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A garment factory may have hundreds of workers and sewing machines, but that does not automatically mean the factory is efficient. Efficiency depends on how effectively available labour time, machine capacity, standard production minutes, and operator skills are converted into finished garments. This is why apparel factories track measurements such as: SMV SAM Line efficiency Productivity Hourly production Daily target Pieces per operator Production achievement For clothing brands, buyers, merchandisers, production managers, and factory teams, understanding these terms helps explain how garment factories plan output, compare performance, control cost, and meet shipment deadlines. This guide explains garment factory efficiency in simple terms, including the difference between SMV and SAM, how productivity is calculated, how production targets are set, and why actual output often differs from planned capacity. What Is Garment Factory Efficiency? Garment factory efficiency measures how effectively a factory uses its available production resources. These resources may include: Operators Working minutes Sewing machines Production lines Floor space Material Standard production time A factory with high efficiency produces more good garments from the same available time and manpower. A factory with low efficiency may experience: Waiting Bottlenecks Rework Machine downtime Poor line balancing Material shortages Efficiency therefore helps factories understand whether their production system is working effectively. Why Factory Efficiency Matters Efficiency affects several important business areas. It can influence: Production cost Delivery time Labour cost Factory profitability Capacity planning Order acceptance Buyer confidence For example: Two factories may both have 100 operators. Factory A produces: 3,000 T-shirts per day. Factory B produces: 2,000 T-shirts per day. If garment construction and working conditions are similar, Factory A may be operating more efficiently. What Is SMV in Garment Manufacturing? SMV means Standard Minute Value. It represents the standard number of minutes required to complete a garment or a specific operation under defined production conditions. For example: If a T-shirt has an SMV of: 8 minutes this means the standard production time for one garment is approximately 8 minutes. SMV can be calculated for: Whole garment Individual sewing operation Example of Operation SMV A T-shirt may have: Operation SMV Shoulder Join 0.40 Neck Rib 0.80 Sleeve Attach 0.70 Side Seam 0.60 Sleeve Hem 0.50 Bottom Hem 0.70 Total sewing SMV: 3.70 minutes This is only an illustrative example. Actual values depend on: Method Machine Operator skill Style Factory standards What Is SAM? SAM means Standard Allowed Minute. SAM and SMV are often used in similar ways in garment manufacturing. Both refer to the standard time required for an operation or garment. Some factories use: SMV SAM interchangeably. Others may calculate allowances slightly differently. The important point is that both help factories estimate standard production time. SMV vs SAM: What Is the Difference? In practical garment production, these terms are often treated as similar. However, some industrial engineering systems define: SMV Basic standard time required for the operation. SAM Standard time including certain allowances. Those allowances may include: Fatigue Personal time Machine-related delays Because terminology varies between factories, brands and buyers should confirm how the manufacturer defines the number. Why SMV and SAM Are Important Standard minutes help factories calculate: Production capacity Labour cost Line target Machine requirement Efficiency Manpower planning Without standard time, it is difficult to know whether production output is good or poor. What Is Line Efficiency? Line efficiency measures how much of the available labour time is converted into standard earned production minutes. A simplified formula is: Line Efficiency = Earned Minutes ÷ Available Minutes × 100 Earned minutes can be calculated as: Pieces Produced × Garment SMV Example of Line Efficiency Suppose: Garments produced = 800 pieces Garment SMV = 8 minutes Operators = 20 Working minutes = 480 Earned minutes: 800 × 8 = 6,400 minutes Available minutes: 20 × 480 = 9,600 minutes Efficiency: 6,400 ÷ 9,600 × 100 = 66.7% The line is operating at approximately: 66.7% efficiency What Does 100% Efficiency Mean? 100% efficiency means the production line generated standard minutes equal to all available labour minutes. This is difficult to sustain continuously. Real garment factories experience: Breaks Machine downtime Operator absence Quality problems Style changes Material delays Therefore, factories may operate at different realistic efficiency levels depending on style and production conditions. Why Efficiency Changes Between Styles A factory may achieve: 75% efficiency on a basic T-shirt but only: 50% efficiency on a complicated jacket. This happens because complex garments may require: More operations Specialized machines Skilled workers More handling More quality checking Efficiency should always be interpreted together with garment complexity. What Is Productivity? Productivity measures how much output is produced from a given amount of input. In garment manufacturing, productivity may be expressed as: Pieces per operator Pieces per hour Pieces per machine Pieces per day For example: 1,000 garments produced 50 operators Productivity: 1,000 ÷ 50 = 20 pieces per operator per day Productivity vs Efficiency These terms are related but not identical. Productivity Measures physical output. Example: 20 garments per operator. Efficiency Compares actual output against a standard time. Example: 68% efficiency. A factory can improve productivity while efficiency remains unchanged if working hours increase. Therefore, both metrics should be monitored. Example: Productivity vs Efficiency Factory A: Operators = 50 Output = 1,000 pieces Working time = 8 hours Factory B: Operators = 50 Output = 1,200 pieces Working time = 10 hours Factory B produces more pieces, but it also uses more working time. Efficiency calculation helps determine which factory is actually using labour time better. What Is Production Target? A production target is the expected number of garments a line or factory should produce within a defined period. Targets may be: Hourly Daily Shift-wise Weekly Targets are usually based on: SMV Manpower Available minutes Expected efficiency Production Target Formula A simplified daily production target formula is: Target = Operators × Working Minutes × Target Efficiency ÷ Garment SMV Example: Operators = 40 Working minutes = 480 Target efficiency = 60% Garment SMV = 8 minutes Calculation: 40 × 480 × 0.60 = 11,520 productive minutes 11,520 ÷ 8 = 1,440 pieces Daily production target: 1,440 garments Hourly Production Target Suppose the daily target is: 1,440 pieces Working hours: 8 Hourly target: 1,440 ÷ 8 = 180 pieces per hour Supervisors can compare actual output against this target throughout the day. Hourly Production Monitoring A production board may look like: Hour Target Actual 9–10 180 150 10–11 180 165 11–12 180 175 12–1 180 182 This helps identify problems early. What Is Production Achievement? Production achievement measures how much of the planned target was actually completed. Formula: Production Achievement = Actual Output ÷ Target Output × 100 Example: Target: 1,500 pieces Actual: 1,350 pieces Achievement: 1,350 ÷ 1,500 × 100 = 90% Production Achievement vs Efficiency These should not be confused. A line can achieve 100% of a low target but still have poor efficiency. Likewise, a factory may set an ambitious target and achieve only 90% while still operating efficiently. Targets should therefore be based on realistic standard calculations. What Is Available Minute? Available minutes represent the total labour time available for production. Formula: Operators × Working Minutes Example: 50 operators 480 minutes Available minutes: 50 × 480 = 24,000 minutes What Are Earned Minutes? Earned minutes represent the standard production minutes generated by actual output. Formula: Pieces Produced × Garment SMV Example: 2,000 garments SMV = 8 minutes Earned minutes: 2,000 × 8 = 16,000 minutes Efficiency compares these earned minutes with available minutes. Why Available Minutes Are Not Fully Productive Factories lose time because of: Machine breakdown Waiting for material Operator absence Quality rework Meetings Style changeover Poor line balance This is why actual efficiency is below theoretical maximum. What Is Line Balancing? Line balancing means distributing garment operations so workloads are reasonably even across operators. Poor line balance may result in: Waiting WIP accumulation Bottlenecks Lower output Good line balancing improves efficiency. Example of a Bottleneck Suppose five operations have capacities: 100 pieces/hour 95 pieces/hour 60 pieces/hour 105 pieces/hour 100 pieces/hour The 60-piece operation limits the line. Even though other operators can produce faster, the complete garment cannot flow faster than the bottleneck. How Bottlenecks Reduce Efficiency When one operation is too slow: Upstream operators create excess WIP Downstream operators wait Labour time is wasted This reduces overall line efficiency. How Factories Improve Bottlenecks Possible solutions include: Add an operator Split the operation Change work method Use machine attachments Use a more skilled operator Add a machine These improvements can increase line output without increasing total working hours. Operator Skill and Efficiency Operator skill has a major impact on productivity. Factors include: Experience Machine familiarity Operation difficulty Training Experienced operators may achieve higher cycle efficiency with fewer defects. What Is Operator Efficiency? Operator efficiency compares an individual worker's output against standard allowed time. A simplified formula is: Operator Efficiency = Earned Minutes ÷ Available Minutes × 100 This helps identify: Strong operators Training needs Operation difficulty Machine Downtime and Efficiency Machines cannot produce while they are stopped. Downtime may be caused by: Needle breakage Motor problem Machine setting Maintenance Thread issue Preventive maintenance helps reduce downtime. Material Availability and Efficiency Operators cannot work without materials. Common material problems include: Cut panels not ready Labels missing Zippers delayed Printed panels delayed Good production planning ensures materials reach the line on time. Quality and Efficiency High speed with poor quality is not good efficiency. If garments require rework, additional labour time is consumed. Therefore, factories should focus on: Good output, not only total output. First-Pass Quality First-pass quality measures how many garments pass inspection without rework. For example: 1,000 garments produced 900 pass first time First-pass quality: 900 ÷ 1,000 × 100 = 90% Higher first-pass quality supports better productivity. Rework and Efficiency Suppose: 1,000 garments are produced 150 need rework Extra labour must be spent correcting them. This reduces effective factory productivity. Reducing defects is therefore one of the best ways to improve efficiency. What Is DHU? DHU means Defects per Hundred Units. Formula: Defects Found ÷ Units Inspected × 100 Example: 20 defects 200 garments inspected DHU: 20 ÷ 200 × 100 = 10 Factories may use DHU to monitor quality performance. Learning Curve When a new style starts, efficiency is usually lower. Example: Day 1 = 35% Day 2 = 45% Day 3 = 55% Day 5 = 65% As operators become familiar with the style: Cycle time improves Handling improves Bottlenecks reduce This is called the learning curve. Why New Styles Start Slowly During style change: Operators learn new operations Machines are adjusted Workstations are rearranged Quality problems are identified This reduces early output. Factories should include learning time in production planning. What Is Style Changeover? Style changeover happens when a production line switches from one garment design to another. The line may need: Different machines Different operators New guides New attachments New quality standards Fast and organized changeovers help reduce lost production time. SMV and Garment Costing SMV is also used to estimate labour cost. Suppose: Factory labour and overhead cost per minute = ₹2 Garment SMV = 8 minutes Estimated sewing cost: 8 × ₹2 = ₹16 per garment This is a simplified example. Actual factory costing may include additional factors. Why Higher SMV Usually Means Higher Sewing Cost A garment with higher SMV needs more labour time. For example: T-shirt SMV = 7 minutes Jacket SMV = 35 minutes The jacket requires much more production time. Therefore, sewing cost is usually higher. Production Efficiency and Cost Higher efficiency can reduce labour cost per garment. Example: Daily labour cost: ₹1,00,000 Output: 2,000 pieces Labour cost per garment: ₹50 If efficiency improvement raises output to: 2,500 pieces Labour cost per garment: ₹40 This simplified example shows why factories focus heavily on productivity. Pieces Per Operator Factories may also track: Pieces per operator per day Example: Output: 1,500 garments Operators: 50 Productivity: 1,500 ÷ 50 = 30 pieces per operator This makes it easier to compare similar production lines. Machine Productivity Machine productivity may be measured using output per machine. However, garment production is labour-intensive, so operator-based measures are often more useful. Factory Efficiency vs Line Efficiency A factory may contain several sewing lines. Each line can have a different efficiency. Example: Line 1 = 65% Line 2 = 72% Line 3 = 58% Factory-level performance may be calculated using combined earned and available minutes. Installed Capacity vs Actual Output Installed capacity refers to the factory's theoretical production resources. Actual output reflects what is really produced. A factory may have enough machines to produce 10,000 garments per day but achieve only 7,000 because of: Labour shortage Style complexity Low efficiency Machine count alone does not show actual capability. Capacity Utilization Capacity utilization measures how much of available capacity is actually used. Example: Available capacity: 10,000 pieces Actual output: 8,000 pieces Capacity utilization: 80% This is different from sewing line efficiency but can still help management understand factory performance. Factory Efficiency Dashboard A production dashboard may track: Daily output Efficiency SMV Target Achievement DHU Absenteeism WIP Monitoring several metrics gives a better picture than looking at only one number. What Is WIP? WIP means Work-In-Progress. It refers to partially completed garments waiting between operations. Excessive WIP may indicate: Bottleneck Poor line balance Poor flow Reducing unnecessary WIP can improve lead time and visibility. Absenteeism and Factory Efficiency If workers are absent, available minutes fall. Example: Planned operators: 50 Actual attendance: 45 The line may need to: Rebalance operations Move multi-skilled workers Reduce target Poor attendance can significantly affect output. Overtime and Efficiency Overtime increases available working minutes. However, overtime does not always improve efficiency. Long working hours may cause: Fatigue Slower performance More defects Factories should monitor productivity rather than assuming more hours automatically mean more efficiency. Productivity Improvement Methods Garment factories may improve efficiency through: Better Line Balancing Reduce bottlenecks. Operator Training Improve skill and speed. Method Improvement Reduce unnecessary motion. Machine Attachments Speed up repetitive operations. Preventive Maintenance Reduce downtime. Better Material Flow Prevent waiting. Quality Improvement Reduce rework. Industrial Engineering and Efficiency The Industrial Engineering department plays a major role in factory productivity. IE teams may handle: Time study SMV calculation Line balancing Capacity planning Method improvement Target setting They use production data to identify improvement opportunities. What Is Time Study? Time study measures how long an operation takes under normal conditions. The industrial engineer observes the operation and calculates a standard time. This information helps determine SMV. What Is Method Study? Method study examines how an operation is performed. The goal is to identify: Unnecessary motion Poor workstation layout Inefficient handling Improving the method can reduce cycle time. Production Target Example Suppose: Operators = 35 Working time = 480 minutes Target efficiency = 65% Garment SMV = 7 minutes Productive minutes: 35 × 480 × 0.65 = 10,920 minutes Target output: 10,920 ÷ 7 = 1,560 garments per day Comparing Target and Actual Production Suppose target: 1,560 garments Actual: 1,400 garments Achievement: 1,400 ÷ 1,560 × 100 = 89.7% Management can investigate why the target was missed. Possible Reasons for Missing Target These may include: Bottleneck Machine breakdown Low attendance Material shortage High rework Incorrect target New style learning curve Production data should be used to identify the real reason. Why Unrealistic Targets Are Dangerous If targets are set too high: Operators may rush Quality may fall Morale may decline Reports may become unreliable Targets should be based on realistic standard time and expected efficiency. Efficiency for New Clothing Brands A clothing brand does not need to calculate every factory metric itself. However, understanding efficiency helps when evaluating suppliers. A buyer can ask: What is the style SMV? What is your normal line efficiency? What is the daily target? What is the actual output? How many lines are assigned? These questions provide better insight than simply asking: “How many machines do you have?” Why Buyers Should Understand SMV SMV can help buyers understand why: Complex styles cost more Production takes longer Daily output differs between products For example: A factory may produce: 2,000 basic T-shirts per day but only: 700 hoodies per day because hoodie SMV is much higher. Factory Performance Should Not Be Judged on Efficiency Alone Very high efficiency does not automatically mean a good factory. Buyers should also evaluate: Quality Compliance Delivery Communication Worker safety Efficiency is only one part of factory performance. Common Factory Efficiency Mistakes 1. Comparing Different Styles Directly A T-shirt line and jacket line cannot be compared only by pieces produced. 2. Ignoring SMV Output should be related to standard work content. 3. Focusing Only on Speed Quality matters. 4. Using 100% Efficiency for Planning This can create unrealistic targets. 5. Ignoring Downtime Machine and material losses affect output. 6. Ignoring Learning Curve New styles require time to stabilize. Simple Factory Efficiency Checklist Track: Style SMV / SAM Operators Working minutes Target efficiency Daily target Actual output Production achievement Quality level Downtime This creates a more complete view of factory performance. Frequently Asked Questions What is garment factory efficiency? Garment factory efficiency measures how effectively available labour time is converted into standard garment production output. What is SMV? SMV means Standard Minute Value and represents the standard time required to complete a garment or operation. What is SAM? SAM means Standard Allowed Minute. It is often used similarly to SMV in garment manufacturing. How is line efficiency calculated? A simplified formula is: Earned Minutes ÷ Available Minutes × 100. What is garment productivity? Productivity measures output relative to resources, such as pieces per operator or pieces per hour. How are production targets calculated? Factories may use manpower, working minutes, target efficiency, and garment SMV to calculate expected output. Why is actual output lower than theoretical output? Because factories experience downtime, absenteeism, quality problems, waiting, bottlenecks, and other losses. Does high efficiency always mean high quality? No. Factories must balance productivity with garment quality. Final Thoughts Garment factory efficiency is a combination of standard time, manpower, productivity, quality, and production control. Important concepts include: SMV / SAM – how long the garment should take. Efficiency – how effectively available labour time is used. Productivity – how much output is produced. Production Target – how many garments should be completed. Production Achievement – how much of the target was actually completed. These numbers help factories understand whether their production lines are performing well. For buyers and clothing brands, understanding these metrics makes it easier to evaluate: Factory capability Production cost Lead time Delivery reliability The goal of factory efficiency is not simply to make workers sew faster. It is to create a better production system with: Balanced lines Fewer bottlenecks Less waiting Lower rework Higher good output A truly efficient garment factory produces the right quantity, at the right quality, using available resources effectively.

In garment manufacturing, a sewing line may have many operators performing different operations. One operator may attach sleeves. Another may sew side seams. Another may stitch the neck rib. Another may complete the bottom hem. If one operation takes much longer than the others, garments begin to pile up at that point. This slows down the entire sewing line. The process of arranging operators, machines, and work so that production flows more evenly is called line balancing. Line balancing is one of the most important methods used by garment factories to improve productivity, reduce waiting time, increase output, and meet production targets. For clothing brands, merchandisers, factory owners, and production teams, understanding line balancing helps explain why two factories with the same number of sewing machines can have very different production efficiency. This guide explains what line balancing is, how it works, how factories identify bottlenecks, and how balancing improves garments produced per day. What Is Line Balancing in Garment Manufacturing? Line balancing is the process of distributing garment sewing operations among operators and machines so that work moves through the production line as smoothly as possible. The main objective is to reduce large differences in workload between operations. For example, imagine a sewing line producing T-shirts. One operator can complete sleeve attachment in: 40 seconds Another operation requires: 85 seconds If both operations are assigned to only one operator each, garments may pile up before the 85-second operation. That slower process becomes a bottleneck. Line balancing tries to reduce this imbalance. Why Is Line Balancing Important? A sewing line is only as fast as its slowest critical operation. Even if most operators work quickly, one slow process can reduce the output of the entire line. Good line balancing helps factories: Increase productivity Reduce waiting time Reduce work-in-progress Improve line efficiency Reach hourly targets Reduce overtime Improve operator utilization Maintain smoother workflow It can also reduce pressure on individual operators. Simple Example of an Unbalanced Sewing Line Imagine four sewing operations. Operation Time per Piece Shoulder Join 30 sec Sleeve Attach 40 sec Side Seam 45 sec Neck Rib 90 sec The first three operations can produce garments faster than the neck-rib operation. Therefore, pieces will begin accumulating before neck-rib stitching. The line output becomes limited by the slowest operation. What Is a Bottleneck? A bottleneck is an operation that has less production capacity than the surrounding operations. It restricts the overall flow of the sewing line. For example: Operation A capacity = 100 pieces/hour Operation B capacity = 95 pieces/hour Operation C capacity = 60 pieces/hour Operation D capacity = 100 pieces/hour Operation C is the bottleneck. Even if the other processes can produce around 100 pieces per hour, the line may struggle to exceed approximately 60 pieces per hour until the bottleneck is improved. What Causes Bottlenecks? Bottlenecks can happen because of: Long operation time Difficult sewing operation Inexperienced operator Machine problem Poor method Material delay Incorrect machine allocation Quality rework The production team needs to identify the actual cause before taking corrective action. What Is Work Content? Work content refers to the total time required to complete all the operations used to manufacture one garment. For example, a basic T-shirt may include: Shoulder joining Neck rib attachment Sleeve attachment Side seam Sleeve hem Bottom hem The sum of standard minutes for all these operations contributes to the garment's SAM or SMV. What Is SAM in Line Balancing? SAM means Standard Allowed Minute. It represents the standard time allowed for a garment or an operation. For example: Sleeve attachment SAM = 0.50 minute Side seam SAM = 0.40 minute Neck rib SAM = 0.80 minute These operation-level SAM values help factories decide how many operators are needed for each process. Operation Capacity Calculation A simplified operation capacity formula is: Capacity per Operator = Available Minutes × Efficiency ÷ Operation SAM Suppose: Available working time = 60 minutes Efficiency = 80% Operation SAM = 0.50 minute Productive minutes: 60 × 0.80 = 48 minutes Capacity: 48 ÷ 0.50 = 96 pieces per hour This gives the approximate capacity of that operator for the operation. Example: Comparing Operation Capacities Suppose a sewing line contains: Operation SAM Hourly Capacity Shoulder Join 0.30 160 Sleeve Attach 0.50 96 Side Seam 0.40 120 Neck Rib 0.80 60 If the line target is: 100 pieces per hour the neck-rib operation is clearly under capacity. That operation needs improvement. How Factories Balance a Bottleneck There are several possible solutions. Add Another Operator If one operator can produce: 60 pieces/hour two operators may theoretically provide more capacity. This is one of the most common balancing methods. Split the Operation A complicated operation may be divided into two smaller operations. Improve the Method The industrial engineering team may find a faster sewing method. Use an Attachment Special machine attachments can reduce handling time. Use a Better-Skilled Operator An experienced operator may complete the same process more efficiently. Change Machine Allocation The factory may add another machine to that operation. What Is Line Target? The line target is the number of garments the line is expected to produce within a given period. Targets may be: Hourly Shift-wise Daily For example: Daily target = 1,600 garments Working hours = 8 Hourly target: 1,600 ÷ 8 = 200 pieces per hour Line balancing helps ensure individual operation capacities support this target. How Line Balancing Is Connected to Production Capacity Suppose a factory calculates theoretical capacity of: 2,000 pieces per day But one bottleneck operation can support only: 1,500 pieces per day. The line may not reach 2,000 pieces until the bottleneck is corrected. This is why line capacity should not be calculated only from total manpower. Operation-level balance matters. What Is Pitch Time? Pitch time is sometimes used to help balance sewing operations. It represents the amount of work that should be assigned to a workstation based on the line target. A simplified concept is: Pitch Time = Total SAM ÷ Number of Operators For example: Garment SAM = 10 minutes Operators = 20 Pitch time: 10 ÷ 20 = 0.50 minute per operator Ideally, operator workloads should be reasonably close to the pitch time. Real lines may require adjustments because some operations cannot be divided perfectly. What Is Cycle Time? Cycle time is the actual time taken by an operator to complete one operation. For example: Standard time = 0.50 minute Actual operator cycle time = 0.60 minute The operator is slower than the standard. This may affect line balance. SAM vs Cycle Time SAM is the standard expected time. Cycle time is what actually happens on the production floor. Comparing the two helps identify: Slow operations Training needs Method problems Machine issues How Industrial Engineering Helps With Line Balancing Many garment factories have an Industrial Engineering or IE department. The IE team may: Break garments into operations Calculate SAM Measure cycle time Study operator performance Design workstation layout Identify bottlenecks Balance manpower Set hourly targets Line balancing is one of the main responsibilities of garment industrial engineering. Example: T-Shirt Sewing Line Suppose a T-shirt requires these operations: Operation SAM Shoulder Join 0.40 Neck Rib 0.80 Sleeve Attach 0.70 Side Seam 0.60 Sleeve Hem 0.50 Bottom Hem 0.70 Total sewing SAM: 3.70 minutes This is a simplified example. If the line has 10 operators, the IE team distributes these operations to maintain similar workloads. Example of Poor Workload Distribution Suppose: Operator 1 workload = 0.30 min Operator 2 workload = 0.35 min Operator 3 workload = 0.95 min Operator 4 workload = 0.40 min Operator 3 has much more work. That workstation will likely become a bottleneck. The line should be rebalanced. Example of Better Balance The factory might divide Operator 3's tasks. New workload: Operator 1 = 0.45 min Operator 2 = 0.45 min Operator 3 = 0.50 min Operator 4 = 0.50 min This creates a smoother flow. What Is Work-In-Progress? Work-In-Progress, or WIP, refers to garments or garment parts waiting between production operations. For example: 200 half-stitched T-shirts waiting before neckline attachment. High WIP often indicates: Bottleneck Poor balance Excess production at earlier operations Why Too Much WIP Is a Problem High WIP can create: Congestion Difficult tracking Longer lead time More handling Hidden quality problems A balanced line aims to keep WIP at a controlled level. Why Zero WIP Is Not Always Necessary Some buffer between operations can be useful. If every operation depends directly on the previous operator with no buffer, a small interruption can stop the entire line. Factories usually aim for controlled WIP rather than unlimited accumulation. Line Balancing and Operator Utilization Operator utilization measures how much of an operator's available time is being used productively. An operator with too little work may spend time waiting. An overloaded operator may create a bottleneck. Good balance improves utilization across the line. What Is Idle Time? Idle time occurs when an operator is available but cannot work. Common causes include: Waiting for garments Machine breakdown Material shortage Previous operation delay Line balancing helps reduce avoidable idle time. Example of Idle Time Suppose Operator A finishes: 100 pieces/hour but Operator B before them supplies only: 70 pieces/hour. Operator A may spend time waiting. This reduces overall efficiency. Machine Type and Line Balancing Different sewing operations require different machine types. Examples include: Overlock Flatlock Lockstitch Coverstitch Buttonhole Bartack Even if extra operators are available, the line cannot increase capacity if the required machine is not available. Machine planning is therefore part of line balancing. Multi-Skilled Operators Multi-skilled operators can perform more than one sewing operation. They help factories rebalance lines quickly. For example: If one operator is absent, a multi-skilled operator can move to the bottleneck process. This improves flexibility. Line Balancing During Style Change When a factory changes from one style to another, line balance often changes. A new style may require: Different machines Different operations Different SAM Different operator skills Therefore, the line may need to be balanced again. Learning Curve and Line Balance At the beginning of a new style, some operators may work slower. As they gain experience: Cycle time falls Efficiency improves Bottlenecks may shift Factories may rebalance the line several times during production. Dynamic Line Balancing Line balancing is not always a one-time activity. Production teams may monitor performance throughout the day and change: Operator positions Work assignments Machine allocation This is sometimes called dynamic balancing. Hourly Production Monitoring Factories often record hourly production. Example: Hour Target Actual 9–10 150 110 10–11 150 130 11–12 150 145 If actual production remains below target, the team investigates bottlenecks. Line Efficiency Line efficiency shows how well the production line uses available manpower time. A simplified formula is: Line Efficiency = Produced Pieces × Garment SAM ÷ Total Available Man-Minutes × 100 Example: Output = 800 pieces Garment SAM = 8 minutes Operators = 20 Working minutes = 480 Earned minutes: 800 × 8 = 6,400 Available minutes: 20 × 480 = 9,600 Efficiency: 6,400 ÷ 9,600 × 100 = 66.7% How Line Balancing Improves Efficiency If bottlenecks are removed: More garments flow through the line Operators spend less time waiting WIP decreases Output rises Therefore, earned production minutes increase while available labour minutes remain similar. This improves line efficiency. Line Balance Efficiency Factories may also evaluate how evenly work content is distributed across workstations. If one operator has much more work than others, balance efficiency is poor. The closer workloads are to a common cycle or pitch time, the better the balance. Line Balancing and Quality Speed should not be the only objective. An overloaded operator may: Rush Make mistakes Create defects A properly balanced line allows operators to work at a sustainable pace. This can improve both output and quality. Rework Can Destroy Line Balance If defective garments repeatedly return to an operator for repair, that operator's workload increases. This can create a new bottleneck. Quality control and line balance are therefore closely connected. Line Balancing and Absenteeism Suppose a production line is balanced for: 30 operators but 3 operators are absent. The balance may no longer work. Supervisors may need to: Merge operations Move multi-skilled operators Reallocate machines Factories need flexibility to manage attendance changes. Line Balancing and Overtime Poorly balanced lines may require overtime simply because output was lost during normal working hours. Improving line balance can sometimes increase production without increasing working time. This reduces unnecessary overtime cost. Benefits of Good Line Balancing Higher Output More garments can be produced with the same resources. Lower WIP Fewer garments accumulate between operations. Less Waiting Operators receive work more consistently. Better Productivity Available labour time is used more effectively. Faster Lead Time Orders can move through sewing more quickly. Better Quality Operators are less likely to rush because of extreme workload differences. Line Balancing Example Before and After Suppose a line target is: 100 pieces/hour Before balancing: Bottleneck capacity = 65 pieces/hour Actual line output = 68 pieces/hour After adding support and redistributing operations: Bottleneck capacity = 105 pieces/hour Actual output = 95 pieces/hour The line is now much closer to its target. This example illustrates why improving one critical operation can significantly improve the whole line. How Factories Perform Line Balancing A typical process is: Step 1: Break the Garment Into Operations List every sewing operation. Step 2: Calculate SAM Determine the standard time for each operation. Step 3: Set Production Target Define required hourly or daily output. Step 4: Calculate Operation Capacity Determine how many pieces each workstation can produce. Step 5: Identify Bottlenecks Find operations below target capacity. Step 6: Reallocate Work Move operators or split operations. Step 7: Monitor Output Track hourly production. Step 8: Rebalance Make further adjustments if needed. Line Balancing for T-Shirts T-shirts may look simple, but some operations can still create bottlenecks. Common critical areas include: Neck rib Sleeve attachment Bottom hemming The exact bottleneck depends on: Machine Operator skill Style Line Balancing for Polo Shirts Polo shirts are more complex because of: Collar Placket Buttons Cuffs Placket preparation and collar attachment may require more time than basic seams. These operations need careful manpower planning. Line Balancing for Hoodies Hoodies may include: Hood construction Pocket Rib Zipper Drawcord The higher operation count increases balancing complexity. Line Balancing for Jackets Jackets are significantly more complex. They may require: Lining Zippers Pockets Multiple panels Cuffs Collars Factories may need specialized machines and experienced operators. Line Layout and Efficiency Physical layout also affects production. Poor layout may cause: Excess movement Bundle transportation Waiting A well-designed layout keeps connected operations close together. Bundle System and Line Balancing Some factories use bundle production. Garment pieces move in groups between operations. If bundles are too large: WIP increases Problems are detected later Smaller bundles can improve flow but require better coordination. Unit Production System Some factories use automated transport systems to move garments between workstations. This may improve: Tracking Flow WIP control However, proper balancing is still required. Automation alone does not remove bottlenecks. How Buyers Benefit From Efficient Line Balancing Buyers may not directly manage factory line balancing, but it affects: Delivery reliability Product cost Quality Lead time A factory with strong industrial engineering practices can usually plan production more accurately. Questions Buyers Can Ask Factories Instead of only asking daily capacity, brands can ask: How do you calculate SAM? Do you have an IE team? How do you monitor hourly production? How do you handle bottlenecks? What is your average line efficiency? These questions help assess production capability. Common Line Balancing Mistakes 1. Balancing Only Based on Operator Count Operation time matters more than simply having equal numbers of operators. 2. Ignoring Machine Limitations Adding an operator does not help without the correct machine. 3. Ignoring Operator Skill Different workers have different capabilities. 4. Not Monitoring After Setup Bottlenecks can change during production. 5. Overloading Operators This may increase defects. 6. Ignoring WIP Large piles between operations usually indicate imbalance. Simple Line Balancing Checklist Before production, check: Operation breakdown completed SAM available Line target defined Machine requirement confirmed Operator skills reviewed Bottlenecks identified Workload distributed Hourly output monitored WIP controlled Quality monitored Frequently Asked Questions What is line balancing in garment manufacturing? Line balancing is the process of distributing garment sewing work among operators and machines so production flows smoothly and bottlenecks are reduced. What is a bottleneck in a sewing line? A bottleneck is an operation with lower capacity than surrounding processes, limiting overall line output. How does line balancing improve efficiency? It reduces idle time, work accumulation, and uneven operator workloads, allowing more garments to move through the sewing line. What is SAM? SAM means Standard Allowed Minute and represents the standard time required for a garment or sewing operation. Who performs line balancing in a factory? Industrial engineers, production managers, line supervisors, and work-study teams may participate in line balancing. Can line balancing increase output without adding workers? Yes. Better work allocation and bottleneck reduction can increase output using the same manpower. Is line balancing done only once? No. Factories may rebalance during production as operator performance, attendance, and bottlenecks change. Does line balancing affect quality? Yes. Poor balance can overload operators and increase defects, while better balance can create a more controlled production pace. Final Thoughts Line balancing is one of the most important productivity tools in garment manufacturing. A sewing line contains many different operations, and each operation requires a different amount of time. If those workloads are not balanced, some operators may wait while others become overloaded. The result is: Bottlenecks High WIP Low efficiency Reduced production Good line balancing uses: SAM Operator capacity Machine availability Skill level Production targets to distribute work more effectively. For garment factories, the objective is not simply to make every operator work faster. The objective is to make the whole sewing line flow better. A balanced sewing line produces more garments with less waiting, fewer bottlenecks, and better use of available manpower.

When a garment factory says it can produce 2,000 T-shirts per day, that number is not usually guessed. Factories estimate daily production capacity using a combination of: Number of operators Working hours Standard time required per garment Line efficiency Style complexity Machine availability Production losses and downtime For clothing brands, merchandisers, production teams, and buyers, understanding production capacity is important because it directly affects: Lead time Delivery dates Order planning Factory selection Costing Production scheduling A factory may have hundreds of sewing machines, but that does not automatically mean it can produce a large number of garments every day. This guide explains how garment factories calculate pieces per day, what SAM and SMV mean, how efficiency affects output, and why actual production can differ from theoretical capacity. What Is Garment Production Capacity? Garment production capacity is the maximum or expected number of garments a factory, production line, or operator can produce within a given period. Capacity may be expressed as: Pieces per hour Pieces per day Pieces per shift Pieces per week Pieces per month For example: A sewing line may have a production capacity of: 1,200 T-shirts per day while the entire factory may have: 15,000 pieces per day depending on the number of lines and product types. Why Production Capacity Matters Production capacity helps factories answer questions such as: Can we accept this order? How many days will production take? How many sewing lines are required? Can we meet the shipment date? Do we need overtime? Is the current manpower sufficient? Brands and buyers also need this information when choosing manufacturers. A factory that cannot handle the required order volume may create delays. The Basic Idea Behind Capacity Calculation At the simplest level, a factory needs to know: How many people are working How many minutes they work How many minutes are required to make one garment How efficiently the line operates These four factors are the foundation of many capacity calculations. What Is SAM in Garment Manufacturing? SAM means Standard Allowed Minute. It represents the standard amount of time allowed to complete a garment or garment operation. For example: If one T-shirt has a SAM of: 8 minutes it means the standard production time for one garment is approximately 8 minutes under the defined method and conditions. SAM may include: Basic operation time Allowances Fatigue Personal time Machine-related allowances Different factories may use slightly different systems for developing SAM. What Is SMV? SMV means Standard Minute Value. In garment production, SAM and SMV are often used in a similar way. They both refer to the standard time required to complete a garment or operation. For practical factory calculations, many teams use the terms interchangeably. Why SAM Is Important SAM helps factories calculate: Production capacity Line target Labour cost Machine requirement Efficiency Production planning A simple T-shirt may have a relatively low SAM. A complicated jacket may have a much higher SAM. Example of Different SAM Values Illustrative example: Garment Example SAM Basic T-Shirt 7 min Polo T-Shirt 12 min Hoodie 20 min Jacket 35 min These values are only examples. Actual SAM depends on: Construction Machine setup Number of operations Stitch type Design complexity Production method What Is Line Efficiency? Line efficiency shows how effectively the available production time is being used. No production line operates at 100% efficiency all the time. Time can be lost because of: Machine breakdown Operator fatigue Material shortage Style change Quality problems Rework Waiting Uneven operator performance Therefore, factories usually calculate expected output using an efficiency percentage. Example of Production Efficiency Suppose a line has: 100 workers Each worker works: 480 minutes per day Total available minutes: 100 × 480 = 48,000 minutes If line efficiency is: 60% Effective productive minutes: 48,000 × 60% = 28,800 productive minutes This productive time can then be compared against the garment SAM. Basic Garment Production Capacity Formula A common simplified formula is: Daily Capacity = Operators × Working Minutes × Efficiency ÷ Garment SAM For example: Operators = 50 Working minutes = 480 Efficiency = 60% Garment SAM = 8 minutes Calculation: 50 × 480 × 0.60 = 14,400 productive minutes 14,400 ÷ 8 = 1,800 pieces per day So the estimated line capacity is: 1,800 pieces per day under these assumptions. Another Simple Example Suppose: Operators = 40 Working minutes = 480 Efficiency = 50% SAM = 10 minutes Total productive minutes: 40 × 480 × 0.50 = 9,600 Daily output: 9,600 ÷ 10 = 960 pieces Estimated capacity: 960 garments per day Why Working Minutes Matter Factories often operate: 8-hour shifts 9-hour shifts 10-hour shifts But total shift time is not always equal to productive sewing time. For example: 8 working hours = 480 minutes However, factories may deduct: Breaks Meetings Cleaning Maintenance Production planners should use the correct available minutes. What Is Theoretical Capacity? Theoretical capacity assumes ideal production conditions. For example: If one garment requires 8 minutes and 50 workers have 24,000 total minutes available: 24,000 ÷ 8 = 3,000 pieces This assumes: 100% efficiency But factories rarely achieve this continuously. Therefore, theoretical capacity may be much higher than realistic output. What Is Practical Capacity? Practical capacity adjusts the theoretical number using expected line efficiency. For example: Theoretical capacity: 3,000 pieces Expected efficiency: 60% Practical capacity: 3,000 × 60% = 1,800 pieces Practical capacity gives a more realistic production target. Efficiency Can Change During Production A new style may begin with low efficiency. For example: Day 1 = 35% Day 2 = 45% Day 3 = 55% Day 5 = 65% As operators become familiar with the style, efficiency may improve. This is called the learning curve. What Is a Learning Curve? The learning curve describes how production efficiency improves as workers repeat the same garment operations. At the beginning of a new style: Operators are learning Machines may need adjustment Line balance may be poor After several days: Operators become faster Workflow improves Problems are corrected Therefore, first-day output is often lower than steady-state capacity. Style Complexity Affects Capacity Not all garments require the same production time. A basic T-shirt may include: Shoulder joining Neck rib Sleeve attachment Side seam Sleeve hem Bottom hem A jacket may include: Multiple panels Zippers Lining Pockets Cuffs Collars Reinforcement More operations increase SAM and reduce pieces per day. Basic T-Shirt Capacity Example Suppose: Operators = 35 Working minutes = 480 Efficiency = 65% SAM = 7 minutes Available productive minutes: 35 × 480 × 0.65 = 10,920 minutes Production: 10,920 ÷ 7 = 1,560 T-shirts per day This is an illustrative example. Hoodie Capacity Example Suppose: Operators = 40 Working minutes = 480 Efficiency = 60% SAM = 20 minutes Productive minutes: 40 × 480 × 0.60 = 11,520 minutes Production: 11,520 ÷ 20 = 576 hoodies per day The same number of workers can produce far fewer hoodies than T-shirts because the hoodie requires more work. What Is Line Balancing? Line balancing means distributing garment operations across workers so that work flows smoothly. For example: If one operator completes an operation in 20 seconds while another needs 90 seconds, garments may accumulate at the slower operation. This creates a bottleneck. Good line balancing tries to make workloads more even. What Is a Bottleneck? A bottleneck is the slowest operation that restricts overall line output. For example: All operations may be capable of producing: 100 pieces per hour but one operation can produce only: 70 pieces per hour The line may effectively be limited to around 70 pieces per hour unless the bottleneck is improved. How Factories Fix Bottlenecks Possible solutions include: Adding another operator Improving operator training Changing machine setup Splitting the operation Improving method Using attachments The goal is to increase flow. Machine Type Affects Capacity Different garments require different machines. Common machines include: Single needle lockstitch Overlock Flatlock Coverstitch Buttonhole machine Button attach machine If the required machine is unavailable, production capacity can fall. Machine Availability vs Machine Quantity A factory may have: 200 machines but only: 150 machines available for a specific style. For example, the style may require: 20 flatlock machines but the factory has only: 10 available. This can limit capacity. Operator Skill Affects Production Operators do not all work at the same speed. Factors include: Experience Training Operation complexity Motivation Machine familiarity Highly experienced operators may achieve better efficiency. Product Quality Affects Capacity Factories cannot increase output by ignoring quality. If operators work too quickly, defects may increase. This creates: Rework Rejection Inspection delays So production capacity must balance: Speed + Quality Rework Reduces Effective Capacity Suppose the line produces: 1,000 pieces but 100 pieces require rework. The actual first-pass good output is: 900 pieces Rework consumes extra labour and machine time. This lowers effective capacity. What Is DHU? DHU means Defects per Hundred Units. It is commonly used to monitor garment quality. For example: 200 garments inspected 20 defects found DHU: 20 ÷ 200 × 100 = 10 DHU Higher defect rates usually reduce productivity. Absenteeism Affects Capacity If a line is planned for: 50 operators but only 45 attend work, available production time decreases. Factories should account for realistic manpower attendance. Example of Absenteeism Impact Planned manpower: 50 workers Actual manpower: 45 workers Working minutes: 480 Efficiency: 60% SAM: 8 minutes Capacity: 45 × 480 × 0.60 ÷ 8 = 1,620 pieces With 50 workers: 50 × 480 × 0.60 ÷ 8 = 1,800 pieces Five absent workers reduce capacity by approximately: 180 pieces per day in this simplified example. How Overtime Affects Capacity Factories may use overtime to increase production. Example: Normal working time: 480 minutes Overtime: 120 minutes Total: 600 minutes If all other factors remain equal, capacity can increase. However, long overtime can also reduce operator efficiency and increase fatigue. Production Capacity Per Hour Factories may also calculate hourly target. Suppose: Daily target = 1,600 pieces Working hours = 8 Hourly target: 1,600 ÷ 8 = 200 pieces per hour This helps supervisors monitor line performance. Hourly Production Monitoring A line may use an hourly board: Hour Target Actual 9–10 200 170 10–11 200 190 11–12 200 205 If actual output falls below target, supervisors can investigate. What Is Production Target? Production target is the expected output planned for a line. Target may be calculated from: SAM Manpower Efficiency Working hours Target is not always the same as maximum capacity. Factories may set realistic targets below theoretical capacity. Individual Operator Capacity Factories can also calculate capacity for a specific operation. Suppose one sleeve attachment operation takes: 0.5 minutes Available time: 480 minutes At 80% operator efficiency: 480 × 0.80 ÷ 0.5 = 768 operations per day This helps calculate manpower required for each operation. Machine Requirement Calculation If production target is: 1,500 pieces per day and one operation can produce: 750 pieces per machine per day, machines required: 1,500 ÷ 750 = 2 machines Factories use this method when planning the sewing line. How Order Quantity Affects Capacity Planning Suppose an order contains: 20,000 T-shirts Daily capacity: 2,000 pieces Production days required: 20,000 ÷ 2,000 = 10 production days Factories then add time for: Setup Finishing Quality Packing So the total manufacturing lead time will be longer than 10 days. Capacity and Lead Time Are Not the Same Production capacity tells you how much can be produced. Lead time includes the entire order process. This may include: Fabric sourcing Sampling Cutting Sewing Finishing Packing Inspection A factory may sew 2,000 pieces per day but still require several weeks to complete the full order cycle. Factory Capacity vs Line Capacity A factory may have several sewing lines. Example: Line 1 = 1,500 pieces/day Line 2 = 1,400 pieces/day Line 3 = 1,600 pieces/day Total factory capacity: 4,500 pieces/day However, only if all lines are available for the same product. Available Capacity vs Installed Capacity Installed capacity means the factory's total possible production resources. Available capacity means the production capacity currently free for a new order. For example: Factory total capacity: 20,000 pieces/day Already committed: 15,000 pieces/day Available: 5,000 pieces/day Buyers should ask about available capacity, not only total capacity. How Buyers Should Evaluate Factory Capacity Do not simply ask: “How many pieces can you produce per day?” Also ask: For which garment type? At what SAM? How many lines? What efficiency? Is capacity already booked? Can you handle our required style? What is your normal output? This gives a clearer picture. Why Factory Capacity Claims Can Be Misleading A factory may say: “We produce 10,000 garments per day.” But that may refer to: Basic T-shirts Peak capacity All lines combined Your product may be a complex hoodie. Actual capacity for your style may be much lower. Product Mix Affects Factory Capacity Factories may produce: T-shirts Hoodies Polos Shorts at the same time. Each product has a different SAM. Therefore, total factory output changes depending on product mix. Capacity Planning Before Accepting an Order Before confirming delivery, the production team should check: Order quantity Style SAM Available manpower Machine requirement Existing orders Required shipment date The merchandiser and production planner should agree on a realistic schedule. Capacity Booking Large buyers may reserve specific production lines. For example: Buyer A books: 2 lines for 20 days Buyer B books: 1 line for 15 days This is called production capacity booking. It helps factories plan future orders. Capacity Utilization Capacity utilization measures how much of available factory capacity is actually being used. For example: Maximum capacity: 10,000 pieces/day Actual production: 8,000 pieces/day Capacity utilization: 8,000 ÷ 10,000 × 100 = 80% Why 100% Capacity Utilization Is Difficult Factories need flexibility for: Maintenance Style changes Worker absence Rework Unexpected delays Operating at maximum capacity continuously can create production risk. Capacity and Garment Cost Higher productivity can reduce labour cost per garment. Example: Factory labour cost per day: ₹1,00,000 Output: 2,000 garments Labour cost per garment: ₹50 If output increases to: 2,500 garments Labour cost per garment: ₹40 This is simplified, but it shows why efficiency affects costing. Why Low Efficiency Increases Cost If a line takes longer than expected, the factory uses: More labour More electricity More overhead for the same number of garments. This can reduce factory profitability. Ways Factories Improve Production Capacity Improve Line Balancing Reduce bottlenecks. Train Operators Improve operation speed and accuracy. Use Better Machines Automation can increase productivity. Improve Work Methods Reduce unnecessary movement. Reduce Defects Less rework means more good garments. Improve Material Flow Ensure operators do not wait for bundles. Industrial Engineering and Production Capacity Many larger garment factories have an Industrial Engineering (IE) department. IE teams may handle: SAM calculation Line balancing Capacity planning Operator performance Method improvement Production targets This department plays a major role in factory productivity. What Is Work Study? Work study is a method used to improve productivity. It usually includes: Method study Time study Method study asks: Can this operation be performed more efficiently? Time study measures: How long should this operation take? Simple Production Capacity Worksheet A factory can calculate capacity using: Number of Operators: 50 Working Minutes: 480 Efficiency: 60% SAM: 8 Calculation: 50 × 480 × 60% = 14,400 productive minutes 14,400 ÷ 8 = 1,800 pieces per day This simple method is useful for production planning. Example: Order Planning Order: 18,000 T-shirts Daily capacity: 1,800 pieces Production days: 18,000 ÷ 1,800 = 10 days If sewing starts on 1 November: Approximate sewing completion: 10 production days later Then additional time is required for: Finishing Inspection Packing This should be included in the shipment plan. Production Capacity Checklist for Buyers Before placing an order, check: Garment type SAM Daily output Number of sewing lines Available capacity Efficiency Machine capability Existing orders Lead time Do not select a factory based only on machine count. Common Production Capacity Mistakes 1. Assuming Every Machine Produces the Same Output Different operations require different machine types and times. 2. Ignoring Efficiency 100% efficiency is rarely realistic. 3. Ignoring Product Complexity A hoodie and T-shirt cannot be compared directly. 4. Ignoring Absenteeism Available manpower matters. 5. Ignoring Rework Defects reduce productive time. 6. Confusing Capacity With Lead Time Production is only one part of the complete order timeline. Frequently Asked Questions What is garment production capacity? Garment production capacity is the number of garments a factory or production line can produce within a specific period. What does SAM mean in garment manufacturing? SAM means Standard Allowed Minute. It represents the standard time required to produce a garment or complete an operation. What is SMV? SMV means Standard Minute Value and is commonly used to represent standard production time. How do factories calculate pieces per day? A simplified formula is: Operators × Working Minutes × Efficiency ÷ SAM. Does more manpower always increase production? Not necessarily. Poor line balancing or machine shortages can limit output even with additional workers. Why is actual production lower than theoretical capacity? Because factories experience downtime, absenteeism, quality issues, machine problems, and other efficiency losses. What is line efficiency? Line efficiency measures how effectively available labour time is converted into productive output. Can garment capacity change from one style to another? Yes. More complex garments have higher SAM values and usually lower pieces-per-day capacity. Final Thoughts Garment production capacity is not determined only by the number of machines inside a factory. Factories calculate realistic output by considering: Manpower Working minutes SAM or SMV Line efficiency Machine availability Style complexity Quality Downtime A basic T-shirt can be produced much faster than a complex jacket because the standard production time is different. For buyers and clothing brands, understanding production capacity helps create more realistic delivery expectations and makes it easier to evaluate whether a manufacturer can handle an order. For factories, capacity planning helps improve: Line allocation Productivity Costing Delivery performance The key concept is simple: Available production minutes ÷ time required per garment = production capacity. But real-world factory planning must also account for efficiency and production losses. A realistic capacity plan is one of the foundations of on-time garment manufacturing.