1. WORK STUDY

2. 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

3. 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.

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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 .

10. 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.

11. 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

12. 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

13. 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

14. WORK CONTENT
Basic work content
Excess work content 7

15. MANUFACTURING TIME 9

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

17. Method Study

18. 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

19. 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

20. METHOD STUDY PROCEDURE SELECT
RECORD
EXAMINE DEVELOP DEFINE INSTALL 12
MAINTAIN

21. JOB SELECTION
Economic aspect
Technical aspect
Human aspect 13

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

23. 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

24. 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

25. 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

26. 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

27. 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

28. CRITICAL EXAMINATION 54

29. 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

30. INSTALLATION OF THE PROPOSED METHOD
Recommendation phase
Implementation phase 61

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

32. METHOD STUDY SYMBOLS 14

33. Work Measurement

34. 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”

35. 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.

36. 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

37. 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.

38. 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

39. 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

40. 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.)

41. 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.

42. 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.

43. 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

44. allowances Relaxation allowances Variable allowances
Interference allowances
Contingency allowances
Policy allowances

45. ALLOWANCES 74

46. STANDARD TIME COMPUTATION75

47. EXAMPLE on how to calculate standard time:

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

49. 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

50. Example :-

51. 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.

52. 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

53. 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.

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

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

56. Environmental factors
Temperature and hummidity
Vibration
noise

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

58. 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.

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

60. 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

61. 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.

62. 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

63. 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