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Post-implementation

analysis of PMTS
applications for garment
manufacturing units in
Delhi-NCR

Abhinav Aatish
Sakshi Dalal
BFT Semester VIII
NIFT, New Delhi

TABLE OF CONTENTS
1. BACKGROUND..........................................................1
2. INTRODUCTION........................................................1
2.1 GARMENT MANUFACTURING UNITS IN DELHI NCR....................................1
2.2 POST IMPLEMENTATION REVIEW OF SOFTWARE......................................2

3. RELEVANT LITERATURE REVIEWED............................3


3.1 PRODUCTIVITY......................................................................................3
3.2 WORK STUDY........................................................................................4
3.3 METHOD STUDY.....................................................................................6
3.3.1 TOOLS OF METHOD ANALYSIS.............................................................................7
3.4 WORK MEASUREMENT...........................................................................7
3.4.1 PREDETERMINED TIME STANDARDS..................................................................10
3.4.2 HISTORY OF PTS................................................................................................ 11
3.4.3 SCOPE OF APPLICATION OF PTS SYSTEMS.........................................................12
3.4.4 ADVANTAGES AND LIMITATIONS OF PTS............................................................12
3.4.5 METHODSTIME MEASUREMENT (MTM).............................................................14
3.4.6 WORK FACTOR (WF) SYSTEM............................................................................15
3.4.7 MODAPTS.......................................................................................................... 16
3.4.8 GENERAL SEWING DATA (GSD)..........................................................................16
3.4.9 MTM-MEK.......................................................................................................... 20
3.4.10 MTM-2............................................................................................................. 21
3.5 MAKING WORK-STUDY WORK...............................................................22
3.6 HOW TO FIND TIME TO PRACTICE PROFESSIONAL INDUSTRIAL
ENGINEERING............................................................................................30
3.7 WHY SHOP FLOOR MANAGERS ARE NOT GIVING RESPECT TO THE GSD
SHEET...................................................................................................... 32

4. NEED OF THE PROJECT............................................33


5. OBJECTIVES............................................................34
5.1 PRIMARY.............................................................................................34
2

5.2 SECONDARY........................................................................................34

6. SCOPE OF THE PROJECT..........................................34


7. METHODOLOGY PROPOSED.....................................35
7.1 PROPOSED RESEARCH FLOW................................................................35
7.2 PROPOSED RESEARCH DESIGN.............................................................36
7.3 SAMPLING DESIGN...............................................................................36
7.3.1 TARGET POPULATION........................................................................................36
7.4 ANALYSIS TOOLS USED........................................................................36

8. EXPECTED DELIVERABLES OF PROJECT....................37


9. PROPOSED CHAPTER FLOW.....................................37
10. TIME LINE OF THE PROJECT...................................39
REFERENCES..............................................................40

1. BACKGROUND

odern industry is constantly searching for better methods.


When a business ceases to move forward, it will lose ground
and may eventually fail. It is for this reason that the major

companies

have

organized

Industrial

engineering

groups,

work

simplification and value analysis programs, suggestion systems, quality


circles, and other methods of achieving reduced costs of manufacturing
their products. At the same time it is important to keep a check on the
effectiveness of IT solutions deployed to increase the productivity. This
idea of this project evolved from the fact that Predetermined Motion TimeStudy Software in the garment factories of Delhi NCR are greatly
underutilized and there is a need to derive better practices to reach the
optimal utilization of such software.

2. INTRODUCTION
3

2.1 GARMENT MANUFACTURING UNITS IN DELHI NCR


The garment manufacturing sector in Delhi-NCR is highly unorganised. A
survey was conducted by the Methods Apparel Consultancy 1. Ten factories
of Delhi-NCR were rated and 300 people were assessed during the surveys
in November-December, 2007 commissioned by the Garment Technical
Cooperation (GTZ) in association with Okhla Garment and Textile Cluster
(OGTC) to analyse current systems and advise ways to improve overall
productivity. The survey was done in two parts, the first analysing the
factory and the second evaluating the personnel. The findings of the
survey state 92% managers need knowledge of the techniques required
in todays demanding and competitive production scenario and 51% out
of a total of 204 supervisors need specialized training on work study and
garment engineering

1 Methods Apparel Consultancy (2007). Status of Apparel manufacturing SMEs in the


NCR Region-Surveys
conducted by Methods Apparel Consultancy Managers &
Supervisors. Delhi NCR.

2.2 POST IMPLEMENTATION REVIEW OF SOFTWARE


A Post-Implementation Review (PIR) is an assessment and review of the
completed working solution. It will be performed after a period of live
running, sometime after the project is completed.
There are three purposes for a Post-Implementation Review:

To ascertain the degree of success from the project, in particular,


the extent to which it met its objectives, delivered planned levels of
benefit, and addressed the specific requirements as originally

defined.
To examine the efficacy of all elements of the working business
solution to see if further improvements can be made to optimise the

benefit delivered.
To learn lessons from this project, lessons which can be used by the
team members and by the organisation to improve future project
work and solutions.

PIR is helpful to ascertain:

What were the final costs of the project?


What is the actual operating cost of the new solution?
What is the actual benefit being delivered by the new solution?
How does that compare to the original project definition?

There are many other proprietary systems developed based on MTM and
MODAPTS which are garment industry specific. The users are required to
purchase the license of the data code, get trained on how to use the data
code and only the licensed practitioners are eligible for using the
proprietary systems.
For instance, after implementation of Pro-SMV (PMTS application by
Methods Workshop), following important tasks should become easy2:
Accurate measurement of Performance and Efficiency
Operator Training
2 Methods Apparel Consultancy (2007). http://methodsapparel.com/prosmv.html
[Accessed 22/12/2011]
3

Ticket Printing
Production Targets
Incentive schemes
Production Planning
Line Balancing
Appraisal of Capital Investment
Standardised methods promoting better quality

In the light of the above findings it becomes imperative to assess the


garment

factories

of

Delhi-NCR

after

the

implementation

PMTS

applications (like ProSMV).

3. RELEVANT LITERATURE REVIEWED


3.1 PRODUCTIVITY
Productivity is the ratio of output to input and is normally represented by:

Productivity=

OUTPUT
INPUT

OUTPUT refers to goods or services produced


INPUT refers to all resources used in producing the Output. This includes
one, or all, of the following:

Land and Buildings


Materials
Machines
People

The use which is made of all of these resources combined, determines the
productivity of the enterprise.
By definition3; Total Productivity is the ratio of aggregate output to the
aggregate input. Partial productivity is the ratio of aggregate output to
any single input.

3 International Labour Organisation, Introduction to Work Study, 4th ed., International


Labour Office, Geneva,
Switzerland, 1992.

Productivity is therefore, on the one hand, closely connected to the use


and availability of resources. This means in short that productivity is
reduced if a companys resources are not properly used or if there is a
lack of them. On the other hand, productivity is strongly linked to the
creation of value. Thus, high productivity is achieved when activities and
resources in the manufacturing transformation process add value to the
produced products4. Basically, improvements in productivity can be
caused by five different relationships5:

Output

and

input

increases,

but

the

increase

proportionally less than the increase in output.


Output increases while input stays the same.
Output increases while input is reduced.
Output stays the same while input decreases.
Output decreases while input decreases even more.

in

input

is

3.2 WORK STUDY


Definition by ILO6 : is a generic term for techniques, particularly method
study and work measurement, which are used for the examination of
human work in all its contexts, and which lead systematically to
investigation of all the factors which affect the efficiency and economy of
the situation being reviewed, in order to seek improvements.
4 Tangen S.(2006), Understanding the concept of productivity: Papers of Proceedings of
the 7th Asia Pacific Industrial Engineering and Management Systems Conference held
at Bangkok December 2006, Bangkok,
Thailand

5 Misterek S., Dooley K., Anderson J. (1992), Productivity as an performance measure,


International Journal of Operations and Production Management, vol. 12, pp 29-45

6 International Labour Organisation(1992), Introduction to Work Study, 4th ed.,


International Labour Office, Geneva, Switzerland.

Work study investigates the work done in an organization and aims at


finding the best and the most efficient way of utilizing the available
resources (man, material, money and machinery) to achieve best possible
quality work in minimum possible time.
Motion and time study or Work Study is the systematic study of work
systems with the purposes of7:
Developing the Preferred Method- Work Methods Design
In the broadest sense, every business and industrial organization is
concerned with the creation of goods and services in some form- utilizing
workers, machines and materials. Methods design begins with the
consideration of purpose or goal- to manufacture a certain product. The
objective is to design a system, a sequence of operations and procedures
that make up the preferred solution. Certain tools and techniques have
evolved over the years to assist in developing preferred work methods.
Standardizing the Operation- Written Standard Practice
After the best method of doing the work is determined, this should be
standardized. Ordinarily, the work is broken down into specific jobs or
operations which are described in detail. The particular set of motions, the
size shape and quality of material, the particular tools, jigs, fixtures,
gauges, and machine or piece of equipment should be definitely specified.
All these factors as well as the conditions surrounding the worker must be
maintained after they have been standardized. A written standard practice
giving a detailed record of the operations and specifications for
performing the work is the most common way of preserving the standard.
A job cannot be measured until it has first been defined.
Determining the Time Standard- Work Measurement
Motion and time study may be used to determine the standard number of
minutes that a qualified, properly trained, and experienced person should

7 Barnes, Ralph M.(1937), Motion and Time Study: Design and Measurement of WorkSeventh Edition, pp6-8. John Wiley & Sons, New York

take to perform a specific task or operation when working at normal pace.


The time standard may be used for planning and scheduling work, for cost
estimating, or for labour cost control, or it may serve as a basis for a wage
incentive plan.
Training the operator
A carefully developed method of doing work is of little value unless it can
be put into effort. It is necessary to train operators to perform the work in
the prescribed manner. Where but one or a few persons are employed on
a given operation and where the work is relatively simple, it is customary
to train the operator at the work place. The supervisor, the motion and
time study analyst, a special instructor, or a skilled operator may act as a
teacher. In most cases, it is the supervisor who is responsible for training
the operator, and the supervisor also depends upon methods and
standards department for assistance in this task. The written standard
practice or the element breakdown sheet is valuable aid to the supervisor
in job training. When large number of employees must be trained for a
single operation, the training is carried on in a separate training
department. Charts, demonstration

units and motion pictures

are

frequently used to advantage in such a training program.


3.3 METHOD STUDY
Method study is the systematic recording and critical examination of
existing and proposed ways of doing work, as a means of developing and
applying easier and more effective methods and reducing costs 8.
In order to design a system (method) thoroughly, eight elements must be
considered9:

8 Kumar, Anil S.(2006), Production And Operations Management, New Age International

9 Geisel, Charles E.(1982), Handbook of Industrial Engineering- Methods Design, pp1-11.


John Wiley & Sons
7

1. Purpose: the function, mission, aim or need for the system.


2. Input: the physical items, people, and/or information that enter the
system to be processed into the output.
3. Output: that which the system produces to accomplish its purpose,
such as finished steel, assembled toasters, boxes, and so forth.
4. Sequence: the steps required to convert, transform, or process the
input to the output.
5. Environment: the condition under which the system operates, including
physical, attitudinal, organizational, contractual, cultural, political, and
legal environment.
6. Human agents: the people who aid in the steps of the sequence without
becoming a part of the output.
7. Physical catalysts: the equipment and physical resources that aid in the
steps of the sequence without becoming part of the output.
8. Information aids: knowledge and information resources that aid in the
steps of the sequence without becoming part of the output.
To ensure that the optimum method is found, a systematic approach to
methods design, superior to the use of a hit or miss method, is used.

This approach consists of the following steps:


1. Analyse the problem: identify the problem and then secure all known
information about it through the use of appropriate analysis techniques.
2. Question the present method. If a method presently exists, question the
details of the known information to determine the principles violated.
3. Synthesize a proposed method: formulate a proposed method for
performing the work, embodying all the principles of sound methods
engineering.
4. Apply the proposed method: standardize and apply the new method.

3.3.1 TOOLS OF METHOD ANALYSIS 1 0

Name of Chart
Flow process

Where Used
Macro analysis; shows big picture of a production
process operation by operation; may be performed by

Operation right

visual observation.
Micro analysis: shows steps performed by a worker

and left hand

within an operation; may be performed by visual

Simo-

observation.
Fine micro analysis; uses threbligs for a very detailed

simultaneous

analysis of human motions; usually makes use of

motion chart
Multiple activity

videotape or motion pictures


Macro; may involve machines or several workers and

worker and

time is of significance, may be performed by visual

machine or crew

observation and/or videotape

3.4 WORK MEASUREMENT

10 Methods Engineering. Birla Institute of Technology and Science (2009).


http://discovery.bitspilani.ac.in/dlpd/courses/coursecontent/courseMaterial/mmzg511/MOML10.pdf [Accessed
2012, January 6]
9

Work Measurement provides management with a means of measuring the


time taken in the performance of an operation or series of operations.
Work measurement is the application of techniques designed to establish
standard times for a qualified worker to carry out a specified job at a
defined level of performance. With todays increasing global competition
among producers of products or providers of service, there has been an
increasing effort to establish standards based on facts and scientific
methods rather than the use of estimates based on judgment or
experience (Niebel and Freivalds 1999).
Common uses of work measurement include the following11:

To compare the efficiency of alternative methods. Other conditions


being equal, the method that takes the least time will be the best

method.
To balance the work of members of teams, in association with multiple
activity charts, so that, as nearly as possible, each member has tasks

taking an equal time to perform.


To determine, in association with man and machine multiple activity

charts, the number of machines an operator can run.


To provide information on which the planning and scheduling of
production can be based, including plant and labour requirements for
carrying out the program of work, the utilization of available machine

and labour capacity, and delivery promises.


To provide information for labour cost control and to enable standard

costs to be fixed and maintained.


To provide information on which incentive plans can be based.

TABLE 1: Techniques of Work Measurement


Method
Time study

Definition and Where used


Technique for recording the times of performing a
certain job or its elements carried out under specified

11 Matias, A.S.(2007), Work Measurement: Principles and Techniques in Handbook of


Industrial Engineering, 3rd Ed., G. Salvendy, John Wiley & Sons, New York, pp5.3-5.22

10

conditions and for analysing the data so as to obtain


the time necessary for an operator to carry it out at a
defined rate of performance.

Where there are repetitive work cycles of short to


long duration
OR

Where wide variety of dissimilar work is performed

OR
Where process control elements constitute a part of
the cycle

Predetermine
d time
standards
(PTS)

Technique whereby times established for basic human


motions (classified according to the nature of the
motion and the conditions under which it is made) are
used to build up the time for a job at a defined level of
performance.

Standard data

Where work is predominantly operator controlled OR


Where there are repetitive cycles of short to medium
duration OR
Where it is necessary to plan work methods in
advance of production OR
Where there has been controversy over time study
results OR
Where there has been controversy over consistency
of existing standards

Technique that refers to all the tabulated elemental


standards, curves, alignment charts, and tables that are
compiled from time studies and predetermined time
standards (PTS) to allow the measurement of a specific
job without the use of a timing device. Formula
construction represents a simplification of standard
data.
It involves design of algebraic expression or a system of
curves that establishes a time standard in advance of
production by substitution of known values peculiar to
11

the job for the variable elements.

Work sampling

Where there are similar work of short to long


duration OR
Where there has been controversy over time study
results OR
Where there has been controversy over consistency
of existing standards

Technique used to investigate the proportions of total


time devoted to the various activities that constitute a
job or work situation.

Where there are considerable differences in work


content from cycle to cycle, as in shipping, materials
handling, and clerical activities, OR
Where activity studies are needed to show machine
or space utilization, or the percentage of time spent
on various activities OR
Where there is an objection to stopwatch time
studies

3.4.1 PREDETERMINED TIME STANDARDS

The standard time is the time required by an average skilled operator,


working at a normal pace, to perform a specified task using a prescribed
method, allowing time for personal needs, fatigue, and delay. Some key
factors of this definition are the understanding of an average skilled
operator, the concept of normal pace, the reliance on prescribed method,
and the designation of the allowance.
An average skilled operator is an operator who is representative of the
people performing the task. The average skilled operator is neither the
best nor the worst, but someone who is skilled in the job and can perform
it consistently throughout the entire workday.
The normal pace is a rate of work that can be maintained for an entire
workday. It is neither too fast nor too slow. It is the pace of an average
12

skilled worker. Rarely will any worker perform at the normal pace for an
entire workday. Sometimes the worker will perform faster than the normal
pace. Sometimes the worker will perform slower than the normal pace.
The normal pace represents an ideal that the industrial engineer judges
the average worker should be able to maintain long term.
Another key part of the definition is the phrase relating to prescribed
method. Work standards measure the time required to correctly perform
defined tasks. Part of the definition must include a statement regarding
the quality of the work performed.
All workers have personal needs that must be attended to. Workers
sometimes become tired as the workday progresses. When developing a
time standard, an allowance must be made for these factors. Additionally,
there will be occasional unexpected and often uncontrollable delays, such
as material shortages or equipment breakdowns, and these, too, must be
allowed for. The personal, fatigue, and delay (PFD) factors, depending on
the nature of the work being performed, can be significant, typically
representing from 10 to 15 percent of the workday12.

3.4.2 HISTORY OF PTS 1 3

12 Lawrence S.(2004), Measurement of Work in Maynards Industrial Engineering


Handbook, Fifth Edition. Kjell
B. Zandin, Ed., The McGraw-Hill Companies, New York,
pp5.3-5.22

13 Sellie, C. N. (1992), Predetermined MotionTime Systems and the Development and


Use of Standard Data, in
Handbook of Industrial Engineering, 2nd Ed., G. Salvendy,
John Wiley & Sons, New York, pp16391698.

13

14

3.4.3 SCOPE OF APPLICATION OF PTS SYSTEMS 1 4

The scope of application of a PTS system can be universal or generic,


functional, or specific. A universal system is one that is designed for body
members in general. Its application is not restricted to any specific type of
work. The motion descriptions only identify the body member being used.
Examples of generic terms are REACH, TRANSPORT, GRASP, WALK.
Examples of universal systems are MTM-1 to MTM-3, Work-Factor, MOST,
and MODAPTS. A functional system defines motion element times for a
particular type of activity, such as clerical work (MTM-C), uses of
microscopes (MTM-M), and so on. The element names indicate the
function for which the system was developed. For example, FILE is a
common element name in office work environments. A specific system is
one

where

the

motiontime

tables

were

constructed

for

specific

operations or work areas. Examples are standard motiontime tables


developed for electronic tests (MTM-TE), to measure one-of-a-kind and
small-lot production (MTM-MEK). The approach in applying PTS systems
uses the following general procedure:
1 Summarize all left- and right-hand motions required to perform the job
properly (e.g., SIMO chart).
2 Determine governing or
3
4
5
6

limiting

elements

for

elements

done

simultaneously.
Eliminate or delete nonlimiting elements.
Summarize only the limiting or governing elements.
Determine from the PTS table the basic time to perform the elements.
Add up the basic elemental times of limiting elements obtained from
time tables.

3.4.4 ADVANTAGES AND LIMITATIONS OF PTS


14 Matias, A.S. (2001), Work Measurement: Principles and Techniques in Handbook of
Industrial Engineering,
3rd Edition, Salvendy G., Ed., John Wiley & Sons, New York,
pp1428-1429

15

Predetermined time systems have four major advantages (and some


limitations as well)15.
1. All predetermined time systems require a complete methods
analysis prior to setting the standard. Each motion must be
identified. Obvious methods problems and other inefficiencies are
readily identified by detailed study of the work method being used.
The resulting analysis yields a well-documented procedure for
performing the task. New jobs are forced to establish a sound, wellthought-out method.
2. Predetermined time systems do not require the analyst to perform
performance rating. This eliminates some subjectivity from the
resulting standard and provides a more consistent standard.
3. In order to develop work standards using a direct observation
method, the work must be measured while it is being performed.
Predetermined time systems allow the analyst to visualize the work
and synthesize the standard even if the task is still in the planning
phase.
4. Predetermined time systems provide information about learning
time.The development of learning curves and their subsequent
application is an essential part of determining the cost of a new
product or service.
Although significant benefits are associated with predetermined time
standards, there are also some limitations. A major disadvantage is the
difficulty encountered with machine-paced operations. Most of the
predetermined systems were designed for human motion times, not
machine times. Some of the systems have been designed for specific type
of work, such as clerical or sewing operations, and the motions defined
within the systems do not transfer well to other types of work.
Predetermined time systems have many definitions and rules associated

15 Lawrence S.(2004), Measurement of Work in Maynards Industrial Engineering


Handbook, Fifth Edition. Kjell
B. Zandin, Ed., The McGraw-Hill Companies, New York,
pp5.3-5.22

16

with the proper application of times. Whether this is a disadvantage, is


debatable, but a significant amount of training is required to enable
individuals to competently apply most of the systems.

17

3.4.5 METHODSTIME MEASUREMENT (MTM)

The most widely publicized system of performance rating ever developed


was resented in Time and Motion Study by Lowry, Maynard, and
Stegemerten (1940)16. The rating system was based on four factors: skill,
effort, consistency, and performance. Maynard and Stegemerten teamed
with John Schwab to expand this idea into methods time measurement
(MTM)17. (This is now known as MTM-1.) According to Robert Rice, this
method is the most widely used system of predetermined times 18.
Maynard and associates performed many micromotion studies to come up
with their standard elements and times. Because MTM was readily
available, it is not surprising that it is the most frequently usedand the
most frequently imitatedof all the systems. Standard MTM-1 data is
shown in Fig. MTM-1 is a procedure for analysing any manual operation or
method by breaking out the basic motions required to perform it and
assigning to each a predetermined standard time based on its nature and
the conditions under which it is made19. Reach is the most common or
basic MTM-1 motion. Other motions include the following:
MOVE
TURN
POSITION
GRASP

The predominant purpose is to transport an object to a


destination.
The hand is turned or rotated about the long axis of the
forearm.
Motion is employed to align, orient, and/or engage one
object with another.
The main purpose is to secure sufficient control of one or

16

MTM-1, MTM-2, MTM-3, and MTM-MEK are copyrighted and are the property of the MTM Association for
Standards and
Research.

17

Maynard, H.B., Stegemerten, G., and Lowry, S.(1948), Methods Time Measurement, McGraw-Hill, New York.

18

Rice, R.S.(1977). Survey of Work Measurement and Wage Incentives. Industrial Engineering, Vol. 9(7).pp18-

31

19

Karger O., Bayh F.(1987). Engineered Work Measurement. Industrial Press, New York.

18

RELEASE
DISENGAGE
EYE TIMES
BODY
MOTIONS

more objects with the fingers or the hand.


The operator relinquishes control of an object.
Contact between two objects is broken.
The eyes direct hand or body motions.
Motions are made by the entire body, not just the hands,
fingers, or arms

19

3.4.6 WORK FACTOR (WF) SYSTEM

The first predetermined time system was developed around 1925 by A. B.


Segur, one of the first to recognize the association between motion and
time. He formulated the principle that, within allowances for normal
variation, the time required by experts to perform a fundamental motion is
consistent. He believed that work factors could be used to set standards
for all manual and mental work. Segur developed methods time analysis,
which could be used to analyse manual and manual/machine operations.
Segur emphasized that the time required for work depended on how the
work was done and stressed that a complete description of the work
performed was necessary.20
In the early 1930s, union workers in Philadelphia were dissatisfied with the
quality of the stopwatch time standards set for their highly controlled
incentive jobs. This protest led to one of the first published predetermined
time systems, called work factor. The work factor system makes it
possible to determine the normal time for manual tasks by using motion
time data21. The definition of basic motion is that which involves the least
amount of difficulty or precision for any given distance and body member
combination. Work factor is used as the index of additional time required
over and above the basic times for motions involving manual control and
weight or resistance. Four variables affect the time of manual motions in
the work factor system:
i.
ii.
iii.
iv.

Body member used


Distance moved (measured on a straight-line basis)
Degree of manual control required
Weight or resistance of body member used and sex of operator

20 Lawrence S.(2004), Measurement of Work in Maynards Industrial Engineering


Handbook, Fifth Edition. Kjell
B. Zandin, Ed., The McGraw-Hill Companies, New York,
pp5.3-5.22

21 Karger O., Bayh F.(1987). Engineered Work Measurement. Industrial Press, New York.
20

The eight standard elements of work factor are transport, grasp,


preposition, assemble, use, disassemble, mental process, and release.

21

3.4.7 MODAPTS

MODAPTS

is

relatively

easy-to-use

predetermined

time

system.

MODAPTS stands for modular arrangement of predetermined time


standards.
MODAPTS is an Australian-developed time system based on the premise
that larger body sections take longer to move than smaller sections. For
example, in this system it takes twice as long to move a hand as it does to
move a finger. It takes three times as long to move the forearm as it does
a finger, and it takes four times as long to move the whole arm outward.
From this simple framework, MODAPTS has built an entire system of
predetermined macro time standards22.
3.4.8 GENERAL SEWING DATA (GSD) 2 3

General sewing data (GSD) uses a specially developed database that was
derived from MTM core data. GSD was developed by Methods Workshop
Limited of Lancashire, England. The originators recognized that most
apparel (sewing) operations followed a well-defined and repeating
sequence of operations:

Get parts.
Put parts together.
Sew parts together with various alignments and repositions.
Trim thread.
Put parts aside.

When combined with batching operations, most of the tasks for sewing
have been defined. GSD permits the user to rapidly analyse methods and

22 Masud A. et al. (1985), A High Level Predetermined Time Standard System and Short
Cycle Task: Papers of
Proceedings of Annual International Industrial Engineering
Conference held at Los Angeles May 1985. Los
Angeles, California

23

Methods Workshop Limited. (training manual)

22

generate time standards based on those methods. The major categories


of GSD are as follows:
i.

Obtaining and matching part or parts. This includes matching and


getting two parts together, matching and getting two parts separately,
matching parts to foot, and matching and adding parts with either one
or two hands.
Aligning and adjusting. This includes aligning or adjusting one or

ii.

two parts, aligning and repositioning assembly under foot, and aligning
iii.

or adjusting parts by sliding.


Forming shapes. This includes forming fold, forming crease in folded

iv.

part, and forming unfold or layout.


Trimming and tool use. This includes cutting with scissors, cutting

v.

thread with fixed blade, and dechaining parts with scissors.


Asiding. Includes pushing away parts and putting parts aside with

vi.

one/two hands.
Handling machine. This includes machine sewing and different stops
within half an inch, using the machine handwheel to raise or lower the
needle, and manipulating the machine lever to backtack at the

vii.

beginning or end.
Getting and putting. This includes getting parts and putting parts
under various conditions, such as the use of one or two hands, contact
only, getting part from the other hand, and putting the part onto the
stack.
In addition to these elements, additional MTM elements are incorporated
(reaches, moves, sit, stand, etc.).

23

GENERAL SEWING DATA- LICENCED DATA CARD24

24 Reproduced with permission of the Methods Workshop Limited.


24

25

GENERAL SEWING DATA- LICENCED DATA CARD (cont..)

26

3.4.9 MTM-MEK

With the increasing emphasis on one-of-a-kind and small-lot production in


the 1970s, the need for effective MTM work measurement in these areas
became apparent. Development of a predetermined time system to deal
effectively with these areas presented unique problems as a result of the
methods variability of this type of work.
The MTM-MEK analysing system uses the following element groups:
i.

Get and place. Get one or more objects and place at a certain

ii.
iii.
iv.

destination.
Handle tool. Get tool, apply tool, and place tool aside after use.
Place. Place one or more objects at a certain destination.
Operate. Operate control devices (levers, switches, handwheels,
cranks, stops, etc.) that are attached to machines, appliances, and

v.

fixtures.
Motion cycles. At least two applications or movements of tools,
levers, switches, or turning of cranks, repeated in succession. Also
27

covered is the rotational portion of the turning of bolts by hand or


vi.

with the fingers.


Body motions. Includes the elements walk, bend, and stoop as
well as sit.Walk is analysed as a separate element only if a distance
of 2 m (80 inches) is exceeded. Bend and stoop are analysed
separately only if more than one of these occur within the elements
get and place, place, and operate. Sit must always be analysed if it

vii.

occurs within a work process.


Visual control. Eye travel and inspection in independently
occurring control or inspection operations. This includes the
necessary eye travel to and from the place of inspection.

3.4.10 MTM-2

MTM-2 is based on MTM-1. It consists of both basic MTM-1 motions and


combinations of MTM-1 motions. According to the MTM Association for
Standards and Research, MTM-2 was designed to fulfil the needs of
practitioners who do not need the high precision of MTM-1 but where
speed of analysis is important. Like MTM-1, it is useful for methods
analysis, work measurement, and estimating. It was developed in Sweden
(MTM Association 1978).
There are nine elements in MTM-2. Just two of the nine elements have
variable categories, which mean that only 39 time values appear on the
MTM-2 card.
i.

Get. This is the motion with the predominant purpose of reaching


for an object with the hand or fingers, grasping the object, and
subsequently releasing it. Three variables influence the appropriate
value. The case is determined by the nature of the grasping motions
used. The distance reached is the actual path of travel. The third

ii.

variable is the weight of the object being grasped.


Put. This is the motion used when the predominant purpose is to
move an object to a destination with the hands or fingers. Three
variables influence the appropriate value. The case is determined by
28

the nature of the grasping motions used. The distance reached is


the actual path of travel. The third variable is the weight of the
iii.

object being grasped.


Apply pressure: This is used to describe the action of exerting

iv.

muscular force on an object.


Regrasp: This describes the actions required when the purpose is

v.

to change the grasp on an object.


Eye action: This is used when focusing on an object or when

vi.

shifting the field of vision to a different viewing area.


Crank: This is used when the fingers or hand move an object in a

vii.

circular path of more than half a revolution.


Step: This applies to leg motions that are used to move the body or

viii.

are longer than 30 cm (12 inches).


Foot motion: This describes a short foot or leg motion where the

ix.

major purpose is not to transport the body.


Bend and arise: This applies to bending, stooping, or kneeling on
one knee and the subsequent arise.

3.5 MAKING WORK-STUDY WORK 2 5

Accurate standard times are the base of a Garment factory, without


them you cannot accurately Cost, Plan Production or measure yourself
against others.
Take a moment to look at how the operators work in any given sector and
carefully observe what they are doing; enormous possibilities to improve
how they do their work will be seen. On this basis, one can set about a
program to train a team to eliminate excessive movements and use the
same team to implement and maintain the improved methods. The
company's performance and profitability will improve significantly.
It's Not Rocket Science, Its Common Sense

25 Thomas, R. (2005). Making Workstudy Work, Stitch World, May Issue, 2005
29

We took some operations and did Pro-SMV studies on them. Pro-SMV is a


PMTS system specifically designed for the Sewing industry and allocates
time to movement patterns. The table shows that although the time for
the

operation

was

reduced,

performance

dropped!

The

actual

improvement is only 3.6%. But the potential improvement from the


differences in the times was 20%. It's no good for the Engineer to say 'I
improved the method, it's the Manager's fault we can't achieve the time';
it is also not right that the Manager ignores the potential of the Engineer,
They MUST work together!
We have problems! These could be:
not using the right people for the right
job and not identifying the areas of
maximum effect and follow up. But,
are all concerned involved? Production
management

and

Engineers

don't

work together? I reiterate: They MUST


work together.
There could be other problems as well,
like not supplying what the 'Doers'
need, not allowing enough time for the
introduction of new styles and not
targeting efficiency improvements as a
vital part of the Management Plan.
Now It's About How To Do It:
1. The Engineer is a very important part of the team; they have the
training and the skills to isolate priorities and direct their efforts to
drive improvements. A part of this team should be an adequate
number of people to run the computer systems; these people are
the 'Operators' and must feed the Engineers with the information
they need to effect improvements. Each Engineer should have a
number of analysts working for him, who are responsible for the

30

level of productivity within their section, working to help Supervisors


produce more and contribute their skills to the batches.
2. Many times the operation chosen to improve is the wrong one. What
is the point of improving an operation when the operator performing
it is only loaded at 60%? Any improvements to that operation will
only serve to make the job less productive. Identify the 'Bottleneck'
operations to really improve productivity. Once the 'Improvement' in
method is done, implement it properly, follow up and monitor the
operator, make sure the Line Balance is correct and that the Work in
Progress is sufficient. Follow up poor performers by doing 'Cycle
checks'; make sure the method is adhered to and do 'Production
Studies!
3. Productivity improvements occur from the interaction of the
Industrial

Engineers,

Analysts,

Managers,

Supervisors

and

Operators. Be careful at this stage. Do not fall into the trap of


making the Work study team 'Costing clerks' working on computers.
With an organised database, the development of the 'Operation
Bulletins' becomes a Clerk's job. This allows all Work-study
personnel to be involved in the actual study, improvement of work
and monitoring performance on the shop floor. The Production and
Work study team must become one unit, work-study is a service to
Management, and the value of it's potential contribution to
Management must be understood. Optimised results will only be
achieved by working together!!
4. Operators are the least of our problems if the work supply is good;
give them the work and they will do it. But do we CARE about them
enough? Operators do not have enough space to lay out their work
properly Work is passed from operator to operator with no
consideration for the additional handling this causes. Shouting at
the operators is commonplace. Work in progress levels are too low. If
we can balance the lines, provide work, make sure that all
unnecessary motions are eliminated, ensure the operators feel
comfortable and create a better atmosphere, then and only then are
we moving in the right direction.
31

5. Engineers NEED more time to organise new styles into production,


so that they can get the best sequence of operations utilising the
available equipment and attachments and for the development of
new folders, etc. Setting more than one batch in place at the same
time is both counterproductive and inefficient, making style changeover times far too long. One cannot continue to accept these long
pauses in production- they cost a fortune! Just In Time is a great
concept, but it means all should have the required time to do their
part effectively. Effective Communication between Planning and
Work Study is essential!
6. Set Targeted improvement dates; make them a part of management
meetings. For example - our current efficiency for the past 3 months
is 40%. In 3 months time it should be 50% -This is an actual
increase of 25%. In the next 3 months we want to get to 55% and so
on, until you are operating at an acceptable level.
7. All of this will only be possible if Production planning is good enough
to make the flow of work into the sewing department sufficient to
achieve these goals.

32

Industrial Engineering: An Essential Management Tool


True, professional IEs are in short supply, and if the manufacturing base in
and around the Indian subcontinent wishes to make good use of what has
been seen for decades in the West as an essential management tool, then
the industry needs to invest in the training and professionalism of its IE
base. Like any investment, proper consideration should be given to Return
on Investment, so, later, I will address the role of a professional IE in any
business and what that role should bring to an organisation.
Initially, however, let us consider how an IE may be funded. Like any
asset, a properly trained, qualified and motivated IE costs money and
must therefore show a Return on Investment for the outlay a business
invests on his/her training and salary. From a personal perspective, when I
was a practicing IE in the UK garment industry, I was given an annual
target of savings that measured precisely three times my combined
salary, benefits and training costs in any given year. If the savings were
made, (which they were, year on year) my bonus consisted of a
percentage of the monies saved. When the savings were greater than the
target, my bonus consisted of an additional (and higher) percentage of the
monies saved over and above the original target. Thus I was motivated to
work professionally and to ensure that my overhead was covered by my
efforts as a professional IE. Properly documented, this approach ensured
that I and my fellow IEs were competitive, motivated and very valuable to
our employers.
It has to be said, however, that we were only able to practice our vocation
because the company had the foresight to invest in professional and
international standards of training. Until the industry realises and
recognises the value of Industrial Engineering, and until the industry is
prepared to properly and willingly invest in its IEs, it will not reap the
benefits that have been a reality in the West for two centuries or more. So,
buying a book written in 1986 will not bring the benefits that is needed
(and should expect) from Industrial Engineering! In this context, ask
33

yourself a question - would you trust your business to a someone


purporting to be an Accountant when they have simply read a text some
20 years of age, or your health to someone holding themselves to be a
Medical Doctor whilst having only read up on the human anatomy and
received no formal training? Industrial Engineering is as much a profession
a vocation as Accountancy and Medical Practice, and should not be
treated lightly.
A properly trained IE, formally qualified and financially motivated, will
undoubtedly prove to be a very valuable asset and should be treated as
such. It is for the Indian industry to address the challenge of proper IE
training, and it is the responsibility of individual employers to ensure that
working conditions and financial recompense is sufficient to encourage
loyalty and longevity from its IE employees.
Industrial

Engineering

Its

Roles

and

Position

within

an

Organisation
Assuming the commitment to the principle of Industrial Engineering is
made, and assuming for a moment that an organisation is prepared to
make the necessary investment in its IEs, let us now look at the roles,
goals and positioning of the IE team within the business.
The primary role of the IE department should be to measure current
working practices; to significantly improve productivity; to reduce internal
costs. Through this process, it should supply the Board / Owner with
accurate and consistent benchmarks against which other departments
and activities may be measured.
It should visit and revisit every working method and never accept that
what is currently being practised is best practice, for there is always
opportunity for improvement.
The IE department should report directly to the Board / Owner and should
not be influenced by other departments or functions this so that the
Board / Owner obtains an objective picture of Efficiency and Cost, free
34

from cultural, historical or personal issues that may cloud reality and/or
any decisions that may have to be made.
The IE department should focus on best practice, and will be involved on
a daily basis in Method Engineering, Work Measurement, Productivity
Improvement, Production Control and Cost Reduction. It should facilitate
Plant Layout, Evaluation of Equipment and Return on Investment.
The IE department should provide the business with objective benchmark
measurements of method, time and production targets, which will, in turn,
facilitate the accurate analysis of Factory Efficiency (a measurement of
managements ability to provide the right manufacturing environment)
and Operator Performance (a measurement of the operators ability to
achieve

production

expectations)

and

Manufacturing

Cost.

The

department should be inherently involved in the improvement of all three


key performance indicators Efficiency, Performance and Cost. Whether
the IE team should be centralised or localised will be largely dictated by
the business environment and the geography involved within the
organisation, and in many cases it will be a combination of the two. In
either case, it is my firm belief that the IEs place is on the factory floor.
Here they can interact with the operators, work with production personnel,
initiate change and ensure that the benefits to be gained are realised.
Additionally, there should be a close link between the IE department, the
information it generates, and the Production Planning and Costing
Departments the latter two being reliant upon objective and accurate
information to effectively execute their own duties.
Time Study vs PMTS
Time Study has its place, but it is reactive and subjective and all too often
simply records how long it takes to do things wrong! As the owner of
GSD, and as a PMTS users for the last 25 years, I would therefore
(perhaps obviously) urge the industry to adopt the practice of applying a
Pre-determined Motion Time System (PMTS), as this will facilitate
predictive method, time and cost analyses. Equally, however, I would urge
35

the industry to choose carefully, as an incorrect choice or one based


solely on cost - could prove to be just as expensive as any other. Key
factors of consideration should be: whether or not the system is currently
owned, maintained, updated or supported by anyone; whether or not
modern software is available; whether or not there is a training team
available; whether or not technical support and assistance is apparent;
whether or not a local representative is at hand. All such factors are key
elements to consider and each is an important foundation for any decision
on investment. So, by all means, evaluate alternative PMTS to GSD, but
ensure that the cost of failure over success is not overlooked. GSD is not
magic, but no PMTS is !
Certainly, GSD is no magic wand. It cannot, as the earlier article states,
decide the right method for a sewing operation but then, no PMTS can
- not GSD, not MTM, nor SPD, which was favoured in the earlier article.
Best Method is down to analytical process and due consideration of the
environment and variables that are present at any given work station. A
PMTS is simply a tool to enable the IE to make reasoned decisions and
changes in order to affect productivity or cost improvement. A PMTS is
only as good as the user, and that is why proper, professional training is
required.
To apply a PMTS without supporting software will undoubtedly take much
longer than to apply GSD. GSD is the definitive PMT system for the
garment

industry,

with

an

infrastructure

that

includes

product

development, product support, professional training and modern software.


GSD in the hands of a professional IE is accurate, consistent and quick to
apply.
Now is Not the Time to Cut Corners
The garment industry in and around India undoubtedly has an opportunity
in this 21st Century, but the challenges of increasing competition must be
met now and in a professional and considered manner. There are tools,
training courses and quality products readily available management
36

techniques that can assist the industry in its goals - but it must embrace
them without further hesitation or deliberation.
The products and techniques which the industry must adopt are those
which are readily available today
- those with professional development and support teams and those which
can be delivered by experienced, garment industry people. Competition is
tough and it is here to stay. Now is not the time to cut corners, to accept
cheap alternatives, or to turn away from proven techniques. Now is the
time to act positively and proactively.
GSD: The Advantages
The Cost Factor
The antonym of cheap is expensive - which is a relative term and in
my opinion, one which should only be used after measuring and
evaluating the effect of the investment. Certainly, there is a financial
outlay involved in bringing GSD into a business, but equally, if that
business embraces the GSD philosophy and its rules of application, there
is a tremendous financial gain to be enjoyed by doing so. Such gains are
well documented and available to those readers who may wish to see
such evidence (for example, 22% savings on the manufacturing time of
formal trousers; an 8 minute reduction in the manufacturing time of a
short sleeve shirt; 5 pocket western jeans reduced to 11.5 minutes). So, to
criticise GSD for not being cheap is, I feel, unfair. Compare the savings
to the outlay before making such a claim.
Training
It is true that we have restricted our delivery of training to those
companies that have had the foresight and vision to invest in IE practices and in GSD as an IE tool. True also to say that this has caused the qualified
GSD Practitioner to be sought after within the industry. But simply opening
up the GSD Practitioner training course to all comers will not solve the
broader IE problem. Certainly, it would flood the nation with a host of
Practitioners, but they may not have the additional IE skills and
37

background that the nation and its manufacturers require. Equally, they
may not have sufficient experience in the application of GSD itself. And
they certainly will not be (or should not be!) equipped with GSD software.
Incorrect or inexperienced application of IE practices or the GSD
philosophy will do little to assist any company in its goals to achieve
competitive edge.
Software
GSDs history can be traced back to the 18th century, when work
measurement was first recorded. More precisely, GSD is based on MethodTime Measurement - or MTM. We are in our 30th year of business itself a
testament to the quality of the product and the services we provide. The
GSD database has stood the test of time and the GSD software enables
the user to quickly and effectively evaluate operational methods, times
and costs, and facilitates garment costing (including Bill of Material), line
balancing and measurement of cutting room activities. There are
established links to industry standard ERP, MRP, PDM and PLM products,
and the user can choose between Access, SQL and Oracle databases. As
to GSD suite of programs, we are at the forefront of todays software
technology and our commitment to ongoing product development is
inherent within our business philosophy.

38

Pricing
Technically, we are a team of some 400 man years experience in the
application of IE practices, and of GSD - and our training is of the highest
standard. We deliver projects of all shapes and sizes projects that
succeed in their goals and which bring real, tangible savings to those
prepared to invest in our philosophy. Access to GSD can be achieved
through a whole variety of packages, projects and pricing structures and
GSD (Corporate) Ltd is always available and willing to discuss the precise
needs of any potential user. Our local Representative, the renowned IIGM,
has offices in several cities in India and they are constantly at your
service. Please ensure you take the time to talk to us before accepting the
claim that we are expensive.

3.6 HOW TO FIND TIME TO PRACTICE PROFESSIONAL


INDUSTRIAL ENGINEERING 26

To practice industrial engineering, sewing room managers need to fulfill


their duties and responsibilities toward the machine operators and
sewing line supervisors by providing core industrial sewing skills, in
addition to the sewing machine, thread, and bundles of garment parts.
The said core skills are for the benefit of the sewing operator while
detailed sewing methods and optimum work station layout are for the
benefit of the sewing line supervisor. Pabir Janas original formula is food
for thought to the sewing room managers in developing countries, if such
managers can find time to think. Jana has successfully documented an
exception to the norms of best practice in industrial sewing. His reasoning
for doing so is evident in the June follow up written by him, where he says:

26Abeywickrama K. (2005). How to find time to practice professional industrial


engineering, Stitch World, August Issue, 2005

39

In order to dissuade the manufacturers from taking the expensive route


of buying high speed sewing machines to increase productivity.
The first step and a better way to start improving sewing productivity is to
instil world class sewing skills in the machine operator. Instead of taking
months to produce a TMO [Trainee Machine Operator] from a raw hand,
apply the cutting edge techniques developed during the 90s to produce a
skilled seamstress within three working days. Engrave the foundation
skills, such as speed and quality, into the muscle of the trainee from the
minute he or she sits on the sewing machine. Secondly, train the
Supervisors and Team Leaders to produce a world class sewing-station for
each sewing machine operator. This involves drawing up the work station
layout, minimising movements, the diagram of parts for each sewing
operation and writing down the stages of each sewing operation. Finally,
each sewing stage, such as pickup and position, presenting to the needle,
align or re-align, sew in minimum number of bursts, trim and dispose
should be explained in simple language, noting movement of each hand
and finger during the sewing cycle. Whether the industrial engineer is
using a good old stop watch or modern PMTS, he or she is delivering value
when measuring of the work content only if two following conditions are
met:

The work station layout stays the same minute after minute, hour to

hour, day to day and,


The machine operator or TMO is practicing the exact method in
sewing parts cycle after cycle.

If not, what is the purpose of measuring work content to the last decimal
place, when the machine operator cannot finish two successive cycles in
one particular way? What is the purpose of measuring work content of a
flawed method that creates a defective garment which needs to be reworked? Industrial sewing and basic military training have much in
common. Training is to build muscle memory to do a sequence of
equipment

and

body

movements

with

minimum

mental

effort.

Discussing the relationship of the sewing machine RPM with respect to

40

sewing distance or, discussing the learning curve in relation to a number


of sewing cycles appears to be a utopian comfort for industrial engineers.
This is because sewing rooms of the majority of manufacturers in
developing countries are yet to be filled with necessary technical skills,
such as work station layout, product diagram and the sequence of
movements for a specific sewing operation in a simple language that can
be acted upon by the line supervisor or leader. If assembly line is
practiced, balancing becomes a key challenge for the sewing room
manger. In separating a value addition, the incentive system based on
individual performance is a key. Well documented, audited and continually
improved systems of incentive can be a good motivator for the sewing
operator. Achieving quality of input raw materials, line-balancing and
incentive schemes would facilitate efficient and profitable sewing. In the
journey towards highly efficient industrial sewing, the sewing room
managers pass many barriers, and some of the barriers get repeated.
Instilling core sewing skills, before diving head down to the expensive pool
of PMTS-based work measurement systems or recruiting an army of work
study officers or quality checkers to assist the sewing room mangers is the
need of the hour.

3.7 WHY SHOP FLOOR MANAGERS ARE NOT GIVING RESPECT


TO THE GSD SHEET 27

There are many reasons for this issue, but some of the main reasons are:
It fully depends on how well the I.E. prepares GSD on practical possibilities
and how well you have trained your operator.

27 Shyanawad L. (2005). Why shop floor managers are not giving respect to the GSD
Sheet, Stitch World, August Issue, 2005

41

If an I.E. sets the sewing line according to his GSD sheet or Operation
Bulletin and trains the operator according to the best possible method as
suggested in the GSD sheet to get maximum output, then and only then
will shop floor managers give respect to GSD and follow the procedure. If
the I.E. only imagines reference to the sample and prepares GSD
accordingly and then asks the shop floor manager to follow it, then it will
be difficult for untrained floor managers to follow GSD in the Indian
garment industry.
Here I want to add some of the differences in the PMTS and actual motion
time study operation bulletin. In PMTS, the I.E. breaks up the garment
manufacturing process into operations and sets the SAM for each
operation on the elements which he feels suitable or best. Here the
chances of missing microelements actually involved in the operation are
higher. These microelements may be required mainly due to type of fabric
being used, or distance of hand movement, etc. Sometimes the choice of
elements may not match with practical elements.
In the motion time study operation bulletin, the I.E. studies the operations
on the floor directly and interacts with the operator and makes the
method much practical and possible. It involves, moreover, all elements
(which also include microelements) which are necessary for that
operation. This is the main advantage over PMTS.
Prepare the operation bulletin by GSD or motion time study, allocate the
workstations as pragmatically as possible and set the sewing line.
Implement the same method which is used for the SAM calculation and
follow up on the method. Use the capacity and skill of the operator to the
maximum and build up efficiency to get optimum output.
In conclusion, I can say that both sheets have no value if made on the
basis of only theoretical aspects. And the GSD sheet will not beget
respect!

42

4. NEED OF THE PROJECT


From the relevant literature reviewed following observations were made
about the garment manufacturing units in Delhi NCR:

Absence of a well-defined IE department and roles of IE are not clear


The methods and practices suggested by the IE are not followed

properly
Knowledge gap between the operators, supervisors and the IE

department
Lack of awareness of global IE practices

Our understandings and experiences from various factory visits and


apparel internship are in concurrence with the literature.
The question rises here: What is the effectiveness of a PMTS application in
an environment where the traditional methods of IE are ignored?
Several other questions also relevant in this scenario are:

Whether the software is being used to its full potential?

If not, then what are the factors behind the under-utilization of the
software?

What are the necessary measures required to increase the software


utilization i.e. increase productivity / profits?

Here rises the need to conduct a research to analyse the post


implementation scenario of the garment factories of Delhi NCR. This is
important as PMTS applications require a good amount of capital
investment

5. OBJECTIVES
5.1 PRIMARY
To conduct post implementation analysis of PMTS applications for garment
manufacturing units in Delhi-NCR
5.2 SECONDARY

To develop understanding of the existing PMTS software.


43

To study current utilization of PMTS in selected Garment units


To conduct gap analysis between the current utilization of PMTS
applications and the optimum utilization.

Identify and develop KPIs on which the current utilization of the


PMTS software can be measured and suggest Best Practices
guidelines for optimum utilization of the software

6. SCOPE OF THE PROJECT

The research will focus only on one PMTS software.


Analysis will be only based on selected factories in NCR in given
time frame
(2 months)

44

7. METHODOLOGY PROPOSED
7.1 PROPOSED RESEARCH FLOW

Develop an in-depth understanding of


PMTS softwares
Observe the operational software in the
factory environment
Locate and visit the garment units which
are using PMTS software
Carry out surveys with the managers and
supervisors
Analyse and assess the collected data to
draw logical conclusions
Examine and quantify the effect of
applying PMTS softwares in the
manufacturing processes
Identify and develop KPIs on which the
current utilization of the PMTS software
can be measured
Suggest Best Practices guidelines for
optimum utilization of the software

Develop a detailed project report

Present the findings and report

45

7.2 PROPOSED RESEARCH DESIGN


Exploratory Research
Primary Research for data collection
Descriptive Research
Primary and Secondary research to provide an accurate description of the
problem

7.3 SAMPLING DESIGN


7.3.1 TARGET POPULATION

Sampling unit:
Department

Production department and Industrial Engineering

Element: Production managers, Supervisors and Industrial Engineer /


Software Operators
Sampling technique:

Non Probability Sampling Techniques - Judgemental Sampling


Questionnaires - Questions will be focussed to find out the
utilization level of PMTS software in the selected units

7.4 ANALYSIS TOOLS USED


Proposed analysis will primarily consist of descriptive statistical tools:

Central tendencies- Mean, Median, Mode, Variance


Graphical representation- Line Graphs, Pie Charts, Bar Charts, Area
Graphs, Waterfall Charts, Polar Chart

Researchers will explore the possibility of deploying inferential tools like


correlation, regression etc.

46

8. EXPECTED DELIVERABLES OF PROJECT


Set of KPIs on which the current utilization of the PMTS software can be
measured
Best Practices Guidelines: Suggestions to get optimum benefits from
PMTS Software
A report on the impact of PMTS systems in Indian Garment
Manufacturing Scenario (Delhi-NCR)

9. PROPOSED CHAPTER FLOW

EXECUTIVE SUMMARY
1. BACKGROUND
2. INTRODUCTION
2.1 GARMENT MANUFACTURING UNITS IN DELHI NCR
2.2 POST IMPLEMENTATION REVIEW OF SOFTWARE
3. RELEVANT LITERATURE REVIEWED
3.1 PRODUCTIVITY
3.2 WORK STUDY
3.3 HISTORY OF WORK STUDY
3.4 METHOD STUDY
3.4.1 TOOLS OF METHOD ANALYSIS
3.5 WORK MEASUREMENT
3.5.1 PREDETERMINED TIME STANDARDS
3.5.2 HISTORY OF PTS
3.5.3 SCOPE OF APPLICATION OF PTS SYSTEMS
3.5.4 ADVANTAGES AND LIMITATIONS OF PTS
3.5.4 METHODSTIME MEASUREMENT (MTM)
47

3.5.5 WORK FACTOR (WF) SYSTEM


3.5.6 MODAPTS
3.5.7 GENERAL SEWING DATA (GSD)
3.5.8 MTM-MEK
3.5.9 MTM-2
3.6 MAKING WORK-STUDY WORK
3.8 HOW TO FIND TIME TO PRACTICE PROFESSIONAL INDUSTRIAL
ENGINEERING
3.9 WHY SHOP FLOOR MANAGERS ARE NOT GIVING RESPECT TO THE
GSD SHEET
4. NEED OF THE PROJECT
5. OBJECTIVES
5.1 PRIMARY
5.2 SECONDARY
6. SCOPE OF THE PROJECT
7. METHODOLOGY PROPOSED
7.1 PROPOSED RESEARCH FLOW
7.2 PROPOSED RESEARCH DESIGN
7.3 SAMPLING DESIGN
7.3.1 TARGET POPULATION
7.4 ANALYSIS TOOLS USED
8. EXPECTED DELIVERABLES OF PROJECT
9. PROPOSED CHAPTER FLOW
10. TIME LINE OF THE PROJECT
REFERENCES

48

49

Present the findings and report

Develop a detailed project report


Suggest Best Practices guidelines for optimum utilization of
the software
Identify and develop KPIs on which the current utilization of
the PMTS software can be measured
Examine and quantify the effect of applying PMTS softwares
in the manufacturing processes
Analyse and assess the collected data to draw logical
conclusions
Carry out surveys with the managers and supervisors
Locate and visit the garment units which are using PMTS
software
Observe the operational software in the factory environment

Develop an in-depth understanding of PMTS softwares

5 DAYS

10
DAYS

5 DAYS

10
DAYS

10
DAYS

10
DAYS

30
DAYS

2 DAYS

10
DAYS

15
DAYS

10. TIME LINE OF THE PROJECT

REFERENCES
1. Methods Apparel Consultancy (2007). Status of Apparel manufacturing
SMEs in the NCR Region-Surveys conducted by Methods Apparel
Consultancy Managers & Supervisors. Delhi NCR.
2. Methods
Apparel
Consultancy

(2007).

http://methodsapparel.com/prosmv.html [Accessed 22/12/2011]


3. International Labour Organisation, Introduction to Work Study, 4th ed.,
International Labour Office, Geneva, Switzerland, 1992.
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Proceedings of the 7th Asia Pacific Industrial Engineering and
Management Systems Conference held at Bangkok December 2006,
Bangkok, Thailand
5. Misterek S., Dooley K., Anderson J. (1992), Productivity as an
performance measure, International Journal of

Operations and

Production Management, vol. 12, pp 29-45


6. International Labour Organisation(1992), Introduction to Work Study,
4th ed., International Labour Office, Geneva, Switzerland.
7. Barnes, Ralph M.(1937), Motion and Time Study: Design

and

Measurement of Work- Seventh Edition, pp6-8. John Wiley & Sons, New
York
8. Kumar, Anil S.(2006), Production And Operations Management, New
Age International
9. Geisel, Charles E.(1982), Handbook of Industrial Engineering- Methods
Design, pp1-11. John Wiley & Sons
10. Methods Engineering. Birla Institute of Technology and Science
(2009).

http://discovery.bits-

pilani.ac.in/dlpd/courses/coursecontent/courseMaterial/mmzg511/MOM
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11. Matias, A.S.(2007), Work Measurement: Principles and Techniques in
Handbook of Industrial Engineering, 3rd Ed., G. Salvendy, John Wiley &
Sons, New York, pp5.3-5.22
12. Lawrence S.(2004), Measurement of Work in Maynards Industrial
Engineering Handbook, Fifth Edition. Zandin K. B., Ed., The McGraw-Hill
Companies, New York, pp5.3-5.22
13. Sellie, C. N. (1992), Predetermined MotionTime Systems and the
Development and Use of Standard Data, in Handbook of Industrial
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Engineering, 2nd Ed., G. Salvendy, John Wiley & Sons, New York,
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14. Matias, A.S. (2001), Work Measurement: Principles and Techniques in
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Wiley & Sons, New York, pp1428-1429
15. Lawrence S.(2004), Measurement of Work in Maynards Industrial
Engineering Handbook, Fifth Edition. Zandin K. B., Ed., The McGraw-Hill
Companies, New York, pp5.3-5.22
16. MTM-1, MTM-2, MTM-3, and MTM-MEK are copyrighted and are the
property of the MTM Association for Standards and Research.
17. Maynard, H.B., Stegemerten, G., and Lowry, S.(1948), Methods Time
Measurement, McGraw-Hill, New York.
18. Rice, R.S.(1977). Survey of Work Measurement and Wage Incentives.
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Press, New York.
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Engineering Handbook, Fifth Edition. Zandin K.B., Ed., The McGraw-Hill
Companies, New York, pp5.3-5.22
21. Karger O., Bayh F.(1987). Engineered Work Measurement. Industrial
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23. Proceedings of Annual International

Industrial

Engineering

Conference held at Los Angeles May 1985. Los Angeles, California


24. Methods Workshop Limited. (training manual). Reproduced with
permission of the Methods Workshop Limited.
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2005
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51

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