1.

Split the task

2. Share the task
3. Use a more skilled worker
4. Work Overtime
5. Redesign the production line and production sequences.

The Basic Concept

Assembly line balancing can be defined as the step by step process of:
 Optimum sectionalisation (operation breakdown) of a garment
 Calculate time values for each operation (using either time study or PMTS)
 Calculate total workforce requirement based on target, utilisation factor,
attendance and avg. efficiency (rating) of operator
 Allocate available resources (operators who are present) to requirements
(operations), so that
(I) Target is fulfilled
(ii) Priorities of operations are met
(iii) Operators are assigned to operations they do best
(iv) Idle time for operators are minimised

In short balancing a line means trying to bring equilibrium in output among

operations in a sectionalised working scenario.

A small example will illustrate the principle further, Let us consider there are 5
operations in a garment. B & D operations are dependent on A & C respectively,
E is dependent on both B & D. A & C can start simultaneously. Time value (to be
precise SAM value) for operation A is 3 minutes, so operation A will complete 20
pcs/hr. Similarly capacities for other operations are like C-30pcs/hr, B-30pcs/hr,
D-40pcs/hr and E-30pcs/hr.

A B
20 pcs/hr 20 pcs/hr
E
25 pcs/hr
C D
30 pcs/hr 40 pcs/hr

Minimum how many operators do we need for every operation to have a

balanced production?
A simple LCM will solve the problem like A need 6, B, C and E need 4 each and
D needs 3 operators to balance the line and give a output of 120 pcs/hr. Here no
operator will be idle at any point of time.

Now imagine E can produce only 25 pcs/hr instead of 30pcs/hr. To balance the
same line perfectly now we need minimum A-30 operators, B&C -20 operators
each, D-15 and E-24 operators and output will be 600pcs/hr. But we may not
need such high production or we don’t have so many m/cs to use. If we need to
balance the same line for a output target of 120 pcs/hr only, then we have to give
5 opeartors for operation E. Now E has a capacity to produce 125 pcs/hr but will
be producing only 120 pcs/hr (as he is getting only 120 pcs components from B &
D). Please note that in this case E is under utilised (idle for 4% of time)

In actual shopfloor condition the situation is much more complex than above
because:
 Numbers of operations in a garment are quite high; (for a simple shirt it may
be 25 and for a fully lined ski jacket it might be 140!).
 All operators don’t work at same efficiency
 Operation timings are not in round figures (i.e. as per time study capacities
may be 23 pcs/hr, 37pcs/hr, 41pcs/hr etc.). To solve this type of cases using
only LCM principle will lead to unrealistic solutions.

So we need some practical ways out:

First step: We try to round off the operation timings as far as possible (i.e. 23 will
be treated as 20 pcs/hr and 37 will be treated as 40 pcs/hr and so on). Now
some operators are under-utilised (e.g. when 23pcs/hr capacity operator was
asked to produce only 20pcs/hr) and some are overburdened (e.g. 37 pcs/hr was
asked to produce 40pcs/hr). Rounding off operation timings can help in
theoretical balancing of line, but in practical cases it creates one bunch of idle
operators (under-utilised ones) and another bunch of bottleneck operators
(overburdened ones). That is why in shop floor always we have some under-
utilised operators and some overburdened operators however balanced the line
might be.
Second step: While rounding off we also must build up work-in-process (WIP)
between operations so that operators are not working with hand to mouth
situation rather working with process stock. For example if a 27pcs/hr operator
feeds another 30pcs/hr operator, then the later operator will be idle for 6 minutes
for every hour of operation. This 6 minutes of idle time is absorbed in the
operation in such a way that it is not easily visible but makes the operator slow
paced and relaxed. If 30 pcs of WIP is provided between the same two operators
then both can work at their own pace achieving respective targets continuously
for 10 hours before the total WIP runs out. Popular practice is to use extra hands
or non-productive times (break-hours, overtime) to replenish the WIP. Apart from
covering for such imbalances WIP is also used as a buffer in case of machine
breakdown or operator fall ill etc.
Third step: Some times the actual operation SAM values are so diverse (e.g. 17
pcs/hr, 37pcs/hr, 20pcs/hr and so on) that only rounding off does not lead to
realistic line balance. Then we need to club or split operations before rounding off
based on required output or available machinery. Like for example 37pcs/hr
operation can be split to two operations of 17pcs/hr and 20pcs/hr (if required
target is around 20pcs/hr) or A and C can be clubbed to one operation of
37pcs/hr (if required target is around 40 pcs/hr). Please note that clubbing and
splitting of operations are dependent on type of operation, type of m/c and
sequence of operation and often not practically possible even required for the
sake of balancing. Clubbing of operations are comparatively easier and
operations that require similar machines (similar attachment also) can easily be
clubbed even though the material flow in the floor becomes jigsaw. Splitting of a
time consuming operation may require operation re-engineering and require
reasonably good command over garment construction techniques.

After completing above steps the supervisor calculate operator efficiency

required for every operation and then operators are assigned jobs (operations)
based on what they can do best.

Initial Balance

Initial worker allocation for different operations in an assembly line is called “initial
balance”. There are two ways allocation can happen. Either based on a target we decide
upon the number of workers required and then assigning each worker different
operations or based on available machine and operator we calculate target production.
Calculating number of workers required to achieve a given target is generally done in
macro scale while planning for whole factory. But when we are referring manpower
planning for a new style in the running factory we prefer the second method.
Traditionally sewing department in a factory is broken into different lines, each line
consists of equal or variable number of sewing machines. Different products require
different types of machine (sewing as well as non sewing) and in required number to
achieve maximum utilization of the line. The number of machines are generally decided
based on experience and industry benchmark and not necessarily through any scientific
calculation. Sometimes factories decide machine mix in a line based on generic product
categories, like one line for tops and one line for bottoms, etc. Here blouse, shirt,
camisoles all can be manufactured in the top line, but utilization and production in
number of garments vary based on standard minute value (SMV) of the product. There
are some factories set up separate specialized lines for ladies blouse, camisoles, shirts
etc. and obviously can achieve better utilization of the line capacity. Whatever may be
the approach the number of machine in a line is generally fixed in any factory and
achievable target is being calculated based on that, not deciding on number of machine
and operator that will be required for achieving target for a given style. I will first discuss
how to calculate the number of machine and operator that will be required for achieving
target for a given style (Chuter 2002), and then how to calculate the achievable target for
a given line and workforce.
Calculating the number of machine and operator requirement for achieving target
for a given style

Let’s say we have received an order for a nightdress whose estimated work content is
10.00 sm. This is a uncomplicated garments and all operations are in sequence, since it
is made on a transporter. 1920 nightdresses must be made in one 40 hours week.

Therefore, required target hour= 1,920 = 48 garments per hour

40
Now if we convert the target from number of garments to standard minutes then required
output =48X10=480 standard minute/hour

Table 5.1 Operation breakdown for Case Study 30.

No. Machine Operation Description Work Content Est. Known

1 Whipper Elast Elasticate, att. lace & elastic 0.70
to sleeves
2 O/L Join two back seams 1.00
3 O/L Friller Att. front yoke 0.60
4 O/L Friller Att. back yoke 0.60
5 O/L Join one shoulder 0.35
6 L/S (ZZ) Att. lace to front yoke 1.00
7 L/S (DF) bind Att. binding & lace to neck & 0.70
tab
8 O/L Join second shoulder 0.35
9 O/L Join sleeve seams 0.40
10 O/L Friller Att. sleeves on round 1.40
11 Whipper Whip hem 0.90
12 L/S (ZZ) Top stitch (3) neck & sleeves 1.00
13 Twin N. L/S Yokes & top stitch each side 1.00
to hold
Sub- Total 10.00
Exam. 0.20 Fold. 0.10 Press. 0.10 TOTAL STANDARD TIME
10.40

Now we have to calculate number of people required to achieve a target output of 480
sm per hour. Theoritically any person can work 60 minutes per hour at maximum, so we
would require 480/60 = 8 people theoretically to meet the target. At this point lot of you
are thinking that practically no human being can work for 60 minutes per hour, because
they require allowances for personal needs, fatigue and delay. But we must recollect that
all these allowance factors are already been considered while calculating standard
minute value. That means in this example the 10 min SMV for the nightdress already
includes the allowances and we need not count that again.

Even then 8 operator is not realistic and there are other factors that need to be
considered. Firstly we are planning number of people that would be required in the line
but not necessarily everyone would be present everyday. Secondly it is assumed that all
8 people should be able to perform all operations at 100 BSI percent rating, which is not
true. Thirdly it is assumed that apart from personal fatigue and delay allowances all
operators would work non-stop while working in a line.

Lets analyse the actual situation, firstly absenteeism is a common phenomenon, to have
8 people present and work in the line we must have more than 8 people in the pay role.
For example if any factory has 20% daily absenteeism, they should have 10 people in
pay role to ensure 8 people present in a day.
Any factory consists of operators with variable rating in different operations. On average
an old factory may have 90% BSI operators, while a new factory may have 70 BSI
operators. In above example 480 SM per is achievable by 8 operators of 100 BSI each,
but in actual case all 8 might not be of 100 BSI standard. If average all 8 operators is
80% BSI rating, then they will be able to achieve a target of 480 x 80% = 384 minutes
per hour. In other words we require more than 8 operators to achieve the target.
Thirdly we have already discussed that in any assembly line balancing is never 100%,
resulting in certain operators are underutilized. In above example if all 8 operators are
100% utilized then we might achieve the target, but because some of them will be
underutilized, they will under produce. In other words we have to increase the operator
from 8 to achieve the target. Based on the number of underutilized operator and extent
of utilization “utilization factor“ for each line is calculated. This “utilization factor“ is also
know as “balance efficiency” (as underutilization is due to poor balancing) and
expressed in percentage.

Now we take from the factory records the current figures for attendance, utilization
factor, and average performance of the line. These may be modified because of other
information (Like record might say average absenteeism for last 3 months is 10% but
you are planning for the month of March and due to festival HOLI the absenteeism is
likely to increase further) and then become the predicted figures.

Predicted attendance 90%

Predicted utilization 80%
Predicted average 'piecework' performance on standards 95 BSI

Labour required = 480 X 100 X 100 x 100=11.7=12 People

60 90 80 95

So, realistically 12 workers should be available on roll to achieve the target. Now
generally there are two types of workers are there, namely operators and floaters in a
line. While operators are assigned specific operations, floaters are kept standby to cover
for actual absenteeism and the problems of balancing. While the operators are
specialized in one or more operations and have relatively higher rating in those
operations, floaters can “perform all operations but specialized in none” and has
relatively low rating in those operations.
It is important to mention at this point that irrespective of whatever rating the operator
and/or floater performs any operation, it is assumed they deliver acceptable quality
standard. Rating in any operation is only a reflection of time taken in comparison to SMV
of that operation and have no relation with quality standard of the operation.

In above example out of 12 people some will be operators and few will be floaters. Now
let us assume average rating of floater is 60% (based on Chuter 2002). Calculations of
this sort are not exact and it is usually good enough to decide upon the number needed
purely on the basis of the absenteeism. Roughly due to 10% absenteeism 1.2 people out
of 12 should be floater type. Average rating of 12 people were 95%, whereas average
rating for floater is 60 BSI, so. If we calculate more accurately there should be 2 floaters
and rest 10 people are operators. Calculations for the floater as under.

12X (100-90) X 100 X 95= 1.9 ~ 2 floaters

100 60 100

we now have 10 operators to be assigned specific operations in the style, so, we must
have 10 machines in the line. Next step would be to assign 10 operators to 13 different
operations (see from the operations breakdown of the nightdress) based on each
operators’ competency in different operations while achieving the target.

Now we have to calculate Pitch time, which is the theoretical operation time, each
operator should take for a planned balanced line. This means if the garment can
be broken up into number of operations same as no. of operator required to meet
the target and also work content of all operation is equal. It is calculated as:

= (SMV of the nightdress) / (No. of operator required to meet the target)

= 10 / 10
= 1 minute
As per pitch time every operation should take 1 minute, which means 60 pieces per hour
from every operation in the line. So, our planned target is 60 nightdresses per hour.

At this stage it is important to note that our original target was 48 nightdresses per hour.
Ideally (in utopian condition) we needed only 8 operators. After forecasting all the factors
that can disrupt or reduce the production we have decided to allocate 10 operators to
carry out the production. Actual production will be lower than the planned one due to
poor utilization (80% in this example). So we have to plan for higher target with more
number of operators to actually achieve our lesser target (original target of 48
nightdresses per hour) with lesser number of operator.

Planned target = original target / utilization factor

= 48/80%
= 60 nightdresses per hour.
Which means 60 pieces per hour from every operation in the line.

Assigning operation to operator

According to the operation breakdown of the nightdress there are 13 operations
in sequence and we have only 10 operators to assign. Obviously some
operations need to be combined to make it to 10. Rules to follow while combining
operations are

1. Operations require same machine (same stitch type, bed type and feed type
for a sewing machine) and attachments, if any.
2. Sequence of operations.
3. After combining more than one operation the SMV for the combined operation
should be closer to the pitch time.
Even though this example require combining of operations, sometimes (if the existing
operation breakdown has less number of operations than the number to operators) we
may need to split the operations. There are obvious difficulties with splitting of operations
and it is sometimes worthwhile to make minor changes in design in order to permit this.
While a planner can combine operations following above three rules and with little
knowledge of construction of the garment, splitting of operation require in-depth
knowledge of sewing and not always possible.

There does not need to be one operative per operation ('operatives in series'). A long
element could be covered by two or more people ('Operatives in parallel') On the other
hand, one or more elements can be combined together, provided that they require the
same machinery and that sequence of manufacture permits this. Sometimes an
operative can be provided with two workplace next to each other. In this case work in
process will still be needed between them.

An operation which is too big will become a bottleneck in production and the installation
of work aids or special machinery can sometimes be justified more on these grounds
than because of the labour saving. An example of this was when 'integrated sewing
units' were being introduced and were in short supply. Their installation at a bottleneck
operation could cut the work content by up to 15 per cent.

Table 5.2 sets out the various alternative arrangements.

When a theoretical operation balance is completed, then the management must check
that the garment can be produced with the operations as selected.

Table 5.2 Alternative arrangements.

Operatives in parallel Long operations performed Improved flexibility

by two or more people
Operatives in series Long operations split Greater specialization

Method /construction The garments, the way in May be a fall in efficiency

changes which it is made up or the
sequence of operations is
changed. Tasks
transferred from one
workstation to another
Workplace improvement Work study and capital Reduced manufacturing
investment concentrated at times.
bottlenecks

Table 5.3 Theoretical operation balance after combining operations

Date: Size: Wms. & WX

Style: 280
Work Operation number Operation description sm content
station
1 1 Elasticate, att. lace & elastic to 0.70
sleeves
2 2 Join two back seams 1.0
3 3 &4 Att. front yoke. Att. back yoke 1.2
4 6 Att. lace to front yoke 1.0
5 13 Yokes & top stitch each side to 1.0
hold
6 5, 8 & 9 Join both shoulders and join 1.1
sleeve seams
7 7 Att. binding & lace to neck & tab 0.7
8 10 Att. sleeves on round 1.4
9 11 Whip hem 0.9
10 12 Top stitch (3) neck & sleeves 1.0
Total 10.0

After our best effort theoretical operation balance shows that out of 10 operations 4
operation’s work content is 1 minute, which is equal to pitch time. 2 operations with 10%
variations, 1 operation with 20% variation, 2 opeartions with 30% variations and 1
operation with as high as 40% variation from pitch time. In fact the work content per
operation varies from minimum 0.70 sm to double that figure at 1.4sm. These variations
actually lead to poor utilization of the line.

Perhaps the most important aspect of the training of supervisors in balancing is that it
develops their pride in the skill recorded for their operatives. They can use the inventory
to target improvements in output for low performers and an increase in versatility for
others. Only the supervisor can arrange things so that potential floaters have a chance
to build up their skills.

Example of a skills inventory for twelve people (10 operators and 2 floaters) is available
in table 5.4. It shows that Ann and Gail cannot do very many operations and none well.
As far as possible they should be kept on one type of work, in order to train them up until
they can achieve a consistent 100 performance or 100 BSI. Kate and Lyn, on the other
hand, are likely to be floaters. A skills inventory will seldom be able to predict
performance to a grater accuracy than + 10 percent.

Table 5.4
 SN Lockstitch
Operations

2N Lockstitch

SN Lockstitch ZZ

Whipper Elasticate
Overlock

Overlock Friller

Whipper
SN Lockstitch DF+ Binder
Date

Operators

Ann 50 50 75 75

Bel 100 100

Cher 120 120

Dot 75 75 25 100 50 25

Eve 75 50 100

Fran 100 100

Gail 75 75 50

Hon 120 120

Iris 50 50 100 75

Jill 75 50 50 100

Kate 50 75 75 50 50 50 25 25

Lyn 75 50 50 75 50 75 50 50

Enter BSI PERFORMANCE on Top Line

Enter date & style then Garments /hr on Bottom Line for Initial Balance.
Now we have to allocate resources to the requirement. At this stage we can try to match
the work content of the operations to the skill of the operatives, in order to reduce the
variation in output.

Allocating operatives

At each operation the work content in sm multiplied by the planned output in garments
per minute will give the performance required for a perfectly smooth output. For
example, the work content of the first operation is 0.7 SM, target for this operation is 60
pieces per hour. Performance needed (expresses in %) in this operation to achieve the
target is

= (SM of the operation) X (Target in pieces per hour) X 100 / (Minutes in an hour)
or
= (SM of the operation) X (Target in pieces per Minute) X100

= 0.7 x 60 X 100 / 60
= 70

So, we require a operator who can perform Whipper Elasticate at 70 BSI performance.
From the skill inventory table we see that both Ann and Iris can perform Whipper
Elasticate at 75 BSI. We have to decide between Ann and Iris, once any operator is
allocated for an operation she can’t be utilized for other. While Ann’s best performance
in any operation is 75 BSI, Iris can perform whip hem operation at 100 BSI performance.
We should try to allocate operator to operation what they can do best, so, logically we
allocate Ann for the first operation and keep Iris free for next allocation.

Similarly the work content of the second operation is 1.0 SM, target for this operation
again 60 pieces per hour. Performance needed (expresses in %) in this operation to
achieve the target is 1.0 X 60 X 100 /60 = 100

So, we require a operator who can perform overlock at 100 BSI performance. From the
skill inventory table we see that both Bell and Fran can perform overlock at 100 BSI. We
have to decide between Bell and Fran, As both Bell and Fran can perform two
operations each (incidentally same operations) and both at 100 BSI, both Bell and Fran
are equally good choice.

One by one all operations were allocated an operator. It is important to note that
allocations of operators are based on trial and error and first come first allocate basis.
This will vary from person to person. There is no right or wrong answer; your solution
may be one of many possible solutions.

Required output is 1.00 sm/min.

Output at 100 BSI from Operation 1 = 1.00sm

0.70sm

= 1.43 garments/min

8 = 1.00sm
 1.40sm

= 0.71 garments/min.

Table 5.5 Initial Balance of operators for the nightdress style

Work Sm Machine Performance needed (BSI) Operative Allocated

station cont performance
1 0.70 Wh/Elast. 0.70X1X100=70 A 75
2 1.00 O/L 1.00X1X100=100 B 100
3 1.20 O/L (fr) 1.20X1X100=120 C 120
4 1.00 L/S (zz) 1.00X1X100=100 D 100
5 1.00 TN L/S 1.00X1X100=100 E 100
6 1.10 O/L 1.10X1X100=110 F 100
7 0.70 L/S (DF) 0.70X1X100=70 G 75
8 1.40 O/L (fr) 1.40X1X100=140 H 120
9 0.90 Wh 0.90X1X100=90 I 100
10 1.00 L/S (zz) 1.00X1X100=100 J 100

Poor performers go to jobs with a low work content.

High performers go to jobs with a high work content.

Other considerations

The floaters are excluded in Initial allocation. They are required to cover up for
imbalances and emergencies.

Checking the initial balance

Over and under production is calculated with reference to the expected output. For
example the output at operation 10 is 51. Even this represents a shortfall of 9 and this
operation is a bottleneck, we have achieved (bettered!) the original target of 48 night
dresses per hour. If this line works with zero WIP between operations then only 51
complete garments will come out at the end of the line and rest 9 operators will be
underutilized. It is interesting to note that in a zero WIP situation always the bottleneck
operation will dictate (equals) the end production of the line, and such cumbersome
calculation of each operators’ production is useless. Practically line never runs with zero
WIP. In running a assembly line WIP is must because it

1. Balances out the time difference between two operations

2. Acts as buffer stock in case of absenteeism till remedial action is taken
3. Acts as buffer stock in case of machine breakdown till remedial action is taken
In the next section we will see how to run the line, dynamically managing the WIP and
completing the nightdress order.

Date:
Work Sm Operative Machine Expected Expected + Gmts /hr
Station cont. Perf. Gmts/hr
1 0.70 A Wh/Elast 75 64 +4
2 1.00 B O/L 100 60
3 1.20 C O/L (fr) 120 60
4 1.00 D L/S (zz) 100 60
5 1.00 E TN L/S 100 60
6 1.10 F O/L 100 55 -5
7 0.70 G L/S (DF) 75 64 +4
8 1.40 H O/L (fr) 120 51 -9
9 0.90 I Wh 100 67 +7
10 1.00 J L/S (zz) 100 60
Floater K 60
Floater L 60
Total /AV 10.00 60.1

What comments would you make on the skills inventory for the additional operatives?

For what operations would an under bed thread trimmer (UBT) lockstitch machine be
appropriate and, if this reduces the work content by 5 per cent what effect does this have
on the balance?