Analysing the current situation and proposing solutions to improve the line balancing at factory 1 of thai binh investment joint stock company

ACKNOWLEDGEMENTS First of all, the author would like to thank the teachers of the High Quality Training Department of Ho Chi Minh City University of Technical Education and the school's teachers for providing knowledge in learning process for the past three years In particular, the author would like to thank Mr Truong Van Nam, who accompanied and guided the author to perform the graduation thesis, and he is also an IE specialist at the company, so the learning and learning process The author's internship always has the observation, support and answers to questions about professional issues in the work quickly Next, the author would like to thank Thai Binh Investment Joint Stock Company for creating conditions for the author to have a practical learning and exchange environment in a dynamic and professional working environment Perform line balancing at the Factory Also, in the company's operating environment, the author has noticed the difference between the work pressure, the way of working in practice and in theory At the same time, the author also thanked the brothers / sisters in the company for always supporting, taking their precious time to answer questions in the process of learning about the business, creating favorable conditions for partners Fake support at work, get used to the pressure of work and integrate into corporate culture of the company The author is looking forward to receiving suggestions from teachers so that they can be more complete in this graduation thesis We wish your company, you and your teachers a lot of health and success Sincerely thank! Ho Chi Minh City,…………………………… Author Tran Minh Chien Page iii LIST OF ACRONYMS ACRONYMS EXPLAIN A Abstemious B Bend BP - PO - GE Balanced plan - production operations - goods export CM Cutting machine CS Commercial services CT Cycle time DP FA Decathlon Deploy technology - finance & human resource development Factory FG Finish garment GA - EPD General administration - execution plan HR Human Resources IA Industrial area IB inner body ICD Inland Container Depot IE Industrial engineering LB Labor ML Manual labor OB outer body OEE Overall equipment effectiveness P Page P&S Products and services PM Prepare material PT Production time QC Quality control RFT Right First Time S Second DT - F&HRD Page iv SFP Semi-finished products SK Skechers T Technique TBS Thai Binh Shoe WT Working time WWW Wolverine Page v LIST OF TABLES Table 1.1: Business performance of Thai Binh Investment Joint Stock Company in the period 2015-2019 11 Table1.2: Shoe production ability of TBS group 15 Table 2.1 Human transplant method 22 Table 3.1 Percentage of wasted time at the sewing workshop 37 Table 3.2: Analysing IE table at phase MP1 40 Table 3.3: Human transplant method 43 Table 3.4: Table of difference of jobs on line 26 46 Table 3.5 Employment situation at line 26 as of August 1, 2020 48 Table 3.6: Machine failure and maintenance time of MP1 order 51 Table 3.7: Statistics on the quantity of raw materials lacking in August 2020 at Factory 53 Table 3.8: Additional costs of materials in 2019 at Factory 54 Table 4.1 OEE parameters from September 2020 to November 2020 59 Table 4.2 OEE measurement results of the sewing factory 2, stage 09/2020 - 11/2020 60 Table 4.3 Percentage of employees at the Sewing Workshop 67 Table 4.4 Raw material supplier evaluation criteria 71 Table 4.5 Scoreboard evaluation criteria 71 Page vi LIST OF FIGURES Figure 1.1 Logo of Thai Binh Investment Joint Stock Company Figure 1.2: Organizational chart of Thai Binh Investment Joint Stock Company Figure 1.3: TBS Group's fields of operation Figure 1.4: Pictures of shoe models of customers Figure 1.5: TBS's two handbag customers are Coach and Lancaster Figure 1.6: TBS's total revenue and profit in 2015 - 2019 12 Figure 1.7: Organization structure of the factory 13 Figure 1.8: Organizational chart of the Balance Planning and Production Operations – Stockout Department 14 Figure 1.9: Shoe production ability of TBS Group and Factory 16 Figure1.10: Shoe manufacturing process at Factory 17 Figure 2.1 Relationship between Cycle Time and Takt time 22 Figure 3.1: Layout of sewing workshop 30 Figure 3.2: SH ARP 500 WARM JR VEL shoe code 31 Figure 3.3: Line balancing process of product 32 Figure 3.4: Standard Operating Procedure 35 Figure 3.5: Layout of line sewing 26 44 Figure 3.6: Line balancing chart 45 Figure 3.7: Cause & Effect Chart 48 Figure 3.8: Labor structure 26 by seniority 49 Figure 3.9: Condition of machinery and equipment of line 26 51 Figure 4.1 OEE Index of Sewing Workshop stage 09/2020 - 11/2020 61 Figure 4.2 Self-assessment work sample 64 Figure4.3 Training plan template according to Jinzai Map 65 Figure4.4 Jinzai Map training implementation example 66 Figure 4.5 Labor rate of the Workstation 67 Figure 4.6: Layout of sewing workshop before applying the pulling system 69 Figure 4.7: Layout of Workshop after applying the pulling system 69 Figure 4.8 Best working distance size 73 Figure 4.9 Standard working posture 74 Page vii TABLE OF CONTENTS ADVISOR’S COMMENT .i REVIEWER’S COMMENT ii ACKNOWLEDGEMENTS iii LIST OF ACRONYMS iv LIST OF TABLES vi LIST OF FIGURES vii TABLE OF CONTENTS viii INTRODUCTION 1 Reasons for choosing the topic Research objectives Object and scope of the study Research Methodology Structure of the report chapters CHAPTER 1: INTRODUCTION ABOUT FACTORY - THAI BINH INVESTMENT JOINT STOCK COMPANY Overview of Thai Binh Investment Joint Stock Company History and development Vision and mission Fields of operation Business performance 11 Factory overview 13 Organizational structure of Factory 13 Production ability of TBS Group 15 Shoes manufacturing process 17 CHAPTER 2: THEORETICAL BASIS 20 Line balancing 20 Definition 20 Target 21 The rules of implement line balancing 21 Steps to perform the line balancing 21 Stopwatch method 23 Definition 23 Page viii Rated time 23 Time research factors 23 Plant layout 24 Definition 24 Rules of plant layout 24 Methods to improve the efficiency of line balancing 25 Chart of cause and effect 25 Total Productive Maintenance (TPM) 26 Standardize the process 28 Management by visual tools 29 CHAPTER 3: THE CURRENT SITUATION OF LINE BALANCING AT FACTORY - THAI BINH INVESTMENT JOINT STOCK COMPANY 30 Introduction of sewing workshop and shoe code SH ARP 500 WARM JR VEL 30 Layout of sewing workshop 30 Introduction of SH ARP 500 WARM JR VEL shoes code 31 Current situation of line balancing at sewing workshop - Factory 32 Analysis of the preparation stage 34 Analyze the measurement phase and calculate the initial data: 35 Analysis of the line balancing phase 38 Causes of flow imbalance on line 26 47 Evaluation of the line balance at Sewing Workshop - Factory 55 Results achieved 55 Limitations and reasons 55 CHAPTER 4: PROPOSED SOLUTIONS TO IMPROVE THE LINE BALANCING AT FACTORY - THAI BINH INVESTMENT JOINT STOCK COMPANY 58 Some solutions to improve line balancing efficiency 58 Applying OEE index to evaluate and improve the efficiency of machinery and equipment 58 Solutions to improve the quality of labor 62 Additional solution 69 Rearranging the sewing workshop 69 Solution to improve quality of materials 70 Solution to improve working posture 72 Page ix CONCLUSION 75 REFERENCES 77 APPENDIX 79 Page x INTRODUCTION Reasons for choosing the topic Line balancing plays a decisive role in the production process, production operations are operated based on the standard operation time table of the line balancing operator If the operator optimizes the physical, manpower and operation time equally through the stations, it will help businesses reduce PT and unexpected costs in the process, helping businesses The goods are delivered on schedule, but the balance depends on the human factor, but there will be certain errors when they it Conversely, the costs associated with the production process will increase In fact, the current garment industry in Vietnam mainly relies on the labor force, thereby showing that this force contributes significantly to the workflow balance in the work stations Besides, due to the influence under the development of technology 4.0, everything is gradually improved and developed Therefore, the tools to support the production process in general and the standard operation time table in particular need to be improved day by day so that businesses can maximize their production capacity through reducing operations mission, waiting time and backlog of semi-finished products between stations during production At Factory of Thai Binh Investment Joint Stock Company, leather and footwear manufacturing unit has also appeared the backlog of semi-finished products between stations to find out and discover the causes of problems above, so the author chose the topic "ANALYSING THE CURRENT SITUATION AND PROPOSING SOLUTIONS TO IMPROVE THE LINE BALANCING AT FACTORY OF THAI BINH INVESTMENT JOINT STOCK COMPANY" to make graduate thesis Research objectives Firstly, to learn about the line balancing at each production line in the Sewing workshop at Factory 1, Thai Binh Investment Joint Stock Company Secondly, to study and acknowledge the advantages of line balancing of a production process On the other hand, finding out the disadvantages that exist, from there find out solutions to improve efficiency in the production process Page Object and scope of the study The object of the study is the execution time manipulation of each worker of line 26, practical application of shoe code SH ARP 500 WARM JR VEL and then comparison with standard time operation (table IE) Subject is limited within the scope of the Sewing workshop 2, Department of Planning Operations Production - Exporting and Department of Technology - Finance & Human Development at Factory 1, Investment Joint Stock Company Thai Binh during the period from August 1, 2020 to October 1, 2020 Research Methodology In order to research at Factory - Thai Binh Investment Joint Stock Company, the author used the following methods: collect information and data related to the line balancing in the room Science and Technology University of Social Sciences, Department of Technology - Finance & Human Development and measuring the timing of each sewing operation of SH ARP 500 WARM JR VEL products After obtaining the necessary information and data, the author conducts general analysis, statistics data, calculates the related parameters in combination with the chart from which to make comments and find solutions Structure of the report chapters The graduation essay consists of main chapters: CHAPTER 1: INTRODUCTION ABOUT FACTORY - THAI BINH INVESTMENT JOINT STOCK COMPANY CHAPTER 2: THEORETICAL BASIS CHAPTER 3: THE CURRENT SITUATION OF LINE BALANCING AT FACTORY - THAI BINH INVESTMENT JOINT STOCK COMPANY CHAPTER 4: PROPOSED SOLUTIONS TO IMPROVE LINE BALANCING TASK AT FACTORY - THAI BINH INVESTMENT JOINT STOCK COMPANY Page CONCLUSION After the internship and internship report at Factory - Thai Binh Investment Joint Stock Company, through the process of learning the theory and practical experience, the author has delivered the graduation thesis: ANALYSING THE CURRENT SITUATION AND PROPOSING SOLUTIONS TO IMPROVE THE LINE BALANCING AT FACTORY OF THAI BINH INVESTMENT JOINT STOCK COMPANY With this topic, the author has set out goals for implementation: Objective 1: Apply knowledge of labor measurement and job design to assess the current situation of line balance at the Sewing Workshop Objective 2: Identify the causes of the line imbalance at some stages of the production process of SH500 shoe code at Sewing Workshop Objective 3: Propose measures to increase balance in the production line at the Sewing Workshop After doing research, the author has completed all above objectives as follows: Objective 1: The author has learned how to measure parameters such as CT, Takt time, production rhythm, quality ratio, number of employees From observing and interviewing the managers of the Garment Factory 2, the author has discovered the main causes of SFP backlog on the line: skills, poor quality of labor, machinery, equipment, working environment, working posture Objective 2: With product redundancy in some stages, the unreasonable balance between the processes causes discrepancies in productivity Workers' skills are not high, causing many defective products to be reworked, damaged machinery causes unfinished products to be left in between stages In the case of waiting for semi-finished products between stages, the reason is due to poor line management, needle breakage occurs in sewing machines, causing sewing stations to be delayed A big reason comes from the material supplier is late and not equally quality Objective 3: The status of excess products in some stages, the students have proposed measures to build pull production system Train multipurpose workers, reassess raw Page 75 material suppliers, offer solutions to improve working posture, evaluate types of machinery to buy and maintain Page 76 REFERENCES ❖ Vietnamese Documentation [1] Nguyen Phuong Quang (2016) Curriculum for Industrial Maintenance Management Ho Chi Minh: Ho Chi Minh City National University Publishing [2] Pham Huy Tuan Nguyen Phi Trung (2016) Quality and Production Management Curriculum Ho Chi Minh: Ho Chi Minh City National University Publishing [3] Factory - Thai Binh Investment Joint Stock Company – GA - EPD Department (2020), “Logo of Thai Binh Investment Joint Stock Company” [4] Factory - Thai Binh Investment Joint Stock Company – GA - EPD Department (2020), “Organization and management chart of Thai Binh Investment Joint Stock Company” [5] Factory - Thai Binh Investment Joint Stock Company - Finance and Accounting Department (2019), “Business performance of Thai Binh Investment Joint Stock Company in the period 2015-2019” [6] Factory - Thai Binh Investment Joint Stock Company - DT - F&HRD Department (2020), “Organizational structure of Factory 1” [7] Factory - Thai Binh Investment Joint Stock Company - DT - F&HRD Department (2020), “Organizational structure of BP - PO – GE Department” [8] Factory - Thai Binh Investment Joint Stock Company - DT - F&HRD Department (2020), “Shoe production capacity of TBS group” [9] Factory - Thai Binh Investment Joint Stock Company – GA - EPD Department (2020), “Quy trình sản xuất giày Nhà máy 1” [10] Factory - Thai Binh Investment Joint Stock Company - DT - F&HRD Department (2020), “Sewing part technology process” [11] Factory - Thai Binh Investment Joint Stock Company - DT - F&HRD Department (2020), “Percentage of wasted time at the sewing workshop 2” [12] Factory - Thai Binh Investment Joint Stock Company - DT - F&HRD Department (2020), “IE analysis phase MP1” [13] Factory - Thai Binh Investment Joint Stock Company - DT - F&HRD Department (2020), “Layout balancing sewing line 26” [14] Factory - Thai Binh Investment Joint Stock Company - Maintenance Department (2020), “Time of machinery failure and maintenance of MP1 orders” [15] Factory - Thai Binh Investment Joint Stock Company - Purchasing Department (2020), “Statistics on the number of materials missing in August 2020 at Factory 1” [16] Factory - Thai Binh Investment Joint Stock Company - Purchasing Department (2020), “Additional costs of materials in 2019 at Factory 1” ❖ English Documentation [1] JC Hiba (1998), Improving Working Conditions and Productivity in the Garment Industry: An Action Manual, International Labor Office APPENDIX Appendix Standard operation time table for MP1 stage Stage code 11 27 29 32 35 42 46 56 63 74 103 106 Stage Shoe neck sewing Decorative programmable straps Sewing programmable middle Oze and in Oze Sewing programmable middle Oze and bottom Oze Sewing program upper Sewing strap Sewing decorative reed on Sewing the upper on the tongue Sewing webbing on the collar Sewing heel webbing Sewing ring Sewing the strap on the upper Passing run SEWING PROGRAMMING CT CT + Machine Machine Waste T/ML time code time 17 12 19.6 26 T 10 11.5 26 T 13 15 26 T 13 15 26 T 13 43 15 38 10 15 49.5 17.3 26 T 26 T 26 T 25 20 28.8 26 T 16 11 18.4 26 T 10 19 14 11.5 21.9 26 T 26 T 28 23 32.2 26 T 162 12.8 268.1 222 Illustration of elastic band positioning 10.4 ML Map of the location of the goat on the outside 10 11.5 ML Oze positioning on transparent 12 13.8 ML 11 12.7 ML 10 11.5 ML 10 11.5 ML 10.4 ML 9.2 ML P20 P21 Draw position Oze between the outside Oze positioning in the middle Illustration of heel webbing positioning Print bottom reed positioning Print the top position of the reed P22 P23 P24 P25 P28 14 15 50 51 52 53 54 55 28 30 External neck positioning printing Print positioning body External body positioning printing Print nose locator Sewing stamp on the reed lining Apply the lower tongue glue Fold the lower edge of the reed Spray bottom reed sealant Spray the tongue Stick the lower tongue pad onto the tongue Apply nasal glue Apply tongue glue Stick your upper on the tongue Unplug only straps Draw only the middle Oze and the lower Oze in 9.2 ML 10.4 ML 10.4 ML ML 11 8.4 22 17 25.3 28 T 10.4 ML 11 12.7 ML 4 2 4.6 4.6 T T 15 17.3 ML 6.9 4.6 ML ML 12 13.8 ML 19 21.9 35 40.3 ML TC ML 31 Apply middle Oze and bottom Oze 10 11.5 ML 33 Draw only middle Oze and bottom Oze out 35 40.3 ML 34 Apply middle Oze and Oze below outside 10 11.5 ML 36 Unplug the upper 36 41.4 ML 39 41 37 Record the sync number Roll glue straps Roll glue uppers Stick the upper force to the upper 9 9.2 10.4 10.4 ML ML ML 38 10 Adhesive bearing the heel plate Paste bearing heel base Roll the neck cushion Stick the shoe collar to the collar 16 16 13 15 ML 14 16.1 ML 14 16.1 10.4 ML ML 13 15 16 ML 12 13 17 18 47 Press the sewing thread to decorate the collar Shoe collar braking Sew the lower Oze into the middle Oze Sewing tuck Oze below outside to Oze middle outside Sewing full reed upper and lower reed 14 11 12.7 30 T 18 13 20.7 30 T 18 13 20.7 30 T 19 14 21.9 30 T 48 Apply glue to the upper and lower tongue 49 Apply glue to the upper and lower tongue 18 19 Apply Oze underneath and Oze for Clear 20 Smash Oze under and Oze mid-in 18 21 Apply Oze underneath and Oze between outside 22 60 61 95 40 Smash Oze underneath and Oze between outside Sewing zigzag on OB Sewing zigzag on middle OB Zigzag lining the necklace lining the chicken tongue on the body lining Sewing cotton spikes on the straps 13 20.7 13 20.7 20.7 41 12 13.8 34 T 11 12.7 34 T 56 51 64.4 34 T 21 16 24.2 28 T 30 T 64 Rolling Oze glue on OB to shoe neck 26 21 29.9 26 58 ML ML 13 46 25 41 18 35 ML ML 10.4 40 24 41 10.4 May Oze on OB on shoe collar Apply Oze glue under OB + Oze mid-outer Applying glue on ring Attach the bolt to the Oze in the middle Adhesive bearing Oze OB + bearing Oze between OB Sewing Oze went inside ML 10.4 65 23 ML 16.1 16 ML ML 20 23 ML 10.4 ML 15 17.3 ML 54 62.1 ML 37 32 42.6 30 T 59 68 69 70 71 85 72 73 75 76 77 78 82 93 83 84 43 79 94 86 89 87 88 90 91 92 97 105 Sewing Oze went OB Apply glue between the inside and outside Apply shoe collar glue Stick the Oze between the OB on the collar Sewing Oze between OB shoe collar Sewing tip of upper inside and out Apply webbing glue Folded webbing stickers Apply tongue glue Apply Oze glue Stick the reed to Oze Tongue ballast Sewing Oze to the upper Sewing plate heels, foot Bends Zigzag the OB body base on the upper base Zigzag the OB body base and toe base to the upper Trim the strap Trimming Oze Trim Bend legs Apply glue to break the tip of the toe outside Massage the toe Sewing tip of OB toe into toe Spray the tip of the toe glue into the toe Sewing outside heels Put the elastic on the upper Sewing elastic Sewing lining the tongue on the tongue lining the neck collar Sewing edge bordering tongue with body lining OB 37 32 42.6 30 T 11 12.7 ML 11 12.7 ML 31 35.7 ML 40 35 46 30 T 19 14 21.9 30 T 11 12 11 19 35 84 30 79 12.7 13.8 10.4 12.7 21.9 40.3 96.6 30 T 31 T 32 27 36.8 30 T 21 16 24.2 34 T 40 35 46 34 T 21 17 16 16 12 11 24.2 19.6 18.4 14 T 14 T 14 T 9.2 41 ML 17 12 19.6 41 ML 73 68 84 31 T 54 49 62.1 T 56 51 64.4 31 T 89 ML ML ML ML ML ML 102.4 90 85 103.5 30 T 95 90 109.3 30 T 50 45 57.5 30 T 96 98 99 100 101 Flip your upper, sock + Put socks on upper Spray the top reed sealant Spraying shoe uppers Stick the tongue pad onto the tongue Mix the tongue, flipped shoe collar 26 19 Source: Author's synthesis 14 5.8 21.9 18 20.7 70 80.5 Shoe upper massage after 32 turning neck 80 Punch the Oze hole time 81 Punch the Oze hole time 17 104 Punching holes Thread trimming + Inner107 50 outer lining trim Cleaning shoes and 108 60 uppers Carpentry and couple + 109 Thread the strap on the 12 ring Passing run Total Sewing Unit Complete 2,233.00 Total sewing units 2,455.00 102 ML 29.9 T T ML T ML 27 36.8 41 12 8.1 19.6 10.4 42 T 42 T 42 T 57.5 ML 69 ML 13.8 ML 128.2 1,065.00 2,691.90 1,227.00 2,960.00 ML 45% 55% Appendix OEE calculation on Excel tools OEE parameters Data Description Number of review days Ideal PT result Ideal production time Number of review data days The number of data weekend day off The number of data holiday day off The number of data holiday company day off Planning PT data The number of shift per day data Nov Unit 31 30 day 240 248 240 hour 30 31 30 day 4 day 0 day 0 day 1 shift/day 8 shift/day 35 -13 hour result Planning PT 192 216 208 hour result Reported PT 227 222 195 hour data Target output 300 300 300 pair/hour data The output is achieved 36,278 37,861 49,022 pair data PT Family products 120.93 126.2 163.41 hour 120.93 126.2 163.41 hour data The number of hour per shift Total working over time result PT full time data Availability Oct 30 data PT Sep data data Total production downtime Estimated percentage of wasted time Planning PT 12 13.5 13 hour 1% 1% 1% percent 192 216 208 hour data result data data data result data data Actual PT Availability RFT assembly line RFT sewing line Quality Percent of defects Quality PT Quality Production efficiency Performance data by hour data Actual PT result Performance data Availability data Quality OEE data Performance result OEE Source: Author's synthesis Note: Blue : information Orange: data to be entered Pink : calculation results from the formula 178 200 93% 93% 97% 98% 98% 98% 4.94% 3.96% 95% 96% 121 126 95% 96% 193 93% 99% 99% 1.99% 98% 163 98% hour percent percent percent percent percent hour percent 127 131 167 hour 178 71% 93% 95% 71% 200 66% 93% 96% 66% 193 86% 93% 98% 86% hour percent percent percent percent 63% 58% 79% percent Appendix Statistics on the number of employees at the Sewing workshop August 6, 2020 Indirect labor (people) Direct labor Percent (%) Technique and manual labor (people) Percent (%) 10 38.46% 15.38% 40.91% 36.36% 13.64% 12 42.86% 32.14% 17.86% 8.33% 37.50% 10 41.67% 12.50% 6.90% 11 37.93% 13 44.83% 10.34% 23 8.70% 39.13% 10 43.48% 8.70% Line 21 25 8.00% 11 44.00% 36.00% 12.00% Line 22 24 8.33% 37.50% 11 45.83% 8.33% Line 23 23 8.70% 10 43.48% 39.13% 8.70% Line 24 25 8.00% 36.00% 11 44.00% 12.00% Line 25 28 7.14% 11 39.29% 12 42.86% 10.71% Line 26 27 7.41% 11 40.74% 12 44.44% 7.41% Line 27 26 7.69% 11 42.31% 10 38.46% 11.54% Work area Total quantity (people) Line 15 26 7.69% 10 38.46% Line 16 22 9.09% Line 17 28 7.14% Line 18 24 Line 19 29 Line 20 Percent (%) Quantity Technique (people) Percent (%) Manual labor (people) Line 28 29 6.90% 11 37.93% 13 44.83% 10.34% Line 29 24 8.33% 37.50% 37.50% 16.67% Line 30 23 8.70% 39.13% 10 43.48% 8.70% Line 31 24 8.33% 37.50% 11 45.83% 8.33% Line 32 29 6.90% 12 41.38% 12 41.38% 10.34% Line 33 26 7.69% 12 46.15% 34.62% 11.54% Line 34 27 7.41% 10 37.04% 11 40.74% 14.81% 512 40 7.81% 204 39.84% 209 40.82% 59 11.52% Total Source: Labor balance sheet dated August 6, 2020 Appendix Statistics on the number of employees at the Sewing workshop December 6, 2020 Indirect labor (people) Direct labor Percent (%) Technique and manual labor (people) Percent (%) 29.63% 11 40.74% 30.43% 39.13% 21.74% 32.14% 28.57% 32.14% 8.00% 24.00% 28.00% 10 40.00% 7.14% 32.14% 11 39.29% 21.43% 23 8.70% 34.78% 30.43% 26.09% Line 21 25 8.00% 10 40.00% 28.00% 24.00% Line 22 24 8.33% 20.83% 25.00% 11 45.83% Line 23 25 8.00% 24.00% 20.00% 12 48.00% Line 24 25 8.00% 20.00% 20.00% 13 52.00% Line 25 28 7.14% 25.00% 25.00% 12 42.86% Line 26 27 7.41% 29.63% 33.33% 29.63% Line 27 26 7.69% 10 38.46% 26.92% 26.92% Work area Total quantity (people) Line 15 27 7.41% 22.22% Line 16 23 8.70% Line 17 28 7.14% Line 18 25 Line 19 28 Line 20 Percent (%) Quantity Technique (people) Percent (%) Manual labor (people) Line 28 29 6.90% 10 34.48% 27.59% 31.03% Line 29 24 8.33% 33.33% 16.67% 10 41.67% Line 30 23 8.70% 26.09% 34.78% 30.43% Line 31 24 8.33% 25.00% 25.00% 10 41.67% Line 32 29 6.90% 11 37.93% 27.59% 27.59% Line 33 26 7.69% 34.62% 23.08% 34.62% Line 34 27 7.41% 33.33% 33.33% 25.93% 512 40 7.81% 148 28.91% 148 28.91% 176 34.38% Total Source: Labor balance sheet dated December 6, 2020 ... author chose the topic "ANALYSING THE CURRENT SITUATION AND PROPOSING SOLUTIONS TO IMPROVE THE LINE BALANCING AT FACTORY OF THAI BINH INVESTMENT JOINT STOCK COMPANY" to make graduate thesis Research... CHAPTER 1: INTRODUCTION ABOUT FACTORY - THAI BINH INVESTMENT JOINT STOCK COMPANY CHAPTER 2: THEORETICAL BASIS CHAPTER 3: THE CURRENT SITUATION OF LINE BALANCING AT FACTORY - THAI BINH INVESTMENT JOINT. .. Development at Factory 1, Investment Joint Stock Company Thai Binh during the period from August 1, 2020 to October 1, 2020 Research Methodology In order to research at Factory - Thai Binh Investment Joint