Garmenting
Nobody argues about a breakage rate. Everybody argues about capacity, and this is the same number in that currency.
— %
Re-threading time against total operator minutes
The downtime figure is honest about time and optimistic about disruption. A break costs the operator the minutes counted here, and it costs the line more than that whenever the operator is on the critical path of a balanced flow - the station downstream starves and the station upstream blocks, so a break at a bottleneck operation costs the whole line while a break at a station with float costs almost nothing. Weight the recovery time by criticality where the line is tightly balanced. Breaks per garment is worth reading alongside the total: a rate that looks acceptable per hundred thousand stitches can still mean a break in one garment out of thirteen, which is a quality and traceability question rather than a capacity one, because every break leaves a joint that has to be secured and may leave a needle mark. The target rate this returns treats all breaks as equal, and they are not: needle thread breaks, bobbin run-outs and looper breaks have quite different recovery times and quite different causes, and a mill chasing an overall rate without separating them usually spends its effort in the wrong place.
Thread Breakage Converted into Line Capacity — free, with the formula and a worked example, at Textile School.