Line balance

Line balance
To be Help by
Bhuiyan Consultant Farm
Prepared By
Shamim Hasan

What is Line balancing?
A production line is said to be in balance when every
worker's task takes the same amount of time. Line
balancing is a manufacturing-engineering function in
which whole collection of production-line tasks are
divided into equal portions. Well-balanced lines avoid
labor idealness and improve productivity.
This is an analysis process which tries to equally divide
work to be carried out in a production process among
workstations.
In production line workstations and work centers are
arranged in a sequence of task to be done along a
straight or curved line.

What is a line of balance chart
The Line Of Balance (LOB) process is employed when a
repetitive process exists within the contract's work scope.
... Line Of Balance (LOB) is a management control
process for collecting, measuring and presenting facts
relating to time, cost and accomplishment - all measured
against a specific plan.

What is meant by assembly line
balancing ?
to a workstation within an assembly line in
order to meet the required production rate and
to achieve a minimum amount of idle time.
Line balancing is the procedure in which
tasks along Assigning each task the assembly
line are assigned to work station so each has
approximately same amount of work.

What is the cycle time in a
manufacturing operation?
Manufacturing Cycle Time. Share. Manufacturing
cycle time refers to the time required or spent to
convert raw materials into finished goods. It is also
known as throughput time. ... Process time refers
to the time used to actually work on the product.

What is the difference between cycle time and
lead time.
Lead time clock starts when the request is
made and ends at delivery. Cycle time clock
starts when work begins on the request and
ends when the item is ready for delivery. Cycle
time is a more mechanical measure of process
capability. Lead time is what the customer
sees.

What is the cycle time of a
process ?
Cycle time is the total time from the beginning
to the end of your process, as defined by you
and your customer. Cycle time includes
process time, during which a unit is acted upon
to bring it closer to an output, and delay time,
during which a unit of work is spent waiting to
take the next action.

What is the value added time?
 Value added time is made up of processes
that improve products. The only value added
time process in the cycle time example is the
process time. This is the amount of time it
takes to actually produce the product.
Obviously, production time is a value added
time because it creates a product from raw
materials.

What is value added and non
value added?
Any activity that doesn't add to the market form
or function of the product (things for which the
customer is willing to pay) is a non-value
added activity, or the "wastes" that lean seeks
to eliminate.

How do you calculate process
cycle efficiency ?
 Once you have completed steps (1) – (4),
then you can simply calculate how much is
actually value-added, as a percentage. The
time for the entire process — end-to-end — is
called a cycle time. To identify the
Process Cycle Efficiency, you just divide the
value-added time by the cycle time for the
process.

What is the meaning of takt time?
Takt time is the maximum amount of time in
which a product needs to be produced in order
to satisfy customer demand. The term comes
from the German word "takt," which means
"pulse."

How do you calculate takt time?
 The classic calculation for takt time is:
 Available Minutes for Production / Required Units
of Production = Takt Time. ...
 8 hours x 60 minutes = 480 total minutes. ...
 480 – 45 = 435. ...
 435 available minutes / 50 required units of
production = 8.7 minutes (or 522 seconds) ...
 435 minutes x 5 days = 2175 total available
minutes.

The flow rate usually is an average rate. Flow time: The amount
of time a flow unit spends in a business process from beginning to
end, also known as the total processing time. If there is more than
one path through the process, the flow time is equivalent to the
length of the longest path.
What is the meaning of flow time.

What is time distance?
Speed is a measure of how quickly an object
moves from one place to another. It is equal to
the distance traveled divided by the time. ... To
find the speed, distance is over time in the
triangle, so speed is distance divided by time.
To find distance, speed is beside time,
so distance is speed multiplied by time.

Tools and Equipment's to Be
used For Doing This Work :
•Calculator •Stopwatch •Scale •Pen •Paper
•Pencil •Graph paper •Time study sheet •Cutting
scissor •Inspection table •Input table
•Productivity improvement sheet.

Important Terms
Tasks
Task Precedence
Task Times
Cycle Time
Productive Time Per Hour
Number of work stations working
Minimum number of workstations = sum of all tasks *
demand per hr / productive time per hour
Actual number of workstations
Utilization = min no of workstations / actual no of
stations Bhuiyan Consultant Farm

Cycle Check example
Date:
Unit: Line:
M/P 210 SMV
1 2 3 4 5 6 7 8
1 30102 Body Tack S/N 7 8 7 7 7 8 7 7 7 514 90 15% 6.45 558
2 30021 CF Rolling S/N 32 34 34 36 35 42 36 35 34 106 100 15% 34.15 105
3 30078 CF Rolling S/N 52 52 50 51 52 51 53 50 50 72 120 15% 60.15 60
4 30066 Top CenterKansai K/S 20 18 21 22 21 20 22 21 20 180 115 12% 23.12 156
13293 Q.C Top Center/CF Rolling Q.C 27 28 28 32 27 27 33 29 27 133 100 27 133
5 13727 CF Placket Hole B/H 33 37 36 36 34 37 35 34 34 106 100 15% 34.15 105
Pocket Check Mach &Mark HP 33 28 30 32 33 29 31 28 28 129 90 15% 25.35 142
Pocket Cut HP 32 26 30 28 28 32 26 31 28 129 90 15% 25.35 142
Pocket Mach &Mark HP 29 30 30 32 34 34 32 30 30 120 85 15% 25.65 140
6 30078 Pocket Rolling S/N 47 48 47 47 49 48 48 48 47 77 80 18% 37.78 95
Pocket Iron IM 48 43 45 45 47 46 48 45 45 80 85 15% 38.4 93.75
Pocket Iron IM 50 52 50 51 50 53 51 50 50 72 85 15% 42.65 84.40797
7 30085 Pocket Attach DNLS 86 91 95 88 91 89 87 87 87 41 85 15% 74.1 48.583
Rating
Allowan
ce
SAM
Allowance
added
Capacity
Cycle Check Format
SL. ID No.
Lowest
Repeatable
time
Capacity
Garments Ltd.
Cycle Time
75,Askarabad.D.T. Road , Chittagong.
Process Machine
100%TARGET 2161
Capacity / Hr. 1621
5.83
BUYER: X Mart
ITEM: Shirt
STYLE:

Unit: 5th Line: 7
M/P SMV
Date:
Sl. PROCESS M/C Avg.sec Avg Min
Mint+Al
lnc
Capacity
Min
Uti.
Min
Vari:
V/MP Freq
1 Body Tack SNLS 7 0.12 0.13 468 0 60 0.0 1
2 CF Rolling SNLS 34 0.57 0.62 96 0 60 0.0 1
2 CF Rolling SNLS 50 0.83 0.92 65 0 60 0.0 1
3 Top Center Kansai KS 20 0.33 0.37 164 0 60 0.0 1
4 Q.C Top Center/CF Rolling QC 27 0.45 0.50 121 0 60 0.0 1
5 CF Placket Hole BH 34 0.57 0.62 96 0 60 0.0 1
6 Pocket Check Mach & Mark HP 28 0.47 0.51 117 0 60 0.0 1
7 Pocket Cut HP 28 0.47 0.51 117 0 60 0.0 1
8 Pocket Mach & Mark HP 30 0.50 0.55 109 0 60 0.0 1
9 Pocket Rolling SNLS
47 0.78 0.86 70 0 60 0.0 1
10 Pocket Iron IM 45 0.75 0.83 73 0 60 0.0 1
10 Pocket Iron IM 50 0.83 0.92 65 0 60 0.0 1
11 Pocket Attach 2NLS 87 1.45 1.60 38 0 60 0.0 1
12 Flap Iron HP 67 1.12 1.23 49 0 60 0.0 1
CAPACITY CHECK REPORT
SewingSection
BUYER:
ITEM: Fannel Shirt 100%TARGET 0
Capacity / Hr.STYLE:FM47Y2029 0
29.5
Run Days:

Line Balancing Graph
468
162
164
121
96
117
117
109
70
138
108
98
133
172
136
136
298
298
80
149
182
162
298
218
82
127
74
172
164
86
182
175
327
142
142
182
156
106
158
30
96
119
154
273
137
31
172
113
136
126
332221
0
100
200
300
400
Productivity
Process & Machine
Line Balancing Graph

Imbalance Ratio Calculation
Style : Flannel Unit-2/Line-6
Fact: Mo Asian Date:
60 1.2
Seq Operation
Process
CycleTime
(7/5/2017)
Cycle time
(Min) with
Allowance
Numbe
r of
Operato
rs
allocate
d
Dedicated cycle
time for the
Line(Min)
Capacity
per hour
Possible
Out put
Time
Minutes
Lost per
hour
MC Csec Allow Total
1 Front Top Placket make 15 0.300 0.6 0.500 120 115 1 KS 25 5 30
2 Thread Cut 13 0.260 1 0.260 231 115 30 HP 22 4 26
3 Front lower plaket make+ front part joint 23 0.460 1 0.460 130 115 7 SN 38 8 46
4 Pocket position mark & neck shape cut 26 0.520 1 0.520 115 115 0 OL 43 9 52
5 Pocket marking 26 0.520 1 0.520 115 115 0 HP 43 9 52
6 Front pocket Hem 25 0.500 1 0.500 120 115 2 SN 42 8 50
7 Front pkt rowedge trim 13 0.260 1 0.260 231 115 30 OL 22 4 26
8 Pocket Iron 39 0.780 1.5 0.520 115 115 0 IRON 65 13 78
9 Front pkt flap iron 39 0.780 1.5 0.520 115 115 0 IRON 65 13 78
10 Front pkt attach 52 1.040 2 0.520 115 115 0 DNSB 87 17 104
11 Flap Topstitch 52 1.040 2 0.520 115 115 0 DNSB 87 17 104
12 Flap Button & Cuff Hole 23 0.460 1 0.460 130 115 7 BH 38 8 46
13 Pocket Flap Attach 25 0.500 1 0.500 120 115 2 DNLS 42 8 50
14 Thread Cut 24 0.480 1 0.480 125 115 5 HP 40 8 48
15 Brtk at front pkt with flap(2x4) 21 0.420 1 0.420 143 115 12 BRTK 35 7 42
16 Back yoke inner part lable att 8 0.160 0.5 0.320 188 115 12 LBL ATT 13 3 16
17 Back Yoke 1 part attach and pleat Make 22 0.440 1 0.440 136 115 9 SN 37 7 44
18 Back part & bk yoke att with topstitch 24 0.480 1 0.480 125 115 5 DNCS 40 8 48
19 Care labelattach 14 0.280 1 0.280 214 115 28 SN 23 5 28
20 Slv top placket shape make 18 0.360 1 0.360 167 115 18 PUSH 30 6 36
Sewing Analysis
7-May-17
Imbalance Calculation

Line Balance Graph
120
231
130
214
144
115
115
118 115 115
0
50
100
150
200
250

Layout comparison for balancing
Criteria Before
balance
After
balance
Machines 39 37
Work Station 43 45
Manpower 60 58
WIP 3400 300 Pcs
Defect 7.5% 3.5%
Lead Time 14Hrs 1 Hr. 42 Mins
First hour
output
80 pcs 140Pcs
Extra OT /
Work
Some person No man
power
Employee
Moral
Low High

Initial Benefit’s
20% Production Up
25% Productivity Up
55% Defect Down
91% WIP Down
90% Lead time Down for
color change
100% Extra OT down
75% First Hr production
increase
Highest Ever
1st Hours
Production
Fastest
Ever
Color
Change
Immediate
Defect
CorrectionBhuiyan Consultant Farm

Why need line balancing ?
Good line balancing increase the rate of
production. Line balancing helps to compare
the required machinery with the existing one
and compare balance. It also helps in the
determination of labor requirement.
Good balancing reduces production time

In garments industry, line balancing is the process
of- -Selecting an effective sewing line -With
competent machines regarding to worker -To
produce a specific order -A certain time deadline
we used line balancing technique to achieve: 1. The
minimization of the number of workstations 2. The
minimization of cycle time 3.The maximization of
workload smoothness 4. The maximization of work
relatedness.

Goal & Objective
Goal of production line analysis:
Number of workstations needed.
Type of task should be assigned to each workstation.
To know the minimum number of workers, tools and machines that
can be used to provide the required amount of capacity.
Objective of line balancing:
- Assigning task to each workstation in such a way that there is only a
little idle time.
-To maximize the production.
-To improve per day production.
-To minimize the production cost.
-To find out the wasting time during a product making and to minimize
the wasting time.
-Find out the problem restricting the production, generating proper
solutions and implement them in a proper way.
-To analyze what affects productivity in respect to a garments factory.
-To develop the best method or work and motion ergonomics
-To balance the line for best utilization of men, machine and material.

TERMINOLOGIES RELATED TO
PRODUCTION LINE ANALYSIS
TASKS: All the elements of work.
TASK PRECEDENCE: The sequence in which
tasks are performed.
TASK TIMES: Time required by a well-trained
worker or unattended machine to perform a task.
This is usually expressed in minutes.
CYCLE TIME: The time expressed in minutes
between two simultaneous products coming off the
end of a production line.

PRODUCTIVE TIME PER HOUR: The average number
of minutes a workstation is working in an hour.
WORKSTATION: A physical area where a worker with
tools/ one or more machines, or an unattended machines
like a robot performs a particular set of task in a
production line.
WORK CENTER: A small group of identical
workstations, where each workstation performs the same
set of task.
NUMBER OF WORKSTATIONS WORKING: The
amount of work done at a work center expressed in
number of workstations.

MINIMUM NUMBER OF WORKSTATIONS: The
least number of workstation that provides the
required production.
ACTUAL NUMBER OF WORKSTATIONS: This is
the total number of workstations required on the
entire production line. It is calculated as the next
higher integer of the number of workstations
working.
UTILIZATION: The percentage of time a
production line is working.

LINE BALANCING PROCEDURE
1. Determination of tasks that must be performed to
complete one unit of a product. 2. Determining the
order or sequence of performing the whole set of
tasks. 3. Drawing precedence diagram. In this
flowchart circles represents task and joining arrows
represents precedence. 4. Estimation of task time.
5. Calculation of cycle time. 6. Determination of
minimum number of workstation required. 7. Using
one of the heuristics to assign tasks to workstations
for balancing production line.

Line Balancing Heuristics
Two types
Incremental Utilization Heuristic
Longest Task Time Heuristic

Incremental Heuristic
Tasks are added to each workstation in order
of task precedence one at a time until utilization
is 100 percent or is observed to fall.
Used when one or more task time is equal to
or greater than the cycle time.

Longest-Task-Time Heuristic
Add tasks to a workstation one at a time in the
order of task precedence.
If a choice must be made between two or more
tasks, the one with the longest task time is added.
This has the effect of assigning as quickly as
possible the tasks that are the most difficult to fit into
a station.
Tasks with shorter times are then saved for fine-
tuning the solution.

Conditions
1. It can be used only when each and every task
time is less than or equal to the cycle time.
2. There can be no duplicate work station
If each and every task time is less than or equal to
the cycle time, and if the primary focus of the analysis
of production lines is minimizing the number of
workstations and the amount of tools and equipment
required, then this heuristic would be appropriate.

SOLUTION

LINE BALANCING ISSUES
Earlier conveyor belts are paced with the speed of
the employees work.
Now they are paced with the machine speed.
APPLICATIONS
The classic example is Henry Ford’s auto chassis
line.
• Before the “assembly line Balancing” was
introduced in 1913, each chassis was assembled by
one worker and required 12.5 hours.
• Once the new technology was installed, this time
was reduced to 93 minutes.

Benefit of Proper Line balancing
1. Factory looking nice & House Keeping proper
2. Buyer & Auditor Satisfy
3. Through put time shortly
4. On time delivery for Shipment schedule achieve
5. Easily target met & Inspection date achieve
6. Quality improve & DHU reduce.
7. Easily SOP maintained with Customer/ Buyer Guideline
maintained.
8. Production Management & Op+ HP+ All are satisfy.
9. Rejection possibility low & All person busy for his
business/ job, so time waist control easy way.
10. Factory are always high productivity & more business
gain from customer

Thank You
Prepared By
NM Shamim Hasan

Line balance

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