Operation breakdown, SMV and layout of Shirt Manufacturing

The shirt is one of the commonly worn dress all over the world. For a target level of garments manufacturing, you need to identify the operation breakdown, manpower requirement, and machine requirement. So that you can do proper production planning. Here in this article, we will share Operation breakdown, SMV and layout of Shirt Manufacturing where Total SMV is 33.84, manpower requirement is 100 and the total machine required 81 unit.

Measurement Sheet of Shirt Manufacturing

Operation breakdown, SMV and layout of Shirt Manufacturing

  • Working Hour: 1
  • Efficiency: 28
  • Pitch Time: .31
  • Target: 55
Seq. NoBody PartOperationResourceSMVTarget (100%)Cycle Time(s)Layout MP
1PlacketFusing attach at front placketAssistant Operator0.4214325.201
2PlacketFront placket mark n pressSewing Iron0.758045.002
3PlacketPlacket make upperSNL Auto0.5411132.402
4PlacketPlacket make LowerSNL Auto0.5411132.402
5PlacketUpper placket 1/4 top- stitchSNL Auto0.4812528.802
6PlacketDeco. Placket pressSewing Iron0.3815822.801
7AssemblyFront n back part matchAssistant Operator0.2821416.801
8AssemblyShoulder join with/ without tape4T OL Auto0.3020018.001
9AssemblyShoulder topstitch1NDL FL0.2821416.801
10CollarFusing attach at collar/collar standSewing Iron0.4214325.202
11CollarCollar markAssistant Operator0.2030012.001
12CollarCollar makeSNL-VT0.837249.803
13CollarCorner cut n turn collarAssistant Operator0.3020018.001
14CollarCollar 1/4 topstitchSNL Auto0.5810334.802
15CollarCollar edge close n cutSNL-VT0.2821416.801
16CollarCollar band rollingSNL Auto0.3815822.801
17CollarMark n arrange match collar with bandAssistant Operator0.3517121.001
18CollarCollar attach with collar band sandwich stitchSNL-VT1.085664.803
19CollarCollar band turn n press with necessary scissoringSewing Iron0.3517121.001
20CollarCollar n neck markSNL Auto0.3218819.201
21CollarAttach collar to bodySNL Auto0.659239.002
22CollarCollar closeSNL Auto0.758045.002
23CollarCollar band topstitchSNL Auto0.5610733.602
24SleeveSleeve side seam4T OL Auto0.5510933.002
25SleeveSleeve side seam topstitch2T FL Auto0.629737.202
26AssemblySide seam join4T OL Auto0.5510933.002
27LabelCare Label makeSNL Auto0.2425014.401
28LabelCare label tack at sideSNL Auto0.2623115.601
29SleeveSleeve & Body sticker match & Sleeve tackSNL Auto0.5610733.602
30SleeveSleeve attach round4T OL Auto1.006060.003
31Back PartBottom hem edge rollingSNL Auto0.758045.002
32PlacketSleeve mark for placketAssistant Operator0.4413626.402
33SleeveSleeve cut for placketAssistant Operator0.4015024.001
34SleeveSleeve lower placket binding n trimsFlat Bed0.4114624.602
35PlacketSecure placket baseSNL Auto0.3020018.001
36PlacketSleeve upper placket fusing attach n half foldSewing Iron0.4214325.202
37PlacketUpper placket attach n 1/16 topstitchSNL Auto1.006060.003
38PlacketSleeve upper placket closeSNL Auto0.807548.003
39PlacketUpper placket 1/16 topstitchSNL Auto0.5610733.602
40PlacketSleeve placket fishtail secureSNL Auto0.728343.202
41PlacketSleeve placket box makeSNL Auto1.085664.803
42PlacketPleat make with mark at sleeve openingSNL Auto0.649438.402
43CuffFusing attach at cuffAssistant Operator0.2821416.801
44CuffCuff rollingSNL Auto0.4513327.002
45CuffCuff mark n makeSNL Auto0.956357.003
46CuffCuff turn n press with necessary scissoringSewing Iron0.4015024.001
47CuffCuff mark n match arrange with bodyAssistant Operator0.4015024.001
48AssemblyCuff attach at sleeve openingSNL Auto0.837249.803
49CuffCuff closeSNL Auto0.966357.603
50CuffCuff top-stitchSNL Auto0.758045.002
51AssemblySticker remove and GMTs turnAssistant Operator0.2623115.601
52AssemblyButton hole position markAssistant Operator0.787746.802
53PlacketButton hole make at Sleeve placket X4BH Auto0.5411132.402
54PlacketButton hole make at front placket X9BH Auto1.264875.603
55AssemblyButton position markAssistant Operator0.986158.803
56PlacketButton attach at placket X9 + Spare X1BA Auto1.205072.003
57SleeveButton attach at sleeve placket X4BH Auto0.4812528.802
58AssemblyButton closeAssistant Operator0.5510933.002
59AssemblyThread trimsAssistant Operator0.4513327.002
Total33.84110
Operation breakdown, SMV and layout of Shirt Manufacturing

SMV Summary of Shirt Manufacturing

Sewing Helper8.81
Sewing Machine25.03
Sewing QI0.00
Finishing I/M0.00
Finishing QI0.00
Poly Helper0.00
Packing0.00
Hand Tag0.00
Total33.84

Man Power Summary of Shirt Manufacturing

Sewing Helper29
Sewing Machine81
Sewing QI0
Finishing I/M0.00
Finishing QI0
Poly Helper0
Packing0
Hand Tag0
Total110

Machine Summary of Shirt Manufacturing

SNL Auto51
4T OL Auto8
1NDL FL1
SNL-VT7
2T FL Auto2
Flat Bed2
BH Auto7
BA Auto3
Total81

Written By
Sharmin Akther Diba
Industrial & Production Engineer
Rajshahi University of Engineering & Technology
Email: [email protected]
LinkedIn: Sharmin Akther Diba

CM Analysis and Feedback of Garments

CM Analysis and Feedback of Garments

This analysis is done in a famous knit factory of Bangladesh based on SMV, CM, and efficiency. SMV -efficiency variance, CM earning and loss report also included in this analysis. Hope this article would help you.

Dec’18 to Feb ’19 all unit DPR summary

  1. Total Sewing quantity: 14.28 M PCs
  2. Average MKT SMV/PCs: 8.93
  3. Average Sew SMV/PCs: 8.72
  4. Average Layout MP(OP+HLP): 36
  5. Average Used MP(OP+HLP): 38
  6. Average Expected Efficiency: 44.93%
  7. Average Achieved Efficiency: 42.54%
  8. Average MKT CM/DZn: $8.60
  9. Average PLAN TGT CM/DZn: $11.72
  10. Average SEW CM/DZn (USED)       :  $13.52
  11. MKT Vs Plan Tgt CM Variance: $3933.0123 M
  12. MKT Vs Used CM Variance: $6192.5275 M
  13. Plan Tgt Vs Used CM Variance: $2259.5151 M

Dec’18 to Feb’19 unit-01 DPR summary

  1. Total Sewing quantity: 5.49 M PCs
  2. Average MKT SMV: 8.44
  3. Average Sew SMV: 8.26
  4. Average Layout MP(OP+HLP): 34
  5. Average Used MP(OP+HLP): 42
  6. Average Expected Efficiency: 48.61%
  7. Average Achieved Efficiency: 35.74%
  8. Average MKT CM/DZn: $8.20
  9. Average PLAN TGT CM/DZn: $9.62
  10. Average SEW CM/DZn (USED)           :  $14.61
  11. MKT Vs Plan Tgt CM Variance: $228.0043 M
  12. MKT Vs Used CM Variance: $1024.7610 M
  13. Plan  Tgt Vs Used CM Variance: $796.7567M

Dec’18 to Feb’19 unit-02 DPR summary

  1. Total Sewing quantity: 4.14 M PCs
  2. Average MKT SMV/PCs: 9.30
  3. Average Sew SMV/PCs: 9.05
  4. Average Layout MP(OP+HLP): 37
  5. Average Used MP(OP+HLP): 33
  6. Average Expected Efficiency: 43.08%
  7. Average Achieved Efficiency: 52.08%
  8. Average MKT CM/DZn: $8.68
  9. Average PLAN TGT CM/DZn: $12.84
  10. Average SEW CM/DZn (USED)       :  $9.87
  11. MKT Vs Plan Tgt CM Variance: $515.6169 M
  12. MKT Vs Used CM Variance: $147. 5045 M
  13. Plan  Tgt Vs Used CM Variance: $368.1123 M

Dec’18 to feb’19 unit-03 DPR summary

  1. Total Sewing quantity: 4.64 M PCs
  2. Average MKT SMV/PCs: 9.18
  3. Average Sew SMV/PCs: 8.97
  4. Average Layout MP(OP+HLP): 37
  5. Average Used MP(OP+HLP): 39
  6. Average Expected Efficiency: 43.16%
  7. Average Achieved Efficiency: 39.51%
  8. Average MKT CM/DZn: $8.92
  9. Average PLAN TGT CM/DZn: $12.68
  10. Average SEW CM/DZn (USED)       :  $16.19
  11. MKT Vs Plan Tgt CM Variance: $508.2320 M
  12. MKT Vs Used CM Variance: $982.4476 M
  13. Plan Tgt Vs Used Tgt CM Variance:  $474.2156 M

*Data Source

  1. Data based on the Daily Production Report(DPR)
  2. CM based on Finance dept. report
  3. CPM based on Finance dept. data (.0358 $)

CM Variance

CM Analysis and Feedback of Garments

Unit Wise CM Variance

Unit Wise CM Variance

Buyer Wise CM Variance

Buyer Wise CM Variance

Average Marketing VS Average Used CM

Average Marketing VS Average Used CM

Average Plan Target VS Average Used CM

Findings from Analysis

  • CM loss at Marketing  $3,933.0123 [Dec’18-Feb’19]. Only Buyer ‘Promodoro’ Marketing CM gain $5.8259.
  • Average Marketing SMV & Average Sewing SMV difference 0.21. SMV used in production less than Marketing, which is a positive fact to gain profit.
  • CM loss of Unit-01 & Unit-03 in production, use of more manpower than Marketing, the achievement of less efficiency than Marketing are the reasons for the loss in CM.
  • In Unit-02, efficiency gain (52.08%) is more than expected (43.08%) but used CM is more than Marketing & Less than Plan target CM.  If there was no loss during Marketing, CM gain would be profitable.
  • Efficiency variation avg 2.40% than expected which results in total CM loss.

Feedback from Analysis

  • CM based target need to establish for-profit gain in CM.
  • The capacity calculation/ projection should be followed by CM considering SMV, Manpower, Working hour, Efficiency as well as Quality.
  • CPM should be standardized/similar for all buyer & all units.

The Necessity of CM Based Target Set-up

  • Currently, Garments profit calculation based on FOB. But in practice, it is the total performance of Textile, Fabric finishing, sewing, printing, embroidery, Garments finishing, logistics, etc. & investors profit percentage, deficiency cost.
  • Profit calculation & evaluation will be equal for all units.
  • CM based target can be used for other units like Textile, AOP, Finishing, Dyeing, etc. to measure performance more precisely.

Pre-activities for CM Based Capacity Allocation which we Want to do for Future

  • Production floor should be Industrial Engineering database controlled.
  • 6S/7S Training & auditing system should be established for all employees of all departments.
  • Floor IE must know operation breakdown, CM & Efficiency analysis.
  • Line balancing, workstation standardization, lean management training needed for IE & production people also.
  • No modification in Line layout (SMV, MP, M/C) will happen by approval of Corporate IE department.
  • The cutting section should be IE based CM calculation to improve efficiency & gain profit from Cut-make section.
  • Finishing section should be IE based CM calculation to improve efficiency & gain profit from the make-trim section.
  • The textile sector should be IE based to reduce re-process & re-work. In the long run, it will gain more profit from the textile sector.
  • Printing IE activities will be vast to CM based capacity allocate for making it more precise in profit gain & efficiency achievement.
  • Other production units need to Industrial Engineering controlled to achieve target efficiency & profit.

A Positive Outcome from Proposed Implementation Ideas

  • There will be no CM loss during marketing stage. Use of similar CPM will lead the marketing team to work for plant target CM wise order taking.
  • CM loss will not happen in the production stage with proper manpower utilization, efficiency achievements; quality products by IE based production system.
  • CM profit is the core profit percentage of FOB & our factory profit margin will increase by proper implementation of IE-based activity in every sector.

Written By
Sharmin Akther Diba
Industrial & Production Engineer
Rajshahi University of Engineering & Technology
Email: [email protected]
LinkedIn: Sharmin Akther Diba

Lean Manufacturing Initiatives in Apparel Industry

Lean Manufacturing Initiatives in Apparel Industry

Introduction

This article is about very basic of lean manufacturing, definition, principle, importance, and steps how you take initiatives to introduce to lean manufacturing in your garments manufacturing industry. Hope this writing would help you to get an idea of Lean Manufacturing initiatives.

Lean Manufacturing Initiatives in Apparel Industry

What is Lean?

A lean is a way of maximization of the benefit by ensuring proper utilization of resources without increasing its cost or wasting any materials. This is a systematic approach to minimizing the cost of any process that can be applicable for production or service-oriented companies. Lean manufacturing is nowadays commonly used the term in the apparel industry. The main objective is to reduce the production cost of garments. Although all companies using a systematic approach of lean manufacturing to reduce the wastage and maximize productivity but they do not name as a lean. Finally, we can say lean is a tool that uses a systematic approach to minimize the production cost which ultimately increases the productivity and overall profit of the company.

Principles of Lean Manufacturing

  1. Recognition of waste
  2. Standard the process
  3. Continuous flow
  4. Pull production
  5. Quality at source
  6. Continuous improvements
  7. Value-define by the customer
  8. Perfection

Why Lean is Important for the Company?

  1. It helps to eliminate the waste
  2. Makes a better environment at home & office.
  3. Change the culture
  4. Better understanding
  5. Productivity improvement
  6. Better quality
  7. To take the challenge of future business

Steps of Lean Manufacturing

  1. Value stream mapping
  2. Kaizen- continuous development
  3. Workplace organization-5s
  4. Quick change over- small quantity
  5. Overall equipment effectiveness- maximum utilization of people instead of mc
  6. Pull production
  7. Kanban– instruction card
  8. Six Sigma- statistical method of systemic analyze to reduce process variation use damic.
  9. Total productive maintenance- all level of function to maximize OEE
  10. Cellular manufacturing

Keys to Lean Success

  1. Prepare & motivate people
  2. Employee involvement
  3. Identify & empower champions
  4. Atmosphere of experiments

Lean Manufacturing Initiatives for Garments Manufacturing

  1. Lean awareness meeting
  2. data gathering  analysis
  3. Gathering data’s from the store, cutting
  4. Gathering data’s from sewing & finishing
  5. Gathering data’s from washing
  6. Train the core team about the lean concept
  7. Material & information flow from store ship
  8. Send all the report to assessment by lean responsible
  9. Draw the Value Stream Mapping of SIL the Current state
  10. Draw the Value Stream Mapping of SWWL the Current state
  11. Get the assessment report
  12. Describe how to make the lean storyboard, waste poster & others
  13. Describe how to make the presentation
  14. Design the Lean storyboard and the project office
  15. Design new posters related to the waste Illustration
  16. Gather the first Core implementation Team and assign them the task to find out the waste in their departments.
  17. Fill the Waste posters with them according to the type of waste under related departments
  18. Reevaluate the assessment data Washing only(inventory)
  19. Set a training calendar for middle management split into four sessions of training
  20. Develop the first presentation for top and middle management
  21. Arrange the first Training session-1 for the management(recognize the waste)
  22. Evaluate the marks.
  23. Analyze the process razing at the cutting
  24. Analyze the process razing at  the washing
  25. Draw the Value Stream Mapping of the Current state
  26. Develop the Future Value Stream Mapping
  27. Develop the second presentation for top and middle management
  28. Arrange the  Training session-2 for the management(How to see the waste)
  29. Evaluate the marks.
  30. Develop the third presentation for top and middle management
  31. Arrange the  Training session-3 for the management(How to think)
  32. Evaluate the marks.
  33. Develop the fourth presentation for top and middle management
  34. Arrange the Training session-4 for the management(How to develop)
  35. Evaluate the marks.
  36. Plan session with management to find the root cause of the each and every waste
  37. Fill the “Tools” sheet in “Kaizen event Master file” with the root causes and send to Lean leader
  38. Visit for the role of the steering committee for lean
  39. Team selection, leader selection & their activities training/ meeting with steering committee/ making operator training calendar/ train the operator for lean/5s, etc.
  40. start operator training for multiskilling/make format for training/ 5s in Bangla/ Arrange training program for staffs for Needs for change/discuss with all PM for process standardization&  sledding. Inform lean officer for next presentation/ training session with all line chief & floor managers
  41. Training program for Composition of SMV/ cross training for operator/attachments for a machine.
  42. Training program for Types of waste/ wasteful motions/ cross training for operator/attachments for machine/ searching machine
  43. Training program for practical waste full motion on the line/ Charles assessment review & findings.
  44. Conduct a meeting for Economical & simultaneous motion/ Quality system of the line.
  45. Training program for Engineering sheet / Line chief& supervisor/ Martine visit the factory / Cross training for the operator
  46. Training program for machine adjustment/ Training program for calculation KPI’s / Line chief& supervisor/ Martine visit the factory / Cross training for the operator/ 4th training session for steering committee “How to Develop?”
  47. Report making / Marking & evaluation/  and visit the plant
  48. Team selection from finishing, leader selection & their activities training/  train the operator for lean/5s, etc.
  49. Start training session for team #A for just in time/ Understand 5s
  50. Training program for Composition of SMV & workplace development/different types of waste in the workplace & how to create continuous flow/ discuss with Mr.  Aminul regarding QA procedure & arrange a meeting for continuous movement of the garments.
  51. Training about wasteful motion(theory & practical)
  52. Lean awareness training for finishing team A QC’s, Lean awareness training for team # 10 front & bk at(2 to 3 pm & assemble 3-4 pm).
  53. Economical & simultaneous Motion for the team leader, supervisor in finishing team #A, a Quality system of the line & product training for the team leaders & supervisors. Train the operator QA, sup of team # 5 in two groups (front & bk 2to 3 & assemble 3-4 pm)
  54. Training about operation breakdown, critical path, quality & tool (work aids), worker balance, Layout & machine requirements.
  55. Training in finishing Btn area for 5s & lean concept & cross training in team #A

Related article you may love to read

Implementation of Lean Manufacturing in Garments Factory

Written by
A.M. Amirul Islam (Washim)
Email: [email protected]
Linkedin: A.M. Amirul Islam

SMV and Efficiency Variance Report of Apparel Industry

SMV and Efficiency Variance Report of Marketing Vs Production of Apparel Industry

This report is done on SMV and Efficiency Variance Report of Marketing vs Production in a renowned   Apparel Industry of Bangladesh to find out SMV & Efficiency variance between Marketing and Production to analyze the root causes of variation and find out the solution to improve. Hope this report would help to clear your concept.

SMV and Efficiency Variance Report

Report Objective:
1. To find out SMV & Efficiency variance between Marketing & Production 
2. To analyze the root causes of variation
3. To find out a solution to improve

Unit Wise Production Quantity Report

Reason of SMV Variation

Production UnitItem/OptionReason of SMV Variation
Unit-01Round Neck T-Shirt1. SMV reduces because of Label make process elimination, i/o compound label added
Unit-01V Neck T-Shirt1. SMV reduces because of Label make process elimination, i/o compound label added
Unit-01Short Pant1. SMV increases because of Label make process added, I/o compound label
2. Achieve SMV more than Marketing SMV because of unskilled Kansai machine operator & rented Kansai m/c.
Unit-02Round Neck T-Shirt (Solid)1. SMV increases because of using excess manual operations ( Exp: Front & back part match, sleeve & body match, after sleeve join, side seam & before sleeve ,bottom hem  garments arrangement)
Unit-01V Neck T-Shirt (Stripe)1. SMV increases because of using excess manual operations ( Exp: Front & back part match, sleeve & body match, after sleeve join, side seam & before sleeve ,bottom hem  garments arrangement. Neck rib cut in sewing line i/o cutting section.)
Unit-02V Neck T-Shirt (Stripe)1. SMV increases because of using excess manual operations ( Exp: Front & back part match, sleeve & body match, after sleeve join, side seam & before sleeve ,bottom hem  garments arrangement. Neck rib cut in sewing line i/o cutting section.)
Unit-01Short Pant (Solid)1. SMV increases because of Label make process added, I/s compound label
2. Achieve SMV more than Marketing SMV because of unskilled Kansai machine operator & rented Kansai m/c.
Unit-01Short Pant (Stripe)1. SMV increases because of Label make process added, I/s compound label
2. Achieve SMV more than Marketing SMV because of unskilled Kansai machine operator & rented Kansai m/c.

Reason of Efficiency Variation

Sl No.StyleProduction UnitItem/OptionReason of Efficiency Variation
1KYLIE  SL-SETUnit-01Round Neck T-Shirt1. Production Manpower used more than Layout target Manpower
2. Frequent line layout change
Unit-01V Neck T-Shirt1. Production Manpower used more than Layout target Manpower
2. Frequent line layout change
Unit-01Short Pant1. Production Manpower used more than Layout target Manpower
2. Frequent line layout change
3. Rented low quality m/c
4. Unskilled Kansai machine Operator
2KYLIE N-SLIPUnit-02Round Neck T-Shirt (Solid)1. Production Manpower used more than Layout target Manpower, but achieved efficiency
Unit-01V Neck T-Shirt (Stripe)1. Production Manpower used more than Layout target Manpower
Unit-02V Neck T-Shirt (Stripe)1. Production Manpower used more than Layout target Manpower, but achieved efficiency
3KYLIE 2PK SHORTSUnit-01Short Pant (Solid)1. Production Manpower used more than Layout target Manpower
2. Frequent line layout change
3. Rented low quality m/c
4. Unskilled Kansai machine Operator
Unit-01Short Pant (Stripe)1. Production Manpower used more than Layout target Manpower
2. Frequent line layout change
3. Rented low quality m/c
4. Unskilled Kansai machine Operator

Feedback:

  1. Manual operations need to be reduced.
  2. Before the changeover, required m/c with quality must be ensured.
  3. Need to train operator & improve skill.
  4. Unit-01 need to improve more by reducing helping operations (Exp: KYLIE N-SLIP V neck T-shirt Stripe).Unit-01 achieved efficiency 36% & Unit-02 achieved efficiency 51%
  5. Style-wise big volume sewing quantity but short time running in several lines, that`s why line average efficiency reduces. During line planning, this factor should be considered.

Sharmin Akther Diba
Industrial & Production Engineer
Rajshahi University of Engineering & Technology
Email: [email protected]
LinkedIn: Sharmin Akther Diba

Operation Breakdown, SMV and Layout of Jogger Manufacturing

Operation Breakdown, SMV and Layout of Jogger Manufacturing Process

Jogger with Welt Pocket and Panel

A jogger is a casual bottom item; Welt pocket is an inside pocket with bone covered in the mouth. Here given all operation list sequence wise of jogger manufacturing. Here jogger total SMV is 19.61, 72 manpower required.
This Operation Breakdown is done by LOGIC ERP software, used to prepare operation bulletin & m/c layout & others departmental jobs as well.  There is a data bank, style SMV analysis, machine layout & operation balancing. This LOGIC ERP database can be linked with other software & web for different uses. 

Operation Balancing Sheet of Jogging Pant
Seq. NoBody PartOperationResourceSMVTarget (100%)Cycle Time(s)Theoretical MPLayout MP
1Front PartFront leg panel attach4T OL Auto1.444286.45.335
2NeckMatch n Back panel attach4T OL Auto1.444286.45.335
3Front PartFront Rise join4T OL Auto0.3200181.111
4Back PartBack rise join4T OL Auto0.3200181.111
5PocketingPocket position markAssistant Operator0.3218819.21.191
6PocketingPress welt with fusing paper n markSewing Iron0.4812528.81.782
7PocketingPocket welts attachSNL Auto0.5610733.62.072
8PocketingPocket liner attach behind weltSNL Auto0.5610733.62.072
9PocketingCut pocket mouth n form fishtailAssistant Operator0.786422.592
10PocketingWelt edge neaten4T OL Auto0.5120301.852
11PocketingSecure fishtailsSNL Auto0.728343.22.672.25
12PocketingTopstitch pocket welts with cornerSNL Auto0.847150.43.112.75
13PocketingPocket bag attach4T OL Auto0.6100362.222
14PocketingSecure pocket bags OL seamSNL Auto0.4150241.481.5
15PocketingPocket bag tack at side n waistSNL Auto0.4812528.81.782
16AssemblyFront n back part sticker matchAssistant Operator0.2821416.81.041
17AssemblySide mark n tackSNL Auto0.5610733.62.072
18AssemblySideseam join4T OL Auto0.767945.62.813
19AssemblyInseam join4T OL Auto0.649438.42.372
20AssemblySecure crotch pointBT0.1833310.80.671
21AssemblyElastic press and cut to lengthSewing Iron0.2300120.741
22AssemblyElastic join as a circle n markDNL Lock Switch Auto0.3200181.111
23Waist BeltWaist band join as circleSNDL Edg Cutter0.2623115.60.961
24Waist BeltMark n fusing attachSewing Iron0.2821416.81.041
25Waist BeltMark n form holes at waist bandBH Auto0.35171211.31
26Waist BeltElastic tack at waistbeltSNL Auto0.4812528.81.782
27Waist BeltWaist band topstitch form channelKNS0.5120301.852
28Waist BeltWB lower edge close n markSNL[Chain STS]0.45133271.672
29Waist BeltAttach waist band to body4T OL Auto0.4812528.81.782
30AssemblyCare label makeSNL Auto0.2425014.40.891
31AssemblyLabel attach at back waistSNL Auto0.4150241.481.5
32AssemblyLoop measure cut n attach at inside waistSNL Auto0.2821416.81.041
33CuffCuff join as a circleX2SNL Auto0.2821416.81.041
34CuffCuff fold into halfAssistant Operator0.2425014.40.891
35CuffCuff attach at leg opening4T OL Auto0.5120301.852
36AssemblySticker remove n GMTs turnAssistant Operator0.2623115.60.961
37Waist BeltWaist band topstitch1NDL FL0.4613027.61.72
38PocketingSecure Pocket cornersBT0.4812528.81.782
39AssemblyDrawstring insert through the waist channelAssistant Operator0.3200181.111
40Waist BeltSecure tie at CB waist bandBT0.1833310.80.671
41AssemblyDrawstring end knot makeAssistant Operator0.2821416.81.041
42AssemblyThread trimAssistant Operator0.35171211.31
 – – –Total19.6 – –72.6372
Operation Breakdown, SMV and Layout of Jogger Manufacturing Process

SMV Summary of Jogger

Sewing Helper3.69
Sewing Machine15.92
Sewing QI0
Finishing I/M0
Finishing QI0
Poly Helper0
Packing0
Hand Tag0
Total19.61

Man Power Summary of Jogger

Sewing Helper13
Sewing Machine59
Sewing QI0
Finishing I/M0
Finishing QI0
Poly Helper0
Packing0
Hand Tag0
Total72

Machine Summary of Jogger

4T OL Auto25
SNL Auto21
BT4
DNL Lock Switch Auto1
SNDL Edg Cutter1
BH Auto1
KNS2
SNL[Chain STS]2
1NDL FL2
Total59
Balancing Graph of Jogger Manufacturing

Written by

Rabin Saha
PGD in Textile Management
BSc. in Textile Engineering
Email: [email protected]
LinkedIn: Rabin Saha