03 Work Measurement Student

7-1 Design of Work Systems
WORK MEASUREMENT
WORK STUDY
J OB DESIGN
PRINCIPLES OF MOTION STUDY
WORK MEASUREMENT
TIME STUDY
(Direct Time Study & Activity Sampling)
WORK STUDY
- a discipline that concerned with:
1. Better ways of performing jobs/tasks (Method
Study, J ob Design, Work Design, or Methods
Improvement)
2. Exercising control over the output by setting
standards for output/work with respect to time
(Time Study)
- Job design involves specifying the content
and methods of job
- What will be done
- Who will do the job
- How the job will be done
- Where the job will be done
- Ergonomics
J ob Design
Design of Work Systems
- Specialization
- Behavioral Approaches to J ob Design
- Teams
- Methods Analysis
- Motions Study
- Working conditions
J ob Design Success
Successful Job Design must be:
- Carried out by experienced personnel with
the necessary training and background
- Consistent with the goals of the
organization
- In written form
- Understood and agreed to by both
management and employees
Specialization in Business: Advantages
For Management:
1. Simplifies training
2. High productivity
3. Low wage costs
For Labor:
1. Low education and
skill requirements
2. Minimum
responsibilities
3. Little mental effort
needed
Table 7.1
Disadvantages
For Management:
1.
Di fficult to motivate
qual ity
2. Worker di ssati sfaction,
possibly resulting in
absent eei sm, high
turnover, disruptive
tacti cs, poor attent ion
to quality
For Labor:
1. Monotonous work
2. Limit ed opportunit ies
for advancement
3. Little control over work
4. Little opportunity for
self-f ulfil lment
Table 7.1
Behavioral Approaches to J ob Design
- J ob Enlargement
- Giving a worker a larger portion of the total
task by horizontal loading
- J ob Rotation
- Workers periodically exchange jobs
- J ob Enrichment
- Increasing responsibility for planning and
coordination tasks, by vertical loading
Methods Analysis
- Methods analysis
- Analyzing how a job gets done
- Begins with overall analysis
- Moves to specific details
Methods Analysis
- Changes in tools and equipment
- Changes in product design
or new products
- Changes in materials or procedures
- Other factors (e.g. accidents, quality
problems)
The need for methods analysis can come
from a number of different sources:
Methods Analysis Procedure
1. Identify the operation to be studied
2. Get employee input
3. Study and document current method
4. Analyze the job
5. Propose new methods
6. Install new methods
7. Follow-up to ensure improvements
have been achieved
Analyzing the J ob
- Flow process chart
- Chart used to examine the overall sequence
of an operation by focusing on movements
of the operator or flow of materials
- Worker-machine chart
- Chart used to determine portions of a work
cycle during which an operator and
equipment are busy or idle
FLOWPROCESS CHART
Job Requisit ion of pett y cash
Detai ls of Method
ANALYST
D. Kol b
PAGE
1 of 2
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Requi si tion made by department head
Put i n pi ck-up basket
To accounti ng department
Account and si gnature veri fi ed
Amount approved by treasurer
Amount counted by cashi er
Amount recorded by bookkeeper
Petty cash seal ed i n envel ope
Petty cash carri ed to department
Petty cash checked agai nst requi si ti on
Recei pt signed
Petty cash stored i n safety box
Figure 7-2
Motion Study
Motion study is the systematic
study of the human motions used
to performan operation.
Motion Study Techniques
- Motion study principles - guidelines for
designing motion-efficient work procedures
- Analysis of therbligs - basic elemental
motions into which a job can be broken
down
- Micromotion study - use of motion pictures
and slow motion to study motions that
otherwise would be too rapid to analyze
- Charts
Principles Of Motion Economy (Study)
- Use Of The Human Body
1. The two hands should begin as well as complete at the
same time.
2. The two hands should not be idle at the same time.
3. Motions of the arms should be made in opposite and
symmetrical directions simultaneously.
4. Momentumshould be employed to assist the worker
wherever possible.
5. Work should be arranged to permit easy and natural
rhythmwherever possible.
- Arrangement Of The Work Place
1. There should be a definite and fixed place for all tools
and materials.
2. Tools, materials, and controls should be located close
and directly in front of the operator.
3. Gravity feed bins and containers should be used to
deliver material close to the point of use.
4. Drop deliveries should be used wherever possible.
5. The work place and chair should be arranged so that
alternate sitting and standing at work are easily
possible.
6. Chairs that permit good posture should be provided.
- Design Of Tools And Equipment
1. The hands should be relieved of all work that can be
done more advantageously by a jig, fixture, or foot
operated device.
2. Two or more tools should be combined wherever
possible.
3. Tools and materials should be pre-positioned wherever
possible.
4. Levers, crossbars, and hand wheels should be located
in positions that operator can manipulate themwith the
least change in body position and the greatest
mechanical advantage.
1. Eliminate unnecessary motions. (Is this
activity necessary, or can it be eliminated?)
2. Combine activities. (Can this activity be
combined with others?)
3. Reduce fatigue. (Can this activity be
improved?)
4. Improve the arrangement of the workplace.
(Is this the proper sequence of activities?)
5. Improve the design of tools and equipment.
6. Is this the proper person to be doing this
activity?
Developing Work Methods
Method Improvement (example)
Method Improvement (recommendation)
Working Conditions To Be Considered
Temperature &
Humidity
Ventilation
Illumination Color
Working Conditions (contd)
Noise & Vibration
Causes of Accidents Safety
Work Breaks
Work Measurement
- Standard time
- Stopwatch time study
- Historical times
- Predetermined data
- Work Sampling
Historical Experience
- Relatively easy, convenient, and inexpensive
- Not objective, unknown accuracy
Not recommended
- Labor standards are based on observing
worker doing task
- Observe only a sample of work
- Use average time & pace to set standard
- Disadvantages
- Requires a trained & experienced analyst
- Standard cannot be set before task is
performed
Time Studies
The Eight Steps to Conducting a
Time Study
Define the task to be studied (after a methods
analysis)
Break down the task into precise elements
Decide how many times each element of the task
must be measured
Record the times and ratings of
performance for the task elements
Compute the average observed cycle time
(element timesadjusted for unusual influences)
6. Compute the normal timefor each task element:
Normal time = (Average actual cycletime)
x (Rating factor)
7. Sum the normal times for each element to
develop a total normal time for the task
8. Compute the standard time:
The Eight Steps to Conducting a Time
Study - continued
Standard time =
Total normal time
1- Allowance factor
Allowances
- Personal time allowance- 4% - 7% of total
time - use of restroom, water fountain, etc.
- Delay allowance- based upon actual delays
that occur
- Fatigue allowance- to compensate for
physical or mental strain, noise level,
tediousness, heat and humidity, assumption
of an abnormal position, etc.
Rest Allowances (%) for Various Classes
of Work (examples)
1. Constant allowance
(a) Personal allowance
(b) Basic fatigue allowance
2.Variable allowances:
(a) Standing allowance
(b) Abnormal position
(i) Awkward (bending)
(ii) Very awkward (lying,
stretching)
5
4
2
2
7
3
Direct Time Study (Example)
6 8 6 8 8 Lift glass and put it onconveyor
25 25 25 25 25 MillingOperations
(fully automatic)
12 11 10 12 10 Placeon jigand turn on the
machine
8 10 8 9 8 Takeglass
Cycle5 Cycle4 Cycle3 Cycle2 Cycle1 Work Element
Time study data using snap back stop watch. Time in seconds. Total allowance is
15% of the normal time. Workers rating is 110%.
Compute the standard time.
Calculate the labor cost for each product if the workers wage is RM 3 per-hour.
9.318
25
14.235
11.129
Std
time
7.92
25
12.1
9.46
Normal
time
7.2
25
11
8.6
Average
4
3
2
1
Element
6 8 6 8 8
25 25 25 25 25
12 11 10 12 10
8 10 8 9 8
Cycle5 Cycle4 Cycle3 Cycle2 Cycle1
Element 1: Average time =(8+9+8+10+8)/5 =8.6 sec
Normal time =Average x Rating =8.6 x 1.1 =9.46 sec
Std time =Normal /(1-allowance) =9.46 / (1-0.15) =11.129 sec
Overall std time =11.129+14.235+25+9.318 =59.682 sec
Calculate the labor cost for each product if the workers wage is RM 3 per-hour.
0497 . 0
sec / ) 10 ( 33 . 8 x sec 59.682 product per Cost Labor
sec / ) 10 ( 33 . 8
sec/ 3600
/ 3
wage s Worker'
4
4
RM
RM
RM
hr
hr RM
=
=
= |
.
|
\
|
=

- Labor standard is set using output and % of
time worker spends on tasks
- Involves observing worker at random times
over a long period
- Advantages
- Less expensive than time studies
- Observer requires little training
- Disadvantages
- Ineffective with short cycles
Work Sampling
- Used for
- Ratio delay studies
- Setting labor standards
- Measuring worker performance
Work Sampling
The Five Step
Work Sampling Procedure
1. Take a preliminary sample to obtain an
estimate of the parameter value
2. Compute the sample size required
3. Prepare a schedule for observing the
worker at appropriate times
4. Observe and record worker activities; rate worker
performance
5. Determine how workers spend their time (usually
as a percent)
Work Sampling (Example)
4/45=9% 4 IIII Idle
41/45=91% 41 IIIII IIIII IIIII IIIII IIIII IIIII IIIII IIIII I Productive
Percentage Sum Tally Status
Work sampling studies were conducted for 6 consecutive days at a factory.
A total of 45 observations were made during the 8 hour working period for
each day. The number of units managed to be produced are 3000 units for 1
week. The factory is operating 6 days a week. The data above are included
with rating and allowance of 97% and 15%.
Work Sampling (Example)
4/45=9% 4 IIII Idle
41/45=91% 41 IIII IIII IIII IIII IIII IIII IIII IIII I Productive
Percentage Sum Tally Status
unit
min
0.997
15 . 0 1
1
97 . 0 91 . 0
unit 3000
min 2880
ST Time, Standard
allowance 1
1
Rating % Productive
output Total
n time observatio Total
ST Time, Standard
min 2880 day 6
hr
min
60
day
hr
8 n time observatio Total
=

=
=
= =
Normal Time =
(Total Time) (%of time working) (Rating)
Number of units Produced
Standard Time =
Normal Time
1 - Allowance
Work Sampling Equations
Solved Problem
0.68 0.76 0.80 0.72 4
1.00 1.04 1.10 0.90 3
0.16 0.15 0.18 0.15 2
0.23 0.25 0.26 0.22 1
Cycle4 Cycle3 Cycle2 Cycle1 Work Elements
Data fromsnap back stop watch in minutes of a manual assembly process time
study. The worker is rated at 108%. The allowances are 5% for fatigue, 6% for delay,
and 6% for personal relief. The workers salary is RM1000 per month.
a) Compute the standard time for the assembly process.
b) If the demand is 100,000 unit per month, estimate the number of operators
required for the assembly process. The company is operating 24 days per month
and a single 8 hour shift per day.
c) If the company can only manage to employ 18 workers, compute the over time
cost per day for each worker for the production of 100,000 units per month. Assume
only 15 workers are available for over time and the over time pay rate is 1.5 times of
the normal wage.
Solved Problem
0.963
1.314
0.208
0.312
Std
Time
0.799
1.091
0.173
0.259
Normal
Time
0.74
1.01
0.16
0.24
Average
0.68 0.76 0.80 0.72 4
1.00 1.04 1.10 0.90 3
0.16 0.15 0.18 0.15 2
0.23 0.25 0.26 0.22 1
Cycle4 Cycle3 Cycle2 Cycle1 Element
min/unit 2.797 0.963 1.314 0.208 0.312 Time Standard Assembly Total
min 32 . 0
17 . 0 1
1
259 . 0
Allowance - 1
1
x Time Normal Time Standard
min 0.259 1.08 x 0.24 Rating x Time Average Time Normal
min 24 . 0
4
0.23 0.25 0.26 0.22
Time Average
1 Element (a)
= + + + =
=
= =
= = =
=
+ + +
=
Solved Problem

25 24.28
mth
unit
4118.70
mth
unit
100,000
operator per Capacity
Demand Monthly
required operators of Number
mth
unit
4,118.70
unit
min
2.797
min
520 , 11
operator 1 by produced quantity Monthly
min
520 , 11
min
60 24 8 1 operator 1 of time Working
(b)
~ = = =
= =
= =
mth
mth hr mth
day
day
hr
Solved Problem

234 . 50
min
014 , 3
min
797 . 2 6 . 1077
day
unit
1077.6 produced to required Time
6 . 1077
24
mth
unit
25,863
shortage quantity Daily
mth
unit
25,863 74,137 - 100,000 shortage quantity Monthly
137 , 74 18
mth
unit
4,118.70 operators 18 by produced quantity Monthly
(c)
day
hr
day
unit day
unit
day
unit
mth
day
units
= =
=
= =
= =
= =
Solved Problem

RM
26.162
RM
812 . 7 3.349
day per operator per cost Over time
RM
812 . 7
RM
5.208 x 1.5 wage Over time
RM
5.208
8
mth
24
mth
RM
1,000
wage Normal
349 . 3
operator 15
234 . 50
day per operator each for hours over time therefore
work, over time for available are operators 15 only g Considerin
day operator hr day operator
hr
hr hr
hr
day
hr day
day operator
hr day
hr
=
= =
=
= =
Tutorial 1
8 Manual 4
9 Automatic machine 3
32 Manual 2
23 Manual 1
AverageTime(min) Description Process
Rating : 110%
Allowance: 20%
(a) Compute the standard time for each process.
(b) If the company has no problemwith the availability of manpower,
recommend the maximumcapacity for the factory for a 8 hour shift work.
Tutorial 1
11 8.8 8 Manual 4
9 9 9 Automatic
machine
3
44 35.2 32 Manual 2
31.625 25.3 23 Manual 1
Std Time
(NT x (100/100-
20))
Normal
time
(Avgx 1.1)
AverageTime
(min)
Description Process
(b)
Maximumcapacity is determined by the bottleneck machine capacity.
=(8 hr/day )x ( 60 min/hr ) / ( 9 min/unit)
=53.33 unit/day
(a)
Tutorial 2
Emirates Consultant conducted a work sampling studies for 5 consecutive days at an
assembly factory. A total of 48 observations were made during the 8 hour working
period for each day. The data collected during the 5 day studies is illustrated in Table
1. The whole assembly process is operating on 5 working days per week, 95% rating
and the companys allowable allowances is 20%.
(i) Compute the standard time (min/unit) for the assembly process.
(ii) At peak demand period, the factory is normally required to produce 3,100 units per
week. If only 60% of the employee is willing to work over time, compute the average
overtime per day must be arranged in order to meet the peak demand.
10% of observations Production is stopped dueto no material
5% of observations Production is stopped dueto no operator
5% of observations Assembly process at slow speed
45% of observations Assembly process at moderatespeed
35% of observations Assembly process at fast speed
2,500unit Total input over 5days studies
Data Item
Tutorial 2
day
unit
unit
wk
unit
unit unit
4 . 495
min
969 . 0
day
min
60 x 8
hours 8 normal during Capacity
620
wk
day
5
wk
unit
3,100
Demand Peak
(ii)
min
969 . 0
2 . 0 1
1
95 . 0
100
) 5 45 35 (
2500
2,400min
Time Std
min 2,400 60 x 5 x 8 n time observatio Total
(i)
= =
= =
=

+ +
=
= =
Tutorial 2
day
hour
day
day unit day
unit
35 . 3
min
23 . 201
6 . 0
day
min
120.74
overtime then total
over time, for available are employees of 60% only g Considerin
min
74 . 120
min
969 . 0 124.6
hours over time the over time, do to forced are employees all If
unit/day 124.6 495.4 - 620 shortage Capacity
= = =
= =
= =
Work Sampling Time Studies

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7-1 Design of Work Systems

7-34 Design of Work Systems

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