I.E.
ACTIVITIES
Style inquiry and development:
1.
Submit Estimated SMV, Outputs and efficiency levels
for pre costing- Costing should be
done based on the SMV and Cost per minute, and IE department should provided
the estimated SMV for pre-costing.
2.
Analyze and comment on potential of doing the orders
inquired- If any new item comes for
inquiry, Marketing and Merchandising to forward to the IE department for analyzing.
Style inquiry report to be filled by I.E. department and to be submitted to
Merchandising and Marketing in return.
3.
Attend for the product development meeting and provide
proactive input. – Need to start
product development meeting at least for the new and critical items with the
involvements of Sample room, Technical, IE before sample development.
4.
Attend to do the mock ups for approvals on required
construction changes with the evaluation of savings and benefits-
Planning related:
5.
Submit Estimated SMV, Outputs and efficiency levels
for Production planning- Need to have
a systematic procedure to involve I.E. on planning output levels.
6.
Provide proactive input for efficient production
scheduling, check and approve production schedules for best options- IE should be involved in planning to develop more
productive production schedule.
7.
Make production plan summaries- Need to implement detail plan reports.
8.
Prepare machine, attachment and manpower requirements
based on latest production schedules:
Need to implement the all requirement reports based on latest loading plans on
weekly and monthly basis.
Pre-production related activities:
9.
Testing and
preparation for the confirmed orders – Methods, attachments: Should be involvement from the I.E. department for
methods.
10.
Review the Pre production samples and comments prior
to sending to buyer: All the samples
to be submitted after reviewed by I.E. department to make sure Method,
Construction are done as per the finalized best way same way. Accordingly I.E.
department will also get ready and follow the same way.
11.
Prepare Operation bulletin and SMV, Issue and discuss
operation bulleting with Production and technical staff on processes and
process sequence before doing line sample: -Need to discus complete break down with production staff and need to finalize
with signature for acceptance and agree before preparing line sampling.
12.
Attend for line sample with the production and quality
staff; For every style I.E. officer to
take part in preparation of line sample with the production and quality staff.
13.
Prepare line
layouts and discuss and confirm with production and technical staff:-Need to have a layout meeting and discuss and get
confirmation of acceptance for the line layout with signatures from Production,
Technical and Quality staff.
14.
Prepare
manpower allocation for layouts in advance to the line feeding:-Need to allocate available workers as per the best
option after finalize the layout.
15.
Prepare skill requirement for each style and fulfill: After finalize the line layout I.E. department to
prepare the skill requirement for the
style and need to cross check with the skill inventory to identify if any
lacking in the line cadre, to take necessary action to fulfill.
16.
Maintain workers skill inventory: I.E. department involvement for the data updating not
in practice.
17.
Prepare and
attend on general skill development plan: With the experience and the past records analyzed by the IE
department, need to prepare a skill development plan of the workers and staff.
Need to be attended and follow on the development plan continuously.
18.
Training centre activities and worker training
manual:-Need to develop a training
procedure manual for training center and start skill development program for
the existing experience workers and also for the staffs.
19.
Follow up and make sure to keep available, required
machines, attachments and manpower on time as per the style feeding plan :
20.
Involvement in
new style introduction and Instruct, train the workers on correct methods as
motion sequence including desired SMV: -
Need to involve in line feeding after start new IE
SOP’s. (Feeding report, layout procedures, method
check list etc.).
21.
Organize for the best work place arrangements as
desired method on SMV with maintaining a style method check list: Need to implement new method check list after
complete the training for the work study officers (New and old), since still
they are not much knowledgeable to do method study.
22.
Explain the SMV, Targets and plan efficiency and
Incentive levels to each and every worker: Have to introduce and educate workers in future.
23.
Play an active roll on reducing line feeding losses and
maintain line feeding report: Have to
train I.E. officers.
At running production and day to day activities:
24.
Capacity study of all layouts/Operations after two days
and within three days after feeding, SMV revision and confirmation with
comparing the capacity after complete the capacity study and Make potential
plan study: Need to start training.
25.
1st line layout re-balancing based on
actual capacities and as per potential plan: Need to start training.
26.
Attend on daily line balancing: Need to start training.
27.
Find the bottle necks, technical and quality issues
and attend to solve with addressing to the responsible persons while running
the style: Need to be trained.
28.
Interval capacity study and line layout re-balancing
once every two weeks time in first month and once a month after first month: Need to be trained.
29.
Attend in Continuous method improvements and SMV reductions: Need to start development process by the IE
department and also need to maintain the achievements record book.
30.
Organize and conduct daily efficiency meeting with
production staff, improving individual efficiencies with monitoring and making
sure that the efficiency reports are accurate: Need to start as initial
SOP.
31.
Monitor and record individual and line off standard
times and take necessary actions to reduce the lost times. Address and discuss
with management on off standard times:
32.
Achieve the maximum potentials of individuals and
sections and maintain the minimum capacity gaps: Need to implement the activities to reduce the
capacity gaps.
33.
Achieve planed production targets and line efficiencies: Have to train in future.
Post production activities:
34.
Style reconciliation of technical aspects (SMV, Efficiency,
Production output, Material consumption, Production plan, Bottlenecks): Need to implement.
35.
Monitor the style reconciliation of received to ship: Have to start with training.
36.
Monitor the post costing:
General:
37.
Performance evaluation of workers and factory staff
and grading:
38.
Introducing and monitoring incentive
schemes/Motivation tools:
39.
Management update on latest management concepts,
Technology, systems and procedures, methods, tools and attachments: Need to monitor in future and evaluation need to do by
the management.
40.
Maintain and achieve the targets of key performance
indicators and do the comparison with other industries for management information: Need to implement the KPI measuring system. Senior
management should assign the KPI owners and the targets (Entitlements) for each
and every KPI. Need to start and practice “Cross Functional Team” activity
meaning fully. Top management should assign the CFT leader. CFT leader should
set the targets for each KPI and top management should approve it.
41.
Maintain all
filing and document systems: Being maintained.
But can be improved.
42.
Special tasks/Projects assign by management: Will be monitored in future.
43.
Attend for management meeting and give proactive
input: Will be monitored in future.
Also management should evaluate on this.
44.
Self training and maintain records of achievements: Need to maintain a self training and skill
development plan for every IE officer. Also every IE officer should maintain
the improvements and achievements gained by them individually. IE officers and
the IE department’s evaluation also shall be done based on these records.
PRE PRODUCTION ACTIVITIES:
1.
Style file:
2.
Q.C./Q.I.
instructions:
3.
Approved Fabric & trim Card: This shall be approved with the signature of Q.C. in
charge.
4.
Fabric inspection: Nobody certify this report and the inspector not reporting to Q.A.M.
Need to be trained.
5.
Line sample:
Straight away cut 150-200 pieces and doing size set. This Line sample shall be
done with the involvement of Line production, Quality, I.E., Technical and
Maintenance staff of the line prior to P.P. meeting and evaluated by Line Q.C.
who submit this report to Q.A.M. to comment at the P.P. meeting.
6.
Critical operation identification: Need to do in development sample stage and I.E.
department shall be involved in this activity.
7.
Finish pattern / marking board approval: Patterns, which are being used in production are not
signed and certified by the pattern maker and quality in charge.
8.
Line layout and manpower allocation: Operation breakdown only being made by I.E.
department and Line layout and manpower allocation is done by the production
staff as they wish. Need to hold layout meeting before start the P.P. meeting.
9.
Fabric and Trim status report:
Status of received Fabrics and Trim report for each style to be completed by
the stores to be submitted to the Merchandiser prior to P.P. meeting.
10.
Pre Production meeting:
Pre production activities are not properly being completed prior to conduct the
P.P. meeting.
11.
Completion of
P.P.Factory in charge shall go through each P.P.
activity to make sure it has been completed by the party responsible prior to
approve for the Pilot cut.
12.
Patterns approval for Bulk cutting: Pattern set is not being approved by the Pattern master/quality in department to
use in cutting. Pattern master and
Quality in charge shall sign and certify each pattern for cutting of Bulk. Need
to seal edges by using rubber stamp to make sure edges are not being trimmed
off or wasted.
13.
Size set / Pilot cut approval: Size set shall be
evaluated and certified by Q.A.M. and prior to give the approval for Pilot cut
by factory in charge
CUTTING PRODUCTION ACTIVITIES:
1)
Department
structure and Manpower allocation: Not available. HR department to maintain with
consultation of Factory management.
2)
Section
Attendance Register : Not available. Shall be maintained by
Section supervisor and certify. H.R. department shall be able to cross
check with this record to compare with their records to make sure the accuracy
and accountability of this activity.
3)
Stores requisition: Requisition which is available in the
factory is only a single page. Not triplicate with self carbon copies.
Submitting requisition to stores without being authorized by Department head.
Need to maintain triplicate books with self carbon copies. Each requisition to
be signed and approved by the Section in charge to submit to Stores.
4)
Bulk cut
procedure: Approval for Bulk cut Verbally given by A.V.P. or Factory Manager.
Bulk cut approval to be given properly after evaluating size set with the
report certified by the Q.A. department and with written approval from the
Factory in charge. Shall follow this procedure.
5)
Cut
Instruction (C.I.): Not available. C.I to be
issued to cutting by Merchandiser with the approval of Factory in charge and
Q.A. Manager to proceed with bulk cut.
6)
Distribution
plan: Not available. F.M. shall
distribute line distribution plan to the cutting in charge to prepare style cut
plan accordingly. Incase if ONE STYLE is allocated for 2 or 3 Sewing units, F.M.
shall advise cutting in charge clearly which quantity in color and size wise to be
distributed to each Line..
7)
Style cut
plan: Available.
But the details factory is maintaining is inadequate.
Shall maintain a
document in more details.
8)
Approved
marker: Not
available. Marker to be approved by the CAD in charge to assure and certify the
drawn marker is as per the approved
pattern, Correct ratio, Within approved consumption and correct technical
requirements met and with the optimum efficiency.
9)
Day cut plan: Not available.
This plan shall be made by the cutting in charge daily to prepare required cut
quantity, Table allocation, Manpower utilization for next day’s input quantity.
10)
Stores
requisition: Stores requisition: Requisition which is available in the
factory is only a single page. Not triplicate with self carbon copies.
Submitting requisition to stores without being authorized by Department head.
Need to maintain triplicate books with self carbon copies. Each requisition to
be signed and approved by the Section in charge to submit to Stores.
11)
Bundle guide
chart: O.K.,
But line wise chart is not being distributed for
Line follow up. Shall distribute a copy of this
bundle guide chart to each line, which consist of all Bundle no’s and quantity
issued.
12)
Printing /
Embroidery sending out & receiving : Not available. Not maintained as per Bundle guide chart to follow
through total cut and bundle quantity.
Factory shall maintain records with more details and make sure each
bundle shall be issued to line with complete Quantity, also in bundle number
sequence as per the Bundle guide chart.
A
recorder shall be assigned to Cutting department functions full time with a
Computer.
CUTTING QUALITY ACTIVITIES:
1. Department
structure and Manpower budget: Not available. HR department to maintain with consultation of
Factory management.
2.
Section Attendance
Register : Not
available. Shall be maintained by
Section supervisor and certify. H.R. department shall be able to cross
check with this record to compare with their records to make sure the accuracy
and accountability of this activity.
3.
Q.C./Q.I,
instructions: Not available. Given
verbally. Instructions to Q.C’s and Q.I.’s shall be given in writing to hold
responsibility to perform the job, which shall be instructed.
4. Marker checking: Not having proper records with details. Q.I.
Shall maintain documents with details and responsible manner.
5.
Spreading
checking: Available.
Inspector's name and signature is not available in this report, which shall
contain with more details.
6.
Cut
Inspection:
Available. Records in completed and need to be more detailed.
7. Cut panel inspection: Not done by quality
inspectors. Done by cutting helpers. Not regularly. Shall have a quality
inspectors for inspection under the responsibility of Cutting quality in charge
with maintaining records.
8.
Daily cut
panel replacement records: Not available. Cutting section shall
maintain records of Panel replacements with keeping
up responsibility of request made
through A.P.M’s level.
9.
Cut panel defects/Rejects Monthly
summery: Not available. Shall introduce to provide Monthly details for Key
Performance Indicators.
10.
Printing
inspection:
No records available. Shall perform by Cutting quality Team and maintain bundle wise records with defect
details.
11.
Embroidery
inspection:
No records available. Shall perform by Cutting quality team and
maintain bundle wise records with defect details.
12.
Fusing inspection: Fusing is done under the supervision of Sewing section. No records
available. Recommend to do Fusing under the supervision of Cutting section.
Sewing
Department
Observations:
Present performance: -
Sewing department productivity calculated in terms of
efficiency.
Efficiency calculated based on the line outputs and
Standard Minute Value of the on going style.
Average
Style Efficiency after 5 days learning curve
Item Efficiency Running days
Tubular - 43.0% 17
Days
Basic Pant - 35.7% 25
Days
Polo - 46.0% 16
Days
Day
Efficiency at the peak
Item Efficiency Running days
Tubular - 48.5% 3-4
Days
Basic Pant - 42.4% 15-16
Days
Polo - 48.7% From
9th day to 21st, cont.
Above average
calculated figures based on data gathered from 1st of July 2009 to 4th
of August 2009, and efficiency has
calculated as per the existing SMV’s which are using in Knit Asia Limited for
efficiency calculations. (SMV’s given by Knit Asia Limited IE department).
|
Calculation Method Produced hours (SAH) x 100
Total
Working hours
|
Benchmark:
-Industry benchmark is 70% for the labor productivity (Efficiency)
(Benchmark is defined as per the average standard achieving in south east
countries for garment manufacturing).
Potential for the improvement
In terms
of performance:
·
Knit Asia Limited has potential in developing Style
Avg: efficiency level (With out 5 days learning curve) up to 55%, against to
present achievement of 40% efficiency, by reducing the unnecessary manpower input and increasing existing
output levels
·
Existing style Efficiency at the peak has
achieved 42%
to 49%, and has potential in developing it up to 57%
to 65%.
This
can be improved in terms of,
- Increasing hourly out put by maximum available time utilization
o
Line
loading without delay is a prime requirement
o
Delays
in line loading could be achieved by proper production capacity planning and
better production scheduling with controlling. Also need to be improved the
total supply chain process
- Reducing unnecessary manpower and working hours by maintaining the same or more out put. And to control the manpower.
- Practices proper standard operation procedures.
- Introducing attractive and fare motivation tools.
- Definitely it will also depend on how effective and strong the IE department and its functions.
Examples
Tubular T-Shirt
Style average day output after 5 days
learning curve
- Existing line is achieving 2480pcs per day by using 33 people
- Potential is to achieve 2870pcs by using 30 people with remaining same machineries
Day
output at the peak of the style
·
Existing
line is achieving 2800pcs
per day by using 33 people
·
Potential is to achieve 3000pcs by using 30 people with remaining same
machineries
Basic Pant
Average day output after 5 days learning
curve
- Existing line is achieving 2100pcs per day by using 32 people
- Potential is to achieve 2600pcs by using 27 people with remaining same machineries
Day output at
the peak
- Existing line is achieving 2500pcs per day by using 32 people
- Potential is to achieve 2800pcs by using 27 people with remaining same machineries
Basic Polo Shirt
Average day output after 5 days learning
curve
- Existing line is achieving 1700pcs per day by using 64 people
- Potential is to achieve 2100pcs by using 58 people with remaining same machineries
Day output at
the peak
- Existing line is achieving 1800pcs per day by using 64 people
- Potential is to achieve 2300pcs by using 58 people with remaining same machineries
Sewing System observation and
recommendations:
SEWING PRODUCTION ACTIVITIES:
1)
Department
structure and Manpower allocation: Not available. HR department to maintain with
consultation of Factory management.
2)
Section
Attendance Register : Not available. Shall be maintained by Section supervisor and certify. H.R.
department shall be able to cross check with this record to compare with their
records to make sure the accuracy and accountability of this activity.
3)
Style file:
Status as same as we have mentioned in Pre production activities.
4)
Stores
requisition: Status as same as we
have mentioned in Cutting production activities.
5)
Approved
sample, Line sample and Finish patterns: Status as same as we have mentioned in Pre production activities.
6)
Production
Line loading plan: A Plan prepared by F.M. Not the
plan made by Planning as we mean as Freezing plan. Shall follow Line loading
plan.
7)
Manpower
allocation & transfer record: Not available. Already introduced by S.L.T.S. and
in practice with new W/S officers.
8)
Individual
hourly production report: Not available. Shall introduce immediately to hold responsibility of Line
Chief and supervisors for follow ups and better supervision.
9)
Bundle
tracking: Not
available. Shall introduce immediately with the involvement of W/Study team and
production team.
10)
Revision of
Layouts, SMV and Targets: Not in practice. Have observed
many errors in existing SMV calculations. Shall
be corrected when S.L.T.S.
involve with Line production as per the Project schedule.
11)
Daily Line
forecast meeting: Not in practice. Shall start immediately with
the training of production team.
12)
Overtime plan and Approval: Approval for O.T. plan is available, but
approval
for payment is not being authorized. Payment shall be authorized
by the
Factory in charge as per this procedure.
13)
Skill inventory:
O.K.,
no data available in I.E. department, available only
with
factory manager. I.E. department shall be involved with this activity
in regular intervals.
14)
Lost Time
Record: Not
available. Already introduced by S.L.T.S. with
involvement
of new W/S officers. Production staff shall be trained in this
activity
to get their involvement in line.
15)
Bottle neck solving procedure: Not in practice. Shall be introduced in
future with the training of W/S team
and the involvement of production
team.
16)
Daily
Efficiency Report: Not available. Shall introduce systematic
recording
in detail. S.L.T.S. will introduce this activity and will be in action
from the
month of February.
17)
Weekly progress meeting: Not available. Shall
introduce to conduct this
meeting,
which shall be led by A.V.P. Production / F.M. to discuss with all
departmental
heads to review status of running week as well as preparation
to be
made for next week. Meeting shall be held in the last day of every
week.
18)
Goods transfer records: Available, but format shall
be revised to have
more details with size/color wise.
SEWING QUALITY ACTIVITIES:
01) Department structure and Manpower budget: Not available. HR
department to maintain with consultation of Factory management.
02) Section Attendance Register : Not available. Shall be
maintained by
Section supervisor and certify. H.R.
department shall be able to cross check
with
this record to compare with their records to make sure the accuracy and
accountability
of this activity.
03)
Q.C. /Q.I.
Instructions: Not available.
Instructions to Q.C’s and Q.I.’s shall
be
given in writing to hold responsibility to perform the job, which shall be
instructed.
04) Line Feeding report: Not available. Shall be maintained by Line
Q.C.,
along with Line supervisor and Work Study
officer.
05) Machine
Checking Report: Available. But Maintained by Mechanic only.
Need the involvement of Line Q.C. to assure that
running machine condition is not damaging line Production and Quality.
06) In process
Monthly – Defects/Rejects
summery: Was not available. Already introduced by S.L.T.S. to gather details for KPI’s.
07)
End Line
– Monthly defects/rejects summery: Was not available. Already
introduced by
S.L.T.S. to gather details for KPI’s.
introduced by
S.L.T.S. to gather details for KPI’s.
FINISHING PRODUCTION ACTIVITIES
department to maintain with consultation of Factory management.
Section supervisor and certify. H.R. department
shall be able to cross check
with
this record to compare with their records to make sure the accuracy and
accountability
of this activity.
03)
Approved Packing sample: Sample
available only with the Red tag. No
signatures of merchandiser or Q.A.M. not available to certify.
04) Approved Trim Card: Status
as same as mentioned above in this activity.
05) Stores
requisition: Status as same as mentioned above in this activity.
06) Garment receiving records: Not available, receiving
not in color/size
wise.
Shall maintain records to receive and maintain packing ratio.
07) Hourly production report: No individual production
recording in practice.
Shall maintain this record under the
responsibility of section supervisor.
08) Finishing returns (Garments): Procedure not available. Shall maintain records of returning garments to Stores with proper
accountability.
09) Finishing returns (General &
Accessories): Procedure not
available. Shall maintain records of returning goods to Stores with proper
accountability.
FINISHING QUALITY ACTIVITIES:
01) Department structure and Manpower budget: Not available. HR
department to maintain with consultation of Factory management.
Section supervisor and certify. H.R. department
shall be able to cross check
with
this record to compare with their records to make sure the accuracy and
accountability
of this activity.
.
03) Q.C. /Q.I.
Instructions: Not available.
Instructions to Q.C’s and Q.I.’s shall be given in writing to hold
responsibility to perform the job, which shall be instructed.
04) Hourly
finishing quality inspection report: Not
available. Inspection is
being conducted
by Q.I.’s operation wise separately
rather than inspecting the
complete
garment. Due to this system factory has been unable to maintain
hourly
inspection reports for defect analysis and Q.I. performances. Shall
introduce
to check the inside of the garment completely by one inspector and
out side
completely by another inspector.
05) Finishing Monthly defects/rejects summery: Not available. Shall
be
maintained by Finishing quality in charge. This summary shall
be important to
review progress by the Management.
06) Finishing A.Q.L. Audit: Not available.. Shall
introduce A.Q.L. audit for
Finish Garments prior to get in to poly bag.
07) Monthly summery of A.Q.L. audits: Not available. Shall be
maintained.
This summary shall be important to review progress
by the Management.
Special
suggestion:
A recorder shall be assigned to Finishing
department functions full time with a Computer.
General activities :
01) Daily factory
attendance report: Available, but not line wise.
02)
Factory
daily quality report: Not available.
Shall maintain this report daily by Q.A. department and certify by Q.A. manager
and shall be available for
management information.
03) Final
style reconciliation: Not available.
Shall introduce new format and
comprehensive details certified by the section heads of Stores, Cutting,
Sewing and Finishing upon completion of
each style to review by Factory in charge..
Gap analysis
A
Gap Analysis was conducted for the all processes in one line. Following are the
summary of findings from Gap Analysis.
Area Gap Potential
of Gap Minimization
up to
(Best
practices)
·
Capacity Gap 31% 15%
·
Utilization Gap 30% 5%
Capacity Gap Analysis
Capacity Gap analysis has done in Lines 33,34
&47/48 and found the huge Gap between available capacity and actual
achieving.
Done a capacity study and found the average cycle times in all processes
in the sewing line and calculated the Capacity Gap as 31% .
Utilization Gap
Utilization Gap is excursive and the line balancing is
not satisfactory in the sewing floor. Potentials of the workers are in
satisfaction level, but factory is not utilizing those potential of the present
workers and machines. It is required to introduce a proper layout balancing
systems to utilize the maximum of present available potentials in all Man,
Machine and Space.
Needle down Time and Time Utilization
An
activity sampling study has been carried out to find out the needle down time
and percentages of the process activities. As per the ‘Activity Sample’ has
done in Line-33 & 47/48 and found the
bellow utilization percentages.
Needle
down time is = 18.10 %
Benchmark level is 20 %( with out helper)
Ineffective activity =30.3 %
Main Ineffective percentages found in
bellow activities
|
Activity
|
Percentage
|
|
Talking and
laughing
|
6.90%
|
|
Not in the work
place with work
|
2.80%
|
|
Standing
|
2.80%
|
|
Waiting with
having work
|
4.90%
|
|
M/C break down
|
2.30%
|
|
Re-work
|
5.10%
|
High
utilization & Capacity Gaps found due to;
- No proper systematic line balancing
- Production monitoring not doing properly
- No pressure on production teams
- Lack of IE functions
- Wrong methods using for solving bottle necks
- Lack of technical, production, and general knowledge of production staff
- Not tracking and considering the efficiency levels and productivity indicators of individual processes
- Machine and Quality problems
- Less emphasis on motivation system
- Bad planning
The utilization Gap analyzing summary report (Activity sample
summery) has attached in appendices
Trial Study achievements
During the production studies have
achieved 40% (Average) Improvement
on
bellow operations.
Production study Follow-Up observation sheets has attached in appendices
|
Average gained by Follow up or Production Study
|
|||||||
|
|
|
|
|
|
|
|
|
|
SL
|
Line
|
Style No
|
Operation
|
Previous best
|
Study Achieve
|
Difference
|
Gain%
|
|
1
|
33
|
ZT 180
|
Piping
attach to shoulder |
150
|
190
|
40
|
27%
|
|
2
|
|
Bottom
Hem |
150
|
216
|
66
|
44%
|
|
|
3
|
|
Sleeve
attach |
80
|
116
|
36
|
45%
|
|
|
4
|
|
Sleeve
hen |
300
|
360
|
60
|
20%
|
|
|
5
|
|
Neck
band attach |
150
|
238
|
88
|
59%
|
|
|
6
|
34
|
2602
|
Inseam |
70
|
103
|
33
|
47%
|
|
7
|
|
Elastic
attach to W/band |
200
|
257
|
57
|
29%
|
|
|
8
|
|
Belt
top stitch |
150
|
231
|
81
|
54%
|
|
|
9
|
|
Bottom
Hem |
220
|
266
|
46
|
21%
|
|
|
10
|
47/48
|
115991
|
Sleeve
attach |
85
|
123
|
38
|
45%
|
|
11
|
|
Placket
top stitch with ptrn |
180
|
219
|
39
|
22%
|
|
|
12
|
|
Bottom
Hem |
150
|
235
|
85
|
57%
|
|
|
13
|
|
Placket
attach |
200
|
299
|
99
|
50%
|
|
|
|
|
|
|
Average
|
|
40%
|
|
|
|
|
|
|
|
|
|
|
Out
come
·
Particular
workers who have achieved higher productivity within a short period of time,
has realized the potentiality gaps.
·
Production
management has realized the opportunity left behind due to lack of technical
know how.
APPENDICES
%20carbonate,%20or%20ferrous%20carbonate-FeCO3.PNG)
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