Work Study Techniques in Operations Management
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Charitha RanwalaWork Study Techniques in Operations Management
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Charitha RanwalaME 8323 Production and Operations
Management
WORK STUDY
Lecture Session 01
Eng. K.C Wickramasinghe
BSc(Hons), AMIESL
Dept. of Mechanical & Manufacturing
Engineering,
Faculty of Engineering,
University of Ruhuna.
01
What is work study?
Work Study is the systematic examination of the methods of carrying
on activities so as to improve the effective use of resources and to set up
standards of performance for the activities being carried out
Systematic Examination: Examining the activity critically to
simplify, to modify the method of operation to reduce unnecessary or
excess work, or the wasteful resources
To Improve the Effective Use of Resources: Develop the method of
operation to make use of all resources in improve the productivity
To Set up Standards of Performance: setting up a
time standard for performing that activity
Main aim: to reduce time involve in elements
02
Definition
British Standard 3138: 1969 for Workstudy:
Work study is a generic term for those techniques particularly
Method Study and Work Measurement, which are used in the
examination of human work in all its context, and which leads
to the systematic investigation, if all the resources and factors
which affects the efficiency and economy of the situation being
reviewed, in order to effect improvement.
Workstudy: two independent techniques
Method Study (MS)
Work Measurement (WM)
03
Work Study
Method Study
(to improve method
of operation)
Work Measurement
(to assess human
effectiveness)
Resulting in more
effective use of
material, plant & equipment
and manpower
Making possible improved
planning and control and
as a basis for sound
Incentive scheme
Higher productivity
04
Work Study Techniques
Method Study: the systematic recording & critical examination of existing and
proposed ways of doing work as a means of developing and applying easier and
more effective methods, and thus reducing costs
Work Measurement: the application of techniques designed to establish the time
for a qualified worker to carry out a specified job at a specified level of
performance
MS & WM - closely linked (Theory: MS first, them WM)
MS for reduction of the work content of a job/ operation
WM for the investigation of any ineffective time associated with it; and subsequent
establishment of time standards for the operation developed by MS
05
Method Study
Purpose/Objective:
To find better ways of doing things to improve efficiency
To remove unnecessary work, avoidable delays, and other form of waste
MS may be requested by departmental or senior management due to:
The introduction of new products, services or equipment
The identification of problems:
Bottlenecks, causing unbalanced workflow
Idle workers or equipment i.e. under use of resources
Poor morale indicated by trivial complaints or absenteeism
Excessive errors due to rejected work
Etc.
06
MS Procedure
SELECT
the job to be studied
EVALUATE
results of different
alternative solutions
RECORD
by collecting past data or
by direct observation
DEFINE
new method and present it
EXAMINE
by challenging purpose,
place, sequence and
method of work
INSTALL
new method and train
persons in applying it
DEVELOP
new method, drawing on
contribution of those
concerened
MAINTAIN
and establish control
procedures
07
Step 1: Select the Work
Three factors to be considered in selection process
Economic, Technical and Human factors
Significant savings is the first
Pareto Analysis
08
20 different products generates different
level of profits
03 items account for
60% profit
They would be
priority of study
07 items contribute
25% of the profit
They are assumed as
second importance
Other products give
lower profit
The study may not
take place for them
09
Step 2: Record the existing Work Method &
All Others
Success depends on the accuracy of records
Two phases in Recording:
Rough sketch or charting of the job to establish important
details
More formal and accurate charts or diagrams for clear and
precise details
Std. Techniques and tools for recording
Std. charts and diagrams
10
Common Charts & Diagrams
Type
Base
Name
Chart
Indicate
Process
Sequence
Outline process chart
Flow process chart
- workflow process chart
- material process chart
- equipment process chart
Two handed process chart
Procedure flowchart
Chart
Use TimeScale
Multiple activity chart
Simo chart
Diagram
Indicate
Movement
Flow diagram
String diagram
Cycle graph
Chrono-cycle graph
Travel chart
11
Process Charts Symbols
Symbol
Name
Description
OPERATION
Indicates main steps in a process, method or
procedure
INSPECTION
Indicates an inspection for quality and/or check
for quantity
TRANSPORT
Indicates the movement of workers, material or
equipment from place to place
DELAY (Temporary
Storage)
Indicates a delay in the sequence of events: e.g.
waiting between consecutive operations
STORE (Permanent
Storage)
Indicates a controlled storage in which material
is received into or issued from s store
DECESION (not
much used)
Indicates the decision point for other operation
12
Process Charts Symbols
13
Process Charts Symbols
14
Process Charts Symbols
Flow Process Chart
String Diagrams
Use for activities in which workers move at irregular
intervals between a number of points in the working area
Very common situation in industry
Examples:
An operator is looking after more than one machine
Labourers are delivering materials to or removing
work from a series of machines or workplaces
In stores and shops, where a variety of materials are
being removed from or put away into racks and bins
In restaurant and canteen, staff move to different
location during the preparation and service of meals
String Diagrams
A to D, A to H, D to
L travelled more
Need critical
examination
Attempt to put the
stations closer
Multiple Activity Chart
Typewriter
Idle
05
Typist
Manager
Goes to
Manager's Office
Idle
Goes back to
Office
Letter Dictated
operations in a
10
Idle
25
Idle
Types the
Envelop
specific time
Able to visualize
Goes to
Manager's Office
15
20
Separate Copies
Able to see
individual
Type the Letter
Types the Letter
Typing a letter
areas (idle time) to
Idle
Check & Sign
Type Envelop,
Insert Letter &
Place it Inside
Idle
be improved
(reduced)
Step 3: Examine the records
Examine the records for accuracy
Examine the records for development
If no recorded/sufficient details, improve records or choose a
different/better method
transportation and delay - generally give greatest scope for
improvement
Possible to eliminate certain operations, which will automatically
affect transportation and delays
Critical examination by two questions
Primary Questions and secondary questions
Primary questions
Purpose:
What is actually achieved?, Why is the activity necessary at all?
Place:
Where is it being done?, Why is it done at that particular place?
Sequence:
When is it done?, Why is it dome at that particular time?
Person:
Who does it?, Why is it done by that particular person?
Means:
How is it done?, Why is it done at that particular way?
Secondary Questions
Purpose:
What else could be done?
What should be done?
Place:
Where else could it be?
Where should it be done?
Sequence:
When else could it be?
When should it be done?
Person:
Who else could it be?
Who should do it?
Means:
How else could it be?
How should it be done?
Step 4: Develop (develop improved method)
From critical examination:
Shortcomings of the present operation
Possibilities of a new improved method
Once a new method is accomplished:
Record on charts
Compare with the original method
Most important: complete elimination of unnecessary
activities
Changes to materials, product design, process design, tools or
the work place may facilitate for elimination or combination
If elimination is not possible, make attempt to combine
If all fails, try to simplify by reducing operations, delays,
transport
Simplification: to permit the worker to complete the job
more quickly and easily
Flow Diagram(Rec. Dept. of Aircraft Factory:
Existing Method)
Flow Diagram (Rec. Dept. of Aircraft
Factory: Proposed Method)
Step 5: Evaluate Alternative Method
Proposed Alternative for Development
Some for immediate introduction
Some need further actions before implementation (New
Eqip)
Detailed cost-benefit analysis for the selected option
Project report, recommended action for final review
Include implementation plan, if completely new method
Step 6: Define the Improved Method
Written standard practice, - improved instruction sheet
This Serves the following several purpose:
Records for future reference
Explain the new method to magt, supervisors, & operatives
Advises all concerned of any new equipment & layout
Aid to training operatives
Forms the basis for time studies (i.e. work mesuret)
Step 7: Install the Improved Method
Most difficult part
Needs corporation from all levels
Personal qualities of the work study person is a gift
Stages in Installation:
Gaining acceptance for management, supervisors and
workers
Preparing to make the changes
Controlling the change over
Step 8: Maintaining the New Method
Maintaining the new method:
To make sure liability of getting benefits
Potential Issues to be Faced:
New method - Liable to change from time to time during
the operation
Some assumptions in the improved method may be
realized no longer valid
Reviewed at regular intervals to make allowances for any
changes
Reason for Changes:
Deliberate alterations to method for good reason
Changes as a result of suggestions schemes
Minor innovations introduced by supervisors and workers
during the operations
Methods and Movements at the Work Place
Major area work-study for enhancing the productivity of man
and machines
So far, Major focus was on separate activities involved with
workers, machines and materials
Now the focus is on one worker working at a workplace,
bench or table
Focus on movement of hands, fingers and body
Major areas: assembly works in repetitive nature
Methods and Movements at the Work Place
Usually working area depends on the anthropometric data of
human body
Consider Normal working area of workbench for average
worker
Ex: stretching forwards to pick material involves the use of
the back muscles, thereby causing fatigue
Objective is reduce fatigue and improve productivity
This is addressed by principles of motion economy
Anthropometric data of Human Body
Maximum Working Area
Principles of Motion Economy
Principles concerning the economy of manual movements
Developed as a result of long term experience
Objective is to improve method at the workplace
03 Major Groups to improve productivity:
Use of human body
Arrangement of the work place
Design of tools and equipment
Useful not only in shops, but also in offices
Principle can not always be applied
But, they form a basis for improving the efficiency and
reducing fatigue of manual work
Use of Human Body
Two Hands Movement:
Begin & complete movements at the same time
Not idle at the same time except during the rest
Arm motion: should be made in opposite and symmetrical
directions and should be made simultaneously.
Hand & body motion: maintain at lowest level
Classification of Hand-motions
Finger motion more fatiguing
Wrist motions
Forearm motions most desirable for light & repetitive work
Upper arm motions
Shoulder motions (This class of motions results in disturbance of the
posture)
Use of Human Body
Employ momentum as advantage, maintain at minimum
In the tasks where the momentum must be overcome by the
worker's muscles, momentum must be reduced to a
minimum by decreasing the weight of the tools and parts
because it causes fatigue.
Maintain continuous curved movement - Avoid straight line
motions involving sudden and sharp changes
Use of Human Body
Use the Rhythm for smooth & automatic performance
Rhythm can refer to the regular repetition of a certain cycle of
motions by an individual. Rhythm which is a proper sequence of
motions, assists in making the operation practically an automatic
performance - there is no mental effort on the part of the operator.
Eye fixations should be as few and as close together as possible.
Confine eye movements to a comfortable area
Do not change the eye focus frequently
Eg: containers been placed directly in front of the operator, the head
movements would have been eliminated entirely and her eye
movements would have been greatly reduced.
Arrangement of the Workplace
Definite & fixed stations for all tools & materials
Pre-position tools & materials to reduce searching
Gravity feed to deliver materials to closer point
Tools, materials - within maximum working area
Arrange materials & tools to permit the best sequence of motions
Use ejectors to remove finished parts wherever possible (avoid workers effort)
Provision for adequate lighting intensity, proper colour, direction
Chair to permit good posture
Height of workplace and seat: allow alternate setting
Colour of workplace: to reduce fatigue and make contrast
Design of Tools & Equipment
Jig, fixture or foot-operated devices for hand holding
Combine two or more tools to reduce tool handling time
Where each finger performs some specific movement, such as in
typewriting, the load should be distributed in accordance with the inherent
capacities of the fingers.
Contact of Handles (cranks and large screwdrivers) should be designed that
as much of the hand as possible can come into contact with the handle.
(useful in large forces)
Least changes to body position to obtain higher efficiency of levers,
crossbars and hand wheels
Obtain mechanical advantages wherever possible
Layout Simplification
If similar work by each hand, a separate supply of materials/parts for each
hand
If eyes used for part/material selection, no head turn for selection
Use semi-circular in preference to circular arrangement (Refer the Figure)
Use ergonomics principles for workplace design (Refer the Figure)
Nature and shape of material for bin design (Figure)
Hand tools picked up with the body rhythm, least disturbance and without
special journey
Automatic tool return (Refer the Figure)
Drop finished work with least hand and eye movement in first time (Refer
the Figure)
Ergonomics (or human factors) is the scientific discipline concerned with the
understanding of interactions among humans and other elements of a system,
and the profession that applies theory, principles, data and methods to design
in order to optimize human well-being and overall system performance.
Which arrangement is more effective?
Think about application area?
Posture for Sitting Position
Motion-Economy Devices
Workstation Layout
Heavy duty assembly bench
Introduction to work study. 4th revised edition
By George Kanawaty, International Labor Office
Common questions
Powered by AIThe use of anthropometric data informs workplace design and organization by ensuring that tools, workstations, and seating are optimized for human dimensions, facilitating improved efficiency and worker comfort. Considerations such as the height of work surfaces and the arrangement of tools within reach aim to reduce strain and unnecessary movements. By aligning the design with the physical capacities and limitations of workers, it enhances comfort, reduces the risk of fatigue and injury, and supports a productive workflow, allowing workers to focus on tasks without discomfort or difficulty .
Ergonomics, aligned with the principles of Motion Economy, plays a crucial role in enhancing workplace efficiency and employee well-being by optimizing the interaction between workers and their environment. It involves designing tools and workspaces that reduce physical strain and prevent fatigue, thereby allowing faster and more efficient task performance. Ergonomic considerations such as proper tool placement, use of body momentum, minimizing eye and hand movements, and maintaining good posture all contribute to reducing unnecessary physical stress and enhancing productivity, which collectively improve both efficiency and employee comfort .
Method Study (MS) and Work Measurement (WM) collectively enhance productivity by first optimizing the method of operation and then assessing human effectiveness within that framework. MS focuses on simplifying tasks, reducing unnecessary steps, and establishing efficient workflows. WM measures time taken by qualified workers to perform tasks, setting time standards to ensure consistency and identify areas of inefficiency. The suggested sequence is to apply MS first to improve the task method, followed by WM to quantify and validate improvements, creating a cohesive approach to boost productivity .
The examination phase in Work Study involves posing primary and secondary questions to challenge the purpose, place, sequence, method, person, and means of work activities. Primary questions include inquiries such as 'What is actually achieved?' (Purpose), 'Where is it being done?' (Place), 'When is it done?' (Sequence), 'Who does it?' (Person), and 'How is it done?' (Means). Secondary questions probe alternatives, such as 'What else could be done?' (Purpose), 'Where else could it be?' (Place), etc. These questions are significant as they encourage critical evaluation of existing methods and inspire the development of improved methods by identifying inefficiencies and opportunities for elimination or simplification .
The maintenance phase is critical because it ensures the continuity and sustained benefits of an improved work method. It involves regular reviews to assess the efficacy and adapts to changes or unforeseen consequences of the new method. Effective maintenance includes documenting changes, reassessing assumptions as operations evolve, and incorporating feedback from supervisors and workers. It ensures alignment with operational goals and prevents regression to previous inefficient methods, maintaining productivity gains and ensuring adapted practices remain beneficial over time .
Process chart symbols are significant for standardizing the representation of various activities within a workflow. They help identify key operations such as inspections, delays, storage, and transport, thereby providing a clear visual map of the entire process. This systematic representation aids in analyzing workflows by highlighting redundancies, unnecessary steps, or inefficiencies, facilitating targeted improvements and streamlining the process. By clearly distinguishing between different types of activities, these symbols simplify communication and facilitate the identification of opportunities for optimization .
In work study, the selection of jobs is influenced by economic factors such as potential cost savings, technical factors including the feasibility of changes, and human factors such as worker adaptability and morale. The importance of prioritizing studies by profit contribution is underscored by Pareto analysis, which highlights the focus on high-gain opportunities: jobs or products contributing significantly to profits should be prioritized (e.g., items generating 60% of profits), as they present the greatest potential for impactful improvements and strategic resource allocation .
Recording existing work methods involves a two-phase process: creating rough sketches or charts to identify key details, followed by detailed and precise diagrams for clarity. Standardized techniques and tools like process charts, flow diagrams, and simo charts are employed to record workflows, movements, and time scales accurately. Challenges include ensuring the precision of the records, as inaccuracies can lead to inadequate analyses and conclusions. Accurate data collection necessitates careful observation and verification to form a reliable foundation for subsequent efficiency improvements .
When developing new workplace methods, critical aspects include eliminating unnecessary activities, simplifying processes, and possibly redesigning materials, products, or tools. These strategies aim for thorough reduction in operation steps, decreasing delays and transportation needs. Productivity improvements are realized by achieving smoother workflows, reduction of worker fatigue, and faster task completion. Each suggested change undergoes documentation and is compared against existing methods to ensure added value. This thorough evaluation is crucial for sustainable productivity gains and operational efficiency .
Applying the principles of motion economy reduces worker fatigue and increases productivity by optimizing manual movements and ergonomic design. Key aspects include minimizing excessive motions, utilizing rhythmic movements for efficiency, and designing workstations to prevent awkward postures, all of which conserve energy and reduce fatigue. Specific strategies like arranging tools within easy reach, using both hands symmetrically, and reducing the weight of tools contribute to streamlined operations, allowing workers to perform tasks with greater ease and speed, thus enhancing productivity .