Presented byGUNJAN KUMARB.Tech (apparel production)N.I.F.T- HyderabadINDIA09582016928

INTERNSHIP

VELOCITY APPARELZ CO(ESC)Egypt North Africa

In Association With Amethia Export

P K Sahab(Director)

Amethia Export

Analysis of fabric inspection process. Identify the difficulties, capacity, and improve the work method to increase the productivity

PROJECT-1

OBJECTIVE

Increase the over all productivityIncrease the profitabilityEffective utilization of operators Reduce handling

METHEDOLOGY

Observe the whole inspection process Collect the data at various interval of timeDoing time studyDoing activity sampling

Capacity measurement:

RESOURCES: No of inspection m/c = 02No of operator = 09

Observations:-

641 yards = 641×0.9144m = 586.13m inspection / hour /m/c

Inspection from both m/c = 586.13 ×2 = 1172.26m/hour

Inspection in one shift from both m/c = 1172.26m×7.5 = 8791.95mtr

Total inspection in 24hour = 8791.95m×3= 26375.85m

What is our requirement …… ?.?.?Average we produce 15000 garment (Including Unit-1,2 and 3)So our fabric requirement should be 15000×1.20 = 18,000 mtrs.a

Apply “right first time” for better quality

Why inspection rate is low ……..???

REASON

Non productive time

Poor work method.

No proper guideline for supervisor and worker.

Absenteeism

Calculation of non-productive time

Non -productive time /cycle = 3 minNon-productive time in 1 hour = 3×4 = 12minNon-productive time in 1 hour (both m/c) = 12m×2 = 24 minNon -productive time in 1 shift = 24×7.5 = 180min = 3 hour

We have total = 9 ×3 = 27 non-productive hour

We have total = 7.5 × 9 = 67.5 working hour

% of non-productive hour = 27 × 100 =

67.5

40%

Calculation of loss due to non-productive time

Company expenditure on man power in fabric inspection

Supervisor-------2500Worker-1 ------ 800Worker-2 ------- 575Worker-3 ------- 450Worker-4 ------- 350Worker-5 ------- 350Worker-6 ------- 350Worker-7 ------- 350Worker-8 ------- 350

Total = 6075 pond/month

40% of 6075 = 2430 pond/month

2430

SOLUTIONS:

1)Improve the work method.

2.) How absenteeism affect the productivity

Out of nine worker ,if any worker (even one) is absent, supervisor stop one machine for entire shift. This is reducing the fabric inspection productivity up to 50%

In this case almost three worker do nothing, only spent time here & there.

Solution:

Supervisor should motivate the worker properly.

Suppose in any case one worker will be absent. He should manage that one operator from somewhere in company, and should not stop the inspection.

Suggestion

There should be a working guidance for supervisor

There should be 2 checker for 2 m/c, and 2 helper for both the m/c, for loading and unloading the rolls. (means in 1 cycle they combine should perform 4 operation, 2-loading and 2-unloading alternatively)

One extra fabric loader is needed for continuous operations.

When helper will go for stored the checked roll, they should return with unchecked roll.

Two extra long iron rods is needed for continuous operation.

One rack should be there to store the shrinkage and blanket fabric.

New inspection sheet should be implemented for data collection because previous one not giving the entire information about fabric.

One guidelines and target board should be there in working area.

Study the activity between Spreading , Cutting and Line feeding .Develop a system that control the WIP and bottleneck at various place.

Objective

Proper planning for coming style.

Maintain proper buffer stock in cutting section and pocket setting section.

Reduce the uncertainty in process.

Methodology

Analysis of whole process from spreading, cutting , pocket setting and line feeding.

Consider all the possibilities for improvement.

Project-2

IF One Changes …It Will Affect All The Others

Cutting room activity is the first activity of production operation, if there is any problems in this section………………………..it will affect all the other next operation.

Objective is find out a system where there should be 2 day’s buffer stock in cutting and 1 day buffer in pocketing section.

“RIGHT FIRST TIME”

To achieve this target we should plan accordingly and send specific plan to cutting manager 3 days before .

Now its cutting manager’s responsibilities to implement the planning on time.

Problem :

Proper Planning in cutting section

Motivation of worker

Does not fixing the daily target

Absenteeism

Coordination

Process flow

Fabric issue

Laying

Cutting

Numbering & bundling

Planning

Mini fabric store

Cutting stock

Line feeding

OFFICEOFFICE

USELESS SPACGERBER

GERBER

GERBER

TICKETING & BUNDLING

TICKETING & BUNDLING

TICKETING & BUNDLING

Fabric comes this way

????????

…………………………………………………………………………………………….

………

OFFICE

USELESS SPACGERBER

GERBER

MANUAL SPREADING

GERBER

TICKETING & BUNDLING

TICKETING & BUNDLING

TICKETING & BUNDLING

Fabric comes this way

GAP TRGET

LEVI’S GV

M.POT LEVI’

We need

Lay out of cutting department

Embroidery section

There is no quality department people in Embroidery section , some times it may create big problem

Quality department should have a quality controller there.

Sewing floor

Work (activity) sampling

Straight line systemModular system

Work (activity) sampling (for line)

Find out the productive time, non-productive time, material handling time, absenteeism rate, and impact of these on the productivity.

This study includes

No of operator = 44Number of observation cycle = 20Total number of observation = 880Time involved = 6 days

Activity occurrence table (straight line)

In this case we can not eliminate the all non-productive activity, but we can reduce it successfully through :

advanced planning

Improving the work method

effective utilization of man power

proper line balancing

application of SCM within the organization

Work (activity) sampling (module)

Objective

Find out the productive time, non-productive time, material handling time, absenteeism rate, and impact of these on the productivity.

This study includs

No of operator = 21Sample size = 659Confidence level = 95%Error margin = ±5Total time for study = 6 day

Activity occurrence table (module)

Comparison of straight-line system and modular system

Work station productivity

1.Waistband attachment:

Productive time = 35.099%Non-productive time = 64.901 %

2. Pocket setting :Productive time = 47.368%Non-productive time = 52.632%

Productive time = 56.212%Non-productive time = 43.788%

3. J-Stitch:Productive time = 33.66%Non-productive time = 66.34%

4. Fead of the armProductive time = 41.361Non-productive time = 58.639%

Other areas covered in Summer internship

Module development

Order follow up

Time and motion study of

- Straight line system - Modular system- Dry process- Finishing process

Productivity Vs Quality

Layout designing

In-house invention

DISCUSSIONSTUDY