Work Measurement PDF

7-1 Design of Work Systems
WORK MEASUREMENT
WORK STUDY
JOB 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, Job 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
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
Design of Work Systems
Specialization
Behavioral Approaches to Job Design
Teams
Methods Analysis
Motions Study
Working conditions
Job 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

Table 7.1
For Management: For Labor:

1. Simplifies training 1. Low education and
skill requirements
2. High productivity
2. Minimum
3. Low wage costs
responsibilities
3. Little mental effort
needed
Disadvantages
Table 7.1
ForManagement: ForLabor:
1. Difficult to motivate 1. Monotonous work
quality 2. Limited opportunities
2. Worker dissatisfaction, for advancement
possibly resulting in 3. Little control over work
absenteeism, high
4. Little opportunity for
turnover, disruptive
self-fulfillment
tactics, poor attention
to quality
Behavioral Approaches to Job Design
Job Enlargement
Giving a worker a larger portion of the total
task by horizontal loading
Job Rotation
Workers periodically exchange jobs
Job 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
The need for methods analysis can come

from a number of different sources:
Changes in tools and equipment
Changes in product design
or new products
Changes in materials or procedures
Other factors (e.g. accidents, quality
problems)
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 Job
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
Figure 7-2
FLOW PROCESS CHART ANALYST PAGE
Job Requisition of petty cash D. Kolb 1 of 2
Details of Method
Requisition made by department head
Put in pick-up basket
To accounting department
Account and signature verified
Amount approved by treasurer
Amount counted by cashier
Amount recorded by bookkeeper
Petty cash sealed in envelope
Petty cash carried to department
Petty cash checked against requisition
Receipt signed
Petty cash stored in safety box
Motion Study
Motion study is the systematic

study of the human motions used
to perform an 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. Momentum should be employed to assist the worker
wherever possible.
5. Work should be arranged to permit easy and natural
rhythm wherever 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 them with the
least change in body position and the greatest
mechanical advantage.
Developing Work Methods
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?
Method Improvement (example)

Method Improvement (recommendation)

Working Conditions To Be Considered
Temperature & Ventilation

Humidity
Illumination Color
Working Conditions (contd)
Noise & Vibration Work Breaks
Safety Causes of Accidents

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
Time Studies
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
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
[Rating = (Observed rating / standard rating)]
7-28
The Eight Steps to Conducting a
Design of Work Systems
Time Study - continued

(*Rating = assessment of a worker relative work rate based on observers
observation compared with standard pace.)
Compute the average observed cycle time (element

times adjusted for unusual influences)
6. Compute the normal time for each task element:

Normal time = (Average actual cycle time)
x (Rating factor)
The Eight Steps to Conducting a Time
Study - continued
7. Sum the normal times for each element to

develop a total normal time for the task
8. Compute the standard time:
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 5
(b) Basic fatigue allowance 4
2.Variable allowances:
(a) Standing allowance 2
(b) Abnormal position 2
(i) Awkward (bending) 7

(ii) Very awkward (lying,
stretching) 3
Direct Time Study (Example)

Work Element Cycle 1 Cycle 2 Cycle 3 Cycle 4 Cycle 5
Take glass 8 9 8 10 8
Place on jig and turn on the 10 12 10 11 12

machine
Milling Operations 25 25 25 25 25
(fully automatic)
Lift glass and put it on conveyor 8 8 6 8 6
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.

Element Cycle 1 Cycle 2 Cycle 3 Cycle 4 Cycle 5 Average Normal Std
time time
1 8 9 8 10 8 8.6 9.46 11.129
2 10 12 10 11 12 11 12.1 14.235
3 25 25 25 25 25 25 25 25
4 8 8 6 8 6 7.2 7.92 9.318
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.
3RM / hr 4
Worker's wage = = 8.33(10) RM / sec
3600sec/ hr
Labor Cost per product = 59.682sec x 8.33(10)4 RM / sec

= RM 0.0497
Work Sampling
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
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 Equations
(Total Time) (% of time working) (Rating)

Normal Time =
Number of units Produced
Standard Time = Normal Time

(1 Allowance)
Work Sampling (Example)

Status Tally Sum Percentage
Productive IIIII IIIII IIIII IIIII IIIII IIIII IIIII IIIII I 41 41/45 = 91%
Idle IIII 4 4/45 = 9%
Work sampling studies were conducted for 6 consecutive days at a factory.

A total of 45 observations were made during the 8 hours 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)

This image cannot currently be display ed.
Status Tally Sum Percentage
Productive IIIII IIIII IIIII IIIII IIIII IIIII IIIII IIIII I 41 41/45 = 91%
Idle IIII 4 4/45 = 9%

6 days / week 8 hours working period
hr min
Total observation time = 8 60 6 day = 2880 min
day hr
produced are 3000 units Productive 91% rating a 97% allowance 15%.
Standard Time, STD = Total observation time Productive % Rating 1
Total output 1 allowance
Standard Time, STD = 2880 min 0.91 0.97 1

3000 unit 1 0.15
min
= 0.997
unit
Solved Problem
Work Elements Cycle 1 Cycle 2 Cycle 3 Cycle 4
1 0.22 0.26 0.25 0.23

2 0.15 0.18 0.15 0.16
3 0.90 1.10 1.04 1.00
4 0.72 0.80 0.76 0.68
Data from snap 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
Element
Work Cycle 1 Cycle 22
Cycle Cycle 3 Cycle 4 Average Normal Std
Elements Time Time
1 0.22 0.26
0.26 0.25 0.23 0.24 0.259 0.312
2 0.15 0.18
0.18 0.15 0.16 0.16 0.173 0.208
3 0.90 1.10
1.10 1.04 1.00 1.01 1.091 1.314
4 0.72 0.80
0.80 0.76 0.68 0.74 0.799 0.963
(a) Element 1
5% for fatigue, 6% for delay, and 6% for

rated at 108%.
personal relief
0.22 + 0.26 + 0.25 + 0.23 5% + 6% + 6% = 17%

Average Time = = 0.24 min
4
Normal Time = Average Time x Rating = 0.24 x 1.08 = 0.259 min
1 1
Standard Time = Normal Time x = 0.259 = 0.312 min
1 - Allowance 1 0.17
Total Assembly Standard Time = 0.312 + 0.208 + 1.314 + 0.963 = 2.797 min/unit
Solved Problem
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.
hr day min min

Working time of 1 operator = 1 8 24 60 = 11,520
day mth hr mth
min
11,520
Monthly quantity produced by 1 operator =
mth = 4,118.70 unit

min mth
2.797
unit
unit
100,000
Monthly Demand mth = 24.28 25
Number of operators required = =
Capacity per operator 4118.70 unit
mth
Solved Problem
c) If the company can only manage to employ 18 workers, compute the over time cost This image cannot currently be display ed.
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.
unit
Monthly quantity produced by 18 operators = 4,118.70 18 = 74,137units
mth
unit
Monthly quantity shortage = 100,000 - 74,137 = 25,863
mth
unit
25,863
Daily quantity shortage = mth = 1077.6 unit
day day
24
mth
unit unit min
Time required to produced 1077.6 = 1077.6 2.797
day day unit
min hr
= 3,014 = 50.234
day day
Solved Problem
Assume only 15 workers are available for over time and the over time pay rate is 1.5
times of the normal wage.
hr
50.234
day hr
= = 3.349
15 operator operator day
RM
1,000
Normal wage = mth = 5.208 RM
day hr hr
24 8
mth day
RM RM
Over time wage = 1.5 x 5.208 = 7.812
hr hr
Over time cost per operator per day
hr RM RM
= 3.349 7.812 = 26.162
operator day hr operator day
Tutorial 1
Proses Description Average Time (min)
1 Manual 23
2 Manual 32
3 Automatic machine 9
4 Manual 8
Rating : 110%
Allowance: 20%
(a) Compute the standard time for each process.
(b) If the company has no problem with the availability of manpower,

recommend the maximum capacity for the factory for a 8 hour shift work.
Tutorial 1
(a)
Proses Description Average Time Normal Std Time
(min) time
1 Manual
2 Manual
3 Automatic
machine
4 Manual
(b)
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.
Item Data
Total output over 5 days studies 2,500 unit
Assembly process at fast speed 35% of observations
Assembly process at moderate speed 45% of observations
Assembly process at slow speed 5% of observations
Production is stopped due to no operator 5% of observations
Production is stopped due to no material 10% of observations
Tutorial 2
(i)
Total observation time = (Time of observation/day in minute x day of observation)
Total observation time 1

Std Time = =
Total output
Productive % Rating
1 allowance
(ii)
unit (Demand quantity)
Peak Demand = (Working days)
wk
(Working time / in minute)

unit
Capacity during normal 8 hours = (STD Time)
day
Tutorial 2
Capacity shortage = unit/day (Demand / day - capacity / day)
If all employees are forced to do over time, the over time hours
min
= (Shortage capacity x Std time)
day
Considering only 60% of employees are available for over time,

hour
then total overtime =
day
Work Sampling Time Studies

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7-1 Design of Work Systems

2. Exercising control over the output by setting

Job design involves specifying the content

How the job will be done

Where the job will be done

Design of Work Systems

Job Design Success

Successful Job Design must be:

Understood and agreed to by both

Specialization in Business: Advantages

For Management: For Labor:

Behavioral Approaches to Job Design

Moves to specific details

The need for methods analysis can come

Methods Analysis Procedure

1. Identify the operation to be studied

Analyzing the Job

Flow process chart

Motion study is the systematic

Motion Study Techniques

Motion study principles - guidelines for

Principles Of Motion Economy (Study)

Principles Of Motion Economy (Study)

Principles Of Motion Economy (Study)

Developing Work Methods

1. Eliminate unnecessary motions. (Is this

Method Improvement (example)

Method Improvement (recommendation)

Working Conditions To Be Considered

Temperature & Ventilation

Working Conditions (contd)

Noise & Vibration Work Breaks

Safety Causes of Accidents

Labor standards are based on observing

The Eight Steps to Conducting a

Time Study - continued

Compute the average observed cycle time (element

6. Compute the normal time for each task element:

7. Sum the normal times for each element to

8. Compute the standard time:

Standard time = Total normal time

Personal time allowance - 4% - 7% of total

(i) Awkward (bending) 7

Direct Time Study (Example)

Place on jig and turn on the 10 12 10 11 12

Direct Time Study (Example)

4 8 8 6 8 6 7.2 7.92 9.318

Element 1: Average time = (8+9+8+10+8)/5 = 8.6 sec

Direct Time Study (Example)

Compute the standard time.

Labor Cost per product = 59.682sec x 8.33(10)4 RM / sec

Labor standard is set using output and % of

1. Take a preliminary sample to obtain an

Work Sampling Equations

(Total Time) (% of time working) (Rating)

Standard Time = Normal Time

Work Sampling (Example)

Idle IIII 4 4/45 = 9%

Work sampling studies were conducted for 6 consecutive days at a factory.

Compute the standard time.

Work Sampling (Example)

Status Tally Sum Percentage