ASSIGNMENT

Topic

HISTORY OF INDUSTRIAL ENGINEERING

Submitted To

Sir Fayyaz Ahmad

Submitted by

Muhammad Yasir Bilal

Class M.B.A (Industrial Management)

Roll NO. 334(Evening)

DEPARTMENT OF INDUSTRIAL MANAGEMENT

GOVERNMENT COLLEGE UNIVERSITY, FAISALABAD

INDUSTRIAL ENGINEERINGDefine

Industrial Engineering is concerned with the design ofproduction systems.

The Industrial Engineer analyzes and specifies integratedcomponents of people, machines, and facilities to createefficient and effective systems that produce goods andservices beneficial to mankind.

 

INTRODUCTION

An improvement in productivity in all fields of national endeavoris an essential pre-requisite for the attainment of a healthy andstable economy. The manufacturing and service sectors have beencharacterized by low capacity utilization. It is thereforeprudent for managers to make the most economic use of allresources.

The Industrial Engineering courses have been designed to addressthe needs of organizations in relation to the optimum allocationand utilization of resources in the production of goods andservices; low productivity and poor maintenance of facilities.

The courses of the Industrial Engineering Department are results-oriented. This is evidenced by the numerous project worksparticipants undertake during the various courses. Participantsare particularly encouraged to design their project works aroundtheir job-related problems for which solutions are proposed forimplementation at their various workplaces.

 Industrial engineering is used in different places.

Facilities Management Feasibility Studies Maintenance Management Managing Occupational Health and Safety Increase for Performance Improvement Productivity Measurement and Improvement Techniques Total Quality Management (TQM) Work-place Improvement Techniques for Increased Productivity Management Information Systems Advanced Manufacturing Processes Facilities Layout and Location Ergonomics and Human Factors Operations Research Reliability and Maintainability Engineering Economic Analysis Scheduling                                  

The need for Productivity Improvement in all sectors of theeconomy has intensified in recent times. The challenge is how toeffectively and efficiently utilize the scarce resources.Productivity Improvement has helped in making organizationsviable and competitive. There is, therefore, the need tosensitize managers, staff and all other stakeholders onproductivity improvement techniques. 

Productivity is about efficiency and effectiveness in the use ofresources for the provision of goods and services. It measuresoperational performance and competitiveness.

This course on “Workplace Improvement Techniques for IncreasedProductivity” is therefore designed to assist organizations touse their own workers to design and install very simple and cheapimprovements in their workplaces, which would result in fast andeasily verifiable improvements in the performance of theindividual and the organization.

OBJECTIVES

At the end of the course, participants will be able

Promote understanding and create awareness of the value ofproductivity improvement at the workplace; and

Apply Workplace Improvement Techniques in their work situationsand thereby increase productivity and reduce workplace hazards.

Overview of production / operations management;

Productivity; Productivity and the Standard of Living Productivity improvement at the Enterprise Level The workplace The effects of the work environment on the worker Workplace improvement techniques Managing the environment of the workplace The Temperature Lighting Improving Safety and Health at the workplace Good Housekeeping

The 5S Principles Improving workplace layout Improving materials handling methods

History of Industrial Engineering

Early management thought.

The economic facetAdam Smith and James Watt have been identified as the two menmost responsible for destroying the old England and launching theworld toward industrialization. Adam Smith brought about therevolution in economic thought and James Watt's steam engineprovided cheaper power that revolutionized English commerce and

industry. In doing so, they also laid the foundation for modernnotions of business management theory and practice.

ADAM SMITH.

Adam Smith (1723–1790) was a Scottish political economist. HisWealth of Nations, published in 1776, established the "classicalschool" and with its publication, he became the father of"liberal economics." Smith argued that market and competitionshould be the regulators of economic activity and that tariffpolicies were destructive. The specialization of labor was themainstay of Smith's market system. According to Smith, divisionof labor provided managers with the greatest opportunity forincreased productivity.

JAMES WATT AND MATTHEW BOULTON.

James Watt (1736–1819), aided by Matthew Boulton (1728–1809), andbuilding on the work of his predecessors, developed his firstworkable steam engine in 1765. Together the partners founded theengineering firm of Boulton, Watt, and Sons.

Recognized as Watt's greatest breakthrough, in 1971 he developeda steam engine with rotary, rather than the traditional up-and-down, movement. This made the engine more adaptable to factoryuses as the engine replacing water wheel power for grindinggrain, driving textile machines, and operating bellows for ironworks.

Steam power lowered production costs, lowered prices, andexpanded markets. In 1800 the sons of Boulton and Watts took overthe management of the company and instituted one of the first

complete applications of scientific management. In this plantthere is evidence of market research, including machine layoutstudy involving workflow, production standards, cost accounting,employee training, employee incentives, and employee welfareprograms.

EARLY MANAGEMENT THOUGHT

MNAGEMENT PIONEERS IN THE FACTORY SYSTEM

The division of labor, combined with the advances in technology,provided the economic rationale for the factory system. However,the factory system brought new problems for owners, managers, andsociety. Four management pioneers proposed solutions for copingwith the pressures of the new large-scale industrialorganizations. They were Robert Owens, Charles Babbage, AndrewUre, and Charles Dupin.

ROBERT OWENS.

Robert Owens (1771–1858) was a successful Scottish entrepreneurand a utopian socialist who sowed the first seeds of concern forthe workers. He was repulsed by the working conditions and poortreatment of the workers in the factories across Scotland. Owenbecame a reformer. He reduced the use of child labor and usedmoral persuasion rather than corporal punishment in hisfactories. He chided his fellow factory owners for treating theirequipment better than they treated their workers.

Owen deplored the evils of the division of labor and in his idealsystem believed each man would do a number of different jobsswitching easily from one job to another. Additionally, Owenhated the modern factory system, so he decided to revolutionizeit. In 1813 he proposed a factory bill to prohibit employment ofchildren under the age of ten and to limit hours for all children

to 10 1 /2 hours per day with no night work. The bill became lawsix years later, but was limited to cotton mills, reduced the agelimit to nine, and included no provision for inspections;therefore, the law had little impact.

Feeling frustrated in his attempts to reform Britain, Owentraveled to America in 1824. He continued on to New Harmony,Indiana, where he had purchased a large plot of land. New Harmonywas the first and most famous of sixteen U.S.-based Owenitecommunities appearing between 1825 and 1829. None, however,lasted more than a few years as full-fledged socialistcommunities.

CHARLES BABBAGE.

Charles Babbage (1792–1871) is known as the patron saint ofoperations research and management science. Babbage's scientificinventions included a mechanical calculator (his "differenceengine"), a versatile computer (his "analytical engine"), and apunch-card machine. His projects never became a commercialreality; however, Babbage is considered the originator of theconcepts behind the present day computer.

Babbage's most successful book, On the Economy of Machinery andManufacturers, described the tools and machinery used in Englishfactories. It discussed the economic principles of manufacturing,and analyzed the operations; the skills used and suggestedimproved practices.

Babbage believed in the benefits of division of labor and was anadvocate of profit sharing. He developed a method of observingmanufacturing that is the same approach utilized today byoperations analysts and consultants analyzing manufacturingoperations.

THE SCIENTIFIC MANAGEMENT ERA

Since management relied heavily on engineers for advice in thenew factories, it is not surprising that associations ofengineers were some of the first to examine and write aboutmanagement problems. The American Society of Mechanical Engineers(ASME) was founded in 1880 and was one of the first proponents ofthe search for scientific management.

HENRY TOWNE.

Henry Towne, president of the Yale and Towne ManufacturingCompany, began applying systematic management practices as earlyas 1870. In 1866 he wrote a paper, The Engineer as an Economist, thatsuggested that ASME become a clearinghouse for information onmanagerial practices, since there was no management association.

Towne also published several papers and a book, Evolution ofIndustrial Management, on the use of "gain sharing" to increaseworker productivity. In his last book Towne contrasted the statusof scientific management in 1886 and in 1921, noting theestablishment of industrial management courses, and creditingFrederick Taylor as the apostle of the scientific movement.

FREDERICK A. HALSEY.

Frederick A. Halsey was another engineer who wrote paperspresented to ASME outlining his ideas about wages. He attackedthe evils of profit sharing and proposed a special "premium plan"for paying workers based on time saved. Halsey proposedincentives based on past production records, including aguaranteed minimum wage and a premium for not doing work.Halsey's plan, along with Taylor's ideas on piece rates, had amajor influence in the United States and Great Britain on thedesign of pay schemes.

DANIEL MCCALLUM.

Unlike many industries, the rail-road industry forced managers todevelop special ways of managing a labor force that was dispersedover a wide geographical area. Daniel McCallum (1815–1878) becamegeneral superintendent of the Erie Railroad in 1854. He developedprinciples of management that included discipline, division oflabor, detailed job descriptions, promotion and pay based onmerit, frequent and accurate reporting of worker performance, anda clearly defined chain of command.

McCallum also designed a formal organizational chart and asophisticated information management system using the telegraph.His system and rules, however, ran afoul of the militant unionand he resigned after a six-month strike. Later, McCallumsuccessfully ran the Northern railroads during the Civil War. Healso served as a management consultant for several railroadsafter the war.

FREDERICK TAYLOR.

Probably the most famous management pioneer of all is FrederickW. Taylor (1856–1915), the father of scientific management.Taylor rose from common laborer to chief engineer in six years,and completed a home study course to earn a degree in mechanicalengineering in 1883.

In trying to overcome soldiering by the workers, Taylor began ascientific study of what workers ought to be able to produce.This study led to the beginnings of scientific management. Taylorused time studies to break tasks down into elementary movements,and designed complementary piece-rate incentive systems.

Taylor believed management's responsibility was in knowing whatyou want workers to do and then seeing that they do it in the

best and cheapest way. He developed many new concepts such asfunctional authority. In other words, Taylor proposed that allauthority was based on knowledge, not position. He wrote ShopManagement in 1903, became the president of the American Societyof Mechanical Engineers in 1906, and was a widely traveledlecturer, lecturing at Harvard from 1909 to 1914.

In 1911, Taylor published Principles of Scientific Management in 1911. Itscontents would become widely accepted by managers worldwide. Thebook described the theory of scientific management. Scientificmanagement was defined as methods aimed at determining the onebest way for a job to be done.

Time Studies

Taylor argued that even the most basic, mindless tasks could beplanned in a way that dramatically would increase productivity,and that scientific management of the work was more effectivethan the "initiative and incentive" method of motivating workers.The initiative and incentive method offered an incentive toincrease productivity but placed the responsibility on the workerto figure out how to do it.

There are three causes for this condition, which may be brieflysummarized as:

First. The fallacy, which has from time immemorial been almostuniversal among workmen, that a material increase in the outputof each man or each machine in the trade would result in the endin throwing a large number of men out of work.

Second. The defective systems of management which are in commonuse, and which make it necessary for each workman to soldier, orwork slowly, in order that he may protect his own best interests.

Third. The inefficient rule-of-thumb methods, which are still almostuniversal in all trades, and in practicing which our workmen waste alarge part of their effort

To scientifically determine the optimal way to perform a job,Taylor performed experiments that he called time studies, (alsoknown as time and motion studies). These studies were characterizedby the use of a stopwatch to time a worker's sequence of motions,with the goal of determining the one best way to perform a job.

Taylor's 4 Principles of Scientific Management

After years of various experiments to determine optimal workmethods, Taylor proposed the following four principles ofscientific management:

1. Replace rule-of-thumb work methods with methods based on ascientific study of the tasks.

2. Scientifically select, train, and develop each worker ratherthan passively leaving them to train themselves.

3. Cooperate with the workers to ensure that the scientificallydeveloped methods are being followed.

4. Divide work nearly equally between managers and workers, sothat the managers apply scientific management principles toplanning the work and the workers actually perform thetasks.

Method study

The goal of this chapter is to learn how to plan and conduct aProduction Process Characterization Study (PPC) on manufacturingprocesses. We will learn how to model manufacturing processes anduse these models to design a data collection scheme and to guidedata analysis activities. We will look in detail at how toanalyze the data collected in characterization studies and how tointerpret and report the results

During this same period organized labor waged an all-out war onTaylorism resulting in a congressional investigation. In Februaryof 1912, however, the committee reported finding no evidence tosupport abuses of workers or any need for remedial legislation.Taylor did not neglect the human side of work, as oftensuggested. He simply emphasized the individual worker not thegroup. Taylor called for a revolution that would fuse theinterests of labor and management into a mutually rewardingwhole.

HENRY GANTT.

Henry Gantt (1861–1919) worked with Taylor at the Midvale SteelCompany and was considered a Taylor disciple. Gantt felt theforeman should teach the workers to be industrious andcooperative which, in turn, would facilitate the acquisition ofall other knowledge.

Gantt also designed graphic aids for management called Ganttcharts using horizontal bars to plan and control work. Similar toTaylor, Gantt called for the scientific study of tasks,movements, working conditions, and worker cooperation. He alsofocused on the connection between the involvement of managementand financial interests.

FRANK GILBRETH.

LILLIAN GILBRETH.

© 1995 Corel Corp.

Frank Gilbreth (1868–1924) and Lillian Gilbreth (1878–1972) werea husband and wife team that brought many significantcontributions, as well as color, to scientific management. Frankbegan working at age seventeen as an apprentice bricklayer, andlater became a chief superintendent and independent contractor.Frank's early work parallels Taylor's and, in later years, Frankformed his own management consulting company, which was closelyassociated with scientific management methods.

Frank Gilbreth published a series of books describing the bestway of laying bricks, handling materials, training apprentices,and improving methods while lowering costs and paying higherwages.

In 1907, Frank Gilbreth met Frederick Taylor and soon became oneof Taylor's most devoted advocates. Frank turned his attentionaway from construction, and extended his interest in motion study(similar to Taylor's time study) to the general field ofmanagement.

In order to supplement the human eye, Gilbreth used motionpicture cameras, lights, and clocks calibrated in fractions ofminutes to create "micromotion" study. Gilbreth also developed alist of seventeen basic motions he called "therbligs" (Gilbrethspelled backwards) to help analyze any worker movement.Unfortunately, the partnership of Frank and Lillian came to anend in 1924 when Frank died of a heart attack. Lillian continuedtheir work through motion study seminars and consulting, laterbecoming a professor of management at Purdue University (1935–1948).

LILLIAN GILBRETH.

Dr. Lillian Gilbreth, known as the first lady of management,played an important role in Frank's research and made manycontributions of her own. Lillian pursued a degree in psychology,and in addition to her marriage and family of twelve, sheassisted Frank with his work. Lillian's thesis-turned-book, ThePsychology of Management, is one of the earliest contributions tounderstanding the human side of management.

Lillian faced many incidents of discrimination during her life,including the fact that her book could only be published if herinitials were used so readers would not know she was a woman. Dr.Gilbreth's work was always more management than psychology. Herwork illustrated concern for the worker and attempted to show howscientific management would benefit the individual worker, aswell as the organization. Lillian wrote about reduction of workerfatigue, how to retool for disabled veteran workers returning tothe workplace, and how to apply principles of scientificmanagement to the home.

Motion study (the Gilbreths, 1922)

Motion study is the determination of the best way of doing a jobbased on the careful scrutiny of the work performed within theorganization eliminating unnecessary and inefficient processes.Frank Gilbreths with his engineering background backed by theknowledge of psychology of his wife, Lillian Gilbreths did path-breaking work in the field motion study.

Frank Gilbreth, on noticing that no two men in the brick layingbusiness had the same way of doing the job and kept a closescrutiny on the process followed by them. His close observationresulted in eliminating unnecessary processes saving the timedrastically. The motion study fanned out from brick laying to themanufacturing industry. Frank Gilbreth expanded his motion studyby Therblig analysis which divided the job into smaller parts

consisting of 17 basic motions which were studied by using aprocess chart, micro motion study which watched the motionsinvolved using the slow picture camera and a stop watch toanalyze the elements of the job in micro seconds, and through theprinciples of motion economy which scrutinized the movements thatcome naturally or otherwise to the workforce.

The motion study gained popularity over the years as it laid downthe foundation for standardization in the processes. Motionstudy, besides eliminating the unnecessary motions, and replacingthe inefficient movement of work, laid out the best way of doingthe job more effectively. Identification of the best way madestandardization of the process possible. Standardization plays amajor role in today’s business world with the entities of PizzaHut, McDonald’s etc ensure the same quality in products andservices anywhere in the world through the strict adherence ofthe standardization procedures.

Lillian Gilbreth’s knowledge in psychology succeeded in gainingthe support of the workers and the trade unions in adopting thestandardization procedure in the organization. Standardizationpaved the way for better techniques for evaluating the employeeperformance, thus leading the way for better employee appraisalsystems, promotional programs, and other employee motivationalprograms. Greater motivation improved efficiency in the workwhich in turn increased the productivity resulting in betteremployer-employee relationships.

Motion study on identifying the best way of doing the job helpedin recognizing the key skills for doing the job effectively.Training and other developmental programs were initiated toenhance the knowledge and skills of the workforce.

It also placed the processes in such a way that the relatedprocesses were laid in succession. With the related jobs arranged

and the number of movements minimized, the employee stress wasbrought down to a great extent resulting in increasedproductivity and employee satisfaction. The micro motion studyhelped in having fixed positions for the tools based on thenatural movements of the workforce, reducing the time requiredfor a job. This was made possible by the cameras positioned towatch over the processes involved in a job.

The motion study though failed to have the desired impact duringthe life time of Frank Gilbreth, succeeded on the effort put inby Lillian Gilbreth after his death. Today the motion study playsan immense role in the modern business processes

Henry Ford

Henry Ford, the son of farmer, was born in Greenfield, Michiganon 30th July, 1863. He left school at 15 to work on his father'sfarm but in 1879 he moved to Detroit where he became an apprentice in a machine shop. To help him survive on his lowwages he spent his evenings repairing clocks and watches.

Ford returned to Greenfield after his father gave him 40 acres tostart his own farm. He disliked farming and spent much of thetime trying to build a steam road carriage and a farm locomotive.Unable to settle at Greenfield, Ford returned to Detroit to work as an engineer for the Edison Illuminating Company.

During this period Ford read an article in the World of Science about how the German engineer, Nicholas Otto , had built a internal combustion engine. Ford now spent his spare time tryingto build a petrol-driven motor car. His first car, finished in1896, was built in a little brick shed in his garden. Driven by atwo-cylinder, four-cycle motor, it was mounted on bicycle wheels.Named the Thin Lizzie, the car had no reverse gear or brakes.

By August, 1899, Ford had raised enough money to start his owncompany. His first group of investors withdrew after Ford hadspent $86,000 without producing a car that could be sold.Eventually he produced a car that appeared at the Grosse PointeBlue Ribbon track at Detroit. Its performance helped him to sell6,000 $10 dollar shares in his new company.

This also ended in failure and in June, 1903, he found twelvemore people willing to invest a total of $28,000 in another motor

company. Ford now began production of the Model A car. The carsold well and the company flourished and by 1907 the profitsreached $1,100,000. In 1909 Ford took the decision to manufactureonly one type of car, the Model T.

Initially it took 14 hours to assemble a Model T car. Byimproving his mass production methods, Ford reduced this to 1 hour 33 minutes. This lowered the overall cost of each car andenabled Ford to undercut the price of other cars on the market.Between 1908 and 1916 the selling price of the Model T fell from$1,000 to $360.

On the outbreak of the First World War in Europe, Ford soon made it clear he opposed the war and supported the decision of theWoman's Peace Party to organize a peace conference in Holland. After the conference Ford was contacted by America's threeleading anti-war campaigners, Jane Addams , Oswald Garrison Villard , and Paul Kellogg . They suggested that Ford should sponsor an international conference in Stockholm to discuss waysthat the conflict could be brought to an end.

In the 1930s Ford opposed Franklin D. Roosevelt and the New Deal . He refused to recognize the United Automobile Workers Union andused armed police to deal with industrial unrest.

Ford had a stroke in 1938 but returned to run the company afterhis son, Edsel Ford, died in 1943. Although initially an opponentof the USA becoming involved in the Second World War , after Pearl Harbour, Ford turned over his vast production resources to hiscountry. For example, the Ford plant at Willow Run produced over8,000 Liberator bombers during the war. Henry Ford died on 7thApril, 1947.

Henry Ford drives out his 20 millionth car on 24th April 1931.

For the first time, Henry Ford's entire Highland Park, Michiganautomobile factory is run on a continuously moving assembly linewhen the chassis--the automobile's frame--is assembled using therevolutionary industrial technique. A motor and rope pulled thechassis past workers and parts on the factory floor, cutting theman-hours required to complete one "Model T" from 12-1/2 hours tosix. Within a year, further assembly line improvements reducedthe time required to 93 man-minutes. The staggering increase inproductivity effected by Ford's use of the moving assembly lineallowed him to drastically reduce the cost of the Model T,thereby accomplishing his dream of making the car affordable toordinary consumers

In introducing the Model T in October 1908, Henry Fordproclaimed, "I will build a motor car for the great multitude."Before then, the decade-old automobile industry generallymarketed its vehicles to only the richest Americans, because ofthe high cost of producing the machines. Ford's Model T was thefirst automobile designed to serve the needs of middle-classcitizens: It was durable, economical, and easy to operate andmaintain. Still, with a debut price of $850, the Model T was outof the reach of most Americans. The Ford Motor Company understoodthat to lower unit cost it had to increase productivity. Themethod by which this was accomplished transformed industryforever.

Gantt Chart

Gantt Chart has a vertical axis representing tasks or resourcesand a horizontal axis representing time and illustrates theduration in which a task is being worked on or a resource is usedby using horizontal bars. It is considered as a representative ofclassical management principles.

The advantage of Gantt Chart is to help people visually grasp theprogress of a task and operational status of a resource. It isalso frequently used in IT-related area. On the other hands, itsdisadvantage is that it is difficult to grasp correlation amongtasks and resources and to prioritize them for the sake ofmanagement in case where multiple tasks and resources areinvolved.

Gantt was working on research about scientific managementprinciples under Frederick W. Taylor, who is an inventor ofscientific management principles. Being influenced by Taylor'sapproach, Gantt Chart, at the core, seems to aim effectiveactivities and resource allocation by means of scientificmanagement.

Walter Shewhart

Dr. Shewhart was a prominent scientist with the Western ElectricEngineering Department back in the 1920s.  In 1924, Dr. Shewhart

devised a framework for the first application of the statisticalmethod to the problem of quality control.  Shewhart wrote a noteto R.L. Jones, responding to his request for some type ofinspection report that “might be modified from time to time, inorder to give a glance at the greatest amount of accurateinformation”.  He attached a sample chart “designed to indicatewhether or not the observed variations in the percent ofdefective apparatus of a given type are significant; that is, toindicate whether or not the product is satisfactory.”

Shewhart’s example was the world’s first schematic controlchart.  In one short letter, he had set forth the essentialprinciples and considerations of quality control.  As he pursuedthis work, Shewart gave birth to the modern scientific study ofstatistical process control.

In 1931, Shewhart’s book ‘Economic Control of Quality ofManufactured Product’ contained his findings on statisticalsampling techniques.  A Western Electric colleague, W. EdwardsDeming, spread the word on Shewhart’s work when he joined the USWar Department, and later when he taught the fundamentals ofquality in Japan.

Shewhart cycleThe Shewhart cycle or Shewhart learning and improvement cyclecombines management thinking with statistical analysis. Theconstant evaluation of management policy and procedures leads tocontinuous improvement. This cycle has also been called theDeming cycle, the Plan–Do–Check–Act (PDCA) cycle, or the Plan–Do–Study–Act (PDSA) cycle. While Deming marketed the cycle to themasses—a cycle which he called the Shewhart cycle—most peoplereferred to it as the Deming cycle.The Shewhart cycle has the following four stages:

Plan: identify what can be improved and what change isneeded

Do: implement the design change Study: measure and analyze the process or outcome Act: if the results are not as hoped for

This cycle is used to make changes that lead to improvement in amanner of continuous quality improvement. This is a never endingprocess. After the easy low cost changes are made (the lowhanging fruit harvested), the cycle process is repeated foranother step, task, or process in the micro system or system.After a period of time, other changes may result in the originalprocess having an opportunity for improvement again.

Implementation of Industrial Engineering Department inTextile sectors

Example                                                                                           

Klash GroupKLASH has good name among the best garments manufacturing unitsin the textile industry of Pakistan. KLASH has established a goodimage in the international market as well. The major customers ofKLASH, which internationally recognized are George, Square Ball,NEXT, American Eagle, Burton, Tesco and TU. China, India andBangladesh are the major countries, which have direct competitionwith Pakistan. At local level Masood Textile Mills and Jaguarare the main competitors of Klash. The company manufactures the

fabric itself, so the cost of the production of the company ismuch controlled.

KLASH have highly motivated employees. In the management of thecompany, mostly well qualified persons are appointed who have thelatest knowledge of technology and business concerns.

Klash is ISO-9001:2000 certified because of which customersbelieve in the quality of the company’s products. Klash has alsowon a number of awards by its customers and it has become theWRAP certified. WRAP certification has eliminated any need ofaudit and also strengthened company’s image and customer’s truston it. KLASH has 7000 employees. Major processes at Klash areKnitting, Dying, Cutting, Stitching, Finishing and Packing. Majordepartments of KLASH are PPC,IE Cutting, Quality Control,Commercial, HR & Admin, IT, Compliance, Security, Purchases,Quality Assurance, Merchandising, Accounts & Finance.

KLASH has adopted sound financial strategies to compete in theinternational market. KLASH manufactures almost Trousers, T-shirts, Hooded shirts, Sweat shirt, Zip shirt, and Open frontshirt, under garments, Shorts and Sports wears. KLASH exports itsproducts to its customers directly and indirectly as well throughintermediaries. U.S.A, U.K, Hong Kong, Turkey, Switzerland andThailand are the countries to whom KLASH exports its products.KLASH promotes its products through electronic means,international trade fairs and trade magazines.

KLASH has a strong competitive edge over its competitors due tohighly organized backtrack system, vertically integratedoperations, customer profile, stitching diversity, experiencedprofessional management, and aggressive Management InformationSystem.

Role of Industrial Engineering in KlashGroup

Background:

No Proper System There is no authentic data and you are totally depends onstitching masters to check the how much pcs produced and youblindly believe on that either is this offline is correct or notyou don’t have any parameter to calculate this. Secondly when theunit having induction the operators work late night and that timequality is not managed by inline checkers. So the over timeincreases cost as well as poor quality but also creates waste oftime because the next day most of the time operators spend inalteration. On the other hand lot of operators also remains freeat working hours because mostly induction was consumed at night.

QualityHaving a direct impact to the bottom line, quality defectsresulting in rework or scrap are a tremendous

Cost to organizations. Associated costs include inventory, re-inspecting, rescheduling, and Capacity loss.

In our group they are creating lot of B quality garments due topoor fabrication like Shade Variation, Shrinkage Variation,Fabric Holes, Needles line and Needles Cuts etc and you don’thave any measuring tool to evaluate why the B Quality garmentsproduced and what the reason behind.

InventoryUnits have major problem in inventory like Induction, StitchingAccessory or Packing Accessory. The main reason behind the lateinduction is the poor fabric supply, cutting, and availability ofaccessory on time. Non availability of Small things like twilltapes and Care Labels makes all the efforts useless.

The main problems are

Gap between merchandiser and Resource Planning Department Accessory N/A etc (Labels, twill tape, and Thread etc) Accessory Misplace Bundle Mixing Inaccurate Forecasting

Current Situation

1) Online ReportsAs you know before there was no any system and you don’thave any authentic data. The 1st thing the implementation ofonline reports according to that you can plan yourself andeither you are meet the customer delivery date, and wheneveryour unit is booked and whenever your next order accessoriesare available etc, you can see on reports without believingany self and on time surprise.

2) Production Targets Oriented and Linked With PPCStitching and Finishing targets linked with ppc and monitorall the time at hourly basis. Production is responsible tomeet the target within the shift time and no over time willbe paid.

3) Operator Training/HiringThis can be a very valuable management tool and a programmedshould be established to allow the employee the opportunityof formal reviewing his/ her performance with his/hersuperior and also overcome and control the absenteeism andmeet the quality standard operator training schoolimplemented.

The Hiring and Operator Training Criteria is listed below.

1) IE will analyze for particular operation for required joband confirm at 70% efficiency.

2) After analyze the whole performance IE signed and explainhis performance on remarks.

3) No operator will proceed to line unless accomplished by asigned IE, Production head and GM operation.

The aim of this training should be threefold.

1) To established the current level of performance in thejob and a seek ways of improving it.

2) To identify potential for development.3) To link salary realistically with performance.4) Reduce Individual and Section DHU% and improve overall

Quality of stitching.5) Improve efficiency level of the machine operators.6) Improve stitching methods and work place environment.7) Maintain skill bank database as per on standard

efficiency.8) Upgrade skill level of the machine operators and

develop multi skill teams.

4)Quality TrainingOn job and off job training provided by IE (OJT) is job training that occurs in the work place. The newemployee learns the job while doing the job and while earning hisor her pay check. On the job training is also called hands ontraining.

Quality ReformsTo control the defect rate quality reports are implementedand entered in system on hourly basis and monitored, alsoweekly and monthly meetings held to Analyse defect rate todetermine and addressed issues with rowing table inspectorsand rowing/production supervisor. If need arises, involveUnit manager on urgent basis.

As the name implies, off-the-job training is the trainingdone on behalf of employers, usually away from theirpremises. It can involve both theory (background knowledge)and practical training and may include assessment andexaminations. Although usually delivered on the premises ofthe provider it may involve online learning in the workplaceand visits from provider staff to the employer in order todeliver aspects of training

5) Implementation of Operation BreakdownIE Prepare Operation Bulletin & Machine Layout according tothe requirement and implement in units and help toproduction teem with IE tool, like Capacity study Graph linebalancing to meet the target within the shift time

Scope

Set up standard layout in all lines at same capacity and improvethe efficiency level of organization with the optimum utilizationof resources

,

6)Hiring Procedure

1st of all IE team will analyze the requirement either thisrequirement is needed or nor,then IE will conduct the interviewand analyze the performance against required job and nobody willproceed into the department unless accomplished evaluated by IE,department head and GM operation.

Scope:

To identification of potential enables an organization withmore certainity, to place the right man in the right job atthe right time.

Inventory:

IE has implement the incentive system at fabric (knitting and dyeing) and also implement the audit team to strengthenthe fabric quality and also cutting start in two shifts to smooth the inventory system .

References Article Source: http://EzineArticles.com/?expert=Thomas_Bennett

Vol. 1, No. 2 Summer 1997E QUEST

http://gilbrethnetwork.tripod.com/qv1n2.html

Motion study : a method for increasing the efficiency of the workman (1911)

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