Eqra Knowledge Center

Industrial Engineering & Manufacturing Systems

(IEMS)

Module -2
Work Study Technique

Prepared By-

Akhtar Ferdous Khan Asif

Contact No : 01719253996

E-mail : akhtarferdous@gmail.com
Work Study Definition:
Work study may be defined as a collection of techniques with integral communication process
that are used to examine and record the work that people are doing with the objective of
optimizing the skills and efforts of the people employed as individuals or groups.

In simple terms work study measures work and defines (some) performance standards. There are
many uses for time estimates for tasks. Operations managers can guess or assume that a job is
done in the correct time (whatever that is!) or they can be systematic and use time data gathered
by a systematic technique which has reasonable accuracy. Whether or not the worker likes it -
pushed hard in trying to complete a job with very tight measured work standards which don't
anticipate the knotty problem encountered with a particular task - is another matter. Work
study/industrial engineers need time data to plan and evaluate production/transformation
processes. Rewards systems need such data for performance related bonuses. Cost calculations
need to incorporate operative and machine job times Costing systems reference work study data.

Efficiency & Productivity:

• Efficiency: The comparison of what is actually produced or performed with what can be
achieved with the same consumption of resources (money, time, labor, etc.)

• Productivity: A measure of the efficiency of a person, machine, factory, system, etc., in

converting inputs into useful outputs

Productivity = output
input (resources)

Productivity is often confused with higher production. Higher production does not necessarily
mean higher productivity. Production can rise without an increase in productivity, if input costs
rise disproportionately.

Higher Productivity can be Improved by Having:

• Same output with lower input, Or

• By producing higher output with same input, Or

• Producing higher output with lower input.

Ways of Improving Productivity
• Improving worker effectiveness

• Providing workers with adequate training

• Improving morale

• Rewarding success

• Improving attendance levels

• Reducing labor turnover

• Effective communications

• Measuring the performance.

• Monitoring the KPI’s against proven established standard.

Types of Productivity:
• Single-factor measures

• Output / (Single Input)

• All-factors measure

• Output / (Total Inputs)

Single-factor Output Output Output Output

measures Labor Machine Capital Energy

All-factors Output

measure All inputs

Some Single Factor Measurements

• Labor Productivity

– Quantity (or value) of output / labor hrs

– Quantity (or value) of output / shift

 • Machine Productivity

– Quantity (or value) of output / machine hrs

• Energy Productivity

– Quantity (or value of output) / kwh

• Capital Productivity

– Quantity (or value) of output / value of input

Factors that affect Productivity:

1. Training
2. Methods
3. Technology
4. Management

Efficiency:
Efficiency: The comparison of what is actually produced or performed with what can be
achieved with the same consumption of resources (money, time, labor, etc.)
𝑆𝑀𝑉𝑥 𝑃𝑟𝑜𝑑𝑢𝑐𝑡𝑖𝑜𝑛
Efficiency=𝑀𝑎𝑛𝑝𝑜𝑤𝑒𝑟𝑥 𝑊𝑜𝑟𝑘𝑖𝑛𝑔 𝑇𝑖𝑚𝑒

Efficiency Drivers:
1. SMV
2. Production
3. Manpower
4. Working Time
Work Study:

Work Study Culture in Bangladesh

• Narrow focus area and mindset

• Deviation from cost driven mindset and improvement culture

• Not aligned with the core objectives

• Unable to see the wastes

• Intention to apply preset ideas irrespective of demand from the organization

• Market challenges are not realized and met

Composition of Work Study

• Method Study is the systematic recording and critical examination of ways of doing
things in order to make improvements

• Work Measurement is the application of techniques designed to establish the time for a
qualified worker to carry out a task at a defined level of performance.

METHOD STUDY

OBJECTIVES OF METHOD STUDY

 Efforts towards productivity improvement

 Eliminate of wasteful efforts,

 Improvement of processes and procedures

 Optimum use of Plant, manpower, material & machines

 Improvement of layout

 Economy in human effort and reduction of unnecessary fatigue

 Job simplification and work standardization

 Improvement in safety standards

 Development of better working environment.

 Establish the standard of performance

METHOD STUDY PROCEDURE
1. DEFINE

2. RECORD

3. EXAMINE

4. DEVELOP

5. DEFINE NEW METHOD

6. INSTALL

7. MAINTAIN

COMMONLY USED RECORDING TECHNIQUES

1. Outline Process Chart

2. Flow Process Chart

3. Two Handed Process Chart

4. Multiple Activity Chart

5. Simo Chart

6. Flow Diagrams

7. String Diagrams

8. Cyclegraph

9. Chronocyclegraph

10. Travel Chart

Class Of Change

CLASS OF HANDS & WORK PROCESS PRODUCT RAW

CHANGE BODY STATION MATERIAL
MOTION

1 New Minor Same Same Same

Changes

2 New New Same Same Same

3 New New New Same Same

4 New New New Modified Same

5 New New New Modified New

Classification Of Movements

Class Pivot Body member(s) moved

1 Knuckle Finger

2 Wrist Hand and Finger

3 Elbow Forearm, hand and fingers

4 Shoulder Upper arm, forearm, hand and fingers

5 Trunk Torso, Upper arm, forearm, hand and fingers

DEFINING THE IMPROVED METHOD
• The report should show:

1. Relative costs in material, labour and overheads of the two methods, and
savings expected.

2. The cost of installing the new method, including the cost of new
equipment and of re-laying out shops or working areas

3. Executive actions required to implement the new method.

• It should also give details regarding :

1. The tools and equipment to be used

2. A description of the method

3. A diagram of the work place layout, jigs/fixtures etc

INSTALLING THE IMPROVED METHOD

1. Gaining acceptance of the change by the Management

2. Gaining acceptance of the change by the workers

3. Maintaining close contact with the progress of the job until satisfied that it is running
as intended

Motion Economy
It is a system, which studies the basic human motion of an operative in performing a job.

Accordingly the economy of movements has been classified under three major areas under
concern.

1. Use of human body

2. Arrangement of work place

3. Designing of tools and equipment

Use of Human Body
1. The two hands should begin and complete their moment at the same time.

2. The two hands should not be idle at the same time except during periods of rest

3. Motions of arms should be symmetrical and in opposite directions, and should be made
simultaneously.

4. Hand and body motions should be made at the lowest classification at which it is possible to
do the work satisfactorily.

5. Continuous curved moments are to be preferred to straight-line motions involving sudden and
sharp changes in direction.

6. “ Ballistic” (free- swinging) movements are faster, easier and more accurate than restricted or
controlled movements.

7. Rhythm is essential to the smooth and automatic performance of repetitive operation. The
work should be arranged to permit easy and natural rhythm whenever possible.

8. Work should be arranged so that eye movements are confined to a comfortable area, avoiding
the need for frequent need for focus.

Arrangement of the Workplace

1. Definite and fixed stations should be provided for all tools

and materials.

2. Gravity feed, bins and containers should be used to deliver

the materials as close to the point of use as possible.

3. Tools, materials and controls should be located within the

maximum working area.

4. Materials and tools should be arranged to permit the best

sequence of motion.

5. Provision should be made for adequate lighting.

6. The colour of the workplace should contrast with that of the

workplace to reduce eye fatigue.

Design of Tools and Equipment
1. The hands should be relieved of all work of “ holding “ the work piece where this can be done
by a jig, fixture or foot-operated device.

2. Two or more tools should be combined wherever possible.

3. Where each finger performs some specific movement, as in type writing, the load should be
distributed in accordance with the natural capacities of the fingers.

4. Handles such as those on cranks and large screwdrivers should be so designed that as much of
the surface of the hand as possible can come into contact with the handle.

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Ergonomics:
Ergonomics is a scientific discipline, concerned with-

 Improving the productivity, health & safety

 Comfort of people

 Promoting effective interaction among people, technology and the environment in which
both must operate.

Ergonomics Advantage:
With proper ergonomic implementation an employer might enjoy

 Higher productivity levels

 An improved sense of satisfaction from employees

 A lower rate of injuries

Ergonomics Risk Factors

A few examples of ergonomics risk factors include:

 Working in areas with constant vibrations

 Carrying, pulling or pushing heavy objects

 Heavy lifting

 Frequent lifting

 Prolonged positions causing awkward or uncomfortable postures

 Repetitive or extended use of wrists, fingers or hands

 Constant, excessive or repetitive stress on any body part

 Sitting in one position for an extended period

 Working in extreme hot or cold temperatures

A Few Examples Of Ergonomics Risk Factors Include:
 Working in areas with constant vibrations

 Carrying, pulling or pushing heavy objects

 Heavy lifting

 Frequent lifting

 Prolonged positions causing awkward or uncomfortable postures

 Repetitive or extended use of wrists, fingers or hands

 Constant, excessive or repetitive stress on any body part

 Sitting in one position for an extended period

 Working in extreme hot or cold temperatures

Principles of Ergonomics:
Principle No:1 Work in Neutral Posture

Principle No:2 Reduce Excessive Force

Principle No:3 Keep Everything in Easy Reach

Principle No:4 Work at Proper Heights

Principle No:5 Reduce Excessive Motion

Principle No:6 Minimize Static Loads

Principle No:7 Minimize Pressure Points

Principle No:8 Provide Clearance

Principle No:9 Move, Exercise & Stretch

Principle No:10 Maintain comfortable lighting

Work Measurement
Work measurement is the application of techniques designed to establish the time for a qualified
worker to carry out a specific job at a defined level of performance.

Purpose of Work Measurement

1. To find ineffective time in a process

2. To set standard for output level

3. To evaluate worker's performance

4. To plan work force needs.

5. To determine available capacity

6. To compare work methods

7. To facilitate operations scheduling

8. To establish wage incentive schemes

The Techniques of Work Measurement

1. Stop-watch time study

2. Work sampling

3. Predetermined time standards (PTS)

4. Standard Data

Time Study
Time study is a work measurement technique for recording the time of performing a certain
specific job or its element carried out under specific condition and for analyzing the data so as to
obtain the time necessary for an operator to carry out at a defined rate of performance.

Before starting the study, there are a number of points to be observed in relation to the
approach to the worker and the job he is doing.

1. Make sure the job has been method studied. Especially where the standard time is to be used
for incentive purposes.
2. In an organization where time study has never been used before, supervision and worker
representatives should be told the reasons for the study programme and given and insight into tie
study procedure.

3. It is good policy to ask the supervisor or workers representatives to be studied. The worker
should be a competent steady person with an average rate of working.

4. The worker should be told the reasons for the study. Why he has been selected and asked to
work at his normal pace explaining any problems that may arise during the time the study is
taken.

5. Workers should be allowed plenty of time to settle down to new methods.

6. When making the study the observer should take a position where he can see the whole of the
job being performed. This is generally to the side of the operator, slightly to the rear and
approximately 6 feet away. No attempt should be made to carry out timing from a concealed
position, without the operators knowledge or with the watch in the pocket.

7. The observer should take a comfortable standing position for the duration of the study.

Rating
 Rating is a technique used to assess the speed and “effectiveness” of an operator.

 Consider may take into account

 Speed of movement

 Effort

 Effectiveness

 etc.

Basic Steps
a. Obtaining and recording all available information about the job, operator and the surrounding
conditions likely to affect the execution of the work

b. Recording the complete description of the method, breaking down the operation into 'elements'

c. Measuring with a stopwatch and recording the time taken by the operator to perform each
'element' of the operation.

d. Assessing the rating

e. Extending observed time to 'basic times'

f. Determining the allowances to be made over and above the basic time for the operation

g. Determining the 'standard time' for the operation.

Factors Affecting Rate of Working

(outside the control of worker)

1. Variation in the quality of materials used

2. Changes in the operating efficiency of the equipment

3. Changes in climatic and surrounding conditions of operation.

Factors within the Control Of Worker

a. Acceptable variations in the quality of the product

b. Variations due to his ability

c. Variations due to his attitude

SMV
 SMV – time that is allowed to perform the job satisfactory.
  SMV = Basic time + Allowances

 Standard Minute Value

Drivers of SMV:
 Standard Manpower
 Standard Environment
 Standard Machine
 Standard Method

Standard Manpower:
A qualified worker is one who is accepted as having the necessary physical attributes, who
possess the required intelligence and education and who has acquired the necessary skill and
knowledge to carry out the work in hand to satisfactory standards of safety, quantity and quality

Basic Time:
 The basic time for the operation is found by applying concept of rating to relate the
observed to that of a standard place of working.

 Calculated as follows:

 Basic time = observed time * observed rating

100

(BT = Observed time * Observed Rating = A constant)

100

 Example..

 Rating 50 75 100 125

Observed time 1.2 0.8 0.6 0.5

Basic Time 1.2*50 0.8*75 0.6*100 0.5*125

100 100 100 100

= 0.6 0.6 0.6 0.6

 Types of allowances

Relaxation Allowances
 Personal needs

 This allowance provides for the necessity to leave the workplace to attend to personal
needs such as washing, going to the lavatory or fetching a drink

 Common figures are from 5 to 7 percent of basic time.

 Basic fatigue

 This allowance, always a constant is given to take account of the energy expended while
carrying out work and to alleviate monotony.

 A common figure is 4 percent of basic time.

Contingency Allowances
A contingency allowance is a small allowance of time which may be included in a standard time
to meet legitimate and expected items of work or delays, the precise measurement of which is
uneconomical because of their infrequent or irregular occurrence.

Machine Delay Allowances

These are applied to the total basic times for those elements which are concerned with the
operation of machinery.

Common used as follows:

Single needle lockstitch 9%

Twin needle lockstitch 14%

Three thread overlock 7%

Four thread overlock 9%

Five thread overlock 11%

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