How To Determine The Number Of Garment Assembly Lines?

Theoretically, we do not have an accurate way to calculate the number of pipelined people, but the organization of pipelines is also a principle. First of all, we throw away the number of pipelined people, and understand the pipeline from the perspective of workstation capacity balance. In theory, only the capacity balance of every workstation can play the real role of the pipeline.

The productivity of each workstation should be the same as that of the whole workstation.

The balance of production capacity can really play a role in the production line. Theoretically speaking, we get the minimum common multiple (approximate) of standard working hours in each garment to determine the number of people in the pipeline is the most reasonable number of workers in the production line, but the number of clothing varieties is changing frequently, and the proficiency level of workers is also uneven, so this theory is not consistent with practice.

Clothing equipment is a common equipment, we can merge the following processes and divide them into a series of units, and then we can get the minimum common multiple (approximate) of the unit operation time to determine the number of our pipeline, but this will also face the problem of changing the number of varieties and the degree of proficiency of workers. But this is close to the theoretical calculation method of our pipeline number. We should consider one problem: our decomposition and merging units. Their standard operation time must be consistent or integer multiple.

Usually, we merge the process and organize the production unit according to the following principles:

1, the process Kao is close to the principle. The process of the same unit is as close as possible to Kao, so as not to form continuous production and avoid unnecessary pportation.

2. The principle of difficulty is similar. The water quality of the assembly line workers is uneven. For the sewing workers whose operation level is good, if she makes simple products, it is a waste of human resources. Similarly, for the workers with poor level, if she makes complicated processes, they will inevitably affect subsequent production and reduce the production capacity of the whole pipeline.

3, the principle of the same equipment, the merger process should be suitable for the same equipment to produce processes.

4, the principle of the same color, we should pay attention to color matching products.

The same way, it can avoid changing lines caused by color pformation.

Another factor is that even if the same worker operates the same machine, the output will be unstable. Mechanical failure, operator state, and the constraints of output and quality of the upper and lower processes can break the balance of the production line at any time, which is also the main factor of garment production different from mechanical manufacturing.

It is precisely because of these factors of garment assembly line that we can not calculate the number of garment assembly lines theoretically. This is bound to be a problem, that is, the problem of dynamic balancing line. This dynamic balance includes the dynamic balance of variety pformation and the dynamic balance of the same variety production process.

The capacity calculation method of pipeline is:

1. Working time / unit working time;

2, [working hours / product total process time] * pipeline number;

In the condition of pipeline balancing, the calculation results of 1 and 2 are consistent. However, usually 1 of our calculation results are always less than 2. The more uneven the production is, the larger the difference will be.

We can use the 2 method to calculate the highest goal of pipelining capacity, and use 1 method to calculate our current capacity level, so as to improve our assembly line.

This kind of improvement is the role of team leaders and related managers. In this sense, the reasonable number of assembly lines depends more on the ability and energy of pipeline managers.

Imagine a pipeline of 40 people. If there is an imbalance, let alone the ability of the manager, it can only be ignored. It is very difficult to achieve dynamic balance.

If an assembly line is only 7 or 8 people, then the general manager has the manager to manage the line. At this time, we can let the manager half out of production, of course, this is mainly a pipeline consisting of simple processes.

The assurance of this number must be determined in practice. It is not based on experience but practice. Any theory is derived from practice and tested in practice.

In the long term practice, I put forward the "universal" assembly line of 15 + 5 (15 cars and 20 employees).

This is also a more reasonable setup for many enterprises at home and abroad in actual production.

Of course, for a long-term stable production of a single variety of enterprises, this number can be appropriately increased, but the reduction will often lead to confusion in production, because this is not conducive to the merger of processes (unit division).

The above is my pair.

Some superficial knowledge is welcome.