Professional Documents
Culture Documents
Submitted ByAnil Yadav Kavita Yadav Ridhi Jain G. S. Subramanium Varundeep Singh
Umakant
INDEX
Statement of Study Introduction Factors Considered for Layout Construction Steps
in Facility Design 1) Procure the Basic Data 2) Analyze the Basic Data 3) Desig
n the Production Process Operation Break Down For COTTON SHIRT Machine Requireme
nt Calculation 4) Plan Material Flow Pattern 5) Material Flow for Each Departmen
t 6) Consider General Material Handling Plan 7) Calculate the Equipment Requirem
ents 8) Plan Individual Work Areas 9) Select the Specific Material Handling Equi
pment 10) Coordinate the Group of Related Operations 10) Design Activity Relatio
nships 11) Determine the Space requirements 13) Determine the Storage requiremen
ts 14) Allocate Activity Area to Total Space 15) Consider Building Types 16) MAS
TER LAYOUT 17) Evaluation 18) Installation & Implementation Check List Conclusio
n 3 3 5 7 13 13 20 21 24 25 31 40 42 45 50 57 57 66 69 80 82 82 83 83 84 85
Statement of the study: To prepare a plant layout for a shirt manufacturing unit
with a capacity of 1250 shirts per day. Objective: Preparation of a layout plan
for a shirt manufacturing unit. Need of the study: Designing an efficient layou
t helps a lot in reducing the time taken by the material to travel in the depart
ment. It helps in:
Optimum flow of the material through each department
Efficien
t operation of the various related processes. Increase in efficiency.
Introduction The design of a process plant is a complex activity that will usual
ly involve many different disciplines over a considerable period of time.
The de
sign may also go through many stages from the original research and development
phases, through conceptual design, detailed process design and onto detailed eng
ineering design and equipment selection. Many varied and complex factors includi
ng safety, health, the environment, economic and technical issues may have to be
considered before the design is finalized.
At each stage it is important that t
he personnel involved have the correct combination of technical competencies and
experience in order to ensure that all aspects of the design process are being
adequately addressed. Evidence of the qualifications, experience and training of
people involved in design activities should be presented in the Safety Report t
o demonstrate that the complex issues associated with design have been considere
d and a rigorous approach has been adopted.
The process design will often be an
iterative process with many different options being investigated and tested befo
re a process is selected. In many occasions a number of different options may be
available and final selection may depend upon a range of factors.
E. Man This factor includes direct workers, supervision and service help persona
ls, working hours, safety and manpower utilization method. Standard aisle space
for movement is provided, so that there is no problem in movement or supervision
. Proper amount of area for each workstation is provided so that the direct work
ers have no problem while doing the operations or during movement. All the safet
y precautions are undertaken while designing the layout like exits, emergency ex
its, fire extinguishers. F. Service
This factor includes service relating to employee facilities such as parking, lo
ckers, rooms, toilets, waiting rooms etc, service related to materials in terms
of quality, production controls, scheduling, dispatching, waste control etc and
service related to maintenance and repair, its schedule, frequency and intensity
. G. Building
This factor includes outside, inside building features, utility distribution, na
ture of service integration. The various blocks are planned as per their require
ment like of height, inside features, type of shedding, flooring etc. The final
building is to be done in two floors with Kirby sheds while the administration,
canteen and other utilities block would be an RCC structure.
vii. Space requirements viii. Material With the above information along with the
Assembly chart, an OPERATION PROCESS CHART is constructed, which provides a bet
ter impression of the potential material flow pattern. 4. Plan material flow pat
tern
Overall material flow pattern must be carefully designed to assure minimum movem
ent and expeditious interrelation of the several components part flow paths. Asse
mbly chart and production routing along with data on quantity and frequency of m
aterial movement, a preliminary material flow pattern should be developed, which
is then worked upon keeping in mind the factors affecting material flow to reac
h to a finalized pattern of flow of material in a particular unit. Flexibility f
or future expansion or any changes 5. Consider general material handling plan
Th
e material handling system converts the static flow pattern into a dynamic flow
of material through the plant. The ideal system consists of an integrated combin
ation of methods and effective methods of performing every handling task- from u
nloading of material to shipping of the final product. This involves both manual
and mechanical methods. Detailed handling methods should only after individual
work stations have been planned.
6. Calculate the equipment requirements
Any layout is incomplete w/o estimation
of how many pieces of each type of equipment (manufacturing, service and auxilia
ry) will be required. Preliminary requirement has been made while tabulating pro
duction routing. Here final decisions must be made as to the quantity of the equ
ipment as a basis for planning individual workstations and planning space requir
ements for each activity area.
Also the number of operators must also be determined. If final decisions regardi
ng above , have not been made, at least an estimation should be available.
7. Plan individual work areas
At this point, each operation , work station , are
a , process etc. must be planned in detail.
The interrelationships between machi
nes, operators and auxiliary equipment must be worked out. Each workstation must
be tied into the overall flow pattern and flow through each work station must b
e planned as an integral part of the overall plan.
8. Select the specific material handling equipment Specific methods of material
handling must be decided upon for each move of material or item. Many factors ne
ed to need to be considered in the selection of handling methods.
9. Coordinate the group of related operations Once the workplaces have been desi
gned, interrelationships between the work areas, related group of operations or
activities should also be planned. LAYOUT PLANNING CHART is a useful technique a
t this point.
10. Design activity relationships Production activities need to be inter-related
with auxiliary and service activities with respect to the degree of closeness r
equired by material, personnel and information flow.
11. Determine the storage requirements
Plans should now be crystallized in terms
of storage of raw material, WIP and finished products. Square foot and cubic fo
ot requirements should be calculated , with thought also given to the location o
f the storage areas in the layout.
2 storage location methods1. Randomized storage When an individual SKU can be stored in any available stor
age location. The closest available slot is designated as storage location 2. De
dicated storage When a SKU is assigned to a specific storage location or a set o
f locations. Fixed slot is defined.
12.
Plan the service and auxiliary activities (Administration, transportation and st
orage) A look at the plant service area planning sheet shows the complexity of t
his step. Depending on the size of the plant all of the service activities must
be carefully studied, in order to determine which are needed. Later, during the
space planning and final design aspects of the planning, the details of many of
these service activities must be worked out.
13. Determine space requirements
At this stage, a preliminary estimate of the to
tal space required for each activity in the facility can be made and cumulativel
y, designer can arrive at a first estimate of the total area.
Production space n
eeds are estimated with the aid of a production space requirement sheet. Space d
eterminations made at this stage are estimates. So these are on a little higher
side to ensure there is sufficient area. Only the final layout will show accurat
ely the total space needs.
14. Allocate activity areas to total space The total space requirement work shee
t provides for an area template for each activity listed.
Activity relationship
diagram is helpful in determining the relationships b/w the different area templ
ates.
Then an Area Allocation Diagram can be made based on the above, which depicts th
e inter-relationships between the internal flow of materials and the external fl
ow-by means of various transportation modes.
It will also depicts the relationsh
ip w/ surrounding facilities e.g. power plant, parking areas, storage places and
adjacent buildings. A preliminary layout has now been established.
15. Consider building types Building type, construction, shape and number of flo
ors should be considered. Building usually comes after the layout. The layout sh
ould never be squeezed into or altered to fit into a building, if it can be avoi
ded by designing a layout first. As imp a building might seem to be, it is the l
ayout that forms the basis for the efficient operation of an enterprise.
16. Construct the master layout This step is the culmination of the detailed wor
k and planning done in the preceding steps. Final Layout is prepared using templ
ates, tapes, etc. to a scale e.g. = 1 ft. Two dimensional or three dimensional mo
dels are prepared.
17. Evaluate, adjust and check the layout with appropriate personnel No matter h
ow carefully or scientifically previous steps have been carried out, there are a
lways personal and judgmental factors to be considered. Facility designer and hi
s associates should check over their work at this stage before submitting it for
approval. Preliminary checks might also be made with others who have contribute
d in designing the layout (production, methods, and personnel safety).
18. Obtain approvals In the final stages , the layout must be formally approved
by certain plant officials, depending on plant facilities and procedures.
19. Install layout A layout designer should carefully supervise the necessary wo
rk involved in the installation of the layout to make sure all work is done acco
rding to the plans in the
TECH PACK BUYER ADDRESS :GENUINE GARMENT EXPORT COMPANY, NEW DELHI product ID 01
126357 Product name Full sleeve Mens cotton shirt Order Quantity Season Size Fabr
ic fabric weave 1250 summer M 100 % cotton Plain Group Brand gender Date GSM Pla
in Local MALE 6/4/11 180
COLOUR DETAILS :Base Fabric Stitching Thread Button checks blue DTM White colore
d Shell button
TABLE OF MEASUREMENT FOR SIZE SET
S. No
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21
Description
Neck line length Distance b/w Shoulder Total Sleeve length Armhole height from N
eck point Sleeve width Bottom Sleeve width Chest Width Bottom Width Total Length
from HSP Back yoke height at neck point Front cross (at arm) Back cross (at arm
) Cuff height Sleeve placket length Sleeve placket width Sleeve placket Box heig
ht Collar Point Collar Height Collar band Height Shoulder Slope Shoulder forward
M
43 45.5 67.5 29 21.5 11.8 55 55 78 9.8 41.5 44.5 8.5 14.5 3.5 3.5 6 4 3 4.8 2.5
Tolerance(+ / - )
.5 .5 .5 .3 .3 .1 .5 .5 .5 .1 .3 .3 .1 .1 .1 .1 .1 .1 .1 .1 0
All businesses need labour to operate. In some cases, this labour has to have hi
gh levels of skill. Some areas have concentrations of industry in a region and h
ave become known for having a pool of skilled labour available. In such cases, i
t can save a firm both time and cost locating near to the supply of labour. This
can be extended if the local labour supply is relatively cheap. In the vicinity
of the IMT Manesar, cheap labour can be easily found. The nearness to the villa
ges like Bhiwadi , Khandsa and Manesar fulfills the requirements of labour. Prox
imity of Other Businesses - External Economies of Scale: Where industry becomes
concentrated in an area, there are generally a number of supporting or ancillary
units set up. In some cases, these units supply specialised services or product
s to other firms in the industry. For example, fabric dyeing, printing, agencies
for fabric sourcing/ accessories sourcing, buying houses etc. are also in IMT m
anesar. These benefits can result in lower average costs (costs per unit). This
is called external economies of scale. The Reputation of an Area: Certain areas
of the country have a reputation for particular types of business - this might o
ften be due to its industrial past or the density of the similar kind of industr
ies. There are too many export houses in this area and it is reputed as a hub fo
r garment manufacturing. Whilst this factor may be seen as being less important
it can still be a factor that a unit might consider. Transport and Communication
Services: Units that rely on good communications networks either for informatio
n transfer or distribution may well look to locate in areas where such facilitie
s exist. This may include high quality road networks, access to trains, airports
, ports and so on. Many new industrial estates have been built in out of town ar
eas and major new trunk roads linking these estates with major road networks mak
e locating in these areas worthwhile for some firms. For other firms, speed of i
nformation may be the crucial factor in their business. Many city areas were the
first to have access to high speed data networks, broadband, cable and
satellite services and so on. For a firm in the City, having high speed data acc
ess is essential to the transaction of their business. The IMT manesar is well c
onnected to the highway for the transport of the materials. The information serv
ices are also satisfactory. Government support: The availability of low rent pre
mises, faster planning permissions, employment subsidies (a sum of money given f
or every job created), grants etc. can make a difference to a company that decid
es to locate in that area. Opportunities for Expansion: Many businesses might be
looking for opportunities to expand in the future. Access to land, and the ease
with which the business can expand if necessary, might therefore be something t
hat a business will want to find out before making a location decision, or at le
ast as part of a location decision. In some areas of the country, planning permi
ssion may be difficult to get - there may be restrictions on expansion into the
countryside, various policies to encourage use of derelict land and so on. Whils
t this may be of benefit to society as a whole, it is not necessarily the most c
ost-effective solution for a business. In some areas of the country, land and re
ntal prices can be significant factors in location decisions. IMT manesar can be
considered a perfect location for the expansion. Development Agencies and Inwar
d Investment: Regional policy in recent years has changed its emphasis. The appr
oach is to have a coordinated policy to help each region achieve its full econom
ic potential but at the same time to allow decision-making to be devolved to the
lowest level, where possible. This means that the regions themselves will take
a lead in encouraging economic development and supporting businesses in their re
gion. To this end, there is now a network of regional development agencies (DAs)
focusing their attention on improving the economy of particular regions. IMT ma
nesar Industries Association is the main association involved in the development
of this area
T/S PLKT
CLR RAW EDGE TRIM NO SET FRNT & BACK
SLV CHECKING Sew Cuff
CLR CHECKING
JOIN FNT AND BK
Turn & Iron Cuff
SHOULDER T/S
COLLAR ATTACH
COLLAR FINISH CUFF CORNER TACK
ATT SLV TO BODY
MACHINERY REQUIREMENT CALCULATION FOR ONE LINE Target output = 1250 pc/day for 4
lines shift time = 480 min operator efficiency = 65%
Formal Shirt Operational Breakdown
Sewing SAM Helper SAM Finishing SAM
26.2 6.4 2.27
Sr.No.
Code
OPERATION
SAM
HELPER
ACTUAL TIME
MACHINE
W/S Calculated
W/S Req.
Actual W/S Req.
NO.of M/C Req.
Actual M/C Req. Cal Prod.
COLLAR PREPARATION 1 2 3 A1 A2 A3 Mark Collar Make Loop Tack Loop&Attach Loop to
CLR Patch 4 5 6 7 8 9 10 11 12 13 A4 A5 A6 Trim, Turn & Crease Collar A7 A8 A9
A10 A11 A12 A13 Topstitch Collar Press Neck Band Match Band With Collar Attach N
eckband To Collar Trim & Turn Pick Ready Cut Collar Press Collar CUFF PREPARATIO
N Top Stitch on collar with Patch Make Collar
0.31 0.12 0.26 0.2 0.48 0.31 0.31 0.32 0.3 0.48 0.32 0.16 0.47
Y N N N N Y N Y Y N Y N Y
0.477 0.185 0.400 0.308 0.738 0.477 0.477 0.492 0.462 0.738 0.492 0.246 0.723
Helper table Snls w/ ubt Snls w/ ubt Snls w/ ubt Snls we/c
Collar turning machine
0.31 0.12 0.26 0.20 0.48 0.31 0.31 0.32 0.30 0.48 0.32 0.16 0.47
0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5
1 1 1 1 1 1 1 1 1 1 1 1 1
0 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0 0.5 0 0.5 0
0 1 1 1 1 1 1 1 0 1 0 1 0
503 1300 600 780 325 503 503 488 520 325 488 975 332
Snls w/ ubt Iron Table Helper table Snls we/c Helper table Snls we/c Iron Table
1
B1
Mark Cuff
0.32 0.29 0.64 0.3 0.32
Y N N Y Y
0.492 0.446 0.985 0.462 0.492
Helper table Snls w/ ubt Snls we/c Helper table Iron Table
0.32 0.29 0.65 0.30 0.32
0.5 0.5 1 0.5 0.5
1 1 1 1 1
0 0.5 1 0 0
0 1 1 0 0
488 538 488 520 488
2 3 4 5
B2 B3 B4 B5
Hem Cuff Make cuff Trim&turn cuff Press Cuff SLEEVE PREPARTION
6 7 8 9 10
C1 C2 C3 C4 C5
Notch Sleeve for PLKT Attach Down Sleeve PLKT Tack Down Sleeve PLKT Press Top Sl
eeve PLKT Attach Top sleeve PLKT&finish FRONT
0.32 0.31 0.22 0.65 0.96
Y N N Y N
0.492 0.477 0.338 1.000 1.477
Helper table Snls w/ ubt Snls w/ ubt Iron Table Snls w/ ubt
0.32 0.31 0.22 0.66 0.97
0.5 0.5 0.5 1 1
1 1 1 1 1
0 0.5 0.5 0 1
0 1 1 0 1
488 503 709 480 325
11 12 13 14 15 16
D1 D2 D3 D4 D5 D6
Hem Pocket Mouth Press Patch Pocket Make Button Placket Attach Top Plkt Make But
ton Hole placket Mark front For Pocket Placment
0.24 0.29 0.3 0.62 0.65 0.31 0.79
N Y N N N Y N
0.369 0.446 0.462 0.954 1.000 0.477 1.215
Snls w/ ubt Iron Table Snls w/ ubt Snls w/ ubt Kansai Helper table Snls w/ ubt
0.24 0.29 0.30 0.63 0.66 0.31 0.80
0.5 0.5 0.5 1 1 0.5 1
1 1 1 1 1 1 1
0.5 0 0.5 1 1 0 1
1 0 1 1 1 0 1
650 538 520 503 480 503 395
17
D7
Attach Pocket To Front BACK
18 19
E1 E2
Match Yoke to Back Attach Yoke To Back
0.32 0.47
Y N
0.492 0.723
Helper table Snls w/ ubt
0.32 0.47
0.5 0.5
1 1
0 0.5
0 1
488 332
20 21 22 23
E3 E4 E5 E6
Topstitch Back Yoke Attach Patch to Back Press Patchlabel
Attach Patch Label to Back With Main Label
0.46 0.48 0.32 0.64
N N Y N
0.708 0.738 0.492 0.985
Snls w/ ubt Snls w/ ubt Iron Table Snls w/ ubt
0.46 0.48 0.32 0.65
0.5 0.5 0.5 1
1 1 1 1
0.5 0.5 0 1
1 1 0 1
339 325 488 488
ASSEMBLY 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 F1 F2 F3 F4 F5
F6 F7 F8 F9 F10 F11 F12 F13 F14 F15 F16 F17 F18 F19 Match Front With Back Attac
h Shoulder Topstitch Shoulder Panel Match Sleeves With Body Attach Sleeves Topst
itch Armhole Tack Wash care Label Sew Side Seam Make Side Slit Match Collar With
Body Stay Stitch on Neck Attach Collar to body Close Collar Topstitch Collar Ma
tch Cuff To Body Make Pleaet on Sleeve Attach Cuff To Body Topstitch Cuff Hem Bo
ttom
0.3 0.61 0.47 0.3 0.87 0.81 0.2 0.79 0.81 0.3 0.29 0.45 0.69 0.31 0.32 0.29 0.63
0.58 0.65
Y N N Y N N N N N Y N N N N Y N N N N
0.462 0.938 0.723 0.462 1.338 1.246 0.308 1.215 1.246 0.462 0.446 0.692 1.062 0.
477 0.492 0.446 0.969 0.892 1.000
Helper table Snls w/ ubt Snls w/ ubt Helper table Snls w/ ubt Snls w/ ubt Snls w
/ ubt Foa Snls w/ ubt Helper table Snls w/ ubt Snls w/ ubt Snls w/ ubt Snls w/ u
bt Helper table Snls w/ ubt Snls w/ ubt Snls w/ ubt Snls w/ ubt
0.30 0.62 0.47 0.30 0.88 0.82 0.20 0.80 0.82 0.30 0.29 0.45 0.70 0.31 0.32 0.29
0.64 0.59 0.66
0.5 1 0.5 0.5 1 1 0.5 1 1 0.5 0.5 0.5 1 0.5 0.5 0.5 1 1 1
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
0 1 0.5 0 1 1 0.5 1 1 0 0.5 0.5 1 0.5 0 0.5 1 1 1
0 1 1 0 1 1 1 1 1 0 1 1 1 1 0 1 1 1 1
520 511 332 520 359 385 780 395 385 520 538 347 452 503 488 538 495 538 480
43 44 45 46 47 48
F20 F21 F22 F23 F24 F25
Mark Front For Button Hole Attach Button on Cuff Make Button Hole on Cuff Make B
utton Hole Mark Front For Button Att Attach Button on Front Placket
0.32 0.22 0.21 0.65 0.24 0.63 26.2
F F F F F F
0.492 0.338 0.323 1.000 0.369 0.969 40.308
Helper table Button Attach Button Attach Button hole Helper table Button Attach
0.32 0.22 0.21 0.66 0.24 0.64 26.45
0.5 0.5 0.5 1 0.5 1 39.5
1 1 1 1 1 1 61.0
0.5 0.5 0.5 1 0.5 1 30.5
1 1 1 1 1 1 44.0
488 709 743 480 650 495 325
TOTAL
S.NO 1 2 3
MANUAL Helper table
Collar turning machine
QTY 14 1 6 21
S.NO
SEWING MACHINES
QTY 30 4 0 1 1 36
S.NO 1 2
FINISHING Button Attach Button hole TOTAL
QTY 3 2 5
1 2 3 4 5
Snls w/ ubt Snls we/c Sncs FOA Kansai TOTAL
Iron Table TOTAL
Transfer of panels to assembly section: From parts to assembly garments are tran
sferred through use of various bins, racks or trolleys. And in the assembly sect
ion, garment panels move on a mover system. Transfer of garments to finishing se
ction: Garment is transferred to the finishing section through the stairs using
gravity. There would be slider provided in the stairs for easy movement of the b
ins on the stairs. In the finishing section garments will move on mover system a
nd racks. Transfer of packed garments to warehouse: The packed and/or palletized
cartons are transferred to the warehouse through the articulated fork lifter or
the power pallet truck. Shipment of palletized cartons: Eventually palletized c
artons are shipped and loaded in the container at the dock with the help of fork
lifter and the power pallet truck.
FABRIC SOURCING:
Sampling
Start
Bulk
Receiving order, technical analysis/ process starts for technical development, v
endor selection
Technical analysis. Vendor evaluation/selection of vendor Placement
If Ok
If not Ok D/L
Rate quotation from different mills
TNA/Execution plan/placement of order for production
Submit to buyer
Redo D/L If Ok If not Ok On line inspection
Lab testing as per buyer requirement
Sampling yardage/ lab tests
Placement, lab dips/strike offs submission to buyer
Final approval by buyer
Rate finalisation, sampling yardage, lab tests Final submission to buyer
Technical monitor/ corrective measures
Despatch to vendors godown
Mending/cleaning/washing
If not required End Process
If required
Sanforising/dyeing/prints/OXO/ washing/wet processing
Lab test as per buyer requirement
If not Ok
Third party inspection as per buyer standards Reject
Third party inspection as per buyer standards
Pass
Pass
Vendor evaluation/ feedback to vendor
End
FABRIC AUDIT:
Start
Receive fabrics
Conduct shrinkage test on minimum 2 bits/bale or minimum 10 bits of consignment
If No
Verify whether quantity received match with quantity ordered
If Yes
Forward one meter of each consignment for lab test
Inform to stores and prepare goods received note (in case of imported fabric)
If No
Inspection based on four points system. Match bulk with approved dye lot, width
of fabric etc.
If Yes
Name shade lot as ABC
Send to merchant for buyers approval
If No
If approved
If Yes
Forward to cutting department
Reject lot End
Start
Accept & receive materials against documents
Prepare PRE GRN
Verify materials against invoice/ Delivery challan & packing list
Carry out quality & quantity inspection as per AQL 1.5
ACCESSORY
Allocation of trims based on the nature of the item
STORES:
Prepare GRN & do the bill entry. The same is forwarded to accounts for payment
PROCESS SELECTION
PRODUCTION ISSUES
Prepare work order
Identify trims which have been approved by merchants
Prepare delivery challan
Prepare delivery challan & keep trims ready to issue to the factories
Forward trims along with documents for processing Materials to be issued after i
nspection by security against DC
End
PRODUCTION DEPT:
Start Bulk Production Cut parts received from cutting Parts preparation Assembly
In-Line checking End line checking & AQL audit Button & button hole/ Bar tack W
ashing Rough checking Ironing Final checking Measurement checking Tagging Packin
g FSA Audit Auditing by buyer QA Truck out
End
Small bundles allow faster throughput unless there are bottlenecks and extensive
waiting between operations. Semi skilled labour can be used.
Disadvantages:
1. Operators who are compensated by piece rates become extremely efficient at on
e operation and may not be willing to learn a new operation because it reduces t
heir efficiency and earnings.
2. Slow processing, absenteeism, and equipment failure may also cause major bott
lenecks within the system.
3. Large quantities of work in process
4. This may lead to longer throughput time, poor quality concealed by bundles, l
arge inventory, extra handling, and difficulty in controlling inventory.
5. It requires a high level of management skill to arrange the workflow and deci
de on the number of operators for each operation .
Band Knife Die Cutting Mc Storage Rack 1 Storage Rack 2 Table 1 Table 2
84 42 38.4 38.4 905.28 787.2
7.0 3.5 3.2 3.2 75.4 65.6
60.00 42.00 157.44 275.52 78.00 78.00
5.0 3.5 13.1 23.0 6.5 6.5
35.00 12.25 41.98 73.47 490.36 426.40
Iron Table Folding Table Thread Sucker Collar and Cuff Press Collar Press Stain
Remover Needle Detector A-type Trimming Table Fabric Inspection Mc Washing Mc Dr
yer Light Box
60 60 60 60 36 60 72 48 120 24 24 28.8
5 5 5 5 3 5 6 4 10 2 2 2.4
36 36 24 48 24 48 48 36 72 18 18 20.4
3 3 2 4 2 4 4 3 6 1.5 1.5 1.7
15 15 10 20 6 20 24 12 60 3 3 4.08
i. Cutting Section To cut pieces for 1250 shirts per day, following equipments a
re required: Equipments required for producing 1250 pieces per day
Equipment Fabric Inspection Machine (72 width) Spreading & Cutting Table Pinning,
Numbering, Bundling Table Fusing Machine
Quantity 1 2 2 1
Quantity available
1
At this point, each operation, work station, area, process etc. must be planned
in detail. The interrelationships between machines, operators and auxiliary equi
pment must be worked out. Consideration must also be given to multiple machine o
peration, principles of motion economy and material handling to and from the wor
kplace. Each workstation must be tied into the overall flow pattern and flow thr
ough each work station must be planned as an integral part of the overall plan.
7) Plan individual work areas
Cutting Section: Pinning, Numbering and Checking table 12 mX1.8 m \
Assembly section
Sewing Workstation
Note: Area consumed by each workstation = 1.8 sq meters Area consumed by each wo
rkstation = 3.5 sq meters 2.5 feet space is being provided for operators sitting
and movement. Main aisle of 3 feet is being provided between two lines.
Finishing Section
o Area consumed by each workstation = 3.9 sq meters. o 1.5 feet space is being p
rovided for operators sitting and movement. o Distance between two workstations i
s 1 feet. o Garment moves on the mover system. Pressing Workstation
o Area consumed by each workstation = 2.3 sq meters. o 2 feet space is being pro
vided for operators sitting and movement. o Main aisle of 3 feet is being provide
d. o Garment moves on conveyor
Folding and Bagging Workstation o Area consumed by each workstation = 2.3 sq met
ers. o 2 feet space is being provided for operators sitting and movement. o Main
aisle of 3 feet is being provided.
Fitted quality non-marking wheels and castors. All industrial trolleys come stan
dard with castor mounting plates. Castors are bolted to these castor mounting pl
ates to allow for ease of castor replacement, or to allow for changes to castor
arrangement.
Lifting and Handling Equipment Pallet Trucks Wheels and Castors Conveyors
Some salient features of storage bins are:
Made from Polypropylene Copolymer. Strong rear lip for use with louvered panel.
Strong heavy duty with reinforced base, sides and stacking rim. Resistant to mos
t industrial solvents and withstands high temperatures. Clear access to contents
. All bins with identification card holders. Incorporates a safety stop feature
at the back for use in shelves Features like bin dividers, louvered panels, shop
floor trolleys and rotary stands are also available.
PALLETS
Wooden Pallets Widest type selection, best quality Babool/Hard wood with preserv
ative treatment, optimum design for all applications, flawless workmanship and v
ery high production capacity.
Mild Steel Pallet Pressed steel or rolled section
rigidly welded pallets for lifetime maintenance free usage.
Stainless Steel / Al
uminum Pallets For food and pharmaceutical industry, involving autoclave, driers
and other such application. Box / Cage Pallets Stackable / non stackable box /
cage pallets for storage of small parts and packages.
Collapsible Pallets Stacka
ble Box / Cage Pallets that can collapse to a fraction of their volume for lean
period storage or empty return PU Coated Wooden Pallets Total water repellency a
nd other resistive properties of polyurethane with design flexibility, economy a
nd frication safety of wooden pallets.
Activity
Closeness to activity Raw material Inspection Cutting A A
Reason for closeness
The material from stored is issued to inspection so material movement needs to b
e minimized The fabric supply from store has to be sent to the cutting room. Thi
s flow must be smooth
Fusing Sewing Washing Finishing Merchandising STORE Sampling
U O U U I
The trims need to be moved to the sewing floor The merchandisers need to check a
vailability of certain raw material for sampling purposes
I
The sampling needs a supply of materials from the stores
Maintenance Industrial Engineering Administration Accounts Cutting
U U
U U O
The sequence of flow requires them to be somewhat close
Fusing Sewing Washing Finishing INSPECTION Merchandising Sampling Maintenance In
dustrial
U U U U U U U U
-
CAD DEPARTMENT
MERCHNADISING
IE DEPARTMENT
DEPARTMENT MAINTENANCE
FABRIC STORE
ACTIVITIE S
FABRIC STORE TRIM STORE SPREADING & CUTTING SEWING FINISHING MERCHNADISI NG SAMP
LING QUALITY CAD DEPARTMENT IE DEPARTMENT FINANCE DEPARTMENT MAINTENANC E EXPORT
DEPARTMENT PPC U O U U U O I U O U O U A
U
A U
CUTTING SEWING
SPREADING &
O O A
U A U
I I I
U O O
U O I
U U A
U U I
U U U
U U I
O O U
U
O A O
A U O I I
A
I I
O O A
A I O
U U O
A U U
U U U
A O U
U U U
O
O I U
O I A
I A U
U I U
A O U I U
I
U U
U U U
U U U
O U O
U U U
O
U
I
A
I
U
U
U
U
U
U
U
U
U
U
U
O
U
U
U
U
U
O
U
A
A
A
U
O
O
O
O
U
U
O
U
U
U
O
U
U
U
U
U
U
U
I
I
U
U
U
O
?
?
U
U
U
DEPARTMENT PPC U U I I U U U O ? ? U U U
TRIM STORE
SAMPLING
FINISHING
QUALITY
FINANCE
EXPORT
A
Absolutely Necessary
E
Especially Important
I O
Important Ordinary important
U X
Unimportant Undesirable
11.Determine the storage requirements
Fabric Storage Area Calculation:
Rolls to be stored in palletized form
Inventory
of 12 days ASSUMPTIONS Aisle space between racks = 1 m Main aisle = 1 m Roof He
ight = 15 m Average fabric consumption per shirt = 1.6m Total production per day
= 1250 shirts Total fabric required per day = 1250 * 1.6 = 2000 m Total consump
tion of fabric for 12 days inventory = 2,000 * 12 = 24,000 Roll Data: Total yard
age = 120 m Roll diameter = 7 inches Roll height = 62 inches Roll weight = 25 Kg
Pallet Data: Wooden Pallet Weight = 20 Kg Length = 62 inches Width = 62 inches
1 H
1 Head
2 Account FURNITURE/E
1 Head
2 Merchandiser
1 Receptionist FURNITURE/EQUI
Man power
QUALITY DEPARTMENT:
Area required = 20 x 10 sq ft
Total Area = 200 sq ft Manpowe
r requirement
1 Quality manager
8 checker Furniture Table Chair Almirah Quantity
1 5 1 Dim (L*B*H)(in ft) 4*4 1*1 3.5*3 Area req. (sq ft ) 16 5 10.5 31.5
INDUSTRIAL ENGINEERING DEPARTMENT: Area required = 20 x 20 sq ft
Total Area = 40
0 sq ft
Manpower requirement 1 In-charge
6 persons Furniture Table (Head) Chair
Table (Assistant) Chair Quantity 1 2 1 2 Dim (L*B*H)(in ft) 4*4 1*1 4*4 1*1 Area
req. (sq ft ) 16 2 16 2 36
MAINTENANCE DEPARTMENT:
Area required = 20 x 25 sq ft
Manpower requirement 1 In- charge
4 person
Manpower requ
Manpower
Furniture Pattern Table Cutting Table Stools Almirah SNLS W/UBT SNLS WE/C Button
hole Button Attach FOA KANSAI Mini Boiler Cum pressing
Quantity 1 1 15 1 12 4 1 1 1 1 1
Dim (L*B*H)(in ft) 5*4 5*4 1*1 3.5*3 6.18 6.18 6.18 6.18 6.30 6.30 5*3
Area req. (sq ft ) 20 20 15 10.5 74.16 6.18 6.18 6.18 6.30 6.30 15 204.34
TRAINING ROOM
Area Required = 35 x 18sqft
Total Area = 630 sqft
Man Power Requir
ement 1 Training head
2 Trainers Furniture Tables Chair Machines SNLS W/UBT SNLS
WE/C FOA KANSAI Quantity 1 23 No. of m/cs 15 3 1 1 Dim (L*B*H)(in ft) 4*4 1*1 D
im (L*B*H)(in ft) 6.18 6.18 6.30 6.30 Area req.(sq ft ) 16 23 Total area require
d(sqft) 92.7 18.54 6.30 6.30 123.84
CONFERENCE ROOM: Area Required = 31x20 sqft
Total Area = 620 sqft Furniture Tabl
e Chair Maniquences Meeting
Quantity 1 16 2 Dim (L*B*H)(in ft) 10*5 1*1 Area req.
(sq ft ) 50 16
Area Required = 10x10 sqft Total Area = 100 sqft
FIRST FLOOR
Conclusion:The Layout is very Easy to use and departments are planned according
to the material flow and such that no crowded condition will occur. The Layout i
s personnel friendly. Hence whole study is done in a planned manner step by step
with keeping all the given parameters in the mind and with the knowledge of arc
hitectural planning.