Of a basic shirt, polo shirt & trouser

Project Supervisor: Farzana Rahman

With the growing international competition the apparel factories of Bangladesh must be in the path of continuous improvement. This improvement also needs to be measured continually to understand how much improvement has taken place. Productivity data is the essential indicator of the improvement rate and the level of performance of the factory. Though the importance of productivity is huge, data on productivity is rarely available. Apparel factories of our country sometimes feel that collection of productivity data, its measurement and generation of reports is simply extra paper work. As a result they seldom have time for such paper work. Again, apparel factories have misconceptions about productivity and they lack knowledge of the true dimension of the benefit they can derive from productivity measurement.

To measure productivity. To identify the methods of efficient utilization of inputs(man hours, machine hours etc) in producing outputs(basic shirt, polo shirt &trouser). To trace the technical changes in production such as advances in design & quality of machines and products. To find out reasons of changes in efficiency such as high efficiency and low efficiency. To identify cost saving techniques in production by productivity measurement , to minimize cost and maximize production. To find out the factors of productivity loss such as annual labor turnover, absenteeism, repairs, rejects etc.

Optimization of productivity consists of three major steps:

Measuring the productivity Finding ways to improve productivity Identifying the reasons for low productivity

 Productivity is a ratio to measure how well an organization (or individual, industry, country) converts input resources (labor, materials, machines etc.) into goods and services.
This is usually expressed as, Productivity = Output / Input

=Doing Things Right + Doing the Right Things (Efficiency) (Effectiveness )

So , Productivity = Doing the Right Things Right

Measurement is the first step that leads to control and eventually to improvement.
If you cant measure something, you cant understand it.

If you cant understand it, you cant control it. It you cant control it, you cant improve it.

James Harrington

Productivity measurement is done To monitor performance To reveal problem area To appraise how well resources are utilized To improve productivity situation.

Industry Level Industry Segment Level Firm/Plant Level

Plant-A

Plant-B Departments

Plant-C

Pre-Cutting Spreading

Cutting Cutting Bundling Fusing

Sewing

Post Sewing -Inspection -Ironing -Laundry -Packaging

Production Line/Floor Group/Sections Operations Operator/Machine/Helper

i) Factor productivity / Single Factor Productivity (SFP) ii) Multi Factor Productivity (MFP) iii) Total Factor Productivity (TFP)

Single Factor Productivity (SFP) is defined as the ratio of a measure of output quantity to the quantity of a single input used. Output/Labor: Labor Productivity is units of output per labor hour;
Output/ Machine: Machine Productivity is units of output per machine hour; Output/ Capital: Capital Productivity is units of out put per taka input

Problem: 12 workers manufacture 480 pcs of T-shirt in 8 hours shift. SMV of a T-shirt is 5 minutes. What is the labor Productivity? Solve: Productivity=Output/Input =Minutes produced/ Total available minutes =(OUTPUT QUANTITY * SMV *100%) / (NO. OF WORKER * WORKING MINUTES) = (480 * 5 *100 %) / (12 * 480) =41.7 % (Ans)

 Time study Work Sampling

PMTS (Predetermined Motion-Time System) etc.

PMTS is also known as MTM (Methods Time Measurement)

TECHNIQUES OF WORK MEASUREMENT

Normal Time (NT) or Basic Time = (Average Cycle Time) x (Rating Factor)
Standard Minute Value (SMV) = (NT) + (NT x Al %)

=( NT) + (NT x AF)

SMV = NT (1+ AF) SMV = Normal Time x (1+ AF) SMV = Average Cycle Time x RF x (1+ AF

Rating is a technique used to assess the speed and effectiveness of an operator.

Following Considerations may take into account Speed of movement Effort Effectiveness etc. Rating is the measure of speed with which an operator works.Speed here means the effective speed of operator.

Performance(Rating)=Predetermined Time/Actual Time R=P/A

 Allowance is basically some additional time for needs ( drink water, Cleaning fatigue and delays).
Allowance can be given as a percent of work time . Allowance are the interruptions that occur during the working day. Personal Allowance: drink water, going to wash room and Clean up after operations. Fatigue Allowance: Standing with a load, walking with a load, lifting a load, anxiety, monotony, temperature, sound, illumination, Delay Allowance: Machinery is kept in repair, tool breakage, minor Adjustment.

Operation

Cycle Cycle Time Time T1 T2 (min) (min)

Cycle Time T3 (min)

Cycle Time T4 (min)

Cycle Time T5 (min)

Average Cycle Time

Shoulder Join

.45

.43

.40

.41

.43

.42

Sleeve Join Side Seam Body Hem

.36 .60 .42

.39 .58 .44

.37 .61 .43

.39 .51 .41

.36 .60 .44

.37 .59 .43

Operation

Average Cycle Time

Rating Factor

Basic Time or Normal Time

Shoulder Join

.42

.90

.378

Sleeve Join

.37

.80

.296

Side Seam

.59

.1.10

.649

Body Hem

.43

.1

.43

Standard Minute Value (SMV) = NT + Al % of NT = NT (1+Al %) Shoulder Join, SMV= .378 (1+20%) = .4536 min Side Seam, SMV = .649 (1+ 20%) = .7788 min

- defined as the ratio of a measure of output quantity to a measure of the quantity of a bundle of inputs often intended to approximate total input. Output Multi Factor Productivity = ---------------------------(Labor + Capital) Input

defined as the ratio of a measure of total output quantity to a measure of the quantity of total input. Output Total Productivity = -------------------------------------(Labor +Capital +Material +Energy +Others ) Input Thus, total productivity measure reflects the joint impact of all the

General Techniques of Productivity Improvement: 1. Motivation of Workforce 2. Education, Training &Development 3. Maintenance of Machines 4. Line Balancing 5. Scheduling 6. Modifying Machines 7.Automation

8. Layout Planning 9. Improving Employee Morale 10. Using Work Aids 11. Reducing Absenteeism 12. Reducing Employee Turnover 13. Job Satisfaction 14. Organizational Culture 15. Quality Control 16. Infra-Structural Facility

17. Organizational Culture 18. Wages Policies 19. Waste Reduction

Areas Of Application Computer Pattern Grading Die Cutting Laser Cutting Continuous fusing process Programmable sewing machines Folders Needle Positioners

Approx. increase in productivity(%) 150 270 190 60 5-100 20-100 10-20

Factors influencing productivity can be classified into two categories:

a. Controllable or internal factors and b. Non-controllable or external factors.

a. Controllable or Internal factors:

Product Factor Plant and Equipment Technology Material and Energy Human Factors Work Methods Management Style

b. Non-controllable or External Factors :

Social Changes: Education, Cultural values, and Attitudes Natural Resources :Manpower, Land, and Raw Materials Government and Infrastructure: Government Policies, Programs and Fiscal Policies etc.

EMPLOYEE : ATTITUDES & ABILITIES MANAGEMENT : PLANNING & COMPETENCY

FACILITIES : PLANT & EQUIPMENT

TECHNOLOGY : PROCESS & PRODUCTS GOVERNMENT : REGULATIONS & SUPPORT ENVIRONMENT : MATERIAL, ENERGY, CLIMATE

Line Imbalance Annual Labor Turn-over Absenteeism of Workers Repair of machines , Reject of products Unmeasured work

Due to the reasons of productivity loss, productivity of an apparel factory can be lost up to 57%

(Source : Introduction to Clothing Production Management A J Chutter)

Reason
Line Imbalance Annual Labor Turn-over Absenteeism of Workers Repair of Machines Reject of Products Unmeasured Work

Productivity Loss (%)

6 20 8 6 2 15

Thank You