ME 8323 Production and Operations

Management

WORK STUDY
Lecture Session 01

Eng. K.C Wickramasinghe

BSc(Hons), AMIESL
Dept. of Mechanical & Manufacturing
Engineering,

Faculty of Engineering,
University of Ruhuna.

01

What is work study?

Work Study is the systematic examination of the methods of carrying
on activities so as to improve the effective use of resources and to set up
standards of performance for the activities being carried out
Systematic Examination: Examining the activity critically to
simplify, to modify the method of operation to reduce unnecessary or
excess work, or the wasteful resources
To Improve the Effective Use of Resources: Develop the method of
operation to make use of all resources in improve the productivity
To Set up Standards of Performance: setting up a
time standard for performing that activity
Main aim: to reduce time involve in elements

02

Definition
British Standard 3138: 1969 for Workstudy:
Work study is a generic term for those techniques particularly
Method Study and Work Measurement, which are used in the

examination of human work in all its context, and which leads

to the systematic investigation, if all the resources and factors
which affects the efficiency and economy of the situation being
reviewed, in order to effect improvement.
Workstudy: two independent techniques

Method Study (MS)

Work Measurement (WM)

03

Work Study

Method Study
(to improve method
of operation)

Work Measurement
(to assess human
effectiveness)

Resulting in more
effective use of
material, plant & equipment
and manpower

Making possible improved

planning and control and
as a basis for sound
Incentive scheme

Higher productivity

04

Work Study Techniques

Method Study: 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 thus reducing costs

Work Measurement: the application of techniques designed to establish the time
for a qualified worker to carry out a specified job at a specified level of

performance
MS & WM - closely linked (Theory: MS first, them WM)
MS for reduction of the work content of a job/ operation

WM for the investigation of any ineffective time associated with it; and subsequent
establishment of time standards for the operation developed by MS

05

Method Study
Purpose/Objective:
To find better ways of doing things to improve efficiency

To remove unnecessary work, avoidable delays, and other form of waste

MS may be requested by departmental or senior management due to:
The introduction of new products, services or equipment

The identification of problems:

Bottlenecks, causing unbalanced workflow
Idle workers or equipment i.e. under use of resources

Poor morale indicated by trivial complaints or absenteeism

Excessive errors due to rejected work
Etc.
06

MS Procedure
SELECT
the job to be studied

EVALUATE
results of different
alternative solutions

RECORD
by collecting past data or
by direct observation

DEFINE
new method and present it

EXAMINE
by challenging purpose,
place, sequence and
method of work

INSTALL
new method and train
persons in applying it

DEVELOP
new method, drawing on
contribution of those
concerened

MAINTAIN
and establish control
procedures
07

Step 1: Select the Work

Three factors to be considered in selection process
Economic, Technical and Human factors
Significant savings is the first
Pareto Analysis

08

20 different products generates different

level of profits

03 items account for

60% profit
They would be
priority of study
07 items contribute
25% of the profit
They are assumed as
second importance
Other products give
lower profit
The study may not
take place for them

09

Step 2: Record the existing Work Method &

All Others
Success depends on the accuracy of records

Two phases in Recording:

Rough sketch or charting of the job to establish important

details

More formal and accurate charts or diagrams for clear and

precise details

Std. Techniques and tools for recording

Std. charts and diagrams
10

Common Charts & Diagrams

Type

Base

Name

Chart

Indicate
Process
Sequence

Outline process chart

Flow process chart
- workflow process chart
- material process chart
- equipment process chart
Two handed process chart
Procedure flowchart

Chart

Use TimeScale

Multiple activity chart

Simo chart

Diagram

Indicate
Movement

Flow diagram
String diagram
Cycle graph
Chrono-cycle graph
Travel chart
11

Process Charts Symbols

Symbol

Name

Description

OPERATION

Indicates main steps in a process, method or

procedure

INSPECTION

Indicates an inspection for quality and/or check

for quantity

TRANSPORT

Indicates the movement of workers, material or

equipment from place to place

DELAY (Temporary
Storage)

Indicates a delay in the sequence of events: e.g.

waiting between consecutive operations

STORE (Permanent
Storage)

Indicates a controlled storage in which material

is received into or issued from s store

DECESION (not
much used)

Indicates the decision point for other operation

12

Process Charts Symbols

13

Process Charts Symbols

14

Process Charts Symbols

Flow Process Chart

String Diagrams
Use for activities in which workers move at irregular
intervals between a number of points in the working area
Very common situation in industry
Examples:
An operator is looking after more than one machine
Labourers are delivering materials to or removing
work from a series of machines or workplaces
In stores and shops, where a variety of materials are
being removed from or put away into racks and bins
In restaurant and canteen, staff move to different
location during the preparation and service of meals

String Diagrams

A to D, A to H, D to
L travelled more

Need critical
examination

Attempt to put the

stations closer

Multiple Activity Chart

Typewriter

Idle
05

Typist

Manager

Goes to
Manager's Office

Idle

Goes back to
Office

Letter Dictated

operations in a

10

Idle

25

Idle

Types the
Envelop

specific time
Able to visualize

Goes to
Manager's Office

15

20

Separate Copies

Able to see
individual

Type the Letter

Types the Letter

Typing a letter

areas (idle time) to

Idle

Check & Sign

Type Envelop,
Insert Letter &
Place it Inside

Idle

be improved
(reduced)

Step 3: Examine the records

Examine the records for accuracy
Examine the records for development
If no recorded/sufficient details, improve records or choose a
different/better method

transportation and delay - generally give greatest scope for

improvement
Possible to eliminate certain operations, which will automatically
affect transportation and delays
Critical examination by two questions

Primary Questions and secondary questions

Primary questions
Purpose:

What is actually achieved?, Why is the activity necessary at all?

Place:

Where is it being done?, Why is it done at that particular place?

Sequence:

When is it done?, Why is it dome at that particular time?

Person:

Who does it?, Why is it done by that particular person?

Means:

How is it done?, Why is it done at that particular way?

Secondary Questions
Purpose:

What else could be done?

What should be done?

Place:

Where else could it be?

Where should it be done?

Sequence:

When else could it be?

When should it be done?

Person:

Who else could it be?

Who should do it?

Means:

How else could it be?

How should it be done?

Step 4: Develop (develop improved method)

From critical examination:
Shortcomings of the present operation
Possibilities of a new improved method
Once a new method is accomplished:
Record on charts
Compare with the original method

 Most important: complete elimination of unnecessary

activities
Changes to materials, product design, process design, tools or
the work place may facilitate for elimination or combination
If elimination is not possible, make attempt to combine
If all fails, try to simplify by reducing operations, delays,
transport

Simplification: to permit the worker to complete the job

more quickly and easily

Flow Diagram(Rec. Dept. of Aircraft Factory:

Existing Method)

Flow Diagram (Rec. Dept. of Aircraft

Factory: Proposed Method)

Step 5: Evaluate Alternative Method

Proposed Alternative for Development

Some for immediate introduction

Some need further actions before implementation (New
Eqip)
Detailed cost-benefit analysis for the selected option
Project report, recommended action for final review
Include implementation plan, if completely new method

Step 6: Define the Improved Method

Written standard practice, - improved instruction sheet
This Serves the following several purpose:
Records for future reference
Explain the new method to magt, supervisors, & operatives
Advises all concerned of any new equipment & layout
Aid to training operatives
Forms the basis for time studies (i.e. work mesuret)

Step 7: Install the Improved Method

Most difficult part
Needs corporation from all levels
Personal qualities of the work study person is a gift
Stages in Installation:
Gaining acceptance for management, supervisors and
workers
Preparing to make the changes
Controlling the change over

Step 8: Maintaining the New Method

Maintaining the new method:
To make sure liability of getting benefits
Potential Issues to be Faced:
New method - Liable to change from time to time during
the operation
Some assumptions in the improved method may be
realized no longer valid
Reviewed at regular intervals to make allowances for any
changes
Reason for Changes:
Deliberate alterations to method for good reason
Changes as a result of suggestions schemes
Minor innovations introduced by supervisors and workers
during the operations

Methods and Movements at the Work Place

Major area work-study for enhancing the productivity of man
and machines
So far, Major focus was on separate activities involved with
workers, machines and materials

Now the focus is on one worker working at a workplace,

bench or table
Focus on movement of hands, fingers and body
Major areas: assembly works in repetitive nature

Methods and Movements at the Work Place

Usually working area depends on the anthropometric data of
human body
Consider Normal working area of workbench for average
worker
Ex: stretching forwards to pick material involves the use of
the back muscles, thereby causing fatigue

Objective is reduce fatigue and improve productivity

This is addressed by principles of motion economy

Anthropometric data of Human Body

Maximum Working Area

Principles of Motion Economy

Principles concerning the economy of manual movements
Developed as a result of long term experience
Objective is to improve method at the workplace
03 Major Groups to improve productivity:
Use of human body
Arrangement of the work place
Design of tools and equipment

Useful not only in shops, but also in offices

Principle can not always be applied
But, they form a basis for improving the efficiency and
reducing fatigue of manual work

Use of Human Body

Two Hands Movement:
Begin & complete movements at the same time
Not idle at the same time except during the rest
Arm motion: should be made in opposite and symmetrical
directions and should be made simultaneously.
Hand & body motion: maintain at lowest level
Classification of Hand-motions
Finger motion more fatiguing
Wrist motions
Forearm motions most desirable for light & repetitive work
Upper arm motions
Shoulder motions (This class of motions results in disturbance of the
posture)

Use of Human Body

Employ momentum as advantage, maintain at minimum

In the tasks where the momentum must be overcome by the

worker's muscles, momentum must be reduced to a
minimum by decreasing the weight of the tools and parts

because it causes fatigue.

Maintain continuous curved movement - Avoid straight line

motions involving sudden and sharp changes

Use of Human Body

Use the Rhythm for smooth & automatic performance

Rhythm can refer to the regular repetition of a certain cycle of

motions by an individual. Rhythm which is a proper sequence of

motions, assists in making the operation practically an automatic
performance - there is no mental effort on the part of the operator.

Eye fixations should be as few and as close together as possible.

Confine eye movements to a comfortable area

Do not change the eye focus frequently

Eg: containers been placed directly in front of the operator, the head
movements would have been eliminated entirely and her eye
movements would have been greatly reduced.

Arrangement of the Workplace

Definite & fixed stations for all tools & materials
Pre-position tools & materials to reduce searching
Gravity feed to deliver materials to closer point
Tools, materials - within maximum working area

Arrange materials & tools to permit the best sequence of motions

Use ejectors to remove finished parts wherever possible (avoid workers effort)
Provision for adequate lighting intensity, proper colour, direction
Chair to permit good posture
Height of workplace and seat: allow alternate setting

Colour of workplace: to reduce fatigue and make contrast

Design of Tools & Equipment

Jig, fixture or foot-operated devices for hand holding
Combine two or more tools to reduce tool handling time

Where each finger performs some specific movement, such as in

typewriting, the load should be distributed in accordance with the inherent
capacities of the fingers.
Contact of Handles (cranks and large screwdrivers) should be designed that
as much of the hand as possible can come into contact with the handle.
(useful in large forces)
Least changes to body position to obtain higher efficiency of levers,
crossbars and hand wheels

Obtain mechanical advantages wherever possible

Layout Simplification
If similar work by each hand, a separate supply of materials/parts for each
hand
If eyes used for part/material selection, no head turn for selection
Use semi-circular in preference to circular arrangement (Refer the Figure)
Use ergonomics principles for workplace design (Refer the Figure)
Nature and shape of material for bin design (Figure)
Hand tools picked up with the body rhythm, least disturbance and without

special journey
Automatic tool return (Refer the Figure)
Drop finished work with least hand and eye movement in first time (Refer
the Figure)

Ergonomics (or human factors) is the scientific discipline concerned with the
understanding of interactions among humans and other elements of a system,
and the profession that applies theory, principles, data and methods to design
in order to optimize human well-being and overall system performance.

Which arrangement is more effective?

Think about application area?

Posture for Sitting Position

Motion-Economy Devices

Workstation Layout

Heavy duty assembly bench

Introduction to work study. 4th revised edition
By George Kanawaty, International Labor Office