Saturday, October 28, 2017

What is Allowances & Different types of allowances are used in garments industries?

What is Allowance & Different types of Allowances are used in Garments Industries?


Abdullah Al Mamun
Assistant Manager-IE
Fareast Knitting & Dyeing Industrial ltd
E-mail: ie.mamun@fareastknit.com





Allowance:

The normal time for an operation does not contain any allowances for the worker. It is impossible to work throughout the day even though the most practicable, effective method has been developed. Even under the best working method situation, the job will still demand the expenditure of human effort and some allowance must therefore be made for recovery from fatigue and for relaxation.

Allowances must also be made to enable the worker to attend to his personal needs. The allowances are categorized as:

1)    Relaxation Allowance
a)     Personal need allowance
b)    Fatigue Allowance

2)    Process Allowance
3)    Policy Allowance
4)    Special Allowance
a)     Periodic activity allowances
b)    Interference allowance
c)      Contingency Allowance:


1. Relaxation Allowance:  Relaxation allowance is a addition to the basic time intended to provide the worker with the opportunity to recover from the physiological and psychological effects of carrying out specified work under specified conditions and to allow attention to personal needs. The amount of allowance will depend on nature of the job.

Relaxation allowance may be of two types:

a)    Personal needs allowance- this is for attending personal needs like drinking water, smoking, going to wash room etc. A common personal allowance is about 5% of basic time.

b)    Fatigue allowance- this allowance is given to compensate for energy expended during working.  Fatigue allowance is generally considered as 4% of basic time.


2. Process allowance:
 A process allowance is an allowance of time given to compensate for enforced idleness of an operator due to the character of the process or operation on which he or she is employed.  For example- an operator may not be able to work because he has to wait for a machine to complete its own part or he may be the member of an unbalanced line. These are all unavoidable delay for which the operator is not responsible. Process allowances are generally considered as 5% of the basic time.


3. Policy Allowance:
Policy allowances are not the genuine part of the time study and should be used with utmost care and only in clearly defined circumstances. The usual reason for making the policy allowance is to line up standard times with requirements of wage agreement between employers and trade unions. The policy allowance is an increment, other than bonus increment, applied to a standard time (or to some constituent part of it, e.g., work content) to provide a satisfactory level of earnings for a specified level of performance under exceptional circumstances. Policy allowances are sometimes made as imperfect functioning of a division or part of a plant.

4. Special Allowances:

a)    Periodic activity allowances- Allowance for activities carried out at definite intervals of time. e.g., cleaning machines, resetting machines etc.

b)    Interference allowance- This is the allowance to compensate the unavoidable loss of production due to simultaneous stoppage of one or more machines being operated by single operator.

c)     Contingency Allowance: This is a small allowance of time given to compensate such delay as tool breakage involving removal of tool from the holder or power failures for small duration.

This allowance provides for small unavoidable delays as well as for occasional minor extra work:
Some of the examples calling for contingency allowance are:
·         Tool breakage involving removal of tool from the holder and all other activities to insert new tool into the tool holder.
·         Power failures of small duration.

Industrial Engineering Terms & Defenation

Industrial Engineering Terms & Defenation

Abdullah Al Mamun
Assistant Manager-IE
Fareast Knitting & Dyeing Industrial ltd
E-mail: ie.mamun@fareastknit.com







Industrial Engineering: Industrial Engineering is a branch of engineering which studies the design and operation of production and service systems and the people who operate in these systems. Industrial engineering helps to improve quality and productivity.

Industrial Engineering = Production ↑ Cost ↓ Proper use of all elements ↑ Efficiency ↑ Profit ↑ 

SMV: Standard minute value is the standard time, to complete any given task by using best possible methods at standard level of performance.


TPT (Throughput time): Throughput time is the time taken by particular volume of work to complete.


Work study: Work study is the systematic examination of the methods of carrying on activities so as to improve the effective use of resources and to set up standards of performance for the activities being carried out.

Work Measurement: Work measurement is the application of techniques designed to establish the time for a qualified worker to carry out a task at a defined rate of working.


Work Sampling: Work sampling is a method of finding the percentage occurrence of a certain activity by statistical sampling and random observations.

Qualified Worker: A qualified worker is one who has acquired the skill, knowledge and other attributes to carry out the work in hand to satisfactory standards of quantity, quality and safety.


Time study: To determine the time is should take for a qualified worker to perform a specific task using a specified method by directly observing on operator.




Method study: Method study is the systematic recording & critical examination of ways of 

doing thing in order to make improvements.



Observed Time: Time recorded by observing on operator while he she is doing a task.

Loss time: Loss time is the ineffective or useless time that spends on any activity which is not a specified part of a job.


Performance: This is a figure which we calculate after reducing the lost time out of the total available time.


WIP: WIP is the number of garments under production at a given time.


Time measurement: Time measurement is the application of techniques designed to establish the time for a qualified worker to carry out a task at a defined level of performance.


Rating: Rating is the assessment of the workers rate of working relative to the observer’s concept of the rate corresponding to standard rate.


Target: Target is the amount of production which should be produced by an operator or a line that a management desires.


Bottleneck: Which are holding up production operations or a lengthy operation that consumes a great deal of time.


Plan layout: Plan layout is the special arrangement & configuration of departments, work stations, & equipment used in the conversion process.


Different types of allowances: Relaxation allowance M/C delay allowance Contingency allowance


Operation breakdown: In the clothing industry operation breakdown is the separation of the making operations so that garments can be made up quickly & cheaply using available labor & machinery.



Production line balancing: Production line balancing is the allocation of the work to be done to the people available to do it production line balancing is used.



Basic Pitch time: In industrial Engineering, Pitch time is a ratio of total SAM of garment and number of operations to be set for the style. 

Predetermined Time: A predetermined time standard is a work measurement technique whereby times established for basic human motions (classified according to the nature of the motion and the conditions under which it is made) are used to build up the time for a job at a defined level of performance.



Industrial Engineering Formula for Textile

Industrial Engineering Formula for Textile

Abdullah Al Mamun
Assistant Manager-IE
Fareast Knitting & Dyeing Industrial ltd
E-mail: ie.mamun@fareastknit.com
  



SMV = Basic time + (Basic time * Allowance)

Basic time = Observed time * Rating

Observed time = Total Cycle time / No of cycle

Rating = (Observed Rating * Standard rating) / Standard rating

Efficiency = (Earn minute * Available minute) * 100


Earn minute = No of Pc’s (Production) * Garments SMV







Available minute = Work hour * Manpower



Organization Efficiency = (Basic pitch time / Bottle neck time) * 100



Basic Pitch time (BPT) = Total Garments SMV / Total Manpower



UCL = Basic pitch time/Organization Efficiency or {UCL is calculated by adding 10% of BPT}


LCL = 2 * Basic pitch time – UCL or {UCL is calculated by minus10% of BPT}



Performance = {Earn minute * (Available minute – Off standard time)} * 100


Balancing loss = {AML – (TML/AML)} * 100



TML = Operational SMV / BPT



Capacity = 60 / Capacity time in minute




Line target = (Work hour/SMV) * Present operator * Organizational efficiency


Factory capacity = (Work hour / SMV) * Total worker * Working day * Efficiency


CPM = (Total over head cost of the month / No of SMV earners * Work minutes)*Efficiency


                                           
π‘‡π‘œπ‘‘π‘Žπ‘™ π‘π‘Ÿπ‘œπ‘‘π‘’π‘π‘‘π‘–π‘œπ‘› × π‘†π‘€π‘‰ 
Efficiency % = …………………………………………………………………… ×100 
                                      
π‘‡π‘œπ‘‘π‘Žπ‘™ π‘€π‘œπ‘Ÿπ‘˜π‘–π‘›π‘” π‘šπ‘–π‘›π‘’π‘‘π‘’ ×π‘‡π‘œπ‘‘π‘Žπ‘™ π‘šπ‘Žπ‘›π‘π‘œπ‘€π‘’π‘Ÿ 

                                                         
π‘‡π‘œπ‘‘π‘Žπ‘™ π‘π‘Ÿπ‘œπ‘‘π‘’π‘π‘‘π‘–π‘œπ‘› 𝑋 𝑆𝑀𝑉 
Performance = …………………………………………….………..............……………. X 100 
                                           (
π‘€π‘Žπ‘›π‘π‘œπ‘€π‘’π‘Ÿ ×π‘‡π‘œπ‘‘π‘Žπ‘™ π‘€π‘œπ‘Ÿπ‘˜π‘–π‘›π‘” π‘šπ‘–π‘›π‘’π‘‘π‘’)−πΏπ‘œπ‘ π‘  π‘‘π‘–π‘šπ‘’                                       

                                                   60 
Line target per hour = ………… ×(π‘€π‘Žπ‘›π‘π‘œπ‘€π‘’π‘Ÿ ×π‘Šπ‘Žπ‘›π‘‘π‘’π‘‘ 𝑒𝑓𝑓𝑖𝑐𝑖𝑒𝑛𝑐𝑦
                                                
𝑆𝑀𝑉 

                                                                             
π‘‡π‘œπ‘‘π‘Žπ‘™ π‘›π‘œ π‘œπ‘“ 𝑑𝑒𝑓𝑒𝑐𝑑 𝑒𝑛𝑖𝑑 
Defect of hundred unit (DHU) = …………...........…..………………………… x 100 
                                                                                  
π‘‡π‘œπ‘‘π‘Žπ‘™ π‘–π‘›π‘ π‘π‘’π‘π‘‘π‘–π‘œπ‘› 𝑒𝑛𝑖𝑑 

                                      
π‘‡π‘œπ‘‘π‘Žπ‘™ π‘›π‘œ π‘œπ‘“ 𝑑𝑒𝑓𝑒𝑐𝑑 𝑒𝑛𝑖𝑑 
Defective % = ………………................…………………… x 100 
                                          
π‘‡π‘œπ‘‘π‘Žπ‘™ π‘–π‘›π‘ π‘π‘’π‘π‘‘π‘–π‘œπ‘› 𝑒𝑛𝑖𝑑 

                                                                   
π‘‡π‘œπ‘‘π‘Žπ‘™ π‘œπ‘’π‘‘π‘π‘’π‘‘ 
Labor Productivity = ……………………………………..………………………. x 100 
                                               
π‘‡π‘œπ‘‘π‘Žπ‘™ π‘€π‘œπ‘Ÿπ‘˜π‘’π‘Ÿ ×π‘‡π‘œπ‘‘π‘Žπ‘™ π‘€π‘œπ‘Ÿπ‘˜π‘–π‘›π‘” π‘šπ‘–π‘›π‘’π‘‘π‘’ 

                                                                    
π‘‡π‘œπ‘‘π‘Žπ‘™ π‘œπ‘’π‘‘π‘π‘’π‘‘ 
Machine productivity = ……………………....……………………….. x 100  
                                                          
π‘‡π‘œπ‘‘π‘Žπ‘™ π‘›π‘œ π‘œπ‘“ π‘šπ‘Žπ‘β„Žπ‘–π‘’π‘› 𝑒𝑠𝑒 

                                                      
π‘‡π‘œπ‘‘π‘Žπ‘™ 𝑆𝑀𝑉 
Basic pitch time = …………………..……………………… 
                                               
π‘‡π‘œπ‘‘π‘Žπ‘™ π‘šπ‘Žπ‘›π‘π‘œπ‘€π‘’π‘Ÿ 


                                      
π‘‡π‘œπ‘‘π‘Žπ‘™ 𝑐𝑒𝑑 π‘žπ‘’π‘Žπ‘›π‘‘π‘–π‘‘π‘¦ - π‘‡π‘œπ‘‘π‘Žπ‘™ π‘ β„Žπ‘–π‘ π‘žπ‘’π‘Žπ‘›π‘‘π‘–π‘‘π‘¦ 
Cut of ship loss % = …………………………………...……..…… ×100 
                                                    
π‘‡π‘œπ‘‘π‘Žπ‘™ 𝑐𝑒𝑑 π‘žπ‘’π‘Žπ‘›π‘‘π‘–π‘‘π‘¦ 

                                    
π‘‡π‘œπ‘‘π‘Žπ‘™ π‘ β„Žπ‘–π‘π‘π‘’π‘‘ π‘žπ‘’π‘Žn𝑑𝑖𝑑𝑦 

Cut of ship ratio = ………………………………………. ×100 
                                     
π‘‡π‘œπ‘‘π‘Žπ‘™ 𝑐𝑒𝑑 π‘žπ‘’π‘Žπ‘›π‘‘π‘–π‘‘π‘¦ 

                                                  
π΄π‘£π‘’π‘Ÿπ‘Žπ‘”π‘’ 𝑒π‘₯𝑝eπ‘›π‘‘π‘–π‘‘π‘’π‘Ÿπ‘’ π‘œπ‘“ π‘‘β„Žπ‘’ π‘“π‘Žπ‘π‘‘π‘œπ‘Ÿπ‘¦ 
Cost Per Minute (CPM) = …………………………............……………….. 
                                                   
π΄π‘£π‘’π‘Ÿπ‘Žπ‘”π‘’ π‘ƒπ‘Ÿπ‘œπ‘‘π‘’π‘π‘’ π‘‘π‘–π‘šπ‘’ (π‘€π‘œπ‘›π‘‘β„Žπ‘™π‘¦

Cost of Manufacture (CM) = SMV × CPM 

                                                                 
π‘‡π‘œπ‘‘π‘Žπ‘™ π‘œπ‘’π‘‘π‘π‘’π‘‘ ×𝐢𝑀 π‘π‘’π‘Ÿ π‘”π‘Žπ‘Ÿπ‘šπ‘’π‘›π‘‘π‘  
CM earned per person per hour = ………………….....…………………………. 
                                                              
π‘‡π‘œπ‘‘π‘Žπ‘™ π‘€π‘œπ‘Ÿπ‘˜π‘’π‘Ÿ ×π‘‡π‘œπ‘‘π‘Žπ‘™ π‘€π‘œπ‘Ÿπ‘˜π‘–π‘›π‘” π‘šπ‘–π‘›π‘’π‘‘π‘’ 

                                               
π‘‡π‘œπ‘‘π‘Žπ‘™ π‘šπ‘Žπ‘›π‘π‘œπ‘€π‘’π‘Ÿ 
Man & machine ratio = …………………………………… 
                                              
π‘‡π‘œπ‘‘π‘Žπ‘™ π‘šπ‘Žπ‘β„Žπ‘–π‘›π‘’ 


                                                           
π‘‡π‘œπ‘‘π‘Žπ‘™ β„Žπ‘’π‘Žπ‘‘π‘π‘œπ‘’π‘›π‘‘π‘π‘œ π‘œπ‘“ π‘šπ‘Žπ‘β„Žπ‘–π‘›π‘’ π‘œπ‘π‘’π‘Ÿπ‘Žπ‘‘π‘œπ‘Ÿπ‘  
Factory direct & indirect ratio = ……………………………………………………. 
                                                                           
π‘‡π‘œπ‘‘π‘Žπ‘™ π‘›π‘œ π‘œπ‘“ π‘œπ‘π‘’π‘Ÿπ‘Žπ‘‘π‘œπ‘Ÿπ‘  

                                                     
π‘‡π‘œπ‘‘π‘Žπ‘™ π‘ π‘Žπ‘™π‘Žπ‘Ÿπ‘¦ π‘œπ‘“ π‘‘β„Žπ‘’ π‘™π‘Žπ‘π‘œπ‘Ÿ 𝑖𝑛 π‘‘β„Žπ‘’ π‘šπ‘œπ‘›π‘‘β„Ž 
Labor cost per minute = ……………........………………………………………. 
                                              
π‘‡π‘œπ‘‘π‘Žπ‘™ 𝑆𝐴𝑀 π‘π‘Ÿπ‘œπ‘‘π‘’π‘π‘’ 𝑏𝑦 π‘‘β„Žπ‘œπ‘ π‘’ π‘™π‘Žπ‘π‘œπ‘Ÿπ‘  𝑖𝑛 π‘‘β„Žπ‘Žπ‘‘ π‘šπ‘œπ‘›π‘‘β„Ž