Line BalancingLINE BALANCING The Line balancing is to Design a smooth production flow by allotting processes to worker so as to allow each worker to complete the implied workload within an even time.LINE BALANCING (process orGANIZATION) It is a system where you meet the production expectations and can find the same amount of work in process (WIP) in each operation at any point of the day. In production , line balancing is useful tool. Line Balancing strategy is to make the production line stretchy enough to absorb external & internal indiscretion. This strategy involves setting a planned rate of production for necessary materials to be fabricated within a particular time frame. Additionally , successful line balancing requires assuring that every line segments production quota can be met within the time frame using the available production capacity. This is an efficient tool to develop the throughput of assembly lines & work cells while decreasing manpower requirements & Expenses.LINE BALANCING (process orcanization) Line Balancing is slightly different from assembly line balancing. Assembly line balancing involved the action of assembling different parts together. It involves many production lines while normal line-balancing may only involve one production line. Assembly line balancing is the problem of assigning operations to workstations along an assembly line in such a way that the assignment be best in some sense. The efficiency difference between an optimal & a sub-optimal assignment can yield economies reaching huge amount per year. Most of the small & medium industries do not use line balancing method in the production line.| OBJECTS OF LINE BALANCING 1) 2) 3) 4) 5) 6) 7) 8) 9) Manage the work loads among assemblers Recognize the location of Bottleneck. Decide no of workstation Decrease Production Cost. Assigning task to each work station in such a way that there is little idle time. Agreed quality maintenance of the garments Reduce maintenance costs Maximum outputs at the desired time. Regular/Smooth Material flow 10) Maximum usage of manpower and machine capacity.tine Balancing (Types) a a Static Dynamic Balance Balance ee Static Balance denotes long term differences in capacity over a period of several hours or longer Static imbalance results in under utilization of workstations, machines & people. Dynamic Balance refers to short term differences in capacity such as over a period of minutes, hours at most. Dynamic imbalance occurs from product mix changes and difference in work time dissimilar to product mixLine Balancing operates under two circumstances: Precedence Constraint : Products can not progress to other station if it doesn’t complete necessary task at that station. It should not across other station because certain part needs To be performed before other activities. Cycle Time Restrictions : Cycle time is maximum time for products spend in every workstation. Different workstation has different cycle time.IMPORTANT TERMS IN LINE BALANCING Cycle Time : Maximum amount of time allowed at each work station. This can be found by dividing required units to production time available per day. This is the time expressed in minutes between two simultaneous products coming of the end of production line. Gaither & Fraizre (2001) described that cycle time demonstrates how often the production line can generate the product with current resources & staffing. It is a precise indicator to signify how the line is currently set up to run. The calculation of cycle time takes into consideration of the entire production quantities. If multiple ines are producing the same product , then the composite cycle time is less than the actual lapse time of any individual line.IMPORTANT TERMS IN LINE BALANCING (CONT...) Lead Time : Summation of production times along the assembly line. (Read details from Internet) Idle Time : A period when system is not used but is available. Work Station : A physical area where a worker with tools/one or more m/c or unattended m/c’s such as robot perform specific task in a production line ( Gaither & Fraizer 2001)aacRTA TERMS IN LINE BALANCING (CONT...) Downtime : Downtime explained as the time that is non value added . Transportation : Any movement in factory can be considered as waste. Double handling & excessive movements are likely to cause damage & deterioration with the distance of communication between processes proportional to time taken. It takes to feedback reports of poor quality & needs corrective action. Unnecessary Inventory : There is a problem with extra inventory. Inventory will increase the lead time, Preventing quick identification of problems and increasing space. Significant storage costs are wasted which absolutely lower the competitiveness of the organization of value stream. aaacRTA TERMS IN LINE BALANCING (CONT...) Work in Process: WIP is made up of all garments & Their parts that are not completely finished yet. OR Work in process refers to the number of gmts that are under production at any given time. Throughput conversion from materials to finished goods garments are at different stages of completion but all are considered WIP. * Ques 1 : What does it mean by having high WIP?? What impact does it create on cut flow??? * Ques 2 : How can we manage WIP? Work Flow : work flow is the movement of materials & gmts parts through the conversion process. * Ques : How do work flow reduce during production?? aIMPORTANT TERMS IN LINE BALANCING (CONT...) Unnecessary Motion: Involve the ergonomics of production where operation might have to stretch , bend and pick up when these actions actually could be avoided. It is not only tires the worker but also leads to poor productivity. Inappropriate Processing : Over-complexity of a process discourages ownership & encourages the employees to over produce to recover the large investment in the complex m/c. It encourages poor quality & takes corrective action.URARTART TERMS IN LINE BALANCING (CONT...) Balancing : The process of planning a smooth workflow with a steady supply of work for each operation. Buffer: A planned backlog of work that is available for processing for each operation. Bottleneck: Delay in Transmission that slow down the production rate. This can be overcome by balancing the line. OR Constraint to throughput that limits the volume of work that can be completed in a workday. Once a bottleneck is determined , engineers study the operation to determine whether it can feasibly be improved. It may mean operating during breaks & lunch times, adjusting routings using other methods , scheduling the operation for a second shift. Buying an additional m/c or changing to new technology for the operation.‘_ TERMS IN LINE BALANCING (CONT...) Pitch Time : Ref value for synchronization in the division of labor works is called pitch time. Pitch time provides average time allotted to each worker Bottleneck process 160 140 = ——. 120 100 80 60 40 20 ° Work Allotment time 8 c ° E F c > —eName of worker (in order of process) Pitch Diagram hlBOTTLENECK PROCESS The time at which the longest time is required is called bottleneck process. The state of line organization should be evaluated as “Organization Efficiency” using the pitch time & bottleneck process time. Pitch time Organization Efficiency (%) =—————"" —_ x 100 Bottleneck process time 100 = ——_——___ x 100 140 Ques ; How to reduce the no. of bottleneck process 2222STEPS IN SOLVING LINE BALANCING 1. There are four steps in solving line balancing described by G. Andrew (2006) 2. Drawing Precedence Diagram: Precedence diagram needs to be drawn to demonstrate a relationship between workstations. Certain process begins when previous process was done. 3. Determining cycle time : Cycle time is longest time allowed at each station. This can be expressed by this formula. Cycle time = Available time / Desired Output 4. This means the products needs to leave the workstations before it reaches its cycle time. 5. Assigning tasks to workstation : The tasks distributions should be taken after completing a time cycle. Its good to allocate tasks to workstation in the order of longest task times.LB OF A T-SHIRT /OPERATION BREAKDOWN OF A T-SHIRT Seque Description M/C Type smv Total SMV nce No m/c Man m/c Man 1 Front & Back part helper AS 0.45 matching 2 Shoulder join both | 4T O/L 0.46 0.46 side 3 Neck Rib make S/N 0.16 0.16 4 Neck join ATO/L 0.24 0.24 5 Sleeve matching helper 0.45 0.45 with body 6 Sleeve join 4T O/L 0.76 0.76 F/A 7 Sleeve hem ATO/L 0.40 0.40 or F/ASeque Description M/C Type SMV Total SMV nee No m/c | Man m/c Man 8 Side Seam 4TO/L 09 0.90 9 Body hem 40/L 0.50 0.50 F/L 10 | Label attach S/NL/S 0.60 0.60 11 | Thread cut helper 0.70 0.70 Total 5.62 min AT O/L= 4 thread overlock F/L = Flat lock SMV = Standard minute value S/N L/S = Single needle Lock stitchTh Moelse lay cut plon + 4" E D4 of pd Lo - plotnp tees LA ~ bled beck elrouldere WN Join G op Gomme une} Ne we | Dred rob mohe ae os sly. 7 join Med, joiw ew. 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