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    One Point Lesson (Ie Basic)

    Uploaded by

    Dygta Hadinagara
    IE Basic

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd

    One Point Lesson (Ie Basic)

    Uploaded by

    Dygta Hadinagara
    11 views6 pages
    IE Basic

    Original Title

    ONE POINT LESSON (IE BASIC)

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    © © All Rights Reserved

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    IE Basic

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    11 views6 pages

    One Point Lesson (Ie Basic)

    Uploaded by

    Dygta Hadinagara
    IE Basic

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    You are on page 1of 6

    IE BASIC

    ONE POINT LESSON


    IE BASIC

    CYCLE TIME: The total time from the beginning to the end of 1 unit of process.
    SMV: Is a Standard Minute value that it takes to complete an operation including allowances using scientific techniques (PMTS)
    to establish that standard time at normal pace based designed work method.

    [ 1 cycle ]
    1. Pick up = 3”

    SMV (Standard minute value)


    2. Unfold bundle = 4”
    Cycle time + allowance (bundle, machine, personal fatigue) or loss time
    If you already know how much loss time you have , you can apply that loss %.
    3. Positioning = 3 “
    If you don’t know, generally you can use 20% allowance.

    4. Stitch = 20“ 42 sec 42 sec + (42 x 20%) = 50.4 sec

    5. Trimming = 3”

    6. Check = 4”

    7. Folding = 3”

    8. Pass on to next process = 2”


    IE BASIC FORMULA

    1. TAKT TIME : Standard goal SMV


     Each process is not supposed over than Takt time, otherwise, it means bottle neck process
     TAKT TIME : AVAILABLE TIME/ TARGET
     Example) Working hour : 8 hours/ Target : 800 pcs
     (8 x 60 x 60)/ 800 = 36 sec

    2. Target
     [(Working hour x manpower)/ SMV] X Line efficiency
     Example) Working hour : 8 hours/ Manpower : 50 operators/ SMV: 1,500 sec/ Line efficiency 80%
     [((8 x 60 x 60) x 50)/ 1,500] X 80 % = 768 pcs

    3. Line efficiency : Line performance


     (SMV X Actual output)/ (Working hour x Manpower) x 100
     Example) SMV: 1,500/ Actual output 700 pcs/ Working hour 8 hours/ Manpower 50 operators
     (1,500 x 700)/ (28,800 x 50) x 100 = 72%
    IE BASIC FORMULA

    4. How many operator we need for each process?


     Target / actual output (Daily)
     Example) Target 800 pcs (8hours)/ actual output 530 pcs
     800/ 530 = 1.5

    - Another way
     SMV/ TAK TIME
     Example) 1,500/ 36 = 41.7
     Per Process
     Example) process#5 takes 60 sec  65/36 = 1.8

    5. UPPH (Unit per person hour)

     Actual output/ (Working hour x manpower)


     Example) actual output 530pcs/ Working hour 8 hours/ manpower 50
     530/ (8 x 50)= 1.3
    MANUFACTURING 6 LOSS  If operators work form 7am to 4pm, their actual working hour can not be 8 hours because of loss time.
     We would check what kind of loss times it has in production.

    Machine Operating time

    Loading time Planned stop Planed stop Company policy, Event, Training, Stop line on purpose
    (Available loss)

    1. Breakdown loss Unplanned maintenance, general breakdowns, equipment failure


    Stop loss

    Operating time
    2. Change over loss (Setup and adjustments) Change new style, Setting machine

    Improper machine setting, Temporary machine failure, Recoverable by simple action


    Performance

    3. Small stop loss


    Garment industry : change needle or thread cons, etc
    Real operation time
    loss

    There is a difference in speed between actual operating speed and the equipment’s designed
    4. Reduced Speed loss
    speed, when machines require cleaning , repair, or replacement

    5. Production rejects loss It is a time loss to make a good product by correcting the quantity loss due to defect
    (Quality loss)

    Value operation
    Fault loss

    time 6. Startup reject Operating after long time stop, after holiday or repair machine
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