Skip to content
GREEN FUTURETECH.
Explore

Research libraryWP15

WP15 · Draft web edition · as of 2026-10-30

Utilisation Decides

OEE, line balancing and lean flow in garment manufacturing

EX 01 · CICAM 1: 48.9 percent of reported capacity
Chapters
14
Exhibits
70
Findings
10
Minutes
370

Each weft is one exhibit's own data, normalised; each warp group is a chapter. The probe reads the exhibit's own value where it crosses. Procedural visualisation, not a measurement.

Operate the evidence first

Operate 4 exhibits from 4 chapters before reading a word.

The weft the probe was reading, lifted out of the cloth: the same exhibit at full size, with the probe as its cursor. Choose a weft, step through it, compare its series.

Exhibit 01Ranked barssourcedHistorical utilisation reports distinguish installed assets from output
Garoua33.7CICAM 148.9CICAM 210.8

Read-outCICAM 1: 48.9 percent of reported capacity

Method and source

Inherited register: July 2023 account, Garoua 33.7, CICAM 1 48.9, CICAM 2 10.83. Original denominators and full article URL are not recorded. Historical observations, not current GFT measures.

Unit: percent of reported capacity. Status: sourced. Sources: R12.

Read this exhibit in its chapter ↗
Exhibit 23FlowillustrativeBottleneck evidence links high utilisation to upstream queues
Observe station timeand buffersHighest long-termutilisationLargest upstream WIPqueueConfirm activebottleneck BNkShare work or relieveBNk lossPace upstream releaseto BNk

Read-outObserve station time and buffers. Starting point. Leads to Highest long-term utilisation (time log), Largest upstream WIP queue (buffer count).

Method and source

Illustrative diagnostic decision flow combining the two apparel bottleneck indicators defined in S20 (highest long-term workstation utilisation and largest upstream WIP buffer) with the Theory of Constraints rule to prioritise the constraint that limits system throughput (S30).

Unit: . Status: illustrative. Sources: S20, S30. Illustrative figures are teaching examples, not measured factory results.

Read this exhibit in its chapter ↗
Exhibit 42TrajectoryillustrativeAn assumed queue becomes more sensitive near saturation
02.557.51050%60%70%80%90%

Read-out50%: Assumed mean queue wait 1 (illustrative mean queue wait in service-time units)

Method and source

GFT illustrative M/M/1 model, not measured garment data. Independent exponential arrivals and service; one server; infinite buffer; stable utilisation below 1; mean service time = 1 arbitrary unit. Wq = rho/(1-rho). Assumed rho = 0.50, 0.60, 0.70, 0.80, 0.90 produces 1, 1.5, 2.3333, 4, 9. No recommended operating limit is inferred.

Unit: illustrative mean queue wait in service-time units. Status: illustrative. Sources: S23. Illustrative figures are teaching examples, not measured factory results.

Read this exhibit in its chapter ↗
Exhibit 60ReconciliationderivedNominal shift capacity must be derated for real constraints
02505007501,0001,000Nominal shift capacity-100Power & restart loss(-10%)-135Skill & absence loss(-15%)-38Quality & rework loss(-5%)727Deliverable goodcapacity

Read-outNominal shift capacity: total 1,000. Running total 1,000 good-unit equivalents per shift

Method and source

Derived with illustrative inputs using the multiplicative OEE loss structure (S04) and risk categories from power constraints (S36) and labour turnover (S39). Opening nominal capacity = 1,000 pieces; less 10% power loss (-100, leaving 900); less 15% skill and absence loss on remaining (-135, leaving 765); less 5% quality loss on remaining (-38.25, rounded to -38), giving 1,000 x 0.90 x 0.85 x 0.95 = 726.75, rounded to 727 good-unit equivalents.

Unit: good-unit equivalents per shift. Status: derived. Sources: S04, S36, S39.

Read this exhibit in its chapter ↗

The paper's argument

One argument, woven across 14 chapters.

Chapter read-out · hover or focus a thread

Garment factory founders, sponsors and operating directors, Plant managers, industrial engineers and sewing-line supervisors, Maintenance, quality, production-planning and workforce leads, Development-finance and technical-assistance teams assessing garment operations, Cameroon and African textile policymakers focused on effective local processing

0123 min · 5 exhibits

Utilisation decides whether installed capacity becomes good garments

A garment factory creates value when the whole line converts available time and skill into accepted output. Installed machines and busy stations are evidence of …

  1. 01 / 05The thesis

    A garment factory improves its economics only when OEE loss detection, feasible line balancing and pull-based flow work together to increase good throughput without shifting cost into defects, inventory, fatigue or unreliable infrastructure.

    14 chapters · 4 parts · 370 minutes

    Prepared for: Garment factory founders, sponsors and operating directors, Plant managers, industrial engineers and sewing-line supervisors, Maintenance, quality, production-planning and workforce leads, Development-finance and technical-assistance teams assessing garment operations, Cameroon and African textile policymakers focused on effective local processing

  2. 02 / 05Part I · Measure the factory that actually exists

    Garment factories do not earn a return on installed machines. They earn it on good garments delivered by the whole line. Utilisation Decides argues that OEE, line balancing and lean flow must be managed as one operating system. OEE locates losses in availability, performance and quality. Balancing converts measured work content into feasible station assignments.

    Part I · chapters 01 to 04 · 103 minutes · 19 exhibits

  3. 03 / 05Part II · Balance work to the constraint

    Lean flow stops local busyness becoming excess work in progress. In Cameroon, the stakes are visible in reported incumbent capacity utilisation of 10.83 to 48.9 per cent (R12), but the answer is not to chase a universal OEE benchmark. It is to define the time base, capture losses at source and raise the output of the constraint …R12

    Part II · chapters 05 to 08 · 112 minutes · 20 exhibits

  4. 04 / 05Part III · Design flow instead of local busyness

    … without sacrificing quality or decent work. The paper distinguishes machine effectiveness from SMV-based sewing-line efficiency and shows why skill, learning, absenteeism, power interruptions and style changes alter the balance. Evidence from ILO programmes and apparel case studies demonstrates large but context-specific gains from balancing, pull and monitoring (S09; S12; S31; S37). GFT's position is practical: begin with clean manual logs, …

    Part III · chapters 09 to 11 · 76 minutes · 16 exhibits

  5. 05 / 05Part IV · Turn measurement into sustained performance

    … standard work and a feasible balance; stabilise quality and changeovers; then add digital monitoring when it improves the decision. The closing roadmap specifies owners, stage gates and measures: good output, earned standard minutes, constraint throughput, work in progress, throughput time, first-pass yield, downtime by cause, energy per good garment and worker outcomes.

    Part IV · chapters 12 to 14 · 79 minutes · 15 exhibits

The cloth seen from above

Inspect any of the 70 exhibits before accepting the conclusion.

Weaving draft · 14 chapters × 70 exhibits

One column per chapter, one knot per exhibit; the glyph is its type family, as on the chips above. Select a knot to open the exhibit below.

Exhibit 01 · chapter 01 · Ranked bars

01
02
03
04
05
06
07
08
09
10
11
12
13
14
Exhibit 01 · chapter 01Ranked barssourcedHistorical utilisation reports distinguish installed assets from output
Garoua33.7CICAM 148.9CICAM 210.8

Read-outGaroua: 33.7 percent of reported capacity

Method and source

Inherited register: July 2023 account, Garoua 33.7, CICAM 1 48.9, CICAM 2 10.83. Original denominators and full article URL are not recorded. Historical observations, not current GFT measures.

Unit: percent of reported capacity. Status: sourced. Sources: R12.

Read this exhibit in its chapter ↗

Interlude · findings against chapters

10 findings, each argued across the paper.

Finding 01 of 10

Utilisation is an economic variable before it is a technical score: reported incumbent utilisation of 10.83 to 48.9 per cent shows why installed capacity cannot be treated as saleable output.R12

Finding 02 of 10

OEE creates value only as a declared loss tree, because availability, performance and quality point to different actions and published OEE definitions are not uniform.S01S03S04S05

Finding 03 of 10

SMV-based line efficiency, balance efficiency and OEE are different measures; combining their definitions produces false comparisons across styles, lines and factories.S04S13S15

Finding 04 of 10

The constraint, not maximum local busyness, governs good throughput, and high utilisation in variable systems can increase waiting nonlinearly.S23S28S30

Finding 05 of 10

Feasible balancing must include precedence, machine and skill constraints; simulation and digital tools can test allocations, but only a line trial can validate them.S09S11S15S16S17

Finding 06 of 10

Pull and smaller transfer batches can reduce WIP and throughput time, but case-specific reductions are mechanisms to test rather than targets to copy.S21S22S24S31

Finding 07 of 10

Skill, learning, turnover, supervision, ergonomics and working time are capacity variables, not peripheral human-resources topics.S17S18S33S38S39S40S41

Finding 08 of 10

Power interruptions must enter the availability model and the investment case, with outage, restart and backup effects measured separately from machine failure.S02S35S36

Finding 09 of 10

Energy per good garment can fall through higher volume alone, so utilisation benefits must be separated from genuine energy-efficiency gains.S34S43S44

Finding 10 of 10

GFT should release spending through evidence gates: clean baseline, stable standard work, feasible balance, controlled flow, capable people and power, then decision-linked digital monitoring.S09S12S20S26

Chapter 13 · strongest recurrence of finding 01 · Unit economics improve only when losses close

Cell strength is the recurrence of each finding's key terms in each chapter's text, computed from this web edition and scaled to the strongest chapter. It is a reading guide, not a citation.

Evidence stays attached

Source quality is part of the argument.

Every knot on the edge is one of the 295 records the chapters cite, sorted by grade. The counters filter them; select a record to read it and to light the chapters that cite it. A grade describes the supplied evidence record, not independent validation by the website; missing references are excluded.

All 295 records shown

c01-S13 · Grade A

International Finance Corporation and International Labour Organization, Better Work

Creating Better Jobs for Women and Boosting Productivity in Bangladesh's Garment Factories: An assessment of the Gender Equality and Returns Program

The SMV for the garment is the sum of the SMVs for each of the steps required to produce the garment.

2025. Register access date: 2026-10-30. Source provenance is supplied by the paper evidence register.

Open the recorded source ↗

Cited inc01-S13: 1 chapter

0102030405060708091011121314

Keep the definitions stable

Use the same term for the same boundary.

46 terms, each with one definition for the whole paper. The punched row shows the chapters whose text uses the term.

Allowance
Time added to observed work for defined recovery, unavoidable delay and other policy purposes under a stated work-measurement method.
Andon
A visual or audible signal that calls attention to an abnormality and requests a defined response.
Availability
The OEE component comparing operating time with the planned production-time base after downtime losses.
Balance efficiency
A measure of how effectively assigned work content uses the stations and governing cycle of a line.
Balance loss
The share of line capacity left unused because work is unevenly allocated across stations.
Bottleneck
The operation or resource that currently limits the throughput of the whole system.
Bundle system
A production method that moves a group of garment components together between operations.
Capacity utilisation
Actual output relative to a declared capacity basis, with the time, product and quality boundaries stated.
Changeover
The work and elapsed time required to move from one product or style to another, bounded here from last good piece to first good piece.
Constraint
A limiting operation, skill, machine, material supply, power condition or policy that governs system output.
Cycle time
The time associated with completing a job or cycle at a workstation, defined consistently for the analysis.
Downtime
Planned production time lost to a recorded stop, with cause and ownership assigned.
Earned standard minutes
Good output multiplied by its standard minute value, used to compare labour productivity across work content.
First-pass yield
The proportion of units completed correctly without rework or repair at the defined inspection boundary.
Flow
The movement of work through operations with controlled release, limited queues and short feedback on abnormalities.
Good output
Units that meet the stated quality requirement and are available for the next authorised stage or delivery.
Ideal cycle time
The reference shortest cycle used in an OEE performance calculation, with its basis explicitly documented.
Industrial engineering
The discipline of designing and improving work methods, capacity, layout, allocation and production control.
Jidoka
Quality at source through detection, stopping or containment of abnormalities and response to their causes.
Kaizen
Incremental improvement carried out through repeated observation, testing and standardisation.
Kanban
A signal that authorises defined production or movement in a pull system.
Learning curve
The observed change in operator or line performance as experience accumulates.
Line balancing
The allocation of operations and resources across workstations to achieve feasible flow at the required rhythm.
Line efficiency
In this paper's labour context, earned standard minutes divided by attended labour minutes, with any alternative definition separately declared.
Little's Law
The stable-system relationship in which average WIP equals average throughput rate multiplied by average throughput time.
Micro-stop
A brief interruption that may not stop a full shift report but still reduces effective performance.
Nameplate capacity
The stated capacity of a machine or line under its design assumptions, before actual operating losses.
Operation bulletin
The ordered list of operations, methods, times, machines and skills required to make a garment.
Overall equipment effectiveness
The product of availability, performance and quality under a declared measurement protocol.
Performance
The OEE component comparing actual production rate with the declared ideal rate during operating time.
Pitch time
The governing line rhythm used in a specific balancing model, not automatically interchangeable with takt or station cycle.
Planned production time
The scheduled time intentionally allocated to production after stated non-production exclusions.
Precedence constraint
A required sequence relationship that limits where operations can be assigned or combined.
Pull production
Production controlled by downstream authorisation rather than upstream output for its own sake.
Quality rate
The OEE component representing good units relative to total units started or produced under the chosen boundary.
Right first time
Completion without defect, rework or repair at the defined process step.
Single-piece flow
Movement of one unit at a time between adjacent operations, with no inter-operator bundle inventory in the strict definition.
SMED
A changeover-reduction method that separates internal and external setup, converts work where possible and simplifies the remainder.
Standard minute value
The standard time assigned to a defined garment operation or to the sum of operations needed for a garment.
Standard work
The documented current method, sequence, timing and in-process stock used as the baseline for operation and improvement.
Takt time
Available production time divided by required good demand over the same period.
Throughput
The rate at which the whole system produces good output over a stated period.
Throughput time
Elapsed time for a unit to cross the defined production boundary, including processing and waiting.
Total productive maintenance
An organisation-wide maintenance and loss-elimination programme involving equipment condition, operation and improvement.
Work in progress
Started units or components within the production boundary that are not yet finished good output.
Yamazumi
A visual comparison of work content by station against the governing cycle or rhythm.
01 / 46

Recurs inreading guide, not a citation

Allowance: 8 of 14 chapters use the term

Cut to length

Plan the reading, then take the paper with you.

Chapters 01 to 02 fit in 60 minutes, with 14 minutes to spare.

Start chapter 01 · 2 chapters in 60 min

WP15 · Draft web edition

Utilisation Decides

Chapters
14
Exhibits
70
Findings
10
Minutes
370

Cut length 2 chapters · 46 min

The PDF has passed its publication gates: 255 rendered A4 pages, 2.0 MB.

Download the verified PDF
Continue the thread · next paperWP16 · Carbon per Garment

Issued by Green Future Tech Limited, Hong Kong SAR. This research is not investment, legal or tax advice. Illustrative calculations require local validation before an operating or financing decision.

Find a thread.

Type to search.