WORK STUDY

METHOD STUDY
WORK MEASUREMENT
MOTION‐STUDY

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 INTRODUCTION

 With increasing complexities of the technological world, need to

simplify the work system has been increasing day by day

 Work study is an area of knowledge that addresses the problem of

work simplification with the basic objectives of

PRODUCTIVITY ENHANCEMENT,
HUMAN COMFORT & SAFETY
 WORK STUDY

F.W.TAYLOR:
Taylor began his time study work in 1881
Each job should have a standard time,
determined by time studies.
Taylor advocated dividing the work into
small divisions of effort known as elements.
OBJECTIVES

 To analyze the present method of doing a job

 To measure the work content of a job

BENEFITS OF WORK STUDY
 Increased productivity/operational efficiency
 Reduced manufacturing costs
 Improved work place layout
 Better manpower planning and capacity planning
 Fair wages to employees
 Improved work flow
 Reduced material handling costs
 labor efficiency
 Provides better job satisfaction to employees
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WORK CONTENT

Basic work content

Excess work content

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Measuring Time

Basic work Work content Work content Human Shortcomings

content of an added due to added due to negligence of Mgt
operation defects/ inefficient
wrong spec WM

Total work content Total ineffective time

Total Time of Operations

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REASONS FOR EXCESS WORK CONTENT

A. Defects in design

B. Inefficient methods of
manufacture

C. Short-comings of the mgt.

D. Work-man attributes 8
WORK STUDY

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 BASIC WORK CONTENT
METHOD STUDY
FLOW DIAGRAM
ECONOMY DESIGN
MAP

METHOD STUDY
MG2S
• Motion Study : Examine the
job and finding more
efficient method to
WORK STUDY perform it
AB

WORK MEASUREMENT
• Time Study : Determine the AJPT
time necessary to perform
a job and its elements
 WORK STUDY DEFINITION

“Work study is defined as that body of knowledge

concerned with the analysis of the work methods and the
equipment used in performing a job, the design of an
optimum work method and the standardization of
proposed work methods.”
 MOTION‐STUDY

Gilbreths
Study of the body motions, eliminating unnecessary
motions, simplifying necessary motions, and then
establishing the most favorable motion sequence for
maximum efficiency
Divided work into basic motion elements called
“THERBLIGS”
 Eliminating unnecessary motions
 Simplifying necessary motions
 Then establishing the most favorable motion sequence
for maximum efficiency
STEPS INVOLVED IN WORK STUDY

1. SELECT

2. RECORD

3. EXAMINE

4. DEVELOP

5. MEASURE

6. DEFINE

7. INSTALL

8. MAINTAIN
 METHOD STUDY

It is the systematic recording & critical

examination of existing and proposed ways
of doing work, as a means of developing and
applying easier and more effective methods
and reducing cost
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 METHOD STUDY
Objectives
Critical examination of facts
Develop best possible solution
Eliminate unnecessary operations
Add value & Avoid delays
Optimize 3M
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 JOB SELECTION
Economic aspect

Technical aspect

Human aspect

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 RECORDING TECHNIQUES
CHARTS
Macro-motion charts
Micro-motion charts

DIAGRAMS
Flow & String diagrams
Cycle graph & Chronocycle graph
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 CRITICAL EXAMINATION
A systematic and progressive series of
questions with the purpose of determining true
reasons

Based on the reasons, improvements are found

and adopted into a new method, called better
method

The use of questioning technique reduces the

possibility of missing any information which
may be useful for the development of bette49r
method
 CRITICAL EXAMINATION
A popular procedure of carrying out critical
examination uses two sets of questions:
Primary questions (answers to these show up the
necessity of carrying out the activity), &
Secondary questions (answers to these allow
considerations to alternative methods of doing the
activity)

Selection of the best way of doing each activity is

later determined to develop new method which is
introduced as a standard practice. 50
 CRITICAL EXAMINATION
PRIMARY QUESTIONS

the PURPOSE for which

the PLACE at which
the SEQUENCE in which
the PERSON by whom
the MEANS by which
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 CRITICAL EXAMINATION
SECONDARY QUESTIONS
PURPOSE: what is done?
why is it done?
what else might be done?
what should be done?

PLACE: where is it done?

Why is it done there?

Where else might it is done?
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Where should it be done?

 C
SEQUENCE:
RITICAL E
When
XAMINATION
is it done?
Why is it done?

When might it be done?

When should it be done?

PERSON: who does it?

Why does that person do it?
Who else might do it?
Who should do it?

MEANS: How is it done?

Why is it done that way?
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How else might it be done?
How should it be done ?
CRITICAL EXAMINATION

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DEVELOPMENT & SELECTION OF IMPROVED METHOD
Eliminate all unnecessary operations
Combine operations & elements
Change the sequence of operations
Simplify the necessary operations

Steps in development & selection

Evaluation (evaluate the alternatives)
Investigation (tech. & eco. feasibility)
Selection
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INSTALLATION OF THE PROPOSED METHOD

Recommendation phase

Implementation phase

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 MAINTAIN THE PROPOSED METHOD

Follow-up
Monitoring & control
Audit of the savings
Review of the approach
Evaluation of effectiveness of
proposed method

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METHOD STUDY SYMBOLS

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WORK MEASUREMENT
DEFINITION :-

 “The application of techniques designed to establish

the time for a qualified worker to carry out a specified
job at a defined level of performance”
OBJECTIVES OF WORK MEASUREMENT :-

 1. Comparing alternative methods

 2. Assessing the correct initial manning (manpower requirement planning)
 3. Planning and control
 4. Realistic costing
 5. Delivery date of planning
 6. Cost reduction and cost control
 7. Identifying substandard workers
 8. Training new employees.
 WORK MEASUREMENT TECHNIQUES
 For repetitive work (short work cycle) or non-repetitive work;

Time study (stop watch technique)

Work sampling
Synthetic data
Analytical estimating
Predetermined Motion Time Study
(PMTS)
Note - Time study & Work sampling involve direct observatio6n5
while remaining are data-based & analytical in nature
TECHNIQUES OF WORK MEASUREMENT :-
 1) Repetitive Work:- The type of work in which the main operation or
group of operations repeat continuously during the time spent at the
job. These apply to work cycle of extremely short duration.

 2) Non-repetitive Work:- It include some type of maintenance and

construction work, where cycle itself is hardly ever repeated identically.
 WORK MEASUREMENT TECHNIQUES
Techniques Applications Unit of
measurements
Time study Short cycle repetitive jobs. Centi-minute
Widely used for direct work (0.01 min)
Work sampling Long cycle jobs Minutes
Synthetic data Short cycle repetitive jobs Centi-minute
Analytical Short cycle non-repetitive jobs Minutes
estimating
MTM Manual operation confined to TMU (1 TMU =
one work centre 0.006min)

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 TYPES OF ELEMENT

 A repetitive element – Is an element which occurs in every work cycle of the

job.
 An occasional element - does not occur in each work cycle of the job, but
which may occur at regular or irregular intervals. e.g. machine setting.

 A constant element - the basic time remains constant whenever it is

performed. e.g. switch the machine on.

 A variable element - is an element for which the basic time varies in relation
to some characteristics of the product, equipment or process, e.g. dimensions,
weight, quality etc. e.g. push trolley of parts to next shop.
TYPES OF ELEMENT

 manual element - is an element performed by a worker.

 machine element - is automatically performed by a power-driven machine

(or process).

 governing element - occupies a longer time than any of the other

elements which are being performed concurrently. e.g. boil kettle of water, while
setting out teapot and cups.

 foreign element - is observed during a study which, after analysis, is not

found to be necessary part of the job. e.g. degreasing a part that has still to be
machined further.
 PERFORMANCE RATING
Process of adjusting the actual pace of
working of an operator by comparing it with
mental picture of pace of an operator working
at normal speed

Performance rating methods

Speed rating
Westing house method of rating (S,E,C,C)
Synthetic rating (R = P/A) 73
Objective rating
ALLOWANCES

 Relaxation allowances
 Variable allowances
 Interference allowances
 Contingency allowances
 Policy allowances
ALLOWANCES

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STANDARD TIME COMPUTATION

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EXAMPLE ON HOW TO CALCULATE STANDARD TIME:
WHAT IS JOB DESIGN

Job design – process by which managers decide

individual job tasks and authority

Job redesign – process by which managers

reconsider what employees are expected to do

The well-being of organizations and people relates

to how well management designs jobs
JOB DESIGN

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GOALS OF JOB DESIGN
1. Major Concern
2. Purpose of Job Design
3. Affect on Employee
4. Impact
DESIGN FACTOR

 Layout of equipment and seating

 Instrument display design
 Compatibility

 Control design characteristics

ENVIRONMENTAL FACTORS

 temperature and humidity

 Vibration

 noise
VISUAL ENVIRONMENT

 Lighting

 Ventilation

 Behavioral dimensions of job design

 Job rotation
 Job enlargement
 Job enrichment
APPROACHES TO JOB DESIGN

 Engineering Approach

 Human Approach

 Job Characteristics Approach

ENGINEERING APPROACH

 Thework of every workman is fully planned

out by the management at least on day in
advance and each man receives in most
cases complete written instructions,
describing in detail the task which he/she
has to accomplish-FW TAYLOR
HUMAN APPROACH:

 TheHuman relations approach recognized the need to

design jobs which are interesting and rewarding.
 Herzberg’sresearch popularized the notion of enhancing
need satisfaction through what is called job enrichment.
 Factors involved:
 Motivatorslike achievement, recognition, work itself,
responsibility, advancement and growth and Hygienic
factors.
 According to Herzberg. The Employee is dissatisfied with
the job if required maintenance factors to the required
degree are not introduced into the job.
JOB DESIGN PROCESS:

 Job Design Process has to start from what

activity needs to be done in order to achieve
organizational goals.
 Itrequires use of techniques like work-study,
process planning, organizational methods and
organizational analysis and also technical
aspects