Some Important Questions About Industrial Engineering In Garments Industry And The Answers in Bangla Language.

একজন ইন্ডাষ্ট্রিয়াল ইন্জিনিয়ারের মূল কাজ হচ্ছে, কোন একটি কাজ সর্বাপেক্ষা ভাল ও সহজ উপায়ে কিভাবে সম্পন্ন করা যায় তা নিরুপন করে Kg©‡ক্ষত্রে তার Kvh©Ki cÖ‡qvM Ges ev¯Íevqb NUv‡bv | 

BÛvwóªqvjBwÄwbqvwis cª‡KŠkjwe`¨vi GKwU kvLv †hLv‡b GKRb BwÄwbqvi Gi g~j KvR n‡”Q †Kvb GKwU KvR me©v‡cÿv fvj I mnR Dcv‡q wKfv‡e m¤úbœ Kiv hvq Zv wbiæcb K‡i Kg©‡ÿ‡Î Zvi mdj ev¯Íevqb NUv‡bv |

GKRb BÛvwóªqvjBwÄwbqvi g~jZ c‡b¨i g~j¨ wKfv‡e Kgv‡bv hvq, wKfv‡e Kg©`ÿZv evov‡bv hvq, wKfv‡e gvbm¤úbœ cb¨ Drcv`b Kiv hvq, Kg©Pvix‡`i ¯^v¯’¨ I wbivcËv Ges cwiPvjbv cwil` Ges Kg©Pvix‡`i g‡a¨ GKwU kw³kvjx †mZzeÜb ˆZix K‡i|  

‡cvkvK wk‡í GKRb BÛvwóªqvj BwÄwbqv‡ii KvR wK?

1. wewfbœ ai‡bi Drcv`b c×wZ m¤ú‡K© Ávb _vK‡Z n‡e|

2. †cvkvK ‰Zix‡Z e¨eüZ mKj †gwkb I DcKib m¤ú‡K© Ávb _vK‡Z n‡e|

3. UvBg ÷vwW ev mvB‡Kj UvBwgs Ki‡Z n‡e|

4. ¸bMZ I gvbm¤úbœ Drcv`‡bi Rb¨ Kvh©cÖbvjxi cÖwZUv avc g‡bv‡hv‡Mi mnxZ ch©‡eÿb Ki‡Z n‡e|

5. Kvh©cÖbvjxi myk„•Lj web¨vm mvab Ki‡Z n‡e (A_©vr †cvkvK ev Drcvw`Z cb¨ wKfv‡e ˆZix Ki‡Z n‡e Zvi avivevwnK web¨vm ev  Breakdown Sheet)|

6. †cÖvWvKkb †d¬vi Gi Kibxq welqmg~n Ges  †cÖvWvKkb †d¬vi Gi eZ©gvb Ae¯’v Gi mKj Z_¨ GKwU ey‡jwUb AvKv‡i cÖKvk |

7. ÷¨vÛvW© wgwbU †fjy¨ ev GmGgwf |

8. ‡gwk‡bi †jAvDU Ges Kg©‡ÿ‡Îi †jAvDU ‰Zix Kiv |     

9. jvBb †mU Avc |

10. †cÖvWvKkb Uv‡M©U †mU Avc |

11. †g_W ÷vwW ev Kvh©c×wZi m~Pviæ we‡kølb|

12. WIP ev Drcv`‡bi Rb¨ e¨eüZ KvPvgvj  Gi AwZwi³ gRy` wbqš¿b |

13. jvBb e¨v‡jwÝs ev m‡ev©Ëg Drcv`‡bi R‡b¨ jvBb‡K myweb¨¯Í K‡i mvRv‡bv |

14. Capacity Study ev Kvh©ÿgZvi mwVK wPÎ Zz‡j aiv |

15. ‡cvkvK ˆZix‡Z LiP wbiæcb Kiv A_©vr Estimate the Production Cost.

16. Kv‡Ri c×wZi DbœwZ mvab

17. Drcv`‡bi MwZ evov‡bvi R‡b¨ Kg©Pvix‡`i g‡a¨ cyi®‹v‡ii e¨e¯’v Kiv|

18. Calculating Thread Consumption.

19. Work Aids, Guide & Attachment.

20. Performance Rating.

GKRb BÛvwóªqvj BwÄwbqvi‡K Dc‡iv³ mKj welq mg~n m¤ú‡K© ch©vß Ávb ivL‡Z n‡e Ges Zv ev¯Íevq‡bi Rb¨ Kibxq ‡KŠkj¸‡jvI Avq‡Ë _vK‡Z n‡e|

IqvK© óvwW n‡”Q M‡elbvg~jK GKwU we`¨v †hLv‡b Kv‡Ri c×wZ wb‡q we‡kølbg~jK cixÿv wbixÿv Pvjv‡bv nq, Kvh© m¤úv`b Kivi Rb¨ cÖ‡qvRbxq DcKib mieivn, Kv‡Ri †ÿÎ wKiKg n‡e Zvi bKkv ev cwiKíbv ev MVbcÖbvjx  ˆZix Kiv, m‡ev©Ëg I msMwZc~b© Kv‡Ri c×wZ cÖ‡qvM Kiv  nq |

A_©vr Kvh©c×wZi myk„•Lj we‡kølb Gi gva¨‡g m¤ú‡`i Kvh©Ki e¨envi wbwðZ Kiv Ges  Kg©ÿgZv‡K GKwU gvbm¤úbœ ch©v‡q DbœxZ Kiv |

Method Study: Method Study ej‡Z †evSvq It is one kind of process development. A_©vr jvB‡b eZ©gv‡b †h cÖ‡mm Pj‡Q ev †h fv‡e Kiv n‡”Q Ges cÖ¯ÍvweZ ‡Kvb c×wZ hv e¨envi Ki‡j nq‡Zvev Drcv`‡bi DbœwZ mvab NU‡e G `yB‡qi g‡a¨ cixÿv, wbixÿv, ch©‡eÿb Gi gva¨‡g GKwU Kvh©Ki wm×v‡šÍ DcbxZ nIqv hv‡Z K‡i Drcv`bI e„× cv‡e Ges mv‡_ mv‡_  Drcv`b LiPI K‡g hv‡e|

Motion Study: Motion Study n‡”Q  GKwU wbw`©ó mgq ‡Kvb GKwU Acv‡iUi Gi Kv‡Ri MwZ-cÖK„wZ A_©vr GKRb Acv‡iUi KZÿb KvR Ki‡Q Avi KZÿb Kv‡Ri evwn‡i Ab¨ †Kvb Kvh© m¤úv`b Kwi‡Z‡Q Ges †Kvb †Kvb Kvi‡b †m g~j KvR bv K‡i Ab¨ KvR Ki‡Q Zv wbiæcb K‡i Drcv`b e¨nZ nIqvi mwVK KvibwU Ly‡R †ei Kiv |

Capacity Study:

GKRb Acv‡iUi Gi Kv‡Ri `ÿZv ev Kvh©ÿgZv wbiæcb Kiv | Ges D³ wnmv‡ei Dci wfwË K‡i †cÖvWvKkb jvB‡bi e¨v‡jÝ Kiv | gyjZ Acv‡iUi‡K DrmvwnZ Kiv, Acv‡iUi Gi †MÖW Kiv Ges jvBb n‡Z wK cwigvb †cÖvWvKkb evwni n‡e Zv wbiæcb KivB n‡”Q  Capacity Study  Gi g~j Kvib |

Production Study:

 Production Study n‡”Q †Kvb GKwU cÖ‡mm ev Acv‡ikb ev Acv‡iUi Gi Kv‡Ri MwZ, cÖK„wZ †Kvb GKwU wbw`©ó mgq chšÍ ch©‡eÿb Kiv A_©vr H wbw`©ó mg‡q D³ Acv‡iUi KZUzKz mgq ‡m †cÖvWvKkb G e¨q K‡i‡Q Avi KZUzKz mgq †m e¨w³MZ, cÖvK„wZK, Ges `~N©UbvRwbZ Kvi‡b e¨vq K‡i‡Q Zv wbiæcb K‡i D³ Acv‡iUi ev Acv‡ikb ev cÖ‡mm Gi eZ©gvb cÖK„Z Ae¯’v Zz‡j aiv Ges †m Abyhvqx KvR Kiv |

Bottleneck :

Bottleneck n‡”Q †Kvb GKwU Pjgvb †cÖvWvKkb jvB‡bi †Kvb GK ev GK Gi AwaK cwRkb ev c‡q›U hvi Kvi‡b D³ jvB‡bi Drcv`b e¨nZ n‡”Q | Bottleneck kãUv GLv‡b iæcK AvKv‡i e¨envi Kiv n‡q‡Q| GKwU †evZj Gi Dc‡ii Ask miæ _v‡K | †Kvb †Lvjv cÖvšÍ n‡Z hLb †Kvb Pjgvb e¯‘ ‡Kvb miæ cªv‡šÍ cÖ‡ek K‡i ZLb ¯^vfvweKfv‡eB GKwU evavi m¤§yLxb nq Ges Pjgvb e¯‘ Gi Pjvi MwZ wKQzUv axi n‡q hvq |

GKwU †cÖvWvKkb jvB‡b hLb †Kvb GKwU cb¨ Drcvw`Z n‡Z _v‡K ZLb D³ jvB‡bi g‡a¨ GKwU Pjgvb MwZi mÂvi nq | †Kvb Kvi‡b jvB‡bi ‡Kvb GKwU c‡q‡›U mgm¨v †`Lv w`‡j jvB‡bi ¯^vfvweK MwZ _g‡K hvq | Ges Drcv`b K‡g hvq | G Kvi‡bB D³ c‡q›U †K Bottleneck e‡j | 

Md. Farid Ahmed
IE Officer
Fakir Apparels Ltd.
BSCIC Industrial Area, Enayet Nagar,
Fatulla, Narayangonj, Bangladesh.
Mobile: 8801814220987
E-mail: farid.ieconcern@gmail.com

Lean Tools | 5S | 3rd S Seiso or Shine | Definition and Technique For Implementation.

After completion Seiri and Seiton (that are the 1^st two steps of Lean tools 5S), Now the next step is to implement the third Seiso or Shine.

Seiso is the third stage of 5S (Lean’s Most effective tools) method. Seiso (to make everything shiny clean) is a term that suggests you a highly productive work environment should be clean. Seiso is a Japanese word which means shiny, sweeping or cleaning or systematic cleaning, when using 5S refers relates to cleaning workplace and all equipment and keeps it clean, neat and systematized.  Seiso means remove dust and dirt from a workplace. This 5S (Seiso) is being an operative Lean Manufacturing apparatus which helps with not just your housekeeping, but with enhancing your efficiencies, improving  safety, and ensuring standardized ways of working. 5s benefits are based around the fact that it will help to remove the S7even wastes of Lean engineering from the manners. It has also an advantage to inspecting the apparatuses during the cleaning period, whereby leakage problems, breakdowns, failures, or any type of leakage are identified.

Seiso has 2 most important goals. Those are:

1. To set the new Level for cleanliness.

2. To learn how to keep up that level of cleanliness.

Cleaning is thoroughly related to the proper functioning of the apparatus and the ability to produce quality goods.

Implementation:

For Implementing Seiso, it requires,

1. At 1^st we need to identify the source of dirt and contagion to take root shares for throwing away. Otherwise it would be impossible to keep clean and in good working area.

2. Add cleaning as a part of daily work. A regular cleaning process can be used as a visual inspection of apparatus or the workshop capability. Just as you might notice corrosion or a scrape when washing your car – and not notice it if you just get in and drive – so the workers will have opportunities to catch problems in their early stages. As an example: we had to clean a small puddle of hydraulic fluid – what does this mean about the state of the apparatus?

Even this one-time activity links in with the previous steps of Seiri and Seiton. While acting the one-time "shiny clean" activity, the work teams should ask themselves questions and note the answers:

1.      Does dirt cause problems in operating the apparatus?

2.      Is gravel causing the machinery to wear rashly?

3.      Is the work station clean enough for safety and comfort?

4.      What does the "grime" tell us about the apparatus (like the leaking hydraulic fluid example)?

5.      Is the "mud" – especially powder, gas or liquid – harmful or toxic?

6.      What apparatuses, chemicals or procedures are appropriate?

7.      Could uncaring scrubbing actually damage the apparatus?

8.      Could we implement routine maintenance – like checking the engine oil when washing your car – be executed while cleaning?

9.      Was "clay" hiding any problems, such as decomposing apparatus or uneven floors?

This Seiso steps should be functional before a factory setting and before physical cleanliness. For example guess an office partition. Is dirt adding on a picket of papers? Why are the papers sitting there, relatively than being filed appropriately? Are the computer’s air outlets congested? Are outmoded booklets stored on the computer relatively than on a network backup?

We know that the Seiso step is one time assignment. So it must be documented.

The benefits from The Third 5s-Seiso:

1.      Setting the standard for future cleanliness.

2.      Less lost time for maintenances, since apparatus will be inspected concisely but frequently, and because there will be less grime clogging the apparatus.

3.      Reduce potential risk of accidents.

4.      Improving the physical and mental welfare worker.

5.      The useful life of the apparatus is increased to inhibit any decline from pollution and dirt.

6.      The cleaning leads to a significant increase, in overall apparatus are in top form cleaning.

7.      Wastage of materials and energy due to the abolition of leaks and leaks are reduced.

8.      The quality of Productions is upgraded and losses are avoided by dirt and contagion of the product and packaging.

Main benefits of a Seiso stage come with what is learned:

1.      Actually acting the work validates what was planned – or extends the planning with reality.

2.      Lists of.

3.      Tasks.

4.      Tools, apparatus, detergents or cleansers required for each task;

5.      Series of tasks – wash the machinery before swabbing the floor.

6.      Actual times required by the various chores.

7.      Maintenances required, as noted during the inspections.

8.      Ideas for development – when you do the cleaning yourself you will acquire ideas on how to make the work easier in the future

9.      Employee buy-in: they did the work and therefore they know it can be done and how long it took to do it the first time.

    Written By:
Md. Farid Ahmed
IE Officer
Fakir Apparels Ltd.
BSCIC Industrial Area, Enayet Nagar,
Fatulla,Narayangonj, Bangladesh.
Mobile: 8801814220987
E-mail: farid.ieconcern@gmail.com