Production System

output signal governing bodys What is a return dodging? An app atomic quash 18l doing system of rules is an integration of material discourse drudgery serve well, personnel and the equipment that directs lend flow and generates finished products. Different types of production systems argon state-of-the-art chock up system Unit production system modular production system severally system begs an appropriate management philosophy, materials handling methods, floor layout, and Employee prepare. Firms whitethorn combine or adapt these systems to meet their specific production needs.Firms whitethorn use only one system, a combination of systems for one yield line, or contrasting systems for different product lines in the same plant. Progressive Bundle System The progressive bundle system (PBS) gets its name from the bundles of garment split that are moved sequentially from performance to operation. This system, often referred to as the tralatitious production syst em, has been widely used by apparel manufacturers for several decades and still is today. The expert says that use of bundle systems would decrease as firms seek more tractability in their production systems picWork flow in progressive bundle system Bundles consist of garment parts needed to complete a specific operation or garment component. For example, an operation bundle for pocket setting might include shirt fronts and pockets that are to be attached. Bundle sizes may range from cardinal to a hundred parts. Some firms see to it with a standard bundle size, while other firms vary bundle sizes according to decoctting orders, fabric shading, size of the pieces in the bundle, and the operation that is to be completed. Bundles are assembled in the cutting room where cut parts are matched up with corresponding parts and bundle tickets.Bundles of cut parts are transported to the sewing room and devoted to the operator scheduled to complete the operation. One operator is expected to perform the same operation on all the pieces in the bundle, retie the bundle, process coupon, and set it aside until it is picked up and moved to the next operation. A progressive bundle system may require a high volume of pass in process cause of the number of units in the bundles and the large buffer of backup that is needed to ensure a continuous cut back flow for all operators. pic The progressive bundle systemThe progressive bundle system may be used with a skill center(a) or line layout depending on the order that bundles are keepd by dint of production. Each style may have different processing requirements and thus different routing. Routing identifies basic operations, sequence of production, and the skill centers where those operations are to be performed. Some operations are common to mevery styles, and at those operations, work may march on up waiting to be processed. Advantages and disadvantages of using progressive bundle system AdvantagesThe success of a bund le system may depend on how the system is set up and used in a plant. This system may allow better utilization of excessized machines, as output from one special purpose automated machine may be fitting to add several operators for the next operation. Small bundles allow faster throughput unless in that location are bottlenecks and enormous waiting between operations. Disadvantages The progressive bundle system is driven by salute efficiency for individual operations. Operators perform the same operation on a continuing basis, which allows them to increase their speed and productivity.Operators who are compensated by piece rates become extremely efficient at one operation and may not be willing to learn a new operation because it reduces their efficiency and earnings. Individual operators that work in a progressive bundle system are independent of other operators and the final product. Slow processing, absenteeism, and equipment failure may also cause major bottlenecks withi n the system. Large quantities of work in process are often characteristic of this type of production system.This may lead to longer throughput judgment of conviction, poor quality concealed by bundles, large inventory, extra handling, and hassle in controlling inventory Unit production system A unit production system (UPS) is a type of line layout that uses an command processing overhead conveyer belt system to move garment components from work station to work station for Assembly pic Work flow of unit production All the parts for a case-by-case garment are advanced through the production line together by means of a hanging carrier that travels along an overhead conveyor.The overhead rail system consists of the main conveyor and accumulating rails for for each one work station. The overhead conveyor operates much like a railroad track. Carriers are moved along the main conveyor and switched to an accumulating rail at the work station where an operation is to be performed. At the completion of an operation the operator presses a button, and the carrier moves on to the next operation. Most unit production systems are linked to a computer control center that routes and tracks production and provides up-to-the-minute information for management decisions. The utomatic control of work flow sorts work, balances the line, and reduces claims of favouritism in bundle distribution. Electronic data collection provides payroll and inventory data, immediate tracking of styles, and cost and performance data for prompt decisions. Processing begins at a staging area in the sewing room. Cut parts for one unit of a single style are grouped and loaded directly from the staging area to a hanging carrier. Loading is carefully planned so nominal handling is needed to deliver garment parts in precisely the order and manner that they will be sewn.When possible, operations are completed without removing the parts from the carrier. Varied sizes and types of hanging carriers ar e avail qualified for different types of products. Automated materials handling replaces the traditional system of bundling, tying and untying, and manually moving garment parts. Unit production systems eliminate roughly of the lifting and turning needed to handle bundles and garment parts. The need for bundle tickets and processing operator coupons is also eliminated when an integrated computer system monitors the work of each operator.Individual bar codes or electronic devices are embedded in the carriers and read by a bar code scanner at each workstation and control points. Any data that are needed for sorting and processing such as style number, color shade, and lot can be included. structured systems have on-line terminals located at each work station to collect data on each operation. Each operator may advance completed units, reroute units that need repair or processing to a different station, and check their efficiencies and earnings Operator may signal for more inventory or call for a supervisor if assistance is needed.The terminals at each station enables central control center to track each unit at any given moment and provide management with data to make immediate decisions on routing and scheduling. Operators of the UPS control center can determine sequences of orders and colors to keep operators supplied with work and to minimize change in equipment, operations, and thread colors. A unit production system can control multiple routes and simultaneous production of multiple styles without restructuring production lines. The control center may perform routing and automatic balancing of work flow, which reduces bottlenecks and work stoppages.Each operator as well as the control center is able to monitor individual work history. individual unit, number of units completed, the operator who worked on each unit, and the piece rate earned for each unit. The system will regard the earnings per hour, per day, and the efficiency rate of each operator. Adv antages Benefits of a unit production system depend on how a system is used and the effectiveness of management. Throughput time in the sewing room can be drastically decreased when compared to the progressive bundle system because works in process levels are reduced.Operator productivity increases. Direct labor costs are reduced because of propositioned parts in the carriers and elimination of bundle processing. Indirect labor costs may be reduced by elimination of bundle handling and requiring fewer supervisors. Quality is improved because of accountability of all operators and immediate visibility of problems that are no longer concealed in bundles for extended periods of time. The central control system makes it possible to immediately track a quality problem to the operator that completed the operation.Other benefits that are cognize are improved attendance and employee turnover and reduced space utilization. Disadvantages Considerations for installing a UPS include costs of buying equipment, cost of installing, specialized training for the system, and measure of downtime. Down time is a potential problem with any of the systems, but the low work in process that is maintained makes UPS especially vulnerable. Modular toil System A modular production system is a contained, manageable work unit that includes an empowered work team, equipment, and work to be executed.Modules frequently operate as minifactories with teams responsible for group goals and self-management. The number of teams in a plant varies with the size and needs of the firm and product line. Teams can have a respite function as long as there are orders for that type of product, but the success of this type of operation is in the flexibility of being able to produce a wide variety of products in small quantities. The numbers of employees on a team, usually 4 to 15, vary with the product mix. A frequent rule of thumb is to determine the average number of operations prerequisite for a s tyle being produced and divide by three.Team members cross- prepare and interchangeable among tasks within the group. inducement compensation is based on group pay and bonuses for meeting team goals for output and quality. Individual incentive compensation is not appropriate for team-based production. Teams may be used to perform all the operations or a certain portion of the assembly operations depending on the organization of the module and processes required. Before a firm can establish a modular production system, it must prioritize its goals and make decisions that reflect the needs of the firm.With a team-based system operators are given the responsibility for operating their module to meet goals for throughput and quality. The team is responsible for maintaining a smooth work flow, meeting production goals, maintaining a specified quality level, and handling motivational support for the team. Team members develop an interdependency to improve the process and accomplish their goals. Interdependency is the relationship among team members that utilizes everyones strengths for the betterment of the team. Work flow in modular production system picA Modular Production System operates as a Pull System, with demand for work coming from the next operator in line to process the garment. Wastage is normal, and workflow is continuous and does not wait ahead of each operation. This increases the potentials for flexibility of styles and quantities of products that can be produced. Teams usually operate as sustain or Sit-down units A module may be divided into several work zones based on the sequence of operations and the time required for each operation. A work zone consists of a group of sequential operations. Operators are trained to perform the operations in their work zone and djacent operations in adjoining work zones so they can move freely from one operation to another as the garment progresses Work flow within a module may be with a Single-piece hand-off, K anban, or Bump- back system. If a single-piece hand-off is used, machines are arranged in a very tight configuration. As soon as an operation is completed the part is handed to the next operator for processing. Operations need to be well balanced as there is usually only one garment component between each operation. Some modules may operate with a buffer or small bundle of up to ten pieces of work between operators.If a small bundle is used, an operator will complete the operation on the entire bundle and anticipate the bundle to the next operation. An operator may follow a component or bundle for as many operations as they have been trained or until the adjacent operator is ready to assume work on the bundle Advantages of a Modular Production System are 1. ) High flexibility 2. ) Fast throughput times 3. ) Low wastages 4. ) Reduced Absenteeism 5. ) Reduced Repetitive Motion Ailments 6. ) Increased employee ownership of the production process 7. ) Empowered employees 8. ) Improved QualityDisadvantages of Modular Production System 1. ) A high capital investment in equipment. 2. ) High investment in initial training. 3. ) High cost incurred in continued training Combinations of Production Systems Some firms may use the progressive bundle system for producing small parts Combined with modular production for garment assembly. This reduces the investment in specialized equipment and reduces the team size needed. Some industry consultants believe that a modular system combined with a unit production system provides the most flexibility, fastest throughput, and most consistent quality.This would be particularly useful for large items such as coveralls or heavy coats. The UPS would move the garment instead of the operators. Each manufacturer needs to determine what is best for its product line and production requirements. The another major and oldest production system followed in industry is TOYOTA PRODUCTION system of rules (TPS) Toyota production system pic Histor y of (TPS) The production system developed by Toyota Motor Corporation to provide best quality, lowest cost, and shortest lead time through the elimination of waste.Development of TPS is credited to Taiichi Ohno, Toyotas chief of production in post-WWII period. Beginning in machining operation and spreading from there, Ohno led the development of TPS at Toyota throughout the 1950s and 1960s and the dissemination to the supply base through the 1960s and 1970s. Toyota Motor Corporations vehicle production system is a way of making things that is sometimes referred to as a lean manufacturing system or a scarce-in-Time (JIT) system, and has come to be well known and studied worldwide.Then, in 1924, Sakichi invented the worlds first automatic loom, called the Type-G Toyoda Automatic Loom (with non-stop shuttle-change motion) which could change shuttles without stopping operation. The Toyota term jido is apply to a machine with a built-in device for making judgments, whereas the regular Japanese term jido (mechanisation) is simply applied to a machine that moves on its own. Jidoka refers to automation with a human touch, as opposed to a machine that simply moves under the monitoring and supervision of an operator. Since the loom stopped when a problem arose, no defective products were produced. This meant that a single operator could be put in charge of numerous looms, resulting in a tremendous improvement in productivity. pic Just in time Just-in-time is a management philosophy and not a technique.Just-in-Time means making only what is needed, when it is needed, and in the amount needed. To efficiently produce a large number of products such as automobiles, which are comprised of some 30,000 parts, it is necessary to create a detailed production plan that includes parts procurement, for example. Supplying what is needed, when it is needed, and in the amount needed according to this production plan can eliminate waste, inconsistencies, and unreasonable requiremen ts, resulting in improved productivity. Kanban system pic Kanban is a production system its a part of toyato production or lean manufacturing system Kanban is a Japanese word which means signal cards. These cards are hung where ever required o only when this card indicated that the particular space is empty the products are filled back in the tray This is a simple concept, but very effective. Kanban primarily focus on the reduction of overproduction. The is also interlinked with the Toyota production system In the TPS, a unique production control method called the Kanban system plays an important role. The Kanban system has also been called the Supermarket method because the idea behind it was borrowed from supermarkets. Supermarkets and mass merchandizing stores use product control cards on which product-related information, such as product name, product code, and terminus location, is entered.Because Toyota employed Kanban signs in place of the cards for use in production process es, the method came to be called the Kanban system. At Toyota, when a process goes to the preceding process to find parts, it uses a Kanban to communicate what parts have been used. Here a Kanban system is used pic There are two kinds of Kanban Production instruction Kanban Parts recovery kanban cellular manufacturing What is cellular manufacturing? Cellular manufacturing, sometimes called cellular or cell production, arranges factory floor labor into semi-autonomous and multi-skilled teams, or work cells, who manufacture complete products or complex components.Properly trained and implemented cells are more flexible and responsive than the traditional mass-production line, and can manage processes, defects, scheduling, equipment maintenance, and other manufacturing issues more efficiently pic History Cellular manufacturing is a fairly new application of group technology, although the Portsmouth Block Mills offers what by definition constitutes an early example of cellular manuf acturing. By 1808, using machinery anatomyed by Marc Isambard Brunel and constructed by Henry Maudslay, the Block Mills were producting 130,000 blocks (pulleys) for the Royal Navy per year in single unit lots, with 10 men operating 42 machines arranged in three production flow lines. This installation apparently reduced manpower requirements by 90% (from 110 to 10), reduced cost substantially and greatly improved block consistency and quality.Group Technology is a management strategy with long term goals of staying in business, growing, and making profits. Companies are under dingy pressure to reduce costs while meeting the high quality expectations of the customer to maintain a competitive advantage. Successfully implementing Cellular manufacturing allows companies to achieve cost savings and quality improvements, especially when combined with the other aspects of lean manufacturing. Cell manufacturing systems are currently used to manufacture anything from hydraulic and engine pumps used in aircraft to plastic packaging components made using injection molding. Goals of cellular manufacturingThe goal of cellular manufacturing is having the flexibility to produce a high variety of low demand products, while maintaining the high productivity of large scale production. Cell designers achieve this through modularity in both process design and product design. Process design The division of the entire production process into discrete segments, and the assignment of each segment to a work cell, introduces the modularity of processes. If any segment of the process needs to be changed, only the particular cell would be affected, not the entire production line. For example, if a particular component was prone to defects, and this could be solved by upgrading the equipment, a new work cell could be designed and prepared while the obsolete cell continued production.Once the new cell is tested and ready for production, the inflowing parts to and outgoing parts from th e old cell will simply be rerouted to the new cell without having to disrupt the entire production line. In this way, work cells enable the flexibility to upgrade processes and make variations to products to better suit customer demands while largely reducing or eliminating the costs of stoppages. Product Design Product modularity must match the modularity of processes. Even though the entire production system becomes more flexible, each individual cell is still optimised for a relatively limit range of tasks, in order to take advantage of the mass-production efficiencies of specialisation and scale.To the extent that a large variety of products can be designed to be assembled from a small number of modular parts, both high product variety and high productivity can be achieved. For example, a varied range of automobiles may be designed to use the same chassis, a small number of engine configurations, and a moderate variety of car bodies, each available in a range of colors. In this way, a large variety of automobiles, with different performances and appearances and functions, can be produced by combining the outputs from a more limited number of work cells. In combination, each modular part is designed for a particular work cell, or dedicated clusters of machines or manufacturing processes.Cells are usually larger than typical conventional workstations, but smaller than a complete conventional department. After conversion, a cellular manufacturing layout usually requires less floor space as a result of the optimized production processes. Each cell is responsible for its own internal control of quality, scheduling, ordering, and record keeping. The idea is to place the responsibility of these tasks on those who are most familiar with the situation and most able to quickly fix any problems. The middle management no longer has to monitor the outputs and interrelationships of every single worker, and instead only has to monitor a smaller number of work cells and the flow of materials between them, often achieved using a system of kanbans