Production planning in cotton

Spinning Mills
Lecture: spinning mills
1. Introduction Cotton Ginning & Spinning Technology

Production function encompasses the activities of procurement, allocation and

utilization of resources. The main objective of production function is to produce
the goods and services demanded by the customers in the most efficient and
economical way. Therefore efficient management of the production function is
of utmost importance in order to achieve this objective.

Production is a process whereby raw material is converted by necessary

equipment into semi-finished products and thereby adds to the value of utility
of products, which can be measured as the difference between the value of
inputs state and outputs state.

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Consultant: Aftab Global Textile and Nannu Spinning Mills
By M.H.Rana PgD in CIT(JU) and MBA in Textile (PAU)
 Spinning Process Flow
Bale Carded
Sliver

Mixing Blow Room Carding Drawing

By pass for
Combed Karded Lap
Sliver
Yarn
Drawing Combing Lap Forming

Roving Cops
bobbin
Cone
Roving Ring Spinning Winding
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Consultant: Aftab Global Textile and Nannu Spinning Mills
By M.H.Rana PgD in CIT(JU) and MBA in Textile (PAU)
Blow Room L-1
Blendmat >LVSA > Axi-Flow > Multimixer >Asta >CVT-03>Loptex>Sp-Fp>Lvsa> Card 1 - 10

Blow Room L-2

Blendmat >SP-MF> Multimixer >Clc3 >Loptex>Sp-Fp>Lvsa> Card 1 - 12

Draw Frame Breaker Draw Frame Finisher

Breaker Draw >1 to 4 Finisher Draw> 5 to 8

Lap Former >1 to 1 Comber 1 to 4

Simplex Line -1 > 1 to 5 Simplex Line -2 > 5 to 10
Ring Frame
Line -1 > 1 to 19 Line -2> 20 to 38

Finishing
Line -1 > 1 to 10
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Consultant: Aftab Global Textile and Nannu Spinning Mills
By M.H.Rana PgD in CIT(JU) and MBA in Textile (PAU)
 Picture: Diagram for Spinning Mills

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Consultant: Aftab Global Textile and Nannu Spinning Mills
By M.H.Rana PgD in CIT(JU) and MBA in Textile (PAU)
 2. Types of production system

Broadly three types of production systems which are mentioned here under: -

a. Continuous production
b. Job or unit production
c. Intermittent production
a) Continuous production: - It refers to the production of standardized products with a
standard
set of process and operation sequence of demand. It is also known as mass flow
production or assembly line production. This system ensures less work in process
inventory and high product quality but involves large investment in machinery and
equipment. The system is suitable in plants involving large volume and small variety
of output e.g. oil refineries reform cement manufacturing etc.
b) Job/Unit production: - It involves production as per customer's specification each
batch or
order consists of a small lot of identical products and is different from other batches.
The system requires comparatively smaller investment in machines and equipment. It
is flexible and can be adapted to changes in product design and order size without
much inconvenience. This system is most suitable where heterogeneous products are
produced against specific orders. E.g. yarn production: different count as per the
customer order. 5
Consultant: Aftab Global Textile and Nannu Spinning Mills
By M.H.Rana PgD in CIT(JU) and MBA in Textile (PAU)
c) Intermittent Production: Under this system the goods are produced partly for inventory
and
partly for customer's orders. E.g. components are made for inventory but they are
combined differently for different customers. Automobile plants, printing presses,
electrical goods plant are examples of this type of manufacturing.

3. Key of production plan?

Manufacturing or service industry can not be productive without a sound production
plan. Effective planning is fundamental in any business; it's a complex process that
covers a wide variety of activities that ensure that materials, machinery and human
resources management are available to complete the work.(M+M+M+M circle)

3.1. Key factors of a production plan

Effective planning on a sound understanding of key activities that entrepreneurs and
business managers should apply to the planning process. Here are some examples:
i. Forecast market expectations:
To ensure the plan effectively need to estimate potential sales with some reliability.
Most businesses don't have firm sales or service figures. However, they can forecast
sales based on historical information, market trends and/or established orders.

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By M.H.Rana PgD in CIT(JU) and MBA in Textile (PAU)
By M.H.Rana PgD in CIT(JU) and MBA in Textile (PAU)
 ii. Inventory control:
Reliable inventory levels feeding the pipeline have to be established and a sound inventory sys-
tem should be in place, (L/C qnty+Shipped qnty+port qnty+warehouse qnty+ prodline qnty.) .

iii. Availability of equipment and human resources:

All orders flow within your production line or service. Production planning helps you
manage open time, ensuring it is well-utilized, while being careful not to create delays.
Planning should maximize your operational capacity but not exceed it. It's also wise
not to plan for full capacity and leave room for the unexpected priorities and changes
that may arise for PDA (Plan Do Action) theory.

iv. Standardized steps and time:

Typically, the most efficient means to determine your production steps is to map
processes in the order that they happen and then incorporate the average time it took
to complete the work. Remember that all steps mayn't happen in sequence and that
many may occur at the same time. After completing a process map, you will
understand how long it will take to complete the entire process. Where work is
repeated or similar, it is best to standardize the work and time involved. Document
similar activities for future use and use them as a base-line to establish future routings
and times. This will speed up your planning process significantly. During the process
map stage, you may identify waste. You can use operational efficiency/lean
manufacturing principles to eliminate waste, shorten the process and improve 7
deliveries and By M.H.Rana PgD in CIT(JU) and MBA in Textile (PAU)
By M.H.Rana PgD in CIT(JU) and MBA in Textile (PAU)
costs. BDC Consulting can assist businesses in process mapping and other operational
efficiency principles and tools.
v. Risk factors:
Evaluate these by collecting historical information on similar work experiences, detailing
the actual time, materials and failures encountered. Where risks are significant, you
should conduct a failure mode effect analysis method (FMEA) and ensure that controls
are put in place to eliminate or minimize them. This method allows you to study and
determine ways to reduce potential problems within your business operations. This type
of analysis is more common in manufaturing and assembly businesses.

3.2. How to plan work

All other synchronies activities are initiated from the production plan and each are a
dependent on the interaction of the activities. Typically a plan addresses materials,
Machinery, human resources, Method and training capacity to complete the work in
a standard time. In order to do a good sales forecast, you should base it on a history of
firm orders. The production plan initially needs to address specific key elements well in
advance of production in order to ensure an uninterrupted production flow.

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Consultant: Aftab Global Textile and Nannu Spinning Mills
By M.H.Rana PgD in CIT(JU) and MBA in Textile (PAU)
Material ordering
Materials and services that require a long lead time or are at an extended shipping
distance, also known as blank orders, should be ordered in advance of production
requirements. Suppliers should send you materials periodically to ensure an
uninterrupted pipeline like (L/C qnty+Shipped qnty+port qnty+warehouse qnty+ prodline qnty.) .
Equipment procurement
Procuring specialized tools and equipment to initiate the production process
may require a longer lead time. Keep in mind that the equipment may have to
be custom made or simply difficult to setup. This type of equipment may also
require special training. Human resources acquisitions and training
Key or specialized positions may demand extensive training on specialized
equipment, technical processes or regulatory requirements. These employees should
be interviewed thoroughly about their skills. When hiring them, allow sufficient time
for training and be sure that they are competent in their work before the job begins.
This will ensure that your process or service flows smoothly. The production plan
provides a foundation to schedule the actual work and plan the details of day-to-day
activities. As sales orders come in, to address them individually based on their
priority. The importance of the sales order will determine the work flow and when it
should be planned. After this, may evaluate whether or not you are ready for
production or service. You will need to determine as below.
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Consultant: Aftab Global Textile and Nannu Spinning Mills
By M.H.Rana PgD in CIT(JU) and MBA in Textile (PAU)
 # If the inventory is available at the point where work is to start? If not, then the work
needs to be rescheduled when supplies become available. There is no point in
scheduling work that you will not be able to complete
# Are your resources available? Do you have the necessar y
staff to complete the task? Are the machines being used?
# Does the standard time fit within the open time
allowed? If not, then the work should be rescheduled
# You should be careful to minimize risk factors; allowing too
many what ifs can delay delivery and be counter productive

Communicate the plan

After determine that to met the criteria to start production, you will need to
communicate the plan to the employees who will implement it. You can plan the
production on spreadsheets, databases or software which usually speeds the process up.
However, a visual representation is preferred as a means to communicate operation
schedules to floor employees. Some businesses post work orders on boards or use
computer monitors to display the floor schedule. The schedule also needs to be
available to employees ahead of time and kept up to date.

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Consultant: Aftab Global Textile and Nannu Spinning Mills
By M.H.Rana PgD in CIT(JU) and MBA in Textile (PAU)
 Consider change
Production planning and scheduling is follow up with changes to orders. Changes happen
every day; you may lack materials; delivery time is moved up or work parameters have to
be adapted. You will need to adjust your plan in line with these changes and advise the
plant. Dealing with change is not always easy and may take as much effort as creating the
original production plan. You will need to follow up with the various departments involved
in order to rectify any problems. As well, computer software linear programming can be
helpful in tracking changes, inventory, employees and equipment .
4. Production planning

Production planning may be defined as the technique of forecasting every step in a long
series of separate operations, each step to be taken at the right time and in the right place
and each operation to be performed in maximum efficiency. It helps entrepreneur to work
out the quantity of material manpower, machinery and money engagement for producing
predetermined level of output in given period of time. There are two methods to prepare a
spin plan for spinning mill. The first and the well known method is using a manual
calculation back from the produced yarn (ring) up to blow room. The new method is to
use special software that only needs some critical spinning values to be used as an input,
and then it will calculate the whole required parameters.

11
Consultant: Aftab Global Textile and Nannu Spinning Mills
By M.H.Rana PgD in CIT(JU) and MBA in Textile (PAU)
 4.1. Manual Preparation of Spin plan for cotton
mills
Parameter B/R Carding D/R Lap Combing Simoplex Ring
winder Frame
Hank/Count 0.0016 0.16 0.16 0.0098 0.16 3.5 52
(52gr/yd)
Doubling 0 0 8 32 0 0 0
Draft 0 100 8 1.96 16.32 21.87 17.14
Delivery Speed 12 45 450 90 0 1200 17500
m/min m/min rpm rpm
Deliv roller dia 9.5” 27”
TM 4.35 4.45
TPI 1.87 33.30
Efficiency 85 90 85 90 90 85 90
Idle time % 12 10 10 7 7 7 5
Waste% 4 3.5 0.5 1.5 15 0.25 2.0
Deliv. Per frame 2 1 2 1 8 120 1200
Sample spin Plan for Ne 60 /1 count
No of Spindles= 42000
Average Count = 60/1 Ne 12
Consultant: Aftab Global Textile and Nannu Spinning Mills
By M.H.Rana PgD in CIT(JU) and MBA in Textile (PAU)
 Ring frame:
Total no. of spindles = 42528 Spindle speed = 17500 rpm
Spindle per frame = 1200 & 1008
Yarn count = 52S
TPI = 33.30
Efficiency = 90%
Waste = 2.5%
Average stoppage = 5%
Required ring frame = 22*1200+16*1008=26400+16128=42528 spindles.
No. of running spindles = 42528
Production per hour
= Avg speed*no.of spindles *eff%
24*21*count*tpi*24
=17500*0.90*42528 = 791.25 lbs/hr =18990.23 lbs/day
24* 21*52*32.30

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Consultant: Aftab Global Textile and Nannu Spinning Mills
By M.H.Rana PgD in CIT(JU) and MBA in Textile (PAU)
 Simplex frame:
Total no. of spindles = 1200
Spindle speed = 1200 rpm
Spindle per frame =
120
Roving hank= 1.45
TPI = 1.50
Efficiency = 85%
Average stoppage = 5% and waste % 2%
Production per hour per spindle
= Avg speed*no.of spindles *eff% *60
Roving hank*tpi*36*840
=1100*0.85*1*60 = 0.70 lbs/hr/spn
1.60*1.65*36*840
Production Simplex= Production of Ring x (100+Ring waste)/100 =791.25 *(100+2)/100
=791.25*1.02 =807..075 lbs
No. Of Running Spindles = 807.07/0.702 =1148.51 spindles
No of required spindles = 1148.51 *(100+stoppage time)/100
=1148.51*1.05 =1205.94 spindles
So no. of simplex frame required =1205.94 /120 =10.05

14
Consultant: Aftab Global Textile and Nannu Spinning Mills
By M.H.Rana PgD in CIT(JU) and MBA in Textile (PAU)
 Combing
Feed/Nip = 7 mm Nips/ min= 250
Feed lap weight = 850 grains/yds
Feed Lap hank = 0.01
Delivery sliver weight =52 grains/yds
Delivery sliver hank = 0.16
Noil = 18% No. of head/frame = 7
Efficiency = 90%.
Average stoppage time= 7%
Production of combing = Production of simplex *(100+Simplex waste%)/100
= 807.07*1.0025 = 809.0827 lbs
Production per hour = {feed/nip(mm)/100} * (nips/min)*60* lapwt. In grain*no .of
head* eff%
=7*250*1.09*60*850*7*90/1000/7000/100 = 87.55 lbs
No of Comber =809.0827/87.55= 9.244
Installed no of comber =9.244*(100+7)/100 =9.88 =10 set
as 4 % of total production will be combed
so required comber = 4

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Consultant: Aftab Global Textile and Nannu Spinning Mills
By M.H.Rana PgD in CIT(JU) and MBA in Textile (PAU)
Delivery speed = 100m/min
Lap hank in grain/yds =750
Lap hank =0.0098
Efficiency =85%
Waste = 2.0%
Stoppage time = 5%
Production of lap former = production of comber ×(100+waste)/100
=809.0827×1.15=930.45 lbs
Production per hour = deli speed*lap hank (grain/yd)*60*Eff% / 7000

= 100*1.09*60*750*85/7000/100 =595.6071 lbs

Number of Lap former = 930.45/595.6071 =1.57

No. of installed lap winder =1.57 *(100+stoppage time)/100 =1.57*1.05
=1.65 that it required 40%
So Lap winder required 1.65*40/100=0.66 = 1

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Consultant: Aftab Global Textile and Nannu Spinning Mills
By M.H.Rana PgD in CIT(JU) and MBA in Textile (PAU)
 Draw frame
Delivery roller speed = 450 m/min
Sliver hank = 0.14
Delivery head per frame = 2
Efficiency = 90%
Waste = 2%
Stoppage time = 6%
Production of draw frame = Super lap former production
*(100+waste)/100 = 595.6071 *1.02 =607.51 lbs
Production /hour/frame = deli speed*60*eff%*No. of head/840/sliver
hank
=450*60*85*2/840/.14/100 = 390.3061 lbs

Running Draw frame = 607.51/390.3061 =1.55

Install draw frame = 1.55 ×(100+stoppage time)/100
=1.55*1.06=1.65 = 2
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Consultant: Aftab Global Textile and Nannu Spinning Mills
By M.H.Rana PgD in CIT(JU) and MBA in Textile (PAU)
 Carding section:
Doffer diameter = 27 inch
Doffer speed = 40 rpm
Sliver hank = 0.12
Efficiency = 90%
Wastage = 4%
Average ideal time = 10%
Carding production = Draw frame production ×(100+Waste)/100
= 607.6071*(100+0.5)/100=607.6071*1.005= 610.65 lbs

Production/hour/machine =pie *doff dia*doof

speed*60*eff%/36/840/sliver hank

=3.14*27*52*60*90/36/840/.12/100 = 65.65lbs
Running Carding m/cs= 610.65/65.65 =9.31
Installed Carding Machines =Running Carding machines
*(100+avg stoppage time)/100 =9.31*1.10=10.23 = 10 set
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Consultant: Aftab Global Textile and Nannu Spinning Mills
By M.H.Rana PgD in CIT(JU) and MBA in Textile (PAU)
 Blow Room Section

Calendar roller Diameter (C.R.D) = 9.5 inch

Calendar roller speed (C.R.S) = 12 rpm
Lap hank = 0.0016
Waste = 4%
Efficiency = 85%
Scutcher / blow room line = 2
Average ideal time = 12%
Blow Room production = Carding production×(100+carding waste)/100
610.65*(1.04)=635.07 lbs
Pro./hr./Scutcher of Blow room = pie*C.R.D*C.R.S*60*Eff% /
36/840/.0016 = 3.14*9.5*12*60*85/36/840/.0016/100= 377.314 lbs
Running Scutcher = blow room prod/prod/hr/scutacher of blowroom
= 635.07/377.31 =1.68
Installed scutcher = 1.68 *(100+avg ideal time)/100 =1.68*1.12=1.88 =2
No. of Blow room line = 2/2 = 1
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Consultant: Aftab Global Textile and Nannu Spinning Mills
By M.H.Rana PgD in CIT(JU) and MBA in Textile (PAU)
 Autoconer section:

No of Drum per autoconer =60

Speed per drum =1350 m/min
Yarn Count=52 Ne
waste = 1%
Efficiency = 75%
Average ideal time = 5%
Winding production = ring prod×(100-ring waste)/100
791.25*0.98= 775.425 lbs
Pro./hr./drum =drum speed*eff%* time/840/count
=1350*75*60/840/52/100 =1.49 lbs
Running drum =775.425/1.39 =557.54
Running aotoconer machine = 557.54/60 =9.29
Installed autoconer = 9.29*(100+avg ideal time)/100 =9.29*1.05=9.75

No. of autoconer = 10
20
Consultant: Aftab Global Textile and Nannu Spinning Mills
By M.H.Rana PgD in CIT(JU) and MBA in Textile (PAU)
Summary:
Number of required machines for 42528 spindles
& 52S Count Cotton yarn:
" Blow room line = 1 (2 Scutcher)
" Carding machines = 10
" Draw frame = 02+02
" Super lap former =01
" Comber = 04
" Simplex = 10
" Ring frame = 22(1200)+16(1008)=38
“ Autoconer = 10

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Consultant: Aftab Global Textile and Nannu Spinning Mills
By M.H.Rana PgD in CIT(JU) and MBA in Textile (PAU)