Plant Layout
Submitted ByAnil Yadav Kavita Yadav Ridhi Jain G. S. Subramanium Varundeep Singh Umakant
INDEX Statement of Study
3
Introduction
3
Factors Considered for Layout Construction
5
Steps in Facility Design
7
1) Procure the Basic Data
13
2) Analyze the Basic Data
13
3) Design the Production Process
20
Operation Break Down For COTTON SHIRT
21
Machine Requirement Calculation
24
4) Plan Material Flow Pattern
25
5) Material Flow for Each Department
31
6) Consider General Material Handling Plan
40
7) Calculate the Equipment Requirements
42
8) Plan Individual Work Areas
45
9) Select the Specific Material Handling Equipment
50
10) Coordinate the Group of Related Operations
57
10) Design Activity Relationships
57
11) Determine the Space requirements
66
13) Determine the Storage requirements
69
14) Allocate Activity Area to Total Space
80
15) Consider Building Types
82
16) MASTER LAYOUT
82
17) Evaluation
83
18) Installation & Implementation
83
Check List
84
Conclusion
85
Statement of the study: To prepare a plant layout for a shirt manufacturing unit with a capacity of 1250 shirts per day. Objective: Preparation of a layout plan for a shirt manufacturing unit. Need of the study: Designing an efficient layout helps a lot in reducing the time taken by the material to travel in the department. It helps in: Optimum flow of the material through each department Efficient operation of the various related processes. Increase in efficiency.
Introduction
The design of a process plant is a complex activity that will usually involve many different disciplines over a considerable period of time.
The design may also go through many stages from the original research and development phases, through conceptual design, detailed process design and onto detailed engineering design and equipment selection.
Many varied and complex factors including safety, health, the environment, economic and technical issues may have to be considered before the design is finalized.
At each stage it is important that the personnel involved have the correct combination of technical competencies and experience in order to ensure that all aspects of the design process are being adequately addressed.
Evidence of the qualifications, experience and training of people involved in design activities should be presented in the Safety Report to demonstrate that the complex issues associated with design have been considered and a rigorous approach has been adopted.
The process design will often be an iterative process with many different options being investigated and tested before a process is selected. In many occasions a number of different options may be available and final selection may depend upon a range of factors.
Factors considered for layout construction A. Movement
This factor includes inter and interdepartmental transport and handling at various operations, at storage, at inspections, the type of equipments and methods for material handling. This remains the most important factor while deciding upon the selection of layout and utilization of available land. The various support departments are planned such that they are near to their requisite sections of the plant, so that lesser material handling takes place as well as time is saved. The material handling equipments are selected and designed as per department’s requirement and interdepartmental movement. B. Product
This factor includes type of product, the range and variety it covers, the quantity in a shift, the number of shifts, necessary operations and their sequence. The product to be made is high quality dress shirt for export. There are various variations of the dress shirt which have been covered while selecting the type of machinery. The operation breakdown was done along with the time study and the final sequence of operations is decided by elimination of unnecessary operations. C. Machinery
This factor includes the process, production equipments / furniture type, special precautions to be taken, tools - their utilization and service net-work related to the same. During selection of machinery, the type, productivity, price and service provided by the supplier was kept in mind, so that no hassles are met in future. D. Waiting
This factor includes permanent and temporary storage and delays and their locations. The stores and warehouse are planned such that there is minimum amount of material handling happening between various departments and the store/warehouse. Proper amount of inventory storage capacity is planned so that inventory cost never goes higher.
E. Man This factor includes direct workers, supervision and service help personals, working hours, safety and manpower utilization method. Standard aisle space for movement is provided, so that there is no problem in movement or supervision. Proper amount of area for each workstation is provided so that the direct workers have no problem while doing the operations or during movement. All the safety precautions are undertaken while designing the layout like exits, emergency exits, fire extinguishers. F. Service
This factor includes service relating to employee facilities such as parking, lockers, rooms, toilets, waiting rooms etc, service related to materials in terms of quality, production controls, scheduling, dispatching, waste control etc and service related to maintenance and repair, its schedule, frequency and intensity. G. Building
This factor includes outside, inside building features, utility distribution, nature of service integration. The various blocks are planned as per their requirement like of height, inside features, type of shedding, flooring etc. The final building is to be done in two floors with Kirby sheds while the administration, canteen and other utilities block would be an RCC structure.
Steps in facility design 1. Procure the basic data a) Sales forecast b) Quantity to be produced c) Production schedule d) Inventory policy e) Production routing f) Operations to be performed g) Production time standards h) Scrap percentages 2. Analyze the basic data Above data is analyzed by the designer to determine the desired interrelationships and then preparing for subsequent planning steps. Assembly charts give a quick and early glimpse of the possible flow of materials.
3. Design the production process The next is to decide how the raw material would be converted to final part or product. Herein the production engineer designs an OPERATION SHEET or PRODUCTION ROUTING, which is the tabulation of the steps involved in the production of a particular part and necessary details on related items. Information on routing may include: i. Part names and number ii. Operation numbers and sequence iii. Operations name and descriptions iv. Machine names and numbers v. Production standards vi. Number of operators
vii. Space requirements viii. Material With the above information along with the Assembly chart, an OPERATION PROCESS CHART is constructed, which provides a better impression of the potential material flow pattern. 4. Plan material flow pattern
Overall material flow pattern must be carefully designed to assure minimum movement and expeditious interrelation of the several components –part flow paths. Assembly chart and production routing along with data on quantity and frequency of material movement, a preliminary material flow pattern should be developed, which is then worked upon keeping in mind the factors affecting material flow to reach to a finalized pattern of flow of material in a particular unit. Flexibility for future expansion or any changes 5. Consider general material handling plan
The material handling system converts the static flow pattern into a dynamic flow of material through the plant.
The ideal system consists of an integrated combination of methods and effective methods of performing every handling task- from unloading of material to shipping of the final product. This involves both manual and mechanical methods.
Detailed handling methods should only after individual work stations have been planned.
6. Calculate the equipment requirements
Any layout is incomplete w/o estimation of how many pieces of each type of equipment (manufacturing, service and auxiliary) will be required.
Preliminary requirement has been made while tabulating production routing. Here final decisions must be made as to the quantity of the equipment as a basis for planning individual workstations and planning space requirements for each activity area.
Also the number of operators must also be determined.
If final decisions regarding above , have not been made, at least an estimation should be available.
7. Plan individual work areas
At this point, each operation , work station , area , process etc. must be planned in detail.
The interrelationships between machines, operators and auxiliary equipment must be worked out.
Each workstation must be tied into the overall flow pattern and flow through each work station must be planned as an integral part of the overall plan.
8. Select the specific material handling equipment Specific methods of material handling must be decided upon for each move of material or item. Many factors need to need to be considered in the selection of handling methods.
9. Coordinate the group of related operations Once the workplaces have been designed, interrelationships between the work areas, related group of operations or activities should also be planned. LAYOUT PLANNING CHART is a useful technique at this point.
10. Design activity relationships Production activities need to be inter-related with auxiliary and service activities with respect to the degree of closeness required by material, personnel and information flow.
11. Determine the storage requirements
Plans should now be crystallized in terms of storage of raw material, WIP and finished products.
Square foot and cubic foot requirements should be calculated , with thought also given to the location of the storage areas in the layout.
2 storage location methods-
1. Randomized storage When an individual SKU can be stored in any available storage location. The closest available slot is designated as storage location 2. Dedicated storage When a SKU is assigned to a specific storage location or a set of locations. Fixed slot is defined.
12.
Plan the service and auxiliary activities (Administration, transportation and storage)
A look at the plant service area planning sheet shows the complexity of this step.
Depending on the size of the plant all of the service activities must be carefully studied, in order to determine which are needed.
Later, during the space planning and final design aspects of the planning, the details of many of these service activities must be worked out.
13. Determine space requirements
At this stage, a preliminary estimate of the total space required for each activity in the facility can be made and cumulatively, designer can arrive at a first estimate of the total area.
Production space needs are estimated with the aid of a production space requirement sheet.
Space determinations made at this stage are estimates. So these are on a little higher side to ensure there is sufficient area. Only the final layout will show accurately the total space needs.
14. Allocate activity areas to total space The total space requirement work sheet provides for an area template for each activity listed. Activity relationship diagram is helpful in determining the relationships b/w the different area templates.
Then an Area Allocation Diagram can be made based on the above, which depicts the inter-relationships between the internal flow of materials and the external flow-by means of various transportation modes. It will also depicts the relationship w/ surrounding facilities e.g. power plant, parking areas, storage places and adjacent buildings. A preliminary layout has now been established.
15. Consider building types Building type, construction, shape and number of floors should be considered. Building usually comes after the layout. The layout should never be squeezed into or altered to fit into a building, if it can be avoided by designing a layout first. As imp a building might seem to be, it is the layout that forms the basis for the efficient operation of an enterprise.
16. Construct the master layout This step is the culmination of the detailed work and planning done in the preceding steps. Final Layout is prepared using templates, tapes, etc. to a scale e.g. ¼” = 1 ft. Two dimensional or three dimensional models are prepared.
17. Evaluate, adjust and check the layout with appropriate personnel No matter how carefully or scientifically previous steps have been carried out, there are always personal and judgmental factors to be considered. Facility designer and his associates should check over their work at this stage before submitting it for approval. Preliminary checks might also be made with others who have contributed in designing the layout (production, methods, and personnel safety).
18. Obtain approvals In the final stages , the layout must be formally approved by certain plant officials, depending on plant facilities and procedures.
19. Install layout A layout designer should carefully supervise the necessary work involved in the installation of the layout to make sure all work is done according to the plans in the
approved layout. Any changes, if desired, should be carefully investigated and approved by the concerned authorities.
20. Follow up on implementation of layout Just because layout has been installed as planned, there is no guarantee that will work as planned. No plant layout is 100% perfect and layout designer must continually take note of how the layout is affecting the production operations. Scope should be improvement must always be kept and incorporated if found desirable.
1. Procure basic data 2. Analysis Of Basic Data a. Product Information b. Tech – Pack c. Factory Information i. Foundation ii. Location iii. Electric Supply iv. Nearness to Labor Supply v. Proximity to external Economies Of Scale vi. Reputation Of Area vii. Transport and Communication Services viii. Government Support ix. Opportunities For Expansion x. Development Agencies And Inward Investment xi. Building Typology xii. Construction Details xiii. Description Of Floors xiv. Area Of Factory- Department-wise xv. Government And Industry Compliances
Product information:
Sketch (front)
Sketch (back)
TECH PACK BUYER ADDRESS :GENUINE GARMENT EXPORT COMPANY, NEW DELHI product ID
01126357
Product name
Full sleeve Men’s cotton shirt
Order Quantity
1250
Group
Plain
Season
summer
Brand
Local
Size
M
gender
MALE
Fabric
100 % cotton
Date
6/4/11
fabric weave
Plain
GSM
180
COLOUR DETAILS :Base Fabric
checks blue
Stitching Thread
DTM
Button
White colored Shell button
TABLE OF MEASUREMENT FOR SIZE SET
S. No
Description
M
Tolerance(+ / - )
1
Neck line length
43
.5
2
Distance b/w Shoulder
45.5
.5
3
Total Sleeve length
67.5
.5
4
Armhole height from Neck point
29
.3
5
Sleeve width
21.5
.3
6
Bottom Sleeve width
11.8
.1
7
Chest Width
55
.5
8
Bottom Width
55
.5
9
Total Length from HSP
78
.5
10
Back yoke height at neck point
9.8
.1
11
Front cross (at ½ arm)
41.5
.3
12
Back cross (at ½ arm)
44.5
.3
13
Cuff height
8.5
.1
14
Sleeve placket length
14.5
.1
15
Sleeve placket width
3.5
.1
16
Sleeve placket Box height
3.5
.1
17
Collar Point
6
.1
18
Collar Height
4
.1
19
Collar band Height
3
.1
20
Shoulder Slope
4.8
.1
21
Shoulder forward
2.5
0
FACTORY INFORMATION: Foundation:
The foundation will be built by digging 6 ft. down. Firstly a base of plain concrete cement is there for 6 inches and then a reinforced concrete cement block of 1 ft.
The column foundation starts after that and the plinth and normal ground level are the same.
IMT Manesar Gurgaon IMT Manesar Area is under Haryana State Industrial Development Corporatation (HSIDC).The Export House is situated in the Township (IMT) in Manesar, 17 km from Gurgaon. The reasons for Manesar's popularity are not hard to find. "It is located on the main Jaipur-Delhi highway and is extremely well-connected to Delhi. The international airport is just 32 km away, while Connaught Place is 45 km. It takes about an hour and a half to reach Connaught Place which is the center of Delhi. There are various garment manufacturing units like Modelama, Innovation com, Remya Fashions - Manufacturer and Exporter of Hi-Fashion Garments etc. in this area. The following could all be considered as important but for setting up the garment unit, some of the factors will be more important than others. Electricity supply: Some firms require either a certain type of power/energy source or particular amounts to be able to operate effectively. This means that one consideration for location is somewhere that has relatively easy access to such sources. This might be particularly relevant for a garment unit that uses sufficient amounts of power in the production process. In simple terms, the location has to be in a position to be able to supply the amount of power that the unit might need. In this example of the garment unit, the production processes involved in this industry require an optimum amount of electricity. The electricity supply to the unit is continuous and the rates are cheap.
Nearness to a Supply of Labor:
All businesses need labour to operate. In some cases, this labour has to have high levels of skill. Some areas have concentrations of industry in a region and have become known for having a pool of skilled labour available. In such cases, it can save a firm both time and cost locating near to the supply of labour. This can be extended if the local labour supply is relatively cheap. In the vicinity of the IMT Manesar, cheap labour can be easily found. The nearness to the villages like Bhiwadi , Khandsa and Manesar fulfills the requirements of labour. Proximity of Other Businesses - External Economies of Scale: Where industry becomes concentrated in an area, there are generally a number of supporting or ancillary units set up. In some cases, these units supply specialised services or products to other firms in the industry. For example, fabric dyeing, printing, agencies for fabric sourcing/ accessories sourcing, buying houses etc. are also in IMT manesar. These benefits can result in lower average costs (costs per unit). This is called external economies of scale. The Reputation of an Area: Certain areas of the country have a reputation for particular types of business - this might often be due to its industrial past or the density of the similar kind of industries. There are too many export houses in this area and it is reputed as a hub for garment manufacturing. Whilst this factor may be seen as being less important it can still be a factor that a unit might consider. Transport and Communication Services: Units that rely on good communications networks either for information transfer or distribution may well look to locate in areas where such facilities exist. This may include high quality road networks, access to trains, airports, ports and so on. Many new industrial estates have been built in out of town areas and major new trunk roads linking these estates with major road networks make locating in these areas worthwhile for some firms. For other firms, speed of information may be the crucial factor in their business. Many city areas were the first to have access to high speed data networks, broadband, cable and
satellite services and so on. For a firm in the City, having high speed data access is essential to the transaction of their business. The IMT manesar is well connected to the highway for the transport of the materials. The information services are also satisfactory. Government support: The availability of low rent premises, faster planning permissions, employment subsidies (a sum of money given for every job created), grants etc. can make a difference to a company that decides to locate in that area. Opportunities for Expansion: Many businesses might be looking for opportunities to expand in the future. Access to land, and the ease with which the business can expand if necessary, might therefore be something that a business will want to find out before making a location decision, or at least as part of a location decision. In some areas of the country, planning permission may be difficult to get - there may be restrictions on expansion into the countryside, various policies to encourage use of derelict land and so on. Whilst this may be of benefit to society as a whole, it is not necessarily the most cost-effective solution for a business. In some areas of the country, land and rental prices can be significant factors in location decisions. IMT manesar can be considered a perfect location for the expansion. Development Agencies and Inward Investment: Regional policy in recent years has changed its emphasis. The approach is to have a coordinated policy to help each region achieve its full economic potential but at the same time to allow decision-making to be devolved to the lowest level, where possible. This means that the regions themselves will take a lead in encouraging economic development and supporting businesses in their region. To this end, there is now a network of regional development agencies (DAs) focusing their attention on improving the economy of particular regions. IMT manesar Industries Association is the main association involved in the development of this area
Govt. & industry compliances:
Labour Laws
Human rights
ILO Compliance
Vendor Compliance
Government Policies and State Government Laws
Minimum Wages
3) Design production process
The production process of various sections involved in the production process is designed using the analyzed data along with the consultation with concerned experts and consultants The next is to decide how the raw material would be converted to final part or product. Herein the production engineer designs an OPERATION SHEET or PRODUCTION ROUTING, which is the tabulation of the steps involved in the production of a particular part and necessary details on related items. Information on routing may include:
i. Part names and number
ii. Operation numbers and sequence
iii. Operations name and descriptions
iv. Machine names and numbers
v. Production standards
vi. Number of operators
vii. Space requirements
viii. Material
OPERATIONAL BREAKDOWN FOR COTTON SHIRT Sleeve
Collar
Front
Back
PLKT MARK AND CUT
PRESS CLR
PRESS B/H PLKT
PLEAT MAKING
ATT SMALL PLKT
T/S ON CLR
SEW BUTTON PLKT
YOKE ATTACH
TACK @ V NOTCH
PRESS N/B
SEW B/H PLKT
LABEL MAKING
PLKT MARKING
N/B HEM
TACK B/H PLKT
LABEL MARKING
ATT BIG PLKT
CLR ATTACH TO N/B
FRONT CHECKING
LABEL ATTACH
FINISH BIG PLKT
CLR PRESS
BK CHECKING
CLR RAW EDGE TRIM
T/S PLKT
SLV CHECKING
NO SET FRNT & BACK
CLR CHECKING
Sew Cuff
JOIN FNT AND BK
Turn & Iron Cuff
SHOULDER T/S
COLLAR ATTACH
COLLAR FINISH CUFF CORNER TACK
ATT SLV TO BODY
SEW CUFF PLEATS
LEGEND
ARM HOLE T/S
SEWING OPERATION IRONING CHECKING
CUFF ATTACH
ARM HOLE CHECKING CUFF T/S
HELPER No. SET
SIDE SEAM ATTACH
FINAL CHECKING YOKE LABEL ATTACH
TRIMMING S/S LABEL ATTACH
GARMENT READY BOTTOM HEM
S/S TOP STITCH TRIM
Formal Shirt Operational Breakdown
MACHINERY REQUIREMENT CALCULATION FOR ONE LINE Target output = 1250 pc/day for 4 lines
Sewing SAM
26.2
shift time = 480 min
Helper SAM
6.4
operator efficiency = 65%
Finishing SAM
2.27
Sr.No.
Code
OPERATION
SAM
HELPER
ACTUAL TIME
MACHINE
W/S
W/S
Calculated
Req.
Actual
NO.of
Actual
W/S
M/C
M/C
Req.
Req.
Req.
Cal Prod.
COLLAR PREPARATION 1
A1
Mark Collar
0.31
Y
0.477
Helper table
0.31
0.5
1
0
0
503
2
A2
Make Loop
0.12
N
0.185
Snls w/ ubt
0.12
0.5
1
0.5
1
1300
3
A3
Tack Loop&Attach Loop to CLR Patch
0.26
N
0.400
Snls w/ ubt
0.26
0.5
1
0.5
1
600
4
A4
Top Stitch on collar with Patch
0.2
N
0.308
Snls w/ ubt
0.20
0.5
1
0.5
1
780
5
A5
Make Collar
0.48
N
0.738
Snls we/c
0.48
0.5
1
0.5
1
325
6
A6 Trim, Turn & Crease Collar
0.31
Y
0.477
machine
0.31
0.5
1
0.5
1
503
Collar turning
7
A7
Topstitch Collar
0.31
N
0.477
Snls w/ ubt
0.31
0.5
1
0.5
1
503
8
A8
Press Neck Band
0.32
Y
0.492
Iron Table
0.32
0.5
1
0.5
1
488
9
A9
Match Band With Collar
0.3
Y
0.462
Helper table
0.30
0.5
1
0
0
520
10
A10
Attach Neckband To Collar
0.48
N
0.738
Snls we/c
0.48
0.5
1
0.5
1
325
11
A11
Trim & Turn Pick
0.32
Y
0.492
Helper table
0.32
0.5
1
0
0
488
12
A12
Ready Cut Collar
0.16
N
0.246
Snls we/c
0.16
0.5
1
0.5
1
975
13
A13
Press Collar
0.47
Y
0.723
Iron Table
0.47
0.5
1
0
0
332
CUFF PREPARATION
1
B1
Mark Cuff
0.32
Y
0.492
Helper table
0.32
0.5
1
0
0
488
2
B2
Hem Cuff
0.29
N
0.446
Snls w/ ubt
0.29
0.5
1
0.5
1
538
3
B3
Make cuff
0.64
N
0.985
Snls we/c
0.65
1
1
1
1
488
4
B4
Trim&turn cuff
0.3
Y
0.462
Helper table
0.30
0.5
1
0
0
520
5
B5
Press Cuff
0.32
Y
0.492
Iron Table
0.32
0.5
1
0
0
488
SLEEVE PREPARTION 6
C1
Notch Sleeve for PLKT
0.32
Y
0.492
Helper table
0.32
0.5
1
0
0
488
7
C2
Attach Down Sleeve PLKT
0.31
N
0.477
Snls w/ ubt
0.31
0.5
1
0.5
1
503
8
C3
Tack Down Sleeve PLKT
0.22
N
0.338
Snls w/ ubt
0.22
0.5
1
0.5
1
709
9
C4
Press Top Sleeve PLKT
0.65
Y
1.000
0.66
1
1
0
0
480
10
C5
Attach Top sleeve PLKT&finish
0.96
N
1.477
Snls w/ ubt
0.97
1
1
1
1
325
Iron Table
FRONT 11
D1
Hem Pocket Mouth
0.24
N
0.369
Snls w/ ubt
0.24
0.5
1
0.5
1
650
12
D2
Press Patch Pocket
0.29
Y
0.446
Iron Table
0.29
0.5
1
0
0
538
13
D3
Make Button Placket
0.3
N
0.462
Snls w/ ubt
0.30
0.5
1
0.5
1
520
14
D4
Attach Top Plkt
0.62
N
0.954
Snls w/ ubt
0.63
1
1
1
1
503
15
D5
Make Button Hole placket
0.65
N
1.000
Kansai
0.66
1
1
1
1
480
16
D6
Mark front For Pocket Placment
0.31
Y
0.477
Helper table
0.31
0.5
1
0
0
503
Attach Pocket To Front
0.79
N
1.215
Snls w/ ubt
0.80
1
1
1
1
395
17
D7
BACK 18
E1
Match Yoke to Back
0.32
Y
0.492
Helper table
0.32
0.5
1
0
0
488
19
E2
Attach Yoke To Back
0.47
N
0.723
Snls w/ ubt
0.47
0.5
1
0.5
1
332
20
E3
Topstitch Back Yoke
0.46
N
0.708
Snls w/ ubt
0.46
0.5
1
0.5
1
339
21
E4
Attach Patch to Back
0.48
N
0.738
Snls w/ ubt
0.48
0.5
1
0.5
1
325
22
E5
Press Patchlabel
0.32
Y
0.492
Iron Table
0.32
0.5
1
0
0
488
23
E6
Attach Patch Label to Back With Main
0.64
N
0.985
Snls w/ ubt
0.65
1
1
1
1
488
Label
ASSEMBLY 24
F1
Match Front With Back
0.3
Y
0.462
Helper table
0.30
0.5
1
0
0
520
25
F2
Attach Shoulder
0.61
N
0.938
Snls w/ ubt
0.62
1
1
1
1
511
26
F3
Topstitch Shoulder Panel
0.47
N
0.723
Snls w/ ubt
0.47
0.5
1
0.5
1
332
27
F4
Match Sleeves With Body
0.3
Y
0.462
Helper table
0.30
0.5
1
0
0
520
28
F5
Attach Sleeves
0.87
N
1.338
Snls w/ ubt
0.88
1
1
1
1
359
29
F6
Topstitch Armhole
0.81
N
1.246
Snls w/ ubt
0.82
1
1
1
1
385
30
F7
Tack Wash care Label
0.2
N
0.308
Snls w/ ubt
0.20
0.5
1
0.5
1
780
31
F8
Sew Side Seam
0.79
N
1.215
Foa
0.80
1
1
1
1
395
32
F9
Make Side Slit
0.81
N
1.246
Snls w/ ubt
0.82
1
1
1
1
385
33
F10
Match Collar With Body
0.3
Y
0.462
Helper table
0.30
0.5
1
0
0
520
34
F11
Stay Stitch on Neck
0.29
N
0.446
Snls w/ ubt
0.29
0.5
1
0.5
1
538
35
F12
Attach Collar to body
0.45
N
0.692
Snls w/ ubt
0.45
0.5
1
0.5
1
347
36
F13
Close Collar
0.69
N
1.062
Snls w/ ubt
0.70
1
1
1
1
452
37
F14
Topstitch Collar
0.31
N
0.477
Snls w/ ubt
0.31
0.5
1
0.5
1
503
38
F15
Match Cuff To Body
0.32
Y
0.492
Helper table
0.32
0.5
1
0
0
488
39
F16
Make Pleaet on Sleeve
0.29
N
0.446
Snls w/ ubt
0.29
0.5
1
0.5
1
538
40
F17
Attach Cuff To Body
0.63
N
0.969
Snls w/ ubt
0.64
1
1
1
1
495
41
F18
Topstitch Cuff
0.58
N
0.892
Snls w/ ubt
0.59
1
1
1
1
538
42
F19
Hem Bottom
0.65
N
1.000
Snls w/ ubt
0.66
1
1
1
1
480
43
F20
Mark Front For Button Hole
0.32
F
0.492
Helper table
0.32
0.5
1
0.5
1
488
44
F21
Attach Button on Cuff
0.22
F
0.338
Button Attach
0.22
0.5
1
0.5
1
709
45
F22
Make Button Hole on Cuff
0.21
F
0.323
Button Attach
0.21
0.5
1
0.5
1
743
46
F23
Make Button Hole
0.65
F
1.000
Button hole
0.66
1
1
1
1
480
47
F24
Mark Front For Button Att
0.24
F
0.369
Helper table
0.24
0.5
1
0.5
1
650
48
F25
Attach Button on Front Placket
0.63
F
0.969
Button Attach
0.64
1
1
1
1
495
TOTAL
26.2
26.45
39.5
61.0
30.5
44.0
325
40.308
S.NO
MANUAL
QTY
S.NO
SEWING MACHINES
QTY
S.NO
FINISHING
QTY
1
Helper table
14
1
Snls w/ ubt
30
1
Button Attach
3
2
Collar turning machine
1
2
Snls we/c
4
2
Button hole
2
3
Iron Table
6
3
Sncs
0
TOTAL
5
TOTAL
21
4
FOA
1
5
Kansai
1
TOTAL
36
4) Plan material flow pattern One of major activity during plant layout design is the planning of the flow pattern. It is on the flow pattern that the layout design depends upon. So selection of the best flow pattern as per the given constraints from various available options is very important for the success of the final layout.
Different sections of the unit The new manufacturing unit will consist of following sections / departments:
A. Production Related • Fabric Stores • Sewing Trims & Accessories Store • Spreading and Cutting Section • Sewing Section • Finishing Section • Merchandising Department • Sampling & Technical Department • Quality Department • CAD Section • IE Department • Maintenance • Warehouse
B. Administration and other departments • CEO Office • Accounts Department • HR Department • Medical Room • Training Department • Conference Room • Reception • Generator, Boiler, Compressor and other utilities Room • Security Room • Toilets • Parking Material Flow Pattern • Receipt of palletized fabric to store: Palletized fabric is received at the unloading dock and is transferred to the fabric store through the articulated fork lifter. • Issue of fabric to cutting section: The required amount of fabric is issued to the cutting section through fork lifter or the power pallet truck as per requirement. • Transfer of cut parts to parts section: The cut parts are transferred to the parts section through a vertical trolley system. The cut parts would be lifted by the help of a trolley to the parts section from where it would be fed to the respective lines. In the parts section, material is handled via bins, or racks as per requirement.
• Transfer of panels to assembly section: From parts to assembly garments are transferred through use of various bins, racks or trolleys. And in the assembly section, garment panels move on a mover system. • Transfer of garments to finishing section: Garment is transferred to the finishing section through the stairs using gravity. There would be slider provided in the stairs for easy movement of the bins on the stairs. In the finishing section garments will move on mover system and racks. • Transfer of packed garments to warehouse: The packed and/or palletized cartons are transferred to the warehouse through the articulated fork lifter or the power pallet truck. • Shipment of palletized cartons: Eventually palletized cartons are shipped and loaded in the container at the dock with the help of fork lifter and the power pallet truck.
PRODUCTION ROUTING- MERCHANDISING DEPARTMENT Start Obtain tech pack from buyer
Costing
Analyze fabric consumption from CAD
Sampling
Analyze cost of trims and fabric
Obtain general sewing data from IED
Develop sample as per the tech pack
Prepare cost sheet from sample
Develop proto sample
Cost sheet & sample sent to buyer for approval
Confirmation of order
Obtain PCD & details from production unit
Source trims & fabric from concerned dept.
Yes
No
Approval
Book washing & embroidery capacity if required
Cost sheet reworked
Obtain GSD from IED
Execution of order by entering details in ERP
Prepare sample as per buyer requirements
Forward the sample to buyer for approval
Hold pre production meeting with the production unit
Execute bulk order
Yes
Follow up with production departments & update the buyer
Approval
Submit required documents to documentation dept
No
Comments received from buyer should be incorporated and fit sample reworked Offer garments for final inspection. Truck out
Follow up on the payments for goods
End
Tech pack received from merchant
Develop patterns
Costing CAD marker
Develop sample
Develop fit/proto sample If any comments comments
If no comments
Revise Fit/Proto sample
PP sample If any comments comments
If no comments
Revise PP sample
Size set sample If any comments comments
If no comments
Incorporate buyer comments
Sealer sample If any comments comments
Incorporate buyer comments
Workflow of sampling
If no comments
Bulk production (shrinkage to be added if it’s a wash program)
FABRIC SOURCING:
Start
Sampling
Bulk
Technical analysis. Vendor evaluation/selection of vendor
Receiving order, technical analysis/ process starts for technical development, vendor selection
Placement If Ok
Rate quotation from different mills
If not Ok D/L
TNA/Execution plan/placement of order for production
Submit to buyer
Redo D/L If Ok
Sampling yardage/ lab tests
Final approval by buyer
Placement, lab dips/strike offs submission to buyer
Rate finalisation, sampling yardage, lab tests Final submission to buyer
Lab testing as per buyer requirement
Technical monitor/ corrective measures
Despatch to vendor’s godown
Mending/cleaning/washing
If not required End
If not Ok On line inspection
If required Process Sanforising/dyeing/prints/OXO/ washing/wet processing
Lab test as per buyer requirement If not Ok
Third party inspection as per buyer standards
Pass
Third party inspection as per buyer standards Reject
Vendor evaluation/ feedback to vendor
Pass
End
FABRIC AUDIT: Start
Receive fabrics
Conduct shrinkage test on minimum 2 bits/bale or minimum 10 bits of consignment
If No
Inform to stores and prepare goods received note (in case of imported fabric)
Verify whether quantity received match with quantity ordered
If No
If Yes
Forward one meter of each consignment for lab test
Inspection based on four points system. Match bulk with approved dye lot, width of fabric etc.
If Yes
Name shade lot as ABC
Send to merchant for buyer’s approval
If No
If approved
If Yes
Forward to cutting department
Reject lot End
Start
Accept & receive materials against documents
Prepare PRE GRN
Verify materials against invoice/ Delivery challan & packing list
Carry out quality & quantity inspection as per AQL 1.5
ACCESSORY
STORES: Allocation of trims based on the nature of the item
Prepare GRN & do the bill entry. The same is forwarded to accounts for payment
PROCESS SELECTION
PRODUCTION ISSUES
Identify trims which have been approved by merchants
Prepare work order
Prepare delivery challan
Prepare delivery challan & keep trims ready to issue to the factories
Forward trims along with documents for processing Materials to be issued after inspection by security against DC
End
Receive spec sheet form
Receive patterns from pattern
Digitize pattern to feed in
Pattern correction
Output to Graphtec plotter Pattern grading
Cut ratio planning
Market planning according to the cut plan ratio
Pattern sent to merchandiser for sampling
Output marker to plotter
Output mini marker to printer WORK FLOW IN CAD DEPARTMENT
Send to cutting room for cutting
Send to merchandiser for costing Cutting package from production manager
Acquire fabric from fabric store
Cut sample to check yes
Send to CAD for amendment
No
Cut for initial size set
Assemble and check
Receive amendment pattern from CAD
Require NO amendm No ents
Yes
Issue job order WORK FLOW IN
Cut plan
Bulk cutting
Sorting
Bundling
Issue
CUTTING DEPARTMENT
PRODUCTION DEPT:
Start Bulk Production Cut parts received from cutting Parts preparation Assembly In-Line checking
End line checking & AQL audit Button & button hole/ Bar tack
Washing Rough checking Ironing Final checking Measurement checking Tagging Packing FSA Audit Auditing by buyer QA Truck out
End
5) Material flow pattern plan Specific methods of material handling must be decided upon for each move of material or item. Many factors need to need to be considered in the selection of handling methods. Material handling equipment is selected based on the requirement with consideration for various factors like cost, service etc. Progressive bundle system (PBS)
The progressive bundle system (PBS) gets its name from the bundles of garment parts that are moved sequentially from operation to operation.
Bundles consist of garment parts needed to complete a specific operation or garment component.
Bundles are assembled in the cutting room where cut parts are matched up with corresponding parts and bundle tickets.
The sewing operations are laid out in sequence . Each operator receives a bundle , does his work , re-ties the bundle and passes it to the next operator .
There is usually a storage facility such as rack, bin or table for storing the interprocess work between each operation. The work is routed by means of tickets.
Any imbalance in production can be corrected by using utility workers . It is used in shirt factories, jeans factories , jacket factories, etc
Advantages
Operators perform the same operation on a continuing basis, which allows them to increase their speed and productivity.
This system may allow better utilization of specialized machines, as output from one special purpose automated machine may be able to supply several operators for the next operation.
Small bundles allow faster throughput unless there are bottlenecks and extensive waiting between operations.
Semi skilled labour can be used.
Disadvantages: 1. Operators who are compensated by piece rates become extremely efficient at one operation and may not be willing to learn a new operation because it reduces their efficiency and earnings.
2. Slow processing, absenteeism, and equipment failure may also cause major bottlenecks within the system.
3. Large quantities of work in process
4. This may lead to longer throughput time, poor quality concealed by bundles, large inventory, extra handling, and difficulty in controlling inventory.
5. It requires a high level of management skill to arrange the workflow and decide on the number of operators for each operation .
6) Calculate equipments requirements MACHINE
LENGTH
WIDTH
AREA PER MC
TYPE INCHES FEET
INCHES
FEET
SQ FEET
SNLS
42
3.5
21.2
1.8
6.18
DNLS
42
3.5
21.2
1.8
6.18
DNCS
42
3.5
21.2
1.8
6.18
SNEC
42
3.5
21.2
1.8
6.18
B/H
47
3.9
22.5
1.9
7.34
B/S
47
3.9
22.5
1.9
7.34
B/S feeder
47
3.9
23
1.9
7.51
B/H B/S Tandem without
48
4
28
2.3
9.33
B/H B/S Tandem with feeder
60
5
40
3.3
16.67
Auto Jig
43
3.6
32.5
2.7
9.70
Front Pressing
52
4.3
45
3.8
16.25
Sleeve plkt Pressing
42
3.5
21.2
1.8
6.18
Contour
35.5
3.0
23.5
2.0
5.79
Collar Notch
42.5
3.5
24.5
2.0
7.23
Kansai
42
3.5
21.2
1.8
6.18
Back Stacker
42
3.5
21.2
1.8
6.18
Cuff Stacker
53.5
4.5
21.2
1.8
7.88
Collar blocking
42
3.5
34
2.8
9.92
Cuff Blocking
24
2.0
33.5
2.8
5.58
Checking table
47
3.9
38
3.2
12.40
Iron Table 1
41
3.4
25
2.1
7.12
Iron Table 2
51
4.3
31
2.6
10.98
Table
48
4.0
31
2.6
10.33
Fusing Machine
175
14.6
62.00
5.2
75.35
feeder
Band Knife
84
7.0
60.00
5.0
35.00
Die Cutting Mc
42
3.5
42.00
3.5
12.25
Storage Rack 1
38.4
3.2
157.44
13.1
41.98
Storage Rack 2
38.4
3.2
275.52
23.0
73.47
Table 1
905.28
75.4
78.00
6.5
490.36
Table 2
787.2
65.6
78.00
6.5
426.40
Iron Table
60
5
36
3
15
Folding Table
60
5
36
3
15
Thread Sucker
60
5
24
2
10
Collar and Cuff Press
60
5
48
4
20
Collar Press
36
3
24
2
6
Stain Remover
60
5
48
4
20
Needle Detector
72
6
48
4
24
A-type Trimming Table
48
4
36
3
12
Fabric Inspection Mc
120
10
72
6
60
Washing Mc
24
2
18
1.5
3
Dryer
24
2
18
1.5
3
Light Box
28.8
2.4
20.4
1.7
4.08
i. Cutting Section To cut pieces for 1250 shirts per day, following equipments are required: Equipments required for producing 1250 pieces per day
Equipment
Quantity
Fabric Inspection Machine (72” width)
1
Spreading & Cutting Table
2
Pinning, Numbering, Bundling Table
2
Fusing Machine
1
Quantity available
1
Die Cutter
1
1
Band Knife
1
1
Straight knife
3
3
ii. Finishing Section
TYPES OF EQUIPMENTS
Machinery
DESCRIPTION / CAPACITY
1250 pcs Fork Lift
1
NA
Iron Table
4
Ramson
Thread Sucking
1
Ramson-TSN77 (300Pc/Hr)
Stain Remover
1
Ramson-CL7 (Enough for 1250pc/Day)
Needle Detector
1
HashimaHN750G(1250pc/Day)
Boiler
1
Carton Strapper
1
TOTAL
22
Ramson-ROB707
iii. CAD Section
EQUIPMENT
DESCRIPTION
For 1250 pcs per day
/DIMENSION PLOTTER
7ft x 2ft
1
DIGITIZER
3.9x5.9ft
1
TABLE
4 ft x 4 ft
1
COMPUTER
2 ft x 4 ft
3
At this point, each operation, work station, area, process etc. must be planned in detail.
The interrelationships between machines, operators and auxiliary equipment must be worked out.
Consideration must also be given to multiple machine operation, principles of motion economy and material handling to and from the workplace.
Each workstation must be tied into the overall flow pattern and flow through each work station must be planned as an integral part of the overall plan.
7) Plan individual work areas Cutting Section: Pinning, Numbering and Checking table 12 mX1.8 m \
Workstation Details for Layout Construction
Parts section
Sewing Workstation
Note:
Area consumed by each workstation = 2 sq meters.
feet space is being provided for operator’s sitting and movement.
On right hand side of workstation main aisle of 3 feet is being provided.
Checking Workstation (Supervisor and QC)
1.5 feet is being provided supervisor or checkers sitting and movement.
Area consumed by each workstation = 1.7 sq meters.
On right hand side of workstation main aisle of 3 feet is being provided.
Assembly section
Sewing Workstation
Note: • Area consumed by each workstation = 1.8 sq meters • Area consumed by each workstation = 3.5 sq meters • 2.5 feet space is being provided for operator’s sitting and movement. • Main aisle of 3 feet is being provided between two lines.
Finishing Section Trimming Workstation (A-Type Table)
o Area consumed by each workstation = 3.9 sq meters. o 1.5 feet space is being provided for operator’s sitting and movement. o Distance between two workstations is 1 feet. o Garment moves on the mover system.
Pressing Workstation
o Area consumed by each workstation = 2.3 sq meters. o 2 feet space is being provided for operator’s sitting and movement. o Main aisle of 3 feet is being provided. o Garment moves on conveyor
Folding and Bagging Workstation o Area consumed by each workstation = 2.3 sq meters. o 2 feet space is being provided for operator’s sitting and movement. o Main aisle of 3 feet is being provided.
8. SELECTION OF SPECIFIC MATERIAL HANDLING EQUIPMENTS Material handling is undertaken at every stage of logistics activity, and is an integral part of the other elements of logistics function. Material is handled during the production process, warehouses or storage, in transport, during packing and when goods are returned by the customer for one reason or the other. This would insure cost reduction in the operation of the overall material handling function and increase productivity. Material handling equipment is all equipment that relates to the movement, storage, control and protection of materials, goods and products throughout the process of manufacturing, distribution, consumption and disposal. Material handling equipment is the mechanical equipment involved in the complete system. Material handling equipment is generally separated into four main categories: A. storage and handling equipment, B. engineered systems, C. industrial trucks, and D. bulk material handling.
Material handling equipments were chosen on the basis of following three criteria: 1.
Material Characteristics
2.
Move Requirements
3.
Method (Equipment) Capabilities
There are various kinds of equipments available for material handling. Since the type of equipment will materially affect the layout, the layout planner should be familiar with the characteristics and capabilities of each type. Usually the best, most economical and most efficient handling is accomplished by an integration of different types of handling equipments.
For the selection of specific material handling equipments following points should be checked:
Cost of the equipment delivered and installed complete with power and fuel facilities
Cost of operation
Cost of maintenance
Ability to do a specific job
Safety aspect of material and operator
Effect on working conditions
Dependability of performance
A sound approach to the problem of selecting the most suitable material handling system for a plant layout must take into consideration not only the engineering aspects of the handling system but also the economic appraisal of the various material handling systems that lend themselves to the job to be performed.
A) Storage and handling equipment
Storage and handling equipment is a category within the material handling industry. The equipment that falls under this description is usually non-automated storage equipment. Products such as Pallet rack, shelving, carts, etc. belong to storage and handling. Selective pallet rack is an example of storage and handling equipment.
B) Engineered systems
Engineered systems are typically custom engineered material handling systems. Conveyors, Handling Robots, AS/RS, AGV and most other automated material handling systems fall into this category. Engineered systems are often a combination of products integrated to one system. Many distribution centers will optimize storage and picking by utilizing engineered systems such as pick modules and sortation systems. Equipment and utensils used for processing or otherwise handling edible product or ingredients must be of such material and construction to facilitate thorough cleaning and to ensure that their use will not cause the adulteration of product during processing, handling, or storage. Equipment and utensils must be maintained in sanitary condition so as not to adulterate product.
C) Industrial trucks
Industrial trucks usually refer to operator driven motorized warehouse vehicles, powered manually, by gasoline, propane or electrically. Industrial trucks assist the material handling system with versatility; they can go where engineered systems cannot. Forklift trucks are the most common example of industrial trucks but certainly aren't the extent of the category. Tow tractors and stock chasers are additional examples of industrial trucks.
D) Bulk material handling
Bulk material handling equipment is used to move and store bulk materials such as ore, liquids, and cereals. This equipment is often seen on farms, mines, shipyards and refineries
Different types of material handling equipment can be: Trolleys, Bins, Pallet, Guides, Conveyor, Fork Lifters, Pallet Truck, Order Pickers, Manual handling system etc.
We are here discussing the equipments our company uses :Features and Benefits of Industrial Trolleys
Powder coated with durable non-slip industrial quality vinyl mats or lipped metal surfaces
Fitted quality non-marking wheels and castors.
All industrial trolleys come standard with castor mounting plates. Castors are bolted to these castor mounting plates to allow for ease of castor replacement, or to allow for changes to castor arrangement.
Available in a large range of models with ability to customise on large orders
Trolleys and Materials Handling Equipment Product Range:
Custom Made Trolleys
Platform Trolleys
Imported Trolleys
Hand Trolleys and Dollies
Hand Trucks
Panel Carts
General Cleaning Equipment
Plastic Containers
Ladders
Stackers
Scissor Tables
Guard Rails
Lifting and Handling Equipment
Pallet Trucks
Wheels and Castors
Conveyors
Some salient features of storage bins are:
Made from Polypropylene Copolymer.
Strong rear lip for use with louvered panel.
Strong heavy duty with reinforced base, sides and stacking rim.
Resistant to most industrial solvents and withstands high temperatures.
Clear access to contents.
All bins with identification card holders.
Incorporates a safety stop feature at the back for use in shelves
Features like bin dividers, louvered panels, shop floor trolleys and rotary stands are also available.
Complete Line of Products:
Accessory Racks
Clothes Racks
Garment Steamers
Grid wall
Hangers
Mannequins and Forms
Rack Covers and Garment Bags
Shelf Brackets, Hooks and Other Accessories
PALLETS Wooden Pallets Widest type selection, best quality Babool/Hard wood with preservative treatment, optimum design for all applications, flawless workmanship and very high production capacity. Mild Steel Pallet Pressed steel or rolled section rigidly welded pallets for lifetime maintenance free usage. Stainless Steel / Aluminum Pallets For food and pharmaceutical industry, involving autoclave, driers and other such application. Box / Cage Pallets Stackable / non stackable box / cage pallets for storage of small parts and packages. Collapsible Pallets Stackable Box / Cage Pallets that can collapse to a fraction of their volume for lean period storage or empty return PU Coated Wooden Pallets Total water repellency and other resistive properties of polyurethane with design flexibility, economy and frication safety of wooden pallets.
9. Coordinate the group of related operations Once the workplaces have been designed, interrelationships between the work areas, related group of operations or activities should also be planned. LAYOUT PLANNING CHART is a useful technique at this point. This chart records the major steps in each operation, forces a consideration of the steps between the operations, points out the omissions in planning and guiding the further development of an effective integration of operations.
10. The Activity Relationship Chart This chart is an ideal technique for planning the relationship among any group of interrelated activities. It is important for: 1. Preliminary allocation of sequence 2. Relative location of work centres or departments 3. Location of activities 4. Location of work centres 5. Showing which activities are related to each other and why 6. Providing basis for subsequent area allocation
The various activities identified as above may now be arranged in an activity relationship chart based on their need to be close to each other. Before actually making the chart, it is necessary to analyze what all departments need to be close to each other and also the reason for the need of their proximity needs to be known. For this purpose, an analysis has been
Activity
Closeness to
Reason for closeness
activity Raw material
A
Inspection Cutting
The material from stored is issued to inspection so material movement needs to be minimized
A
The fabric supply from store has to be sent to the cutting room. This flow must be smooth
Fusing
U
-
Sewing
O
The trims need to be moved to the sewing floor
Washing
U
-
Finishing
U
-
Merchandising
I
The merchandisers need to check availability of
STORE
certain raw material for sampling purposes Sampling
I
The sampling needs a supply of materials from the stores
Maintenance
U
-
Industrial
U
-
Administration
U
-
Accounts
U
-
Cutting
O
The sequence of flow requires them to be
Engineering
somewhat close
INSPECTION
Fusing
U
-
Sewing
U
-
Washing
U
-
Finishing
U
-
Merchandising
U
-
Sampling
U
-
Maintenance
U
-
Industrial
U
-
Engineering
Cutting
Administration
U
-
Accounts
U
-
Fusing
A
The pattern parts are fused after being cut so these activities need to be close by
Sewing
E
After cutting, cut parts are sent for sewing so these departments need to be close
Washing
U
-
Finishing
U
-
Merchandising
U
-
Sampling
U
-
Maintenance and
U
-
O
The IE department keeps conducting time
housekeeping Industrial Engineering Production CUTTING
studies for spreading and cutting operations O
planning and
The PPC department needs to be aware of the available capacity
Control Administration
U
-
Accounts
U
-
Packaging and
U
-
I
The sequence of operations needs these activities
Dispatch Sewing
to be together
Washing
U
-
Finishing
U
-
Merchandising
U
-
Sampling
O
The sampling section might need to get parts
FUSING
fused from the fusing section Maintenance and
U
-
U
-
U
-
Administration
U
-
Accounts
U
-
Packaging and
U
-
E
The garments after being sewn need to be sent to
housekeeping Industrial Engineering Production planning and Control
Dispatch SEWING
Washing
the washing section Finishing
I
They need to be close because of sequence of workflow
Merchandising
U
-
Sampling
U
-
Maintenance and
E
There are greater chances of sewing room
housekeeping Industrial
requiring maintenance people O
Engineering Production
The IE department keeps conducting time studies for sewing operations
O
planning and
The PPC department needs to be aware of the available capacity
Control Administration
U
-
Accounts
U
-
Packaging and
U
-
E
The garments from washing need to move to the
Dispatch
Finishing
finishing department
WASHING Merchandising
U
-
Sampling
O
The sampling department needs to get samples washed from the washing
Maintenance and
U
-
U
-
U
-
Administration
U
-
Accounts
U
-
Packaging and
U
-
U
-
Sampling
U
-
Maintenance and
U
-
U
-
U
-
housekeeping Industrial Engineering Production planning and Control
Dispatch FINISHING Merchandising
housekeeping Industrial Engineering Production planning and Control
Administration
U
-
Accounts
U
-
Packaging and
A
The garments after finishing need to go in for
Dispatch MERCHANDISING
Sampling
packaging A
The merchandising team coordinates all the activities in the sampling department
Maintenance and
U
-
I
The merchandising department needs some data
housekeeping Industrial Engineering Production
from the IE department O
planning and
These departments work in consultation with each other
Control Administration
U
-
Accounts
U
-
Packaging and
U
-
O
This is necessary in case machinery or other
Dispatch SAMPLING
Maintenance and housekeeping Industrial
problems occur in the sampling room U
-
U
-
Administration
U
-
Accounts
U
-
Packaging and
U
-
Engineering Production planning and Control
Dispatch
Maintenance and
Industrial
U
-
housekeeping
Engineering U
-
Administration
U
-
Accounts
U
-
Packaging and
U
-
E
These two departments work in consultation
Production planning and Control
Dispatch Industrial
Production
Engineering
planning and
with each other
Control Administration
U
-
Accounts
U
-
Packaging and
U
-
Dispatch Production
Administration
U
-
planning and
Accounts
U
-
Control
Packaging and
U
-
Accounts
O
They share paperwork amongst them
Packaging and
U
-
U
-
Dispatch Administration
Dispatch Accounts
Packaging and Dispatch
CAD DEPARTMENT
IE DEPARTMENT
FINANCE
I
U
U
U
U
U
U
O
U
U
O
A
I
O
O
U
U
U
U
O
U
A
U
I
O
I
A
I
U
I
U
I
A
I
O
A
U
A
U
A
U
I
I
O
I
U
U
U
O
U
U
A
O
O
U
U
U
U
U
I
U
U
U
O
U
U
U
U
U
U
U
O
U
U
O
U
?
U
U
U
?
U
O
U
U
U
TRIM STORE
U
SPREADING &
A
U
SEWING
O
O
A
FINISHING
U
A
U
I
MERCHNADISI
O
O
O
I
O
SAMPLING
O
O
O
I
U
A
QUALITY
I
I
I
A
I
O
I
CAD
U
U
A
U
U
U
U
O
U
U
I
A
I
U
U
U
U
U
U
U
U
U
O
U
U
U
U
U
U
A
A
A
U
O
O
O
O
U
O
O
U
U
U
O
U
U
U
U
U
U
U
U
I
I
U
U
U
O
?
?
U
U
DEPARTMENT PPC
QUALITY
U
EXPORT
SAMPLING
O
DEPARTMENT MAINTENANCE
MERCHNADISING
A
CUTTING SEWING
FINISHING
U
FABRIC STORE
SPREADING &
TRIM STORE
S
FABRIC STORE
ACTIVITIE
CUTTING
NG
DEPARTMENT IE DEPARTMENT FINANCE DEPARTMENT MAINTENANC E EXPORT
U
DEPARTMENT PPC
U
A
Absolutely Necessary
E
Especially Important
I
Important
O
Ordinary important
U
Unimportant
X
Undesirable
11.Determine the storage requirements Fabric Storage Area Calculation: Rolls to be stored in palletized form Inventory of 12 days ASSUMPTIONS Aisle space between racks = 1 m Main aisle = 1 m Roof Height = 15 m Average fabric consumption per shirt = 1.6m Total production per day = 1250 shirts Total fabric required per day = 1250 * 1.6 = 2000 m Total consumption of fabric for 12 days inventory = 2,000 * 12 = 24,000 Roll Data: Total yardage = 120 m Roll diameter = 7 inches Roll height = 62 inches Roll weight = 25 Kg
Pallet Data: Wooden Pallet Weight = 20 Kg Length = 62 inches Width = 62 inches
Height = 5 inches Total rolls in a pallet = 56 rolls (Rows = 7, Columns = 8) Final Height of palletized rolls = 56 inches
Weight of one pallet = 56* 20 + 20 =1140 Kg (It can sometimes go up to maximum of 1500 Kg)
Total yardage of fabric in one pallet = 56 * 120 m = 6720 m (It can be maximum of 7000m)
One block of the rack will be having: Length = 62 inches + 6 inches (allowance) = 68 inches Height = 56 inches + 6 inches (allowance) = 62 inches Depth = 62 inches
Rail Girdles on all sides = 3 inches
Ground clearance = 3 inches
Roof Clearance = 1 feet = 12 inches
Conclusions • Total number of pallets for storing = 25 pallets • Max rack height = 7 m = 23 feet = 275 inches (But 7.5 m height racks to be made, so that smaller size pallets can be stored there) • In the single block of a rack, 1 pallet needs to be stored. Total blocks required = Number of pallets • In one column, we will have 4 blocks. • Total no of columns= 50 • In a row, we will have 10 such columns. • Total no of racks = 5 • Total minimum height consumed = 266 inches • Length of racks = 18m
Other equipments in a store are: Fabric inspection m/c = 2 (7 feet x 6 feet x 2) • Fabric inspection table = 1 (10 feet x 6 feet) • Fabric inspection machines = 1 (5 feet x 7 feet)
• Lab = 1 (125 sq feet) Office = 1 (125 sq feet) • Articulated Fork Lifter = 1
Warehouse Area Calculation (Palletized Cartons ASSUMPTIONS • Dimension of a carton = 60 cm x 40 cm x 30 18 shirts per carton • Peak Total Inventory = days
Roof Height = 8 m • In a single pallet 18 cartons would be there (3*2*3) • In a pallet, number of shirts = 18* 18 = 324 • Aisle space between 2 racks would be 2 m for the movement of fork lifter. • The main aisle of 3.5 m • Rail Girdles on all sides = 3 inches • Ground clearance = 3 inches • Roof Clearance = 1 feet = 12 inches
Pallet Dimensions: • Total number of shirts in 12 days = 150000 shirts Total no of cartons in warehouse at a time = 1, 20,000/18 = 6,666 cartons. • Total no of pallets to be stored = 6,666/18 = 150 pallets • Racks dimension: Length = 14 m Breadth = 0.9 m Height = 1m Total Height = 7m • Length = 1.8m • Width = 0.8m • Height = 1.0m • Total production per day = 1250 lm
12.Plan the service and auxiliary activities
13. Determine space requirements DEPARTMENT DESCRIPTION: DEPARTMENTS HR Department General Admin Export Import Department Financial Department Merchandising & Sourcing Reception Fabric store, Inspection Trim store Cad department, Spreading Cutting department, Cad Sewing department Quality Planning Meeting Finishing Washing Maintenance department Industrial engineering Warehouse Crèche Dispensary Cutting department cabin Production department cabin Kitchen Sampling Training conference room Ground Floor toilet
TOTAL AREA REQUIRED (sq ft) 700 200 255 255 820 100 1440 247 2250
REQUIREMENT MANPOWER 4 1 2 3 7 1 7 3
3000 200 200 100 1350 375 300 400 983 225 150 100 100 80 720 630 620 278
23 226 9 2 27 7 5 7 5 1 1 1 1 1 13 3 -
First Floor toilet
178
-
Ground Floor Lift &First Floor
182
-
First Floor Aisle
1446
-
Ground Floor Aisle
1460
-
Water cooler Ground & First Floor
36
TOTAL
19380
360
HR DEPARTMENT
Area Required: 35*20 =700 Sq Ft Man Power required 1 HR manager 2 HR Persons 1 Helper 1 Cabin for HR manager of 10*10 Furniture Table Chair Almirah Cube
Quantity 1 7 4 1
Dim( Ft) 4*3 1*1 3.5*3 10*10
Equipment
Quantity
Dim
System Printer Scanner + photo State
3 1 1
3*3
Area Req (Sq Ft) 12 7 42 100 162 Area Required( Sq Ft) 9 9
General Admin
CEO Cabin of dimension 20*10=200 Sq Ft FURNITURE/EQUIPMENT
Quantity
Dim (ft)
Area Required (Sq Ft)
Table
1
4*3
12
Chair
3
1*1
3
System
1
-
15
Export Import Department
Area Required : 17*15 = 255 Sq Ft Man Power Required 2 person FURNITURE/EQUIPMENT
Quantity
Dim (ft)
Area Required (Sq Ft)
Table
2
4*3
24
Chair
3
1*1
3
System
2
-
-
Almirah
1
3.5*3
10.5 35.5
FINANCIAL DEPARTMENT
Area Required : 17*15= 255 Sq Ft Man Power Required 1 Head 2 Account FURNITURE/EQUIPMENT Quantity
Dim (ft)
Area Required (Sq Ft)
Table
4
4*3
48
Chair
4
1*1
4
System
3
-
-
Almirah
1
3.5*3
10.5 62.5
MERCHANDISING & SOURCING DEPARTMENT a) Merchandising
Area Required : 20*10 +20*31=820 Sq Ft Man power required 1 Head 2 Merchandiser 1 Helper Cabin for Head of 10*10 Sq Ft
FURNITURE/EQUIPMENT
Quantity
Dim (ft)
Area Required (Sq Ft)
Table
1
4*4
16
Chair
4
1*1
4
System
4
-
-
Almirah
2
3.5*3
21
Cube
1
10*10
100
Hanger Stand
2
10*3
60 201
b) SOURCING DEPARTMENT
Man power required 2 sourcing Persons 1 Helper FURNITURE/EQUIPMENT
Quantity
Dim (ft)
Area Required (Sq Ft)
Chair
4
1*1
4
System
3
-
-
Almirah
4
3*22
284
Table
2
4*3
24
Dim (ft)
Area Required (Sq Ft)
RECEPTION
Area Required: 10*10= 100 Sq Ft Man Power Required 1 Receptionist FURNITURE/EQUIPMENT Quantity Chair
1
1*1
4
System
1
-
-
Sofa
1
10*5
50
Table
1
3*5
15 71
FABRIC STORE& INSPECTION
Area required = 72 X 20= 1440 sqft Man power requirement 1 Head 2 Data entry Persons 2 Inspection Persons 2 Helpers Furniture
Quantity
Dim (L*B)(in ft)
Table Chair Racks
3 7 10
4*3 1*1 6*3.3
Equipment
Quantity
Dim(L*B*H) (in Ft)
Trolley Weighing Machine Inspection Machine Color matching cabinet
2 1 1 1
3*4.5 3.2*1.6 7*4.6 13.12*13.12
Total area req. (sq ft) 36 7 198 241 Total area Req(Sq Ft) 27 5.12 32.2 172.5 236.56
TRIM STORE Area required = 19 x 13 sqft Total Area = 247 sqft Man power requirement 1 In-charge 1 inspection person 1 Helper Furniture Racks Table Chair Stools
Quantity required 10 1 1 3
Dim (L*B*H)(in ft)
Total area req. (sqft)
5*2*6 4*4 1*1 1*1
100 16 1 3 120
CAD DEPARTMENT, CUTTING DEPARTMENT& FUSING DEPARTMENT Area required = 75 x30 sqft
Total Area = 2250 sqft Man power requirement 1 In-charge 2 person
MACHINES PLOTTER Digitizer
NO. OF M/CS 1 1
Dim (L*B*H)(in ft) 7.36*2.15*3.83 3.91*5.90
Total area req.(sqft) 15.82 23.08 38.9
Furniture Table Chair Almirah System
Quantity required 2 4 1 3
Dim (L*B*H)(in ft) 4*4 1*1 3.5*3*6.5
Total area req .(sqft) 32 4 10.5 46.5
Dim (L*B*H)(in ft)
Total are required(sqft) -
7.49*4.89
36.62 20.57 57.19
CUTTING DEPARTMENT Man power requirement 1 In-charge 4 Spreader 3 Cutter 2 Ticketing 2 Bundling 2 Fusing 2 helper 1 person for data entry MACHINES
No. of m/cs
Straight Knife cutter Band Knife Cutter Die Clicker Fusing machine
3 1 1 1
7.38*2.78*4.0
Furniture Spreading/cutting Table Table Chair Racks Almirah
Quantity required 3
Dim (L*B*H)(in ft)
1 3 5 1
4*4 1*1 4*2*6 3.5*3*6.5
10*5*3
Total are required(sqft) 150 16 3 40 10.5 219.5
SEWING DEPARTMENT: Area required = 75 x 40 sqft Total Area = 3000 sqft Man power requirement 1 In-charge 4 supervisor 221 workers
Machines SNLS W/UBT SNLS WE/C FOA KANSAI
No. of m/cs
Dim (L*B*H)(in ft)
30 4 1 1
6.18 6.18 6.30 6.30
Furniture
Quantity
Pressing Tables End Line Inspection tables Trolleys
Total area required(sqft) 185.4 24.72 6.30 6.30 222.72
2 4
Dim (L*B*H)(in ft) 3*5 7*3
Total area required(sq ft) 30 84
5
5*2
50 164
QUALITY DEPARTMENT: Area required = 20 x 10 sq ft Total Area = 200 sq ft Manpower requirement 1 Quality manager 8 checker Furniture Table Chair Almirah
Quantity 1 5 1
Dim (L*B*H)(in ft) 4*4 1*1 3.5*3
Area req. (sq ft ) 16 5 10.5 31.5
INDUSTRIAL ENGINEERING DEPARTMENT: Area required = 20 x 20 sq ft Total Area = 400 sq ft Manpower requirement 1 In-charge 6 persons Furniture Table (Head) Chair Table (Assistant) Chair
Quantity 1 2 1 2
MAINTENANCE DEPARTMENT: Area required = 20 x 25 sq ft Area required = 300 sq ft Manpower requirement 1 In- charge 4 person
Dim (L*B*H)(in ft) 4*4 1*1 4*4 1*1
Area req. (sq ft ) 16 2 16 2 36
Furniture Table Chair Almirah
Quantity 1 3 1
Dim (L*B*H)(in ft) 4*4 1*1 3.5*3
Area req. (sq ft ) 16 3 10.5 29.5
Dim (L*B*H)(in ft) 4*4 1*1
Area req. (sq ft ) 16 3 19
Dim (L*B*H)(in ft) 5*4 5*4 1*1 3.5*3 6.18 6.18 6.18 6.18 6.30 6.30 5*3
Area req. (sq ft ) 20 20 15 10.5 74.16 6.18 6.18 6.18 6.30 6.30 15
PRE PRODUCTION: Area Required = 20 x 10 sqft Total Area = 200 sqft Manpower requirement = 2
Furniture Table Chair
Quantity 1 3
SAMPLING DEPARTMENT: Area Required = 40 X 18 sqft Total Area = 720 sqft Manpower requirement 1 Sampling Head 1 Pattern master 20 operator 1 cutter
Furniture Pattern Table Cutting Table Stools Almirah SNLS W/UBT SNLS WE/C Button hole Button Attach FOA KANSAI Mini Boiler Cum pressing
Quantity 1 1 15 1 12 4 1 1 1 1 1
204.34
TRAINING ROOM Area Required = 35 x 18sqft Total Area = 630 sqft Man Power Requirement 1 Training head 2 Trainers Furniture
Quantity
Tables Chair
1 23
Machines SNLS W/UBT SNLS WE/C FOA KANSAI
No. of m/cs 15 3 1 1
Dim (L*B*H)(in ft) 4*4 1*1 Dim (L*B*H)(in ft) 6.18 6.18 6.30 6.30
Area req.(sq ft ) 16 23 Total area required(sqft) 92.7 18.54 6.30 6.30 123.84
CONFERENCE ROOM: Area Required = 31x20 sqft Total Area = 620 sqft Furniture
Quantity
Table Chair Maniquences Meeting
1 16 2
Area Required = 10x10 sqft Total Area = 100 sqft
Dim (L*B*H)(in ft) 10*5 1*1
Area req. (sq ft ) 50 16
Furniture
Quantity
Table Chair
1 8
Finishing:
Dim (L*B*H)(in ft) 10*7 1*1
Table Stool Iron table Thread Sucking machine Button hole Button Attach Stain Removing Station Needle Detector Carton Packing machine
Quantity
Dim (L*B*H)(in ft)
Area req. (sq ft )
4 8 8 1
8*4 1*1 7*3 4*5
128 8 168 20
4 4 1
6.18 6.18 8*8
24,72 24.72 64
1 1
3*2 3*2
6 6
Total
70 8 78
Area Required = 75x18 sqft Total Area = 1350 sqft Man power required: 1 In charge 2 Spotter 8 Thread cutter 8 Pressing 3 Checker 5 Packer
Furniture/ Machine
Washing:
Area req. (sq ft )
Area Required = 25x15 sqft Total Area =375 sqft Man Power Required 1 In Charge 4 Washer 2 Finisher
449.44
Furniture Table Washing machine Dryer
Quantity 1 3 1
Dim (L*B*H)(in ft) 8*4 8*12 5*7 Total
Area req. (sq ft ) 32 288 35 355
Kitchen Area Required: 20*4 = 80 Sq Ft Man Power Required: 1
CANTEEN Area Required = 50 x 30 sqft Total Area = 1500 sqft Man Power Requirement 5 person Furniture Tables Stools Serving Table
Quantity 10 100 1
Dim (L*B*H)(in ft) 10*3’*3 1*1*2 10*2*4
Area req. (sq ft ) 30 100 20 150
Dim (L*B*H)(in ft) 4*4 1*1 3.5*3
Area req.(sq ft ) 16 2 10.5 28.5
LAVENTRY: Area required = 390 sqft SECURITY DEPARTMENT: Area Required 10 * 10 = 100 Sq Ft Man Power Requirement 2 Security guard Furniture Tables Chair Almirah
Quantity 1 2 1
BOILER ROOM: Total required Area = 200 sqft GENERATOR: Total required Area = 300 sqft Total Area Outside The main building occupied = 600 sq ft
14.Allocate activity areas to total space GROUND FLOOR
FIRST FLOOR
15.Consider building types Building Typology:
Height of One Floor = 15 sq. ft.
Construction Details:
Types of Construction: Concrete
Height of the Building: 30 ft
Roof: Tapered Roof
Description of floors: Ground Floor
Reception
Finance
Export Import
Merchandising
Training
Sampling
Finishing
Washing
Trim store
First Floor
Sewing,
Cutting +spreading +Fusing +CAD
Fabric store + inspection
Maintenance
IE
Quality
16.Construct the master layout Master layout is drawn in the graph sheet.
17.Evaluating, adjusting the layout.
18.Installation and implementation of layout.
Check list INDUSTRIAL ENGINEERING Machinery and equipment arranged to make full use of capacity? Machinery and equipment accessible for material supply and removal? Machinery and equipment located for maximum operator efficiency? Line production used where practical?
Not applic.
OK Ok Ok Ok
No
Proper use made of mechanical handling?
No
Minimum walking required of operators?
Ok
Processing combined with transportation?
Ok
Finished work of one operator easily accessible to next?
Ok
Machinery and equipment “block in” any operators?
Ok
Machine over travel extend into aisles or interfere with operator? Adequate storage space at work stations?
Ok
Efficient work place layouts?
Ok
Service area conveniently located tool room, tool crib, maintenance, etc) Easy to supervisor to oversee his area?
Ok
Machine arrangements permit maximum flexibility in case of product change? Space allocation for foremen and production control records?
Ok
Related activity located near each other?
Ok
All required equipment included in layout?
Ok
Floor area fully utilized?
Ok
Provisions made for expansion?
Ok
Provision for scrap removal?
Ok
Crowded condition anywhere?
Remark
No
Ok
Ok
No
Conclusion:The Layout is very Easy to use and departments are planned according to the material flow and such that no crowded condition will occur. The Layout is personnel friendly. Hence whole study is done in a planned manner step by step with keeping all the given parameters in the mind and with the knowledge of architectural planning.
