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Work Study

CHAPTER 15. Work Study. FOUNDATION OF WORK STUDY. “The greatest production results when each worker is given a definite task to be performed in a definite time in a definite manner.” - Dr Frederick W. Taylor Work Study consists of: Method study Time study

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Work Study

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  1. CHAPTER 15 Work Study

  2. FOUNDATION OF WORK STUDY • “The greatest production results when each worker is given a definite task to be performed in a definite time in a definite manner.” - Dr Frederick W. Taylor • Work Study consists of: • Method study • Time study Method and Time studies are inter-related.

  3. Subdivision of work into its component elements is necessary for a useful study of method or time. • Gilbreth suggested a standard work elementalization of the hand and body movements. These work elements were called “Therbligs” (Gilbreth spelt backwards). • Work study, in the earlier days, concentrated on the human body motions. Principles of Motion Economy became very popular.

  4. METHOD STUDY • When the work involves more than just the human body motions, which is mostly the case, the flow diagrams and bar charts are useful. • Process Flow charts (using ASME symbols or otherwise) • Man-machine diagrams (bar charts showing man-machine coordination) • Charts/diagrams give a clear picture of the process and its constituent elements. This facilitates analysis.

  5. STEPS IN METHOD STUDY • Understand the process (including men, machines, materials, tools, working conditions, objectives) • Seek detailed information on the components of the process, and movements of men, materials and machines, times taken, obvious wastages of materials. • Present the information in a systematic manner, using various charts and visual aids.

  6. STEPS IN METHOD STUDY 4. Perform a critical examination of process 5. Think up and present alternatives 6. Check acceptance (of employees and management) 7. After implementation, reevaluate for any further improvement.

  7. CRITERIA FOR METHODS IMPROVEMENT • Improved cost performance • Improved time performance • Improved worker satisfaction • improved product / service quality performance • Improved standardization of operations and products.

  8. TIME STUDY Uses: • Know the work content and set wages / incentives • Develop cost standards per unit of output • Cost control, budgeting, deciding on sales price • Prepare job schedules, plan production • Plan the manpower • Aid in Method study • Aid in Product design

  9. BASIC SYSTEMS OF TIME STUDY • Stop-watch time study • Synthetic time standards • Work Sampling

  10. Steps in Stop-watch Time Study • Divide the job into observable and distinct elements • Choose acceptable operator/s for study • Observe and record the time for each element. Make statistically adequate number of repeated measurements and record each time • Performance rate each element and record • Compute the ‘ normal’ time

  11. Steps in Stop-watch Time Study 6. Establish the ‘allowances’: • personal time • fatigue • unavoidable delays • based on the above, total allowance 7. Apply the allowance to ‘normal’ time and compute the ‘standard’ time. Standard Time : (Normal Time) / (1- allowance) Note: allowance is expressed as a fraction.

  12. Contentious issues in Stopwatch Time Study • Performance Rating Because it is a pre-conceived mental concept, workers may not understand or agree with the basis of the ratings. • Allowances Delays caused due to an inept management may not appear fully in the allowances. Fatigue factor may not have been adequately considered. These are the workers’ apprehensions.

  13. SYNTHETIC TIME STANDARDS • These are time standards for standard work elements. Alternatively called as: • Predetermined Motion Time Systems (PMTS) • An important and widely used PMTS on human work motions is: • MTM (Methods Time Measurement) • MTM times are developed after much research. These times are ‘normal’ times.

  14. MTM tables give ready-made times for standard categories of human motions such as: Reach, Move, Turn Grasp, Release, Position Eye motions, Body-leg-foot motions • MTM analysts divide the work into these micro-motions and list these micro-motions. • They then add up the time and apply allowances to get standard time.

  15. OTHER SYNTHETIC TIME STANDARDS • Work Factor system • Master Clerical Data • Universal Maintenance Standards (UMS) • Standard Sewing Data • Universal office controls

  16. WORK SAMPLING • Useful in the time study of irregular and non-repetitive work, e.g. office work • It estimates the proportion of time devoted to a given type of activity by means of • a large number of random ‘spot’ observations • Knowing the output over that time, one can compute the standard time after giving requisite performance rating and allowances

  17. ORGANIZATION & METHODS (O & M) • Work study applied in an office • Instead of flow of materials, there is: a flow of papers / information • It is a study to improve: • The flow of information • The process of decision-making • The study, therefore, needs to analyze not only the ‘methods’, but also the ‘organization’.

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