Theses on application of IE in garments

capacity study and line balancing

Submitted To
Supervising Teacher
SL Name Ms. Farah Amreen
ID
lamiya,
Lecturer,
01 Rofikul Islam 120103022 Department of Textile
Engineering
02 Md. AssadujjamanRoni 120103028

03 Md .Abu Sayeed 120103020

04 Md .Murad Hossain 120103041

Submitted by

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 ACKNOWLEDGEMENT
At first we would like to express our heart-felt thanks to almighty ALLAH for his kind blessing
for complete of this internship report successfully.

We would like to thank our honorable supervisor,FarahAmereenLamiya,Lecturer, at

Department of Textile Engineering, for his guidance,help and encouragement throughout the
progress of the internship report. We are very grateful for his kind advice and instructions.

We would like to thank Ashraful Haque, Manager, Research & Development of Babylon Group
and the staff of Md KabirHossain who motivate us thoroughly and the other people, who have
made a significant contribution to make this report successful. Their guide lines, suggestions &
inspiration helped us a lot.

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 EXECUTIVE SUMMARY

The Industrial Attachment is the most effective way for Textile Engineering student to be
achieved the knowledge about the practical field of the Textile Manufacturing. It brings an
opportunity to all the learners to enrich their academic knowledge by practicing with the experts
of the practical field of textile.

It is our pleasure that we had an opportunity to complete our two month internship at Babylon
Group (Babylon Garments & Babylon Dresses Ltd.), which is one of the most modern
industries of the country.

Babylon Group is one of the major garments manufacturing organization in Bangladesh. This
organization increasingly reducing its rejection and rework rate in-process and final garments in
order to ensure product quality and delivery time as per buyer requirement and increase
profitability. Babylon will ensure sufficient training and suitable work to increase productivity
and skills of the employee. Now Babylon Garments has a 90000 square feet area. Its production
capacity is around 240000, number of machines 1500 and number of employees at least 4000.

In this report we tried to cover a short profile of Babylon group and major customers of Babylon
Group (Babylon Garments & Babylon Dresses Ltd.) and their different activities.

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 TABLE OF CONTENT
01 Acknowledgement 2
02 Chapter - 1 6-15
1.0 Introduction
1.1 Activities of Industrial Engineering
1.2 Objectives of Industrial Engineering
1.3 Functions of an Industrial Engineer
1.4 Techniques of Industrial Engineering
1.5 IE JOB Profile
1.6 Industrial Engineering Tools
03 Chapter 2 16-24
2.0 Work study
2.1 Father of work study
2.2 Distinct discipline of work study
2.3 Characteristic of work study engineer
2.4 Function of Work Study Engineering
2.5 General Function
2.6 Step involved
2.7 Standard Time and Target Setting
2.8 Method Analysis
2.9 Workplace Layout

04 Chapter--3: Capacity study 25-30

3.1. Definition of Capacity study
3.2. Capacity sheet
3.3. Capacity graph
3.4. Line layout
3.5. Cycle time
3.6. Total time
3.7. Average time
3.8. Allowance
3.9. Capacity of worker
3.10. SAM (Standard allowed minute)
3.11. Best achieve
05 Chapter- 4: Line balancing 31-39
4.0. Line balancing
4.1. Objective of Line balancing

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 4.2. Importance of Line balancing
4.3. Process breakdown
4.4. Limitation of Line balancing
06 Chapter- 5: Conclusion 40

Chapter-1

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1.0 Introduction:
Industrial attachment may compare as pre-job. So for appropriate industrial attachment should
select a perfect industry. Fortunately we found a modern industry as like BABYLON GROUP
(BABYLON GARMENTS LTE. & BABYLON DRESSES LTD.) The working discipline of
this industry has impressed us. We highly advanced technology and an emphasis on developing
local human resources. Two month of this industrial attachment is attached to our study
curriculum to achieve adequate practical Knowledge and develop adopting power with industrial
environment.

We have prepared this attachment in BABYLON GROUP (BGL & BDL), which is 100% export
oriented garments industry. It has well planned, environment and over all section for making
garments.
By means of the practical knowledge its possible to apply the theoretical knowledge in the
practical field. For any technical education practical experience is almost equally important in
association with the theoretical knowledge. The training minimizes the gap between theoretical
and practical knowledge and makes us familiar with the industrial environment, we got an
opportunity to complete 8 weeks (56 days) long industrial training and I did it in BABYLON
GROUP (BABYLON GARMENTS LTD. & BABYLON DRESSES LTD.). It has well
garments unit. It has a WOVEN GARMENTS factory.

The industrial attachment is the process which builds understanding skill & attitude of the
performer, which improves his knowledge in boosting productivity & services. College
education provides us vast theoretical knowledge as well as more practical attachment, despite
all these industrial attachment help us to be familiar with the technical support of modern
machinery, Knowledge about various operation stages. It also provides us sufficient practical
knowledge about R&D (Productivity evaluation, Time study, target, work study, efficiency) &
maintenance of machinery and their operation techniques etc. the above mentioned cannot be
achieved successfully by means of theoretical knowledge only. This is why it should be
accomplished with practical knowledge in which it is based on industrial attachment makes us
reliable to be accustomed with the industrial atmosphere & improve courage & inspiration to
take self-responsibility.

1.1. Activities of Industrial Engineering:

Selection of processes and assembling methods.

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 Selection and design of tools and equipment.
Design of facilities including plant location, layout of building, machine
and equipment.
Design and improvement of planning and control system for
production, inventory, quality and plant maintenance and distribution
systems.
Development of time standards, costing and performance standards.
Design and installation of value engineering and analysis system.
Operation research including mathematical and statistical analysis.

1.1 Objectives of Industrial Engineering

To establish methods for improving the operations and controlling the
production costs.
To develop programmers for reducing costs.

1.2 Functions of an Industrial Engineer

Developing the simplest work methods and establishing one best way
of doing the work.
Establishing the performance standards as per the standard methods
(Standard Time).
To develop a sound wage and incentive schemes.
To aiding the development and designing of a sound inventory control,
determination of economic lot size and work in process for each stage
of production.
Development of cost reduction and cost control programmers and to
establish standard costing system.

1.4 Techniques of Industrial Engineering

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Method study

To establish a standard method of performing a job or an operation after

thorough analysis of the jobs and to establish the layout of production
facilities to have a uniform flow of material without back tracking.

Time study (work measurement)

This is a technique used to establish a standard time for a job or for an

operation.

Motion Economy

This is used to analyses the motions employed by the operators do the work.
The principles of motion economy and motion analysis are very useful in
mass production or for short cycle repetitive jobs.

Value Analysis

It ensures that no unnecessary costs are built into the product and it tries to
provide the required functions at the minimum cost. Hence, helps to enhance
the worth of the product.

Production, Planning and Control

This includes the planning for the resources (like men, materials and
machine) proper scheduling and controlling production activities to ensure
the right quantity, quality of product at predetermined time and pre-
established cost.

Inventory Control

To find the economic lot size and the reorder levels for the items so that the
item should be made available to the production at the right time and
quantity to avoid stock out situation and with minimum capital lock-up.

Job Evaluation

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This is a technique which is used to determine the relative worth of jobs of
the organization to aid in matching jobs and personnel and to arrive at sound
wage policy.
Material Handling Analysis

To scientifically analysis the movement of materials through various

departments to eliminate unnecessary movement to enhance the efficiency
of material handling.

Ergonomics (Human Engineering)

It is concerned with study of relationship between man and his working

conditions to minimize mental and physical stress. It is concerned with man-
machine system.

1.5 IE JOB Profile

It was just a couple of years back that demand of an industrial engineer has
increased many times. Reason, an Industrial engineer can do a lot to improve
performance of the company. But the fresh student passed out from
educational institute (Fashion institutes) acquired limited knowledge about
the job profile of an Industrial engineer. Maximum works are learnt in factory
by working. There is number of tools and techniques which are used in by
industrial engineers to establish an effective production system in the
company. Without having such tools earlier production managers and line
supervisors faced difficulty in measuring work content, garment costing, and
production planning correctly, even it was difficult to finalize orders. Our
team has worked to find out important tasks those are important for an
engineer, and needs detailed understanding of production fields, included in
the following. Though job profile of an Industrial Engineer varies company to
company, most of the job profile fall under following list.

Knowledge about various sewing production systems

Knowledge of all types of Sewing machine necessary for the company
Time study (Cycle timing)
motion analysis of the operations
Operation break down
Preparation of OB (Operation bulletin)

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 SAM Calculation
M/C Layout and Work station layout
Line Set up Production estimation of a line
Work Sampling
Method Study (Seeing Movements of an operation)
WIP Control
Line Balancing

1.6 Industrial Engineering Tools

Lean Manufacturing
5S
JIT (Just In Time).

1.6.1 Lean Manufacturing

Lean Manufacturing, also called Lean Production, is a set of tools and
methodologies that aims for the continuous elimination of all waste in the
production process. The main benefits of this are lower production costs,
increased output and shorter production lead times. More specifically, some
of the goals include:

Defects and wastage-Reduce defects and unnecessary physical wastage,

including excess use of raw material inputs, preventable defects, costs
associated with reprocessing defective items, and unnecessary product
characteristics which are not required by customers;

Cycle Times

Reduce manufacturing lead times and production cycle times by reducing

waiting times between processing stages, as well as process preparation
times and product/model conversion times.

Inventory levels

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Minimize inventory levels at all stages of production, particularly works in-
progress between production stages. Lower inventories also mean lower
working capital requirements.

Labor productivity

Improve labor productivity, both by reducing the idle time of workers and
ensuring that when workers are working, they are using their effort as
productively as possible (including not doing unnecessary tasks or
unnecessary motions);

Utilization of equipment and space

Use equipment and manufacturing space more efficiently by eliminating

bottlenecks and maximizing the rate of production though existing
equipment, while minimizing machine downtime.

Flexibility

Have the ability to produce a more flexible range of products with minimum
changeover costs and changeover time.

Output

Insofar as reduced cycle times, increased labor productivity and elimination

of bottlenecks and machine downtime can be achieved, companies can
generally significantly increased output from their existing facilities. Most of
these benefits lead to lower unit production costs for example, more
effective use of equipment and space leads to lower depreciation costs per
unit produced, more effective use of labor results in lower labor costs per
unit produced and lower defects lead to lower cost of goods sold.

1.6.2. 5S
5S represents 5 disciplines for maintaining a visual workplace (visual controls
and information systems). These are foundational to Kaizen (continuous
improvement) and a manufacturing strategy based "Lean Manufacturing"

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(waste removing) concepts. 5S is one of the activities that will help ensure
our companys survival.
1. Sort-All unneeded tools, parts and supplies are removed from the area
2. Set in Order-A place for everything and everything is in its place
3. Shine-The area is cleaned as the work is performed
4. Standardize-Cleaning and identification methods are consistently applied
5. Sustain-5S is a habit and is continually improved

Also-Work areas are safe and free of hazardous or dangerous conditions.

1.6.2 JIT (Just In Time)

JIT philosophy means getting the right quantity of goods at the right
place and the right time.
JIT exceeds the concept of inventory reduction.
JIT is an all-encompassing philosophy found on eliminating waste.
Waste is anything that does not add value. A broad JIT view is one that
encompasses the entire organization.

1.6.3.1 Objective of JIT

Produce only the products the customer wants.
Produce products only at the rate that the customer wants them.
Produce with perfect quality.
Produce with minimum lead time.
Produce products with only those features the customer wants.
Produce with no waste of labor, material or equipment --every
movement must have a purpose so that there is zero idle inventory.
Produce with methods that allow for the development of people.

1.6.3.2KANBAN
KANBAN, a technique for work and inventory release, is a major component
of Just in Time and Lean Manufacturing philosophy. It was originally
developed at Toyota in the 1950s as a way of managing material flow on the
assembly line. Over the past three decades the Kanban process, a highly
efficient and effective factory production system, has developed into an
optimum manufacturing environment leading to global competitiveness.
Kanban stands for Kan-card, Ban-signal. The essence of the Kanban concept
is that a supplier, the warehouse or manufacturing should only deliver

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components as and when they are needed, so that there is no excess
Inventory. Within this system, workstations located along production lines
only produce/deliver desired components when they receive a card and an
empty container, indicating that more parts will be needed in production. In
case of line interruptions, each workstation will only produce enough
components to fill the container and then stop. In

Chapter-2
Work study

2.0 Work study

Work study is a systematic technique of method analysis work measurement
and setting of time standard that can be ensure the highest productivity by
the optimum use of man power, equipment and material.

2.1 Father of work study

FW (Frederic Winslow) tailor who is called the father of scientific
management is the founder of work study. During Second World War USA
needed many arms in short time?Then Mr. FW Tailor applied work study
concept to make many arm in short time and got a tremendous result. His
ideas were generated as the worked for various firms and work study is
being used everywhere. Now it is circumference is getting largely day by day.

2.2 Distinct discipline of work study

Method study, which is concerned with the systematic way in which the
tasks is carried out, and
Work measurement, which is concerned with the time and effort
required to carry out the task.

2.3 Characteristic of work study engineer

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A work study engineer need to be educated, expert, smart, confident,
personal dignity and honest. Details below-

Sincerity and Honest

The work study person must be sincere and honest only if is the case will he
she gain the confidence and respect of those with whom he or she will work.

Enthusiasm

He/ she must be really keen on the job, believe inthe importance of what he
or she is doing and be able to transmit enthusiasm to the people round
about.

Tact/Diplomacy

Tact is dealing with people comes from understanding them and not wishing
to hurt their feeling by unkind or thoughtless word, even when these may be
justified. Without justified no work study person is going to get very far.

Good Appearance

The person must be neat tidy & look efficient. This will inspire confidence
among the people with whom he or she has to work.

Self-Confidence

This can only come with good training and experience of applying work study
successfully. The work study practitioner must be able to stand up to top
management, supervisors or workers in defense of his opinion and finding,
and to do so in such a way that will respect and not give offence.

2.4 Function of Work Study Engineering

2.4.1 Engineering Function

Method Study

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Space environment, Equipment, Machine attachment, Element study,
Effective and ineffective time segregation, Handling and movement,
Contingency, Improve worker performance, Find better way of work, Reduce
ineffective time and Increasing needling time, Selling better method to
others.

Work Measurement

Cycle check, Observed time, Rating, BMV, and SMV, Production study, Time
study, setting time standard and sampling.

General Sewing Data(GSD)

Method study and develop within GSD coding time by reducing unnecessary
task through method study.

Breakdown and Layout

Operation breakdown, Time setting, Process sequence, tight& loose flow,

Incentive or No incentive layout, Operation & workers selection.

Consumption

All measurable trims like Thread, String, Tape, Webbing, Binding, Grosgrain,
and Velcro. Elastic, Z-Band/linear, fabric & other like.

Calculation

Feeding time, Produced time, Efficiency, Target setting, productivity gap,

Individual performance and capacity, Potential pieces, Required production
days/hours/workers, Contingency, AQL,OQL, Accuracy & confident level, Cost
breakdown point, Ratio, Load range, Sewing time, Effective time, BPT,
HPT,LPT,BMV,SMV.

2.5: General Function

1.SMV and Production Plan

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SMV estimation and update production plan.

2.Incentive Package

Analysis and control production plan as higher performance level.

3. Reporting

Efficiency, Performance, Capacity, Production statement, Earning statement,

Comparison, Factory/line capacity, Incentive calculation and management
key information as required.

4. Keeping History

Standard data, Product, Earning, Efficiency, Performance,

Progression, Target and target efficiency analysis.

5.Data Centralization

Control and centralization of all data across units.

6.Save Material

Protection to misuse of trims measurable likes threads. String,

Binding, Tape, Velcro, Elastic, Z-band, Webbing, Grosgrain etc.
And countable likes button eyelet, Stopper, Puller, Zipper etc.

7. Multi Experience

Basic quality procedure and acceptance level, Basic maintenance,

Cutting, Marker, Pattern, Sample and packing/shipping method.
8.ReservedExpert

To help others section where needed as reserved expert.

9.Motivation

Training, Job facilities, Life standardization and techniques presentation.

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2.6 Step involved
1. Analyze each style to determine its requirement for production.

2. Style Analysis is based on: -Firms quality standards

-Amount of labor required
-Available equipment
-Volume to be produced
-Expected throughput time

3. Style requirements are determined through analysis of samples and

specifications

4. Apparel Engineers are concerned with

-Number, complexity and sequence of Operations

-Equipment Required
-Time and Skill Required

5. Operation Breakdown

Work in each style is broken down into operations An operation B/down is

sequential list of all the operations that involved in assembling a garment
used to establish the workflow for each style.

6. Apparel engineers study each operation to improve its effectiveness and

efficiency and to establish methods to ensure a consistent performance by
operators and consistent products.

2.7 Standard Time and Target Setting

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Many companies do not use standard time systems; target setting is based
on guesswork and experience. Establishment of Standard times and the
development of the best method to manufacture is vitally important to
improve productivity. Every company that wishes to compete in the future
must realize this. This chart clearly illustrates the benefits to factory
efficiency if standard times and well developed methods are used.

2.8 Method Analysis

Most of the companies are using poor methods, operators are left to
establish best way to do the job, decide on the number of bursts of stitching,
folding and unfolding of parts, unnecessary matching and additional
handling, all of these motions add to the time it takes to manufacture the
garment and should be eliminated. Method study can be implemented in any
type of production system whether it is in-house or on a contract basis.
Propermethod analysis can improve productivity by at least 15%.

2.9 Workplace Layout

The management wants to fit as many machines in the factory as possible,
reducing the scope for methods improvement. The space between machines
is insufficient in many cases.

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 Chapter-3
Capacity study
3.1.Definition of Capacity study
In Apparel Manufacturing, Production capacity is one of the most important
criteria used for vendor selection by the buyers. It is because; the production
time of an order is directly proportional to vendors production capacity. So it
is very important that marketing and planning personnel should aware about
the production capacity of their production units.

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 Line no: 14 Fig.Seweing section of Babylon garment limited

3.2. Capacity sheet

Capacity of a line is primarily expressed in terms of total machines have.
Secondly, how much pieces the factory produces on daily/hourly for the
specific products. And the number of worker and his/her capacity.

Before experiment
Babylon Garments & Babylon Dresses Ltd.
Capacity Study Sheet
Sweing Line:14 Buyer Name : GP
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 Cycle Time TT Av All Bes
Operation O a o Capac SA t TTO
Name
name 1 2 3 4 5 Ti Ti 20 ity M Ac Ach
me me % h
1
0.6
Sabina Front part mark 29 44 30 25 28 156 31 6.2 37 2 96
2
Front Part 0.5
Antora mark 25 28 24 30 26 133 27 5.3 32 3 113 209
3
Slv match with 0.2
Santo body 15 15 15 15 10 70 14 2.8 17 8 214 214
4
Front part 0.2
Naim scissoring 15 15 15 15 10 70 14 2.8 17 8 214 214
5
0.1
Tania Slv pair 7 7 7 5 7 33 6.6 1.3 7.9 3 455 455
Muslim Slv join with
6
a front part 22 22 24 23 25 116 23 4.6 28 0.46 129
Slv join with
7
Laboni front part 31 30 28 32 30 151 30 6 36 0.6 99 229
Anjuar BK & front part
8
a march 15 15 15 15 15 75 15 3 18 0.3 200 200
Bk& front part
9
Rina join 25 16 25 25 25 116 23 4.6 28 0.46 129 129
1 Tap join with
0 Faisal collar upper side 12 12 10 12 12 58 12 2.3 14 0.23 259
1 Tap join with
1 Sahin collar middle Psn 10 10 10 10 10 50 10 2 12 0.2 300 559
Collar scissoring
1
acc.to
2
Rahim measurement 15 15 15 15 15 75 15 3 18 0.3 200 200
1
3 Fetama Zipper tack 16 18 16 18 18 86 17 3.4 21 0.34 174 174
1 Collar mark for
4 Sonia join 11 10 10 11 10 52 10 2.1 12 0.21 288 288
1 Collar match
5 Helali with body 10 12 10 14 12 58 12 2.3 14 0.23 259 259
1 Pollar join with
6 Anju Zipper 8 8 8 8 8 40 8 1.6 9.6 0.16 375 375
1
7 sahana Pollar chap tack 18 17 18 18 18 89 18 3.6 21 0.36 169 169
1 Collar join with
8 saharia body 15 14 15 15 15 74 15 3 18 0.3 203 203
1 Zipper lower side
9 Rohima join with body 15 14 15 16 15 75 15 3 18 0.3 200 200
2
0 Laily Zipper side cut 20 20 21 20 20 101 20 4 24 0.4 149 149
2
1 Alea Zipper mark 6 6 6 6 6 30 6 1.2 7.2 0.12 500 500
2 Mahmu Zipper join one
2 da side with body 49 45 45 48 46 233 47 9.3 56 0.93 64
2 Zipper join one
3 Akas side with body 30 35 30 30 30 155 31 6.2 37 0.62 97 161
2 Zipper join after
4 Sajeda one side att 10 12 10 10 12 54 11 2.2 13 0.22 278 278
2 zipper join
5 Dulali another side 26 20 20 20 22 108 22 4.3 26 0.43 139
2 zipper join
6 Mukta another side 15 15 18 15 18 81 16 3.2 19 0.32 185 324
2 trim&check after
7 Parbin zipper join 10 14 15 12 15 66 13 2.6 16 0.26 227 227
2 collar colse side
8 Taslima psn 29 30 28 29 29 145 29 5.8 35 0.58 103 103
2 Roksan coller close side 35 35 35 30 32 167 33 6.7 40 0.67 90 90

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9 a psn
3 coller scissoring
0 Imran after close 15 18 18 16 18 85 17 3.4 20 0.34 176 176
3 Tap att with
1 Munna zipper one side 12 12 12 15 12 63 13 2.5 15 0.25 238 238
3 Trim & check
2 Monika after tap join 12 12 14 12 12 62 12 2.5 15 0.25 242 242
Tap att with
3
zipper another
3
Nilu side 14 14 14 12 14 68 14 2.7 16 0.27 221 221
3 Trim & check
4 Rehana after tap join 14 14 14 12 15 69 14 2.8 17 0.28 217 217
Excess tap fold
3
stitch after tap
5
Santa att 14 15 14 15 15 73 15 2.9 18 0.29 205 205
3 Champ
6 a Hala mark 30 25 30 30 20 135 27 5.4 32 0.54 111
3
7 Sapla Hala mark 30 40 40 38 32 180 36 7.2 43 0.72 83 194
3
8 Nazma Coller close 65 67 70 65 68 335 67 13 80 1.34 45
3
9 badena Collar colse 70 75 78 65 70 358 72 14 86 1.43 42
4 Masud
0 a Collar Close 80 80 80 80 80 400 80 16 96 1.6 38
4
1 Seauly Collar close 80 80 80 80 80 400 80 16 96 1.6 38 162
4 Care lblatt with
2 Majida body 16 16 16 15 16 79 16 3.2 19 0.32 190 190
4 Size lblatt with
3 asma body 12 15 13 15 14 69 14 2.8 17 0.28 217 217
4 Shmim
4 a NK ts 36 35 37 35 37 180 36 7.2 43 0.72 83
4
5 Salma NK ts 35 35 38 35 38 181 36 7.2 43 0.72 83 166
4 Sahinu Trim &check
6 r after nkts 19 19 18 15 15 86 17 3.4 21 0.34 174
4 Trim & check
7 Asma after nkts 15 15 15 15 15 75 15 3 18 0.3 200 374
4 Coller upper side
8 Sekara tack 40 40 40 40 40 200 40 8 48 0.8 75
4 Collar upper side
9 Hasan tack 40 42 40 40 40 202 40 8.1 48 0.81 74 149
5 Khadiz Trim & check
0 a after collar tack 30 20 30 30 30 140 28 5.6 34 0.56 107
5 Trim & check
1 Nasrin after collar tack 30 30 20 30 20 130 26 5.2 31 0.52 115 223
5 Mahinu
2 r Zipper tack 46 47 45 48 45 231 46 9.2 55 0.92 65
5
3 China Zipper tack 52 50 50 50 50 252 50 10 60 1.01 60
5
4 Rojina Zipper tack 60 55 55 55 55 280 56 11 67 1.12 54 178
5
5 Parbin Side seam 47 50 51 48 48 244 49 9.8 59 0.98 61
5
6 Asma Side seam 45 45 48 48 48 234 47 9.4 56 0.94 64
5
7 Sorif Side seam 47 50 51 48 48 244 49 9.8 59 0.98 61 187
5 Momot
8 az 4 point check 15 15 15 15 15 75 15 3 18 0.3 200
5 Khalad
9 a Side btm tack 12 12 12 12 10 58 12 2.3 14 0.23 259 259
6
0 Sriti Btmservecing 20 18 20 21 18 97 19 3.9 23 0.39 155 155
6
1 Jia Cuff servecing 15 18 14 15 15 77 15 3.1 18 0.31 195 195

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6
2 Rasad Btm piping 22 20 22 22 20 106 21 4.2 25 0.42 142 142
6 Trim & check
3 Seauli after btm piping 13 10 15 14 13 65 13 2.6 16 0.26 231 231
6
4 Salim Slv piping 15 14 15 15 12 71 14 2.8 17 0.28 211 211
6 trimming after
5 Oajed slv piping 15 15 15 15 15 75 15 3 18 0.3 200 200
6 Badybtm&slv
6 FAisal piping mark 35 35 35 35 35 175 35 7 42 0.7 86 86
6
7 Asma Stitch open 30 30 30 35 35 160 32 6.4 38 0.64 94
6
8 Laily Stitch open 35 25 20 25 25 130 26 5.2 31 0.52 115 209
6 Slv cuff &btm
9 Apu tack 47 49 50 45 48 239 48 9.6 57 0.96 63
7 Sahinu Slv cuff &btm
0 r tack 43 45 40 48 43 219 44 8.8 53 0.88 68 131
7 Trimming after
1 Aklima tack 15 15 15 15 15 75 15 3 18 0.3 200 200
7
2 Julakha Slv cuff re-stitch 72 60 55 55 60 302 60 12 72 1.21 50
7
3 Mojida Slv cuff re-stitch 60 60 65 60 60 305 61 12 73 1.22 49
7
4 Basona Slv cuff re-stitch 32 30 30 32 30 154 31 6.2 37 0.62 97 196
7
5 Seauly Btm re-stitch 20 30 25 25 25 125 25 5 30 0.5 120
7
6 Sahera Btm re-stitch 52 48 53 49 56 258 52 10 62 1.03 58 178
7 15 14 15
7 Seauly Thread cutting 146 0 147 5 8 746 149 30 179 2.98 20
7 13 13 13
8 Mina Thread cutting 137 6 130 8 5 676 135 27 162 2.7 22
7 14 13
9 Sultana Thread cutting 51 0 142 58 8 529 106 21 127 2.12 28
8 14 13
0 Rupali Thread cutting 51 0 142 58 8 529 106 21 127 2.12 28 99
52.1

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 559

500
455

375 374
324
288 278
259 259
229 242
238 231
214
214 227 221
217 217 223
209 200 200 203
200 205 211
200209200
194190 187 195 196
174 169 176 178 178
149161 162 166149 155142
129 131
103 99
90 86

Before experiment capacity graph

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After experiment
Babylon Garments & Babylon Dresses Ltd
Capacity Study Sheet
Sewing Line:14 Buyer Name : GP
Be
Cycle Time TTO Ava Allo
Capaci SA st
Name Operation name Tim Tim 20 TTO Ach
ty M Ac
1 2 3 4 5 e e %
h
0.5 11
Antora Front Part mark 25 28 24 30 26 133 27 5.3 32 3 3 113
Slv match with 0.2 21
1
Santo body 15 15 15 15 10 70 14 2.8 17 8 4 214
Front part 0.2 21
2
Naim scissoring 15 15 15 15 10 70 14 2.8 17 8 4 214
0.1 45
3
Tania Slv pair 7 7 7 5 7 33 6.6 1.3 7.9 3 5 455
Slv join with 0.4 12
4
Muslima front part 22 22 24 23 25 116 23 4.6 28 6 9 129
BK & front part 20
5
Anjuara march 15 15 15 15 15 75 15 3 18 0.3 0 200
Bk& front part 0.4 12
6
Rina join 25 16 25 25 25 116 23 4.6 28 6 9 129
Tap join with 0.2 25
7
Faisal collar upper side 12 12 10 12 12 58 12 2.3 14 3 9 259
Collar scissoring
8 acc.to 20
Rahim measurement 15 15 15 15 15 75 15 3 18 0.3 0 200
0.3 17
9
Fetama Zipper tack 16 18 16 18 18 86 17 3.4 21 4 4 174
1 Collar mark for 0.2 28
0 Sonia join 11 10 10 11 10 52 10 2.1 12 1 8 288
1 Collar match 0.2 25
1 Helali with body 10 12 10 14 12 58 12 2.3 14 3 9 259
1 Pollar join with 0.1 37
2 Anju Zipper 8 8 8 8 8 40 8 1.6 9.6 6 5 375
1 0.3 16
3 sahana Pollar chap tack 18 17 18 18 18 89 18 3.6 21 6 9 169
1 Collar join with 20
4 saharia body 15 14 15 15 15 74 15 3 18 0.3 3 203
Zipper lower
1
side join with 20
5
Rohima body 15 14 15 16 15 75 15 3 18 0.3 0 200
1 14
6 Laily Zipper side cut 20 20 21 20 20 101 20 4 24 0.4 9 149
1 0.1 50
7 Alea Zipper mark 6 6 6 6 6 30 6 1.2 7.2 2 0 500
1 Mahmu Zipper join one 0.9
8 da side with body 49 45 45 48 46 233 47 9.3 56 3 64
1 Zipper join one 0.6
9 Akas side with body 30 35 30 30 30 155 31 6.2 37 2 97 161
2 Zipper join after 0.2 27
0 Sajeda one side att 10 12 10 10 12 54 11 2.2 13 2 8 278
2 zipper join 0.4 13
1 Dulali another side 26 20 20 20 22 108 22 4.3 26 3 9 139
2 trim&check after 0.2 22
2 Parbin zipper join 10 14 15 12 15 66 13 2.6 16 6 7 227
2 Taslima collar colse side 29 30 28 29 29 145 29 5.8 35 0.5 10 193

Page|25
3 psn 8 3
2 coller close side 0.6
4 Roksana psn 35 35 35 30 32 167 33 6.7 40 7 90
2 coller scissoring 0.3 17
5 Imran after close 15 18 18 16 18 85 17 3.4 20 4 6 176
2 Tap att with 0.2 23
6 Munna zipper one side 12 12 12 15 12 63 13 2.5 15 5 8 238
2 Trim & check 0.2 24
7 Monika after tap join 12 12 14 12 12 62 12 2.5 15 5 2 242
Tap att with
2
zipper another 0.2 22
8
Nilu side 14 14 14 12 14 68 14 2.7 16 7 1 221
2 Trim & check 0.2 21
9 Rehana after tap join 14 14 14 12 15 69 14 2.8 17 8 7 217
Excess tap fold
3
stitch after tap 0.2 20
0
Santa att 14 15 14 15 15 73 15 2.9 18 9 5 205
3 0.5 11
1 Champa Hala mark 30 25 30 30 20 135 27 5.4 32 4 1
3 0.7
2 Sapla Hala mark 30 40 40 38 32 180 36 7.2 43 2 83 194
3 1.3
3 Nazma Coller close 70 72 70 65 73 350 67 13 80 4 45
3 1.4
4 badena Collar colse 70 75 78 65 70 358 72 14 86 3 42
3
5 Masuda Collar Close 80 80 80 80 80 400 80 16 96 1.6 38 124
3 Care lblatt with 0.3 19
6 Majida body 16 16 16 15 16 79 16 3.2 19 2 0 190
3 Size lblatt with 0.2 21
7 asma body 12 15 13 15 14 69 14 2.8 17 8 7 217
3 0.7
8 Shmima NK ts 36 35 37 35 37 180 36 7.2 43 2 83
3 0.7
9 Salma NK ts 35 35 38 35 38 181 36 7.2 43 2 83 166
4 Trim &check 0.3 17
0 Sahinur after nkts 19 19 18 15 15 86 17 3.4 21 4 4 174
4 Coller upper side
1 Sekara tack 40 40 40 40 40 200 40 8 48 0.8 75
4 Collar upper side 0.8
2 Hasan tack 40 42 40 40 40 202 40 8.1 48 1 74 149
4 Trim & check 0.5 10
3 Khadiza after collar tack 30 20 30 30 30 140 28 5.6 34 6 7
4 Trim & check 0.5 11
4 Nasrin after collar tack 30 30 20 30 20 130 26 5.2 31 2 5 223
4 0.9
5 Mahinur Zipper tack 46 47 45 48 45 231 46 9.2 55 2 65
4 1.0
6 China Zipper tack 52 50 50 50 50 252 50 10 60 1 60
4 1.1
7 Rojina Zipper tack 60 55 55 55 55 280 56 11 67 2 54 178
4 0.9
8 Asma Side seam 45 45 48 48 48 234 47 9.4 56 4 64
4 0.9
9 Sorif Side seam 47 50 51 48 48 244 49 9.8 59 8 61 126
5 Momota 20
0 z 4 point check 15 15 15 15 15 75 15 3 18 0.3 0 200
5 0.2 25
1 Khalada Side btm tack 12 12 12 12 10 58 12 2.3 14 3 9 259
5 0.3 15
2 Sriti Btmservecing 20 18 20 21 18 97 19 3.9 23 9 5 155
5 0.3 19
3 Jia Cuff servecing 15 18 14 15 15 77 15 3.1 18 1 5 195
5 0.4 14
4 Rasad Btm piping 22 20 22 22 20 106 21 4.2 25 2 2 142
5 Trim & check 0.2 23
5 Seauli after btm piping 13 10 15 14 13 65 13 2.6 16 6 1 231

Page|26
5 0.2 21
6 Salim Slv piping 15 14 15 15 12 71 14 2.8 17 8 1 211
5 trimming after 20
7 Oajed slv piping 15 15 15 15 15 75 15 3 18 0.3 0 200
5 Badybtm&slvpipi
8 FAisal ng mark 35 35 35 35 35 175 35 7 42 0.7 86 86
5 0.6
9 Asma Stitch open 30 30 30 35 35 160 32 6.4 38 4 94
6 0.5 11
0 Laily Stitch open 35 25 20 25 25 130 26 5.2 31 2 5 209
6 Slv cuff &btm 0.9
1 Apu tack 47 49 50 45 48 239 48 9.6 57 6 63
6 Slv cuff &btm 0.8
2 Sahinur tack 43 45 40 48 43 219 44 8.8 53 8 68 131
6 Trimming after 20
3 Aklima tack 15 15 15 15 15 75 15 3 18 0.3 0 200
6 1.2
4 Mojida Slv cuff re-stitch 60 60 65 60 60 305 61 12 73 2 49
6 0.6
5 Basona Slv cuff re-stitch 32 30 30 32 30 154 31 6.2 37 2 97 147
6 12
6 Seauly Btm re-stitch 20 30 25 25 25 125 25 5 30 0.5 0
6 1.0
7 Sahera Btm re-stitch 52 48 53 49 56 258 52 10 62 3 58 178
6 14 15 14 14 15 2.9
8 Seauly Thread cutting 6 0 7 5 8 746 149 30 179 8 20
6 13 13 13 13 13
9 Mina Thread cutting 7 6 0 8 5 676 135 27 162 2.7 22
7 14 14 13 2.1
0 Sultana Thread cutting 51 0 2 58 8 529 106 21 127 2 28
7 14 14 13 2.1
1 Rupali Thread cutting 51 0 2 58 8 529 106 21 127 2 28 99
46.
2

After experiment capacity graph

Page|27
 Chart Title
500
455
375

288 278
259 259 242 259
214
214 200 200 227 238 221
217 217 223 200 231
211
203
200 193 205
194 190 195 200209200
174 169 161 176 174
166 178 178
149 139 149 155142 147
113 129 129 124 126 131
86 99
43 45
44 47
46 49
48 51
50 53
52 54
2324252627282930313233343536373839404142
1 2 3 4 5 6 7 8 910111213141516171819202122

Page|28
3.4. Line layout
A line lay out operates on the principle that each unit is produced exactly the
same and those operations are performed in a specified sequence. Work
often flows from the back of the layout to the front and from workstation to
work station until the garment is completed. Line layout is most efficient with
long runs (high volume of identical products) when the sequence of
operations and equipment does not have to be changed frequently .
Depending on the volume required, a plant may have several lines making
the same style or several lines each making different styles. Line layout does
not necessarily mean each m/c is different. Several operators and helpers
may perform the same operation.

3.5. Cycle time

Total time taken to do all works to complete one operation, i.e. time from
pick up part of first piece to next pick up of the next piece. Cycle times are
taken 3 or 5 times for correct time. For Example: required time for front part
mark is 29, 44, 30, 25, 28.This is the 5 cycle time.

3.6. Total Time

Total time is the sum of cycle time.

Before experiment total time of front part marking (2 people)

(29+44+30+25+28) = 156

(25+28+24+30+26) = 133

After experiment total time of front part marking (25+28+24+30+26) = 133

Before experiment total time of collar close(4 people) (65+67+70+65+68)=

335

Page|29
(70+75+78+65+70)= 358

(80+80+80+80)= 400

(80+80+80+80)= 400

Before experiment total time of collar close (3 people)

(70+72+70+65+73)=350

(70+71+78+64+70)= 353

(80+80+80+80)= 400

3.7. Average time

Different worker do the same work in different time and same worker done
the same work in different time. To identify the capacity of a worker need to
find out the average time. For example: collar close is done by a worker in
70,75,78,65,70 sec. To determined the capacity of the worker need to find
out the average time.

SumoftheCycletime
Average time= Numberofthecycle

156+ 133
Before experiment average time of front part marking = 52 = 28.9

133
After experiment average time of front part marking = 5 = 26.6

Page|30
 (335+358+ 400+400)
Before experiment average time of collar close = 54 =

74.65

350+ 353+ 400

After experiment average time of collar close = 53 = 73.53

3.8. Allowance
Different types of allowances are allowed in apparel production floor. Such
as personal time allowance, Delay allowances, Fatigue allowances etc. with
20% allowance

Before experiment allowance time of front part marking = 5.78

After experiment allowance time of front part marking = 5.32

Before experiment allowance time of collar close = 14.93

After experiment allowance time of collar close = 14.70

3.9. Capacity of worker

Sum of average time and allowance

Before experiment capacity of front part marking= 28.9+5.78=34.68

After experiment capacity of front part marking=26.6+5.32=31.82

Before experiment capacity of collar close=74.65+14.93=89.58

After experiment capacity of collar close=73.53+14.70=88.23

3.10. SAM (Standard allowed minute)

The amount of time required to complete a specific job or operation under
existing condition, using the specified & standard method at a standard pace
when there is plenty of repetitive work .For Example: required time to
complete the collar close process is 1.34.

Page|31
 Capacityofworker
SAM= 60

34.68
Before experiment SAM of front part marking= 60 = .578

31.82
After experiment SAM of front part marking= 60 = .530

89.58
Before experiment SAM of collar close= 60 = 1.493

88.23
After experiment SAM of collar close= 60 = 1.470

3.11. Best Achieve

Best achieve is find out in hourly basic. By the best achieve find out the
hourly output.

60
Best achieve = SAM .

60
Before experiment capacity of front part marking= .578 =103.80

Page|32
 60
After experiment capacity of front part marking= .530 =113.20

60
Before experiment capacity of collar close= 1.493 =40.19

60
After experiment capacity of collar close= 1.470 =40.81

Chapter-04
Line Balancing

Page|33
4.0. Line Balancing
Line Balancing is leveling the workload across all processes in a cell or value
stream to remove bottlenecks and excess capacity. A constraint slows the
process down and results if waiting for downstream operations and excess
capacity results in waiting and absorption of fixed costs. It is the allocation
of sewing machine according to style and design of the garments. It depends
on what types of garments we have to produce. It is done to
increasing productivity.

4.1. Objective of line balancing

Match the production rate after all wastes have been removed to the talk
time at each process of the value stream.

1. Regular material flow.

2. Maximum uses of man power and machine capacity.

3. Minimum process time.

4. Minimizing workstation.

5. Maximum output at the desired time.

6. Quality maintenance of the garment.

7. Reduce production cost.

4.2. Importance of Line Balancing

1. Line balancing helps to know about new machine required for new
style.

2. It becomes easier to distribute particular job to each operator.

3. It becomes possible to deliver goods at right time at the agreed quality

for list cost.

Page|34
 4. Good line balancing increase the rate of production.

5. Line balancing helps to compare the required machinery with the

existing one and compare balance.

6. It also helps in the determination of labor requirement.

4.3. Process of long sleeve shirt

1. Upper part Rolling

2. Lower part rolling

3. Gaambel

4.sleeve plaket attach (left)

Page|35
5.sleeve palakeet attach (right)

6. plaket Iron

7. Pocket iron

8.pocket join

9.Care label attach

10.Yoke join

11.Yoke top stitch

12.Sholder join

13.Sholder top stitch

Page|36
 14.sleeve jion

15.Arm hole top stitch

16.Collar join
Main label attach

17. Collar top stittch

18. side sessaring

19. Side seam

20. Cuff join

21.Cuff top stitch

22.Bottom hem

Page|37
 23.Cuff hole

24.Body hole

25.Cuff button attach

26.Body button attach

Table: Before balance and after balance line

Before Balance After Balance
SL Process M/c Achieve Process M/c Achieve
1 Slv join with 2 229 Slv join with front 1 129
front part part

2 Bk& front part 1 130 Bk& front part 1 130

join join

3 Tap join with 2 559 Tap join with 1 259

collar upper side collar upper side

4 Zipper tack 1 174 Zipper tack 1 174

5 Pollar join with 1 375 Pollar join with 1 375

Zipper Zipper

6 Collar join with 1 203 Collar join with 1 203

body body

Page|38
7 Zipper lower 1 200 Zipper lower side 1 200
side join with join with body
body

8 Zipper join one 2 161 Zipper join one 2 161

side with body side with body

9 zipper join 2 239 zipper join 1 139

another side another side

10 collar close 4 162 collar close 3 124

11 Care lblatt with 1 190 Care lblatt with 1 190

body body

12 Size lblatt with 1 217 Size lblatt with 1 217

body body

13 Neck top stitch 2 166 Neck top stitch 2 166

14 Side seam 3 187 Side seam 2 126
15 Bottom 1 155 Bottom 1 155
servicing servecing
11 Btm piping 1 142 Btm piping 1 142
6
17 Sleeve piping 1 211 Sleeve piping 1 211
18 Sleeve cuff & 2 147 Sleeve cuff & 2 147
bottom tack bottom tack

19 Bottom re-stitch 2 178 Bottom re-stitch 2 178

Total =31 Total =26

Result
We find out that the main target of your project is to minimize the SMV. And
we can do that, before line balancing the line SMV is 52.072 and after
balanced line SMV is 46.236.

4.4. Limitations of Line Balancing

Page|39
1. Production lines were designed so that conveyor belts paced the speed of
the employees work. This arrangement wasn't appreciated by the
employees.

2. Inevitable changes lead to production lines being out of balance.

3. Rebalancing causes disruptions to production

Chapter-5

Conclusion
Industrial engineering is an important and essential part of any apparel
industry. We learn all the implementations of the processes which we have
studied theoretically. It gives us an opportunity to compare the theoretical
knowledge with practical facts and thus develop our knowledge and skills.
This project also gives us an opportunity to enlarge our knowledge of textile
administration, production planning, procurement system, production
process, and machineries and teach us to adjust with the industrial life.

Page|40