undefined. VIETN AM N ATION AL UN IVERSITY – H O CH I MIN H CITY IN TERN ATION AL UN IVERSITY SCH OOL OF IN DUSTRIAL EN GIN EERIN G AN D MAN AGEMEN T
Industrial Engineering in Merchandising Apparel Industry
The study delves into the realm of industrial engineering within the apparel industry, emphasizing the pivotal role of ongoing productivity enhancement. Faced with the dual challenges of sustainability and profitability, the garment industry turns to time study as an instrumental tool for amplifying production rates and curtailing production time. By dissecting the manufacturing processes of T-shirts and Jeans, the study seeks to refine the efficiency of operators, machinery, pitch time, and individual capacities, while also addressing bottlenecks and process balancing to boost overall efficiency. The timely provision of pieces and order sheets emerges as a key factor in augmenting industry productivity.
A Thesis presented by Nguyễn Phương Vân
ID: IEIEIU19028
Advisor: Dr. DAO VU TRUONG SON
Date: 04/03/2024. 

Scene 1

VIETN AM N ATION AL UN IVERSITY – H O CH I MIN H  CITY 
IN TERN ATION AL UN IVERSITY 
SCH OOL OF IN DUSTRIAL EN GIN EERIN G AN D MAN AGEMEN T
Industrial Engineering in 
Merchandising Apparel Industry
The study delves into the realm of industrial engineering within the apparel industry, 
emphasizing the pivotal role of ongoing productivity enhancement. Faced with the dual 
challenges of sustainability and profitability, the garment industry turns to time study as an 
instrumental tool for amplifying production rates and curtailing production time. By 
dissecting the manufacturing processes of T-shirts and Jeans, the study seeks to refine the 
efficiency of operators, machinery, pitch time, and individual capacities, while also 
addressing bottlenecks and process balancing to boost overall efficiency. The timely 
provision of pieces and order sheets emerges as a key factor in augmenting industry 
productivity.
A Thesis presented by Nguyễn Phương Vân
ID: IEIEIU19028
Advisor: Dr. DAO VU TRUONG SON
Date: 04/03/2024

[Audio] I introduced the topic of enhancing apparel industry productivity by dissecting manufacturing processes and addressing bottlenecks for my thesis. I explored existing research related to time study and industrial engineering then developed my methodology to identify the requirements for the proposed solution. The solution was developed based on my research and the results of my work were analyzed to draw conclusions.. 

Scene 2

Contents
Chapter 3: METHODOLOGY
Chapter 4:  SOLUTION 
DEVELOPMENT
Chapter 5: RESULT ANALYSIS 
Chapter 6: CONCLUSION  
Chapter 1: INTRODUCTION 
Chapter 2: RELATED WORK

[Audio] This thesis provides an in-depth look into the rapidly growing Vietnam garment industry. In 2023 the country's garment industry has seen strong development thanks to the signing of Free Trade Agreements such as the Vietnam-Japan Economic Partnership Agreement and the Comprehensive and Progressive Agreement for Trans-Pacific Partnership. Despite its significant contribution to the economy there are still challenges that need to be addressed. The focus of this study is the Hansoll Company with the goal of increasing its production efficiencies by applying Lean Six Sigma principles. By analyzing manufacturing processes and pinpointing bottlenecks this study aims to create recommendations to boost production and improve profit margins.. 

Scene 3

Chapter 1: Introduction to 
Vietnam's Garment 
Industry Growth
In 2023, Vietnam's garment industry has seen robust development, thanks to 
Free Trade Agreements like VJEPA and CPTPP. Despite its vital role in economic 
growth, challenges persist. This thesis focuses on Hansoll company, applying 
Lean Six Sigma to enhance production efficiency.

1.1 Background of the Study
Industrial Engineering is crucial in the Garments Industry, optimizing production and ensuring quality. It integrates diverse sciences to boost efficiency and competitiveness in a market demanding variety and quality.
1
Interdisciplinary Approach
Technical, Economic, Human, and Information Sciences converge in Industrial Engineering.
2
Market Adaptation
Manufacturers adapt to consumer demands for diverse, quality products.
3
Productivity Enhancement
Industrial Engineering techniques refine work methodologies to improve productivity.. 

Scene 4

1.1 Background of the Study
Industrial Engineering is crucial in the Garments Industry, optimizing production and ensuring quality. It integrates 
diverse sciences to boost efficiency and competitiveness in a market demanding variety and quality.
1
Interdisciplinary 
Approach
Technical, Economic, 
Human, and Information 
Sciences converge in 
Industrial Engineering.
2
Market Adaptation
Manufacturers adapt to 
consumer demands for 
diverse, quality products.
3
Productivity 
Enhancement
Industrial Engineering 
techniques refine work 
methodologies to improve 
productivity.

1.2 Problem Statement
Hansoll Company's sewing line department is grappling with high defect rates, as shown by Quality Control data. Standardizing products to minimize flaws is a critical goal.
1
Customer vs. Actual Demand
Discrepancy between customer demand and actual production in 2023.
2
Quality Challenges
Rising defect rates in sewing line operations.
3
Production Flow Refinement
Focus on refining production flow to improve product performance. 99,214 98,957 98,485 96,803 99,388 98,479 97,817 99,143 90,000 91,000 92,000 93,000 94,000 95,000 96,000 97,000 98,000 99,000 100,000 JAN FEB MAR APR MAY JUN JUL AUG Customer demand & Actual demand in 2023 Customer Demand Actual demand % 13 % 14 % 15 15 % % 14 15 % 14 % 15 % % 12 12 % % 13 % 13 % 14 % 14 % 15 % 15 16 % JAN FEB MAR APR MAY JUN JUL AUG Defect Rate of Sewing Line from January to August 2023. 

Scene 5

1.2 Problem Statement
Hansoll Company's sewing line department is grappling with high defect rates, as shown by Quality 
Control data. Standardizing products to minimize flaws is a critical goal.
1
Customer vs. Actual Demand
Discrepancy between customer demand and actual production in 2023.
2
Quality Challenges
Rising defect rates in sewing line operations.
3
Production Flow Refinement
Focus on refining production flow to improve product performance.
   
99,214 
98,957 
98,485 
96,803 
99,388 
98,479 
97,817 
99,143 
90,000 
91,000 
92,000 
93,000 
94,000 
95,000 
96,000 
97,000 
98,000 
99,000 
100,000 
JAN 
FEB 
MAR 
APR 
MAY 
JUN 
JUL 
AUG 
Customer demand & Actual demand in 2023 
Customer Demand 
Actual demand 
  
% 
13 
% 
14 
% 
15 
15 % 
% 
14 
15 % 
14 % 
15 % 
% 
12 
12 % 
% 
13 
% 
13 
% 
14 
% 
14 
% 
15 
% 
15 
16 % 
JAN 
FEB 
MAR 
APR 
MAY 
JUN 
JUL 
AUG 
Defect Rate of Sewing Line from January to August 2023

[Audio] Nguyễn Phương Vân is presenting a thesis for Vietnam National University – Ho Chi Minh City International University School of Industrial Engineering and Management which is a significant milestone in the apparel industry. The main goal of this study is to boost productivity and minimize costs through industrial engineering strategies. It seeks to review operations and carry out time and method studies for numerous garments. It also intends to design efficient layouts and balance lines as a means to increase productivity and reduce manufacturing costs. Ultimately the aim is to formulate a successful clothing manufacturing operation.. 

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1.3 Objectives of Study
The study aims to enhance productivity and reduce costs through various Industrial Engineering strategies, 
focusing on the sewing line's efficiency and quality.
Analyze Operations
Break down operations to identify inefficiencies.
Time Studies
Conduct time and method studies for different 
garments.
Cost Reduction
Implement measures to reduce manufacturing 
costs.
Productivity Boost
Design layouts and balance lines to boost 
productivity.

[Audio] The objective of this thesis is to investigate industrial engineering and time study in the apparel industry centered around the t-shirt and jeans production lines of Hansoll's Sewing department. Data will be gathered from Quality Control and Sewing departments over the course of several months in order to assess areas that need improvement that fit within the scope and limitation of the project. By examining and analyzing the manufacturing process and addressing existing bottlenecks it is expected that the results of the thesis will help to improve productivity.. 

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1.4 Scope and Limitation
This thesis is confined to the t-shirt and jeans production lines of Hansoll's Sewing department, with data 
provided by Quality Control and Sewing departments.
Specific Focus
Study limited to t-shirt in Line 1 and jeans in Line 2.
Data Sources
Data sourced from Quality Control and Sewing departments.
Monitoring Period
Several months of monitoring required to assess improvements.

[Audio] The apparel industry is a major contributor to the global economy and work-study is a vital component in attaining its success. Nguyễn Phương Vân's thesis examines the intricate pre-production and production processes involved in garment production in chapter two. It examines systematic development and refinement and the application of Six Sigma principles to enhance productivity eliminate bottlenecks and maximize the use of capacities. It also emphasizes the role of the industrial engineering department in conducting work-studies calculating standard minutes and promoting efficiency. Moreover it studies the historical context and effect of work-study in the textile and apparel sector.. 

Scene 8

Chapter 2: RELATED WORKS
This chapter explores the intricate pre-production and production processes in 
the garment manufacturing industry, focusing on systematic development, 
refinement, efficiency, and quality, from coordination between merchandisers 
and buyers.
The study of two stitching lines for t-shirts and jeans emphasizes line balancing 
and Six Sigma principles for optimizing production, preventing bottlenecks, and 
maximizing capacity utilization.
The chapter discusses line balancing, its objectives, and processes for a 
harmonious production flow. It highlights the importance of the industrial 
engineering department in conducting work studies, calculating standard 
minutes, and ensuring efficiency. It also explores the historical context and 
impact of work-study in the textile and apparel industry.

[Audio] Nguyễn Phương Vân's thesis focuses on industrial engineering and time study in the apparel industry for improved productivity. Line balancing work-study calculating S-A-M and SMV D-M-A-I-C methodology and value stream mapping are discussed as the main facilitators of greater efficiency. Line balancing distributes the workload equitably within the production line making optimal use of workstations. Work-study is a method used to analyze activities to maximize resource use and set performance expectations. Standard Allowed Minutes and Standard Minute Value are two measurements of task time that evaluate process efficiency. The D-M-A-I-C methodology is a Six Sigma tool applied to weed out waste and optimize resource usage. Value stream mapping provides a pictorial representation of value-added and non-value-added flows identifying areas for improvement and aiding managers to set productivity and quality objectives.. 

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Efficiency and Productivity in Garment 
Manufacturing
1
Line Balancing
Line balancing is crucial for equitable workload distribution across production lines. It mitigates 
bottlenecks and optimizes capacity utilization, ensuring that each workstation contributes 
effectively to the overall output.
2
Work-Study
The work-study is a systematic examination of activities to optimize resource utilization and 
establish performance standards, crucial for improving productivity and overseen by the 
industrial engineering department.
3
Calculating SAM & SMV
Standard Allowed Minutes (SAM) and Standard Minute Value (SMV) are metrics used to measure 
the time required for tasks within the production process, indicating the efficiency of operations.
4
DMAIC Methodology
DMAIC stands for Define, Measure, Analyze, Improve, and Control. It's a Six Sigma methodology 
used to identify, quantify, and eliminate waste, optimizing resource use and improving 
maintenance performance.
5
Value Stream Mapping (VSM)
VSM is a visual tool that maps value-added and non-value-added flows within the production 
process, helping managers identify inefficiencies and set goals for productivity and quality 
improvements.

[Audio] The methodology of shirt manufacturing is the focus of this chapter. To comprehend the process and challenges of meeting customer demand it is important to grasp the process flow chart for the sewing section. The chart subdivides the process into multiple steps each with its own difficulties. It begins with the cutting of fabric and culminates with quality control. Each step should have its bottlenecks identified and addressed to increase production efficiency and satisfy customer demand.. 

Scene 10

Chapter 3: 
METHODOLOGY
This chapter delves into the methodology of shirt 
manufacturing, revealing the intricate process and 
the challenges faced in meeting customer demand.
Figure: A process flow chart in 
Sewing Section

[Audio] In order to produce the garments there are two separate sewing lines which make components for shirts such as cuffs and sleeves and then the final garment is constructed by attaching those components. Our analysis showed that there is a deficit of 175 cuff pieces per shift which could heavily decrease the ability to meet customer demand. Examining and breaking down the manufacturing processes could help us reduce issues like this and ultimately increase productivity.. 

Scene 11

Production Analysis
1
Component Production
Separate sewing lines produce shirt components like cuffs and sleeves.
2
Assembly Line
The final garment is assembled by attaching prepared components.
3
Demand vs Production
A shortfall of 175 cuff pieces per shift was identified, impacting the ability to meet 
customer demand.

[Audio] Selecting the job or task for investigation is the first step of the work-study methodology. The second step involves collecting data through observation and recording. The third step is the critical analysis of the data to assess the purpose and sequence of each action. The fourth and final step is the development of the most efficient method to complete the job. Through implementing this methodology the productivity in the apparel industry can be enhanced as it allows us to break down the manufacturing process and identify possible bottlenecks.. 

Scene 12

Work-Study Methodology
1
Select
Choose the job or task for investigation.
2
Record
Collect data through observation and 
recording.
3
Examine
Analyze the data critically to assess each 
action's purpose and sequence.
4
Develop
Develop the most efficient method for the 
job.

Demand Satisfaction Analysis
90,000
91,000
92,000
93,000
94,000
95,000
96,000
97,000
98,000
99,000
100,000
JAN
FEB
MAR
APR
MAY
JUN
JUL
AUG
The Abilities To Meet Customer Demands Of Sewing Line
Actual Demand
Customer Demand. 

Scene 13

Demand Satisfaction Analysis
90,000
91,000
92,000
93,000
94,000
95,000
96,000
97,000
98,000
99,000
100,000
JAN
FEB
MAR
APR
MAY
JUN
JUL
AUG
The Abilities To Meet Customer Demands Of Sewing Line
Actual Demand
Customer Demand

[Audio] Nguyễn Phương Vân's study highlighted the significance of industrial engineering in the garment industry. Comparing processes application of time and method studies and productivity evaluation the research revealed numerous areas of inefficiency in the production of both The Birthday Dude t-shall and Denim 5 Pocket Long Pant. Subsequent actions such as worker substitution system enhancement and machine modernisation resulted in enhanced Standard Minute Values and effectiveness. This study demonstrates the potency of industrial engineering in increasing productivity in the apparel industry.. 

Scene 14

Approaches Comparison
Time & Method Study
Identified inefficiencies in the 
the production of "The Birthday 
Birthday Dude" t-shirt and 
Denim 5 Pocket Long Pant.
Interventions
Measures like worker 
replacement, method 
improvement, and machinery 
machinery upgrades were taken.
taken.
Productivity Assessment
Assessment
Post-intervention time study 
showed improvements in 
Standard Minute Value (SMV) 
(SMV) and productivity.

[Audio] Nguyen Phuong Van has proposed a system of tools for industrial engineering and time study in the apparel industry in her thesis. These tools consist of Slide Ruler Measurement Stopwatch Observation Pencil Eraser Item Tape Micrometer Sheet Time Study Forms Motion Picture Equipment and Time Reading Machines. These tools are intended to help enhance productivity by dissecting manufacturing processes and addressing any possible bottlenecks.. 

Scene 15

Proposed System Tools
1
Measurement Tools
Stop watch, Observation 
Sheet, Time study Form, 
and Time reading machine 
are essential.
2
Assessment Tools
Slide Ruler, Measurement 
Tape, Micrometer, and 
Motion Picture Equipment 
for precise evaluation.
3
Documentation Tools
Pencil, Eraser, and Item 
Information for accurate 
record-keeping.

[Audio] For this slide I will be talking about Nguyễn Phương Vân's thesis focusing on industrial engineering and time study in the apparel industry to enhance productivity. This study broke down the manufacturing process into various operations and analyzed each one to address bottlenecks. Operation standard times basic times and standard times plus 15 percent were also investigated. Finally the study summarized all process S-M-V-s to find the overall S-M-V for the garment.. 

Scene 16

Garment Making Process
Operation Breakdown
Disassemble garments into 
parts and organize them 
sequentially.
SMV Establishment
Work-Study Officer & APM 
establish the SMV for each 
operation.
Summarization
All process SMVs are 
summarized to constitute the 
garment's overall SMV.
Sr.
no
Operation
Standard
TimeSecs
Basic Time Std. +
All of 15% Std
Actual Time in Sec
1
Cut and Join Elastic
30
35
40
2
Join front and back rise
45
52
60
3
Sew inseam
112
129
148
4
Attach elastic to waist
52
60
69
5
Bartech
30
35
40
6
Bartech
40
46
53
7
Back folding
35
40
46
8
Finish waistband
40
46
53
9
Bottom hemming
50
58
66
10
Attach Main label
28
32
37
11
Attach size label
25
29
33
12
Attached care label
25
29
33
13
Trimming and Finishing
35
40
48
14
Button Hole
8
92
112
15
Button attaching
10
115
127
Total
547
629
725
Extra time Consumed per Piece with
respect to Basic time
725 - 629 = 96 sec

[Audio] This presentation focuses on the analysis of industrial engineering and time study in the apparel industry. We'll be looking at the equations of efficiency productivity and factory capacity to ultimately enhance productivity and address potential bottlenecks. The first factor to consider is productivity which is the output divided by the input multiplied by 100. This usually gives us a good starting point for measurement. Next we look at the line efficiency. This is the ratio of output to total manpower and working minutes times 100%. Lastly to calculate factory capacity we need to factor in machine count work hours and efficiency. In conclusion with these calculations we can more easily dissect manufacturing processes and ensure we meet our productivity goals.. 

Scene 17

Efficiency Equations
Productivity
Productivity is calculated as Output divided 
by Input, multiplied by 100.
Line Efficiency
Line Efficiency is determined by the ratio of 
output to total manpower and working 
minutes, times 100%.
Factory Capacity
Factory Capacity is a function of machine count, work hours, and efficiency.

[Audio] Improving productivity in the apparel industry requires attention to several key areas. Training employees so that they possess the needed knowledge and skill sets can help ensure efficient completion of tasks. Additionally ensuring the necessary materials are readily available in sufficient quantities can help to prevent idle worker time. Finally line management should be conducted efficiently to maximize productivity. Taking these measures into account can help to further increase productivity in the apparel industry.. 

Scene 18

Improving Productivity
Worker Training
Training can reduce time 
consumed and improve product 
quality.
Material Supply
Management must ensure ample 
stock to prevent idle worker time.
Line Efficiency
Efficient line management can 
significantly enhance productivity.

[Audio] In Chapter 4's Solution Development phase various issues were identified in the production process of t-shirts. Through our thorough analysis of customer demands cycle time for each processing group and the current value stream mapping we have found an optimal solution to meet customer demands effectively and efficiently. We believe that this will help to enhance productivity in the apparel industry by dissecting manufacturing processes and addressing bottlenecks.. 

Scene 19

Chapter 4: SOLUTION 
DEVELOPMENT
During the Solution Development phase, various issues were identified in the 
production process of t-shirts, including line balancing, defects, and cycle time. 
The demand of the customer, the cycle time for each processing group, and the 
current value stream mapping were thoroughly analyzed to find the optimal 
solution for meeting customer demands effectively and efficiently.

[Audio] My thesis examines industrial engineering and time study in the apparel industry in order to improve productivity. To achieve this I analyzed different manufacturing processes and identified the bottlenecks. During the define phase of the project I identified the problem and established specific goals. Through data collection I was able to create a graphical representation of the S-M-V before line 1. Additionally I balanced the T-shirt line with two goals in mind. The graphical diagram clearly demonstrated the average equal point production of some operations which are higher and lower than others. Finally I drew a conclusion that potential assembly defects may be caused by errors occurred during the marking cutting and sewing processes.. 

Scene 20

Define phase: Identifying the problem and 
setting goals
1
Problem Identification
2
Goal Setting
3
Data Collection Plan
Graphical Representation of SMV before Line 
Balancing for the t-shirt:
In the above graph we can see the operation 
19 and production per 
hours 204 pcs. Some operation give high 
production and 
some operation give low production. 
But we selected average equal point 
production in graphical diagram. 
Before Line Balancing Graph Some operation 
we are marking
Different collar & Calculate SMV.
Assembly defects are perhaps caused by 
errors arising in marking and cutting, as well 
as sewing operation in sewing line, or a 
combination of these

Measurement: Defects and Cycle Time Analysis
1
High Defect Rate
Analyze the main causes of defects at each workstation to address the high defect rate and improve product quality.
Months Quantities Defects Jan 33,029 4,177 Feb 33,560 4,693 Mar 33,716 5,058 Apr 33,573 4,904 May 33,484 4,634 Jun 33,823 4,990 Jul 33,008 4,548 Aug 32,956 4,794 Total 267,149 37,798 AVERAGE 33,394 4,725 Calculation of DPMO
1 Total Checked 33,394 2 No. of Defectives 4,725 3 % Defectives 14.15% 4 DPMO 141492.4837 5 Sigma 2.56 6 DPO 0.141 Group Jan Feb Mar Apr May Jun Jul Aug Avg.quan Pocket 1612 1632 1695 1639 1681 1696 1693 1654 1663 Front Body 1584 1616 1693 1623 1652 1654 1684 1674 1648 Back Body 1608 1625 1692 1633 1672 1685 1691 1710 1665 Sleeve 1564 1605 1690 1628 1642 1659 1680 1672 1643 Collar 1610 1621 1695 1613 1660 1676 1663 1698 1655 Assembly 1551 1595 1653 1598 1625 1610 1652 1662 1618 Finished 1604 1622 1689 1606 1654 1652 1661 1695 1648 Group Production Time Pocket
20.2 Front Body
21.7 Back Body
20.4 Sleeve
22.6 Collar
21.2 Assembly
24.6 Finished 21.2 0
5
10
15
20
25
30
1590
1600
1610
1620
1630
1640
1650
1660
1670
Pocket
Front BodyBack Body
Sleeve
Collar
Assemble
Finished
Production Time For 1 Detail Of Each Processing Group. 

Scene 21

Measurement: Defects and Cycle Time Analysis
1
High Defect Rate
Analyze the main causes of defects at 
each workstation to address the high 
defect rate and improve product quality.
Months  
Quantities  
Defects  
Jan  
33,029  
4,177  
Feb  
33,560  
4,693  
Mar  
33,716  
5,058  
Apr  
33,573  
4,904  
May  
33,484  
4,634  
Jun  
33,823  
4,990  
Jul  
33,008  
4,548  
Aug  
32,956  
4,794  
Total  
267,149  
37,798  
AVERAGE  
33,394  
4,725  
Calculation of DPMO
1 
Total Checked 
33,394 
2 
No. of Defectives 
4,725 
3 
% Defectives   
14.15% 
4 
DPMO 
141492.4837 
5 
Sigma 
2.56 
6 
DPO 
0.141 
Group 
Jan 
Feb 
Mar 
Apr 
May 
Jun 
Jul 
Aug 
Avg.quan 
Pocket 
1612 
1632 
1695 
1639 
1681 
1696 
1693 
1654 
1663 
Front Body  1584 
1616 
1693 
1623 
1652 
1654 
1684 
1674 
1648 
Back Body 
1608 
1625 
1692 
1633 
1672 
1685 
1691 
1710 
1665 
Sleeve 
1564 
1605 
1690 
1628 
1642 
1659 
1680 
1672 
1643 
Collar 
1610 
1621 
1695 
1613 
1660 
1676 
1663 
1698 
1655 
Assembly 
1551 
1595 
1653 
1598 
1625 
1610 
1652 
1662 
1618 
Finished 
1604 
1622 
1689 
1606 
1654 
1652 
1661 
1695 
1648 
Group 
Production Time 
Pocket
20.2 
Front Body
21.7 
Back Body
20.4 
Sleeve
22.6 
Collar
21.2 
Assembly
24.6 
Finished 
21.2 
0
5
10
15
20
25
30
1590
1600
1610
1620
1630
1640
1650
1660
1670
Pocket
Front BodyBack Body
Sleeve
Collar
Assemble
Finished
Production Time For 1 Detail Of Each Processing Group

[Audio] A detailed analysis of the time it takes to manufacture apparel in the apparel industry has been presented in this slide. Operations are divided into 13 steps with the total lead time and inventory time between workstations studied for optimization and reduction of lead times. Additionally data is presented for each step including number of operations lead time cycle time and defects. This data can be used to locate bottlenecks in the manufacturing process and provide potential improvements in productivity.. 

Scene 22

Defects
Long Lead Time
2
Analyze the total lead time and inventory time 
time between workstations to optimize 
operations and minimize lead times.
Grou
p
Step detail 
OP 
Lead 
time 
Cycle 
time 
% 
Defe
ct 
Pocke
t 
1 
Pocket mouth fusing  
1 
15 
15 
0.2 
2 
Pocket mouth sewing 
1 
25 
25 
0.3 
3 
Pocket ironing 
1 
15 
15 
0.2 
Front 
body  
4 
Front placket fusing 
1 
15 
15 
0.2 
5 
Front placket sewing 
1 
28 
28 
0.3 
6 
Front placket ironing 
1 
12 
12 
0.2 
7 
Pocket attach 
2 
40 
20 
0.4 
Back 
body 
8 
Label and size number 
attach  
2 
28 
14 
0.2 
9 
Back yoke joint 
2 
35 
17 
0.4 
Sleev
e 
10 
Placket sleeve ironing 
1 
27 
27 
0.2 
11 
Placket sleeve sewing 
2 
32 
16 
0.4 
12 
Cuff sewing + top stitch 
1 
31 
31 
0.4 
13 
Cuff turning 
1 
10 
10 
0.2 
14 
Side seam sewing + top 
stitch 
2 
30 
15 
0.4 
15 
Cuff and placket sleeve 
joint 
2 
34 
17 
0.4 
16 
Sleeve top stitch 
1 
18 
18 
0.4 
17 
Button attach  
1 
22 
22 
0.3 
Collar 
18 
Collar fusing 
1 
15 
15 
0.2 
19 
Collar sewing 
1 
26 
26 
0.4 
20 
Collar turning 
1 
10 
10 
0.3 
21 
Collar top stitch 
1 
28 
28 
0.4 
22 
Band interlining 
1 
15 
15 
0.2 
23 
Band fusing 
1 
20 
20 
0.4 
24 
Collar band joint 
2 
36 
18 
0.4 
25 
Collar band top stitch 
1 
10 
10 
0.3 
Asse
mbly 
26 
Shoulder joint 
1 
25 
25 
0.5 
27 
Sleeves joint 
2 
51 
25 
0.6 
28 
Side seam sewing + top 
stitch  
2 
56 
23 
0.5 
29 
Collar top stitch 
3 
57 
19 
0.5 
30 
Bottom hem 
3 
60 
20 
0.5 
31 
Hole stitch 
1 
30 
30 
0.5 
32 
Button attach 
1 
25 
25 
0.2 
Finish
ed 
33 
Thread cutting 
1 
15 
15 
0.2 
34 
Ironing 
1 
16 
16 
0.4 
35 
Folding 
1 
28 
28 
0.2 
36 
Industrial hygiene 
1 
24 
24 
0.2 
Group 
Jan 
Feb 
Mar 
Apr 
May 
Jun 
Jul 
Aug 
Avg 
Total checked 
33,029 33,560 33,716 33,573 33,484 33,823 33,008 32,956
33,029
Pocket 
296 
330 
386 
439 
355 
345 
421 
316 
361 
Front body 
973 
982 
989 
1002 
916 
1013 
846 
1050 
971 
Back body 
425 
464 
570 
473 
557 
584 
653 
571 
537 
Sleeve 
794 
813 
834 
791 
814 
874 
482 
857 
782 
Collar 
219 
416 
624 
527 
508 
439 
603 
424 
470 
Assembly 
1058 
1306 
1232 
1244 
1082 
1282 
1147 
1123 
1,184 
Finished 
412 
382 
423 
428 
402 
453 
396 
453 
419 
Total 
4,177 
4,693 
5,058 
4,904 
4,634 
4,990 
4,548 
4,794 
4,725 
% Defects 
12.65 
13.98 
15.00 
14.61 
13.84 
14.75 
13.78 
14.55 
14.30
Group
Defect 
% Defects 
Pocket 
361 
7.64 
Front body 
971 
20.56 
Back body 
537 
11.37 
Sleeve 
782 
16.56 
Collar 
470 
9.95 
Assembly 
1,184 
25.06 
Finished 
419 
8.86

[Audio] I explored how industrial engineering and time study can improve productivity within the apparel industry by performing a root cause analysis of production delays. This involved measuring the lead time cycle time takt time and idle time for each manufacturing step. High defect rate weak line balancing and lack of skilled workers were identified and analyzed as the major causes of production delays. My conclusions suggested that manufacturers can better identify and address any bottlenecks in the manufacturing process ultimately improving productivity.. 

Scene 23

Analyze Phase: Identifying Bottlenecks
No.
Cause
Ratio
Cumulative
1
High defect rate
35.4%
35.4%
2
Weak line balancing
29.2%
64.6%
3
Skilled workers are not available
17.9%
82.5%
4
Material is not received on time
10.5%
93%
5
Poor Raw material quality
2.8%
95.8%
6
Machinery breakdown
3.5%
97.3%
7
Others
0.7%
100%
Root Cause Analysis Pinpoint the underlying causes of production delays.
WS 
Step detail 
OP 
Lead 
time 
Cycle 
time 
Takt 
time 
Idle 
time 
1 
Pocket mouth fusing 
1 
15 
15 
19 
4 
2 
Pocket mouth sewing 
1 
25 
25 
19 
0 
3 
Pocket ironing 
1 
15 
15 
19 
4 
4 
Front placket fusing 
1 
15 
15 
19 
4 
5 
Front placket sewing 
1 
28 
28 
19 
0 
6 
Front placket ironing 
1 
12 
12 
19 
7 
7 
Pocket attach 
2 
40 
20 
19 
0 
8 
Label and size number attach  
2 
28 
14 
19 
5 
9 
Back yoke joint 
2 
35 
17 
19 
2 
10 
Placket sleeve ironing 
1 
27 
27 
19 
0 
11 
Placket sleeve sewing 
2 
32 
16 
19 
3 
12 
Cuff sewing + top stitch 
1 
31 
31 
19 
0 
13 
Cuff turning 
1 
10 
10 
19 
9 
14 
Side seam sewing + top stitch  
2 
30 
15 
19 
4 
15 
Cuff and placket sleeve joint 
2 
34 
17 
19 
2 
16 
Sleeve top stitch 
1 
18 
18 
19 
1 
17 
Button attach  
1 
22 
22 
19 
0 
18 
Collar fusing 
1 
15 
15 
19 
4 
19 
Collar sewing 
1 
26 
26 
19 
0 
20 
Collar turning 
1 
10 
10 
19 
9 
21 
Collar top stitch 
1 
28 
28 
19 
0 
22 
Band interlining 
1 
15 
15 
19 
4 
23 
Band fusing 
1 
20 
20 
19 
0 
24 
Collar band joint 
2 
36 
18 
19 
1 
25 
Collar band top stitch 
1 
10 
10 
19 
9 
26 
Shoulder joint 
1 
25 
25 
19 
0 
27 
Sleeves joint 
2 
51 
25 
19 
0 
28 
Side seam sewing + top stitch 
2 
56 
23 
19 
0 
29 
Collar top stitch 
3 
57 
19 
19 
0 
30 
Bottom hem 
3 
60 
20 
19 
0 
31 
Hole stitch 
1 
30 
30 
19 
0 
32 
Button attach 
1 
25 
25 
19 
0 
33 
Thread cutting 
1 
15 
15 
19 
4 
34 
Ironing 
1 
16 
16 
19 
3 
35 
Folding 
1 
28 
28 
19 
0 
36 
Industrial hygiene 
1 
24 
24 
19 
0 
37 
Packing (nylon bag + paper box) 
2 
42 
21 
19 
0 
Total 
51 
730 
79 
• Calculation for Line Balancing: 
(??? ?? ??? ????? ?????)
Efficiency = 
(??? ?? ??? ????? ?????)
(?????? ?????? ?? ????????????)× (???.????? ????)
× 100 = 63.64%

[Audio] The figure shows that some workstations are dealing with a high load of tasks while others are not being used. Of the 49 workstations numbers 02 04 05 10 12 17 19 21 26 27 28 31 32 35 36 and 37 are having the heaviest workload. In particular workstation 12 has an especially heavy number of tasks which affects line balancing efficiency inventory amount and inventory time. It is important to analyze the issue in order to enhance productivity in the apparel industry by increasing cycle time takt time and the maximum cycle time.. 

Scene 24

Line Balancing Efficiency
➢Based on the depicted figure, it is apparent that 
certain workstations are experiencing a buildup 
of tasks, while others remain idle. Specifically, 
workstations numbered 02, 04, 05, 10, 12, 17, 
19, 21, 26, 27, 28, 31, 32, 35, 36, and 37 exhibit 
this trend. The workstation at 12 stands out with 
the maximum cycle time of 31 seconds, 
indicative of a bottleneck
15
25
15 15
28
12
20
14
17
27
12
31
10
15
17 18
27
15
26
10
28
15
20
18
10
25 25
23
19 20
30
25
15 16
28
24
21
0
5
10
15
20
25
30
35
1
2
3
4
5
6
7
8
9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37
Workstations
Line Balancing
Cycle time
Takt Time
Max Cycle Time
No
Inventory
Amount
Inv.Time
1 
Before WS 1 
-
-
2 
Between WS 1 – 2 
40 
1000 
3 
Between WS 2 – 3  
20 
300 
4 
Between WS 3 – 7 
20 
400 
5 
Between WS 7 – 26 
40 
1000 
6 
Between WS 26 – 27 
20 
500 
7 
Between WS 27 – 28 
40 
920 
8 
Between WS 28 – 29 
40 
760 
9 
Between WS 29 – 30 
40 
800 
10 Between WS 30 – 31 
40 
1200 
11 Between WS 31 – 32  
40 
1000 
12 Between WS 32 – 33  
60 
900 
13 Between WS 33 – 34  
20 
320 
14 Between WS 34 – 35 
20 
560 
15 Between WS 35 – 36   
40 
1200 
16 Between WS 36 – 37   
40 
840 
17 Before WS 4 
-
-
18 Between WS 4 – 5     
40 
1120 
19 Between WS 5 – 6   
20 
240 
20 Between WS 6 – 7   
-
-
21 Before WS 8 
-
-
22 Between WS 8 – 9   
40 
680 
23 Between WS 9 – 28 
-
-
24 Before WS 10 
-
-
25 Between WS 10 – 11   
40 
640 
26 Between WS 11 – 15 
20 
340 
27 Before WS 14 
-
-
28 Between WS 14 – 15 
-
-
29 Between WS 15 – 16 
40 
720 
30 Between WS 16 – 17 
40 
880 
31 Between WS 17 – 27 
-
-
32 Before WS 12 
-
-
33 Between WS 12 – 13 
40 
400 
34 Between WS 13 – 15 
-
-
35 Before WS 18 
-
-
36 Between WS 18 – 19 
60 
1860 
37 Between WS 19 – 20 
40 
400 
38 Between WS 20 – 21 
60 
1680 
39 Between WS 21 – 24 
40 
1440 
40 Between WS 24 – 25 
20 
200 
41 Between WS 25 – 29 
-
-
42 Before WS 22 
-
-
43 Between WS 22 – 23 
20 
400 
44 Between WS 23 – 24 
-
-
1000
300400
1000
500
920
760800
1200
1000900
320
560
1200
840
1120
240
680640
340
720
1080
400
1860
400
1680
1440
200
400
0
200
400
600
800
1000
1200
1400
1600
1800
2000
Inventory time (s)
Bottle neck

[Audio] The improvement phase aims to enhance productivity in the apparel industry’s sewing department through the implementation of solutions such as the Lean Method standardized workload and quality control measures. Tasks such as pocket mouth fusing pocket mouth sewing pocket ironing front placket fusing front placket sewing and front placket ironing must be completed. A line balancing method including Lean Kanban systems and inventory time will be used to minimize redundancy and ensure the production of 25 products. Unskilled workers will have their cycle time Takt time and idle time reduced. The back yoke joint and the placket sleeve ironing and sewing will be carried out to complete the phase.. 

Scene 25

Improvement Phase
The Improvement Phase aims to implement the identified solutions, including the Lean method, standardized 
standardized workload, and quality control measures, to enhance the quality and performance of the sewing 
the sewing department.
No
Work 
Where
Why 
how 
Tool 
1 
The inventory 
of semi 
products is still 
large 
Whole line 
Unstandardized 
operation, cycle 
time 
still high, Uneven 
between 
workstations, 
unskillful workers 
Apply Lean method 
into operation. 
Minimizing the 
redundancy 
productions.  
Lean, 
Kanban 
systems 
2 
Distribution is 
not reasonable Whole line 
Bottle neck 
More workers, 
reasonable 
assignment for 
human resources 
Assign task 
for working 
process in 
detail 
3 
Processes are 
not 
standardized 
Collar, 
Cuff, 
Pocket, 
Front body 
Bottle neck 
Analyzing the 
rightleft hand, 
standardizing the 
machining process 
for workers 
Create 
workload for 
workers 
4 
The working 
processes have 
not been 
standardized 
Assembly, 
cuff, front 
body, 
Unstandardized 
operation, Uneven 
between 
workstations, 
unskillful workers 
Plan implementation 
and testing as well as 
training for new 
workers 
Standardize 
workload 
5 
Bad thread, 
fabric quality 
Whole line 
The errors came 
from the supply 
department 
Agree on the type of 
thread and fabric 
before starting the 
product code 
Test material 
before used 
6 
Set sewing 
details in the 
wrong position 
Whole line 
Unstandardized 
operation 
Plan implementation 
and testing as well as 
training for new 
workers 
Support tool 
7 
Workers
problem of 
experience and 
skill 
Assembly 
Unstable labor 
force, lacking 
human 
resources. Unskillful 
workers 
Adjust parameters on 
sewing machine for 
each product code 
Maintain 
WS  Step detail 
OP 
new CT 
Takt time 
Idle time 
1 
Pocket mouth fusing 
1 
19 
19 
0 
2 
Pocket mouth sewing 
1 
17 
19 
2 
3 
Pocket ironing 
1 
19 
19 
0 
4 
Front placket fusing 
1 
19 
19 
0 
5 
Front placket sewing 
1 
19 
19 
0 
6 
Front placket ironing 
1 
17 
19 
2 
7 
Pocket attach 
2 
18 
19 
1 
8 
Label and size number attach  
2 
14 
19 
5 
9 
Back yoke joint 
2 
17 
19 
2 
10 
Placket sleeve ironing 
2 
14 
19 
5 
11 
Placket sleeve sewing 
2 
16 
19 
3 
12 
Cuff sewing + top stitch 
2 
16 
19 
3 
13 
Cuff turning 
1 
10 
19 
9 
14 
Side seam sewing + top stitch  
2 
15 
19 
4 
15 
Cuff and placket sleeve joint 
2 
17 
19 
2 
16 
Sleeve top stitch 
1 
18 
19 
1 
17 
Cuff button attach  
1 
19 
19 
0 
18 
Collar fusing 
1 
19 
19 
0 
19 
Collar sewing 
1 
18 
19 
1 
20 
Collar turning 
1 
19 
19 
0 
21 
Collar top stitch 
1 
19 
19 
0 
22 
Band interlining 
1 
19 
19 
0 
23 
Band fusing 
1 
16 
19 
0 
24 
Collar band joint 
2 
18 
19 
1 
25 
Collar band top stitch 
1 
14 
19 
5 
26 
Shoulder joint 
1 
19 
19 
0 
27 
Sleeves joint 
2 
19 
19 
0 
28 
Side seam sewing + top stitch 
2 
17 
19 
2 
29 
Collar joint 
3 
19 
19 
0 
30 
Bottom hem 
3 
18 
19 
1 
31 
Hole stitch 
2 
15 
19 
4 
32 
Button attach 
1 
19 
19 
0 
33 
Thread cutting 
1 
15 
19 
4 
34 
Ironing 
1 
16 
19 
3 
35 
Folding 
2 
14 
19 
5 
36 
Industrial hygiene 
2 
15 
19 
4 
37 
Packing (nylon bag + paper box) 
3 
14 
19 
5 
Total 
57 
626 
74 
19
7
1
191919
7
1 18
14
17
14
1616
10
15
1718191918191919
16
18
14
1919
17
1918
15
19
1516
141514
0
5
10
15
20
25
01020304050607080910111213141516171819202122232425262728293031323334353637
Line Balancing
Cycle time
Takt Time
• New line Balancing Calculation: 
Efficiency = 
The result after the implementation give a higher line 
balancing efficiency ratio with 89.05% and the sewing line is now 
permanently balanced. From the figure 47, it can be seen that all the cycle 
times have met the takt time (19 seconds).
× 100 = 89.05% 
Line balancing ratio 
Max. CT (s)
OP (workers)
Before improvement 
63.64%
31 
51 
After improvement 
89.05% 
19 
57

[Audio] Proposing to implement Lean Method and standardize workload for thread and fabric before operation to minimize redundancy productions and right-left hand for each processing group this Improvement Plan aims to ensure good thread and fabric quality as well as optimize the inventory of semi products. Agreeing on the type of thread beforehand is essential for achieving better results. It is expected that these measures will increase productivity in the apparel industry.. 

Scene 26

Improvement Plan
Lean Method 
Implementation
Apply Lean method into 
operation to minimize 
redundancy productions and 
and optimize the inventory of 
inventory of semi products.
products.
Standardize Workload
Workload
Standardize workload for 
workers and analyze the right
right-
-
left hand for each 
processing group.
Quality Control
Agree on the type of thread 
thread and fabric before 
starting the product code to 
to ensure good thread and 
and fabric quality.

[Audio] This slide focuses on the root problems of productivity issues in the apparel industry to enhance productivity. We analyze the cause of productivity differences between processes to address the issue of workers caring more about producing more products rather than being aware of inventory problems. We must find a way to bridge the gap between worker engagement and inventory problems to enhance productivity in the apparel industry.. 

Scene 27

Root Problems Analysis
Productivity Issues
Analyze the cause of productivity differences 
between processes and the impact of large 
inventories on the production process.
Worker Engagement
Address the issue of workers only caring about 
producing more products and not being aware of 
inventory problems.

[Audio] The optimization of cycle times is an essential factor to consider when striving for efficiency in the apparel industry. In the sewing line there are multiple opportunities to reduce cycle times and increase productivity. By employing strategies such as providing working aids conducting comprehensive analysis of current operations and improving production layout we can make sure that the target takt time of 19 seconds is achieved or even exceeded. With these measures in place the apparel industry can enjoy higher efficiency and enhanced productivity.. 

Scene 28

Time Improvement in 
Sewing Line
Efficiency is a crucial factor in the sewing line, and it's essential to identify and 
rectify any imbalances in the cycle times. The goal is to achieve a target lower 
than or equal to the takt time of 19 seconds. Strategies such as employing 
working aids, conducting comprehensive analysis of current operations, and 
improving production layout can significantly impact the cycle time and overall 
efficiency.

[Audio] To reduce cycle time in the apparel industry work aids can be used to assist operators in handling parts during the sewing process. This will lead to increased efficiency and a decrease in cycle time. Additionally production process analysis can identify areas in need of optimization and utilizing techniques such as The Left – Right Hand Chart operation can help to further reduce cycle time and increase productivity.. 

Scene 29

Reduce Cycle Time
1
Employ Working Aids
Using guides or methods to assist operators in handling parts during sewing can be 
beneficial in reducing cycle time.
2
Conduct Comprehensive Analysis
Utilize techniques like The Left – Right Hand Chart operation to identify areas for 
optimization and efficiency enhancement.

[Audio] The production layout is a major determinant of efficiency in an apparel industry. To increase productivity it is necessary to analyze the current operations and arrange the layout of the workstations. By conducting a gathering of stations with spare time a reasonable dispension can be established to optimize processes and accommodate the new workstation numbers. With a close relationship in practice improved layout and production of the apparel industry can be achieved.. 

Scene 30

Improve Production Layout
Reasonable Dispensation
Dispense the production layout reasonably to 
accommodate the new workstation numbers and 
optimize the processes.
Analyze Current Operations
Conduct gathering of stations with spare time and a 
close relationship in practice to enhance the layout.

[Audio] Solution:
To enhance productivity increasing the number of workers in the bottleneck operations should be considered. This can help reduce overall production time however it is important to weigh the cost benefit prior to implementation.. 

Scene 31

More Operators in Bottleneck Operations
1
Adding More Workers
Consider adding more workers to decrease production time, but evaluate the cost benefits before 
implementation.

[Audio] Value Stream Mapping is a beneficial tool for industrial engineers to identify critical areas of non-efficiency within a manufacturing process. This thesis strives to create a Total Value-Added Time Control Plan to evaluate the long-term progress from Future Value Stream Mapping. Calculating total value-added time and non-value-added time allows us to evaluate the success of the plan in achieving lasting effectiveness. Our intention is to improve productivity in the apparel industry by analyzing manufacturing operations and tackling impediments.. 

Scene 32

Future Value Stream Mapping
Total Value-Added Time
Calculate the total value-added time and 
non-value-added time to assess the 
efficiency of the future value stream 
mapping.
Control Plan
Implement a control plan to ensure 
sustained improvements and long-term 
success.

[Audio] An analysis of the Standard Minutes Value (S-M-V--) within the apparel industry indicates that the implementation of lean principles and line balancing can reduce redundancy of production and optimize the inventory of workers and semi-products. Utilizing the right-left hand method for each processing group will increase efficiency and long-term productivity.. 

Scene 33

Graphical Representation of SMV after Line Balancing
Apply Lean method into 
operation to minimize 
redundancy productions and 
optimize the inventory of 
semi products.
Standardize 
workload for 
workers and analyze 
the right-left hand 
for each processing 
group.

[Audio] The graph demonstrates that improved line balancing has resulted in a considerable diminution of Standard Minute Value or SMV. This cutback has fostered increased production capacity and enhanced product quality because of better resource arrangement and diminished waste. This has subsequently caused higher achievement rates and more fruitful production overall.. 

Scene 34

Graphical Representation of SMV after Line 
Balancing
SMV Reduction
Significant reduction in Standard 
Minute Value (SMV) after line 
balancing, indicating improved 
efficiency.
Production Increase
Increased production capacity and 
better fulfillment rates as a result 
of optimized line balancing.
Quality Enhancement
Improved product quality through 
better resource allocation and 
waste reduction.

[Audio] This study determined that the application of additional operators to certain processes could reduce cycle time of production leading to higher productivity. The greatest impacts were seen in the placket sleeve ironing cuff sewing plus top stitch and hole stitch processes. Two operators were added to the placket sleeve ironing process decreasing cycle time from 27 seconds to 14 seconds. The cuff sewing plus top stitch process was reduced from 31 seconds to 16 seconds and the hole stitch process dropped from 30 seconds to 15 seconds with the same addition of two operators. These results are significant for the apparel manufacturing industry aiming to increase productivity and efficiency.. 

Scene 35

Adding Operators to Reduce Bottlenecks
2
WS 10
Placket sleeve ironing cycle time 
reduced from 27s to 14s with two 
operators.
2
WS 12
Cuff sewing + top stitch cycle time 
reduced from 31s to 16s with two 
operators.
2
WS 31
Hole stitch cycle time reduced 
from 30s to 15s with two 
operators.

[Audio] Nguyễn Phương Vân's thesis presents an impressive achievement in industrial engineering and time study in the apparel industry. By thoroughly analyzing the manufacturing processes Vân pinpointed bottlenecks and deployed strategies to raise line balancing efficiency. Vân's efforts yielded a substantial enhancement with the line balancing ratio rising from 63.64% to 89.05% and the maximum cycle time dropping from 31 seconds to 19 seconds while the number of operators escalated from 51 to 57. This extraordinary progress is a significant contribution to the apparel industry reaffirming the importance of engineering in augmenting productivity.. 

Scene 36

Line Balancing Efficiency Achievements
Before Improvement
Line balancing ratio was at 63.64% with a maximum 
cycle time of 31 seconds and 51 operators.
After Improvement
Line balancing ratio increased to 89.05% with a 
maximum cycle time of 19 seconds and 57 operators.

Future Value Stream Mapping
No
Inventory
Amount
Inv.Time
1 Before WS 1 -
-
2 Between WS 1 – 2 40 1000 3 Between WS 2 – 3 20 300 4 Between WS 3 – 7 20 400 5 Between WS 7 – 26 40 1000 6 Between WS 26 – 27 20 500 7 Between WS 27 – 28 40 920 8 Between WS 28 – 29 40 760 9 Between WS 29 – 30 40 800 10 Between WS 30 – 31 40 1200 11 Between WS 31 – 32 40 1000 12 Between WS 32 – 33 60 900 13 Between WS 33 – 34 20 320 14 Between WS 34 – 35 20 560 15 Between WS 35 – 36 40 1200 16 Between WS 36 – 37 40 840 17 Before WS 4 -
-
18 Between WS 4 – 5 40 1120 19 Between WS 5 – 6 20 240 20 Between WS 6 – 7 -
-
21 Before WS 8 -
-
22 Between WS 8 – 9 40 680 23 Between WS 9 – 28 -
-
24 Before WS 10 -
-
25 Between WS 10 – 11 40 640 26 Between WS 11 – 15 20 340 27 Before WS 14 -
-
28 Between WS 14 – 15 -
-
29 Between WS 15 – 16 40 720 30 Between WS 16 – 17 40 880 31 Between WS 17 – 27 -
-
32 Before WS 12 -
-
33 Between WS 12 – 13 40 600 34 Between WS 13 – 15 -
-
35 Before WS 18 -
-
36 Between WS 18 – 19 60 1860 37 Between WS 19 – 20 40 400 38 Between WS 20 – 21 60 1680 39 Between WS 21 – 24 40 1440 40 Between WS 24 – 25 20 200 41 Between WS 25 – 29 -
-
42 Before WS 22 -
-
43 Between WS 22 – 23 20 400 44 Between WS 23 – 24 -
-
➢ Calculate Current Value Stream Mapping In sewing line, some produce steps are parallel, so that the Processing Time is calculated by this ways: ❖
Total value-added time = CT01 + CT02 + CT03 + CT07 + CT26 + CT27 + CT28 + CT29 + CT30 + CT31 +
CT32 + CT33 + CT34 + CT35 + CT36 + CT37 = 15s + 25s + 15s + 20s + 25s + 25s + 23s + 19s +20s +
30s + 25s +15s + 16s + 28s + 24 + 21s = 346 seconds.
❖
Total non-value-added time = each WS inventory time = 1,000s + 300s + 400s + 1,000s +
500s + 920s + 760s + 800s + 1,200s + 1,000s + 900s + 640s + 560s + 1200s + 840s = 11,700 seconds. ❖
Total Leadtime = TVAT + TNVAT = 346s + 11,700 s= 12,046 seconds = 3.35 hours.
68
0
38
0
36
0
76
0
38
0
68
0
76
0 72
0 60
0
76
0
90
0
32
0 28
0
60
0 56
0
76
0
34
0
68
0 64
0
34
0
72
0
76
0
40
0
108
0
76
0
114
0
72
0
28
0
32
0
0
20
0
40
0
60
0
80
0
100
0
120
0
INVENTORY TIME (s). 

Scene 37

Future Value Stream Mapping
No
Inventory
Amount
Inv.Time
1 
Before WS 1 
-
-
2 
Between WS 1 – 2 
40 
1000 
3 
Between WS 2 – 3  
20 
300 
4 
Between WS 3 – 7 
20 
400 
5 
Between WS 7 – 26 
40 
1000 
6 
Between WS 26 – 27 
20 
500 
7 
Between WS 27 – 28 
40 
920 
8 
Between WS 28 – 29 
40 
760 
9 
Between WS 29 – 30 
40 
800 
10 Between WS 30 – 31 
40 
1200 
11 
Between WS 31 – 32  
40 
1000 
12 Between WS 32 – 33  
60 
900 
13 Between WS 33 – 34  
20 
320 
14 Between WS 34 – 35 
20 
560 
15 Between WS 35 – 36  
40 
1200 
16 Between WS 36 – 37   
40 
840 
17 Before WS 4 
-
-
18 Between WS 4 – 5     
40 
1120 
19 Between WS 5 – 6   
20 
240 
20 Between WS 6 – 7   
-
-
21 Before WS 8 
-
-
22 Between WS 8 – 9   
40 
680 
23 Between WS 9 – 28 
-
-
24 Before WS 10 
-
-
25 Between WS 10 – 11 
40 
640 
26 Between WS 11 – 15 
20 
340 
27 Before WS 14 
-
-
28 Between WS 14 – 15 
-
-
29 Between WS 15 – 16 
40 
720 
30 Between WS 16 – 17 
40 
880 
31 Between WS 17 – 27 
-
-
32 Before WS 12 
-
-
33 Between WS 12 – 13 
40 
600 
34 Between WS 13 – 15 
-
-
35 Before WS 18 
-
-
36 Between WS 18 – 19 
60 
1860 
37 Between WS 19 – 20 
40 
400 
38 Between WS 20 – 21 
60 
1680 
39 Between WS 21 – 24 
40 
1440 
40 Between WS 24 – 25 
20 
200 
41 Between WS 25 – 29 
-
-
42 Before WS 22 
-
-
43 Between WS 22 – 23 
20 
400 
44 Between WS 23 – 24 
-
-
➢ Calculate Current Value Stream Mapping 
In sewing line, some produce steps are parallel, so that the Processing Time is calculated by this ways: 
❖
Total value-added time = CT01 + CT02 + CT03 + CT07 + CT26 + CT27 + CT28 + CT29 + CT30 + CT31 +
CT32 + CT33 + CT34 + CT35 + CT36 + CT37 = 15s + 25s + 15s + 20s + 25s + 25s + 23s + 19s +20s +
30s + 25s +15s + 16s + 28s + 24 + 21s = 346 seconds.
❖
Total non-value-added time = each WS inventory time = 1,000s + 300s + 400s + 1,000s +
500s + 920s + 760s + 800s + 1,200s + 1,000s + 900s + 640s + 560s + 1200s + 840s =   11,700 seconds. 
❖
Total Leadtime = TVAT + TNVAT = 346s + 11,700 s= 12,046 seconds = 3.35 hours.
68
0
38
0
36
0
76
0
38
0
68
0
76
0 72
0 60
0
76
0
90
0
32
0 28
0
60
0 56
0
76
0
34
0
68
0 64
0
34
0
72
0
76
0
40
0
108
0
76
0
114
0
72
0
28
0
32
0
0
20
0
40
0
60
0
80
0
100
0
120
0
INVENTORY TIME (s)

[Audio] To ensure the highest quality and productivity within the apparel industry two main processes must be carefully monitored and controlled defect rate control and lead time and cycle time control. A preliminary quality control system must be designed to ensure a consistent quality and performance. Furthermore a control process must be implemented to keep track of and maintain lead time and cycle time in the sewing line. With these control measures higher levels of efficiency can be achieved.. 

Scene 38

Control Plan for Sewing Line
Preliminary Quality Control System
System
Design a preliminary quality control system to ensure 
ensure consistent quality and performance.
Control Process for Lead Time and Cycle Time
Cycle Time
Implement a control process to monitor and maintain 
maintain lead time and cycle time in the sewing line.
Control Process for Defect Rate
Establish a process to monitor and reduce the defect rate 
defect rate in the sewing line to maintain high-quality

[Audio] As the apparel industry continues to evolve industrial engineering is playing a critical role in helping boost efficiency and productivity. The implementation of robotics in production the development of smart fabrics with embedded technologies and the integration of new technologies and processes into sustainable fabric production are all great examples of how modern innovative approaches are optimizing production. By efficiently and precisely dissecting the manufacturing process and addressing bottlenecks industrial engineering is now helping companies in the apparel industry stay ahead of the game and bring products to market faster and better than ever before.. 

Scene 39

Future Trends and Innovations in Industrial 
Industrial Engineering for the Merchandising 
Merchandising Apparel Industry
Sustainable Fabric 
Production
New technologies and processes 
for environmentally friendly fabric 
production.
Robotics in Production
Integration of robotics for 
efficient and precise apparel 
manufacturing.
Smart Textile Innovations
Development of smart fabrics 
with embedded technology for 
functional apparel.

[Audio] The slide of this Industrial Engineering research project focuses on its experimental design. To ensure its validity and reliability various experiments will be conducted to evaluate and measure the results. These experiments include capacity study time study operation breakdown actual layout line balancing and bottleneck analysis. The purpose of these experiments is to improve industrial engineering in the apparel industry and enhance productivity.. 

Scene 40

Experimental Design in 
Industrial Engineering
In the realm of Industrial Engineering, with a focus on its application within the 
apparel industry, fundamental terms and concepts are elucidated to enrich our 
dialogue. The project involved a capacity study to ascertain workforce capacity, 
time study to calculate Standard Minute Value (SMV), and exploration of 
operation breakdown, actual layout, line balancing, and bottleneck analysis.

[Audio] I applied Lean Six Sigma techniques to the garment industry in my thesis to increase productivity. The outcomes were very positive with Total Lead Time reduced by 25.22% and Max. Cycle time decreased by 38.71%. Additionally P-C-E ratio WIP Time and Defect percentage also improved significantly.. 

Scene 41

Result Illustration and Explanation
1
Lean Six Sigma Application
The application of Lean Six Sigma to the production process resulted in significant 
improvements, including a 25.22% reduction in Total Lead Time and a 38.71% 
decrease in Max. Cycle time.
2
Parameter Improvement
Key parameters such as the PCE ratio, WIP Time, and Defect percentage showed 
notable improvements after the implementation of Lean Six Sigma.

[Audio] Nguyen Phuong Van's thesis addressed key corporate issues using tools such as work design line balancing and Kanban pull system design. These tools gave a variety of benefits offering insights on how to increase productivity within the apparel industry. Nevertheless the study was limited to two main products and not all sewing line issues were addressed. Furthermore the data collected was not exhaustive with practical recommendations yet to be implemented in order to measure their effectiveness.. 

Scene 42

Advantages and Disadvantages of the 
Research
1
Advantages
The research addressed key corporate 
issues and utilized applicable tools such 
as work design, line balancing, and 
Kanban pull system design.
2
Disadvantages
The research was limited to only 2 main 
products and did not cover all sewing 
line issues. Additionally, the data 
collected was not extensive, and 
practical recommendations were not 
yet applied to measure effectiveness.

[Audio] I explore the idea of improving productivity in the apparel industry by dissecting manufacturing processes and addressing bottlenecks. Additionally factor levels at the company need to be conducted improvement tools should be implemented throughout the company and changeover time and redesign should be researched and developed to eliminate waste. Actual data should be collected after the improvement process and control charts should be used to evaluate the results.. 

Scene 43

Chapter 6: Recommendations for 
Future Research
Due to the limited time and resources, the thesis only addresses the issues as mentioned above. The direction that 
the author wants to develop will be:
•
Conduct empirical factor levels at the company. Carry out improvements with the improvement tools given 
to the whole company.
•
Building and applying all Lean Six Sigma Production's tools to the whole company.
•
Research and develop other issues such as Changeover time, redesign, etc. to eliminate unnecessary waste 
in shirt assembly process.
•
Collect actual data after improvement to apply the control chart.

[Audio] My research in industrial engineering and time study in the apparel industry has a focus on improving productivity. I have studied the theoretical aspects and practical applications of a variety of processes production planning and machinery as a way to analyze and address bottlenecks. As part of this I've examined the necessity to be adaptive to the changing demands of industrial environments.. 

Scene 44

Industrial Engineering in Apparel Industries
1
Theoretical Comprehension
Combining theoretical comprehension and practical application to gain insights into diverse 
processes.
2
Production Planning
Comprehension of textile administration, production planning, procurement systems, and 
machinery.
3
Dynamic Environments
Adaptability to the dynamic demands of industrial environments.

[Audio] To enhance productivity in the apparel industry understanding the manufacturing processes and identifying bottlenecks is key. To utilize productive time and resources efficiently two approaches are necessary. Conducting time studies to understand how much time is needed to complete each process and where time expenditure can be reduced through expert training is one approach. The other involves ensuring material availability for optimal production flow. Additionally a tailored line balancing technique should be used on the sewing line to ensure all resources are used efficiently.. 

Scene 45

Garment Quality and Time 
Management
1
Time Studies
Identifying areas where time 
expenditure could be mitigated through 
expert training.
2
Material Availability
Ensuring the availability of necessary 
materials to sustain optimal production 
flow.
3
Line Balancing Technique
Development of a tailored line balancing technique for the sewing line in the garment 
industry.

[Audio] Concepts of line balancing are crucial for improving productivity in the garment industry. Nguyen Phuong Van has highlighted how optimization of the sewing line can cause substantial improvements in production. Line balancing methods are indispensable in improving industrial engineering and time study in apparel production. Deconstructing manufacturing processes and tackling blockages can reveal the highest level of efficacy. This study is highly relevant for rising productivity in the garment sector.. 

Scene 46

Line Balancing in Garment Industry
1
Line Balancing Techniques
Development of a tailored line balancing technique for the sewing line in the 
garment industry.
2
Productivity Enhancement
Substantial improvements in production have been observed, underscoring the 
tangible benefits of effective line balancing strategies.
3
Significance of Line Balancing
Line balancing plays a pivotal role in overall productivity enhancement.

[Audio] A discussion of assembly line balancing techniques is presented here focusing on three specific approaches: genetic algorithm balancing largest candidate rule algorithm balancing and heuristic line balancing technique. Genetic algorithm balancing involves arranging a production line so that each task is evenly distributed. The largest candidate rule algorithm balancing is an effective way of utilizing labor in the garment industry. Heuristic line balancing techniques enable the simulation and design of a clothing assembly line for optimum productivity. All the techniques present are beneficial in managing a production line and increasing productivity.. 

Scene 47

Assembly Line Balancing Techniques
Genetic Algorithm
Balancing Labor Intensive Assembly line using genetic Algorithm.
Largest Candidate Rule Algorithm
Line balancing using largest candidate rule algorithm in a garment industry: a case 
study.
Heuristic Line Balancing Technique
Clothing assembly line design using simulation and heuristic line balancing technique.

[Audio] Industrial engineering principles such as time study and line balancing are effective in optimizing manufacturing efficiency. It is essential to constantly monitor the production line in order to secure lasting improvements and successful operations.. 

Scene 48

Conclusion and Key Takeaways
Implementing time study and line balancing optimizes manufacturing efficiency.
Continuous monitoring ensures sustained improvements and operational 
excellence.

[Audio] Acknowledging the sources of information used for Nguyen Phuong Van's thesis the authors listed here have helped to identify assembly line balancing techniques in the clothing industry in order to enhance productivity. These sources include Eryuruk S.H Chen J C Chen C C Lin Y J Lin C J and Chen T Y as well as Klaoglu F and Baskak M Appreciation goes out to them for their contributions to Nguyen Phuong Van's thesis. Thanks for your attention.. 

Scene 49

References
1
Chen J.C., Chen C.C., 
Lin Y.J., Lin C.J., and 
Chen T.Y (2014.)
Assembly Line Balancing 
problem of Sewing Lines in 
Garment Industry. 
International Conference 
on Industrial Engineering 
and Operations 
management, Bali, 
Indonesia.
2
Eryuruk S.H.( 2012.)
Clothing assembly line 
design using simulation 
and heuristic line 
balancing technique, Ege 
University Textile and 
Apparel Research & 
Application Center.
3
Eryuruk S.H, Klaoglu 
F. and Baskak M 
(2018.)
Assembly line balancing in 
a Clothing Company. 
FIBRES & TEXTILE in 
Eastern Europe.

PptxGenJS Presentation

I introduced the topic of enhancing apparel industry productivity by dissecting manufacturing processes and addressing bottlenecks for my thesis. I explored existing research related to time study and industrial engineering
 then developed my methodology to identify the requirements for the proposed solution. The solution was developed based on my research
 and the results of my work were analyzed to draw conclusions.

avatar

This thesis provides an in-depth look into the rapidly growing Vietnam garment industry. In 2023
 the country's garment industry has seen strong development thanks to the signing of Free Trade Agreements such as the Vietnam-Japan Economic Partnership Agreement and the Comprehensive and Progressive Agreement for Trans-Pacific Partnership. Despite its significant contribution to the economy
 there are still challenges that need to be addressed. The focus of this study is the Hansoll Company
 with the goal of increasing its production efficiencies by applying Lean Six Sigma principles. By analyzing manufacturing processes and pinpointing bottlenecks
 this study aims to create recommendations to boost production and improve profit margins.

Nguyễn Phương Vân is presenting a thesis for Vietnam National University – Ho Chi Minh City International University School of Industrial Engineering and Management
 which is a significant milestone in the apparel industry. The main goal of this study is to boost productivity and minimize costs through industrial engineering strategies. It seeks to review operations and carry out time and method studies for numerous garments. It also intends to design efficient layouts and balance lines as a means to increase productivity and reduce manufacturing costs. Ultimately
 the aim is to formulate a successful clothing manufacturing operation.

The objective of this thesis is to investigate industrial engineering and time study in the apparel industry
 centered around the t-shirt and jeans production lines of Hansoll's Sewing department. Data will be gathered from Quality Control and Sewing departments over the course of several months in order to assess areas that need improvement that fit within the scope and limitation of the project. By examining and analyzing the manufacturing process and addressing existing bottlenecks
 it is expected that the results of the thesis will help to improve productivity.

The apparel industry is a major contributor to the global economy
 and work-study is a vital component in attaining its success. Nguyễn Phương Vân's thesis examines the intricate pre-production and production processes involved in garment production in chapter two. It examines systematic development and refinement
 and the application of Six Sigma principles to enhance productivity
 eliminate bottlenecks
 and maximize the use of capacities. It also emphasizes the role of the industrial engineering department in conducting work-studies
 calculating standard minutes
 and promoting efficiency. Moreover
 it studies the historical context and effect of work-study in the textile and apparel sector.

Nguyễn Phương Vân's thesis focuses on industrial engineering and time study in the apparel industry for improved productivity. Line balancing
 work-study
 calculating S-A-M and SMV
 D-M-A-I-C methodology
 and value stream mapping are discussed as the main facilitators of greater efficiency. Line balancing distributes the workload equitably within the production line
 making optimal use of workstations. Work-study is a method used to analyze activities to maximize resource use and set performance expectations. Standard Allowed Minutes and Standard Minute Value are two measurements of task time that evaluate process efficiency. The D-M-A-I-C methodology is a Six Sigma tool applied to weed out waste and optimize resource usage. Value stream mapping provides a pictorial representation of value-added and non-value-added flows
 identifying areas for improvement and aiding managers to set productivity and quality objectives.

The methodology of shirt manufacturing is the focus of this chapter. To comprehend the process and challenges of meeting customer demand
 it is important to grasp the process flow chart for the sewing section. The chart subdivides the process into multiple steps
 each with its own difficulties. It begins with the cutting of fabric and culminates with quality control. Each step should have its bottlenecks identified and addressed to increase production efficiency and satisfy customer demand.

In order to produce the garments
 there are two separate sewing lines which make components for shirts such as cuffs and sleeves and then the final garment is constructed by attaching those components. Our analysis showed that there is a deficit of 175 cuff pieces per shift
 which could heavily decrease the ability to meet customer demand. Examining and breaking down the manufacturing processes could help us reduce issues like this and ultimately increase productivity.

Selecting the job or task for investigation is the first step of the work-study methodology. The second step involves collecting data through observation and recording. The third step is the critical analysis of the data to assess the purpose and sequence of each action. The fourth and final step is the development of the most efficient method to complete the job. Through implementing this methodology
 the productivity in the apparel industry can be enhanced
 as it allows us to break down the manufacturing process and identify possible bottlenecks.

Nguyễn Phương Vân's study highlighted the significance of industrial engineering in the garment industry. Comparing processes
 application of time and method studies
 and productivity evaluation
 the research revealed numerous areas of inefficiency in the production of both The Birthday Dude t-shall and Denim 5 Pocket Long Pant. Subsequent actions
 such as worker substitution
 system enhancement and machine modernisation
 resulted in enhanced Standard Minute Values and effectiveness. This study demonstrates the potency of industrial engineering in increasing productivity in the apparel industry.

Nguyen Phuong Van has proposed a system of tools for industrial engineering and time study in the apparel industry in her thesis. These tools consist of Slide Ruler
 Measurement Stopwatch
 Observation Pencil
 Eraser
 Item Tape
 Micrometer
 Sheet
 Time Study Forms
 Motion Picture Equipment
 and Time Reading Machines. These tools are intended to help enhance productivity by dissecting manufacturing processes and addressing any possible bottlenecks.

For this slide
 I will be talking about Nguyễn Phương Vân's thesis focusing on industrial engineering and time study in the apparel industry to enhance productivity. This study broke down the manufacturing process into various operations and analyzed each one to address bottlenecks. Operation standard times
 basic times
 and standard times plus 15 percent were also investigated. Finally
 the study summarized all process S-M-V-s to find the overall S-M-V for the garment.

This presentation focuses on the analysis of industrial engineering and time study in the apparel industry. We'll be looking at the equations of efficiency
 productivity
 and factory capacity
 to ultimately enhance productivity and address potential bottlenecks. The first factor to consider is productivity
 which is the output divided by the input
 multiplied by 100. This usually gives us a good starting point for measurement. Next
 we look at the line efficiency. This is the ratio of output to total manpower and working minutes
 times 100%. Lastly
 to calculate factory capacity
 we need to factor in machine count
 work hours
 and efficiency. In conclusion
 with these calculations
 we can more easily dissect manufacturing processes and ensure we meet our productivity goals.

Improving productivity in the apparel industry requires attention to several key areas. Training employees so that they possess the needed knowledge and skill sets can help ensure efficient completion of tasks. Additionally
 ensuring the necessary materials are readily available in sufficient quantities can help to prevent idle worker time. Finally
 line management should be conducted efficiently to maximize productivity. Taking these measures into account can help to further increase productivity in the apparel industry.

In Chapter 4's Solution Development phase
 various issues were identified in the production process of t-shirts. Through our thorough analysis of customer demands
 cycle time for each processing group
 and the current value stream mapping
 we have found an optimal solution to meet customer demands effectively and efficiently. We believe that this will help to enhance productivity in the apparel industry
 by dissecting manufacturing processes and addressing bottlenecks.

My thesis examines industrial engineering and time study in the apparel industry in order to improve productivity. To achieve this
 I analyzed different manufacturing processes and identified the bottlenecks. During the define phase of the project
 I identified the problem and established specific goals. Through data collection
 I was able to create a graphical representation of the S-M-V before line 1. Additionally
 I balanced the T-shirt line with two goals in mind. The graphical diagram clearly demonstrated the average equal point production of some operations
 which are higher and lower than others. Finally
 I drew a conclusion that potential assembly defects may be caused by errors occurred during the marking
 cutting and sewing processes.

A detailed analysis of the time it takes to manufacture apparel in the apparel industry has been presented in this slide. Operations are divided into 13 steps
 with the total lead time and inventory time between workstations studied for optimization and reduction of lead times. Additionally
 data is presented for each step
 including number of operations
 lead time
 cycle time
 and defects. This data can be used to locate bottlenecks in the manufacturing process and provide potential improvements in productivity.

I explored how industrial engineering and time study can improve productivity within the apparel industry by performing a root cause analysis of production delays. This involved measuring the lead time
 cycle time
 takt time
 and idle time for each manufacturing step. High defect rate
 weak line balancing
 and lack of skilled workers were identified and analyzed as the major causes of production delays. My conclusions suggested that manufacturers can better identify and address any bottlenecks in the manufacturing process
 ultimately improving productivity.

The figure shows that some workstations are dealing with a high load of tasks while others are not being used. Of the 49 workstations
 numbers 02
 04
 05
 10
 12
 17
 19
 21
 26
 27
 28
 31
 32
 35
 36
 and 37 are having the heaviest workload. In particular
 workstation 12 has an especially heavy number of tasks
 which affects line balancing efficiency
 inventory amount
 and inventory time. It is important to analyze the issue in order to enhance productivity in the apparel industry by increasing cycle time
 takt time
 and the maximum cycle time.

The improvement phase aims to enhance productivity in the apparel industry’s sewing department through the implementation of solutions such as the Lean Method
 standardized workload and quality control measures. Tasks such as pocket mouth fusing
 pocket mouth sewing
 pocket ironing
 front placket fusing
 front placket sewing and front placket ironing must be completed. A line balancing method including Lean
 Kanban systems and inventory time will be used to minimize redundancy and ensure the production of 25 products. Unskilled workers will have their cycle time
 Takt time and idle time reduced. The back yoke joint and the placket sleeve ironing and sewing will be carried out to complete the phase.

Proposing to implement Lean Method and standardize workload for thread and fabric before operation to minimize redundancy productions and right-left hand for each processing group
 this Improvement Plan aims to ensure good thread and fabric quality
 as well as optimize the inventory of semi products. Agreeing on the type of thread beforehand is essential for achieving better results. It is expected that these measures will increase productivity in the apparel industry.

This slide focuses on the root problems of productivity issues in the apparel industry
 to enhance productivity. We analyze the cause of productivity differences between processes to address the issue of workers caring more about producing more products
 rather than being aware of inventory problems. We must find a way to bridge the gap between worker engagement and inventory problems to enhance productivity in the apparel industry.

The optimization of cycle times is an essential factor to consider when striving for efficiency in the apparel industry. In the sewing line
 there are multiple opportunities to reduce cycle times and increase productivity. By employing strategies such as providing working aids
 conducting comprehensive analysis of current operations
 and improving production layout
 we can make sure that the target takt time of 19 seconds is achieved or even exceeded. With these measures in place
 the apparel industry can enjoy higher efficiency and enhanced productivity.

To reduce cycle time in the apparel industry
 work aids can be used to assist operators in handling parts during the sewing process. This will lead to increased efficiency and a decrease in cycle time. Additionally
 production process analysis can identify areas in need of optimization and utilizing techniques such as The Left – Right Hand Chart operation can help to further reduce cycle time and increase productivity.

The production layout is a major determinant of efficiency in an apparel industry. To increase productivity
 it is necessary to analyze the current operations and arrange the layout of the workstations. By conducting a gathering of stations with spare time
 a reasonable dispension can be established to optimize processes and accommodate the new workstation numbers. With a close relationship in practice
 improved layout and production of the apparel industry can be achieved.

Solution:
To enhance productivity
 increasing the number of workers in the bottleneck operations should be considered. This can help reduce overall production time
 however it is important to weigh the cost benefit prior to implementation.

Value Stream Mapping is a beneficial tool for industrial engineers to identify critical areas of non-efficiency within a manufacturing process. This thesis strives to create a Total Value-Added Time Control Plan to evaluate the long-term progress from Future Value Stream Mapping. Calculating total value-added time and non-value-added time allows us to evaluate the success of the plan in achieving lasting effectiveness. Our intention is to improve productivity in the apparel industry by analyzing manufacturing operations and tackling impediments.

An analysis of the Standard Minutes Value (S-M-V--) within the apparel industry indicates that the implementation of lean principles and line balancing can reduce redundancy of production and optimize the inventory of workers and semi-products. Utilizing the right-left hand method for each processing group will increase efficiency and long-term productivity.

The graph demonstrates that improved line balancing has resulted in a considerable diminution of Standard Minute Value
 or SMV. This cutback has fostered increased production capacity and enhanced product quality because of better resource arrangement and diminished waste. This has subsequently caused higher achievement rates and more fruitful production overall.

This study determined that the application of additional operators to certain processes could reduce cycle time of production
 leading to higher productivity. The greatest impacts were seen in the placket sleeve ironing
 cuff sewing  plus  top stitch
 and hole stitch processes. Two operators were added to the placket sleeve ironing process
 decreasing cycle time from 27 seconds to 14 seconds. The cuff sewing  plus  top stitch process was reduced from 31 seconds to 16 seconds
 and the hole stitch process dropped from 30 seconds to 15 seconds with the same addition of two operators. These results are significant for the apparel manufacturing industry
 aiming to increase productivity and efficiency.

Nguyễn Phương Vân's thesis presents an impressive achievement in industrial engineering and time study in the apparel industry. By thoroughly analyzing the manufacturing processes
 Vân pinpointed bottlenecks and deployed strategies to raise line balancing efficiency. Vân's efforts yielded a substantial enhancement
 with the line balancing ratio rising from 63.64% to 89.05% and the maximum cycle time dropping from 31 seconds to 19 seconds
 while the number of operators escalated from 51 to 57. This extraordinary progress is a significant contribution to the apparel industry
 reaffirming the importance of engineering in augmenting productivity.

To ensure the highest quality and productivity within the apparel industry
 two main processes must be carefully monitored and controlled  defect rate control and lead time and cycle time control. A preliminary quality control system must be designed to ensure a consistent quality and performance. Furthermore
 a control process must be implemented to keep track of and maintain lead time and cycle time in the sewing line. With these control measures
 higher levels of efficiency can be achieved.

As the apparel industry continues to evolve
 industrial engineering is playing a critical role in helping boost efficiency and productivity. The implementation of robotics in production
 the development of smart fabrics with embedded technologies
 and the integration of new technologies and processes into sustainable fabric production are all great examples of how modern innovative approaches are optimizing production. By efficiently and precisely dissecting the manufacturing process and addressing bottlenecks
 industrial engineering is now helping companies in the apparel industry stay ahead of the game and bring products to market faster and better than ever before.

The slide of this Industrial Engineering research project focuses on its experimental design. To ensure its validity and reliability
 various experiments will be conducted to evaluate and measure the results. These experiments include capacity study
 time study
 operation breakdown
 actual layout
 line balancing
 and bottleneck analysis. The purpose of these experiments is to improve industrial engineering in the apparel industry and enhance productivity.

I applied Lean Six Sigma techniques to the garment industry in my thesis to increase productivity. The outcomes were very positive with Total Lead Time reduced by 25.22% and Max. Cycle time decreased by 38.71%. Additionally
 P-C-E ratio
 WIP Time and Defect percentage also improved significantly.

Nguyen Phuong Van's thesis addressed key corporate issues using tools such as work design
 line balancing
 and Kanban pull system design. These tools gave a variety of benefits
 offering insights on how to increase productivity within the apparel industry. Nevertheless
 the study was limited to two main products and not all sewing line issues were addressed. Furthermore
 the data collected was not exhaustive
 with practical recommendations yet to be implemented in order to measure their effectiveness.

I explore the idea of improving productivity in the apparel industry by dissecting manufacturing processes and addressing bottlenecks. Additionally
 factor levels at the company need to be conducted
 improvement tools should be implemented throughout the company and changeover time and redesign should be researched and developed to eliminate waste. Actual data should be collected after the improvement process and control charts should be used to evaluate the results.

My research in industrial engineering and time study in the apparel industry has a focus on improving productivity. I have studied the theoretical aspects and practical applications of a variety of processes
 production planning
 and machinery as a way to analyze and address bottlenecks. As part of this
 I've examined the necessity to be adaptive to the changing demands of industrial environments.

To enhance productivity in the apparel industry
 understanding the manufacturing processes and identifying bottlenecks is key. To utilize productive time and resources efficiently
 two approaches are necessary. Conducting time studies to understand how much time is needed to complete each process
 and where time expenditure can be reduced through expert training
 is one approach. The other involves ensuring material availability for optimal production flow. Additionally
 a tailored line balancing technique should be used on the sewing line to ensure all resources are used efficiently.

Concepts of line balancing are crucial for improving productivity in the garment industry. Nguyen Phuong Van has highlighted how optimization of the sewing line can cause substantial improvements in production. Line balancing methods are indispensable in improving industrial engineering and time study in apparel production. Deconstructing manufacturing processes and tackling blockages can reveal the highest level of efficacy. This study is highly relevant for rising productivity in the garment sector.

A discussion of assembly line balancing techniques is presented here
 focusing on three specific approaches: genetic algorithm balancing
 largest candidate rule algorithm balancing
 and heuristic line balancing technique. Genetic algorithm balancing involves arranging a production line so that each task is evenly distributed. The largest candidate rule algorithm balancing is an effective way of utilizing labor in the garment industry. Heuristic line balancing techniques enable the simulation and design of a clothing assembly line for optimum productivity. All the techniques present are beneficial in managing a production line and increasing productivity.

Industrial engineering principles such as time study and line balancing are effective in optimizing manufacturing efficiency. It is essential to constantly monitor the production line in order to secure lasting improvements and successful operations.

Acknowledging the sources of information used for Nguyen Phuong Van's thesis
 the authors listed here have helped to identify assembly line balancing techniques in the clothing industry in order to enhance productivity. These sources include Eryuruk S.H
 Chen J C 
 Chen C C 
 Lin Y J 
 Lin C J 
 and Chen T Y as well as Klaoglu F and Baskak M Appreciation goes out to them for their contributions to Nguyen Phuong Van's thesis. Thanks for your attention.