Production Balancing

7/30/2019 Production Balancing

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Production Balancing

The phrase that spreads fear into

managers and supervisors& students?


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The views of someone whohas:

-been there

-done that

-got the T-shirt

-been driven crazy by it all


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Factory watch

Production targets not being met

Production targets being met exactly

Operators sitting idle Operators complaining about being

constantly moved between jobs

Large build up of work in progress No work in progress


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YES

You have a production

balancing and productionmanagement problem!


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Production Balancing -A Definition

Ensuring that input = output on all

operations and work sections. X

Ensuring that input= output on alloperations and work sections and that all

operations and operators have the

opportunity to work to their maximum

potential.


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Water tanks

a Each tank has its own

inlet & outlet valves

Valves are difficult to

open to exactlycorrect settings

Each tank contains an

amount of water

OP 1

OP 2

OP 3

OP 1


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Water tanks - operations

Each operation has a different labour

content. S.A.M. S.M.V.

Every operator works at a different pace.

Many operators work inconsistently.

Machines break quality problems -

absence


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Initial Balance - planning

skills matrix

operation list

SMVs Running the section

initial balance

skills matrixW.I.P. levels

Live output data


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Operator information

What tasks can

they do?

How well can they

do them?

Factual-numerical

Based on ability-not previous output

Hold on a skills

matrix

Recent not old

history

Potential output

Performance/

garments per hour


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Operator performance

Do not rely only on historical information.

Circumstances may have affected

performance e.g. lack of work

Find out potential performance from

cycle timing and come to decision about

performance level to be used.


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Potential performance

Find cycle time

Compare with basic time.

Example SMV = 0.60

Allowances = 20%

Bundle handling allowance = 0.02 Average cycle time = 0.70


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Basic time = (smv bundling) -allowances = (0.60-0.02) 20% = 0.464

Basic time = 0.464

Cycle time = 0.70

Potential Performance = basic timex 100

cycle time

= 0.464 = 66%

0.70


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SMV = 0.60

Potential performance = 66%

@ 100% output per hour = 60/0.60 = 100 Potential performance = 66% therefore

potential output per hour = 100 x 66%

= 66 pieces per hour


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Using cycle time and potential

performance is absolutely essential in

effective balancing/setting up of modular

manufacturing teams.


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Potential performance and output

SMV = 0.36

Bundling 0.015

Allowances 18%

Average cycle time =

0.25

Potential

performance? Potential hourly

output?

SMV = 0.45

Bundling 0.02

Allowances 15%

Average cycle time =

0.40

Potential

performance? Potential hourly

output?


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Potential performance and output

0.36 0.015 = 0.345

0.345 18%of SMV

= 0.283 basic time

Cycle = 0.25

P.perf. = basic =0.283

cycle 0.25

= 113%

0.45-0.02 = 0.43

0.43 15%of SMV

= 0.366 basic time

Cycle = 0.40

= basic = 0.366

cycle 0.40

= 91%


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Skills Matrix

Operator/job title Elasticate Backs yokes lace t/s front sh & slvs bind neck slvs in hem t/s hem

Doreen 75 75

Duresha 100 90 90 90

Geetha 120 100 120 120

Indrani 100 75 100

Iromi 100 75

Jeevani 100 100 100 100

Mangalika 75 75 65

Neetha 120 120 120 120

Nirosha 75 100

Pushpa 100 50 100

Thushanti

Shirani

50

25

50

75

50

75

75

50

75

50

50

75

75

50

50

75

50

25

75

50


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Skills Matrix

Supervisors will tell you a skills matrix isnot necessary they know what peoplecan do!

Problem. What is in their head is notavailable to others!

What if an operator changes section or the

supervisor changes section or leaves. People forget things! Do not depend upon

the operator to tell you what the can do.


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Skills matrix

A skills matrix gives you a picture and picturesare easy to understand.

At a glance you can see cover, number of

operators that can do an operation You can see how multi-skilled each operator is.

Helps with multi-skilling plans

It is of limited value if held in the computer in

Industrial engineering. Keep it up to date- people leave or learn new

operations, performances change.


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Initial balance

What is Shirani &Thushantis role in the section?

NEVER, NEVER, EVER include the floater in theinitial balance

When they are included in the initial balancethey are not available to perform floating jobsand cease to be a floater

BEWARE: Supervisors will use floaters as

repair hands, helper, trainer, sample hand orleave them where they are useful and doing agood job.


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Floater calculation

Theory:

Number of operators in section = 30

Average absence = 8%

Floaters cover absence therefore 30 x 8%= 2.4 people missing at any time.

Floaters are not specialists and will usually

work at a lesser rate than regular operator,say 66% therefore 2.4/0.66 = 3.6 = 4needed


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Floater calculation

Practice

Sufficient floaters are never allocated and

the supervisor has to work with what she

has got.

Usually an inadequate floater supply

mixed with a few operators that are partly

multi-skilled.


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Operation list

1. Elasticate attach lace elasticator 0.70

& elastic to sleeves

2. Join two back seams 2 needle o/lock 1.00

3. Attach front & back yokes 2 needle o/lock /frill 1.20

4. Attach lace to front yoke L/S Diff feed 1.005. L/s yokes and topstitch 2 needle L/S 1.00

sides to hold

6. Join shoulder& sleeve seams 2 needle o/lock 1.10

7. Attach binding, tab & lace to neck L/S Diff feed 0.708. Attach sleeves 2 needle o/lock diff 1.40

9. Whip hem Cover stitch 0.90

10. Top sew neck and two sleeves Lockstitch 1.00


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Initial balance

We now know operations and sequence

Machines & SMVs

From skills matrix, what operations eachoperator can do and at what performance

level

We can know allocate people to tasks

complete the initial balance


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Initial Balance

Op. Number S.M.V. standard operator machine exp. Perf expected spare time garments

output type % per hour

1.elasticate 0.70 86

2.back seam 1.00 60

3.yokes 1.20 50

4.lace 1.00 60

5.t/s front 1.00 60

6. sh & slvs 1.10 55

7. bind neck 0.70 86

8.slvs in 1.40 43

9. hem 0.90 67

10.t/s neck 1.00 60


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Initial Balance- 60 hour



1.elasticate 0.70 86 Doreen 75 64 +4

2.back seam 1.00 60

3.yokes 1.20 50

4.lace 1.00 60

5.t/s front 1.00 60

6. sh & slvs 1.10 55

7. bind neck 0.70 86

8.slvs in 1.40 43

9. hem 0.90 67

10.t/s neck 1.00 60


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Initial Balance



1.elasticate 0.70 86 Doreen elasticator 75 64 0.07 4

2.back seam 1.00 60 Duresha 2n o/l 100 60 0.00 0

3.yokes 1.20 50 Geetha o/l frill 120 60 0.00 0

4.lace 1.00 60 Indrani l/s diff 100 60 0.00 0

5.t/s front 1.00 60 Iromi 2n o/l 100 60 0.00 0

6. sh & slvs 1.10 55 Jeevani 2n o/l 100 55 -0.10 -5

7. bind neck 0.70 86 Mangalika l/s diff 75 64 0.07 4

8.slvs in 1.40 43 Neetha 2n o/l diff 120 51 -0.17 -9

9. hem 0.90 67 Nirosha hemmer 100 67 0.10 7

10.t/s neck 1.00 60 Pushpa l/s 100 60 0.00 0


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Initial Balance

A perfect balance is not possible unlessevery operation has the same workcontent (SMV) and every operator works

at the same performance. (this can onlybe achieved by restricting work supply tothe lowest operation output). Whatefficiency?

Be aware of potential imbalances

One of the reasons people like modular


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Section summary

High performing operators-average 99%

Op. 8. sleeve attach is bottle-neck with 51 perhour only despite high performing operator.

If traditional approach is taken and section isbalanced to lowest operation then section underideal circumstances will never achieve higherthan 83% efficiency

Not perfect but no balance will beit ismanageable if we know about it and monitor thesection


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Hourly target why 60 ?

SMV = 10 per garment

10 operators

Average efficiency of section is 100% No need to factor in absence as sufficient

floater cover.

8% absence average = 0.8 (1) personabsent at ay time. floaters work at lesser

rate and 2 available.


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Hourly target why 60 ?

10 operators = 600 attended minutes

available in one hour.

600/smv of 10 = 60 per hour.

IF floater cover we not available we would

have needed to reduce target by 8% for

absence. 60 8% = 55 per hour.


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Running the line

2 things can be guaranteed about a plan

(initial balance)

It will immediately go out of date

It will immediately go wrong.

IT is a starting point

You need to manage people and WIP(Work-in-progress) to make the line work


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Running the line. Regular checks

Input to every operation

Output from every operation

Work-inprogress levels

1 2 3


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Running the line

Section: 1. Supervisor: Raveen

Operation Manning 8.00 TO 10.00 10.00 TO 12.00

W.I.P. INPUT OUTPUT W.I.P INPUT OUTPUT W.I.P

1. elasticate Doreen 48 128 128 48

2. Back seams Duresha 48 128

3. front yoke Geetha 484.Lace to yoke Indrani 48

5. L/s yoke Iromi 48

6. Shoulder &

slv smsJeevani 48

7 lace to neck Mangalika 488 Attach sleeves Neetha 48

9. Hem Nirosha 48

10. Top sew Pushpa 48


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Running the line

Section: 1. Supervisor: Raveen

Operation Manning 1.00 TO 3.00 3.00 TO 5.00

W.I.P. INPUT OUTPUT W.I.P INPUT OUTPUT W.I.P

1. elasticate Doreen 48

2. Back seams Duresha

3. front yoke Geetha

4.Lace to yoke Indrani

5. L/s yoke Iromi

6. Shoulder &

slv smsJeevani

7 lace to neck Mangalika

8 Attach sleeves Neetha

9. Hem Nirosha

10. Top sew Pushpa


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Running the line

Every operator works to their potential as

shown on the skills matrix.

Iromi is absent.

Factory rules state that no operator

(including floaters) can be moved for less

than one hour and can only be moved in

whole hours.


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Exercise summary

There were multi-skilled operators

available.

The section was reasonably well

balanced.

Floater cover was available.

WIP was available.


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Line Balancing

Welcome to the real

world.

An actual example

from a real factory.


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Operation list standard 5 pocket

jean Fronts sectionOperation M/C S.M.V. @100%Serge front 3 thread o/lock 0.130 450

Attach zipper S/NL/S 0.400 150

Run stitch pockets S/N L/S 0.370 161

(bags to fronts)

Topsew front pkts D/N L/S 0.410 147Secure pkts at sides& waist S/N L/S 0.458 131

J stitch fly D/N L/S ubt 0.340 176

Run stitch front to Secure S/N L/S ubt 0.260 232

Topsew front seam D/N L/S ubt 0.250 240

Join crotch D/N L/S ubt 0.290 205Bartack pkts Bartack 0.170 360

Front sub total.. 3.278

Skill i t F t ti


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Skills inventory. Fronts section

Operator/job title Sergefront

Attach

Flly &zipper Run pkt Topsew Secure J Runstitch topsew crotch bartack

Huda 100

Sabreen 120

Shadia 112

Aydaa 100

Saffa 94

Kareem 94

Ahlam 83

Nora 83

Aisha 72

Hamida 94

Hwidaa 86


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Operator/job titleSergefront

Attach

Flly &zipper Run pkt Topsew Secure J Runstitch topsew crotch bartack

Asmaa 101

Nadra 117

Mahmoud 75

Eman 76

Rasha 78

Karema 100

Alham(2) 85

Afaf 120

Hamida(2)

78

Amina 100

Fatma 48


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Operator/job title

Serge

front

Attach

Flly &

zipper Run pkt Topsew Secure J Runstitch topsew crotch bartack

Samah 120

Ahmad 100

Hamdia 102

Bossi 80

Abbier

90


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Initial balance

No skills matrix was available. Compiled

by engineers doing cycle timing.

No means available of measuring

efficiency.

Floaters included in section.

No section absence information available.

Target of 400 hour imposed by

management.


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Initial calculation 400 hour

SMV = 3.278 per front

27 operators available

400 per hour needed. 400 x 3.278 = 21.86 std hours needed.

60

21.86 = 81% efficiency needed (absence)27

Documents

Production Balancing