scholarly journals An Improved Approach to Line Balancing for Garment Manufacturing

2016 ◽  
Vol 2 (1) ◽  
Author(s):  
A. N. Wickramasekara ◽  
H. S. C. Perera
Keyword(s):  
Production Line ◽  
Probability Distributions ◽  
Value Added ◽  
Line Balancing ◽  
Production Cycle ◽  
Daily Production ◽  
Study Approach ◽  
Stochastic Nature ◽  
Processing Times ◽  
Random Events

Production managers in the apparel industry frequently face the issue of being unable to complete the orders at the scheduled time. One of the reasons for this issue is the unavailability of a Line Balancing procedure that could encompass the stochastic nature of the sewing process, which is manifested through the likes of variability of sewing times, machine breakdowns, correcting defective products, and operator breakings such as for changing bobbins and drinking water. The objective of this research is to introduce a diverse approach to Line Balancing through giving due consideration to the stochastic nature of the process. The improved approach was developed through case study approach. Having selected a sewing line in an apparel factory, the process times of operations, major random events and the times elapsed between random events were recorded. Then the whole production cycle was simulated using ARENA software. By attempting and analysing different scenarios, a different approach for line balancing was introduced. The initial steps of the algorithm developed includes: collecting processing times and necessary information on manufacturing process, fitting standard probability distributions to both value added and non-value added activities, developing the precedence diagram, developing an initial algorithm for balancing a production line and finally, making necessary adjustments to the algorithm analyzing different scenarios. In order to check the validity of the algorithm, a production line was balanced for two different daily production targets. Thus, the application of proposed algorithm to balance the production line reduces the gap between the expected production target and the real achievement.

scholarly journals A CASE STUDY ON IMPROVING THE PRODUCTIVITY USING IE TOOLS

2013 ◽  
pp. 249-252
Author(s):  
BHAVIK SHAILESHKUMAR SHETH ◽  
TANMAY SWAROOP ◽  
RABINDER HENRY
Keyword(s):  
Production Line ◽  
Assembly Line ◽  
Mixed Model ◽  
Assembly Line Balancing ◽  
Value Added ◽  
Work Load ◽  
Performance Measure ◽  
Line Balancing ◽  
Mixed Model Assembly Line ◽  
Mixed Model Assembly

Assembly line balancing has been a focus of interest in Industrial Engineering for the last few years. Assembly line balancing is the problem of assigning tasks to workstations by optimizing a performance measure while satisfying precedence relations between tasks and cycle time restrictions. Line balancing is an important feature in ensuring that a production line is efficient and producing at its optimum. The process of Line balancing attempts to equalize the work load on each workstation of the production line. Mixed model assembly lines are increasing in many industries to achieve the higher production rate. This study deals with mixed-model assembly line balancing and uses Yamazumi chart to break down the work element in to the value added & Non-value added part to reduce the waste & increase the productivity.

Scheduling the Production Obtained by Means of Production Processes Organised in Variable Flow

2012 ◽  
pp. 313-324
Author(s):  
I. C. Dima
Keyword(s):  
Production Line ◽  
Flow Line ◽  
Production Capacity ◽  
Production Cycle ◽  
Production Schedule ◽  
Variable Flow ◽  
Discontinuous Flow ◽  
Processing Times ◽  
Manufacturing Line ◽  
Production Processes

The production processes are analysed, where multiple products are made in continuous or discontinuous flow, and their movement between two successive workplaces are performed in batches. It is a matter of homogenous groups of products and analogous groups of products that have the same order in terms of passing by the various workplaces, but it is not mandatory for these products to go by all workplaces. The processing times by operations of various products are not the same. Taking into account the synchronisation level, the flow production lines of the benchmarks can be in continuous flow or discontinuous flow, which requires or does not require an adjustment of the flow production line. It is necessary to know the order of assembling and delivering the finished products and the labour volume related to adjusting the machines to achieve a high level of loading the machines and equipment on the flow manufacturing line. The sizes, gauge, and volume of the parts that are processed on the flow production line must be known. It is necessary to elaborate the production schedule of the variable flow line that will take into account the nature of the products that are to be manufactured, the time needed to process each product at a workplace, the total product processing time achieved on that flow manufacturing line. For this, the level of loading every workplace and flow manufacturing line, the demand of performers stated in man/hour, time to occupy a job, and the manufacturing line, etc. will all be calculated. Should the production be achieved by production processes where a single operation is performed for similar products, but of different sizes or quality, the production schedule for this type of production shall correlate the production thusly achieved with the production capacity for a complete production cycle. Determining the frequency of releases of products into manufacturing is based on the criterion of production expenses totaled for all products that are made by processing in that operation.

Analisis Kinerja Keuangan Perusahaan dengan Menggunakan Pendekatan Economic Value Added (EVA) dan Market Value Added (MVA) (Studi Kasus pada PT Astra International, Tbk. Periode Tahun 20082012)

2017 ◽  
Vol 1 (1) ◽  
Author(s):  
Abdul Hamid
Keyword(s):  
Financial Performance ◽  
Financial Services ◽  
Stock Price ◽  
Economic Value ◽  
Composite Index ◽  
Value Added ◽  
Secondary Data ◽  
Study Approach ◽  
Market Value Added ◽  
The Interest Rate

This study is a qualitative study using a case study approach to the PT. Astra International, Tbk. The object of this research is PT. Astra International, Tbk. PT. Astra International, Tbk is a company engaged in six business sectors, namely: automotive,financial services, heavy equipment, mining and energy, agribusiness, information technology, infrastructure and logistics. Researchers chose PT. Astra International, Tbk as research objects due in the year 2012, PT. Astra International, Tbk managed to rank first in the list of 100 Best Companies to Go Public by the 2011 financial performance of Fortune magazines Indonesia. The data used in this research is secondary data, the financial statements. Astra International, Tbk 20082012. Other secondary data used is the interest rate of Bank Indonesia Certificates (SBI), the Jakarta Composite Index (JCI), and thecompanys stock price began the year 20082012. This study aims to determine the companys financial performance by the use of EVA and MVA approach, therefore the data analysis technique used is the EVA and MVA. Based on the value EVA of the year 2008 2012, PT. Astra International, Tbk has good financial performance that managed to meet the expectations of the company and the investors. Based on the value of MVA during the years 20082012, PT. Astra International, Tbk managed to create wealth and prosperity for companies and investors. It concluded that financial performance. AstraInternational, Tbk for five years was satisfactory.

Analysis and Reduction of the Waste in the Work Process Using Time Study Analysis: A Case Study

2014 ◽  
Vol 660 ◽  
pp. 971-975 ◽  
Author(s):  
Mohd Norzaim bin Che Ani ◽  
Siti Aisyah Binti Abdul Hamid
Keyword(s):  
Cycle Time ◽  
Lean Manufacturing ◽  
Value Added ◽  
Time Study ◽  
Study Approach ◽  
Root Cause ◽  
Wide Range ◽  
Unit Of Work ◽  
Time Required ◽  
The Impact

Time study is the process of observation which concerned with the determination of the amount of time required to perform a unit of work involves of internal, external and machine time elements. Originally, time study was first starting to be used in Europe since 1760s in manufacturing fields. It is the flexible technique in lean manufacturing and suitable for a wide range of situations. Time study approach that enable of reducing or minimizing ‘non-value added activities’ in the process cycle time which contribute to bottleneck time. The impact on improving process cycle time for organization that it was increasing the productivity and reduce cost. This project paper focusing on time study at selected processes with bottleneck time and identify the possible root cause which was contribute to high time required to perform a unit of work.

scholarly journals PENYEIMBANGAN LINTASAN PRODUKSI DENGAN METODE HEURISTIK (STUDI KASUS PT XYZ MAKASSAr)

2016 ◽  
Vol 15 (2) ◽  
pp. 182
Author(s):  
SAIFUL .. ◽  
MULYADI HAMBALI ◽  
TRI MUHADI RAHMAN
Keyword(s):  
Cycle Time ◽  
Production Line ◽  
Idle Time ◽  
Line Balancing ◽  
Work Station ◽  
Line Balance ◽  
Smoothness Index ◽  
Positional Weight ◽  
Region Approach ◽  
Work Responsibility

PT XYZ merupakan salah satu perusahaan yang bergerak di bidang industri mebel. Masalah yang dihadapi perusahaan adalah adanya ketidakseimbangan di lintasan produksi akibat ketidakmerataan pembagian beban kerja di setiap stasiun kerja. Hal ini menyebabkan performansi keseimbangan lintasan (line performance) menjadi kurang baik. Untuk menyelesaikan permasalahan ini perlu dilakukan penyeimbangan lintasan produksi. Hal ini dapat dilakukan dengan metode line balancing yaitu metode penugasan sejumlah pekerjaan yang saling berkaitan dalam satu lintasan produksi sehingga setiap stasiun kerja memiliki waktu yang tidak melebihi waktu siklus dari stasiun kerja tersebut. Metode line balancing yang digunakan adalah metode heuristik yang terdiri dari: metode bobot posisi (Ranked Positional Weight), metode pembebanan berurut (Large Candidate Rule), dan metode pendekatan wilayah (Region Approach). Dari ketiga metode Heuristik yang digunakan sebagai solusi penyeimbangan lintasan, terjadi perbaikan performansi dengan nilai yang sama pada lintasan produksi. Nilai efisiensi lintasan (line efficiency) meningkat menjadi 94,07 % dari 62,71 % pada kondisi awal. Nilai keseimbangan waktu senggang (balance delay) turun menjadi 5,92 % dari 37,28 % pada kondisi awal. Waktu menganggur (idle time) turun menjadi 12,39 menit dari 116,87 menit pada kondisi awal. Nilai smoothness index juga turun menjadi 7,44 dari 64,67 pada kondisi awal. PT XYZ is one of the company which refers to furniture industries sector. The problem which faced by this company is unbalance of the production line which is caused by the unequal of work responsibility distribution in each work station. This problem caused the performance of line balance doesn’t work properly. To solve this problem we need to do the line balancing of production line. It can be done by line balancing methode that assigns a number of work which is related in one production line until each work station has efficient time which is not more than the cycle time of the work station. Line balancing methode that used is heuristic methode which is devided into ranked positional weight methode, large candidate rule methode, and region approach methode. From those three heuristic methode that used as solution of line balancing, there was improvement happenned with the same value in doors of production line. Line efficiency increased into 94,07% from 62,71% at the beginning condition. Balance delay increased into 5,92% from 37,28% at the beginning condition. The idle time descreased into 12,39 minutes from 116,87 minutes at the beginning condition. The smoothness index descreased into 7,44 from 64,67 at the beginning condition.

scholarly journals Implementation of Lean Manufacturing in a Cement Industry

2021 ◽  
Vol 11 (3) ◽  
pp. 7069-7074
Author(s):  
M. Masmali
Keyword(s):  
Production Line ◽  
Lean Manufacturing ◽  
Production Control ◽  
Value Added ◽  
Cement Industry ◽  
Shop Floor ◽  
Value Stream Mapping ◽  
Cement Production ◽  
Work In Process ◽  
Production Processes

The lean manufacturing concept is a systematic minimization of waste and non-value activities in production processes introduced by the Toyota production system. In this research, lean manufacturing is implemented in a cement production line. Value Stream Mapping (VSM) is applied to give a clear picture of the value chain in cement production processes and to highlight the non-value-added in the shop floor. To begin, the existing VSM is constructed based on the information and data gathered during visiting and observing the manufacturing process in the firm. As a result, the excess inventory between workstations was identified as a major waste generation, hence, the proposed VSM conducts further improvement and makes action plans to alleviate the unwanted activities. Then, the takt time to ensure smooth material flow and to avoid any occurring delay or bottleneck in the production line was figured out. The supermarket pull-based production control is suggested to be adopted in the future map. Two pull production strategies are selected in this case. The first is applying the Kanban system to control the level of inventory between workstations. The other is the CONWIP approach to control the amount of work in process to the entire production line. The outcome of the proposed models indicates a decrease of the none-value time from 23 days in the current state to about 4 and 2 days in Kanban and CONWIP systems respectively, so the CONWIP was suggested as most efficient. Some suggestions for further research are also mentioned.

TIPs to Maximize Meaningful Professional Development Programs and Initiatives

2017 ◽  
pp. 593-615
Author(s):  
Stephanie L. Sanders ◽  
Mark P. Orbe
Keyword(s):  
Higher Education ◽  
Professional Development ◽  
Development Program ◽  
Value Added ◽  
Diversity Education ◽  
Development Programs ◽  
Relational Dialectics Theory ◽  
Study Approach ◽  
Professional Development Programs

At no other time in higher education have scholar researchers been called to demonstrate the value added of theoretically grounded diversity education. This signals the need for higher education to make deeper linkages between diversity education, learning outcomes and academic mission statements. By highlighting a few “TIPs” - attempts to move “theory into practice,” - the authors seek to answer the call to action. Through a case study approach the authors highlight a professional development program that fosters interactional diversity and serves as a catalyst for increasing awareness, mindfulness and positive organizational change. First, a diversity education initiative at a large mid-western university referred to as “The Institute” is described. Second, the theoretically grounded frameworks of anxiety/uncertainty management and relational dialectics theory is presented. Finally, the case study concludes by advocating for more robust professional development programs and initiatives that positively impact organizations. Implications for organizational leaders are discussed.

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