Line Balancing and Bottleneck in Garment Production Line

Last Updated on 20/12/2020

Line Balancing and Bottleneck in Garment Production Line

Joyankar Mojumder
Executive-IE
DEPZ, Savar, Dhaka.
Email: mozumderjoy@yahoo.com

Line balancing:
Line balancing means the better allocation of the necessary tasks between the operators, which reduces waiting time.

For line balancing in garment production line we have to know some data and some calculating information those are as follows:

1. How many operators.
2. Operation.
3. SMV.
4. Performance.
5. Potential production / hour.
6. Hours to achieve target.
7. Capacity.
8. Target.

………………………………………………… 60
Potential production / hour: —————- x Wanted efficiency
………………………………………………   SMV

……………………………………………….Target/Week
Hours to achieve target: ———————————-
………………………………………….Potential Production

If SMV = 1.22
Performance = 80%
Target / Week = 2655

………………………………………………………………60
Then, Potential Production / Hour = ———– X 80% = 39 pieces/hour
……………………………………………………………..1.22

We know the target/week = 2655 pieces

……………………………………………2655
Hours to achieve target = ———— = 68 hrs
……………………………………………..39

So Capacity is 60-68 = -8 hrs.

The upper narrow portion of a bottle is called neck (opening side) and it is an obstruction to go to the way from large portion of a bottle through narrow portion of a neck. It is a metaphorical scene of obstruction of production sector. Garment sector is a production sector and the bottleneck used here as obstruction of normal production. In a brief the bottleneck means lost production and lost profit i.e. the lowest capacity of production.

Bottleneck in the garment production line:
The lowest output point in the production line is called bottleneck. That is bottleneck area, where supply gathered and production goes under capacity.

Why arises bottleneck?
There are so many reasons to arise a bottleneck in the production line and it is described below.

A) Bottleneck before input in line:

• If issue is not supplied in time from M.C.D and sub store.
• If issue comes delay.
• Issues serial number mistake.
• Bundling mistake.
• Wrong issue supply.
• Pattern problem etc.

B) Bottleneck in line:

• Worker selection wrong.
• Wrong works flow / sequence of works.
• Non-balance allocation of elements.
• Works negligence by workers.
• Workers absenteeism.
• Machine disturbances / out of order.
• Lack of supply.
• Non-serial supplies forward from workers.
• Quality problem.
• If anybody becomes sick.

Diagnostic character of bottleneck:

1. By checking counter machine: After specific period (time to time) by checking counter machine it is easy to find out the bottleneck which counter is shown poor / lowest production.

2. By observing serial number of supplied issue: After checking some operators if it is found that someone is sewing / working lowest serial number of issue and it not reasonable difference with others it is defined bottleneck.

3. By observing gathered supply: Those areas are bottleneck areas where pile of supply is observed.

4. By performing cycle check: By performing cycle check we can realize bottleneck from different of time. We can realize bottleneck at a glance by making graph and it is a best and scientific way to find out the real bottleneck.

Way of reducing bottle neck:

1. To arrange pre-production meeting in time.
2. To prepare layout sheet before input in the line.
3. To check fabrics and accessories before issuing in the line.
4. To submit the layout sheet to maintenance section minimum 2-3 days before for better preparation.
5. To check pattern before supply in the line.
6. To reduce excess works from workers.
7. To select right workers for right works.
8. To keep supply available in time.
9. To maintain serial number.
10. Reject garments should not forward.
11. Supply should be forwarded after checking.
12. To alert when bundling (maintain serial number)
13. By improving method.
14. By improving workers performance.
15. By reducing sewing burst

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