OM

JOB DESIGN & MANPOWER

PLANNING
1
JOB DESIGN
STRUCTURE
STRATEGY
Customer driven
INFRASTRUCTURE
Decision making
Systems & procedures
Training
Hardware
JOB
DESIGN
CHANGING
REQUIREMENTS
EMPLOYEES'
ASPIRATIONS
TECHNOLOGY
CHANGES
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HUMAN FACTORS IN JOB DESIGN
Design by skill set stratification
Ergonomics
Job satisfaction
Motivation
- Job enlargement
- Job rotation
- Job enrichment
- Feed back channels

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WORK STUDY
Finding the most economical method

Standardizing the operation

Determining the time standards

Training the operator
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METHOD STUDY
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WHAT IS IT
Analysis of :
Methods
Materials
Tools & equipments
Used or to be used in the performance of work
With the objective of :
-finding the most economical way
- Standardising the methods etc.





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DEVELOPING A BETTER METHOD
Product design
Break down the job into elements.
Analyze the work :
A: Eliminate all unnecessary work
B: Combine operations or elements
C: Change the sequence of operations
D : Simplify the necessary operations
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STANDARDIZE
Documentation of selected set of motions

Specifications of materials ,tools, equipments

Environment

TRAINING THE OPERATORS.
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WHAT is done? What will happen if its not
done.
WHO does it? Why he does it? Can any body
else do it better?
WHERE is it done? Can it be done elsewhere?
WHEN is it done ? Can it be done at a better
time?
HOW is it done?
ANALYSIS
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TOOLS USED
Process chart
Flow diagram
Gang process chart
Activity chart- Man M/c chart
Operation Chart
Micromotion study
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FLOW DIAGRAM

All sequences marked in a layout drawing
which shows the flow of sequences on the
layout.
This helps in better visualization since
movements, both horizontal &vertical can be
plotted.
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Flow Diagram
Storage bins
Machine 1
Mach. 2
Mach. 3 Mach. 4
From

press
mach.
Paint
shop
Welding
Figure 10.5 (a)
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Storage
bins
Machine 1
Machine 2
Machine 3
Machine 4
From
press
mach.
Paint
shop
Welding
Flow Diagram
13
PROCESS CHART
Records a process in a compact way for easier
understanding.
Graphical representation of steps
Begins with raw material receiving & ends
with finished product
Follows through every step like, transportation
,operation ,inspection ,storage
Can record operation in 1 or a few
departments.

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ASME SYMBOLS
Operation

Transportation

Inspection

Delay

Storage
15
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SUMMARY
OLD METHOD
IMPROVED
METHOD DIFF
Operations
Storage
Delay
Inspection
No Dist No Dist No Dist
Transportation
By truck
By elevator
Total
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EXERCISE
Worn wheels on Rack ( for recoating)
To coating bench
Coat with glue
Coat with emery
On floor to dry
Coat with glue
Coat with emery Coat with glue
Coat with emery
To drying oven
Dry in oven
To storage area
Unload on to rack
Store
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IMPROVED METHOD
Worn wheels on truck rack
To coating M/c
Coat with glue & emery
On truck rack for drying
Coat with glue & emery
On truck rack
To drying oven
Dry in oven
To Storage
Store
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GANG PROCESS CHART
Aid to study the activities of a group of people
working together.
Composite of individual member process
charts, arranged to permit thorough analysis
Those operations which are performed
simultaneously are indicated side by side.
Objective is to optimise output of the group

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ANALYSIS
Same as in normal process chart
Extra question : How should the gang be
composed to reduce waiting time ?
Determine operators most busy
Determine operators least busy
Adjust the numbers.
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ACTIVITY CHART
Plots a process or a series of operations on a
time scale

Plots operators & M/Cs together to highlite
relative idle times.

Analyse idle time & working time.

Find ways to decrease idle time
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EXAMPLE
MAN MACHINE
Customer time Salesman time Grinder time
Ask for coffee 5 Listen 5 Idle 5
Idle 15
Get coffee,put in
M/C, Start
grinder 15 Idle 15
Idle 21
Idle while M/C is
grinding 21 Grinde 21
Idle 12
Stop grinder, pack
coffee and
seal 12 Idle 12
Receive coffee and pay 17
Deliver coffee &
receive
payment 17 Idle 17
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SUMMARY
Customer Salesman Grinder
Idle 48 21 49
Work 22 49 21
Total 70 70 70
%Utilised 31 70 30
SUMMARY
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Activity Chart
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OPERATION CHART
Analyze motions used by operator
Eliminate unnecessary motions
Arrange the rest in a proper sequence.
Range from cursory analysis to detailed study
of both the hands.
Apply principles of motion economy
Also called Left & Right hand chart

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Operation Chart
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FUNDAMENTAL HAND MOTIONS
Therblig

Group 1 (Accomplish work)

Group 2 (Retard accomplishment)

Group 3 (Do not accomplish)
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GROUP 1
Reach (Transport empty)
Move (Transport loaded)
Grasp
Position
Disassemble
Release
Assemble
Use

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GROUP 2

Pre-position
Search
Select
Plan
Inspect
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GROUP 3
Hold

Avoidable delay

Unavoidable delay

Rest to overcome fatigue
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MOTION ECONOMY
USE OF THE HUMAN BODY
The two hands must begin & complete their
motions at the same time.
The two hands should not be idle at the same
time except during rest.
Motions of the arms should be made in the
opposite & symmetrical directions
simultaneously.
Hand motions should be confined to the
lowest classification
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MOTION ECONOMY
USE OF THE HUMAN BODY
Momentum should be used to assist
Smooth continuous motions & not zigzag or
motion with sudden direction change
Rhythmic movements.
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ARRANGEMENT OF THE WORK
PLACE
Definite & fixed place for all tools & materials.
Tools ,materials & controls should be located close to &
directly in front
Gravity fed bins to deliver close to the point of use
Drop deliveries
Location of tools & materials to facilitate best sequence of
motions.
Illumination
Chair to permit good posture
Alternate standing & sitting
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DESIGN OF TOOLS & EQUIPMENTS
Jigs ,Fixtures or foot operated device to relieve
hands
Combine two or more tools
Tools & materials to be pre positioned
Load on fingers to be distributed as per capacity.
Handles with maximum area of palm in contact
Location of levers ,hand wheels etc for
manipulation without change in body position.
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TIME STUDY
Time required by a well trained operator
working at a normal pace to do a specified
task.
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Work measurement techniques
Direct time
study
Work
sampling
Standard
data
Performance
evaluation
Predetermined
times
General
approaches
MTM
MOST
Funcional approaches
(for specific activities)
MTM-M, MTM-C, MTM-V
DIFFERENT METHODS
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Time required by a well trained operator
working at a normal pace to do a specified
task.
The specified job to be measured is divided in
to small elements, & measured
The speed of operator is rated & the
measured time is adjusted by this factor to
arrive at normal time.
To this personal allowance, fatigue etc are
added to arrive at Standard time
DIRECT TIME STUDY
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APPLICATIONS
Planning & Scheduling
Standard cost & budgeting
Pricing
Manpower & Facilities planning
Incentive

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STOP WATCH TIME STUDY
ELEMENTS OBSERVATIONS
1 2 3 4
T R T R T R T R
1
2
3
4
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STEPS TO BE FOLLOWED
Select the operator & explain to him
Divide the operation in to elements & record .
Observe &record time
Determine the no of cycles to be timed
Rate the operator
Determine the allowances
Calculate standard time.

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RECORD TIME
Continuous timing

Repetitive timing




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NUMBER OF CYCLES
Time will vary from cycle to cycle
95% Confidence level & 5% accuracy.
A set of readings are taken
The range , average & SD are calculated.
Determined by formula
n = Z
2
(1-P)(P)/(L
2
)
Determined by chart
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Number of Cycles to Time in Time
Study

Cycle Time
Number of cycle per year
(1-100) (100-10,000) (more than 10,000)
0.1 minute 50 60 120
.2 40 50 100
.3 30 40 80
.5 25 30 60
.7 20 25 50
1 minute 15 20 40
3 10 12 25
5 8 10 20
8 6 8 15
12 minute 5 6 12
20 4 5 10
30 3 4 8
48 2 3 6
1 hour 2 3 5
2 1 2 4
3 2 2 3
8 1 1 2

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RATING
Evaluation of speed of operator in relation to
his perception of normal speed

Rating factor for the operation as a whole

Rating factor for each element : Popular

Rating of each stop watch reading

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RATING
Statistical/mathematical treatment of data

Assessment of observed performance level on
the basis of trained judgement

Comparision of actual time with an accepted
normal time.

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RATING
100% equated to normal performance.
Walking 3 miles per hour
Pace at which an activity can be performed by
a normal trained operator on a sustained
basis.
Periodic training is required for all time study
persons


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ALLOWANCES
Personal allowance : 5%, Higher for adverse
working conditions, like heat
Fatigue allowance : In the modern factory this
factor is negligible.
Delays : Only unavoidable delays :break -
downs ,change of tools ,variation in materials
Allowances are normally taken as % of normal
time .
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METHODS TIME MEASUREMENT
Each basic motion is assigned a time.
Each Therblig has different set of time values
on various difficulty levels
From these tables normal time can be worked
out.
The unit of time used in these tables is one
hundred thousandth of an hour (0.00001 hr)
and is called TMU.



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MEMOMOTION STUDY
Analysis of films photographed at very low
speeds(60 /minute)
Study simultaneously man-work, M/c usage and
flow of material.
One hour of activity can be viewed in 4 minutes
Permits greater detailing
More accurate
Adaptable to hostile working environments
Greater convenience


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WORK SAMPLING
Less personal
Usually applied to groups of people or M/Cs
Random observation of various elements of
work & delays
The ratio in % measures how much time is
spent in a given state.
Works on the basis of law of probability : a
sample taken at random from a large group
tends to have the same pattern as the large
group.
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WORK SAMPLING
Estimate the proportions of total time that
various activities contribute to the job by
taking a relatively large no of observations at
random intervals
Determine:
production standards,
machine and personnel utilization
Faster and cheaper than other techniques

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Work Sampling
Investigates the proportion of time p spent on
activities such as:
A receptionist who checks in patients, and does
scheduling work between patients.
Waiting for service
Machine down time
Rejected parts

Takes a large number of observations n at random
intervals,

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Advantages of Work Sampling over Time Studies
Longer time periods can be studied,
Does not require analyst to make continuous
observations,
Operator is not subject to continuous
observation,
Many operations & workers can be studied by
a single analyst.
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WORK SAMPLING
Sample size (depends on confidence level & %
accuracy desired)
Frequency of observation
Time of trip
Route
Form for recording
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PRINCIPLE
Probability based on the binomial distribution
(p + q)
n
= 1
Mean = np, Variance = npq
As n becomes large, the binomial distribution
approaches the normal distribution
This proportion has distribution of Mean = p,
Variance = pq/n

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NO OF OBSERVATIONS
There are many sources of tabulated data for
determining the no of observations required
at various confidence levels and accuracys.

Formula for calculation purposes simplifies to:
n = Z
2
(1-P)(P)/(L
2
)

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A work sampling study requires 95-percent
confidence with five-percent accuracy. How
many observations are required if the machine
down time is eight percent?

n = (1.960)
2
*(1-0.08)*0.08/(0.05)
2

n = 225,76 observations


Example of Sample Size Calculation
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Work Sampling

Analyst makes observations of processes at random times.


Worker (or subject) wears a timer that goes off at random
times. Makes note in logbook of what he or she is doing at
that instant.

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WORK SAMPLING
STATE TALLY TOTAL
WORKING IIII IIII IIII IIII IIII IIII IIII I 36
IDLE IIII 4
Idle time = 10%
Working time = 90%
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EXAMPLE
Find out how much time an operator spends on
operations, setup, maintenance and delay
10 samples per day for 10 days
Random observation times from random tables
Summary
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EXAMPLE
ELEMENT OBSERVATIONS %
OPERATION 60 60
SETUP 18 18
MAINT 10 10
DELAY 12 12
TOTAL 100 100
SUMMARY
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APPLICATIONS
Setting delay allowances
Work measurement : to set job standards
Work pattern for white collar jobs
Maintenance
Service sector

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SUMMARY
Applied in areas with more than one variable
Inexpensive & accurate
Observers are not specialists
Observer needs very little training
Through one study a number of facts are
recorded
Less irritations
No subjective judgement

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