l)t M lh-rn lkhtrqot" IIL BLLT

Chapter l1
Job Design and Work Measrrement
Dr. Md Ahsan Akhar liasin
Prof.sor BUET

Job Design

Job desi$ may be delined as the aunction orspeciryins !he worli acti!ilies oran individuaL,
or Ercup. rt should satisri oreanizational objecrires and job holdeas pe$onalrequnemeDts.
Job design (ako ftleftd ro as {o.k desi8n or tak d6ign) is rhe speciticalion otcomenc.
nerhods and relationship ol jobs in order to salhll, lechnotoslcat ed orsanizariond
ftquiEmenb as well asrhe social aid Fesondl Equircmenlsorrhejob holder. fts principtcs
aE ceared rowards h.w rhe narure ola pe6onsjob.rech thei arrirudes md bchrvior ar
\ork padiculaily reldinglo chaEcteristics such as skill variery and autonomy.
A job derign is a proce$ vhich dcs$ibes edrcation, experience, skilh. knolvledae-
rnethodoLogy requircd ro perrotr a job. It is a lery impon.nr xspect used by HR
pmfc$ionah ro communicate the dcsired people requirefrht (q!e ol man pose, in rhe
organization. EmD oyeru and ma.oge6knowwharkindolDanpo*rr\ouldbeEquned.The
n*vLy appoinred emplo)ees aho krow.bour shd is expected llom him/her and hor.

It has yeryclos r.lario. with Human Resource Managenenr (IIRM). The lems used in
HRM, i.e. Job A.rlysis. Job ldentifi.llion. Job Spccificarionsmd.rob Descriplion. arc hishty
aligned with Job Desisn. In opemlions Managenenr, rhis is nu,lied wnh inpon,nce. because
prcductivity is diretly tolated ro efiecrivene$ ofJob Design. Appropriarejobdesign helps in
iicrcasing producrivity, drDUCh Job F.nloAe ekt at Jah E rlchrtek.In casc of nsce$ny,
rhB job may require re-desistr.

Methodoloey o I pcrlbfr ihg rhe luidion may also be changod, orihpmved.{hich is known
as Merhod Srudy. Ihus. rhh topic is very impodanr in Opcarions Manaaement too.

It basically invollcs dcckions on lhe loll.lving nem!. in oder to speili tilndion ro be

Dt ll. lhfln ,lkhtu uasih tPE, BUET

Ofter, jo6s arc rcdcsisned to align lhose wnh Gchnological requircmcnrs. This is
Socloicchnic.l slsems appr.uch, Bhich Ms doveloped loDr $udies of rvcavine mitls in
India and of coaL mines in England in the early 1950s These stndies rcvcaled rhd so
gmups could elfedively handle many pr.drcrion prcblems bcncr rhan nanasemenr, ilrhey
\€re pemined to nako th eir oNi decisionson scheduling, $!rt alloc.rion mong memb s,
bonus sharinE a.d so fofrh, lhis is autonomy in.jobs. rhich i! stonsly suppored by Total
Quality Managemenr (t QM)

Often ,rso,o,,.s pla!

imponatu roles in lhis rcllard. Ersonomjcs is rhe ten, used to
describe lhe sludyolrhe physical .mnaemcnr.lihe work space logether eilh the looh
(includine even machine redesign) d*d to pedom a t!sk. In applying srgonohics, ihe
exp.ns sive ro lir rhe *ork lo the body (i.e. human phlsical requiremenrs), Erher than
forcing rhe bodyro.onfom to lhe *ork.

Work M€thods or work study

work sud,v cmerged 6 a iechnique lo judse thc effecriveness and cmcieocy ola \ork or
tuncr io. or r6k work slu dy was the sequel r. Tryloa ! lam ou s sc ienl ific managemed

vorkStudyk defined asthesy$emaric examinationollhofreihodsolcaDingon acrivilies

so as ro improve the efaectiveule of.esources and to ser up skndards olperfomance for the
astivities being canied lur It h esentill lhat all producrion relaed funcrions or any othcr
tun.rions e analyed carcaull) lo bow rherher rhee is my rope to tunher improle rhe
perfomance in lhat function. srudy of frethods of \ork, i.c thc say a job/sork k being

'ftoc may be opportunities 1o imprcye perfomance in many ways. nrh givcs an idea
whcrher cunenl method is eficienr, and sherher it car be improved b, chaiging cudenl
mclhod. This may ako rcqune mddificarion ol o \ork, or eliminarion of unne.e$rr]
elements or opcrations. as a mems ol approaching rhe quicke$ a.d ben melhod of
pc oming rhe \r.k. Il not the besr. !t lea$ a bcno merhod is always desired. ft aho
i.clldes lomularion oi incenrive schenci and irnproremenr and $andardizarion of
equipmenl medods, opciarorliaiiing, wolking conditions. elc.

vork $udy has No ilaiorbdnches:

1. Me$od sludy (orMethod Eneineerine)

2, Workmeasurenent

Merhod study is the proccs of subjecting work to systcmalic, crnical sfiuriny ro nakc ir
more elledivc and/.r more eficient. lt is .ne ol thc kcys ro achicving producriviq

It\'6 orieinalb dcsiencd lor $c an.lJisis ad inpo vement of Eperitile manual *o*bur it
can bc uscd lor all types olactirny ar all levels olm organization. Special hrion should
bc eivcn ro Botrlenecks, under utilized machines, Foorqualiiy, erc.
Dt V ah\an lthtu, H,6n lPE BLE|

The proce$ h often seei as a lincar describsd bl ils main sepsot

l) select (he $! lobe$udied)i
2) Define (the scope ofMrkand idenriry prcce$ormeiship)
3) Record (all relelant inromation aboutlhat Bork)i
4) Exafr iie (therecorded infomatiof )i
5) Develop(animprorcdNayofdoinErhinsr;
6) In$aLl(thenes hothod as sandard pradice):
) Mairrairt er\ Jdd dn'o, ri\e or,u{ainrb'Fj,

Although thh linear repres.nr.rion shovs rhe underlyin8 simplicit, or melhod sludy. in
practice, lhis is a cFli. proce$, *hich is nuch more oie ol repeated prses, requiriDg

work sclecred lor method *udy may be an idemified problem aroa or an identiied
opponunil,. lt may be ideniified through a sy$enaric reliew of avaitable dara, nomal
monhoring or conrrcl proce$es, high levch ofdissalisfaction and cohplaint or !s pan ola
chanee in managemenr policy, pra ice, technolo$ or locarion, and usulllybecause it hccrs
cedain conditions oruisency and/or prioriiy.

Before ant method nudl inve iSarion is begun, it is nece$ary ro e$iblish ctear rems of
reference which define lhe oims and con$minhoirhe invesigotlon. Thh shoutd aGo include
m identificltion ofNho owns'rhc pobleto or lask/luncrion (i.e. prccess ormerehip).

The Record stagc ofnerhod sud] inrolves gatherinE suricienr daix ro acl as lhe basis ot
cvaluation.nd exmination. A side range oltech.iquesarcavailable lorrecordine. Manyot
the techniquesare storistical chans and diasrams.

The *coded dati are subjected to *aminotlon and dalysis; fomolized vesions olthh
pmce$ arc oilical ermindtion aid synems analysis. Il requiEd, appropriarc sraiiicaL
Icchniquescan be used. depBnd ing Lpon nalur ofwork. The aim hro idcn ri l_v. o nen rhrcurh
a nructuftd. quesioning proce$, rhose poinh ollhe ovcmll sysrem ol *!rk thar rcqtrire
im DrolemenB or ofaer opponun iiy lor benc fi c ia I chan ge,

Exrninc $cp uses queni.niig lechnique. Each scliliq offie merhod under exaDrinotior
subj.cred lo systematic and prcsresi ve se ies of q uestion s.

What is beingdone ?
Why is it bei'rg dore 2
whlt elsc could be done 1
wh3t \houla h. d.nc ?
Dr. M. Ahw Athtat Halin, lPE, BUET

Ir'heE is it beins done ?

WheE ehe could itbcdone ?

whcm sh.rld ir h. done,

When else could il bo doie ?

When should it be done ?

Whoehe mighr do it?

whoshould do ii ?

Howeke qan it be do.e ?

How shout n be donc ?

'Iie abole ihoughtprovoking queslions usuillyhclp ro eLimi.ate much unnepsary Mrk and
simplify the remaining work. ln Lean manufacturinE, thh k onen skred as Value Srreom

Thc Eramine stsge meBes into rhe Develop slage ollhe invc$igxtion as noE rhomugh
analysh leads automaricall, to identiry aEas ol chans.. The aim here is io idenriry posibte
udions tur inpmvement, or imprcved way of doing things. Simply to say, rhis identifies

6) Install/lmplen.nt/Etecule

The succe$ ol any nethod studl prcject is rcalized rvhen actull change is nad. ,on the
Sround. Thus, fie Inslall ph6e is v$y inpona . Mlking rheorerical chahEe h easyi makins
realchdee demmds caretulplanning -lnd handlinsoflhc people involved in the situation
under reiew. They nay need E6uri.s, rcnainins and supporring through lhe equisilion of
new skills through taininE, Inslall, in sohe ces, willequiE ! p allel runningofold and
new slstefrs, in olhe.s.

Somc rine xrrer $e inioduolion of new workina melnods. it is necessry to checl rhar rh.
ncw method h vorking well, tn
it is beins pmpe ] followed, and th it has bmusit abour
rhc dosi4d tsults. This is lhe Maintain phase. Method drin is common , Nhen people eithft
Dt. M )hen)*hlat Hatk,lPE, BL|E?

reven io old wa,rrs of*ukir8, or inrmduce ne* chu8es. Some oflhcse hay be hetptut aid
should fomally be incorpomted: orh.ft may be inelicienr o! unsafc. A merhods audit can be
used to lomrlly compore pmcthe *irh rhe nerhod and idenlityjuch iregubnies.
'lefined
ln contemporaD induiry, this Fsponsibiliry fra] be eiveh ta a sepaBle depxdnenr caLkd
Work Slud' Dcpa ment.lnteresingly, Merhod Study docs nor have anynxed and \eltslared
mcrhod. Oficers perfonning thh nerhod study havs ro highty depend on ,.Obsenation,.ot
rhe task ro be sludied. While.bservi(g rhe tlsk ro benudied, caretul arhlion has to bo paid
resadinE iow il k being done curiendy.lr is also su8cesled thar a iow chart ofrh. brscr
function or rask ir pEpared nEt and then it n nudied.

Motion Economy Pri,ciples

As an impom pan oi method study, Fnnkcttbrelh and hn *ife Li ian cilbErh,lhrcugh

their larioN experimenrs. instittlinna]lizeJ notioi ahd tirc sr.d/ rhrough rhen tam;s
morio. economy principles.

Ilonc can ntrdl Ihe ootions and nicro norlons pelfomed in canling our.n aciiviiy and
economiz on them, rry ro rcdu.e rhem, tlEtimc laken ror the acrivny can be sisnincan y

Forrhis,themovementsareclasilicdin5clEsesasgivenbeto*l
! Clas 1: Body membeu moved in rhG clas are fingeh and the pivot is kouckte.
! Cla$ 2: Body membe* moved in this cla$ are hands and tingeE and the pivot is

r Cla$3r Bodymembcrefroved in lhis ctas are forearns. hands and ingc6 dd

rhepivorhelboq.
r Cl.s4: Body membeis movcd in rhis ol6s arc uppBrams, toreams. hands and
fingeF ond thepivor h shoulder,
. Chs 5: Body dembeN in fih classareloiso, upperan,u, toreami hands
.nd fingeE and 'noved
the pivor hrunk.

Futrher, Gilbreth comeoul lvith rhc ideaoaconductingnicm motion srudy.To facititare il, a
sr ollundamentul nolions rcquned lor a so*er to pertom a manual opcrarion \v6 defined.
The set consisB ol l3 clcfre.rs, each desribing a nardardiad .crivity, The ser h catkd
'L\erblig'(read Gilbierh in rcveEe ordo and you ger lhis tcm .irhe$tig , *irh .rh, reated as
one len.r). These are lisred6el.w'
Dr M ahw Akhtd Easi , IPE, BUET.

I 2) Tia.spon un loaded
I 3 ) Pre-position for next operation

l3)Ren to overcome fotisue

A cldsioexampleofearlyapplic ionofMorion md Time Study as Done b] cilbdh in his

Bricklaying lmprovm ent J]ield ed rhe following ftsulrs:

Frank Gilbeth desisned a specill scafold s,l a ncw brick laling procedure rhat rcduced
lhe movenenh needed frcm 18 to 5 md in one case to 2. The workefs producli,ity
increEed liom laying 120 bricks p$ hour lo laying 350 brick per hour. The ne*
procedure al$ deseased fatisue.

Nomally, Proce$ FlowChdrs are uselul in Merhodsludy, bccatrse,lhis shows rtationships

amone dilaercnl lasks. A Proces Chan is a gmphical vicw ol iork no*s, along Nith limc

- Slmbols used in pmco$chan I

O - oeemion:
!,I"e-,i""
D - rehpomiy ranins,reray b"r-. *x,r"p; V , sr".e.

Aneldmpleolpro.e$(hon:

Subjecl RequGirion ola smaLl iool

Dept Resea(h Labombry

T) V Rrqukir.n rri en br suptn sor

i\D v waning on rupeflisois desk

o r)rtr D v CaO i ro lupervnois \endey

D, V,4h\dn athtu Hn\ ttE BLff.

Work Mcosuredenl ard Srrndard\

Thc fundmenlal purposc ol W..k Measurcrcnr is ro set rine strndards for a iob More
.p.ci1.llr. to'l n....T-r'. .l'caoDi.d'orot re!r q de .onco rJ . Jao i.t, .hc
'.elo'"01rfi"1qole o ram our d.. \ r a de',.d,iF'e.o o,4soe.,ncJ
^0.t,
linc trk.n i', perlomance olan op arionorascricsofoperationsandincar
It D,easures thc
sepamtc our ineffccrivc iime from eltlcrivcrime. Thus iNfecriveri'ne can be sudied and by
\at ol hcrhod nud], described in exrlier pamgraphs. rhe inefectilc operitions can be

The fundamcnral nurpose oI \ork measuBnent n ro *r tirne sondards ror a job. such
standards ,re nece$lrt ior many pu.poses

I Forschedtrlins and capacily planning

2. Nlcandng pefonnance oaworke^ lor incenrive ptannine. prohorion. etc
l. Pmvide benchm ark fir inpro ! eme nt ol $orker' performance
4. Sertingducdarc Lrcunomer

work Measurement Techniqucs

Therc are many tchnjquesofrvork frcasurdmenl lour imDoia are

l. Time study (using nop sarch)

2. Filmed micro,norioo anallsis

,1. Prcdetenined Morion Tim. Synerns (PMTS)

The choice ol rcchniques depends on rhe level ol detail dcsiied, accure) reqlned aDd
obviotrsly rhc hdue ol*ork itscll Hjghl) derailed, rcpcritjve rvolk usuallJ, caIs tor rim,"
eudy and Predetennincd M.tiod Tiire Dar! srslems (orsimply predercminBd Morion Iime
SlstemrPMTS). When sork is irliequent orchr.ils a long cyctc rine, *,ork sampling h rhc

Time Study (Stopwatch nethod)

Highly repetilire work usually caLh lor time study. a rime srud, h b.sed on sevcml
obseNilions. gcn.mlly with ! stop yarch, either on ihc spor or by anat)zing video
tapes olthcjob, ormicro'nade
moiion analysh

Ii this method.limes ofindilidual work elements arc mc.su d. rndihei larer.n (imned
up. aier a numbcr ol Epditions. Aner u ruDber ol rcperirions, lhe cottered times rre
sveraacd. Thh xvenge rime is considercd as thc ObseNed time,ofrhar wo* ete'neDl.
However, thk obseNed iime is opcrarordcpcndenr,1o make rhG openrois ti'ne usa6tc ibr
all *orkeN, r olspccd or pcilomdoe Erinenu$ be iicluded ro normalizc rhcjob.
'neasurc
D|M th n lkhtor H't)n lPE RUET

Nornal Time = (obie.ved time) x (Porromanceraring)

[e.g. in c6e a worker is 20% lsler tha. a nomal lvorker (loo BsI), rhen hnfterrarins G
1.201.

Stan'lad limc is derived bl addlnc to nonnal timc xLlowances for peNonol needs (c.s
sBhroom md coffee bEaks)j unavoidable ,lelays (e.g. shotuge of maierial at thc work
cenler! ninor frups, equipmenl breakdoru erc ). wo*er tulisue (physicolind mcntal), crc
Ho*ever, note thar shonage ol material does nor i.clude shorlage ar ihe mrchousc qhich
needs p.ocuGmenl. siich may rake seleraldays. rreeks. oreren monlhs.

There are two equarionsro mersuft nandardlime:

Srandard Tins=Nomalrime (l + Allowaicc lado4 Eq.(l)

Eq (2)
I Allos cc lador
Ii thG cou*e, *r *ilL use Dqualion no. (2).

Some n.Dona-..r d.cgi. ..u.. n.. d ro be \eDr rn m .0. i il- paror 1C . 1e.tr d):

lfameasuredvllueisexceprionaU,highorLo*.thenitshouldbediscaded.
lf! sork h perlomed b) mo.e than one peson wirh diiIeEnt Fline- then alcra8e

A pe^on needs 2 mi.utes ro p$fom . rask. He is 20% fa$er rhan a nandord *orker.
Allo*ance lor pesonal nceds i! l5% Calculate$e nandard time fo. rhis*ork.

Normal timo = (2 min) x 1.20 = 2..r minuros

S r.ndard li-e = - =232'nii,/?r

workSampling
Work impling is a rvork measurencni rcchniquej b6ed on $atkticat analysir. lt basicatty
focuses on delemininalhc propodion otrine rhe $orkr rcmains idle and phporion oftime
the work$ sp..ds bus)] in ftanulacuring, Ir is as imponanr as alt oiher iatisticat tech'iques
becausc irpcmiis ituick a0alysis, recocnition, and cnha.cemenr orjob respoisibililies, tasks,
pcrlomancc competencies, and orcanizationll work froRs. oher names used lor it aE
;-r \i',ap|.1"'.'0..ure re.anplrn"'. a io d".) . d)
"nd'
ln a *ork sampling sudy, a large number olobserrtions arc madc olrhe wo ersoveran
extended p$iod ol rifre. For natktical accurry, ihe obsovalions nu$ be raken ar randon

l9-
Dt. M Ahw Aklnu Harih, IPE BUET.

times during the peiod ol stody. dd lhe period au$ be EpEsenhiile of the lrpes of
activniB pe.roned b, the srbject.

one imponant uege ofthe Ro* mplinE tshnique is lhe deteminalion oflhe $anded
dme for a manuai mannladrins Lsk. I. this 6q Nomal Tinc is calculared as folloNs:

t rotoL \ t pe'c$tds. ofti4e \ lPztfdru4.a\

(*av anal ' (mptoy* oua iv.d wo.khe)' \ Rartns )

A work{,mple stDdy was conducled ov.r 30 nous (or, 4300 ni.utc, ofa 2-wek period. In
this pedod. 225 pE..s wer poduced by an opeeto, who qas of 100% laling, The opedtoas
idle time N6 20Dlo, and the tolal ollo@oe for lhis taslq given by the company is 25%. Find
n fh. +,id'rd iim. f.r ihh l'!k
r4300 nLn) x (030) x (1,00)
Non"dltn? - 11,0i an@.sipa, t
225

s tddtd T ime = = 22,7 6 nlMt s lpdt

-
when rhe cycle lime is shon, dme study (or PMTS) G noE apprcpriate dd wod( s6pling,
one drawback or work sampling is that il does not povide as complele e braldoM of