UNIT 3 – CHARTING AND DIAGRAMMING TECHNIQUES FOR

OPERATIONS ANALYSIS

OVERVIEW
Charting and diagramming techniques are useful for analyzing a work process because
they graphically illustrate and summarize the activities in that process. Pertinent factual
information—such as the production quantity, delivery schedules, operational times, facilities,
machine capacities, special materials, and special tools—may have an important bearing on the
solution of the problem, and such information needs to be recorded. Once the facts are presented
clearly and accurately, they are examined critically, so that the most practical, economical, and
effective method can be defined and installed. This unit discusses the important charting and
diagramming techniques used in methods engineering and operations analysis.

LEARNING OBJECTIVES
At the end of this unit, students are expected to
1. Define methods study
2. Discuss the steps in methods study
3. Understand diagrams and charts used in recording the present method
4. Understand how IE charts and diagrams are used for process improvement
DISCUSSION
Methods Study

A systematic recording of existing and proposed ways of doing in order to simplify the
job. Method study enables the industrial engineer to subject each operation to systematic
analysis. The main purpose of method study is to eliminate the unnecessary operations and to
achieve the best method of performing the operation. Method study is also called methods
engineering or work design. Method study is essentially concerned with finding better ways of
doing things. It adds value and increases the efficiency by eliminating unnecessary operations,
avoidable delays and other forms of waste. The improvement in efficiency is achieved through:
1) improvement of procedures
2) improvement of layout
3) reduction of human fatigue
4) improvement in the use of materials,
machines, and labor
5) improvement in physical workplace
Steps in Methods Study
The basic approach to method
study consists of the following eight steps.
The detailed procedure for conducting the
method study is shown in the following figure.
 Charting and Diagramming Techniques for Operations Analysis

1. SELECT  the work to be studied and define its boundaries. Select the project to be studied –
consider
a) economic considerations –“bottleneck” operations, medical costs, long distances
b) technical considerations –rework, quality issues
c) human factors –medical injuries, repetitive work, worker experiences
d) using exploratory tools –Pareto Analysis, Fishbone Diagram, Gantt Chart
e) using general Job/Worksite Analysis Guide
2. RECORD the relevant facts about the job by direct observation and collect such additional
data as may be needed from appropriate sources.
3. EXAMINE the way the job is being performed and challenge its purpose, place sequence and
method of performance.
4. DEVELOP the most practical, economic and effective method, drawing on the contributions
of those concerned.

Record the present method using a chart.

1) Charts indicating sequence (order) but not time

a) operation (outline) process chart
b) flow process chart
c) two-hand process chart
2) Charts using a time scale (interaction of events shown better)
a) Multiple activity chart (worker-machine chart, gang chart)
b) Simo(simultaneous motion) chart
c) operator process (two-hand process) chart
3) Diagrams indicating movement
a) flow (string) diagram
b) travel chart
c) chronocyclegraph, motion analysis (Vision 3000)

Categories of Charts and Diagrams

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1. Network Diagrams consist of:

 Nodes representing operations, work elements, or other entities
 Arrows connecting the nodes indicating relationships among the nodes
 Direction of work flow between nodes
 Precedence among nodes
 Used to represent
 Work elements in assembly line balancing
 Work activities in CPM and PERT

• Two-way flows (movement of materials):

Maximum number of arrows = n(n -1)
• One-way arrows (precedence):
n(n−1)
Maximum number of arrows =
2
Example: critical path method (CPM) network diagram used in project scheduling

2. Traditional IE Charts and

2.1 Operation Process Chart

The operation process chart shows the chronological sequence of all operations,
inspections, time allowances, and materials used in a manufacturing or business process,
from the arrival of raw material to the packaging of the finished product. The chart
depicts the entrance of all components and subassemblies to the main assembly. Just as a
blueprint displays such design details as fits, tolerances, and specifications, the operation
process chart gives manufacturing and business details at a glance. Two symbols are used
in constructing the operation process chart: a small circle denotes an operation, and a
small square denotes an inspection. An operation takes place when a part being studied is
intentionally transformed or when it is being studied or planned prior to productive work
being performed on it. An inspection takes place when the part is being examined to
determine its conformity to a standard.
Vertical lines indicate the general flow of the process as work is accomplished,
while horizontal lines feeding into the vertical flow lines indicate material, either
purchased or worked on during the process. Parts are shown as entering a vertical line for
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assembly or leaving a vertical line for disassembly. Materials that are disassembled or
extracted are represented by horizontal material lines drawn to the right of the vertical
flow line, while assembly materials are shown as horizontal lines drawn to the left of the
vertical flow line. A typical completed operation process chart illustrating the
manufacture of telephone stands is shown in Figure 3.1.

2.2 Process Charts

In general, the flow process chart contains considerably greater detail than the
operation process chart. Consequently, it is not usually applied to entire assemblies but
rather for each component of an assembly. The flow process chart is especially valuable
in recording nonproduction hidden costs, such as distances traveled, delays, and
temporary storages. Once these nonproduction periods are highlighted analysts can take
steps to minimize them and hence their costs.

In addition to recording operations and inspections, flow process charts show

all the moves and storage delays encountered by an item as it goes through the plant.
Flow process charts therefore need several symbols in addition to the operation and
inspection symbols used in operation process charts. The five symbols (see Figure 3.2)
are the standard set of process chart symbols (ASME, 1974). Several other nonstandard
symbols may sometimes be utilized for clerical or paperwork operations and for
combined operations, as shown in Figure 3.3.

Two types of flowcharts are currently in general use: product or material (see
Figure 3.4, preparation of direct mail advertising) and operative or person (see Figure 3.5,
service personnel inspecting LUX field units). The product chart provides the details of
the events involving a product or a material, and the operative flowchart details how a
person performs an operational sequence.

This tool facilitates the elimination or reduction of the hidden costs of a component.
Since the flowchart clearly shows all transportations, delays, and storages, the information it
provides can lead to a reduction of both the quantity and duration of these elements. Also,
since distances are recorded on the flow process chart, the chart is exceptionally valuable in
showing how the layout of a plant can be improved.

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Figure 3.1: Operation process chart illustrating manufacture of telephone stands.

2.3 Flow Diagram

Although the flow process chart gives most of the pertinent information related to
a manufacturing process, it does not show a pictorial plan of the flow of work.
Sometimes this information is helpful in developing a new method. For example, before a
transportation can be shortened, the analyst needs to see or visualize where room can be
made to add a facility so that the transportation distance can be shortened. Likewise, it is
helpful to visualize potential temporary and permanent storage areas, inspection stations,
and work points. The best way to provide this information is to take an existing drawing

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 Charting and Diagramming Techniques for Operations Analysis

Figure 3.2: The ASME standard set of process chart symbols.

Figure 3.3: Nonstandard process chart symbols.

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 Charting and Diagramming Techniques for Operations Analysis

Figure 3.4: Flow process chart (material) for preparation of direct mail advertising.

of the plant areas involved and then sketch in the flow lines, indicating the movement of
the material from one activity to the next. A pictorial representation of the layout of
floors and buildings, showing the locations of all activities on the flow process chart, is a
flow diagram. When constructing a flow diagram, analysts identify each activity by
symbols and numbers corresponding to those appearing on the flow process chart. The
direction of flow is indicated by placing small arrows periodically along the flow lines.
The flow diagram is a helpful supplement to the flow process chart because it indicates

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 Charting and Diagramming Techniques for Operations Analysis

Figure 3.5: Flow process chart (worker) for field inspection of LUX.

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backtracking and possible traffic congestion areas, and it facilitates developing an ideal
plant layout. Figure 3.6 illustrates a flow diagram made in conjunction with a flow process
chart to improve the production of the Garand (M1) rifle at Springfield Armory.

Figure 3.6: Flow diagram of the old layout of a group of operations on the
Garand rifle.
(Shaded section of plant represents the total floor space needed for the revised layout. This
represented a 40 percent savings in floor space.)

2.4 Activity Charts

Activity charts are listing of activities of one or more subjects (e.g., workers,
machines) plotted against a time scale to indicate graphically how much time is spent on
each activity. These activities are generally repetitive.
Types of activity charts:
1. Right-hand/left-hand activity chart (a.k.a. workplace activity chart)
2. Worker-machine activity chart
3. Gang activity chart (a.k.a. multiworker activity chart)
Instead of using symbols for the work activities, as in the other charts, the
activities are indicated by vertical lines or bars. When bars are used, they are shaded or
colored to indicate the kind of the activity being performed.

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Figure 3.7: Shading formats for activity charts

Activity charts usually have more than one time scale e.g., activity time and cumulative
time (see figure below).

Figure 3.8: Activity chart for a worker performing a repetitive task

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2.4.1 Right-hand/left-hand activity chart

The Left and Right Hand Chart is a process chart in which the activities of
a worker’s hands (or limbs) are recorded in their relationship to one another. It
is a specialized form of process chart because it shows the two hands (and
sometimes the feet) of the operative moving or static in relation to one
another, usually in relation to a time scale. One advantage of incorporating a
time scale in the chart form is that the symbols for what the two hands are
doing at any given moment are brought opposite each other. The two-handed
process chart is generally used for repetitive operations, when one complete
cycle of the work is to be recorded. Right-hand/left-hand activity chart Shows
 contributions of the right and left hands
 balance of the workload between the right and left hands

Figure 3.9: Right/left hand Activity chart for placing pegs on a pegboard
(Note that left hand is used as a work holder)

2.4.2 Worker-machine activity chart

The worker and machine activity chart is used to study, analyze, and improve
one workstation at a time. The chart shows the exact time relationship between
the working cycle of the person and the operating cycle of the machine. These
facts can lead to a fuller utilization of both worker and machine time, and a better
balance of the work cycle. The completed worker and machine process chart
clearly shows the areas in which both idle machine time and idle worker time
occur (see figure 3.10). These areas are generally a good place to start in effecting
improvements. However, the analyst must also compare the cost of the idle
machine with that of the idle worker. It is only when total cost is considered that
the analyst can safely recommend one method over another.

2.4.3 Gang activity chart

The gang process chart is, in a sense, an adaptation of the worker and
machine chart. A worker and machine process chart helps determine the most
economical number of machines one worker can operate. However, several
processes and facilities are of such magnitude that instead of one worker
operating several machines, several workers are needed to operate one machine
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effectively. The gang process chart shows the exact relationship between the idle
and operating cycles of the machine and the idle and operating times per cycle of
the workers who service that machine. This chart reveals the possibilities for
improvement by reducing both idle operator time and idle machine time.

Figure 3.11 illustrates a gang process chart for a process in which a large
number of idle work-hours exist, up to 18.4 h per 8-h shift. The chart also shows
that the company is employing two more operators than are needed. By relocating
some of the controls of the process, the company was able to reassign the
elements of work so that four, rather than six, workers could effectively operate
the extrusion press. A better operation of the same process is shown on the gang
process chart in Figure 3.12. The savings of 16 h per shift was easily developed
through the use of this chart.

Figure 3.10: Worker- machine activity chart for servicing a machine

3. Block diagrams and process maps

Block Diagram is a graphic consisting mostly of blocks and arrows to portray the
relationships among components of a physical system. It is a graphical representation of a
system – it provides a functional view of a system. Block diagrams give us a better
understanding of a system’s functions and help create interconnections within it. Block
diagrams derive their name from the rectangular elements found in this type of diagram.
They are used to describe hardware and software systems as well as to represent
processes. Block diagrams are described and defined according to their function and
structure as well as their relationship with other blocks.
Block diagrams are generally used when the visualization of information or
control flows is important – or when processes are involved. In this way we can represent
complex algorithms or flows of information or communication among individual
components within a large system as with, for example, in a facility designed for mass
production. A graphical representation is often easier to understand than a textual
representation. An example of a block diagram is shown in figure 3.13.

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 Figure 3.11: Gang process chart of the present method of operation of a hydraulic extrusion process.
Charting and Diagramming Techniques for Operations Analysis

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Figure 3.12: Gang process chart of the proposed method of operation of a hydraulic
extrusion process.

Figure 3.13: Block Diagram

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Process Maps
A process is a sequence of tasks that add value to inputs to produce outputs.
Basic process map is a block diagram showing the steps in a process (see figure 3.14).
Process maps are widely applied to business processes. Also applicable to production,
logistics, and service operations
 Levels of detail:
 High-level process map – macroscopic view of process and includes
only the most important steps
 Low-level process map – used to map each of the steps in a high-level
process map
Process map symbols:
(a) beginning/ending point of the process,
(b) task or activity step,
(c) decision point
Symbols are connected by arrows to indicate sequence

Figure 3.14: Basic Process Map

Alternative Forms of Process Maps

 Relationship process map – block diagram that shows the input-output

connections among departments (or other functional components) of an
organization (see figure 3. 15)
 Cross-functional process map – block diagram showing how the steps of a process
are accomplished by various departments (see figure 3. 16)
 Departments listed as rows separated by dashed lines

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 Charting and Diagramming Techniques for Operations Analysis

 Also called a swim-lane chart

Figure 3.15: Relationship map for a Custom Workshop

Figure 3.16: Cross Functional process map for a Custom Workshop

SUMMARY
The various charts presented in this module are valuable tools for presenting and solving
problems. Just as several types of tools are available for a particular job so several chart designs
can help solve an engineering problem. Analysts should understand the specific functions of each
process chart and choose the appropriate one for solving a specific problem and improving
operations. The operation process chart provides a good overview of the relationships between
different operations and inspections on assemblies involving several components. The flow
process chart provides more details for the analysis of manufacturing operations, to find hidden

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or indirect costs, such as delay time, storage costs, and material handling costs. The flow
diagram is a useful supplement to the flow process chart in developing plant layouts. The
worker/machine and gang process charts show machines or facilities in conjunction with the
operator or operators, and are used to analyze idle operator time and idle machine time.

REVIEW QUESTIONS
1. What is methods study?
2. Enumerate and explain the procedure for conducting the method study.
3. How does the operation process chart show materials introduced into the general flow?
4. How does the flow process chart differ from the operation process chart?
5. What is the principal purpose of the flow process chart?
6. What symbols are used in constructing the flow process chart?
7. How does the gang process chart differ from the worker and machine process chart?
8. What is a flow diagram?
9. What are some of the problem areas that can be identified using flow diagram?
10. What are the three block symbols for used in a basic process map?
PROBLEMS
1. A study reveals the following steps in the assembly of a truss (small triangle of three
small pieces within a large triangle of three larger pieces):
Forklift delivers 2 _ 4 pieces of pine from outside storage area (20 min).
Bandsaw operator cuts six pieces to appropriate length (10 min).
Assembler #1 gets three short pieces, bolts small triangle (5 min).
Assembler #2 gets three long pieces, bolts large triangle (10 min).
Assembler #3 gets one of each triangle and fastens into truss (20 min).
Supervisor inspects complete truss and prepares for delivery (5 min).
Complete a flow process chart of the operation.

2. The current operation consists of the following elements:

Operator removes pressed unit (0.2 min).
Operator walks to inspection area, checks for defects (0.1 min).
Operator files rough edges (0.2 min).
Operator places unit on conveyor for further processing and returns to press (0.1
min).
Operator cleans press die element with compressed air (0.3 min).
Operator sprays lubricant into die (0.1 min).
Operator places sheet metal into press, pushes START (0.2 min).
Press cycles automatically for 1.2 min.
Draw the worker-machine chart.

3. An activity that almost everybody has done at some time on their life is to pound a nail
into a piece of wood with a hammer. Using the workplace sketched below, construct a
left and right hand activity chart.

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4. Before being named chef at a local restaurant, Gregory was responsible for work-study at
some manufacturing companies. He viewed being chef for a restaurant as a process
manufacturing, consistently, the same meals in the same way. As part of his strategy to
assure consistency in meal preparation, Gregory wants you to draw an operation process
chart for his salad making operation.
As prepared at Gregory’s restaurant, the typical salad contains: lettuce, pepper,
mushrooms. Cucumbers, croutons, magic ingredient and dressing. The ingredients are
processed as follows,

REFERENCES

Aft, L. S. (2000). Work Measurement and Methods Study. Wiley.

Groover, M. P. (2007). Work Systems and the Methods, Measurement and Management of Work.
Pearson Education International.
Niebel, A. F. (2009). Niebel's Methods, Standards, & Work Design (12 ed.). McGraw Hill.

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