PROGRIZIVE INCORPORATED

SEWING DEPARTMENT

102 Seminary Road, Barangay Bahay Toro, Project 8, Quezon City Philippines

Application of Line Balancing

In Production Line 6 at Progrizive Incorporated

ENGR. MARK VINCENT YAMSON

IE Officer

SUBMITTED BY:

NASTOR, JEROMME A.

2016

CHAPTER 1. THE PROBLEM AND ITS BACKGROUND

In this chapter the researchers will know the Introduction, Significance on the study and Scope of

delimitation of the study, Objectives of the study and also the Statement of the problem.

1.1 Introduction

A production line is set of sequential process established on an industrial shop floor. A production

process or manufacturing process is the transformation of raw materials or components into finished

products. The stages in a production process involve procurement, fabrication, assembly, testing,

packaging and distribution. The production or manufacturing lines in industries can be categories into

three types i.e. automated production lines, semi – automated production lines and manual production

lines.

The nature of the production lines depends on the complexity of the manufacturing parts, the

production volume, the sensitivity of the product and cost. Industries’ management plan and layout their

production lines according to specific production requirements. As the object of the study, the

researchers focused on meeting the required target of the production line six (6) in production one (1)

at Progrizive Incorporated a company that produced brassiere products line locally.

1.2 Statement of the Problem

Low output and not meeting the required target for the Fiona bra production on line six (6)

operation concerns the researchers most. Line six (6) operations currently produces 700 pieces of

Fiona bra for the whole operation while their true target production is 996. Which indicates a 28% loss

on total production.

1.3 Purpose of the Study

The purpose of the study is to improve the facility that would help to reach the required target of

Line six (6) on Production one (1) on Sewing Department.

1.4 Significance of the Study

The study will provide information about the low output of line six (6) Sewing Department operation.

The factors presented by the researcher will help the company know the main reason why there is a low

output on the Line six (6) in Sewing Department.

1.5 Objectives of the Study

The general objectives of this study is to have a line balancing on the line six (6) on production one (1)

at Progrizive Incorporated.

Specifically the study aims.

To determine the ideal number of workers to be assigned on Line six (6) in Production one (1).

To determine the ideal number of workstation on Line six (6) in Production one (1).

To improve the facility of Line six (6) in Production one (1)

1.6 Scope and Limitations of the Study

This study will provide information about the problem encountered by the company in Production in

Line six (6) of Sewing Department in Progrizive Incorporated. The researchers focus on the Line six (6) in

Production one (1) of Sewing Department, also the researchers focus only with the one style of bra which is

Fiona bra. The other style of bra will not be considered.

CHAPTER 2. RELATED LITERATURE AND RELATED STUDYIn this chapter, it will represent the related literature and related studies on both local and foreign

and local. The following are references cited by researchers will be using throughout the research. The

information of related studies and literature are used as reference to guide the researchers.

2.1 Related Literature

According to (Henry Ford, 2006) Line-balancing strategy is to make production lines stretchy

enough to absorb external and internal indiscretion. This strategy involves setting a planned rate of

production for necessary materials to be fabricated within a particular time frame. Additionally, successful

line balancing requires assuring that every line segment's production quota can be met within the time

frame using the available production capacity. This is an efficient device to develop the throughput of

assembly lines and work cells while decreasing manpower requirements and expenses. Line-balancing is

slightly different from assembly line balancing. Assembly line balancing involved the action of assemble

different parts together. It involves many production lines while normal Line-balancing may only involve one

production line.

2.2 Related Studies

According to (Jao Tiago Covas, 2014) The traditional Assembly line consists in a set of

workstations sequentially organized to which the work pieces will go successively, through some

transportation – usually a conveyor belt, in order to perform assembly operation during a cycle time.

According to (Siti Farahin Binti Badrul Hisham, 2013) Line Balancing is about arranging a

production line so that is an even flow of production from one work station to the next. Line balancing also a

successful tool to reduce bottleneck by balancing the task time.

According to (Vrittika V. Pachghare and R.S. Dalu, 2012) Balancing assembly lines becomes one

of the most important parts for an industrial manufacturing system that should be supervised carefully.

CHAPTER 3. METHODOLOGIESThis chapter discusses the methods used in gathering data and important information about the

study, what tools used in collecting data, how they are gathered in order to complete the study, and this

shows the area where the study conducted.

3.1 Research Design

Figure 3.1 Research Design

This figure shows the process flow on how the study created. The study started with research data and followed by research design. Through interviews and monitoring researchers collected the data and after collection of data, researchers analyze the data to create a decision analysis. Then researcher come up to conclusion and recommendation to improve the line six (6) in production one (1) of Sewing Department.

3.2 Research Locale

Research Data Research Design Collection of Data

Analyze the Data Conclusion Recommendation

Figure 3.2 Google Map Location

Progrizive Incorporated is located at 102 Seminary road, Brgy Bahay Toro, Project 8, Quezon City Philippines, Metro Manila.

3.3 Preliminary Data Gathering

To be able to conduct a study researchers currently in their On the Job Training (OJT) that’s why it’s fit to the topic which is Line Balancing.

3.4 Research Instrument and Data Gathered Instrument

Descriptive Observation – researchers observed to know the situation of the line six (6) in Production one (1).

Internet – researchers used the technology of communication network to search the tools that can fit to the problem of production line six (6).

Calculator – researchers used scientific calculator to calculate the gathered data.

Stop Watch – researchers used stop watch to conducted time study in the production line six (6).

3.5 Methodology

This section shows the tools and techniques in gathering and analyzing data. The researchers interviewed the workers to get the data and information about the production line six (6).

3.5.1 The Input, Process, Output Model

Figure 3.2 IPO Model

The figure shows the input, process and output address by researchers. The inputs are needed instruments in data gathering and analyzing data which process the Line Balancing that lead the output of application of Line Balancing in Line Six (6) in production one (1). The model also shows the progress of whole study.

Figure 3.3 Line Balancing

Line Balancing is the process of assigning tasks to workstations in such a way that workstations have approximately equal time requirements.

Line Balancing Procedure:

INPUTInterviews, Mechanical

Devices and Observation

ProcessLine Balancing and Time

Study

Output Application of Line

Balancing in Production Line six (6)

1. Determine the tasks involved in completing one unit.

2. Determine the order in which tasks must be done.

3. Draw a Precedence Diagram

4. Estimate the time tasks.

5. Calculate for the cycle time.

6. Calculate the minimum number of workstations.

7. Use a heuristic to assign tasks to workstations.

Figure 3.4 Precedence Diagram

The diagram shows a tool for scheduling activities in a project plan. It is a method of constructing a project schedule network diagram that uses boxes, referred to as nodes, to represent activities and connects them with arrows that show the dependencies.

Figure 3.5 Heuristic Method

The figure shows a technique in any approach problem solving, learning, or discovery that employs a practical method not guaranteed to be optimal or perfect, but sufficient for the immediate goals.

CHAPTER 4. RESULTS AND DISCUSSION

This chapter shows the results of data gathered and treatment used to determine the number of workers per workstations and numbers of workstation in the line. The researchers analyzed the data gathered.

4.1 Data Gathered

Table 4.1.1 Operation Breakdown of Fiona Bra

Style: Fiona Bra Color: Blooming Purple

Customer: Avon Fashion

Sizes/Cup: 32, 34, 36 A/B

Work Element Operation Description Time

A Bust seam L/ foam 0.287

B Top stitch L/ foam 0.248

C Bust seam U/L foam 0.448

D Top stitch U/L foam 0.341

E Attach tape at lower cup 6x 1.292

F Join top ear at upper cup 0.532

G Bust seam U/L cup 0.709

H Top stitch cups 0.583

I Join cups to foam 0.729

J Top stitch inner cup 0.557

K Tacking cups 0.958

L Over lock center panel 0.316

M Top stitch center panel 0.323

N Panel seam 0.352

O Top stitch panel 0.319

P Side seam 0.512

Q Re side seam bone 0.813

R Elasticated bottom 1.131

S Cup insert 0.985

T Elasticated armhole with strap 1.551

U Re cup insert 1.002

V Attach strap to top ear 4x 0.453

W Insert cup wire 0.397

X Bar tack center and side 4x 0.440

Y Tack center cup 0.203

Z Trim excess tape 4x 0.210

A1 Attach hook & eye with label 0.646

B1 Lock hook & eye 0.553

C1 Attach motif 0.203

This table shows the operation break down of Fiona Bra style, it shows the work elements A to C1 and shows the operation description of the style of bra in the Progrizive Incorporated. Also shows the ideal time or standard time of each operation.

Figure 4.1 Precedence Diagram

This figure shows tool used in line balancing to display elemental tasks and sequences requirements. The process of the Line 6 in making Fiona Bra. The diagram explained how the process works from the start to finish product.

Table 4.1.2 Operation Breakdown with Precedence’s

Style: Fiona Bra Color: Blooming Purple

Customer: Avon Fashion

Sizes/Cup: 32, 34, 36 A/B

Work Element Operation Description Time Precedence’s

A Bust seam L/ foam 0.287 -

B Top stitch L/ foam 0.248 1

C Bust seam U/L foam 0.448 2

D Top stitch U/L foam 0.341 3

E Attach tape at lower cup 6x

1.292 -

F Join top ear at upper cup 0.532 -

G Bust seam U/L cup 0.709 5,6

H Top stitch cups 0.583 7

I Join cups to foam 0.729 8

J Top stitch inner cup 0.557 9

K Tacking cups 0.958 10

L Over lock center panel 0.316 -

M Top stitch center panel 0.323 12

N Panel seam 0.352 -

O Top stitch panel 0.319 -

P Side seam 0.512 -

Q Re side seam bone 0.813 14,15,16

R \Elasticated bottom 1.131 17

S Cup insert 0.985 18

T Elasticated armhole with strap

1.551 19

U Re cup insert 1.002 20

V Attach strap to top ear 4x 0.453 -

W Insert cup wire 0.397 -

X Bar tack center and side 4x

0.440 22,23

Y Tack center cup 0.203 24

Z Trim excess tape 4x 0.210 25

A1 Attach hook & eye with label

0.646 26

B1 Lock hook & eye 0.553 27

C1 Attach motif 0.203 28

This table shows the operation break down of Fiona Bra style, it shows the work elements A to C1 and shows the operation description of the style of bra in the Progrizive Incorporated. Also shows the ideal time or standard time of each operation. The table have a precedence to determine the process flow of the line 6. Researchers rely in the given data base on the operation breakdown of the process in Fiona Bra.

The Minimum and Maximum of Cycle is 1.675 base in the operation breakdown of Fiona Bra.

To get the Output Capacity:

Operating Time per day/Cycle time

690/0.69 = 1000 unit of Bra per day. Note: The researchers used the 996 as an output capacity.

To get the Cycle Time:

Cycle Time = Operating time per day / Desired Output rate(11.5) (60) = 690 minCycle Time = 690 min / 996 output

= 0.69 minutes per bra

The line must produce 996 units of bra per day or (996/690 = 1.44 units / mins)

(Desired Output )(∈of task time)OperatingTime

Where: N = number of operators needed in lineR = desired output of production

E = total standard minutesMNW = (Total Task Time) (Demand per day) / (Productive time per day)

(996)(17)/690 = 24.53 ≅25 Number of Work Stations

To compute the Minimum Number of Workstations (Tasks) and Incremental Utilization

Incremental Utilization = # of Workstations Working / Actual # of Workstations 24.53 / 25 = 0.9812 ≅ 98%

To get the number of Operators in Line 6:N= R x ∈AM = R x ∈SM / E

Where N = number of operators needed in the line R = desired rate of production

N = 1.44 x (17) / 0.95 = 25.76 ≅ 26 Operators

Workstations Task Minutes Workstations ≅ Actual

Incremental

1 A 0.287 0.287/0.69 = 0.42 =1

42%

1 A, B 0.287 + 0.248 0.535/0.69 = 0.77 =1

78%

1 A, B, C 0.287+0.248+0.448 0.983/0.69 = 1.42 =2

71%

2 C 0.448 0.448/0.69 = 0.64 =1

65%

2 C, D 0.448 + 0.341 0.789/0.69 = 1.14 =2

57%

3 D 0.341 0.341/0.69 = 0.49 =1

49%

3 D, E 0.341 + 1.292 1.633/0.69 = 2.36 =3

79%

3 D, E, F 0.341+1.292+0.532 2.165/0.69 = 3.13 =4

78%

4 F 0.532 0.532/0.69 = 0.77 =1

77%

4 F, G 0.532 + 0.709 1.241/0.69 = 1.79 =2

90%

4 F. G, H 0.532+0.709+0.583 1.824/0.69 = 2.64 =3

88%

5 H 0.583 0.583/0.69 = 0.84 =1

84%

5 H, I 0.583 + 0.729 1.312/0.69 = 1.90 =2

95%

5 H, I, J 0.583+0.729+0.557 1.869/0.69 = 2.71 =3

90%

6 J 0.557 0.557/0.69 = 0.80=1

81%

6 J, K 0.557 + 0.958 1.515/0.69 = 2.19 =3

73%

7 K 0.958 0.958/0.69 = 1.38 =2

69%

7 K, L 0.958 + 0.316 1.274/0.69 = 1.84 =2

92%

7 K, L, M 0.958+0.316+0.323 1.597/0.69 = 2.31 =3

77%

8 M 0.323 0.323/0.69 = 0.46 =1

47%

8 M, N 0.323 + 0.352 0.675/0.69 = 0.97 =1

98%

8 M, N, O 0.323+0.352+0.319 0.994/0.69 = 1.44 =2

72%

9 O 0.319 0.319/0.69 = 0.46 =1

46%

9 O, P 0.319 + 0.512 0.831/0.69 = 1.20 =2

60%

9 O, P, Q 0.319+0.512+0.813 1.644/0.64 = 2.38 =3

79%

9 O, P, Q, R 0.319+0.512+0.813+1.131

2.775/0.69 = 4.02= 4

100%

9 O,P,Q, R, S 0.31+0.512+0.813+1.131+0.985

3.76/0.69 = 5.44 = 6

91%

10 S 0.985 0.985/0.69 = 1.42 =2

71%

10 S, T 0.985 + 1.551 2.536/0.69 = 3.67 =4

92%

10 S, T, U 0.985 + 1.551 +1.002

3.538/0.69 = 5.12 =6

85%

11 U 1.002 1.002/0.69 = 1.45 =2

73%

11 U, V 1.002 + 0.453 1.455/0.69 = 2.10 =3 70%

12 V 0.453 0.453/0.69 = 0.65 =1

65%

12 V, W 0.453 + 0.397 0.85/0.69 = 1.23 61%13 W 0.397 0.397/0.69 = 0.57

=158%

13 W, X 0.397 +0.440 0.837/0.69 = 1.21 =2

61%

13 W, X, Y 0.397+0.440+0.203 1.04/0.69 = 1.50 =2

75%

13 W, X, Y, Z 0.397+0.440+0.203+0.210

1.25/0.69 = 1.81 = 2

91%

13 W, X, Y, Z, A1 0.397+0.440+0.203+0.210+0.646

1.90/0.69 =2.74=3

92%

13 W, X, Y, Z, A1, B1 0.397+0.440+0.203+0.210+0.646+0.553

2.45/0.69 = 0.80= 1

89%

14 B1 0.553 0.553/0.69 = 0.80=1

80%

14 B1 + C1 0.553 + 0.203 0.756/0.69 = 1.09 =2

55%

15 C1 0.201 0.201/0.69 = 0.29 = 1

29%

Table 4.1.3 Balance Assembly Line

The table shows the Incremental method that determine what tasks can put it together in workstations. The Incremental Yellow color also shows the number of workstations needed in the line six (6) of production 1 at Progrizive Incorporated. The tables also shows that the workstations of line six (6) should be Fifteen (15).

Figure 2. Number of Workstations in Line 6

The figure shows the number of workstations in Line six (6) it also shows the flow of the process Line. The workstations are composed of 15 tasks to finish the Fiona Bra. The goal of this methods is to put together those had similar task description and put it together in one workstations.

CHAPTER 5. CONCLUSION AND RECOMMENDATIONS

This chapter presents the summary of all data gathered by researchers with data and results of the discussion. It includes the recommendations that were based on the conclusions.

5.1 Conclusions

After the researchers knew the data and results researchers found out that the line six (6) of Production 1 has no proper Line Balancing approach that results the low output. Lack of machines in line six (6) affects the target quota of the line, also the operators of the line six is not enough to meet the required target quota and Operators of line six (6) are not well trained that’s why the line did not met the required target of 996 units of Fiona Bra.

5.2 Recommendations

After researchers gathered data and results, the researchers came up with the following recommendations.

The minimum operators of line six (6) should be Twenty Five (25) to meet the required target units of Fiona Bra.

The Minimum Number of Workstations of line six (6) should be Twenty Five (25).

Training Approaches – A company’s labor force is one of its main resources. Without skilled workers, production rates would be slower, product quality would be poorer, and overall productivity would be lower. Therefore ones new method is installed and the proper standard is set, the operators must be trained approximately to follow the prescribed and attain the desired standard. The workers of line six (6) should be well trained to perform the easy and difficult task of making Fiona Bra.

5s – The Company should observe the 5s method in the workplace especially in the production area. It is the Japanese words: Seiri, Seiton, Seiso, Seiketsu and Shitsuke. In English words: Sort, Set in Order, Shine, Standardize, and Sustain. Sort or Seiri is clearly distinguish items from unneeded and eliminate the latter while Set in Order or Seiton is keep needed items in the correct place to allow for easy and immediate retrieval. The Shine or Seiso is keep the workplace neat and clean while Standardize or Seiketsu is the method by which “Sort” “Set in Order and Shine are made habitual. Lastly Sustain or Shitsuke is maintained establish procedure.

Man Power – One of the main problem of Line six (6) of production one (1) is the man power, the man power of line is not enough to meet the required target. The company should hire more workers to sustain the productivity of the company.

Machine Efficiency – Machine efficiency is one of the factors that are frequently overlooked by the

management and this can lead towards losses which reduce the yield. Improper maintenance of

machines will result in low standards of produced parts and increases the maintenance of

machines. Machines are meant to work efficiently, but in some circumstances machines can be

less productive due to improper preventive maintenance. Preventive maintenance is a key factor

that keeps the machine running efficiently through the production process. The maintenance

management along with the responsible personnel to ensure optimum usage of machineries which

will eliminate unwanted wastages due to machine stoppages.

Monitoring of Heads - Supervisor and Plant Manager should have at least monitored each

department before the shift of production ends

More Machines - Researchers found out that the line is lack of machines that affect the productivity of the line. The company should buy more machines to sustain the production needs of the company but it should be have a cost benefit analysis study before buying a machines.