Assembly-Line Balancing:
A Valuable Tool for
Increasing Efficiency
Coverage
1. What is assembly-line balancing?
2. How can assembly-line balancing be used in
organization?
3. Unbalance Line and Its effect.
4. Balanced Line and its effect.
5. What are the steps in balancing an assembly line?
6. Example of assembly-line balancing.
2
What is assembly-line balancing?
Assigning each task to a workstation within an
assembly line in order to meet the required
production rate and to achieve a minimum amount
of idle time.
Line balancing is the procedure in which tasks along
the assembly line are assigned to work station so
each has approximately same amount of work.
3
How Can Assembly-Line Balancing Help
Organization?
Increased efficiency
Increased productivity
Potential increase in profits and decrease in costs
4
Unbalance Line and Its effect
!? Zzz Zzz
Work Work Work Work
Station 1 Station 2 Station 3 Station 4
10 sec
40 sec 15 sec 15 sec
Overproduction!
Generates waste Undesirable waiting
High work load in some stages (Overburden)
Maximizes wastes (over-processing, inventory, waiting, rework, transportation,
motion)
High variation
Restrict one piece flow
Maximizes Idle time
5
Poor efficiency
Balanced Line and its effect
Work Work Work Work
Station 1 Station 2 Station 3 Station 4
25 sec 25 sec 20 sec 15 sec
Promotes one piece flow
Avoids excessive work load in some stages (overburden)
Minimizes wastes (over-processing, inventory, waiting, rework,
transportation, motion)
Reduces variation
Increased Efficiency
Minimizes Idle time 6
SMV
SMV – time that is allowed to perform the job
satisfactory.
SMV = Basic time + Allowances
Standard Minute Value
SMV = B.T + Allowances
Basic Time
The basic time for the operation is found by applying concept
of rating to relate the observed to that of a standard place of
working.
Calculated as follows:
Basic time = observed time * observed rating
100
(BT = Observed time * Observed Rating= A
constant)
100
Example..
Rating = 50 75 100 125
Observed time = 1.2 0.8 0.6 0.5
Basic Time = 1.2*50 0.8*75 0.6*100 0.5*125
100 100 100 100
= 0.6 0.6 0.6 0.6
SMV calculation
Element description Obser Obser. Basic Freq. Basic
rating time Time Time/Gmt
Get bundle and sort parts 95 0.32 0.304 1/30 0.010
Match pocket flap to lining 105 0.11 0.116 1/1 0.116
Sew round flap 100 0.48 0.480 1/1 0.480
Trim threads and turn out 58 0.35 0.298 1/1 0.298
flap
Top stitch flap 90 0.56 0.504 1/1 0.504
Close bundle and place 110 0.23 0.253 1/30 0.008
aside
Total 1.416
Total basic time/garment (brought forward) 1.416
Add machine attention allowances 7%
7% of (0.480 + 0.504) = 0.07 x 0.984 = 0.069
Basic time + MAA (1.416 + 0.069) = 1.485
Add personal needs and relaxation allowances 14%
14% of 1.485 = 0.14 x 1.485 = 0.208
Standard minute Value (SMV) = Basic time + all
allowances
= 1.485 + 0.208 = 1.693
(SMV)
Production Planning
Load and capacity Planning
Successful planning requires knowledge of two
variables to determine the time required to
manufacture a contract.
Load – How much work we are putting on a section
Capacity – How much work a section is capable of
completing
In an ideal situation
>> Load = Capacity
Load and capacity
LOAD – Contract size x Work content
Capacity – The amount of work the factory or
section is capable of doing.
The scheduling rule
Balance load and capacity
Arrange the programmed of work so that the load
can be achieved
Use common units – standard minutes
Pitch Time
Reference value for synchronization in the division of
labor is called Pitch Time (PT). Pitch Time provides
average time allotted to each worker.
Bottleneck Process:
The time at which the longest time is required is called “bottleneck Process” The
state of line organization should be evaluated as “Organization Efficiency” Using
the pitch time and Bottleneck Process Time.
Pitch Time
Organization Efficiency (%) = ________________________ x 100
Bottleneck Process Time
100
= ______ X 100
140
= 71.4 % (For the aforementioned case study)
Pitch Diagram in the form of Column Graph
1st bottleneck Process
2nd bottleneck Process Loss in balance
Loss in balance
(Seconds)
160
140
120
14 0
100
ent Time
Work 80 115 110
Allotment 85
60 105 95
orkAllotm
Time
80 70
40
20
W
A B C D E F G H
Name of worker (in the order of processes)
Pitch Diagram (bar graph)
How to reduce the number of
bottleneck processes
(1) Investigate the relation between the bottleneck process and its
previous and subsequent processes to correct the line organization.
(2) Investigate whether it is possible to further divide the process.
(3) Conduct the motion study for work improvement.
(4) Make improvements to equipment, jig and tools.
(5) Mechanize the manual work.
(6) Change the positions of workers.
(7) Investigate the modification to the machining specifications.
(8) Make it a rule to lend the worker in charge of the bottleneck
process a helping hand
Control limit
(seconds)
160 Bottleneck Process
140 140
Upper Limit
120 115
W ork A llotm ent T im e
105 110
100
80 95 Lower Limit
140
85
60 80
70
40
20
A B C D E F G H
Name of worker (In order of processes)
Control limit
Target organization efficiency = 85 %
Pitch Time
Upper Limit = _________________________ X 100
Target organization efficiency
= 117.6 Seconds
Lower Limit = 2 x Pitch Time – Upper Limit
= 2 x 100 – 117.6
= 82.4 Seconds
