Work sampling

3.1 GENERAL CONCEPTS OFSAMPLINGOF WORK

1. DEFINITION.
It is a technique used to study the proportions of the total time dedicated to the
various activities that make up a task.
The sampling results serve to determine applicable tolerances for the work; to
evaluate the use of themachinesand to establish production standards.
Apply techniquesstatisticsand by means of random instantaneous observations,
allows for the quantitative measurement and analysis of the activity of men or machines or of
any other condition of an operation that can be observed.
The analyst engineer is able to observe groups of workers and groups of machines at
same time, this period ofobservationit is instantaneous, continuous and during its schedule
of work.
2. BACKGROUND.
It began in theindustrytextile.
L.H.C. TIPPETT started it as a "delay relationship."
3. FOUNDATION.
The work sampling is based on the lawofprobability.
It argues that a small number of randomly taken events tends to follow the
pattern ofdistributionproduced by a larger number of events.
4. TERMINOLOGY.
SAMPLE: The selection of a small part (correctly determined in
formstatistics) dit is a total group with the purpose of inferring from its study the value of a
or several characteristics of the group.

(UNIVERSE: Term used to refer to a large group of articles or phenomena

naturals that have one or more characteristics in common.
STD DEVIATION: It is the distance between the mean line and the inflection point
the curve.

It is the degree of accuracy between the average value of a large number of measurements and the value
exactly of the measured magnitude.
PROBABILITY: Relationship between the number of possible cases in favor or against.
Arithmetic mean: It is the result of adding n quantities a, b, c, d,..., n and dividing it.
among the number of those n quantities.
5. BASIC STEPS OF WORK SAMPLING.

6. ADVANTAGES OF WORK SAMPLING.

I.- Provide information belowcost.
This means that the same results are obtained as by applying continuous observation,
but at a cost 50% lower.
a) highway, [Link] hr. b) Accid. X hr. c) pzas. X hr. In a machine.
II.- Numerous studies can be conducted simultaneously.
It is possible to use as many observers as necessary.
IV.- Observers are not required to have a skill ortrainingspecial.
V.- There are fewer chances of error, since the worker is not subject
To the tension of a continuous observation.
VI.- It is less bothersome for the workers, as it does not break the routine like the method
continuation.
VII.- It is less bothersome for the analysts, the method can be interrupted at any time.
moment.
o a) verifytemperaturein the desert.
VIII.- It is not necessary toemploymentfrom the stopwatch or any other mechanical means.

IX.- The study can be conducted with the desired accuracy.

X.- Its application in non-repetitive work is very important.
 XI.- It makes it practical to obtain data that would otherwise be difficult to obtain.
7. DISADVANTAGES OF WORK SAMPLING.
Generally, it is not economical to study just one man, machine, or u
operation.
In general, it is not economical to determine standard times for repetitive operations with
very short cycle.
Does not provide aregistrationdetailed method of the work used by the operator.
The error that can occur when not obtaining a representative sample.
It is difficult to explain it to the management and the workers.

8. APPLICATION OF WORK SAMPLING.

9. PROCEDURETO MAKE A SAMPLING OF THE WORK.

PREPARE THE WORK SAMPLING.
o What are the objectives of the study.
o What is going to be determined.
o What information is necessary.
o What field will the study cover.
o What margin of error will be allowed.
( RESEARCHPRELIMINARIES.
o Clearly define the activities.
o Classify the study activities into categories.
o Estimate the percentages.
o Calculate the number of necessary observations.
o Calculate the time it will take to study.
ESTABLISH A RECORD TO QUANTITATIVELY MEASURE PRODUCTION
IN ORDER TO RELATE IT TO THE SAMPLING DATA OF THE WORK.
ESTABLISH THE PROCEDURE.
o Design the shapes.
o Fix the observations at random.
o Set the observation points.
SELECT THE OBSERVERS.
o Train them.
o Discuss the definitions of the activities with the observers.
COMMUNICATE TO ALL AFFECTED.
HIGH-LEVEL PRESENTATION.
o Explain the objectives.
o Clarify doubts.
10. EXECUTION OF THE WORK SAMPLING.
o Observe the activities and record the data.
o Make the observations.
o Avoid mistakes and prejudices.
o Be explicit, do not anticipate any action.
o Anotar sólo lo que ve en el momento de la observación.
o Prepare a summary that is understandable and appropriate.

[Link] PRESENTATION OF THE SAMPLING RESULTS

FROM WORK.

o Verify the truthfulness of the data.

o Analyze and present the data.
o Percentage of the activities.
o People or machines or operations observed.
o Time of the observations.
o Explanation and definition of the activities.
o Period in which the study was conducted.
o Working conditions.
o Conclusions.
o Proportions and/or relationships.
o Planning of future studies.
3.2OBJECTIVEOF THE SAMPLING
1.-DETERMINATION OF PRODUCTIVE TIME PERCENTAGE.
Example: 10 machines were observed.

NOTE: That observation may be valid if you have 100 machines, or if a

analyst ofJapanand will sample 10 companies inMexico.
2..-DETERMINATION OF PERSONAL AND INEVITABLE TOLERANCES.

3.-CALCULATION OF STANDARD TIME.

3.3 PLANNING THE STUDY OF WORK SAMPLING

1.-INVOLVED PERSONS.
o Immediate boss(ManagerofIndustrial Engineering).
o Work study analyst (Industrial Engineer).
o Worker and/or work cell.
2.-DETERMINATION OF THE ACTIVITIES TO OBSERVE.
o How much time is the machine and/or operator idle.
o How long has the machine been in operation and/or the operator been occupied.

o Working conditions.
o Understand the process that is being analyzed.
3.- PHYSICAL TOUR.
o Familiarize yourself with the area to study.

o Meet operators and/or nearby operations.

o Take measures.
4.-PLAN ASCALEPOINTING OUT ROUTE AND POINTS OF
OBSERVATION
Sheet: _________ of ________
5.-PRELIMINARY STUDY.
o How many observations will be necessary.
If the machines are stopped 25% of the time.
75% in progress.
Significance level 95%.
Margin of error 10%.
Example: How many days of 8 hrs. can the study be completed?
T = Time required to make a lap.
P = Number of steps of 60 cm that are necessary to reach the desired area.
N = Number of observations to be made in one lap.
If T = 0.1 + 0.01 P + 0.04 N
Four work areas need to be studied with two analysts.
The total number of observations is 50,000.
AREA 1 is 150 steps away and has 15 workers.
AREA 2 is 100 steps away and has 10 workers.
AREA 3 is 200 steps away and has 25 workers.
AREA 4 is 50 steps away and has 20 workers.
SOLUTION: The time needed to complete one lap is:
AREA 1 = 0.1 + 0.01(150) + 0.04(15) = 2.2 min.
AREA 2 = 0.1 + 0.01(100) + 0.04(10) = 1.5 min.
AREA 3 = 0.1 + 0.01(200) + 0.04(25) = 3.1 min.
ÁREA 4 = 0.1 + 0.01( 50 ) + 0.04(20) = 1.4 min.
8.2 min. To take a turn
Out of the 480 minutes of the shift, analysts are supposed to work only 400 minutes.

6.- CALCULATION OF THE NUMBER OF OBSERVATIONS ACCORDING TO STUDIES

PRELIMINARIES AND SELECTED AT A LEVEL OF TRUST AND ACCURACY.
Examples:
o What should be the number of observations if in a batch of 100,000 units, 90%
Is it in good condition?
It is desired that the sample data have atoleranceof 5% and a confidence level of
95.4 certainty.

o The downtime of a milling machine is 30%.

Tolerance 5%
Accuracy 95.5%
What will be the number of observations?
T = 0.05
Nc = 0.955 = Z = 2
p = 0.30
q = 1 - p = 1 - 0.30 = 0.70

7.- DETERMINATION OF THE NUMBER OF TRIPS PER DAY,

OBSERVATIONS BY DAY AND TENTATIVE DURATION DAYS OF
SAMPLE.
The analyst is told that they have 10 days to carry out the work sampling.
And if it has already calculated that the number of observations is 364, how many observations will it have to
do daily?
364 / 10 = 37 observations. / Day and if the working shift is 8 hours.
So 37 / 8 = 5 Obs. / Hour.
3.4. DEVELOPMENT OFGRAPHSOF CONTROL
1.- CONSIDERATIONS.
The values that are outside of thelimitsset must be carefully analyzed to
determine what factors made them abnormal.
During theanalysisthe following cases may occur:
(Points that go beyond the limits and exist great variations meaning that they have
considered mistakenly various activities in the same element.
The points tend to follow a cycle.
It may be due to repetitive errors in the method.
The points tend to follow an upward and/or downward line.
There may be a factor that causes the method to vary gradually and constantly.
2.- EXAMPLE.
With the following data obtained from the analysis of the work study in a creator of
wheels, draw a control chart and consider that the significance level Nc = 86.64 %.

DATA:
Job analysis and evaluation
4.1 IMPORTANCE OF JOB STUDY FOR JOB DESCRIPTION
WORK IN THE EVALUATION OF IT.
1.- DEFINITIONS.
A).-

C = Direct labor + M.P. +Expensesmanufacturing generalities

B).- POSITION:
It is a set of tasks, responsibilities andfunctionsregularly assigned, that
requires the use of aperson.
C).-JOB DESCRIPTION:
These are the specifications of each position in terms of activities and responsibilities.
real and everyday tasks that a person is expected to perform.
D).- JOB ANALYSIS:
o It consists of making a careful evaluation of each activity and recording the details of
work or operation to be evaluated withjusticeby a competent analyst.
o It is the procedure through which duties are [Link] the
positions and the profiles of the people (in terms of capacity and experience) that
They must be fulfilled and contracted to occupy them.

E).- JOB EVALUATION:

o It is a systematic procedure to determine the relative value of positions.
o Technique to carefully determine the relative value of different assignments.
Work ina company.
2.- METHODS FOR CONDUCTING JOB EVALUATION.
o Classification method.
o Point system.
o Comparison of factors.
o Hierarchization.
4.2 THE STUDY OF WORK IN THESTRUCTUREOFSalaries.
1.- SALARYAND/OR SALARY:
All compensation receivedthe manin exchange for aservicethat has been lent when performing
un trabajo.
* Salario: sal
Salary: solid (coins ofgold).

3.- JOB DEFINITION: Authority andresponsibility.

4.- ORGANIZATION MANUAL: Allcompanymust have it.
5.- OBJECTIVES OF JOB EVALUATION.
Article 86 of theFEDERAL LABOR LAW.
At work equally performed in position and conditions ofconsciousnessalso the same, must
corresponding equal salary.
7.- GRADING (KEY TO EVALUATE POSITIONS).

oUnskilled workers:

While they require care, diligence andsecuritythey require a high level of preparation (worker)
general, waiter, etc.
oSkilled workers:

Positions that require prior manual or intellectual preparation (draftsman, electrician, etc.).
o Criteria positions:
Those who require the ability to distributethe workand ensure that it is carried out accordingly
to theproceduresmarked. (Chief of somenaoffice, andtc.).
o Technical positions:

They suppose it is truecharactercreative and initiativepersonal(supervisor, engineer ofquality,

etc.).
o Puestos ejecutivos:
Those in charge of managing departments considering this activity in their
highest position. (Superintendent, manager, etc.).
o Administrative positions:
Those that entail great responsibility, whether due to the high and general nature of the control that
requieren o por la importancia de las funciones que dirigen.

o Management positions:
Where is the address ofthe companyand who establishes thepolicieswith which
the company will work to achieve itsmissionyphilosophy.
Plant Director, Division Director, etc.

4.3 THE STUDY OF WORK IN THE PLANS OFINCENTIVES

1.- ADMINISTRATIONOFSalaries and Wages:
It is that part of thepersonnel managementwhat studies theprinciplesand techniques for
to ensure that the total compensation received by the worker is appropriate to the importance of
his position, to hisefficiencypersonal, to their needs and the possibilities of the company.

2.- INCENTIVE:
It is an objective way to compensate the diverse efficiency of the workers who act in
the same position, based on the different amount, quality orsavingsfor the company,
what the worker and/or the employee achieves in their job.

3.- ADVANTAGES OF INCENTIVES FOR THE COMPANY.

o The cost of the product is reduced.

o Es más real la producción en lo que a capacidad de la planta se refiere.

o The worker and/or employee becomes more efficient.
o The improvement of work methods is maximized.
o Not much is requiredsupervision.
4.- ADVANTAGES OF INCENTIVES FOR THE WORKER.
o It is financially compensated by increasing theproductivity.
o The standard of living of the worker improves without affecting the cost of the product.

o It provides stability in your job and better relationships with the company.
5.- LIMITATIONS OF INCENTIVES.
o Factories where it is not possible to compute the number of units produced.
of diamonds).
o When the rhythm of work is set by the machine.
o Where interruptions at work are very frequent.
o Artistic and highly precise works.
o Dangerous jobs.
6.- PREVIOUS REQUIREMENTS TO ESTABLISH INCENTIVES
o That theprocesos and operations have been improved to the maximum.
o That all operations are standardized and measured.
o That there is a proper structure of salaries and job evaluation.
o That good relationships exist between the company andunion.

o That theplansupervisors and operators are already familiar with the incentives.

o That thesystemmake it simple, so that the worker can calculate their salary.

o That there exists an adequate system of C.C.

o Procedure for addressing complaints.

4.4 PREPARATION OF THE JOB DESCRIPTION.
1.- FORMAT.
4.5 METHODS FOR JOB EVALUATION
1.- GRADING METHOD (CLASSIFICATION).
DEFINITION:
It consists of classifying points into levels, classes, or degrees of work, previously.
established.
( MAIN STAGES.
Stage 1: Prior determination of job grades (5-8. Classify the positions.
ADVANTAGES:
o Simple and fast.
o It is easily understood.
o It is accepted by the workers with relative ease.
o It requires a small cost for its installation andmaintenance.
o It is used to conduct assessments in companies whose staff form groups.
Clearly defined.
DISADVANTAGES:
o It constitutes a superficial judgment about the value of the positions.

o They appreciate it globally, without distinguishing the elements or factors that make it up.

o It does not establish a hierarchy among positions classified at the same level.

o It's just a small part, remove the subjectivity and theempiricismin the evaluation.
WORK DEGREES:
1st GRADE: Unskilled workers (positions that do not require training)
manual).
2nd GRADE: Qualified workers (prior training required).
3rd GRADE: Criteria positions (office chief).
4th GRADE: Technical positions (criteria,creativity, iinitiative-supervisor.
5TH GRADE: Executive positions (management of a department - Superintendent - Manager).

6th GRADE: Administrative positions (high control - plant director).

7th GRADE: Executive positions (general director).
8th GRADE: Member of the board of directors.

2.- POINTS SYSTEM.

DEFINITION:
Arrange the positions of a company by assigning a certain number of value units
called "points" each of the factors that make it up.
DETERMINATION OF FACTORS: REQUIREMENTS.
o a) Objectivity (what the position requires).

o b) Discriminationdistinguish the degrees to differentiate their value.

o c) Totality (that the factors apply to all positions).
o d) Necessity (no more than necessary; no less than indispensable).
o e) Differentiation (the factors should not be 'assumed' either totally or partially in the
different positions.
SELECTION OF FACTORS.

HOW TO CHOOSE THE FACTORS.

o Start from the 4 generic factors.
o Locate them based on the job descriptions.
o Compare them with other companies (Benchmarking).
MAIN STAGES.
PROCEDURE FOR WEIGHTING FACTORS.
I.- Establish the limits of the evaluation.
II.- Read the descriptions of the typical positions.

III.- Do not make a completely new assessment nor copy without having conducted one.
Researchprevious
IV.- Moving from the general to the specific.
o Weigh the 4 factors according to their order of importance.
o Set weights for each of the 4 factors.
o Consider the specific factors within each factor.
o Test the obtained weights in the salary and wages graph.
o In each case of disagreement of opinions, average.
o Weights must be whole numbers.
o Review after some time or with another group of evaluations the
Weightings carried out.
METHODS FOR ASSIGNING POINTS TO THE FACTORS.
o Arithmetic mean.
o Evaluators' criteria.
3.- METHOD OF FACTOR COMPARISON.
DEFINITION.
Organizing the positions of a company infunctionof its main factors and according to
the monetary value assigned to each of the factors, finally combining both
results.
( MAIN STAGES.
[Link] evaluation committee.
2nd.- Selection of factors. (5 are recommended).
3rd.- Distribution of salary among the factors.
4th.- Average wages by factor.
5th.- Formulation of series based on each factor.
6th.- General register of the series formed by factor.
7th.- Comparison of the order of positions with the salary scale.
8th.- Determination of the series by factor.
9th.- Valuation of the other positions.
VENTAJAS:
o Study and analyze the position in its elements or factors.
o The use of a reduced number of factors makes it easy to handle.
o It does not require the classification of positions within predefined categories, it is much

o Faster than the sorting method.

DISADVANTAGES:
o Theinductionthe monetary scale limits and constrains the objective appreciation of the
positions.
o The use of a very limited number of factors also restricts the correct appreciation of the
reality because it distorts it.

4.- HIERARCHIZATION METHOD.

DEFINITION:
Establish a step-by-step order, of astateto another by successive degrees.
CONSIDERATION:
The amount of work compensation does not always correspond to its importance.
the following reasons:
o Favoritism.
o Union pressure to protect certain workers.
o The lack ofknowledgeexactly of the positions.
o The calculation fixation of what must be paid for new positions.
o Thescarcityof a specific type of workers.
o The imperceptible escape ofobligationsin a position.

o The accumulation of burdens due to demanding supervision.

MAIN STAGES.
1st.- Establishment of an evaluation committee:
2 supervisors
2 union representatives
1 member of the human resources department (Analyst)
1 technical advisor

2nd.- Set the type positions.

In the evaluation it is normal to choose a small number of basic positions that are designated.
as 'type-positions' forto be able tostart the procedure with them.
For the position type select:
o That its content is not subject to discussions.
o That the positions do not undergo frequent changes.

o They should be the most solvent and characterized in the company.

ADVANTAGES:
o It is easy, quick, and can be understood by all workers.
o It implies greater security based on reality rather than on pre-established criteria.
o It represents an average of appreciations, a greater guarantee of reflecting reality.
o Very useful in companies with few staff.
DISADVANTAGES:
o Take the position as a whole, without analyzing the elements or factors that make it up.
o It represents an average of subjective appreciations that are not based on elements
technicians.
o It assumes equal distances between each position and poses the danger that salaries
they reflect that situation, in disagreement with the differences that should really exist.
Line balancing
5.1 ELEMENTS TO CONSIDER IN LINE BALANCING.
1.- DEFINITION:
It is necessary to carry out an analysis to balance the line in any situation where a
total manufacturing work is divided into a series of operations, which, due to their
nature, they cannot be carried out independently in each batch.
2.- IMPORTANT QUESTIONS:
A) Which part of the set can be manipulated as a subset on another line apart?
B) What part of the set should be manipulated based on the solid line?
C) Considering the total time that encompasses the continuous line part of the work.
How many operations are necessary to meet the scheduled requirements?
D) At what point in the sequence of the set is the inspection of operations necessary?
of the process?
LINE BALANCING: it is a distribution of sequential work activities in
the work centers to achieve the maximum possible use of the workforce,
as well as the team, and in this way reduce or eliminate idle time.
Example:
On an assembly line, there are 5 operators.

What is the production per hour?

3.- BALANCING DELAY.
It is the amount of idle time that results along the entire assembly line, due to the
total times, unequal work assigned to the different stations.
Example:
On an assembly line ofengines1000 pieces are received from all production lines
daily except for the casting rotors departmentaluminumthat only
It manages to supply 800 per shift.

A) What is the downtime due to balancing delay; if there are 20 in the assembly line
Workers?
20 workers for 2 hours = 40 hours of downtime.
B) What will be the production delay at the end of the month considering 24 working days?

Working days (24) x Delay in balancing in pieces per day (200) = 4800 motors.
C) The limitation for the aluminum injection machine that produces the rotors is a furnace of
Foundry that melts until 9 a.m. and starts injecting the machine at that time.
Whatsolutionspropose?
Since there is a loss in:
o Not delivering the product on time.
o Idle labor in assembly.
o Opportunity cost (for the units not produced).
SOLUTIONS:

1st. Move the oven operator in the rotor line (two hours earlier).
2nd. Increase the number of pieces in each injection (buy a new mold).
3rd. Do not turn off the oven.

o Raise the cost bygas.

o Personnel to operate the oven.
More expensive solutions:
That the assembly line stays to work overtime to cover differences for
delivery of the other production lines.
Example: 40 workers x $100 each + lunch + transport$ 4900.00 per day.
5.2 LINE BALANCING METHODS
1. DIAGRAMOF PRECEDENCE.
It is a graphic representation of the sequence of work elements as defined.
the precedence restrictions.
Graphically define the precedence constraints for a visual observation
exist among the work elements.

PRECEDENCE RESTRICTIONS: They are also known as technological requirements

of sequencing and refer to the order in which the elements of the work can be
executed and which is normally limited by them to a certain extent.
MINIMUM RATIONAL WORK ELEMENT: They are the smallest tasks
practically indivisible, in which the work can be divided.
TOTAL WORK CONTENT: It is the sum of all the work elements to be carried out.
about the line.
WORKSTATION: It is a location along the flow of the line where
carry out work, either manually or with automatic devices.
CYCLE TIME: It is the interval between the finished pieces coming out of the line.
productive.
2.- BALANCING METHOD: CANDIDATE WITH THE LONGEST TIME.
C = CYCLE TIME
H = PLANNED HOURS OF WORK
P = VOLUMEDESIRED PRODUCTION
K min. = MINIMUM NUMBER OF WORKSTATIONS

EXAMPLE:
PRECEDENCE DIAGRAM:
3.- LINE BALANCING METHOD: KILBRIDGE AND WESTER.

Continue the assignment in the order of the column number, until the cycle time
has been reached or that the corresponding candidate causes said cycle time
go beyond.
The continuous allocation process continues in this way until all elements are finished.
C = 1.00 min.
Bibliography
MANUAL OFENGINEERINGINDUSTRIAL

Author:
EDIT. REVERT.
PRODUCTION MANUAL