PDF(Pubmed)
Abstract：
Productivity improvement is a significant issue for the textile and garment industry to survive global competition. Therefore, the nation\'s efforts towards this improvement are one of the key weapons to attain cost, time, and quality advantages for rivalry. Ethiopian garment industries are not competitive due to low productivity, which is caused by multidimensional productivity factors related to humans, methods, control, processes, and products. Hence, a single tool or simple model cannot boost significant change for productivity improvement and cannot solve both internal and external productivity factors of the garment industry at this time. However, combined techniques or tools of lean and work-study are preferable. Lean manufacturing is a procedure to identify and eliminate non-value-adding activities in a consistent, continuous improvement. Lean techniques provide a good overview of the processes, whereas work-study methods focus on the critical areas of the operation. This research deals with productivity improvement in the assembly operation of the garment industry with a case study using integrated techniques and tools, such as line balancing, work standardization, time and method study, total working method, and process improvement related to kaizen and 5S. These tools help to eliminate non-value-adding activities were reduce lead time, and defects. The study illustrates, using a case study, the most critical factors that hinder the productivity of Ethiopian garment industries and how to solve these factors through integrated techniques or tools. The research is practical and realistic, and the necessary data was collected using primary and secondary data from the Minister of the Ethiopian garment industry and the case garment. The observed results indicated that non-value-adding activities were minimized from 43% to 5%, bottlenecks from 3 to 0, and the transportation distance of the workers was reduced by 650 m per shift. The daily production output of the case garment and main exports of Flat sheet and Quilt cover products increased from 43.3% to 57.7%-75.8% and 100% pcs per shift, respectively. The standard time for each operator can be set using time study, which can save 315 min for the case garment operation, achieving its production targets of 800 pcs per shift. Therefore, using a single tool or model has not significantly improved this garment industry, but it should be used as a combined tool of lean and work-study for attractive productivity improvement.
摘要：
提高生产率是纺织服装行业在全球竞争中生存的重要问题。因此,国家对这一改进的努力是获得成本的关键武器之一，时间,和竞争的质量优势。埃塞俄比亚服装业由于生产率低，没有竞争力，这是由与人类相关的多维生产力因素引起的，方法,control,进程,和产品。因此，单一的工具或简单的模型不能促进生产率提高的重大变化，并且目前无法解决服装行业的内部和外部生产率因素。然而,精益和勤工俭学相结合的技术或工具是可取的。精益制造是一个程序，以识别和消除非增值活动，持续改进。精益技术提供了一个很好的概述的过程，而勤工俭学方法侧重于手术的关键领域。本研究通过使用集成技术和工具的案例研究来处理服装行业装配操作中的生产率提高，如线路平衡，工作标准化,时间和方法研究，总工作方法，与Kaizen和5S相关的工艺改进。这些工具有助于消除非增值活动，减少了提前期，和缺陷。研究表明，使用案例研究，阻碍埃塞俄比亚服装行业生产力的最关键因素，以及如何通过集成技术或工具来解决这些因素。本研究具有实践性和现实性,并利用埃塞俄比亚服装工业部长和案例服装的主要和次要数据收集了必要的数据。观察结果表明，非增值活动从43%降至5%，瓶颈从3到0，工人的运输距离每班减少了650m。箱装日产量和平片、被套产品主要出口产量从43.3%增长到57.7%-75.8%,每班100%,分别。每个操作员的标准时间可以使用时间研究来设置，这可以节省315分钟的案例服装操作，实现每班800个的生产目标。因此,使用单一的工具或模型并没有显着改善这个服装行业，但它应该被用作精益和工作学习的组合工具，以提高有吸引力的生产率。
