Operations Management Q1. What is Operations Management? What are the objectives of Operations Management?

Enlist key elements of Operations Management. Ans. The production management since long has been associated with a factory situation where goods are produced in physical sense. Production is the process by which goods and services are produced. This broader concept of production brings in a large number of seemingly non-manufacturing sectors of economy such as transport, energy, health, agriculture, warehousing, banking etc. within the preview of production management. The essential feature of a production function is to bring together people, machines and materials to provide goods and services thereby satisfying the wants of people. The concept of operations instead of production includes both manufacturing as well as service organizations. Operations in a manufacturing as well as in a service organization represent purposeful activities of the organization. Operations function is the heart of and indeed the very reason for existence of any organization. All operations add value to the objects thereby enhance their usefulness. An operation may be defined as the process of changing inputs into outputs thereby adding value to some entity. Objectives of Operation Management Right quality, right quantity, right time and right price are the four basic requirements of the customers and as such they determine the extent of customer satisfaction. And if these can be provided at a minimum cost, then the value of goods produced or services rendered increases. Thus the objectives of operations or production management are to produce goods and services of the right quality, in the right quantities, according to the time schedule and at a minimum cost. Producing the right kind of goods and services that satisfy customers needs (effectiveness objective) Maximizing output of goods and services with minimum resource inputs (efficiency objective) Ensuring that goods and services produced conform to pre-set quality specifications. (Quality objective) Minimizing throughout time the time that elapses in the conversion process by reducing delays, waiting time and idle time (lead time objective) Maximizing utilization of manpower, machines, etc. (capacity utilization objective) Minimizing cost of producing goods or rendering a service (cost objective) Elements of operations management Production management is concerned with the management of the use of equipment and other resources. Production management is essentially planning, organizing and controlling of production function. Management of production can be described in terms of fourteen elements as under: Aspects of management Elements of production management Product selection and design Process selection and planning Facility location Facility layout and materials handling Capacity planning Forecasting Production planning Work study and job design Production control Inventory control Quality control Maintenance and replacement

1. Planning (planning the conversion process) and (planning the use of conversion process)

2. Organizing (organizing for conversion)

3. Controlling (Controlling the conversion process)

Cost reduction and cost control

Q2. What is batch production? What are its key characteristics? Compare these characteristics with those of project production. Ans. Batch production is characterized by the manufacture of a limited number of a product produced at periodic intervals and stocked in warehouses as finished goods awaiting sales. Typical examples of batch production are: process industries such as pharmaceuticals, paints, chemicals; medium and heavy engineering industry engaged in the manufacture of electric motors, switch gears, heavy motor vehicles, internal combustion engines etc. Characteristics of batch production a) Short runs: Batch production is also characterized by short production runs and frequent changes of set up. The equipment and the assembly set up is used for a limited number of parts and assemblies and then changed to make a different product. The production is generally made to stock. b) Skilled labor in specific trades: The labor force is expected to possess skill in one specific manufacturing process: turning, milling, drilling, welding, grinding, hobbing, fitting etc. The operator may perform simpler machine set-ups but those involving complex operations are performed by the separate machine tool setter. c) Supervisor to possess knowledge of a specific process: The supervisors have considerable knowledge of a specific process. Supervisor in the grinding section for example, may not be expert in turning and drilling work but is expected to possess a fund of knowledge of different types of grinding operations. Similarly, a supervisor in the gear shop is expected to have sound knowledge in working of different types of gear cutting machines. d) Limited span of control: The amount of supervision required in batch production is lower than that of jobbing production. The ratio of direct workmen to supervisors is more or less a function of batch size. The smaller the batches, the lower is the ratio of direct workers to supervisors, and vice-versa. This is because smaller lots require each supervisor to spend a great deal of his time in allocating new work, giving instructions, follow up on the shop floor for proper movement of materials from and to the machines, identifying delays and interruptions, and arranging, in consultation with planning, work load in his section to keep his men busy. e) General purpose machines and process type of layout Plant and equipment is procured and arranged to obtain maximum flexibility. General purpose machines and handling equipment capable of performing variety of operations with minimum set-up times are installed in lieu of variety of products. The machines are arranged to give process layoutlayout by function. Similar machines capable of doing similar types of operations are grouped together and kept at one place. Presses, for example, are put together and kept at one place, milling machines are placed together at another place, drilling machines are kept at the third place, gear cutting machines are located at the fourth place and so on. Each group of machines is usually designated as a work center or a section or a shop. f) Manual materials handling: Materials handling in batch production as compared to jobbing production is small. Individual components and parts are placed in trolleys or trays and are transported as unit loads. Materials handling may be mechanized by deploying power driven trucks. g) Manufacturing cycle time affected due to queues:

The manufacturing cycle time is comparatively smaller than jobbing production but is much more than mass and flow production. The batches of work tend to queue up at different machines due to differing cycle times, batch sizes and sequence of operations. h) Large work-in-progress: Work in progress is comparatively large due to varying work content of different components, imbalance in manufacturing times, formation of queues between the machines. i) Flexibility of production schedules: Disruptions due to machine breakdowns or absenteeism do not seriously affect production as job can be shifted to another machine or another operator from another machine can be shifted. j) Need to have production planning and control: Functions of production planning and control in a batch production unit are more complex than those in jobbing production or mass and flow production: Materials control and tools control functions are important. Some kind of replenishment system needs to be used to ensure routine replenishment. Detailed operational layouts and route sheets are prepared for each part of the product. Loading and scheduling needs to be more detailed and more sophisticated since every machine requires to be individually scheduled. Progressing function is very important to collect information on progress of work. A separate progress card need to be maintained to record progress of each component. Expediting is generally necessary since quite often jobs, due to imbalances in work content, tend to lag behind.

As compared to batch production, project production is characterized by complex set of activities that must be performed in a particular order within the given period and within the estimated expenditure. Characteristics of Project Production The main characteristics of Project production are: a) Definite beginning and definite end: Each project has a definite beginning and a definite end. b) Non-uniform requirement of resources: Requirement of resources for project production is not uniform. At the end of the project, resources from the project are redeployed elsewhere in other projects. Even during the life of the project, requirement of resources is not uniform. Generally resource requirement in the beginning of the project is low which builds up fast with the progress of the project as more and more resources are absorbed, then it levels off until there is gradual cutback as the project approaches completion. c) Involvement of different agencies: A project consists of many tasks, each having its own specialization to be performed by different agencies. The tasks generally have strict precedence (i.e. certain tasks must be completed before the next begins) and as such co-ordination between agencies is of utmost importance. d) Fixed position layout: Where the output of a project is a product, such products are generally characterized by immobility during transformation. Operations on such products are carried out in fixed position assembly type of layout which can be observed in production of ships, locomotive, aircraft, construction of roads/buildings, etc. e) High cost overruns:

Often delays take place in the completion of the projects. Such delays are generally very expensive due to escalation in the cost of factors of production and incident of penalties.

f) Personnel problems: Project production has many personnel related problems namely: When there is a fast build up, staff is either borrowed from other departments or hired for short duration. Therefore, personnel involved in the project have limited (or short lived) interest in the project. Since each project has a limited duration, the staff starts spending more time for getting prepared for the next project. Site for the project may be in the underdeveloped region and it may change from project to project which causes dislocation of the normal life.

g) Scheduling and control: Because of large number of activities, involvement of different agencies and strict precedence requirements, scheduling and control assumes great importance. Some network planning techniques like PERT and CPM have been found useful to overcome the problems mentioned above. Q3. (a) Why are locational decisions important? What factors should be taken into account while deciding location of a unit to manufacture washing machines? Ans. Locational decisions generally arise when: i. ii. iii. iv. v. vi. A new manufacturing (or servicing) unit is to be set up. Existing plant operations are difficult to expand due to poor selection of the site earlier. The growth of the business makes it advisable to establish additional facilities in new territories. There is emergence of new social (chronic labor problems), political (political instability) or economic conditions which suggest a change in the location of the existing plant. The product developments have outweighed the advantages of the existing plant. The changes in the Industrial Policy of the Government, favouring decentralization and dispersal of industries to achieve overall development of the country, do not permit expansion of the existing plant.

Factors governing plant location Plant location studies are conducted in three phases: i. ii. iii. General territory selection Community selection, and Site selection.

And as such the locational factors in general may be grouped under three heads i. ii. iii. i. Regional factors Community factors Site factors Regional factors decide the overall area (or region) within the country. Such factors are: proximity to markets, proximity to sources of raw materials, availability of utilities, transport facilities, climatic condition, industrial and taxation laws, etc.

ii. iii.

Community factors influence selection of the plant location within the region. Such factors are: availability of labour, industrial and labour attitudes, social structure, service facilities, etc. Site factors favour specific site within the community. Such factors are: availability and cost of the land, suitability of the land, etc. Factors influencing three phases of plant location

Location factor 1. Proximity to markets 2. Proximity to raw materials 3. Infrastructural facilities 4. Transportation facilities 5. Labour and wages 6. Legislation and taxation 7. Climatic condition 8. Industrial and labour attitudes 9. Safety Requirements 10. Community facilities 11. Community attitudes 12. Supporting industries and services 13. Waste disposal 14. Availability and cost of the land 15. Suitability of the land

Territory Selection * * * * * * * * *

Phase of the study Community selection

Site selection

* * * * * * * * * * * * *

* * *

The above factors have been detailed below: 1. Proximity to market: Every company is in business to market and it can survive only if their product reaches the consumers on time and at the competitive price. The ratio of selling costs to sales generally increases with distance. Therefore, in the choice of location of the plant, the factor of proximity to the market is given the highest priority. Nearness to market not only lowers transportation costs but also gives many other benefits namely: A good many administrative problems which cause perpetual headaches and add to costs are avoided. Liasons with dealers or wholesalers can be maintained economically and easily. Other costs such as commissions to middlemen which at times run as high as 20 to 50 percent can be reduced significantly. Customers accounts do not remain outstanding for settlement. This recovery is easy and less time saving which itself reduces selling costs.

2. Proximity to sources of raw materials: Since raw materials usually constitute 50 to 60 percent of the total product cost, it is important that the firm gets its requirements of raw materials at the right time and at the reasonable price for which the plant must be located in the neighborhood of some source which can meet the raw materials requirement of the unit. Proximity to supply of raw materials factor assumes still greater importance if raw materials are of perishable nature or if they are expensive to transport, or if their weight is substantially reduced by processing. 3. Infrastructural facilities:

Infrastructural facilities consider availability of utilities like power, water, disposal of waste, etc. These form the life-blood of many types of industries without which there activities may come to a stand still. Underestimating the need of any one of the utilities can be extremely costly and inconvenient. 4. Transport facilities: Transportation cost to value added is a key determinant of the plant location. The structure of the transportation cost depends on characteristics of the commodity, average distance of shipment, and medium of shipment: rail, road, air or sea. The need for transport arises because raw materials and fuel are to be moved to factory site and finished goods are to be transported from factory to markets. Other things being equal, since transport cost has a major effect on product cost, the regions well served by transport facilities are most suitable for industrial locations. 5. Labour and wages: Plant location should be such that required labour is easily available in the neighborhood. Importing labour from outside is usually costly and it causes lot of administrative problems. Availability of required labour locally is better since problem of arranging accommodation and other related problems do not arise. Since normally workers with specific skills are required, some sort of training facility should also be available in the neighborhood. When thinking of starting an industry in the backward area, special attention should be paid to the availability of infrastructure. If the backward area is not very far off from a township and is well connected by efficient road system, not many problems will occur. However, a backward area completely cut off from any township is likely to pose endless problems. Productivity of labor is a factor of equal importance. Inhabitants of certain areas are more productive than others. Prevailing wage pattern, living costs and industrial relations are other related factors which need to be taken into account. 6. Legislation and taxation: The policies of the State Government and Local Bodies relating to issue of licences, building codes, labour laws, etc. are the factors in selecting/rejecting a particular community/site. Since taxes and duties levied by the State Government and local bodies substantially influence product cost, the incidence of such taxes/levies must be taken into account while selecting a community/site. 7. Climatic Conditions: Climatic factors may not have a major influence these days because of modern air conditioning facilities available today. However, it may be important factor for certain industries like textile mills, which require high humidity. 8. Industrial and Labor attitudes: Community attitudes towards supporting hostile trade union activities is an important factor. Locating facilities in a certain region/community may not be desirable as frequent labor problems and interruptions are harmful to the plant in the long run. Political situation in the state and attitude of the government towards labor activities also influences selection of the site of the plant. 9. Safety Requirement: Safety factors may be important for certain industries such as: Nuclear power plants Explosive factories Location of such industries close to border areas is undesirable.

10. Community facilities (or social infrastructure): Communication facilities imply accommodation, educational, entertainment and transport facilities. Accommodation should be easily available, comparatively cheap and near some public transport stop. The locational area should be fully developed, be accessible by road and should have convenient and efficient public transport system operating between the area and the township to enable employees, officials,

customers and suppliers to make easy trips for their work. Communication is another important infrastructure without which no unit can run efficiently. Availability of a post office and telegraphic office is a must. And without efficient telephone service, no unit these days can even exist. Other infrastructures include proximity to railhead or highway. Availabilities of medical facility such as dispensary or a hospital in the neighborhood is a must. The medical facilities must have competent doctors and hospitalization facility. Equally important is the requirement of educational facilities in the neighborhood. Educational facilities includes schools, colleges and institutions for technical education at different levels and they should not be far out of the township. Yet another important social infrastructure is the entertainment facilities. Plant location should be such that entertainment facilities like cinema, children parks, clubs,etc. are there in the township or nearby. 11. Community attitudes: Community attitudes towards work as well as their attitudes towards the incoming entrepreneurs can make or mar an industry. Locational decisions, therefore, must take such factors also into account particularly while setting up labor intensive units. 12. Supporting industries and services: Locational factors should also include proximity of services needed by the firm. Getting a job done from outside units located at far off places will mean not only additional transportation cost but also time consuming and costly. Also if units are too far off, the control on quality of work done by them cannot be exercised. 13. Suitability of the land: Site selection should also take in account topography and soil structure of the land. The soil structure must be capable of bearing loads of foundations. Though modern building techniques can overcome the limitations of the soil, but if considerable improvement is required then selection of a low cost land may ultimately turn out to be expensive. 14. Availability and cost of the land: Site size must be large enough to accommodate the present production facilities, parking and access facilities, but also leave sufficient room for future expansion. Q3. (b) What are the objectives of a good layout? Discuss any six principles of a good layout? Ans. Objectives of a Good layout The main objectives of a good layout include the following: i. ii. iii. iv. v. vi. vii. Economy in handling of materials, work-in-progress and finished goods. Minimization of production delays. Lesser work-in-progress and minimum manufacturing cycle time. Efficient utilization of available space. Easy supervision and better production control. Greater flexibility for changes in product design and for future expansion. Better working conditions by eliminating causes of excessive noise, objectionable odour, smoke etc.

Principles of a Good Layout It is not possible to define a good layout in few words, but there are certain criteria which can be used to judge whether or not the layout is good. Some of them are: i. Overall integration of factors: A good layout is one that integrates men, materials, machines and supporting activities and others in a way that the best compromise is obtained. No layout can satisfy each and every principle of a good layout. Some criterion may conflict with some other criterion and as a result no layout can be ideal. It has to integrate all factors into the best possible compromise.

ii. Minimum movement: A good layout is one that permits the minimum movement between the operations.

The plant and machinery in case of product layout and departments in case of process layout should be arranged as per sequence of operations of most of the products. Since straight line is the shortest distance between any two points, men and materials as far as possible should be made to move along the straight path. A door may be made in a wall or a hole may be drilled in a ceiling if that eliminates or reduces material handling in place of stairs or a distant door.

iii. Uni-directional flow: A good layout is one that makes the materials move only in the forward direction, towards stage of completion, without any backtracking. Since straight line is the shortest distance between any two points, materials as far as possible should be made to move on the principle of straight line flow. And when straight line flow is not possible, other flows like U-shaped flow, circular flow or zig-zag flow may be adopted, but the layout must ensure that materials move in the forward direction. To ensure forward flow, equipment if necessary may be duplicated. iv. Effective use of available space: A good layout is one that makes effective use of available space both horizontal and vertical.

Back-tracking and duplicated movements consume more time, involve un-necessary materials handling, add to cost and lead to inefficiency. Raw materials, work-in-progress and finished goods should be piled vertically one above another rather than being strewn on the floor. Pallets or equivalents should be made use of to pile up several layers one above another. Area below the work tables or in the cupboards built into the wall welcome since they reduce requirement of space.

v. Maximum visibility: A good layout is one that makes men, machines and materials readily observable at all times.

All departments should be smoothly integrated, convenient to service and easy to supervise. Every piece of positioning or screening or partitioning should be scrutinized and carefully planned. Special cupboards, enclosures, offices, partitions etc. should be avoided except when their utility is established beyond doubt.

vi. Maximum accessibility: A good layout is one that makes all servicing and maintenance points readily accessible.

Machines should be kept sufficiently apart and with reasonable clearance from the wall so that lubrication, adjustment and replacement of belts, removal of parts at the time of repairs etc. can be done conveniently by the maintenance staff. Area in front of electrical panels and fire extinguishers should be kept free from obstructions.

Q4. How does production planning differ from production control? What are the key functions of production planning and control? Ans. Difference between production planning and production control Production control (working the plan) Control involves dissemination of data, preparation

Production planning (planning the work) 1. Planning involves collection and maintenance of

data regarding time standards, materials and their specifications, machines and their quantities, tools and their process capabilities, drawings and operational layouts. 2. Planning is seeing that requirements-tools, machines, men, instructions, authorization and the like-will be available at the right time and in the right quantities and are of proper quality. 3. Planning involves preparation of load charts and fitting various work orders into uncommitted time available on the companys facilities. 4. Planning involves preparation of all necessary forms and paper work. 5. Planning involves designing suitable feedback as to what may happen. 6. Planning involves forward thinking regarding the remedial action to be taken if the job falls behind schedule.

of reports regarding output, percentage defectives etc. Control is seeing that the requirements are actually made available at the right place and in the right quantities. Control involves actual seeing that the jobs are started and completed as per schedule prepared by the scheduling cell of PPC. Control involves actual issue of forms and paper work. Control involves keeping track of what is happening and collecting information as to what has happened. Control involves suggesting remedial action when the job is falling behind schedule.

Planning therefore, is a centralized activity (in the office) and includes such functions as materials control, tools control, process planning and scheduling. Control is thus a diffused activity (in the shops) and includes functions such as dispatching, progressing and expediting. Functions of production planning and control Production and control is normally assigned two sets of functions:

Regular functions: These are those functions which are generally assigned to PPC in most of the organizations though the importance of the function may vary from industry to industry. Optional functions: These are those functions which may be assigned to PPC depending upon policy of the management of the firm.

The details of the both categories of functions are given below: Common Functions 1. Order preparation includes activities like making of work orders, converting work orders into shop orders, preparing auxiliary orders, and releasing such orders to those concerned to authorize their activities. 2. Materials Control concerns preparation of materials estimates, indenting non-stock materials, ascertaining availability of materials purchased to stock, continual follow-up with purchase and stores for timely receipt of materials, and advising stores to allocate required quantities or available materials against specific shop orders. 3. Process Planning or Routing concerns fixation of method of manufacture: operations and their sequence, machine tool for each operation, jigs and fixtures, measuring instruments and gauges etc. to enable shops to produce goods of the right quality at the lowest cost. 4. Tools control concerns preparation of estimates of cutting tools, gauges and measuring instruments, Optional Functions Cost estimation concerns preparation of preproduction cost estimates to be used by Sales Department for quotation purposes. Work Measurement concerns fixation of time to be allowed to a qualified workman to carryout a specific task, under specified conditions and at the defined level of performance. Work measurement employs scientific, well-known techniques like time study, work sampling, standard data, production study, analytical estimating etc. Sub-contract concerns offloading of certain work on outside vendors for economic reasons or to augment the existing manufacturing facilities.

Capacity planning concerns estimation of requirements of men and machines as the basis of

jigs and fixtures etc. indenting non-stick tooling; follow up with tool room for timely manufacture of jigs and fixtures; periodical replenishment of wornout-non-consumable tooling. 5. Scheduling concerns preparation of machine loads, fixation of calendar dates of various operations to be performed on a job, coordination with sales to confirm delivery dates of new items, and periodical preparation of dispatch schedules of regular items. 6. Dispatching concerns preparation and distribution of shop orders and manufacturing instructions to the concerned department as their authority to perform the work according to the predetermined schedule. 7. Progressing concerns collection of data from manufacturing shops, recording of progress of work, and comparing progress against the plan. 8. Expediting concerns intensive progress chasing to identify delays and interruptions which may hold up production, devising cures from time to time to keep rate of production in line with the schedule, communicating possible failure in delivery commitments to Sales Department.

decision making to meet the firms increased volume of business. Demand forecasting concerns making projection of companys product market. Though, long term forecasts are given by Sales Department but short term forecasts required for materials planning, machine uploading, subcontracting etc. may be prepared by PPC department.

Q5. What is preventive maintenance? Why is it better than breakdown maintenance? What are the key activities of Preventive Maintenance? Ans. Preventive maintenance is the maintenance system wherein certain maintenance activities are carried out in a planned manner with an explicit objective of detecting weak spots; and the perfect functioning of the plant is ensured by suitable preventive measures including replacement of parts which could still be used. Such preventive measures provide a high degree of reliability to the machine. Break down maintenance, on the other hand, advocates the upkeep of the failed plant and equipments. Preventive maintenance anticipates failures and adopts necessary actions to check failures before they occur. Breakdown maintenance is partly planned maintenance as failures can be considered in advance though timing of the failure may not be known. Preventive maintenance works because almost no equipment fails without showing the signs of malfunctioning. If a fault is detected when it is still in a pre-matured minor stage, eventual breakdown of the equipment can be prevented. Preventive maintenance advocates maintenance procedures whereby the condition of the plant is constantly watched through systematic inspection to unearth unhealthy conditions and preventive action is taken to prevent unscheduled interruption to the plant and equipment. Basic activities of the preventive maintenance 1. Preventive inspection 2. Planned lubrication 3. Cleaning and upkeep 4. Minor adjustments and repairs 5. Equipment records 6. Spares records 7. Condition monitoring

PREVENTIVE MAINTENANCE

Preventive Inspection

Planned Lubrication

Cleaning & upkeep

Minor adjustments and

Equipment records

Spares Control

Condition monitoring

replacements

Planning of Preventive maintenance activities

1. 2. 3. 4.

Equipment categorization Preventive inspection schedules Lubrication schedule Cleaning and upkeep schedule

Maintenance concepts to be exploited

Failure statistics analysis Scientific inventory control

Opportunity Maintenance

Running-in maintenance

Shutdown maintenance

Modular replacements

MINIMUM DOWNTIME

Q6. What is method study? methods. Ans.

Describe the procedural steps to develop easier and effective

According to British Standards Institution (BS 3138)

Method study is the systematic recording and critical examination of existing and proposed ways of doing work, as a means of developing and applying easier and more effective methods and reducing costs. The definition suggests the examination of existing as well as proposed production methods. Critical examination when conducted on existing methods helps the firm to identify unnecessary costs associated with the existing jobs. Such costs get added to the jobs due to various reasons and are not readily apparent especially to those who are responsible for causing them. They are brought to light when existing production methods are analyzed critically and impartially. Critical examinations of proposed production methods, on the other hand, helps the organization to prevent the possibility of introduction of unnecessary cost in new jobs. Production methods, another term in the definition, refers to the manufacturing process by which materials and other resources get converted into goods and services. Since production method is a complicated combination of men, machines and materials, the scope of method study is more broad based. Method study in general analyses the following aspects:

Manufacturing operations and their sequence Machines Workmen Materials Tools Gauges and measuring instruments Work bench layout Layout of physical facilities Movement of men and materials Materials handling Working conditions

Basic procedure of Method Study 1. 2. 3. 4. 5. 6. Select Record Examine Develop Install Maintain the work to be analyzed all facts relating to the existing method. the recorded facts critically but impartially the most economical method commensurate with plant requirements the new method as standard practice the new method.

Economic Consideration Technical consideration Human consideration

Select the job to be analyzed

Charting symbols Charting conventions

Record facts relating to the existing method

Examine facts critically but impartially

Purpose

Place

Sequence

Person

Means

Develop alternatives to the existing method Install the new method

Maintain the new method

The success of the analysis depends on correct order of the investigation and the rigor of the application. Each of the above steps is briefly described below: 1. Selection of the job: Selection of the jobs to be studied for methods improvement by the method study practitioner is a managerial responsibility and it may be based on economic, technical or human consideration. Economic consideration justifies selection based on economic worth of the job. Technical consideration identifies jobs which require studies to overcome manufacturing difficulties. Human consideration in job selection is usually given weightage while introducing method study practices for the first time. Recording of facts: Systematic recording is the most crucial step in method improvement. Since recording by long hand has its limitations, it is not recommended for use in method study. Instead, five symbols and eight charting conventions are used to record facts relating to the job under study. The document on which details of the process are recorded by the above referred symbols and conventions is called chart. Besides charts, two types of diagrams-flow diagram and string diagram are drawn when recording details of an existing layout. Repetitive short cycle operations that involve quick hand/feet motions may be studies with micromotion study. Critical examination: Critical examination aims to analyze the facts critically and thereby give rise to alternatives which form the basis of selection and development of easier and effective methods. Critical examination is conducted through a systematic and methodical questioning process. Each activity recorded on the chart, whether it relates to processing or inspection, or material handling, or to any other aspect, is picked up one at a time and is examined minutely. The questioning process is considered under five major heads, namely the purpose, the place, the sequence, the person and the means. These five aspects in critical examination are referred to as five governing considerations. Development and selection: Development and selection stage concerns short listing of ideas generated at the critical examination stage, testing each short listed idea for its technical and economic feasibility, and making selection among the alternatives wherever choice exists. To develop ideas and to ascertain their technical and economic feasibility, the method study practitioner needs to solicit the cooperation of personnel from different departments of the company. Various techniques available for the development and selection purposes are: cost benefit analysis, break even analysis, investment analysis and critical path analysis. Installation: Installation of the proposed method involves preparation of project report or recommendations making oral presentation to the top management, securing approval of the decision maker, assisting line management during implementation, arranging training of workmen, and getting jobs retimed after implementation. Maintenance: Maintenance phase is the follow up phase after the implementation which serves as a monitoring and control mechanism. It helps to ensure that the revised methods are set into concrete and workmen do not revert back to old methods. It also provides an opportunity to the practitioner to assess the effectiveness of the approach followed by him and make changes in the methodology.

2.

3.

4.

5.

6.

Q7. (a) What is critical examination in Method study? Prepare a table of questions generally asked and answered while conducting critical examination of an existing method. Ans. Critical examination aims to analyze the facts critically and thereby give rise to alternatives which form the basis of selection and development of improved methods. The principles to be followed during critical examination are:

Facts should be examined as they are and not as they should be. Each step, how insignificant it may be, should be analyzed in a logical sequence. Hasty judgements must be avoided.

Opinion regarding alternatives to the existing method should not be formed unless all aspects of the existing method have been exposed to critical examination.

Critical examination is conducted through a systematic and methodical questioning process. Each activity recorded on the chart, whether it relates to processing or inspection, or material handling, or to any other aspect, is picked up one at a time and is examined minutely. The questioning process is considered under five major heads, namely the purpose, the place, the sequence, the person and the means. These five aspects in critical examination are referred to as five governing considerations. Table of questions generally asked while conducting critical examination Governing consideration Purpose Place Sequence Person Means Basic Question (Facts) What is being done? Where is it done? When is it done? Who does it? How is it done? The necessity (Why) Why is it done? Why there? Why then? Why that person? Why that way? Alternatives What else could be done? Where else? When else? Who else? How else? The best What should be done? Where should be done? When should be done? Who should do it? How should it be done?

Q7. (b) The following represents the procedure (8) of testing concrete pipes: From the storage yard, the pipes are loaded on a four-wheel trolley (30 minutes) and transported to the inspection shed 50 meters away. After unloading (18 minutes), the pipe wart for 60 minutes till the inspection marks the identification number on them. The marking takes 10 minutes for a trolley load of pipes (50 nos.). Tests for leakage and straightness are carried out on each of the pipes in sequence, the tests taking 10 minutes and 4 minutes respectively. The acceptance/rejection tally is marked on the pipes which takes 5 minutes. The pipes are then loaded on the four wheel trolley (20 minutes) and transported back to the yard (50 meters). At the yard, the accepted and rejected pipes are separated (5 minutes) as per the marking and stored in two groups for further use/disposal. Prepare flow process chart (materials). Ans. Task Chart Begins Chart ends Chartered by Date of charting Flow Process Chart (Materials) Testing of Concrete pipes Pipes lying in the storage yard Pipes lying in the storage yard

Lying in the storage Yard Loaded on four wheel trolley

30 50 meters 18

To inspection Shed

Unloading from the trolley Waited till the inspection marks the identification number Marking of inspection marks Test for leakage Test for straightness Acceptance and rejection marked Loaded on four wheel trolley To storage yard Accepted/Rejected Pipes separated Lying in the storage Yard

60 1 10 10 Repeat for 50 pipes 4 2 5 20 50 meters 5

3 1

4 5

6
2

Symbol

Frequency 6 100 2 1 2

Time 88 700 60 -

Distance 100 -

Q8. (a) What is work sampling? Why is it conducted? Ans. Work sampling has been defined in B.S. Glossary (BS 3138:1969) as a technique in which statistically competent number of instantaneous observations are taken, over a period of time, of a group of machines, processes or workers. Each observation records what is seen to happen and the percentage of observations recorded for a particular activity or delay is a measure of the percentage of time absorbed by the occurrence. Work sampling is a sampling technique wherein a large number of observations are conducted at random intervals of time and the state of each member of the group working or not working is studies. The observations of non-working are further amplified and the cause of delay is recorded. The data so collected can be utilized in a variety of ways. Some of the areas where work sampling is useful are as under:

Cost reduction and cost control:

Work sampling data yields a lot of useful information on delays and interruptions and the causes underlying them. This serves a good basis for a work simplification programme.

Assessment of allowances for output standards:

The output standards besides relaxation allowances include allowances for delays and interruptions incidental to the work. Measurement of such delays with stopwatch especially when they are small and infrequent is both difficult and time consuming. Such delays can economically be measured with work sampling technique.

Fixation of output standards:

Output standards for short cycle repetitive jobs can economically be set with time study and allied work measurement techniques. Work sampling is useful for setting output standards for long cycle jobs and operations involving teamwork. This technique is also used to measure the work load of certain category of workmen such as personal assistants, store clerks, crib clerks, maintenance crew, and in general those engaged in heterogeneous activities.

Testing the accuracy of the output standards:

Work sampling can also be used to check the accuracy of the output standards set by means of other techniques of work measurement. Q8. (b) A work sampling study was conducted for 60 hours on a band saw machine in order to establish the standard time to saw off 200 f, En 8 bar stock into 20f * 45 mm long pieces. The total number of observations recorded was 250. No working activity was noticed in 50 observations. Manual activity could be observed in 20 observations and average performance was estimated at 90%. The total number of pieces produced during 60 hours study was 45. Calculate standard time of the job assuming 12% as relevant allowances. Ans. From the above data N Np Nm Nh R n s = = = = = = = = Total number of observations Observations of production activity Nm + Nh Observations of machine controlled work Observations of manual work Average performance index Number of pieces during the study Duration of the study = = = = = = = 250 200 180 20 90% 45 3600 minutes

The computation of standard time from the above data step-by-step is made as under: a) Overall time per unit (To) Duration of the study No. of pieces produced during the study b) = Effective time per piece (Te) = = = c) Tm 3600/45 = 80 minutes

Overall time per unit (To) =

Effective time/piece

Overall time/unit * % time spent on productive activity To * (Np/N) 80 * (200/250) = = To * (Nm+Nh/N) 64 minutes

Breakdown of effective time per piece into machine controlled portion and hand controlled portion = = = = = Machine controlled portion of effective time per piece Te * Nm/Np = Te * Nm/Nm+Nh 64 * 180/200 = 57.60 minutes Hand controlled portion of effective time per piece Te * Nh/Nm+Nh = 64 * 20/200 = 6.4 minutes

Th d)

Normal time per piece = Machine controlled portion of effective time per piece + Normal time of hand controlled portion of effective time per piece Tm + (Th * R) = 57.60 + 6.4 * .90 57.60 + 5.76 = 63.36 minutes = Normal Time + Allowances Normal Time + (100 + 12/100) 63.36 * 1.12 = 70.96 minutes

Normal time per piece

= = e) Standard time per piece

Q9. (a) What desirable conditions need to be present to guarantee success of an incentive scheme? Ans. An incentive scheme should neither be regarded as a substitute for bad management nor it should be looked upon as a substitute for a poor wage structure. It is, infact a tool to create more capacity, increase productivity and to reduce manufacturing cost per unit. A great deal of planning and preparation, therefore, is necessary to formulate a good incentive scheme. 1. Fixation of performance standards: The success of a wage incentive plan to a large extent depends on the quality of the performance standards. The standards should be accurate and must be based on scientific work measurement studies. An incentive scheme which considers past performance as its base is bound to fail to the detriment of the management. Methods improvement: Performance standards should be set after systematic analysis of methods failing which they will soon become loose because workers motivated by higher incentive earnings tend to improve their work methods. And any attempt on the part of the management to retime the worker-improved-job will not be acceptable to the workmen, which they call rate cutting. This fear of rate cutting makes the workmen resistant to any change even if

2.

these changes are the result of methods improvement or due to changes in material or equipment. It is, therefore, essential that all tasks prior to installation of the incentive scheme should be studied for methods improvement. 3. Good production planning and control: Good production planning and control system is an important pre-requisite to the installation of a wage incentive scheme. Ineffective time in all forms must be reduced to its minimum. Scheduling of work should be perfect so that chances of operator running out of work is kept at minimum. Each workman must know in advance his next work assignment. Production aids such as raw materials, jigs and fixtures, measuring instruments, operational layouts, etc. should be made available to the workmen in advance. Temporary inventory banks should be created to avoid possibility of loss of time due to interruption at the preceding operations. Hunting time should be eliminated by fixing proper place for everything. The downtime of the machines should be reduced to its minimum through systematic maintenance, planned replacement of parts on weekends, and optimum spares inventory. Materials movement on the shop floor between the machines should be smooth and work replenishment should be automatic. Overlapping of operations should be carefully planned to ensure continuous working of the machines. 4. Proper accounting of production: A sound system of accounting of an operatives daily output is a must. In the absence of proper accounting system, some workmen may record bogus figures of production to increase their earnings and thereby make the company lose heavily. This is especially important for machines where cycle times are short. 5. Fair wage structure: Incentive scheme cannot be and should not be regarded as a substitute for poor wage structure: Base rates should be established by a scientific job evaluation programme to ensure that work differentials are reflected in wage differentials Minimum decent wage must be present before installing a scheme and the same should be guaranteed irrespective of workers performance. The guaranteed wage rates must be kept up-to-date. General increase in wage rate on conclusion of the wage agreements should be added to the base rate. 6. Elimination of overtime: Overtime is single factor which can thwart the success of an incentive scheme. Overtime must be eliminated to guarantee the success of the wage incentive scheme. This is because overtime tends to reward workmen more than the incentive scheme. 7. Inspection and quality control: Proper system of inspection and quality control is a must before installation of an incentive scheme. Adequate controls are necessary to ensure that increase in production is not at the cost of quality of the product. Inspection points should be such that defectives are automatically segregated. The daily output of each operator should be tagged and moved to the inspection bay at the end of each shift. Inspection results should be made known to the workmen as early as possible. The frequency of inspection should be adequate so that defects are highlighted and are corrected as production takes place. Scrapyard should be properly fenced so that pieces rendered defectives due to poor workmanship are not deposited directly by the workmen. 8. Trial of performance standards: Many a incentive scheme fail in their objective due to loose standards. Not only the output standards should be based on scientific work measurement studies, they should also be tried out. Work sampling and production studies are two other techniques of work measurement which can be used to test the viability of the standards. 9. Accurate projection of future business: It is easy to install a scheme but difficult to withdraw later. To use an incentive scheme as means of increasing production capacity for a short term boom period is to court disaster. The incentive scheme once installed must remain in operation for atleast next five years. This implies that prior to the installation of the scheme, the management must make sure that its order position is sound and the same is likely to last atleast for next 5 to 6 years. 10. Acceptance by labor body: Another important pre-requisite to the installation of the incentive scheme is its acceptance by the representatives of the employees.

11. Training of supervisors: Thorough training in the scheme must be given to wage staff so that They carryout the calculations correctly They understand all details of the permissible allowances. Training of supervisors is equally important. The policy of the management on wage incentive should be made clear to each of the supervisors so that they understand each and every problem concerning the plan and are able to answer employees questions to latters satisfaction. Q9. (b) A welder working under the Halsey Plan completed the following jobs in a 8 hours shift. The standard time for each job is given in the table below: Job No. J 3012 J 3385 J 3528 J - 3539 Time Taken From 7 AM 9 AM 11.30 AM 12.30 PM 2.30 PM Standard Time To 9 AM 11 AM 12.30 PM 2.30 PM 3.30 PM 3 5 2 2 Remarks

Between 11 11.30 AM workmen have lunch break

Job could not be done as workman while moving trolley fell down and got badly hurt If the workman is paid Rs. 80 per day, calculate his jobwise bonus and earnings for the day. Ans. Bonus = (Ts-Tt) * R Where Ts = Standard Time Tt = Time taken R = hourly rate = 80/8 = 10

Bonus for each job is calculated separately. The computation so made are tabulated below: Job No. J 3012 J 3385 J 3528 J 3539 Standard Time 3 5 2 Time Taken 2 3 + .5 (lunch break) 2 Bonus (3-2) * 10 = 5 (5-3.5) * 10 = 7.5 (2-2) * 10 = 0 Job is not done, hence no bonus

Incentive bonus = 5 + 7.50 + 0 = 12.50 Total earnings for the day = 80 + 12.50 = 92.50 _ Q10. (a) What are X-R charts? How are they made and used in controlling a process? _ _ Ans. X-R chart is a pair of chart consisting of a average chart (called X chart_) and a range chart (called R chart) placed one below another on a piece of graph paper. The X chart is used to control the mean value of the characteristic and R-chart is used to restrict the range of variations in the values. X-R charts are drawn when the characteristics are measurable. Each chart consist of three values: a central line, upper control limit and lower control limit. The central line represents the arithmetic average of the sample means which equals the mean of the population, . The upper and lower control limits are located at three standard deviation on either side of the central line. Samples of fixed size are drawn at regular intervals and measurements are taken. The samples wise values of the mean and range are plotted in their respective X and R charts. The spread of sample points in the charts is studied to decide the remedial action to be taken. The X chart analyses whether or not the mean of the quality characteristics is within control while R chart analyses whether or not the variability is within control.

_ Steps to prepare X-R Chart A pre-requisite to the preparation of the chart is the decision on the following aspects: Quality characteristics refers to the property of the product which is to be assessed. The quality characteristics must be capable of being measured. In case of more than quality characteristics, separate chart is made for each quality characteristic. Sample size refers number of pieces comprising each sample. Sample size is an important decision. It is a common practice to use sample of n = 4 or 5 to have low appraisal cost. Large samples such as n = 15 or 20 are used if the process standard deviation is large. Sample population refers to the number of samples to be collected to construct a control chart. The number of samples must be sufficient. Usually, 20 samples, each of size 4 or 5, are enough to have good estimates of the process average (X) and dispersion (R). Time interval measures the time gap between consecutive samples. Time interval, as a general rule, should be proportional to the average frequency of out of control conditions. It is fairly a complex decision since a number of factors such as cost economy, susceptibility of the process to disturbances, convenience of the inspector etc. require to be considered. _ The making of the X-R chart involves the following steps. 1. Collect data Collect sufficient samples spread over a reasonable period. Each sample must be of equal size. Measure each component comprising the sample for the given quality characteristic. Record individual measurements on a work data sheet. _ Calculate mean (X) and range R of each sample The mean which is written as X bar is average of each sample and is obtained by totaling the individual measurements of the units comprising the sample and dividing the total by the sample size (number of units in each sample) The range which is written as R is obtained as the difference between the highest and the lowest measurement of a sample. The values of X bar and R are recorded samplewise either on the extreme right of the individual measurements on the data sheet or in a separate table. _ Calculate grand average (X double bar) and mean range (R) The grand average (X double bar) is the average of the sample averages and is obtained by dividing the total of the averages of all the samples by the total number of samples. The mean range (R bar) is the average of the ranges and is obtained by dividing the total of the ranges of the samples by the total number of samples. Set up control chart for the average Set up a control chart with central line drawn at X, upper control limit located X + A 2Rbar and lower control limit set up at X double bar A2Rbar. Plot the averages to see whether the process was under control when samples were drawn. If all points fall within the control limits, the process is said to be under control. If process is not under control, eliminate points outside the control limits and compute new trial control limits for the remaining points. Repeat the above step until all points fall within the control limits. Control limits in a practical situation should be revised from time to time as additional data is accumulated.

2.

3.

4.

5.

Calculate control limits of the range chart The control chart for range chart is set up with central line as R bar, upper control limit (UCLR) located at D4R bar above the central line and lower control limit (LCL R) at D3R bar below the central line. Plot the value of the range of each sample. If all points fall within the control limits, no modification is necessary unless it is desired to reduce the process dispersion. If range chart exhibits lack of control indicated by some points falling outside the control limits, eliminate those points out of control and compute new trial control limits. Repeat the above point until all points fall within the control limits. Control limits in a practical situation should be revised time to time as additional data is accumulated. Use control chart Collect samples of fixed size at specified intervals of time. Measure each unit of the sample for the quality characteristics; calculate mean and the range of each sample. Plot the values of X bar and R of each sample in their respective charts. Study the trend of the points to interpret and suggest remedial action. A continuous upward pattern indicated wear of tool, wear of threads and clamping devices, deterioration of strength of solution, accumulation of dirt, clogging of fixtures and holes, and abnormal rise in temperature etc. Trends should be investigated to determine if the process is slipping and adjustments should be made before an out of control condition occurs. A cyclic pattern depicting peaks and valleys indicates the presence of variables which operate periodically. An erratic pattern-points falling above and below the control limits-indicates defects in materials, frequent adjustments of machines, poorly trained operators etc. Hugging-points lying close to the mean of the process indicated biases in measurements, recording done without actual measurements and improper selection of samples. Collect data

6.

Q10. (b) Ans. Step I:

This step has already been done in the case problem. Step II: Calculate mean and range

For sample 1, mean Mean1 = M11 + M12 + M13 + M14 + M15/5 = 2.9 + 2.8 + 3.0 + 2.8 + 3.1 /5 = 14.6/5 = 2.92 Mean2 = M21 + M22 +M23 + M24 + M25/5 = 2.9 + 3.0 + 3.0 + 3.0 + 3.0/5 = 14.9/5 = 2.98 Mean3 = M31 + M32 + M33 + M34 + M35/5

= 3.0 + 3.1 + 3.1 + 3.1 + 3.0/5 = 15.3/5 = 3.06 Mean4 = M41 + M42 + M43 + M44 + M45/5 = 3.0 + 3.0 +3.0 +3.0 + 3.0/5 = 15/5 = 3 Mean5 = M51 + M52 + M53 + M54 + M55/5 = 2.9 + 3.0 +3.1 + 2.9 +3.1/5 = 15/5 = 3 Range = Max Min Range1 = 3.1 2.8 = .3 Range2 = 3.0 2.9 = .1 Range3 = 3.1 3.0 = .1 Range4 = 3.0 3.0 = 0 Range5 = 3.1 2.9 = .2 Step III Calculate grand average and the mean range

Grand average (X double bar) is the average of the averages. = X = 2.92 + 2.98 + 3 + 3.06 + 3/5 = 2.99 Mean range (R bar) is average of the sample ranges _ R = .3 + .1 + .1 + .2 + 0/5 = .14 Step 4: Set up control chart for the average

The control chart for average is set up with X double bar as the central line, upper control limit set up at X double bar + A2R bar and lower control limit set up at X double bar - A2R bar. = Central line = X = 2.99 = _ Upper control limit = X + A 2R = 2.99 + 0.5768 * .14 = 3.07 = _ Lower control limit = X - A2R = 2.99 0.5768 * .14 = 2.91 The average chart for the above control limits is drawn below

Since the average of all the samples is falling inside the control limits, hence it may be concluded that the process is under control. Step 5: Set up a range chart _

Central Line = R = .14 Lower control limit = D3 * R bar = 0 * .14 = 0 Upper control limit = D4 * R bar = 2.115 * .14 = .08 The range chart for the above control parameters is drawn below.

Q11. (a) To What uses can work measurement data be put in production management? Ans. Work measurement which enables the management to set equitable standards for a specified task is a powerful tool available to them for the purpose of cost reduction and cost control. A number of areas can be spelled out where work measurement data is useful. Some of them are: 1) Manning: Correct manpower requirements for different tasks in a plant can be very accurately determined by work measurement data. The data enables the management to determine future requirements of equipment and machines. The data also enables the management to determine the number of machines that can be conveniently manned by a single operator. 2) Planning: The success of an enterprise depends upon its ability to make reliable delivery promises which to a greater degree depend on its effectiveness of planning and scheduling. Work measurement data on operation timings gives an idea as to when a particular job could be started and when it would be over. 3) Estimating production costs: The success or failure of an enterprise in a competitive market depends on accuracy with which it is able to project its costs and correctly price its product. Over estimation may make the firm non-competitive and underestimation can make it lose financially. Importance of correct cost estimation, therefore, is second to none. For correct estimation of labour cost, correct knowledge of manufacturing time is necessary. Besides labour cost, many indirect costs depend on time. Work measurement provides the management with accurate data on manufacturing time. 4) Cost reduction and cost control: Work measurement data can be used as an effective tool for labour and cost control. The very presence of fair standards makes the employees increase production. Information on man and machine utilization and ineffective time too frequently proves an invaluable aid for the management to make sound decisions on ways to improve efficiency. Work measurement data also gives valuable information on lost time which is of various forms such as unoccupied time, hunting time etc. It even suggest how a company can turn these little items of lost time into useful production. Further work measurement provides the basic information for setting standards of labour cost which serve as the basis of labour budgets and budgetary control. 5) Improved methods: Work measurement is a very useful tool to figure out better methods. Work measurement make this possible by analyzing the operations in their tiny details, called elements, which are the mirror to see ways to improve methods 6) Rational basis for incentives: An incentive is important for two reasons. Firstly it tends to reward more productive workers. Secondly it helps the company to reduce the cost of the goods it manufactures. To achieve these two objectives, the output standards must be:

Attainable: An average worker working at normal place must be able to achieve them and earn a reasonable incentive Consistent: They must provide equal opportunities to the operatives even if they are engaged on different jobs.

Work measurement data provides a rational and equitable basis for evolving incentive schemes. 7) Comparing alternative methods: Work measurement data also aids in making a selection among the alternatives. 8) Standard data: Standard data which consists of tables, curves and charts is built up from numerous basic job constituents, called elements which are generally repeated in other jobs. A well prepared directory of these elements and their times enables the company to set output standards for the new jobs directly from their blue prints. 9) Sub-standard workers: Work measurement aims at setting standards of production per hour or per shift. There is generally a group of deliberate slackers, bossy or moody workers who set their own performance standards. Work measurement data helps to identify these sub-standard workers. The information so obtained can also be used to base decisions regarding promotion and layoff policies. The feedback on performance standards can always be used to give preference for promotion to productive employees over those with seniority. 10) Training new employees: Work measurement data also aids in training of new employees. The tiny details elements into which the job under study is broken into can be used to explain just how exactly an operation is to be performed. This makes the process of training easier, faster and more effective. 11) Checking employees progress: Work measurement data can also be used to measure an employees work progress. It enables the management to find out whether the new employee is making satisfactory progress, fully trained or his period of training needs to be extended, suited to the type of work or should he be transferred to some other section. Q11. (b)How is standard time computed from data collected by time study engineer? Ans. Standard time is the time allowed to an operator to carry out a specified task under specified conditions and at the defined level of performance. The basic constituents of standard time are: 1. Elemental times 2. Compensation for the difference in operatives pace of performance and standard performance. 3. Relaxation allowance. 4. Interference and contingency allowance 5. Policy allowance These constituents are considered as per the below figure to build up standard time. Personal Needs Allowance Relaxation Allowance Constant Fatigue allowance Fatigue Allowance Normal Time

+
Total Allowance

Contingency Allowance Standard Time

Variable Fatigue allowance

Interference Allowance (if applicable)

Policy Allowance

Q12. (a) What is critical path? What does it signify? How is it identified? Ans. A network consists of chains of activities called paths of network. Addition of durations of activities on any path gives the duration of that path. The comparison of durations of the paths identifies a path whose duration is the longest. It is this path, the path with the longest duration, which sets the overall duration of the project, is called critical path. And the activities on the critical path are known as critical activities. How to identify critical path? Critical path in a small network can be identified by performing the following four steps: 1. 2. 3. 4. Enumerate all the paths in the network. List down the activities on each of the above paths. Sum up the times of the activities along each path. Compare the duration of the paths to identify a path whose duration is the longest. It is this path, which is called critical path.

Q12 (b) Implementation of a Value change proposal requires seven activities whose three times estimates prepared by the value analysis syndicate is given below: Activity 1-2 1-3 1-4 2-5 3-5 4-5 4-6 5-6 Estimated duration (weeks) Optimistic Most likely 02 03 02 04 02 06 01 01 04 05 02 03 02 05 03 05

Pessimistic 10 06 10 01 12 04 08 13

1. Obtain estimate of project expected completion time 2. Probability that the project will be completed in not more than 3 weeks later than expected time. Ans.

Q13. The operator engaged on an assembly operation performed the following work elements. Given below are the individual elemental times and the average rating. ELEMENT A B C D E 1. 2. CYCLE TIME 1 2 0.22 0.24 0.14 0.18 0.37 0.35 0.10 0.09 0.12 0.13 RATING 3 0.28 0.15 0.37 0.12 0.11 4 0.26 0.13 0.33 0.10 0.11 5 0.25 0.15 0.33 0.10 0.13 80 100 120 90 100

Calculate normal time of the job. Calculate standard time of the job assuming relaxation allowance of 15% and contingency allowance of 5% Ans.