sarengsumon@yahoo.

com
 Henley was the first
practitioner of IE. He
was a farmer who
make simple
observations about
farming methods and
ways of improving
them.
 Industrial &
Manufacturing
Engineering(1909, (Pen
nsylvania State
University)
Taylor is known as the
“father of scientific
management”.
He broke the job into
elements and timed these
with stopwatch. Based on
these times he worked out a
bonus system.
He invents work-study
method during second world
war (1945) in USA.
How does it effect to the productivity?
Method Study
To
Simplify the job
&
Develop more economical
Methods to the job
Work
Study
Work measurement
To
Determine
How long it should take to
Carry out

Higher
Productivity
 MAINTAIN
INSTALL
DEFINE
EVALUATE
DEVELOP
EXAMINE
RECORD
SELECT

Steps needed to carry out a Method Study

1.Simultaneous Motion
Both Hands Should Simultaneously Start Moving and
Finish moving
2. Minimum Motion
The Number of Motion Should be Minimized
3. Short Motion
The Distance for Motion Should be Minimized
4. Simple Motion
The Order of the Movements Should be Arranged so that
Natural Rhythm and automation are given to the work
 Production

Planning
Plant Layout

Workstation Design

Work Study

Quality

Maintenance

Merchandising(SD)

HRM

Inventory Management
Garment Price Lead time
Shirt
Jacket

Result jogger

Raw material Wage

Lose Order
cost
 Business Profitability
Profitability is added to the selling price

In Market Approach
Manufacturing Cost = Selling Price – Profit

Variable Unchangeable
I hope
I got it
right

In-Factory Approach (costing formula)

Selling Price = Manufacturing Cost + Profit

Selling Price and Profits are unchangeable
 Price $5 Manufacturi Profit $1
ng Cost $4

Reduced Obviously MC Profit

Price should be reduced Same
$ 4.5 to $3.5
How can we ensure manufacturing cost can be met at $3.50?
MOTTO OF IE
 Increase Productivity

Reduce Cost

…………..ensuring adequate quality

 “Maximize Resource Utilization”

Limited Resource

TRADITIONAL IE TOOLS &

SYSTEM TECHNIQUE

Less Productivity More Productivity

 Elaboration of SMV – Standard Minute Value

The time required for a worker with standard

experience (skills) to complete a given task
with the pace sustainable for an entire
workday under given working conditions
and work methods.
 Techniques to calculate SMV

› Time Study

› MTM/PMTS

› GSD

› SewEasy etc.
Sl. No Operation SMV

1 Back & Front Match 0.24

2 Shoulder Join with Tap 0.33
3 Neck Rib Make&Fold 0.24
4 Neck Rib Join 0.34
5 Bk Nk Piping with Mark 0.31
6 Front Nk Top Stitch 0.29
7 Piping Close with Label 0.38
8 Sleeve Hem 0.34
9 Sleeve Match with body 0.24
10 Sleeve Join 0.52
11 Care&Name Label Make 0.29
12 Side Seam 0.6
13 Slv Open & Close Tack 0.6
15 Bottom Hem 0.34
TOTAL SMV 5.06
SAM/SAH
Standard allocated minute.

SMV :
Standard minute Value.

Standard Worker
The standard worker is that worker who has the consistency.
A qualified worker is one who has acquired the skill, knowledge and other attributes to
carry out the work in hand to satisfactory standard of quality, quantity and safety.

18
 Variable
Constant

SMV X Total Production

Efficiency = X 100 %
Total Manpower X Working Hour X 60
Variable

Variable

19
1. Machine allowances
2. Relaxation allowance
3. Contingency allowance
4. Policy allowance
5. Special allowance
 Target is the amount of production, which should be
produced by an operator or a line that a
management desires.

Suppose;
20 x 08 x 60
Total operator------- 20
So. Target =-------------------------- x 85%
W/hour--------------- 08Hrs
15.65
SMV-------------------- 15.65
= 520ps
Expected eff.---------- 85%
= 65ps/Hr.

Lets do some exercise ….. Please use XL chart to calculate given DATA /
STATEMENT
Which are holding up production operations, or a lengthy operation, that
consumes a great deal of time. A bottleneck is the operation in any team
that has the lowest capacity of production.

What is the meaning of bottleneck?

• Bottlenecks mean lost production, lost profit.

How to find bottleneck?

• Find bottleneck in team using cycle’s checks / by continuous follow up
in line.

22
 A bottleneck may be arisen in the line for the
following reasons:
› More work content than other operators
› Unskilled or semi skilled operator in respect to
the operation
› Machine problems/breakdown
› Quality issues
› Operator Absenteeism

23
 Apply the method study for work improvement.
› by improving the way the operator is handling the material and
doing the operation.
 Make improvements by work aids (jig, guide, folder etc).
› Guide, Folder, attachment, Jigs etc. Using computerized UBTs and
other specialized machines.
 Mechanize the manual work.
› Convert the manual work to machine work.
 Change the positions of workers/better operator allocation.
› It may happen „B‟ grade operator is allocated to a bottleneck
operation where as „A‟ grade operator is working in another
operation; where B grade operator can work.

24
 Investigate the modification to the machining specification.

› Machine speed or calibration can be checked.

 Investigate whether it is possible to further divide the process.

 Work Sharing with other operator

 Solving quality problems

 Work in overtime

 Additional machine/manpower

25
Observe time = Total cycle time/ No. Of cycle

Basic time = Observe time X rating

SAM = Basic time + (Basic time x Allowance)

Rating= Observe rating x Standard rating / Standard rating.

SAM= Standard allocated minute.

Efficiency = Earned minutes / Available minutes x 100

Available minutes= No. Of SAM earners x working minutes

Earned minutes = Total production X SAM

27
28
Understanding of
Wastage
that increases
manufacturing cost
 “Eliminate Waste of Time & Labor”
&“Maximize Labor Utilization”

Overproduction
1
Excess
Over Processing
8 2 Inventory

Rework 7 3 Waiting

Excess
Disconnectivity 6 4 Motion
5
Excess
Transportation
 TOOLS &
TECHNIQUE
 Input Conversion
Output
(Limited Resource) Process

• Man • Better • Customized

• Machine Technology Product

• Material • Better • Increased

Methodology Productivity
• Money
(IE Tools & • High
• Space
Techniques) Customer
Satisfaction
 CONTROL CHART

PARETTO (80-20) ANALYSIS

CAUSE AND EFFECT DIAGRAM

MOTION ERGONOMICS

PDCA CYCLE

POKA-YOKE ( Mistake Proofing )

5’S

JUST –IN-TIME ( KANBAN )

KAIZEN
Bottle Neck Operation

Production 100 pcs/hour

Production 130 pcs/hour
Cause Effect Diagram
Develop and Define the job Method Study Procedure
Develop and Define the job Method Study Procedure
Classification of movements

Class Pivot Body member(s) moved

1 Knuckle Finger
2 Wrist Hand and fingers
3 Elbow Forearm, hand and fingers
4 Shoulder Upper arm, forearm, hand and fingers
5 Trunk Torso, upper arm, forearm, hand and
fingers
Simplification, Combination &Elimination
5-S Implementation in Work Place
Department wise OT Chart
Monthly department wise Lost time
 Capacity

250
197 200 195
190
200
Capacity

150
98
100

50

0
Rehena Maksuda Nazma Nihar Selina

Input Name Output

Material Flow
Prepared By: IE Dept
 Capacity

202
200
200
UCL 197
198
196
196 195
Capacity

CL
194
192
190
190 LCL

188
186
184
Rehena Maksuda Nazma+Kazol Nihar Selina

1. Motion study, Method study, time study

2. By work sharing or motion transfer within line
3. By Skill inventory
4. Any kind of attachment, folder, guide etc
5. Ergonomic design of work place
6. Finally adding extra machine
BEFORE KAIZEN
BEFORE KAIZEN BACK NECK
TAPE ATTACHED BY FALSE
STITCH WITH CONTRAST
THREAD & THREAD WAS
VISIBLE

BEFORE KAIZEN BACK NECK

TAPE FALSE STITCH THREAD
REMOVE AFTER SHOULDER
TOP STITCH. FOR THIS WORK
NEED TWO OR THREE EXTRA
ASO.
AFTER KAIZEN
AFTER KAIZEN BACK
NECK TAPE ATTACH
BY DTM COLOUR
THREAD WITH
PERMANENT STITCH
NOW NO NEED TO
REMOVE THREAD FROM
BACK NECK TAPE. SO,
SAVE 3 ASO WHICH IS
WORKING BEFORE
KAIZEN STAGE.
Serial no Comparin Before kaizen After kaizen Remarks
g point

1 ASO Need three to four ASO No need to any Save three to four
for thread remove . ASO for thread ASO per line.
remove.

2 Capacity Per ASO capacity was No need to thread Productivity

45 to 50 pcs. remove. improve .

3 Quality To remove thread there There is no Now quality is

was a possibility to possibility to improved.
reject/alter the body. reject/alter the
body.
Skill Inventory
 Team- 01  Team-02
 Produced 800 Jackets
 Produced 1050 Jacket
per day with 50 per day with 75
people@8 Working people@8 Working
Hours Hours

 Therefore 1 person
 Therefore 1 person makes 1.75 Pcs per hr.
makes 2 Pcs per hr
 The Productivity ratio
is 1: 1.75
 The Productivity ratio
is 1:2

THEREFORE:LINE 1 IS MORE PRODUCTIVE THAN LINE 2

ALTHOUGH LINE 2’S PRODUCTION IS MORE
1.You can’t do today’s work
by using Yesterday’s method
and sustain in business
tomorrow………….

2. Without a unit of measure

You are working in the dark……
 Implementation of IE

As the key Technique to Improve

Productivity
In Order to be Productive,
• High Production by using
more Machines and People for
long hours will not help

• Gained Output by using less

Resources will be the more
Productivity
 “MOTIVATION”
AS THE KEY TO ACHIEVE
GOAL
 TO SUSTAIN IN THIS BATTLE

shimul2k3ipe@gmail.com
m

….become a best performer