mg2066

Managing Efficiency,
Processes &
Productivity

Chris Jarvis 1
 mg2066

Work Study

 generic term for management services and

system engineering techniques, used to
investigate
 methods of performing work (method study) and
improve its efficiency and economy
 the time taken to do it (work measurement) with a view
to rationalization, routinisation, utilisation, cost and
incentive improvement
 the worker-work system-technology relationship:
how this is best designed and improved
(ergonomics and the human-machine-information
interfaces)

Chris Jarvis 2
 mg2066

Productivity

 a measure of performance.
 broadly a ratio of output to input, i.e. comparing amount
produced (output) with resources used (input)
 materials,
combination
machinery, labour, capital, energy --- a

 What
in
improvements have there been over the last 50 years

 construction productivity
 payroll processing
 Car servicing
 banking
 How do we evaluate productivity levels and identify areas
for improvement?

Chris Jarvis 3
 mg2066

A work study curriculum - 1

 historical development & commitments of Work Study

 basic concepts, objectives and procedures
 Method Study approaches and tools of Method Analyst
 Flow Diagrams & Process Charts etc
 Critical questioning techniques
 Work Measurement and calculating times for Jobs
 Defining job elements & calculating
 performance rating and standard/basic times
 Determining allowances: fatigue, unavoidable & avoidable delays,
extra allowances
 various incentive plans
Chris Jarvis 4
 mg2066

A work study curriculum - 2

 examining worker-machine relationships


workload & line balancing & staff/machine inefficiencies
 material handling, human controls, tools and devices
 Workstation layout & design (EU work-station directive)
 Occupation Health & Safety:signals, reaction times, eyes, backs,
RSI safety criteria, preventing accidents
 Ergonomics & human-machine-environment interfaces

use of visual displays for dynamic information
 Designing for: lighting systems, industrial noise, thermal controls,
vibration etc
 Systems analysis the human-machine information system

data capture and processing
 design of the user interface
 Business process re-engineering (BPR)
Chris Jarvis 5
 mg2066

System relationships

Process Engineer workflows

analysis
Design work station &
information arrangements

Method Plant
Jobs study layout

Work Time
breakdowns study

standard Incentive
times rewards
Chris Jarvis 6
 mg2066

Nature of the Theory

 organised common sense, human ingenuity &

creation of tools
 o f n s
functional and
t i on
assumed to be
a
neutral/unemotional
e
 critical questioning
a r a m
& taking nothing
m
for granted
 Se er fr
focus on pefficiencies, o
utilisation and costs
 predictability kand control t i o n
o r u c over quality
w use r(utilisation)
 maximise o d of compliant labour &
f
capital - unitp costing
o& economic man vs. social/sentient
 machine

Chris Jarvis 7
 mg2066

Opposition to Work Study

 All work is different -

i s
idiographic vs/ nomothetic
h a t k
 Large W o r
o ?
firm/employer and large
o f w
engineered systems
i s s only
ce d
 Work study t h
is obsolete
e n o r l
I s
 It is exploitative i d
ofvworkers e w
e e th
th been yandinnever u
 Itwillhasbenever
acceptedd
u o
st y
here
d
o u n
ar
Chris Jarvis 8
 mg2066

Pioneers of efficiency measurement & systems

 Gunpowder manufacture
 Chinese ceramics industry
 Adam Smith observations of French - pin making
 Pioneers of agrarian and industrial revolutions
 Abraham Derby & Josiah Wedgwood
 Madame Guillotine, Springfield Rifle
 F W Taylor at Bethlehem Steel work
 Henry Gantt
 FrankTimeandandLillian Gilbreth
 motion study
 Charles Bedaux

Work measurement

Chris Jarvis 9
 mg2066

Methods, times and systems for performance

improve methods - get it right:

 Method study
 O & M & Ergonomics
 Industrial & systems
engineering
define & maintain work standards
work
incentive schemes e.g. piece
& measured day work
systems
human-computer interface &
analysis & design
substitution
rationalisation, automation &
of machine
technologies for people
Braverman and de-skilling in
the labour process
Chris Jarvis 10
 mg2066

Method study

 Select job/process to be examined &

observe current performance
 high process cost, bottlenecks, tortuous
route, low productivity, erratic quality
 Record & document facts -

s
activities performed
r e r

e s
operators involved - how etc
c g ? t fo

r o r
equipment and tools used
e i n en
P
 components & necessity i n e
materials processed or moved
s s m
apply critical
n g
examination -
e
challenge
s s
job

sequence,e
(purpose, place,
method).
k a
 develop
proposals R
i
alternatives ?
methods & present

f e t y

 Install, monitor s
document as base
a for new work system
(slippage) & maintain

Chris Jarvis 11
 mg2066

ASME Symbols and Process Charting

Operation

Move

Delay

Store

Inspect/
process

Decision
Chris Jarvis 12
 mg2066

Traditional O&M critical examination questions

 Purpose

What, Why, What else might &

 Place
Should be done ?
 aactivity
asound
soundreason
activity
reasonfor
forevery
every


 nono
Where, Why, Where else & Where
should it be done ? assumptionsso
assumptions so

 Sequence double check

double check

When, Why then, When else could
& When should ?  quality,
quality,safety
mustnot
must
safetyand
andhealth
notcompromised
health
compromised
 People

Who, Why, Who else might &
should do it?
 Method

How, Why, How else could, How
else should

Chris Jarvis 13
 mg2066

Other types of process modelling

multiple activity charts

string diagrams
3-dimensional models
recording methods - video,etc
computer-based modeling

Chris Jarvis 14
 mg2066

Measuring Work

 Why define/measure work?  Toyota

ToyotaAvensis
service
Avensis10000
10000mile
mile
 standard, reliable methods service
 control performance & quality  MOT
MOTtesting
testing
 obtain predictability  Service
Servicetimes
times&&queue
queue
management
management
 defined labour costs &
performance  Banks
Banks
 set pay rates & provide data  Airline
Airlinecheck-in
check-in
for effort-reward relationship  Call
Callcentres
centres
 Why set standard times  Out-sourcing
Out-sourcing&&service
levelagreements
agreements
service
 assumptions about competent, level
motivated workers  Work-load
Work-loadbalancing
balancing
 be clear about "allowances" &  Work
Workrelated
relatedbonuses
bonuses
fatigue

Chris Jarvis 15
 mg2066

Work Measurement

 techniques to establish the time for a qualified,

motivated worker to carry out a task at a defined
rate of working.
 time Study:
 establish standard times - management knowledge
 rate operator performance - criteria for appraisal
 gather information to calculate production capabilities &
data for capacity planning.
 define/cost work content of finished goods and services
e.g. for charging & estimating

Chris Jarvis 16
 mg2066

A Time Study

 select job & identify the work tasks

 check the method - is it efficient/agreed?
 start a Time Study sheet & break work task into "units"
 several
measure
times with a stop watch & for a sample of workers, time

 completion times for each unit of work in the job sequence

 average for each worker
 determine & apply worker effort rating for each worker (BSI scale)
 Apply fatigue, personal & other allowances
 From the observation data (worker average times) calculate
standard time for the task
 Assumes: set sequence, routine work cycle (all workers), little
discretion, 100% effort rating - trained/qualified,
motivated/committed, working at normal pace & not fatigued
 Fix standard time and enter into measured work manual/database

Chris Jarvis 17
 mg2066

Example standard time calculation

Element Basic time Relaxation % Effort % Standard time

1 2.50 +10% 110% 3.03

2 4.80 + 5% 110% 5.81

3 3.60 + 15% 110% 4.55

Standard time Total 13.39 minutes

Chris Jarvis 18
 mg2066

Incentive Schemes

 What are incentives?

 Effort-reward relationships  costsavings
cost savings??
 Economic orientation &  economyof
economy ofoperation
operation??
motivation  easilyunderstood
easily understood??
 Time rates of pay &  maintainsafety
maintain safetystandards
standards??
assumptions/requirements  equitabletotoall
all??
equitable
 Piecework
 controland
control andimprove
improve
 Measured day work effectiveness&&standards
effectiveness standards??
 Group Schemes  common
commongoalgoal??
 Incentive scheme problems
 Criticism and prevalence
Chris Jarvis 19
 mg2066

Process Analysis and BPR

t e d
s e n
Management services & business process re-engineering

 p r e e n t
e
how work is done & data for planning, staffing & control functions.
 manufacturing, office,
applied across a
l y
wide r
range
o p m
of industrial/commercial
n -
activity:

e a r IT and IS ve
l
service industries,
o
facilities layout,
f
materials
l
handling, logistics,
C components
 processes/transformations,d e & interrelationships
n o
Identify process
t h e i o
rules,toutputs,
p
(inputs,
interfaces
 break i n
down
d
the process into
breakdown structure)a
o its
t e r
logical sub processes (work

 map usingand omp

u

e c
process flow charts etc
 describe the
l i n
business process
s
& jobs at sub process levels
m intervention,
document for: capacity
s e
 orientation, inspection), toperator
planning, quality (zero defects & process

accounting/cost, y maintenance, JIT purposes

splanned
safety,

Chris Jarvis 20
 mg2066

From Work Study to

Systems Analysis and Design
Human
activity

Information
modelling Analysis
& design
Socio-tech

Keep
Our focus
in mind

Chris Jarvis 21
 mg2066

Analysis, Design, Build Projects

Business
Business New system
Situation
Situation&& • Add modules
Information Contribution/VfM?
Information • Review
Processing
Processing performance
Requirement
Requirement • Devel. Team
Accept
Continuity contracts dispersed
Feasibility • Maintenance
• Technological
• Financial
BSOs, TSOs Design
• Organisational
Requirements Specification
Analysis Design Build & test Implement
• data flows • databases • databases • Fine-tune
• d-structures • programs • programs • Conversion
• events • HCI • HCI • Training
• Hardware • Hardware • Cut-over
• security

Prototyping
Chris Jarvis 22
 mg2066

System Development Costs

Chris Jarvis 23
 mg2066

Modelling the Information System

Our 'model' of the information system

Requirements
• information processing
functions
• data to store
Input Data Output
- triggers items to activities
activities which use the
processed
information

Chris Jarvis 24
 mg2066

Data Flow Modelling (DFDs)

 Data flows across the system boundary & within the system
 Processes (functions that process data)
 Data stores
 Sources/sinks (external entities)
 Functional decomposition (levels & modularisation)
 Do not show
 Time (when things happen & sequence)
 Decisions (see process specification)
 System boundary
 Diagrams - better than narrative
 CASE tools to draw and record details
Chris Jarvis 25
 mg2066

Context DFD - Level 0

Chris Jarvis 26
 mg2066

Level 1 DFD

Chris Jarvis 27
 mg2066

DFDs - Levelling

Consistency of data
flows between
levels.

Are the diagrams

Chris Jarvis
consistent? 28
 mg2066

Logical Data Modelling

 data captured by the system

 Analyse the data entities, attributes and relationships

Entities
things (physical or conceptual) of interest that the system needs
to store information about.
 Attributes
The data items stored in each occurrence of an entity
 Relationships
how the data in one entity may be related (for functional purposes)
to another)
 Create database schema for developers and DB managers

system processes use the data - jobs, calculations, reports
 maintain the access rules, security and integrity of the data

Chris Jarvis 29
 mg2066

Events acting on data

applies
interviewed
final accept/reject

enrols/pays

assessed
graduates
leaves
Identify all processes
•Map against the LDM
•Data updates
•Referential integrity & validation
•Menus, screens, reports
Chris Jarvis 30
 mg2066

Example: Dabbs plc

 Customers place sales orders

 A single order may contain several products
 Each customer is in one of 500 areas
 Each customer is serviced by one of 6 depots
 Each customer is allocated a depot depending on their
area location
 All products are stocked at all depots

Chris Jarvis 31
 mg2066

Entity occurrence - 1

 Entity: Footballer
 Occurrence: David Beckham
 Attributes
 DOB, height, weight, position, skills, goals scored, next of kin,
address, salary, contract dates, sending-offs, number of
international caps
 Relationships with
 Games, team sheets, payments, club TV appearances,
insurance policies, contracts, agents, injuries, treatments

Chris Jarvis 32
 mg2066

Entity occurrence - 2

 Entity: Patient
 Occurrence: Chris Woodhead
 Attributes
 Name, age, address, NHS number, allergies, next-of-kin,
{medical conditions}, {treatments}, private health care
 Relationships with
 Treatments, appointments, medical conditions, allergies, GP,
clinics, medical staff, private health payments

Chris Jarvis 33