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MAPÚA UNIVERSITY
School of Industrial Engineering & Engineering Management

“APPLICATION OF WORK STUDY AND MEASUREMENT:

TICKETING SYSTEM OF LIGHT RAIL TRANSIT
AUTHORITY IN EDSA STATION”

IE133P – METHODS ENGINEERING

Submitted to:

Prof. Jena Yandug

Submitted by:

BAGADIONG, Marie Angelika T.

COSTALES, Mae Erika D.

GATCHALIAN, Pauline C.
RAVINA, Ma, Cathyrine F.

As partial fulfilment of the requirement of

METHODS ENGINEERING
(IE133P)

2nd Quarter SY 2019 - 2020

 Introduction

A. Background of the Study

A.1. Company Profile

The Light Rail Transit Authority is recognized as the premiere rail transit in the

country providing reliable, efficient, dependable, and environment-friendly mass rail services to all

residents of Metro Manila. LRTA is a wholly owned government corporation created on July 12, 1980

under Executive Order (EO) No. 603, as amended by EO No. 830 dated September 1982, and EO No.

210 dated July 7, 1987. The LRTA is primarily responsible for the construction, operation,

maintenance and/or lease of light rail transit systems in the Philippines.

A pioneer of the industry since 1984, LRTA has become the country's prime mover in the rail

transport sector serving the needs of millions of Filipinos by exploring avenues where the LRT system

could continuously provide efficient transport services while promoting economy and efficiency of

operations. LRTA caters LRT Line 1 (Baclaran Station to Monumento Station) and LRT Line 2

(Santolan Station to C.M Recto Station).

A.2. Present System

Figure 1: Present System Flow Chart

 A.3. Background of the Problem

LRT is considered one of the most important means of mass transportation in Metro

Manila as it intertwines the northern and southern part of the region. It is crucial that it is efficient as it

brings comfort and convenience to the commuters. The researchers have selected EDSA Station as the

area of study since it is a junction between LRT Line 1 and MRT-Line 3. In comparison with other rail

stations, EDSA Station is far more concentrated with commuters going from one place to another.

With an inefficient system in place, this station experiences several episodes of prolonged queues

which are detrimental to the commuters. There are several key factors that demonstrates queue

inefficiency.

After passing through security checks with the use of X-ray scanners, commuters either have

to purchase a new single ticket or reload their electronic tickets in the designated payment windows.

However, not all payment windows are operational during peak hours, thus resulting in bottlenecking

on the ticketing process. Another factor that prolongs queues is the lack of information in regards to

destination and fares. With no dedicated information booths, commuters tend to ask clerks of the

payment windows relevant information regarding their trip, thus delaying other commuters waiting in

line. Furthermore, another factor that shows queue inefficiency is senior citizen ticketing. Although

senior citizens are encouraged to queue to the window designated for them, some tend to continue

lining up at the regular payment windows which then causes further delay for other commuters in the

queue.

This study focused on the standard duration of time every commuters need to purchase a

Single Journey Ticket (SJT) from the ticket booth. The process includes lining up in queue until the

completion of the transaction. In addition, the researchers also determined the major contributor of

prolonged queuing using Pareto Chart in order to address bottlenecking in the ticketing process.
 A.4. Problem Statement

This study aims to identify possible solutions to Light Rail Transit queue inefficiency.

The commuters that is utilizing Light Rail Transit as part of their transportation routine is expanding

and can be seen during rush hour. This leads to longer queue in the ticketing booth.

A.5. Objectives of the Study

1. To look into the problems causing the delay of transaction in securing a

single journey ticket to the passenger.

2. To improve the ticket processing for faster transaction.

3. To attain better systematic procedures to reduce delay of transaction.

4. To resolve issues that causes set back of ticket processing.

5. To obtain what mostly are the problems by using pareto analysis.

 B. Analysis of the Problem

B.1. Explanatory Tool

The researchers used Pareto Chart analysis to fully determine which among

the problems contribute to the long queueing on ticket booths. The following data were gathered on

weekdays between 5:00 p.m to 6:00 p.m. Moreover, the researchers observed a total of 400

commuters for the Pareto Analysis to determine the major contributor for long queuing in ticket

purchasing at LRT EDSA Station.

Non-conformities Data Cumulative Cumulative %

Customers asking for 82 82 27.89%

directions on the teller

Customers didn’t gave 71 153 52.04%

an exact amount

Customers purchasing 67 220 74.83%

more than 1 ticket

Difficulty in hearing 42 262 89.12%

the teller and the
customer

Senior citizens filling- 18 280 95.24%

up the form

Technical Difficulties 14 294 100%

(Ticket is not
activated)
 Table 1: Pareto Chart

In the course of the observation period, the researchers cited several

nonconformities. For instance, technical difficulties were observed due to a number of

inactivated tickets, prompting the commuters to return to the clerk of the payment window for

reactivation. The researchers observed that some senior citizens were not queuing on their

designated window for it was closed. To initiate transactions, senior citizens were required to

present their senior citizen identification card and then complete a form in order to avail a

discount on their ticket.

Another nonconformity that was observed by the researchers was difficulty in

communication. Due to the environmental noise attributed to the commuters and the incoming

trains, the commuter in transaction and the clerk at the payment window have difficulty in

communicating with each other. Researchers have also observed that other commuters

purchase multiple single journey ticket for their companions. Furthermore, most of the

commuters were asking the clerk of the payment window for directions of their trip, which is

detrimental to others within the queue. Finally, some commuters were not paying the exact

amount needed for their tickets, thus the clerk consumes additional time for the preparation of

monetary change.

Using the Pareto Chart Analysis, it shows that commuters with inexact amount of

payment, destination querying and multiple single use ticket purchasing contributes greatly in

the long queues in ticket booths.

B.2. Present Flow Process Chart

No. Event Description Symbols Time Distance Remarks

1 Go to the ticket booth 5.2 s 6m The distance
depends from
which you
enter from.

2 Wait in line 323.2 s Rush hour

have longer
queues

3 State destination and 5. 22 s -

quantity of ticket

4 Ask for ticket price 3.42 s -

5 Wait for ticket load 2. 13 s -

6 Give payment 1.89 s -

7 Get ticket 1.21 s -

8 Wait for change 3.12 s -

9 Get change 1.32 s -

Table 2: Present Flow Process Chart

B.3 Improved Flow Process Chart

No. Event Description Symbols Time Distance Remarks

1 Go to the ticket booth 5.2 s 6m The distance

depends from
which you
enter from.

2 Wait in line 120 s Displayed

infographics
will lessen
the waiting
time
 3 State destination and 5. 22 s -
quantity of ticket

4 Wait for ticket load 2. 13 s -

5 Give payment 1.89 s - Given that

the customer
will fall in
line on exact
fare

6 Get ticket 1.21 s -

Summary:

Event: Present: Improved: Difference:

Operation 5 3 2
Transportation 1 1 0
Inspection 0 0 0
Delay 1 1 0
Storage 0 0 0
TOTAL 7 5 2

C. Recommendation

C.1. Breakdown of Operations into Elements

1. Go to ticket selling area

2. Line up to the booth according to the preference (Senior citizen lane, Single

Journey, reloading of stored value card)

3. Prepare the needed fare

4. Say the destination and quantity of ticket

5. Give the fare

6. Wait for the ticket to be given

7. Get the ticket

8. Step aside to count the change

 C.2 Computation of number of cycles

The researchers conducted an initial of ten observations for the direct time study.

Elements 1 2 3 4 5 6 7 8 9 10
Go to ticket selling area 3.5s 3.2s 4.5s 6.3s 8.2s 4.1s 3.5s 5.3s 3.1s 6.1s
Line up to the booth according to 192s 176s 252s 156s 168s 142s 194s 155s 121s 131s
the preference (Senior citizen lane,
Single Journey, reloading of
stored value card)
Prepare the needed fare 3.1s 2.7s 2.2s 5.3s 2.3s 1.9s 3.3s 3.7s 2.6s 3.2s
Say the destination and quantity of 5.2s 6.3s 4.8s 3.2s 3.6s 3.3s 5.1s 2.1s 3.2s 3.3s
ticket
Give the fare 0.93s 0.97s 0.84s 1.13s 0.93s 1.44s 1.12 2.11s 0.88 0.92

s s s
Wait for the ticket to be given 2.5s 2.7s 4.4s 3.2s 2.1s 1.97s 2.6s 2.4s 2.7s 2.9s
Get the ticket and Step aside to 2.1s 4.3s 3.3s 5.1s 4.2s 2.2s 3.1s 3.6s 1.6s 2.7s
count the change

To compute for the number of cycles:

Where,

z represents the z-value of the confidence level

s represents standard deviation

a represents error

x ̅ represents the arithmetic mean

From the ten initial observations, the computed mean and standard deviation

are below. The researchers utilized 90% confidence level (z = 1.65) and a maximum

error of ± 5 percent of the true mean. The resulted required number of observations

are also on the table,

 Elements x ̅ s n
Go to ticket selling 4.8s 1.67 131
area
Line up to the 168.7 37.91 55
booth according to
the preference
(Senior citizen lane,
Single Journey,
reloading of stored
value card)
Prepare the needed 3.03 0.97 112
fare
Say the destination 4.01 1.27 110
and quantity of
ticket
Give the fare 1.13 0.39 130
Wait for the ticket 2.75 0.68 67
to be given
Get the ticket and 3.22 1.11 130
Step aside to count
the change

C.3 Westing House Rating Factor

To assess the performance of the worker/operator, the Westinghouse Rating Factor

was used. The researchers evaluated the skill, effort and consistency as well as the condition

of the whole setup.

Elements Skills Effort Condition Consistency Total

Go to ticket B1 +0.11 B2 +0.08 B +0.0 B +0.03 +0.26
selling area
4
Line up to C1 +0.06 C1 +0.05 C +0.0 C +0.01 +0.14
the booth
according 2
to the
preference
(Senior
citizen
lane, Single
Journey,
reloading
of stored
value card)
Prepare the C1 +0.06 C1 +0.05 C +0.0 C +0.01 +0.14
needed fare
2
Say the B2 +0.08 B2 +0.08 B +0.0 B +0.03 +0.23
destination
and 4
quantity of
ticket
Give the B1 +0.11 B2 +0.08 B +0.0 B +0.03 +0.26
fare
4
Wait for B2 +0.08 B2 +0.08 C +0.0 B +0.03 +0.21
the ticket to
be given 2
Get the B2 +0.08 B2 +0.08 B +0.0 B +0.03 +0.23
ticket and
Step aside 4
to count the
change
AVERAGE 0.21

Performance Rating = (1+0.21) x 100% = 121%

C.4 Allowance Table

The computation for the standard time would not be complete without the allowance

factor. This is important to inflate the value of the standard time due to several reasons why the

operator loses time. Using the ILO recommended allowances and with the help of the operator, the

researchers were able to gather all the allowances needed for the task.

Constant Allowances
Personal Allowance 5%
Delay Allowance 3%
Basic Fatigue Allowance 4%
Total: 12%

C.5 Standard Time

Normal Time = Observed Time x Performance Rating

Standard Time = Normal Time x Allowance Factor

Average Observed Time 266.01 s

Performance Rating 120%
Normal Time 319.22s
Allowance Factor 12%
Standard Time 357.5 s

D. Conclusion
 Light Rail Transit is indeed one of the most important means of mass transportation in the

Philippines. Therefore, it should be convenient to the commuters. Long queue in the ticketing

booth is one of the bottlenecks that should be addressed by the assigned committee. The

researchers suggest that putting infographics about the fare and destinations will help greatly

in diminishing the commuters who asked queries on the clerks. Also, the infographics should

be perceivable so that every commuter can be aware of the information. Moreover,

designating lanes can be a great help in differentiating the needs of the commuters.

Lastly, discipline is the most important tool in systematizing a system. Without it, there

will still be disarray even though you have an excellent process.

E. Photos of the group