INTRODUCTION TO

METHODS ENGINEERING
and
WORK MEASUREMENT

Chapter I
 METHODS ENGINEERING
• Methods Engineering is defined as the systematic
close analysis of all direct and indirect operations to
find improvements, thereby making work easier to
perform and allowing work to be done in less time
with less investment per unit.
• It also refers to developing a technique for increasing
the production per unit of time and consequently,
reducing the unit cost.
 METHODS ENGINEERING
 Methods Engineering includes designing, creating,
and selecting the best manufacturing methods,
processes, tools, equipments, and skills to
manufacture a product based on the working
drawings that have been developed by the product
engineering section.
 METHODS ENGINEER

• The Methods Engineer is responsible for designing

and developing the various work centers where
the product will be produced. Second, he or she
continually re-studies the work centers to find a
better way to produce the product and/or improve
its quality.
Methods Engineering implies the utilization of
technological capability. Primarily because of
methods engineering, improvements in
productivity are a never-ending process.
 METHODS STUDY
• Motion study or work methods design,
design is
used for finding the preferred method of
doing work. That is, the ideal method or the
ones nearest to it.
 TIME STUDY
• Often referred to as “work measurement”,
measurement involves
the technique of establishing an allowed time
standard to perform a given task, based on
measurement of the work content of the prescribed
method, with due allowance for fatigue and for
personal and unavoidable delays.
Work Measurement Techniques:
 Stopwatch Time Study
 Work Sampling
 Pre-determined Time System (PDTS)
 Standard Data
 WAGE PAYMENT
• The wage payment function, similarly, is
closely associated with the time study
and methods sections activity. It refers
to the system of paying the employees’
salaries or compensation.

• The different wage

payment plans
include day work,
piece work, group
incentives, skill-
based pay, etc.
 JOB ANALYSIS AND JOB EVALUATION
• Job Analysis refers to the
procedure for making a
thorough appraisal of each
position and recording details
of the job can be evaluated.

• Job Evaluation is a technique for

equitably determining the relative
worth of the different assignments
within an organization. This technique
establishes fair base rates for different
work assignments.
 THE WORKS OF TAYLOR
Frederick W. Taylor is generally conceded to
be “The Father of Time Study”.
Study
• Taylor began his time study work in 1881
with the Midvale Steel Company in
Philadelphia.

• He proposed that the work of each employee be planned out

by the management at least one day in advance. Workers
were to receive complete written instructions describing their
tasks in detail and noting the means to accomplish them. Each
job was to have a standard time determined by time studies
experts. This time was to be based on the work possibilities of
a first-rate worker, who after being instructed, was able to do
the work regularly.
 THE WORKS OF TAYLOR
• Another of Taylor’s Bethlehem Steel experiments that gained
fame was referred to as “the science of shoveling”. Workers
who shoveled at Bethlehem, owned their shovels and would
use the same one for any job – lifting heavy iron ore to lifting
light rice coal. After a considerable study, Taylor designed
shovels to fit the different loads. For example, shovels for iron
ore were given short handles; those for the light rice coal
were given broad scooped shape and linger handles.
 MOTION STUDY & THE WORK OF THE
GILBRETHS

Frank B. Gilbreth was the

founder of the Modern
Motion Study Technique.
Technique
It is defined as the study of the
body motions used in
performing an operation to
improve it by eliminating or simplifying unnecessary motions and
then establishing the most favorable motion sequence for
maximum efficiency. A body motion is referred to as “therblig”,
which is an anagram of Gilbreth.
 THE WORK OF THE GILBRETHS
• Gilbreth originally introduced his ideas and
philosophies into the bricklayer’s trade. After
introducing methods improvements through
motion study, including an adjustable scaffold
that he had invented and operator training,
he was able to increase the average number
of bricks laid.

• Gilbreth & his wife, Lillian, were

responsible for industry’s recognition of
the importance of a minute study of
body motions to increase production,
reduce fatigue, and instruct operators in
the best method of performing an
operation.
 THE WORK OF THE GILBRETHS

• Gilbreth also developed the technique of filming

motions to study them. In industry, this technique is
known as micromotion study.
study They developed the
cyclegraphic & chronocyclegraphic analysis techniques
for studying the motion paths made by an operator.
 THE WORK OF THE GILBRETHS

Cyclegraphic analysis is done by attaching a small

electric bulb to the finger, hand, or other part of
the body and photographing, with a still camera,
the path of light as it moves through space.
 THE WORK OF THE GILBRETHS
In a Chronocyclegraphic analysis,
analysis an interrupter is placed
in the electric circuit with the bulb, and if the light is
flashed on quickly and off slowly, the path of the bulb
will appear as a dotted line with pear-shaped dots
indicating the direction of motion. The path of light will
be spaced according to the speed of the movement.
From this graph, it is possible to measure accurately
time, speed, acceleration, and retardation, and to show
direction and the path of motion in three dimensions.
 THE BEGINNING OF MOTION AND TIME
STUDY
• In 1885, Gilbreth entered the employ of a building contractor.
• In his connection with the building trades, he noted that each
craftsman used his own methods in doing his work, and that no two
men did their job in exactly the same way.
• Furthermore, he observed that the worker did not always use the
same set of motions.
• These observation led Gilbreth to begin investigations to find the
“one best way” of performing a given task.
• As he goes on, he readily saw how to make improvements in
methods, substituting shorter and less fatiguing motions for longer
and more tiring ones.
• He made photographs of bricklayers at work, and from a study of
these photographs he continued to bring about increased output
among his workers.
 THE BEGINNING OF MOTION AND TIME
STUDY
• In 1898, Taylor went to Bethlehem Steel Works and improved
methods in various parts of the plant.
• In the shoveling operation, 400 to 600 men were employed in the
yard; more iron ores were shoveled than rice coal.
• Taylor found that each good shoveler has his own shovel; he
preferred to do this rather than to have the company furnish it
• A foreman supervised 50 – 60 men, and they shoveled a variety of
material in the course of the day.
• Taylor took two good shovelers, set them to work in the different
parts of the yard, and detailed two time study men with stop
watches to study the work of these men.
• The results of this study showed on the shovel, a man can handle a
maximum tonnage of material in a day.
• Thus, a smaller spade was provided for handling ore, and a large
scoop was provided for light material such as ashes.
 EARLY CONTEMPORARIES
Carl G. Barth
• An associate of Frederick Taylor, he developed a production
slide rule for determining the most efficient combination of
speeds and feeds for cutting metals of various hardness,
considering the depth of cut, size of tool, and life of the tool.
• He is also noted for his work in determining allowances.

Harrington Emerson
• Applied the scientific methods to work on a Santa Fe Railroad
and wrote a book, Twelve Principles of Efficiency, in which he
made an effort to inform management of procedure for
efficient operation.
Henry Laurence Gantt
• Developed simple graphs that would measure
performance while visually showing projected schedules
(Gantt Chart).
• Gantt is also known for his invention of a wage payment
system that rewarded a worker for above standards
performance, eliminated any penalty for failure, and
offered the boss a bonus for every worker who performed
above standard.

Franklin D. Roosevelt
• He advocated establishing standards for increasing
production through the U.S. Department of Labor.
• The stated policy advocated: greater pay for greater
output but without an increase in unit costs, incentive
schemes to be collectively bargained between labor and
management, and the use of time study or past records to
set production standards.
 PROGRESS MADE IN CONNECTION WITH METHOD,
STANDARDS, AND WORK DESIGN
YEAR EVENT
1760 Perronet makes time studies on No. 6 common pins.
1820 Charles W. Babbage makes time studies on No. 11 common pins.
Babbage was born in Teignmouth, Devon, on December 26, 1791, and educated at
the University of Cambridge.
1832 Charles W. Babbage publishes On the Economy of Machinery and Manufacturers.
Babbage’s book, Economy of Machines and Manufactures (1832), initiated the field of
study known today as operational research.
1881 Frederick W. Taylor begins his time study work.
Taylor, Frederick Winslow (1856-1915), American industrial engineer, who originated
scientific management in business.
1901 Henry L. Gantt develops the tasks and bonus wage system.
1903 Taylor presents paper on shop Management to ASME.
1906 Taylor publishes paper On the Art Of Cutting Metals.
1910 Inner-sate Commerce Commission starts an investigation of time study.
Gilbreth publishes Motion Study.
Gantt publishes Work, Wages and Profits.
1911 Taylor publishes text on The Principles of Scientific Management.
Taylor served as consulting engineer for several companies. His management method
were published in The Principles of Management (1911)
1912 Society to Promote the Science of Management is organized.
Emerson estimates $1 Million Dollars per day can be saved if Eastern railroads apply
Scientific Management.
1913 Emerson publishes The Twelve Principles of Efficiency.
Congress adds rider to the government appropriation bill stipulating that no part of
this appropriation should be made available for the pay of any person engages in
time study.
Henry Ford unveils the first moving assembly line Detroit.
1915 Taylor Society formed to replace the Society to Promote the Science of
Management.
1917 Frank B. and Lillian M. Gilbreth publish Applied Motion Study.
1923 American Management Association was formed.
1927 Elton Mayo begins Hawthorne study at Western Electric Company’s plant in
Hawthorne Illinois.
Mayo, (George) Elton (1880 – 1949), Austrain- born American psychologist and
sociologist. Mayo was born in Adelaide, South Australia, on December 26, 1880.
1933 Ralph M. Barnes receives the first Ph.D granted in the United States in the field of
Industrial Engineering from Cornell University. His thesis leads to the publication
of “Motion and Time Study”.
1936 Society of Advancement of Management organized.
1945 Department of labor advocates establishing standards to improve productivity of
supplies for the war effort.
1947 Bill passed allowing the War Department to use time study.
1948 The Institute of Industrial Engineers is founded in Columbus Ohio.
1949 Prohibition against using stopwatches dropped from appropriation language.
1957 Human Factors and Ergonomics Society founded in U.S.
EJ McCormick publishes human factor engineering
1959 International Ergonomics Association founded to coordinate ergonomics activities
worldwide.
1970 Congress pushes the OSHAct, establishing the Occupational Safety and Health
Administration.
1972 Society of the Advancement of Management combines with the American
Management Association.
1975 MIL-STD 1567 USAF. Work Measurement released.
1981 NIOSH lifting guidelines first introduced.
1983 MIL-STD 1567A. Work Measurement released.
1986 MIL-STD 1567a. Work Measurement Guidance Appendix, finalized.
1988 ANSI/HFS Standard 100-1988 for Human Factors Engineering of Visual Display
Terminal Workstations released.
1990 Americans with Disabilities Act (ADA) passed by congress.
1993 NIOSH lifting guidelines revised.
1995 Draft ANSI –365 Standard for control of Work-Related Cumulative. Trauma Disorders
released.
 DEFINITION AND SCOPE OF MOTION &
TIME STUDY
Motion and time study is the systematic study of work
systems with the purposes of:
1. Developing the preferred system and method –
usually the one with the lowest cost
2. Standardizing this system and method
3. Determining the time required by a qualified and
properly trained person working at a normal pace to
do a specific task or operation; and
4. Assisting in training the worker in the preferred
method.
 OBJECTIVES OF MOTION & TIME STUDY
PRINCIPAL OBJECTIVES:
• To increase productivity
• To increase product reliability
• To decrease unit costs
… thus, allowing more quality goods and/or services to be produced for more
people.
SPECIFIC OBJECTIVES:
• Minimize the time required to perform tasks.
• Continually improve the quality and reliability of products and services.
• Conserve resources and minimize cost by specifying the most appropriate
direct and indirect materials for the production of goods and services.
• Produce with concern for the availability of power.
• Maximize the safety, health, and well-being of all employees.
• Produce with an increasing concern to protect our environment.
• Follow a humane program of management that results in job interest and
satisfaction for each employee.
 STEPS IN MOTION & TIME STUDY
1. Select the Project
2. Get the facts
3. Present the facts
4. Make an analysis
5. Develop the ideal method
6. Presenting the method
7. Install the method
8. Develop a job analysis
9. Establish time standards
10.Follow-up the method
 METHODS IMPROVEMENT
CHECK LIST
After recording all that is known about the job, various phases of
the operation should be considered:

I. MATERIALS
• Can cheaper materials be substituted?
• Is the material uniform and in proper condition when brought
to the operator?
• Is the material of proper size, weight, and finish for the most
economical use?
• Is the material utilized at the fullest extent?
• Can some parts be found for scrap and rejected parts?
• Can the number of storages of material and of parts in process
be reduced?
 METHODS IMPROVEMENT
CHECK LIST
II. MATERIALS HANDLING
• Can the number of times the material is handled be reduced?
• Can the distance moved be shortened?
• Is the material received, moved, and stored in suitable
containers? Are the containers kept clean?
• Are there delays in the delivery of material to the operator?
• Can the operator be relived of handling materials by the use of
conveyors?
• Can backtracking be reduced or eliminated?
• Will a rearrangement of the layout or combining of operations
make it unnecessary to move the material?
 METHODS IMPROVEMENT
CHECK LIST
III. TOOLS, JIGS, AND FIXTURES
• Are the tools the best kind of this work?
• Are the tools in good condition?
• If metal – cutting tools, are the cutting angles of the tools
correct, and are they ground in a centralized tool-grinding
department?
• Can tools or fixtures be changed so that less skill is required to
perform the operation?
• Are both hands occupied by productive work in using the
tools or fixtures?
• Can slide feeds, ejectors, holding devices, etc..be used?
• Can an engineering change be made to simplify the design?
 METHODS IMPROVEMENT
CHECK LIST
IV. MACHINE
A. Setup
• Should the operator setup his or her own machine?
• Can the number of setups be reduced by proper lot sizes?
• Are drawings, tools, and gauges obtained without delay?
• Are there delays in making inspection of first pieces produced?
B. Operation
• Can the operation be eliminated?
• Can the work be done in multiple?
• Can the machine speed or feed be increased?
• Can an automatic feed be used?
• Can the operation be divided into two or more short
operations?
• Can the sequence of operation be changed?
 METHODS IMPROVEMENT
CHECK LIST
B. Operation (cont…)
• Can two or more operations be combined into one? Consider the effect
of combinations of the training period.
• Can the amount of scrap and spoiled work be reduced?
• Can the part be pre-positioned for the next operation?
• Can the interruptions be reduced or eliminated?
• Can an inspection be combined with an operation?
• Is the machine is good working condition?
• Can structural adhesives be used?
V. OPERATOR
• Is the operator qualified to perform this operation?
• Can unnecessary fatigue be eliminated by a change in tools,
fixtures, layout or working conditions?
• Is supervision satisfactory?
• Can the operator’s performance be improved by further
instruction?
 METHODS IMPROVEMENT
CHECK LIST
VI. WORKING CONDITIONS
• Are the light, heat, and ventilation satisfactory on the job?
• Are washrooms, lockers, restrooms, and dressing facilities
adequate?
• Are there any unnecessary hazards involved in the operation?
• Is the provision made for the operator to work in either a
sitting or a standing position? Do they meet the needs of
employees?
• Are the lengths of the working day and the rest periods set for
a maximum economy?
• Is good housekeeping maintained throughout the plant?
 EMERGENCE of WORK DESIGN
• Work design is a relatively work science that deals
with designing the task, workstation, and working
environment to fit the human operator better.

 In the United States, it’s more

typically known as HUMAN
FACTORS,
FACTORS while internationally
it is better known as
ERGONOMICS,
RGONOMICS which is
derived from the Greek word
Ergon (work) and Nomos (laws).
 HUMAN FACTORS IN MTS
• A system concerned with the relationship between
human beings, machines and the work environment
to obtain the optimum balance human capabilities
and the demand of task.
• Directs its attention largely to complex systems, and
place greater emphasis on the results of research
and less on past experience and empirical
information in solving problems.
 HUMAN FACTORS IN MTS
In performing a task, a person usually does three things.

1. Receives information – through the sense organs; eyes,

ears, touch;
2. Makes decision – acts on the information obtained and on
the basis of her knowledge
3. Takes action – action resulting from the decision that has
made. The action may be purely physical, such as operating
a machine, or it may involve communication such as giving
oral of written instructions.
Typical organization chart showing the influence of methods, time study, and wage
payment on the operation of the enterprise.

General Manager

Sales Manager Controller Manufacturing Manager Purchasing Agent Industrial Relations Chief Manager
Manager

A B C D E F

Maintenance Manager Reliability & Quality Control Manager Methods Time Production Control
Manager Study Wage Payment Manager

H I

Manufacturing Department
A – Cost is largely determined by manufacturing methods.
B – Time standards are the bases of standard costs.
C – Standard (direct or indirect) provides the bases for measuring
the performance of production departments.
D – Time is a common denominator for comparing competitive
equipment and supplies.
E – Good labor relations are maintained with equitable standards
and fair base rates.
F – Methods and processes strongly influence Product design.
G – Standards provide the bases for preventive maintenance.
H – Standards enforce quality.
I – Scheduling is based on time standard.
J – Methods and standards provide how the work is to be done
and how long it will take.
 PRESENT TRENDS
 Today’s practitioners must use the “humane” approach.
 They must be well versed in the study of human behavior and
accomplished in the art of communication.
 They must be good listeners, respecting the ideas and
thinking of others, particularly at the bench.
 They must give credit where credit is due. In fact, they should
habitually give the other person credit, even if there are some
questions of that person deserving it.
 The idea that there is “always a better way” needs to be
continually pursued in the development of new methods that
improve productivity, quality, delivery, worker’s safety, and
worker well being.
 There is greater intrusion by the government in the regulation
of methods, standards and work design.
 PRESENT TRENDS
 In the area of work design, Congress passed the OSH Act
establishing the National Institute for Occupational Safety and
Health (NIOSH), a research agency for developing guidelines
and standards for worker health and safety, and the
Occupational Safety and Health Administration (OSHA), an
enforcement agency to maintain these standards.
 With increasing numbers of individuals with different abilities,
Congress passed the Americans with Disabilities Act (ADA) in
1990. This regulation has major impact on all employers with
15 or more employees, affecting such employment practices
as recruiting, hiring, promotions, trainings, laying off, firing,
allowing leaves, and assigning jobs.