Professional Documents
Culture Documents
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
5.2 SECONDARY........................................................................................34
1. BACKGROUND
companies
have
organized
Industrial
engineering
groups,
work
2. INTRODUCTION
3
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.
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
factories
of
Delhi-NCR
after
the
implementation
PMTS
Productivity=
OUTPUT
INPUT
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.
Output
and
input
increases,
but
the
increase
in
input
is
7 Barnes, Ralph M.(1937), Motion and Time Study: Design and Measurement of WorkSeventh Edition, pp6-8. John Wiley & Sons, New York
are
8 Kumar, Anil S.(2006), Production And Operations Management, New Age International
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
Simo-
observation.
Fine micro analysis; uses threbligs for a very detailed
simultaneous
motion chart
Multiple activity
worker and
machine or crew
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
10
OR
Where process control elements constitute a part of
the cycle
Predetermine
d time
standards
(PTS)
Standard data
Work sampling
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.
13
14
where
the
motiontime
tables
were
constructed
for
specific
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.
15
16
17
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
19
21 Karger O., Bayh F.(1987). Engineered Work Measurement. Industrial Press, New York.
20
21
3.4.7 MODAPTS
MODAPTS
is
relatively
easy-to-use
predetermined
time
system.
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
22
ii.
two parts, aligning and repositioning assembly under foot, and aligning
iii.
iv.
v.
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
25
26
3.4.9 MTM-MEK
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
vii.
3.4.10 MTM-2
ii.
iv.
v.
vi.
vii.
viii.
ix.
25 Thomas, R. (2005). Making Workstudy Work, Stitch World, May Issue, 2005
29
operation
was
reduced,
performance
dropped!
The
actual
and
Engineers
don't
30
Engineers,
Analysts,
Managers,
Supervisors
and
32
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
industry,
with
an
infrastructure
that
includes
product
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.
39
The work station layout stays the same minute after minute, hour to
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.
40
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
properly
Knowledge gap between the operators, supervisors and the IE
department
Lack of awareness of global IE practices
If not, then what are the factors behind the under-utilization of the
software?
5. OBJECTIVES
5.1 PRIMARY
To conduct post implementation analysis of PMTS applications for garment
manufacturing units in Delhi-NCR
5.2 SECONDARY
44
7. METHODOLOGY PROPOSED
7.1 PROPOSED RESEARCH FLOW
45
Sampling unit:
Department
46
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
48
49
5 DAYS
10
DAYS
5 DAYS
10
DAYS
10
DAYS
10
DAYS
30
DAYS
2 DAYS
10
DAYS
15
DAYS
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).
Operations and
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
L10.pdf [Accessed 2012, January 6]
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
50
Engineering, 2nd Ed., G. Salvendy, John Wiley & Sons, New York,
pp16391698.
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. 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.
Industrial Engineering, Vol. 9(7).pp18-31
19. Karger O., Bayh F.(1987). Engineered Work Measurement. Industrial
Press, New York.
20. 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
21. Karger O., Bayh F.(1987). Engineered Work Measurement. Industrial
Press, New York.
22. Masud A. et al. (1985), A High Level Predetermined Time Standard
System and Short Cycle Task: Papers of
23. Proceedings of Annual International
Industrial
Engineering
51