Time Study

What is time study?

Time study is a work measurement technique for
recording the time of performing a certain specific
job or its element carried out under specific
condition and for analyzing the data so as to obtain
the time necessary for an operator to carry out at a
defined rate of performance.
Time study is a method of direct observation.
A trained observer watches the job and
records data as the job is being performed
over a number of cycles.
Time study equipment
the stop watch in general, two types of watch are
used for time study.
Fly back
Continuous
These watches may be used any of the following
time scales
Seconds
Decimal minutes
Decimal hours
Selecting the job
The job in question is a new one, not
previously carried out (new product,
component, operation or set of activities)
A change in material or method of working
has been made and a new time standard is
required.
A complaint has been received from a
worker or workers representative about the
time standard for an operation.
A particular operation appears to be a
bottleneck holding up subsequent
operations and possibly previous operations.

Standard times are required before an
incentive scheme is introduced.
A piece of equipment appears to be
idle for an excessive time or its output
is low, and it therefore becomes
necessary to investigate the method of
its use.
The job needs studying as a
preliminary to marking a method
study, or to compare the efficiency of
two proposed methods.
The cost of a particular job appears to
be evidenced by a pareto type of
analysis.
Before starting the study, there are a
number of points to be observed in relation
to the approach to the worker and the job he
is doing.
1. Make sure the job has been method
studied. Especially where the standard time
is to be used for incentive purposes.
2. in an organisation where time study has
never been used before, supervision and
worker representatives should be told the
reasons for the study programme and given
and insight into tie study procedure.
3. It is good policy to ask the supervisor or
workers representatives to be studied. The
worker should be a competent steady
person with an average rate of workig.
4. the worker should be told the reasons for
the study. Why he has been selected and
asked to work at his normal pace explaining
any problems that may arise during the time
the study is taken.
5. workers should be allowed plenty of time
to settle down to new methods.
6. when making the study the observer
should take a position where he can see the
whole of the job being performed. This is
generally to the side of the operator, slightly
to the rear and approximately 6 feet away.
No attempt should be made to carry out
timing from a concealed position, without the
operators knowledge or with the watch in the
pocket.

7. the observer should take a
comfortable standing position for the
duration of the study.

Rating
Rating is a technique used to assess
the speed and effectiveness of an
operator.
Consider may take into account
Speed of movement
Effort
Effectiveness
etc.
How accurate is rating?
Rating is subjective and relies on
the skill of the observer carrying
out the rating exercise and the
observers concept of the rate of
working relative to a standard of
100%.

Element
An element is a distinct part of a specified
job selected for convenient of observation.
Measurement and analysis.
Breaking down the job in to elements:
Elements should be easily identified, with
definite beginnings and endings so that,
once established. They can be repeatedly
recognized. The point at which one element
ends and another begins is called break
point. Breakpoints must be decided by the
work study officer when he divides the work
cycle into elements.
All breakpoints can be recognised by a
sound or by a change of direction of a hand
or arm.
Elements should be as short as can
be conveniently timed by a trained
observer, but should not be less than
0.10 minutes and more than 0.50
minutes.
Manual elements should be separated
from machine elements for future use
as synthetic data.
Short elements should be next to long
elements.


Reasons for breaking down the job into elements
Variations in speed, pace and effort which an
operator works can be more accurately
recorded over short periods of time. There
could be some parts of the work-cycle with
the operator performs better than others.
The more clear-cut the item of work which is
timed, separately, the more readily can an
appropriate fatigue allowance be arrived at
for incorporation with the element.
To ensure that productive work is separated
form unproductive work.
To enable a detailed job specification to be
produced.
SMV
SMV time that is allowed to perform
the job satisfactory.
SMV = Basic time + Allowances
Standard Minute Value

SMV = B.T + Allowances
Basic Time
The basic time for the operation is
found by applying concept of rating
to relate the observed to that of a
standard place of working.
Calculated as follows:
Basic time = observed time * observed
rating
100
(BT = Observed time * Observed Rating = A
constant)
100
Example..
Rating 50 75 100 125
Observed time 1.2 0.8 0.6 0.5
Basic Time 1.2*50 0.8*75 0.6*100 0.5*125
100 100 100 100

= 0.6 0.6 0.6 0.6

Types of allowances
1. Relaxation Allowances
Personal needs
This allowance provides for the necessity to
leave the workplace to attend to personal
needs such as washing, going to the lavatory
or fetching a drink
Common figures are from 5 to 7 percent of
basic time.
Basic fatigue
This allowance, always a constant is given to
take account of the energy expended while
carrying out work and to alleviate monotony.
A common figure is 4 percent of basic time.
Contingency allowances
A contingency allowance is a small
allowance of time which may be
included in a standard time to meet
legitimate and expected items of
work or delays, the precise
measurement of which is
uneconomical because of their
infrequent or irregular occurrence.
Machine delay allowances
These are applied to the total basic times
for those elements which are concerned
with the operation of machinery.
Common used as follows:
Single needle lockstitch 9%
Twin needle lockstitch 14%
Three thread overlock 7%
Four thread overlock 9%
Five thread overlock 11%


Types of allowance
1. relaxation allowance
Personal needs (from 5 to 7% of basic
time)
Basic fatigue
(4 % of basic time)
2. Contingency Allowances
(less than 5 percent)
3. Machine attention Allowances
Single needle lockstitch 9% - 12%
Double needle lockstitch 14% - 17%
Three thread over lock - 7%
Four thread over lock - 9%
Five thread over lock -11%

SMV calculation
Element description Obser
rating
Obser.
time
Basic
Time
Freq. Basic
Time/G
mt
Get bundle and sort
parts
95 0.32 0.304 1/30 0.010
Match pocket flap to
lining
105 0.11 0.116 1/1 0.116
Sew round flap
100 0.48 0.480 1/1 0.480
Trim threads and turn
out flap
58 0.35 0.298 1/1 0.298
Top stitch flap
90 0.56 0.504 1/1 0.504
Close bundle and
place aside
110 0.23 0.253 1/30 0.008
Total
1.416
Total basic time/garment (brought forward)
1.416
Add machine attention allowances 7%
7% fo (0.480 + 0.504) = 0.07 x 0.984 = 0.069
0.069
Basic time + MAA (1.416 + 0.069)
1.485
Add personal needs and relaxation allowances
14%
14% of 1.485 = 0.14 x 1.485 = 0.208
0.028
Standard minute Value (SMV) =
Basic time + all allowances =
1.485 + 0.208 = 1.693 (SMV)
Question 1
As a result of a time study exercise the following information is
available
(BSI. 100 rating used)
Elements Observed Observed
Rating Time(min)
1. Obtain and sort bundle 90 0.11
2. Position breast pocket 75 0.16
3. Sew to attach pocket 105 1.02
4. Cut threads and reposition 100 0.05
5. Pickup and position pocket 80 0.15
6. Sew to attach flap 110 0.88
7. Cut threads and aside gmt. 95 0.09
8. Close bundle and write ticket 85 0.17
Additional Information
An 8% allowance is to be applied to all sewing elements to compensate for
machine attention.
A 14% relaxation allowance is to be applied to all work.
The average bundle size is 10 garments
1. Calculate the standard minute Value (SMV) for one garment.
2. How many garments would you expect to be produced in a 465
minute working day. (Briefly explain any assumptions you have
made.)

Operators Performance rating
Listed bellow are the twenty levels of
performance used in the rating
process. You will note that each
definition has a corresponding
percentage figure. It is this figure that
is used in leveling.

Production and Efficiency
Calculations
Production Calculation
Target = 60
(individual) SMV
Line Target = Actual Minutes
Total M/C SMV
Actual Minutes = No. of M/C operators X
working mints efficiency x present %
Efficiency and Performance
Calculations
Efficiency = Earned Minutes x 100
(of individual) Available minutes

Earned minutes = No. of produced pieces X SMV of that
activity

Available Minutes = Working Minutes

Example 1
An operator worked for 8 hours on an
activity of having a SMV of 5. She
produced 82 pieces of that activity. What
was her efficiency?
Efficiency = 82 x 5 x 100 = 85.42%
8 x 60

Example 2.
An operator worked for 9 hours on activity of
having SMV of 1.21 & 0.80. She produced
195 & 250 of those activities respectively.
What was her efficiency?

Efficiency = 195 x 1.21 + 250 x 0.80 x 100
9 x 60
= 80.66%
Line Efficiency = Total Earned Minutes x 100
Total Available minutes

Total Earned Minutes = no of produced Gmts. x SMV
of that Gmt.

Total Available Minutes = No of operators x working
minutes.
Example 3.
A unit of 24 operators produced 400 Gmts.
SMV of Garments is 20 assume a working
day has 480 minutes what was the line
efficiency?
Line efficiency = 400 * 20 * 100
24 * 480

= 69.79%
Performance = Earned Minutes * 100
(of individual) Available Minutes * off std
minutes

E.g. 4
An operator worked for 8 hours on an activity
of having a SMV of 5. She produced 82
pieces of that activity. She had 40 minutes
of stoppage time due to machine
breakdown & power failure. What was her
performance?
Performance = 82 * 5 * 100
( 8 * 60) 40

= 93.18%

Allowance and Calculation
Personal Needs and Fatigue = 7.5%
Other (Standing) = 4.0%

Machine
Type
Allowance
%
DNL
SNL/BH
DNC/50L
SNC/30L
BS/BT
Other
17.5
12.5
9.0
7.5
5.0
2.0
Operation TGT/HR = 60
SMV of the operation

Line Target
TGT/Working Time = No of operator * working mints
Total machine SMV
Overall Efficiency = Earned SAH *100
Clock hours

On std Efficiency = Earned SAH *100
Clock HRS Lost HRS


Production Planning
Load and capacity Planning
Successful planning requires knowledge of
two variables to determine the time
required to manufacture a contract.
Load How much work we are putting on a
section
Capacity How much work a section is
capable of completing
In an ideal situation
>> Load = Capacity
Load and capacity
LOAD Contract size x Work content

Capacity The amount of work the factory
or section is capable of doing.

The scheduling rule
Balance load and capacity

Arrange the programme of work so that the
load can be achieved
Use common units standard minutes
Balancing & Capacity
Load
Uncertainty about the
number of garments to
be sold Demand?
Speculation?
Prediction?
Uncertainty about work
content
Standard minute value
Measured
Estimated
Capacity
Uncertainty about the
number of operators
and performance
Total numbers
Attendance hours
Absenteeism
Performance
Learning curve
Uncertainty about the
equipment
Availability
Reliability
The pre Production plan for the next 13 week
season has provided the following
information.
Style Order qty SMV per gmts Total SMVs
Avon 10000 42
Bar 8000 30
Clyde 24000 20
Dee 12000 65

a) Calculate the average weekly load in standard
minutes
b) If the factory employs 80 operators, has 4%
absenteeism, works a 40 hour week, has an
efficiency of 8% what is the weekly capacity in
standard minutes?
c) Is the factory sufficient capacity to meet the plan?
The Pre-production plan for the next 13 week season
has provided the following information
Style Order qty SMV per Gmts. Total SMVs
Avon 10000 42 420000
Bar 8000 30 240000
Clyde 24000 20 480000
Dee 12000 65
780000
a) Calculate the average weekly load in standard minutes
1920000sms/13 weeks = 147692 SMs
b) If the factory employs 80 operators, has
4%absenteeism, works a 40 hor week, has a eficiency
of 85%, what is the weekly capacity in SM?
80*40*0.96*0.85=156672sms
c) His the Factory sufficient capacity to meet the plan?
Yes