Professional Documents
Culture Documents
Production Balancing
Production Balancing
The phrase that spreads fear into managers and supervisors & students?
Production Balancing
The views of someone who has: -been there -done that -got the T-shirt -been driven crazy by it all
Factory watch
Production targets not being met Production targets being met exactly Operators sitting idle Operators complaining about being constantly moved between jobs Large build up of work in progress No work in progress
YES
Water tanks
a
OP 1 OP 1
OP 2
Each tank has its own inlet & outlet valves Valves are difficult to open to exactly correct settings Each tank contains an amount of water
OP 3
Production Balancing
Initial Balance - planning skills matrix operation list SMVs Running the section initial balance skills matrix W.I.P. levels Live output data
Operator information
What tasks can Recent not old they do? history How well can they Potential output do them? Factual-numerical Performance/ Based on abilitygarments per hour not previous output Hold on a skills matrix
Operator performance
Do not rely only on historical information. Circumstances may have affected performance e.g. lack of work Find out potential performance from cycle timing and come to decision about performance level to be used.
Potential performance
Find cycle time Compare with basic time. Example SMV = 0.60 Allowances = 20% Bundle handling allowance = 0.02 Average cycle time = 0.70
Potential performance
Basic time = (smv bundling) allowances = (0.60-0.02) 20% = 0.464 Basic time = 0.464 Cycle time = 0.70 Potential Performance = basic time x 100 cycle time = 0.464 = 66% 0.70
Potential performance
SMV = 0.60 Potential performance = 66% @ 100% output per hour = 60/0.60 = 100 Potential performance = 66% therefore potential output per hour = 100 x 66% = 66 pieces per hour
Potential performance
Using cycle time and potential performance is absolutely essential in effective balancing/setting up of modular manufacturing teams.
Skills Matrix
Operator/job title Doreen Duresha Geetha Indrani Elasticate 75 100 120 90 100 100 75 90 120 90 120 100 Backs yokes lace t/s front sh & slvs bind neck slvs in hem 75 t/s hem
Iromi
Jeevani Mangalika Neetha Nirosha Pushpa Thushanti Shirani 50 25 50 75 50 75 75 100 75 50 120 120 100 100
100
100 75 120
75
100 75 65 120 100
50 75 50 50 75 75 50 50 75 50 25
100 75 50
Skills Matrix
Supervisors will tell you a skills matrix is not necessary they know what people can do! Problem. What is in their head is not available to others! What if an operator changes section or the supervisor changes section or leaves. People forget things! Do not depend upon the operator to tell you what the can do.
Skills matrix
A skills matrix gives you a picture and pictures are easy to understand. At a glance you can see cover, number of operators that can do an operation You can see how multi-skilled each operator is. Helps with multi-skilling plans It is of limited value if held in the computer in Industrial engineering. Keep it up to date- people leave or learn new operations, performances change.
Initial balance
What is Shirani &Thushantis role in the section? NEVER, NEVER, EVER include the floater in the initial balance When they are included in the initial balance they are not available to perform floating jobs and cease to be a floater BEWARE: Supervisors will use floaters as repair hands, helper, trainer, sample hand or leave them where they are useful and doing a good job.
Floater calculation
Theory: Number of operators in section = 30 Average absence = 8% Floaters cover absence therefore 30 x 8% = 2.4 people missing at any time. Floaters are not specialists and will usually work at a lesser rate than regular operator, say 66% therefore 2.4/0.66 = 3.6 = 4 needed
Floater calculation
Practice Sufficient floaters are never allocated and the supervisor has to work with what she has got. Usually an inadequate floater supply mixed with a few operators that are partly multi-skilled.
Operation list
1. Elasticate attach lace elasticator 0.70 & elastic to sleeves 2. Join two back seams 2 needle o/lock 1.00 3. Attach front & back yokes 2 needle o/lock /frill 1.20 4. Attach lace to front yoke L/S Diff feed 1.00 5. L/s yokes and topstitch 2 needle L/S 1.00 sides to hold 6. Join shoulder& sleeve seams 2 needle o/lock 1.10 7. Attach binding, tab & lace to neck L/S Diff feed 0.70 8. Attach sleeves 2 needle o/lock diff 1.40 9. Whip hem Cover stitch 0.90 10. Top sew neck and two sleeves Lockstitch 1.00
Initial balance
We now know operations and sequence Machines & SMVs From skills matrix, what operations each operator can do and at what performance level We can know allocate people to tasks complete the initial balance
Initial Balance
Op. Number S.M.V. standard output 1.elasticate 0.70 86 operator machine type exp. Perf % expected per hour spare time garments
2.back seam
3.yokes 4.lace 5.t/s front 6. sh & slvs 7. bind neck 8.slvs in 9. hem 10.t/s neck
1.00
1.20 1.00 1.00 1.10 0.70 1.40 0.90 1.00
60
50 60 60 55 86 43 67 60
Doreen
75
64
+4
2.back seam
3.yokes 4.lace 5.t/s front 6. sh & slvs 7. bind neck 8.slvs in 9. hem 10.t/s neck
1.00
1.20 1.00 1.00 1.10 0.70 1.40 0.90 1.00
60
50 60 60 55 86 43 67 60
Initial Balance
Op. Number S.M.V. standard output 1.elasticate 2.back seam 3.yokes 4.lace 5.t/s front 6. sh & slvs 7. bind neck 8.slvs in 9. hem 10.t/s neck 0.70 1.00 1.20 1.00 1.00 1.10 0.70 1.40 0.90 1.00 86 60 50 60 60 55 86 43 67 60 Doreen Duresha Geetha Indrani Iromi Jeevani Mangalika Neetha Nirosha Pushpa operator machine type elasticator 2n o/l o/l frill l/s diff 2n o/l 2n o/l l/s diff 2n o/l diff hemmer l/s exp. Perf % 75 100 120 100 100 100 75 120 100 100 expected per hour 64 60 60 60 60 55 64 51 67 60 0.07 0.00 0.00 0.00 0.00 -0.10 0.07 -0.17 0.10 0.00 4 0 0 0 0 -5 4 -9 7 0 spare time garments
Initial Balance
A perfect balance is not possible unless every operation has the same work content (SMV) and every operator works at the same performance. (this can only be achieved by restricting work supply to the lowest operation output). What efficiency? Be aware of potential imbalances One of the reasons people like modular
Section summary
High performing operators-average 99% Op. 8. sleeve attach is bottle-neck with 51 per hour only despite high performing operator. If traditional approach is taken and section is balanced to lowest operation then section under ideal circumstances will never achieve higher than 83% efficiency Not perfect but no balance will be it is manageable if we know about it and monitor the section
Supervisor: Raveen
8.00
W.I.P.
TO
INPUT
10.00
OUTPUT
10.00
W.I.P
TO
INPUT
12.00
OUTPUT W.I.P
Doreen Duresha
48
128
128
48
48 48
48 48 48 48 48 48 48
128
3. front yoke
4.Lace to yoke 5. L/s yoke 6. Shoulder & slv sms 7 lace to neck 8 Attach sleeves 9. Hem 10. Top sew
Geetha
Indrani Iromi Jeevani Mangalika Neetha Nirosha Pushpa
Supervisor: Raveen
1.00
W.I.P.
TO
INPUT
3.00
OUTPUT
3.00
W.I.P
TO
INPUT
5.00
OUTPUT W.I.P
Doreen Duresha
48
3. front yoke
4.Lace to yoke 5. L/s yoke 6. Shoulder & slv sms 7 lace to neck 8 Attach sleeves 9. Hem 10. Top sew
Geetha
Indrani Iromi Jeevani Mangalika Neetha Nirosha Pushpa
Exercise summary
There were multi-skilled operators available. The section was reasonably well balanced. Floater cover was available. WIP was available.
Line Balancing
Huda Sabreen Shadia Aydaa Saffa Kareem Ahlam Nora Aisha Hamida Hwidaa
Amina
Fatma
100
48
Samah Ahmad
120 100
Hamdia
Bossi Abbier
102
80 90
Initial balance
No skills matrix was available. Compiled by engineers doing cycle timing. No means available of measuring efficiency. Floaters included in section. No section absence information available. Target of 400 hour imposed by management.