Introduction to Time and Motion Study A Special Presentation for Intermarket (Pvt) Ltd, LAHORE Nadeem Kureshi One Day Special Seminar on TMS – 30 Aug 2008 – Arranged by LMDA Islamabad (www.lmda.com.pk)

Time and Motion Study: Defined A method created to determine the ‘correct time’ it takes to complete a certain task A method to establish ‘the one best way to perform a task’ Tine and Motion Study Defined: All of the motions in a job need to be established so a sequence of motions can be determined to ensure that the task is being preformed in the most efficient and effective way.

Time and Motion Study: Purposes To end ‘goofing off’ and to establish what constituted a fair days work To make sure that the job being evaluated does not include any unnecessary motion by the worker

Functions of Time Studies Establish work standards: e.g. recommended times in which tasks should be completed by qualified, trained operators, without excessive fatigue, Set expectations which are fair to both employee and company. Identify sources of error, difficulty, sub-optimality, Improve an existing process, tool, or work environment,

Functions of Work Standards Establish reasonable productivity targets for experienced workers, Provide productivity goals for training purposes, Eliminate waste, Make processes more consistent, Reduce product variability, improve quality.

Time and Motion Study: History Frederick W. Taylor and his followers developed and refined the Time Study Frank B. Gilbreth and his wife Lillian developed and refined the Motion Study Historically the two studies are discussed individually, today they generally are discussed as one

Time and Motion Study Historically: T&M Studies were used in the manufacturing industry to evolve pay scales with the thought that money was the only motivation for work This idea, that people are only motivated by money, has been disproved. Things like job satisfaction and environment are more important to employees than pay.

Time and Motion Study Today: T&M Studies can be effective for performance evaluations T&M Studies can be used for planning purposes in order to predict the level of output that may be achieved T&M Studies can be used to uncover problems and create solutions T&M Studies can be used for time cost analysis The effective cost of an employee, per unit of time for the task they are primarily responsible for. The allocation of time to various ‘productive’ and ‘non-productive’ tasks. Review of alternatives to make the best use of time.

Time and Motion Study: Objective The objective of the Time and Motion Study is to determine a ‘normal’ or average time for a job, by using observers to record exactly how much time is being devoted to each task.

SCOPE ENHANCEMENT In 60s measurement alone found of little use Method Improvement made an integral part of TMS Now called Work Study Complete step one by analyze the job using methods analysis, this will allow you to be sure the best method is being used. Complete step two by breaking the job down into short tasks with ‘break points’ in between. Complete step three by conducting the actual timing of each job element with the traditional stopwatch attached to a clipboard or a hand held electronic time-study machine. Complete step four by using a performance rating factor of 100 percent. 100 percent reflects a normal work performance, less than 100 percent means a below average performance, greater than 100 percent means better then a normal performance.

Work Measurement Divided into Two parts Method Study Work Measurement 5. To complete step five a sufficient number of job cycles need to be observed, and then an average time. 6. After computations are made for the normal time, the normal cycle time needs to be computed before step 7. This is done by summing the elemental normal times. The directions for finding the rating factor can be found in step 4. 7. An allowance factor is inserted into the formula for work delays like mechanical breakdowns, personal delays, and normal fatigue.

METHOD STUDY Systematic Recording & Critical Examination of existing and proposed processes as a means of applying easier and effective methods 5. To complete step five a sufficient number of job cycles need to be observed, and then an average time. 6. After computations are made for the normal time, the normal cycle time needs to be computed before step 7. This is done by summing the elemental normal times. The directions for finding the rating factor can be found in step 4. 7. An allowance factor is inserted into the formula for work delays like mechanical breakdowns, personal delays, and normal fatigue.

PDCA Cycle

System Thinking Business is a network of suppliers and clients (internal and external), which must adjust on the feedback for continuous improvement. Process Customers Suppliers Resources Inputs Outputs Feedback

OBJECTS OF METHOD STUDY Improvement of Processes and Procedures Improvement of Shop-floor layout Economy in human effort and reduction in fatigue Improvement in use of machines, material and manpower Development of better physical environment 5. To complete step five a sufficient number of job cycles need to be observed, and then an average time. 6. After computations are made for the normal time, the normal cycle time needs to be computed before step 7. This is done by summing the elemental normal times. The directions for finding the rating factor can be found in step 4. 7. An allowance factor is inserted into the formula for work delays like mechanical breakdowns, personal delays, and normal fatigue.

METHOD STUDY - PROCEDURE Select the work to be studied Record facts Examine the recorded facts Develop effective method Define the new method Install the new method Maintain the new method

Economic Considerations SELECTION OF THE WORK Economic Considerations Will it show results in “economics” Bottlenecks/Long distance movements/Repetitive work obvious choices Technical Considerations Is the expected change technically feasible Human Relations Does expected change carry possible ill feelings How will it benefit people Heavy load lifting etc obvious choices In 1992 a study was conducted to determine how residents in hospitals spend their time on rounds. To do this the time and motion study used 22 coders, undergraduate pre-med students. They each received seven hours of training before the study began. The data included information from 2 interns and 3 residents at Bellevue Hospital in New York, 2 interns and 1 resident at New York University Medical Center out of roughly 600 interns/residents. The coders measured the activities that were preformed and the time spent on each of them.

RECORDING Success of whole process depends on recording Usual way is to write down Charts and Diagrams used for manufacturing concerns Residents and interns are both called residents. This use of a time and motion study has allowed the observers to see how residents time was allocated in hopes of improving their use of time.

Charts and Diagrams for Recording

EXAMINE The Questioning Technique Purpose Place Sequence What is actually done Why is the activity necessary at all Place Where it is being done Why at that particular place Sequence When it is done Why at that time

EXAMINE The Questioning Technique contd Person Means Who is doing it Why is he doing it Means How it is being done Why in that way What transportations/methods etc Observers must be competent, they must determine the difficulty of the job and decide what ‘normal’ performance is. An incompetent person will not be effective Those conducting the study must be familiar with the job otherwise they will have no idea what they are watching for during the study. Those that are observed may not be a good sample of the group as a whole, they may perform better or worse than the rest of the group

EXPECTED OUTPUTS FROM ANALYSIS ELIMINATION - of Non Value Added activities SIMPLIFICATION - of Complex activities JOBBING - to “Better” machines ELIMINATION - of Cross Flow

DEVELOP Based on the improvement avenues highlighted in Examination, New processes are developed.

DEFINE New process developed “Charted” SOPs made Flow Diagrams Process Sheets SOPs made

INSTALL New Processes translated into reality on shop floor This can involve Machines relocation Process Changes – IPI/FI to SPC Storages besides machines redefined Working conditions improved

MAINTAIN The new installed processes is in a danger of reversion Legacies Skilled people resist New processes alien and naturally difficult initially

MAINTAIN A system needs to be established to ensure that the new process remains Standardization of processes Surveys/Studies Monitoring

Example

Once new process established – It is measured

Work Measurement

Work Content and Ineffective Time Basic work content is the irreducible minimum time theoretically required to produce one unit of output

Basic Work Content + Excess Time Total Work Content = Basic Work Content + Excess Time

Time due to defects in design or specification of the product + Excess Time = Time due to defects in design or specification of the product + Time due to inefficient methods of manufacturing or operation

Ineffective Time Time for which the worker or machine or both are idle due to the shortcomings of the management or the worker

Work Measurement Application of techniques designed to establish time for qualified Worker to carry out a specified job at a defined level of Conformance

Method study is concerned with eliminating unnecessary movement Work measurement is concerned with eliminating ineffective time

Time Study Basic Equipment Stop watch Study board Forms used Time Study Sheet TS Continuation Sheet Short Cycle Study Sheet Analysis Sheets TS Summary sheet Digital Snap Camera Digital Camcorder

Time Study Procedure Select operator(s) Break task down into elements (before you start study) Observe operators performing task: record time taken for each element, over several cycles. Assign appropriate allowances (e.g. allow time for necessary but none productive activities, such as rest, cleaning eye-glasses, etc. Determine appropriate work standards.

Selecting an Operator Get supervisor to help in identifying appropriate operators Want someone qualified, trained and very familiar with process (may need to provide training before study) if your goal is to set standards. Prefer an average or slightly above average operator. Sometimes you have no choice of operator – only one person does the job.

Types of Element Repetitive elements Occasional elements Constant elements Variable elements Manual elements Machine elements Governing elements Foreign elements

Timing Each Element Cumulative Timing Flyback Timing

Divide Task into Elements Element: a group of motions that is relevant to the experimenter’s study objectives. Watch for several cycles (before study starts) to identify elements.

Divide Task into Elements Smallest unit that can be accurately timed is about 0.04 minutes (approx 2 to 3 sec). Breakpoints: use sound and sight both to identify breakpoints between elements, (e.g. sound of a part clinking in “finished” bin, sound of a latch clicking shut, etc.)

Exercise TEA MAKING

Tea study: Goals To understand how long each activity took, To identify what “typical” processes were, To streamline processes, where possible, To set work performance standards, and customer expectations, How long should customers expect to wait for a cup of coffee? How should performance of stores be assessed? What performance goals should trainee’s aim for?

Identifying work elements Many observation to identify all work elements and to come up with a consistent naming. New elements may appear, Naming conventions made uniform in the analysis process.

Data recording sheets You do not have to use the example data recording sheets in books, Devise what fits the task and the type of data

Examples of Data Recording Sheets Time and Motion Study. Site 2: Regular Machine Page Barista: employee observations Friday, Feb 3, 2006 T   Op

“Foreign” Elements A foreign element is one that does not explicitly belong in the sequence Examples: Worker has to adjust glasses, Must speak to supervisor, Rest break, lunch break, Wrench breaks, must find new wrench.

Foreign Elements Some foreign elements can be eliminated, but others cannot or should not be. Foreign elements can give the analyst an idea of how much extra time is reasonable to allow in an operation.

Forms Used Time Study Sheet TS Continuation Sheet Short Cycle Study Sheet Analysis Sheets TS Summary sheet

RATINGS & ALLOWANCES On the basis of these measurements standard ratings and allowances are calculated. The standard ratings and standard performance are measured which directly tell about the rate of output of the standard worker.

RATING Rating is the assessment of the workers rate of working relative to the redefined rate corresponding to standard pace

Standard Performance Standard performance is the rate of output which qualified worker would naturally achieve without over exertion as an average over the working day or shift provided they know and adhere to the specified method and provided they are motivated to apply themselves to their work

Rating Phenomenon

ALLOWANCES Relaxation Allowance Contingency Allowance Special Allowances Policy Allowance

Question: Does it make sense to estimate: Allowances Standard time Efficiency for a cashier who may spend much time waiting for customers to arrive?

CALCULATION OF STANDARD TIME Observed Time < Basic Time, Performance is above the standard and vice versa. BT = OT + OT X (R – 100) 100 If R = 120, OT = 30, then BT = 30 + [600/100 =] 6 = 36 Then observed time is 6 minutes less than basic time.

CALCULATION OF STANDARD TIME a OT b RF c RA d CA e W D Observed Time R Basic Time Work Content Standard Time

Few foreseeable problems They may resent the study considering it is being used to determine the pay scale Workers may change the rate at which they work Pressure may increase mistakes made Workers may alter normal work methods to disrupt the study

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