cee pe he Work Study Work study, as the name Suggests, is the study of work Work study is defined as- Wor $ collection of : a Be aa SOICSHSOF techniques used to examine wok. vies is done and how it is Tee pee 1S syStemstio analysis of ll the elements, fuctara ;auRee aad done, Affecting the efficiency and effectiveness of the work being studied. relationship: Objectives of Work Study: According to British Standards Institution approved definition B.S.3138:1959, “Work study qi ae oe the systematic study of an opcration or process to ensure the best possible use of the human an ater e: ces e and material resources available. The prime aim is to improve productivity * To standardize the method of doing a task * To determine the standard time for doing a task \ * To minimize materials movements, operators’ movement, idle time of the workers and machines by proper plant lay out. * To-eliminate the unnecessary human motions in performing a task * To utilize the facilities such as men, machines or materials most efficiently and effectively * To establish the standard of performance. The slogan of work study is ‘work smart, not work hard Work Study Technique: Work study is a generated form connects both, > Methods study and Motion study > Work measurement Method study concerned with “The way in which work is done (i.e. method)”, Work measurement deals with establishing a time standard, * lotion Study and Method Stud:Later on the scope of motion study was enlarged and it was named “Method study”. It was originally designed for the analysis and improvement of repetitive, manual work, but it can be used for all types of activity at all levels of an organization. Method study is also known as the method engineering. Method Study: The British Standard Glossary (BSG) defines method study as, ‘Systematic recording and critical examination of existing and proposed ways of doing work ‘as means of developing and applying easier and more effective method and thereby reducing cost Principles of Motion Economy: Motion Economy provides a set of well structures guidelines for analyzing and designing (or improving) the jobs. It encompasses a wide set of guidelines for the scientific use of human body, tolls and work place arrangement to increase the efficiency of the man-machine sys~ tem, It also covers the aspects for reducing work related fatigue. There are 3 principles- 1. Principles related to the use of the “Human Body”. 2. Principles related to the “Arrangement of the workplace 3. Principles related to the “Design of Tools and Equipment” ome Important Ruk Principles related to the use of the “Human Body” Both the hands should start and finish their motions at the same time. The two hand should not be idle at the same time accept during the period rest. Use both hand simultaneously and use best motion sequence. Motions of hands or arms should be symmetrical, simultaneous, and opposite. Hand and body motion should be confirmed to the lowest possible classification with which it is possible to perform the work satisfactorily. yee movement. Sequence of the movement should be the operation. Work should be arranged Hand should be relived of all work that 1. All tools, equipments and2. Tools, materials should be arranged in such a Way as to achieve the best sequence of motions. 3. Provide gravity feed bins and use power or gravity al. The lighting should have proper quality, direction and intensity The height of the work place and seating etc. should be such that worker can ei- ther sit or stand comfortably. Seating should permit a good posture. conveyers to transport materi- Principles related to the “Design of Tools and Equipment” 1. The hands should not be used for work that can be done more advantageously by @ jig, a fixture, or a foot operated device. 2. Whenever practicable, tools and materials should be prepositioned to reduce search, find and select operations, 3. Two or more tools should be combined wherever possible. General Classification of Hand M The hand motion generally categorized as follows: + Finger motion. © Motion involving finger and wrist Motion involving finger, wrist and fore arm, © Motion involving finger, wrist, fore arm and upper arm. © Motion involving finger, wrist, fore arm, upper arm and shoulder. Note: All the principles mentioned here are discussed in a separate subject called “Ergonomi 9) Work Measurement: Work Measurement refers to the estimation of standard time that is the time allowed for completing one piece of job using the given method. International Labor Organization (ILO) defines work Measurement as “Work measurement is the application of techniques designed to establish the time for a qualified worker 0 carry ‘out a specific job at a defined level gf performance.” ‘The fundamental purpose of work measurement is to set time standard for a job Objectives of Work Measurement: © Toestablish the standard time for various © To schedule work and allocate To provide an objective basis: mance. 4 To provide benchmarks fi To determine© To-provide performance: + [Link]-benchmarks-for improvement, + To determine [Link]-labor-cost, * To understand the production capacity of the factory and to draw up an appropriate target output, suitable range of divided labor and optimum zl production. objective basis for itivating “and~ measuring workers’ * For use as basis for determining the unit cost of manufacture and wage rate. Cechniques of Work Measurements: There are four bi techniques for measuring work and setting standards. They are- Historical experience © Time studies * Predetermined time standards © Work sampling © Time study us a syster standard time of performi © technique which measure and estimates the g any task. ‘* Time study is defined as a work measurement technique for recording the times and rate of working for the elements of a specified job, carried out under specified condition and for analyzing the data so as to obtain the time necessary for carrying out the job at a defined level of performance. + The classical stopwatch study or time study originally proposed by Fredrick W. Taylor in 1881. Time study is the most versatile and the most widely used. This is essentially an important aspect of garments production. Purpose of time study: + To determine the standard time of performing any operation, ‘* To determine the time value for each work component under the motion study, which support improvements and standardization? For use as a yardstickPerformance rating: © During the time Cane the time stu, itis necessary to apply some ‘adjustment’ to the i nean observed time to arrive atthe time that the normal operator would have needed to do that job wher i juve Peeded to do that job when working at an average pace, This adhiustment’ is called "Performance rating Rating is the a iment of the worker observer's concept of the © Therefore, the ts’ rate of working relative to the ssponding to the standard pace, rating of the worker gives the comparison of the rate of Working observed with respect to the standard level, which is the Average rate at which qualified workers will naturally work at a job, When using this correct method themselves to their work © Standard 1 rate corn J when motivated to apply gis 100, For example, an operator performs a task in two minutes and the time study analyst estimates to be performing about 20° faster than normal the operators’ performance rating would be 120% of normal tandard Performance: is the rate of output which qualified workers will y achieve without over-exertion as an average over the working shift provided they know and adhere to the specified method and they are motivated to apply themselves to their work. * More clearly, standard performance is “The optimum rate of output that can be achieved by a qualified worker as an average for the working day or shift, due allowance being made for the necessary time required for rest” © The standard performance denoted as 100 on the standard rating and ve seales, Normal Time: Itis the time that a normal operator would be expected {o complete a job without the consideration of allowances. The application of rating factor gives us ‘Normal Time’. In British Standard it is called “Basic rime . ‘The normal time is calculated from- Normal Time = (Average observed Time) x (Performance Rating Factor)St —, ne « relaxation allowance which has been previously agreed with in the organization for each type of work, Typical values of relaxation allowance are 12-20% Under some circumstances there may be small irregularities in work for which some allowance should be included with the basie time/normal time, This i known as @ contingency allowance. ‘* Contingency allowance should not be more than 5%, * Allowances are stoppay © Allo the provision of additional time for all types of s, interruptions and the physiological needs of the worker. S are given as percentages of the basic times. For example, if normal or basic time is 81 second and allowance for that task is set up 10%, then allowance is 81 x 10% = 8.1 sec. Allowances are given in the most of the companies are personal .«llowance, delay allowance; fatigue allowance or shortly it is called LPF or PED allowance ‘* Ina sewing line stoppages occur due to the bobbin replacement, re- threading, needle breakage are unavoidable. P ‘* However, when styles in which several colors of fabric are running, the thread has to change for each new color ‘©The worker also spends some time everyday in arranging materials at the workplace collecting and delivering materials, bundling and unbundling parts, taking instructions, correcting or altering pieces. * In Bangladesh, electric supply fails frequently and there is invariably a ‘gap before power can be restored even if the factory has its own power ‘generator. The following table gives a suggestion of Allowance factor for different complexities of product styles and for non-sewing work too. Garment | Sewing Process | Other Machine | Hand work Complexity | 7 ; Simple 20% 5% 10% ‘Average 25-30% 20% 10% ‘Complicated 35% 235% 10%necessary allowances normal time plus the allowances, Standard time = Normal time + Allowance = Normal time + (Normal time x Allowances) = NT(1 + Allowances) SMY: In garments production world the terms SMV or SAM used frequently. © SMV stands for Standard Minute Value * SAM for Standard allocated minute or Standard Allowed Minute. SMV calculatio SMV calculation of a basic T Shirt from a time study sheet of a garments industry Following formulas are use:- ime rage Observed time) x © SMV (Standard Minute V Basic Time) (Performance Rating Factor) ‘alue) = Basic Time + (Allowance x = Basic Time x (1+ Allowance) a ee Avg. Basic | BT | . : | z] Observed | Rating Time SMV - | Operation MIC time factor ae (see (se } |Neck piping Plain 9.2 90% | 8.28 paring ae 0.14 0.17 362 ie lain n2 90% | 1008 | 0:17 | 020 | Mag Sleeve hemming | F/L-3T 112 50% _| 10.08 | 0.17 | 020 | 298 Sleeve matching | Manual 58 90% | 522 [009 | 010 | 375 a} Sleeve joint | OL-4T | 286 90% | 25.74 | 043 | 051 nee Arm hole top x Biting FIL-3T 31 90% | 279 | 047 | 056 108 Sleeve Truck Plain 82 90% | 738 | 012 | ons 407 Side seam with oe es | cea 90% | 2556] 043 | O51 7 : Bottom Hemming | F/L-3T | 15.6 90% | 1404 | 023 | 028 | 214 Total [aaa | a4 [4a 4 Allowances are assumed for this calculation is 20%. eile ‘Target calculatior Target is the amount of production, which should be produced by an operator or a line that a management desires, Target can be calculated from- No of Worker x Work Hours x 60 Target = a x Expected Ef ficiency Given, Total operator = 20 Work hours = 8hrs SMV = 15.65 Expected efficiency = 85% E Predetermined Motion Time System: A Predetermined Motion Time System (PMTS) may be defined as 2 procedure that 5 analyzes any manual activity in terms of basic or fundamental motions required to performing it. Each of this motion is assigned a previously established standard time value in such a way that the timings fr the individual motion ean be i obtain the total time for the p : environment.tis product of the Merny Association, * GSD is the world's leading methods i X Management system and is 4 predetermined motion time system (Py especial); the sewn product industry, TW is oui dvant redet Predetermined Tj Standard has several ‘Advantages over direct time studies; * The estimation of time actually performed, Because the standard can be an be used for planning No performance rating: ‘0 perform a task can be made before it is Set before a task is actually performed, it > S are needed. More accurate and consistent. There is no disruption of normal activities, Widely accepted as a f fair means of setting standard. Rualified Worker alified wovken ae A vs e@ and othon altubules Ee ae an a ger Hsfactony Slander d+ 4+ apanlils, hamd to sa rn Vi bed worken + ; <; Sel c= atl smevtk aac Censicferp 7 ~ Prohierns ‘ whythn — are ines hy : Rina. move wapidl Paticipales difficulhes 9 Us. tna tea ills je ene bho has aie 1 Ee de tignele ana 1S meee moady te oma ae ante, Ukych ovo— Be co te epee Ge — & weak (ye =ifonn nob ov yinld » vil aie veggved to Pe enka ab tte bagiviing of tte Sirck clam zg ee is Pe eR i. ae a ay Repetto. St aaa “i 4 Hie dienyl “ef a8ten) Gye