INDUSTRIAL ENGINEERING IN GARMENT PRODUCTION

III B.TECH FASHION TECHNOLOGY UNIT V

Dr.D.Raja, Professor/FT
M R Karthikeyan, Assistant Professor/FT
PLANNING AND CONTROL
Cost Per Minute

The cost per minute in garment sewing refers to the amount of money
it costs to employ a sewing operator for one minute of sewing work in
a garment factory.

This cost includes the wages paid to the operator as well as any
associated overhead costs such as rent, utilities, and equipment
maintenance.

The cost per minute can vary depending on several factors such as the
location of the factory, the skill level of the operator, and the type of
sewing machine being used.

It is important for manufacturers to calculate the cost per minute

accurately to ensure that they are pricing their products competitively
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and making a profit.
COST/MIN CALCULATION
 The formula used to calculate the Estimated cost per
minute
Total salary of a line for one day
Cost/Min=
Total minutes available x Line efficiency%

Total minutes available = (Number of total workers x Daily

working hours x 60)

Example:
The total estimated salary of a typical line is ₹ 6000.00 and total
manpower 20 of a 15 machines line and line efficiency 80%.

Cost per minute of the line = (6000 / (20 x 480 x 80%)) = ₹ 0.78

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 LEARNING CURVE
 A learning curve is a graphical representation of the changing rate of
learning or performance (in the average person) for a given activity or
tool.
 Typically, the increase in retention of information is sharpest after
the initial attempts, and then gradually evens out, meaning that less
and less new information is retained after each repetition.
Importance of a learning curve by industrial engineers.
 Industrial engineers use learning curve data to calculate daily
production target in the initial production days of the new style.
 In production planning and target setting, the learning curve is used
to plan day wise production target.
 A learning curve is also used to derive lead time of an order.
 For the incentive calculation in the learning period, the learning
curve is used.
 Learning curve helps to design target efficiency (eligibility level to 4
earn incentive) for the initial days.
LEARNING CURVE PARTS
 1. Slow beginning
 2. Steep acceleration

 3. Plateau

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LEARNING CURVE DAY WISE EFFICIENCY GROWTH

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SKILL MATRIX
 A skill matrix in the garment industry is a tool used to
assess the skills and knowledge of employees within a
particular area of the industry.

 It helps to identify areas of strength and weakness and

to determine the training needs of employees.

 A skill matrix in the garment industry will include a

list of the various job roles within the organization,
along with a list of the specific skills and knowledge
required for each role.
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BENEFITS OF USING A SKILL MATRIX
 Identifying gaps in skills and knowledge: A skill matrix can
help to identify areas where employees may need additional
training or development.
 Improving performance: By identifying areas of weakness,
employees can be provided with the necessary training and
development to improve their performance.
 Enhancing job satisfaction: Employees who are provided
with the opportunity to develop their skills and knowledge are
likely to be more engaged and satisfied in their work.
 Ensuring compliance: In the garment industry, there are
often regulatory requirements that employees must adhere to.
 A skill matrix can help to ensure that employees have the
necessary knowledge and skills to comply with these
requirements.
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 When someone is absent, supervisor can easily find suitable
person from the skill matrix table and replace
SKILL MATRIX

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 SEWING THREAD CONSUMPTION
 Sewing thread consumption is an important aspect of
garment production.
 It refers to the amount of thread that is used to sew a
garment.
 The amount of thread required for sewing a garment
depends on various factors such as the type of fabric, the
weight of the fabric, the stitch type used, and the number of
seams in the garment.
Actual thread consumption for a unit length of seam depends
on the following factors.

 Stitch Classes
 Stitches per inches (SPI)
 The thickness of the seam (fabric thickness)
 Thread tension
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 Thread count (thickness of sewing thread)
 SEWING THREAD CONSUMPTION DETERMINATION
STEPS

 Determine the length of the seam: The length of the seam is

calculated by measuring the distance along the seam line.
 Determine the number of stitches per inch: The number of
stitches per inch depends on the stitch type used and the weight of
the fabric.
 Calculate the total number of stitches: The total number of
stitches is calculated by multiplying the length of the seam by the
number of stitches per inch.
 Calculate the total length of thread required: The total length
of thread required is calculated by multiplying the total number of
stitches by the length of thread required for each stitch.
 Add an allowance for waste: A small allowance is usually added
to account for any waste that may occur during the sewing process.
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 CALCULATION OF CONSUMPTION
Example
 Length of seam is 42 inches or 1.17 yards.
 Stitch and seam construction: 401 SSa-1.
 Specified length of thread removed from a seam equals 3 inches.
 Needle thread removed = 9 inches
 Looper thread removed = 8 inches

Calculation
 Needle thread factor = 9 ÷ 3 = 3 inches of needle thread per inch of
seam.
 Looper thread factor = 8 ÷ 3 = 2.67 inches of looper thread per inch
of seam.
 Total needle thread consumed = factor 3 X 1.17yds = 3.51 yds
 Total looper thread consumed = factor 2.67 X 1.17yds = 3.12 yds
 Total Thread = 3.51 + 3.12 = 6.63 yards per seam.
 Generally a 10 to 15% waste factor is added
 If a waste factor of 15% is selected then:
 6.63 yards/seam X 1.15 = 7.62 yards/seam including 15% waste 12
factor.
EXAMPLES OF SEWING THREAD CONSUMPTION

 Sewing a basic blouse - 300-400 meters

 Sewing a pair of jeans - 1000-1200 meters
 Quilting a bedspread - 5000-6000 meters
 Sewing a winter coat - 1000-1500 meters
 Hemming a pair of pants - 150-200 meters
 Sewing a t-shirt - 200-300 meters
 Sewing a lined dress - 800-1000 meters
 Sewing a baby blanket - 400-500 meters
 Sewing a swimsuit - 300-400 meters
 Sewing a pair of curtains - 1000-1500 meters 13
THREAD CONSUMPTION RATIO
Type of Stitch Thread No. of Needle Looper
Ratio Needles Thread% Thread%
101 – Chain stitch 4.0 1 100 0
301 – Lockstitch 2.5 1 50 50
304 – Zigzag Lockstitch 7.0 1 50 50
401 – Two Thread 5.5 1 25 75
Chain Stitch
406 – Three Thread 18.0 2 30 70
Covering Stitch
503 – Two Thread 12.0 1 55 45
Overedge Stitch
504 – Three Thread 14.0 1 20 80
Overedge Stitch
602 – Four Thread 25.0 2 20 80
Covering Stitch
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605 – Five Thread 28.0 3 30 70
Covering Stitch
 OPERATION BULLETIN
 An operation bulletin for garment construction is a
document that outlines the sequence of operations required to
manufacture a specific garment.
 It is a detailed instruction sheet that describes each step
in the manufacturing process, including the materials and
equipment required, the sequence of operations, and the
estimated time for each operation.
 The operation bulletin is used as a guide by production
personnel to ensure that each garment is manufactured
correctly and efficiently.
 It may also include information on quality control checks
and any special instructions or requirements for the
garment.
 The operation bulletin is an essential tool for ensuring
consistency and quality in the manufacturing process, and
it is used by manufacturers in the garment industry to 15
improve productivity and reduce costs.
 PREPARATION STEPS-OPERATION BULLETIN

 Identify the garment style

 Divide the garment construction process into operations
 Determine the sequence of operations:
 Identify the equipment and materials required for each
operation
 Determine the time required for each operation
 Create a layout diagram
 Review and update the operation bulletin:

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OPERATION BULLETIN INFORMATION.

Daily working hours Target output per day or per hour

Total SMV (Sewing SMV and OB prepared by (Name of the
Non-sewing SMV) Engineer)
Job code Operation description
Machine description SMV @ 100% Efficiency
SMV @ target efficiency% Calculated production per hour
Name of the Folder and Calculated no. of machines
attachment if used
Actual no. of machines Estimated production per unit
hours
Any remarks Machine summary list 17
 ON STANDARD AND OFF STANDARD TIME
 On Standard time refers to the time required to complete a task or
operation using standard methods, materials, and equipment.

 This time is calculated based on the speed of the operator, the expected
output per unit of time, and the allowances for rest breaks, machine
downtime, and other factors.

 The standard time is the benchmark against which actual production

times are measured.

 Off-standard time, on the other hand, refers to the time required to

complete a task or operation when something unexpected happens.

 This can include machine breakdowns, worker absenteeism, material

shortages, or other factors that cause a delay in production.

 Off-standard time is typically longer than standard time and can vary
greatly depending on the nature of the problem. 18
 ON AND OFF STANDARD TIME ESTIMATION
 To estimate standard and off-standard time in the garment
industry, manufacturers use various methods such as time
and motion studies, work sampling, and predetermined
time systems.
 These methods involve observing workers as they perform
tasks, breaking down tasks into smaller components, and
measuring the time required to complete each component.
 In addition to estimating standard and off-standard time,
manufacturers also use productivity measures such as
efficiency and utilization to monitor production
performance.
 These measures can help identify areas where
improvements can be made to increase productivity and
reduce costs. 19
 LINE BALANCING
 Line balancing in garment sewing refers to the process
of distributing sewing tasks across a production line or
workstations in such a way that the workload is evenly
distributed among workers, and the production process is
optimized for maximum efficiency.
 The aim of line balancing is to ensure that no worker is
overburdened with work, while others are idle, leading to
delays and inefficiencies.
 Through the proper distribution of work, the production
line can operate smoothly, and each worker can complete
their assigned tasks within a specified time frame.
 This requires careful analysis of the production process,
the determination of cycle times for each task, and the 20
proper assignment of tasks to workers.
Key Steps involved in line balancing of sewing operations
 Define the production process: The first step is to
define the production process by identifying the operations
involved, such as cutting, sewing, and finishing.
 Determine the work content and cycle time: The next
step is to determine the work content and cycle time for
each operation.
 Calculate the line capacity: Once the work content and
cycle time for each operation have been determined, the
line capacity can be calculated
 Assign tasks to workstations: The next step is to assign
tasks to workstations
 Monitor and adjust the line: Once the line is set up, it
needs to be monitored and adjusted regularly to ensure
that it is running efficiently. 21
 FACTORS INFLUENCE LINE BALANCING
TECHNIQUES IN SEWING,
 Type of product: The type of product being produced can have a
significant impact on line balancing techniques.
 Production volume: The production volume is another important
factor that can impact line balancing.
 Worker skills: The skills of the workers involved in the production
process can also influence line balancing techniques
 Machine and equipment availability: The availability of
sewing machines and equipment can also affect line balancing
techniques
 Production layout: The layout of the production facility can also
impact line balancing techniques
 Production cycle time: The production cycle time is the time it
takes to produce a garment from start to finish, and it can impact
line balancing techniques 22
 WIP(WORK IN PROGRESS)
 WIP is a critical concept in garment production, and
managing it effectively is essential to ensuring efficient
production and meeting customer demands.
 WIP (Work in Progress) refers to the garments that are
currently being produced and are not yet complete in the
garment production process.
 WIP is an important concept in garment production
because it helps manufacturers to track the progress of
production, monitor the efficiency of the production
process, and make adjustments as needed.
 By monitoring the WIP, manufacturers can identify
bottlenecks in the production process, determine where
the production is slow or inefficient, and take corrective
action to improve the production process. 23
PITCH DIAGRAM
 Pitch diagram analysis is a tool used in the garment industry to
optimize the production process by identifying and reducing
inefficiencies in the production line.
 It is a graphical representation of the production line, which
shows the relationship between the work content of each
operation and the cycle time required to complete it.

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 BENEFITS OF PITCH DIAGRAM
 The pitch diagram can be used to analyze the
production line and identify potential bottlenecks and
inefficiencies.
 By examining the diagram, manufacturers can identify
operations with high work content or long cycle times
and look for ways to optimize them.
 The pitch diagram can also be used to balance the
workload across the production line.
 By adjusting the work content and cycle time of each
operation, manufacturers can ensure that the
workload is evenly distributed across the production
line, reducing the risk of bottlenecks and increasing
overall efficiency. 27
 MATERIAL HANDLING
 Material handling in the garment industry refers to the movement,
storage, control, and protection of materials throughout the garment
production process.
 It includes all the activities involved in the transportation of raw
materials, work-in-progress (WIP), and finished goods within and
between the various departments or sections of the production
facility.

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 MATERIAL HANDLING ACTIVITIES IN THE
GARMENT INDUSTRY

 Receiving raw materials and fabrics from suppliers

 Sorting and storing raw materials and fabrics

 Transporting raw materials and fabrics to cutting tables

and workstations

 Moving WIP between production workstations

 Sorting and storing finished goods

 Transporting finished goods to packaging and shipping

areas 29
 OBJECTIVES OF MATERIAL HANDLING
 Improved Efficiency: One of the primary objectives of material
handling is to improve the efficiency of the manufacturing process
 Cost Reduction: Effective material handling can help reduce the
cost of production by minimizing the waste of materials, reducing
the need for manual labor, and minimizing the risk of damage to
products.
 Improved Safety: Material handling activities in the garment
industry can be hazardous, especially when heavy or bulky
materials are involved
 Improved Quality: Material handling can have a direct impact on
the quality of finished products.
 Improved Inventory Control: Material handling can help the
garment industry manage its inventory more effectively
 Increased Flexibility: Material handling can help the garment
industry become more flexible in responding to changes in demand. 30
TYPES OF MATERIAL HANDLING EQUIPMENT
 Conveyors: Conveyors are one of the most common types of
material handling equipment in the apparel industry.
 They are used to move goods, such as fabric rolls and finished
garments, from one area to another, such as from the cutting
department to the sewing department or from the sewing
department to the finishing department

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 Lifts and hoists: Lifts and hoists are used to lift
heavy loads, such as fabric rolls, garments, and sewing
machines, to different levels of the factory, such as
mezzanine floors or loading docks.

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 Pallet jacks and carts: Pallet jacks and carts are used to
move heavy loads, such as fabric rolls and finished
garments, within the factory. They are particularly useful
in tight spaces, such as narrow aisles and storage areas,
where forklifts cannot maneuver

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Shelving and racking systems: Shelving and racking
systems are used to store and organize materials, such as
fabric rolls, trims, and accessories, within the factory. They
come in different sizes and shapes and can be customized to
fit the specific needs of the apparel manufacturing process.

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Trolleys and dollies: Trolleys and dollies are used to move
lightweight loads, such as garments and accessories, around
the factory. They are particularly useful in the finishing and
packaging departments, where workers need to move products
quickly and efficiently

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Automated guided vehicles (AGVs): AGVs are self-driving
vehicles that are used to transport materials and products
within the factory. They are particularly useful in large-scale
manufacturing operations, where they can move materials and
products around the factory without the need for human
intervention.

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