increase in output.
• Pre planning the cut plan for the next day will result in achieving the desired output.
• For example: Time taken to cut 50 plies- 1hr. 20min.(80 min.) working Hours – 11 hours (660 min.) Number of lays that can be cut in a day= 660/80 = 8.25 ~ 8 (adding the allowances) therefore, ideally 8 lays can be cut each day of 50 plies.
• Now the time taken to cut 50 plies or 60 plies or 70 plies is the same.
• So if 8 lays of 50 plies of lay length 10 meter each having 10 ways is cut every day then output is: ..\cutting.xlsx
• Same way if 60 plies are cut and if 70 plies are cut then the output will be.
FOLLOWING MAINTENANCE
The Following parts needed daily maintenance:
• X-axis• Y-axis• Air filter• Convey Bed• Bowl roller• Knife sensor
• Slipping Assembly• Emergency Buttons• Software Functions in PC• Sharpening Devices and
belts• Knife• Sharpening Adjustments.
Part Needing weekly maintenance:
• Greasing of bearings
MAINTENANCE CARD HAS BEEN PREPARED IN ORDER TO CHECK THE DAILY AND WEEKLY MAINTENANCE.
Fluctuation in the output from 3rd June to 19th June.Average output- 3111
3-Jun 4-Jun 5-Jun 6-Jun 7-Jun SUNDAY 9-Jun 10-Jun 11-Jun 12-Jun 13-Jun 14-Jun 15-Jun 16-Jun 17-Jun 18-Jun 19-Jun0
500
1000
1500
2000
2500
3000
3500
4000
4500
5000
Series1
DEVSING ANOTHER SHIFT TO REACH AN OUTPUT OF 10000
From the flow process chart it can be seen that crucial activities are:
• Bring the fabric rolls from the stores.• Load the roll to the Morgan spreading machine.• Spread the fabric.• Move the fabric towards the cutting machine.• Laying marker paper on the lay.• Cutting of the lay.• Collecting the cut pieces for bundling.• Removal of the waste from the work area.
ACTIVITY NUMBER OF WORKERS REMARKS
Bring the roll from the stores 0 Rolls can be brought up in the morning shift.
Load the fabric roll onto the machine 2 ( 1 helper + 1 spreader) Helper is required because only 1 person cannot handle the roll alone
Spreading fabric 1 spreader
Moving the lay Helper and spreader will do this work too
Marker Making 0 Marker will be made in the previous shift.
Laying the marker on lay 1 Cutting operator
Cutting the fabric Same man
Removing the cut parts 1 helper
Removal of waste from workplace 1 helper.
Total manpower requirement 5
Requirements for the new SHIFT• Time of the shift 1- 9.30 am to 8.30 pm. (Working hours-11)
• Time of the shift 2 – 9.30 pm to 8.30 am.
• Number of rolls that need to be bring in for the shift- 35-40.
• Rolls for a shift need to be brought up from the stores 2 days prior to its cutting.
• Marker for the next shift need to be made in the previous shift.
• Cut parts will be kept in the racks and sorting will be done in the morning shift.
Implementation of the Shift• New operator was called in on 25th of June.
• From 25th June to 1st July the new operator was in the learning phase.
• Permanent New Shift for the machine began from 2nd on the July.
• Shift timings being 9pm to 7am.
OUTPUT AFTER THE BEGINNING OF NEW SHIFT
Output after implementing new shift
2-Jul 3-Jul 4-Jul 5-Jul 6-Jul 7-Jul 8-Jul0
2000
4000
6000
8000
10000
Chart Title
Series1
9-Jul 10-Jul 11-Jul 12-Jul 13-Jul 14-Jul 15-Jul0
2000
4000
6000
8000
10000
Chart Title
Series1
Week 1 Week 1
16-Jul 17-Jul 18-Jul 19-Jul 20-Jul 21-Jul 22-Jul0
100020003000400050006000700080009000
Chart Title
Series1
23-Jul 24-Jul 25-Jul 26-Jul 27-Jul 28-Jul 29-Jul0
2000
4000
6000
8000
10000
Chart Title
Series1
Week 4Week 3
30-Jul 31-Jul 1-Aug 2-Aug 3-Aug 4-Aug 5-Aug6400
6600
6800
7000
7200
7400
7600
7800
8000
8200
Chart Title
Series1
Week 5
• The average output in 5 weeks after implementation of new shift is 6391.• The output increased from 3111 to 6391, showing an increase of 105%.
CONCLUSION
After implementing the following suggestions the industry gets the following benefits:
• Reducing the stoppage time of the Automatic Cutting Machine increases the overall quality of product.
• Operator learning is improved.• Total cutting room efficiency is increased.• Output of automatic cutting machine is increased from 3111 to 9000 cut pieces
per day.• Implementation of New shift.
• PER OPERATOR PRODUCTIVITY
Therefore the present Per operator productivity is 92 – 105 denims per shift. If correct method study is followed by reducing all the unnecessary and fatigue producing motions the operators it can efficiently be increased to 145 garments
per day which Is 16 percent of the present production.
• ATTRITION (From January to May) Total joined – 376 Total left – 149 Total attrition percentage – 39 %
• MACHINE BREAKDOWN - PRESSURE MAINTAINED : 1.1Kg/cm • REJECTS AND REWORK : Present rework percentage is 11 percent on an average.
• Safety
Present problems with the operators because of lack of proper training program
Reworks11%
Total Produc-
tion89%
PROJECT 2 - TRAINING PROGRAM FOR OPERATORS IN HAND SCRAPING DEPARTMENT
MONTH TOTAL AVERAGE PER DAYAPRIL 115 4MAY 147 5JUNE 124 4
TOTAL 386 13MONTHLY AVERAGE 129
DAILY AVERAGE 4.3
MONTHLY BREAKDOWN OF TUBES BECAUSE OF INADEQUATE PRESSURE
COST OF ONE TUBE : Rs. 780 - 800 DAILY LOSS : Rs. 3354 - 3440MONTHLY LOSS : Rs. 100,620 – 103,200
DEVISING THE SCHEDULE - AVERAGE HOURLY PRODUCTION ACCORDING TO THE EXPERIENCE
EXPERIENCE LEVEL STYLE AVERAGE HOURLY PRODUCTION
STANDARDIZED RATING
STANDARDIZED HOURLY PRODUCTION
0-2 MONTHS (TRAINEES)
EASY STYLES/LIGHT SCRAPPING
9 0 PERCENT 9
2-5 MONTHS LIGHT SCRAPPING / MEDIUM SCRAPPING
11.78 20 PERCENT 14
5-8 MONTHS MEDIUM SCRAPPING / FUL BODY SCRAPPING
10 50 PERCENT 15
8-12 MONTHS MEDIUM SCRAPPING / FUL BODY SCRAPPING
9.5 60 PERCENT 15.2
1 YEAR OR MORE MEDIUM SCRAPPING / FUL BODY SCRAPPING
11.5 60 PERCENT 18.4
0-2 MONTHS (TRAINEES)
2-5 MONTHS 5-8 MONTHS 8-12 MONTHS 1 YEAR OR MORE0
2
4
6
8
10
12
14
16
18
20
Series1
Based on the above graph it can be concluded that a training period of approximately 45 days is required for the training.
The schedule has two types of modules – teaching modules and evaluation modules.
During teaching modules the operators will work under the constant supervision of the trainer/supervisor.
Whereas during the evaluation modules the workers will work on their own without any constant supervision and evaluated simultaneously.
Evaluation reports will be maintained.
TRAINING SCHEDULEDAYS MODULE
1 DAYS INDUCTION1 DAY SAFETY AND HYGEINE TRAINING AND
EVALUATION
4 DAYS WORK METHOD TRAINING15 DAYS EVALUATION - WORK METHOD TRAINING
4 DAYS QUALITY TRAINING10 DAYS EVALUATION – QUALITY TRAINING
10 DAYS EVALUATION - FINAL
MODULE ONE – INDUCTION PROGRAM
• ABOUT THE COMPANY• KNOWLEDGE ABOUT
DENIM PROCESSES• SANDING PROCESS IN
DETAIL
MODULE 2 – SAFETY AND HYEGEINE
TRAINING/EVALUATION
• SAFETY MASK AND ITS IMPORTANCE
• THUMB PROTECTORS AND ITS IMPORTANCE
• HYGEINE• CLEANLINESS OF THE
FLOOR• EVALUATION
MODULE 3 – WORK METHOD TRAINING
• CORRECT POSTURE.• COERRECT METHOD• HAND TO EYE CO-
ORDINATION• STANDARD TIME HOURLY
PRODUCTION.• UNNECESSARY
MOVEMENTS
MODULE 4 – EVALUATION OF WORK METHOD TRAINING
• WORKING ON EASY STYLE• WORKING ON MEDIUM
STYLES• WORKING ON DIFFICULT
STYLES
MODULE 4 – QUALITY TRAINIG
• QUALITY SHOULD BE THE MAIN CONCERN
DEFECTS AND THERE CAUSES
FOLDING MARK BROKEN THREADINSUFFICIENT SANDING
MODULE 5 – EVALUATION OF QUALITY TRAINING MODULE
• REWORKS AND REJECTS FOR EVERY OPERATOR WILL BE CALCULATED.
• OPERATORS CAN BE DIVIDED INTO DIFFERENT GRADE LEVELS AS PER THE NO. OF REWORKS AND REJECTS.
MODULE 6 – FINAL EVALUATION
• OPERATORS WILL BE EVALUATED FOR EVERY PARAMETER FOR THE LAST TEN DAYS AND EVALUATED.
EVALUATION FORM.xlsx
MACHINE PARTS
OPERATOR VALUE ADDED TIME (FRONT)
AVERAGE TIME
RATING FACTOR
EFFICIENT TIME
VALUE ADDED TIME (BACK)
AVERAGE TIME
RATING FACTOR
EFFICIENT TIME
1 49, 47, 46, 48, 49
47.8 95% 45.41 107, 107 , 95 , 106 , 100
99.75 85 % 84.787
2 94 , 74 , 86 , 86 , 87
85.4 75 % 64 150 , 130 , 125 , 140
136.25 75% 102.2
3 60 , 65 , 60 , 65 , 63
62.6 85% 53.21 103 , 95 , 98 , 100 , 99
99 85 % 84.1
4 63 , 65 , 64 , 64 , 65
64.2 85% 54.5 104 , 97 , 100 , 99 , 96
100 85 % 85
5 48 , 48 , 48 , 44 , 46
46.8 95% 44.46 103 , 100 , 107 , 103 , 103
103.2 85 % 87.8
AVERAGE EFFICIENT
TIME
61.36 88.8
NORMAL TIME
52.156 75.48
STANDARDTIME
62.5 90.5
VALUE ADDED TIME
OPERATOR NON VALUE ADDED TIME (SEC)
AVERAGE TIME RATING FACTOR EFFICIENT TIME
1 62 , 50 , 55 , 60 , 61 57.6 80 46
2 33 , 45 , 47 , 45 , 39 41.8 85 36
3 41 , 36 , 58 , 41 , 50 45.2 85 38.42
4 45 , 49 , 44 , 50 , 45 46.6 85 40
5 40 , 42 , 39 , 41 , 42 41 85 35
AVERAGE EFFICIENT TIME
39.1
NORMAL TIME 35.1
STANDARD TIME 42.1
NON VALUE ADDED TIME
TOTAL PRODUCTION TIME
• Value added time + non value added time
42.1 + (90.5+62.5) = 195.1
• Total production time = 8*60*60*38 = 1094400 sec• Total pieces produces = 5609.5pcs.• Actual production = approx. 4000 pcs.• Production loss = 1609pieces (40 %)
TOTAL POINTS OF THE OPERATORNAME TEACHING
MODULE POINTS
QUALITY TRAINING
EVALUATION POINTS
WORK METHODS
EVALUATION POINTS
PRODUCTIVITY RATING POINTS
TOTAL POINTS
GRADING OF OPERATORS• Total teaching module points – 310
• Total evaluation points Work study evaluation points : 600 Quality module evaluation points :
150 Total : 750
GRADES POINTSA 848 OR MOREB 636 OR MOREC LESS THAN 636
• Productivity rating points : x
• TOTAL POINTS : 1060 + x
LASER SECTION
• FEATURES OF THE NEW MACHINE
• The new machine has double lens• The laser speed is much faster than the prior machine• The machine reduces the adjusting time of the laser as it is capable of doing both upper
and chevron in one go.• If the motion study is properly implemented the machine is capable of giving almost
double production
WORK STUDY
OBSERVED TIMEOBSERVATION TIME (SEC)
1 792 833 784 785 73
AVERAGE TIME 78.25NORMAL TIME (95%) 74.337
STANDARD TIME ( 12% , 4% ) 86.21
TOTAL PRODUCTION (8 HOUR SHIFT) 334
METHOD STUDY
RIGHT LEG LEFT LEGREACH TO THE GARMENT USING LEFT HAND LASER ACTION ON THE LEFT LEG
GRABS THE DENIM AND BRINGS IT TO THE TABLE LASER ACTION ON THE LEFT LEGIDLE HOLDS THE GARMENT WHILE LASER ACTION STILL
BEING PERFORMED
IDLE ADJUSTING ACCORDING TO LASERADJUSTS AND ARRANGES LASER ON THE LOWER PART (CHEVRON)
ADJUST FOR LASER ACTION IDLE LASER ACTION PERMORMED ON THE UPPER PART LIFTS THE GARMENT
ADJUSTS FOR THE LASER ON THE LOWER PART KEEPS IT ON THE TROLLEYLASER ON THE LOWER PART
LIFTS THE GARMENTFOLDS THE GARMENT
KEEPS IT ASIDE FOR THE OTHER LEG
OBSERVATION
1. The same method study was observed for the older machine.
2. Ironically, with the present method study , the new machine is giving 50 percent less production than its original capacity.
3. Higher laser speed is not being utilized.
4. Operator not trained to use the machine properly.
5. Same operator changes the design every time it is needed by moving himself to the system which causes almost 10 percent loss in the total production.
6. There is a sorting problem in the dispatch area as the denims are sorted only waist size wise and leg size wise sorting is not being done.
FISHBONE ANALYSIS IF THE PROBLEM
LESS PRODUCTION
INADEQUATE OPERATOR TRAINING ON THE NEW
MACHINE
SAME OPERATOR CHANGING THE DESIGN ON THE SYSTEM VERY FREQUENTLY
NO LEG SIZE WISE SORTING IN THE DISPATCH
IMPROPER WORK STUDY METHODS
BOTH UPPER PART AND CHEVRON DONE SEPARATELY
IMPROPER UTILISATION OF THE HIGHER SPEED OF THE MACHINE AND DOUBLE HEAD
SOLUTION
• If Leg size is sorted in the dispatch area , the lots will have more denims of a common leg size.
• A common design can be prepared for more no. of denims which will laser both upper and lower part in one go.
• Operator`s frequency of moving to the computer would be lessened to a remarkable level.
PROPOSED MOTION STUDY
RIGHT LEG TIME LEFT LEG TIMEREACH FOR THE DENIM USING LEFT
LEG1 IDLE
GRAB AND BRING IT ONTO THE TABLE
1.5 IDLE
ADJUSTS FOR THE LASER ACTION 3 IDLE
LASER ACTION PERFORMED 8 REACHES FOR THE DENIM USING RIGHTHAND
1
LASER ACTION PERFORMED - ADJUSTS FOR THE LASER ACTION 3
PICKS UP THE DENIM , FOLDS AND KEEP IT ASIDE FOR THE NEXT LEG
4 LASER ACTION PERFORMED -
IDLE LASER ACTION PERFORMED -
IDLE KEEPS THE DENIM ON THE TROLLEY 2
TOTAL TIME 17.5 5
TOTAL TIME : LEFT LEG + RIGHT LEG 17.5 + 5 22.5 Sec
Units ( secs )
TOTAL TIME 22.5
NORMAL TIME 21.373
STANDARD TIME 22.28
TOTAL PRODUCTION (8 HOUR HIFT) 1292
DIFFERENCE IN PRODUCTION 1292-334 = 958
INCREASE IN OUPUT 74.1 percent
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