08 method study
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METHOD STUDY
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Overview of Management
METHOD STUDY
Method study is the systematic
recording and critical examination of
existing and proposed ways of doing
work, as a means of developing and
applying easier and more effective
methods and reducing costs.
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Overview of Management
OBJECTIVES OF METHOD STUDY
1. Improvement of processes and procedures
2. Improvement in the design of plant andequipment
3. Improvement of layout4. Improvement in the use of men, materialsand machines
5. Economy in human effort and reduction ofunnecessary fatigue
6. Improvement in safety standards
7. Development of better working environment.
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METHOD STUDY PROCEDURE
1. DEFINE
2. RECORD
3. EXAMINE4. DEVELOP
5. DEFINE NEW METHOD
6. INSTALL
7. MAINTAIN
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Overview of Management
COMMONLY USED RECORDING TECHNIQUES
1. Outline Process Charts2. Flow Process Chart
3. Two Handed Process Chart
4. Multiple Activity Chart
5. Simo Chart
6. Flow Diagrams
7. String Diagrams
8. Cyclegraph
9. Chronocyclegraph
10.Travel Chart
Man Type
Material Type
Equipment Type
USING TIME SCALE
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CLASS OF
CHANGE
HANDS &
BODY
MOTION
WORK
STATION
PROCESS PRODUCT RAW
MATERIAL
1 New Minor
Changes
Same Same Same
2 New New Same Same Same
3 New New New Same Same
4 New New New Modified Same
5 New New New Modified New
CLASS OF CHANGE
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Class Pivot Body member(s) moved
1 Knuckle Finger
2 Wrist Hand and Finger
3 Elbow Forearm, hand and fingers
4 Shoulder Upper arm, forearm, hand andfingers
5 Trunk Torso, Upper arm, forearm, hand and
fingers
CLASSIFICATION OF MOVEMENTS
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EXAMINE
The questioning technique is the means
by which the critical examination is
conducted, each activity being subjected
in turn to a systematic and progressive
series of questions.
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PRIMARY QUESTIONS
the PURPOSE for which
the PLACE at which
the SEQUENCE in which
the PERSON by whom
the MEANS by which
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ELIMINIATING
COMBINING
REARRANGING
OR
SIMPLIFING
those activitiesWith a view to
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SECONDARY QUESTIONS
The secondary questions cover the
second stage of the questioning
technique, during which the answers to the
primary questions are subjected to further
query to determine whether possible
alternatives of place, sequence, persons
and means are practicable and preferredas a means of improvement upon the
existing method.
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PURPOSE: what is done?
why is it done?
what else might be done?
what should be done?
PLACE: where is it done?
Why is it done there?
Where else might it is done?
Where should itbe done?
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SEQUENCE: When is it done?
Why is it done?
When might it be done?
When should it be done?
PERSON: who does it?
Why does that person do it?
Who else might do it?
Who should do it?
MEANS: How is it done?
Why is it done that way?
How else might it be done?
How should it be done ?
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DEFINING THE IMPROVED METHOD
The report should show:
1. Relative costs in material, labour and overheadsof the two methods, and savings expected.
2. The cost of installing the new method, includingthe cost of new equipment and of re-laying outshops or working areas
3. Executive actions required to implement the newmethod.
It should also give details regarding :1. The tools and equipment to be used2. A description of the method
3. A diagram of the work place layout, jigs/fixturesetc
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INSTALLING THE IMPROVED METHOD
1. Gaining acceptance of the change by
the Management
2. Gaining acceptance of the change bythe workers
3. Maintaining close contact with the
progress of the job until satisfied that itis running as intended
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THE PRINCIPLES OF MOTION ECONOMY
A. Use of the human body
1. The two hands should begin and complete theirmovements at the same time
2. Motion of the arms shall be symmetrical and inopposite directions and should be madesimultaneously
3. Hands and body motions should be made at thelowest classification at which it is possible to dothe work satisfactorily
4. Rhythm is essential to the smooth and automatic
performance of a repetitive operation.5. Work should be arranged so that eye movementsare confined to a comfortable area, without the needfor frequent changes of focus.
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B. Arrangement of the work place
1. Definite and fixed stations should be provided for all
tools and materials.
2. Gravity feed, bins and containers should be used to
deliver the materials as close to the point of use as possible.
3. Tools, materials and controls should be located within
the maximum working area.
4. Materials and tools should be arranged to permit the
best sequence of motion.
5. Provision should be made for adequate lighting.
6. The colour of the workplace should contrast with that
of the workplace to reduce eye fatigue.
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C. Design of tools and equipment
1. The hands should be relieved of all work of
'holding' the workpiece where this can be done by
fixture etc.
2. Two or more tools should be combined whereverpossible
3. Levers, cross bars and handwheels should be so
placed that the operative can use them with the
least change in body position and the greatestmechanical advantage.
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PURPOSE OF WORK MEASUREMENT
1. To find ineffective time in a process
2. To set standard for output level
3. To evaluate worker's performance4. To plan work force needs.
5. To determine available capacity
6. To compare work methods7. To facilitate operations scheduling
8. To establish wage incentive schemes
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THE TECHNIQUES OF
WORK MEASUREMENT
1. Stop-watch time study
2. Work sampling
3. Predetermined time
standards(PTS)
4. Standard Data
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A FAIR DAY'S WORK
Amount of work that can be produced by a
qualified employee when working at normal
pace and effectively utilizing his time where
work is not restricted by process limitations.
Work Measurement
Work measurement is the application of
techniques designed to establish the time for
a qualified worker to carry out a specific job at
a defined level of performance.
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THE QUALIFIED WORKER
A qualified worker is one who isaccepted as having the necessaryphysical attributes, who possess therequired intelligence and education and
who has acquired the necessary skilland knowledge to carry out the work inhand to satisfactory standards of safety,quantity and quality
STANDARD RATING
Rating is the assessment of theworker's rate of working relative to the
observers' concept of the rate
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STANDARD PERFORMANCE
It is the rate of output which qualified
workers will naturally achieve without over-
exertion as an average over the working
day or shift, provided that they know and
adhere to the specified method and
provided that they are motivated to apply
themselves to their work.
S
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Overview of Management
TIME STUDY
Basic Steps
a. Obtaining and recording all available information aboutthe job, operator and the surrounding conditions likely to
affect the execution of the work
b. Recording the complete description of the method,
breaking down the operation into 'elements'c. Measuring with a stopwatch and recording the time
taken by the operator to perform each 'element' of the
operation.
d. Assessing the ratinge. Extending observed time to 'basic times'
f. Determining the allowances to be made over and above
the basic time for the operation
g. Determining the 'standard time' for the operation.
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FACTORS AFFECTING RATE OF WORKING
(outside the control ofworker)
1. Variation in the quality of materials used
2. Changes in the operating efficiency of the equipment
3. Changes in climatic and surrounding conditions of operation.
FACTORS WITHING THE CONTROL OF WORKER
a. Acceptable variations in the quality of the product
b. Variations due to his ability
c. Variations due to his attitude
SCALES OF RATING
100-133
60-80
75-100
0-100
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