Time study procedure - overview

 Perform methods analysis.

 Identify elements.
 Observe one or more operators to find observed time.
 Give a rating to adjust observed time and find normal
time.
 Add allowances to normal time to find standard time.
 Procedures attempt to reduce inaccuracies of going
from the sample to the population and from the
present world to the future world.

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 Step 1: Methods analysis
 Purposes:
 Establisha safe, productive job.
 Leave a permanent record of method for future use.

 Most of effort should be in job design and

productivity rather than time standards.
 Once the best method is established, break the
job into elements.

 Use the following forms as needed …

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 Forms
 Flow chart
 product / people flow
 motion patterns

 Process chart
 Right and left hand chart
 Multi-activity chart
 Operator / Machine chart

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 In-class exercise
 Time to fill peg board – old method
 Followthe method given in the handout
 Determine the time to completely fill one board
 Repeat 5 times and calculate the average …

 Redesign workspace and work method … (5

minutes)

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 Step 2: Break the job into elements

 Why …
 Makes it possible to reuse the data.
 Permits different ratings for different elements.
 Permits consistency checks.
 Improves methods descriptions.
 Makes incomplete data useful.

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 Step 2: Break the job into elements
 How …
 Identify complete actions, e.g.
 Get a part
 Assemble two pieces together
 Define action endpoints (EP) or terminal points (TP)
 Easily recognizable
 Logical in context
 Example: Get part A, TP is part A at center
Assemble two parts, TP is release of assembly in bin
 Endpointof one action is beginning of the next
 Always keep manual and machine time separate

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 Operator selection
 Treat the operator with dignity and respect.
 Try to make the sample representative of the
population.
 Select experienced rather than inexperienced
workers.
 Select average or typical workers.
 Vary the times and days of studies.

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 Timing techniques
 Stopwatch
 Use snapback mode.
 Use electronic watches.
 Avoid using continuous mode.

 Videotape
 Provides a permanent record of the method.
 Analysis can be done by person other than
camera operator.
 Elements can be performance rated.

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 Snapback recording

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 Statistical approach – pg. 492
 Number of observations depends on:
 Accuracy desired
 Confidence desired
 Data variability

 Example: A time study is being planned. A

preliminary sample of 20 times is shown to have
a mean of 16 seconds and a standard deviation
of 0.4 seconds. If a relative accuracy of 10% and
a 95% (round to 2) confidence interval are
desired, how many observations are required?

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 Statistical approach – example (cont.)
 Standard deviation method:
2
Z ' 
N'    x  
A 

 Alternatively, use range method (see box 25.1)

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 Importance-of-decision approach
 Number of observations depends on:
 Importance of accuracy of the time standard
 Cycle time
 Activity/year
 Cost of an inaccurate standard

 See table 25.2, pg. 493

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 Irregular and foreign observations
 Irregular elements: operator activity that the
observer did not anticipate
 includelike other elements
 determine how often per unit produced
 example: clear hopper, change blade, etc.

 Foreign elements: operator activity that is

outside normal work

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 Delays
 Avoidable delays will not be included in
standard.
 Drinking coffee
 Chatting with coworker

 Unavoidable delays will be included in standard.

 Talkingto supervisor about work
 Waiting for supplies
 Breaking a tool

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 Recording technique for unusual events

 Missed readings
 ‘M’ in time slot
 Omitted elements
 ‘-’ in time slot
 Elements out of order
 see columns 6-8, next page
 Unexpected elements
 code events (A, B, C, etc.)
 explain code elsewhere in short (1-3 word) note

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 Sample time study form (fig. 25.2, pg. 495) 16
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 Rating
 Ensures that the standard is based on the
method, not the operator.
 To improve rating accuracy, study an average
operator.
 Studying average operators also improves
worker acceptance of the standard.

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 Normal pace

 Normal pace must be defined prior to

observation.
 Define motivated productivity level (MPL) first.
 Acceptable productivity level is within
expectancy of MPL.
 MPL is the work pace of a motivated, skilled,
physically fit worker.

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 Motivated productivity level

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 Rating techniques - problems
 Micromotions change their proportions of the
total task as the pace changes.
 Low-skill micromotions change less than the overall
task.
 High-skill micromotions change more than the overall
task.

 Levels of methods detail

Level 1: Management-controlled
Level 2: Management attempts to control
Level 3: Operator-controlled
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 Rating techniques: solutions
 Pace rating: Observer estimates the pace.
 Objective rating:
1. Observer rates the speed.
2. Observer estimates task difficulty.
3. Observer multiplies speed factor by difficulty factor
to get pace.
 Improve accuracy
 number of observations
 skilled operator
 observer skilled at job
 Train raters
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 Setting allowances
 Personal and fatigue allowances are set from
tables.
 Delay allowances are set from delays actually
occurring on the job.
 Delays during a time study may provide estimate
for the delays to allow for the standard.

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