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Work study and job description for garment industry supervisors Industrial engineering It deals with the creation and management of systems that integrate people, materials, information and energy in productive ways. It draws up on the principles and methods of engineering analysis and synthesis, as well as mathematics, physical and social sciences. This department works to eliminate waste of time, money, material, energy, and other resources. Concepts of industrial engineering This term industrial engineering is composed of two words which gives the basic concept of industrial engineering (I.E). Industrial means related to industry, which means a process of production or a complete process of converting input resources into useful products or services (depending upon nature of industry). Conversion Input resources
technique/production or
Engineering may be defined as
processing equipment
output /product the
profession
in
which
knowledge of mathematical, physical, and social sciences obtained by experience and practice is utilized economically for the conversion of materials into useful products for the benefit of mankind. Mainly industrial engineering department perform the following activities in garment industry:
Work study Garment layout Target setting Line balancing
1. Work study 1.1
Objective
TEXTILE AND APPAREL INDUSTRY INSTITUTE PROJECT (TAI)
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Work study and job description for garment industry supervisors
Find the best way of doing a work /to improve efficiency using fewer resources in an activity and yet getting the same result or using the same resource to get better result with lesser cost than the existing one.
To standardized the best method In the absence of work standards specifying the daily output in the case of each worker and an identifiable relationship output and wages may become difficult.
Economy to human effort and reduction of fatigue/ to ensure reduce the number of labor on every job.
1.2 Definitions It is combination of several techniques which can be applied to all kinds of efficiency problems, including labor productivity problems. Work study is concerned with discovering the best ways of doing jobs and with establishing standards based up on such work. It includes analytic investigation of the methods, conditions and effectiveness of industrial work, and thereby the determination of the ways in which human efforts may most economically be applied. The important techniques for work study are: method study time study and work measurement motion and fatigue study 1.3. Method study Method study is the systematic study of methods, recording and critical examination of existing and proposed ways of doing work in order to develop and apply easier and more effective methods and reduce costs. The basic steps and method studies are: selection of the job to be studied Recording of the details of the job and the methods employed to perform it. Critical examination TEXTILE AND APPAREL INDUSTRY INSTITUTE PROJECT (TAI)
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Work study and job description for garment industry supervisors
Identification and development of possible improvement Development of the improve method
1.3.1. Selection Not all industrial activities need to be selected for the method study. Select the most important activity which improved could result in substantial benefits. Some example of good selection in garment field could be:
Embroidery activities Spreading: - the nature of the activity is highly repetitive. Efficiency of
spreader has great influence on the production of garment industry. Cutting: - the work is highly repetitive and fatigue, it also causes
machine down time. Sewing: - the work needs relatively a high skilled labor and it requires large number of workers. The production of garment unit is highly
influenced by sewing section. Finishing activities 1.3.2. Recording:Record all the relevant facts of the present or proposed method by observation or analysis. Recording is a key activities and many activity and many sophisticated techniques have been developed for it. Various charts are used to record the activities precisely, continently and for understanding and analysis. 1.3.3. Critical examination Critical examination is the motive force to develop a new method within the limits. The success of method study lies in making a critical examination. The questions to be asked are: what, why, how, when, where and who. The governing factors are purpose, means, sequence, place and person The questions to be asked can be divided into three categories: Primary questions: deals with facts and reasons Secondary questions: deals with finding out the alternatives
TEXTILE AND APPAREL INDUSTRY INSTITUTE PROJECT (TAI)
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Work study and job description for garment industry supervisors Final questions: deals with the implication of different alternatives, and select few alternatives for development Primary questions Purpose place
sequence
What is actually done? Why is the activity necessary?
Eliminate unnecessary
Where is it being done? Why is it done at that
Combine wherever possible
particular place?
operation
parts of the job. or rearrange sequence of
When is it done? Why is it done at that particular time?
means
How is it being done? Why is it done in that
Simplify the operation
particular way? Secondary question are asked in the same manner at above with suitable changes/modification to determine the possible alternatives of place, sequence, persons and/or means- in order to improve the existing method. Final questions deals similarly with the alternative ways of doing the work obtained from secondary questions. Develop the most practical, economical and effective method considering all the circumstances. Define the new method Install the new method as standard practice Maintain the standard practice by regular /routine checks. 1.3.6. Develop the improved method Practically reviews the new method to test its viability in the change circumstances. Method study will provide the maximum benefit when it is conducted at the planning stage itself i.e. before the plant or machinery is installed. I.4.
Motion study.
TEXTILE AND APPAREL INDUSTRY INSTITUTE PROJECT (TAI)
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Work study and job description for garment industry supervisors Method study was explained in detail which deals with large operation. In contrast to this micro motion study deals with the operations of the following nature. The
Operation short in cycle. Highly repetitive( thousands of time in short duration ) Involve quick hand motion. best examples of operation suited for micro motion study in garment industry
is; sewing, it is carried out manually, greatly depending on man power. This means that difference in motion level of operators will directly affect the time value. During manual work the human movements’ divides in to the following elements Search Search begins when the eye or hands begins to hunt for the object, and ends when the desired object has been located Select Select refers to the choice of an object from several.
Grasp It refers hold of an object closing the fingers around it preparatory to picking it up. Grasp begins when the hand or fingers first make with the object, and ends when the hand has obtained control of it. Transport load It refers to letting go off the object and it begins when the object starts to leave the hand and ends when the object has been completely separated from the hand or fingers. Position Put the object in the appropriate place. Assemble Put together/ combine the respective objects TEXTILE AND APPAREL INDUSTRY INSTITUTE PROJECT (TAI)
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Work study and job description for garment industry supervisors Disassemble Separate the objects which are assembled before Inspect Check the quality of the object as per the specification. Release load It refers to lifting of an object. It begins when the object starts to leave the hand and ends when the object has been completely separated from hand or fingers. Transport empty It refers to moving the empty hand in reaching for an object. It is assumed that the hand moves without resistance to wards or away from the object. Avoidable delay It is the time consumed by the worker due to his/her carelessness and other factors. Unavoidable delay It is the ideal time which is caused due to the nature of work itself Each and every human activity should be analyzed according to the above elements
1.4.1. Principles of motion economy A worker while carrying out a task uses a number of motions or movements of body parts. A careful examination of these motions may bring out the following:
Unnecessary movements A certain motions can be combined/ modified by changing their sequence Certain motion can be simplified by changing the work place lay out. Certain motions can be carried out more efficiently by other parts of the body. The study of an operation in of individual motion of worker
performing the operation is known as motion analysis. Fatigue can be reduced by following the principle of motion economy.
Motion economy and fatigue reduction can be grouped under three categories. TEXTILE AND APPAREL INDUSTRY INSTITUTE PROJECT (TAI)
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Work study and job description for garment industry supervisors Use of human body. Arrangement of work place. Design of tools and equipments. 1.4.1.1. Use of human body The two hands should being and complete their movements at the same time. The two hands should not be idle at the same time except during period of rest Motion of the arms should be symmetrical and opposite directions and should be made simultaneously. Hand and body motions should be made at the lost classification at which it is possible to do the work satisfactorily. General classifications of hand motions are as follows:- Finger motions (lowest level) - Finger+ wrist - Finger +wrist +forearm - Finger +wrist +forearm +upper arm - Finger +wrist +forearm +upper arm +shoulder (highest level) Smooth continuous motions of the hands are preferable to zigzag motions or straight line motions involving sudden and sharp changes in direction. Rhythm is essential to the automatic performance of repetitive operations. The work should be arranged to permit easy and natural rhythm whenever possible. Work should be arranged so that eye movements are confined to comfortable without the need for frequent changes of focus.
1.4.1.2. Arrangement of work place. Definite and fixed places should be provided for all tools and materials for habit formation. Tools and materials should be repositioned to reduce searching. TEXTILE AND APPAREL INDUSTRY INSTITUTE PROJECT (TAI)
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Work study and job description for garment industry supervisors Gravity feed bins and containers should be used to deliver the materials and as close to the point of use as possible. Tools, materials and controls should be located within the maximum working area and as near to the worker as possible to allow hand motions of lower classification and eye movements without frequent change of focus. Materials and tools should be arranged to permit the best sequence of motions. Drop deliveries of or ejectors should be used whenever possible so that the worker does not have to use his hands to dispose of the finished work. Provision should be made for adequate lighting and a chair of the type and height to permit good posture. The height of the work place and seat should be arranged to allow alternative sitting and standing. The color of the work place should contrast with that of the work to reduce eye fatigue. 1.4.1.3. Design of tools and equipments The hand should be relived of the work of holding the work piece by suitable devices, like ing materials. Two or more tools should be combined where ever possible
1.4.2 Consideration of allowance (idle) in time study
Personal allowance Personal need Fatigue allowance Delay allowance Material defect Power interruption.
1.5. Time study and work measurement Time study is defined as a work measurement techniques designed to establish the time for a qualified worker to carry out specified elements under specified conditions TEXTILE AND APPAREL INDUSTRY INSTITUTE PROJECT (TAI)
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Work study and job description for garment industry supervisors at a defined rate of working recoded by direct observations of the times, using time measuring device and the rating for individual elements. The method used for timing will depend on the volume and frequency of the task, the cycle time of the operation and the cost of timing; stopwatch should be used to measure each element. The study requires splitting up of a job into a number of parts to know how long it takes each of the different workers engaged there to perform it. This will help not only in fixing responsibility in respect of each part of the job, but also in determining standard timing for different parts of the job. The processing time exists simply because the process requires tasks and motion. To put it in a different way, the working method and the number of work component s are closely related to the net processing time. The time study begins by measuring the number of seconds required to ‘’lift, sew and place’’ something .it then proceeds to making improvements based on the time values, and ends by defining the differences in the time values caused by the individual differences of the worker,
Purpose of time study To understand the production capacity of the factory ,to draw up plans for an appropriate target output ,suitable range of divided labor and optimum production (scheduling ,personnel planning or equipment planning ) To investigate the level of individual skill. To determine the time value for each work component under the motion study, which improvements and standardization. For use as a standard in evaluating the operations. To obtain an evaluation standard for order receiving planning, using the time study as the basis of the cost estimate and control. For use as the basis for determining the unit cost of manufacture and the wage rate. For use as the basis for introducing a production control system. Purpose of work measurement Evaluate a worker performance
TEXTILE AND APPAREL INDUSTRY INSTITUTE PROJECT (TAI)
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Work study and job description for garment industry supervisors This is done by comparing actual output over a given period of time with the standard output determined by work measurement. Plan workforce needs For any given level of output, work measurement can be used to determine how much labor input is required. Determine price or cost of a product Labor standards, obtained through work measurement, are ingredient of a costing or pricing system. In most organizations, the successful pricing of products is crucial for survival. This activity, in turn, rests on work measurement whenever cost is a basis of pricing. To determine available capacity For a given of level of work force, and equipment availability, work measurement standards can be used to project available capacity. Compare work method. When different methods for a job are being considered, work measurement can provide the bases for economic comparison of the methods Facilitate operations scheduling One of the data inputs to all scheduling systems is time estimate for work activities. These time estimates are derived from work measurement. Establish wage incentives Under wage incentives, workers receive more pay for more output. Underlying this incentive plan is a time standard which defines 100% output.
1.5.1. SAM (standard allowable minutes) calculation using stop watch)
TEXTILE AND APPAREL INDUSTRY INSTITUTE PROJECT (TAI)
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Work study and job description for garment industry supervisors This is the type of study that develop a standard through observation and analysis of a task using stop watch. To calculate the SAM, we can use either of following methods- follow the Bin Ran or GSD(General Sewing Data ) for the predetermined standards. Or prepare 10 garments with the help of expert operators. While them preparing the garments, chick time using stop watch each operations. While doing this method, initial two to three garments need to do to practice the operations. From fourth garment onwards need to check the timing for each operation. Calculate the average time taken for each operation as the SAM for that particular operation. The equipment needed for SAM study can be:1. Stop watch / electronic timer 2. Motion picture camera 3. Electronic data collector and computer In sewing section the SAM value includes the following operations A. Pick up and position. B. Sew C. Reposition D. Cut thread E. Dispose Example: - Shirt collar attaching operation Time consumed: - Reading1= a Average time
( T av )
Normal time
(T n)
Reading 3=c
(a+ b+c ) 3
=
Standard time (SAM) =
Reading 2=b
=
T av
Tnx
x efficiency total allowance
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Work study and job description for garment industry supervisors The efficiency factor is calculated from the performance and target achieved by the operator, from skill data and the nature of style features and fabric quality. Total allowance time is the time consumed by the operators during their working hours. This may vary from 4 -7%
Production per hour=60/SAM Machine SAM It is the sum of SAM values of all the operators in that particular style Manual SAM It is the sum of SAM values of operations being done by helpers Total SAM It is the sum of SAM values of both machine SAM and manual SAM
PRODUCTIVITY It is nothing but it is simply the ratio of output to the input i.e. Productivity/shift=60x8/machine SAM Higher productivity implies that more output is achieved with the same input or the same output is achieved with less input. Operation bulletin sheet for jacket
Front S. No
Oper. Code
Operation
Back M/C
SAM
Attachment
TEXTILE AND APPAREL INDUSTRY INSTITUTE PROJECT (TAI)
Oper. reqd.
Oper. allotted
Prodn. Per Page 12
Work study and job description for garment industry supervisors
Hour
1
2
3
4
5
6
7
S.No
8
01
Run stitch neckband
SNL S
0.68
-----
0.78
1
88
02
Trim, &Turn neckband
manu al
0.37
------
0 .42
1
164
03
Press neckband for attach
Flat bed press
0.40
-----
0.46
1
149.78
04
Mark and re cut neckband for attach
manu al
0.52
-----
0.60
1
114.83
05
Crease and mark pleats on front pnlx3
Flat bed press
0.68
--------
0.78
1
88.33
06
Sew pleats on front pnlx3
Norm al UBT SNL S
0.96
-------
1.10
1
62.64
07
Mark front side pnl for welt pkt attach
manu al
0.62
---------
0.71
1
97.0
Oper. Code
08
Operation
M/C
Attach pkt bone and pkt bag at front
Auto welt m/c
SAM
Attachmen t
Oper. reqd.
oper Allotted
Compensa te with Operator No.3
Prodn . Per Hour
0.64 -----
TEXTILE AND APPAREL INDUSTRY INSTITUTE PROJECT (TAI)
0.74
1
93.1
Page 13
Remark
Work study and job description for garment industry supervisors
09
Turn and tack pkt bone vertically at corners
SNLS
0.84
------
0.97
1
71.0
10
010
Edge stitch on pkt mouth
SNLS
0.68
------
0.78
1
88.33
11
011
Close pkt bag
SNLS
0.84
0.97
1
71.0
012
Bind pkt bag all around
SNLS
0.60
binder
0.69
1
99.5
013
Bind pkt bag at vertical side
SNLS
0.36
binder
0.41
1
168.0
014
Finish binding at corners SNLS
0.76
------
0.87
1
79.20
015
Top stitch on pocket mouth
SNLS
0.86
---
0.99
1
69.6
016
Attach yoke with front side pnls
SNLS
0.48
-------
0.55
1
125
017
Bind front yoke and front side
SNLS
0.31
Binder
0.36
1
191.4
018
Top stitch on front yoke and front side
DNLS
0.36
-----
0.41
1
168.0
019
Attach front with front side
DNLS
0.68
binder
0.78
1
88.3
020
Top stitch on front pnl and front side pnl
DNLS
0.62
-----
0.71
1
97.0
021
Tack pkt bag at front pnl and front side pnl
SNLS
0.28
-----
0.32
1
215.3
022
Attach front and back yoke at shoulder
SNLS
0.56
------
0.64
1
107.6
9
12 13 14
15 16
17
18
19
20
21
22
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Work study and job description for garment industry supervisors
S.No
23
24
25
Oper. Code
SAM
Attachmen t
Oper. reqd.
oper Allotted
Prodn . Per Hour
Operation
M/C
023
Turn and top stitch on shoulder
DNLS
0.32
-----
0.37
1
186.2
024
Stitch on back yoke all round
SNLS
0.33
-----
0.38
1
181.3
025
Crease and mark back pnl for pleats x10
Flat bed press
0.80
----
0.92
1
74.9
026
Sew pleats on back pnlx10
SNLS
1.90
----
2.18
2
63.2
027
Attach back shoulder pnl with back pnl
SNLS
0.46
----
0.53
1
130
028
Bind back shoulder pnl with back pnl
SNLS
0.31
Binder
0.36
1
191.4
029
Top stitch on shoulder pnl and back pnl jt
DNLS
0.35
-----
0.40
1
172.2
030
Close sleeve with the body
DNLS
0.72
28mm binder
0.83
1
83.0
31
031
Crease and mark sleeve cuff for attach
Flat bed press
0.78
----
0.90
1
76.6
32
032
Close cuff
SNLS
0.30
-----
0.34
1
202.6
033
Attach under cuff at sleeve opening
034
26
27
28
29 30
33 34 35
035
SNLS
1.08
-----
1.24
1
55.6
Press at sleeve opening
Flat bed press
0.66
-----
0.76
1
90.6
Close under cuff
DNLS
-----
0.78
1
88.3
0.68
at sleeve opening TEXTILE AND APPAREL INDUSTRY INSTITUTE PROJECT (TAI)
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Remark
Compensa te with Operator No.21
Compensa te with Operator No.32
Work study and job description for garment industry supervisors 36
036
Attach front and
SNLS
0.88
----
1.01
1
68.2 Compensa te with Operator No.34
back pnls at shoulder all around
S.No
37
Oper. Code
037
Operation
Bind front and
M/C
SNLS
SAM
0.60
back pnls at
Attachmen t
28mm
Oper. reqd.
0.69
oper Allotted
1
Prodn . Per Hour
99.8
Remark
binder
shoulder all 38
038
around Press at front
Flat bed
and back
press
0.64
---
0.74
1
93.1
DNLS
0.72
----
0.83
1
83.0
DNLS
0.68
28mm
0.78
1
88.3
0.90
binder 28mm
1.03
1
66.9
1.68
1
41.0
shoulder all around 39
039
Top stitch on front and back at shoulder all
40 41
040
around Sew side seam
041
with binding Bind at center
SNLS
front and bottom
binder
all around 42
042
Top stitch on
DNLS
1.46
----
Compens ate with Operator No.44
center front and bottom all around 43
043
Attach neck
SNLS
0.86
----
0.99
1
69.6
SNLS
0.32
28mm
0.37
1
186.2
band at neck line 44
044
Bind neck band with body
Compens ate with Operator No.37
binder
TEXTILE AND APPAREL INDUSTRY INSTITUTE PROJECT (TAI)
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Work study and job description for garment industry supervisors 45
045
Press at neckline
Flat bed
0.30
----
0.45
1
153.1
0.72
----
0.83
1
83.0
----
0.74
1
93.1
Attachme nt ------
Oper. Reqd. 1.06
Oper. Allotted 1
press 46
046
Top stitch on
DNLS
neck line 47
047
Attach sleeve at arm hole
S.No. 48
Oper. Code 048
Operation O/L sleeve at
Auto welt m/c
M/C 3T O/L
0.64
SAM 0.92
Prod. Per Hour
65.0
armhole 49 50
51
049
Press at arm
050
hole Bar tack at front
051
Auto welt m/c
0.64
----
0.74
1
93.1
0.64
------
0.74
1
93.1
and back pnls on
Auto welt m/c
pleats(6+20) Mark and attach
Manual
------
1.24
1
55.6
1.08
Remark
Compensa te with Operator No.45
Compensa te with
buttons on
Operator
frontx3
No.49&50
Note: SAM (standard allowable minute) =SMV (standard minute value) =NPT (net production time) Summery Buyer=ABC Style=Adult shirt.
Type of M/c
Style desc.=Shirt SBT≠07
Order quantity=1800pcs
Order No=230806 Required Quantity
SNLS
24
DNLS
11
3-th O/L
1
SAM 15.39 6.95
Type of Attachment
Required quantity Status
Binder
7
7
Binder
3
3
0.92
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Work study and job description for garment industry supervisors
Auto welt m/c
1
Sleeve setter m/c
1
0.64 1.42
Round buck press
1
0.46
Bar tack m/c
1
2.08
40
27.86
Total Flat bed press table and manual Grand Total
6.85 Productivity/oper/day=13.78
11 51
34.71
Target/day=551.33
Productivity=480/ machine SAM (480/27.86)=17.22 At 80% efficiency=17.22 x0.8=13.78 Target per day=productivity x No of machines I.e. 13.78 x40=551.33 Target per Hr=target per day/8 i.e. 551.33/8=68.9 1.6. Garment process layout Lay out addresses various problems in the entire production processes in the factory ranging from the acceptance of materials to the delivery of finished products. The layout is considered mainly in the three different phases, such as the Selection of a site for the factory Layout of plant Layout of machinery This section introduces the planning of layout with particular emphasis on the layout of sewing machines for a production system introduced. The way in which machinery, equipment and material are arranged in a working area determines the TEXTILE AND APPAREL INDUSTRY INSTITUTE PROJECT (TAI)
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Work study and job description for garment industry supervisors layout in that area. Even if the initial layout was well thought out, examination of the utilization of space is very important because of various factors, among them the following. New equipment or machinery or a different shape and size of materials are introduced. Materials handling equipment that has different space requirements from the original equipment is acquired. Moves are made by the management towards advanced technologies such as the use of robotics, automation, computer networking or flexible manufacturing systems. To rethink a layout, one has to start by distinguishing among for basic types. Layout by fixed position – This arrangement is used when the material to process does not travel around the plant but stays in one place: all the necessary equipment and machinery are brought to it instead; typical examples are shipbuilding or aircraft construction. Layout by process or function – here all operations of the same nature are grouped together for example in the garment industry all the cutting of material is carried out in one area, all the sewing in another and all the finishing in the third and so on Layout by product or line layout- which sometimes popularly referred to as “mass production”. In this layout all the necessary machinery and equipment needed to make a given product are set out in the same area and in the sequence of the manufacturing process. Typical examples are soft drink bottling, car assembly operations. Group layout- in an effort to increase job satisfaction, recently several enterprises have arranged their operations in a new way, with a group of workers working together on a given product or on a part of a product having at hand all the machinery and equipment needed to complete their work. In such cases the workers distribute the work among them and usually interchange jobs.
1.6.1. The Development of a Layout (sewing) From the production planning and delivery schedule one can determine the amount of machinery and equipment that will be needed in the present and the future. The space requirement for each item of machinery is then calculated. About 17% of the TEXTILE AND APPAREL INDUSTRY INSTITUTE PROJECT (TAI)
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Work study and job description for garment industry supervisors total space taken up by the machinery should be added in a single storey building to for ages, and lifts. A calculation is then made for the space needed for storing work in progress and various other storage points. Steps to develop the lay out are: Breakdown the list of operations in the product that we need to set up (operation bulletin). Allocate SAM, SMV or NPT (net processing time) for each operation. To calculate the SAM, we can use either of following methods- follow the Bin Ran or GSD(General Sewing Data ) for the predetermined standards. Or prepare 10 garments with the help of expert operators. While them preparing the garments, check time using stop watch each operations. While doing this method, initial two to three garments need to do to practice the operations. From fourth garment onwards need to check the timing for each operation and perform the following activities.
Calculate the average time taken for each operation as the SAM for that
particular operation. List down the required type and number of machineries, folders and
attachments along with the operations. Calculate the number of machines required per operation based on the output
required per day and SAM per operation. Prepare the flow chart according the sequence of operations. This can be done another way, prepare the parts in one section and the assembly in other
sections of the same line. Allocate the operators to each operation according to their capability of doing
those operations. Arrange the machines in the lines according to the sequence of operations mentioned in the layout. While arranging the sewing machines:1. The sewing machines need to consider the easiness of handling of materials to the operators. If necessary, machineries can be arranged
TEXTILE AND APPAREL INDUSTRY INSTITUTE PROJECT (TAI)
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Work study and job description for garment industry supervisors
2.
3.
4.
5. 6.
7.
8.
9. 10.
Face to face Side by side Back to back so that it makes easy to handle the materials. The important thing that we need to is, the layout should be arranged in such a way that, helper’s usage for carrying the bundles, marking etc. should be avoided/ minimized. Fix up SOP (Standard Operating Procedure) for all operations in a chart. Which explains about the operation to be done, machine, needle, threads to be used, etc? While the line is setting up with the new style by the supervisor /line in charge, observe carefully, whether required instructions are ed to the operator and confirm whether she / he understands the operation completely. Once the line is set, check whether all the operators are doing according to their pre determined SAM or not. If not, check why? check the sewing and handling methods he /she is following, check whether the machine is giving any trouble, etc. find out the reason and resolve the problem with the help of concerned department like maintenance or production. Make sure each work station have enough WIP (Working Instruction Procedure) for the work. Alert the supervisor if there are bottlenecks in the line. Make thought process about the simplification of the operations so that the productivity and quality could improve. And the cost per garment could reduce. Collect the details of production from the production clerks, calculate the performance and efficiency of the operators and the lines. Display boards for the lines’ efficiency reports at the end of the lines need to be place.
1.6.2. Layout of sewing machines
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Work study and job description for garment industry supervisors Controller often thinks that layout changing is the most important point in improvement. The layout should be taken, however, as only a “tangible form of various improvement plans.” In fact the “layout changing” may directly increase productivity or the number of pieces produced, or enhances the space efficiency. 1.6.3. Purpose of layout If the flow production system is put into practice before fully investigating the layout, productivity will drop, as a matter of course, because of a loss in transfer. Inadequate layout will increase allowance work not only in transfer but also in movement of workers, arrangement of products and prearrangement of work. In addition, improper work arrangement caused by the layout will generate waste in “pick and place” movement resulting in the flow production that lacks in the line compulsiveness (the force of carrying out production both smoothly and regularly). This means that the purpose of layout is to realize the” aim of system” for which the production system is planned in the actual production site based on the layout of equipment or other conditions In addition, the following principles of layout shall be fully considered. Principles of layout
The distance by which the goods (products) move shall be minimized. The distance by which the workers move shall be minimized. The distance by which the information is distributed shall be minimized Workability shall be fully considered. Machines shall be laid out so that the progress of work can be visually checked at a quick look. (Machines shall be laid out in an orderly fashion.) The layout of machines shall be flexible to accept a slight change
1.6.4. Layout procedure The basic layout procedure in the flow production system is as described below. In this case, TEXTILE AND APPAREL INDUSTRY INSTITUTE PROJECT (TAI)
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Work study and job description for garment industry supervisors 1. lot-by-lot production will be performed in the parts (attachments) processes, 2. Piece-by- piece production will be performed in the assembly (main flow) processes, and layout changing will be carried out centering the assembly processes when changing the product number to a new one. 3. Preparation of a reduced drawing of the factory Make a 1/50 or 1/100 scale layout plot. It is helpful to use a copy of an architectural plan. 4. Make models of the machinery and equipment.
How to investigate the actual layout Check the actual layout following the procedure similar to the layout plan. A Prepare a reduced drawing of the factory. Models of machinery and equipment. Enter facilities, machines and equipment that cannot be moved. B Prepare process analysis charts for the products that are being produced in the factory. (Enter the process numbers.) C Attach numbers to the operators assigned. D Locate the models of machines and equipment on the plot according to the actual layout. E Enter the operator numbers and process numbers on the models of machines and equipment according to the actual process organization (process allotment). F Enter lines representing the product flow and movement of workers. G Check the actual layout for problems.
5. Checking the layout 5.1. Whether there is any reverse flow or cross flow of products 5.2. Whether there is any overlapping flow of products 5.3. Whether the transfer distance (path load) is too long TEXTILE AND APPAREL INDUSTRY INSTITUTE PROJECT (TAI)
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Work study and job description for garment industry supervisors 5.4. Whether the number of storage shelves is appropriate 5.5. Whether the locations of the storage shelves are appropriate 5.6. Whether the space is clearly separated for each process 5.7. Whether the workshop space is effectively used 5.8. Whether there are enough corridors 6. Basic layout of sewing machines and equipment Layout of machines differs in arrangement and the number of unit to be installed according to the systematic factors such as production system and process organization. In this section various patterns of layout of sewing machines based on the existing case examples of their layouts are investigated Kinds of layout of sewing machines are broadly divided into three patterns, i.e. Layout by model. Layout by group and Layout by process
Layout by model
Lockstitch machine
Over lock special machines
Iron Lockstitch special purpose
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Work study and job description for garment industry supervisors
Example of layout of sewing machine by mode
In the layout of machines by model as illustrated above, the machines or equipment is rarely moved at the time of product type changing. In this point, the layout by model is a layout pattern that matches the flexible production system where May different kinds of products are manufactured in small lots. The layout pattern, however, does not match the sewing product manufacturing since it causes increase in distance of transfer and movement, reduction in line balance efficiency or difficulty in progress control, thereby resulting in significant loss of production. Therefore, the layout by model is only applicable to a certain product type or the sewing of samples. (This layout pattern is, however, usually used for manufacturing knitwear.)
Layout by group This is the layout pattern for arranging machines required by a group consisting of several workers. The machines are laid out corresponding to the basic design of products. They are not moved unless any significant problem exists. This pattern of layout is consequently used for the lot production system. (This layout pattern is usually used in parts processes or attachments processes.)
Layout by process This is the layout pattern for arranging machine according to the normal processing order of products. In the case where the work allotment is not done following the TEXTILE AND APPAREL INDUSTRY INSTITUTE PROJECT (TAI)
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Work study and job description for garment industry supervisors order of processes, workers may have to move a lot. Some of the machines will be required to be moved at the time of product type changing. However, this pattern of layout of machine facilitates the progress control and allows the line compulsiveness to work. (This layout pattern is usually used in assembly processes since flow control is important. The following arrangement of machines is the basic one of the layout by process. 1. Forward flow
Direction of flow 2. Lateral flow
Direction of flow 3. Unit
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Work study and job description for garment industry supervisors
Direction of flow. These three different basic arrangement patterns are combined to make a layout. Combined type layout such as “forward flow and lateral flow” or “forward flow and unit” may be employed. Arrangement of machines laying importance on rationalization of transfer and pick-and –place for products with single product number is the basis of the layout by process. Flexibility to adapt to product number changing is also required. There are applied methods of the layout by process such as the forward flow (synchro system), lateral flow (U-shape layout) and unit system, in addition to the above mentioned layouts we have I- system, L- system and S- system layout. Calculate the required floor space for the total number of equipment. Example :
Required floor per 1 sewing equipment -------------about 6m2 =A Total Number of sewing equipment------------------187=B Required floor space per 1 finishing equipment-----about 10m2=C Total number of finishing equipment ---------------20 =D Required floor space=AXB+CXD Required floor space = 6X187+10X20 =1,322m 2
1.7. Target setting Targets Are priorities or special tasks which need to be achieved in addition to the routine work. Are specifically to an individual May be intended to
Improve performance Reduce a drop in performance Develop a trainee to the required level
Targets are about short term shift in performance; whereas Standards are continuing benchmark. TEXTILE AND APPAREL INDUSTRY INSTITUTE PROJECT (TAI)
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Work study and job description for garment industry supervisors Why set targets? Targets are set to
Get results Improve people’s performance Develop skills, ability and knowledge Provide a challenge and sense of achievement.
Target setting helps to answer the questions like: How am I doing? Where do I go from here? How do I get there? How targets are set?
How many? How precise? For what period? How difficult? How to monitor? Walking on the job One to one meetings Records.
Target calculation The total target for the whole day, means 8 working hours is calculated as: Target =productivity x No of machines Similarly, target per hour= (total target)/8 No. of operators required The number of operators required for a particular operation is calculated as: Number of operators=total target/ (60x8/operation SAM)
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Work study and job description for garment industry supervisors Number of days required to complete a style = order quantity / (productivity x number of machine per line x number of lines). Daily Lines targets need to be calculated in respect to the number of operators being used according to SAM of garment. There are 2 ways to calculate the line target. The formulae are as follows:SAM = standard allowable minutes (time allowed through general sewing data GSD analysis for a complete garment) in 480 Mints. For any garment industry Daily Lines Targets = available working mints/ SAM Available Working Mins= No. of operators x Total Working Mins. Example:Number of operators present for line1=20 SAM for the garment = 7.53 Working mins = 60x8=480 Therefore, Available working mins = 20x480 = 9600 Daily lines targets = 9600/7.53 = 1274.9
Target Setting in case of operators’ absence If after replacement of operators we come to have a line which is incomplete that is we don’t have any operators on a certain operation. So to calculate the target we should add the SAM of the operation from the Total SAM. Example:Considering the same example of above, but in this case operation hem bottom is not being done & the SAM = 0.43. Operators available = 19. The target of line should be as so,
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Work study and job description for garment industry supervisors Daily Lines Targets =
Available working mints/Total SAM+SAM of bottom hem =
9600/ (7.53+0.43) = 1206.03
How to calculate the number of machine The number of machines necessary for daily production quantity in each processes can be calculated as follows. The number of m/c necessary for each process = Time required for each process x production quantity / Working time per day Example 1; for Dart sewing
SAM=0.76 Working Time per shift= 480mins. Production Quantity per/shift=400pcs.
The Number of m/cs necessary for sewing Dart = 0.76minx400pcs/480 = 0.63=1m/cs
I.8.
Line balancing
Production line balancing is the allocation of the work to be done to the people available to it. TEXTILE AND APPAREL INDUSTRY INSTITUTE PROJECT (TAI)
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Daily
Work study and job description for garment industry supervisors
It is asg the number of operators or machines to each operation of an assembly line so as to meet the required production rate with the minimum of ideal time. The process of aligning operations within a specific production line, that minimizes fluctuations in production levels and operation downtime, improve the output of assembly line.
The purpose of line balancing To ensure a steady flow of work through the production line. To reduce the material handling time and manufacturing costs. To make the best use of space. To improve the working environment. Steps for line balancing
Calculation of the labor requirement With good work measurement records the work content of a new garment can be calculated. The number of people required will depend up on the probable efficiency of the line selected and the percentage of the time that they are at work and doing their own specialist jobs. The garment is split into different operations, in the interest of greater specialization and assigns a standard time for each operation and special work aids and attachments should also be mentioned on it Theoretical operation balance The elements are grouped together, to match the number of people selected, in the calculation of labor requirements. No allowance is made. Balance control After the line is balanced it should be revised to assure the smooth flow of the process. If there is any misbalance between each operation correction action can be done by identifying the problem.
Limitations of work study The application of work study has, even today, a number of limitations which might be called its weak points and which certainly provide food for thought on several counts.
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Work study and job description for garment industry supervisors
The contrast between the highly technical and mechanical character of the concepts on which work study is based and the psychological and sociological traits of the groups and individuals affected by work study
The inevitably subjective nature of certain aspects of work study, especially the assessment of working pace. These points should always be kept in mind when the results are used in practice to fix work standards and, whenever possible, the work standards calculated should be cross checked by production studies taken under actual operating conditions before the work standards are finalized. Such considerations should especially influence the calculation of payment results, which is often based on an estimate of the optimum rate of work and the difference between this and the normal rate, since the size of the productivity bonus awarded to a worker who achieves the optimum rate will depend on this difference.
The questions of fixing and maintaining the workload. The first problem that arises here is the maximum workload. If, as often happens, the actual workload is fixed by collective bargaining at somewhere between 80 and 90 per cent of the operative’s time on the job, the question arises whether a more scientific procedure can be used to determine this limit, bearing in mind the nature of the job and the circumstances in which it has to be performed.
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Work study and job description for garment industry supervisors
2. JOB DISCRPITION 2.1. Objective To identify the job so as to enable the worker to obtain a clear understanding of the work performed and the attributes desirable in the person working on the job. When properly prepared, job descriptions are of considerable value to management in a variety of ways in addition to their use in evaluating jobs. Some of the circumstances in which they may be useful are listed below: 1.
Hiring new employees
2.
Transferring employees
3.
Preparing a promotional schedule
4.
Establishing a training program
5.
Preventing accidents
6.
The work of the plant physician
7.
Cost estimating
8.
Budgetary control
9.
Time keeping and pay-roll activities
10. Organizing a psychological testing program 11. Installing a wage incentive scheme
2.2. included in job description
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Work study and job description for garment industry supervisors These Six items of information listed below are basic and necessary for any consideration of the job and should be included in every job description. 1. Job Title: It is desirable that the job title be short, definitive, and suggestive of the nature of the job. 2. Summary of the Job: A short paragraph briefly summarizing the task performed by the employee is helpful for subsequent convenient identification of the job. 3. Work Performed: Each specific task performed should be written out and an estimate percentage of the time that is devoted to the performance of each task. This is the most important phase of the job description and should be carefully prepared.
4. Tools, Equipment, and Materials: The tools, equipment, and materials used in the performance of the job should be included in the job description. 5. Physical Surroundings: The working conditions, hazards, and other characteristics of the physical surroundings within the working area should be described to aid to subsequent interpretation of the job description. 6. Employee Attributes: Employee attributes required by the job such as education and experience, should be indicated. 2.3. How is job description prepared?
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Work study and job description for garment industry supervisors The information necessary for the preparation of the job description can be secured in one or more of the following ways: 1.
By observation of the job as performed
2.
By discussion with the supervisor of the job 3. By requesting the supervisor of the job to fill in a questionnaire describing the job.
4.
By discussion with one or more of the employees working on the job.
5.
By requesting one or more of the employees working on the job to fill in
questionnaires describing the job. The technique of questionnaires is recommended only in the case of those rare technical Jobs (usually salaried) where the Job Content is not completely known to the supervisor or the operation is too complex to observe or the Job is actually what the employee makes it. Job descriptions may well be prepared out in the shop. Every job should be described as it exists and as it is currently performed. Changes in procedure that might be made or are planned should never be included in a job description until they take place. One of the most difficult phases of preparing job descriptions lies in the breaking down of on existing job into two or more jobs. The most common difficulty encountered in the preparation of job description is the omission of relevant information.
Because of ignorance, laziness, or a mistaken
desire to economize in of time, job descriptions may be incompletely prepared. Actually, this is worse than not preparing them at all. Furthermore, as grievances arise subsequently concerning the correctness of any given evaluation, a serious problem will arise if management cannot prove that the job was evaluated on the basis of its actual content. On the other hand, occasionally job descriptions are found
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Work study and job description for garment industry supervisors which contain entirely too much minute’s detail. The best job descriptions are clear, concise, and complete and present the entire job’s distinguishing characteristics. 2.4. Checking the job description and Securing approvals After the job descriptions have been completed, they should be carefully reviewed to assure. (1) That there has been no involuntary duplication and (2) That all jobs that should be evaluated have been described. This can best be done by ing for the job or jobs performed by each individual on the pay roll with the supervisors concerned. 2.5. Job evaluation Job evaluation is an analytical method of appraising the worth and value of each job in relation to other jobs and hence it is used to determine the pay package for the job. Jobs are evaluated taking into consideration the duties & responsibilities, physical and mental efforts needed, working conditions and other critical factors. The purpose is to determine the relative worth of the jobs and to design a fair and equitable salary structure. It helps in identifying the jobs, which should be paid more than others. Job evaluation involves analyzing the jobs and preparing specifications i.e. Job description, rating each job in accordance with a predetermined method of rating and pricing of the job, i.e. arranging the each job in proper pay grade. This evaluation and rating is done is done by any one of the following four methods: Job ranking, job classifications, point rating and factor comparison. To understand the concept of job evaluation, let us consider an example In garment industry there are various categories of workers. Some of the categories may be
Spreader Cutter Pattern maker
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Sewer Finisher Packing operator
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For each workers the skills required and the quantity of the work to be done
etc, are different. For instance a sewing operator needs a certain level of mental development, flexibility of body and fingers and physical fitness; whereas, a sweeper job requires very simple skills. When there are large number of workers, fixing the hierarchy needs a careful
consideration of all the relevant factors. The process of arriving at a meaning full hierarchical system for various jobs by the consideration of all the relevant facts of the jobs is called job evaluation. In job evaluation, the jobs and not the person caring out the job is evaluated.
technique/production or
Engineering may be defined as
processing equipment
output /product the
profession
in
which
knowledge of mathematical, physical, and social sciences obtained by experience and practice is utilized economically for the conversion of materials into useful products for the benefit of mankind. Mainly industrial engineering department perform the following activities in garment industry:
Work study Garment layout Target setting Line balancing
1. Work study 1.1
Objective
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Work study and job description for garment industry supervisors
Find the best way of doing a work /to improve efficiency using fewer resources in an activity and yet getting the same result or using the same resource to get better result with lesser cost than the existing one.
To standardized the best method In the absence of work standards specifying the daily output in the case of each worker and an identifiable relationship output and wages may become difficult.
Economy to human effort and reduction of fatigue/ to ensure reduce the number of labor on every job.
1.2 Definitions It is combination of several techniques which can be applied to all kinds of efficiency problems, including labor productivity problems. Work study is concerned with discovering the best ways of doing jobs and with establishing standards based up on such work. It includes analytic investigation of the methods, conditions and effectiveness of industrial work, and thereby the determination of the ways in which human efforts may most economically be applied. The important techniques for work study are: method study time study and work measurement motion and fatigue study 1.3. Method study Method study is the systematic study of methods, recording and critical examination of existing and proposed ways of doing work in order to develop and apply easier and more effective methods and reduce costs. The basic steps and method studies are: selection of the job to be studied Recording of the details of the job and the methods employed to perform it. Critical examination TEXTILE AND APPAREL INDUSTRY INSTITUTE PROJECT (TAI)
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Work study and job description for garment industry supervisors
Identification and development of possible improvement Development of the improve method
1.3.1. Selection Not all industrial activities need to be selected for the method study. Select the most important activity which improved could result in substantial benefits. Some example of good selection in garment field could be:
Embroidery activities Spreading: - the nature of the activity is highly repetitive. Efficiency of
spreader has great influence on the production of garment industry. Cutting: - the work is highly repetitive and fatigue, it also causes
machine down time. Sewing: - the work needs relatively a high skilled labor and it requires large number of workers. The production of garment unit is highly
influenced by sewing section. Finishing activities 1.3.2. Recording:Record all the relevant facts of the present or proposed method by observation or analysis. Recording is a key activities and many activity and many sophisticated techniques have been developed for it. Various charts are used to record the activities precisely, continently and for understanding and analysis. 1.3.3. Critical examination Critical examination is the motive force to develop a new method within the limits. The success of method study lies in making a critical examination. The questions to be asked are: what, why, how, when, where and who. The governing factors are purpose, means, sequence, place and person The questions to be asked can be divided into three categories: Primary questions: deals with facts and reasons Secondary questions: deals with finding out the alternatives
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Work study and job description for garment industry supervisors Final questions: deals with the implication of different alternatives, and select few alternatives for development Primary questions Purpose place
sequence
What is actually done? Why is the activity necessary?
Eliminate unnecessary
Where is it being done? Why is it done at that
Combine wherever possible
particular place?
operation
parts of the job. or rearrange sequence of
When is it done? Why is it done at that particular time?
means
How is it being done? Why is it done in that
Simplify the operation
particular way? Secondary question are asked in the same manner at above with suitable changes/modification to determine the possible alternatives of place, sequence, persons and/or means- in order to improve the existing method. Final questions deals similarly with the alternative ways of doing the work obtained from secondary questions. Develop the most practical, economical and effective method considering all the circumstances. Define the new method Install the new method as standard practice Maintain the standard practice by regular /routine checks. 1.3.6. Develop the improved method Practically reviews the new method to test its viability in the change circumstances. Method study will provide the maximum benefit when it is conducted at the planning stage itself i.e. before the plant or machinery is installed. I.4.
Motion study.
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Work study and job description for garment industry supervisors Method study was explained in detail which deals with large operation. In contrast to this micro motion study deals with the operations of the following nature. The
Operation short in cycle. Highly repetitive( thousands of time in short duration ) Involve quick hand motion. best examples of operation suited for micro motion study in garment industry
is; sewing, it is carried out manually, greatly depending on man power. This means that difference in motion level of operators will directly affect the time value. During manual work the human movements’ divides in to the following elements Search Search begins when the eye or hands begins to hunt for the object, and ends when the desired object has been located Select Select refers to the choice of an object from several.
Grasp It refers hold of an object closing the fingers around it preparatory to picking it up. Grasp begins when the hand or fingers first make with the object, and ends when the hand has obtained control of it. Transport load It refers to letting go off the object and it begins when the object starts to leave the hand and ends when the object has been completely separated from the hand or fingers. Position Put the object in the appropriate place. Assemble Put together/ combine the respective objects TEXTILE AND APPAREL INDUSTRY INSTITUTE PROJECT (TAI)
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Work study and job description for garment industry supervisors Disassemble Separate the objects which are assembled before Inspect Check the quality of the object as per the specification. Release load It refers to lifting of an object. It begins when the object starts to leave the hand and ends when the object has been completely separated from hand or fingers. Transport empty It refers to moving the empty hand in reaching for an object. It is assumed that the hand moves without resistance to wards or away from the object. Avoidable delay It is the time consumed by the worker due to his/her carelessness and other factors. Unavoidable delay It is the ideal time which is caused due to the nature of work itself Each and every human activity should be analyzed according to the above elements
1.4.1. Principles of motion economy A worker while carrying out a task uses a number of motions or movements of body parts. A careful examination of these motions may bring out the following:
Unnecessary movements A certain motions can be combined/ modified by changing their sequence Certain motion can be simplified by changing the work place lay out. Certain motions can be carried out more efficiently by other parts of the body. The study of an operation in of individual motion of worker
performing the operation is known as motion analysis. Fatigue can be reduced by following the principle of motion economy.
Motion economy and fatigue reduction can be grouped under three categories. TEXTILE AND APPAREL INDUSTRY INSTITUTE PROJECT (TAI)
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Work study and job description for garment industry supervisors Use of human body. Arrangement of work place. Design of tools and equipments. 1.4.1.1. Use of human body The two hands should being and complete their movements at the same time. The two hands should not be idle at the same time except during period of rest Motion of the arms should be symmetrical and opposite directions and should be made simultaneously. Hand and body motions should be made at the lost classification at which it is possible to do the work satisfactorily. General classifications of hand motions are as follows:- Finger motions (lowest level) - Finger+ wrist - Finger +wrist +forearm - Finger +wrist +forearm +upper arm - Finger +wrist +forearm +upper arm +shoulder (highest level) Smooth continuous motions of the hands are preferable to zigzag motions or straight line motions involving sudden and sharp changes in direction. Rhythm is essential to the automatic performance of repetitive operations. The work should be arranged to permit easy and natural rhythm whenever possible. Work should be arranged so that eye movements are confined to comfortable without the need for frequent changes of focus.
1.4.1.2. Arrangement of work place. Definite and fixed places should be provided for all tools and materials for habit formation. Tools and materials should be repositioned to reduce searching. TEXTILE AND APPAREL INDUSTRY INSTITUTE PROJECT (TAI)
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Work study and job description for garment industry supervisors Gravity feed bins and containers should be used to deliver the materials and as close to the point of use as possible. Tools, materials and controls should be located within the maximum working area and as near to the worker as possible to allow hand motions of lower classification and eye movements without frequent change of focus. Materials and tools should be arranged to permit the best sequence of motions. Drop deliveries of or ejectors should be used whenever possible so that the worker does not have to use his hands to dispose of the finished work. Provision should be made for adequate lighting and a chair of the type and height to permit good posture. The height of the work place and seat should be arranged to allow alternative sitting and standing. The color of the work place should contrast with that of the work to reduce eye fatigue. 1.4.1.3. Design of tools and equipments The hand should be relived of the work of holding the work piece by suitable devices, like ing materials. Two or more tools should be combined where ever possible
1.4.2 Consideration of allowance (idle) in time study
Personal allowance Personal need Fatigue allowance Delay allowance Material defect Power interruption.
1.5. Time study and work measurement Time study is defined as a work measurement techniques designed to establish the time for a qualified worker to carry out specified elements under specified conditions TEXTILE AND APPAREL INDUSTRY INSTITUTE PROJECT (TAI)
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Work study and job description for garment industry supervisors at a defined rate of working recoded by direct observations of the times, using time measuring device and the rating for individual elements. The method used for timing will depend on the volume and frequency of the task, the cycle time of the operation and the cost of timing; stopwatch should be used to measure each element. The study requires splitting up of a job into a number of parts to know how long it takes each of the different workers engaged there to perform it. This will help not only in fixing responsibility in respect of each part of the job, but also in determining standard timing for different parts of the job. The processing time exists simply because the process requires tasks and motion. To put it in a different way, the working method and the number of work component s are closely related to the net processing time. The time study begins by measuring the number of seconds required to ‘’lift, sew and place’’ something .it then proceeds to making improvements based on the time values, and ends by defining the differences in the time values caused by the individual differences of the worker,
Purpose of time study To understand the production capacity of the factory ,to draw up plans for an appropriate target output ,suitable range of divided labor and optimum production (scheduling ,personnel planning or equipment planning ) To investigate the level of individual skill. To determine the time value for each work component under the motion study, which improvements and standardization. For use as a standard in evaluating the operations. To obtain an evaluation standard for order receiving planning, using the time study as the basis of the cost estimate and control. For use as the basis for determining the unit cost of manufacture and the wage rate. For use as the basis for introducing a production control system. Purpose of work measurement Evaluate a worker performance
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Work study and job description for garment industry supervisors This is done by comparing actual output over a given period of time with the standard output determined by work measurement. Plan workforce needs For any given level of output, work measurement can be used to determine how much labor input is required. Determine price or cost of a product Labor standards, obtained through work measurement, are ingredient of a costing or pricing system. In most organizations, the successful pricing of products is crucial for survival. This activity, in turn, rests on work measurement whenever cost is a basis of pricing. To determine available capacity For a given of level of work force, and equipment availability, work measurement standards can be used to project available capacity. Compare work method. When different methods for a job are being considered, work measurement can provide the bases for economic comparison of the methods Facilitate operations scheduling One of the data inputs to all scheduling systems is time estimate for work activities. These time estimates are derived from work measurement. Establish wage incentives Under wage incentives, workers receive more pay for more output. Underlying this incentive plan is a time standard which defines 100% output.
1.5.1. SAM (standard allowable minutes) calculation using stop watch)
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Work study and job description for garment industry supervisors This is the type of study that develop a standard through observation and analysis of a task using stop watch. To calculate the SAM, we can use either of following methods- follow the Bin Ran or GSD(General Sewing Data ) for the predetermined standards. Or prepare 10 garments with the help of expert operators. While them preparing the garments, chick time using stop watch each operations. While doing this method, initial two to three garments need to do to practice the operations. From fourth garment onwards need to check the timing for each operation. Calculate the average time taken for each operation as the SAM for that particular operation. The equipment needed for SAM study can be:1. Stop watch / electronic timer 2. Motion picture camera 3. Electronic data collector and computer In sewing section the SAM value includes the following operations A. Pick up and position. B. Sew C. Reposition D. Cut thread E. Dispose Example: - Shirt collar attaching operation Time consumed: - Reading1= a Average time
( T av )
Normal time
(T n)
Reading 3=c
(a+ b+c ) 3
=
Standard time (SAM) =
Reading 2=b
=
T av
Tnx
x efficiency total allowance
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Work study and job description for garment industry supervisors The efficiency factor is calculated from the performance and target achieved by the operator, from skill data and the nature of style features and fabric quality. Total allowance time is the time consumed by the operators during their working hours. This may vary from 4 -7%
Production per hour=60/SAM Machine SAM It is the sum of SAM values of all the operators in that particular style Manual SAM It is the sum of SAM values of operations being done by helpers Total SAM It is the sum of SAM values of both machine SAM and manual SAM
PRODUCTIVITY It is nothing but it is simply the ratio of output to the input i.e. Productivity/shift=60x8/machine SAM Higher productivity implies that more output is achieved with the same input or the same output is achieved with less input. Operation bulletin sheet for jacket
Front S. No
Oper. Code
Operation
Back M/C
SAM
Attachment
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Oper. reqd.
Oper. allotted
Prodn. Per Page 12
Work study and job description for garment industry supervisors
Hour
1
2
3
4
5
6
7
S.No
8
01
Run stitch neckband
SNL S
0.68
-----
0.78
1
88
02
Trim, &Turn neckband
manu al
0.37
------
0 .42
1
164
03
Press neckband for attach
Flat bed press
0.40
-----
0.46
1
149.78
04
Mark and re cut neckband for attach
manu al
0.52
-----
0.60
1
114.83
05
Crease and mark pleats on front pnlx3
Flat bed press
0.68
--------
0.78
1
88.33
06
Sew pleats on front pnlx3
Norm al UBT SNL S
0.96
-------
1.10
1
62.64
07
Mark front side pnl for welt pkt attach
manu al
0.62
---------
0.71
1
97.0
Oper. Code
08
Operation
M/C
Attach pkt bone and pkt bag at front
Auto welt m/c
SAM
Attachmen t
Oper. reqd.
oper Allotted
Compensa te with Operator No.3
Prodn . Per Hour
0.64 -----
TEXTILE AND APPAREL INDUSTRY INSTITUTE PROJECT (TAI)
0.74
1
93.1
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Remark
Work study and job description for garment industry supervisors
09
Turn and tack pkt bone vertically at corners
SNLS
0.84
------
0.97
1
71.0
10
010
Edge stitch on pkt mouth
SNLS
0.68
------
0.78
1
88.33
11
011
Close pkt bag
SNLS
0.84
0.97
1
71.0
012
Bind pkt bag all around
SNLS
0.60
binder
0.69
1
99.5
013
Bind pkt bag at vertical side
SNLS
0.36
binder
0.41
1
168.0
014
Finish binding at corners SNLS
0.76
------
0.87
1
79.20
015
Top stitch on pocket mouth
SNLS
0.86
---
0.99
1
69.6
016
Attach yoke with front side pnls
SNLS
0.48
-------
0.55
1
125
017
Bind front yoke and front side
SNLS
0.31
Binder
0.36
1
191.4
018
Top stitch on front yoke and front side
DNLS
0.36
-----
0.41
1
168.0
019
Attach front with front side
DNLS
0.68
binder
0.78
1
88.3
020
Top stitch on front pnl and front side pnl
DNLS
0.62
-----
0.71
1
97.0
021
Tack pkt bag at front pnl and front side pnl
SNLS
0.28
-----
0.32
1
215.3
022
Attach front and back yoke at shoulder
SNLS
0.56
------
0.64
1
107.6
9
12 13 14
15 16
17
18
19
20
21
22
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Work study and job description for garment industry supervisors
S.No
23
24
25
Oper. Code
SAM
Attachmen t
Oper. reqd.
oper Allotted
Prodn . Per Hour
Operation
M/C
023
Turn and top stitch on shoulder
DNLS
0.32
-----
0.37
1
186.2
024
Stitch on back yoke all round
SNLS
0.33
-----
0.38
1
181.3
025
Crease and mark back pnl for pleats x10
Flat bed press
0.80
----
0.92
1
74.9
026
Sew pleats on back pnlx10
SNLS
1.90
----
2.18
2
63.2
027
Attach back shoulder pnl with back pnl
SNLS
0.46
----
0.53
1
130
028
Bind back shoulder pnl with back pnl
SNLS
0.31
Binder
0.36
1
191.4
029
Top stitch on shoulder pnl and back pnl jt
DNLS
0.35
-----
0.40
1
172.2
030
Close sleeve with the body
DNLS
0.72
28mm binder
0.83
1
83.0
31
031
Crease and mark sleeve cuff for attach
Flat bed press
0.78
----
0.90
1
76.6
32
032
Close cuff
SNLS
0.30
-----
0.34
1
202.6
033
Attach under cuff at sleeve opening
034
26
27
28
29 30
33 34 35
035
SNLS
1.08
-----
1.24
1
55.6
Press at sleeve opening
Flat bed press
0.66
-----
0.76
1
90.6
Close under cuff
DNLS
-----
0.78
1
88.3
0.68
at sleeve opening TEXTILE AND APPAREL INDUSTRY INSTITUTE PROJECT (TAI)
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Remark
Compensa te with Operator No.21
Compensa te with Operator No.32
Work study and job description for garment industry supervisors 36
036
Attach front and
SNLS
0.88
----
1.01
1
68.2 Compensa te with Operator No.34
back pnls at shoulder all around
S.No
37
Oper. Code
037
Operation
Bind front and
M/C
SNLS
SAM
0.60
back pnls at
Attachmen t
28mm
Oper. reqd.
0.69
oper Allotted
1
Prodn . Per Hour
99.8
Remark
binder
shoulder all 38
038
around Press at front
Flat bed
and back
press
0.64
---
0.74
1
93.1
DNLS
0.72
----
0.83
1
83.0
DNLS
0.68
28mm
0.78
1
88.3
0.90
binder 28mm
1.03
1
66.9
1.68
1
41.0
shoulder all around 39
039
Top stitch on front and back at shoulder all
40 41
040
around Sew side seam
041
with binding Bind at center
SNLS
front and bottom
binder
all around 42
042
Top stitch on
DNLS
1.46
----
Compens ate with Operator No.44
center front and bottom all around 43
043
Attach neck
SNLS
0.86
----
0.99
1
69.6
SNLS
0.32
28mm
0.37
1
186.2
band at neck line 44
044
Bind neck band with body
Compens ate with Operator No.37
binder
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Work study and job description for garment industry supervisors 45
045
Press at neckline
Flat bed
0.30
----
0.45
1
153.1
0.72
----
0.83
1
83.0
----
0.74
1
93.1
Attachme nt ------
Oper. Reqd. 1.06
Oper. Allotted 1
press 46
046
Top stitch on
DNLS
neck line 47
047
Attach sleeve at arm hole
S.No. 48
Oper. Code 048
Operation O/L sleeve at
Auto welt m/c
M/C 3T O/L
0.64
SAM 0.92
Prod. Per Hour
65.0
armhole 49 50
51
049
Press at arm
050
hole Bar tack at front
051
Auto welt m/c
0.64
----
0.74
1
93.1
0.64
------
0.74
1
93.1
and back pnls on
Auto welt m/c
pleats(6+20) Mark and attach
Manual
------
1.24
1
55.6
1.08
Remark
Compensa te with Operator No.45
Compensa te with
buttons on
Operator
frontx3
No.49&50
Note: SAM (standard allowable minute) =SMV (standard minute value) =NPT (net production time) Summery Buyer=ABC Style=Adult shirt.
Type of M/c
Style desc.=Shirt SBT≠07
Order quantity=1800pcs
Order No=230806 Required Quantity
SNLS
24
DNLS
11
3-th O/L
1
SAM 15.39 6.95
Type of Attachment
Required quantity Status
Binder
7
7
Binder
3
3
0.92
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Work study and job description for garment industry supervisors
Auto welt m/c
1
Sleeve setter m/c
1
0.64 1.42
Round buck press
1
0.46
Bar tack m/c
1
2.08
40
27.86
Total Flat bed press table and manual Grand Total
6.85 Productivity/oper/day=13.78
11 51
34.71
Target/day=551.33
Productivity=480/ machine SAM (480/27.86)=17.22 At 80% efficiency=17.22 x0.8=13.78 Target per day=productivity x No of machines I.e. 13.78 x40=551.33 Target per Hr=target per day/8 i.e. 551.33/8=68.9 1.6. Garment process layout Lay out addresses various problems in the entire production processes in the factory ranging from the acceptance of materials to the delivery of finished products. The layout is considered mainly in the three different phases, such as the Selection of a site for the factory Layout of plant Layout of machinery This section introduces the planning of layout with particular emphasis on the layout of sewing machines for a production system introduced. The way in which machinery, equipment and material are arranged in a working area determines the TEXTILE AND APPAREL INDUSTRY INSTITUTE PROJECT (TAI)
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Work study and job description for garment industry supervisors layout in that area. Even if the initial layout was well thought out, examination of the utilization of space is very important because of various factors, among them the following. New equipment or machinery or a different shape and size of materials are introduced. Materials handling equipment that has different space requirements from the original equipment is acquired. Moves are made by the management towards advanced technologies such as the use of robotics, automation, computer networking or flexible manufacturing systems. To rethink a layout, one has to start by distinguishing among for basic types. Layout by fixed position – This arrangement is used when the material to process does not travel around the plant but stays in one place: all the necessary equipment and machinery are brought to it instead; typical examples are shipbuilding or aircraft construction. Layout by process or function – here all operations of the same nature are grouped together for example in the garment industry all the cutting of material is carried out in one area, all the sewing in another and all the finishing in the third and so on Layout by product or line layout- which sometimes popularly referred to as “mass production”. In this layout all the necessary machinery and equipment needed to make a given product are set out in the same area and in the sequence of the manufacturing process. Typical examples are soft drink bottling, car assembly operations. Group layout- in an effort to increase job satisfaction, recently several enterprises have arranged their operations in a new way, with a group of workers working together on a given product or on a part of a product having at hand all the machinery and equipment needed to complete their work. In such cases the workers distribute the work among them and usually interchange jobs.
1.6.1. The Development of a Layout (sewing) From the production planning and delivery schedule one can determine the amount of machinery and equipment that will be needed in the present and the future. The space requirement for each item of machinery is then calculated. About 17% of the TEXTILE AND APPAREL INDUSTRY INSTITUTE PROJECT (TAI)
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Work study and job description for garment industry supervisors total space taken up by the machinery should be added in a single storey building to for ages, and lifts. A calculation is then made for the space needed for storing work in progress and various other storage points. Steps to develop the lay out are: Breakdown the list of operations in the product that we need to set up (operation bulletin). Allocate SAM, SMV or NPT (net processing time) for each operation. To calculate the SAM, we can use either of following methods- follow the Bin Ran or GSD(General Sewing Data ) for the predetermined standards. Or prepare 10 garments with the help of expert operators. While them preparing the garments, check time using stop watch each operations. While doing this method, initial two to three garments need to do to practice the operations. From fourth garment onwards need to check the timing for each operation and perform the following activities.
Calculate the average time taken for each operation as the SAM for that
particular operation. List down the required type and number of machineries, folders and
attachments along with the operations. Calculate the number of machines required per operation based on the output
required per day and SAM per operation. Prepare the flow chart according the sequence of operations. This can be done another way, prepare the parts in one section and the assembly in other
sections of the same line. Allocate the operators to each operation according to their capability of doing
those operations. Arrange the machines in the lines according to the sequence of operations mentioned in the layout. While arranging the sewing machines:1. The sewing machines need to consider the easiness of handling of materials to the operators. If necessary, machineries can be arranged
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Work study and job description for garment industry supervisors
2.
3.
4.
5. 6.
7.
8.
9. 10.
Face to face Side by side Back to back so that it makes easy to handle the materials. The important thing that we need to is, the layout should be arranged in such a way that, helper’s usage for carrying the bundles, marking etc. should be avoided/ minimized. Fix up SOP (Standard Operating Procedure) for all operations in a chart. Which explains about the operation to be done, machine, needle, threads to be used, etc? While the line is setting up with the new style by the supervisor /line in charge, observe carefully, whether required instructions are ed to the operator and confirm whether she / he understands the operation completely. Once the line is set, check whether all the operators are doing according to their pre determined SAM or not. If not, check why? check the sewing and handling methods he /she is following, check whether the machine is giving any trouble, etc. find out the reason and resolve the problem with the help of concerned department like maintenance or production. Make sure each work station have enough WIP (Working Instruction Procedure) for the work. Alert the supervisor if there are bottlenecks in the line. Make thought process about the simplification of the operations so that the productivity and quality could improve. And the cost per garment could reduce. Collect the details of production from the production clerks, calculate the performance and efficiency of the operators and the lines. Display boards for the lines’ efficiency reports at the end of the lines need to be place.
1.6.2. Layout of sewing machines
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Work study and job description for garment industry supervisors Controller often thinks that layout changing is the most important point in improvement. The layout should be taken, however, as only a “tangible form of various improvement plans.” In fact the “layout changing” may directly increase productivity or the number of pieces produced, or enhances the space efficiency. 1.6.3. Purpose of layout If the flow production system is put into practice before fully investigating the layout, productivity will drop, as a matter of course, because of a loss in transfer. Inadequate layout will increase allowance work not only in transfer but also in movement of workers, arrangement of products and prearrangement of work. In addition, improper work arrangement caused by the layout will generate waste in “pick and place” movement resulting in the flow production that lacks in the line compulsiveness (the force of carrying out production both smoothly and regularly). This means that the purpose of layout is to realize the” aim of system” for which the production system is planned in the actual production site based on the layout of equipment or other conditions In addition, the following principles of layout shall be fully considered. Principles of layout
The distance by which the goods (products) move shall be minimized. The distance by which the workers move shall be minimized. The distance by which the information is distributed shall be minimized Workability shall be fully considered. Machines shall be laid out so that the progress of work can be visually checked at a quick look. (Machines shall be laid out in an orderly fashion.) The layout of machines shall be flexible to accept a slight change
1.6.4. Layout procedure The basic layout procedure in the flow production system is as described below. In this case, TEXTILE AND APPAREL INDUSTRY INSTITUTE PROJECT (TAI)
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Work study and job description for garment industry supervisors 1. lot-by-lot production will be performed in the parts (attachments) processes, 2. Piece-by- piece production will be performed in the assembly (main flow) processes, and layout changing will be carried out centering the assembly processes when changing the product number to a new one. 3. Preparation of a reduced drawing of the factory Make a 1/50 or 1/100 scale layout plot. It is helpful to use a copy of an architectural plan. 4. Make models of the machinery and equipment.
How to investigate the actual layout Check the actual layout following the procedure similar to the layout plan. A Prepare a reduced drawing of the factory. Models of machinery and equipment. Enter facilities, machines and equipment that cannot be moved. B Prepare process analysis charts for the products that are being produced in the factory. (Enter the process numbers.) C Attach numbers to the operators assigned. D Locate the models of machines and equipment on the plot according to the actual layout. E Enter the operator numbers and process numbers on the models of machines and equipment according to the actual process organization (process allotment). F Enter lines representing the product flow and movement of workers. G Check the actual layout for problems.
5. Checking the layout 5.1. Whether there is any reverse flow or cross flow of products 5.2. Whether there is any overlapping flow of products 5.3. Whether the transfer distance (path load) is too long TEXTILE AND APPAREL INDUSTRY INSTITUTE PROJECT (TAI)
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Work study and job description for garment industry supervisors 5.4. Whether the number of storage shelves is appropriate 5.5. Whether the locations of the storage shelves are appropriate 5.6. Whether the space is clearly separated for each process 5.7. Whether the workshop space is effectively used 5.8. Whether there are enough corridors 6. Basic layout of sewing machines and equipment Layout of machines differs in arrangement and the number of unit to be installed according to the systematic factors such as production system and process organization. In this section various patterns of layout of sewing machines based on the existing case examples of their layouts are investigated Kinds of layout of sewing machines are broadly divided into three patterns, i.e. Layout by model. Layout by group and Layout by process
Layout by model
Lockstitch machine
Over lock special machines
Iron Lockstitch special purpose
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Work study and job description for garment industry supervisors
Example of layout of sewing machine by mode
In the layout of machines by model as illustrated above, the machines or equipment is rarely moved at the time of product type changing. In this point, the layout by model is a layout pattern that matches the flexible production system where May different kinds of products are manufactured in small lots. The layout pattern, however, does not match the sewing product manufacturing since it causes increase in distance of transfer and movement, reduction in line balance efficiency or difficulty in progress control, thereby resulting in significant loss of production. Therefore, the layout by model is only applicable to a certain product type or the sewing of samples. (This layout pattern is, however, usually used for manufacturing knitwear.)
Layout by group This is the layout pattern for arranging machines required by a group consisting of several workers. The machines are laid out corresponding to the basic design of products. They are not moved unless any significant problem exists. This pattern of layout is consequently used for the lot production system. (This layout pattern is usually used in parts processes or attachments processes.)
Layout by process This is the layout pattern for arranging machine according to the normal processing order of products. In the case where the work allotment is not done following the TEXTILE AND APPAREL INDUSTRY INSTITUTE PROJECT (TAI)
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Work study and job description for garment industry supervisors order of processes, workers may have to move a lot. Some of the machines will be required to be moved at the time of product type changing. However, this pattern of layout of machine facilitates the progress control and allows the line compulsiveness to work. (This layout pattern is usually used in assembly processes since flow control is important. The following arrangement of machines is the basic one of the layout by process. 1. Forward flow
Direction of flow 2. Lateral flow
Direction of flow 3. Unit
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Work study and job description for garment industry supervisors
Direction of flow. These three different basic arrangement patterns are combined to make a layout. Combined type layout such as “forward flow and lateral flow” or “forward flow and unit” may be employed. Arrangement of machines laying importance on rationalization of transfer and pick-and –place for products with single product number is the basis of the layout by process. Flexibility to adapt to product number changing is also required. There are applied methods of the layout by process such as the forward flow (synchro system), lateral flow (U-shape layout) and unit system, in addition to the above mentioned layouts we have I- system, L- system and S- system layout. Calculate the required floor space for the total number of equipment. Example :
Required floor per 1 sewing equipment -------------about 6m2 =A Total Number of sewing equipment------------------187=B Required floor space per 1 finishing equipment-----about 10m2=C Total number of finishing equipment ---------------20 =D Required floor space=AXB+CXD Required floor space = 6X187+10X20 =1,322m 2
1.7. Target setting Targets Are priorities or special tasks which need to be achieved in addition to the routine work. Are specifically to an individual May be intended to
Improve performance Reduce a drop in performance Develop a trainee to the required level
Targets are about short term shift in performance; whereas Standards are continuing benchmark. TEXTILE AND APPAREL INDUSTRY INSTITUTE PROJECT (TAI)
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Work study and job description for garment industry supervisors Why set targets? Targets are set to
Get results Improve people’s performance Develop skills, ability and knowledge Provide a challenge and sense of achievement.
Target setting helps to answer the questions like: How am I doing? Where do I go from here? How do I get there? How targets are set?
How many? How precise? For what period? How difficult? How to monitor? Walking on the job One to one meetings Records.
Target calculation The total target for the whole day, means 8 working hours is calculated as: Target =productivity x No of machines Similarly, target per hour= (total target)/8 No. of operators required The number of operators required for a particular operation is calculated as: Number of operators=total target/ (60x8/operation SAM)
TEXTILE AND APPAREL INDUSTRY INSTITUTE PROJECT (TAI)
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Work study and job description for garment industry supervisors Number of days required to complete a style = order quantity / (productivity x number of machine per line x number of lines). Daily Lines targets need to be calculated in respect to the number of operators being used according to SAM of garment. There are 2 ways to calculate the line target. The formulae are as follows:SAM = standard allowable minutes (time allowed through general sewing data GSD analysis for a complete garment) in 480 Mints. For any garment industry Daily Lines Targets = available working mints/ SAM Available Working Mins= No. of operators x Total Working Mins. Example:Number of operators present for line1=20 SAM for the garment = 7.53 Working mins = 60x8=480 Therefore, Available working mins = 20x480 = 9600 Daily lines targets = 9600/7.53 = 1274.9
Target Setting in case of operators’ absence If after replacement of operators we come to have a line which is incomplete that is we don’t have any operators on a certain operation. So to calculate the target we should add the SAM of the operation from the Total SAM. Example:Considering the same example of above, but in this case operation hem bottom is not being done & the SAM = 0.43. Operators available = 19. The target of line should be as so,
TEXTILE AND APPAREL INDUSTRY INSTITUTE PROJECT (TAI)
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Work study and job description for garment industry supervisors Daily Lines Targets =
Available working mints/Total SAM+SAM of bottom hem =
9600/ (7.53+0.43) = 1206.03
How to calculate the number of machine The number of machines necessary for daily production quantity in each processes can be calculated as follows. The number of m/c necessary for each process = Time required for each process x production quantity / Working time per day Example 1; for Dart sewing
SAM=0.76 Working Time per shift= 480mins. Production Quantity per/shift=400pcs.
The Number of m/cs necessary for sewing Dart = 0.76minx400pcs/480 = 0.63=1m/cs
I.8.
Line balancing
Production line balancing is the allocation of the work to be done to the people available to it. TEXTILE AND APPAREL INDUSTRY INSTITUTE PROJECT (TAI)
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Daily
Work study and job description for garment industry supervisors
It is asg the number of operators or machines to each operation of an assembly line so as to meet the required production rate with the minimum of ideal time. The process of aligning operations within a specific production line, that minimizes fluctuations in production levels and operation downtime, improve the output of assembly line.
The purpose of line balancing To ensure a steady flow of work through the production line. To reduce the material handling time and manufacturing costs. To make the best use of space. To improve the working environment. Steps for line balancing
Calculation of the labor requirement With good work measurement records the work content of a new garment can be calculated. The number of people required will depend up on the probable efficiency of the line selected and the percentage of the time that they are at work and doing their own specialist jobs. The garment is split into different operations, in the interest of greater specialization and assigns a standard time for each operation and special work aids and attachments should also be mentioned on it Theoretical operation balance The elements are grouped together, to match the number of people selected, in the calculation of labor requirements. No allowance is made. Balance control After the line is balanced it should be revised to assure the smooth flow of the process. If there is any misbalance between each operation correction action can be done by identifying the problem.
Limitations of work study The application of work study has, even today, a number of limitations which might be called its weak points and which certainly provide food for thought on several counts.
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Work study and job description for garment industry supervisors
The contrast between the highly technical and mechanical character of the concepts on which work study is based and the psychological and sociological traits of the groups and individuals affected by work study
The inevitably subjective nature of certain aspects of work study, especially the assessment of working pace. These points should always be kept in mind when the results are used in practice to fix work standards and, whenever possible, the work standards calculated should be cross checked by production studies taken under actual operating conditions before the work standards are finalized. Such considerations should especially influence the calculation of payment results, which is often based on an estimate of the optimum rate of work and the difference between this and the normal rate, since the size of the productivity bonus awarded to a worker who achieves the optimum rate will depend on this difference.
The questions of fixing and maintaining the workload. The first problem that arises here is the maximum workload. If, as often happens, the actual workload is fixed by collective bargaining at somewhere between 80 and 90 per cent of the operative’s time on the job, the question arises whether a more scientific procedure can be used to determine this limit, bearing in mind the nature of the job and the circumstances in which it has to be performed.
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Work study and job description for garment industry supervisors
2. JOB DISCRPITION 2.1. Objective To identify the job so as to enable the worker to obtain a clear understanding of the work performed and the attributes desirable in the person working on the job. When properly prepared, job descriptions are of considerable value to management in a variety of ways in addition to their use in evaluating jobs. Some of the circumstances in which they may be useful are listed below: 1.
Hiring new employees
2.
Transferring employees
3.
Preparing a promotional schedule
4.
Establishing a training program
5.
Preventing accidents
6.
The work of the plant physician
7.
Cost estimating
8.
Budgetary control
9.
Time keeping and pay-roll activities
10. Organizing a psychological testing program 11. Installing a wage incentive scheme
2.2. included in job description
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Work study and job description for garment industry supervisors These Six items of information listed below are basic and necessary for any consideration of the job and should be included in every job description. 1. Job Title: It is desirable that the job title be short, definitive, and suggestive of the nature of the job. 2. Summary of the Job: A short paragraph briefly summarizing the task performed by the employee is helpful for subsequent convenient identification of the job. 3. Work Performed: Each specific task performed should be written out and an estimate percentage of the time that is devoted to the performance of each task. This is the most important phase of the job description and should be carefully prepared.
4. Tools, Equipment, and Materials: The tools, equipment, and materials used in the performance of the job should be included in the job description. 5. Physical Surroundings: The working conditions, hazards, and other characteristics of the physical surroundings within the working area should be described to aid to subsequent interpretation of the job description. 6. Employee Attributes: Employee attributes required by the job such as education and experience, should be indicated. 2.3. How is job description prepared?
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Work study and job description for garment industry supervisors The information necessary for the preparation of the job description can be secured in one or more of the following ways: 1.
By observation of the job as performed
2.
By discussion with the supervisor of the job 3. By requesting the supervisor of the job to fill in a questionnaire describing the job.
4.
By discussion with one or more of the employees working on the job.
5.
By requesting one or more of the employees working on the job to fill in
questionnaires describing the job. The technique of questionnaires is recommended only in the case of those rare technical Jobs (usually salaried) where the Job Content is not completely known to the supervisor or the operation is too complex to observe or the Job is actually what the employee makes it. Job descriptions may well be prepared out in the shop. Every job should be described as it exists and as it is currently performed. Changes in procedure that might be made or are planned should never be included in a job description until they take place. One of the most difficult phases of preparing job descriptions lies in the breaking down of on existing job into two or more jobs. The most common difficulty encountered in the preparation of job description is the omission of relevant information.
Because of ignorance, laziness, or a mistaken
desire to economize in of time, job descriptions may be incompletely prepared. Actually, this is worse than not preparing them at all. Furthermore, as grievances arise subsequently concerning the correctness of any given evaluation, a serious problem will arise if management cannot prove that the job was evaluated on the basis of its actual content. On the other hand, occasionally job descriptions are found
TEXTILE AND APPAREL INDUSTRY INSTITUTE PROJECT (TAI)
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Work study and job description for garment industry supervisors which contain entirely too much minute’s detail. The best job descriptions are clear, concise, and complete and present the entire job’s distinguishing characteristics. 2.4. Checking the job description and Securing approvals After the job descriptions have been completed, they should be carefully reviewed to assure. (1) That there has been no involuntary duplication and (2) That all jobs that should be evaluated have been described. This can best be done by ing for the job or jobs performed by each individual on the pay roll with the supervisors concerned. 2.5. Job evaluation Job evaluation is an analytical method of appraising the worth and value of each job in relation to other jobs and hence it is used to determine the pay package for the job. Jobs are evaluated taking into consideration the duties & responsibilities, physical and mental efforts needed, working conditions and other critical factors. The purpose is to determine the relative worth of the jobs and to design a fair and equitable salary structure. It helps in identifying the jobs, which should be paid more than others. Job evaluation involves analyzing the jobs and preparing specifications i.e. Job description, rating each job in accordance with a predetermined method of rating and pricing of the job, i.e. arranging the each job in proper pay grade. This evaluation and rating is done is done by any one of the following four methods: Job ranking, job classifications, point rating and factor comparison. To understand the concept of job evaluation, let us consider an example In garment industry there are various categories of workers. Some of the categories may be
Spreader Cutter Pattern maker
TEXTILE AND APPAREL INDUSTRY INSTITUTE PROJECT (TAI)
Sewer Finisher Packing operator
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For each workers the skills required and the quantity of the work to be done
etc, are different. For instance a sewing operator needs a certain level of mental development, flexibility of body and fingers and physical fitness; whereas, a sweeper job requires very simple skills. When there are large number of workers, fixing the hierarchy needs a careful
consideration of all the relevant factors. The process of arriving at a meaning full hierarchical system for various jobs by the consideration of all the relevant facts of the jobs is called job evaluation. In job evaluation, the jobs and not the person caring out the job is evaluated.
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