Factors affecting WIP

A dissertation submitted in partial Fulfillment

of the requirement for the award of Degree
In

Master of Fashion Technology (Apparel

Production)

Submitted By

AJAD KUMAR PANDEY

Under the Guidance of

Ms. Girija Jha

(Asst. professor)

Department of Fashion Technology

National Institute of Fashion Technology, New Delhi
May, 2010
 Abstract

An effective cost reduction and higher productivity should be the main objective of every
Indian garment manufacturer to get the maximum price advantage to compete
successfully in the world market. It is very much necessary to balance the available
resources including workforce and machine with the technological developments
affordable within the reach of our own Indian conditions. One of the main reasons
behind low productivity of Indian apparel manufacturers is ‘poor line efficiency’. This is
mainly because the utilization of available time is very less, which may be due to
number of reasons i.e. unavailability of accessories or cut parts, or may be due to poor
balancing of workflow between the operators. To maintain even workflow it is essential
to determine the optimum WIP.

WIP is related to the line efficiency and throughput time. Due to improper WIP the
Company can face the problems of low productivity which also led to overtime working.
The bottleneck caused in the critical operations affects the productivity. It has been
observed that a buffer of garments between the operations i.e. Work In Progress (WIP)
helps to overcome these delays. Work In Progress (WIP) helps to overcome these
delays but then question arises that to what extent WIP and line efficiency, operator
absenteeism, Input and output etc. are co-related to each other? This study aims to
“Factors affecting WIP”.

ii
 Certificate

“This is to certify that this Project Report titled “Factors

affecting WIP” is based on my AJAD KUMAR PANDEY
original research work, conducted under the guidance of
Ms. Girija Jha towards partial fulfillment of the
requirement for award of the Master’s Degree in Fashion
Technology (Apparel Production), of the National Institute
of Fashion Technology, New Delhi.
No part of this work has been copied from any other
source. Material, wherever borrowed has been duly
acknowledged.”

Signature of Author/Researchers

iii
 ACKNOWLEDGEMENT

The subject matter of my Research Project covers a wide

range and an attempt is made to study the various aspects. Even
though the scope of my Research Project is of an extensive
nature, in a brief span of time, I have tried to assimilate some
relevant and pertinent information.
I am highly thankful to the management and staff of the
Silver Spark Apparel Ltd, Bangalore for their appreciable
support during my Research project. I would like to give my
special thanks to Mr. Ashish grover (Vice-president), Mr.
Kaushalendra Narayan (Plant Manager), Mr.Sunil (I.E. head)
and Mr. Hiral Lakdawala (Ass. Production Manager) for their
invaluable support and guidance.
I sincerely thank Prof. Prabir Jana (Head-Industry Linkage),
Ms. Girija Jha (Asst. professor), Mr. N.A. Khan (Centre Co-
ordinator M.F.Tech) and Ms. Bhawna kapoor (Centre Co-
ordinator B.F.Tech) for providing me opportunity & guidelines to
execute my Research Project.

These people have been a constant source of

encouragement and have provided me with the means and the
opportunity to pursue my Research Project.
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Table of Contents
Abstract......................................................................................................ii

Certificate..................................................................................................iii

ACKNOWLEDGEMENT............................................................................iv

1 Introduction.............................................................................................4

2 Review of literature.................................................................................7
2.1 Determination of Work In Process.......................................................................7

2.2 Efficiency Measurement......................................................................................13

2.3 Line balancing......................................................................................................18

2.3.2 Control Parameters in Line Balancing..................................................................................35

2.4 Throughput time...................................................................................................40

2.5 SAM ......................................................................................................................41

2.6 Absenteeism.........................................................................................................43

2.7 Time study............................................................................................................44

3 Research methodology.........................................................................47
3.1 Steps taken to establish the Correlation...........................................................51

4 Data Collection.....................................................................................57
4.1 SAM OF JACKET..................................................................................................69

5 Results...................................................................................................74
5.1 Relation between WIP and output......................................................................74

5.2 Relation between WIP and Line efficiency........................................................76

5.3 Relation between WIP and Input........................................................................78

5.4 Relation between WIP and Operator absenteeism...........................................80

5.5 Relation between output and Line efficiency....................................................82

 5.6 Relation between Line efficiency and operator absenteeism.........................84

5.7 Relation between Output and Operator Absenteeism.....................................86

5.8 Relation between Input and Output...................................................................89

6 Calculation for optimum WIP...............................................................94

7 Limitations and scope of further study...............................................98

8 Conclusion...........................................................................................100

9 Bibliography........................................................................................101

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Chapter-I

3
1 Introduction
An effective cost reduction and higher productivity should be the main objective of every
Indian manufacturer to get the maximum price advantage to compete successfully in the
world market. Considering the heavy investment in importing the specialized
components and machine manufacturer should effectively plan with the available
resources keeping the same as a dominating factor behind sharp productivity gain.
The apparel manufacturing industry cannot afford to loose sight of the critically
important measure of manufacturing performance. Every garment manufacturer must
achieve higher levels of productivity to survive in an increasingly competitive business
environment.
Technological achievement will not achieve productivity unless the manufacture
couples it with a skilled work force and experienced efficient production executives. The
job of the production executive is very important and pivotal in improving productivity.
There is no point in augmenting the machine alone since it will not increase productivity
unless appropriate training is being given to the labour force.
There must be a good team of production executives who can take up the task of
the problem solving, counseling and efficient training of labour to achieve the expected
target of production.
It is very difficult for India to buy all the technologically advanced machinery due
to the heavy investment cost to minimize the outflow of the foreign exchange. The
payback period for some of the new machine may even be 15-16 years and this will be
considered very high capital investment.
It is very much necessary to balance the available resources including work force
and machine with the technological developments affordable within the reach of our
own Indian condition. A careful and thorough analysis is required in the long-term
investment a return on investment philosophies in mind the pricing of the product to
compete with the world market.
The Indian apparel industry is facing savior competition from its neighborhood
countries, which are manufacturing similar clothing items for the same price at lower
4
cost. The reason being low productivity due to “Poor line Efficiency” this is mainly
because the utilization of available time is very less, which may be due to number of
reasons i.e. unavailability of accessories or cut parts, or may be due to poor balancing
of workflow between the operators. To maintain even workflow it is essential to
determine the optimum WIP. Work In Progress (WIP) helps to overcome these delays
but then question arises that to what extent WIP and line efficiency, operator
absenteeism, Input and output etc. are co-related to each other? This study aims to
“Factors affecting WIP”.

Objective

• To determine the factors responsible for inconsistent WIP.

Sub objective

• To determine the improvement potential in the manufacturing process and

identifying improvement parameters.
• To suggest the necessary steps to optimize WIP.
• To implement the suggestions and provide the required solution.

Scope

To maintain the desired WIP is a major problem in the garment industry and it lead to
many problems like productivity loss and longer lead times. Huge improvement potential
lies in increasing production by increasing line efficiency by optimizing WIP. Clever and
scientific management of WIP can result in reasonable improvement in the line
efficiency. The project aims to get solutions to optimize WIP in the manufacturing
process of a garment factory.

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Chapter-II

6
2 Review of literature
2.1 Determination of Work In Process
In a balanced production line Work-In-Process (WIP) plays the important role of
balancing out production variance between operations as well acts as buffer stock in
case of emergency. In a balanced line, each operator should produce the same number
of product units per unit time. But as the time value for each operation varies, so it
needs to assign different number of operators for different operations i.e. if operation no.
1 needs 2 operators then next operation 2 might need 5 operators to produce the same
number of product in the same time. Therefore, the first step in formulation an efficient
production schedule is to determine the number of workers per operation necessary to
yield a balanced production line for the required output. The next step in making the
production schedule is to determine the proper amount of backlog time, which will
prevent bottlenecking with a minimum "in process" inventory. Suppose those 2
operators in operation 1 produces 2 bundles (1 each) in 10 minutes time. But can we
pass those bundles to operation 2? No, as there are 5 operators waiting. So, there has
to be at least 5 bundles produced in operation 1 before we pass them to operation 2.
Now to produce 5 bundles of operation 1, it will take 30 minutes (though actually 6
bundles will be produced as each operator works on a whole bundle).
There is a simple graph methods that can be used to Calculate the minimum
backlog time required for minimum inventory-in-process without bottlenecking.
The steps for the graph method are as follows:
1. Determine the operating time per bundle for each operation.
2. Compute the number of operators needed for each operation in order to yield the
balanced production required per unit time (preferably in hour).
3. Construct a graph with the X-axis, the abscissa, marked off in time units and the Y-
axis, the ordinate, marked off in bundle units.
4. From the information from step 1 and 2, plot the operating time required to produce
groups of whole bundles for each operation. Plot this in a block format as illustrated
in fig. 1

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Pre assumptions:
WIP is generally maintained in any assembly line manufacturing process. While
allocating operators for a new style, old WIP is gradually phased out and new style WIP
builds in. We generally don't build WIP from zero every time. This module will explain
minimum starting lag time between operations for avoiding bottleneck. You have to
allow multiple of minimum lag time to build pre-requisite WIP between process.

Let's explain this with an example

In a production schedule the targeted production is 6 bundles per hour. And let us take
4 successive operations whose work contents per bundles are 20, 50, 30, and 80 SM
(Standard Minutes) respectively. Hence to produce 6 bundles per hour the number of
operator required in each operation and the number of bundle produced by each
operator in those operations are determined and shown in the following table

Plot the block graph structure for each job in the sequence in which the operations are
performed in the line. While plotting the operations keep the 1st operation at the X, Y
zero juncture of the graph. The block graph structure for each job will have a rising step
formation. The slopes of the block graph structures will be alike for all the operations
because the total amount being produced per unit time in each successive operation is
alike for each operation (as the line is balanced). See fig 1
The stairway dimensions rise and tread, of each “stairway” graph line will vary
according to the relative graph space measurements assigned to bundles and time
values. The block graph structure for a successive operation will begin at the time value
at which sufficient bundles have been produced in the preceding operation to permit all
of the operators of the successive operations to begin working simultaneously.

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 If blocks from two successive block structure overlap, this signifies a bottleneck
between the two operators. If means a lag time is required between the time at which
sufficient bundles are produced and the time at which successive operators can begin
without overtaking the production of the operators in the preceding operation. The
minimum lag, needed to present such bottlenecks, can be determined easily by
measuring the greatest abscissa overlap in two overlapping blocks.

Pre assumptions:
Components of 10, 15 or 20 numbers and tied (or bundled) together and treated as unit
for material movement between operations. Bundles can't be broken while material is
moved from one operation to another. For example if two bundles and three operators
are available, we can't break the bundle and distribute the work. We need minimum of
three bundles to give to three operators.

9
10
Let's explain the graph in details:
In operation 1, as there are two operators and the work content of each bundle is 20
min, hence here the 1st two bundles will be produced on 20th min., let us plot the block.
We cannot start operation 2 at this stage, as there are 5 operator who needs 5 bundles.
So, next two bundles of operation 1 will be produced on 40th min. We still can not start
operation 2 as there are now only 4 bundles and we require 5. So, next two bundles of
operation 1 will be produced on 60 th min. Now at 60th min when in total 6 bundles are
ready, we can start operation 2.
As in operation 2, there are 5 operator and the work content of each bundle is 50
minutes. Hence 5 bundles of operation 2 will be produced at 110th min (we started this
operation on 60th min and it took 50 min). Plot this block. At this stage can we start
operation 3? Yes, as there are 3 operators and 5 bundles are ready for them. So,
continue the plotting blocks for operation 2 and start plotting blocks for operation 3
starting at 110th min.
Similarly plot operation 3 and 4.

From the graph we can see that at a later stage blocks from operation 2 and 3 as well
as blocks from operations 3 and 4 are overlapping. That means there going to be
bottlenecks at that stage (explanation below as footnote). To prevent that we need to
measure the greatest abscissa overlap. In case of 2 and 3 it is 20 minutes. Hence that
starting lag time between 2 & 3 should be 20 min. to prevent bottleneck. Hence
operation 3 should be start at 130th min instead of 110th min. Similarly, operation 4
should have another 10 min of starting lag time over 60 min with operation 3 to avoid
bottleneck. So, operation 4 should start at 230th min.

See Fig 2 where graph is drawn with required lag time between respective operations
and no overlap and thus no bottleneck in starting operations.

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Overlap Explanation:
Five operators at operation 2 complete first bundle after 50 mins, i.e. total 5
bundle is ready for operation 3 at 110th minute. At same speed next 5 bundle will be
ready for operation 3 at 160th min. Operation 3 can starts at 110th minute with 3 bundle
and completes work by 140th minute. Operators at operation 3 needs another 3 bundle
now, but only 2 (5-3 =2) bundle is available and next 5 bundle from operation 2 will be
out only on 160th minute. So operators at Operation 3 has to wait for 20 minutes (160-
140 = 20). Hence that starting lag time between 2 & 3 should be 20 min. to prevent
bottleneck.

(SOURCE: -Determination of In-Process Inventory Requirements, Developed by Siddhartha Sankar Ray & Edited by Prabir Jana)

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2.2 Efficiency Measurement
Measurement of line utilization or line efficiency is a common measurement in
sewing floor of apparel manufacturing organizations. This is calculated by “minutes
produced”/ “minutes attended” expressed as percentage.
In a sewing line of 20 operators a style of 20 SMV is produced in 8 hour shift. If
the Average daily production of the style is 400 pcs/shift then the Line Utilization or line
Efficiency can be calculated as under:

Line efficiency = (output * SAM/SMV) / (Actual hrs worked * 60 * No. of operators)

Minutes Utilized” = SMV X pcs/shift = 20x400

Minutes attended = number of operator X number of minutes per shift = 20 x 480
= 9600
So, line utilization or line efficiency is 8000x100/9600= 83.33%

This measure is also known as balance efficiency (used commonly in Japanese

literature) as the primary reason behind time loss is attributed to poor balancing. The
other factors that may be responsible for time loss are:
[1] No or improper feeding of cut parts
[2] Non-availability of accessories (thread, zipper, cord, etc.)
[3] Shifting of operators resulting start-up loss

In macro measure the above may be sufficient but while analysing the cause of
inefficiency or underutilization in micro terms we need to take care of various factors
thus various measures. Although above measure tells us 1600 minutes (9600 – 8000)
was lost by the line during shift hours but we do not know the break-up. How much time
was lost due to balancing problem (waiting for work), how much time was lost due to
machine breakdown, how much time lost in repair, etc. Micro measures are required for
in-depth analysis of the line and finer control. Here we will list out some commonly used

13
measures, their definitions, formulae to measure, and how those influences other
measures and parameters.

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Contracted time
As it says it is time in contract of employment. It is measured usually hours x by
number of operators to get total hours potentially available to factory or department.
Used in capacity planning and calculation of absence as %
.(Contracted hours – absence) x expected efficiency = standard hours to be
Produced as capacity
Usually calculated for sections, departments or factories as it is used to calculate
absence levels, and capacity and you would not normally do this for individuals.

Attended time
Time needed for calculation of efficiency and utilization. It is usually the time
operator spent in factory not forgetting to take away any lunch break. (Contracted hours
– absence) = (shift hours – lunch break – tea break) = Attended time. Bit more
complicated. Usually lunch break is excluded as per your calculation.
Tea break is totally dependent upon company policy i.e. do they remove it from the
working day. In UK it is usually included in attended time.
It is usually calculated for both individuals and lines. Individuals for calculating
utilization and performance (attended – off standard). Line for calculating section
efficiency and utilization.

Off-standard time
Off standard time is that time utilized on performing tasks to which SMVs are not
allocated. Alternatively an operator earning SMVs is working ‘on-standard’. Utilization is
a measure at how well the manager and supervisor control the section and keep
operators working i.e. “on standard”. In most apparel manufacturing factories most
operators are on some form of incentive payment whilst they are doing the job for which
they are trained and equipped. They are then said to be ‘on standard’. If they come off
incentive or ‘Off standard’ then they will have no financial incentive to work hard (Chuter

15
1998). It is calculated as a percentage of operator attended time (utilisation) and
reported in different categories, although the exact categorization varies but principal
categories are wait for work, machine breakdown, unmeasured work, repairs and
rejects, sample making, undergoing re-training, work study.
Key off standard time categories are usually waiting for work, machine
breakdown, repairs, unmeasured work, samples, retraining or “new job” (many
companies do not class retrain as off standard but separate from other production
activities and pay make up pay to worker so they earn minimum pay). Although
dependent on style changes, not more than 3% of total attended time is generally time
for ‘retraining’. Off standard time obviously links to operator utilisation measures and
efficiency. Most companies’ show ‘off standard’ by categories on a daily cost control
report by section/line, department and factory with management and supervisory staff
targeted to achieve budgeted limits.
It is usually calculated for both individuals and lines. Individuals for calculating
Utilization and performance (attended – off standard). Line for calculating section
efficiency and utilization

On-standard time
This is the actual time worker spent on productive work. This is calculated as the
difference between attended time and off-standard time. This should be obvious and is
used in calculating operator performance
On standard time = (Attended time – Off-standard time)
It is usually calculated for individuals as performance calculation is an individual
measure but can be averaged into section performance as extra KPI

Utilisation
It is the time spent on productive time out of total attended time. It is the
percentage of attended time working earning Standard Minute Values [SMV].

Utilisation = (On standard time / Attended time) X 100

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 It is usually calculated for a line as it is a measure of how well the supervisor is
running the line.

SMV Earned
It is the measure of work done by operator. It is calculated from output from an
operation generated in attended minutes and SMV of the operation.

SMV earned = (SMV X Output in number of units)

Used in both performance and efficiency calculations.
It is usually calculated for individuals as well as for a line. As it is needed for
individuals for incentive payment calculation and performance and needed for lines for
efficiency calculation. Also sometimes aggregated for departments and factories to get
factory efficiency. This measure or KPI can be called “direct (and indirect) labour cost
per standard minute produced.
Key component in incentive schemes of all types. Can be converted straight into
money in “piecework system”, e.g. one smv is worth x rupees therefore total incentive
payment is smv’s earned x by conversion factor. Easy to calculate and understand
especially as most operators have access to cheap calculators, even mobile phones.
A variant on incentive is SMVs can also be used to calculate performance and
different performances are paid at different salary levels. This is very common as it can
be weighted to encourage people to achieve particular performances. Increments on
hourly rates are higher between 80 – 95 % to encourage people to strive to achieve
from a low base but levels off at high performances where workers may be striving to do
too much and quality issues may arise.

Individual Operator performance

It is a measure of both the skills and motivation of the operator and calculated
daily. Performance = (SMVs earned on standard / On standard time) x 100
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It is usually calculated for individuals and sometimes averaged for a section as a
supervisor KPI.
As previously stated it is a key for incentive payments. An experienced manager
or supervisor will compare performance and efficiency and note variation. A big gap can
only mean high off standard time. Is this justified? If the operator trying to work the
system to achieve higher salaries or conversely if there is no gap but the supervisor
knows the section has problems then is the operator slowing to work supply. It is
particularly useful with new or trainee operators whose progress has to be monitored.
Also useful to compare this performance calculation with the “potential performance”
measured by cycle timing. Why are there differences?

(Source:-Chuter, A.J., 1998b, Introduction to Clothing Production Management, second Ed, 1998, Blackwell Science Ltd, pp 19-20)

2.3 Line balancing

The line has to be balanced taking into consideration the heavy absenteeism,
balancing the operations with the available operators for work and balancing the line
based on the various styles and operation involved in that with the available machine.
The most important is the flexibility of the operator who should be trained for more than
two operations to simplify the process of line balancing. The line balancing will not be
effective unless there is a scientific management building up the records of the workers
performance and categorizing them in distinctive grades based on efficiencies.
Arrangement of machine capacity to secure relatively uniform flow at capacity
operation in a layout is called line balancing product layout requires line balancing and
if any production line remains unbalanced, machinery utilization may be poor. The
machine in this will operate for only say half of the time.
A balanced line eliminates bottleneck operation as well as prevents the
necessary duplication of equipment of capacity. Line balancing is a major consideration
in layout because the line it is not essential that output of each operation should be the
same but the essential to see that the output of fastest machine should be multiple of
the remaining machine.

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 Line balancing will not be made effective unless there is a scientific management
building up of the records of the workers performance and categorizing team in
distinctive grades based on efficiencies.

1. An efficient history record of each employee is to be maintained by a professional

personnel department indicating clearly the number of operation the person did
along with the proficient level in a particular operation with the categorization of
their grade.
2. A through and systematic statistics of absenteeism each day to be maintained to
arrive at a average percentage of absenteeism. There must a buffer general pool
of operators to be kept always available to the line as leave vacancies matching
to the statistics. The operator of the general pool should be trained in all the
operations to fit into place where regular operator is absent.
3. A thorough record to be maintained on the late comers to arrive at an average so
that there is no need to panic early in the morning so long as the number of late
comers are within that average. This should be computed from the daily figures
and give the distinctive reason for the highest late coming i. e. whether it is due
to seasonal or transportation problem or festivals etc. the lowest percentage is an
ideal situation and this should be analyzed with reason as to how it has achieved
to maintain it further list of dependable operators should be made out by the
supervise and they should mark and train these people on pivotal operations to
avoid major problems on the line balancing on any single day the supervisor
should also train the operators into the discipline of availing only after prior
intimation.
4. The production executive must be highly disciplined who are regular in
attendance and along with the line supervisors and masters their entry in the
factory. They should evaluate this production achieved for the day and also
analyze the problems if any with the line supervisor and master to achieve better
strategic plans for the future.

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 Condition are being satisfied by a company, than 70% line balancing/work load
balancing a through planning has to be made by the production executive describing the
operation of a particular style and listing it out clearly with the expected of production.

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 minimized

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

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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 operators 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

21
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: Sometimes 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

22
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 is 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

23
target for a given style (Chuter 2002), and then how to calculate the achievable target
for a given line and workforce.

SOURCE:-Assembly Line Balancing Made Easy, Prabir Jana, Associate Professor, Garment Manufacturing Technology Department, NIFT,
New Delhi

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.

24
 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 analyze 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

25
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 known 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

26
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
was 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

27
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.
NOTE: - 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

28
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.

29
Table 5.2 Alternative arrangements.

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 & 0.7

tab

8 10 Att. sleeves on round 1.4

9 11 Whip hem 0.9

30
 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 operations 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 greater accuracy than +10 percent.

31
 Iris
Bel

Dot

Eve

Gail
Ann

Hon
Fran
Date

Cher
Table 5.4

Operators
Operations

75
75
75
SN Lockstitch

50
50
Overlock

120
100
120
100

50
50

Overlock Friller

120
100
120
100

75
50
75
SN Lockstitch DF+ Binder

50
25
2N Lockstitch

100
SN Lockstitch ZZ
100
50
75

Whipper

100
75
25
75

Whipper Elasticate

32
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.

2.3.1.1 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

33
= 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.
(Source:-Chuter, A.J., 1998b, Introduction to Clothing Production Management, second Ed, 1998, Blackwell Science Ltd, pp 19-20)

34
2.3.2 Control Parameters in Line Balancing
There are different parameters, which control balancing of assembly line in
garment manufacturing. Some of the important parameters are defined and explained
here.

Operator’s Skill Inventory:

This database maintains the record of each operator, who can do what operation
and at what rating. It is very important to keep this database updated as over the time
operator acquires skills for new operations as well as improve performance in existing
operations.

Allocation:
Appropriate allocation of operators to operations is the key to any balancing.
Allocation also depends on type of balance required. One approach of allocation is to
find the closest match between operator performance required and operator
performance available. This type of allocation results intrinsic balance of line.
Another approach of allocation is to utilise the operators in operations they can do

35
best. This approach results dynamic balance of line. Let's understand this from an
example:
For intrinsic balance we have allocated total three operators with closest
performance available. For operation A we need 100% operator, and closest available
is Urmila (105%) and so on. Also interesting to note that Savita is not utilized for
operations, what she can do best. For dynamic balance we have allocated only two
operators, total performance needed is 246% (100+80+66). Savita and Rita together
(140+100)% can match the requirement. Here operators are allocated to operations,
what they can do best. This dynamic balance results better operator utilisation but
comparatively difficult to maintain. Some of the characteristics of these systems are
mentioned below.

Balance:
The aim of balancing is to maximise operator and machine utilisation, while
ensuring least operator shuffling. (Movement between operations)

36
Attendance:
Record of attendance is very important prerequisite for balancing a line. Only the
present operators are allocated to different operations. While planning for balancing a
line, average absenteeism figure is used to calculate the no. of expected present
operators, whom operation can be allocated.

Movement of operators:
Output is lost every time an operator is moved to a new job. Anticipation of
problems is the best way to keep this lost output to a minimum and line operators
should never be moved for less than an hour except in an emergency. Even floaters
should be given a sufficiently long run to work up their speed. On occasions it is more
efficient to arrange the manning.

Floater:
Floater generally can perform all operations but at much lower efficiency.
Floaters should not be allocated to any specific operation in any line plan. Floaters are
there to handle unforeseeable circumstances, once operators are absent, performing
below standard, sick, or any such emergencies, then floaters are allocated to the
problematic operation.

Rating:
Rating is the assessment of a workers rate of working. What the observer is
concerned with is therefore the speed with which the operator carries out the work, in
relation to observers' concept of normal speed. Thus rating is very subjective exercise.
It is necessary to have a numerical scale of rating to make the assessment effective. In
a 0-100 scale, 0 represents zero activity and 100 the normal rate of working of a
motivated qualified worker - i.e. the standard rate. Rating is used as factor by which the
observed time can be multiplied to give the basic time. In Operator’s Skill Inventory
database the rating should be updated regularly for near accurate balancing.

37
Pitch Time:
Pitch time is the theoretical operation time, each operator should take for a
planned balanced line. It is calculated as:
= (SAM value of a style) / (No. of operator required to meet the target)
Clubbing and Splitting of operations are done to match every operation timings with
pitch time. Lesser the deviation of operation timings from pitch time, better the balancing
efficiency can be achieved.
WIP:
[1] Balance between the speed of workers
[2] To take care of absenteeism
[3] To take care machine breakdown
(Source :- Control Parameters in Line Balancing, Prabir Jana, Associate Professor, Garment Manufacturing Technology Department, NIFT,

New Delhi)

38
Bottleneck operation
Often excessive WIP will build up ahead of bottleneck ones the bottleneck is determined
an engineer need to study the operation to determine whether it can be feasibly be
improved.

Calculation of the optimum WIP in a line

In order to attain the minimum total processing time or total inventory in process
time it is necessary has a balanced production system. A balanced production is one
which each grid station contains sufficient workers to produce the same amount per unit
time all the grid station produce the same amount per unit time. Therefore the first step
in formulating an efficient production schedule is determine the number of workers per
grid station necessary to yield a balanced production line for the required volume per
unit time the next step in making the production schedule is to determine the proper
amount of back log time which will prevent bottlenecking with a minimum in process
inventory the idea is to have just enough back log between two successive level to
ensure against anybody waiting for the work and at the same time have the minimum of
work in progress between the two levels, necessary to accomplish such coordination.

Work in progress (WIP)

“WIP refers to the number of garments that are under production at any given
time.” Throughout conversion, garments are at different stages of completion, but all are
considered work in progress. When work accumulates as backlog ahead of operations
to keep the plant operating smoothly, but excessive amounts also affect productivity,
reduce flexibility, and restrict cash flow.

39
Need of WIP
A buffer of garments between the operations helps to overcome short- term
problems. Like machine breakdown, operator absenteeism, bottleneck operations
(constraint to throughput that limits the volume of work that can be completed in a
workday) it also helps in balancing the workflow.

How to create WIP

To build WIP in between the operations the first operator has to complete his/ her
task before the second operator timing.
More the WIP more the throughput time and vice versa.

Throughput
Throughput is the volume of work that can be completed in a specific amount of
time. The time block may be an hour, day, or week. Throughput provides a means of
evaluating performance of a manufacturing unit, and is a measure of a plant’s
production capability. Production of goods to fill orders can be planned and based on
throughput.

2.4 Throughput time

It is the amount of time it takes for a style to go through the production process,
cutting to shipping. This includes the actual processing time and the time a style waits to
be processed ahead of each operation. Manufacturers plan production schedules to
meet delivery dates based on projected throughput time. Throughput time also imparts
lead-time and the total costs and decreasing cash flow.
Throughput time may be in minutes, days or weeks depending on the firm’s
priorities and commitments to flexible manufacturing and market responsiveness. If
throughput time is in minute’s orders can ship to customers the same day they go into
production. A very large order may not be ready to ship the same day, but a significant
portion could be shipped if the customer desired the style. If throughput time is in weeks
40
filing end shipping an order could take several months. This requires much more lead-
time on orders.
The theoretical Throughput time is calculated by using the following formula

Throughput time= {SAM of critical path (1+WIP in critical path)}

2.5 SAM

The SAM will be calculated by using the formula

SAM = Basic time + Allowances

To know the observe time. Time study should be done i.e. “Time study is used to
determine the time required by qualified and well trained person working at a normal
pace to do a specified task”.

Source: - Pratima J.Naik & Chandresh Raj (2000-2002) batch diploma project “Effect of work in progress on Throughput time and line

efficiency”.

41
Standard time of an operation

Standard time of an
operation

Standard Basic time for M/C attention Relaxation

time of an each element allowance allowance
operation

Observed Thread
Defined
time (stop breaks
method watch) Recove Personn
ry from el
effort needs

Defined
Rating Thread
quality stds.
change
 Speed

Occurrence Male/Female
per garment standing/sitti
Bobbin ng,
Standard rating
change
 Qualified Weight lifted
etc.
Operator

1. Physique

2. Intelligenc
e

3. Skill

(Source: -Juki manual)

42
2.6 Absenteeism
Employees’ presence at the work place during the schedule time is highly
essential for the smooth running of the production process in particular and the
organization in general. Despite the significance of presence, employees sometime fail
to report to the work place during the scheduled time, which is known as “Absenteeism”.
According to PICOARS AND MAYERS: Unexpected absence disturbs the
efficiency of the group as the jobs are inter connected, if one single man remains absent
without prior notice the whole operation process is distributed. This Absenteeism results
in production losses because, due to Absenteeism, workers cost increases and thus
efficiency of operations is affected.

Types of Absenteeism
Absenteeism is of four types viz….
1. Authorized Absenteeism.
2. Unauthorized Absenteeism.
3. Willful Absenteeism.
4. Absenteeism caused by circumstances beyond one’s control.

1) Authorized Absenteeism
If an employee is absent from work by taking permission from superior and applying for
leave, such Absenteeism is called authorized Absenteeism.

2) Unauthorized Absenteeism
If any employee absents himself from work without informing or taking permission and
without applying for leave, such absenteeism is called Unauthorized Absenteeism.

43
3) Willful Absenteeism
If any employee absents himself from duty willfully, such Absenteeism is called Willful
Absenteeism.

4) Absenteeism caused by circumstances beyond one’s control

If any employee absent himself from duty owing to the circumstances beyond his
control like involvement in accidents (or) sudden sickness, such absenteeism is called
Absenteeism caused by circumstances beyond one’s control.
(Source: - Study on Absenteeism of Workers at Nutrine chocolate in year 2005.)

2.7 Time study

Determine the elements to be studied

Writes detailed element description and indicate clear, precise, well-defined

breakpoints.

There are three general rules to be considered when separating jobs into elements.

• The element should be as short in duration as can be timed accurately (usually

between 6 and 30 seconds duration).

• Handling or manual time should be separated from machine running time.

• Constant elements, that are those elements that are repeated identically
throughout the study, should be separated from variable elements.

Rate and time the elements

Rating of the speed and effectiveness of an operators work during each

element is carried out simultaneously with the timing of each element. Ideally the rating
should be recorded on the study sheet before the observed time is written down.

44
 A representative number of work cycles should be studied in order to ensure
that conditions are reflected in the times observed.

Take a final time check

The stopwatch is left running until an accurate time check has been observed.

Calculation of frequencies

In order to calculate an accurate basic time for a work cycle, its frequency must
be taken into consideration. For example certain elements only occur at the beginning
or the end of an operation and their total time must be calculated as a ratio of the overall
time. A closed once, therefore any elements relating to the opening and closing of this
bundle will be at a frequency of 1 to 3.
(Source: - Barnes, Ralph M ninth edition, ‘motion and time study – design and measurement of work’ john Wiley & sons Inc.)

45
Chapter-III

46
3 Research methodology

Defining the problem

Exploratory research (literature survey)

Develop the hypothesis

Define the objective

Data collection

Data analysis

Data interpretation

Conclusion

47
To arrive at the final result the steps that were carried out by me are as follows.

Defining the problem

One of the many strength of the Indian garment industry is believed to be its “low
wage rate and availability of traditionally skilled workforce”. There are countries in our
neighborhood with lower labour cost, which would manufacture the similar clothing
items for the same price at lower cost. The solution for this is to upgrade its production
techniques to increase productivity.
The RMG industry is marked by technological backwards in almost all areas of its
operation and lags far behind in comparison to the prevalent modern technology
nevertheless there is perceived a good potential of the growth of the industry if suitable
steps are taken. The solution to the problem is to upgrade the techniques to the level
that is most congeal to condition and improve the existing technology available through
innovation. The option can suit any manufacturer exporter who does not need to go in
for the importing technology but with the help of the re engineered process can increase
productivity.
One of the main reasons behind low productivity of Indian apparel manufacturers
is poor “Line Efficiency”. This is mainly because the utilization of available time is very
less, which may be due to number of reasons i.e. unavailability of accessories or cut
parts, or may be due to poor balancing of workflow the operators. To maintain even
workflow it is essential to determine the optimum WIP.

Exploratory research (literature survey)

Once project’s aim and objectives are decided, an extensive literature survey on
Work In Progress, line efficiency, operator absenteeism, Input, output and throughput
time was required to move ahead with actual execution.

48
Develop the hypothesis
To carry out the project I had set some hypothesis based on our assumption
• WIP have a positive correlation with Line Input, Line efficiency, Line output and
Operator absenteeism.
• Operator absenteeism has a negative correlation with Line efficiency and output.
Data collection
Method of data collection
• Primary sources- collected from the factory
• Secondary sources- Resource centre, Internet, Manuals

Data analysis and interpretation

The data collected has been used to study in detail for determination and analysis of
factors affecting WIP and suggest possible way to optimize WIP.

The data was analyzed and interpreted to get the answers for the questions.
• Establish correlation between WIP and line efficiency.
• Establish correlation between WIP and operator absenteeism.
• Establish correlation between WIP and output.
• Establish correlation between WIP and Input
• Establish correlation between output and Line efficiency
• Establish correlation between Input and output.
• Establish correlation between output and operator absenteeism.
• Establish correlation between line efficiency and operator absenteeism.

Conclusion
Remarkable improvement is probable in production by maintaining the optimum WIP in
the line and getting same output and line efficiency.

49
Chapter-IV

50
3.1 Steps taken to establish the Correlation
Step-I

Time Study

First of all it is very necessary to do the time study to know the SAM of a particular style

• Operational breakdown of a particular style

• Observe the timing taken for completing different operations.

• SAM of the particular style will be calculated.

Step-II

Develop the hypothesis

• WIP have a positive correlation with Line Input, Line efficiency, Line output and
Operator absenteeism.

• Operator absenteeism has a negative correlation with Line efficiency and output.

Step-III

Data collection

• In the beginning counted the WIP, Input, output and Operator absenteeism as
maintained by them.

• Analyzed the data to find out what extent correlation between Line efficiency,
Input, Output and operator absenteeism, with Work In Progress.

• Then try to find out the solution for optimum WIP in the line.

51
52
Step-IV

Establish the correlation between WIP and output, WIP and Input, WIP and
Line efficiency and WIP and operator absenteeism using correlation coefficient test.

Correlation coefficient Test

The main result of a correlation is called the correlation coefficient (or "r"). It
ranges from -1.0 to +1.0. The closer r is to +1 or -1, the more closely the two variables
are related.
If r is close to 0, it means there is no relationship between the variables. If r is
positive, it means that as one variable gets larger the other gets larger. If r is negative it
means that as one gets larger, the other gets smaller (often called an "inverse"
correlation).

Techniques in Determining Correlation

There are several different correlation techniques. The Survey System's optional
Statistics Module includes the most common type, called the Pearson or product-
moment correlation. The module also includes a variation on this type called partial
correlation. The latter is useful when you want to look at the relationship between two
variables while removing the effect of one or two other variables.
Like all statistical techniques, correlation is only appropriate for certain kinds of data.
Correlation works for quantifiable data in which numbers are meaningful, usually
quantities of some sort. It cannot be used for purely categorical data, such as gender,
brands purchased, or favorite color.

Correlation Coefficient, r
The quantity r, called the linear correlation coefficient, measures the strength and
the direction of a linear relationship between two variables. The linear correlation

53
 coefficient is sometimes referred to as the Pearson product moment correlation
coefficient in honor of its developer Karl Pearson.

The mathematical formula for computing r is:

Where n is the number of pairs of data.

The value of r is such that -1 < r < +1. The + and – signs are used for positive linear
correlations and negative linear correlations, respectively.

Positive correlation: If x and y have a strong positive linear correlation, r is close to

+1. An r value of exactly +1 indicates a perfect positive fit. Positive values indicate a
relationship between x and y variables such that as values for x increases, values for y
also increase.

Negative correlation: If x and y have a strong negative linear correlation, r is close to

-1. An r value of exactly -1 indicates a perfect negative fit. Negative values indicate a
relationship between x and y such that as values for x increase, values
for y decrease.

No correlation: If there is no linear correlation or a weak linear correlation, r is close to

0. A value near zero means that there is a random, nonlinear relationship between the
two variables.

Note that r is a dimensionless quantity; that is; it does not depend on the units
employed.
A perfect correlation of ± 1 occurs only when the data points all lie exactly on a
straight line. If r = +1, the slope of this line is positive. If r = -1, the slope of this
line is negative.
54
 A correlation greater than 0.8 is generally described as strong, whereas a
correlation
less than 0.5 is generally described as weak.

These values can vary based upon the "type" of data being examined. A study utilizing
scientific data may require a stronger correlation than a study using social science data.

55
Chapter-V

56
4 Data Collection
Data has been collected for WIP in the line, input, output, Line efficiency
and operator absenteeism. It has been taken 11 month data for try to find out correlation
between WIP and Input, Output, Operator absenteeism and line efficiency.

MONTH INPUT OUTPUT WIP T.PRES %T.ABS. LINE EFF%

MAY 09 207 250 780 91 9.90099 43.13334
7.92079
237 275 742 93 2 46.42631
7.84313
308 275 775 94 7 45.93242
8.73786
775 210 1340 94 4 35.07566
6.66666
100 225 1215 98 7 36.04715
5.71428
168 400 983 99 6 63.43651
5.66037
508 425 1066 100 7 66.72728
5.60747
600 350 1066 101 7 54.4078
3.73831
600 425 1419 103 8 64.78376
9.17431
605 400 1696 99 2 63.43651
6.42201
607 475 1828 102 8 73.11524
5.50458
500 500 1828 103 7 76.21619
8.25688
600 425 2003 100 1 66.72728
8.18181
400 400 2003 101 8 62.18034
14.5454
500 425 2078 94 5 70.98646
12.7272
450 430 2008 96 7 70.32531
12.7272
500 450 2148 96 7 73.59626
8.18181
500 450 2198 101 8 69.95288
5.45454
410 450 2158 104 5 67.93501

57
 5.45454
448 550 2056 104 5 83.03168
7.27272
516 525 2048 102 7 80.81158
8.18181
541 500 2089 101 8 77.72542
5.45454
496 500 2058 104 5 75.48334
5.45454
0 510 2076 104 5 76.99301
5.17241
JUNE 09 502 400 2177 110 4 57.09286
5.17241
436 400 2213 110 4 57.09286
4.31034
450 425 2238 111 5 60.11466
6.89655
520 550 2208 108 2 79.95643
6.03448
498 575 2131 109 3 82.82393
6.89655
520 600 2051 108 2 87.2252
10.3448
511 500 2026 104 3 75.48334
450 500 2012 106 8.62069 74.05913
9.48275
471 500 1953 105 9 74.76445
9.48275
0 425 1558 105 9 63.54979
9.48275
1052 475 2135 105 9 71.02623
12.9310
816 450 2296 101 3 69.95288
16.3793
632 400 3034 97 1 64.74448
12.8205
490 500 2723 102 1 76.96341
14.5299
504 525 2702 100 1 82.42781
11.1111
567 510 2759 104 1 76.99301
10.2564
416 550 2625 105 1 82.2409
7.69230
543 600 2025 108 8 87.2252
10.2564
553 450 2676 105 1 67.28801
502 500 2673 104 11.1111 75.48334
58
 1
8.54700
536 575 2634 107 9 84.37204
7.69230
608 650 2592 108 8 94.49396
7.69230
560 610 2542 108 8 88.67895
8.54700
600 630 2512 107 9 92.4424
9.40170
614 600 2526 106 9 88.87096
10.2564
610 600 2536 105 1 89.71735
3.57142
JULY 09 410 525 2421 108 9 76.32205
1.78571
506 530 2397 110 4 75.64803
1.78571
566 560 2403 110 4 79.93
2.67857
462 535 2330 109 1 77.06226
4.46428
506 500 2336 107 6 73.36699
2.65486
506 525 2317 110 7 74.93437
0.88495
484 500 2301 112 6 70.09168
3.53982
506 425 2382 109 3 61.21768
5.30973
547 500 2429 107 5 73.36699
4.42477
498 530 2397 108 9 77.04892
4.42477
445 525 2317 108 9 76.32205
3.53982
213 525 2005 109 3 75.62184
5.30973
413 500 1918 107 5 73.36699
3.53982
418 425 1911 109 3 61.21768
5.30973
509 475 1945 107 5 69.69864
4.42477
419 250 1791 108 9 36.34383
3.53982
222 350 1711 109 3 50.41456
528 425 1816 105 7.07964 63.54979
59
 6
7.07964
408 425 1799 105 6 63.54979
7.07964
152 500 1451 105 6 74.76445
5.30973
189 375 1265 107 5 55.02524
357 450 1172 106 6.19469 66.65322
7.07964
246 400 1080 105 6 59.81156
7.07964
581 325 1274 105 6 48.5969
10.6194
391 325 1340 101 7 50.52152
8.84955
27 400 967 103 8 60.97295
7.40740
AUG 09 12 300 679 100 7 47.10161
10.1851
276 275 680 97 9 44.51183
7.40740
329 350 659 100 7 54.95187
11.1111
89 325 423 96 1 53.15285
8.33333
90 400 386 99 3 63.43651
9.25925
199 100 486 98 9 16.02095
8.33333
151 70 567 99 3 11.10139
9.25925
384 125 828 98 9 20.02619
8.33333
266 335 759 99 3 53.12807
6.48148
0 220 545 101 1 34.19919
6.48148
0 150 449 101 1 23.31763
5.55555
824 230 1043 102 6 35.40317
5.55555
196 125 1117 102 6 19.24085
6.48148
306 140 1283 101 1 21.76312
7.07964
0 375 908 105 6 56.07334
7.96460
498 200 1206 104 2 30.19334
60
 5.30973
113 225 1094 107 5 33.01514
5.30973
8 250 852 107 5 36.68349
5.30973
0 200 652 107 5 29.3468
5.30973
116 275 493 107 5 40.35184
5.30973
504 250 747 107 5 36.68349
7.96460
542 175 1114 104 2 26.41917
9.73451
32 150 996 102 3 23.08902
9.73451
546 200 1342 102 3 30.78536
5.45454
SEP 09 104 175 1198 104 5 26.41917
4.54545
515 250 1463 105 5 37.38223
7.20720
416 270 1609 103 7 41.15674
8.18181
508 170 1947 101 8 26.42664
7.27272
243 400 1790 102 7 61.57073
7.27272
507 375 1922 102 7 57.72256
6.36363
662 400 2184 103 6 60.97295
8.18181
542 325 2401 101 8 50.52152
6.36363
386 250 2537 103 6 38.1081
9.09090
35 385 2187 100 9 60.44706
378 350 2216 99 10 55.50694
0 450 1766 99 10 71.36607
0 435 1331 99 10 68.9872
756 425 1662 99 10 67.40129
9.09090
0 410 1252 100 9 64.3722
9.09090
248 330 1170 100 9 51.81177
9.09090
320 175 1315 100 9 27.47594
144 240 1219 99 10 38.0619

61
 312 285 1246 99 10 45.19851
6.36363
340 330 1256 103 6 50.30269
7.27272
412 335 1333 102 7 51.56548
5.30973
350 340 1343 107 5 49.88955
5.30973
0 230 1113 107 5 33.74881
7.07964
392 325 1180 105 6 48.5969
5.30973
484 500 1164 107 5 73.36699
8.92857
OCT 09 495 500 1159 102 1 76.96341
8.03571
318 400 1077 103 4 60.97295
9.82142
387 350 1114 101 9 54.4078
10.7142
0 425 689 100 9 66.72728
8.92857
510 350 849 102 1 53.87439
8.92857
509 375 983 102 1 57.72256
10.7142
198 200 981 100 9 31.40107
11.6071
87 425 643 99 4 67.40129
8.92857
450 400 693 102 1 61.57073
9.82142
537 400 830 101 9 62.18034
10.7142
487 450 867 100 9 70.65241
11.6071
415 455 827 99 4 72.15903
520 400 947 98 12.5 64.08382
8.92857
342 400 889 102 1 61.57073
7.14285
504 475 918 104 7 71.70918
8.92857
383 300 1002 102 1 46.17805
10.7142
506 450 1058 100 9 70.65241
8.03571
509 500 1067 103 4 76.21619
62
 9.82142
485 350 1202 101 9 54.4078
8.92857
500 450 1252 102 1 69.26707
7.14285
500 410 1342 104 7 61.89634
9.82142
0 400 942 101 9 62.18034
10.7142
500 475 967 100 9 74.57754
11.6071
554 425 1096 99 4 67.40129
11.6071
608 410 1294 99 4 65.02242
10.5263
NOV 09 492 425 1361 102 2 65.4189
510 400 1471 104 8.77193 60.38667
528 480 1519 104 8.77193 72.46401
13.1578
520 400 1639 99 9 63.43651
10.5263
493 450 1682 102 2 69.26707
459 450 1691 104 8.77193 67.93501
10.5263
366 400 1657 102 2 61.57073
8.69565
481 475 1418 105 2 71.02623
10.4347
506 450 1719 103 8 68.59457
11.3043
497 450 1766 102 5 69.26707
9.32203
500 450 1816 107 4 66.03029
9.91735
500 200 2116 109 5 28.80832
13.2231
500 350 2266 105 4 52.33512
475 375 2366 108 10.7438 54.51575
12.3966
600 450 2482 106 9 66.65322
11.5702
520 475 2561 107 5 69.69864
14.8760
505 400 2666 103 3 60.97295
14.0495
80 425 2321 104 9 64.16084
0 350 1971 104 14.0495 52.83834

63
 9
13.2231
0 300 1671 105 4 44.85867
13.2231
818 350 2139 105 4 52.33512
12.3966
753 330 2562 106 9 48.87903
11.5702
0 425 2137 107 5 62.36194
11.5702
0 425 1712 107 5 62.36194
11.5702
765 350 2127 107 5 51.35689
5.35714
DEC 09 518 350 2295 106 3 51.84139
5.35714
704 400 2599 106 3 59.2473
5.35714
510 400 2709 106 3 59.2473
10.7142
508 375 2842 100 9 58.87701
11.6071
169 350 1661 99 4 55.50694
8.92857
375 300 2718 102 1 46.17805
9.82142
225 360 2583 101 9 55.9623
9.82142
458 400 2641 101 9 62.18034
10.7142
351 400 2592 100 9 62.80214
9.82142
376 415 2553 101 9 64.5121
10.7142
392 425 2520 100 9 66.72728
204 400 2324 98 12.5 64.08382
14.2857
282 375 2231 96 1 61.33022
520 410 2341 98 12.5 65.68591
10.7142
494 400 2435 100 9 62.80214
10.7142
1302 350 3387 100 9 54.95187
10.7142
156 450 3093 100 9 70.65241
11.6071
156 175 3074 99 4 27.75347

64
 11.6071
0 325 2749 99 4 51.54216
0 330 2419 98 12.5 52.86915
11.6071
350 385 3409 99 4 61.05764
9.48275
1216 400 3261 105 9 59.81156
9.48275
1206 380 4087 105 9 56.82099
10.3448
575 325 4337 104 3 49.06417
10.3448
94 400 3631 104 3 60.38667
10.3448
0 400 3631 104 3 60.38667
10.3448
0 475 3156 104 3 71.70918
2.72727
JAN 10 0 400 2756 107 3 58.69359
4.54545
0 400 2356 105 5 59.81156
5.45454
100 400 2056 104 5 60.38667
5.45454
400 400 2056 104 5 60.38667
5.45454
500 400 2156 104 5 60.38667
5.45454
200 425 1831 104 5 64.16084
5.45454
0 425 1306 104 5 64.16084
5.45454
0 260 1046 104 5 39.25134
4.46428
790 150 1786 107 6 22.0101
8.03571
790 300 2276 103 4 45.72971
575 380 1896 105 6.25 56.82099
725 325 2871 105 6.25 48.5969
7.14285
0 375 2496 104 7 56.61251
5.35714
300 260 2536 106 3 38.51075
7.14285
240 300 2501 104 7 45.29001
8.92857
260 300 2436 102 1 46.17805

65
 10.7142
400 350 2486 100 9 54.95187
9.82142
100 300 2286 101 9 46.63525
8.92857
0 375 1910 102 1 57.72256
10.7142
0 300 1610 100 9 47.10161
8.92857
775 360 2025 102 1 55.41365
8.92857
375 350 2050 102 1 53.87439
8.92857
0 250 1800 102 1 38.4817
6.54205
FEB 10 500 300 2000 100 6 47.10161
10.2803
350 300 2050 96 7 49.06417
10.2803
300 375 1675 96 7 61.33022
12.1495
0 300 1675 94 3 50.10809
0 425 1250 103 11.2069 64.78376
10.3448
300 430 1120 104 3 64.91568
12.0689
0 410 710 102 7 63.11
159 400 469 106 8.62069 59.2473
6.89655
0 25 444 108 2 3.634383
6.89655
394 150 688 108 2 21.8063
7.56302
400 225 863 110 5 32.11473
12.6050
244 90 1017 104 4 13.587
9.24369
586 125 1478 108 7 18.17192
11.7647
392 150 1720 105 1 22.42934
10.9243
336 225 1831 106 7 33.32661
10.0840
0 375 1456 107 3 55.02524
10.0840
0 450 1006 107 3 66.03029
13.4453
0 480 526 103 8 73.16754
66
 10.0840
217 350 393 107 3 51.35689
12.6050
768 200 961 104 4 30.19334
11.7647
114 275 800 105 1 41.12045
10.9243
300 300 800 106 7 44.43548
10.9243
519 330 989 106 7 48.87903
10.9243
403 310 1082 106 7 45.91666
MARCH 6.34920
10 0 375 707 118 6 49.89577
7.14285
217 330 594 117 7 44.28356
6.34920
0 365 229 118 6 48.56522
7.93650
432 200 461 116 8 27.06989
450 225 686 114 9.52381 30.9879
8.73015
550 232 1004 115 9 31.67412
11.1111
550 225 1329 112 1 31.54125
9.92366
575 325 1579 118 4 43.243
400 350 1629 114 9.52381 48.2034
10.3174
625 325 1929 113 6 45.15641
11.9047
600 375 2154 111 6 53.04235
11.9047
416 350 2220 111 6 49.50619
16.6666
471 350 2341 105 7 52.33512
18.2539
142 300 2183 103 7 45.72971
13.4920
912 425 2670 109 6 61.21768
12.6984
475 275 2870 110 1 39.25134
13.4920
510 400 2980 109 6 57.61664
12.6984
435 300 3115 110 1 42.81964
14.2857
615 375 3355 108 1 54.51575
67
 13.4920
504 400 3459 109 6 57.61664
11.9047
377 450 3386 111 6 63.65082
11.1111
896 500 3782 112 1 70.09168
10.3174
120 450 3452 113 6 62.52426
10.3174
0 425 3027 113 6 59.05069
10.3174
0 220 2807 113 6 30.56741

68
4.1 SAM OF JACKET
Calculate SAM with the help of stop watch of each and every operation. Take five
reading of each operation and average out which is written in the table.

SL. BASIC WITH SAM IN

FRONT SECTION OPERATION SAM(MIN)
NO. TIME(MIN) ALLOWANCE SEC.
1 front and bottom edge marking 0.71 0.8378 0.67024 40.2144
2 dart marking 0.53 0.6254 0.50032 30.0192
3 front dart sewing 0.56 0.6608 0.52864 31.7184
4 dart seam press 0.95 1.121 0.8968 53.808
5 front side panel attach 1.03 1.2154 0.97232 58.3392
6 centre back stitching 0.6 0.708 0.5664 33.984
7 armhole tape attach 0.83 0.9794 0.78352 47.0112
8 side panel press 1.7 2.006 1.6048 96.288
9 breast pocket attach 0.4 0.472 0.3776 22.656
10 breast pocket press 0.86 1.0148 0.81184 48.7104
11 breast pkt zig-zag 0.71 0.8378 0.67024 40.2144
12 welt pocket attach 0.65 0.767 0.6136 36.816
13 welt pocket press 0.96 1.1328 0.90624 54.3744
14 welt pkt. Backtack and pocket bag attach 1 1.18 0.944 56.64
15 pocket bag close 0.88 1.0384 0.83072 49.8432
16 canvas attach with press 1.06 1.2508 1.00064 60.0384
17 canvas close/ blind stitch 0.75 0.885 0.708 42.48
18 front body press 0.96 1.1328 0.90624 54.3744
19 armhole canvas cutting 1.2 1.416 1.1328 67.968
20 side seam 0.91 1.0738 0.85904 51.5424
21 press side seam 1 1.18 0.944 56.64
22 bottom press 0.73 0.8614 0.68912 41.3472
23 shoulder attach 0.95 1.121 0.8968 53.808
24 shoulder press 0.96 1.1328 0.90624 54.3744
25 shoulder pad attach 0.71 0.8378 0.67024 40.2144
1223.424
20.3904
SR. BASIC WITH SAM IN
LINING SECTION SAM(MIN)
NO. TIME(MIN) ALLOWANCE SEC.
1 center back attach 0.86 1.0148 0.81184 48.7104
2 side panel attach with back 0.86 1.0148 0.81184 48.7104
3 front facing attach with lining 1.45 1.711 1.3688 82.128
4 press front facing /marking of pockets 0.95 1.121 0.8968 53.808
5 saddle stitch 0.6 0.708 0.5664 33.984
6 lining welt pocket 1.33 1.5694 1.25552 75.3312
69
 7 press welt pocket 0.9 1.062 0.8496 50.976
8 brand label attachment with pocket bag 0.76 0.8968 0.71744 43.0464
9 pocket bag attach and close 1 1.18 0.944 56.64
10 front side panel attach with back 1.03 1.2154 0.97232 58.3392
11 shoulder attach 0.8 0.944 0.7552 45.312
13 sweat shield 0.7 0.826 0.6608 39.648
14 sweat shield attach 0.75 0.885 0.708 42.48
15 collar attach 0.9 1.062 0.8496 50.976
16 lining press 0.83 0.9794 0.78352 47.0112
17 neckband stitch 0.86 1.0148 0.81184 48.7104
18 collar press 0.42 0.4956 0.39648 23.7888
19 canvas attach/blind hem 0.52 0.6136 0.49088 29.4528
14.6509 879.0528
SR. BASIC WITH SAM IN
SLEEVE SECTION SAM(MIN)
NO. TIME(MIN) ALLOWANCE SEC.
1 sleeve head ready 0.6 0.708 0.5664 33.984
2 elbow seam lining stitch 0.85 1.003 0.8024 48.144
3 elbow seam shell stitch 0.65 0.767 0.6136 36.816
3 shell elbow seam press 0.7 0.826 0.6608 39.648
4 sleeve vent 0.63 0.7434 0.59472 35.6832
5 bottom press 0.85 1.003 0.8024 48.144
6 sleeve vent tack 0.88 1.0384 0.83072 49.8432
7 button marking 0.35 0.413 0.3304 19.824
8 button attach to sleeve 0.88 1.0384 0.83072 49.8432
9 sleeve head attach 0.73 0.8614 0.68912 41.3472
10 shell and lining attach 0.93 1.0974 0.87792 52.6752
11 inseam close (shell & lining) 1.2 1.416 1.1328 67.968
12 inseam split press 0.75 0.885 0.708 42.48
13 sleeve close 0.66 0.7788 0.62304 37.3824
14 turn and press 0.48 0.5664 0.45312 27.1872
10.5162 630.9696
SR. BASIC WITH SAM IN
SMALL PART SECTION SAM(MIN)
NO. TIME(MIN) ALLOWANCE SEC.
1 pocket facing attach 0.26 0.3068 0.24544 14.7264
2 lining pocket facing attach with label 0.4 0.472 0.3776 22.656
5 flap run stitch 0.3 0.354 0.2832 16.992
6 turn and press of flap 0.5 0.59 0.472 28.32
7 breast pocket flap press 0.34 0.4012 0.32096 19.2576
8 canvas zig zag 0.7 0.826 0.6608 39.648
9 canvas felt attach 0.73 0.8614 0.68912 41.3472
10 canvas tape attach 0.83 0.9794 0.78352 47.0112
11 breast pocket marking 0.2 0.236 0.1888 11.328
70
 4.02144 241.2864
SR. BASIC WITH SAM IN
COLLAR SECTION SAM(MIN)
NO. TIME(MIN) ALLOWANCE SEC.
1 collar marking 0.1 0.118 0.0944 5.664
2 Collar notch marking 0.1 0.118 0.0944 5.664
3 chain stitch 0.216 0.25488 0.2039 12.23424
4 collar zig-zag 0.26 0.3068 0.24544 14.7264
5 collar stand attach 0.31 0.3658 0.29264 17.5584
6 press and fuse collar 0.25 0.295 0.236 14.16
7 collar corner lock 0.216 0.25488 0.2039 12.23424
1.37069 82.24128
SR. BASIC WITH SAM IN
ASSEMBLY-1 OPERATION SAM(MIN)
NO. TIME(MIN) ALLOWANCE SEC.
1 matching of parts 0.9 1.062 0.8496 50.976
2 lapel peak 1.4 1.652 1.3216 79.296
3 collar zig-zag 0.8 0.944 0.7552 45.312
4 front edge stitch 1.35 1.593 1.2744 76.464
5 sticker removal and manual cutting 0.9 1.062 0.8496 50.976
6 front edge press open 0.88 1.0384 0.83072 49.8432
7 bottom closing stitch 2.5 3.2 2.56 153.6
8 piping pressing 3 3.54 2.832 169.92
9 lapel pressing 2 2.36 1.888 113.28
10 button hole marking 0.7 0.826 0.6608 39.648
11 buttonhole + flowe4rhole 0.75 0.885 0.708 42.48
12 hanger loop+ bar tack 0.55 0.649 0.5192 31.152
15.0491 902.9472
SR. BASIC WITH SAM IN
ASSEMBLY-2 OPERATION SAM(MIN)
NO. TIME(MIN) ALLOWANCE SEC.
1 sleeve attach 2.16 2.5488 2.03904 122.3424
2 sleeve crown pad pressing 0.95 1.121 0.8968 53.808
3 shoulder pad stitching 0.8 1.06 0.849 50.94
4 armhole basting 1.15 1.357 1.0856 65.136
5 lining close 3.16 3.7288 2.98304 178.9824
6 vent top stitch
1 1.18 0.944 56.64
7 sleeve lock
8 thread trimming 0.6 0.708 0.5664 33.984
9.36388 561.8328

Summary

SECTIONWISE SAM IN SEC. IN MIN

LINING 879.05 14.65088
71
 28
630.96
SLEEVE 96 10.51616
1223.4
FRONT 24 20.3904
902.94
ASS.-1 72 15.04912
561.83
ASS.-2 28 9.36388
323.52
COLLAR & SMALL PARTS 77 5.392128
4521.
TOTAL SAM 754 75.36257

72
Chapter-VI

73
5 Results

5.1 Relation between WIP and output

General assumption is greater the WIP in a production line, greater is the output.
WIP is calculated by subtracting input from output. So output is one of the factors
influencing WIP. With help of 11 month data the study aims at finding out correlation
between WIP and output.

As reflected in the graph WIP varies from 229 to 4337 where as output ranges
from 25 to 650. The correlation between the two couldn’t be established. Using
“correlation coefficient test” relation of strength between WIP and output was
established. For this purpose 11 month data was collected. To start with individual
month data was analyzed and lastly cumulative data (11 month) was analyzed to
establish relation between output and WIP.

74
 CORRELATION
RELATION BETWEEN WIP & OUTPUT COEFFICIENT
FOR MONTH OF MAY 2009 0.761481124
FOR MONTH OF JUNE 2009 0.140470155
FOR MONTH OF JULY 2009 0.661726143
FOR MONTH OF AUG 2009 -0.283061582
FOR MONTH OF SEP 2009 0.092156771
FOR MONTH OF OCT 2009 0.011654819
FOR MONTH OF NOV 2009 -0.256482795
FOR MONTH OF DEC 2009 -0.036840554
FOR MONTH OF JAN 2010 0.096791828
FOR MONTH OF FEB 2010 -0.057707101
FOR MONTH OF MARCH 2010 0.574960779
FOR MONTH OF MAY 09 TO MARCH 10 0.366719609

Calculated data shown that in month of May 2009 strength of relation between
WIP and output is quite significant (0.76), which shown that 76% dependency on each
other. Positive value shown that WIP and output they are directly correlated with each
other. Means when WIP increases output also increases. Similarly month of July 2009
and March 2010, this is quite significant positive correlation.
Correlation coefficient value of month of June 2009, Sep 2009, Oct 2009, and
Jan 2010 had very less; this is 0.14, 0.09, 0.01, and 0.09 respectively. These values are
nearer to 0. This means there is no significant relation between them. Values are
positive means they are positively correlated but only 14%, 9%, 1% and 9% respectively
dependent on WIP.
Similarly correlation coefficient value of month of Aug 2009, Nov 2009, Dec 2009,
and Feb 2010 had -0.28, -0.25, -0.04 and -0.06 respectively. These values are nearer to
0. This means there is no significant relation between them. Values are negative means
they are negatively correlated but only 28%, 25%, 4% and 6% respectively indirectly
dependent on WIP.
Lastly calculated correlation coefficient of whole 11 month data (for month of May
2009 to March 2010) .This was 0.37, this is also less than 0.5, means there is no
significant correlation between them. Only output is 37% dependent on WIP. Positive
value shown that positively correlated and directly dependent on WIP. Strength of
75
relation is only 37%, this study couldn’t establish any direct & significant correlation
between output and WIP.

5.2 Relation between WIP and Line efficiency

General assumption, more WIP in line less the line efficiency and vice-versa.
WIP is calculated by subtraction of Input and output in the line. Output is directly
proportional to line efficiency. So Line efficiency may be a factor influences WIP. With
the help of 11 month data try to find out correlation between WIP and line efficiency.

From graph WIP had varied from 229 to 4337 whereas line efficiency had varied
from 3.6% to 94.5%. This data can’t say anything about any relation between them. So
with the help correlation coefficient test try to find out the relation of strength between
them. For this purpose taken 11 month data and try to find out the correlation between
them. First of all analyzed individual month data and lastly whole data (11 month) to
establish relation between line efficiency and WIP.

CORRELATION
RELATION BETWEEN WIP & LINE EFFICIENCY COEFFICIENT

76
 FOR MONTH OF MAY 2009 0.764553697
FOR MONTH OF JUNE 2009 0.23492695
FOR MONTH OF JULY 2009 0.605890894
FOR MONTH OF AUG 2009 -0.309851794
FOR MONTH OF SEP 2009 0.115252285
FOR MONTH OF OCT 2009 -0.015632589
FOR MONTH OF NOV 2009 -0.308470194
FOR MONTH OF DEC 2009 -0.126594918
FOR MONTH OF JAN 2010 0.08003724
FOR MONTH OF FEB 2010 -0.002627631
FOR MONTH OF MARCH 2010 0.641701775
FOR MONTH OF MAY 09 TO MARCH 10 0.344653741

Calculated data shown that in month of May 2009 strength of relation between
WIP and line efficiency is quite significant (0.76), which shown that 76% dependency on
each other. Positive value shown that WIP and line efficiency they are directly
correlated with each other. Means when WIP increases line efficiency also increases.
Similarly month of July 2009 and March 2010, this is quite significant positive
correlation.
Correlation coefficient value of month of June 2009, Sep 2009 and Jan 2010 had
very less; this is 0.23, 0.11, and 0.08 respectively. These values are nearer to 0. This
means there is no significant relation between them. Values are positive means they are
positively correlated but only 23%, 11% and 8% respectively dependent on WIP.
Similarly correlation coefficient value of month of Aug 2009, Oct 2009, Nov 2009
, Dec 2009, and Feb 2010 had -0.30, -0.01, -0.30, -0.12 and -0.002 respectively. These
values are nearer to 0. This means there is no significant relation between them. Values
are negative means they are negatively correlated but only 30%, 1%, 30%, 12% and
0.2%% respectively indirectly dependent on WIP.
Lastly calculated correlation coefficient of whole 11 month data (for month of May
2009 to March 2010) .This was 0.34, this is also less than 0.5, means there is no
significant correlation between them. Only line efficiency is 34% dependent on WIP.
Positive value showed that positively correlated and dependent on WIP. Strength of
relation is only 34%, this study couldn’t establish any direct & significant correlation
between line efficiency and WIP.
77
5.3 Relation between WIP and Input
General assumption, more the input in line more the WIP. WIP is calculated by
subtraction of Input and output in the line. So input may be a factor influences WIP. With
the help of 11 month data try to find out correlation between WIP and input.

From graph WIP had varied from 229 to 4337 where as Input had varied
from 0 to 1302. This data can’t say anything about any relation between them. So with
the help correlation coefficient test try to find out the relation of strength between them.
For this purpose taken 11 month data and try to find out the correlation. First of all
analyzed individual month data and lastly whole data (11 month) to establish relation
between Input and WIP.

78
 CORRELATION
RELATION BETWEEN WIP & INPUT COEFFICIENT
FOR MONTH OF MAY 2009 0.292189972
FOR MONTH OF JUNE 2009 0.334102464
FOR MONTH OF JULY 2009 0.652938758
FOR MONTH OF AUG 2009 0.524325978
FOR MONTH OF SEP 2009 0.338959162
FOR MONTH OF OCT 2009 0.481261269
FOR MONTH OF NOV 2009 0.165364201
FOR MONTH OF DEC 2009 0.308694194
FOR MONTH OF JAN 2010 0.225481434
FOR MONTH OF FEB 2010 0.272219284
FOR MONTH OF MARCH 2010 0.254592034
FOR MONTH OF MAY 09 TO MARCH 10 0.329156073

Calculated data shown that in month of July 2009 strength of relation between
WIP and Input is quite significant (0.65), which shown that 65% dependency on each
other. Positive value shown that WIP and Input they are directly correlated with each
other. Means when Input increases WIP also increases. Similarly month of Aug 2009
had quite significant positive correlation.
Correlation coefficient value of month of June 2009, Sep 2009, Oct 2009, Nov
2009, Dec 2009, Jan 2010, Feb2010 and March 2010 had very less. These values are
nearer to 0. This means there is no significant relation between them. Values are
positive means they are positively correlated.
Lastly calculated correlation coefficient of whole 11 month data (for month
of May 2009 to March 2010) .This was 0.32, this is also less than 0.5, means there is no
significant correlation between them. Only Input is 32% dependent on WIP. Positive
valued shown that positively correlated and directly dependent on WIP. Strength of
relation is only 32%, this study couldn’t establish any direct & significant correlation
between Input and WIP.

79
5.4 Relation between WIP and Operator absenteeism
General assumption, more WIP in line more the absenteeism and vice-versa.
WIP is calculated by subtraction of Input and output in the line. Absenteeism directly
influenced output of the line. So Absenteeism may be a factor influences WIP. With the
help of 11 month data try to find out correlation between WIP and operator
absenteeism.

From graph WIP had varied from 229 to 4337 whereas absenteeism had varied
from 0.88% to 18.25%. This data can’t say anything about any relation between them.
So with the help correlation coefficient test try to find out the relation of strength
between them. For this purpose taken 11 month data and try to find out the correlation
between them. First of all analyzed individual month data and lastly whole data (11
month) to establish relation between absenteeism and WIP.

80
 RELATION BETWEEN WIP & OPERATOR CORRELATION
ABSENTEEISM COEFFICIENT
FOR MONTH OF MAY 2009 0.189404273
FOR MONTH OF JUNE 2009 0.526949846
FOR MONTH OF JULY 2009 -0.753468821
FOR MONTH OF AUG 2009 -0.11807085
FOR MONTH OF SEP 2009 0.118727027
FOR MONTH OF OCT 2009 -0.24991573
FOR MONTH OF NOV 2009 0.593978361
FOR MONTH OF DEC 2009 -0.072957388
FOR MONTH OF JAN 2010 -0.026321122
FOR MONTH OF FEB 2010 0.020629655
FOR MONTH OF MARCH 2010 0.622341054
FOR MONTH OF MAY 09 TO MARCH 10 0.344653741

Calculated data show that month of June 2009, Nov 2009, and March 2010 had
value greater than 0.5, which shown relation of strength is quite good. These months of
absenteeism are directly proportional to WIP. Whereas month of July 2009 had shown
strongly negative correlation.
Similarly value of r of month of May 2009, Sep 2009 and Feb 2010 had very less,
which is below than 0.5. This means there is no significant correlation between them.
But value of r of month of Aug 2010, Oct 2009, Dec 2009 and Jan 2010 had
negative value, which is below than -0.5. These also show that there is no significant
correlation between them.
Lastly calculated correlation coefficient of whole 11 month data (for month of May
2009 to March 2010) .This was 0.34, this is also less than 0.5, means there is no
significant correlation between them. Only absenteeism is 34% dependent on WIP.
Positive value shown that positively correlated and directly dependent on WIP. Strength
of relation is only 34%, this study couldn’t establish any direct & significant correlation
between absenteeism and WIP.

81
5.5 Relation between output and Line efficiency
More line efficiency more the output and vice-versa. Both factors output and line
efficiency may affect WIP in line. Study tries to find out strength of relation between
output and line efficiency. For this purpose taken 11 month data and calculate r value of
output and line efficiency.

From graph OUTPUT had varied from 25 to 650 whereas line efficiency had
varied from 3.63% to 94.5%. This data can’t say anything about any relation between
them. So with the help correlation coefficient test try to find out the relation of strength
between them. For this purpose taken 11 month data and try to find out correlation. First
of all analyzed individual month data and lastly whole data (11 month) to establish
relation between line efficiency and OUTPUT.

82
 RELATION BETWEEN OUTPUT & LINE CORRELATION
EFFICIENCY COEFFICIENT
FOR MONTH OF MAY 2009 0.991983293
FOR MONTH OF JUNE 2009 0.981713704
FOR MONTH OF JULY 2009 0.993757125
FOR MONTH OF AUG 2009 0.995563806
FOR MONTH OF SEP 2009 0.994922953
FOR MONTH OF OCT 2009 0.994406774
FOR MONTH OF NOV 2009 0.991792106
FOR MONTH OF DEC 2009 0.981445136
FOR MONTH OF JAN 2010 0.996199027
FOR MONTH OF FEB 2010 0.994941806
FOR MONTH OF MARCH 2010 0.990257632
FOR MONTH OF MAY 09 TO MARCH 10 0.989977859

Calculated value of r shows that strength of correlation is very good. Value of r is

nearer to +1. Positive value shown that output and line efficiency are directly
proportional to each other, means output increases line efficiency also increases and
vice-versa.

83
5.6 Relation between Line efficiency and operator
absenteeism

More operator absenteeism less the line efficiency and vice-versa. Both factors
absenteeism and line efficiency may affect WIP in line. Study tries to find out strength of
relation between absenteeism and line efficiency. For this purpose taken 11 month data
and calculate r value of absenteeism and line efficiency.

From graph line efficiency had varied from 3.63% to 94.5% whereas
absenteeism had varied from 0.88% to 18.25%. This data can’t say anything about any
relation between them. So with the help correlation coefficient test try to find out the
relation of strength between them. For this purpose taken 11 month data and try to find
out correlation. First of all analyzed individual month data and lastly whole data (11
month) to establish relation between line efficiency and operator absenteeism.

84
 RELATION BETWEEN ABSENTEEISM & LINE CORRELATION
EFFICIENCY COEFFICIENT
FOR MONTH OF MAY 2009 -0.066264098
FOR MONTH OF JUNE 2009 0.04656705
FOR MONTH OF JULY 2009 -0.432196224
FOR MONTH OF AUG 2009 0.085693367
FOR MONTH OF SEP 2009 0.285116387
FOR MONTH OF OCT 2009 0.028487673
FOR MONTH OF NOV 2009 -0.291471493
FOR MONTH OF DEC 2009 0.057923127
FOR MONTH OF JAN 2010 -0.107834459
FOR MONTH OF FEB 2010 0.298585317
FOR MONTH OF MARCH 2010 0.294223791
FOR MONTH OF MAY 09 TO MARCH 10 -0.007436478

Calculated value of r shows that strength of correlation is very poor. Value of r is

nearer to 0.Value shown that absenteeism and line efficiency had no significant
correlation; means absenteeism and line efficiency both are independent. There had no
dependency on each other.

85
5.7 Relation between Output and Operator Absenteeism
More operator absenteeism less the Output. Both factors absenteeism
and Output may affect WIP in line. Study tries to find out strength of relation between
absenteeism and Output. For this purpose taken 11 month data and calculate r value of
absenteeism and Output.

From graph Output had varied from 25 to 650 whereas absenteeism had varied
from 0.88% to 18.25%. This data can’t say anything about any relation between them.
So with the help correlation coefficient test try to find out the relation of strength
between them. For this purpose taken 11 month data and try to find out correlation. First
of all analyzed individual month data and lastly whole data (11 month) to establish
relation between Output and operator absenteeism.

86
 RELATION BETWEEN OUTPUT & OPERATOR
ABSENTEEISM CORRELATION COEFFICIENT
FOR MONTH OF MAY 2009 -0.179389509
FOR MONTH OF JUNE 2009 -0.1428189
FOR MONTH OF JULY 2009 -0.52832003
FOR MONTH OF AUG 2009 0.015688849
FOR MONTH OF SEP 2009 0.197514149
FOR MONTH OF OCT 2009 -0.076630635
FOR MONTH OF NOV 2009 -0.31548758
FOR MONTH OF DEC 2009 -0.102758056
FOR MONTH OF JAN 2010 -0.189672391
FOR MONTH OF FEB 2010 0.283865983
FOR MONTH OF MARCH 2010 0.162987123
FOR MONTH OF MAY 09 TO MARCH 10 -0.05792246

Calculated value of r shows that strength of correlation is very poor except month
of July 2009. Value of r is nearer to 0.Valued shown that absenteeism and Output had
no significant correlation; means absenteeism and Output both are independent. There
had no dependency on each other.
Logically if operator absent today its affected tomorrow, day after tomorrow or
next to next day output. So study tried to find correlation If absenteeism today what was
the correlation of output after one day, 2nd, 3rd day, 4th day, 5th day. For this purpose
taken 11 month data and try to find out correlation.

CORRELATION
RELATION BETWEEN OUTPUT & OPERATOR ABSENTEEISM COEFFICIENT
CORRELATION BETWEEN OPERATOR ABSENTEEISM ON OUTPUT
AFTER 1 DAY 0.00017493
CORRELATION BETWEEN OPERATOR ABSENTEEISM ON OUTPUT
AFTER 2 DAY -0.015011756
CORRELATION BETWEEN OPERATOR ABSENTEEISM ON OUTPUT
AFTER 3 DAY -0.00753055
CORRELATION BETWEEN OPERATOR ABSENTEEISM ON OUTPUT
AFTER 4 DAY -0.004821064
CORRELATION BETWEEN OPERATOR ABSENTEEISM ON OUTPUT
AFTER 5 DAY -0.016229764

87
 Calculated value of r shows that strength of correlation is very poor. Value of r is
nearer to 0.Valued shown that absenteeism and Output had no significant correlation;
means absenteeism and Output both are independent. There had no dependency on
each other.
Company had taken 10% extra operator so try to find out correlation if
absenteeism is 10% and more than 10%, 11% and more than 11%, 12% and more
than12%, and so on. For this purpose taken 11 month data and try to find out
correlation.

CORRELATION
RELATION BETWEEN OUTPUT & OPERATOR ABSENTEEISM COEFFICIENT
CORRELATION BETWEEN OPERATOR ABSENTEEISM 10%/ MORE
THAN 10% ON OUTPUT -0.0528
CORRELATION BETWEEN OPERATOR ABSENTEEISM 11%/ MORE
THAN 11% ON OUTPUT -0.01808
CORRELATION BETWEEN OPERATOR ABSENTEEISM 12%/ MORE
THAN 12% ON OUTPUT 0.055644
CORRELATION BETWEEN OPERATOR ABSENTEEISM 13%/ MORE
THAN 13% ON OUTPUT -0.24865
CORRELATION BETWEEN OPERATOR ABSENTEEISM 14%/ MORE
THAN 14% ON OUTPUT -0.52649
CORRELATION BETWEEN OPERATOR ABSENTEEISM 15%/ MORE
THAN 15% ON OUTPUT -0.92836
CORRELATION BETWEEN OPERATOR ABSENTEEISM 16%/ MORE
THAN 16% ON OUTPUT -0.92836

Calculated value shown that up to 12% and more than 12% absenteeism there is
no significant correlation between output and absenteeism. Means both (output and
absenteeism) had independent variable. But if absenteeism 14% and more than 14%
There is 52% dependency on each other indirectly.
Similarly if absenteeism 15% and more than 15%. There is 92%
dependency on each other indirectly. Strength of relation had quite well.
This study established indirect & significant correlation between absenteeism and
Output if absenteeism more than 14% and more than 14%.

88
5.8 Relation between Input and Output
WIP is calculated by subtraction of Input and output in the line. So Input and
output might be a factor influences WIP. Study tried to find out strength of relation
between Input and Output. For this purpose taken 11 month data and calculate r value
of Input and Output.

From graph Input had varied from 0 to 1302 whereas output had varied from 25
to 650. This data can’t say anything about any relation between them. So with the help
correlation coefficient test try to find out the relation of strength between them. For this
purpose taken 11 month data and tried to find out correlation. First of all analyzed
individual month data and lastly whole data (11 month) to established correlation
between Input and output.

89
 CORRELATION
RELATION BETWEEN OUTPUT & INPUT COEFFICIENT
FOR MONTH OF MAY 2009 0.186892668
FOR MONTH OF JUNE 2009 0.149097703
FOR MONTH OF JULY 2009 0.254392421
FOR MONTH OF AUG 2009 -0.141672259
FOR MONTH OF SEP 2009 0.018530435
FOR MONTH OF OCT 2009 0.261382969
FOR MONTH OF NOV 2009 0.001130583
FOR MONTH OF DEC 2009 0.041030203
FOR MONTH OF JAN 2010 -0.247759148
FOR MONTH OF FEB 2010 -0.404775021
FOR MONTH OF MARCH 2010 0.128012509
FOR MONTH OF MAY 09 TO MARCH 10 0.215719965

Calculated value of r shows that strength of correlation is very poor. Value of r

had below than +/-0.5.Valued shown that Input and Output had no significant
correlation; means Input and Output both are independent. There had no dependency
on each other.
Logically if Input has putted in the line its production come on throughput time or
after that. So study tried to find correlation If today Input has putted in the line what was
the correlation of output after one day, 2nd, 3rd day, 4th day, 5th day and so on. For this
purpose taken 11 month data and tried to find out correlation.

CORRELATION
RELATION BETWEEN OUTPUT & INPUT COEFFICIENT(r)
CORRELATION BETWEEN INPUT ON OUTPUT AFTER 1
DAY 0.256468336
CORRELATION BETWEEN INPUT ON OUTPUT AFTER 2
DAY 0.278511342
CORRELATION BETWEEN INPUT ON OUTPUT AFTER 3
DAY 0.311368696
CORRELATION BETWEEN INPUT ON OUTPUT AFTER 4
DAY 0.305845937
CORRELATION BETWEEN INPUT ON OUTPUT AFTER 5
DAY 0.35813177
CORRELATION BETWEEN INPUT ON OUTPUT AFTER 6
DAY 0.326608779
CORRELATION BETWEEN INPUT ON OUTPUT AFTER 7 0.36829406
90
DAY
CORRELATION BETWEEN INPUT ON OUTPUT AFTER 8
DAY 0.287189447
CORRELATION BETWEEN INPUT ON OUTPUT AFTER 9
DAY 0.286961104

91
 Calculated value shown that strength of relation between input and output gone
increases after 1st, 2nd, 3rd … and 7th day but after 8th day and so on its gone decreases.
Value of r is below than 0.5. So there is no significant correlation between output and
Input. Means both (output and Input) had independent variable
This study couldn’t establish any direct & significant correlation between output
and Input.

92
Chapter-VII

93
6 Calculation for optimum WIP

During my research work the finding was that there is no direct and significant
correlation between the WIP and factors taken into account. Also the WIP varied from
229 to 4337. So For Calculating Optimum WIP in the line following formula was
devised:-

Throughput time= {SAM of critical path (1+WIP in critical path)}

For the calculation of optimum throughput time harmonic mean was applied on
the data collected from the industry during the research project.

Throughput (Throughput
Mar-
po/num order size time(Multiple time) time in
10
of 8 hrs) min.
JCP 124 2 960
JCP 93 2 960
JCP 174 1 480
JCP 258 1 480
158041 1825 2 960
158040 1325 4 1920
B60 1429 3 1440
B60 1472 5 2400
B60 615 4 1920
G60 404 5 2400
Feb-
157389 925 5 2400
10
TBS2 150 4 1920
TBS4 150 4 1920
TBS3 159 3 1440
TBJ1 194 2 960
TBJ2 200 4 1920
JCP 1958 4 1920
JCP 124 1 480

94
 JCP 93 2 960
JCP 882 1 480
JCP 1222 2 960
Jan-10 jcp 1790 6 2880
jcp 2200 5 2400
B60 790 1 480
Dec-
156633 1884 6 2880
09
JCP 6484 7 3360
Nov-
154039 300 3 1440
09
154042 1224 3 1440
154061 376 4 1920
154038 88 3 1440
154032 338 4 1920
154031 108 3 1440
154045 823 4 1920
155390 925 4 1920
15D 1175 4 1920
B03 2005 5 2400
156634 4576 4 1920
Oct-09 154034 340 3 1440
154035 147 3 1440
154044 980 2 960
154036 285 2 960
154046 1435 1 480
154048 340 2 960
154060 520 2 960
153128 1200 2 960
153132 1300 2 960
154415 1350 3 1440
154416 800 2 960
Sep-
153472 2219 5 2400
09
250 1930 3 1440
153408 632 4 1920
153866 1100 3 1440

Harmonic mean of the throughput time which were collected from the industry is

= 1183.339 min.

95
SAM of the critical path is (Here front, Ass-1 and Ass-II are in critical path)

critical path SAM in SAM in

SAM SEC min
front 1223.424
ass1 902.9472
ass2 561.8328
critical path
SAM 2688.204 44.8034

Now putting the value of throughput time and SAM of critical path in above formula and
calculate the WIP in critical path is

WIP in critical path = (Throughput time/SAM of critical path)-1

= (1183.339/44.8034)-1

= 25.4

This means for one operation 25 WIP should be maintained, where the total operation
in the critical path is 45.

So total WIP should be maintained in the line will be = 45* 25 = 1125.

96
Chapter-VIII

97
7 Limitations and scope of further study

The study aimed at establishing correlation between WIP and factors affecting it.
In a production line inconsistent WIP can be attributed to inconsistent Input and output.
The study couldn’t establish remarkably distinct correlation between WIP and factors
affecting it m/c break down, production system, line balanced%, order size, frequency of
style change. Correlation between WIP and absenteeism couldn’t be established till
absenteeism was above 13%. To overcome the problem the unit had taken 10% extra
operators due to which the correlation between WIP and absenteeism couldn’t be
established in a distinct way.
To summarize inconsistent Input, inconsistent output and extra number of
operators can be accounted for non establishment of clearly defined and significant
correlation between WIP and various factors affecting it.
As there are myriad factors affecting WIP the study focused on establishing
correlation between WIP and Input, output, absenteeism and Line efficiency. There is
scope of further study to precisely establish correlation between WIP and machine
break down, Production system, line balanced%, order size, frequency of style change
which were not a part of this study.

98
Chapter-IX

99
8 Conclusion
The objective of the study was to establish correlation between WIP and factors
affecting it. Out of the myriad factors affecting WIP the ones which were a part of the
study were input, output, absenteeism, and Line efficiency. Data was collected on a
daily basis (11 month data) and correlation was established between WIP and these
factors. The “relation of strength” established between WIP and these factors are as
such:

Relation between WIP and Output: - 0.37

Relation between WIP and line efficiency: - 0.34

Relation between WIP and Input: - 0.33

Relation between WIP and operator absenteeism: - 0.34

Relation between Output and Line efficiency: - 0.99, which indicates that there is direct
and significant correlation between Output and line efficiency.

Relation between Line efficiency and operator absenteeism: - -0.007

Relation between Output and operator absenteeism: - -0.06

Relation between Input and Output: - 0.22

To conclude the study established that no direct and significant correlation exist
between WIP and various factors affecting it (Input, output, operator absenteeism and
line efficiency). Absenteeism only beyond 14% found to have adverse affect on output.

To summarize inconsistent Input, inconsistent output and extra number of

operators can be accounted for non establishment of clearly defined and significant
correlation between WIP and various factors affecting it.

100
9 Bibliography

 Determination of In-Process Inventory Requirements, Developed by Siddhartha

Sankar Ray & Edited by Prabir Jana
 Chuter, A.J., 1998b, Introduction to Clothing Production Management, second
Ed, 1998, Blackwell Science Ltd, pp 19-20)
 Assembly Line Balancing Made Easy, Prabir Jana, Associate Professor,
Garment Manufacturing Technology Department, NIFT, New Delhi
 Control Parameters in Line Balancing, Prabir Jana, Associate Professor,
Garment Manufacturing Technology Department, NIFT, New Delhi
 Pratima J.Naik & Chandresh Raj (2000-2002) batch diploma project “Effect of
work in progress on Throughput time and line efficiency”.
 Juki manual
 Study on Absenteeism of Workers at Nutrine chocolate in year 2005.
 Barnes, Ralph M ninth edition, ‘motion and time study – design and
measurement of work’ john Wiley & sons Inc.
 http://www.socialresearchmethods.net/selstat/ssstart.php. (17 April 2010)

 http://mathbits.com/Mathbits/TISection/Statistics2/correlation.htm (24 April 2010)

101