Time study procedure - overview

Perform methods analysis.

Identify elements.
Observe one or more operators to find observed time.
Give a rating to adjust observed time and find normal
time.
Add allowances to normal time to find standard time.
Procedures attempt to reduce inaccuracies of going
from the sample to the population and from the
present world to the future world.

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Step 1: Methods analysis

Purposes:
Establish

a safe, productive job.

Leave a permanent record of method for future use.

Most of effort should be in job design and

productivity rather than time standards.
Once the best method is established, break the
job into elements.

Use the following forms as needed

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Forms

Flow chart
product

/ people flow
motion patterns

Process chart
Right and left hand chart
Multi-activity chart
Operator / Machine chart

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In-class exercise

Time to fill peg board old method

Follow

the method given in the handout

Determine the time to completely fill one board
Repeat 5 times and calculate the average

Redesign workspace and work method (5

minutes)

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Step 2: Break the job into elements

Why
Makes

it possible to reuse the data.

Permits different ratings for different elements.
Permits consistency checks.
Improves methods descriptions.
Makes incomplete data useful.

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Step 2: Break the job into elements

How
Identify

Get a part
Assemble two pieces together

Define

complete actions, e.g.

action endpoints (EP) or terminal points (TP)

Easily recognizable
Logical in context
Example: Get part A, TP is part A at center
Assemble two parts, TP is release of assembly in bin

Endpoint

of one action is beginning of the next

Always keep manual and machine time separate
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Operator selection

Treat the operator with dignity and respect.

Try to make the sample representative of the
population.
Select experienced rather than inexperienced
workers.
Select average or typical workers.
Vary the times and days of studies.

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Timing techniques

Stopwatch
Use

snapback mode.
Use electronic watches.
Avoid using continuous mode.

Videotape
Provides

a permanent record of the method.

Analysis can be done by person other than
camera operator.
Elements can be performance rated.

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Snapback recording

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Statistical approach pg. 492

Number of observations depends on:

Accuracy

desired
Confidence desired
Data variability

Example: A time study is being planned. A

preliminary sample of 20 times is shown to have
a mean of 16 seconds and a standard deviation
of 0.4 seconds. If a relative accuracy of 10% and
a 95% (round to 2) confidence interval are
desired, how many observations are required?

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10

Statistical approach example (cont.)

Standard deviation method:

Z '
N' x
A

Alternatively, use range method (see box 25.1)

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11

Importance-of-decision approach

Number of observations depends on:

Importance

of accuracy of the time standard

Cycle

time
Activity/year
Cost of an inaccurate standard

See table 25.2, pg. 493

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12

Irregular and foreign observations

Irregular elements: operator activity that the

observer did not anticipate
include

like other elements

determine how often per unit produced
example: clear hopper, change blade, etc.

Foreign elements: operator activity that is

outside normal work

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13

Delays

Avoidable delays will not be included in

standard.
Drinking

coffee
Chatting with coworker

Unavoidable delays will be included in standard.

Talking

to supervisor about work

Waiting for supplies
Breaking a tool

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14

Recording technique for unusual events

Missed readings
M in

Omitted elements
- in

time slot

Elements out of order

see

time slot

columns 6-8, next page

Unexpected elements
code

events (A, B, C, etc.)

explain code elsewhere in short (1-3 word) note
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ISE 311 - 23

Sample time study form (fig. 25.2, pg. 495)

16

Rating

Ensures that the standard is based on the

method, not the operator.
To improve rating accuracy, study an average
operator.
Studying average operators also improves
worker acceptance of the standard.

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17

Normal pace

Normal pace must be defined prior to

observation.
Define motivated productivity level (MPL) first.
Acceptable productivity level is within
expectancy of MPL.
MPL is the work pace of a motivated, skilled,
physically fit worker.

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18

Motivated productivity level

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19

Rating techniques - problems

Micromotions change their proportions of the

total task as the pace changes.
Low-skill

micromotions change less than the overall

task.
High-skill micromotions change more than the overall
task.

Levels of methods detail

Level 1:
Level 2:
Level 3:

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Management-controlled
Management attempts to control
Operator-controlled
20

Rating techniques: solutions

Pace rating: Observer estimates the pace.

Objective rating:
1.
2.
3.

Improve accuracy

Observer rates the speed.

Observer estimates task difficulty.
Observer multiplies speed factor by difficulty factor
to get pace.
number of observations
skilled operator
observer skilled at job

Train raters

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21

Setting allowances

Personal and fatigue allowances are set from

tables.
Delay allowances are set from delays actually
occurring on the job.
Delays during a time study may provide estimate
for the delays to allow for the standard.

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