MODULE 1 baseline to determine if improvement projects have
WORK STUDY AND MEASUREMENT resulted in genuine improvement.
Work Study is an area of knowledge that addresses
the problem of work simplification with the basis
objectives of productivity enhancement, human
comfort and safety.
Work study is defined as that body of knowledge
concerned with the analysis of the work methods
and the equipment used in performing a job, the
design of an optimum work method and the
standardization of proposed work methods.
Work Study is a generic term for management
services and system engineering techniques, used to
investigate:
Methods of performing work (Method Study).
The time taken to do it (Work Measurement).
METHODS STUDY
Method study is a technique to reduce the work
content mainly by eliminating unnecessary
movements by workers, materials, or equipment.
However, even after that, there could be substantial
unnecessary time taken for the process because of
lack of management control or inaction of worker.
Method Study approaches and tools of Method
Analyst:
Flow Diagrams & Process Charts etc.
Critical questioning techniques.
Method study is the systematic recording and
critical examination of existing and proposed ways
of doing work, as a means of developing and
applying easier and more effective methods and
reducing costs.
Used to analyze
▪Movement of body, people, or material
▪Activities of people & machines
WORK MEASUREMENT
Work Measurement Study is a general term used
to describe the systematic application of industrial
engineering techniques to establish the work content
and time it should take to complete a task or series
of tasks.
Work measurement is a productivity improvement
tool. Before improvements can be made, the current
productivity level of an organization must be
measured. This measurement is then used as a
Work measurement helps to uncover non-value
added areas of waste, inconsistency, and
non-standardization that exist in the workplace.
Work measurement studies uncover ways to make
work easier, and to produce products or services
more quickly and economically.
Work measurement involves the estimation of the
amount of human effort needed for producing a unit
of specified output from an operation. The amount
of time that is usually taken by a well trained
worker, operating under normal working conditions,
to produce one unit of output is referred to as work
standard.
HISTORICAL DEVELOPMENT
Frederick Taylor is named as father of scientific
management and industrial engineering.
But before Frederick Taylor, Adam Smith gave
concept of Division of Labour through his book The
Wealth of Nations.
Also James Watt, Boultin Mathew and Robinson
obtained a place in the history of Industrial
Engineering because of their work related with
improvements in the performance of machines and
industries.
Frederick Winslow Taylor
► Known as the father of time study
► Worked at Bethlehem Steel late 1880s
► Started to analyze, measure, and control work
► He considered himself a friend of the worker
and enemy of management, but his legacy turned
out different
► Created scientific management & Industrial
Engineering
► Started thought process of looking for the best
way
Henry Laurence Gantt (worked under F.W.
Taylor) (1861- 1919)
► A consulting engineer for economical shop
management and for time, cost, and record-keeping
► Preoccupied with human aspect of management
in his quest for economy in industrial activities
“The control over labor given to management by the
application of the system which I installed was so
far-reaching as compared with other management
controls that I refused to install it unless convinced
that the management was such that no unfair
advantage would be taken of the system to oppress
labor.”
► Most remembered for his Bar chart techniques

Frank & Lillian Gilbreth
► They had 12 children – “Cheaper by the Dozen”
► Frank was a brick layer, who as he performed his
job studied the motion and method. He reduced
brick laying steps from 17 to 7 and increased the
average numbers of bricks laid from 125 to 350 by
elimination of wasted motion.
► Principles of Motion economy
► Created 18 “Therbligs” that describe motions
Boeing 1930s -1940s
► Used time studies to measure and balance
aircraft assembly lines, controlled cycle times.
► Time standards for fighters, bombers, gliders
Produced > 13,000 B-17s
Carl G. Barth
► Developed a production slide rule for
determining the most efficient combinations of
speeds and feeds for cutting metals of various
hardness, considering the depth of cut, size of tool,
and life of the tool. Investigated also the number of
foot-pounds of work a worker could do in a day.
Harrington Emerson
► Applied scientific methods to work on the Santa
Fe Railroad and wrote a book, ‘Twelve Principles of
Efficiency,’ in which he made an effort to inform
management of procedures for efficient operation.
► Reorganized the company, integrated its shop
procedures, installed standard costs and a bonus
plan. His effort resulted in excess of $1.5 million.
His effort was recognized as the term ‘Efficiency
Engineering.’
HB Maynard 1948
► Coined the term “Methods Engineering”
► Established the Methods Engineering Council
(MEC) in Pittsburgh as a “time study training
company”
► Started a research project with Westinghouse in
1941 to make time study and standard setting much
more fair to workman and worked with Gus
Stegmerten and Jack Schwab. The three member
team developed the Methods Time Measurement
(MTM) work measurement technique, published in
1948.
► Put the MTM technique into the public domain
by forming the MTM Association in 1952 —
Association which still exists today.
W.E Deming 1986
► Developed principals of statistical quality
controls
► “Out of the Crisis” focus on quality, not on costs
► Continuous improvement rather than “Quotas”
► (Quotas are not engineered standards)
PRINCIPLES OF WORK STUDY
► Must come from the top level management.
► People made aware of the objectives and the
need of the exercising such study.
► Method study must precede work measurement.
OBJECTIVES OF WORK STUDY AND
MEASUREMENT
► To analyze the present method of doing a job,
systematically in order to develop a new and better
method.
► To measure the work content of a job by
measuring the time required to do the job for a
qualified worker and hence to establish standard
time.
► To increase the productivity by ensuring the best
possible use of human, machine and material
resources and to achieve best quality
product/service at minimum possible cost.
► To improve operational efficiency.
► To reduce waste through standardization of work
elements of a job.
► To improve labor efficiency.
►Quantify expectations from people and processes,
and communicate them.
► Determine staffing levels as output levels rise or
fall.
►Assign and schedule work to people and
equipment based on expectations.
► Identify and manage constraints; in equipment,
process, facility.
► Balance individual workloads in lines or work
groups for optimum performance.
► Offer pay related to output; labor incentives.
►Calculate actual capacity the operation can
produce.
►Develop standard cost models for products and
services.
►Justify equipment and automation acquisition.
►Meet financial understanding of costs.
►Judge disagreements about workload,
assignments.
►Analyze variance to find problems.
►Estimate potential benefit from changes
beforehand.
BENEFITS OF WORK STUDY AND
MEASUREMENT
► Increased productivity and operational efficiency
► Reduced manufacturing costs
► Improved work place layout
► Better manpower planning and capacity planning
► Fair wages to employees
► Better working conditions to employees
► Improved work flow
► Reduced material handling costs
► Provides a standard of performance to measure
labour efficiency
► Better industrial relations and employee morale
► Basis for sound incentive scheme
► Provides better job satisfaction to employees
MODULE 2
PRODUCTIVITY
The productivity of a certain set of
resources (input) is therefore the amount of goods
or services (output) which is produced by them.
Land and building materials, machines, manpower
(labor), technology etc. are the resources at the
disposal of a manufacturing company. Therefore
higher (improved) productivity means that more is
produced with the same expenditure of resource i.e.
at the same cost in terms of land, materials,
machine, time or labor, alternatively, it means same
amount is produced at less cost in terms of land,
materials, machine time or labor that is utilized.
Productivity is the ratio between output and input.
It is quantitative relationship between what we
produce and what we have spent to produce.
Productivity is nothing but reduction in wastage of
resources like men, material, machine, time, space,
capital etc. It can be expressed as human efforts to
produce more and more with less and less inputs of
resources so that there will be maximum
distribution of benefits among maximum number of
people.
Productivity is measure of how well resources are
brought together in organizations & utilized for
accomplishing set of results. Productivity is
reaching higher level of performance with least
expenditure of resources.
Productivity is combination of effectiveness &
efficiency & effectiveness related to performance,
efficiency to resource utilization.
Productivity generally expresses the relationship
between the quantity of goods and services
produced (output) and the quantity of labor, capital,
land, energy, and other resources to produce it
(input).
PRODUCTIVITY VS PRODUCTION
IMPORTANCE OF HIGHER PRODUCTIVITY
If the level of output is increased faster
than that of input, productivity will increase.
Conversely, productivity will be increased if the
level of input is decreased faster than that of
output. Also, an organization may realize a
productivity increase from producing more output
with the same level of input. Finally, producing
more output with a reduced level of input will
result in increased productivity.
• Productivity is a key to prosperity.
• Higher productivity leads to economic growth and
social progress.
• Higher productivity requires elimination of waste
in all forms.
• Improvement in productivity is important for
country
• By increasing outputs to with same inputs.
• By decreasing inputs but maintaining same output
• By increasing outputs & decreasing inputs to Labor productivity: The important function in any
change ratio favorably. production set-up is that the budgeted quantity of
work must be achieved over a period of time. Labor
FACTORS OF PRODUCTIVITY productivity depends upon how labors are utilized.
IMPROVEMENT Labor productivity can be higher or lower
depending on factors like availability of work load,
material, working tools, availability of power, work
efficiency, level of motivation, level of training,
level of working condition (comfortable or poor)
etc. Labor productivity can be measured in terms of
hours or money.

LABOR PRODUCTIVITY EXAMPLE

TECHNIQUES FOR MEASURING
PRODUCTIVITY Consider the following situations;
10,000 Units Produced
Sold for $10/unit
500 labor hours
► Single-factor measures Labor rate: $9/hr
▪ Output / (Single Input)
Compute the labor productivity in terms of units/hr,
► All-factors measure $/hr, unit/$ and unitless.
▪ Output / (Total Inputs)
Solution:
SINGLE-FACTOR PRODUCTIVITY 10,000 units / 500hrs = 20 units/hr
(10,000 units * $10/unit) / 500hrs = $200/hr
10,000 units / (500hrs * $9/hr) = 2.2 unit/$
(10,000 units * $10/unit) / (500hrs * $9/hr) = 22.22
The last one is unit-less
If we produce only one product, the numerator can
A company that processes fruits and vegetables is
be either the total units of the product or the total $
able to produce 400 cases of canned peaches in one
value of the product. If we produce several
half hour with four workers. What is the labor
products, the numerator is the total $ value of all
productivity?
products. The denominator can be the units of input
or the total $ value of input.
Labor productivity = Quality Produced / Labors
Hours
Labor Productivity
= 400 cases/ (4 workers x 1/2 hours / workers)
Quantity (or value) of output / labor hrs
= 200 cases per labor hour
Quantity (or value) of output / shift

Find the productivity if four workers installed 720

Machine Productivity
square yards of carpeting in eight hours.
Quantity (or value) of output / machine hrs

Productivity = yards of carpeting install / Labors

Energy Productivity
Hours
Quantity (or value of output) / kwh
worked
= 720 square yard / (4 workers x8 hours / worker)
Capital Productivity
= 720 yards / 32 Hours;
Quantity (or value) of output / value of input
= 22.5 yards/ hours
 MACHINE PRODUCTIVITY EXAMPLE
Compute for the productivity of a machine which
produced 68 usable pieces in two hours.
Productivity = Usable Pieces / Production Time
= 68 usable pieces / 2 hrs;
= 34 pieces/ hours
TOTAL/MULTI-FACTOR PRODUCTIVITY
Productivity may be measured either on an
aggregate basis or individual basis. On aggregate
basis, output is compared with all inputs taken
(added) together. This is called as total productivity.
On individual basis, output is compared with any
one of the input factor and this is called as partial
productivity or factor productivity.
This index measures the productivity of the entire
organization with use of all resources. It is a way of
evaluating efficiency of entire plant or firm. It has
been said that the challenge of productivity has
become a challenge of measurement. Productivity is
difficult to measure and can only be measured
indirectly, that is, by measuring other variables and
then calculating productivity from them. This
difficulty in measurement stems from the fact that
inputs and outputs are not only difficult to define
but are also difficult to quantify.
TOTAL/MULTI-FACTOR PRODUCTIVITY
EXAMPLE
Example 1
10,000 Units Produced
Sold for $10/unit
500 labor hours
Labor rate: $9/hr
Cost of raw material: $30,000
Overhead: $15,500
Example 2
A wrapping paper company produced 2,000 rolls of
paper one day. Standard price is $1/roll. Labor cost
was $ 160, material cost was $ 50, and overhead
was $ 320. Determine the multi-factor productivity.
Multifactor productivity =Quality produced at
standard price/(Labor
cost +Material cost + Overhead)
= 2,000 rolls x $ 1/ ($160+ $ 50 + $320)
= 3.77 rolls output per dollars
CHANGE IN PRODUCTIVITY EXAMPLE
At Modern Lumber.Inc., Art Binley, president and
producer of apple crates sold to growers, has been
able, with his current equipment to produce 240
crates per 100 logs. He currently purchases 100 logs
per day and each log requires 3 labor hours to
process .He believes that he can hire a professional
buyer who can buy a better quality log at the same
cost. If this is the case, he can increase his
production to 260 crates per 100 logs. His labor
hours will increase by 8 hours per day. What will be
the impact on productivity ( measurement in crates
per labor hour) if the buyer is hired?
Current Labor Productivity (when no buyer) =
Output / Input
Output = 240 crates
Input = Material required * labor hours
One log requires 3 labor hour. Therefore 100 logs
require 300 labor
hour.
Current Labor Productivity = 240 crates / ( 100 logs
* 3 hours/ log )
= 240 / 300
= .8 crates per labor hour
New Labor Productivity with buyer= Output /
Input
New Output = 260 crates
Increase in labor hours = 8
Labor Productivity = 260 crates / { ( 100 logs * 3
hours/ log ) + 8 hours }
= 260 / 308
= .844 crates per labor hour
Change in Productivity Formula
As a result, there is an increase in productivity from
.8 to .844 crates per labor hour with 5.5%.
The higher change in productivity the better.
MODULE 3
METHOD STUDY
Work content means the amount of work contained
in a given product made by a process measured in
work-hours or machine hours. A work- hour is the
labor of one person for one hour. A machine-hour is
the running of a machine or piece of plant for one B6. Frequent breakdowns of machines and
hour. It represents total operator cycle time or, if equipment
multiple operators are involved, the sum of operator
cycle times to perform a specific process(es) or sub C. Human Resource Issues
process(es). The scope of human work, including C1. Absenteeism and lateness
both value-added and non value- added activities, C2. Poor workmanship
may encompass a complete value stream or only a C3. Accidents and occupational hazards
portion of it.

Basic work content is the time (work-hours and

machine hours) taken to manufacture the product if
the design and specification were perfect, if the
process and equipment used were perfect and if
there were no loss of working time from any cause
whatsoever during the process period (excluding
planned rest pauses). It is the irreducible minimum
time theoretically required to produce one unit of
output.
❑ Method Study is the first of the two main
divisions of work study and is concerned with the
way in which work is done.
❑ Method study is essentially used for finding
better ways of doing work. It is a technique for cost
reduction.
❑ The philosophy of method study is that 'there is
always a better way of doing a job' and the tools of
method study are designed to systematically arrive
at this better way of doing a job. Method Study is a
technique for improving the efficiency of every type
of work.
EXCESS WORK CONTENT
A. Poor Design and Specification
A1. Poor design and frequent design changes
A2. Waste of materials
A3. Incorrect quality standards (unnecessary tight
tolerances)
AREAS OF APPLICATIONS
❑ Improved layout of office, working areas of
factories
❑ Improved design of plant and equipment
❑ Improved use of materials, plant, equipment and
manpower
❑ Most effective handling of materials
❑ Improved flow of work
❑ Standardization of methods and procedures
❑ Improved safety standards
❑ Better working conditions
STEPS IN METHOD STUDY
1. Select – Select the work to be studied. It involves
taking account of economic, technical and human
considerations.
2. Record – Record all the relevant facts of the
present (or proposed) method by direct observation.
3. Examine – Examine the facts critically in
sequence, using special critical examination sheets.
4. Develop – Develop the best method, i.e., the
most practical, economic and effective method,
under prevailing circumstances. (an improved way
of doing things)
5. Install – Install that method as standard practice.
6. Maintain – Maintain that standard practice by
regular routine checks.

B. Inefficient Process, Method of Manufacture or

Operation
B1. Poor layout and utilization of space
B2. Inappropriate material handling
B3. Frequent stoppages as production changes from
one product to another
B4. Inefficient operation
B5. Poor planning of inventory
 METHODS ENGINEERING
A technique used by industrial engineers to
improve productivity and quality and to reduce
costs in both direct and indirect operations of
manufacturing and service organizations. Methods
engineering is applicable in any enterprise requiring
human effort. It can be defined as the systematic
procedure for subjecting all direct and indirect
operations to close scrutiny in order to introduce
improvements that will make work easier to
perform while maintaining or improving quality,
and will allow work to be done more smoothly, in
less time, with less energy, effort, and fatigue,
and with less investment per unit. The ultimate
objective of methods engineering is increasing
profits, but it is also important in improving worker
health and safety.
METHODS ANALYSIS
❑ Methods analysis is the study of how a job is
done. (Considering the previous steps presented.)
METHODS DESIGN
❑ Design of a new method or process
❑ Required for new product or service and there is
no existing standard
❑ Method must be designed from scratch, using
best existing practice for similar operations
❑ Redesign of an existing method or process based
on a previous methods analysis.
OBJECTIVES OF METHODS ENGINEERING
► Eliminate unnecessary and non-value-adding
work elements
► Combine elements and operations
► Rearrange elements into more logical sequence
► Simplify remaining elements and operations
STEP BY STEP IN METHODS ENGINEERING
1. Select project
2. Get and present data
3. Analyze the data
4. Develop ideal method(s)
5. Present and install method
6. Develop a job analysis
7. Establish time standards
8. Follow up the method.
PROBLEM SOLVING TECHNIQUES
Observational Tools:
1. Site walk-thru
2. Observation and interviews of workers and
managers
3. Ethnographic studies
Exploratory Tools:
1. Pareto Analysis
2. Fishbone Diagram
3. Gantt Chart
4. PERT-CPM
5. Job/Worksite Analysis Guide
PARETO ANALYSIS
The Pareto Principle, named after esteemed
economist Vilfredo Pareto, specifies that 80% of
consequences come from 20% of the causes,
asserting an unequal relationship between inputs
and outputs. The Pareto Principle is also known as
the Pareto Rule or the 80/20 Rule.
WHEN TO USE A PARETO CHART
▪ When analyzing data about the frequency of
problems or causes in a process.
▪ When there are many problems or causes and you
want to focus on the most significant.
▪ When analyzing broad causes by looking at their
specific components.
▪ When communicating with others about your data.
80/20 RULE HELPS US REALIZE
❑ Majority of results come from a Minority of
inputs
❑ 20% of input creates 80% of the result
HOW PARETO CHART CONSTRUCTED
Step 1 - Record the raw data.
Step 2 - Order the data.
Step 3 - Label the left-hand vertical axis.
Step 4 - Label the horizontal axis.
Step 5 - Plot a bar for each category.
Step 6 - Find the cumulative counts.
Step 7 - Add a cumulative line.
Step 8 - Add title, legend, and date.
Step 9 - Analyze the diagram.
PARETO ANALYSIS EXAMPLE
You are part of a team responsible for the quality
of the BEQ/BOQ.
You want to improve the service you provide but
are not sure where to begin or where to concentrate
your efforts.
You decide to keep track of the complaints received
over a three-month period.
Rank order your data in an analysis sheet and
draw a Pareto Chart.
FISHBONE DIAGRAM
► Cause-effect diagrams are also known as
“fishbone” diagrams. They are used to identify
possible causes of a problem. They also sort and
relate the causes. Fishbone diagrams identify what
you do know and what you don’t know about the
process. One begins by stating the problem and
recording it on a piece of paper or board so all can
see it.
► A Fishbone Diagram or otherwise known as
"Ishikawa" Diagram will help to visually display
the many potential causes for a specific problem or
effect. The Fishbone Diagram is used to help
workers focus on the causes of a problem rather
than the symptoms. The results of a Fishbone
Diagram may lead to other activities such as
Brainstorming, FMEA's, Multi-vari charts,
ANOVA, regression analysis or DOE activities.
GANTT CHART
A Gantt chart, commonly used in project
management, is one of the most popular and useful
ways of showing activities (tasks or events)
displayed against time. On the left of the chart is a
list of the activities and along the top is a suitable
time scale. Each activity is represented by a bar; the
position and length of the bar reflects the start date,
duration and end date of the activity.
It is used for planning of complex projects. It shows
expected start and completion times, also duration
of events. This allows you to see at a glance:
➢ What the various activities are
➢ When each activity begins and ends
➢ How long each activity is scheduled to last
➢ Where activities overlap with other activities,
and by how much
➢ The start and end date of the whole project
GANTT CHART EXAMPLE