Time is a fundamental pillar in driving efficiency, cost management, resource allocation, and process optimization in manufacturing. Success depends on competitive work methods while adapting resources accordingly.
As accuracy in time standards becomes crucial for business competitiveness, the industry has shifted from traditional time studies to PMTS (Pre-determined Motion Time Systems) to establish precise standards aligned with international benchmarks. Various PMTS software solutions based on MTM-1 and MTM-2 have enabled professionals to obtain certifications, widely recognized in the apparel industry. Most buyers and brands support these certified approaches to ensure accurate SMV/SAM (Standard Allowed Minute) estimation and fair incentives for workers in piece-rate systems.
However, a major flaw in manufacturing is the misinterpretation and misapplication of PMTS. While it provides international benchmarks for work methods, work study analysts often poorly structure elemental activities within a method due to a lack of technical expertise, directly impacting SAM accuracy.
Another issue lies in the design of the operation bulletin the selection of activities often includes unnecessary activities that could be eliminated through more innovative and engineered approaches. In reality, what matters for unit costing is not the breakdown of operations but the total estimated SAM for a specific product, which ultimately determines the suggested selling price.
Despite the important role of SAMs in securing revenue and driving efficiency, these PMTS-driven methods are rarely communicated to the line workers responsible for execution. Production supervisors often lack awareness and a deep understanding of method composition, making it difficult to adapt and sustain these methods. This disconnect leads to inconsistencies and inefficiencies in production.
Key questions arise:
Who monitors SAM accuracy?
Who ensures supervisors receive and apply these methods?
Who verifies equipment alignment with standards?
How does senior management track fluctuations between estimated and actual time standards?
Are production managers aware of PMTS applications?
Incorrect SAMs often backfire, yet no one takes accountability. When productivity drops, workers are blamed instead of addressing the lack of awareness about work method composition.
A factory's revenue relies on the accurate establishment and application of time standards. Without proper knowledge transfer to supervisors and workers, production efficiency depends on individual practices rather than a standardized PMTS-driven workplace.
This lack of leadership contradicts Lean and Lean-Agile Manufacturing principles, where shared values connect people to ensure consistency and performance. A weak manufacturing foundation obstructs improvement, inevitably leading to instability, inconsistency, and mediocrity, limiting competitiveness.
