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Work Study

Managing
Efficiency,
Processes &
Productivity

by
Piyasena
Samarakoon

Industrial
University of Moratuwa 1
Aim and Objectives
To highlight the importance productivity imprvt
To introduce scientific management approach to
improve the productivity
To provide overview of concepts, techniques
To be able to address the questions
What is Work study?
What is Productivity?
Why Work study is important?
What are the elements in work study?
What are the techniques and tools used in work study?
What is Method Study (MS) & Work Measurement (WM)?
Where can MS and WM be applied?

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Industrial 2
What is Productivity?
Common/Simple Term: Output/Input
Applies in an enterprise, a sector of
economic activity, or economy as a whole
Used to assess or to measure the extent to
which a certain output can be extracted
from a given input
In goods production, both input and output
are tangible, productivity can easily be
measured
In services, estimation of productivity is
difficult to measure, as intangible output
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Example for
Productivity Before Improvement After Improvement (no add. fina)
Monthly Production 400 500
Unit Selling Price in Rs. 20 18
Monthly sales in Rs. 400*20 = 8,000 500*18 = 9,000

Productivity Gain in Unit Terms ((500-400)/(400))*100 = 25%


Productivity Gain in Monetary Terms ((9,000-8,000)/(8,000))*100 = 12.5%

Investment for Production Increase Total Cost of Rs. Recovering Duration


(Wood-Fired Kiln to Oil-Fired Kiln) 60,000 = 10 years
Investment Breakdown in Rs. (60,000/10) = 6,000 (6,000/12) = 500 per
per year month
Additional Expenditure (for oil) in Rs. Not Applicable 500 per month
Total Expenditure due to Oil Kiln Rs. 500 + 500 = 1,000
Monthly Increase in Sales Rs. 1,000

Since Monthly Increase in Sales = Total Less Rejects: Customer Satisfaction


Expenditure, No Gain in Monetary Terms Work Place Improvement: less smokes & dust

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What is Workstudy?
Study of work performed by humans
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
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Elements in Operation

Time for Basic Work Content (A): minimum time


theoretically required to produce one unit of output
or the time taken to manufacture product or to
perform operation provided that;
Design of the product or service provided were perfect

Process/method of operation were perfectly carried out

In actual operation, times are far in excess


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Elements in Operation
(Poor Design & Material Utilization)

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Elements in Operation
(Poor Design & Material Utilization)
Poor design and frequent design changes (B.1):
Large number of non-standard parts causing a lengthy
time of production and assembly.
Produce in small batches with time lost due to batch
changes
Waste of Material (B.2):
Over design: excessive material removal time &
material.

Waste to be reduced to minimum or reused
Incorrect Quality Standard (B.3):
High accuracy cause extra machining and high
machining time
Low accuracy too may result in a large number of rejects
Need, appropriate quality standard and method of quality
control

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Elements in Operation
(Inefficient Method or Operation)

Workstudy

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Elements in Operation
(Inefficient Method or Operation)
Due to poor method of carrying out the operation
Unnecessary movements of persons and materials
Poor layout and utilization of space (C.1): high cost
for space , increases in movement of resources
Inadequate material handling (C.2): Non use of proper
and efficient material handling equipment
Frequent stoppage as production changes (C.3):
Frequent changes create more setting up time. Proper
planning and control eliminates time of resources
Ineffective method of work (C.4): Well planned,
method reduces ineffective time Workstudy
Poor Planning of Inventory (C.5): Input, output and
WIP ties up investment, but reduction of inventory
increases the risk of production. Need to control inventory
Frequent Breakdown (C.6): Interruption to production
and delays. Need proper maintenance plan

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Elements in Operation
(Contribution from Human Resources)

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Elements in Operation
(Contribution from Human Resources)
Workers can influence the time of operations
voluntarily or involuntarily
Absenteeism and Lateness (D.1): Non availability of
safe and satisfying working environment cause
absenteeism, lateness and ignorance.
Poor Workmanship (D.2): results re-work causing
wasted material and time
Accidents and Occupational Hazards (D.3): Failing
to provide safe, healthy environment causes
occupational illness, lack of moral and subsequent time
increase

Reduction of ineffective work content and


time & cost; enhancement of productivity
could be achieved through numerous option
** Workstudy is only one Option **
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Definition of Workstudy
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.
ILO, Geneva, 1960 definition for Workstudy:
Work study is a term used to embrace techniques of
Method Study and Work Measurement which are
employed to ensure the best possible use of human and
material resources in carrying out special activity.
Workstudy: two independent techniques
Method Study (MS)
Work Measurement (WM)
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Method Study (MS) &
Work Measurement (WM)
Work Study

Method Study Work Measurement


(toimprovemethod (toassesshuman
ofoperation) effectiveness)

Resultinginmore Makingpossibleimproved
effectiveuseof planningandcontroland
material,plant&equipment asabasisforsound
andmanpower Incentivescheme

Higher productivity

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Objectives of Workstudy
To analysis, design & improve of work systems, places
& methods
To establish work standards to determine manpower &
equipment
To assess performance of workers
To plan operations, costing operations, and payment
schemes
To develop job evaluation schemes based on job
descriptions
To specify work facilities, layout, space utilisation &
material
To evaluate & optimize alternative combinations
resources
To develop procedures for the planning and control
material usage
To develop procedures for presenting information to
management about work performance
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Workstudy: WS

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

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Why Method Study?
MS: critical examination and systematic recording of
existing method and propose effective methods to
improve productivity
Purpose/Objective:
To find better ways of doing things to improve efficiency
To remove unnecessary work, avoidable delays, and other
form of waste
Techniques to Achieve Objectives:
improved design and layout of factory or work place

improved working procedures

improved use of man machine and material

improved working environment

improved design or specifications of the end product

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When is MS Used?
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
Escalating costs
Excessive errors due to rejected work
Inconsistent earnings, where the earning of
employees are not related to output
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Human Intervention for
MS
Human factor is one of the most
crucial elements in workstudy as
it control the utilization of
resources through people
Four types of human interaction:
Workstudy and Supervisor
Workstudy and Worker
Workstudy and Management
Workstudy and Practioner
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Human Intervention for
MS
Most difficult to handle need to change attitude
(Workstudy and
Thinks that this Supervisor)
workstudy stuff is nonsense, no
respect
Restrictions: no participation of workers and no effort
to implement by workers and supervisors
Any improvements is considered as loss of prestige
Feel that their responsibilities are taken away
Lack of knowledge to understand
Middle-age Supervisors: consider as they are the best-
skilled people, have more experience in the floor than
outside person (WS specialist)
Dos
Explain the purpose clearly
Train with workstudy techniques
Approach workers through supervisor (value participation)
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Human Intervention for MS
(Workstudy and Worker)
Most important and unpredictable factor
Negatives:
Fear of unemployment
Less interest with more experience
Positives:
Consider as recognition to their work
Think that management cares about them
Feeling about improvement to working place
Do nots:
Do not emphasize productivity enhancement alone (+improve
WP)
Do not hide from or act against for the worker
Dos:
Frank with worker
Inform fully the purpose of study to workers representatives
Ask suggestions & get involve with development of work place
Get involve with the exercise, in maximum extent
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Human Intervention for
MS
Applying WS in one working area leads to chain
(Workstudy and Management)
reaction (investigation & improvement) to other
Depts
Need to have good understanding and the backing
from management at all levels
Essential for all parties in the management to aware
the purpose of the workstudy and likely outcome
alone with potential effect on each division
How to gain the management support:
Explain the purpose & likely outcome
Indicate other areas be affected from the study
Make them feel that it is not their fault
Make them understand the purpose and techniques of
work study
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Human Intervention for MS
(Workstudy and Practioner)
Abilities:
Innovative to turn others mind
Capability to devise simple mechanisms & devices to
save a great deal of time and effort
Ability to get cooperation from most of the parties
Sincerity and honesty: able to gain the confidence
and respect from all involved
Enthusiasm: believe in the importance of what is
being done and able to transmit enthusiasm to others
Interest in and Sympathy with People: get along
with all parties & listen to different views & motives
Tactful: deal tough situation and understand feeling
Good Appearance: neat, tidy & be efficient to
inspire
Self Confidence: to stand up to top management to
workers and defence of his/her opinion and findings
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MS Procedure

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MS Procedure
Generally Six/Eight Sequential Logical steps
In practice, procedure is not straight
forward
Example: results achieved by the new
method, may not cost-effective
In such case, job will have to be examined
and another method should be developed
Sometimes, the new method may bring a
new issue to the surface, in which case the
last few steps should be repeated
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Step 1: Select the


Work
Significant savings is the first and main criterion
Checklist for points to be covered (Sample only)
Study on Product and/or operation
Person who proposes investigation
Reason for proposal
Suggested limits of investigation
Particulars of job (Qty, # Workers, Duration, Output,
Equipment,..)
Product details (Frequent Changes?, Simplified design?,
Quality?,..)
Expected savings or productivity after method

study, Etc.
Three factors to be considered in selection process
Economic, Technical and Human factors

Pareto Analysis

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Pareto Analysis for
Selection
Techniques to identify key operations

Also known as ABC analysis


Example (Errors in Job Operation):

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Pareto Analysis for
Selection
20 different products generates different level of profits
(Example)
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

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Economic Factors for
Selection
Basic Questions for Economic feasibility:
Will it worth to begin a method study of this job?

Will it pay to continue this study?
Obvious choices for the study are:
Key profit-generation or costly operations
Ones with the largest scrap/waste rates
Bottleneck that are holding up other operations
Lengthy operations that consume high time
Repetitive work using high a great deal of labour
Movements of material over long distance
Operations with repeated handling of material
Jobs that are involved with excessive over time
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Technical Factors for
Selection
Desire by management to acquire more advanced
technology
Desire to computerize paperwork or inventory system
Introduction of automation in the production
operations
Method study to point out the most important needs
Example:
A machine tool has become a bottleneck in production
The machine is known to be running at a speed below that of
high-speed-steel tool
Can it be speeded up?
Can the machine is robust enough to take the faster speed?
(This problem is for the machine-tool expert)
Hazardous work environment
Inconsistent quality of output
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Human Factors for
Selection
Important, but unpredictable factor
Some operations cause dissatisfaction to workers
The level of satisfaction points out a need for
workstudy
In such a case, selection of job for the study is much
easier
Some study may lead to unrest or ill-feeling
Sometimes, study should be abandoned even if
significant benefits are obvious
Limiting the Scope of the Study:
Setting up boundaries around the study to decide

what exactly the study encompasses


The rule of thumb: scope of the study should be

decided at the very beginning before starting any


other activity
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Step 2: Record the existing
Work Method & All Others
Success depends on the accuracy of records
Records is a basis for:
Critical examination of existing method
Development of improved method
Subsequent analysis and examination
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


Writing details is not good for complicated
processes
Every minutes details cannot be written
Few minutes job - several pages written script
Std. Techniques and tools for recording
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Recording Techniques &
Tools
Common techniques Standard charts and

diagrams
Each with its own special purpose
Two groups in respect of Purpose:
To record process sequence, i.e. series of events
or happening in the order in which they occur,
To record events, also in sequence, but on a time
scale that enables to interact with related events
Diagrams indicates movements and/or
relationships of movements more clearly than
charts
But, they do not show all details recorded on
charts, which they supplement rather than replace
Many commonly used charts
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Common Charts &
Diagrams
Type Base Name
Chart Indicate Outline process chart
Process Flow process chart
Sequence - workflow process chart
- material process chart
- equipment process chart
Two handed process chart
Procedure flowchart

Chart Use Time- Multiple activity chart


Scale Simo chart
Diagram Indicate Flow diagram
Movemen String diagram
t Cycle graph
Chrono-cycle graph
Travel chart
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Process Charts
Symbols
Five (5) Standard Symbols:
To record facts about a job/
operation
To make it easier to use and
understand
To represent different types of
activity even in any factory or
office
Some authors, use Six (6)
symbols, including Decision
symbol
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Process Charts
Symbols
Symbol Name Description
Indicates main steps in a process,
OPERATION
method or procedure
Indicates an inspection for quality
INSPECTION
and/or check for quantity
Indicates the movement of workers,
TRANSPORT material or equipment from place to
place
Indicates a delay in the sequence of
DELAY (Temporary
events: e.g. waiting between
Storage)
consecutive operations
STORE Indicates a controlled storage in which
(Permanent material is received into or issued from
Storage) s store
DECESION (not much Indicates the decision point for other
used) operation
Five Main Symbols, Decision rarely used
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Process Charts Symbols
(Operation, Transport)

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Process Charts Symbols
(Inspection, Delay)

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Process Charts Symbols
(Storage, Decision)

Decision rarely used

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Symbols in Different Process
Charts

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Outline Process Chart
Use only operations and inspections symbols
Use to obtain overview of the whole process or
activity before embarking on a detailed study
Gives overall picture by recording in sequence
only the main operations and inspections
Brief note of the nature of each operation or
inspection is made besides the symbol
Time allowed for the activity is also added
Very little details about the whole process
Useful for initial recording
Use specifically for a system having many
operations

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Outline Process Chart
(Example)

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Flow Process Chart
Shows greater detail
Sets out the sequence of the flow of
product/procedure
Record all events under review using appropriate
process chart symbols
Three types of flow process charts:
Worker-type: what the operator does

Material-type: how the material is handled or

treated
Equipment type: how the equipment is used

Similar approach to outline process chart


But, 4 main symbols (operation, inspection, transport
& delay) and storage depending on the type
Pre-printed form of chart for all three types
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Flow Process Chart
(Pre-Printed Form: Ex. 01 Engine Maintenance)

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Flow Process Chart
(Pre-Printed Form: Ex. 02 Clerical Operation-
Joined)

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Flow Process Chart
(Pre-Printed Form: Ex. 03: Writing a Letter)

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Examine the Records
Most important part of the basic procedural
steps
Examine the records for accuracy
Examine the records for development
If no recorded/sufficient details, improve records
or choose a different/better method
During the examination process,
transportation and delay - generally give
greatest scope for improvement
Possible to eliminate certain operations, which will
automatically affect transportation and delays
An examination of the operations first focus
Classification of activities for easy analysis
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Classification of
Activities
Major 05: Operation, Transport, Inspection,
Delay, Storage
Two Groups in Five Activities
Activities in which something is actually
happening to material/work piece, i.e. it is being
worked upon, moved or examined
Activities in which it is not being touched, being
either in storage or delay for something to happen
The first category - productive activities
Three groups in productive activities
Make-Ready Activities
Do Activities
Put-Away Activities
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Make-Ready & Do
Activity
Make-Ready Activities:
Required to prepare the material/work piece
Set material/work piece in position ready to be worked
on
Value addition will not occurred, but may be essential

Examples: loading, transporting, etc.
Do Activities:
Material of the product is changed either in shape,
composition or condition
E.g.: Stitching the collar of a shirt, typing the letter on
the paper
Operation is the key element
Significant value is added to the process
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Put-Away Activities
Put-Away Activities:
Occur when product is moved aside from the
machine
Put-Away in one operation, may be an
Make-Ready activity for the next operation

Example: transporting WIP items from one
working station A to next station B
Put-Away activity for station A, but Make-
Ready activity for B

Examples: Putting parts into storage, inspection
of finished parts before putting it for storage

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Value-Added Activities
High proportion of Do activities bring product
to completion stage
Do activities in services are act of something
E.g.: act of selling in a shop, act of typing a letter
During Do activities, the value is added to the
process/product
Do activities are productive
All others, though necessary, are non-productive
Non-Productive: Transport, Storages, Delays, etc.
Productivity improvement process:
Eliminate non-value added activities
Try to Eliminate/Modify/Simplify Do activities with the
intention of eliminating non-productive activities

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Examination Procedure
Critical examination by two questions (a
right question is raised , when the answer is usually
half-way)
Primary questions, and
Secondary questions
Primary Questions:
To establish facts and reasons underlying the study
Query about purpose, place, sequence, person and
means of each activity recorded
Secondary Questions:
To search for alternatives, which might lead to
improvement
Answers to the primary questions are subjected to
further query to determine whether possible
alternatives are available
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Primary Questions
What is actually achieved?, Why is the activity necessary
Purpose:
at all?
Where is it being done?, Why is it done at that particular
Place:
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?
Purpose is to ensure that every fact on an existing
method is clearly understood
Dont confuse with answers relating to purpose &

means
E.g.: when considering the operations of tying a

parcel with a string, under purpose, what is


actually achieved?, would receive the answer, the
parcel is fastened, but not the parcel is tied up with
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Secondary Questions
What else could be
Purpose: What should be done?
done?
Where should it be
Place: Where else could it be?
done?
Sequence
When else could it be? When should it be done?
:
Person: Who else could it be? Who should do it?
Last set of questions indicate the direction of new
Means: How else could it be? How should it be done?
method
However, the following should be considered

carefully;
When an activity is challenged, the purpose is to see
whether it can be eliminated entirely
If the activity can not be eliminated because it is essential,
then it is required to see how it could be best done
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Attention must also be given to see the activity can be
Develop Improved
Method
From critical examination:
Good notion about 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
Device specifically designed for improving work
method is known as process improvement formula
Process Improvement Formula Consists of Steps:
Eliminate: try to eliminate entirely
Combine: combine with other operations
Sequence: change the sequence
Simplify: try to simplify to eliminate non-value activities

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Which step for
Development?
Most important: complete elimination of unnecessary
activities
Some activities: retained due to custom, history, or even
ignorance
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
Gilberts principle of motion economy is valuable for
simplification

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Example for Examine
Record
Fig. 1.11: engine maintenance: 04 O, 01 I, 21 T, 03 D (29)
Very high proportion of non-productive activities
05 productive out of 29, excluding the original storage

In the chart: during the engine transportation, crane was

changed
Shows the necessity of examining this activity critically
Primary & secondary questions:

What is done? The engine is carried to the stripping bay


By an electric crane, The engine is placed on the
How is this being
ground and pickup by another crane to be
done?
transported to stripping bay
Because the engine can not be directly be picked
Why is this done? by the monorail crane that runs through stores and
the shop.
What else might The engine should be stored so that they are
be done? immediately accessible to the monorail crane.
What should be
The above suggestions should be adopted
done?
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Improved Method for
Example

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Improved Method for
Example

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Flow Diagram+Process
Chart
(Rec. Dept. of Aircraft Factory: Existing
Method)

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Flow Diagram+Process
Chart
(Rec. Dept. of Aircraft Factory: Existing
Method)

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Flow Diagram+Process
Chart
(Rec. Dept. of Aircraft Factory: Proposed
Method)

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Flow Diagram+Process
Chart
(Rec. Dept. of Aircraft Factory: Proposed
Method)

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Notes on Flow
Diagrams
Scale diagram may be necessary

Shows the location of specific activities


carried out
Display the routes followed by workers, or
materials
Very convenient to understand even for a
novice user
Very popular
Usually supplemented by process charts
to provide more details
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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 and
commerce and even at home
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

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String Diagrams
(Contd..)
Record a pattern of movement of worker/material

within a limited area for a specific duration (2 hour/a


day) until get the true picture
Scale layout is essential
String is used
Measure the distance, frequency travelled, weight
involved, if required
Direction of flow, time, weight, if applicable, etc are
recorded separately with the use of flow process
charts
If the journey is long and area is fairly large, arrival
times & departure times should be noted clearly
Simplest, but useful & powerful
Use to convince the management the contrast
between existing and proposed method
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String Diagram
(Example) A to D, A to
H, D to L
travelled
more
Need
critical
examinatio
n
Attempt to
put the
stations
closer

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Travel Charts
String diagrams takes longer time to
construct and become crowded with
many crossings
Flow diagrams may not be applicable for
movements between divisions
Travel Charts are applicable for many
movements & crossings between
departments
Travel chart: tabular record for
quantitative data on movements of
workers or materials between any
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Travel Charts (Example)
(Messenger Delivering Papers)

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Travel Chart (Example)
Summary (FROM and TO): right and just
below the chart
Provide the picture about the volume of
movement
Gives the basis for further investigation
The busiest stations:
06 journeys from station 2 to station 9
05 from station 5 to station 2
So, the busiest route is 5-2-9
Suggests to locate these stations next to each
other
If squares in the layout are marked by
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distance or weight, a better and realistic
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Multiple Activity Chart
Uses time scale to represent time associated
with each activities
Applications:
Organizing teams of operatives on mass-
production, maintenance and similar work
In maintenance, useful when a plant can not be
allowed remain idle
Used to determine No. of machines that an
operator could look after during a specified time
Activities of operatives and machines are
recorded in terms of working time and idle time
Use ordinary wristwatch or stop-watch
Extreme accuracy is not required
But, Timing must be accurate enough for 71
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Example 01 for Multiple Act.
Chart
(Typing a Letter) Able see
individual
operations
in a
specific
time
Able to
visualize
areas (idle
time) to be
improved
(reduced)
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Example 02 for Multiple Act.
Chart
(Maintenance of Catalyst Converter-
Present Pr)

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Ex. 02 (Improved) for MAC
(Catalyst Converter Improved Method)
Idle time
has been
reduced
drastically
in the
improved
process.
Time
Saved =
32%
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University of Moratuwa
Evaluate Alternative
Method
Proposed Alternative for Development
Some for immediate introduction
Some need further actions before implementation (New Eqip)
Management decision for a preferred solution
More information on alternative methods
Likely results of the alternatives
Broad based Cost-benefit analysis of alternatives
Include Quantitative & Qualitative benefits (job satisfaction)
Weight or rate with a common scale (priority)
Detailed cost-benefit analysis for the selected option
Project report, recommended action for final review
Include implementation plan, if completely new
method
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University of Moratuwa
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)
Such statement should be outlined in simple terms to be
used by operatives
General Contents of the Statement:
Tools and equipment to be used
General operating conditions
Description of the method
Diagram of the workplace layout, sketches of special tools
Supplemented by lay out diagrams, flow charts, process charts
etc.

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Engineering 76
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 magt, supervisors and workers
Preparing to make the changes
Controlling the change over
Plan properly the change-over from an existing
method to a revised one is properly planned
Main tasks such as purchasing, constructions,
training, etc. should be identified before
implementation begins
Scheduling of each control steps of the
implementation process
Industrial Engineering University of Moratuwa
77
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 operatins
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Engineering
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
Usually working area depends on the anthropometric
data of human body (Refer the figure)
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
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University of Moratuwa
Engineering
Normal Working Area

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University of Moratuwa
Engineering
Maximum Working
Area

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University of Moratuwa
Engineering
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

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Engineering
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: symmetrical & perform simultaneous


activities
Hand & body motion: maintain at lowest level
Employ momentum as advantage, maintain at
minimum
Maintain continuous curved movement
Avoid straight line motions involving sudden and
sharp changes
Use the Rhythm for smooth & automatic performance
Permit with natural rhythm whenever possible
Confine eye movements to a comfortable area
Do not change the eye focus frequently
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Engineering
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
Chair to permit good posture
Height of workplace and seat: allow alternate
setting
Colour of workplace: to reduce fatigue and make
contrast
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Engineering
Design of Tools &
Equipment
Jig, fixture or foot-operated devices for hand
holding
Combine two or more tools to reduce tool
handling time
For fingers, distribute load to the inherent
capacities of the fingers (like in type writing)
Make the contact of Handles (cranks and
large screwdrivers) at maximum level (useful
in large forces)
Least changes to body position to obtain
higher efficiency of levers, crossbars and
hand wheels
Obtain mechanical advantages wherever
possible
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Engineering
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)
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Engineering
Work Arrangement
Which
arrangement
is more
effective?

Think about
application
area?

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University of Moratuwa
Engineering
Posture for Sitting
Position

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88
Motion-Economy
Devices

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Workstation Layout

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Engineering
Two-Handed Process Chart
Represent the sequence of activities of the worker
Record activities of a workers two hands with their
relationship
Sometimes time scale is too added
Repetitive operations: one complete cycle of the work
Nearly same symbols, but slightly different meaning
Operation: Activities: grasp, position, use, release etc.
Transport: Movement of the hand from or to the work,
material & tool
Delay: Hand is in idle position without having specific
task
Hold: Holding the work, material or tool

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Two-Handed Process Chart
(Example)

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End of Method Study

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Engineering

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