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Production is the act or process of producing something . Apparel production system is an integration of materials handling , production processes , personnel and equipment that directs work flow and generates finished products .
Order received
Sample review Production planning
Cutting
Sewing Processing
Finishing
Final inspection Packing
Control functions :
Production planning and control Budgetary control Quality control
Productivity
Measure of performance towards an established goal, based on relationship between inputs and outputs. The ratio of output produced to the input resources utilised in the production. The ratio of output to some or all of the resources used to produce the output.
Output is the expected outcome. Input may be any of the variables that go into the operation of a firm land, material, machines and men. Productivity is an indicator of the whether a firm is performing as expected. Productivity may be determined for a plant, machine or individual, but individuals goals must support goals of the firm.
Total Productivity is the ratio of the total output to the sum of all input factors . A total productivity measure reflects the joint impact of all inputs in producing the output . Advantages : Since it considers all the quantifiable output and input factors; therfore it is more accurate representation of the real economic picture of the enterprise. Disadvantages : It does not pinpoint the real cause of decline in growth .We cannot specify which particular inputs workers , material , capital , energy etc are being utilized inefficiently so that corrective actions can be taken
Partial productivity is the ratio of the total output to any single input. Below are the measures of partial productivity: Labor productivity = units produced /hours worked , expressed in output per man hour. Capital productivity = output/capital input Material productivity = output/materials input Advantages : Partial productivity measures are easy to understand and use . It is a good diagnostic tool for pinpointing improvement areas . Disadvantages : If used alone it can be misleading and may lead to costly mistakes . Partial measures cannot be used to explain overall cost increases .
Labor productivity = units produced / hours worked Capital productivity = Output / capital input Material productivity = Output / materials input
For our area of study , measurement of productivity in terms of labor productivity is most significant .
Labor productivity
Labor Direct Indirect
Direct labor: ones who work directly on the styles being manufactured (line supervisors, operators) Indirect labor: workers in the manufacturing area who do not work on the product but are essential to production process (material handlers, repair and maintenance technicians, security people )
Labor productivity
Direct labor cost is the key measurement of productivity.
1. 2. 1. 2. 3. 4.
Evaluation of labor productivity It is based on : Number of units produced per labor hour Value of finished goods per labor hour
Source of data for evaluating labor productivity Daily time sheet for each operator which reports: Style# Quantity produced during the working day Minutes worked on production standard Minutes worked on off production standard
1. 2.
Two issues regarding raising productivity of labor and capital: The time required to produce one unit of an output The difference between the actual input that has gone into the production process and the required input as calculated from the data on actual output and the unit time Reduction in 1 involves factors related to the design of the product or the process while reduction in 2 involves removing operational inefficiencies.
b. Factors related to process design Specifications of the operating conditions Interactions among men and machines Working methods of the operators
Productivity improvement
Why inefficiencies??? Improper planning of work Improper machine maintenance Carelessness and negligence on part of the operator
In abv cases, factors contributing to raising productivity: 1. Managerial efficiency 2. Workers efficiency
LEAD TIME
What is lead time ? The time interval between the initiation and the completion of a production process. In terms of a supply chain, the total time needed for an order to be processed.
Factors determining the lead time of a product Styling No. of parts in the product . No. of different operations on each part . Extend to which the processes are dependent , that is processes which cannot be performed until previous operations have been completed .
Work in process or in-process inventory consists of the unfinished products in a production process. They are not yet complete but either being fabricated or waiting in a queue or storage. The concept is used in production and supply chain management. Production management aims to minimize work in process. Work in process requires storage space, represents capital investment and presents a risk of expiration of the goods. A queue to a production step shows that the step is probably under-capacity with respect to other steps.
Throughput time
Throughput is the volume of work that can be completed in a specific amount of time . The time block may be hour , day or week . Throughput time is the amount of time it takes for a style to go through the production process , cutting to shipping .
It includes actual processing time and the time a style waits to be processed ahead of each operation . It can be minutes , days or weeks .
Capacity
Capacity Is the maximum amount of work that an organization is capable of completing in a given period of time .
Capacity of a sewing line is commonly measured in terms of number of garments produced per shift , per hour or per month. But as garments do not have standardized work content , pcs per hour is not the correct representation of capacity . Capacity of one sewing operator is 60 minutes per hour maximum .
Efficiency
It is primarily a measure of the effectiveness of the manager and supervisor and as such is best applied to sections / departments / factories and not the individual operators .
Efficiency = (SMV earned on standard / attended time ) x 100 It is usually calculated for a line and not really relevant to the individual unless incentives are paid on efficiency and not performance .
Efficiency or line utilization is calculated by minutes produced / minutes attended expressed as percentage.
In sewing line of 20 operators a style of 20 SMV is produced in 8 hour shift . If the average daily production of the style is 400 pcs / shift then the line utilization or line efficiency can be calculated as under :
Minutes utilized = SMV x pcs / shift = 20x400 Minutes attended = number of operator X number of minutes per shift = 20 x 480 = 9600 So , the line utilization or line efficiency is 8000 x 100 / 9600 = 83.33% This measure is also called as balance efficiency .
SAM or SMV
SAM Standard Allowed Minutes SMV Standard minute Value SAM and SMV are considered to be the same . SMV earned is the measure of work done by operator . It is calculated from output from an operation generated in attended minutes and SMV of the operation. SMV earned = ( SMV x output in number of units )
It is usually calculated for individuals as well as for a line . As it is needed for individuals for incentive payment calculation and performance and needed for lines for efficiency calculation . Also sometimes aggregated for departments and factories to get factory efficiency .