A

MICRO PROJECT REPORT

On

“Work Measurement”
Submitted By

Roll No. Name of Students

415 PRATIK SATTPPA KAMBLE

416 YASH ISHWAR PATEL

UNDER THE GUIDANCE OF

Mr. T. S. Hingmire

DEPARTMENT OF MECHANICAL ENGINEERING

SANJAY GHODAWAT POLYTECHNIC, ATIGRE
ACADEMIC YEAR: 2020-21(Semester-6)
 Certificate
This is to certify that the Micro project work entitled

“Work Measurement”
Has been successfully completed by

Roll No. Name of Students

PRATIK SATTPPA KAMBLE

415
416 YASH ISHAWAR PATEL

In fulfilment for the

Diploma in Mechanical Engineering
Maharashtra State Board of Technical Education
During the academic year 2020-21(Semester-6) Under
the guidance of
Mr. T. S. Hingmire Mr P. M. Patil
Project Guide H.O.D
Mr. V.V.Giri
Principal

DEPARTMENT OF MECHANICAL ENGINEERING

 ACKNOWLEDGEMENT
During the selection of topic entitled as “Work Measurement” the help we
received from our professors, family, and friends is invaluable and we are forever
indebted to them.
We would first like to express our gratitude to our Principal Prof. V. V. Giri
Our HOD Mr. P. M. Patil . and our Project Guide Mr.T. S. Hingmire for their
immense support, suggestion, encouragement and interest in our micro project work.
Without their invaluable suggestions our project selection would be incomplete.

Last but not least, we would like to thank our friends, parents and group
members for their belief and patience in our endeavour.

Name of Students
Roll No.
415 PRATIK SATTPPA KAMBLE

416 YASH ISHWAR PATEL

Date:- Place:-

Atigre

Academic Year 2020-21(Semester-6)

 Abstract
The majority of mass production assembly industries use work measurement
approaches to design and improve the assembly of components and also to achieve
synchronized and smooth production. Even in the modern mass production assembly
systems, manual assembly is still a significant part of the work and cost. Work
measurement methods have applications in manufacturing (e.g., manual assembly
line systems, machining, and sewing), operations, service industries, education, and
construction managements. In service industries work measurement is applied to
customer service representatives, technical support specialists, banking tellers,
banking specialists, cleaning services, restaurants, butcher shops, and delivery
services. The following areas are closely related to work measurement: - Assembly
systems design and line balancing - Quality control and total quality improvement -
System productivity and efficiency
 INDEX
SR. CHAPTER NAME SMART PAGE
NO. NO.

1. INTRODUCTION 1, 2

2. WORK MEASUREMENT BASIC 3, 4

STEPS

3. TECHNIQUES OF WORK 5
MEASUREMENTS

4. ADVANTAGES OF 6
TIME STUDY
5 ADVANTAGES OF TIME STUDY 7, 8

6
ALLOWANCES 9, 10, 11

7 NUMERICAL PROBLEMS ON 12, 13, 14

STANDARD TIME
8 15
CONLUSION

9 16
REFERENCES
1.0 INTRODUCTION

Work measurement is concerned with the determination of the amount of time required to perform
a unit of work. Work measurement is very important for promoting productivity of an organization.
It enables management to compare alternate methods and also to do initial staffing. Work
measurement provides basis for proper planning. Since it is concerned with the measurement of time
it is also called ‘Time Study’. The exact examination of time is very essential for correct pricing. To
find the correct manufacturing time for a product, time study is performed. To give competitive
quotations, estimation of accurate labour cost is very essential. It becomes a basis for wage and
salary administration and devising incentive schemes.Work measurement has been defined by
British Standard Institution as, “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”. This time is called
standard or allowed time. Time study may also be defined as “the art of observing and recording the
time required to do each detailed element of an industrial operation”. There is a widespread concern
amongst the public about inefficiency in public systems management. As organisations grow in size
and complexity, they become difficult to manage. In most of the organisations, tasks are performed
by hit and trial methods, i.e., without any yardstick to measure the individual and collective
performance. The measurement of human work has always been a problem for management since
the days of Taylor’s ‘scientific management’. The plans for the provision of goods or services at a
predetermined cost are often dependent on the accuracy with which the amount and type of human
work involved can be forecast and organised. While, it has been a common practice to make
estimates and set targets based on past experience, these too frequently prove a rough and
unsatisfactory guide. Without measurement, the organisation operates in vacuum with hardly any
basis for comparison or control. Hence work measurement is an effective tool to facilitate these
activities. In this Unit, the basics of work measurement
2.0 WORK MESURMENT BASIS STEP

Fig. 2.0 work measurement steps

2.0.1 Uses of Work Measurement:

1. Wok measurement is used in planning work and in drawing out schedules.

2. Wok measurement is used to determine standard costs.

3. Wok measurement is used as an aid in preparing budgets.

4. It is used in balancing production lines for new products.

5. Wok measurement is used in determining machine effectiveness.

6. To determine time standards to be used as a basis for labour cost control.

3.0 TECHNIQUES OF WORK MEASUREMENT:
• TIME STUDY

Time study is defined as “the art of Observing and recording the time required to do
each detailed element of an industrial operation”.

Steps Of Time Study

Fig. 5.0 steps in time study

4.0 ADVANTAGES OF TIME STUDY:
The advantages of time study are the applications to which time standards are put.
Generally they are required (a) to plan future production and (b) to evaluate
performance of workers or of the production system as a whole.

A) To plan future production they are required for:

a. Estimation of equipment or machinery requirements.

b. Estimation of production cost per unit in order to determine/fix selling price.

c. Estimating manpower requirements.

B) Time standards help in evaluation of performance as in following cases:

a. The evaluation of productivity of various workstations.

b. The development of individual or group incentive schemes for above average

performance.
LIMITATIONS OF TIME STUDY:
The followings are the limitations of time study as a technique of setting
production standards:
a. Standards cannot be established by this technique on jobs which are not
well defined.
b. In situations where it is difficult to define quality precisely standards and
production incentives may cause deterioration in quality levels.
c. It is not possible to maintain standards where piece rate system of wage
payment exists.
d. Labour unions may oppose the application of time study where they are
strong.
e. Time study is applicable only where the work is visible. So it can be
applied only in manual job and not for thinking portions of the job.
Normal Time

Normal time is defined as the time required by a trained worker to perform a task at
normal pace Normal or basic time is obtained by multiplying basic time by the rating
factor Considering the scale of rating as 0 to 100, the rating factor is decided by the
work study analyst he feels that if the element of the task is being performed with less
effective speed then he will give a rating factor of less than 100 or if he feels that the
effective rate of working is above the standard, he may give the rating factor above
100 (eg 110, 105). The rating factor is always expressed in percentage.

Standard Time

Time Standard time is defined as the time required by a qualified worker, working at
a standard pace to complete the given task (operation). l Standard time is calculated
for a complete task and not for each individual element of the task. When allowances
are added to the normal time, standard time is obtained. Rating

Basic time = Observed time x Rating /Standard rating

Allowances = % of Basic time

Standard time = Basic time + Allowances

 Computation Of Standards Time

Standard time is the time allowed to an operator to carry out the specified task under
specified conditions and defined level of performance. The various allowances are
added to the normal time as applicable to get the standard time as shown in Fig. 5.0

Standard time may be defined as the amount of time required to complete a unit of
work:

• under existing working conditions,

• using the specified method and machinery,
• by an operator, able to the work in a proper manner , and
• at a standard pace.
5.0 ALLOWANCES

Allowances The normal time for an operation does not contain any allowances for the
worker. It is impossible to work throughout the day even though the most practicable,
effective method has been developed. Even under the best working method situation,
the job will still demand the expenditure of human effort and some allowance must
therefore be made for recovery from fatigue and for relaxation Allowances must also
be made to enable the worker to attend to his personal needs. The allowances are
categorized as:

1.1. Relaxation Allowance

Elaxatioln allowances are calculated so as to allow the worker to recover from fatigue.
Relaxation allowance is an addition to the basic time intended to provide the worker
with the opportunity to recover from the physiological and psychological effects of
carrying out specified work under specified conditions and to allow attention to
personal needs. The amount of allowance will depend on the nature of the job.

Relaxation allowances are of two types:

fixed allowances and variable allowances. Fixed allowances constitute
• Personal needs allowance: It is intended to compensate the operator for the
time necessary to leave the workplace to attend to personal needs like drinking
water, smoking, washing hands. Women require longer personal allowance
than men. A fair personal allowance is 5% for men, and 7% for women.
• Allowances for basic fatigue: This allowance is given to compensate for
energy expended during working. A common figure considered as allowance
is 4% of the basic time.
2 Variable Allowance
Variable allowance is allowed to an operator who is working under poor
environmental conditions that cannot be improved, added stress and strain in
performing the job. The variable fatigue allowance is added to the fixed allowance to
an operator who is engaged on medium and heavy work and working under abnormal
conditions. The amount of variable fatigue allowance varies from organization to
organization

3 Interference Allowance
It is an allowance of time included into the work content of the job to compensate the
operator for the unavoidable loss of production due to simultaneous stoppage of two
or more machines being operated by him. This allowance is applicable for machine
or process controlled jobs. Work study (time and motion study) 197 Interference
allowance varies in proportion to the number of machines assigned to the operator.
The interference of the machine increases the work content.

4. Contingency Allowance

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. This allowance provides for small unavoidable delays as well as for
occasional minor extra work:

Some of the examples calling for contingency allowance are:

• Tool breakage involving removal of tool from the holder and all other activities
to insert new tool into the tool holder Power failures of small duration
• Obtaining the necessary tools and gauges from central tool store. Contingency
allowance should not exceed 5%.
 5. Policy Allowance

Policy allowances are not the genuine part of the time study and should be used with
utmost care and only in clearly defined circumstances.

The usual reason for making the policy allowance is to line up standard times with
requirements of wage agreement between employers and trade unions.
6.0 NUMERICAL PROBLEMS ON STANDARD TIME

Problem 1.

In an eight hour day, it was found that the normal time was only 400 minutes,
Assuming that the remaining time is meant for rest and personal needs etc.
Determine the standard time per article if the normal time per article is 1.5
minutes. Also find the number of articles produced per day.

Solution: Normal time per article = 1.5 minutes

Allowances = 480 - 400 = 80 minutes

80% Allowances = 400 x 100 = 20% of normal time

Therefore standard time per article = 1.5 +1.5 x 100 = 1.8 minutes Number

of articles produced per day = 1.8 = 266

Problem 2.

Average time of performing machining operation is 5 minutes. Calculate the

standard time for the operation if the rating is 90% and the allowances are
10%.

Solution:

Given: Observed (average) time = 5 minutes.

Rating = 90%

Allowances = 10% of basic time

To find: Standard time.

(a) Basic time for the Operation = Observed time x Standard rating Rating 90 =
5=
4.5 minutes * 100

(b) 10 Allowances = 10% of basic time = 100 * 4.5 = 0.45 minutes (c) Standard
time = Basic time + Allowances = 4.5+ 0.45 = 4.95 minutes

Problem 3.

The workmen in an engineering company are expected to work for 400 minutes
in a shift of 8 hours. The remaining time is meant for rest and personal needs
etc. (a) Determine the standard time per piece of a job whose normal time is 2
minutes. (b) Calculate the number of pieces to be produced per day.

Solution: (a) Standard time per piece:

Normal time per piece = 2.0 minutes

Allowance in a shift of 8 hours = 480 - 400 = 80 minutes

80% Allowance = 400 * 100 = 20% of normal time

Standard time per piece = 2.00 + 100 x 200 = 2.40 minutes

b) Quantity to be produced per day:

Time available for the day = 8 hours Standard time per piece = 2.40

minutes Quantity to be produced per day = 480 / 200 = 200

minutes
CONCLUSION

The effectiveness of public systems management is dependent to a great extent on the

satisfactory performance of human resources. There is a need to develop yardsticks to
determine human effort, which facilitate the planning of operations, staffing, control
and suitable incentive mechanisms. This involves determining the time needed for
carrying out functions at a level of performance. This facilitates accountability for the
performance of assigned tasks.
REFERENCES

• Chadha, Narender K, 2000, Human Resource Management Issues Case Studies

and Exercises, Shri Sai Printographers, Delhi.
• Gary Desiber, Human Resource Management, Seventh Edition, Prentice Hall,
New
Delhi.
• Ghosh P, Personnel Administration in India, 1993, New Delhi, Sudha
Publications, New Delhi.
• Goel S.L. and Shalini Rajneesh, 2002, Management Techniques Principles and
Practices, Deep & Deep, New Delhi.
• Goel S.L. and Shalini Rajneesh, Public Personnel Administration, 2003, Deep
and Deep, New Delhi.