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.


Reasons TimeWork Area not cleared 2.15 minutes+ 34 sec. + 36

sec + 48 sec

Total 4.21 minutes


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


2000

4000

6000

8000

10000

Chart Title

Series1

Week 1 Week 1


100020003000400050006000700080009000

Chart Title

Series1


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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internship at arvind apparels

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