4

INDEX
Sr. No. CONTENTS PAGE No.

1.
Introduction
52.

Breakdown structure
6
3.

I.

Method study
7
4.
1.1 Select and record
8
5.
1.1.1 Charts
9
6
1.1.2. Diagrams and models.
10
7
1.2. Examine
10
8
1.3. Develop
11
9
1.4. Install
11
10
1.5. Maintain
11
11
II.

Time study
12
12
2.1. Work measurement
13
13
2.2. Rating
13
14
2.3. Allowances
14
15
2.4. Choosing a measurementtechnique
15
16
III.

Case study
16
17
3.1multiple activity chart
17
18
3.2. Comments
18
19
IV.

References
19
5
Introduction

Work Study is the systematic examination of the methodsof carrying out activities
such as to improve the effective use of resources and to set upStandards of
performance for the activities carried out.Productivity in its broadest sense is the
quantitativerelationship between what we produce and the resources we use.
Work study emphasizes onincreasing the productivity and improving the working
conditions.The most agreed definition of work study issued by theBritish
standards institute is that it is a generic term for those techniques, particularly
methodstudy and work measurement, which are used in the examination of
human work in all itscontexts, and which lead systematically to the investigation
of all factors which affect theefficiency and economy of the situation being
reviewed, in order to effect improvement.The object of work study is to assist
management to obtainthe optimum use of the human and material resources
available to an organization for theaccomplishment of the work upon which it is
engaged.

6
METHOD STUDY WORK MEASUREMENTSELECT
-WORK TO BE STUDIED
RECORD
-PRESENT METHODUSING DIFFERENT METHODS
EXAMINE
-THE CRITICALFACTS
DEVELOP
-BEST METHODS
SELECT
-WORK TO BE MEASURED
DEFINE
-METHOD TO BE USED
BREAK
JOB DOWN INTO ELEMENTS
MEASURE
-QUANTITY OF WORKINVOLVED IN THAT METHOD
OBTAIN
-STANDARD TIME ANDALLOWANCES
ESTABLISH
-TARGET TIME FOR DEFINEDMETHOD
INSTALLMAINTAIN
TO ACHIEVE
-IMPROVED LAYOUT,DESIGN AND PLACEMENT
OFEQUIPMENT, BETTER WORKINGENVIORNMENT,
REDUCTION OFFATIGUE
TO ACHIEVE
-COMPARISION OFALTERNATE METHODS,
EFFECTIVEPLANNING, SOUND INCENTIVESCHEMES
HIGHER PRODUCTIVITY
WORK STUDY
7
I.
METHOD STUDY
Method study involves the breakdown of an operation or procedure into its
componentelements and their subsequent systematic analysis.
It is important that anyone responsible for method study should posses
1. The desire and determination to produce results2. The ability to produce
results.3. An understanding of human factors involved.The following factors
should be kept in mind.1. Economic considerations2. Technical considerations.3.
Human reactions
Objectives of method study.
1. Improved layout2. Improved working procedures3. improved use of material,
plant, equipment, and manpower4. Improved working environment5. improved
design.
Method study can be further divided into following categories.
Select and recordExamineDevelop and submitInstall and maintain.

8
1.1 SELECT AND RECORD
Method study may bring fruitful results if an organization has
followingdefects
.
1. Poor use of materials, labors, machine capacity, resulting in high scrap and re-
processingcosts.2. Bad layout of operation, resulting in unnecessary movement of
materials.3. Existence of bottlenecks.4. Inconsistencies in quality.5. Highly
fatiguing work.6. Excessive overtime.7. Employees complaints about their work
without logical reasons.
Recording techniques
.
1. 1.1
Charts.a) Outline process chart.b) Flow process chart.c) Two handed motion
chart.d) Multiple activity charts.e) Simultaneous motion chart.
1.1.2
Diagrams and models.a) Flow and string diagrams.b) Two and three dimensional
models
9
1.1.1 CHARTS
The construction and interpretation of process charts is simplifies with the use of
followingsymbols.Outline process chart-the outline process chart gives an overall
view of a process, fromwhich it can be decided whether a further and more details
record is needed. It is a graphicrepresentation of the points at which materials are
introduced into a process and of sequenceof all operations and inspections
associated with the process. The chart does not show wherework takes place or
who performs it and since it is concerned only with operations andinspections
only two symbols are used.Flow process chart-the flow process chart is an
amplification of the outline process chart. Itshows transports, delays, storage as
well as operations and inspections. It can express theprocess in terms of the events
as they affect the material being processed or it can express theprocess in terms of
the activities of the man.Two-handed process chart-work confined to a single
work place often consists of the use of hands and arms only, and the two handed
process chart has been devised to give asynchronized and graphical reorientation
of the sequence of manual activities of the worker.Two-handed process chart is
made up of two columns in which the symbols are recordedrepresenting the
activities of left hand and right hand.Multiple activity chart and simultaneous
motion chart-the multiple activity chart is usedwhenever it is necessary to consider
on the same document the activities of a subject inrelation to one or more others.
By allotting separate bars, placed against a common timescale,to represent the
activities of each worker or machine during a process, the multiple activitychart
shows up clearly periods of ineffective time within the process. This makes
theavoidance of such time by rearrangement of work a very much easier task. It is
often usefulto construct the chart so that the most important subject from aspect of
costs receives themajor emphasis
10
1.1.2. DIAGRAMS AND MODELS.
a) Flow and string diagrams.
The flow diagram is a drawing, substantially to scale, of working area, showing
the locationof various activities identified by numbered symbols .the route
followed in transport areshown by joining in sequence by a line which represents
as nearly as possible the paths of movement of the subject concerned.The string
diagram is a scale layout drawing on which a length of string is used to record
theextent as well as the pattern of movement of a worker or piece of equipment
working withina limited area during a certain period of time. Although it can be
used in places where themovement is a simple backward and forward one
between two or three fixed points, it is of most value where journeys are so
irregular in distance and frequency that it would otherwisebe difficult to see
exactly what is happening.Use of string diagram-it produces a record of existing
set of conditions so that the job of seeing what is actually taking place is made as
simple as possible.It enables to study the actual distance traveled in any activity.It
enables to find critical points where congestion takes place.It helps to arrange
different materials and machines in such a way that maximum output canbe
obtained.Study of a new layout can be made and studies before-hand.
b) Two and three dimensional models-
Two dimensional models-loose templates can be used to represent machinery,
furniture andfittings in developing new methods and layouts. Templates made
from thin card board willsuffice most cases. If frequent re-layout is necessary
heavy cardboard or plywood will provemore satisfactory.Three-dimensional
models-a scale model of working area has similar uses to a threedimensional flow
diagram. It also enables questions of environment, heating,
ventilation,maintenance and safety to be visualized. It is easily understood by
workers and is useful inobtaining their practical advice on changes being made.
1.2. Examine
The recorded data are subjected to examination and analysis; formalized versions
of thisprocess are critical examination and systems analysis. The aim is to identify,
often through astructured, questioning process, those points of the overall system
of work that requireimprovements or offer opportunity for beneficial change.

11
1.3. Develop
The Examine stage merges into the Develop stage of the investigation as more
thoroughanalysis leads automatically to identify areas of change. The aim here is
to identify possibleactions for improvement and to subject these to evaluation in
order to develop a preferredsolution. Sometimes it is necessary to identify short-
term and long-term solutions so thatimprovements can be made (relatively)
immediately, while longer-term changes areimplemented and come to fruition.
1.4. Install
The success of any method study project is realized when actual change is made
'on theground' - change that meets the originally specified terms of reference for
the project. Thus,the Install phase is very important. Making theoretical change is
easy; making real changedemands careful planning - and handling of the people
involved in the situation under review.They may need reassuring, retraining and
supporting through the acquisition of new skills.Install, in some cases, will require
a parallel running of old and new systems, in others; itmay need the build-up of
buffer stocks, and other planning to manage the change. Whatmatters is that the
introduction of new working methods is successful. There is often only onechance
to make change!
1.5. Maintain
Sometime after the introduction of new working methods, it is necessary to check
that thenew method is working, that it is being properly followed, and that it has
brought about thedesired results. This is the Maintain phase. Method drift is
common - when people eitherrevert to old ways of working, or introduce new
changes. Some of these may be helpful andshould formally be incorporated;
others may be inefficient or unsafe. A methods audit can beused to formally
compare practice with the defined method and identify such irregularities.

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II.

TIME STUDY
Time study is a structured process of directly observing and measuring human
work using atiming device to establish the time required for completion of the
work by a qualified workerwhen working at a defined level of performance.It
follows the basic procedure of systematic work measurement of:1.

Analysis of the work into small, easily-measurable components or elements2.

Measurement of those components and3.

Synthesis from those measured components to arrive at a time for the complete
job.The observer first undertakes preliminary observation of the work (a pilot
study) to identifysuitable elements which can be clearly recognized on subsequent
occasions and are of convenient length for measurement.Subsequent studies are
taken during which the observer times each occurrence of eachelement using a
stopwatch or other timing device while at the same time making anassessment of
the worker's rate of working on an agreed rating scale. One of the primereasons
for measuring elements of work, rather than the work as a whole is to facilitate
theprocess of rating. The rate at which a worker works will vary over time; if
elements arecarefully selected, the rate of working should be consistent for the
relatively short duration of the element. More information on rating is given
within the entry on work measurement. Thisassessment of rating is later used to
convert the observed time for the element into a basictime; a process referred to as
"extension". It is essential that a time study observer has beenproperly trained in
the technique and especially in rating.Time study, when properly undertaken,
involves the use of specific control mechanisms toensure that timing errors are
within acceptable limits. Increasingly, timing is by electronicdevices rather than
by mechanical stopwatch; some of these devices also assist in subsequentstages of
the study by carrying out the process of "extending" or converting observed
timesinto basic times. The basic time is the time the element would take if
performed at a specifiedstandard rating.The number of cycles that should be
observed depends on the variability in the work and thelevel of accuracy required.
Since time study is essentially a sampling technique in which thevalue of the time
required for the job is based on the observed times for a sample of observations, it
is possible using statistical techniques to estimate the number of
observationsrequired under specific conditions. This total number of observations
should be taken over arange of conditions where these are variable and, where
possible, on a range of workers.Once a basic time for each element has been
determined, allowances are added (for example,to allow the worker to recovered
from the physical and mental effects of carrying out thework) to derive a standard
time.

13
Time study is a very flexible technique, suitable for a wide range of work
performed under awide range of conditions, although it is difficult to time jobs
with very short cycle times (of afew seconds). Because it is a direct observation
technique, it takes account of specific andspecial conditions but it does rely on the
use of the subjective process of rating. However, if properly carried out it
produces consistent results and it is widely used. Additionally, the useof electronic
data capturing devices and personal computers for analysis makes it much
morecost effective than previously.
2.1. Work Measurement
Work measurement is the process of establishing the time that a given task would
take whenperformed by a qualified worker working at a defined level of
performance.There are various ways in which work may be measured and a
variety of techniques havebeen established. The basic procedure, irrespective of
the particular measurement techniquebeing used, consists of three stages;An
analysis phase in which the job is divided into convenient, discrete
components,commonly known as elements;A measurement phase in which the
specific measurement technique is used to establish thetime required (by a
qualified worker working at a defined level of performance) to completeeach
element of work;A synthesis phase in which the various elemental times are
added, together with appropriateallowances (see below), to construct the standard
time for the complete job.The techniques used to measure work can be classified
into those that rely on directobservation of the work, and those that do not. For
example, some techniques, such aspredetermined motion-time systems and the
use of synthetic or standard data can providetimes from simulation or even
visualization of the work. However, the data on which suchtechniques are based
were almost certainly based on earlier observation of actual work.
2.2. Rating
Direct observation techniques such as time study and analytical estimating include
a processfor converting observed times to times for the "qualified worker working
at a defined level of performance." The commonest of these processes is known
as rating.This involves a trained observer making an assessment of the worker's
rate of working

14
relative to the observer's concept of the rate corresponding to standard rating.
Thisassessment is based on the factors involved in the work such as effort,
dexterity, speed of movement, and consistency. The assessment is made on a
rating scale, of which there arethree or four in common usage. Thus on the 0-100
scale, the observer makes a judgment of the worker's rate of working as a
percentage of the standard rate of working (100).The rating is then used, in a
process known as "extension" in time study, to convert theobserved time to the
basic time using the simple formula:
Basic time = observed time x observed rating/standard rating
Rating is regarded by many as a controversial area of measurement since it is a
subjectiveassessment. Where different observers rate differently, the resulting
basic times are notcomparable. However, practiced rating practitioners are
remarkably consistent. It is importantthat those undertaking the rating are properly
trained, and that this training is regularlyupdated to maintain a common
perception of standard rating through rating 'clinics'.
2.3. Allowances
When carrying out work over a complete shift or working day, workers obviously
suffer fromthe fatigue imposed both by the work undertaken and the conditions
under which they areworking. The normal practice is to make an addition to the
basic time (commonly referred toas an "allowance") to allow the worker to
recover from this fatigue and to attend to personalneeds. The amount of the
allowance depends on the nature of the work and the workingenvironment, and is
often assessed using an agreed set of guidelines and scales.It is usual to allow
some of the recovery period inherent in these allowances to be spent awayfrom
the workplace and this is essential in adverse working conditions. Thus, work
designshould include the design of an effective work-rest regime. The addition of
allowancesshould never be used to compensate for an unsafe or unhealthy
working environment.In many jobs there are small amounts of work that may
occur irregularly and inconsistently.It is often not economic to measure such
infrequent work and an additional allowance isadded to cover such work and
similar irregular delays. This allowance is known as acontingency allowance and
is assessed either by observation, by analysis of historical recordsof such items as
tool sharpening or replacement, or by experience. The end result is aStandard
Time which includes the time the work "should" take (when carried out by
aqualified worker) plus additional allocations in the form of allowances, where
appropriate, tocover relaxation time, contingency time and, perhaps, unoccupied
time which increases theoverall work cycle such as waiting for a machine to finish
a processing cycle.

15
2.4. Choosing a measurement technique
The choice of a suitable measurement technique depends on a number of
factorsincluding:1.

The purpose of the measurement;2.

The level of detail required;3.

The time available for the measurement;4.

The existence of available predetermined data;5.

And cost of measurement.There is a tradeoff between some of these factors. For

example, techniques which derivetimes quickly may provide less detail and be
less suitable for some purposes, such as theestablishment of individual
performance levels on short-cycle work.The advantage of structured and
systematic work measurement is that it gives a commoncurrency for the
evaluation and comparison of all types of work. The results obtained fromwork
measurement are commonly used as the basis of the planning and scheduling of
work,manpower planning, work balancing in team working, costing, labor
performancemeasurement, and financial incentives. They are less commonly used
as the basis of productdesign, methods comparison, work sequencing and
workplace design.

16
III.

CASE STUDY
Location- Aditya city.Activity- hoisting of aggregate and sand to 11
th
floorNo of persons-5List of equipments-hoisting lift, 2 buckets.The following was
the layout of the site-8m8mThe numbers indicate the sequence of the activity.
The total distance to be travelled 22m.Number 1 is the central aggregate
storage.Number 2 is the temporary dump for aggregate waiting to be
hoisted.Number 3 is the hoisting lift.Number 4 is the storage on 11
th
floor.
2
56
3
17
Revised layout:-
As per the revised layout,Total distance to be travelled=9mNo of labor -4
3m6m1234
18
3.1 INITIAL MULTIPLE ACTIVITY CHART
-Time 2 labors ,Act 1-2Bucket 1 Bucket 2 Lift 1 Labor,Act 3-
40.5 Hook change11.5 Hoist up22.53 Hook change3.54 Hoist down4.5 Hook ch
ange55.5 Hoist up66.57 Hook change7.58 Hoist down8.5 Hook change9
3.2 REVISED MULTIPLE ACTIVITY CHART
-Time 1 labors ,Act 1-2Bucket 1 Bucket 2 Lift 1 Labor,Act 3-
40.5 Hook change11.5 Hoist up22.53 Hook change3.54 Hoist down4.5 Hook ch
ange55.5 Hoist up66.57 Hook change7.58 Hoist down8.5 Hook change9
19
3.3. COMMENTS

By observing closely, conclusion can be clearly made from the multiple activity
charts thatthe most non-productive work was changing the hook. Being repetitive
in nature a lot of timeis wasted. If an easy to change hook arrangement is made
instead of tying the rope to thebucket, this work can be done in quarter of the time
which is required now. Currentlychanging of hook requires 1min, means at least
5minutes in each cycle of bucket 1 and 2.Minimizing this time will mean 1minute
30second will be required for hook change and timesaved will be 3.5 minutes in
each cycle. So if 45 cycles take place in a day total time savedwill be
157.5minutes, which is approximately equal to 2.5 hours a day.Places numbered 5
and 6 are empty ducts for lifts which will be installed in the final stage of the
project. If the lift ducts are used for hoisting the aggregates, less distance (~9 m)
will berequired to be covered on ground. Ducts being of sufficient size, it is
possible. Cost benefitsincurred will be reduction of one labor and fatigue.A labor
works on site for around 250 days a year, 8 hours a day. Consider Rs.150 as his
dailywages, we would save Rs.37, 500.

20
IV.

REFERENCES
1)

Work study by R.M.CURRIE with foreword bySIR.EWART.SMITH,

BIM publication, secondedition, SIR ISSAC PITMAN AND SONS
LTD,LONDON.2)

http://www.managers-net.com/WS_Layout.html
3)
http://www.ims-productivity.com/page.cfm/content/Tools-Tips-and-
Techniques/