UNIT IV

 Work Study
 Methods Study
 Process Flow Charts
 Work Measurement
 Job Design
 Productivity
 Factors Affecting Productivity
Flow Process chart
Flow Process chart
Work Design and
Measurement
The act of specifying the contents and methods of
jobs.
 What will be done in a job

 Who will do the job

 How the job will be done

 Where the job will be done

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Importance
 Organization’s are dependent on human
efforts to accomplish their goals
 Many job design topics are relevant to
continuous and productivity improvement
Objectives
• Productivity
• Safety
• Quality of work life
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 Efficiency
 Emphasizes a systematic, logical approach to job
design

 Behavioral
 Emphasizes satisfaction of needs and wants of
employees

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 Work that concentrates on some aspect of a product or service

Advantages
For management: For employees:
1.Simplifies training 1.Low education and
2.High productivity skill requirements
3.Low wage costs 2.Minimum
responsibility
3.Little mental effort
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Disadvantages
For management: For employees:
1. Difficult to motivate quality 1. Monotonous work
2.Worker dissatisfaction, 2.Limited opportunities for
possibly resulting in advancement
absenteeism, high turnover, 3.Little control over work
disruptive tactics, poor 4.Little opportunity for self-
attention to quality fulfillment

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 Job Enlargement

 Giving a worker a larger portion of the total task by horizontal

loading (increasing number of activity in sequence with same
level and skill)

 Job Rotation

 Workers periodically exchange jobs

 Job Enrichment

 Increasing responsibility for planning and coordination tasks

through vertical loading.
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 Quality of work life affects not only workers’ overall

sense of well-being and contentment, but also their

productivity

 Important aspects of quality of work life:

 How a worker gets along with co-workers

 Quality of management

 Working conditions (Temperature, humidity, ventilation,

work break, Noise, vibration, safety, healthcare)

 Compensation (Time based, output-based incentives) 7-61

 Management Worker
TIME-BASED
Advantages 1. Stable labor costs 1. Stable pay
2.Easy to administer 2.Less pressure to
3.Simple to compute produce than under
pay output system
4.Stable Output

Disadvantages 1. No incentive for 1. Extra efforts not

workers to increase rewarded
output

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OUTPUT-BASED

Advantages 1. Lower cost per unit 1. Pay related to

2.Greater output efforts
2.Opportunity to
earn more
Disadvantages 1. Wage computation 1. Pay fluctuates
more difficult 2.Workers may be
2.Need to measure penalized because
output of factors beyond
3.Quality may suffer their control (e.g.,
4.Difficult to machine breakdown)
incorporate wage
increases
5.Increased problems
with scheduling
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 Analyzing how a job gets done
 It begins with an analysis of the overall
operation
 It then moves from general to specific
details of the job concentrating on
 Workplace arrangement
 Movement of workers and/or materials

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 Motion study
 Systematic study of the human motions used to perform
an operation
 Motion Study Techniques
 Motion study principles – guidelines for designing
motion-efficient work procedures
 Analysis of therbligs – basic elemental motions into
which a job can be broken down
 Micromotion study – use of motion pictures and slow
motion to study motions that otherwise would be too rapid
to analyze
 Charts – activity or process charts, SIMO charts
(simultaneous motions with both hands)
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 Standard time
 The amount of time it should take a qualified worker to

complete a specified task, working at a sustainable rate,

using given methods, tools and equipment, raw material
inputs, and workplace arrangement.
 Commonly used work measurement techniques
 Stopwatch time study
 Historical times
 Predetermined data
 Work sampling

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Example

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Solution

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Example

Solution

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 Stopwatch Time Study
 Used to develop a time standard based on observations of
one worker taken over a number of cycles.
 Standard Elemental Times
 are derived from a firm’s own historical time study data.
 Predetermined time standards
 involve the use of published data on standard
elemental times.
 Work sampling
 a technique for estimating the proportion of time that a
worker or machine spends on various activities and
idle time.

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 Used to develop a time standard based on
observations of one worker taken over a number of
cycles.
 Basic steps in a time study:
1. Define the task to be studied and inform the worker

who will be studied

2. Determine the number of cycles to observe

3. Time the job, and rate the worker’s performance

4. Compute the standard time

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 Work sampling is a technique for estimating the
proportion of time that a worker or machine
spends on various activities and idle time.
 Work sampling does not require timing an activity or involve
continuous observation of the activity
 Uses:

1. The proportion of time a machine is idle.

2. Analysis of non-repetitive jobs.

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Steps for Work Sampling
1.Define the tasks for which the standard time is to be determined.
2.Design the study. This includes designing the forms that will be
used to record the observations, determining how many
observations will be required, deciding on the number of days or
shifts to be included in the study, scheduling the observations, and
finally determining the number of observers needed.
3.Identify the observers who will do the sampling.
4.Start the study.
5.Make random visits to the plant and collect the observations.
6.After completing the study, analyze and present the results.

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Advantages
1. Observations are spread out over a period of time,
making results less susceptible to short-term fluctuations
2.There is little or no disruption of work
3.Workers are less resentful
4.Studies are less costly and less time-consuming, and the
skill requirements of the analyst are much less
5.Studies can be interrupted without affecting the results
6.No timing device is required
7.It is well suited for nonrepetitive tasks 7-75
Disadvantages
1. There is much less detail on the elements of a job
2.Workers may alter their work patterns when they spot the
observer, thereby invalidating the results
3.In many cases, there is no record of the method used by
the worker
4.Observers may fail to adhere to a random schedule of
observations
5.It is not well suited for short, repetitive tasks
6.Much time may be required to move from one workplace
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to another and back to satisfy the randomness requirement
Productivity is the ratio of outputs (goods and
services) divided by the inputs (resources such as
labour and capital)

Units produced
Productivity =
Input used
 Measure of process improvement
 Represents output relative to input
 It is the measure of how well the resources are
utilized to produce output
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Factors affecting Productivity

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Example
A company that processes fruits and vegetables is
able to produce 400 cases of canned peaches in one-
half hour with four workers. What is labor
productivity?

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Example
A wrapping-paper company produced 2,000 rolls of paper
one day. Labor cost was $160, material cost was $50, and
overhead was $320. Determine the multifactor productivity.

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