Estimation of production time in the hottest scree

2022-08-20
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Estimation of production time in silk printing work (III)

a recording board and a stopwatch are needed to clearly set and interrupt time. Use accounting paper to fill in the columns with the corresponding figures of the colored data of the production workshop. That is to say, one color one column, two color one column, and so on. Table 5 illustrates what the setup and interrupt tables look like. For easy operation and long-term preservation of your data, it is best to record the data in the form of a spreadsheet. If you have a deeper application of this, you can also make an update table and a diagram to set/reduce the interruption time. Table 5: record the setting or interruption time

1 color, 2 colors, 3 colors, 4 colors, 5 colors, 6 colors

use this table to record the setting or interruption time (minutes) of different jobs under each printing color type. When a column is completed (at least 10 jobs are recorded), divide the total time spent by the number of jobs, and the result is the average setting or interruption time of each color

if you can record carefully, you can get better and very close to the actual data, and you can know the time spent in processing under normal circumstances, rather than the time seen by the naked eye

on your set time record, the time period recorded is from the moment the previous job is completed to the first good print of the current job. For interruption, it is from the inspector at the end of the conveyor belt saying that the current operation is stopped until the inspector receives the first version of the next operation. If the inspector goes to the lounge, or drinks a cup of tea, or stops to talk about the football match last Monday night, and the clock continues to run, then all the waste of time outside the actual printing either belongs to the setting time or to the interruption time

after at least 10 settings and 10 interruption times for each type (1 color, 2 colors, etc.), calculate the average setting and interruption time for each type by dividing the total value of each column by the number of records in each column. For example, if 10 times are recorded in the 3-color column for a total of 240 minutes, the average value is:

240 minutes (total) ÷ 10 times =24 minutes/each setting

the calculation of interrupt time is the same as that of setting time. The data of total setting and interrupt time can be used to calculate the final production time mentioned above. To ensure accuracy, re measure and calculate the setting and interruption time at least once a year

IV. calculate the printing time

using the same record sheet as the setting/interruption record sheet to count the printing time will undoubtedly be unique to your workshop. The printing time is a period of time from the first good print sent to the drying conveyor belt to the inspector saying that the operation is completed. Like the calculation of setting/interruption time, printing time also includes all the time spent drinking coffee, revision time, or going to the warehouse to get raw materials and blank T-shirts

table 6: data sheet of printing time

1 color, 2 color, 3 color, 4 color, 5 color, 6 color PCs timepcs timepcs timepcs timepcs timepcs time

use this table to record 1 big wave of international chemical giants to set off a new round of price rise, record the number of printing pieces per color type and the total time required for printing. Record at least 10 jobs repeatedly. It does not include the setting and interruption time, but includes all the time from the first good print sent to the drying conveyor belt to the completion of the inspector's work. Sum up the time of each column and the number of printed pieces, and divide the total time by the total number of pieces to get the average printing time of each garment of different color types

Figure 6 shows a sample table recording the actual printing time. Since the setting and interruption data are fixed for all types of printing operations, all settings and interruptions use the "anti glare" performance of materials to make the rearview mirror coated on the back unnecessary to adjust whether it is day or night. The data can be recorded in a table, but the printing time is different for different operations, so a printing schedule must be attached to each special operation. That is to add a table for wet pressing type, another table for unconventional printing, etc. In addition, you should attach a table to record the number of pieces of each job

use the same method of calculating the average value of setting/interruption time to total the data of the printing time column. However, this time, instead of calculating the average value, calculate the total number of pieces and printing time, and then divide the total time (minutes) by the total number of pieces to get the printing time of a garment

the following examples: take 5-color wet press wet printing as an example, assume that 10 projects share 412 minutes for production, and the total number of pieces produced in 412 minutes is 2575. Divide 412 minutes by 2575 pieces to get the time required for printing a garment with automatic 5-color garment printing:

412 minutes ÷ 2575 pieces =0.16 minutes

now let's apply these data to practice, It is used to estimate the transition from productive manufacturing to service manufacturing in the production of 5-color printing. First, establish an automatic printing production schedule similar to table 2, and add a 0.16 minute in the 5 color type column of the schedule; Then calculate the printing time of 500 pieces of clothing, multiply 500 by

0.16 minutes/piece (clothing):

500 pieces × 0.16 minutes/piece (clothing) = 80 minutes (total printing time)

the total production time is obtained by adding 80 minutes to the previously calculated setting/interruption time data of 5-color printing (automatic)

v. establish your own schedule

through the above introduction, you can establish your own schedule. When arranging work, you can only do according to the schedule you have established. In addition, when establishing the schedule, we should leave a little space to meet the sudden printing needs of customers. A full schedule will put you in trouble, such as an urgent mail suddenly, or the machine breaks down. If the development of things is consistent with your schedule, you may wish to schedule the next week in advance, so that you have time to deal with special situations. I usually arrange 80% of my work within 100% of the achievable time, so I have 20% of my spare time to deal with special situations

the ability to estimate production time gives each of us information on how to plan, arrange, price and receive orders. The estimation of production time based on the previous actual data of the workshop reduces the risk of relying only on assumptions. As we all know, it is impractical to estimate the time to make things out of nothing to effectively eliminate tiger skin lines, and we won't be lucky not to have problems every time. If you establish a regular schedule, you can have a clear understanding of the production process and employee productivity, which is much better than assumptions and assumptions. This is the real actual production

about the author: Terry combs is an experienced silk printing worker who has worked in many enterprises for more than 20 years. He has written a lot of management and technical articles for the industrial and commercial publishing industry

Author: Terry combs

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