Ch10-Revisiting Method Engrg & Motion Study (1) - 2

Revisiting Methods Engineering
 Increase productivity and efficiency
 Reduce cycle time
 Reduce product cost
 Reduce labor content
 Improve motivation and morale

Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN 0-13-140650-7.
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
One Best Method Principle
 Of all the possible methods that can be used to perform a
given task, there is one optimal method that minimizes the
time and effort required to accomplish it
 Attributed to Frank Gilbreth
 A primary objective in work design is to determine the one

best method for a task, and then to standardize it
 This one best refers to an average worker with a moderate

level of skill, operating under normal working conditions with
nominal material quality and tool/equipment availability

Methods Engrg = Time & Motion study
 Frederick Winslow Taylor (1856-1915): One

Best Way
 One of his most famous studies involve

shovels.
 He notices that workers use the same shovel for all
materials.
 He determines that the most effective load is 10 kg,

and designs shovels accordingly.
 Material handling cost decreases to 3 cents/ton from

8cents/ton.
Methods Engrg = Time & Motion study
 Frank Bunker Gilbreth (1868-1924)
 One of his most famous studies is his experiments

in reducing the number of motions in bricklaying.
 He uses a scaffold free of stooping of the worker.

Through carefully analyzing a bricklayer's job, he
reduced the number of motions in laying a brick from 18
to about 5.
 He increases the labor productivity from 120 bricks/labor-

hr to 350 bricks/labor-hr.
 This increases productivity and decreases fatigue.

Productive Work Content
A given task performed by a worker can be
considered to consist of
 Basic productive work content
 Theoretical minimum amount of work
required to accomplish the task
 Excess nonproductive activities
 Extra physical and mental actions of worker
 Do not add value to the task
 Do not facilitate the productive work content
 Take time

Excess Nonproductive Activities
Can be classified into three categories:
 Excess activities due to poor design of
product or service
 Excess activities caused by inefficient
methods, poor workplace layout, and
interruptions
 Excessive activities cause by the human
factor

Allocation of Total Task Time

Poor Design of Product or Service
 Products with more parts than necessary,
causing excess assembly time
 Product proliferation (more choices for the

customer than necessary)
 Frequent design changes
 Quality standards too stringent

Inefficient Methods, Layout, Etc.
 Inefficient layout that increases material
handling activities
 Inefficient workplace layout that increases
hand, arm, and body motions
 Methods that include unnecessary work
elements that waste time
 Long setup times in batch production
 Frequent equipment breakdowns
 Workers waiting for work

Verimliliği Arttırmanın Yolları
Yaz 2010
END 302
İş Analizi ve Tasarımı Kaynak: M. Fatih Yegül Ders Notları
An example for Methods Engineering
 Current method: An assembly worker performs a
repetitive task consisting of inserting 8 pegs into 8 holes
in a board. A slightly interference fit is involved in each
insertion. The worker holds the board in one hand and
picks up the pegs from a tray with other hand and inserts
them into the holes, one peg at a time.

Example 2.1: A repetitive Manual Task
 Current method and current layout:

 Improved method and improved layout:
 Use a work-holding device to hold and position the
board while the worker uses both hands
simultaneously to insert pegs.
 Instead of picking one peg at a time, each hand will
grab four pegs to minimize the number of times the
worker’s hands must reach the trays.

 Improved method
 The cycle time is reduced from 0.62 min to 0.37 min.
 % cycle time reduction=(CTcurrent-CTimproved)/CTcurrent
=(0.62-0.37)/0.62=%40
 Production ratecurrent=1/0.62 min=1.61 units per min

(throughput)
 Production rateimproved=1/0.37 min=2.70 units per min
 % increase in R=(Rimproved-Rcurrent)/Rcurrent
=(1.61-2.70)/1.61=%68
 It is important to design the work cycle so as to minimize

the time required to perform it.
 Of course there are many alterantive ways to perform a

given task. Our focus is on the best one.
The Techniques of Methods Engineering
 The following techniques are mostly accociated

with the analysis step in the methods
engineering.
 Charting and diagramming techniques
 Motion Study and Work Design
 Facility Layout Planning
 Work Measurement Techniques
 New approaches
Motion Study and Work Design
Sections:
1. Basic Motion Elements and Work
Chapter 10 Analysis
2. Principles of Motion Economy and

Work Design

Definitions
 Motion study
 Analysis of the basic hand, arm, and body
movements of workers as they perform work
 Work design
 Design of the methods and motions used to perform
a task
 Design of the work system
 Includes:
 Workplace layout and environment
 Tooling and equipment used in the task such as
workholders, fixtures, power tools, etc.

Basic Motion Elements
 Frank Gilbreth – first to analyze and classify
the basic motion elements
 “Therblig”s – 17 basic motion elements

 Spelled backward except for “th”
 Basic building blocks of virtually all manual work

performed at a single location (so the primary
interest is the hand motions)
 With modification, used today in several work

measurement systems, e.g., MTM (Methods-Time
Measurement)
Basic Motion Elements (continued)
 “Therblig”s – 17 basic motion elements
 Some of the motion element names and definitions
have been revised
 Involves both physical and mental elements
 Although it is first used in production and logistics,

the principles are also applicable to service industry.

17 Therbligs
1. Transport empty (TE) – reach for an object
with empty hand – today we call it “reach”
2. Grasp (G) – grasp an object by contacting
and closing the fingers until control has been
achived
3. Transport loaded (TL) – move an object with
hand and arm – today we call it “move”
4. Hold (H) – hold an object with one hand
5. Release load (RL) – release control of an
object
6. Use (U) – manipulate/use a tool
17 Therbligs (continued)
7. Pre-position (PP) – position object for next
operation
8. Position (P) – position object in defined
location
9. Assemble (A) – join two parts
10. Disassemble (DA) – seperate multiple parts
that were previously joined
11. Search (Sh) – attempt to find an object using
eyes or hand

17 Therbligs (continued)
12. Select (St) – choose among several objects
in a group (hand-eye coordination is
involved)
13. Plan (Pn) – decide on an action (a short
pause or hesitation in the motions)
14. Inspect (I) – determine quality of object using
the eyes
15. Unavoidable delay (UD) – waiting due to
factors beyond worker control
16. Avoidable delay (AD) – worker waiting
17. Rest (R) – resting to overcome fatigue
Therbligs

Therbligs

Therbligs

Therbligs

Therbligs

Example

Classification of Therbligs
Effective therbligs: Ineffective therbligs:
Physical Basic Motion Physical Basic Motion Elements:
Elements:  Hold
 Transport empty  Pre-position
 Grasp Physical and Mental Basic Motion
 Transport loaded Elements:
 Release load  Position
 Use  Search
 Assemble  Select
 Disassemble Mental Basic Elements:
Mental Basic Elements:  Plan
 Inspect Delay elements:
Delay Elements:  Unavoidable delay
 Rest  Avoidable delay
 Method study at the therblig level seeks to

eliminate or reduce ineffective therbligs.
Micromotion Analysis
 The main idea of method study at the therblig
level: seeks to eliminate or reduce ineffective
therbligs.
 Each therblig represents time and energy

expended by a worker.
 If task is repetitive, this will be performed many

times. Then, it becomes meaningul to analyze
therbligs.
 Known as micromotion analysis

Micromotion Analysis
 Analysis of therbligs that make up a repetitive
task
 Objectives:
 Eliminate ineffective therbligs if possible
 Avoid holding objects with hand – Use workholder
 Combine therbligs – Perform right-hand and left-hand
motions simultaneously
 Simplify overall method
 Reduce time for a motion, e.g., shorten distance
 Checklists:
 Checklist1 (discussed in the in class)
 Checklist2 (given in the book – Table 10.3)
Principles of Motion Economy
 Developed over many years of practical experience in
work design
 Guidelines to help determine

 Work method
 Workplace layout
 Tools, and equipment
 Objective: to maximize efficiency and minimize worker

fatigue
 Many people don’t understand why these principles are

necessary, but you will learn that these principles are
violated in work systems (your summer training).

Three Categories of Principles
1. Principles that apply to the use of the human
body
2. Principles that apply to the workplace

arrangement
3. Principles that apply to the design of tooling

and equipment

Use of Human Body
Most applicable to manual work
1. Design work to fully utilize both hands
2. The two hands should begin and end their motions at the same time to
distribute the work equally to hands
3. Hand and arm motions should be symmetrical and simultaneous to

minimize hand/arm-eye coordination
 Avoid different independent motions of hands/arms
4. Design work to favor preferred hand

 Work units should enter the workplace on the side of the worker’s
preferred hand
5. Worker’s two hands should not be idle at the same time

 except for the rest breaks
 Don’t forget that not all tasks can be organized according to these
principles.
An experiment
 A relatively simple task
 Reaching, selecting, grasping, transporting, releasing
small parts.
 Two types of containers

 A rectangular bin
 A bin with a tray
 The worker performed the work cycle with each

container using
 Only the right hand
 Only the left hand
 Both hands performing symmetrical and
simultaneous motions.

0.74 sec / 0.54 sec /
work unit work unit

Use of Human Body
Utilize laws of physics
6. Method should consist of smooth continuous curved motions
rather than straight motions with abrupt changes in direction
 Although shortest distance between two points is a straight line
 Because straight-line path sequence includes start and stop
actions (accelerations and decelerations) consume worker’s
time and energy
7. Use momentum (mass * velocity) to facilitate task

 Carpenter using a hammer to strike a nail
8. Take advantage of gravity – Don’t oppose it
9. Method should achieve a natural rhythm of the motions

involved

Use of Human Body
10. Use lowest classification of hand and arm
motion (five classifications)
1) Finger
2) Finger and wrist
3) Finger, wrist, and forearm
4) Finger, wrist, forearm, and upper arm
5) Finger, wrist, forearm, upper arm, and
shoulder

I Movement of the fingers only as when picking up
a cotton roll.

II Fingers and wrist motion as used when
transferring an instrument to the operator,

or manipulating a hand instrument.



III Fingers, wrist, and forearm as when
reaching for a handpiece.

IV The entire arm when reaching for supplies

away from the work area, or to adjust the
operating light.

V The entire arm and shoulder as when
turning around to reach for equipment

from adjacent fixed cabinetry.


Use of Human Body
For using body members other than the hands,
and arms
11. Minimize eye focus and travel
 Minimize the distance between the object
12. Design method to utilize feet and legs where

appropriate
 Since they are stronger than arms

Workplace Arrangement
Design of the workplace
1. Locate tools and materials in fixed positions within the

work area
2. Locate tools and materials close to where they are

used
 To minimize the distances to be covered
3. Locate tools and materials to be consistent with

sequence of work elements
 Decrease the time required for searching

 Normal and maximum working areas in the
workplace
Design for
average
user

Illustration of First Three Principles
Poor arrangement of parts and tools in workplace
Numbers indicate the sequence of operations

Illustration of First Three Principles
Good arrangement of parts and tools in workplace
Numbers indicate the sequence of operations

4. Use gravity feed bins to deliver small parts
and fasteners
Two types of bins
used for small parts
and fasteners in the
workplace:
(a) gravity feed bin
(b) conventional
rectangular bin

5. Use gravity drop chutes for completed work
units where appropriate
6. Provide adequate illumination

 Also color, constrast among items, location of the
light source are important
7. A proper chair should be provided for the

worker
 Adjustable to the size of the worker
 Seat height and back adjustments
 Padded seat and back
Adjustable Chair for Workplace

Design of Tooling and Equipment
1. Workholding devices should be designed for the task
2. Hands should be relieved of work elements that can

be performed by the feet using foot pedals
 sewing machine
3. Combine multiple functions into one tool where

possible
 Pencils designed for writing and erasing
4. Perform multiple operations simultaneously rather

than sequentially
 Multiple-spindle drill presses to drill holes in PCBs

Design of Tooling and Equipment
5. Where feasible, perform operation on multiple parts
simultaneously
 Machines in a cake factory
6. Design equipment controls for operator convenience

and error avoidance
 Controls should be located within easy reach to minimize
the body motions required to access them
7. Hand tools and portable power tools should be

designed for operator comfort and convenience
 e.g. tools that can accomodate both right-handed and
left-handed workers
8. Mechanize or automate manual operations if

economically and technically feasible

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Revisiting Methods Engineering

 Increase productivity and efficiency

 Reduce cycle time

 Reduce product cost

 Reduce labor content

 Improve motivation and morale

 Attributed to Frank Gilbreth

 A primary objective in work design is to determine the one

 This one best refers to an average worker with a moderate

Work Systems and the Methods, Measurement, and Management of Work

 Frederick Winslow Taylor (1856-1915): One

 One of his most famous studies involve

 He determines that the most effective load is 10 kg,

 Material handling cost decreases to 3 cents/ton from

 One of his most famous studies is his experiments

 He uses a scaffold free of stooping of the worker.

 He increases the labor productivity from 120 bricks/labor-

 This increases productivity and decreases fatigue.

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

 Product proliferation (more choices for the

 Frequent design changes

 Quality standards too stringent

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

 The cycle time is reduced from 0.62 min to 0.37 min.

 % cycle time reduction=(CTcurrent-CTimproved)/CTcurrent

 Production ratecurrent=1/0.62 min=1.61 units per min

 It is important to design the work cycle so as to minimize

 Of course there are many alterantive ways to perform a

 The following techniques are mostly accociated

 Charting and diagramming techniques

 Motion Study and Work Design

 Facility Layout Planning

 Work Measurement Techniques

2. Principles of Motion Economy and

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

 “Therblig”s – 17 basic motion elements

 Basic building blocks of virtually all manual work

 With modification, used today in several work

 Involves both physical and mental elements

 Although it is first used in production and logistics,

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

Work Systems and the Methods, Measurement, and Management of Work

 Method study at the therblig level seeks to

 Each therblig represents time and energy

 If task is repetitive, this will be performed many

 Known as micromotion analysis

 Guidelines to help determine

 Objective: to maximize efficiency and minimize worker

 Many people don’t understand why these principles are

Work Systems and the Methods, Measurement, and Management of Work