The IoT Revolution in Garments: Connecting Every Stitch to Data

 

The garments industry is undergoing a significant transformation. Traditional manufacturing methods are no longer sufficient to meet the demands of a globalized, fast-paced market. The key to staying competitive lies in efficiency, productivity, and informed decision-making. That's where the Internet of Things (IoT) comes in.

IoT is essentially about connecting everyday physical objects to the internet. In a garments factory, this means equipping machines, material handling equipment, and even finished goods with sensors and smart devices. These devices collect and transmit data in real-time, providing a level of visibility and control never before possible.

 

Real-time Visibility into the Shop Floor

Imagine being able to monitor the entire production flow of your factory from a single dashboard. With IoT, every machine's status, production rate, and potential downtime are tracked and visualized. This real-time visibility allows supervisors to quickly identify bottlenecks and address them, ensuring a smoother and more efficient production process.

 

Optimizing Machine Performance and Predictive Maintenance

IoT sensors can monitor the condition of critical machinery, tracking parameters like temperature, vibration, and energy consumption. By analyzing this data, factory managers can identify potential issues before they lead to costly breakdowns. This predictive maintenance approach minimizes unplanned downtime and extends the lifespan of expensive equipment.

 

Enhancing Quality Control and Reducing Defects

IoT-enabled quality control systems can automatically detect defects in fabric, stitching, and finished garments. This allows for immediate corrective action, reducing the number of defective products and minimizing waste. In addition, IoT can track the entire production history of each garment, making it easier to trace quality issues back to their source.

 

Streamlining Supply Chain and Inventory Management

IoT devices can track the movement of materials and finished goods throughout the supply chain, providing real-time visibility from raw material sourcing to final product delivery. This information helps to optimize inventory levels, reduce lead times, and improve overall supply chain efficiency.

The Future is Connected

The integration of IoT into the garments industry is not just a passing trend; it's a fundamental shift in how textiles are manufactured. By leveraging the power of data, garments factories can achieve a new level of efficiency, productivity, and quality.

To stay ahead of the curve, garments manufacturers must embrace this digital transformation. By investing in IoT technology, they can optimize their operations, reduce costs, and deliver superior products to their customers. The future of the garments industry is connected, and IoT is the key to unlocking its full potential.

 

 

 

 

Time Study Weaknesses

 

Time studies are a common technique used in industrial engineering and business management to measure the time required to complete a task and establish standard times. While they can be valuable for improving efficiency and productivity, they also come with several significant weaknesses:

 

 

1. Human Factors and Subjectivity:

• Hawthorne Effect: Workers often perform differently (either faster or slower) when they know they are being observed. This can lead to inaccurate time measurements that don't reflect typical performance.

• Observer Bias: The time study observer's skill, judgment, and even unconscious biases can influence the data collected. They might unconsciously rate performance higher or lower, or miss subtle variations.

• Worker Resistance/Demotivation: Employees may feel micromanaged, distrusted, or resentful if they perceive time studies as a surveillance tool. This can decrease morale, engagement, and even lead to deliberate "gaming" of the system (e.g., slowing down).

• Difficulty in Capturing Non-Tangible Work: Creative thinking, problem-solving, collaboration, and strategic decision-making are difficult to quantify with a stopwatch. Time studies tend to focus on repetitive, measurable tasks, overlooking these crucial but less visible aspects of work.

• Fatigue and Variation: Human performance naturally varies due to fatigue, personal factors (PFD allowances), and external disruptions. A simple time study might not adequately account for these variations, leading to unrealistic standards.

2. Methodological Limitations:

• Not Suitable for Non-Repetitive or Non-Standardized Jobs: Time studies are most effective for tasks that are highly repetitive and have clearly defined, standardized procedures. They are less useful for jobs that involve significant variability, creativity, or indirect labor.

• Inaccurate Representation of Productivity: Simply measuring the time taken for a task doesn't always reflect true productivity. Quality, innovation, and customer satisfaction can be overlooked in favor of speed.

• Insufficient Sample Size: If the time study is based on too few observations or an unrepresentative sample of workers, the resulting standards may be inaccurate and unreliable.

• Static Nature: Time studies capture a snapshot of a process at a specific time. They may not account for changes in technology, work processes, or external factors that can quickly render the established standards obsolete.

• Focus on Measurable Tasks Only: This can lead to a narrow view of efficiency, neglecting the broader process and factors like communication and collaboration that impact overall effectiveness.

3. Organizational and Cultural Impacts:

• Shift to Quantity Over Quality: If incentives are tied directly to time-based output standards, employees might prioritize speed over the quality of their work.

• Increased Stress and Burnout: Unrealistic time standards can lead to excessive pressure, longer workdays, and increased stress and burnout among employees.

• Discouraging Team Collaboration: When individuals are measured on their own time, it can discourage them from assisting colleagues or engaging in collaborative tasks that might impact their individual metrics.

• Negative Impact on Company Culture: A culture of constant monitoring and micromanagement fostered by poorly implemented time studies can erode trust, foster a competitive atmosphere, and undermine employee autonomy.

• Hindrance to Flexible Work Arrangements: Strict time tracking can be incompatible with flexible work arrangements, which are increasingly valued in modern workplaces.

4. Resource Intensive:

• Time and Cost: Conducting a thorough time study requires significant time, skilled personnel (trained observers), and sometimes specialized equipment. This can be a deterrent for smaller businesses or those with limited resources.

In summary, while time studies can provide valuable data for process improvement, their effectiveness is heavily dependent on careful planning, skilled execution, and a clear understanding of their potential limitations and human impacts. To mitigate these weaknesses, it's crucial to combine time studies with other process improvement techniques, involve employees in the analysis, and focus on a holistic view of productivity that encompasses quality, collaboration, and employee well-being.

 

Work content measurement in the garments industry.

 

✅ What Is Work Content Measurement?

Work content measurement refers to the process of determining the amount of time and effort required to complete a specific task or operation in garment production. It involves analyzing tasks such as cutting, stitching, pressing, finishing, etc., to establish standard times and efficiency benchmarks.

 

   

🛠️ How Is Work Content Measured?

Common techniques include:

• Time Study: Using stopwatch or digital tools to measure task durations.

• Predetermined Motion Time Systems (PMTS): Such as GSD or MODAPTS, which assign standard times to small motions.

• Work Sampling: Observing operations at intervals to estimate task distribution.

• Standard Minute Value (SMV): Calculated time for completing a task under standard conditions.

 

Problem Solving: Plan-Do-Check-Act

Description:

This tool provides guidelines for using the Plan-Do-Check-Act approach and the steps to engage in the process.

How it can be used:

Effective problem-solving requires planning, testing, reviewing and refining a solution. The Plan-Do Check-Act (PDCA) cycle is a tool that provides a structured process to approach problem solving. Follow the steps below when you need a problem-solving approach that requires a methodical yet iterative process. Just as a circle has no end, the PDCA cycle should be repeated again and again for continuous improvement.

Benefits of using PDCA:

• To identify new solutions and improvements to processes that are frequently repeated

• To explore potential solutions to problems and make improvements using a controlled approach before selecting one for full implementation

• To avoid wasting resources due to full implementation of an ineffective solution When to use PDCA:

• As a model for continuous improvement

• When developing a new or improved design of a process, product or service

• When defining a repetitive work process

• When planning data collection to verify and prioritize issues The four phases in the Plan Do-Check-Act Cycle are:

1. Plan:

• Identify the problem

• Analyze the problem

• Map the process that is at the root of the problem

• Gather information required to identify a solution

2. Do:

• Generate several possible solutions

• Select the best potential solution

• Test a potential solution using a small-scale approach such as a pilot project or test trial

*Note that the ‘Do’ phase refers to ‘Try’ or ‘Test’. Implementation happens in the ‘Act’ phase.

3. Check:

• Measure the effectiveness of the pilot project or trial

• Identify what was learned

• Analyze whether and how it could be improved

• Depending on how successful the pilot project or trial was, the number of areas for improvement, and the scope of the initiative, consider repeating the ‘Do’ and ‘Check’ phases incorporating the additional improvements

• Once you confirm that the costs of repeating the ‘Do-Check’ sub-cycle further would outweigh any additional benefits, move onto the ‘Act’ phase

4. Act:

• Implement the improved solution

• Continue measuring to ensure the solution is working

• Loop back to the ‘Plan’ phase and seek further areas for improvement

Some examples of the types of activities during each phase are:

Lean Manufacturing - Definition - Concepts - Examples

 

What is Lean Manufacturing?

→ It is all about optimizing processes and eliminating waste and we will become more efficient.

→ This is a Japanese concept and in this concept, we have to find waste in our process and cut it out and the process will become lean.

→ It is a systematic approach to identifying and eliminating waste through continuous improvement in our process.

→ It is a methodology that focuses on minimizing waste within production systems and simultaneously it maximizes productivity.

→ This kind of production of goods using less of everything as compared to traditional mass production like less waste, less human effort, less manufacturing space, less investment in tools, less inventory, less engineering time to develop a new product, etc.

History:

History of Lean Manufacturing 

Goals of Lean Production:

→ Cost Reduction

→ Creating Conditions for Improving Product Quality

→ Quality First Time Through

→ Customer Satisfaction

→ Building In Quality at Each Stage

→ The Added Value of Repairs

→ Motivate all workers towards continuous improvement

→ Streamline or smooth operation flow etc....

8 Wastes of Lean:

[1] Transportation:

→ Transportation is the movement of goods from one location to another in the case of production or it also refers to information flow in case of service.

→ In manufacturing, unnecessary transportation during product assembly is a waste.

→ In easy language, we can say that performing different tasks in different locations.

→ For example, we are producing child parts in China and shipping them to India to assemble.

→ This process doesn’t add value to the end product, it doesn’t change the end result and it adds more cost.

→ If we take an example of Toyota, Tata, Ford’s manufacturing setup, many of their

suppliers are near their production plants.

[2] Inventory:

→ If our finished goods are not moving as per the forecast then it is called inventory waste.

→ Inventory has is a physical cost while the overproduction is assumed waste based on the forecast.

[3] Motion:

→ It is the unnecessary movement of people, machines, or items that do not add value in the final product and it decreases productivity.

→ Motion waste is usually caused by not following the 5S Methodology.

→ Some examples are employees looking for materials or equipment, poorly designed workspaces, SOP not defined for the process of operation, etc.

[4] Waiting:

→ Waiting is any type of delays in information flow or material flow which leads to decrease efficiency and increases the manufacturing or operation cost.

→ Some examples of delay are machine failure, the truck is not available for delivery, the semi-finish part is not available for assembly, the child part is not available, inspection pending, etc.

[5] Over Production:

→ If we produce products in bulk based on the forecast so we have to maintain more inventory and for the storage of finished goods we have to pay for space.

→ However, forecasts are commonly imperfect or it changes based on the market condition which leads to too much inventory and which is not good for the organization.

[6] Over Processing:

→ Over Processing refers to additional work in a process that isn’t required.

→ It costs us in the form of the time of our employees, materials used and wear & tear of equipment,

 → It also makes your production less efficient.

[7] Defects:

→ Defects are the most dangerous things for the organization.

→ It is the most visible type of waste and it is also referred to as not meeting customer's specification so it is scrap.

→ We have to bear the cost of the defects and scraps and it impacts our profitability.

→ In some cases, the organization has to bear rework or repair costs in case of defect.

[8] Skills sets (non-utilized talent):

→ If we are not using our employees to their full potential, talents or skills then it is a loss for us.

→ We can have a big effect on our organization's bottom line.

→ Examples of skill-set waste are Poor teamwork, minimal training, bad communication, and unnecessary administrative tasks.

Key Points:

→ Teamwork: Team Formation, people are used to doing the work

→ Observe: Analyses the current situation

→ Ideas: The team develops ideas by brainstorming - Ideas related to eliminate the waste.

→ Communication: By any mode of communication, the team is informed about the goals, any changes, the progress of the project, etc.

→ Culture: Create a continuous improvement culture surround the workplace.

Lean Manufacturing Principles

→ Five Fundamental Principles are mentioned below:

1. Identify Value

2. Map Value Stream

3. Create Flow

4. Establish Pull

5. Seek Performance

[1] Identify Value:

→ The manufacturer is the only person who creates value in product or service but it is defined by the customer.

→ In other words, the organization needs to understand the value that is defined by the customer in their products and services and they are willing to pay.

→ As a manufacturer or service provider, we have to focus on eliminating waste and optimize the cost of our product or service so that we can easily meet the customer's required price and we can have a business.

[2] Map Value Stream (VSM Study):

→ Value Stream Mapping is related to analyze and improve the flow of information in the case of the service provider and it refers to the flow of material in case of a manufacturer of a product.

→ In this method, we have to identify the wastes related to material or information flow and eliminate it from the system.

→ The VSM Study includes the product's entire lifecycle, from raw materials to disposal of the final product.

→ As an organization, we have to analyze each stage of the process and identify all non-value added activities and eliminate them from the system.

[3] Create Flow:

→ By eliminating wastes and non-value added activity we can improve our lead time for our material or information flow so we can get smooth process flow.

→ Lean Production depends on preventing interruptions in the production process.

[4] Establish Pull:

→ Establish pull means if we have a new order in the pipeline then and then we have to produce the products. This is a pull system instead of a push system.

→ With a push system, we manufacture the products based on the forecast and we have to maintain more inventory and we have to bear more cost for that.

→ However, forecasts are commonly imperfect, which leads to too much inventory and which is not good for the organization.

[5] Seek Perfection:

→ By following the above practices we can get the improved performance of our organization.

→ It also helps us to eliminate wastes from our value stream.

Benefits of Lean Manufacturing:

→ Improve Quality and Visual Management

→ Increase efficiency and easy to manage any process

→ Manpower and space Optimization

→ Continuous improvement

→ Problem Elimination and on-time delivery

→ Safer Work Environment

→ Improved employee morale

→ Empowerment of employees

Lean Manufacturing Examples:

→ Some of the very common examples of lean manufacturing are cut the waste in all processes, identify the optimum solution for the transportation of products or any information, follow the efficient process, try to do the first time through, eliminate 8 wastes from the system and process.

Lean Manufacturing Tools

Very commonly used tools are listed below..

⇢ 5S Methodology

⇢ Kaizen (Continuous Improvement)

⇢ PDCA Problem Solving

⇢ Jidoka

⇢ Single piece flow (One Piece Flow)

⇢ Poka-yoke (error-proofing)

⇢ Pull System/Kanban (Just In Time - JIT)

⇢ Heijunka (leveling or balancing)

⇢ Takt Time

⇢ Andon

⇢ Hoshin Kanri

⇢ Overall Equipment Effectiveness (OEE)

⇢ Cellular Manufacturing

⇢ Total Productive Maintenance (TPM)

⇢ Total Quality Management (TQM)

⇢ SMART Goals

⇢ Key Process Indicators (KPIs)

⇢ Single-Minute Exchange of Die (SMED)

⇢ 5 Whys | Why Why Analysis

⇢ Quality At Source

⇢ Process Standardization

⇢ Six Big Losses Analysis

⇢ Bottleneck Analysis

⇢ Gemba

⇢ VSM Study

Different Types of Garments Samples

 

Introduction:

Sampling is one of the most important processes in garments industry which has a vital role in attracting the buyers. Normally buyers are placed an order after satisfying with the quality of samples. As its importance on garments industry, today I will discuss about the different kinds of sample used for completing an order.

 

Types of Samples Required for Completing a Garments Order:

There are mainly eight types of sample needed for completing a garment order. Those ares-

1.    Proto sample,

2.    Fit sample,

3.    Size set sample,

4.    Counter sample,

5.    Salesman sample (SMS),

6.    Pre-production sample (PPS),

7.    Top over production sample (TOP),

8.    Shipment sample.

All the above garments samples are discussed in the below:

1. Proto sample:

It is the very first sample given into the buyer. It is prepared according to the buyer’s specification. It is a trial sample prepared on product development department. Buyer wants to see here that how its look likes after applying new design on it. Any types of fabric and color can be used here. For this types of sample 2-3pcs garments should be made where 1pc for manufacturer and rest of those are sent to the buyer for correction.

2. Fit sample: 

After approving proto sample

After approving proto sample, fit sample should be made by following buyer provided measurement sheet. It can be made by using similar fabric, nearer GSM and any color. In Fit sample, stitching and measurement must be 100% accurate. Here fabrication and color can be changed but no compromise on stitching and measurement. 2-3 garments are used in fit sample where 1pc kept by the manufacturer and rest of those are sent to the buyer.

3. Size set sample:

After approving fit sample, based on the patterns of approved sample, all the other sizes samples should be graded here and make pattern for different sizes. After that, make 2-3pcs sample for each size of that order. Manufacturer keep 1pc sample for himself and send 1pc or 2pc samples to the buyer for cutting approval. Here, it should be noted that, without the size set sample approval, cutting should not be started.

4. Counter sample:

This type of sample is based on the comments received from the buyer. For this sample, 2-3pcs garments are required.

5. Salesman sample (SMS):

Salesman sample is used by sales team of buyer to enhance the sales of any garment. Buyer sends the sample by salesman in the market to receive market feedback from the customers. It is done approximately 200-500pcs depending on the customers and season. The main objects of SMS sample are to check market, feedback, Buyer’s design etc.

6. Pre-production sample (PPS):

P.P sample should be made in actual production line by maintaining all actual of an order specification. It is the main stage of a garments order where any sample may be approved or rejected. If the sample will approve then can go for the rest of the process of that order. But if rejected then there will be the revision of previous processes. PPC (Planning production and control) department is also involved in this stage. Ones PPC department is involved then there’s no way for accepting of any style change. It is the very critical stage than other’s stage. Extra care must be needed here to confirm an order correctly.

7. Top of production sample (TOP):

During running an order in production line, a few samples sent to the buyer or buyers Q, C as TOP sample. TOP sample has a great importance in achieving certification of whole order. If TOP sample failed to approve its required quality then whole order will be resumed.

8. Shipment sample:

Shipment sample is needed after completing final inspection, when goods are ready for the shipment. It is a sample that reflects what buyers will receive down to Q.C, folding, tagging, bagging, labeling and final packaging included.

 

How to Increase Sewing Operator Efficiency?

 

 

In the garments manufacturing sector, a sewing operator plays an important role. Sewing operator efficiency has a great impact in achieving higher garments production, ultimately which helps to respect the shipping date. As its importance, today I will present here some important key points which help to increase the sewing operator efficiency.

 

Key Points for Increasing Sewing Operator Efficiency:

The following are the most important key points for increasing sewing operator efficiency.

 

1.    Training sewing operator,

2.    Motivation,

3.    Selection of expert operator for the critical process,

4.    Development of working methods,

5.    Set-up perfect machine layout,

6.    Continuous feeding to the operators,

7.    Remove unnecessary interruption during working,

8.    Set-up target for the operator,

9.    Avoid excessive overtime to the operator.

 

All the above points have discussed below:

 

1. Training sewing operator:

The operator is the main in garments manufacturing factory. It’s seen that less expert sewing operator takes more time but provides lower outputs in garments manufacturing. So, to increase sewing operator efficiency, training for sewing operators is a must.

2. Motivation:

Operator motivation plays an important role in increasing operator efficiency. So, to increase operator efficiency, factory authority should motivate the operator by arranging different cultural programs, a bonus for achieving targeted effort.

3. Selection of expert operator for the critical process:

It’s an important key point to increase operator efficiency. If the expert operator is selected for the most critical processes, then the rest of the process of that style will be easy and ultimately operator efficiency will be increased.

4. Development of working methods:

The working method should be developed by using work-study and motion study for increased operator efficiency. Sometimes it’s seen that, for a garment’s style, several unnecessary motions have been kept in line which ultimately decreases the operator efficiency. So, in that case, unnecessary motions should be removed for increased operator efficiency.

5. Set-up perfect machine layout:

A perfect machine layout for a particular style of clothing helps to complete 50% of total work for that style. So, a perfect machine layout is a must to increase operator efficiency. Perfect machine layout helps to minimize the material handling time as much as possible.

 

6. Continuous feeding to the operators:

It’s a very important one to increase operator efficiency. When a sewing operator has assigned with less work content then he has so much idle times. In this situation, you have to pass more works to him for increasing operator efficiency.

7. Remove unnecessary interruption during working:

It’s one of the important issues for decreasing operator efficiency. Sometimes it’s seen that the sewing operator is interrupted by supervisors and quality controllers, also submitted defective pieces to rectify, which consumes time and decreases operator efficiency. So, unnecessary interruption should be removed during working for increasing operator efficiency.

8. Set-up target for the operator:

Target set-up for the sewing operator is one of the useful factors for increasing sewing operator efficiency. In this case, first have to set an achievable target according to the sewing operator’s skill level, so that they can touch the given target. This system is very helpful for increased operator efficiency.

9. Avoid excessive overtime to the operator:

Excessive overtime to the operator can easily decrease operator efficiency. So, if you want to achieve better output from the sewing operator, then you must avoid excessive overtime to the sewing operator and confirm one day off weekly.

 

Work Study: Definition, Need and Advantages

After reading this article you will learn about:- 

1. Definition and Concept of Work Study 

2. Need for Work Study 

3. Advantages.

Definition and Concept of Work Study:

Work study, as defined by British Standard Institution, is a generic term for those techniques particularly ‘Method Study’ and ‘Work Measurement’ which are used in the examination of human work in all its contexts and which lead systematically to the investigation of all the factors which effect the efficiency of the situation being reviewed, in order to seek improvements.

Actually, work study investigates the work done in an organization and it aims at finding the best and most efficient way of using available resources, i.e., men, material, money and machinery. Every organization tries to achieve best quality production in the minimum possible time.

The time required to manufacture an item depends upon the manufacturing procedure; and one phase of work study known as Method study aims at finding the best possible manufacturing procedure which involves, least time and does not cause fatigue to the workers.

In brief, method study or motion study aims at finding the best way of doing a job. Method Study may be defined as the systematic investigation (i.e., recording and critical examination) of the existing method of doing a job in order to develop and install an easy, rapid, efficient, effective and less fatiguing procedure for doing the same job and at lower costs.

This is generally achieved by eliminating unnecessary motions involved in a certain procedure or by changing the sequence of operation or the process itself.

Once the method study has developed an improved procedure for doing a job, the work Measure­ment or Time Study will find the time allowed to complete the job by that procedure. Work Measurement may be defined as the application of different techniques to measure and establish the time required to complete the job by a qualified worker at a defined level of performance. The time necessary to complete a job is determined from number of observations.

Need for Work Study:

Principles of work study used to be employed even long ago, in order to explore improvements, when industry was simple and involved lesser problems; of course, a systematic procedure was not there. Today the industries with all their complexities and modernization naturally demand a more systematic approach like the work study in its present form.

Work study finds applications in:

1. Industries (Production operations, research and development),

2. Marketing, sales and distribution,

3. Offices, stores and warehouses,

4. Material handling,

5. Design,

6. Building and other constructions,

7. Transport,

8. Hospital,

9. Army, and

10. Agriculture, etc.

Advantages of Work Study:

(a) Uniform and improved production flow,

(b) Higher productive efficiency,

(c) Reduced manufacturing costs,

(d) Fast and accurate delivery dates,

(e) Better employee-employer relations,

(f) Better service to customers,

(g) Job security and job satisfaction to workers,

(h) Better working and other conditions, and

(i) Higher wages to workers.

Objectives of (or Advantages Obtained Through) Method Study:

(1) Improved working processes and standardized procedures,

(2) Better work place layout; neat and clean environments and working conditions,

(3) Less fatigue to operators,

(4) Better product quality,

(5) Effective utilization of men, materials and machinery,

(6) Efficient and fast material handling,

(7) Reduced health hazards,

(8) Efficient planning of the section, and

(9) Streamlined working procedures.

Objectives of (or Advantages Achieved Through) Work Measurement:

(5) Effective utilization of men, materials and machinery,

(6) Efficient and fast material handling,

(7) Reduced health hazards,

(8) Efficient planning of the section, and

(9) Streamlined working procedures.

Objectives of (or Advantages Achieved Through) Work Measurement:

(6) Decides realistic labor budgeting and provides a basis for standard costing system;

(7) Provides a basis for fair and sound incentive schemes; and

(8) Results in effective labor control.

Irrespective of the advantages mentioned above, the introduction of work study has always been looked by the supervisors, workers or union with suspicion. They probably feel insecure and think that work study will result in reduction in their salaries. Even otherwise a sudden change is never appreciated therefore workers and union should be taken into confidence and properly convinced before introducing work study.

Operation Analysis:

Operation Analysis is a detailed study of different operations involved in doing a work. Operation analysis becomes necessary in order to investigate the shortcomings of the existing method and to develop an improved procedure.

Operation analysis suggests, whether some elements, should be eliminated or combined or their sequence should be altered in order to obtain effective utilization of existing man­power and machinery with the minimum fatigue incurred by the workers. The analysis mainly considers the movements of the limbs and aims at finding a simpler and economical method of doing the job.

Before the procedural steps of a task are analyzed and the motions (of an operator) are studied or eliminated, an operation chart is constructed. Figure 9.7 shows an operation chart of the existing method of assembling nuts and bolts.

As a next step, the different motions involved are subjected to specific and detailed questioning with a view to eliminate unnecessary motions, and to arrange the remaining motions in a better sequence. Principles of motion economy serve as a very good guide in developing a better and improved method.

Besides assessing the present method a per the principles of motion economy, it is also subjected to following questions (whichever are applicable) with regard to:

(a) Worker:

1. Is he mentally and physically fit?

2. Does he incur unnecessary fatigue?

3. Does he need training to improve?

4. Does he get suitable salary?

(b) Set-Up:

1. Are tools and other equipment readily available?

2. Can the set-up be modified or can the number of set-ups be decreased?

(c) Material:

1. Is material of the proper specification i.e., composition, diameter, width, thickness of weight?

2. Can it be substituted by a less costly material?

3. Can scrap be minimized?

(d) Material Handling:

1. Can materials be transferred in big (unit) lots, thereby reducing the number of handlings?

2. Is it possible to avoid back tracking of the material?

3. Can the distances, by which the material is moved, be cut short?

(e) Operations:

1. Can some operations be eliminated?

2. Can some operations be made automatic?

3. How, re-sequencing of the operations will effect?

4. Is it possible to combine some operations?

(f) Tools and Fixtures:

1. Are they available in good condition?

2. Are they suitably located and prepositioned?

3. Is it advantageous to modify existing jigs and fixtures for better productivity?

(g) Working Conditions:

1. Is light and ventilation adequate?

2. Are the operations and working conditions safe?

3. Are facilities of wash rooms, etc., available?

Analysis of Motion:

The motions or movements of the limbs of a worker play a major part in the fabrication or manufacture of the products. By carefully observing a worker while he is doing an operation, a number of movements made by him which appear to be unnecessary and unproductive can be identified and eliminated.

Analysis of an operation, when carried out in terms of individual motions of a worker is known as motion analysis.

The purpose of motion analysis is to design an improved method which eliminates unnecessary motions and employs human efforts more productively. In doing so the principles of motion economy prove to be very helpful.

Steps involved in Motion Analysis are:

(a) Select the operation to be studied.

(b) List and chart various motions performed by the operator.

(c) Identify the productive and idle motions.

(d) Eliminate the unnecessary and non-productive motions.

(e) Redesign the existing operating procedure by employing minimum number of motions in the most appropriate sequence and in accordance with the principles of motion economy.

(f) Impart necessary instructions to the worker so that he develops proper habit cycle.

(g) Check once again the procedure in the light of step (e) above.

(h) The procedure may be standardized.