Tout ensemble, the key tasks of IE include product
analysis through determining the optimum method of
construction and establishing operation bulletin, production planning for effective and balanced flow of
product, operator performance monitoring systems by
hourly production monitoring and skill matrix, justifying all changes based on analysis of work content,
continuous improvement, taking cost-saving opportunities, monitoring operator performances and taking action to improve performances, and eliminating
causes of underperformance (Islam et al. 2017; Rahman & Amin 2016). In addition, the implementation
of 5S and six sigma are important tasks of IE in RMG
(Khan 2016).
The concept and functions of IE are indeed quite
clear as they are the key to improve work nature
and methods in RMG industry (Chandurkar, Kakde,
& Bhadane 2015). Surprisingly, very few among the
RMG industry in EAC have comprehended the IE
functions and put in place the IE department. This is
quite daunting, yet they need productivity improvement and sustainable competitiveness. But how can
this be possible without a proper IE department.
The present case was built upon the empirical
study conducted at Southern Range Nyanza Limited (NYTIL), Jinja, Uganda. NYTIL company is
a vertically integrated textile industry with apparel
manufacturing as the most critical department. The
garment production manager is faced with the problem of being unable to determine a realistic production
target, capacity setting, and workers’ incentives due to
the unavailability of SMV or standard allowed minute
(SAM) and operation bulletin for garment assembly
line. As the result, the garment department operates
with low efficiency and is unable to meet the daily
production target. SMV is the time required by an
average skilled operator, working at a normal pace,
to perform a specified task using a prescribed method
(Elnaggar 2019). SMV is an important parameter used
for garment assembly line balancing that is necessary for efficiency and productivity improvements
(Gebrehiwet & Odhuno 2017;Yemane, Gebremicheal,
Meraha, & Hailemicheal 2020). SMV is not only used
in the apparel industry but also in the leather industry for product assembly lines, such as for bags and
shoes (Moktadir 2017). Therefore, the present study
aimed at determining SMV for a complex garment
assembly line which was then used for developing
the operation bulletin. In essence, the study demonstrated the important of IE and OM for determining
a realistic operation bulletin, which is emblematic for
productivity planning and improvement.
2 LITERATURE REVIEW
2.1 RMG manufacturing challenges and
opportunities
Garment manufacturing, also known as apparel manufacturing, is labor intensive, which has led to the
shifting of many apparel manufacturing facilities from
developed countries to developing countries because
of the cheap labor force. Although there is cheap labor
in developing countries, garment industries are facing
the greatest challenges, such as short production life
cycles, high volatility, low predictability, high level
of impulse, and quick market response (Rajkishore
& Padhye 2015). In order to survive, the garment
industries in developing countries are betting big on
reducing the cost of production by sourcing cheaper
raw materials and minimizing delivery cost rather than
labor productivity because of the availability of cheap
labor.
Global and local competition is still a major challenge amongst apparel manufactures. Therefore, one
can only survive in the market if all unnecessary costs
are reduced, the range of production is expanded, and
consumers are considered individually. However, the
local apparel manufacturers are gradually reducing
the production and focusing on performing only the
entrepreneurial functions involved in apparel manufacturing such as buying raw materials, designing
clothes and accessories, preparing samples, arranging
for the production, and distribution and marketing of
the finished products (Rajkishore & Padhye 2015).
Rapid technological changes and customer expectations have also imposed a great challenge to apparel
manufacturers, especially in developing countries.
Therefore, there is high demand from the manufacturers to improve the quality of fashion products
constantly, and thus to survive in the market (Karthik,
Ganesan, & Gopalakrishnan 2017). In addition, the
manufacturers are required to adjust their production
system in order to meet market demand, so that they
have to set a flexible production model that is capable
of quick and easy adjustment to modern requirements
(Babu 2012).
Another technological challenge facing apparel
manufacturers in developing countries is the differences that exist in the process of making clothes of
different fashions, which in one way or the other
requires a different organization of technological processes (Colovic 2012). Therefore, this calls for the
most economical ways of working and time required to
perform work operations, change management, capacity, and planning. Further, it is necessary to implement
new solutions in manufacturing, information systems,
management techniques, and design (Colovic 2011).
The challenge facing the apparel industries in developing countries is the indispensability of the scientific
approach and engineering applications for apparel
manufacturing. This implies that the apparel manufacturers will find it very difficult to meet the cost of
production unless and until manufacturing is done with
a scientific approach, such as the implementation of a
simulation model for line balancing and assembly line
design, lean production, etc. (Babu 2012; Bongomin,
Mwasiagi, Nganyi, & Nibikora 2020a).
Generally, the apparel industries across the whole
world, especially in developing countries, will not
achieve any pleasing results for the management
76
analysis through determining the optimum method of
construction and establishing operation bulletin, production planning for effective and balanced flow of
product, operator performance monitoring systems by
hourly production monitoring and skill matrix, justifying all changes based on analysis of work content,
continuous improvement, taking cost-saving opportunities, monitoring operator performances and taking action to improve performances, and eliminating
causes of underperformance (Islam et al. 2017; Rahman & Amin 2016). In addition, the implementation
of 5S and six sigma are important tasks of IE in RMG
(Khan 2016).
The concept and functions of IE are indeed quite
clear as they are the key to improve work nature
and methods in RMG industry (Chandurkar, Kakde,
& Bhadane 2015). Surprisingly, very few among the
RMG industry in EAC have comprehended the IE
functions and put in place the IE department. This is
quite daunting, yet they need productivity improvement and sustainable competitiveness. But how can
this be possible without a proper IE department.
The present case was built upon the empirical
study conducted at Southern Range Nyanza Limited (NYTIL), Jinja, Uganda. NYTIL company is
a vertically integrated textile industry with apparel
manufacturing as the most critical department. The
garment production manager is faced with the problem of being unable to determine a realistic production
target, capacity setting, and workers’ incentives due to
the unavailability of SMV or standard allowed minute
(SAM) and operation bulletin for garment assembly
line. As the result, the garment department operates
with low efficiency and is unable to meet the daily
production target. SMV is the time required by an
average skilled operator, working at a normal pace,
to perform a specified task using a prescribed method
(Elnaggar 2019). SMV is an important parameter used
for garment assembly line balancing that is necessary for efficiency and productivity improvements
(Gebrehiwet & Odhuno 2017;Yemane, Gebremicheal,
Meraha, & Hailemicheal 2020). SMV is not only used
in the apparel industry but also in the leather industry for product assembly lines, such as for bags and
shoes (Moktadir 2017). Therefore, the present study
aimed at determining SMV for a complex garment
assembly line which was then used for developing
the operation bulletin. In essence, the study demonstrated the important of IE and OM for determining
a realistic operation bulletin, which is emblematic for
productivity planning and improvement.
2 LITERATURE REVIEW
2.1 RMG manufacturing challenges and
opportunities
Garment manufacturing, also known as apparel manufacturing, is labor intensive, which has led to the
shifting of many apparel manufacturing facilities from
developed countries to developing countries because
of the cheap labor force. Although there is cheap labor
in developing countries, garment industries are facing
the greatest challenges, such as short production life
cycles, high volatility, low predictability, high level
of impulse, and quick market response (Rajkishore
& Padhye 2015). In order to survive, the garment
industries in developing countries are betting big on
reducing the cost of production by sourcing cheaper
raw materials and minimizing delivery cost rather than
labor productivity because of the availability of cheap
labor.
Global and local competition is still a major challenge amongst apparel manufactures. Therefore, one
can only survive in the market if all unnecessary costs
are reduced, the range of production is expanded, and
consumers are considered individually. However, the
local apparel manufacturers are gradually reducing
the production and focusing on performing only the
entrepreneurial functions involved in apparel manufacturing such as buying raw materials, designing
clothes and accessories, preparing samples, arranging
for the production, and distribution and marketing of
the finished products (Rajkishore & Padhye 2015).
Rapid technological changes and customer expectations have also imposed a great challenge to apparel
manufacturers, especially in developing countries.
Therefore, there is high demand from the manufacturers to improve the quality of fashion products
constantly, and thus to survive in the market (Karthik,
Ganesan, & Gopalakrishnan 2017). In addition, the
manufacturers are required to adjust their production
system in order to meet market demand, so that they
have to set a flexible production model that is capable
of quick and easy adjustment to modern requirements
(Babu 2012).
Another technological challenge facing apparel
manufacturers in developing countries is the differences that exist in the process of making clothes of
different fashions, which in one way or the other
requires a different organization of technological processes (Colovic 2012). Therefore, this calls for the
most economical ways of working and time required to
perform work operations, change management, capacity, and planning. Further, it is necessary to implement
new solutions in manufacturing, information systems,
management techniques, and design (Colovic 2011).
The challenge facing the apparel industries in developing countries is the indispensability of the scientific
approach and engineering applications for apparel
manufacturing. This implies that the apparel manufacturers will find it very difficult to meet the cost of
production unless and until manufacturing is done with
a scientific approach, such as the implementation of a
simulation model for line balancing and assembly line
design, lean production, etc. (Babu 2012; Bongomin,
Mwasiagi, Nganyi, & Nibikora 2020a).
Generally, the apparel industries across the whole
world, especially in developing countries, will not
achieve any pleasing results for the management
76