Work Study

Work Study
Monday, October 22, 2012 1
Work Study is a common term for techniques used for the examination of human work and systematic investigation of all the factors which affect the efficiency of the process, in order to seek improvements. Work study investigates the work done in an organization and aims at finding the best and the most efficient way of utilizing the available resources (man, material, money and machinery) to achieve best possible quantity and quality work in minimum possible time. Work study which involves least possible time and causes least possible fatigue to the worker.
Monday, October 22, 2012
Importance of work Study

To reduce unnecessary work or excessive work, reduce cost, increase profit and improve efficiency. Maximum uses of resources. Reduced additional expenditures. Time reduce. Productivity Increases. To find the best method. Set the standard time. Smooth production flow with minimum interruption. Reduce the cost of the product. Reduction in rejection and rework.
Work Study Man

Exposure and experience to the various production systems. A good knowledge of methods and systems of work study. A strong believe of improvement of work methods through work study. Mentally suited to the work. Sincere and honest. Enthusiastic. Sympathy for people. Good appearance and self confident. Smart in dealing with people.
HUMAN FACTOR IN THE APPLICATION OF WORK STUDY

The human factor plays a very important role in the successful conducting and implementation of work study in organizations. The management who is responsible for spelling out the objectives and planning of work, the supervisor who translate these plans into day to day operations and continuously monitor them, the worker who carries out the operations, and the work study man who conducts the study, all of them have to contribute positively if the study has to succeed. The objective is to look at the ways in which these different interacting groups can contribute.
It is first necessary to have an understanding of how the management and supervisor form two distinct groups in an organization. While the management's tasks are to put forward the objectives of the organization and planning of the different activities, the supervisors jobs are to translate these tasks into day to day operations and monitor the progress by ensuring that the workers perform the work as desired, and by making relevant tools available to them. The supervisor thus acts as the liaison between the management and the worker.
The role of management for successful application of work study can be summarized as follows:
a) The management should define the organizational objectives clearly. This is important, as without clarity, the workers or supervisors may set their own objectives, which may be in conflict with those of the management. Work study aims at identifying a better method of doing work, and this better method is defined with respect to the organizational objectives.
b) The management must try to plan in a way so as to minimize certain ineffective time. In case there is some ineffective time due to management, and it is identified as a part of a work study, management should be open to suggestion and criticism.
c) Finally, the management should consciously attempt to maintain good relationship with the workers and provide a good working environment for them. This helps building up a mutual trust which is useful for any study to succeed.
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The supervisory role in work applications are summarized here:
study
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a) As the liaison between the management and the workers, the supervisor should clearly communicate to the workers, the organizational objectives as laid down by the management. On the other hand, he should be able to give a picture to the management about the practical problems of the shop floor, to enable the management to set realistic goals.
b) As a person who is much closer to the actual jobs than the management, he should be fully aware of different aspects of the work including its limitations. This should help him in identifying potential areas of improvement, and he could be of help in selecting the proper work for study.
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c) As a person who is responsible for operationalizing the plans, the supervisor has to be associated with the study right from selection of the job to be studied, to its implementation. This necessitates that he is open to share his ideas.
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Role of the worker:

As the person who is actually doing the job, the worker plays a crucial role in successful application of any study. His values and attitude, his behavior, as an individual and also in group should be taken into consideration for the purpose of the study. His role in the study is summarized below:
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a) The worker should not neglect his work or waste time unnecessarily. He needs to be aware of the fact that the result of lowering of productivity will affect him in the long run.
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b) The worker should take interest in the work and take the initiative with work related factors. Often, it is possible to select the job to be studied through the initiative taken by the worker. Individual, formal or informal groups or sometimes unions can be used as a platform to initiate a study.
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Qualified worker:
A qualified worker is an average person who has the right knowledge or right skill of doing the specific task, the best effort, high motivation and other attributes to accomplish a job up to satisfactory level of quality, quantity and safety.
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Standard work content:

The standard work content of an order is the time which would be taken by the labor force, if they were all working at a standard rate all the time.
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The standard work content is the time taken to manufacture the product or to perform the operation if the design or specification of the product provided were perfect, if the process or method of operation were perfectly carried out, and if there were no loss of working time for any cause (working other than standard speed, mc break down etc.) whatsoever during the period of operation. The standard work content is the irreducible minimum time theoretically required to produce one unit of output in the present condition.
Work content means the amount of work contained in given product or a process measured in work hours or machine hours. In garments it is calculated in minutes. A standard work hour is the labor of one person for one hour if he were working at a standard speed without interruption and scarifying standard speed. A machine hour is the running of a machine for one hour.
Standard work content depends on:

Number and shape of cut parts. Number and nature of seams. Decorative features. Cloth and accessories selection. Stitches per inch. Hand work. Quality standards. Standard work contents depend upon the market or buyer requirements.
Excess work content:

Excess work content is the amount of time other than standard work content which practically some time needed to complete the product due to many reasons. Policy Excess: Frequency of style change. Managerial Excess: Spent time by the supervisors which are not theirs. When a garments is badly made, it has to be reworked. Labor turnover-balancing upsets and training. Operator training efficiency. Absenteeism-balancing upsets and quality problems. Operator performance.
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Poor design and frequent design changes:

The product may be designed in such a way that it may require a large number of non standard of parts causing a lengthy time of assembly. Excessive variety of products and lack of standardization of products or their parts may mean that work has to be produced in small batches, with time loss as the operator adjusts and shifts from one batch to next.
Waste of materials:
The component of a product may be so designed that an excessive amount of material has to be removed to bring them to final shape. This increases the work content of the job and waste materials as well. Operations requiring cutting in particular need, careful examination to see if the resulting waste can be reduced to a minimum or reused.
Incorrect quality standards:

Quality standards that are too high or too low can increase work content. In industries, insisting on sometimes unnecessarily tight tolerances require extra time and corresponding waste of materials. On the other hand setting tolerances too loose may results in a large number of rejects. Deciding on appropriate quality control is an important efficiency consideration.
Poor layout and poor utilization of space:

The space used for any operation represents an investment. Proper utilization of space is an important source of cost reduction, particularly when an enterprise is expanding and needs an increased working area. Furthermore, a proper layout reduces wasted movement, time and effort.
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Inadequate Material Handling

Raw materials, parts and finished products are invariably being moved from one place to another throughout a production system. The use of most appropriate handling equipment for the purpose can save time and effort.
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Frequent stoppages as production changes from one product to another:

The proper planning and control of production operation can ensure that one production batch or order follows immediately another so that idle time of machinery, equipment or labor is eliminated or minimized.
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Ineffective method of work:

A sequence of operations may be well planned but each or some of them done in a cumbersome manner. By examining the way a certain operation is carried out and devising a better method, ineffective time can be reduced.
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Poor planning of inventory:

In every operation, raw material is usually ordered and stocked ahead of time and at every stage of the operation an inventory of so called materials in progress or semi finished products and various parts are temporarily stocked waiting to be processed. These various inventories represent a tied up investment. A proper inventory control system when installed can minimize such an idle investment while ensuring that the operators do not run out of material needed.
Frequent breakdown of machines and equipments:

Poor maintenance results in machinery and equipment often out of action, and idle time ensues while waiting for repairs. Installing an offline preventive maintenance system and mounting maintenance campaigns would ensure the smooth functioning of machinery and equipment.
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Absenteeism and lateness:

If management fails to produce a financially safe and satisfying work climate, worker could respond by absenteeism, lateness or deliberately working slowly.
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Poor workmanship:
If workers are improperly trained, the resulting poor workmanship can mean that the job has to be done again. Losses may also occur because of wasted material, time, concentration beak which results in slow start.
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Accidents and occupational hazards:

If management fails to provide a safe and healthy place to work, accidents and occupational illnesses can occur, with resulting effect on morale and increased absenteeism.
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Standard work content

Poor design and frequent design changes Waste of materials Incorrect quality standards Poor layout and poor utilization of space
Total work content
Inadequate Material Handling Frequent stoppages as production changes from one product to another Ineffective method of work Poor planning of inventory Frequent breakdown of machines and equipment Absenteeism and lateness Poor workmanship Accidents and occupational hazards
Excess work content
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Product development reduces work content due to poor design.

Proper material utilization reduces and utilizes waste. Quality control ensures proper standards and inspection methods. Better layout and process planning reduces unnecessary movements.
Material handling adapted to activity reduces work content due to poor method of handling.
Good production planning and control reduces ineffective time.
Method study of an activity reduces work content due to poor method of work.
Inventory control defines appropriate and most economical inventory level. Such as EOQ model.
Preventive maintenance ensures longer life and continuous run of machines and equipments. Proper management, personnel policy, attractive salary structure and good incentive plan can create a satisfactory working environment. Training can develop appropriate skills.
Better working conditions improves morale and reduces absenteeism.

Difficulty in implementing work study:

Work study always involves itself in thorough investigation of all processes and factors that imply productivity by close supervision. It often bears open shortcoming of a person or a certain department. For example it may point out that a number of operators have been sitting idle due to shortage of raw material or say due to the non availability of a folder urgently required for an operation or that an approved sample or a swatch card was not supplied in time or that a pattern was defective. Thus work study often points its finger to the people in the organization which in turn prompts animosity towards the department. So, personnel working in this department should be very tactful in doing their jobs and handling people.
Role of top management in implementing work study:

But it is resolve of the top management of the organization and its continuous support, that can help implementing work study in an enterprise. Because with the introduction of work study, working method will go under lot of change, which many old fashioned executives may not like to accept as they are used to do things as they always been doing.
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Work Study
Work Measurement
Method Study
Time Study
Predetermined Motion and Time Study

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Method Study
Method study is the systemic recording and critical examination of existing work and proposed ways of doing work as a means of developing and applying easier and more effective methods and thus reducing cost and time.
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Purpose of Method Study

1. To improve work method and procedure. 2. To determine the best sequence of doing work. 3. To improve labor efficiency. 4. To reduce fatigue/monotony in the work. 5. To reduce the manufacturing cost through cycle time reduction.
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Origin of Methods Engineering

Frank B Gilbreth first become interested in method analysis as an outgrowth of his observations of brick-laying. Gilbreth, who in 1885 was employed as an apprentice bricklayer, soon observed that a journeyman bricklayer used one set of motions when laying bricks slowly, another set when working at average speed, and still a different set when working at rapid speed. As a result of his observations, he invented an adjustable scaffold and developed a set of motions that greatly increased the number of bricks that could be laid in a day.
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Elements for Designing a system

Charles E. Geisel States that in order to design a system (method) thoroughly, eight elements must be considered. 1. Purpose: The function, mission, aim or need for the system (mainly what and why). 2. Input: The physical items those enter the system to be processed into the output (such as fabric, thread, accessories etc). 3. Output: That which the system produces to accomplish its purpose, such as finished garments.
4. Sequence: The steps required to convert, transform, or process the input to the output. 5. Environment: The condition under which the system operates, including physical, attitudinal, organizational, contractual, cultural, political, and legal environment. 6. Human agents: The people who aid in the steps of the sequence without becoming a part of the output. 7. Physical catalysts: The equipment and physical resources that aid in the steps of the sequence without becoming part of the output. 8. Information aids: Knowledge and information resources that aid in the steps of the sequence without becoming part of the output.
Steps involved in Method Study 1. Select The job to be analyzed.

2. 3. 4. 5. 6. 7. Record All relevant facts about present method. Examine The recorded facts critically. Develop Efficient, practical and economic methods. Define- the new method. Install The method as a standard practice. Maintain That standard practice.
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1. Selection of the job for method study

Work selected for method study may be an identified problem area or an identified opportunity. It may be identified through a systematic review of available data, normal monitoring of processes, high levels of dissatisfaction and complaint or as part of a change in management policy, practice or location.
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The job should be selected for the method study based upon the following considerations:
a) Economic Aspect
Bottleneck operations Operations involving excessive effort Job having inconsistent quality, Operations generating lot of alters and rejects Frequent complaints from workers regarding the job, More frequent of accidents
b)
Technical Aspect

c)
Human Aspect

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2. Recording Techniques
The Record stage of method study involves gathering sufficient data (in terms of both quality and quantity) to act as the basis of evaluation and examination. A wide range of techniques are available for recording; the choice depends on the nature of the investigation; the work being studied; and on the level of details required. Many of the techniques are simple charts and diagrams, but these may be supplemented by photographic and video recording, and by computer based techniques.
Chart
A chart may be a diagram, a picture or a graph which gives an overall view of the situation say a process. It helps visualizing various possibilities of alteration or improvement. A chart representing a process may be called a PROCESS CHART. A process chart records graphically or diagrammatically in sequence, the operations connected with a process. The chart portrays the process with the help of a set of symbols and aids in better understanding and examining the process with a purpose to improve.
Process Chart Symbols:
Operation
Inspection Transportation Delay Storage
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Operation: Operation represents an action. Operation occurs when an object is internally changed in one or more of its characteristics (physically or chemically). Inspection: an inspection occurs when an object is examined and compared with standard for quality and quantity. Transportation: a transportation indicates the movement of workers, materials or equipments from one place to another.
Delay: a delay occurs when the immediate performance of the next planned thing does not take place. It is a temporary holt in the process. Storage: a storage occurs when an object is kept in an authorized custody and is protected against unauthorized removal.
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In addition to the basic symbols discussed above, there are symbols for combined activities also given below. The important event has the outer symbol.
Operation cum transportation
Inspection cum Operation
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Process charts are of three types: 1. Outline process chart. 2. Flow process chart. 3. Two handed process chart.
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Out line process chart

An outline process chart surveys and records an overall picture of the process and states only main events sequence wise. It considers only main operations and inspections. An outline process chart is the beginning of a detailed analysis.
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1. Marker Making
2. Fabric spreading
3. Placing marker on the lay 4. Fabric cutting
5. Numbering 6. 100% checking and parts replacing. 7. Sorting and bundling. 8. Input to sewing room
Two handed process chart

A two handed process chart records the activities of the left hand and right hand of an operation as related to each other. The activities of two hands can be synchronized by providing a time scale on the chart. This is also known as operator activity chart. Such a chart is generally used for repetitive works of short duration.
Two Handed Process Chart Old Method

N0 Left Hand Description Time in Sec
1
2 3 4 5
Take front on table

Unfold Front Idle put front on the machine table Idle
.
. . . .
1.3
2.9 1.0 1.5 2.0
1.3
2.9 1.0 1.5 2.0
. .
. . . . . . . . .
Right Hand Description Idle Idle Take out Pocket put front on the machine table Take pocket near machine table
6
7 8 9
Unfold pocket and take at position

Reposition under needle Back stitch and stitch up to pocket mouth Realign
. .
. . . .
2.8
5.5 8.1 1.9 16 2
2.8
5.5 8.1 1.9 16 2
Unfold pocket and take at position

Reposition under needle Back stitch and stitch up to pocket mouth Realign Sewing Idle
10 Sewing 11 Release
Total
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45
Method Operations Transport Delays Inspection Storage Total
Operation Name - Front Pocket Attach Operative Name - A
Summary Present LH RH 5 3 4 5 2 3 0 0 0 0 11 11
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Two Handed Process Chart Improved Method

N0 Left Hand Description 1 2 3 4 5 6 7 8 Time in Sec
Take front on machine Table Idle Align and take pocket at position Position parts under needle Back stitch and stitch up to pocket mouth Realign Sewing Release
. . . . . . . .
2.8 1.5 1.7 1.8 5.1 3.1 16 2
2.8 1.5 1.7 1.8 5.1 3.1 16 2
. . . . . . .
.
Right Hand Description Take front on machine Table Take Pocket into work place Align and take pocket at position Position parts under needle Back stitch and stitch up to pocket mouth Realign Sewing Idle
Total
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Method Operations Transport Delays Inspection Storage Total

Operation Name - Front Pocket Attach Operative Name - A
Summary Present LH RH 5 3 4 5 2 3 0 0 0 0
11 11
Proposed LH RH 4 3 3 4 1 1 0 0 0 0 8 8
Current Method - 45 sec Improved Method 34 sec Difference 11 Method improvement 24.44%
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Flow process chart

A flow process chart is a detailed version of outline process chart and it records all the events. It, Sets out sequence of flow of operations. Records all the events in sequence using process chart symbols. Makes distances travelled and time taken for completing activity. Mention other important points , if any.
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SL NO 1 2 3 4 5 6
Activity Cutting store GSM checking Waiting Move to near cutting table Loading & Spreading Lay translation
Time Distance Remarks if (min) any

600 15 30 Iron rack GSM cutter Trolley Garber spreader Perforated table & air pressure Manual
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02 49 02
60 H6-V3 20
7 8 9 10 11 12 13
Marker placing & attaching Cutting Waiting Sticker attaching & checking Bundling Waiting Reject part cutting
09
58
40
Cutter
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59 40
3 -
Manual
Manual
40
30
10
-
Manual, Scissors Trolley, Iron 68
14 Waiting 15Monday, October 22, 2012 Store Cutting
300
30
Use of Film
In the past, the experienced method engineers found one of the most important aids which was the use of motion pictures with the help of film. There are many situations in which it is difficult to observe all of the actions taking place because of the high speed of activities or the complexity of the operation.
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Having observed slow-motion motion pictures, we are familiar with the facts that one can take motion pictures at normal speed and then, by projecting slow the action down. In using motion pictures, method engineers may have had several objectives in mind. First and foremost, they may have wanted a permanent record of the work as it was being performed. Or they may have wished to use the film for analysis purpose.
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Use of Video
Video recording provides a valuable technique for making minute analyses of those operations that are short in cycle, contain rapid movements, and involve high production over a long period of time. Thus it is very useful in analyzing operations such as the sewing of garments, assembly of small parts and similar activities.
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3. Examine
The recorded data are subjected to examination and analysis; formalized versions of this process are critical examination and systematic analysis. The aim is to identify, often through a structured questioning process, those points of the overall system of work that require improvements or offer opportunity for beneficial change.
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Examine the recorded events critically and in sequence. Critical examination involves answer to a number of questions. An activity can be eliminated, simplified and combines with another. The basic questions are:
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Purpose: what is done?
Why: why it is necessary. Alternative Ways of Doing: what else could be done. Best method of doing: what should be done.
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Person: who does it?
Why: why does he do it. Alternative Ways of Doing: who else could do it. Best method of doing: who should do it.
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Place: where it is done?
Why: why it is done there. Alternative Ways of Doing: where it could be done. Best method of doing: where it should be done
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Means: How is it done?
Why: why is it done by that method. Alternative Ways of Doing: how else it could be done. Best method of doing: how it should be done.
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Time: When it is done?
Why: why it is done at that time. Alternative Ways of Doing: when else it could be done. Best method of doing: when it should be done.
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Sequence: What order it is done?
Why: why it is done before/after some particular operation(s). Alternative Ways of Doing: what else the sequence could be. Best method of doing: what should be the sequence.
4. Develop
The Examination stage merges into the Develop stage of the investigation as more thorough analysis leads automatically to identified areas of change. The aim here is to identify possible actions for improvement and to subject these to evaluation in order to develop a preferred solution. Sometimes it is necessary to identify short-term and long-term solutions so that improvements can be made (relatively) immediately, while longer-term changes are implemented and come to fruition.
Develop the better methods as resulted from critical examination and record them. The developed method should be: Practical and feasible. Safe and effective. Economical. Accepted to design, production, quality control and sales department.
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1
1
1 1 1 1
2
2 2 2 2
3
3 3 3 3
4
4 4 4 4
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1
1 1 1 1
2
2 2 2 2
3
3 3 3 3
4
4 4 4 4
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1
1 1 1 1
2
2 2 2 2
3
3 3 3 3
4
4 4 4 4
84
1
1 1 1 1
2
2 2 2 2
3
3 3 3 3
4
4 4 4 4
85
2
1
1 1 1 1
2
2 2 2 2
3
3 3 3 3
4
4 4 4 4
86
1
1 1 1 1
2
2 2 2 2
3
3 3 3 3
4
4 4 4 4
87
1
1 1 1 1
2
2 2 2 2
3
3 3 3 3
4
4 4 4 4
88
1
1 1 1 1
2
2 2 2 2
3
3 3 3 3
4
4 4 4 4
89
3
1
1 1 1 1
2
2 2 2 2
3
3 3 3 3
4
4 4 4 4
90
1
1 1 1 1
2
2 2 2 2
3
3 3 3 3
4
4 4 4 4
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1
1 1 1 1
2
2 2 2 2
3
3 3 3 3
4
4 4 4 4
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5. Define
Define the new best method and related time and present it to all those concerned either verbally or in writing or using demonstration.
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6. Install
The success of any method study project is realized when actual change is made 'on the ground'. Making theoretical change is easy; making real change demands careful planning - and handling of the people involved in the situation under review. They may need retraining and supporting through the acquisition of new skills, incentives, salary increase, profit bonus etc.
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Installation involves three phases: 1. Planning 2. Arranging 3. Implementing
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During the planning and arranging stages the program of installation and a time table are planned and necessary arrangements of resources, equipments, tools and instructions to workers, overtime etc are made. The implementation or actual installation involves the introduction of developed method as a standard practice. Problem associated with the developed method should be carefully studied and remedied, if necessary. Installation phase is complete as soon as new method starts working smoothly and satisfactorily and gives encouraging results (like saving in time, alter-rejection reduction).
7. Maintain
Some time after the smooth running of new working method, it is necessary to check that the new method is working well, that it is being properly followed, and that it is continuously bringing about the desired results. This is the Maintain phase. Method drift is common - when people either revert to old ways of working or introduce new changes without following systematic study. Some of these may be helpful and should formally be incorporated; others may be inefficient or unsafe. A method audit can be used to formally compare practiced method with the defined method and identify such irregularities.
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The purpose of checks and reviews is to find if the method being practiced is the same or it has deviated from the authorized one. Reasons for deviation if any, should be explored and the necessary changes should be made in the procedure being practiced so that it reverts to the authorized one. Views of workers, supervisors and other persons related with the authorized method can be of much help in exploring further improvements.
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Principles of Motion Economy

1. Uses of human body
The two hands should begin and complete their movements at the same time. The two hands should not be idle at the same time. Work should be arranged so that the eye movements are confined to a comfortable area.
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2. Arrangement of the work place

Tools and materials should be pre positioned to reduce searching. Tools, materials and controls should be located as near to the worker as possible. Materials and tools should be arranged to permit the best sequence of motions. Provision should be made for adequate lighting, chair and table height should be adjustable.
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Benefits of Work Study

It is a means of raising productivity of a plant or operating unit by reorganization of work, a method which normally involves little or no capital expenditure on facilities and equipments. It is systematic. This ensures that no factors affecting the efficiency of the operation is overlooked, whether in analyzing the original practices or in developing the new, and that all the factors about the operation are available. It is the most accurate means yet evolved of setting standards of performance, on which the effective planning and control of production depends.
It can contribute to the improvement of safety and working conditions at work by exposing hazardous operations and developing safer method of performing operations. The savings, resulting from the proper application of work study start at once and continue as long as the operation continues in the improved form. It is a tool which can be applied everywhere. It can be used with success wherever work is done or plant is operated, not only in the manufacturing shops but also in offices, stores, laboratories and service industries such as wholesale and retail distribution and restaurants and on firms.
It is relatively cheap and easy to apply.
TIME STUDY
Qualified worker:
A qualified worker is a person who has the right knowledge or right skill of doing the specific task, the right effort, high motivation and other attributes to accomplish a job up to satisfactory level of quality, quantity and safety.
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Definition of Time Study

Time study is a technique for determining as accurately as possible, the time required on an average to carry out a specific task by a qualified worker. at a defined level of performance.
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Objective of Time Study

1. Determines the standard time which should be required to do a specific job by all workers. 2. Decides manpower required for the job, it helps in manpower economy. 3. Decides machines/equipments requirement. 4. Provide information for effective production planning.
5. Aids in calculating exact delivery dates. 6. Decides realistic labor wage/budgeting and provides a basis for standard costing system. 7. Provides a basis for fair and sound incentive schemes.
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Operation cycle:
Most of the works conducted on a mass scale have a repetitive nature. For example, a worker in an apparel factory performs her job again and again, she takes a bundle of cut parts, open the bundle, takes a part from it, position it to the machine, completes sewing, ties up the bundle, keep it aside and takes another bundle. This process continues all alone. The series of movements from taking a part from bundle, putting under the needle, sewing the part and disposing the part to the bundle of sewn part is called operation cycle.
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Observed time:
An operator in an apparel industry performs one or more operations. The time she requires to complete the operation as determined by a work study officer by observing her time with aid of a stop watch is called observed time.
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Calculation of an observed time of an operation of an operator:

Apparel comprises a large number of operations, in order to determine the standard time of an operation, it is necessary to record observed time of the operation. Standard time is made of basic time and allowance time. Basic time is the observed time multiplied by operator rating. So it is the job of a work study officer to record time of each operation allotted to an operator and to asses her rating.
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Types of operations in terms of length:

Operations vary in respect of length, difficulty and quality etc. They may be large (15 seconds or more), medium (715 seconds), or small if below 7 seconds.
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Attaching pocket of a shirt or hemming bottom of a shirt is relatively large process. They can be divided in to element movements. Time of these element movements can be measured.
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Attaching labels on two edges is relatively medium processes (more than 7 seconds). The whole process as a whole can be measured but its elements are too fast to measure.
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There are some other small operations, such as bar tacking on one position, as a single cycle cannot be measured but a number of cycles say 15-20 cycles may be measured. These are very important features of a process which are taken account at the time of recording.
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Time measurement for larger processes

Relatively large processes are those which take more than 15 seconds. Their elements movements are clear and can be measured. Collar top stitching is such an example. Collar is lifted, sewing is completed and then it is placed in the bundle. The process continues. In this case all movements should be recorded individually.
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Subdivision of work - Therbligs

Name Search Grasp Transport Code SH G TL Color Black Red Green
Position
Assemble or sewing Disassemble Inspect Release Rest Unavoidable Delay
P
A DA I RL R UD
Blue
Violet Light Violet Burnt Brown Carmine Red Orange Yellow
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Operator
Process
Element movement Cycle Lift/grasp start
Start time
Record completion time for each cycle given below 1 0 2 20 7 27 10 37 3 40 8 48 10 58 4 61 7 68 10 78
Lift time Collar top stitch Sew start Sew time Place start Placing time
7 7 10 17
Rahim
Place end
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Time measurement for medium processes

Medium processes are those which take time between 7 to 15 seconds each. These operations as a whole are clear but their element movements cannot be measured accurately. Time is measured by stop watch. An example is collar band bottom cutting by an overlock machine. A time recording format for such processes is given below:
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SL
operator process
Start time 1
Record of time for each cycle
2 25
3 38
4 51
5 64
Moyna
Collar bottom cutting
12
Cycle time 2 Nazmun Collar bottom cutting 0
12
13
13
13
13
12
26
38
51
71
Cycle time
12
14
12
13
20
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Time measurement for small process:

Small processes are those which generally take time less than 7 seconds. These processes go so fast that even individual operations cannot be measured. So a definite lot of operations are allowed to pass when measurements are taken. Attaching loops to trousers or bar tacking are examples. A bundle has 10 trousers and each trouser has 5 loops. Time is measures for the whole bundle and stop watch records 310 seconds. Thus each loop takes 310/50 = 6.20 seconds. Observed time for a trouser = 6.2 x 5 = 31 seconds.
SL
Operator
Process
Start time
Finish time
Time for Pieces in whole a lot / lot bundle
Observed time
Rohima
Stay sewing
100
100
20
Nazmun
Collar fitting
60
60
20
Moyna
Collar sewing
120
120
20
124
Performance Rating
Different workers perform their jobs with different efficiencies. Some workers are cleaver; they learn their jobs quickly and attain a very high efficiency. Some other may be mediocre and many others may be lenient to learn or may be dull. Thus workers widely vary in their performance.
125
Rating is the speed of an operator doing a job
relative to observers idea of standard speed of work. Rating is thus a comparison of the rate of
work observed by a work study executive with the idea of some standard level of working in his mind.
126
The standard rate
is the average rate with which the qualified workers are assumed to be able to work provided they are motivated to do the job and if the right method of work is applied. Such rate of work is called standard rating. This is called standard rating, because it is assumed that majority of the qualified workers will be able to achieve such speed of working. If appropriate allowances are provided, a worker can retain standard performance over the whole working hours.
127
Scale of rating:
There are several scales in use. We normally use British Standard Scale 100 BSI which is also known as . The advantage of this scale is that 0 designates no activity while 100 which represents standard rating which is normal for an average qualified worker.
0-100 scale
128
Rating 0 50 75
100
125
150
Description No activity or movement Very slow clumsy movement Speedy, purposeful but unhurried movement Speedy, business like movement of qualified motivated worker Very speedy movement, operator shows higher degree of effort, dexterity and coordination higher than that of an average qualified worker. Exceptionally fast movement which cannot be retained for the whole of working time.
Comparable speed
2 miles/hr 3 miles/hr
3.2 km/hr 4.8 km/hr
4 miles/hr
6.4 km/hr
5 miles/hr
8 km/hr
6 miles/hr
9.6 km/hr
129
How work study officer uses a rating:

Rating of an operator is usually a very difficult task. It requires long experience in the floor, patience, intelligence etc. If the work study executive things that the operation is being performed at a rate less than the standard, a factor less than 100 say, 75 is used. If he considers that the rate of doing is above standard he will use a factor greater than 100, say 110 or 115 or 120 etc. Ratings
are used normally as an
increment of 5. For example, a rate of 77 is not normally

used. It is generally rounded 80.
130
Westinghouse Method of Rating

Westinghouse system utilizes a set of criteria to measure the performance of the operators. The factors are:
Skill Measures the workers proficiency in performing the

operation.
Effort Measures the speed with which the skill is applied.
Consistency
Measures the factors which affect the consistency of the operator to perform the work cycle repeatedly. like temperature, vibrations, light and noise affect performance.
Conditions Measures the extent to which the conditions
131
Performance Rating Table (Westinghouse Method)
Skill
+ 0.15 + 0.13 + 0.11 + 0.08 + 0.06 + 0.03 0.00 - 0.05 A1 A2 B1 B2 C1 C2 D E1 Good Average Fair Poor Excellent Super skill + 0.13 + 0.12 + 0.10 + 0.08 + 0.05 + 0.02 0.00 - 0.04
Effort
A1 A2 B1 B2 C1 C2 D E1 Good Average Fair Poor Excellent Excessive
- 0.10
- 0.16 - 0.22 + 0.06 + 0.04 + 0.02 0.00 - 0.03
E2
F1 F2 Conditions A B C D E
- 0.08
- 0.12 - 0.17 + 0.04 + 0.03 + 0.01 0.00 - 0.02
E2
F1 F2 Consistency A B C D E
Ideal Excellent Good Average Fair
Perfect Excellent Good Average Fair
- 0.07 Monday, October 22, 2012
Poor
- 0.04
Poor
132
Example: An observed time for an operation is 0.05 minutes and the factors are as follows:
Skill is excellent Effort is good Condition is good Consistency is good
What is the performance rating for the operator?
133
Solution:
The values for the ratings are as follows:
Criteria Skill Effort Condition Consistency Rating B2 C2 C2 C Value + 0.08 + 0.02 + 0.02 + 0.01
Total
+ 0.13
a) Performance rating factor = 1 + 0.13 = 1.13 = 113%
134
Basic Time
Basic time is the time required by a qualified operator to complete a job had she worked at standard speed (at 100% rating) all the time without any allowance. Basic time is obtained by multiplying observed time with rating of the worker. Thus Basic time = observed time x rating of the operator.
Example: An operator attaches top center of the left front. Her observed time shows 28 seconds. Work study executive considers her of 80% rating. Calculate basic time of the operation. Ans: observed time 28 seconds and rating of the operator 80%. So her basic time = observed time x her rating = 28 x 80% = 28 x 0.80 = 22.4 seconds.
136
Basic time is operation depended not operator dependent:

Operator Observed time(seconds)
16
Operator rating
Basic time (seconds)

16 x 75% = 12
Julie
75%
Jesmin
12
100%
12 x 100% = 12
Kariman
10
120%
10 x 120% = 12
137
Thus whatever may be the ratings of different operators, for the same job the basic time will be the same. In this way, standard time of any operation is also constant irrespective of different rating of operators for the same operation and if allowance time for the whole floor is same, say 20%.
138
Example 1: an operator was found to have 900 seconds to complete 300 pieces of her work as observed by a work study officer. Calculate the observed time. Ans: her observed time = 900 seconds / 300 = 3 seconds. Example 2: the same operator found to have a rating of 90%. Calculate her basic time. Ans: basic time =observed time x rating = 3 x 90% =3 x 0.90 = 2.7 seconds.
139
Allowance Time
A worker cannot and does not work continuously throughout her full working hours. She has to go to lavatory, take out bobbin case, replace a blunt needle, talk to the supervisor or line inspector, a small break to recover from fatigue etc. She cannot avoid all these things, because they are beyond her control. She needs some time for her own personal needs. This is why workers are entitled to some type of extra time for these types of circumstances. This type of non performing time is called allowance. The allowance time ranges from 1525%. Allowance time is taken into account during setting up of standard time.
140
There are different types of allowances:

Relaxation allowances: it is the time allowed to
an operator to attend to personal needs and to recover from fatigue. Fatigue is a mental or physical exhaustion developed in a worker due to continuous work. It is assumed that a small rest or pause in work lessens fatigue and as a result the person is reenergized.
141
Fixed relaxation allowance:
Fixed allowance comprises time allowed for personal needs and for basic fatigue. Time allowed for personal needs is around 5-7%. Example drinking water, smoking, going to wash room etc. allowance is added to take in to account a poor working condition leading to higher stress and fatigue.
Variable relaxation allowance: Variable
142
There are some factories which encounter frequent minor interruptions. They cover them by a
contingency allowance.
Machine delay allowance:
this is the time allowed for delay due to machine maintenance.
143
Allowance time varies with the complexity of the machine. Some typical machine delay allowances are shown below for references:
Type of machine
1 needle lockstitches 2 needle lockstitches 1 needle 3 thread over lock 2 needle 4 thread over lock 2 needle 5 thread over lock
Allowance rate in %
9% 14% 7% 9% 11%
144
Process allowance: A process allowance is an allowance of time given to compensate for enforced idleness of an operator due to the character of the process or operation on which he or she is employed. For example, an operator may be the member of an unbalanced line. These are all unavoidable delay for which the operator is not responsible.
145
Style change allowance:
allowance time is permitted where frequent style changes occur. some times special time is given as start time allowance, shut down allowance etc because time is wasted at start time or change of work shift. Times are covered by special allowance. Allowance is calculated on basic time.
Special allowance:
146
A job comprises following elements. The work is done with a single needle lockstitch machine equipped with auto thread trimmer. There are 50 pieces in the bundle. Calculate allowance time using following information:
147
Description Grip the part and place on the table Sew Turn Top stitch
Basic time (sec) 20
Machine used Manual
Occurrence rate 1
Allowance rate 12%
29 15 25
1 needle lock stitch Manual 1 needle lock stitch
1 1 1
9% 12% 9%
Tie up bundle
50/50
Manual
12%
148
Here machine delay allowance time comprises SL. 1 &2 and personal need and fatigue allowance comprise SL. 1,3 and 5. Thus machine delay allowance = (29+25) x 9% =54 x 0.09 =4.86 sec. Thus personal needs and fatigue allowance = (20+15+50/50) x 12% = 5.04 sec. Total allowance time = 4.86 +5.04 sec = 9.90 sec However most of the factories accept an average rate of allowance to apply to basic time.
STANDARD TIME
Standard time of an operation is the time which a qualified operator should take to accomplish it if she works at standard performance/speed (at the rating of 100) and provided that she takes extra time allowed to her as an allowance.
150
If standard time is counted in seconds it is called standard second but if it is calculated in minutes standard time is referred to as standard minute or standard minute value (SMV). Standard time of an operation is also a constant value though different operators take different observed time due to their different speed or efficiencies and if the allowance rate is fixed throughout the factory.
151
Operator
Observed time(seconds)
Operator rating
Basic time (seconds)
Allowance 15% (seconds)
Standard time
Julie Jesmin Kariman
16 12 10
75% 100% 120%
16 x 75% = 12 12 x 100% = 12 10 x 120% = 12
1.8 1.8 1.8
13.8 13.8 13.8
The table shows that three operators are observed to have taken different time to complete the same job to their different speed. But the basic and standard time for the operation are constant.
152
Example: The recorded time for a trousers hem for 10 observations is given below:
Observation 1 Time 0.42
2
3 4 5 6
0.425
0.408 0.412 0.415 0.418
7
8 9 10
0.414
0.411 0.419 0.410
If the performance rating is 85% and the allowance rate is 25%, then what would be the standard time for trousers hem?
Solution:
Observed time = Average time for the mean observation = 4.145 / 10 = 0.4145 minute Basic Time = Observed Time Performance Rating = 0.4145 0.85 = 0.35224 minute Standard Time = Basic Time + Allowances = 0.35224 + (0.35224 0.25) = 0.44 minute Thus standard time for trousers hem is 0.44 minute.
154
INTRODUCTION TO GENERAL SEWING DATA

It is a Predetermined Motion Time System designed specifically for the sewn products industries. GSD recognizes commonly occurring human motion sequences encountered in the sewn product environment and describes the motion by means of codes. Each code has a definite time value which takes account of the distances moved and the degree of difficulty of the motions. GSD consists of 25 codes at the first level (General) which is supplemented by 11 codes at the Second Level (Get & Put). Time is expressed in Time Measurement Units (TMUs) that can be easily converted to Basic Minutes.
155
Process Symbol
Sewing length (cm)
Guiding & Tensioning Code (GT)
Stopping Accuracy Code
156
DEGREE OF GUIDING & TENSIONING NILL LOW MEDIUM
SEAM TYPE DESCRIPTION A straight burst on a single ply A straight non visible seam on two plies A straight visible seam or a curve non visible seam on two plies A curved visible seam on two plies or a seam worked in a confined space on two plies
GT CODE
FACTOR
N L M
1 1.1 1.2
HIGH
1.4
157
STOPPING ACCURACY
CODE TOLERANCE STITCHES EXAMPLE OF STOPPING ACCURACY Stop along a seam or run of the fabric Stop to form a non visible back tack Stop to change direction (needle pivot) or to form a visible back tack TMU ADDITION
Greater than 1 cm Within 1 cm
4+
2-3
Within 0.5 cm
0-1
20
158
This time readily equates to TMU per second / Minute / Hour i.e. 1 Hour 1 Minutes 1 Second = = = 100,000 TMU 1667 TMU 27.8 TMU
The above times are considered to be applicable to Day Rate or non incentive working and were described as MTM100 performance level or MTM Low Task.
159
Sew 10cm along a straight, non-visible seam, running off the end.(S10LA) Sew 18cm along a curved, non-visible seam, stopping to form a back tack. S18MB Sew 22cm along a curved visible seam, stopping at a precise point or to change direction. S22HC Sew 15cm along a straight, non-visible seam, stopping for a back tack (S15LB)
Sew 3cm along a curved, visible seam, stopping at a precise position or to change direction. S3HC Sew 23cm along a straight visible seam, running off at the end. S23MA Sew 40cm along a straight, non-visible seam, running off at the end. S40LA Sew 52cm along a curved, visible seam, stopping at a precise position Or to change direction. S52HC
Sew 110cm along a straight visible seam, stopping for a back tackS110MC Sew 35cm along a straight, visible seam, running off at the end. S35MA Sew 63cm along a curved, Visible seam, stopping at a precise position Or to change direction. S63HC Sew 97cm along a straight non-visible seam, stopping for a back tack. S97LB
When incentive working is introduced into the work place a worker should produce more TMUs. The higher performance level is described as MTM120 or High Task. This equates to: 1 Hour 1 Minutes 1 Second = = = 120,000 TMUs 2000 TMU,s 33.36 TMUs
163
It is recommended that the GSD practitioner adheres to the accepted Method Study procedure (ILO) but includes training prior to the installation and maintenance processes. Select Record Examine Develop Evaluation Define
(TRAINING YOUR PEOPLE)

Install Maintain
DATA SYSTEM CONCEPT

It is recognized in the sewn products industry that the work performed by a sewing machinist could be generally categorized with the following sequence of events:1. Get part or parts and match 2. Pre-form and/or put part(s) to machine foot. 3. Sew parts together with various re-alignments or addition of parts between sewing bursts. 4. Trimming of threads or detaching work from the machine 5. Putting parts aside.
GSD CATEGORIES
GSD provides categories for both handling and machining. The first seven in the list being handling and the eighth being sewing. The handling can be classified either as First Level categories or Second Level categories.
166
HANDLING ELEMENTS
OBTAIN AND MATCH PART OR PARTS
Code MG2T Descripti on Match and get two parts together TMU 76 Activity LH BH RH Activity G(D) Reach to and gain Control of 1stpart Overlap Reach and Gain control of 2nd part Put parts together Get both parts finger Level G(E)
167
G(D)
P(D)
Put parts together
G(E)
Get new hold on both
APSH can be used generally for sliding movements around the area of the machine foot and also for needle pivoting and repositioning of small parts with the purpose of changing the direction of sewing. When using APSH for a needle pivot follow it with the code F to allow for lowering the machine foot. Raising the m/c foot is not classified as a time limiting action. AM2P, ARPN, AJPT and APSH are most commonly
168
ADDITIONAL CODE USEAGE KNUCKLE/BUTTON BACK TACK = GPCO+PPAL FOOT OPERATED BACK TACK = F x 2 or MS1A **Many practitioners describe foot
169
JOIN FABRIC
30 CMS
Disposal
Box
170
** Simply signify the sewing elements with the letter S only. 1.Obtain and match parts.- MG2T 2.Match parts to machine foot.- FOOT 3.Sew 1cm approximately to hold.- MS1A 4.Align both parts to end.- AM2P
171
SEW TEST BAG

Disposal Box
Single Needle Lock stitch machine
A D
9 cm
12 cm
C
9 cm
B
172
** Simply signify the sewing element with the letter S only MG2T- Obtain and match parts FOOT- Match parts to machine foot MBTB- Back tack to start AM2P- Align the two pieces to point B
173
Get/Put Data is included to give complete coverage, avoid their use where general elements are an obvious choice or can be used because similar motion patterns are observed. If the intention is to move a part, then the Get motion must be followed by a put motion.
174
OVER LOCK JOIN SHOULDERS

14 cm
Work Trolley
Left Extension
Front Extension
175
** Simply signify the sewing element with the letter S only. Get back panel and one front panel- MG2S Position both to machine foot- FOOT Sew to hold- MS1A Align edges- AM2P Sew shoulder seam**- S14LA Cut thread- PPAL
176
177
THE CALCULATION OF SEWING TIMES
178
ST/CM
3.5
3.0 6.0 5.0
RPM CODE
4000
4500 7500 2250
ANSWER TMU
70.5
57.4 53.4 126.5
S28MA
S15LC S17LB S20MC
4.0
6.0 2.5 4.0 5.5 5.0
3500
3750 5250 6250 8250 3000
S60HA
S45NA S18LA S51MB S10NB S83HC
187.8
140.8 34.8 99.3 38.3 189.3
179
FIXED CYCLE MACHINES AND PROCESS TIMES

The process times involved in the analysis of fixed cycle machines such as button hole, button sew, bar tack, automatic process equipment and fusing presses can be evaluated and described within the GSD system. The following steps illustrate how this may be achieved by manual calculation:
180
By Timing
Step 1. Establish the cycle time (in basic minutes ) by either timing the process with the decimal stopwatch or, if it is reliable, obtaining the information from the machine manufacturers specifications (not recommended ). Step 2. Convert the basic minute values to TMUs by multiplying by 2000.
181
By Formula Calculation
GSD have developed a special formula for certain fixed cycle machines ( Formula No. 39 ) Actual Sewing Operations such as button hole, button sewers, bar tack etc are now incorporated into the sewing formula calculations for use with thread usage systems and are accessible using their own codes developed specifically for this task:
182
BUTTONHOLE
Calculate a standard minute value for the following operation using fixed cycle codes for machine cycle times where appropriate:
183
Side Table Per Button Sew

TROLLEY OF INCOMING WORK
BUTTON
HOLE
BUTTON SEW
MACHINE
COMPLETED WORK STACK READY FOR BUTTON SEW

Obtain Panel from Left Hand Side.- AS2H Reposition Grasp to 1st Buttonhole Position.MG2T/APSH Place To Machine Foot at 1st Buttonhole Position.- FOOT Foot Motion to Activate Machine Cycle.- F Machine Cycle- SxBH (x- Actual stitch count in cycle) Reposition under Machine Foot for 2nd
185
FUSE FLAPS Calculate a standard minute value for the following operation using fixed cycle codes for fixed cycle times where appropriate: Layout Details
186
187
Add 1st flap to fusing press- MAP2 Place Fusible on flap-MAP2 Add 2nd flap to fusing press-MAP2, MAP2 Contact Buttons-GPCO Press to start fusing cycle-PPAL Fuse for 9 seconds-Y300 Pair up flaps-MG2T Aside matched pairs- AS2H
188
MACRO ELEMENTS
189
In order to speed up the analysis of operations and to facilitate consistency of code interpretation many companies develop Macro Elements Where repetitive, standard movements are applied. e.g. MAKING A PIVOT TURN
CODE
MHDW APSH F
USE THE HAND WHEEL TO LOWER THE NEEDLE 23 SLIDE THE WORK TO THE NEW POSITION 1 24 LOWER THE MACHINE FOOT 1 9
DESCRIPTION FREQ TMU
191
OBTAINING 2 PARTS TOGETHER, PLACE TO FOOT BACK TACK AND ALIGN
CODE
MG2T FOOT MBTB AM2P 1 1
OBTAIN AND MATCH 2 PARTS TOGETHER 76 PLACE TO MACHINE FOOT 38 LEVER BACK TACK TO BEGIN 1 34 ALIGN PARTS UNDER FOOT 1 61
FREQ
DESCRIPTION TMU
192
SCISSORS TRIM THREADS FOLD AND ASIDE WORK TO RIGHT HAND SIDE
CODE
APSH TCUT FFLD AS2H 1 24
PUSH WORK FROM NEEDLE TRIM THREADS 50 FOLD WORK 1 43 ASIDE WORK 1 42
FREQ
DESCRIPTION TMU
193
DISTANCE CLASSIFIED GSD CODES

Movement greater than (cm) 0 5 15 30 45 End of Range of Movement (up to and including) 5 15 30 45 Distance code Key limb movement
5 15 30 45 80
1st knuckle 2nd knuckle Wrist Elbow Shoulder
194
GSD CODES WITH DISTANCE VARIABLES (General or First Level )
195
5
MG2T 92.6
80
Reach to first part 137.7
53.4
15 KEY MOVEMENTS
30
71.3
45
81.9
62.9
MG2S
FOOT 53.6 MAPE 72.8 MAP1 82.6
MAP2 AM2P part AJPT part ARPN part APSH FFLD part FCRS FUNF part TCUT Aside TCAT TBLD scissors APSH part AS1H AS2H TDCH 96.7 56.1 36.5 70.2 17.0 37.9 21.0 18.0 37.7 19.1 27.9 17.0 17.2 31.2 N/A
63.4 81.4 Reach to first part

32.5 37.1 Move part to foot 45.2 54.3 53.6 62.2
98.2
41.7 63.1 72.2
74.8 66.5 49.8 80.6 29.3 48.3 33.3 28.4 65.6 33.6 38.3 29.3 32.0 46.0 N/A 73.0 54.8 87.1 33.8 54.8 37.8 34.9 75.9 39.0 44.8 33.8 38.0 52.0 N/A
117.6
47.6
37.1 Reach to part 44.4 Reach to part
58.7 68.8 Reach to part 59.9 63.0 41.6 74.0 20.6 41.7 24.6 21.8 47.4 23.9 31.7 20.6 21.2 35.6 N/A 45.1 77.1 25.2 44.8 29.2 24.9 55.6 28.3 34.8 25.2 26.2 40.2 N/A
85.0 Reach to Reach to Reach to Move part Reach to Crease part Reach to Pick up Scissors Position Reach to Move part Move part Move part
196
GET AND PUT CODES WITH DISTANCE VARIABLES
( Second / Supplementary Level )
197
15
30
45
80
GP1E
6.8
10.1
14.1
18.3
22.6
GP1H GP2H GPCO

GPAG 22.1 8.0
14.1 27.1 2.8
19.2 32.2
22.7 35.7 6.1 9.5
27.4 40.4 13.5

18.0
32.4 45.4 17.3
11.0
14.2
PPAL 19.8
PPOH PPST PPL1 PPL2 22.2 3.2 21.1 40.2
3.0
2.5 7.6 25.7 45.8
6.6
11.2
5.5 12.2 30.3 50.4 10.0 18.0 36.3 55.4
15.3
15.5 24.0 41.4 61.5
198
199
Hourly or daily production target cannot be set. The efficiency of the operators cannot be determined. Production target of each operator cannot be established. Production or shipment plan cannot be properly chalked out.

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Work Study

Monday, October 22, 2012 1

Monday, October 22, 2012

Importance of work Study

Work Study Man

HUMAN FACTOR IN THE APPLICATION OF WORK STUDY

Monday, October 22, 2012

Monday, October 22, 2012

Monday, October 22, 2012

The supervisory role in work applications are summarized here:

Monday, October 22, 2012

Monday, October 22, 2012

Monday, October 22, 2012

Role of the worker:

Monday, October 22, 2012

Monday, October 22, 2012

Monday, October 22, 2012

Monday, October 22, 2012

Standard work content:

Monday, October 22, 2012

Standard work content depends on:

Excess work content:

Monday, October 22, 2012

Poor design and frequent design changes:

Incorrect quality standards:

Poor layout and poor utilization of space:

Monday, October 22, 2012

Monday, October 22, 2012

Monday, October 22, 2012

Monday, October 22, 2012

Inadequate Material Handling

Monday, October 22, 2012

Monday, October 22, 2012

Frequent stoppages as production changes from one product to another:

Monday, October 22, 2012

Ineffective method of work:

Monday, October 22, 2012

Poor planning of inventory:

Frequent breakdown of machines and equipments:

Monday, October 22, 2012

Absenteeism and lateness:

Monday, October 22, 2012

Monday, October 22, 2012

Accidents and occupational hazards:

Monday, October 22, 2012

Standard work content

Total work content

Monday, October 22, 2012

Excess work content

Product development reduces work content due to poor design.

Good production planning and control reduces ineffective time.

Better working conditions improves morale and reduces absenteeism.

Difficulty in implementing work study:

Role of top management in implementing work study:

Monday, October 22, 2012

Predetermined Motion and Time Study

Monday, October 22, 2012

Monday, October 22, 2012

Purpose of Method Study

Monday, October 22, 2012

Origin of Methods Engineering

Monday, October 22, 2012

Elements for Designing a system