Work study

Productivity is the effectiveness with which construction inputs (management, manpower, materials, money, machine and working space) are utilized in support of construction activities to produce facilities (buildings, structures, etc.). Inputs -> [Process] -> Outputs It is therefore, Productivity = [Outputs] / [Inputs] It can be measured (assessed) in two (2) levels: 1. Total factor productivity such as productivity of all construction resources, 2. Partial or single factor productivity such as productivity of labour which is mainly concentrated.

Work Study It is the systematic examination of the methods of carrying out activities such as to improve the effective use of resources and to set up standards of performance for the activities carried out. Work study is a series techniques which can be used for the systematic examination and investigation of every aspect of human work and the factors that affect efficiency and economy in order to bring about improvement

WORK STUDY OBJECTIVES The objective of applying work study is to obtain the optimum use of the human and material resources, which are available to it. The benefits may stem from improvements in one or more of the following: 1) Increased production and productivity. 2) Reduced cost- labor, material, overheads. 3) Improvement of condition, which involves an element of excessive fatigue or danger. 4) Improved quality. 5) Better control of cost and time.

BASIC PROCEDURE: Basic steps in conducting work study can be summarized as: Select the job or process to be studied. Observe or record everything by using the appropriate recording technique. Examine the recorded facts critically with respect to the purpose of the activity, where it is performed, sequence in which it is done, the person or the machine which is doing it, the means by which it is done. Develop the most economical method by considering everything.

 Measure the output of the method and calculate a standard time for it. Define the new method and the related standard time to identify it Implement the new method as standard practice. Maintain the new standard practice by appropriate control procedure.

HISTORY OF WORK STUDY FERDERICK W. TAYLOR(1856-1915) He is known as the father of scientific management and industrial engineering. He is the first person to use a stopwatch to study work content and, as such, the father of time study. Thought his professional life, he worked as an apprentice machinist, time keeper, expediter, lathe operator, gang boss, foreman of the machine shop and chief engineer

There are two (2) techniques used in work study which are
Method study and Work measurement.

Method Study
The systematic recording and critical examination of ways of doing things in order to make improvements is known as Method Study

The purpose of a Method Study is: Analyze methods of Work Gain insight in how work is performed Document methods of work - create Work Instructions Improve Methods of Work or detect potential for improvements Enable planning by providing Data Disable possible hazards and dangers to safety Provide information for Time Studies, development for equipment, wage calculation and incentive Schemes.

The benefits from a Method Study will be: Better understanding of work performed Improved operator performance More safety less risks from hazards for health and assets

Procedure:
For a Method Study the following will be done: A specific job will be chosen to be examined. The current performance of the job is observed, facts are recorded and documented. Important features are taken into consideration: ... Activities performed ... Operators involved ... Equipment and tools used ... Materials processed or moved

 The job is then examined and its components are challenged on their feasibility and necessity (purpose, place,sequence,method).

After this alternative methods are developed, documented and the most suitable will be selected, becoming the base for the new Work Instructions. Operators will be trained on those new Work Instructions.
Control procedures to measure the performance, as well as preventing drifting back to previous methods of work will also be introduced.

The required inputs for a Method Study are: Information about the role of the job in the overall business process All the relevant information on the job to be studied. The Type and number of operators involved, their skills The Facilities, Equipment and Tools to be used fro the jobs The Materials to be processed or consumed The Activities undertaken to perform the job, their sequence.

 Objectives for the method study, these can be: ... Increase operator performance ... Improve safety, decrease hazards and fatigue ... Develop methods for other equipment.

The outputs of a Method Study will be. Work Instructions Systematic Method description involving, operators, equipment, materials and procedures. These can be of a graphical or narrative nature. Flow charts. Recommendations for improvement.

Areas of application of method study : It can be applied to any field of work, but most imp. areas are : Improved layout of office, working areas of factories. Improved design of plant and equipment. Improved use of material, plant, equipment and manpower. Effective handling of materials. Improved flow of work. Improved safety standards. Standardization of methods. Better working conditions.

Steps and Procedure to conduct Method Study :

1. Select :-The work to be studied and define its boundaries. 2. Record : The relevant facts about the job by direct observation and collect such additional data as may be needed from appropriate sources. 3.Examine The way the job is being performed and challenge its purpose, place, sequence and method of performance. 4. Develop The most practical, economic and effective method.

5.EVALUATE Different alternatives to developing a new improved method, and compare the cost-effectiveness of the selected new method with the current method of performance. 6.DEFINE The new method in a clear manner and present it to those concerned, management, supervisors and workers. 7.INSTALL The new method as standard practice and train the persons involved in applying it. 8.MAINTAIN The new method & introduce control procedures to prevent a drawback to the previous method of work.

Step 1: Selecting the work to be studied

There are three factors that should be kept in mind when selecting a job. 1. Economic or cost-effective considerations. 2. Technical considerations. 3. Human considerations. 1. Economic considerations: It is obviously a waste of time to start or continue a long investigation if the economic importance of a job is small. Questions that should always be asked Will it pay to begin a method study of this job? Or Will it pay to continue this study?

2. Technical or technological considerations:

One of the important considerations is the desire by management to acquire more advanced technology, i.e. in equipment or in processes. Therefore, management may want to computerize its office paperwork or its inventory system, or to introduce automation in the production operations. Before such steps are taken, a method study can point out the most important needs of the enterprise in this respect. The introduction of new technology should therefore constitute an important factor in the choice of methods of work to be investigated.

3. Human considerations:
Certain operations are often a cause of dissatisfaction by workers. They may bring on fatigue or monotony or may be unsafe to operate. The level of satisfaction should point to a need for method study. In a similar fashion, a choice of a particular job for study may lead to anxiety or ill feeling. The suggestion given here is to leave it alone

STEP 2: RECORDING THE FACT

The next step in the basic procedure, after selecting the work to be studied, is to record all the facts relating to the existing method The success of the whole procedure depends on the accuracy with which the facts are recorded, because they will provide the basis of both the critical examination and the development of the improved method Recording techniques known as CHARTS and DIAGRAMS

Charts and diagrams broadly grouped as:

Charts Indicating Process Sequence

Charts Using Time Scale

Diagrams Indicating Movement

PROCESS SEQUENCES includes the following CHARTS Operation Process Chart

Flow Process Chart Man , Material and Equipment Type

Two Handed Process Chart

When selecting a job for method study it will be found helpful to have a standerdised list of points to be covered as shown below :1. Product and operation 2. Person who proposes investigation 3. Reason for proposal 4. Suggested limits of investigation 5. Particulars of the job
a) b) c) d) How much is produced or handled per week? What percentage (roughly) is this of the total produced or handled in the shop or plant? How long will the job continue? Will more or less be required in future?

e)

How many operatives are employed on the job i. Directly? ii. Indirectly? f) How many operatives are there in each grade and on each rate of pay? g) What is the average output per operative (per team) per day? h) What is the daily output compared with the output over a shorter period? (e.g. an hour) i) How is payment made? (team-work, piece-work, premium bonus time rate, etc) j) What is the daily output i. Of the best operative? ii. Of the worst operative?

j) When were production standards set? k) Has the job any especially unpleasant or injurious features? Is it unpopular i. With workers ? ii. With supervisors ? 6. Equipment. a) What is the approximate cost of plant and equipment? b) What is the present machine utilization index? 7. Layout a) Is the existing space allowed for the job enough b) Is extra space available ?

7.

Product. a) Are the frequent design changes causing modifications ? b) Can the product be altered for easier manufacture ? c) When and how is product inspected ? d) What quality is demanded ? 9. What savings or increase in productivity may be expected from a method improvement ? a) Through reduction in the work content of the product or process. b) Through better machine utilization. c) Through better use of labour Contd

Time Study
Work Measurement is the application of techniques designs to establish the time for a qualified Worker to carry out a task at a defined rate of working. Time Study is a form of Work Measurement.

Objectives and Applications:

Standard times for different operations in industry are useful for several applications like Estimating material machinery and equipment requirements. Estimating the production cost per unit as an input to Preparation of budgets Determination of selling price Make or buy decision Estimating manpower requirements. Estimating delivery schedules and planning the work Balancing the work of operators working in a group. Estimating performance of workers and use as basis for incentive payment to those direct and in director labor who show greater productivity. Time Study is the most versatile and the most widely used.

The purpose of Time Study is to:

Establish Standard Times Rate Operator performance Gain information to calculate overall production capabilities and Data for capacity planning. Establish the total Work content of finished goods.

The benefits from a Time Study will be:

Knowledge about Standard Times to be expected Ability to estimate total Work content Operators can be appraised on factual grounds Some labour regulation might require Standard Times on the basis of solving Labor disputes.

Time Study Equipment

The following equipment is needed for time study work. Timing device Time study observation sheet Time study observation board Other equipment Timing Device
The stop watch (Figure1) and the electronic timer are the most widely used timing devices used for time study. The two perform the same function with the difference that electronics timer can measure time to the second or third decimal of a second and can keep a large volume of time data in memory

The procedure for a Time Study will be:

A job is selected The method description derived from a method study of this specific job is used to break up the job into units that can be measured more easily. The total job as well as the smaller tasks are rated and measured several times with a stop watch. Average (standard times) are established.

Time Study Procedure:

The procedure for time study can best be described stepwise, which are self explanatory. Step 1: Define objective of the study. This involves statement of the use of the result, the precision desired, and the required level of confidence in the estimated time standards. Step 2: Analyse the operation to determine whether standard method and conditions exist and whether the operator is properly trained. If need is felt for method study or further training of operator, the same may be completed before starting the time study. Step 3: Select Operator to be studied if there is more than one operator doing the same task.

Step 4: Record information about the standard method, operation, operator, product, equipment, quality and conditions. Step 5: Divide the operation into reasonably small elements. Step 6: Time the operator for each of the elements. Record the data for a few number of cycles. Use the data to estimate the total numbers of observations to be taken. Step 7: Collect and record the data of required number of cycles by timing and rating the operator.

 Step 8: For each element calculate the representative watch time. Multiply it by the rating factory to get normal time. Normal time = Observed time * Rating factor Add the normal time of various elements to obtain the normal time for the whole operation. Step 9: Determine allowances for various delays from the company's policy book or by conducting an independent study. Step 10: Determine standard time by adding allowances to the normal time of operation. Standard time = Normal time + allowances

The inputs required for a Time Study are:

Documented results of a method study for the job to be measured Observations of the job to be studied Time readings for the job to be measured from the Stop Watch.

The outputs from a Time Study will be:

Standard times for the Job that has been measured Completed Time Study Sheet with ratings and times knowledge about the work content for specific Products and processes.

Techniques of work measurement The following are the principle techniques by which work measurement is carried out: 1. Time study 2. Activity sampling; and rated activity sampling 3. Synthesis from standard data 4. Pre-determined motion time system 5. Estimating 6. Analytical estimating 7. Comparative estimating.

Time study A WM technique for 1. Recording the times and rates of working for the elements of a specified job carried out under specified conditions, 2. Analyzing the data so as to obtain the time necessary for carrying out the job at a defined level of performance.

Stop Watch Time Study

Stop watch time study is one of the techniques of work measurement commonly used. Here we make use of a stop watch for measuring the time. Procedure for conducting stop watch time study
The following procedure is followed in conducting stop watch time study:

1. Selecting the job. 2. Recording the specifications. 3. Breaking operation into elements. 4. Examining each element. 5. Measuring using stop watch. 6. Assessing the rating factor. 7. Calculating the basic time. 8. Determining the allowances. 9. Compiling the standard time.

1. Selection of job Time study is always done after method study. Under the following situations, a job is selected for time study: 1. A new job, new component or a new operation. 2. When new time standard is required. 3. To check the correctness of the existing time standard. 4. When the cost of operation is found to be high. 5. Before introducing an incentive scheme. 6. When two methods are to be compared.

2. Record The following informations are recorded 1. About the product-name, product-number, specification. 2. About the machine, equipment and tools. 3. About the working condition-temperaturehumidity-lighting etc. These informations are used when deciding about the allowances. 4. About the operator name-experience-age etc. This is needed for rating the operator.

3. Break down operation into elements Each operation is divided into a number of elements. This is done for easy observation and accurate measurement. The elements are grouped as constant element, variable element, occasional element, man element, machine element etc. 4. Examine each element The elements are examined to find out whether they are effective or wasteful. Elements are also examined whether they are done in the correct method.

5. Measure using a stop watch

The time taken for each element is measured using a stop watch. There are two methods of measuring. viz., Fly back method and Cumulative method. Cumulative method is preferable.

The time measured from the stop watch is known as observed time.
Time for various groups of elements should be recorded separately. This measurement has to be done for a number of times. The number of observations depend upon the type of operation, the accuracy required and time for one cycle.

6. Assess the rating factor Rating is the measure of efficiency of a worker. The operators rating is found out by comparing his speed of work with standard performance. The rating of an operator is decided by the work study man in consultation with the supervisor. The standard rating is taken as 100. If the operator is found to be slow, his rating is less than 100 say 90. If the operator is above average, his rating is more than 100, say 120.

7. Calculate the basic time Basic time is calculated as follows by applying rating factor

8. Determine the allowance A worker cannot work all the day continuously. He will require time for rest going for toilet, drinking water etc.

Unavoidable delays may occur because of tool breakage etc. So some extra time is added to the basic time. The extra time is known as allowance. 9. Compile the standard time The standard time is the sum of basic time and allowances. The standard time is also known as allowed time.

Breaking a Job into Elements It is necessary to break down a task (job) into elements for the following reasons: 1. To separate productive time and unproductive time. 2. To assess the rating of the worker more accurately. 3. To identify the different types of elements and to measure their timings separately. 4. To determine the fatigue allowance accurately. 5. To prepare a detailed work specification. 6. To fix standard time for repetitive elements (such as switch on or switch off of machine)

Types of elements
Repetitive element
It is an element which occurs in every work cycle of the job.

Occasional element
It does not occur in each work cycle of the job, but which may occur at regular or irregular intervals. e.g. machine setting.

Constant element
The basic time remains constant whenever it is performed. e.g. switch the machine on.

Variable element
It is an element for which the basic time varies in relation to some characteristics of the product, equipment or process, e.g. dimensions, weight, quality etc. e.g. push trolley of parts to next shop.

Manual element An element performed by a worker. Machine element It is automatically performed by a power-driven machine (or process). Governing element Occupies a longer time than any of the other elements which are being performed concurrently. e.g. boil kettle of water, while setting out teapot and cups. Foreign element It is observed during a study which, after analysis, is not found to be necessary part of the job. e.g. degreasing a part that has still to be machined further.

General rules to be followed in breaking down a task into elements 1. Element should have a definite beginning and ending. 2. An element should be as short as possible so that it can be conveniently timed. The shortest element that can be timed using a stop watch is 0.04 mt. 3. Manual elements and machine elements should be separately timed. 4. Constant element should be separated from variable elements. 5. Occasional and foreign elements should be timed separately.

Measuring Time with a Stop Watch There are two methods of timing using a stop

watch. They are

1. Fly back or Snap back method.

2. Continuous or Cumulative method.

1. Fly back method

Here the stop watch is started at the beginning of the first element. At the end of the element the reading is noted in the study sheet (in the WR column). At the same time, the stop watch hand is snapped back to zero. This is done by pressing down the knob, immediately the knob is released. The hand starts moving from zero for timing the next element. In this way the timing for each element is found out. This is called observed time (O.T.)

2. Continuous method Here the stop watch is started at the beginning of the first element. The watch runs continuously throughout the study. At the end of each element the watch readings are recorded on the study sheet. The time for each element is calculated by successive subtraction. The final reading of the stop watch gives the total time. This is the observed time (O.T.).

CALCULATION OF BASIC TIME

Basic time is the time taken by an operator of standard performance (rating of 100). A man whose work is observed, may be a slow worker or a fast worker. His rating may be less than 100 or above 100. The observed time cannot be taken as the basic time. Here the rating factor is applied and basic time is calculated as follows.

For example, assume that observed time for an operation is 0.7 mts. The rating of the operator is found to be 120.

ALLOWANCES Various types of allowance are 1. Rest and personal allowance. 2. Process allowance. 3. Contingency allowance. 4. Special allowance. 5. Policy allowance.

CALCULATION OF STANDARD TIME Standard time or allowed time

It is the total time in which a job should be completed at standard performance. It is the sum of normal time (basic time) and allowances. Policy allowance is not included. Standard time is worked out in a stop watch time study in the following manner.

Observed time
This is the actual time observed by using a stop watch. The observed time of an operation is the total of the elemental times

 The time study for the same job is conducted for a number of times. The average of the observed times is calculated. Basic or normal time Basic time is the time taken by a worker with standard performance. Basic time is calculated from the observed time by applying the rating factor.

Allowed time or standard time

The standard time is obtained by adding the following allowances with the basic or normal time. 1. Rest and personal allowance or relaxation allowance. 2. Process allowance or unavoidable delay allowance. 3. Contingency allowance. 4. Special allowance. Policy allowance may be added to the standard time if the management wants.

OPERATION SELECTED FOR TIME STUDY Shirt back and yoke attachment
Element Switch on the machine Pick up two yokes from bundle Pick up a back piece from bundle Align yoke and back from each other Place the pieces in folder Lift pressure foot stitch Give back tag Continue stitch Back tag Trim the piece Check for quality dispose Type of element Occasional, constant, manual Repetitive, variable, manual Repetitive, variable, manual Repetitive, variable, manual Repetitive, variable, manual Repetitive, constant, manual Repetitive, variable, machine Repetitive, variable, machine Repetitive, variable, machine Repetitive, variable, machine Repetitive, constant, manual Repetitive, variable, manual Repetitive, constant, manual

Element Switch on the machine Pick up two yokes from bundle Pick up a back piece from bundle Align yoke and back from each other Place the pieces in folder Lift pressure foot stitch Give back tag Continue stitch Back tag Trim the piece Check for quality dispose

w.r 1 3 5 8 13 14 15 16 20 21 23 26 27

s.t 1 2 2 3 5 1 1 1 4 1 2 3 1

w.r 30 32 36 40 41 43 44 47 48 50 54 55

s.t 3 2 4 4 1 2 1 3 1 2 4 1

w.r 57 58 61 65 66 67 68 72 73 75 76 77

s.t 2 1 3 4 1 1 1 4 1 2 1 1

w.r 79 81 85 91 92 93 94 99 100 102 104 105

s.t 2 2 4 6 1 1 1 5 1 2 2 1

w.r 106 108 112 118 119 121 122 126 128 130 138 139

s.t 1 2 4 6 1 2 1 4 2 2 8 1

Element
Switch on the machine
Pick up two yokes from bundle Pick up a back piece from bundle Align yoke and back from each other Place the pieces in folder

w.r s.t w.r s.t w.r s.t

1
3 5 8 13

w.r
79 81 85 91

s.t
2 2 4 6

w.r
106 108 112 118

s.t
1 2 4 6

1
2 2 3 5 30 32 36 40 3 2 4 4 57 58 61 65 2 1 3 4

Lift pressure foot

stitch Give back tag Continue stitch Back tag Trim the piece Check for quality dispose

14
15 16 20 21 23 26 27

1
1 1 4 1 2 3 1

41
43 44 47 48 50 54 55

1
2 1 3 1 2 4 1

66
67 68 72 73 75 76 77

1
1 1 4 1 2 1 1

92
93 94 99 100 102 104 105

1
1 1 5 1 2 2 1

119
121 122 126 128 130 138 139

1
2 1 4 2 2 8 1

Element Switch on the machine Pick up two yokes from bundle Pick up a back piece from bundle Align yoke and back from each other Place the pieces in folder Lift pressure foot stitch Give back tag Continue stitch Back tag Trim the piece Check for quality dispose

w.r 1 3 5 8 13 14 15 16 20 21 23 26 27

s.t 1 2 2 3 5 1 1 1 4 1 2 3 1

w.r 30 32 36 40 41 43 44 47 48 50 54 55

s.t 3 2 4 4 1 2 1 3 1 2 4 1

w.r 57 58 61 65 66 67 68 72 73 75 76 77

s.t 2 1 3 4 1 1 1 4 1 2 1 1

w.r 79 81 85 91 92 93 94 99 100 102 104 105

s.t 2 2 4 6 1 1 1 5 1 2 2 1

w.r 106 108 112 118 119 121 122 126 128 130 138 139

s.t 1 2 4 6 1 2 1 4 2 2 8 1

Rating Observed time x Basic Time Standard Rating

Contingency allowance = 5% Relaxation allowance = 12% Total basic time= 28.9 seconds Standard time= (basic time+ contingency allowance+ relaxation allowance) Standard time= 28.9+ (5/100)*28.9+(12/100)*28.9 =33.813 seconds

PRODUCTION STUDY
Production study is a technique of work measurement to check accuracy of the original time study. This study is done to find the time delay due to occasional elements. These elements may occur at irregular intervals. Example: Tool grinding, setting tools etc. There are chances of missing these elements in the stop watch time study. Production study is conducted for a longer period at least for half a day or one shift.

RATIO DELAY STUDY

This study is also known as work sampling or activity sampling. Here the ratio of the delay time and working time to the total time of an activity is found out. This is done by random (irregular) observations. This study is applied to 1. Long cycle operations. 2. Activities where time study is not possible

Motion study Its involves the analysis of the basic hand, arm, and body movements of workers as they perform work. Objective To maximize efficiency and minimize worker fatigue

Methods and Movements at the Work Place

This is the major area of the application of work study for enhancing the productivity of man and machines. So far, the major focus was on separate activities involved with workers, machines and materials. Now, it has expanded to look at one worker working at a workplace, bench or table and to apply the principles to worker and working place. Major application areas of this type are assembly works in repetitive nature. Such a working place design focus on movement of hands, fingers and body. Depending on the anthropometric data of the body, the working area for a human body is changed.

 As far as possible, materials should not be stored in the area directly in front of the worker, as stretching forwards involves the use of the back muscles, thereby causing fatigue. This arrangement is explored in principles of motion economy.

Maximum Working Area

The Principles of Motion Economy

There are number of principles concerning the economy of movements which have been developed as a result of experience and which form a basis for the development of the improved method at the workplace. They are: Use of human body Arrangement of the work place Design of tools and equipment They are useful in shops and office a like and, although they can not always be applied, they do form a very good basis for improving the efficiency and reducing fatigue of manual work. The following description simplifies and explains the approach.

The Four Principles of Motion Economy

1. Reduce the Number of Motions Eliminate or reduce the number of motions 2. Perform Motions Simultaneously Design improvements in the methods and tools which allow both hands to be used at the same time 3. Shorten Motion Distances Reduce - walking, reaching, stretching, squatting and turning, etc. 4.Make Motion Easier Work should be smooth and rhythmical, reduce fatigue and promote safety

Use of the Human Body

Both hands should start and finish the operation at the same time. Reduce idle time for either or both hands Arm motions should be symmetrical Employ curved movements during the operation Employ rhythmical standard operation Ensure a similar focal point for tools, materials, etc. Ballistic (i.e. free-swinging) movements are faster, easier and more accurate than restricted or controlled movements.

Arrangement of the Work Place

Use fixed positions for tooling and parts to allow habits to form easily Use gravity feeding to ensure a common pickup point Position parts, materials and tools to enable sequential use Use ejector systems or drop deliveries, so the operator has minimal effort to pass on parts to the next operation Benches and chairs should be at the correct working height to avoid interrupted motions All equipment should be within the maximum work area

Design of Tools and Equipment

Eliminate the need to use one hand purely to hold a part Use combination tools Use counterbalances on heavy tooling Ensure handles on tools are designed to use maximum hand contact Place tooling in the most convenient positions Separate part supplies should be used for two operators. Tools should be placed to enable immediate use Provide chutes for access of parts, and components in/out of the workplace

Poka Yoke Mistake proofing A manufacturing technique of preventing errors by designing the manufacturing process, equipment, and tools so that an operation literally cannot performed incorrectly

Process Chart Symbols 1.Operation Indicates the main steps in a process, method or procedure 2.Inspection Indicates an inspection for quality and / or check for quality.

3.Transport Indicates the movement of workers, materials or equipment from place to place.

4.Temporary storage or Delay Indicates a delay in the sequence of events.

5.Permanent storage
Indicates a controlled storage in which material is received into or issued from a store under some from of authorization; or an item retained for reference purposes.

6.DECESION Indicates the decision point for other operation

The Outline Process Chart

An operation process chart is a graphic representation of the sequence of all operations and inspections taking place in a process. It is also known as outline process chart. It gives a birds eye view of the overall activities. Entry points of all material are noted in the chart. Example: Assembling a garments

Flow Process Charts

A flow process chart is a process chart setting out the sequence of the flow of a product or a procedure by recording all events under review using the appropriate process chart symbols.

A flow process chart is a graphical representation of the sequence of all the activities (operation, inspection, transport, delay and storage) taking place in a process. Process chart symbols are used here to represent the activities.

There are three types of flow process charts

Man Type A flow process chart which records what the worker does. Material Type A flow process chart which records how material is handled or treated. Equipment Type A flow process chart which records how the equipment is used.

Falow process chart: Chart no-1 Subject Charted: Activity: Method: Sheet no-1 of 1

Worker/ material/ Equipment Type Summary Present Proposed saving

Activity Operation Transport Delay Inspection Storage Time: date: date: Distance (m) Time(Work in minute) Cost Labour Material Total

Location:
Operator(s): Charted by: Approved by:

Desciption

Qua Di ntity sta nc e

Tim e

Symbol

Remark

General guidelines for making a flow process chart

1. The details must be obtained by direct observationcharts must not be based on memory. 2. All the facts must be correctly recorded. 3. No assumptions should be made. 4. Make it easy for future reference. 5. All charts must have the following details: (a) Name of the product, material or equipment that is observed. (b) Starting point and ending point. (c) The location where the activities take place. (d) The chart reference number, sheet number and number of total sheets. (e) Key to the symbols used must be stated.

Two-Handed Process Chart:

The work limited to single work place often involves of using both hands and arms only. In this situation, two-handed process chart can be drawn to represent the sequence of activities of the worker. Therefore, the two-handed process chart is a process chart in which the activities of a workers hand (or limbs) are recorded in their relationship to one to another

 It is the process chart in which the activities of two hands of the operator are recorded. It shows whether the two hands of the operator are idle or moving in relation to one another, in a timescale. It is generally used for repetitive operations.

General guidelines for preparing the chart 1. Provide all information about the job in the chart. 2. Study the operation cycle a few times before starting to record. 3. Record one hand at a time. 4. First record the activities of the hand which starts the work first. 5. Do not combine the different activities like operations, transport etc.

 Recommended Posture for Sitting Position

Workstation Layout

Micro motion study A minute analysis of those operations that are short in cycle, contain rapid movements and involve high production over a long period of time is called micro motion study. Motion pictures of the operations are taken , the film is analyzed and SIMO chart is prepared.