PROCESS ANALYSIS

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Lean system is a concept whereby all operations
people work together to eliminate waste.
Operations Management is seeking the best
possible to eliminate waste. The Japanese have a
word for waste, muda, which is the focus of much
attention all over the world. The goal is to tap
human resource in the operation giving them the
best tools available including techniques in motion
and time study in order to eliminate waste.
 Wastes!

Transportation
Inventory
Motion
Waiting
Overproduction
Overprocessing
Defects

TIMWOOD!
Operations Management students are being
prepared to design work stations, develop
efficient work methods, establish time
standards, balance assembly lines, estimate
labor costs, develop effective tooling, select
proper equipment, and layout manufacturing
facilities. However, the most important thing to
learn is how to train workers in these skills and
techniques so they can become motion and
time conscious.
 A person working with motion and time
study will study an individual job or series of
job to learn the details of work and make
changes. Changes may be small, but
improvements must be made continually to
keep the company competitive. Without
change, no growth occurs and failure is
imminent. A company must never stop
looking for improvements or it will become
obsolete. A company that can involve all its
employees in this effort toward improvement
will have a competitive advantage that will
lead to a larger market share.

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Motion & Time Study is the systematic study of work
systems with the purposes of

1. Developing the preferred system & method –

usually the one with the lowest cost;
2. Standardizing the system & method;
3. Determining the time required by a qualified &
properly trained person working at a normal pace
to do specific task or operation; and
4. Assisting in training the worker in the preferred
method.

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 ATTITUDE OF A MOTION & TIME STUDY PERSON

We can reduce the cost of any job.

Cost is our measuring rod.
Cost reduction is OUR JOB.

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 *CONCENTRATE ON REDUCING COSTS BUT MUST NEVER
LOSE SIGHT IN QUALITY.

a. We never propose a method that will

reduce quality.

b) We never set standards for

reducing scrap.

c) Lower cost & high quality are our

competitive edge. One without the
other leads to failure.

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 MOTION STUDY

Can be defined as a technique that analyzes each

element of a specific work process carefully to
eliminate unnecessary operations and to determine
better methods for these operations.

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Motion Studies are used to:

1. Develop the best or ideal work method.

2. Develop motion consciousness on the part of all
employees.
3. Develop economical & efficient tools, fixtures, &
production aids.
4. Assists on the selection of new machines and
equipment.
5. Train new employees in the preferred method.
6. Reduced effort and cost.
 WHY MOTION STUDY VALUABLE ?

1. It is a means of raising the productivity of a plant or

operating unit by the reorganization of work, a method that
normally involves little capital or no capital expenditure on
facilities & equipment.
2. It is systematic.
3. It is the most accurate means yet evolved of setting
standards of performance, on which the effective planning &
control of production depends.
4. It can contribute to the improvement of safety & working
condition at work by exposing hazardous operations and
developing safer methods of performing operations.

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 WHY MOTION STUDY
VALUABLE ?

5. The savings resulting from properly applied work

study start at once and continue as long as the
operation continues in the improved form.
6. It is a “tool” which can be applied everywhere.
7. It is relatively cheap and easy to apply.
8. It is one of the most penetrating tools of
investigation available to management.

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 PROCESS ANALYSIS

The entire system or process of doing work

should be studied before undertaking a thorough
investigation of a specific operation in the
process. Such an over-all study will ordinarily
included an analysis of each step in the
manufacturing process or system.

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 COST REDUCTION FORMULA

A cost reduction formula is not

a mathematical formula but
formula (procedure) for thinking
about cost reduction. Before a cost
can be reduced, we need to
understand the cost.

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 Cost Reduction
Formula

ASK THESE TO SEEK THESE

FOR EACH
QUESTIONS RESULTS

Why operation eliminate

What transportation combine
When storage
Who
Where inspection reroute
How delay simplify
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 Every time we move (transport) a part
or materials, we ask why, what, when,
who, where, and how so that we
understand every move made in the
process of making a product. The five
things listed in column two are the only
things that can happen to a part or
materials in the plant.

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 If we study every part of a product,
we will know exactly how we
manufacture our product. Once we
know how the product is
manufactured, we question every step
to eliminate steps, combine steps,
change sequences of steps, and,
finally, simplify.

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 WE ASK THE FOLLOWING
QUESTIONS:

1. Can I eliminate the steps?

1. Can I combine this step with another step

or steps?

1. Can I rearrange the steps to make the flow

shorter and/or smoother?

1. Can I simplify the steps?

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 TAKE NOTE:

Motion Study or Work Methods Design is basically

finding the preferred method of doing work. That is, the
ideal method or the one nearest to it.

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What is a FLOW DIAGRAM?

A diagram or model that is drawn to scale,

which shows the location of specific activities
carried out and the routes followed by
workers, materials, or equipment in their
execution.

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The FLOW DIAGRAM will point out things as
the following:

1. CROSS TRAFFIC

2. BACKTRACKING

3. DISTANCE
TRAVELED

4. PROCEDURE

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CROSS TRAFFIC

Cross traffic is where flow lines

cross. Anywhere traffic crosses is
a problem because of
congestions and safety
considerations.

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BACKTRACKING

Backtracking is material
moving backward in
the plant and it costs
three times as much as
flowing correctly.

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DISTANCE TRAVELLED
It costs money to travel
distance. The less
distance traveled, the
better. By rearranging
machines or
departments, we may
be able to reduce the
distances traveled.

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PROCEDURE
Flow Diagrams are created
on plant layouts, no standard
form is used. There are few
conventions to restrict the
designer. The objective is to
show all the distances
traveled by each part and to
find ways of reducing the
overall distance.

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 PROCESS CHART
Is a device for recording a process in a compact
manner, as a means of better understanding it and
improving it. The chart represents graphically the
separate steps or events that occur during the
performance of a task or during a series of actions.
The chart usually begins with the raw material
entering the factory and follows it through every
steps.

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 The process chart should
be modified to meet the
particular situation. It should
either be man type or material
type, & the two types should
not be combined.

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Process chart are always
done in pairs, present and
proposed. When doing the
present chart, all
observed steps are
logged. This provides a
record of the way the
existing method is being
performed.

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In PROCESS CHARTING it is extremely important that
all of the steps be accurately observed.

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The observer investigates
until he or she completely
understands the reason for
each line by asking who, what,
where, why, when, and how.
Then the proposed chart is
begun. Each line is subjected to
elimination, combination, and
sequence changing.

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 PROCESS CHART SYMBOLS

SYMBOL INDICATES MEANING

When an object is intentionally changed in

OPERATION
one or more of its characteristics.

When an object is examined for

INSPECTION identification or is compared with a
standard as to quantity or quality
TRANSPORTATIO
Used when moving material
N
When an object is kept under control such
STORAGE as that its withdrawal requires
authorization.

When the immediate performance of the

DELAY
next planned action does not take place
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 COMBINED SYMBOLS

Two symbols may be combined when

activities are performed at the same
workplace or when they are performed
concurrently as one activity. For example,
the large circle within a square represents a
combined operation and inspection.
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 Process Chart Example
SUBJECT: Request tool purchase
Dist (ft) Time (min) Symbol Description
 D  Write order
  On desk
D
75    D  To buyer
 D  Examine
 = Operation;  = Transport;  = Inspect;
D = Delay;  = Storage

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 Process Chart – Hamburger Assembly

Dist. Time Chart Process Description

(Ft) (Mins) Symbols
Ⅾ
- Ⅾ Meat Patty in Storage
1.5 .05 Ⅾ Transfer to Broiler
2.50 Broiler
Ⅾ
.05 Visual Inspection
Ⅾ
1.0 .05 Transfer to Rack
Ⅾ
.15 Temporary Storage
.5 .10 Ⅾ Obtain Buns, Lettuce, etc.
.20 Ⅾ Assemble Order
.5 .05 Ⅾ Place in Finish Rack
Ⅾ
3.5 3.15 2 4 1 - 2 TOTALS

Value-added time = Operation time/Total time = (2.50+.20)/3.15=85.7%

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PRESENT METHOD

Mr. Smith, sitting on his porch, decides to water the

garden. He leaves the porch, walks to the garage at the
other end of the house, opens the garage door, & walks
to the tool locker. There he lifts the reel of the garden
hose from the locker, carries it to the rear garage door,
opens the door, & carries the hose to the faucet at the
rear of the garage. He attaches the hose to the faucet,
turns on the faucet, & begins to water the garden.

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Make a proposed flow diagram & process
chart.

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