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Operational Excellance

The document outlines operational training responsibilities for a line chief. It includes ensuring discipline, monitoring production, conducting operator training, maintaining safety and housekeeping standards, and documenting key performance indicators (KPIs) such as attendance, output targets, and defects. The line chief is responsible for handover procedures between shifts, setting up new styles on the line, and using industrial engineering tools to analyze bottlenecks and optimize efficiency.
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0% found this document useful (0 votes)
62 views17 pages

Operational Excellance

The document outlines operational training responsibilities for a line chief. It includes ensuring discipline, monitoring production, conducting operator training, maintaining safety and housekeeping standards, and documenting key performance indicators (KPIs) such as attendance, output targets, and defects. The line chief is responsible for handover procedures between shifts, setting up new styles on the line, and using industrial engineering tools to analyze bottlenecks and optimize efficiency.
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
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Operational Training

Line Chief
Contents

 Discipline & Administration( শৃংখলা)


 Handover & Takeover ( বিপরীত বশফটের কাজ হস্তান্তর ও গ্রহন)
 Production Monitoring ( উৎপাদন প্রক্রিয়া পবরদশন)

 IE Tools ( আইই ককৌশল)
 Operator Training( অপাটরের প্রবশক্ষন)
 House Keeping & Safety issue ( পবরচ্ছন্নতা)
 Line Setting for new style (লাইন কেটেৃং এর পদ্ধবত)
 Why-Why Analysis and Fishbone Diagram
 Defects Control ( বিটফক্ট বনয়ন্ত্রন)
 Documentation
 KPI
Discipline

 Ensure uniform are being put on by supervisors, mechanics including yourself


 Attendance: For Line chief 30 minutes prior to shift start
 Production has to be started on time
 Keep trims and accessories in specific place
 Ensure worker are not talking each other while production running
 Ensure WIP in each process so that next shift workers not being idle or waiting for work
 Follow up, cleaning machine by operator when PA announcement is done

 Daily Meeting
Handover and Takeover

 Challenges ( Defect, Parts missing, labels missing, disrupted machine, front


and back not loaded with same sequence, pending line setting)
 Relay Race vs shift change
 Spirit of Team work
 WIP Report
 Find out in which process most WIP available, set operators for those
process from 1st minute without doing any other work, If possible distribute
some WIP to Idle operator
IE Tools

 Operation Bulletin
 Machine Layout
 SMV
 Operator Target vs Capacity
 Line Target
 Operator Efficiency
 Line Efficiency
 Line Balancing
 Bottleneck
 Mathematical Exercise
SMV

 SMV is acronym of Standard minute value. The time require to perform a


task or an operation in standard motion and speed, with allowances of
personal needs & machine contingency
 SMV is calculated by two ways 1. Conventional Method by time study 2.
PMTS using MTM Data
How Long it takes if there is no WIP
after front & Back match
If average time for each
operators is 0.4 minutes
Front 20 then 1st output should
come after 12 minutes
OP

Assembly
Back 15 30 OP
OP
Line Setting for new styles

 Feeding Plan( Plan timeframe for running styles First operations of back and
front part to be completed)
 Provide name list of each operator according to layout
 New Styles agreed layout 3 copy, each copy for mechanics, line chief and
quality supervisor
 Ensure machine and equipment are ready by mechanic as per layout
 Perform a meeting
Production Monitoring

 Ensure Section wise monitoring sheets are being filled correctly, where style
name, operation name and its target, operator name should be
mentioned
 Check each process target is being achieved as per IE, specially
Independent process. If Not do Why-Why ( material supply, method,
machine problem, thread breakage, quality issue, operator skill)
 Ensure No worker idle for a single minute
 Off Standard minutes ( Waiting, machine break, excess motion Going toilet
or roaming, talking etc.)
House Keeping

 Sort out unnecessary things from line ( Old styles reject, defective garments
panels, threads , labels, needles, machine, equipment, reports ,mock up)
 Clean OL machine every hour with brush
 Clean machine and workplace twice in a day
 Don’t block isles mark
Safety Issues

 Why Safety need?


 Checklist
Operator Training

 Find Out which operator not achieving individual process target


 Check sewing burst, Stopping accuracy, backstitch option, work place
arrangement, distance of pick and disposal point
 Trimming Process
Defects Control

 Check section wise quality report hourly


 Find out two major defects hourly
 Find the root cause and take action
 Train operator to produce quality garments
Documentation

 Cutting Summary
 Input output register
 Quality Report
 Safety Checklist
 Housekeeping Checklist
 Line Setting time
 WIP Report
7 hidden things prevent Production

1. Waiting for work( Idle)


2. Excess Motion ( Unnecessary Handling)
3. Excess Processing ( Operation more than OB)
4. Transporting ( WIP go back and forth)
5. Searching ( Search Panels, number, labels etc.)
6. Misuse of Skill( A Grade operator using for Grade operation, operator doing
helper Job, Right person not right place)
7. Defects ( Repairing takes extra time and handling)
KPI

 Worker Attendance(%)
 Worker Turnover (%)
 Target Vs output (%)
 FPY(%)
 Line Setting Time
 Availability of Skill operator (%)
 No operator training on job
 Safety
 House Keeping
KPI SCORE

KPI Weighted KPI Value SCORE


Value
Worker 5
Attendance(%)
Worker Turnover(%) 5
Target vs 55
Output(%)/Efficiency
FPY (%) 15
Skill Operator(%) 10
Safety 5
Housekeeping 5

Total 100

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