BANGLADESH UNIVERSITY OF BUSINESS & TECHNOLOGY

(BUBT)

DEPARTMENT OF TEXTILE ENGINEERING

PROJECT

ON

“Analysis of sewing section efficiency by time study technique in

Apparel Industry”

SUBMITTED BY

INTAKE NAME ID

7th Md. Khairul Bashar 12131107011

SUPERVISOR:

Farhatun Nabi

Lecturer

Department of Textile Engineering.

September, 2016

1
 CHAPTER -1

INTRODUCTION

2
At present garments is the main industry of Bangladesh. This sector have developed here
rapidly because of it is a labor intensive industry, ordinary technology, cheap labor and small
capital. Before liberation in 1970, in Bangladesh there was only one garments factory. In 1977,
the number rise to 8. In 1984, the number was 587. In 1998, the number stood at 2650 and now
the number of garments in Bangladesh is 3300. In Bangladesh garments are situated in Dhaka,
Chittagong narayangong Saver and Tongi-Gazipur. The number of garments workers in
Bangladesh is 1.6 million. Number of women workers is 13,20,000 and men workers 2,80,000.
76% of total export of Bangladesh is garments oriented. Mainly Bangladeshi garments products
are exported to the USA, Canada, China and European union and Caribbean countries. Recently
Bangladesh started export to Japan, Australia and some others countries in small scale.
Bangladesh 63 items of garments products. Main raw materials of garments mainly fabrics
comes from others countries. Bangladesh country of world famous muslin fabric and the great
royal Bangle Tiger has now emerged as a child labor free in the world textile and apparel market.
The country exports its apparel products worth nearly 5 billion us dollar per year to the USA,
EU, Canada and others countries of the world. At present the country is the 6th largest apparel
supplies to the USA and EU countries. The major products are knit and woven shirt, blouses,
trousers, skirts, shorts, jackets, sweaters, sportswear and many more casual and fashion apparels.

3
 CHAPTER -2

LITERATURE REVIEW

4
Industrial Engineering (IE)
Industrial engineering is a branch of engineering which deals with the optimization of
complex processes, systems or organizations. Industrial engineers work to eliminate waste of
time, money, materials, man-hours, machine time, energy and other resources that do not
generate value. According to the Institute of Industrial and Systems Engineers, they figure out
how to do things better, they engineer processes and systems that improve quality and
productivity.

Activities of Industrial Engineering

 Selection of processes and assembling methods.
 Selection and design of tools and equipment.
 Design of facilities including plant location, layout of building, machine and equipment.
 Design and improvement of planning and control system for production, inventory,
quality and plant maintenance and distribution systems.
 Development of time standards, costing and performance standards.
 Installation of wage incentive schemes.
 Design and installation of value engineering and analysis system.
 Operation research including mathematical and statistical analysis.
 Performance evaluation.
 Supplier selection and evaluation.

Objectives of Industrial Engineering:

 To establish methods for improving the operations and controlling the production costs
 To develop programmers for reducing costs.

Techniques of Industrial Engineering:

Method study: To establish a standard method of performing a job or an operation after
thorough analysis of the jobs and to establish the layout of production facilities to have a uniform
flow of material without back tracking.

Time study (work measurement): This is a technique used to establish a standard time for a job
or for an operation.

Motion Economy: This is used to analyses the motions employed by the operators do the work.
The principles of motion economy and motion analysis are very useful in mass production or for
short cycle repetitive jobs.

5
Value Analysis: It ensures that no unnecessary costs are built into the product and it tries to
provide the required functions at the minimum cost. Hence, helps to enhance the worth of the
product.

Financial and non-financial Incentives: These helps to evolve at a rational compensation for
the efforts of the workers.

Production, Planning and Control: This includes the planning for the resources (like men,
materials and machine) proper scheduling and controlling production activities to ensure the
right quantity, quality of product at predetermined time and pre established cost.

Inventory Control: To find the economic lot size and the reorder levels for the items so that the
item should be made available to the production at the right time and quantity to avoid stock out
situation and with minimum capital lock-up.

Work study
Work study is a systematic technique of method analysis work measurement and setting of time
standard that can be ensure the highest productivity by the optimum use of man power,
equipment and material.

Objects of Work Study

 To analyse the present method of doing a job, systematically in order to develop a new
and better method

 To measure the work content of a job by measuring the time required to do the job for a
qualified worker and hence to establish standard time.

 To increase the productivity by ensuring the best possible use of human, machine and
material resources and to achieve best quality product/ service at minimum possible cost

 To improve operational efficiency

Benefits of work study

 Increased productivity and operational efficiency

 Reduced manufacturing costs

6
  Improved work place layout

 Better manpower planning and capacity planning

 Fair wages to employees

 Better working conditions to employees

 Improved work flow

 Reduced material handling costs

Motion study
Motion study is the study of the body motions used in performing an operation, to improve the
operation by eliminating unnecessary motions, simplifying necessary motions, and then
establishing the most favorable motion sequence for maximum efficiency.

Time Study
Time study is a work measurement technique for recording the time of performing a certain
specific job or its element carried out under specific condition and for analyzing the data so as to
obtain the time necessary for an operator to carry out at a defined rate of performance.

Time study is a method of direct observation. A trained observer watches the job and records
data as the job is being performed over a number of cycles.

Objectives of time study

 To identify the efficiency and productivity of the company

 To set the standard time for each job.

 To set daily, monthly production target.

 To identify the efficiency of the worker.

 To evaluate a process cycle.

 To identify the qualified worker for the advanced process.

 To set basic time at a standard performance.

7
Time Study Tools
To do time study you need to arrange following tools

 A stop watch
 Time study format
 One pen or pencil
 Time Study board

Time study equipment

Time
study

Stop
watch

Fly back Continuous

8
The Important and Uses of Time Study

Generally this technique is used to determine the time required by a qualified and well trained
person working at a normal pace to do a specified task. The result of time study is the time that a
person suited to the job and fully trained in the specific method. The job needs to be performed if
he or she works at a normal or standard tempo. This time is called the standard time for
operation. This means the principle objectives of stop watch time study are to increase
productivity and product reliability and lower unit cost, thus allowing more quality goods or
services to be produced for more people.

The importance and uses of stop watch time study can be stated as under:

1. Determining schedules and planning work

2. Determining standard costs and as an aid in preparing budgets
3. Estimating the costs of a product before manufacturing it. Such information is of value in
preparing bids and determining selling price.
4. Determining machine effectiveness, the number of machines which one person can
operate, and as an aid in balancing assembly lines and work done on a conveyor.
5. Determining time standards to be used as a basis for labor cost control.
6. Helps to know the Labour productivity, Labour efficiency, Labour Performance
and overall time required to perform the task.
7. Helps to improve the process of operation.

Selection of the job

 The job in question is a new one, not previously carried out (new product, component,
operation or set of activities)

 A change in material or method of working has been made and a new time standard is
required.

9
  A complaint has been received from a worker or worker’s representative about the time
standard for an operation.

 A particular operation appears to be a “bottleneck” holding up subsequent operations and

possibly previous operations.

Before starting the study, there are a number of points to be observed in relation to
the approach to the worker and the job he is doing:

 Make sure the job has been method studied. Especially where the standard time is to be
used for incentive purposes.

 In an organization where time study has never been used before, supervision and worker
representatives should be told the reasons for the study program and given and insight
into tie study procedure.

 It is good policy to ask the supervisor or workers representatives to be studied. The

worker should be a competent steady person with an average rate of working.

 The worker should be told the reasons for the study. Why he has been selected and asked
to work at his normal pace explaining any problems that may arise during the time the
study is taken.

 Workers should be allowed plenty of time to settle down to new methods.

 When making the study the observer should take a position where he can see the whole of
the job being performed. This is generally to the side of the operator, slightly to the rear
and approximately 6 feet away. No attempt should be made to carry out timing from a
concealed position, without the operators knowledge or with the watch in the pocket.

10
Aaccurate is rating
Rating is subjective and relies on the skill of the observer carrying out the rating exercise and the
observer’s concept of the rate of working relative to a standard of 100%.

Element
An element is a distinct part of a specified job selected for convenient of observation.
Measurement and analysis.

Operation breakdown the job in to elements

 Elements should be easily identified, with definite beginnings and endings so that, once
established. They can be repeatedly recognized. The point at which one element ends and
another begins is called break point. Breakpoints must be decided by the work study
officer when he divides the work cycle into elements.

 All breakpoints can be recognized by a sound or by a change of direction of a hand or

arm.

 Elements should be as short as can be conveniently timed by a trained observer, but

should not be less than 0.10 minutes and more than 0.50 minutes.

 Manual elements should be separated from machine elements for future use as synthetic
data.

 Short elements should be next to long elements.

Reasons for breaking down the job into elements

 Variations in speed, pace and effort which an operator works can be more accurately
recorded over short periods of time. There could be some parts of the work-cycle with the
operator performs better than others.

 The more clear-cut the item of work which is timed, separately, the more readily can an
appropriate fatigue allowance be arrived at for incorporation with the element.

 To ensure that productive work is separated form unproductive work.

11
  To enable a detailed job specification to be produced.

Standard time
Standard time – time that is allowed to perform the job satisfactory.

Standard
time Basic time Allowances

Basic Time
The basic time for the operation is found by applying concept of rating to relate the observed to
that of a standard place of working.

Basic Observed Observed

time time rating

12
Types of allowances
Relaxation Allowances
Relaxation allowance is an addition to the basic time intended to provide the worker with the opportunity
to recover from the physiological and psychological effects of carrying out specified work under specified
conditions and to allow attention to personal needs. The amount of allowance will depend on the nature
of the job.

There are 2 type of relaxation allowance

Personal needs
• This allowance provides for the necessity to leave the workplace to attend to personal
needs such as washing, going to the lavatory or fetching a drink

• Common figures are from 5 to 7 percent of basic time.

Basic fatigue
• This allowance, always a constant is given to take account of the energy expended while
carrying out work and to alleviate monotony.

• A common figure is 4 percent of basic time.

Contingency allowances
A contingency allowance is a small allowance of time which may be included in a standard time
to meet legitimate and expected items of work or delays, the precise measurement of which is
uneconomical because of their infrequent or irregular occurrence.

13
Various other types of allowance are
• Policy allowance

• Special allowance

Various allowance to build standard time:

Personal Relaxation Normal

Allowance Allowance Time

Contingency Total
Constant Fatigue
Allowance Allowance
Allowance
Fatigue

Allowance
Variable Fatigue
Policy Allowance Standard
Allowance
Applicable Time

Steps in making a time study

 Obtaining and recording all the information available about the job, the operative and the
surrounding conditions , which is likely to affects the carrying out the work.

 Recording a complete description of the method, breaking down the operation into
elements.

 Examination the detailed breakdown to ensure that the most effective method and
motions are being used, and determining sample size.

 Measuring with timing device and recording the time taken by the operative to perform
each element of operation

 At the same time, assessing the effective speed of working of the operative relative to the
observer’s concept of the rate corresponding to standard rating.
14
  Extending the observed time to basic time.

 Determining the allowances to be made over and above the basic time for the operation.

 Determining the standard time for the operation.

Stop-watch time study of a core-making operation

 Operation studied was the making of a dry sand core in a wood core box, taking shape of
half a cylinder.

 Before recording stop watch reading the back of the observation sheet was filled out , a
drawing of the layout of the work place was made, and a sketch of the core was placed in
the lower right hand corner of the sheet.

Condensed description recorded on observation sheet, with end points for

reading stop watch
 Fill core box with 3 handful of sand. Press down each time. End of element as right hand
begin to grasp trowel.

 Press sand down with one trowel stroke. Strike off with one trowel stroke. End of
element as trowel is dropped on bench.

 Get and place plate on core box, turn over, rap, and remove box. End of element as core
box is placed on bench.

 Carry plate with core 4 feet. Dispose on oven truck. End of element as plate as placed on
shelf of core oven truck.

Time study summary

• Standard time is determined for each and every element in following manner:

Standard time= normal time x (100/(100-allwance in % ))

• For each and every element standard time is determined and then these are added together
to give the standard time for a cycle. Because one piece is produced per cycle.

15
Preparing to Measure Process Work with a Time Study:
When first introduced in the 19th and early 20th centuries, time studies established rules of
motion that guaranteed optimal performance during a given time period and reduced the number
of movements needed to get work accomplished. Over the years, time and motion studies have
been done in many industries both to ascertain how long it takes to do a given job and to improve
it through setting production goals and reducing unnecessary steps in a process. Today, time
studies are entirely focused on the time aspect of work, or how long it takes to do a job, and are
critical in getting fundamental information on how a process is working.

A time study can establish a baseline from which to drive improvement efforts, or set a standard
to control performance. Without basic time study measures, it is impossible to know whether
work has improved or whether there are differences in performance in a unit.

Studying Work as a Process:

When practitioners conduct a time study, it is essential that they know what they want to study.
Work is not strictly a set of disconnected tasks, it is a process. These processes have names, such
as maintenance or transfers, and begin with inputs, move on to processes in which inputs are
modified, and conclude with outputs.

While engaged in these input, process, output (IPO) chains, other things may intrude: mulling
things over, asking a question, taking a phone call, going to lunch and so on. In addition, people
have different work styles – some are fast and diligent; others take their time. There are many
opportunities for variation in conducting a task. The result: Time measurements are not precise,
but estimates of how long a task takes. Over time, or by measuring the work of several people, it
is possible to come to a general understanding of how long the work takes, which is good enough
to get started.

Plan Ahead to Save Costs

Because time studies are costly in terms of both lost work time and the harnessing of employee
trust and engagement, care must be taken in planning them. Follow eight simple steps in thinking
through a time study to avoid potential potholes.

1. Know Why the Study Is Being Conducted

Articulate the reasons for doing a time study in writing before beginning. This is important for
setting goals and for communicating to employees. Without a strong rationale for doing the time
study, it will be hard to answer employee concerns. The following exchanges may help
practitioners prepare for some basic questions:

16
Employee: Is there some concern that we are not doing our work?

Practitioner: No. A time study measures how long things take, not how fast you do them.

Employee: What if I have distractions during the day and I can’t work at my best level?

Practitioner: Our time study procedures allow for you to take breaks, ask questions, attend
meetings and so forth. Remember, we are interested in how long transactions take, not how fast
you are.

Employee: What are you going to do with the results?

Practitioner: We hope to use them, in part, to set standards to measure performance against.
These standards are important because without them, overall performance cannot be evaluated
fairly.

2. Understand and Articulate the Different Types of Work to Measure

In planning the time study, think through the kinds of work the job entails. Ask associates: What
kinds of things constitute 80 percent of work on a given day? Seek examples, write them down
and estimate the average time an employee spends processing each item. It is not definitive, but
it will be interesting to compare estimates and assumptions about where the time goes to the
actual measurement.

3. Measure Work Elements Down to a Level of Desired Complexity

It is also important for the time study team to consider how detailed they want to get. Should
they measure the time it takes to complete a spreadsheet of adjustments from a client, or should
they break down each individual task on that spreadsheet by the type of transaction and measure
every one? In making the choice, consider the “unit” of work – the lowest common denominator
task that associates in the team undertake. For example, all maintenance transactions are
individual units, the same with transfers and most transactions. They all take about the same
amount of time and the only unique factors are their frequency relative to each other.

4. Ensure the Study Takes Place During a Representative Time Period

Most processes are subject to variations in volume, resulting from seasonal factors, and are
predictable within limits. For example, consider tax preparers: They usually have an influx of
work at the end of the year and again in March and April, and then work falls off over the
summer.

Decide in advance when to conduct the time study. If it is during a light season, people may have
more time on their hands and thus show results that emphasize non-work time. If it is a high

17
season, associates will be under pressure to get the work out, perhaps put in overtime and avoid
backlogs. In general, work standard times go up during times of low volume and down during
times of high volume. It may be best to conduct studies during both periods and average the
results.

5. Allow the Process to ‘Settle Down’ Before Recording Results

In time studies, practitioners may want to toss out the results from the first one or two days.
Although this may seem wasteful, these early results often show missed on/off times, excessive
times for tasks that represent failure to close an activity and long periods of no activity when the
associate forgot to enter data. It is important to look at these results and let associates know what
they are missing. In time they will become proficient and the process will settle down.

6. Use Good Sampling Procedures for Reliable Results

There are two factors to consider when deciding how to handle the problem of a work sample:
sample size and population characteristics.

Sample size is determined by a formula based on the power of the sample or its ability to
represent the population with a predictable margin of error. To reduce the margin of error, it is
necessary to increase sample size. Margins of error of around 5 percent are common and only
require a small sample proportionate to the size of the population.

7. Understand the Basic Measures of Central Tendency

All the data collected in a time study can be displayed in the form of a distribution, often a
histogram showing the frequency of various sets of scores and resembling a distribution curve of
tall boxes.

A normal or bell shaped distribution is common in processes free from bias. Over time, most
distributions will look like the normal distribution, but when a short-term sample is taken, the
distribution may be skewed to one end or the other. Such a distribution may prevent a team from
settling on a fair time standard. In order to get a better understanding of “average” performance,
unusually high or low numbers must be thrown out to make the distribution more normal.

8. Learn Some Common Terms

Before an organization can manage productivity based on standard times, it is critical is to

understand the interplay between demand, capacity and utilization, and to know how to pull the
various levers to ensure that demand is anticipated, capacity managed and utilization driven to
the highest levels.

Demand refers to inputs such as customer requirements and numbers of transactions. Without a
time standard, it is difficult or impossible to quantify demand.

18
Capacity refers to the amount of work a team can do in a given amount of time.

Utilization is the efficiency with which capacity is applied based on demand. It is one measure of
productivity. An organization is 100 percent utilized when everyone in the team is working to
capacity. But, for example, if the team is capable of processing 1,000 transactions per week and
is actually processing 600 transactions, utilization will be .60, or 60 percent.

Demand management is the ability to use measures of capacity to adjust the workforce to
changing demand. This can be done only with an understanding of the capacity of the team.

Type of Timing:
1. Fly back time
2. Cumulative time

Fly back Time:

The hand of the stopwatch is returned to zero at the end of each element and are allowed to start
immediately, the time for each element being obtained directly.

Cumulative time
 The watch runs continuously throughout the study.
 At the end of the each element the watch reading is recorded.
 The individual element time are obtained by subsequent subtraction.
 The purpose of this procedure is to ensure that all the time during which the job is
observed is recorded in the study.
 Typically most work study persons attain fair degree of accuracy quickly when using the
cumulative method.

19
 CHAPTER -3

METHODOLOGY

20
Methods
An operation cycle consists of material handling, positioning and aligning parts, sewing garment
parts, trimming threads and tying and untying a bundle. So in the time study format, divide
whole task into various elements according to the motion sequences of the operation. For
example, in operation ‘collar run stitch’, task elements may be

i) pick up panel to sew first seam,

ii) turn collar to sew second seam,
iii) turn collar to sew third seam
iv) check work and dispose and
v) waiting for next pieces.

In this article I will show you filled time study format for Collar run stitch. I did this study during
my internship at Tex port Syndicate.

Step 1: Preparation

 Arrange stationery like time study format, stop watch (digital one) and pencil
 Select one operation for Time study
 Tell the operator that we are going measure time he/she taking to do the job.
 Observe the operation carefully and break down operation into elements.
 Fill the basic information in the time study format. Like machine category, guide or
attachment used.

Step 2: Record Time

Now measure the time taken for completing each elements of the operation cycle by the operator. Time
should be captured in seconds. Similarly, capture element timing for consecutive 5 operation cycles.
During data capturing only note down reading (see following Table-1) of the stop watch and later
calculate element timing. If you found any abnormal time in any elements record time during time study
and later discard that reading. Or you can capture time for one more cycle (10 operation cycles).
Abnormal time may be occurred due to bobbin change, thread break, power cut or quality issues. Ignore
those from the calculation of standard time.

21
 Table-1: Time Study sheet

Step 3: Calculation of Basic Time

From the Reading (R) calculate time taken for each element for all five cycles just by deducting
previous Reading from elemental reading. Sum up times of five cycles for each element. Note, if
you discard any reading than in that case no. of cycles will be four. Calculate average element
times. This average time is called basic time. (in the following Table-2 it is noted as average
time)

22
 Table-2: Time Study sheet with calculation

Step 4: Calculation of Standard Time

To convert basic time (cycle time) into normal time you have to multiply it with operator performance
rating. Here for calculation rating is considered as 100%. So, Cycle time and normal is same in this
example.

Add allowances to normal time (machine allowances, fatigue and personal needs etc). Add machine
allowance only to those elements where machine is running and fatigue and personal needs to all elements
(approx 20%). machine allowances are shown in the time study sheet. (I have used these allowance
percentage as seen seniors to use them. I don't know the source of these allowance)

The calculated time (Normal time + Allowance time) is standard time for each element in seconds. Sum
up all elemental time and convert seconds into minutes. This is standard minutes or SAM (Standard
Allowed Minute).

23
 CHAPTER-4

DATA ANALYSIS
&
RESULT

24
Target calculation
Capacity= 60/Average of the time + Allowance%
Target= No. of worker ×work hours ×60 /SMV ×Efficiency

Efficiency Calculation
Overall Efficiency = Production minute × 100/ Used minutes
On Standard Efficiency= Production minute × 100/ (Used minutes- Non productive
time)

Capacity= 3600/Avg. Time

Basic Time = Observed Time × Performance Rating
Standard Time = Basic Time +Allowance%

25
Item: Men’s Boxers TIME STUDY SHEET
Sl.
Cycle Time(Sec)
No. Operation Machine Average Total
Description Type 1st 2nd 3rd 4th 5th Cycle Capacity Capacity
1 Stay stitch at Plain
front pouch Machine 48 72 54 54 48 55.2 65
2 Stay stitch at Plain
front pouch Machine 44 50 48 42 42 45.2 80 218
3 Stay stitch at Plain
front pouch Machine 47 54 50 48 45 48.8 73
4 Making Front Flat Bed
Pouch Machine 7 11 12 9 9 9.6 400 400
5 Flat Bed
Join Back Rise Machine 11 9 11 10 9 10 300 300
6 Flat Bed
Join Side Seam Machine 8 8 10 9 11 9.2 400
7 Flat Bed 700
Join Side Seam Machine 14 16 12 10 10 12.4 300
8 Attach Front Flat Bed
Pouch Machine 8 9 11 8 9 9 400 400
9 Flat Bed
Join Gussed Machine 9 11 8 9 8 9 400 400
10 Over lock
Attach Piping machine 7 7 7 8 6 7 514
11 Over lock 914
Attach Piping machine 10 11 9 8 8 9.2 400
12 Flat Lock
Top Stitch Machine 8 10 9 8 9 8.8 400
13 Flat Lock 850
Top Stitch Machine 8 9 8 9 7 8.2 450
14
Making West Bar Tack
Elastic Machine 18 14 14 15 18 15.8 240 240
15
Bar Tack
Elastic Join Machine 24 23 22 24 26 23.8 150
16
Flat Lock 321
Elastic Join Machine 22 20 23 22 20 21.4 171
17
Flat Bed
Close inseam Machine 11 9 10 8 9 9.4 400 400
18 Plain
Tack at Latch Machine 10 13 14 12 17 13.2 321 277

26
Operation Average Basic Total
Description Cycle Time Rating % Time SMV Target Capacity
Stay stitch at
front pouch 55.2 62 34.22 44.49
Stay stitch at
front pouch 45.2 68 30.74 39.96 230 218
Stay stitch at
front pouch 48.8 65 31.72 41.24
Making
Front Pouch 9.6 70 6.72 8.74 420 400
Join Back
Rise 10 69 6.9 8.97 330 300
Join Side
Seam 9.2 71 6.53 8.49
Join Side 740 700
Seam 12.4 63 7.81 10.15
Attach Front
Pouch 9 64 5.75 7.48 420 400

Join Gussed 9 65 5.76 7.49 420 400

Attach
Piping 7 70 4.9 6.37
Attach 940 914
Piping 9.2 60 5.52 7.18
Top Stitch 8.8 68 6 7.8 850
Top Stitch 8.2 68 5.58 7.25 900

Making
West Elastic 15.8 60 9.48 12.32 260 240
Elastic Join 23.8 61 14.52 18.88 321
Elastic Join 21.4 62 13.27 17.25 340

Close
inseam 9.4 64 6 7.8 430 400
Tack at
Latch 13.2 63 8.32 10.82 300 277

27
Line Diagram of Capacity ,Total Capacity & Average cycle time

1600
1400
1200
1000
800
600
400 Total Capacity
200
Capacity
0
Avg. Cycle Time
Stay stitch at front pouch
Stay stitch at front pouch
Stay stitch at front pouch

Join Gussed
Attach Front Pouch

Elastic Join
Elastic Join

Tack at Latch
Making West Elastic
Attatch Piping
Attatch Piping
Making Front Pouch

Join Side Seam

Join Side Seam
Join Back Rise

Top Stitch
Top Stitch

Fig. Line Diagram Close inseam

Results:
After analysis of sewing section efficiency by time study technique the production
per hour 220 pieces.

Discussion:
After analysis of sewing section efficiency by time study technique the production
capacity increase.

28
CHAPTER-5

CONCLUSION

29
 Conclusion
Industrial engineering is an important and essential part of any Garments Industry. One of the
aims of any production system is to make total production time as minimum as possible. This
automatically reduces inventory cost to a minimum. Sub-assembly system provides many
opportunities to economies on temporary storage and transportation space and time. No definite
answer can be given as to which is the best, as it depends on garment style, specifications,
machinery and manpower and manufacturing policies. It gives us an opportunity to compare the
theoretical knowledge with practical facts and thus develop our knowledge and skills. This
project also gives an opportunity to enlarge knowledge of textile administration, production
planning, procurement system, production process etc. to adjust with the industrial life.

30
Reference:
1. Data Collected By Liz Fashions ltd.
2. http://www.slideshare.net/lavg1/time-study-41361819
3. http://www.onlineclothingstudy.com/2011/03/how-to-do-time-study-for-
garment.html
4. http://www.slideshare.net/TanmoyAntu/presentation-38605832
5. https://www.isixsigma.com/methodology/business-process-management-
bpm/preparing-measure-process-work-time-study/
6. http://www.ijset.net/journal/212.pdf
7. http://www.slideshare.net/sheshir/work-study-line-balancing
8. http://www.slideshare.net/vishakeb/work-study-presentation-650617
9. http://www.slideshare.net/Roni640/application-of-industrial-engineering-in-
garments-sewing-floor

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