TIME AND MOTION

STUDY
Motion study originated
with Frank Gilbreth, a
colleague of Frederick W.
Taylor at the turn of the
century.
 Frederick W. Taylor’s
approach to the study of
work methods was to select
the best worker among a
group of workers and use
that worker’s methods as
the standard by which other
workers were trained.
Gilbreth studied many workers
and from among them picked
the best way to perform each
activity, then he combined
these elements to form the
“one best way” to perform a
task.
Frank Gilbreth’s first subject was
a bricklayer
Through his study of this worker’s
motions, he was able to improve the
bricklayer’s productivity threefold.
 However in Gilbreth’s day,
bricklayers were paid on the
basis of how many bricks they
could lay in an hour in a piece
rate wage system.
Gilbreth’s research evolved
into a set of widely adopted
principles of motion study,
which companies have
used as guidelines for the
efficient design of work.
The principles of motion study
are categorized according to :
the human body
arrangement of the
workplace
the use of equipment and
machinery.
Efficient Use of the Human Body

 Work should be simplified, rhythmic

and symmetric
 Hand/arm motions should be
coordinated and simultaneous
 The full extent of physical capabilities
should be employed; all parts of the
body should perform; the hand should
never be idle
 Energy should be conserved by
letting machines perform tasks when
possible, minimizing the distance of
movements, and physical
momentum should be in the favor of
the worker
 Tasks should be simple, requiring
minimal eye contact and minimal
muscular effort, with no
unnecessary motions, delays, or
idleness
Efficient Arrangement of the
Workplace
 All tools, materials, and equipment
should have a designated, easily
accessible location that minimizes the
motions required to get them.
 Seating and the general work
environment should be comfortable and
healthy.
Efficient Use of Equipment
 Equipment and mechanized tools
enhance workers abilities.
 The use of foot operated mechanized
equipment that relieves the hand/arms
of work should be maximized.
 Equipment should be constructed and
arranged to fit worker use.
 MOTION STUDY is used to
ensure efficiency of motion in a
job. It is a study of the
individual human motions used
in a task.
 PURPOSE OF MOTION
STUDY

 to make sure that a job task does

not include any unnecessary
motion by the worker
 to select the sequence of motions
that ensure that the task is being
performed in the most efficient
way. It is the most detailed form
of job analysis.
 HOW THE TOTAL TIME OF A
JOB IS MADE UP

 The Basic work content - is the

irreducible minimum time
theoretically required to produce one
unit of output.
 Excess work content – time added
in producing one unit of an output
Excess work content may be due
to
 work content added by defects in the
design or specification of a product
 work content added by inefficient methods
of production or operation
 ineffective time due to shortcomings on
the part of management
 ineffective time within the control of the
worker
a man-hour is the labor of
one man for one hour

a machine hour is the

running of a machine or
piece of plant for one hour
 Work Study is a generic term for
those techniques which are use in
the examination of human work in all
its contexts in order to effect
improvement. It is a direct means of
raising productivity and improve job
satisfaction.
Why work study is valuable?

 it is a means of raising productivity

 it is systematic
 it is the most accurate means of
setting standard performance
 the savings continue as operation
improvements continue
 it is a tool that can be applied
everywhere, manually or with
machines being operated
 it is one of the most penetrating
tools of investigation available to
the management
PROCESS CHART SYMBOLS
USED IN MOTION STUDY

OPERATION
INSPECTION
TRANSPORTATION
DELAY
STORAGE/ HOLD

COMBINED ACTIVITIES
 The questioning
sequence used are:
 The PURPOSE for which
 The PLACE at which
 The SEQUENCE in which
 The PERSON by whom
 The MEANS by which

the activities are undertaken

 With a view to:
ELIMINATING
COMBINING

REARRANGING

ORSIMPLIFYING
Those activities
Example : Eliminating or reducing
handling
 Increase the size or number of units
being handled at any one time. If
necessary review product design
and packaging.
 Increase speed of handling
 Let gravity work for you
 Have enough containers, pallets,
boxes, platforms available
 Let materials move in straight lines
 Give preferences to material-
handling equipments (conveyors,
hoist, cranes, industrial trucks)
Example 2 – String Diagram

The String Diagram is a

scale plan or model on
which a thread is used to
trace and measure the path
of workers, materials or
equipment during a
specified sequence of
events.
 Classification of Movements
1. Knuckle - Finger
2. Wrist - Hand and Fingers
3. Elbow - Forearm, hand and Fingers
4. Shoulder - Upper arm, forearm,
hand and fingers
5. Trunk - Torso, upper arm, forearm,
hand and fingers

 NORMAL WORKING AREA –

Finger, Wrist and Elbow movements
 MAXIMUM WORKING AREA –
Shoulder Movements
Design of tools, jigs and fixtures

 A jig – holds parts in exact position

and guides the tool that works on
them

 A fixture – is a less accurate device

for holding parts which would
otherwise have to be held in one
hand while the other hand work on
them.
 Part 2- WORK
MEASUREMENT is the
application of
techniques designed to
establish the time for a
worker to carry out a
specified job at a
defined level of
performance.
 THE BASIC PROCEDURES OF
WORK MEASUREMENT
1. SELECT THE WORK TO BE STUDIED
2. RECORD ALL RELEVANT DATA
RELATING TO THE CIRCUMSTANCES
3. EXAMINE THE RECORDED DATA
4. MEASURE THE QUANTITY OF WORK
IN EACH ELEMENT IN TERMS OF TIME
5. COMPILE THE STANDARD TIME FOR
THE OPERATION
6. DEFINE PRECISELY THE SERIES OF
ACTIVITIES AND METHOD OF
OPERATION FOR WHICH THE TIME
HAS BEEN COMPILED AND ISSUE THE
TIME AS STANDARD.
Uses of work measurement

 To compare the efficiency of

alternative methods
 To balance the work of members of
teams
 To determine the number of
machines an operative can run
 To provide information on which
planning and scheduling of
production can be based
 To provide information on which
estimates for selling prices and
delivery promises can be based.
 To set standards of machine
utilization and labor performance
as basis for incentives and reward
schemes.
 To provide information for labor
cost control and to enable
standard costs to be fixed and
maintained.
 THE TECHNIQUES OF WORK
MEASUREMENT

Work Sampling
Stopwatch Time Study

Predetermined Time
standards
Standard data
 WORK SAMPLING
Is a method of finding the
percentage of occurrence of a
certain activity by statistical
sampling and random
observation.

Sloven’s formula = n/1+ne2

STOPWATCH METHOD
EQUIPMENT
Stopwatch

Time Study Board

Time Study Forms
Calculator
Measuring
Instrument
 TWO KINDS OF STOPWATCH
METHOD

1. Cummulative Timing – the watch

runs continuously throughout the
study.
2. Flyback Timing – the hands of the
stopwatch are returned to zero at
the end of each element and are
allowed to start immediately.
 Element – pick up; do; or put down
 Work cycle – pick up, do and put
down.
 Steps in Doing
Stopwatch Time Study
1. Establish the standard job method.
The job should be analyzed using
method analysis to make sure that the
best method is being used.
2. Breakdown the job into elements. The
job is broken into short, elemental
tasks with obvious breakpoints
between them. The more detailed the
elements, the easier it is to eliminate
elemental times that are not normally
included in each job cycle.
3. Study the job. Time studies have been
conducted using stopwatch attached
to a clipboard.
4. Record the observed time per
observation (in seconds or in
minutes)
5. Compute the Average Basic Time.
AVE. BT = Summation of Observed
Time / Number of Observations
6. Rate the workers performance
(70%,100%,110%) (Slow,
Average or Expert)
The experienced worker achieves smooth
and consistent movements, acquires
rhythm, responds more rapidly to
signals, anticipates difficulties and is
more ready to overcome them, carries
out the task without giving the
appearance of conscious attention and
is therefore more relaxed.
7. Compute the Normal Time.
NT = Ave basic Time x Performance
Rating or Rating Factor

8. Compute the Standard Time

ST = NT x (1+ Allowance Factor)
ALLOWANCE FACTORS
Related to the individual, Nature of
work itself and the Working
Environment
(Fatigue allowance, Machine
allowance, and Contingency
allowance)
(Light work, light work in standing
position, moderate work, heavy work,
heavy work in standing position)
(10-12%, 15-18%, 25%)
 9. Compute for the Quota or Target
Output.

Quota = Number of Working Hours/day

/Standard Time

8 working hours (8am-5pm, 6am-2pm,

2pm-10pm, 10pm-6am, 7am-4pm)

12 working hours (6am-6pm, 6pm-6am)

 Convert total working hours into
minutes minus the break times in
computing the working hours per day
EXAMPLE
 BASIC TIME OBSERVED (IN MINS)
4.04
3.96
4.01
3.98
10.65
3.99
4.02
4.00
3.95
4.02
4.01
Rating factor = 95%
Allowance = 15%
Working hour = 6am-6pm
What is the average basic time?

 SUMMATION OF BT = 39.98 MINS

 AVE BT = 39.98/10

= 3.998 MINS
WHAT HAPPENED TO THE 10.65
OBSERVED TIME?

WHY WAS IT NOT INCLUDED IN

THE COMPUTATION OF THE
BASIC TIME?
 BECAUSE THE OBSERVED TIME
IS TOO FAR FROM THE OTHER
OBSERVATIONS.
 There might be some foreign
elemental factors involved during
observation. So this OT is discarded
from computation.

 What if the rating factor is 95%,

what is the Normal Time?

NT = AVE BT X RF
= 3.998 X 95%
= 3.798 MINS
 IF FATIGUE ALLOWANCE AND
CONTINGENGY ALLOWANCE
TOTALS 15%, WHAT WOULD BE
THE STANDARD TIME?

 ST = NT x (1+ allowance factor)

= 3.798 x (1 + 15%)
= 4.368 mins
If Break Time is 10:00-10:15, 12:00-
12:30 and 3:00-3:15; what would be
the required Quota for the day?

Quota = No. of working hours /day/ ST

= (12 hours x 60mins)- 60 mins
= 660mins / 4.368mins
= 151.09 units
 Uses of Time and Motion Study

 Production Planning and

Control
 Manpower Allocation
 Labor Cost Computation
 Determination of Lead Time
 Cost-Benefit Analysis
 Determination of Delivery
Dates
 Interviewer: There are 500 bricks on a plane.
You drop one outside. How many are left?
Applicant: That's easy, 499
 Interviewer: What are the three steps to put an elephant into a
fridge?
Applicant: Open the fridge.
Put the elephant in.
Close the fridge.
 Interviewer: What are the four steps to put a deer into the fridge?
Applicant: Open the fridge.
Take the elephant out.
Put the deer in.
Close the fridge.
 Interviewer: It's lion's birthday,
all the animals are there except one, why?
Applicant: Because the deer is in the fridge.
 Interviewer: How does an old woman cross a swamp filled with
crocodiles?
Applicant: She just crosses it
because the crocodiles are at the lion's birthday.
 Interviewer: Last question.
In the end the old lady still died, Why?
 Applicant: Err....I guess she drowned?
Interviewer: No! She was hit by the brick. You may leave now.
"Theduck looks smooth &
calm on top of water,
but,
under that there is
restless pedaling..

Nothing is worth without

struggle in real life"

-----Anonymous------
THANK YOU!!!
QUESTIONS?