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7-1 Design of Work Systems

WORK MEASUREMENT
WORK STUDY
TIME STUDY (Direct Time Study & Activity Sampling)
JOB DESIGN
PRINCIPLES OF MOTION STUDY
7-2 Design of Work Systems

WORK STUDY
A discipline that focus on better ways of performing
tasks (jobs)
- Involves Time Study - control the output quantity by
setting standard time for tasks (in producing output).
- Involves Work Design - to improve processing method.
7-3 Design of Work Systems

Time Study
Observation of labour standard time based on work sample.
Average time is used in setting the standard.
Stopwatch time study
Historical times
Predetermined data
Work Sampling

Requires a trained & experienced people for analysis


7-4 Design of Work Systems

Time Study: The Eight Steps

1. Define the task (job) to be performed.


2. Divide (distribute) the task into specific elements.
3. Measure the Times (average) for each element.
4. Record the times and performance ratings for each
element.
5. Compute the average cycle time (actual times
adjusted for unusual effects)
7-5 Design of Work Systems

Continued
6. Determine the normal time for each specific element
Normal time = (Average actual cycle time) x (Rating factor)

7. Compute the standard time:


normal time
Standard time =
1- (Allowance factor)

8. Sum the normal times for each element to develop


a total standard time for the task.
7-6 Design of Work Systems

Time Allowance

Personal time allowance (4 ~ 7%) x total time


- For restroom, water fountain, etc.
Delay allowance - based upon actual delays.
Fatigue allowance (4%) x total time
- to compensate for physical or mental strain
(noise, tediousness, heat and humidity, abnormal
position).
7-7 Design of Work Systems

Time Allowance (Examples)

1. Constant allowance
(a) Personal allowance 5%
(b) Basic fatigue allowance 4%

2. Variable allowances:
(a) Standing allowance 2%
(b) Abnormal position 2%
(i) Awkward (bending) 7%
(ii) Very awkward (lying, 3%
stretching)
7-8 Design of Work Systems

Direct Time Study (Example)


Work Element Cycle 1 Cycle 2 Cycle 3 Cycle 4 Cycle 5
(t1)s (t2)s (t3)s (t4)s (t5)s
Take glass 8 9 8 10 8
Place on jig and turn on the 10 12 10 11 12
machine
Milling Operations (automatic) 25 25 25 25 25
Lift glass and put it on conveyor 8 8 6 8 6

Time study data are taken by stop watch. Total allowance = 15% of the normal
time. Workers performance rating = 110%.
Determine the standard time.
Calculate the labor cost for each product if the workers wage is RM 3 per hour.
7-9 Design of Work Systems

Direct Time Study (Example)


Element Cycle 1 Cycle 2 Cycle 3 Cycle 4 Cycle 5 Average Normal Std
time time
1 8 9 8 10 8 8.6 9.46 11.129

2 10 12 10 11 12 11 12.1 14.235

3 25 25 25 25 25 25 25 25

4 8 8 6 8 6 7.2 7.92 9.318

Element 1: Average time = (8+9+8+10+8)/5 = 8.6 sec


Normal time = Average x Rating = 8.6 x 1.1 = 9.46 sec
Std time = Normal /(1-allowance) = 9.46 / (1 - 0.15) = 11.129 sec
7-10 Design of Work Systems

Direct Time Study (Example)

Standard time:
Overall std time = 11.129+14.235+25+9.318 = 59.682 s

Labour cost per product :

3.00RM / hr 4
Worker's wage 8.33(10) RM / sec
3600s /hr

Labor Cost per product 59.682 sec x 8.33(10)4 RM / sec


RM 0.0497
7-11 Design of Work Systems

Work Sampling Time Studies


7-12 Design of Work Systems

Work Sampling

Standard time is set based on output and


% of productive time (spends on doing tasks)
Involves observing worker at random times
over a long period (1 week)
Advantages
Less expensive than time studies
Observer requires little training
Disadvantages
Ineffective with short cycles
7-13 Design of Work Systems

Work Sampling

Used for
Ratio delay studies
Setting labor standards
Measuring worker performance
The Five Step
7-14 Design of Work Systems

Work Sampling Procedure

1. Take a preliminary sample to obtain


an estimate of the parameter value
2. Compute the sample size required
3. Prepare a schedule for observing
the worker at appropriate times
4. Observe and record worker activities; rate worker
performance
5. Determine how workers spend their time (usually
as a percent)
7-15 Design of Work Systems

Work Sampling Equations

(Total Working Time) x (% of working time) x (Rating)


Normal Time =
Number of Produce

Standard Time = Normal Time


1 (Allowance)
7-16 Design of Work Systems

Work Sampling (Example)


Status Tally Sum Percentage

Productive IIIII IIIII IIIII IIIII IIIII IIIII IIIII IIIII I 41 41/45 = 91%

Idle IIII 4 4/45 = 9%

Work sampling studies were conducted for 6 consecutive days at a factory.


A total of 45 observations were made during the 8 hour working period for
each day. The number of units managed to be produced are 3000 units for 1
week. The factory is operating 6 days a week. The data above are included
with rating and allowance of 97% and 15%.

Compute the standard time.


7-17 Design of Work Systems

Work Sampling (Example)


Status Tally Sum Percentage

Productive IIII IIII IIII IIII IIII IIII IIII IIII I 41 41/45 = 91%

Idle IIII 4 4/45 = 9%

hr min
Total observation time 8 60 6 day 2880 min
day hr
Standard Time,ST
Total observation time 1
Productive % Rating
Total output 1 allowance

2880 min 1
Standard Time, ST 0.91 0.97
3000 unit 1 0.15
min
0.997
unit
7-18 Design of Work Systems

Solved Problem
Work Elements Cycle 1 (t1) Cycle 2 (t2) Cycle 3 (t3) Cycle 4 (t4)

1 0.22 0.26 0.25 0.23


2 0.15 0.18 0.15 0.16
3 0.90 1.10 1.04 1.00
4 0.72 0.80 0.76 0.68

Data from stop watch (in minutes) of a manual assembly process time study. The
worker is rated at 108%. The allowances are 5% for fatigue, 6% for delay, and 6%
for personal relief. The workers salary is RM1000 per month.
a)Compute the standard time for the assembly process.
b)If the demand is 100,000 unit per month, estimate the number of operators
required for the assembly process. The company is operating 24 days per month
and a single 8 hour shift per day.
c)If the company can only manage to employ 18 workers, compute the over time
cost per day for each worker for the production of 100,000 units per month. Assume
only 15 workers are available for over time and the over time pay rate is 1.5 times of
the normal wage.
7-19 Design of Work Systems

Solved Problem
Element Cycle 1 Cycle 2 Cycle 3 Cycle 4 Average Normal Std
Time Time
1 0.22 0.26 0.25 0.23 0.24 0.259 0.312
2 0.15 0.18 0.15 0.16 0.16 0.173 0.208
3 0.90 1.10 1.04 1.00 1.01 1.091 1.314
4 0.72 0.80 0.76 0.68 0.74 0.799 0.963

(a) Element1
0.22 0.26 0.25 0.23
Average Time 0.24 min
4

Normal Time AverageTime x Rating 0.24 x 1.08 0.259 min

1 1
Standard Time Normal Time x 0.259 0.32min
1- Allowance 1 0.17

Total Assembly Standard Time 0.312 0.208 1.314 0.963 2.797 min/unit
7-20 Design of Work Systems

Solved Problem
(b)
hr day min min
Working time of 1operator 18 24 60 11,520
day mth hr mth

min
11,520
Monthly quantity produced by1operator mth 4,118.70 unit
min mth
2.797
unit

unit
Monthly Demand 100,000
Number of operators required mth 24.28 25
Capacity per operator unit
4118.70
mth
7-21 Design of Work Systems

Solved Problem
(c)
unit
Monthly quantity produced by18 operators 4,118.70 18 74,137units
mth

unit
Monthly quantity shortage 100,000 - 74,137 25,863
mth
unit
25,863
Daily quantity shortage mth 1077.6 unit
day day
24
mth

unit unit min


Time required to produced1077.6 1077.6 2.797
day day unit

min hr
3,014 50.234
day day
7-22 Design of Work Systems

Solved Problem
Considering only15 operators are availablefor over time work,
therefore over time hours for each operator per day
hr
50.234
day 3.349 hr

15 operator operator day

RM
1,000
Normal wage mth 5.208 RM
day hr hr
24 8
mth day
RM RM
Over time wage 1.5 x 5.208 7.812
hr hr

Over time cost per operator per day


hr RM RM
3.349 7.812 26.162
operator day hr operator day
7-23 Design of Work Systems

Tutorial 1
Process Description Average Time (min)
1 Manual 23
2 Manual 32
3 Automatic machine 9
4 Manual 8

Rating : 110%
Allowance: 20%

(a) Compute the standard time for each process.

(b) If the company has no problem with the availability of manpower,


recommend the maximum capacity for the factory for a 8 hour shift work.
7-24 Design of Work Systems

Tutorial 1
(a)

Process Description Average Time Normal Std Time


(min) time (NT x (100/100-
(Avg x 1.1) 20))
1 Manual 23 25.3 31.625
2 Manual 32 35.2 44
3 Automatic 9 9 9
machine
4 Manual 8 8.8 11

(b)
Maximum capacity is determined by the bottleneck machine capacity.

= (8 hr/day )x ( 60 min/hr ) / ( 9 min/unit)

= 53.33 unit/day
7-25 Design of Work Systems

Tutorial 2
Emirates Consultant conducted a work sampling studies for 5 consecutive days at an
assembly factory. A total of 48 observations were made during the 8 hour working
period for each day. The data collected during the 5 day studies is illustrated in Table
1. The whole assembly process is operating on 5 working days per week, 95% rating
and the companys allowable allowances is 20%.

(i)Compute the standard time (min/unit) for the assembly process.


(ii)At peak demand period, the factory is normally required to produce 3,100 units per
week. If only 60% of the employee is willing to work over time, compute the average
overtime per day must be arranged in order to meet the peak demand.

Item Data
Total input over 5 days studies 2,500 unit
Assembly process at fast speed 35% of observations
Assembly process at moderate speed 45% of observations
Assembly process at slow speed 5% of observations
Production is stopped due to no operator 5% of observations
Production is stopped due to no material 10% of observations
7-26 Design of Work Systems

Tutorial 2
(i)
Total observation time 8 x 5 x 60 2,400 min

2,400min (35 45 5) 1 min


Std Time 0.95 0.969
2500unit 100 1 0.2 unit

(ii)
unit
3,100
Peak Demand wk 620
unit
day wk
5
wk
min
8 x 60
Capacity during normal 8 hours day 495.4
unit
min day
0.969
unit
7-27 Design of Work Systems

Tutorial 2
Capacity shortage 620 - 495.4 124.6 unit/day

If all employees are forced to do over time, the over time hours
unit min min
124.6 0.969 120.74
day unit day

Considering only 60% of employees are available for over time,


min
120.74
then total overtime day 201.23
min
3.35
hour
0.6 day day
7-28 Design of Work Systems

Job Design

Job design - determination of specific job:


What will be done ( what to do ? )
Who will do the job ( human / machine )

How the job will be done ( processing method )

Where the job will be done ( stand / sit )

Ergonomics (comfort and safety factor)


7-29 Design of Work Systems

Design of Work Systems

Specialization
Behavioral Approaches to Job Design
Teams
Methods Analysis
Motions Study
Working conditions
7-30 Design of Work Systems

Job Design Success

Factors for Successful Job Design:


Carried out by experienced personnel with sufficient
training
Consistent with the goals (mission & vision) of the
organization
In written form (flow chart, SOP)
Understood and agreed by management -employees
7-31 Design of Work Systems

Job Specialization
Advantages

For Management: For Labor:

1. Simplifies training 1 . Low education and


skill required
2. High productivity 2. Minimum
3. Low costs responsibilities
3. Little mental
effort required
7-32 Design of Work Systems

Job Specialization
Disadvantages

For Management: For Labor:

1. Difficult to motivate quality 1. Monotonous work


( CQI )
2. Limited opportunity
for work promotion
2. Worker dissatisfaction,

absenteeism, 3. Little opportunity for


self-fulfillment
disruptive tactics

poor attention to quality


7-33 Design of Work Systems

Behavioral Approaches to Job Design

Job Enlargement
Giving a worker a larger portion of the total
task by horizontal loading
Job Rotation
Workers periodically exchange jobs
Job Enrichment
Increasing responsibility for planning and
coordination tasks, by vertical loading
7-34 Design of Work Systems

Enriched job
Planning
(participating in a cross-
function quality-
improvement team)

Enlarged job
Task #3 Present job Task #2
(lock printed circuit (manually insert and (adhere labels
board into fixture for solder six resistors) to printed
next operation) circuit board)

Control
(Test circuits after
assembly)
7-35 Design of Work Systems
Job Design Continuum

Self-directed
teams
Increasing
Empowerment reliance on
employees
Enrichment contribution
and
Enlargement increasing
responsibility
Specialization accepted by
employee

Job expansion
Figure 10.3
7-36 Design of Work Systems

Self-Directed Teams

Group of empowered individuals


working together to reach a
common goal
May be organized for long-term
or short-term objectives
Effective because
Provide employee empowerment
Ensure core job characteristics
Meet individual psychological needs
7-37 Design of Work Systems

Self-Directed Teams

To maximize effectiveness, managers should

Ensure those who have acceptable


contributions are on the team
Provide management support
Ensure the necessary training
Endorse clear objectives and goals
Financial and non-financial rewards
7-38 Design of Work Systems

Methods Analysis

Methods analysis
Analyzing how a job gets done
Begins with overall analysis

Moves to specific details


7-39 Design of Work Systems

Methods Analysis

The need for methods analysis can come


from a number of different sources:
Changes in tools and equipment
Changes in product design
or new products
Changes in materials or procedures
Other factors (e.g. accidents, quality
problems)
7-40 Design of Work Systems

Methods Analysis Procedure

1. Identify the operation to be studied


2. Get employee input
3. Study and document current method
4. Analyze the job
5. Propose new methods
6. Install new methods
7. Follow-up to ensure improvements
have been achieved
7-41 Design of Work Systems

Analyzing the Job

Flow process chart


Chart used to examine the overall sequence
of an operation by focusing on movements
of the operator or flow of materials
Worker-machine chart
Chart used to determine portions of a work
cycle during which an operator and
equipment are busy or idle
7-42 Design of Work Systems

Figure 7-2
FLOW PROCESS CHART ANALYST PAGE
Job Requisition of petty cash D. Kolb 1 of 2

Details of Method
Requisition made by department head
Put in pick-up basket
To accounting department
Account and signature verified
Amount approved by treasurer
Amount counted by cashier
Amount recorded by bookkeeper
Petty cash sealed in envelope
Petty cash carried to department
Petty cash checked against requisition
Receipt signed
Petty cash stored in safety box
7-43 Design of Work Systems

Process
Flow
Chart

Figure 10.5 (c)


7-44 Design of Work Systems

Flow Diagram

Welding

From
Storage bins
press
mach. Paint
shop
Mach. 3 Mach. 4
Machine 1

Mach. 2

Figure 10.5 (a)


7-45 Design of Work Systems

Flow Diagram

Machine 4 Welding
Machine 3
Paint
Machine 2 shop
Machine 1
From
press Storage
mach. bins

Figure 10.5 (b)


7-46 Design of Work Systems

Principles Of Motion Economy (Study)


Use of Human Body
1. The two hands should begin as well as complete at the
same time.
2. The two hands should not be idle at the same time.
3. Motions of the arms should be made in opposite and
symmetrical directions simultaneously.
4. Momentum should be employed to assist the worker
wherever possible.
5. Work should be arranged to permit easy and natural
rhythm wherever possible.
7-47 Design of Work Systems

Principles Of Motion Economy (Study)


Arrangement Of The Work Place
1. There should be a definite and fixed place for all tools
and materials.
2. Tools, materials, and controls should be located close
and directly in front of the operator.
3. Gravity feed bins and containers should be used to
deliver material close to the point of use.
4. Drop deliveries should be used wherever possible.
5. The work place and chair should be arranged so that
alternate sitting and standing at work are easily
possible.
6. Chairs that permit good posture should be provided.
7-48 Design of Work Systems

Principles Of Motion Economy (Study)


Design Of Tools And Equipment
1. The hands should be relieved of all work that can be
done more advantageously by a jig, fixture, or foot
operated device.
2. Two or more tools should be combined wherever
possible.
3. Tools and materials should be pre-positioned wherever
possible.
4. Levers, crossbars, and hand wheels should be located
in positions that operator can manipulate them with the
least change in body position and the greatest
mechanical advantage.
7-49 Design of Work Systems

Developing Work Methods

1. Eliminate unnecessary motions. (Is this


activity necessary, or can it be eliminated?)
2. Combine activities. (Can this activity be
combined with others?)
3. Reduce fatigue. (Can this activity be
improved?)
4. Improve the arrangement of the workplace.
(Is this the proper sequence of activities?)
5. Improve the design of tools and equipment.
6. Is this the proper person to be doing this
activity?
7-50 Design of Work Systems

Method Improvement (example)


7-51 Design of Work Systems

Method Improvement (recommendation)


7-52 Design of Work Systems

Working Conditions To Be Considered

Temperature & Ventilation


Humidi ty

Il lumination Color
7-53 Design of Work Systems

Working Conditions (contd)

Noise & Vibration Work Breaks

Safety Causes of Accidents

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