Round wheels: New ideas

for innovation or
improvement; mostly exist
in the organization & are
used by exemplary
A Perspective
performers

Rope:
Sturdy organization: May be so
Its nature makes long that the
changing direction manager loses
quite difficult. touch with
what actually
happens

Traditions of
organization; old ways;
internal politics;
interdepartmental
conflicts, etc.

Workers & supervisors who cannot see far ahead and feel
every bump and pothole on the road. Don’t know where the
organization is headed; lack perspective & vision; trust the Leader/Manager:
manager Working hard to pull the organization ahead
How to measure worker productivity…

Time Study

 Purpose
– To establish a standard time for a piece
of work

Time it should take an average, motivated worker

-taking adequate care
-without undue stress or fatigue
-at a pace which can be maintained all day
How to measure worker productivity…

Standard Time

Standard time = Basic Time + Personal allowance

+ Process allowance
+ Special allowance
How to measure worker productivity…

Basic Time

 Basic Time = (observed time x work rating)/100

 Observed time
– Actual time taken to complete an element of
work without stopping, as measured by stop
watch
 Rating
– Subjective assessment on a scale of 1-100, of
worker efficiency
How to measure worker productivity…

Basic Time: Example

No. Work Element Watch Observed Rating Basic time

reading time
6 Step-6 2.91 0.12 100 0.12

5 Step-5 2.79 0.12 80 0.10

4 Step-4 2.67 2.00 75 1.50

3 Step-3 0.67 0.17 60 0.10

2 Step-2 0.50 0.25 80 0.20

1 Step-1 0.25 0.25 75 0.19

How to measure worker productivity…

Personal Allowances

Men Women
A Always Given
Basic Allowance 9% 11%
B Given When Necessary
Standing 2% 4%
Awkward position 2% 3%
Use of 2.5 kg force 0% 1%
Use of 10 kg force 3% 4%
Use of 20 kg force 10% 15%
Monotony 2% 1%
How to measure worker productivity…

Process Allowances

Enforced Idleness for which an operator working with a machine will have
to wait for the machine to complete an element before being able to
commence the next element of his / her work.

Operator Machine Operator Machine Operator

switches on warms up loads produces unloads
machine machine
How to measure worker productivity…

Special Allowance

 Special allowances cover items which do not occur on each

cycle such as:
– start–up, shutdown, prayer, toilet, lunch, cleanup, etc.
 These are prorated across the working day and added as a
percentage to basic time, e.g.
– Start-up = 10 minutes
– Shut-down = 5 minutes
– Total = 15 minutes
– Work day = 480 minutes
– Special allowance = (15x100)/480 = 3%
 Worker’s Time Utilization
Total Man hours Available
(in the official working day or week or month)
Idle Work
Lost time Re-work Productive
Workers Management work
Unproductive time Productive
time
Worker’s Time Utilization
Examples of Time Lost by
Workers

 Absenteeism The quality or habit of not

adhering to a correct or usual
 Tardiness or expected time

 Exceeding agreed rest periods

 Unnecessary stoppages
Examples of Time Lost by
Management Inefficiencies
 Poor work planning
 Delay in material supply
 Poor working conditions
 Unnecessary downtime
Some Causes of Re-work that
can be attributed to Manpower
 Insufficient skill levels/Lack of training
 Unclear instructions to workers
 Inadequate job planning and supervision
 Excessive overtime
 High rate of turn-over
 Negligence/Lack of motivation &
commitment