Work Study and Measurement 2  Represents output relative to input

 Only through productivity increases can our

0.1 Methods, Standards, and Work Design standard of living improve
 Labor Productivity
Future Challenges and Opportunities  One resource productivity or single-factor
productivity
 Arranged based on impact:
 ECRS: Units Produced
Productivity=
 Elimination – elimination of Labor−hrs used
unnecessary movement. Example 1:
 Combine – tasks which can be
combined. 1000 units
Productivity=
 Rearrange – tasks that can be 250 labor −hrs
rearrange by working them one after Productivity=4 units per labor−hrs
another.
 Simplifying – simplification of the work  Multi-factor Productivity
with the help of other tools.  Also known as total factor productivity
 Top Management Language: money  Output and inputs are often expressed in dollars
 3 Mu: Output
Productivity=
 Muri: Overburden (applying load more than Labor + Materials+ Energy+Capital+ Misc .
necessary)
Example 2:
 Mura: Unevenness
 3 Variations:  Old System:
 Quality Variation Staff: 4 works at 8 hrs/day
 Time Variation Payroll Cost: $640/day
 Work Variation Output: 8 titles/day
 Muda: Waste Overhead: $400/day
 D – defect
8 titles / day
 O – overproduction Old Productivity =
8 hrs
 W – waiting 4 workers x per worker
day
 N – not utilized talents
 T – transportation 8titles /day
Old Productivity =
 I – inventory 32 hrs
 M – motion Old Productivity =0.25 titles per labor−hrs
 E – extra processing
 APICS: American Production Inventory Control Society 8 titles/day
Old Productivity =
 SME: Society for Manufacturing Engineers $ 640+ $ 400
 ASQ: American Society for Quality 8titles /day
Old Productivity =
 SCS: Society for Computer Simulation $ 1040

Objectives of Methods, Standards, and Work Design Old Productivity =0.0077 titles per dollar

 SQCT: Safety, Quality, Cost, Timely  New System:

Output: 14 titles/day
Productivity:
Overhead: $800/day
Units Produced
Productivity=
Input used 14 titles/ day
New Productivity =
32hrs
 Measure of process improvement
  Three estimates:
New Productivity =0.4375 titles per labor−hrs  Optimistic Estimate – How much time is required to
14 titles/day complete a specific activity if everything works out
New Productivity =
$ 640+ $ 800 ideally?
14 titles/day  Most-likely Estimate – Under average conditions,
New Productivity =
$ 1440 what would be the most likely duration of this
New Productivity =0.0097 titles per dollar activity?
 PDCA: Plan, Do, Check, Act  Pessimistic Estimate – What is the time required to
0.2 Problem Solving Tools (Part 1) complete this activity if almost everything goes
wrong?
 ALARP: As low as reasonably practical 5. Job / Worksite Analysis Guide – identifies problems
Introduction within a particular area, department, or worksite. Before
collecting quantitative data, the analyst first walks
 Project selection through the area and observes the worker, the task, the
 Economic workplace, and the surrounding working environment. In
 Technical addition, the analyst identifies any administrative factors
 Human that may affect the worker’s behavior or performance.

Exploratory Tools: Recording and Analysis Tools:

1. Pareto Diagram – Vilfredo Pareto, items of interest are 1. Operation Process Chart - shows the chronological
identified and measured on a common scale and then sequence of all operations, inspections, time
are ordered in descending order, as a cumulative allowances, and materials used in a manufacturing or
distribution. Sometimes called, 80-20 rule. business process.
2. Fishbone Diagram – also known as cause-and-effect 2. Flow Process Chart – shows the chronological sequence
diagrams, were developed by Ishikawa in the early of all operations, inspections, time allowances, and
1950s while he was working on a quality control project materials used in a manufacturing or business process.
for Kawasaki Steel Company. The method consists of 3. Flow Diagram – a helpful supplement to the flow process
defining an occurrence of a typically undesirable event chart because it indicates backtracking and possible
or problem, that is, the effect, and then identifying traffic congestion areas, and it facilitates development of
contributing factors, that is, the causes. an ideal plant layout.
3. Gantt Chart – simply shows the anticipated completion 4. Worker and Machine Process Chart – is used to study,
times for various project activities as bars plotted against analyze, and improve one workstation at a time. The
time on the horizontal axis. chart shows the exact time relationship between the
4. Program Evaluation and Review Technique (PERT) – a working cycle of the person and the operating cycle of
network diagram or critical path method, is a planning the machine.
and control tool that graphically portrays the optimum 5. Gang Process Chart – shows the exact relationship
way to attain some predetermined objective, generally in between the idle and operating cycles of the machine
terms of time. and the idle and operating times per cycle of the workers
 Critical Path – the minimum time needed to who service that machine
complete the project is the longest path.
 Float – the amount of time that a noncritical activity
can be lengthened without delaying the project’s
completion date
 Arc – operation or group of operations in a
department is defined as an activity
 Dummy – activities that utilize no time or cost yet
are necessary to maintain a correct sequence