No Slide Title

WORK MEASUREMENT

WORK STUDYJOB DESIGNPRINCIPLES OF MOTION STUDYWORK MEASUREMENTTIME STUDY(Direct Time Study & Activity Sampling)

7-#Design of Work SystemsWORK STUDYA discipline that concerned with:Better ways of performing jobs/tasks (Method Study, Job Design, Work Design, or Methods Improvement)

Exercising control over the output by setting standards for output/work with respect to time (Time Study) 7-#Design of Work SystemsJob design involves specifying the content and methods of jobWhat will be doneWho will do the jobHow the job will be doneWhere the job will be doneErgonomics Job Design 7-#Design of Work SystemsDesign of Work SystemsSpecializationBehavioral Approaches to Job DesignTeamsMethods AnalysisMotions StudyWorking conditions 7-#Design of Work SystemsJob Design SuccessSuccessful Job Design must be:Carried out by experienced personnel with the necessary training and backgroundConsistent with the goals of the organizationIn written formUnderstood and agreed to by both management and employees 7-#Design of Work SystemsSpecialization in Business: AdvantagesFor Management:1. Simplifies training2. High productivity3. Low wage costsFor Labor: 1. Low education andskill requirements2. Minimumresponsibilities3. Little mental effortneeded

Table 7.1 7-#Design of Work SystemsDisadvantagesFor Management:1. Difficult to motivatequality 2. Worker dissatisfaction,possibly resulting inabsenteeism, highturnover, disruptivetactics, poor attentionto qualityFor Labor:1. Monotonous work2. Limited opportunitiesfor advancement3. Little control over work4. Little opportunity forself-fulfillmentTable 7.1 7-#Design of Work SystemsBehavioral Approaches to Job DesignJob EnlargementGiving a worker a larger portion of the total task by horizontal loadingJob RotationWorkers periodically exchange jobsJob EnrichmentIncreasing responsibility for planning and coordination tasks, by vertical loading 7-#Design of Work SystemsFigure 10.2Task #3(lock printed circuit board into fixture for next operation)Present job(manually insert and solder six resistors)Task #2(adhere labels to printed circuit board)Enlarged jobEnriched jobPlanning(participating in a cross-function quality-improvement team)Control(Test circuits after assembly) 7-#Design of Work SystemsJob Design ContinuumSpecializationEnlargementSelf-directed teamsEmpowermentEnrichmentFigure 10.3Job expansionIncreasing reliance on employees contribution and increasing responsibility accepted by employee 7-#Design of Work SystemsSelf-Directed TeamsGroup of empowered individuals working together to reach a common goalMay be organized for long-term or short-term objectivesEffective becauseProvide employee empowermentEnsure core job characteristicsMeet individual psychological needs 7-#Design of Work SystemsSelf-Directed TeamsEnsure those who have acceptable contributions are on the teamProvide management supportEnsure the necessary trainingEndorse clear objectives and goalsFinancial and non-financial rewards

To maximize effectiveness, managers should 7-#Design of Work SystemsMethods AnalysisMethods analysisAnalyzing how a job gets doneBegins with overall analysisMoves to specific details

7-#Design of Work SystemsMethods AnalysisChanges in tools and equipmentChanges in product designor new productsChanges in materials or proceduresOther factors (e.g. accidents, quality problems)

The need for methods analysis can come from a number of different sources: 7-#Design of Work SystemsMethods Analysis ProcedureIdentify the operation to be studiedGet employee inputStudy and document current methodAnalyze the jobPropose new methodsInstall new methodsFollow-up to ensure improvements have been achieved 7-#Design of Work SystemsAnalyzing the JobFlow process chartChart used to examine the overall sequence of an operation by focusing on movements of the operator or flow of materialsWorker-machine chartChart used to determine portions of a work cycle during which an operator and equipment are busy or idle 7-#Design of Work SystemsFLOW PROCESS CHARTJob Requisition of petty cashDetails of MethodANALYST D. KolbPAGE1 of 2 Operation Movement InspectionDelayStorageRequisition made by department headPut in pick-up basketTo accounting departmentAccount and signature verifiedAmount approved by treasurerAmount counted by cashierAmount recorded by bookkeeperPetty cash sealed in envelopePetty cash carried to departmentPetty cash checked against requisitionReceipt signedPetty cash stored in safety boxFigure 7-2 7-#Design of Work SystemsProcess FlowChartFigure 10.5 (c)

7-#Design of Work SystemsFlow DiagramStorage binsMachine 1Mach. 2Mach. 3Mach. 4From

press mach.Paint shopWeldingFigure 10.5 (a) 7-#Design of Work SystemsStorage binsMachine 1Machine 2Machine 3Machine 4From press mach.Paint shopWeldingFlow DiagramFigure 10.5 (b) 7-#Design of Work SystemsMotion StudyMotion study is the systematic study of the human motions used to perform an operation.

7-#Design of Work SystemsMotion Study TechniquesMotion study principles - guidelines for designing motion-efficient work proceduresAnalysis of therbligs - basic elemental motions into which a job can be broken downMicromotion study - use of motion pictures and slow motion to study motions that otherwise would be too rapid to analyzeCharts

7-#Design of Work SystemsPrinciples Of Motion Economy (Study) Use Of The Human BodyThe two hands should begin as well as complete at the same time.The two hands should not be idle at the same time.Motions of the arms should be made in opposite and symmetrical directions simultaneously.Momentum should be employed to assist the worker wherever possible.Work should be arranged to permit easy and natural rhythm wherever possible.

7-#Design of Work SystemsPrinciples Of Motion Economy (Study) Arrangement Of The Work PlaceThere should be a definite and fixed place for all tools and materials.Tools, materials, and controls should be located close and directly in front of the operator.Gravity feed bins and containers should be used to deliver material close to the point of use.Drop deliveries should be used wherever possible.The work place and chair should be arranged so that alternate sitting and standing at work are easily possible.Chairs that permit good posture should be provided.

7-#Design of Work SystemsPrinciples Of Motion Economy (Study) Design Of Tools And EquipmentThe hands should be relieved of all work that can be done more advantageously by a jig, fixture, or foot operated device.Two or more tools should be combined wherever possible.Tools and materials should be pre-positioned wherever possible.Levers, crossbars, and hand wheels should be located in positions that operator can manipulate them with the least change in body position and the greatest mechanical advantage. 7-#Design of Work SystemsEliminate unnecessary motions. (Is this activity necessary, or can it be eliminated?) Combine activities. (Can this activity be combined with others?)Reduce fatigue. (Can this activity be improved?) Improve the arrangement of the workplace. (Is this the proper sequence of activities?)Improve the design of tools and equipment.Is this the proper person to be doing this activity?Developing Work Methods 7-#Design of Work SystemsMethod Improvement (example)

7-#Design of Work SystemsMethod Improvement (recommendation)

7-#Design of Work SystemsWorking Conditions To Be Considered

7-#Design of Work SystemsWorking Conditions (contd)Noise & VibrationCauses of AccidentsSafetyWork Breaks

7-#Design of Work SystemsWork Measurement Standard timeStopwatch time studyHistorical timesPredetermined dataWork Sampling

7-#Design of Work SystemsHistorical ExperienceRelatively easy, convenient, and inexpensiveNot objective, unknown accuracy

Not recommended 7-#Design of Work SystemsLabor standards are based on observing worker doing taskObserve only a sample of workUse average time & pace to set standardDisadvantagesRequires a trained & experienced analystStandard cannot be set before task is performedTime Studies 7-#Design of Work SystemsHere it may be helpful to discuss why something, which often looks to students to be so simple, is really not. What problems does one encounter in doing a time study? Why factors make it more complex than it appears?The Eight Steps to Conducting a Time StudyDefine the task to be studied (after a methods analysis)Break down the task into precise elementsDecide how many times each element of the task must be measuredRecord the times and ratings of performance for the task elementsCompute the average observed cycle time (element times adjusted for unusual influences) 7-#Design of Work SystemsIt is sometimes helpful to actually walk students through a time study in the classroom. The task does not have to be complex - perhaps as simple as sharpening a pencil. Ask them to consider sources of variance as the task is performed on different pencils by different people.

Students should also be asked how one determines the appropriate adjustments for unusual influences.Compute the normal time for each task element: Normal time = (Average actual cycle time) x (Rating factor)Sum the normal times for each element to develop a total normal time for the taskCompute the standard time:The Eight Steps to Conducting a Time Study - continuedStandard time =Total normal time1- Allowance factor 7-#Design of Work SystemsAt this point in the process, students should be asked to determine the appropriate waiting factor and allowances. How does one determine the rating factor for a particular worker? What allowances are appropriate in a given situation, and how long should they be?

AllowancesPersonal time allowance - 4% - 7% of total time - use of restroom, water fountain, etc.Delay allowance - based upon actual delays that occurFatigue allowance - to compensate for physical or mental strain, noise level, tediousness, heat and humidity, assumption of an abnormal position, etc. 7-#Design of Work SystemsSome thoughts on allowances.Rest Allowances (%) for Various Classes of Work (examples)1. Constant allowancePersonal allowance Basic fatigue allowance

2.Variable allowances:Standing allowanceAbnormal position

(i) Awkward (bending)(ii) Very awkward (lying, stretching)

5

4

2 2

7

3 7-#Design of Work SystemsDirect Time Study (Example)Work ElementCycle 1

Cycle 2Cycle 3Cycle 4Cycle 5Take glass898108Place on jig and turn on the machine1012101112Milling Operations (fully automatic)2525252525Lift glass and put it on conveyor88686Time study data using snap back stop watch. Time in seconds. Total allowance is 15% of the normal time. Workers rating is 110%.Compute the standard time.Calculate the labor cost for each product if the workers wage is RM 3 per-hour.

7-#Design of Work SystemsDirect Time Study (Example)ElementCycle 1

Cycle 2Cycle 3Cycle 4Cycle 5AverageNormal timeStd time18981088.69.4611.129210121011121112.114.235325252525252525254886867.27.929.318Element 1: Average time = (8+9+8+10+8)/5 = 8.6 sec Normal time = Average x Rating = 8.6 x 1.1 = 9.46 sec Std time = Normal /(1-allowance) = 9.46 / (1-0.15) = 11.129 sec

7-#Design of Work SystemsDirect Time Study (Example)

Compute the standard time.Overall std time = 11.129+14.235+25+9.318 = 59.682 sec

Calculate the labor cost for each product if the workers wage is RM 3 per-hour.

7-#Design of Work SystemsLabor standard is set using output and % of time worker spends on tasksInvolves observing worker at random times over a long periodAdvantagesLess expensive than time studiesObserver requires little trainingDisadvantagesIneffective with short cyclesWork Sampling 7-#Design of Work SystemsDiscussion of this methodology should emphasize its use in service organizations.Used forRatio delay studiesSetting labor standardsMeasuring worker performanceWork Sampling 7-#Design of Work SystemsIt would be helpful at this point to note the use of Work Sampling as a diagnostic tool.The Five Step Work Sampling ProcedureTake a preliminary sample to obtain an estimate of the parameter valueCompute the sample size requiredPrepare a schedule for observing the worker at appropriate timesObserve and record worker activities; rate worker performanceDetermine how workers spend their time (usually as a percent)

7-#Design of Work SystemsOne point to bring out here is that observations should be conducted at random intervals. Students could be asked to conduct a study of one of their classmates or a worker in the college or university community. One issue this might raise is that of the impact of the observer on the worker being observed.Work Sampling (Example)Status TallySumPercentageProductiveIIIII IIIII IIIII IIIII IIIII IIIII IIIII IIIII I4141/45 = 91%IdleIIII44/45 = 9%Work sampling studies were conducted for 6 consecutive days at a factory. A total of 45 observations were made during the 8 hour working period for each day. The number of units managed to be produced are 3000 units for 1 week. The factory is operating 6 days a week. The data above are included with rating and allowance of 97% and 15%.

Compute the standard time. 7-#Design of Work SystemsWork Sampling (Example)Status TallySumPercentageProductiveIIII IIII IIII IIII IIII IIII IIII IIII I4141/45 = 91%IdleIIII44/45 = 9%

7-#Design of Work SystemsNormal Time =(Total Time) (% of time working) (Rating)Number of units ProducedStandard Time =Normal Time1 - AllowanceWork Sampling Equations 7-#Design of Work SystemsSolved ProblemWork ElementsCycle 1Cycle 2Cycle 3Cycle 410.220.260.250.2320.150.180.150.1630.901.101.041.0040.720.800.760.68Data from snap back stop watch in minutes of a manual assembly process time study. The worker is rated at 108%. The allowances are 5% for fatigue, 6% for delay, and 6% for personal relief. The workers salary is RM1000 per month.a) Compute the standard time for the assembly process.b) If the demand is 100,000 unit per month, estimate the number of operators required for the assembly process. The company is operating 24 days per month and a single 8 hour shift per day.c) If the company can only manage to employ 18 workers, compute the over time cost per day for each worker for the production of 100,000 units per month. Assume only 15 workers are available for over time and the over time pay rate is 1.5 times of the normal wage. 7-#Design of Work SystemsSolved ProblemElementCycle 1Cycle 2Cycle 3Cycle 4AverageNormal TimeStd Time10.220.260.250.230.240.2590.31220.150.180.150.160.160.1730.20830.901.101.041.001.011.0911.31440.720.800.760.680.740.7990.963

7-#Design of Work SystemsSolved Problem

7-#Design of Work SystemsSolved Problem

7-#Design of Work SystemsSolved Problem

7-#Design of Work SystemsTutorial 1ProcessDescriptionAverage Time (min)1Manual232Manual323Automatic machine94Manual8Rating :110%Allowance: 20%

Compute the standard time for each process.

(b) If the company has no problem with the availability of manpower, recommend the maximum capacity for the factory for a 8 hour shift work. 7-#Design of Work SystemsOne point to bring out here is that observations should be conducted at random intervals. Students could be asked to conduct a study of one of their classmates or a worker in the college or university community. One issue this might raise is that of the impact of the observer on the worker being observed.Tutorial 1ProcessDescriptionAverage Time (min)Normal time(Avg x 1.1)Std Time(NT x (100/100-20))1Manual2325.331.6252Manual3235.2443Automatic machine9994Manual88.811(b)Maximum capacity is determined by the bottleneck machine capacity.

= (8 hr/day )x ( 60 min/hr ) / ( 9 min/unit) = 53.33 unit/day(a) 7-#Design of Work SystemsOne point to bring out here is that observations should be conducted at random intervals. Students could be asked to conduct a study of one of their classmates or a worker in the college or university community. One issue this might raise is that of the impact of the observer on the worker being observed.Tutorial 2Emirates Consultant conducted a work sampling studies for 5 consecutive days at an assembly factory. A total of 48 observations were made during the 8 hour working period for each day. The data collected during the 5 day studies is illustrated in Table 1. The whole assembly process is operating on 5 working days per week, 95% rating and the companys allowable allowances is 20%.

(i) Compute the standard time (min/unit) for the assembly process.(ii) At peak demand period, the factory is normally required to produce 3,100 units per week. If only 60% of the employee is willing to work over time, compute the average overtime per day must be arranged in order to meet the peak demand.ItemDataTotal input over 5 days studies2,500 unitAssembly process at fast speed35% of observationsAssembly process at moderate speed45% of observationsAssembly process at slow speed5% of observationsProduction is stopped due to no operator5% of observationsProduction is stopped due to no material10% of observations 7-#Design of Work SystemsOne point to bring out here is that observations should be conducted at random intervals. Students could be asked to conduct a study of one of their classmates or a worker in the college or university community. One issue this might raise is that of the impact of the observer on the worker being observed.Tutorial 2

7-#Design of Work SystemsOne point to bring out here is that observations should be conducted at random intervals. Students could be asked to conduct a study of one of their classmates or a worker in the college or university community. One issue this might raise is that of the impact of the observer on the worker being observed.Tutorial 2

7-#Design of Work SystemsOne point to bring out here is that observations should be conducted at random intervals. Students could be asked to conduct a study of one of their classmates or a worker in the college or university community. One issue this might raise is that of the impact of the observer on the worker being observed.Work Sampling Time Studies

7-#Design of Work SystemsTemperature & HumidityVentilation

Illumination

Color