Interview Preparation for IPEans

Pabitra Dhar
16th Batch, IPE, SUST.
5/8/2016
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Common Questions in Interview

1. Tell me about yourself.
By this question interviewers wants to know how you describe yourself to them. You have to answer within few
lines as possible. To answer this question you may follow these points-
i. Start with your name.
ii. Give your place information/where are you from?
iii. Educational background.
iv. Family details
Example: I am Pabitra Dhar. I live in a village named Mirzapur at Satkhira district. I have passed my SSC and
HSC from my village school and college. Recently I have completed my BSc in “Industrial and production
Engineering” from Shahjalal University of Science and Technology. I have father, mother, grandfather and
grandmother in my family. As I am a fresher I have no job experience.

2. What are your strength?

To answer this question you may follow the following points-
i. Adaptability (You are able to adopt any kind of environment or situation)
ii. Hard work ability (You are able to hard work with dedication)
iii. Honesty
iv. Flexibility (You are able to any work at any environment)
v. Optimistic (You have positive attitude)
vi. Fast decision making ability
vii. Persistence (You are regular in work)
viii. Self-motivated
Example: I am honest, self-motivated and hardworking boy with positive attitude towards my career and my
life.

***Special One: Your CGPA at CV is not mentioning that or Why your CGPA is too low?
Most horrendous question. Here you have to speak reality by mixing some lie with full confidence.
Example: I didn’t like the bookish life. I always hate remembering some data and wrote on exam traditionally.
I always wrote what I understood only which were always too short that’s the main cause. I always joined with
different organizations and were busy with extra curriculum activities.
(Now explain your lying stories confidently)

3. What are your weakness?

This will reduce your possibility to get job. So make your weakness positive to interviewers. You may follow
these points-
i. Straightforward
ii. Impatient
iii. Sensitive
iv. More talkative
v. Trust people quickly
vi. I can’t say “No” when someone ask for help
vii. Get nervous when talk to strangers
viii. To speak lie is difficult for me
ix. I am too lazy at non-interested job
Example: I can’t say “No” when someone ask for help and I am a bit lazy about which I am not interested.

4. What you know about this company?

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By this question interviewers try to understand your thinking and expression about their company. You may
follow the following points-
i. At first study all about the company from website
ii. Name of owners and partners
iii. Research about the company’s current issues.
iv. Update your knowledge about their competitors.
Example: It is one of the best fastest growing company in Bangladesh/world. The work environment of the
company is very good/standard. People feel proud to be part of the company as company provides full support
to their employees in professional. So I have a good opportunity to show my talent.

5. Why should we hire you?

Here you marketing and selling your-self and what is different between you and others. The common points are-
i. Share your knowledge
ii. Skills related to job
iii. Career goal
Example: Sir, as I am a fresher, I have only theoretical knowledge but I can do hard work for my organization.
I will put all my effort for the good progress of my organization being punctual and sincere. I can finish the
work given to me on time and try my best to fulfill all the needs of company for me.

6. What are your career goal?

It is depending on you. You may follow these-
i. Short Term
ii. Long Term
Example: My short term goal is to get a job in reputed company where I can utilize my skill skills and improve
my career path. My long term goal is to be in respectable position in that organization.

7. What are your salary demand?

It is better not to share your salary demand as a fresher. Actually you don’t know what your exact value at
money. You should depend on company policy.
Example: I am fresher, salary is not first priority for me. This is a big platform to short my career and I also
want to improve my knowledge, experience and skill. So I expect considerable salary according to my ability
and your company norms which will fulfill my economic demand.

8. Do you have any questions to ask?

i. Express thanks
ii. Salary structure
iii. Job timing and location
iv. Training period
v. Transportation & Lunch facility
Example: Thank you for giving this opportunity. Sir, I would like to know about the job timing, transportation
facilities, job location and salary for this job in your organization.

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Job Related Topics

Toyota Production System
The Toyota Production System (TPS) is an integrated socio-technical system, developed by Toyota, which
comprises its management philosophy and practices. Originally called "just-in-time production. The main
objective of Toyota is “Lean Manufacturing”. Toyota follows 5P’s which is called “House of Toyota”, these
are-
1. Policy -- Kizen
2. Place -- 5S
3. Process -- JIT
4. Procedure -- Heizunka
5. People – Jidoca

Lean Manufacturing
Lean manufacturing is waste elimination, process flow simplification application.
Lean manufacturing or lean production, often simply "lean", is a systematic method for the elimination of waste
("Muda") within a manufacturing system. Lean also takes into account waste created through overburden
("Muri") and waste created through unevenness in workloads ("Mura").

Seven Basic Waste

(WORMPIT) 5M
1. Waiting time/Idle time waste 1. Man
2. Overproduction waste 2. Machine
3. Reproduction waste 3. Material
4. Motion waste 4. Money
5. Process waste 5. Method
6. Inventory waste
7. Transportation waste

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5S (Now 6s or 7S)
1. Seiri -- Sort
2. Seiton -- Set in order
3. Seisu -- Shine
4. Seiketsu -- Standardized
5. Shitsukat – Sustain
6. Safety
7. Support

JIT (Just-In-Time)
At a glance JIT prepare the solutions of these three questions.
1. What is needed?
2. When needed?
3. What amount needed?
JIT is a corporate system designed to produce output within the minimum lead time and at the lowest total cost
by continuously identifying and eliminating all forms of corporate waste and variance.
The ultimate goal of JIT is a balanced system. Achieves a smooth, rapid flow of materials through the system.

KAIZEN:
Kaizen, also known as continuous improvement, is a long-term approach to work that systematically seeks to
achieve small, incremental changes in processes in order to improve efficiency and quality. Kaizen can be
applied to any kind of work, but it is perhaps best known for being used in lean manufacturing and lean
programming. Kaizen events are also conducted in service industries such as hospitals, banks and oth er non-
manufacturing businesses.

The Basic Principles of Kaizen:

1. Teamwork provides results and gives everyone a feeling of accomplishment. A dozen heads are better
than one.
2. Everyone must be open to change and improvements. Ideas from workers, management, suppliers, and
customers can lead to new, better and easier ways of doing things.
3. Gradual changes are easier to accept than complete overhauls and employees are more likely to accept
gradual change. Small changes will demonstrate how a tiny improvement can provide real results.
4. Old ways of doing things may be comfortable, but not very efficient. Everyone in a company has to
accept Change is good and necessary for company survive.

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5. Making excuses is unacceptable if it is we have always done it this way and don’t see why we have to
change now. Keeping the old ways may result in a company not being able to survive the competition.
6. If the job is right the first time, waste will be reduced. By eliminating waste, profits increase.
7. Correct process errors immediately or they become larger. Equipment breakdowns and failures are a
result of letting a minor problem become a major headache.

KANBAN:
Kanban is one of the Lean tools designed to reduce the idle time in a production process. The main idea behind
the Kanban system is to deliver what the process needs exactly when it needs it.
In Japanese, the word “Kan” means "visual" and "ban" means "card," so Kanban refers to visual cards. Lean
uses visual cards as a signaling system that triggers an action to supply the process with its needs either from an
external supplier or from a warehouse.

To ensure a proper setup of Kanban in the workplace, Toyota has provided us with six rules for an effective
Kanban system:
1. Customer (downstream) processes withdraw items in the precise amounts specified by the Kanban.
2. Supplier (upstream) produces items in the precise amounts and sequences specified by the Kanban.
3. No items are made or moved without a Kanban.
4. A Kanban should accompany each item, every time.
5. Defects and incorrect amounts are never sent to the next downstream process.
6. The number of Kanbans is reduced carefully to lower inventories and to reveal problems.

JIDOKA
Synonym(s): Autonomation
Providing machines and operators the ability to detect when an abnormal condition has occurred and
immediately stop work. Jidoka highlights the causes of problems because work stops immediately when a
problem first occurs. This leads to improvements in the processes that build in quality by eliminating the root
causes of defects. Jidoka sometimes is called autonomation, meaning automation with human intelligence.

This is because it gives equipment the ability to distinguish good parts from bad autonomously, without being
monitored by an operator. This eliminates the need for operators to continuously watch machines and leads in
turn to large productivity gains because one operator can handle several machines, often termed multi process
handling.

The concept of jidoka originated in the early 1900s when Sakichi Toyoda, founder of the Toyota Group,
invented a textile loom that stopped automatically when any thread broke.

Previously, if a thread broke the loom would churn out mounds of defective fabric, so each machine needed to
be watched by an operator.

Toyoda's innovation let one operator control many machines. In Japanese, jidoka is a Toyota-created word
pronounced exactly the same (and written in kanji almost the same) as the Japanese word for automation, but
with the added connotations of humanistic and creating value.

HEIJUNKA
Heijunka is the Toyota planning system, which focuses on achieving consistent levels of production, by
‘distributing the production of different [body types] evenly over the course of a day. Heijunka is a key
operating concept of just-in-time (JIT) manufacturing systems.
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In practice, it involves load leveling and line balancing, as well as achieving uniform scheduling of production
so that as one operation ends the next operation is ready to begin. Consequently, a uniform or rhythmic flow of
mixed-model production is possible.
Although the leveling aspect of heijunka typically results in more even production and process workloads, the
underlying rule is essentially the rule of heijunka – an even work load for all employees.

In heijunka, parts must also be supplied to the assembly process in very small lots without delays. It thus
necessitates the use of kanban.

One of its benefits is that the leveled load benefits upstream processes and suppliers too, who are freed from
having to maintain high capacities solely to cope with large lots in downstream processes. Heijunka also has the
capability of reducing lead times by minimizing time losses due to changeovers.

A heijunka box is a visual scheduling tool used in heijunka, a concept originally created by Toyota for
achieving a smoother production flow. Whilst heijunka is the smoothing of production, the heijunka box is the
name of a specific tool used in achieving the aims of heijunka.

The heijunka box is generally a wall schedule which is divided into a grid of boxes or a set of 'pigeon-
holes'/rectangular receptacles. Each column of boxes representing a specific period of time, lines are drawn
down the schedule/grid to visually break the schedule into columns of individual shifts or days or weeks.
Coloured cards representing individual jobs (referred to as kanban cards) are placed on the heijunka box to
provide a visual representation of the upcoming production runs.

The heijunka box makes it easy to see what type of jobs are queued for production and for when they are
scheduled. Workers on the process remove the kanban cards for the current period from the box in order to
know what to do. These cards will be passed to another section when they process the related job.

Forecasting:
A planning tool that helps management in its attempts to cope with the uncertainty of the future, relying mainly
on data from the past and present and analysis of trends.

Forecasting starts with certain assumptions based on the management's experience, knowledge, and judgment.

Methods of Forecasting:
1. Box-Jenkins models,
2. Delphi method,
3. Exponential smoothing,
4. Moving averages,
5. Regression analysis, and
6. Trend projection.

SMV (Standard Minute Value)

Standard Time (also referred to as the “Standard Minute Value” or “SMV”), is the time required for a qualified
worker working at “Standard Performance” to perform a given task. The SMV includes additional allowances
for Rest and Relaxation, Machine Delay and anticipated
Contingencies.

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The SMV is the universal measurement of time and its accuracy and consistency is essential as the foundation
for measurement and organization of key business processes such as
Production Targets,
Line Balancing,
Production Planning,
Incentive Schemes, and
The quantification of Operator Performance and Factory Efficiency.

An industrial engineer should follow the below formula for calculating SAM or SMV.

SAM = (Basic minute + Bundle allowances + Machine and Personal allowances) …… (1)

Normally bundle allowances should be added 10% with basic time and Machine and Personal allowances added
20% with basic time.

The main thing here, the determination of “Basic minute”.

Method:
Industrial engineer should list down all the activities of operator in sequentially and refer the synthetic data for
TMU (time measuring unit) values. Suppose, industrial engineer got TMU value for that operation is 450. Now
he should convert total TMU into minutes, where (1TMU= 0.0006 minute). So for 450TMU= (450 × 0.0006) =
0.27minute. This minute is termed as Basic time.
So, now from equation-01, we get,
SAM or SMV = (Basic minute + Bundle allowances + Machine and Personal allowances)
= 0.27 + (0.27 × 10%) + (0.27 × 20%)
= 0.27 + 0.027 + 0.054
= 0.351minute
So, SAM or SMV value for that operation is 0.351 minute.

Six Sigma 6Ơ
Six Sigma seeks to improve the quality of the output of a process by identifying and removing the causes of
defects and minimizing variability in manufacturing and business processes. It uses a set of quality management
methods, mainly empirical, statistical methods, and creates a special infrastructure of people within the
organization, who are experts in these methods. Each Six Sigma project carried out within an organization
follows a defined sequence of steps and has specific value targets, for example: reduce process cycle time,
reduce pollution, reduce costs, increase customer satisfaction, and increase profits.

The term Six Sigma originated from terminology associated with statistical modeling of manufacturing
processes. The maturity of a manufacturing process can be described by a sigma rating indicating its yield or the
percentage of defect-free products it creates. A six sigma process is one in which 99.99966% of all
opportunities to produce some feature of a part are statistically expected to be free of defects (3.4 defective
features per million opportunities). Motorola set a goal of "six sigma" for all of its manufacturing operations,
and this goal became a by-word for the management and engineering practices used to achieve it.

Quality Trilogy
1. Quality improvement
2. Quality Conformance
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3. Quality Performance

Aspects of Quality
1. Quality of Design
2. Quality of Conformance
3. Quality of Performance

Cost of Quality:
Cost of quality has two main components: the cost of good quality (or the cost of conformance) and the cost of
poor quality (or the cost of non-conformance). In another words the difference between cost of conformance
and non-conformance is called cost of quality.

The cost of poor quality affects:

-Internal and external costs resulting from failing to meet requirements.
The cost of good quality affects:
-Costs for investing in the prevention of non-conformance to requirements.
-Costs for appraising a product or service for conformance to requirements.

Non-conforming goods:
Nonconforming goods refer to those goods that fail to meet specification provided in a contract. A buyer is
entitled to reject the tender of the goods. The buyer can also revoke the acceptance of nonconforming goods.

Conforming goods:
Confirming goods refer to those goods that meet specification provided in a contract. A buyer is not entitled to
reject the tender of the goods.

Garments Quality:
Quality means customer needs is to be satisfied. Failure to maintain an adequate quality standard can therefore
be unsuccessful. But maintaining an adequate standard of quality also costs effort. From the first investigation
to find out what the potential customer for a new product really wants, through the processes of design,
specification, controlled manufacture and sale.
In the garment industry quality control is practiced right from the initial stage of sourcing raw materials to the
stage of final finished garment. For textile and apparel industry product quality is calculated in terms of quality
and standard of fibers, yarns, fabric construction, color fastness, surface designs and the final finished garment
products.

PDCA Cycle:
PDCA (plan–do–check–act or plan–do–check–adjust) is an iterative four-step management method used in
business for the control and continuous improvement of processes and products.
The four phases in the Plan-Do-Check-Act Cycle involve:
Plan: Identifying and analyzing the problem.
Do: Developing and testing a potential solution.
Check: Measuring how effective the test solution was, and analyzing whether it could be improved in any way.
Act: Implementing the improved solution fully.
These are shown in Figure 1 below.

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There can be any number of iterations of the "Do" and "Check" phases, as the solution is refined, retested, re-
refined and retested again.

AQL:
A certain proportion of defective will always occur in any manufacturing process. If the percentage does not
exceed a certain limit, it will be economical to allow the defective to go through instead of screening the entire
lot. This limit is called the "Acceptable Quality Level" (AQL).
As most of the acceptance decisions of the apparel shipments for the export market are made on the basis of
AQL based sampling plans.
Acceptance Quality Level (AQL) refers to the maximum number of defective items that could be considered
accepted during the random sampling of and inspection. The defects that are found during inspection are
classified into 3 categories:
1. Critical: Must be 100% accurate. There is no range.
2. Major: Normally 2.5%
3. Minor : Normally 4%

Sampling plan:
Considering the practical & economic aspects, Sampling Techniques are adopted to Accept or Reject a Lot on
the basis of the Samples drawn at Random from the lot. It has been found and accepted that a scientifically
designed sampling & inspection plan protects a Manufacturer as well as the Buyer economically.
Sampling Method:
1. Single Sampling method
2. Double Sampling method
3. Multiple Sampling method

Example:
Single sampling plan - Normal inspection:
Assurance an AQL of 2.5 % and a lot size of 1200 garments and the sample size is 80 garments. If the number
of defective garments found is 5 the total lot is "Acceptable" suppose if the defective garments found is 6, the
total lot is "Reject/ Re-Check".

Double sampling plan - Normal Inspection:

Assurance an AQL 4.0% and a lot size is 1200 garments and the sample size is 80 garments. If the Number of defective
garments found is 7, the total lot is "Acceptable" suppose if the defective garments found is 8 the total lot is "Reject/ Re-
Check".

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TQM (Total Quality Management):

Total Quality Management (TQM) is a comprehensive and structured approach to organizational management
that seeks to improve the quality of products and services through ongoing refinements in response to
continuous feedback.
Total quality management transcends the product quality approach, involves everyone in the organization, and
encompasses its every function:
administration, communications, distribution, manufacturing, marketing, planning, training, etc. Coined by the
US Naval Air Systems Command in early 1980s.

Scientific Management:
Scientific management theory seeks to improve an organization's efficiency by systematically improving the
efficiency of task completion by utilizing scientific, engineering, and mathematical analysis. The goal is to
reduce waste, increase the process and methods of production, and create a just distribution of goods. This goal
serves the common interests of employers, employees, and society.

Scientific management theory can be summarized by Taylor's Four Principles:

1. Managers should gather information, analyze it, and reduce it to rules, laws, or mathematical formulas.
2. Managers should scientifically select and train workers.
3. Managers should ensure that the techniques developed by science are used by the workers.
4. Managers should apply the work equally between workers and themselves, where managers apply scientific
management theories to planning and the workers perform the tasks pursuan.

Industrial production methods

There are four main types of industrial production methods:

1. One-off production:
One-off production is when only one product is made at a time. Every product is different so it is labor
intensive. Products may be made by hand or a combination of hand and machine methods.

2. Batch production:
Batch production is when a small quantity of identical products are made. Batch production may also be labor
intensive, but jigs and templates are used to aid production. Batches of the product can be made as often as
required.
The machines can be easily changed to produce a batch of a different product.

3. Mass production:
Mass production is when hundreds of identical products are made, usually on a production line.
Mass production often involves the assembly of a number of sub-assemblies of individual components. Parts
may be bought from other companies. There is usually some automation of tasks (eg by using Computer
Numerical Control machines) and this enables a smaller number of workers to output more products.

4. Continuous flow production:

Continuous flow production is when many thousands of identical products are made. The difference between
this and mass production is that the production line is kept running 24 hours a day, seven days a week to
maximize production and eliminate the extra costs of starting and stopping the production process.
The process is highly automated and few workers are required.

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Scheduling:
Scheduling is the process of arranging, controlling and optimizing work and workloads in a production process
or manufacturing process. Scheduling is used to allocate plant and machinery resources, plan human resources,
plan production processes and purchase materials.
It is an important tool for manufacturing and engineering, where it can have a major impact on the productivity
of a process. In manufacturing, the purpose of scheduling is to minimize the production time and costs, by
telling a production facility when to make, with which staff, and on which equipment. Production scheduling
aims to maximize the efficiency of the operation and reduce costs.

Sequencing:
Sequencing is the selection of an appropriate order for a series of job to be done on a finite number of service
facilities. In simple words, determine the order in which jobs at a work center will be processed.

Rules of Sequencing:
1. Priority rule: Commonsense rules.
2. Local rule: Pertaining to single workstation.
3. Global rule: Pertaining to multiple workstation.
4. Process time: Job processing times and due dates are important pieces of information.
5. Job time: Time consists of processing time and setup time.

Line Balancing:
Line Balancing is leveling the workload across all processes in a cell or value l stream to remove bottlenecks
and excess capacity.

Calculation for Line Balancing:

For line balance we have to know some data and some calculating information those are as follows: –

1. How many operators.

2. Operation.
3. SMV.
4. Performance.
5. Potential production / hour.
6. Hours to achieve target.
7. Capacity.
8. Target.

Efficiency = (Sum of all task times)/(Actual no of workstations) X (Cycle Time)

= (250) / (5) X (60)
= 0.83 OR 83 %

Potential production / hour = (60/SMV) X Wanted efficiency

Hours to achieve target = (Target/week)/(Potential Production)

If, SMV = 1.22

Performance = 80%
Target / Week = 2655

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Then Potential Production / Hour = (60 / 1.22) X 80% = 39 pieces/hour

We know the target/week = 2655 pieces

Hours to achieve target = 2655 / 39 = 68 hrs

So Capacity is 60- 68 = -8 hrs.

Example: Assuming an 8 hour working day, what is the cycle time needed to generate an output rate of 240
units per day?

Solution:
Operating time per day
Cycle time = ………………………………………
Desired output rate

Operating time per day = 8 X 60 = 480 min

Desired output rate = 240 per day

So, Cycle time = 480 /240 = 2 min (ANS)

Takt Time:
Takt Time is the rate at which products or services should be produced to meet the customer demand. It is
derived from the German word, Taktzeit, which is often referred to as the heartbeat or drumbeat of production
in Lean Manufacturing.

Cost:
In production, research, retail, and accounting, a cost is the value of money that has been used up to produce
something, and hence is not available for use anymore.

Opportunity Cost:
Opportunity cost of a choice is the value of the best alternative forgone, where a choice needs to be made
between several mutually exclusive alternatives given limited resources. Assuming the best choice is made, it is
the "cost" incurred by not enjoying the benefit that would be had by taking the second best choice available.

Opportunity Cost is two types.

1. Explicit costs
Explicit costs are opportunity costs that involve direct monetary payment by producers. The explicit opportunity
cost of the factors of production not already owned by a producer is the price that the producer has to pay for
them. For instance, if a firm spends $100 on electrical power consumed, its explicit opportunity cost is $100. [5]
This cash expenditure represents a lost opportunity to purchase something else with the $100.

2. Implicit costs:
Implicit costs (also called implied, imputed or notional costs) are the opportunity costs not reflected in cash
outflow but implied by the failure of the firm to allocate its existing (owned) resources, or factors of production
to the best alternative use.

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For example: a manufacturer has previously purchased 1000 tons of steel and the machinery to produce a
widget. The implicit part of the opportunity cost of producing the widget is the revenue lost by not selling the
steel and not renting out the machinery instead of using them for production.

Sunk Cost:
In economics and business decision-making, a sunk cost is a cost that has already been incurred and cannot be
recovered.
For example, if a firm sinks $1 million on an enterprise software installation, which cost is "sunk" because it
was a one-time expense and cannot be recovered once spent. A "fixed" cost would be monthly payments made
as part of a service contract or licensing deal with the company that set up the software.

Motivation
Motivation is a theoretical construct used to explain behavior. It represents the reasons for people's actions,
desires, and needs.
Motivation can also be defined as one's direction to behavior, or what causes a person to want to repeat a
behavior and vice versa. A motive is what prompts the person to act in a certain way, or at least develop an
inclination for specific behavior.

According to Maehr and Meyer, "Motivation is a word that is part of the popular culture as few other
psychological concepts are."

The American motivation psychologist Abraham H. Maslow developed the hierarchy of needs consisting of five
hierarchic classes.

According to Maslow, people are motivated by unsatisfied needs. The needs, listed from basic (lowest-earliest)
to most complex (highest-latest) are as follows:

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The basic requirements build upon the first step in the pyramid: physiology. If there are deficits on this level, all
behavior will be oriented to satisfy this deficit. Essentially, if you have not slept or eaten adequately, you won't
be interested in your self-esteem desires. Subsequently we have the second level, which awakens a need for
security. After securing those two levels, the motives shift to the social sphere, the third level. Psychological
requirements comprise the fourth level, while the top of the hierarchy consists of self-realization and self-
actualization.

BOM (Bill of Materials)

A bill of materials or product structure (sometimes bill of material or BOM) is a list of the raw materials, sub-
assemblies, intermediate assemblies, sub-components, parts and the quantities of each needed to manufacture
an end product. A BOM may be used for communication between manufacturing partners, or confined to a
single manufacturing plant.

How an industrial engineer can contribute their talent to improve an Industry?

An industrial engineer can contribute their talent to improve an Industry includes
1. Project Management
2. Manufacturing, Production and Distribution
3. Supply Chain Management
4. Productivity, Methods and Process Engineering
5. Quality Measurement and Improvement
6. Program Management
7. Ergonomics/Human Factors
8. Technology Development and Transfer
9. Strategic Planning
10. Management of Change
11. Financial Engineering

Industrial engineering functions can be grouped in different ways to suit an organization’s need. The major
groupings, which provide a profile of its involvement, are:
1. Methods engineering
2. Work measurement
3. Planning of facilities and handling of materials
4. Statistical quality control
5. Production planning and control
6. Operations analysis and computer simulation
7. Human resources
8. Safety at work
9. Equipment engineering
10. Advanced concepts and strategies

If a garments SMV 5; order quantity 50,000; how many manpower needed to finish total sewing by 20
days? (Line efficiency 50% and working hour 10 per day)
Answer:
Line target per hour= 50000/(20*10) = 250 pcs per hour
Target= (60/SMV)*manpower* efficiency
250 = (60/5)* manpower* 0.5
Manpower = (250*5)/(60*0.5)
Manpower = 41.66 == 42 (Answer)
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What is supply chain (SCM)? How it can help to improve garments productivity?
Supply chain management (SCM) is the oversight of materials, information, and finances as they move in a
process from supplier to manufacturer to wholesaler to retailer to consumer. SCM draws heavily from the areas
of operations management, logistics, procurement, and information technology, and strives for an integrated
approach.

Supply chain management has been defined as the "design, planning, execution, control, and monitoring of
supply chain activities with the objective of creating net value, building a competitive infrastructure, leveraging
worldwide logistics, synchronizing supply with demand and measuring performance globally."

SCM to improve garments productivity:

a) Reducing consumption of energy, water, raw materials, or packaging in supplier facilities
b) Increasing the quality of technical management of water, energy, greenhouse gases (GHGs), and other
inputs and wastes, as well as risk management and business continuity
c) Optimizing routing and deliveries of goods purchased
d) Improving workplace conditions by implementing a human resources management system

Improving internal labor-management dialogue by implementing grievance systems or employee assistance

programs.

TPM (Total Productive Maintenance):

In industry, total productive maintenance (TPM) is a system of maintaining and improving the integrity of
production and quality systems through the machines, equipment, processes, and employees that add business
value to an organization.
TPM (Total Productive Maintenance) is a holistic approach to equipment maintenance that strives to achieve
perfect production:
1. No Breakdowns
2. No Small Stops or Slow Running
3. No Defects
4. In addition it values a safe working environment:
5. No Accidents
TPM emphasizes proactive and preventative maintenance to maximize the operational efficiency of equipment.
In the right environment this can be very effective in improving productivity (increasing up time, reducing cycle
times, and eliminating defects).

What is root cause analysis? How it can be used in garments? Explain.

Root cause analysis is an approach for identifying the underlying causes of why an incident occurred so that the
most effective solutions can be identified and implemented. It's typically used when something goes badly, but
can also be used when something goes well. Within an organization, problem solving, incident investigation
and root cause analysis are all fundamentally connected by three basic questions:
1. What's the problem?
2. Why did it happen? and
3. What will be done to prevent it?

The 5 Whys is a simple problem-solving technique that helps you to get to the root of a problem quickly. Made
popular in the 1970s by the Toyota Production System, the 5 Whys strategy involves looking at any problem

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and asking: "Why?" and "What caused this problem?" The answer to one question leads you on to frame the
next Why…? Question.

How to Use the Tool

When you're looking to solve a problem, start at the end result and work backward (toward the root cause),
continually asking: "Why?" You'll need to repeat this over and over until the root cause of the problem becomes
apparent.

Example:
Stain On the finished garment in finishing department.

1. Why Stains are there ( dirt marks from the production floor )
2. Why dirt mark from the floor (due to poor handling of garments in production floor)
3. Why poor handling on the floor. ( operator keeping finished bundles on the floor)
4. Why Operator keeping finished bundles on the floor
5. Bins not available.

So you got the root cause for the dirt stain that bins are not available on the production floor.

Have you any idea about Garments process basic flow chart? Explain.
Stepwise garments manufacturing sequence on industrial basis is given below:

Design / Sketch
↓
Pattern Design
↓
Sample Making
↓
Production Pattern
↓
Grading
↓
Marker Making
↓
Spreading
↓
Cutting
↓
Sorting/Bundling
↓
Sewing/Assembling
↓
Inspection
↓
Pressing/ Finishing
↓
Final Inspection
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↓
Packing
↓
Despatch

Figure: Basic Garments Process Flow Chart

Work Study
Work study may be defined as the analysis of a job for the purpose of finding the preferred method of doing it
and also determining the standard time to perform it by the preferred (or given) method. Work study, therefore,
comprises of two areas of study:
1. Time study (work measurement).
2. Method study (motion study) and

Time Study
Time study is a method of measuring work for recording the times of performing a certain specific task or its
elements carried out under specified conditions. An operator does same operation (task) throughout the day. Time
study help to define how much time is necessary for an operator to carry out the task at a defined rate of performance.

Time Study Tools

1. A stop watch
2. Time study format
3. One pen or pencil
4. Time Study board

Following is the procedure developed by Mikell Groover for a direct time study:
a) Define and document the standard method.
b) Divide the task into work elements. [These first two steps are conducted prior to the actual timing. They
familiarize the analyst with the task and allow the analyst to attempt to improve the work procedure
before defining the standard time.]
c) Time the work elements to obtain the observed time for the task.
d) Evaluate the worker’s pace relative to standard performance (performance rating), to determine the
normal time. [Note that steps 3 and 4 are accomplished simultaneously. During these steps, several
different work cycles are timed, and each cycle performance is rated independently. Finally, the values
collected at these steps are averaged to get the normalized time.]
e) Apply an allowance to the normal time to compute the standard time. The allowance factors that are
needed in the work are then added to compute the standard time for the task.

Method study
Method study, aims to achieve the better method of doing work, and for this reason method study is sometimes
called Work Method Design. Method study can be defined as the procedure for systematic recording, analysis
and critical examination of existing or proposed method of doing work for the purpose of development and
application of easier and more effective method.

The following general steps describe the procedure for making a method study.
1. Select (the work to be studied);
2. Record (all relevant information about that work);
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3. Examine (the recorded information);

4. Develop (an improved way of doing things);
5. Install (the new method as standard practice);
6. Maintain (the new standard proactive).

Motion study
Systematic observation, analysis, and measurement of the separate steps in the performance of a specific job for the
purpose of establishing a standard time for each performance, improving procedures, and increasing productivity —
called also motion study

Productivity
Output per unit of input.

Effectiveness
Ratio between output and standard output.

Efficiency
Ratio between output and possible output.

Some Important Formulas:

1. Line Labor Productivity:

2. Line Machine Productivity:

3. Line Efficiency:

4. Theoretical Manpower:

5. Target:

6. Standard Pitch Time (S.P.T) = Basic Pitch Time (B.P.T) + Allowances (%)

7. GSD
GSD = (Man power * Work hour) / Target

8. SMV
SMV = Basic time + (Basic time * Allowance)
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9. Basic time
Basic time = Observed time * Rating

10. Observed time

Observed time = Total Cycle time / No of cycle

11. Rating
Rating = (Observed Rating * Standard rating) / Standard rating

12. Earn minute

Earn minute = No of Pc’s (Production) * Garments SMV

13. Available minute

Available minute = Work hour * Manpower

14. Organization Efficiency

Organization Efficiency = (Basic pis time / Bottle neck time) * 100

15. Basic pis time (BPT)

Basic pis time = Total GMT SMV / Total Manpower

16. UCL
UCL = Basic pis time / Organization Efficiency

17. LCL
LCL = 2 * Basic pis time – UCL

18. Capacity
Capacity = 60 / Capacity time in minute

19. Cycle Time

Cycle Time = 60 / Team target

20. Capacity Achievable

Capacity Achievable = Capacity * Balance

21. Daily output

Daily output = Work hour / SMV

22. Factory capacity

Factory capacity = (Work hour / SMV) * Total worker * Working day * Efficiency

23. CPM
CPM = (Total over head cost of the month / No of SMV earners Work minutes) *Efficiency

24. Required no of operator

Required no of operator = Target daily output / Daily output per operator

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25. Efficiency
Efficiency = (Earn minute * Available minute) * 100

See more at:

[Link]

যদি General Math দিয় তবে দেটা তুদি পারবে।

েু ষি পঞ্চভুজ, ষড়ভুজ, অষ্টভুজ এইদিবয় েবে তার প্রবতেকটি দকাবের পদরিাপ কত?
েূ ত্র হে:- (2n - 4)*90 Degree

েিান্তর ধারার n তি পি =a+(n-1)d

েিদষ্ট =n/2 {2a+(n-1)d}
এই অংক যদি দেট দেবক দিবে দেবত পার তবে ভাে হয়। এইগুবো দেশীর ভাগ েূ ত্র follow কবর ো।

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