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

Basic Time

1.2*50 0.8*75 0.6*100 0.5*125

100 100
100
100

0.6

0.6

0.6

0.5

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 Obser. Basic

rating time
Time

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 58

out flap

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

Freq.

Basic
Time/G
mt

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)

Productivity

The need to improve

productivity is necessary within
any business facing competition
on price or lack of profitability
it is continual process.
What is productivity?
There is a basic formula for the
calculation on productivity

Productivity = output
input (resources)

Productivity is often confused

with higher production. Higher
production does not necessarily
mean higher productivity.
Production can rise without an
increase in productivity, if input
costs rise disproportionately.

Higher productivity can be

improved by having:
Same out put with lower input
Or
By producing higher output with
same input
Or
Producing higher output with
lower input.

Ways of improving productivity

Product enhancements
Design

innovations
Standardizing design
Investing in training and the
development of employees.
Investing in better plant and
equipment.

Management Worker
Improving

the planning or work

Improving methods of production
Effective worker selection process

Ways of improving productivity

improving worker effectiveness
Providing workers with adequate
training
Improving morale
Rewarding success
Improving attendance levels
Reducing labour turnover
Effective communications
Measuring the performance.
Monitoring the KPIs against proven
established standard.

Work Study

Work study may be defined as a

collection of techniques with
integral communication process
that are used to examine and
record the work that people are
doing with the objective of
optimising the skills and efforts of
the people employed as
individuals or groups.

Work study
-

Work study
Sets the
standard

Wants low smv

CEO
Sales
Accounts
costing

Wants high SMV

Quality
Production
Supervisors
workers
0%

Work study
Work Study

Method Study

Method improvement

Work measurement

Time standard

GSD

Definition:

GSD is a technique for methods analysis and the

setting of time standards for the sewn products
industries.
GSD was developed using MTM core data, to
provide a consistent, accurate and easy to
understand, easy to communicate, methods
analysis and time standards determination
technique. It was designed specifically for the
sewn products industries, and was researched
and developed within these industries.
The final system consists of 36 items of data in 7
categories with simple retrieval codes for ease of
application and understanding. Each data has a
constant TMU value. There is also a system of
sewing code derivation within the system and
sewing formulae to facilitate the calculation of
machine time.

MTM Core Data

Researchers from the UK MTM

association and methods
workshop, now GSD (corporate)
limited, developed a new PMTS
called MTM core data.
Definition: MTM core data is a
flexible, multilevel, predetermined
motion time system that can be
entered at any level in order to
achieve the level of accuracy
required by the user.

Get and Put data

GET
Reach

Grasp

PUT
Move - Locate -

Release

Data System Concept

1. Obtain part or parts and match

2. Pre-form and/or put parts(s) to
machine foot.
Sew parts together with
alignments/adjustments and/or the
addition of parts between sewing
bursts.
4. trimming of threads or detaching
work from the machine
5. putting parts aside.

The main uses of the GSD

system

Costing designs
Line Balancing
Investment Appraisal
Pre-production Planning
Time Standards
Operator Training
Methods rationalisation

GSD

GSD also used in the

calculation of
Payment

and reward systems

KPI monitors
Unit costs

The advantages of the GSD

approach to method and time
study

Methods sensitive
Your own specification
Consistent
Accurate
Transferable between location
Trace ability
Predictive
Easy to communicate
Eliminates the need for performance rating
Easy to understand
Designed specifically to the sewn products
industries.