Line balancing - Reasons To have balance the Production line

LINE BALANCING Process Organization Prepared by: Shaheen Sardar BSc Textile Engineering MS Textile Management Line Balancing Garment Manufacturing... LINE BALANCING Process Organizatio

LINE BALANCING (Process

Organization)

Prepared by: Shaheen Sardar

BSc Textile Engineering

MS Textile Management

Line Balancing Garment

Manufacturing

LINE BALANCING (Process

Organization)

The Line Balancing is “to design a

smooth production flow by

allotting processes to workers so as

to allow each worker to complete

the allotted workload within an even

time”

LINE BALANCING (Process

Organization)

It is a system where you meet the

production expectations and you can find the same amount of work in

process in every operation at any

point in the day.

Reasons to have balance the production

line

(1) Keeping inventory costs low results in higher net income

(2) Keeping normal inventory levels lets the operator work all day long giving him/her the opportunity to earn more money by increasing his/her efficiency

(3) Keeping the line balanced let’s the supervisors

improve other areas because they can use their time better

(4) Balanced production keeps prices low which turns into repeat sales

(5) Balanced production means better production

planning.

Balancing Tools

The most basic tools are Production Sheets, the Daily

production report, the inventory

levels by operation and the

Production Boards

How do we start balancing the

production line?

Well we can start by determining how many

operators for each operation are needed for a determined level of production After this we need

to determine how much WIP we need to anticipate production problems Recommended WIP is 1-hour inventory level for each operation A good range would be from 30 min to 120 min inventory

level

There are 3 rules for balancing:

(1) Have at least ½ hour of WIP for each operation

(2) Solve problems before they

become any larger

(3) Meet production goals by

keeping every operator working at their maximum capacity

Work In Process (WIP)

What is WIP?

WIP is made up of all garments and their parts that are not completely finished.

How can we manage WIP?

(1) Production planning

(2) Trims control

(3) Production Build-up

(4) Balancing

(5) Cut Flow Control

Balancing Matrix

LOW

WIP

HIGH

OUT PUT

LOW

Pitch Time

Reference value for synchronization in the division of labour is called Pitch Time (PT) Pitch Time provides average time

allotted to each worker.

PITCH DIAGRAM

Bottleneck Process:

The time at which the longest time is required is called

“bottleneck Process”

The state of line organization should be evaluated as “Organization Efficiency” Using the pitch time and Bottleneck Process Time.

Pitch Time

Organization Efficiency (%) = x 100

Bottleneck Process Time

100

= X 100

140

= 71.4 % (For the aforementioned case study)

Pitch Diagram in the form of Bar

Graph

Work

Allotment

Time

How to reduce the number of

bottleneck processes

(1) Investigate the relation between the bottleneck process and its previous and subsequent processes

to correct the line organization

(2) Investigate whether it is possible to further divide the process.

(3) Conduct the motion study for work improvement.

(4) Make improvements to equipment, jig and tools.

(5) Mechanize the manual work.

(6) Change the positions of workers.

(7) Investigate the modification to the machining specifications.

(8) Make it a rule to lend the worker in charge of the bottleneck process a helping hand

Control limit

Control limit

Pitch Time

Upper Limit = _X 100 Target organization efficiency

= 0.85 = 117.6 Seconds

Lower Limit = 2 x Pitch Time – Upper Limit =

2 x 100 – 117.6 = 82.4 Seconds