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\title{Assembly Line Balancing to Improve Productivity using Work Sharing Method in Apparel Industry}
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             \author[1]{Md. Niaz Morshed  }

             \affil[1]{  Khulna University of Engineering and Technology}

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\date{\small \em Received: 13 December 2013 Accepted: 4 January 2014 Published: 15 January 2014}

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\begin{abstract}
        


Line balancing is an effective tool to improve the throughput of assembly line while reducing non-value-added activities, cycle time. Line balancing is the problem of assigning operation to workstation along an assembly line, in such a way that assignment is optimal in some sense. This project mainly focuses on improving overall efficiency of single model assembly line by reducing the non-value added activities, cycle time and distribution of work load at each work station by line balancing. The methodology adopted includes calculation of cycle time of process, identifying the non â??"value-added activities, calculating total work load on station and distribution of work load on each workstation by line balancing, in order to improve the efficiency of line and increase overall productivity.

\end{abstract}


\keywords{line balancing (lb), assembly line balancing (alb), line efficiency (le), labor productivity.}

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\let\tabcellsep& 	 	 		 
\section[{Introduction}]{Introduction}\par
extile industry is one of the world's major industries and the garment industry is a substantial one within the supply chain of textile industry. The production process of garments is separated into four main phases: designing or clothing pattern generation, fabric cutting, sewing, and ironing or packing. The most critical phase is the sewing phase, as it generally involves a great number of operations. The sewing line consists of a set of workstations in which a specific task in a predefined sequence is processed. In general, one to several tasks is grouped into one workstation. Tasks are assigned to operators depending on the constraints of different labor skill levels. Finally, several workstations in sequence are formed as a sewing line. Shop floor managers are concerned with the balance of the lines by assigning the tasks to workstations as equally as possible. Unequal workload among workstations of a sewing line will lead to the increase of both WIP and waiting time, indicating the increase of both production cycle time and cost. In practice, the sewing line managers or production controllers use their experience to assign tasks to workstations based on the task sequence, labor skill levels and the standard time required to complete each task. As a result, the line balance performance cannot be guaranteed from one manager to another with different assignment preference and/or work experience.\par
In garment industry a product is manufactured through a series of operations. Each operation must be performed on a machine (sewing machine) with a specific machine setting, i.e. yarn color, machine attachment. Manufacturing a product always requires different types of sewing machines and different yarn colors, making it difficult to assign a worker to perform operations on just a single machine. There is a maximum number of machines that each worker can use for a particular product. Figure \hyperref[fig_0]{1}, for example, denotes the line configuration of the problem considered in this research of which each worker can use at most three different machines. For the ease of working, identical machines of different settings will be treated as different machines. The worker therefore needs not to adjust the setting every time he/she performs an operation.\par
The optimization model takes into account workers' skill levels as well as the constraint on the number of machines at each station (worker). Each operation can be classified as a skill type. Each worker in the team is evaluated for all these skills on standardized tests. The ratings based on time required to perform such skill to meet acceptable quality level is given to each worker for each skill. This rating system allows for incompetent workers who cannot perform certain skills as well. The solution approach is divided into two phases. In the first phase, a multi-stage integer programming model is developed to assign operations, corresponding machines and their settings to stations considering standard operation times, station by station. Parallel stations are allowed so as to improve overall line cycle to as well as to use the required number of workers. Then in the second phase, another integer programming model is used to assign workers to stations based on their aptitudes to minimize the overall line cycle time. 
\section[{II.}]{II.} 
\section[{Literature Review}]{Literature Review}\par
Assembly line balancing is the problem of assigning various tasks to workstations, while optimizing one or more objectives without violating any restrictions imposed on the line. ALBP has been an active field of research over the past decades due to its relevancy to diversified industries such as garment, footwear and electronics. The assembly line balancing problem has received considerable attention in the literature, and many studies have been made on this subject since 1954. The assembly line balancing problem was first introduced by Bryton in his graduate thesis. In his study, he accepted the amount of workstations as constant, the workstation times as equal for all stations and work tasks as moving among the workstations. The first article was published in 1955 by Salveson. He developed a 0-1 integer programming model to solve the problem. COMSOAL (Computer Method of Sequencing Operations for Assembly Lines) was first used by Arcus in 1966 as a solution approach to the assembly line balancing problem. Helgeson ve Birnie [11] developed the "Ranked Positional Weight Technique". In this method, the "Ranked Positional Weight Value" is determined. It is the sum of a specified operation time and the working times of the other operations that can't be assembled without considering the operation finished. While taking into consideration the cycle time and technological precedence matrix, the operation having the largest ranged weight is assigned to the first workstation, and other operations are assigned to workstations in accordance with their ranked positional weight value.\par
Configurations of assembly lines for single and multiple products could be divided by three line types, single-model, mixed-model and multi-model.\par
Single-model assembles only one product, and mixed-model assembles multiple products, whereas a multi-model produces a sequence of batches with intermediate setup operations. A single-model line balancing problem with real application was solved in this project. ALBP with various objectives are classified into three types ? ALBP-I: Minimizes the number of workstations, for a given cycle time.\par
? ALBP-II: Minimizes the cycle time, for a given number of workstations.\par
? ALBP-III: Maximizes the workload smoothness, for a given number of workstations. In type I problems, the ALBP of assigning tasks to workstations is formulated with the objective of minimizing the number of workstations used to meet a target cycle time. It can result in low labor costs and reduced space requirements. Type II problems maximize the production rate of an assembly line. Since this objective requires a predetermined number of workstations, it can be seen as the counterpart of the previous one. In general, shop managers are concerned with the workload equity among all workers. The issue of workload smoothing in assembly lines allocates tasks among a given number of workstations, so that the workload is distributed as evenly as possible. This problem is known as Type III problem. Our project was focused on type-1 line balancing problem. Relevant data obtained from an apparel industry was used to formulate the solution. The objective of the project was to balance the cycle time for various operations and minimization of workstations.\par
Assembly Line Balancing to Improve Productivity using Work Sharing Method in Apparel Industry III. 
\section[{Methodology}]{Methodology}\par
In order to balance a production line in sewing floor a line was chosen and necessary data was accumulated from the line. A garment order is chosen which was started in that line, knowing total amount of order, style description, fabric type and color. Two important attributes have been considered, one is possible standard method for each process and another is considerable time in between the input has been fed to the time study took to record the actual individual capacity of each worker. We have recorded the time to make each process for each and every worker to find out the number of operator and helper, type of machines and individual capacity. To find out the(standard minute value ) S.M.V , process wise capacity has been calculated, in addition to that we have calculated the target, benchmark capacity, actual capacity line graph, labor productivity and line efficiency. After taking necessary data from the line we proposed a suitable line balancing technique for the line. At first we highlighted the bottleneck processes which were our prime concern and then seek solution to minimize the problem. In this project we proposed a method to balance the line by sharing workload among equally adept workers who has experience in both the bottleneck process and balancing process. Line has been balanced considering the bottleneck and balancing process where the balancing process has shared the excess time after the benchmark production in the bottleneck process. After balancing, new manpower has been proposed and final capacity of each worker has been reallocated. We have compared the line graph after balancing the line, labor productivity and line efficiency. Finally a proposed production layout has been modeled with balanced capacity. The breakdown is done to better understand and implement the sequential order of product processing steps. 
\section[{Global Journal of Researches in Engineering}]{Global Journal of Researches in Engineering}\par
Taking cycle time for each operation is done manually and S.M.V is calculated from the average time with suitable allowance. Adding total S.M.V we can obtain target/hour. In this case 80\% efficiency is the desired output level per hour.\par
Before line balancing production scenario is illustrated in table -1\par
Global Journal of Researches in Engineering ( ) Labor productivity 40 
\section[{Line efficiency 44}]{Line efficiency 44}\par
Process wise capacity of each work station has been shown in Annexure 1 where Standard minute value (S.M.V) has been calculated by taking average cycle time for each process and considering allowances. Table  {\ref :} 1 shows the target per hour for the line calculating total 27 manpower worked on that line for 6oo minutes with a S.M.V value of 6.42. We have standardized the Bench mark target of 201 pieces of garment at 80\% efficiency. Observation before balancing the line has been reflected as labor productivity is 40, line efficiency is 44\%.   
\section[{b) Bottleneck processes}]{b) Bottleneck processes}\par
From Figure \hyperref[fig_0]{1}: we have identified some variations in process capacity from the bench mark target and the lower capacity from the bench mark target is the bottleneck process as production flow would stuck on the bottleneck point. Comparing total capacity of each process to the 80\% bench mark target, we have identified the bottleneck processes named Main label attach position mark, Side seam with care label attaching, Body heam . Total production has been blocked in these seven work stations and large work in process (WIP) has been stuck in these bottleneck processes. 
\section[{c) Balancing Processes}]{c) Balancing Processes}\par
Balancing method is very essential to make the production flow almost smoother compare to the previous layout. Considering working distance, type of machines and efficiency, workers who have extra time to work after completing their works, have been shared their work to complete the bottleneck processes. Previously identified three bottleneck processes have been plotted in the left side of the Table \hyperref[tab_1]{2}. Side seam and Sleeve join with body both have been made by overlock machine and these have been shared by two overlock machine processes.\par
Operator who work in Process no. 13 Sleeve join with body, have been worked for 50 minutes per hour in her first process, capacity 192 pieces and then have been worked in the process no. 16 Side seam for last 10 minutes to make additional 28 pieces for overall capacity of 195 pieces on process no. 16. First column on both side of center table shows the machine type and then followed by process no. process name, S.M.V value, previous capacity and after balance capacity. After first process front and back match, bundle of garments have been come to process no. 2 shoulder joint, then the bundle have been passed to process no. 6 Neck rib join with body and in between the processes, 3 helper has been worked in process no. 3,4,5. The working bundle then has been passed to process no. 7 and so on. In the proposed balancing process machines of the same type are used for line balancing. Process no 7 and 8 are both manual operations, process 13 and 16 are done by overlock machine, process 18 and 20 are done by flatlock machine .So workers operating on the same machines are accustomed to the various operations done by the same machine. As a result they can share their work.\par
VI. 
\section[{Result and Findings}]{Result and Findings}\par
Changing from traditional layout to balanced layout model, there are considerable improvements have moved toward us. Among the three operators who were replaced to another line, have been used in the overlock and flatlock machines and the total worker of 24 instead of 27, labor productivity has been increased from 40 to 50.\par
In a day we have boost up the production up to 1190 and with manpower of 24, line efficiency has been improved from 43\% to 53\% which is shown in Table \hyperref[tab_3]{3}. In an improved layout, target has been decreased at each efficiency level. At 80\% efficiency, target is now 180 pieces per hour which has been considered as new bench mark target.  As a result of the balancing process total output per day has been increased and manpower requirement has been reduced which ultimately leads to increased labor productivity and line efficiency. Revised takt time is estimated to be .2675.  
\section[{Improvement}]{Improvement}\par
Further improvements in the productivity can be achieved by considering large amount of order minimum 10000pieces. Table \hyperref[tab_1]{2} shows the new bench mark target which can be the further chance of improvements to balance the line with this new bench mark target. Proposed layout model has been followed the logic of modular system (one worker works more than two processes who is skilled on all processes and these combination of skilled workers finish their work in piece flow production) and traditional system (one worker works in one process and all the workers who may be skilled or not finish their work in bundle flow production) both together where only modular production system can be applicable with a series of skilled workers to achieve more productivity. On this occasion, skilled workers are eligible for the production processes and proper training and supervision is essential to achieve the optimum improvements on productivity and efficiency.\par
Maximum outputs have been increased to 1190 pieces a day which was previously recorded to 1100 pieces a day. Before balancing the line 7700 pieces of garments have been produced for 7 days where 7140 pieces have been produced for 6 days after balancing the line. We have saved one day lead time for that style of 9000 pieces and almost 600 minutes of labor work value time. We have replaced 2 operators and 1 helpers into different lines and relatively saved 3 workers work time of 1800 minutes from that line. 
\section[{VIII.}]{VIII.} 
\section[{Conclusion}]{Conclusion}\par
Result would have been more effective if we would have taken some large quantity order and balancing the process is highly related to the type of machines as machine utilized in bottleneck and balancing process should be similar. Further improvements in the productivity can be achieved by considering large amount of order minimum. Proposed layout model has been followed the logic of modular system (one worker works more than two processes Global Journal of Researches in Engineering ( ) G Volume XIV Issue III Version I who is skilled on all processes and these combination of skilled workers finish their work in piece flow production) and traditional system (one worker works in one process and all the workers who may be skilled or not finish their work in bundle flow production) both together where only modular production system can be applicable with a series of skilled workers to achieve more productivity. On this occasion, skilled workers are eligible for the production processes and proper training and supervision is essential to achieve the optimum improvements on productivity and efficiency.\begin{figure}[htbp]
\noindent\textbf{1}\includegraphics[]{image-2.png}
\caption{\label{fig_0}Figure 1 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{2}\includegraphics[]{image-3.png}
\caption{\label{fig_1}Figure 2 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{}\includegraphics[]{image-4.png}
\caption{\label{fig_2}}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{1}\includegraphics[]{image-5.png}
\caption{\label{fig_3}Figure 1 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{33}\includegraphics[]{image-6.png}
\caption{\label{fig_4}Figure 3 :Figure 3 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{1} \par 
\begin{longtable}{P{0.4225988700564972\textwidth}P{0.03841807909604519\textwidth}P{0.3889830508474576\textwidth}}
Total output per day\tabcellsep =\tabcellsep 1100\\
Total manpower\tabcellsep =\tabcellsep 27\\
Working time\tabcellsep =\tabcellsep 600\\
S.M.V\tabcellsep =\tabcellsep 6.42\\
Takt time (min)\tabcellsep =\tabcellsep .238\\
Target/hour\tabcellsep =\tabcellsep 252 (efficiency 100\%)\\
Target/hour\tabcellsep =\tabcellsep 201 (efficiency 80\%)\\
\tabcellsep =\tabcellsep 151 (efficiency 60\%)\end{longtable} \par
 
\caption{\label{tab_0}Table 1 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{2} \par 
\begin{longtable}{P{0.021824324324324323\textwidth}P{0.10797297297297298\textwidth}P{0.025270270270270272\textwidth}P{0.2458108108108108\textwidth}P{0.057432432432432436\textwidth}P{0.018378378378378378\textwidth}P{0.06547297297297297\textwidth}P{0.0918918918918919\textwidth}P{0.03331081081081081\textwidth}P{0.0895945945945946\textwidth}P{0.06202702702702703\textwidth}P{0.031013513513513516\textwidth}}
Sl\tabcellsep \tabcellsep \tabcellsep \tabcellsep \multicolumn{3}{l}{Bottleneck process}\tabcellsep \tabcellsep \tabcellsep Balancing process\\
no\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep \multicolumn{2}{l}{Process}\tabcellsep \multicolumn{2}{l}{Process}\tabcellsep Capacity\tabcellsep Balanced\tabcellsep Process\tabcellsep \multicolumn{2}{l}{Process}\tabcellsep Capacity\tabcellsep Balanced\\
\tabcellsep name\tabcellsep \tabcellsep no\tabcellsep \tabcellsep /hour\tabcellsep capacity\tabcellsep name\tabcellsep \tabcellsep no\tabcellsep /hour\tabcellsep capacity\\
1.\tabcellsep \multicolumn{2}{l}{Main label}\tabcellsep 8\tabcellsep \tabcellsep 180\tabcellsep 200\tabcellsep \multicolumn{2}{l}{Thread cut}\tabcellsep 7\tabcellsep 240\tabcellsep 212\\
\tabcellsep \multicolumn{2}{l}{attach position mark}\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \& fold\tabcellsep \\
\tabcellsep \multicolumn{2}{l}{Remarks}\tabcellsep \multicolumn{7}{l}{Process \# 7 can work for 50 min. and share work with process \# 8 for last 10 min.}\\
Sl\tabcellsep \tabcellsep \tabcellsep \multicolumn{4}{l}{Bottleneck process}\tabcellsep \tabcellsep \tabcellsep Balancing process\\
no\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep Process\tabcellsep \multicolumn{2}{l}{Process}\tabcellsep \multicolumn{2}{l}{Capacity}\tabcellsep Balanced\tabcellsep Process\tabcellsep \multicolumn{2}{l}{Process}\tabcellsep Capacity\tabcellsep Balanced\\
\tabcellsep name\tabcellsep no\tabcellsep \tabcellsep \multicolumn{2}{l}{/hour}\tabcellsep capacity\tabcellsep name\tabcellsep no\tabcellsep /hour\tabcellsep capacity\\
2.\tabcellsep Side seam\tabcellsep 16\tabcellsep \tabcellsep \multicolumn{2}{l}{167}\tabcellsep 195\tabcellsep Sleeve join\tabcellsep 13\tabcellsep 230\tabcellsep 192\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep with body\tabcellsep \\
\tabcellsep Remarks\tabcellsep \tabcellsep \multicolumn{7}{l}{Process \# 13 can work for 50 min. and share work with process \# 16 for last 10 min.}\\
Sl no\tabcellsep \tabcellsep \tabcellsep \multicolumn{4}{l}{Bottleneck process}\tabcellsep \tabcellsep \tabcellsep Balancing process\\
\tabcellsep Process\tabcellsep Process\tabcellsep \tabcellsep \multicolumn{2}{l}{Capacity}\tabcellsep Balanced\tabcellsep Process\tabcellsep Process\tabcellsep Capacity\tabcellsep Balanced\\
\tabcellsep name\tabcellsep no\tabcellsep \tabcellsep \multicolumn{2}{l}{/hour}\tabcellsep capacity\tabcellsep name\tabcellsep no\tabcellsep /hour\tabcellsep capacity\\
3.\tabcellsep Body\tabcellsep 20\tabcellsep \tabcellsep 182\tabcellsep \tabcellsep 212\tabcellsep Sleeve\tabcellsep 18\tabcellsep 273\tabcellsep 227\\
\tabcellsep heam\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep heam\tabcellsep \end{longtable} \par
  {\small\itshape [Note: RemarksProcess \# 18 can work for 50 min. and share work with process \# 20 for last 10 min.]} 
\caption{\label{tab_1}Table 2 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{} \par 
\begin{longtable}{P{0.38604746317512273\textwidth}P{0.01530278232405892\textwidth}P{0.013216039279869066\textwidth}P{0.025736497545008185\textwidth}P{0.010433715220949262\textwidth}P{0.027823240589198037\textwidth}P{0.00765139116202946\textwidth}P{0.052864157119476264\textwidth}P{0.005564648117839607\textwidth}P{0.21076104746317512\textwidth}P{0.00765139116202946\textwidth}P{0.042430441898527\textwidth}P{0.04451718494271686\textwidth}}
\multicolumn{13}{l}{Assembly Line Balancing to Improve Productivity using Work Sharing Method in Apparel}\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep Industry\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\multicolumn{3}{l}{d) Proposed Layout}\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
Balanced\tabcellsep Previous\tabcellsep \multicolumn{2}{l}{S.M.V Process}\tabcellsep Process\tabcellsep M/C\tabcellsep \tabcellsep \multicolumn{2}{l}{M/C Process}\tabcellsep Process\tabcellsep S.M.\tabcellsep Previous\tabcellsep Balanced\\
Capacity/\tabcellsep capacity\tabcellsep \tabcellsep name\tabcellsep No.\tabcellsep \tabcellsep \tabcellsep \tabcellsep No.\tabcellsep name\tabcellsep V\tabcellsep capacity\tabcellsep Capacity/hr\\
hr\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
120\tabcellsep 120\tabcellsep .25\tabcellsep Back and\tabcellsep 1. a\tabcellsep ML\tabcellsep \tabcellsep ML\tabcellsep 1. b\tabcellsep Back and\tabcellsep .25\tabcellsep 120\tabcellsep 120\\
\tabcellsep \tabcellsep \tabcellsep Front\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep Front\tabcellsep \tabcellsep \\
\tabcellsep \tabcellsep \tabcellsep matching\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep matching\tabcellsep \tabcellsep \\
261\tabcellsep 261\tabcellsep .23\tabcellsep Shoulder\tabcellsep 2\tabcellsep O/L\tabcellsep \tabcellsep ML\tabcellsep 4\tabcellsep Neck rib\tabcellsep .22\tabcellsep 273\tabcellsep 273\\
\tabcellsep \tabcellsep \tabcellsep join\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep measure \&\tabcellsep \tabcellsep \\
\multicolumn{5}{l}{44 Global Journal of Researches in Engineering Figure 2 : Year 2014 261 261 .23 Thread cut \& fold with body 250 250 .24 Care label make 227 273 .22 Sleeve heam 273 273 .22 Thread cut \& fold 120 120 .5 Quality inspectio n 250 250 .24 Neck rib join with body 212 240 .25 Trim \& fold 240 240 .25 Back tape 10 3 15 18 19 22. a 6 7 240 240 .25 Thread cut \& fold 11 273 273 .22 Sleeve match 12 ( ) G Volume XIV Issue III Version I}\tabcellsep ML SN F/L ML ML ML F/L ML ML o/L\tabcellsep WIP\tabcellsep \multicolumn{2}{l}{SN ML O/L 16 5 14 ML 17 F/L 20 ML 21 ML 22.b ML 8 SN 9 O/L 13}\tabcellsep \multicolumn{2}{l}{cut Neck rib make Thread cut \& fold Side seam with care label Thread cut \& fold Body heam .33 .24 .26 .36 .25 Thread cut \& fold .25 Quality inspection .5 Main label attach positioning mark .33 Main label attach with body .24 Sleeve join with body .26}\tabcellsep 250 230 167 240 182 240 120 180 250 230\tabcellsep 250 230 195 240 212 240 120 200 250 192\end{longtable} \par
 
\caption{\label{tab_2}}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{3} \par 
\begin{longtable}{P{0.03953488372093023\textwidth}P{0.38636363636363635\textwidth}P{0.0682875264270613\textwidth}P{0.08266384778012685\textwidth}P{0.09883720930232558\textwidth}P{0.08086680761099366\textwidth}P{0.04492600422832981\textwidth}P{0.04852008456659619\textwidth}}
Serial no\tabcellsep process\tabcellsep S.M.V\tabcellsep Total\tabcellsep Total\tabcellsep Target\tabcellsep Actual\tabcellsep Proposed\\
\tabcellsep \tabcellsep \tabcellsep capacity\tabcellsep capacity\tabcellsep (80\%)\tabcellsep manpower\tabcellsep manpower\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep (revised)\tabcellsep \tabcellsep \tabcellsep \\
1\tabcellsep Back and Front matching\tabcellsep .25\tabcellsep 240\tabcellsep 240\tabcellsep 201\tabcellsep 2\tabcellsep 2\\
2\tabcellsep Shoulder join\tabcellsep .23\tabcellsep 261\tabcellsep 261\tabcellsep 201\tabcellsep 1\tabcellsep 1\\
3\tabcellsep Thread cut \& fold\tabcellsep .23\tabcellsep 261\tabcellsep 261\tabcellsep 201\tabcellsep 1\tabcellsep 1\\
4\tabcellsep Neck rib measure \& cut\tabcellsep .22\tabcellsep 273\tabcellsep 273\tabcellsep 201\tabcellsep 1\tabcellsep 1\\
5\tabcellsep Neck rib make\tabcellsep .24\tabcellsep 250\tabcellsep 250\tabcellsep 201\tabcellsep 1\tabcellsep 1\\
6\tabcellsep Neck rib join with body\tabcellsep .24\tabcellsep 240\tabcellsep 240\tabcellsep 201\tabcellsep 1\tabcellsep 1\\
7\tabcellsep Trim \& fold\tabcellsep .25\tabcellsep 240\tabcellsep 212\tabcellsep 201\tabcellsep 1\tabcellsep 1\\
8\tabcellsep Main label attach positioning\tabcellsep .33\tabcellsep 180\tabcellsep 200\tabcellsep 201\tabcellsep 2\tabcellsep 1\\
9\tabcellsep Main label attach with body\tabcellsep .24\tabcellsep 250\tabcellsep 250\tabcellsep 201\tabcellsep 1\tabcellsep 1\\
10\tabcellsep Back tape\tabcellsep .25\tabcellsep 240\tabcellsep 240\tabcellsep 201\tabcellsep 1\tabcellsep 1\\
11\tabcellsep Thread cut \& fold\tabcellsep .25\tabcellsep 240\tabcellsep 240\tabcellsep 201\tabcellsep 1\tabcellsep 1\end{longtable} \par
 
\caption{\label{tab_3}Table 3 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{3} \par 
\begin{longtable}{P{0.4941860465116279\textwidth}P{0.02767441860465116\textwidth}P{0.12255813953488373\textwidth}P{0.2055813953488372\textwidth}}
Total output per day\tabcellsep =\tabcellsep 1190\tabcellsep \\
Total manpower\tabcellsep =\tabcellsep 24\tabcellsep \\
Working time\tabcellsep =\tabcellsep 600\tabcellsep \\
S.M.V\tabcellsep =\tabcellsep 6.42\tabcellsep \\
Takt time (min)\tabcellsep \tabcellsep .2675\tabcellsep \\
Target/hour\tabcellsep =\tabcellsep 224\tabcellsep (efficiency 100\%)\\
Target/hour\tabcellsep =\tabcellsep 180\tabcellsep (efficiency 80\%)\\
\tabcellsep =\tabcellsep 134\tabcellsep (efficiency 60\%)\\
Labor productivity\tabcellsep \tabcellsep 50\tabcellsep \\
Line efficiency\tabcellsep \tabcellsep 53\tabcellsep \\
VII.\tabcellsep \tabcellsep \tabcellsep \end{longtable} \par
 
\caption{\label{tab_4}Table 3 :}\end{figure}
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