IE

History of IE:
any sources say IE began with Frederick W. Taylor (1856-1915), who is often considered the father of industrial
engineering/management science, and others say it was James Watt (1736–1819) inventing the steam engine, and
some say it may have been Adam Smith (1723-1790), the laissez-faire economics pioneer who wrote
IE(Industrial Engineering):
Industrial engineering is a branch of engineering which deals with the optimization of
complex processes, systems, or organizations. Industrial engineers work to eliminate waste of time,
money, materials, person-hours, machine time, energy and other resources that do not generate value.
According to the Institute of Industrial and Systems Engineers, they create engineering processes and systems
that improve quality and productivity
Father of IE:
 Frederic Winslow Taylor
Goal of IE:
 Save cost.
 More productivity.
 More business.
IE Techniques or Techniques of industrial engineering (IE):
 Method study
 Work measurement
 Motion economy
 Value analysis
 Financial and non financial incentives
 Production, planning and control
 Inventory control
 Job evolution
 Material handling analysis
Engineering function:
 Method study
 Work measurement
 General sewing data (GSD)
 Breakdown and layout
 Consumption

Work Study

Work study:
Work study is a systematic technique of method analysis work measurement and setting of time standard that can
be ensure the highest productivity by the optimum use of man power, equipment and material.
Father of work study:
 Frederic Winslow Tailor
Types of Work study:
 Method Study
 Work measurement.
Objective of Work Study:
 To increase Productivity
 To increase profit maximization
 To increase job security
 To reduce ‘O’ hour
 To reduce wastage
 To ensure timely shipment
 Cost minimization
 Check achievement against standard
 To set up standard factory layout
Characteristic of work study engineer
 A work study engineer needs to be:
 Educated
 Expert
 Smart
 Confident
 Personal dignity
 Honest
Why work study
 Continuous improvement
 Eliminate waste
 Increase productivity
 Standard quality
 Maximum results with minimum efforts.
 Reduce cost
 Work smart not hard.

Method Study
Method study:
The systematic recording and critical examination of the factors and resources involved in existing and proposed
ways of doing work, as a means of developing and applying easier and more effective methods and reducing cost.
Steps of Method Study or Basic Procedure: (SREDDIM)
 Select - Operation/Process to be studied
 Record - all relative facts
 Examine - critically analyzing the current method
 Develop - old / selected method
 Define - the new method properly
 Install - the new method
 Maintain - routine check
Types of Method study
 Space environment
 Equipment
 Machine attachment
 Element study
 Effective and ineffective time segregation
 Handling and movement
 Improve worker performance
 Find better way of work
 Reduce ineffective time and increasing needling time.
Objective of method study.
 Improve layout of a factory & office
 To improve the flow of work
 Better quality
 Effective materials handling
 To get maximum output
 To simplify the work
 To save handling time
 To save sewing time
 Check achievement against standard
 To improve the flow of work
 To improve the quality of work
 To improve the effective use of resources
 To reduce unnecessary work
Following Techniques are very important in Method Study
 Motion Economy
 Ergonomics & Engineering Design
 PMTS (Pre-determined Motion Time System, e.g. GSD)
Method improvement technique.
 Purpose
 Place
 Sequence
 Person
 Means.

Work Measurement
Work measurement
Work measurement is the application of techniques designed to establish the time for a qualified worker to carry
out a task at a defined rate of working.
Steps of work Measurement Or Basic procedure :
Sremcd = select , record ,examine, measure, compile, define.
Objective of Work Measurement:

 Find out the Line balancing

 Find out the bottle neck area
 Find out the productivity gap
 Find out the line capacity
 Find out the factory capacity
 Incentive scheme
 Find out the effective and ineffective time
 Find out the line target
 Find out the S.M.V
 Find out the achievement against standard
 To set up standard factory layout
 Set target
 Production planning & control
 Manpower allocation
 Incentive scheme
 Determine cost
 Find out bottleneck and solution
 Setting time standard
 Efficiency
Work Measurement Technique

 Time Study
 Capacity Study
 Activity Sampling
 Film / Video
 G.S.D
 P.M.T.S
Types of work measurement
 Cycle check
 Observe time
 Rating
 BMV and SMV
 Production study
 Time study
 Setting time standard

Other Definition

Time study
Time study is a work measurement technique for recording the time of performing a certain/specified conditions
and for analyzing the data so as to obtain time necessary for an operator to carry out at a define rate of
performance.
Before start the time study:

 Inform to operator
 Inform to supervisor
 Work place re-engineering
 Input available
 To ensure enough supply
 Stand diagonally behind the operator ( 1.5-2 Miter)
 Required quality
 Record (Machine type, Fabric type, Operation name, Operator name)
The equipment used foe the time study

 Stop watch
 Clip board
 Time study format
 Pencil
 Eraser
 Calculator

Cycle check
cycle check is a work measurement technique to measure the time taken the operators, when they are performing
their jobs by using a stopwatch.
Cycle time= 60/ Team target.
Capacity study
It is exactly the measure of the operator same as capability. It means the operator is capable of achieving the
performance measured by the study.
Capacity= 60/ capacity time in minute.
Target
Target is the amount of production.
Target= 60/smv

Rating
Rating is the assessment of the worker rate of working relative to the observer’s concept of the rate corresponding
to standard place.
Rating depends on four subjects.
 Skill
 effort
 quality and
 (4)speed.
 So, rating= observed rating/ standard rating.
 Observe rating—out of 100
 Standard rating-100%
Rating:
Rating is the assessment of the worker’s rate of working relative to the observer’s concept of the rate
corresponding to standard rate.
Why is Rating?
 Standard operator’s not available every time
 Different people take different time
Rating Errors:
 Loose Rating
 Tight Rating
 Flat Rating
 Inconsistence Rating
 Step Rating
Rating Chart:
40-50 Very Slow, Half Sleeping, Fumbling moment, No interest
70-75 Steady, Unhurried
80-100 Business like performance
100-120 Very faster
120-150 Outstanding, Unused

Motion study
Sewing work is carried out manually, greatly depending on manpower. This means that a difference in motion levels
of operators will directly affect the time value. Work results vary depending of presence/absence of waste time,
work speed and degree of consistency. It is necessary to improve motions that cause problems for the development
of standardize ones.
Principles of motion study
 Minimum
 Idividual
 Symmetrical
 Simultaneous
 Continuous
 Habitual
 unrestricted
 Rhythmic and
 Natural.

Purpose of motion study

 To determine the optimum work
 To standardize the work,
 To train the workers,
 To manage the work.

Motion economy
Motion economy is to standardize working motion of the manpower.
The principle of motion economy.
 Use of human body,
 Arrangement of the workplace,
 Design of tools and equipment.

GSD
General sewing data is method study and develop within GSD coding time by reducing unnecessary task through
method study

Line Balancing

Line balancing
Line balancing is leveling the workload across all processes in a cell or value stream to remove bottlenecks and
excess capacity. A flow line can be divided into elemental tasks. Each of these tasks will require a specified time to
complete. It also has a sequential relationship with other tasks in the flow line. In order to ensure that the line is run
efficiently, efforts have to be made to balance the line.
Calculation for line balancing—
 how many operators.
 operation.
 SMV.
 Performance.
 capacity.
 Target.
 hours to achieve target.
 potential production/hour.
Objectives or benefits of line balancing
 regular material flow,
 maximum uses of manpower and machine capacity,
 minimum process time,
 minimizing slack time,
 minimizing workstation,
 maximum output at the desired time,
 quality maintain of the garment,
 reduce production cost
 ,increase productivity,
 increase efficiency and
 profit of a factory can be ensured by proper line balancing.
Line balancing
 Fro line balancing we have to know some data calculating informatio
Those are:
 How many operator
 How many operation
 How much S.M.V
 Performance%
 Potential production
 Hours to achieve target
 Capacity
 Target
Production Line balancing
Production line balancing is the allocation of the work to be done to the people available to do it.
Production line balancing is used:
 To ensure a steady flow of work
 To make the best used of the available time
 To keep work in progress to a minimum
Purpose of production line balancing
 To ensure a steady flow of work through the production line
 To reduce the material handling time & manufacturing costs
 To make the best use the space
 To improve the working environment
 To improve control of the schedule
 To reduce labor turnover
 To reduce unnecessary work
Cause of low productivity:
 Lack of proper supervision
 Lack of line balancing
 Not properly setup MO according to TML & AML
 Not properly follow up KPI
 Absenteeism
 Lack of co-ordination
 Lack of good workplace
 Lack of good administration
 Besides all input that is man machine materials is no supply in just time
 Bottleneck

Bottleneck
The lowest output point in the production line is called bottleneck. That is bottleneck area, where supply gathered
and production goes under capacity.
Reason of bottleneck—
 unskilled operator
 wrong sequence of works.
 non balance allocation of elements
 workers absenteeism
 machine problem
 lack of supply
 color shading
 quality problem
 bundling mistake
 numbering mistake
 pattern problem
 input problem.
Solution of bottleneck—
 Method improvement
 Share capacity
 Add additional manpower of machine
 Improve workstation layout
 Better operator allocation
 Work for extra hours
 Use time saving tricks
 Quick decision of quality issue
 All parts supply properly
 Machine adjusts properly.

Production & Productivity

Productivity
Productivity is given as output compare to input. Output means the amount produced. Input are the various
resources employed. i.e. land & building, equipments & machinery, materials, labor etc.
Productivity= output/input.
Types of productivity
 Labor productivity
 Machine productivity
 Value productivity
Productivity improvement techniques:
 Technology based-CAD, CAM, CIMS
 Employee based-financial and nonfinancial incentives, employee promotion, personal development.
 Material based-Material planning and control, waste elimination.
 Process based—Methods engineering, human factors engineering.
 Product based—Value analysis and value engineering, standardization.
 Tasks based—Management style, work culture, motivation

Production
Production is any process or procedure developed to transform a set of input elements like men, materials, capital,
information and energy into a specified set of output like finished products and services in proper quantity and
quality , thus achieving the objectives of an enterprise.
Difference between production & productivity
Production= 100 pcs. i.e; quantity produced irrespective of inputs.
Productivity= 100 pcs ( output ) for 10 machines ( input )
= 100 pcs/ 10 pcs= 10 pcs per machine
Productivity = rate of pcs produced per machine.

Most Importance Defination

Value added time:

These activities are those which adds value to a product and for which customer is willing to pay.
Non value added time:
These activities are those which do not add value to a product but it is part of process customer are not willing to
pay.

Skill matrics :
Skill Matrix is a chart or a database where operator’s past performances on various operations are recorded
in a systematic way for the future reference. In a skill matrix operator performance is recorded in efficiency
percentage. Skill matrix is also called as skill inventory of the operators. A basic skill matrix is shown in
Figure-1. (Click on the picture for zoom). Skill matrix is updated on a regular interval. Or after completion of
each style operator's current performance (efficiency%) updated on the database (for manually developed
skill matrix).
he benefits of an operator skill matrix are enlisted below.

The benefits of an operator skill matrix are enlisted below.

 It keeps record of all operations an operator had done in the past and efficiency level in each operation. 
 Engineers / line supervisors need minimum time to find and select most efficient operators for an
operation from the pull of operators. 
 For line balancing, operators can be selected according to work content. For example – where an
operation is required 50% less time than pitch time, engineers can select an operator whose efficiency
level is 50% on that operation. 
 When operation clubbing is required (for less work content works), skill matrix gives the information
what all operation to be given to an operator. 
 When someone is absent, supervisor can easily find suitable person from the skill matrix table and
replace. 

Skill Inventory:
A skill inventory is a list of an individual’s professional competencies or skills. Such an inventory might also
include education and professional experience. An employer might request a skills inventory from a
current employee or potential employee to gauge how well that individual is likely able to meet company
goals. What’s more is a company can use skills inventories to improve strategic planning efforts. Besides
recruiting and training, skills inventories can also be used for succession planning. Should a key employee
leave a company, there needs to be an individual or several individuals who are able to fill the talent gap.

Wastage:
One prime objective of industrial engineering is to increase productivity by eliminating waste and non-value
adding operations from the manufacturing process. So it is essential to know the wastes and non-value adding
functions those exist in garment manufacturing.
Eight wastage=Timwoodr
 Transportation
 Inventory
 Excess motion
 Waiting
 Over production
 Over processing
 Defect
 Rework

Line feeding:

 SMV finalizing
 Line balancing
 Introducing new methods
 cross training
 Grading

Comparison

Production Vs Efficiency
  Efficiency Productivity

It is the ability to do something

It is the rate at which goods are
or produce something without
Definition produced or the work is
wasting materials, time or
completed.
energy.

It is the measure of waste in a It is the measure of output

Measurement
system. produced by one unit of input.

It is how much one produces in

It the amount of time one
Production a given amount of time with
spends on productive tasks.
resources.
Depends on It depends on the quality. It just depends on production.
 Productivity Vs Production

  Productivity Production
It is defined as the act of
It is defined as the rate at which goods are
Definition manufacturing goods for their
produced.
use or sale.
It is the actual process of
Use It is the utilization of resources to form goods.
conversion.
It is the amount of work one gets for a certain It is the amount of work done or
Work done
spending cost. manufactured that is the output.

It is the measure of produced

Measurement It is the measure of efficiency.
goods.

Basic Action

Reach= R
Move= M
Turn= T
Apply pressure= AP
Grasp= G
Position= p
Release= RL
Disengage= D
Eye travel time= ET
Eye focus= EF
Body movement= BM
Leg movement= LM
Foot movement= FM
DHU= Defects per hundred unit.
COPQ= Cost of poor quality.
VSM= Value stream mapping.
TPS= Toyota production system.
PFD= Personal fatigue and delay.
PMTS= predetermined motion time systems.
CI= Continuous improvement.
CAD= Computer aided design.
CAM= Computer aided manufacturing.
CIMS= Computer integrated manufacturing systems.
PSVSM= present state value stream mapping.
FSVSM= Future state value stream mapping.
ISVSM= Ideal state value stream mapping.
SMED= Single minute exchange of dies or quick changeover
MTM= Methods time measurement
TMU=Time measurement unit
SMV= Standard minute value-European word-It is a standard
SAM= Standard allowed minutes—American word- it can be changed
BMV= Basic minute value= BMV and SMV are common word.
BPT= Basic pitch time
AQL= Acceptable quality level
MMR= man to machine ratio.
RPM=Revolution per minute
TMU=Time measurement unit
SPD=Sewing performance data table
NPT= Non productive time
MTM= Methods time measurement
WF= Work factor
PTS= predetermined time standards
VTD=video type discussion
SOP= Standard operating procedures.
TT= Takt time
EPE= Every part every
CT= cycle time
PDCA=Plan do check act
PDSA= Plan do study act
KPI= Key performance indicators
KPR=Key performance results
TQM= Total quality management
QMS= Quality management system
Quality= Quick decision, undeceive, appropriate, legitimate, intelligent, tremendous, youthfulness.
Quality= Quality is a standard, a goal, or a set of requirements.
Quality means giving the customer exactly what she/he needs, every time, on time and at the right cost.

Formula

 Line labor productivity= total out put of a line/ No of worker worked

 Machine productivity = total out put of a line / No of machines used
 SMV= Basic time+ ( basic time* allowance )
 Basic time= observe time* rating
 Observe time = total cycle time / No of cycle time
 Rating= observe rating/ standard rating
 Factory capacity= 10x60x total worker of sewing x working day x efficiency/ average smv
 Man to machine ratio= total manpower of the factory / total no. of sewing machines utilized.
 Basic pitch time= SAM of garment / No of operator
 UCL=basic pitch time/ organization efficiency
 LCL= 2X basic pitch time-UCL
 Machine RPM= spc x loop lengthx60/ cycle time
 CM cost= SAM of garmets x cost per minute /efficiency
 Estimated cost per minute of a line= total salary of a line for one day/total available minutes x efficiency
 Actual cost per minute of line= actual salary for one day of a line/ total garment produced* smv
 Efficiency=(Total out put x total smv /( 10 x60 x total manpower ) x 100 %
 Performance={ Total out put x total smv /( 10 x60 –loss time ) x total manpower } x 100%
 Line Target= (Total manpower X working Hour X 60 X Expected Efficiency)/SMV

Thread Consumption

Machine Wise Sewing Thread Consumption:

Single Needle Machine = 1 Needle = 2.5″
Double Needle Machine = 2 Needle = 5″
Over Lock Machine =3 Thread = 13.25″
Over Lock Machine = 4 Thread = 16.75″
Over Lock Machine = 5 Thread = 18.75″
Flat Lock Machine = 3 Thread = 16.75″
Flat Lock Machine = 5 Thread = 22.25″

Lean Manufacturing Tools

Lean Manufacturing :
Lean is a systematic method for the elimination of wastage within a manufacturing system.
A systematic approach to identify eliminate waste (non value added activities) through continuous improvement by
flowing the product to meet the customer’s demand and corporate profitability
Objectives of lean
 Reduced cost
 Shortened lead time
 Consistent quality

Lean Tools:
 5S
 Andon
 Bottleneck Analysis
 Continuous Flow
 Gemba (The Real Place)
 Heijunka (Level Scheduling)
 Hoshin Kanri (Policy Deployment)
 Jidoka (Autonomation)
 Just-In-Time (JIT)
 Kaizen (Continuous Improvement)
 Kanban (Pull System)
 KPIs (Key Performance Indicators)
 Muda (Waste)
 Overall Equipment Effectiveness (OEE)
 PDCA (Plan, Do, Check, Act)
 Poka-Yoke (Error Proofing)
 Root Cause Analysis
 Single-Minute Exchange of Dies (SMED)
 Six Big Losses
 SMART Goals
 Standardized Work
 Takt Time
 Total Productive Maintenance (TPM)
 Value Stream Mapping
 Visual Factory

5S
The 5s is a simple common sense system used to organized and standardize the workplace. 5s’s is the foundation of
lean system.
5s- sort, set in order, shine, standardize and sustain.
5s- seiri, seiton, seiso, seiketsu, shitsuke ( Japanese language ).
Why implement 5s.
 To eliminate waste
 To have transparency in the workplace. No problems are hiden.
5s objective
 Productivity
 Quality
 Safety
 Morale

Kaizen
kaizen is a Japanese word which consist of two terms. i.e; kai means change and zen means good. So over all
kaizen means change done for better improvement in a management system of company.
Advantages of kaizen
 continuous improvement
 people learn from their mistakes
 people find ways to make things better
 ( 4) Goods and services also improve overtime
 reduced cost
 shortened lead time
 improve quality
 increase productivity
 increase efficiency
 improves customer satisfaction.

Bottleneck
The lowest output point in the production line is called bottleneck. That is bottleneck area, where supply gathered
and production goes under capacity.

Reason of bottleneck
 unskilled operator
 wrong sequence of works.
 non balance allocation of elements
 workers absenteeism
 machine problem
 lack of supply
 color shading
 quality problem
 bundling mistake
 numbering mistake
 pattern problem
 input problem.
Solution of bottleneck
 Method improvement
 Share capacity
 Add additional manpower of machine
 Improve workstation layout
 Better operator allocation
 Work for extra hours
 Use time saving tricks
 Quick decision of quality issue
 All parts supply properly
 Machine adjusts properly.

JIT
Just in time manufacturing means producing the necessary items in necessary quantities at the necessary time. It is
a philosophy of continuous improvement in which non value adding activities ( or wastes ) are identified and
removed.
Benefits of JIT
 reduced operating costs
 higher quality
 improved delivery
 shortened lead time
 reduce overtimereduce inventory
 problem clarification
 greater performance
 better balance between different processes.

Kanban
kanban is a scheduling system for lean and (JIT) just in time production .kanban is one method through which just in
time in achieved. Kanban stand for kan-card and ban-signal.

Advantages
 provides quick and precise information
 provides quick response to changes
 avoids overproduction
 minimizes waste
 full control can be maintain.
Pull system—A pull system is a process that moves on signal. Problem is visible. Stress to improve much.
Push system—A push system is a process that moves on schedule or plan. Problem is not visible. Stress to improve
little.

Value stream management

A tool used to visually map the flow of production. Shows the current and future state of processes in a way that
highlights opportunities for improvement
How does Value Stream Mapping help?
Exposes waste in the current processes and provides a roadmap for improvement through the future state
Value added activity- This is what your customer is willing to pay for. Activities which transform raw materials to
fulfill customer needs.
Non value added activities- Muda or waste are activity that the customer is not willing to pay for. These activities
demands time, space or materials but add no value to the customer.

Takt time
The demand rate per piece/ pair to satisfy customer demand. Takt time is not cycle time. It is pace of the
production line.
Takt time= daily working time/ daily required qty

Andon system
Green= normal condition, input problem
Yellow= Quality
Red= Machine.

Roor cause analysis:

Rood cause analysis is a method of problem solving used for identifying the root cause of problem
Root cause= mura----results------muda------effects------muri

Six Sigma:
 Bottom line Improve
 Business activities monitoring
 Reduce wastage & Resources
 Increase Customer satisfaction.

Six Big Losses

Six categories of productivity loss that are almost universally experienced in manufacturing:
 Breakdowns
 Setup/Adjustments
 Small Stops
 Reduced Speed
 Startup Rejects
 Production Rejects
How does Six Big Losses help ?
Provides a framework for attacking the most common causes of waste in manufacturing.

SMART Goals
Goals that are: Specific, Measurable, Attainable, Relevant, and Time-Specific.
How do SMART Goals help ?
Helps to ensure that goals are effective.

Standardized Work
Documented procedures for manufacturing that capture best practices (including the time to complete each task).
Must be “living” documentation that is easy to change.
How does Standardized Work help?
Eliminates waste by consistently applying best practices. Forms a baseline for future improvement activities.
 IE Job Responsibilities
SL IE Task
Work study
1 >Time study
>Method study
2 Motion study
Line Bbalancing
>Work or Job balancing
3
>Manpower balancing
>Process flow balancing
4 Efficiency calculation
5 Bottleneck Identify & Solution
6 NPT calculation
7 Root cause analysis
8 Jigs (tool holeder) & Fixtures (Worker holder),Attachments (Guide & Folder)
9 Worker recruitment
1
0 Worker perforemance evaluation monthly & yearly
1
1 Skill matrix prepare
1
2 Style wise target setup regularly
1
3 Ensure line input according to line plan
1
4 Ensure man,m/c , materials before line input
1 Must be maintain and setup line layout according to providing layout paper.
5 Must be follow up & guideline when line layout completed by technician
1 Monitor ,follow up compare production progress as per planning schedule
6 In case of unexpected situation take corrective action
1
7 Regularly Input -Output balance check
1
8 Worker motivation
1
9 Machine Inventory must be uptate regularly
2
0 Monthly floor wise manpower MRP should be provided
2
1 To make process board for each worker where each process has being written
2
2 Ensures that safety ,quality,maintain compliance issues are taken as part of the job
2
3 Kaizen implementation and innovative ideas for wastage reduction
2 To arrange floor wise Operator, Helper, S/V, training.
 4
2
5 Over time or Tiffin should be provided by IE

1.Question:
 A sewing line manpower 27 and smv 7.50 ,working hours 10,efficiency 65%,How many target in the line?
Solved:
Given: M/P=27, SMV=7.5,W.H=10, Efficiency=65%,TGT=?
W.H=Working Hour
We know that,
M/P=Manpower
Target = (M/P X W.H X 60 X 65%)/(SMV)
TGT= Target
=(27X10X60X.65)/7.5
=1404 pcs

2.Question:
 Manpower 27 and smv 7.50 ,working hours 10,Production 1200 pcs,3 rd hours 25 minutes 5 machine
effects ,Calculate efficiency?
Solved:
Given: M/P=27, SMV=7.5,W.H= 10, Production=1200 pcs
Lose time:Total time X Machine=25X5=125 minutes
Actual time =Total time –Lose time
=(10*60)-125
=475 minutes
Efficiency ={ (Production X SMV)/(M/p X W.H in minutes)}100%
={(1200X7.5)/(27X475)}100%
=70.18 %

3.Question:
 Manpower 27 and smv 7.50 ,working hours 10,Production 1200 pcs, ,Calculate efficiency?
Solved:
Given: M/P=27, SMV=7.5,W.H= 10, Production=1200 pcs
Actual time =Total time =10*60=600 minutes

Efficiency ={ (Production X SMV)/(M/p X W.H in minutes)}100%

={(1200X7.5)/(27X600)}100%
 =55.56%

4.Question:
 Manpower 27 and smv 7.50 ,Production 1200 pcs,efficiency 65% ,Calculate working Hours?
Solved:
Given: M/P=27, SMV=7.5, Production=1200 pcs,Efficiency=65%

Working Hour = (Production X SMV)/(60XM/P X Efficiency)

=(1200X7.5)/(60X27X.65)
=8.55 hours

5.Question:
 Process average cycle time :21 second ,Rating: 85%, Allowance:15%,Calculate Proces target?
Solved:
Given: Cycle time=21, Rating=85%, Allowance=15%
SMV =Basic time+Basics time X Allowance
=(Cycle timeX Rating)+( Cycle timeX RatingXAllowance)
=(21x.85)+(21X.85X.15)
=20.52 sec
=.34

Per hour Process Target=1 hour/smv

=60/.34
=176.47 pcs

Prepared
By
Ariful Hasan Shovon
Mail- [email protected]
Voice- 01862830436