by Engr Kh Mashiur Rahman | Mar 25, 2021 | IE
Standard Hours of Works
Standard
Contractor must have a system to ensure compliance with legally mandated hours of work; must ensure that overtime is used only when each employee is compensated according to local laws; and must ensure that each employee is informed at the time of hiring if mandatory overtime is a condition of employment. Where local limits for regular and overtime work per week are less than 60 hours, the contractor must follow those limits. Where such limits are greater than 60 hours, every hour worked above 60 hours must be voluntary as evidenced by the employee’s signature not less than once each week indicating a desire to work the additional hours.
Requirements
Regular Work Hours
Contractor must comply with local regulations for regular work hours. Contractor must provide a mechanical or electronic time-keeping system for employees to record their work hours and must retain those records for a minimum of twelve months.
Overtime
If overtime is mandatory, each employee must be informed of this policy at the time of hiring. Total work hours including overtime must not be required in excess of the local labor laws or 60 hours per week on a regularly scheduled basis, whichever is lower.
If local labor laws allow the contractor to apply for special permission for employees to work additional hours beyond those regularly permitted, the contractor must obtain the permit and post it in the workplace.
Auto limit for hours of work is no more than 60 hours per week on a regularly scheduled basis, which means no more than 25% of any 12-week period, and due to extraordinary circumstances*.
Under extraordinary circumstances*, when hours of work exceed 60 per week, the contractor must obtain each employee’s signature on a weekly basis, stating that he or she understands the difference between mandatory and voluntary overtime and that he or she voluntarily chooses to work more than 60 hours in that particular week.
Extraordinary circumstances are defined as situations that are outside the control of the contractor (i.e., power is shut off by city, contractor has a flood or some other disaster, etc.) and do not include situations where the contractor must work to complete orders that exceeded their 60 hour/week capacity or capacity which meets lower overtime limits as mandated by local law.
Days Off
Every employee should receive at least one day off in seven on a regularly scheduled basis, which is defined as at least 75% of the weeks in any 12-week period. Whenever possible the day off should be scheduled on the same day of the week so that the employee can plan for that day of rest. If the day of rest is changed with less than one day’s (24 hours) prior notice that day should be paid as a regular rest day, if in accordance with local labor law. Under extraordinary circumstances, when the regular day off is worked, contractors must obtain each employee’s signature stating that he or she understands the difference between mandatory and voluntary overtime and that he or she voluntarily chooses to work this time.
Exemptions
Where exemptions to the local overtime regulations are needed and where it is legal to do so, a contractor may apply for such allowances with prior written approval from the Nike Compliance Manager. Once Nike approval is granted, contractor must complete the following steps:
Receive written, official approval from local labor authority
Have a system in place to ensure additional overtime work is voluntary
Obtain each employee’s signature, on a weekly basis, stating that he or she understands the difference between mandatory and voluntary overtime
Maintain a copy of Auto written approval on file
Overtime Wages
All overtime must be paid in accordance with local labor laws. (See Nike Standard on Wage.)
Document Retention
All time keeping records, time cards and other accounting documents must be retained on the contractor premises for a minimum of twelve months.
by Engr. Kh. Mashiur Rahman | Sep 25, 2019 | IE
Garment Production Planning
- Mr. ZZZ started with a proposal of introducing Fabric Team for fabric procurement to achieve better supply chain correspond regarding fabric issue. It can be maintain by Production Planning Software. aaa
- He also talked about Garment Production Planning schedule & later on adjustment due to difference between actual & virtual quantity.
- Some of the fabric issue was resolved after previous meeting, but still problem with TCNS buyer’s fabric is still there.
- Mending issue for fabric came as a vital point which became a headache for the factory concern & identified as a major barrier for on time flawless shipment.
- Some accessories & finishing rework issues were identified which was creating difficult situation for the factory.
- Lack of space in finishing space creating problem to store finished goods (due to advance production).
- Proper breakdown of order sheet required for hustle free assortment in production & packing. (specially for Perry Ellis)
- Decrease of production efficiency has been identified due to lack of order.
- Discussion began with same mending issue but at a different perspective, as Mr. MMM believes it is a lot safer to mend fabric before going for cutting or production as Mr. LLL preferred mending on finished garments.
- Delay in fabric delivery by local mills . Often they delay to give their opinion how they will resolve fabric defect which cause us shipment delay.
- Accessories are not being received on given time. He mentioned some merchandisers place booking of finishing item very lately which causes difficulties to execute consignment in due time.
- Order crisis in factory resulting decrease in efficiency.
- Thread inhouse issue creating production delay.
- Thread issue will be solved within very short he mentioned but adding another note on thread issue, he mentioned to get thread approval before getting PP sample approval.
- In reply to factory concern on advance production issue, he mentioned in some cases an order contains several PO & some of them have delay shipment date but to achieve pick Garment Production Planning efficiency production is done in one shot.
- Mr. HHH started with reply to grumbles against factory , as he mentioned most of the cases they don’t get wash standard to follow to achieve desired wash quality. Moreover for delayed delivery of goods caused by buying office as they don’t provide wash approval on time. Some reasonable time is required to execute an order but in most of the cases they don’t get enough time.
- Mr. XXX gave his observation on meeting as he appreciated everyone for their open discussion. In his observation factory need some improvement in their supply chain & technical dept. An internal team of expert team he proposed can be introduced to resolve the technical issue of Garment Production Planning
by Engr. Kh. Mashiur Rahman | May 23, 2019 | IE
Industrial Engineer Duties
Industrial Engineer Duties – Make the operation bulletin. Make the Line Layout. Setup the Manpower. Setup the Machineries. Setup the Machine attachment guide, folder and others. Pre -production Plan for Line. Line Target fix up. Improve the Line monitoring system. Improve the quality monitoring system. Improve the I.E Monitoring system. Improve the supervisor & Line Chief Monitoring system. We also sale Employee Management System Software Free/ Premium
Industrial Engineer Duties List
- Implement the “Work measurement and Productivity Evaluation” systems, to know the currant level of performance (Baseline), and provides proposal where it should be with the current resources and implement it.
- Implement the “Motion and Method study” systems, to simplify and reduce the time of process to effectiveness and cost reduction.
- Practice the “Cross Functional Approach” to identify and remove the process barriers.
- Track the Progress through Measurements in the BRT (Barrier removing team) and CFT (Cross functional team), to achieve the improvements (Initial Entitlement
- Involving day-to-day line balancing due to absenteeism.
- Conducting operator training program & providing training manual
- raining activities test papers etc.
- Maintain operator-grading system.
- Maintain operator skill inventory.
- Conducting operator motivation program.
- Doing activity sampling.
- Implement new work study
- Prepare factory daily schedule.
- Follow up the factory production and efficiency.
- Calculate cost per minute.
- Find out style SMV by time study.
- Maintain the schedule of Industrial engineering department.
- Production planning and control.
- Solve the bottle neck problem.
- Improve the individual process production.
- 10. Prepare necessary reports of Industrial engineering department.
- Analysis the existing lay out
- 2.Capacity study
- Find out the capacity gap
- Do the activities sampling for sewing percentage.
- Production flow up in bottleneck operation.
- Method study
- Find out the method gap.
- Incentive scheme based on individual efficiency.
- SWOT analysis
- Productivity improvement project on RMG factory
- Supervise factory efficiency
- Improve the operation target
- Find out the bottle neck operation line
- Study the production skill assessment of the operator
- Method engineering.
- Identify the best method of doing the job.
- Reduce the fatigue of the workers by avoiding unnecessary movements.
- Improve productivity that is more valuable output from every unit of input (money, Time Land & energy)
- Improve utilization of recourses (Man, Method, Materials & Machines)
- Provide opportunity to achieve maximum results with minimum effort.
- Help train operator by standardizing methods.
- Quotation making and dispatching
- Order receiving and schedule preparing
- Shipment schedule preparing
- Preparing production planning and executing in floor
- Making correspondence to home and abroad
- Assembly line balancing
- Machine wise manpower setting
- Work method and process development
- Wastage reduction and productivity improvement
- Selection of new equipment to reduce production time and improve process
- Proper operation of sewing m/c, heat cutting m/c, automatic and semi-automatic machines to ensure product quality
- Responsible for cutting section
- Man and machine allocation as per requirement of job
- Job scheduling according to emergency
- Work method and process development
- Wastage reduction and productivity improvement
- Have to communicate with other Departments for smooth flow of operation
- Proper operation of straight knife, vane knife and spreader to ensure product quality
- Preparation of isometric drawing, orthographic views and detail working drawings of product.
- Preparation of production planning documents.
- Machine wise manpower planning and work scheduling.
- Designing and manufacturing of system furniture as per the layout approved by customer.
- Man management and quality assurance.
- New ideas to product improvement and documentation making.
- Study operation and find out bottle neck
- Assembly line balancing
- Initiate JIT production
- Productivity Analysis and improvement.
- Production planning using ERP Software (SAP).
- Production Management
- Technical and Mechanical assistance for Production Floor
- 3M (man-machine-material) management for optimum productivity.
- Productivity Analysis and improvement.
- Production Planning.
- Production Management.
- Production and Layout Design and Line Balancing.
- Quality Control.
- Sewing Research and Development.
- Technical and Mechanical assistance for Production Floor.
- Machine Promotional Activities.
- Inventory Planning.
- Supply Chain Management.
- Holding International Seminar Frequently.
- Holding Factory Study; In-house Training & Seminar; Yearly open Seminar Nationally.
- Market Research and feedback R&D team for product development.
- Production Planning & Controlling.
- Make Garment’s Operation Breakdown.
- Machine Layout Setup by Work Study System.
- Line Balancing System Setup.
- Find out Garments SMV
- Set Target (Line + Factory).
- Efficiency calculation (Line, Factory Cutting & Finishing with Incentive Bonus System)
- Production & Manpower Evaluation.
- Garment’s Costing Find out.
- Break Even Efficiency Find out.
- Garments Consumption.
- Method of manufacturing.
- Method Improvement for Reduce Unnecessary Working Hours & Hand Workers.
- Arrangement of Plant And Machinery.
- Arrangement of Work Station.
- Proper Uses of Equipments.
- Time Study.
- Activities Sampling.
- Analysis of Past Records & Improvement.
- Find out Bottle Neck & Solution.
- Find out Cutting & Finishing S.M.V Efficiency Report, Make Layout & Set Target.
- Quality Controlling.
Conclusion
Industrial Engineer Duties are to Find out the bottleneck operation and improve it. Guidance about Line blanching and improve the production. Alert to maintenance for machine breakdown & instruction to improvement. Improve the floor & Line in varmint. Improve the Cutting, Sewing & Finishing productivity. Improve worker-recruiting system. Efficiency & Non productive time monitoring in the Factory.
by Engr. Kh. Mashiur Rahman | Dec 3, 2018 | IE
Industrial Engineering and Management
No Industrial Engineer and department/effective production Industrial Engineering and Management department for operation breakdown, machinery layout, efficiency monitoring, cost reduction, research and development.
Factory should monitor and record daily production output, absentee rate , fabrication rate, efficiency rate, order size, man hour etc.
Quality
body parts found up/down
armhole joint & side panel up/down
Any emergency exits to be doors and not windows.
Production
No Industrial Engineering and Management team established to monitor operation breakdown, GSD/SAH, machinery layout, efficiency monitoring, cost reduction, research and development for each section.
No procedure in place for new workers in regards to orientation, training room, instructor and proper selection.
No process to use GSD/SAH/ratio/absentee rate/fabrication/efficiency rate/machine layout/order size/styling/man-hour etc. to plan and set an incentive bonus.
Not all department heads present in pre-production meeting incl. maintenance and merchandising. No name and designation recorded on relevant documents of department heads/managers. No records of external (with customer) pre-production meetings. Pre-production meeting records found inconsistent with production record. Maintenance and washing department are not taking part in pre-production meeting.
Any subcontractors to be included in the pre-production meeting and factory representative should be in subcontract factory on a daily basis during time of production. All visits/inspections to be recorded.
Pilot runs not conducted for all orders, not recorded adequately and no pilot run review record found. Bulk accessories not used for trial.
Customer approval comments and trim cards (incl. sewing thread, main labels etc.) are not displayed together with the sample that is on the production floor. Comments not translated into local language. Displayed sample inconsistent to running production.
No review documents available with approval sample of the first pieces of the production line and missing records of relevant personnel involved in the review. Relevant samples of first off line pieces not available. Report to be kept in production file and on samples.
Lines not well balanced or line balancing could not be verified due to insufficient work on the production floor.
Needle procedure not effective as worker has a spare needle, broken and spare needle found in machine drawer and broken needle found in the box of the maintenance room. No procedure with timeframe to replace the needle on use. Broken needle control not established in sample room.
No documented procedure to check the needle points on daily basis.
Broken needle parts not aligned in the log.
Poor and not well organised housekeeping on the production floor, e.g. sewing threads, interlining are dirty, sewing parts on cartons/floors.
Conclusion
Industrial Engineering and Management – Sharp tools not permanently attached to workstation. Inadequate lighting in production process. Required lighting
by Engr. Kh. Mashiur Rahman | Nov 18, 2018 | IE
IE Industrial Engineer Officer
- With reference to your interview at our office, we are pleased to appoint you as IE Officer under Industrial Engineer , with effect from the date of your joining, not later than July 05, 2018. Your appointment is subject to the following terms and conditions:
- Your pay has been fixed at Tk. ………(Taka only) on consolidated basis. You will pay your own income tax, which will be deducted at source by the company, if there is any.
- Your probation period will be for 6 months. During this period, your service may be terminated at any time without giving any notice whatsoever. Depending on your performance, your service may either be confirmed or the probation period may be extended, at the end of this 06 months probation period.
- That after confirmation, in case Company intends to terminate your service or you desire to leave the Company, clear 30 (Thirty) days notice or one month’s pay in lieu thereof from either side, as the case may be, will be required to be given.
- No long term benefit will be provided to you.
- You may be posted to any office or agency of the Company within Bangladesh.
- You will not engage yourself directly or indirectly in any business other than that of this Company and you should regard the affairs of the Company strictly confidential.
- You will not do anything subversive of discipline or detrimental to the interest of the Company
- You will submit your re lease order, if any, from your present employer.
- Your service with the Company will be governed by the Company’s Service Rules now in existence or to be framed/amended in future.=
- If the offer is acceptable to you, please sign the duplicate copy of this letter to signify your acceptance of this appointment.
Sincerely yours,
Time Based Workers:
Step 1:Calculate Worker 2’s average hourly rate = 2970/(176+66+77+0)= 9.31
Step 2: Calculate legal hourly rate =1620/{365- (52*2)/12/8}=9.31RMB.
Step 3: Compare Worker 2’s average hourly rate with legal hourly rate.
It is clear that Worker 2 have received legal minimum wage and can be counted as workers who received legal minimum wage.
