Comparison of Sewing Productivity Among  Different Sewing Floors

Kundu, Rajesh Kumar; Hossain, Md. Farhad

Comparison of Sewing Productivity Among Different Sewing Floors

Kundu, Rajesh Kumar; Hossain, Md. Farhad

URI: http://dspace.daffodilvarsity.edu.bd:8080/handle/123456789/4512

Date: 2019-09-06

Abstract:

This project is the greatest important of any RMG industry. This paper represents the use of various tools and techniques for taming apparel sewing section efficiency throughout the production process. Now a day‟s apparel manufacturing industries are annoying to improve their current production system and situation and continuously looking for new production tools and techniques in order to keep quickness with the quick changes of trend in consumers of apparel products. There is no doubt that sewing section in an apparel industry is the most vital and teeming department that plays a vital role in the whole firm. In time study, Standard Minute Value has been calculated for each process or work. Here, by applying these systems significant progresses in the sewing section have been accomplished such as SMV, man power, bottle neck, capacity achievable, production/hr, performance rating, balance % and line efficiency. 1 st day when compare O.F 3rd and N.F 4th floor, O.F 3rd become high SMV and complex process so production and efficiency% is low. O.F 3 rd production 7664 pcs and efficiency 38%. 6th day when compare N.F 4th, N.F 6th and O.F 4th, here every floor SMV is same. Here SMV, production and efficiency% N.F 4th floor 11.67, 9750 pcs & 49%, N.F 6th 11.70, 10309 pcs & 51%, O.F 4th 11.40, 9435 pcs and 48%. If it should that here O.F 3rd SMV is low other two floor. None the less due to various factor in this floor production efficiency is comparatively low. Like- comparatively unskilled operator, improper line balancing, Delay cutting output, High non- productive time, alter % high, Machine break down etc. Initailly we know that if the SMV is low that‟s mean this process simply. So in this process prodution and efficiency is high but some factors proved that my concept was wrong. By the capasity study find out the bottle neck point, Accept to large quantity order, working sharing, proper layout, line balancing to helps ahcieved production and efficiency.

Description:

The Ready-Made Garments (RMG) industry conquers a unique position in the Bangladesh economy. It is the largest exporting industry in Bangladesh, which experienced prodigious growth during the last 25 years. Since the late 1970s, the RMG industry started developing in Bangladesh primarily as an export-oriented industry although the international market for RMG has been increasing fast due to increase in personal not reusable income and change in life style. The sector rapidly attained high importance in terms of employment, foreign argument earnings and its contribution to GDP. In 2006, the industry employed directly more than 2.1 million workers, about 80% of whom were female. With the growth of RMG industry, linkage industries providing fabrics, yarns, accessories, packaging materials, etc. have also comprehensive. In addition, demand for services like transportation, banking, shipping and coverage has increased. All these have formed additional employment. The total indirect employment created by the RMG industry in Bangladesh is estimated to be some 250,000 workers. In 1983-84, RMG exports earned only $31.57 million, which was 3.89% of the total export incomes of Bangladesh. Total Export Incomes from Textile & Garments was about US$ 20.13 billion (during FY 2011-12) accounting for 78.60% input in the national export earnings. This Sector provides employment to around 5 million (3.5 million in RMG & 1.5 million in Primary Textile Sector) people, making it the major source of industrial employment in Bangladesh. Both external and internal factors contributed to the outstanding growth of RMG sector. One external factor was the application of the GATT-approved Multi-fiber Organization (MFA) which accelerated international relocation of garment production. Under MFA, large retailers of RMG like USA and Canada imposed quota restrictions, which limited export of apparels from countries like Hong Kong, South Korea, Singapore, Taiwan, Thailand, Malaysia, Indonesia, Sri Lanka and India to USA and Canada. On the other hand, application of MFA worked as a sanctification for Bangladesh. As a least established country, Bangladesh received preferential management from the USA and European Union (EU). Primarily Bangladesh was granted quota-free status. To maintain competitive edge in the world markets, the traditionally large suppliers/producers of apparels followed an approach of relocating RMG factories in countries, which were free from quota precincts and at the same time had enough trainable low-priced labour. So RMG industry industrialized in Bangladesh. But there are numerous weaknesses of the RMG industry of Bangladesh. Labour productivity in the RMG sector of Bangladesh is lower than many of its challengers. Bangladeshi workers are not as competent as those of Hong Kong, South Korea and some other countries and in most factories, operational systems, expertise used are not the latest. So day by day RMG of Bangladesh is facing cut throat co-operation and challenge in the global market. This is because of reduction in buyer‟s price but demanding tinier Lead Times with good Quality, and increase in manufacturing cost. In this vital moment factory management techniques of yesterday must be replaced by more efficient methods that greatly minimize waste, reduce costs, lead time and improve quality bringing in maximum value to customers. Lean Manufacturing System doesn‟t tolerate any kind of waste such as overproduction, waiting, WIP, processing waste, transportation, motion, making defective products, underutilized people etc. Lean Manufacturing is a whole-systems policy that creates a culture in which everyone in the organization continuously increases processes and production. So, we can say Lean is the ultimate solution.

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