WORK STUDY

PRODUCTIVITY ENHANCEMENT, INTRODUCTION With increasing complexities of the technological world, need to simplify the work system has been increasing day by day. Work study is an area of knowledge that addresses the problem of work simplification with the basic objectives of PRODUCTIVITY ENHANCEMENT, HUMAN COMFORT & SAFETY

EVOLUTION OF WORK STUDY F.W.TAYLOR: founder of modern method and time study. Taylor began his time study work in 1881. He established that each job should have a standard time, determined by time studies. In the timing process Taylor advocated dividing the work into small divisions of effort known as elements. Time was obtained for these element individually and their collective values were used to determine the allowed time for the task.

WORK OF GILBERTH Gilbreth is considered as the founder of ‘modern motion study technique’. Which is defined as the study of body motions used in performing an operation for the purpose of improving the operation by : Eliminating unnecessary motions Simplifying necessary motions Then establishing the most favorable motion sequence for maximum efficiency

Frederick W. Taylor (1856‐1915) • First engineer in the history studying on the time study. • Taylor states that "...in these experiments we were not trying to find the maximum work that a man could do on a short time but to learn what really constitutes a full day's work for a first class man, the best day's work that a man could properly do...” Taylorism • Which is the best way to do this job? • What should constitute a day's work? • Selection of the best worker, training, teaching him • The division of the work equally • Time study – Divide each task into work elements – Time each element separately – Useful than timing the whole task

Gilbreths Motion‐study: Study of the body motions, eliminating unnecessary motions, simplifying necessary motions, and then establishing the most favorable motion sequence for maximum efficiency. Divided work into basic motion elements called “THERBLIGS” • There is “one best method” to perform a given task • Bricklaying: 120 to 350 per man per hour • Micromotion study –The technique of filming motions to study –Cyclegraph –Choronocyclegraph

PREREQUISITES FOR CONDUCTING WORK STUDY DEFINITION “Work study is defined as that body of knowledge concerned with the analysis of the work methods and the equipment used in performing a job, the design of an optimum work method and the standardization of proposed work methods.” PREREQUISITES FOR CONDUCTING WORK STUDY

STEPS INVOLVED IN WORK STUDY 1. SELECT Job Or Process To Be Studied 2. RECORD All the details concerning job using various Recording Techniques 3. EXAMINE Recorded facts critically by asking questions like who, what, when, why 4. DEVELOP Most economical method 5. MEASURE The amount of work involved and set standard time to do that job 6. DEFINE New method and standard time 7. INSTALL The new method as a standard practice 8. MAINTAIN New method as agreed standards

PRINCIPLES OF WORK STUDY Must come from the top level management. People made aware of the objectives and the need of the exercising such study. Method study must precede work measurement .

OBJECTIVES To analyze the present method of doing a job, systematically in order to develop a new and better method. To measure the work content of a job by measuring the time required to do the job for a qualified worker and hence to establish standard time. To increase the productivity by ensuring the best possible use of human, machine and material resources and to achieve best quality product/service at minimum possible cost. To improve operational efficiency. To reduce waste through standardization of work elements of a job. To improve labor efficiency.

COMPONENTS / TECHNIQUES OF WORK STUDY METHOD STUDY Motion Study : Examine the job and finding more efficient method to perform it WORK MEASUREMENT Time Study : Determine the time necessary to perform a job and its elements

BENEFITS OF WORK STUDY Increased productivity and operational efficiency Reduced manufacturing costs Improved work place layout Better manpower planning and capacity planning Fair wages to employees Better working conditions to employees Improved work flow Reduced material handling costs Provides a standard of performance to measure labour efficiency Better industrial relations and employee morale Basis for sound incentive scheme Provides better job satisfaction to employees

ADVANTAGES OF METHOD STUDY Work simplification Improved working method ( cheaper method) Better product quality Improved work place layout Improved equipment design Better working conditions DisADVANTAGES OF METHOD STUDY High operating cost High wastage & scrap Excessive movement of materials and workmen Excessive production bottlenecks Excessive rejections and rework Complaints about quality

WORK CONTENT Basic work content Excess work content 7

MANUFACTURING TIME 9

REASONS FOR EXCESS WORK CONTENT Defects in design Inefficient methods of manufacture Short-comings of the mgt. Work-man attributes 8

Method Study

METHOD STUDY It is the systematic recording & critical examination of existing and proposed ways of doing work, as a means of developing and applying easier and more effective methods and reducing cost 10

Critical examination of facts Develop best possible solution METHOD STUDY Objectives Critical examination of facts Develop best possible solution Eliminate unnecessary operations Add value & Avoid delays Optimize 3M 11

METHOD STUDY PROCEDURE SELECT RECORD EXAMINE DEVELOP DEFINE INSTALL 12 MAINTAIN

JOB SELECTION Economic aspect Technical aspect Human aspect 13

RECORDING TECHNIQUES CHARTS Macro-motion charts Micro-motion charts DIAGRAMS Flow & String diagrams Cycle graph & Chronocycle graph 15

CRITICAL EXAMINATION A systematic and progressive series of questions with the purpose of determining true reasons Based on the reasons, improvements are found and adopted into a new method, called better method The use of questioning technique reduces the possibility of missing any information which may be useful for the development of bette49r method

CRITICAL EXAMINATION A popular procedure of carrying out critical examination uses two sets of questions: Primary questions (answers to these show up the necessity of carrying out the activity), & Secondary questions (answers to these allow considerations to alternative methods of doing the activity) Selection of the best way of doing each activity is later determined to develop new method which is introduced as a standard practice. 50

CRITICAL EXAMINATION the PURPOSE PLACE for which at which SEQUENCE PRIMARY QUESTIONS the PURPOSE PLACE for which at which SEQUENCE in which PERSON by whom MEANS by which 51

CRITICAL EXAMINATION SECONDARY QUESTIONS what is done? why is it done? what else might be done? what should be done? where is it done? Why is it done there? Where else might it is done? Where should it be done? PURPOSE: PLACE: 52

CRITICAL EXAMINATION When is it done? Why is it done? SEQUENCE: When might it be done? When should it be done? who does it? Why does that person do it? Who else might do it? Who should do it? How is it done? Why is it done that way? How else might it be done? How should it be done ? SEQUENCE: PERSON: MEANS: 53

CRITICAL EXAMINATION 54

Eliminate all unnecessary operations Combine operations & elements DEVELOPMENT & SELECTION OF IMPROVED METHOD Eliminate all unnecessary operations Combine operations & elements Change the sequence of operations Simplify the necessary operations Steps in development & selection Evaluation (evaluate the alternatives) Investigation (tech. & eco. feasibility) Selection 55

INSTALLATION OF THE PROPOSED METHOD Recommendation phase Implementation phase 61

MAINTAIN THE PROPOSED METHOD Follow-up Monitoring & control Audit of the savings Review of the approach Evaluation of effectiveness of proposed method 62

METHOD STUDY SYMBOLS 14

Work Measurement

DEFINITION :- “The application of techniques designed to establish the time for a qualified worker to carry out a specified job at a defined level of performance”

OBJECTIVES OF WORK MEASUREMENT :- 1. Comparing alternative methods 2. Assessing the correct initial manning (manpower requirement planning) 3. Planning and control 4. Realistic costing 5. Delivery date of planning 6. Cost reduction and cost control 7. Identifying substandard workers 8. Training new employees.

WORK MEASUREMENT TECHNIQUES For repetitive work (short work cycle) or non-repetitive work; Time study (stop watch technique) Work sampling Synthetic data Analytical estimating Predetermined Motion Time Study (PMTS) Note - Time study & Work sampling involve direct observatio6n5 while remaining are data-based & analytical in nature

TECHNIQUES OF WORK MEASUREMENT :- 1) Repetitive Work:- The type of work in which the main operation or group of operations repeat continuously during the time spent at the job. These apply to work cycle of extremely short duration. 2) Non-repetitive Work:- It include some type of maintenance and construction work, where cycle itself is hardly ever repeated identically.

WORK MEASUREMENT TECHNIQUES Applications Unit of measurements Time study Short cycle repetitive jobs. Widely used for direct work Centi-minute (0.01 min) Work sampling Long cycle jobs Minutes Synthetic data Short cycle repetitive jobs Centi-minute Analytical estimating Short cycle non-repetitive jobs MTM Manual operation confined to one work centre TMU (1 TMU = 0.006min) 66

Time study Time study is work measurement technique for recording the times and rates of working for the elements of a specified job carried out under specified under specified conditions

STEPS IN MAKING time STUDY:- 1)SELECT (Selecting job for work study) 2)OBTAIN & RECORD (Details Regarding methods,Operator, Job and working condition) 3)DEFINE (The element, Break the job into convenient for timing) 4)MEASURE (Time duration for each element and assess the rating) 5)EXTEND (Observed time into normal time {Basic time}) 6)DETERMINED (Relaxation and personal allowances) 7) COMPUTE (Standard time for the operation for defined job or operation.)

Types of element A repetitive element – Is an element which occurs in every work cycle of the job. An occasional element - does not occur in each work cycle of the job, but which may occur at regular or irregular intervals. e.g. machine setting. A constant element - the basic time remains constant whenever it is performed. e.g. switch the machine on. A variable element - is an element for which the basic time varies in relation to some characteristics of the product, equipment or process, e.g. dimensions, weight, quality etc. e.g. push trolley of parts to next shop.

Types of element manual element - is an element performed by a worker. machine element - is automatically performed by a power-driven machine (or process). governing element - occupies a longer time than any of the other elements which are being performed concurrently. e.g. boil kettle of water, while setting out teapot and cups. foreign element - is observed during a study which, after analysis, is not found to be necessary part of the job. e.g. degreasing a part that has still to be machined further.

PERFORMANCE RATING Process of adjusting the actual pace of working of an operator by comparing it with mental picture of pace of an operator working at normal speed Performance rating methods Speed rating Westing house method of rating (S,E,C,C) Synthetic rating (R = P/A) Objective rating 73

allowances Relaxation allowances Variable allowances Interference allowances Contingency allowances Policy allowances

ALLOWANCES 74

STANDARD TIME COMPUTATION 75

EXAMPLE on how to calculate standard time:

Work Measurement Standard time is used in: Costing the labor component of products Tracking employee performance Scheduling & planning required resources

Setting Standard Times Step 1: Choose the specific job to be studied Step 2: Tell the worker whose job you will be studying Step 3: Break the job into easily recognizable units Step 4: Calculate the number of cycles you must observe Step 5: Time each element, record data & rate the worker’s performance Step 6: Compute the normal time Step 7: Compute the standard time

Example :-

WORK SAMPLING:- Work sampling was originally developed by L.H.C. Tippett in Britain in 1934 for the British Cotton Industry Research Board. DEFINATION:- A technique in which a statistically competent number of instantaneous observations are taken, over a period time, of a group of machines,processes or workers. Work Sampling has three main applications:- 1) Activity and delay Sampling:- To measure the activities and delays of workers and machines. 2) Performance Sampling:- To measure working time and non working time of a person on a manual work and to establish a performance index or performance level for a person during his working time. 3) Work Measurement:- Under certain circumstances, to measure manual task that is to established a time standard for an operation.

What is job design Job design – process by which managers decide individual job tasks and authority Job redesign – process by which managers reconsider what employees are expected to do The well-being of organizations and people relates to how well management designs jobs

Definition of job design Def: Job Design is the process of deciding on the content of a job in terms of its duties and responsibilities; on the methods to be used in carrying out the job, in terms of techniques, systems and procedures and on the relationships that should exist between the job holder and the superiors, subordinates and colleagues.

Goals of Job design Major Concern Purpose of Job Design Affect on Employee Impact

Design factor Layout of equipment and seating Instrument display design Compatibility Control design characteristics

Environmental factors Temperature and hummidity Vibration noise

Visual Environment Lighting Ventilation Behavioural dimensions of job design Job rotation Job enlargement Job enrichment

Job Rotation: Job Enlargement :Job Enrichment: Job Rotation: Refers to the movement of an employee from one Job to another. Please note: Jobs themselves are not actually Changed, only employees are Rotated among various jobs. Job Enlargement: When a job is enlarged the tasks being performed are either enlarged or several short tasks are given to on worker, thus the scope of the Job is increased because there are many tasks to be performed by the same worker. Job Enrichment::Job enrichment as is currently practiced all over the work is a direct outgrowth of Herzberg’s Two factor theory of motivation.

Approaches to Job Design Engineering Approach: Human Approach: Job Characteristics Approach:

Engineering Approach: The work of every workman is fully planned out by the management at least on day in advance and each man receives in most cases complete written instructions, describing in detail the task which he/she has to accomplish-FW TAYLOR. Problem with this approach: Repetition-Mechanical pacing-no end product-little socal interaction-no input

Human Approach: The Human relations approach recognized the need to design jobs which are interesting and rewarding. Herzberg’s research popularized the notion of enhancing need satisfaction through what is called job enrichment. Factors involved: Motivators like achievement, recognition, work itself, responsibility, advancement and growth and Hygienic factors. According to Herzberg. The Employee is dissatisfied with the job if required maintenance factors to the required degree are not introduced into the job.

Job Characteristics Approach Theory by Hackman and Oldham states that employees will work hard when they are rewarded for the work they do and when the work gives them satisfaction. Hence integration of motivation, satisfaction and performance with job design. According to this approach Job can be described in terms of five core job dimensions: Skill Variety Task Identity Task significance Autonomy Feedback

Job Design Process: Job Design Process has to start from what activity needs to be done in order to achieve organizational goals. It requires use of techniques like work-study, process planning, organizational methods and organizational analysis and also technical aspects