Time Study =Work Measurement Part 1

1. Time Study=Work MeasurementPart 1 Prof.Dr.Yasemin Claire ERENSAL

2. Work Standards Are based on the data collected through work measurement processes. They should not be set at such a level that only the most productive worker will be able to attain them. Nor should they be set at such a level that nearly every employee can attain them with putting forth little effort to do so.

3. Advantages of Work Standards (1 of 2) 1. They help increase the efficiency with which employees perform their jobs. 2. They help inform employees of their expected production levels. 3. They assist managers in making personnel decisions, because employees who are performing beyond expected levels of production can be readily identified.

4. Advantages of Work Standards (2 of 2) 4. Because employees are aware of the procedures for performing their jobs, less supervision is needed and greater control over the work process is possible. 5. They provide the basis for incentive wage systems. 6. They help improve employee morale by making employees aware of what is expected of them.

5. Types of Standards Are expressed in units of output per unit of time. Quantity Standards Measure the accuracy and acceptability of work. Quality Standards Identify what is acceptable in terms of the descriptive nature of something in an office, such as furniture. Descriptive Standards

6. Work Measurement • Work measurement refers to the process of estimating the amount of worker time required to produce one unit of output. • Work measurement is a process of analyzing jobs for the purpose of setting time standards. • The goal of work measurement is to develop labor standards that can be used for planning and controlling operations.

7. Objectives of Work Measurement(1/2) 1. To express expected output or production levels. 2. To aid in the planning and scheduling of work. 3. To aid in determining the number of employees needed to complete a project in the allotted time. 4. To aid in determining the efficiency of work methods and procedures.

8. Objectives of Work Measurement(2/2) 5. To aid in determining the cost of office operations. 6. To aid in determining equitable work loads for employees.

9. Labor Standards • A labor standard can be determined using one or more of the following approaches: ----------- subjective ------------ • Historical standards • Supervisor estimates ----------- objective ------------ • Standard Data • Work sampling • Time study • Predetermined time standards

10. Production Records and Expert Opinion Time Standards and Historical Data (Subjective) • Estimation of time required to do a specific time, normally performed by a supervisor – expert opinion • Unfair due to variability among estimators • Looking at a job and judging the amount of the time needed • Historical data – records of previous times used on each job– does not include what time it should have taken • Relatively easy, convenient, and inexpensive • Not objective, unknown accuracy • Not recommended

11. Production Records and Expert Opinion Time Standards and Historical Data (Subjective) 1. It is simple, easily understood, and inexpensive. 2. It facilitates the quick development and implementation of a work measurement programwithout the need for specially trained individuals.

12. Disadvantages of Production Records and Expert Opinion Time Standards and Historical Data (Subjective) • It may produce inaccurate standards if employees don’t prepare accurate time logs. • It results in preparation of standards on the basis of “what is” rather than on the basis of“what should be.”

13. Standard Data • Fastest & cheapest technique – may be more accurate & consistentthan any other time study technique. • Compare previously set time standards to varying times on specific machines or class of machines. • Communicate time standards through graphs, tables, worksheets, and formulas. Reference text (i.e. Machinery Handbook) or equipment manufacturers are a good source of standard data.

14. Work Sampling Technique(1/2) • Uses a statistical base that requires randomobservations to determine the amount of time takenby each element of an office procedure. • Statistical element is based on this law of probability: If a procedure is observed a sufficientnumber of times, the results will be as reliable as when the procedure is observed continuously over a period of time.

15. Work Sampling Technique(2/2) • The process helps determine what percent eachactivity consumes in a whole work process. • Observe people working & draw conclusions • This subject will furtherly handled on the next weeks.

16. Time Study • Establishes a standard for a given task • Measures work content, allows for fatigue, personal and unavoidable delays • Increases the efficiency of the equipment and personnel

17. Advantages of the Time Study Technique 1. Results in the development of accurate standards. 2. Produces more accurate results when measuring work processes comprised of minute elements than either the production records technique or the work sampling technique. 3. Results in the development of standards that can be readily used for assessing the performance of employees.

18. Disadvantages of Time Study Technique 1. The measurement process often requires the use of a trained analyst. 2. Office employees tend to have a negative reaction to standards determined by the use of a stopwatch. 3. The technique is not useful for measuring time- consuming elements of a work process.

19. Predetermined Standard Time Data Technique(1 of 2) Uses data typically obtained from external sources, such as purchased data. Tends to produce highly uniform results when based on standards that are consistent from one situation to another. Visualize needed tools, equipment, & work methods– work divided into 17 work elements (therbligs)

20. Predetermined Standard Time Data Technique(2 of 2) Steps 1. The work process is broken down into its minute elements. 2. Each element is analyzed in terms of the motion involved. 3. To determine the appropriate standard, each motion of the work process is compared with the purchased predetermined standard time data. 4. The standard for the entire process is found by adding the standard times for each of the motions.

22. Advantages of Predetermined StandardTime Data Technique 1. It results in accurate standards. 2. Employees tend to accept results readily because of the specificity of the process. 3. Application of process is fairly rapid.

23. Disadvantages of Predetermined StandardTime Data Technique 1. It is a costly technique. 2. It is not suitable for certain types of office operations.

24. PerformanceLeveling • Is a process thatresults in the adjustment of employee workstandards, helping determine whatconstitutes a fair day’swork for both the employer and employee. • The amount of work that can be produced by a qualified employee when working at a normal pace and effectively utilizing their time where work is not restricted by process limitations

25. Responsibilities in Work Measurement Activities

26. Analysts Responsibility • Normalize time • Correct method, and understanding by all those involved in the study • Accuracy and good judgment essential • Good human relations most important: show respect • Answer questions to allieviate fears: TS must never become vindictive: Sally Fields • Sign the study

27. Supervisor's Responsibility • Notify operator in advance • Verify correct tools, equipment, supplies, and method. • Select a qualified, cooperative operator and answer all questions in advance of the study. • Sign the study

28. Union’s Responsibility • Most are opposed. They must recognize the necessity for profitability. • Provide members training in TS to promote acceptance and validity. • Make sure study includes a complete record of the job. • May wish to be present at the time of the study.

29. Operator’s Responsibility • Assist in the establishment of the most efficient method for the job. • Assist in breaking down job into elements that can be useful • Cooperate during the study • Avoid vigorous application of non-essential elements. • Sign the study • Do not sit during the time study

30. Work Measurement • Standard time: (Labor standards) • The length of time a qualified worker, using appropriate tools & procedures, will take to complete a job • A labor standard is the number of worker-minutes required to complete an element, operation, or product under ordinary operating conditions. • Ordinary operating conditions refers to a hypothetical average situation ….. average or typical worker, material, machinery, environment, etc.

31. Labor (Time) Standard • Time required to produce a product at a work station with the following: • Qualified, well-trained operator • Working at a normal pace • Doing s specific task • Before data are gathered, all wasted motions areeliminated from the process being analyzed. • Time in decimal minutes (3 decimal places) • Pieces per hour • Hours per piece

32. Learning Curves

33. Workforce Productivity Improvement – Learning Curves • A learning curve shows the reduction in time it takes to complete a task as the number of times it has been completed increases. • Individuals, groups, and organizations all have learning curves • The learning rate is the amount of improvement obtained as a task is repeated. • The gain expressed by the learning rate is achieved every time the number of repetitions doubles. • The learning rate is almost always a prediction. There are always errors in predictions, and errors in estimating the learning rate can have a tremendous impact on the projected time

34. Workforce Productivity Improvement – Learning Curves • If an individual completed a task for the first time in 4 hours and his learning rate was expected to be 90%, we would observe the following pattern: Exhibit 16.7 Learning Curve Pattern

35. Workforce Productivity Improvement – Learning Curves • A lower percentage means faster learning. 85% vs. 97% learning curves: Exhibit 16.9 97 percent learning curve Exhibit 16.8 85 percent learning curve

36. Workforce Productivity Improvement – Learning Curves • The equation for the learning curve is Tn = T1nr Where Tn = time in hours to produce nth unit T1 = time in hours to produce the first unit n = number of the unit of interest r = log l/log 2 where l is the expected learning rate

37. Workforce Productivity Improvement – Learning Curves • Example 16.3: • A producer of machined components wants to determine the time it will take to produce the 300th unit on a new machine. The time for the first unit is 1.75 hours and the learning rate is 96% • Tn = T1nr • T300 = 1.75(300)log 0.96/log 2 = 1.75(300)-0.0589 = 1.75(300)0.0589 = 1.2506 hours

38. Training approaches INSTALL NEW METHOD:Need to train workers in new method 1) 'Learn-on-the-job' approach - learn wrong method - bother other operators, lower production - anxiety 2) Simple written instructions - only good for very simple jobs 3) Pictorial instructions - 'pictures worth 1000 words‘ 4) Videotapes - dynamic rather than static 5) Physical training - - real equipment or simulators, valid - doesn't interrupt production - monitor performance - simulate emergencies

39. Factors that affect human learning 1) Job complexity - long cycle length, more training, amount of uncertainty in movements, more C-type motions, simultaneous motions 2) Individual capabilities- age, rate of learning declines in older age, amount of prior training, physical capabilities, active, good circulation of oxygen to brain

40. Learning Curves • Assumption is that given exposure to repetitive tasks workers are likely to learn from cumulative experience how such tasks can be performed more quickly and efficiently, e.g. the second identical house can be constructed for less than the first; learning reduces the cost of succeeding units • learning curves relate cost to cumulative nr.s of units produced

41. Learning Curve For Mass Production • Processing time decreases with worker learning (experience) • Time per unit decreases by constant percentage each time output doubles • Use to plan labour, budget & scheduling requirements

42. Learning Curve Definition The Learning Curve is a tool to help estimate future manufacturing costs. It is based on a relationship between cost (the dependent variable) and quantity (the independent variable)

43. History of Learning Curve • The concept of the learning curve was introduced to the aircraft industry in 1936 when T. P. Wright published an article in the February 1936 Journal of the Aeronautical Science. • Wright described a basic theory for obtaining cost estimates based on repetitive production of airplane assemblies. • Since then, learning curves (also known as progress functions) have been applied to all types of work from simple tasks to complex jobs like manufacturing a Space Shuttle.

44. Theory of Learning Curve • The theory of learning is recognized that repetition of the same operation results in less time or effort expended on that operation. • For the Wright learning curve, the underlying hypothesis is that the direct labor man-hours necessary to complete a unit of production will decrease by a constant percentage each time the production quantity is doubled. • If the rate of improvement is 20% between doubled quantities, then the learning percent would be 80% (100- 20=80). • While the learning curve emphasizes time, it can be easily extended to cost as well.

45. The Learning Curve• Learning Curve - the longer a person performs a task, the quicker it takes himFig 18-2: Estimated cycle times based on a 20% reduction each time the quantity doubles

47. Time per repetition Number of repetitions Learning Effect

49. Types of Learning • Individual LearningImprovement when individuals gain a skill or efficiency by repetition of a job. • Organizational Learning • Improvement from the groups of individuals from repetition and changes in administration, equipment, and product design.

50. Learning Curves At the start of production runs: • Workers are unfamiliar with their tasks • Time it takes to produce the first few units is high As the workers learn their tasks: • Their output per day increases up to a point • Then their output levels off to a rather constant rate