Download - 2 Method Study
Method Study
Method StudySelect
Record
Examine
Develop
Evaluate
Define
Install
Maintain
To Simplify the job and develop more economical methods of doing it
the job to be studied
by collecting data or by direct observation
by Challenging purpose, place, sequence, and method of work
new methods drawing on contributions of those concerned
results of different alternative solutions
new method and present it
new method and train persons in applying it
and establish control procedures
Select – Where to Look
• Poor use of resources
• Bad layout
• Bottlenecks
• Inconsistent quality
• High fatiguing work
• Excessive overtime
• Employee’s complaints
Select
Record
Examine
Develop
Evaluate
Define
Install
Maintain
Select – Economic Considerations
• Key profit- generating operations
• Key costly operations
• Repetitive work
• Long travels
• Excessive overtime
Select
Record
Examine
Develop
Evaluate
Define
Install
Maintain
Will it pay to begin, or continue, a method study of this job?
Select – Technical Considerations
• Extensive paperwork
• Repetitive work (automation)
• Hazardous work
• Inconsistent quality
Select
Record
Examine
Develop
Evaluate
Define
Install
Maintain
Desire to acquire more advanced technology
Select – Human Considerations
• Satisfaction level
• Start with non-controversial jobs
• HSE
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Record
Examine
Develop
Evaluate
Define
Install
Maintain
Workers satisfaction/resentment
Select – Limiting the Scope
• One operation or a sequence
• The whole operation or part
• Which aspect: worker, materials, equipment, … etc.
Select
Record
Examine
Develop
Evaluate
Define
Install
Maintain
Setting boundaries and determining content
Select – Possible Results
• Increased production rate
• Reduced cost
• Less labor, materials, or equipment
• Improved quality
• Improved safety
• Reduced scrap
• Improved standards of cleanliness
Select
Record
Examine
Develop
Evaluate
Define
Install
Maintain
Select – Pareto Analysis
Select
Record
Examine
Develop
Evaluate
Define
Install
Maintain
A job on which there is much CHASING AROUNDCHASING AROUND usually has great improvement possibilities.
Pick a job that involves HARD WORKHARD WORK and make it easy to do
If your materials are expensive - then a job on which much MATERIAL IS USEDMATERIAL IS USED or SCRAPPED is a good one to study.
Select a job on which the INSPECTIONINSPECTION of the product can be improved or eliminated.
Tips
Work on SIMPLE JOBSSIMPLE JOBS until you learn the technique.
Pick a job that work in a PARTICULAR WAY for a LONG TIME
Record- Charts and DiagramsOutline Process Chart
Flow Process Chart (Worker, Material, Equipment)
Flow diagram
Two-Handed Process Chart
Procedure Chart
Simultaneous motion Cycle Chart
Multiple Activity Chart
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Record
Examine
Develop
Evaluate
Define
Install
Maintain
Flow Diagram
String Diagram
Cyclegraph
Chronocyclegraph
Travel Chart
Record- Symbols
Operation (Make ready, Do, Put away)
Inspection
Transport
Delay
Storage
Select
Record
Examine
Develop
Evaluate
Define
Install
Maintain
Record- Symbols
Operation (Make ready, Do, Put away)Select
Record
Examine
Develop
Evaluate
Define
Install
Maintain
Record- Symbols
Select
Record
Examine
Develop
Evaluate
Define
Install
Maintain
Record- Symbols
Select
Record
Examine
Develop
Evaluate
Define
Install
Maintain
Record- Symbols
Select
Record
Examine
Develop
Evaluate
Define
Install
Maintain
Record- Symbols
Select
Record
Examine
Develop
Evaluate
Define
Install
Maintain
Outline Process Chart
• An outline process chart is a process chart giving an overall picture by recording in sequence only the main operations and inspections.
• Only symbols for ‘Operation’ and ‘Inspection’ are used.
Symbols• (Operation): A part is changed in one or more of
its characteristics.
• (Inspection): A part is examined for identification or compared with its corresponding standard without any transformation of its characteristics.
• Vertical line: show the sequential steps or process flow.
• Horizontal line: Assembly/disassembly of raw or subassembly materials.– Drawn to the left of the vertical line: Assembly– Drawn to the right of the vertical line: Disassembly
Procedure
• Record the chart identification information: process name; present or proposed method; part #; drawing #; analyst; and date.
• Identify all operations, inspections, and materials involved in the manufacturing process.
• Arrange all events related to each material in manufacturing sequence and connect them with vertical lines.– The main assembly process is placed to the right.– Do not cross vertical flow lines and horizontal lines. If
unavoidable, draw a small semi-circle at the junction.• Record the time allowance and name of each operation
and inspection.• Summarize the process in tabular format.
ProcedurePart 1
O-1
O-2
O-3
Part 2
O-4
O-5
O-6
Assembly part 2 to part 1
O-7Comp 1
Comp 2
I-1
Record- Example
Select
Record
Examine
Develop
Evaluate
Define
Install
Maintain
Outline Chart
Face, turn, cut
Face opposite end
Dimension and finish
Straddle mill four flats
Remove burr
Final inspection of machining
Degreasing
Cadmium plating
Final check
Face both sides
Drill hole
Final check
Assemble and drill
Turn shank
Remove chip
Dimensions
Degreasing
Cadmium plating
Final check
Fit stop pin
Final check
Switch Rotor
Flow Process Chart
• A graphic, symbolic representation of the work performed or to be performed on a product as it passes through some or all the stages of a process (ANSI Z94)
• 3 Types:– Worker type: A flow process chart which records what
the operator does– Material type: A flow process chart which records how
material is handled or treated– Equipment type: A flow process chart which records
how the equipment is used
Flow Process Chart
This chart uses circles for operations,
arrows for transports, squares for
inspections, triangles for storage, and
the letter D for delays. Vertical lines
connect these symbols in the
sequence they are performed.
Procedures
• Record chart identification information• Identify all operations, inspections, transportations,
delays, storages, and materials involved in the manufacturing process.
• Classify each activity and circle the appropriate chart symbol.
• Record the times for activities and distances for transportations.
• Include comments or recommendations for potential changes.
• Summarize the process in tabular form.
OPC VS FPC
FPC OPC
Contain all activities Limited to operation and inspection
Detail process Bird’s – eye
Usually a single line Cover the whole process
Flow Diagram
• A flow diagram is a representation of the
location of activities or operations and the
flow of materials between activities on a
pictorial layout of a process (ANSI Z94)
Procedures
(1) Record chart identification information.
(2) Sketch the layout.
(3) Identify each activity by an appropriate symbol and a number.
(4) Use different colors to indicate flow lines for more than one part.
Point out problems
1. Cross traffic
2. Backtracking
3. Distance traveled
4. Procedure
Examine- The QuestionsPurpose: What is actually done?
Why is it necessary?
Place: Where? Why?
Sequence: When? Why?
Person: Who? Why?
Means: How? Why?
Select
Record
Examine
Develop
Evaluate
Define
Install
Maintain
With a view to:
Eliminate
Combine or Rearrange
Simplify
is being done?is being done?
is it being done?is it being done?
is it done?is it done?
does it?does it?
is it done?is it done?
WHATWHATWHATWHAT
WHEREWHEREWHEREWHERE
WHENWHENWHENWHEN
WHOWHOWHOWHO
HOWHOWHOWHOW
1.1. Can any operation be eliminated?Can any operation be eliminated?1.1. Can any operation be eliminated?Can any operation be eliminated?
As unnecessary?
By changing the order of the work?
By new or different equipment?
By changes in the layout?
2.2. Can any movement be eliminated?Can any movement be eliminated?2.2. Can any movement be eliminated?Can any movement be eliminated?
By leaving out operations?
By changing the equipment?
By changing the layout?
By changing the order of the work?
By conveyors? (Make sure they are economical).
By shifting some operations to another job into which they fit more conveniently?
3.3. Can any delays be eliminated?Can any delays be eliminated?3.3. Can any delays be eliminated?Can any delays be eliminated?
4.4. Can inspection or counting be eliminated?Can inspection or counting be eliminated?4.4. Can inspection or counting be eliminated?Can inspection or counting be eliminated?
By changing the order of the work?
By changing the layout?
By new or different equipment?
Do they give unnecessary duplication?
Are they done at the best point in the sequence?
Are they really necessary? What happens after they are done and the information obtained?
Can they be performed more conveniently by another person?
By changing the order of the work?
By changing the layout?
By new or different equipment?
By changing the order of the work?
By changing the layout?
By changing the quantity handled at one time?
5.5. Can operations be combined?Can operations be combined?5.5. Can operations be combined?Can operations be combined?
6.6. Can movements be combined?Can movements be combined?6.6. Can movements be combined?Can movements be combined?
By changing the order of the work?
By changing the layout?
If they provide rest, can they be grouped better?
By changing the order of the work?
By changing the layout?
7.7. Can delays be reduced?Can delays be reduced?7.7. Can delays be reduced?Can delays be reduced?
8.8. Can the inspection or counting be combined?Can the inspection or counting be combined?8.8. Can the inspection or counting be combined?Can the inspection or counting be combined?
By changing the order of the work?
By changing the layout?
By new or different equipment?
9.9. Can steps be made safer?Can steps be made safer?9.9. Can steps be made safer?Can steps be made safer?
By a better tool?
By changing position of control or tools?
By using better material, containers, racks, bins or trucks?
By lessening visual requirements?
By better workplace heights?
10.10. Can any operation be made easier?Can any operation be made easier?10.10. Can any operation be made easier?Can any operation be made easier?
By using inertia where possible and avoiding it where work must overcome it?
THATTHAT it’s done
KNOWINGKNOWINGKNOWINGKNOWING YOU ASKYOU ASKYOU ASKYOU ASK
WHYWHY is it done at all? What else could be done to accomplish the same result
WHEREWHERE it is done? WHYWHY it is done there? Where else could it be done?
WHENWHEN it is done? WHYWHY it is done then? At what other time could it be done?
WHOWHO does it? WHYWHY does this person do it? Who else could do it?
HOW HOW it is done? WHYWHY is it done this way? In what way could it be done?
Now Let’s Consider these Actions in DetailNow Let’s Consider these Actions in DetailNow Let’s Consider these Actions in DetailNow Let’s Consider these Actions in Detail
ELIMINATEELIMINATEELIMINATEELIMINATE
Consequently, that operation can be ELIMINATEDELIMINATED. Entirely too many operations that are studied for improvement, should instead be eliminated.
asking the question WHYWHY of the prompter WHATWHAT, often results in the answer that there is no good reason for doing the operation at all.
COMBINECOMBINECOMBINECOMBINE
If two operations can be combined, the labor cost after combining is often no more than the cost of one of the operations before. Also, the combining of two operations automatically eliminates the transports and storage between the operations.
the answer to WHEREWHERE, WHENWHEN and WHOWHO may lead to improvements by COMBININGCOMBINING OPERATIONSOPERATIONS.
This possibility comes up quite often when improving group operations.
CHANGE SEQUENCECHANGE SEQUENCECHANGE SEQUENCECHANGE SEQUENCE sometimes the answers to WHYWHY or WHEREWHERE, WHENWHEN and WHOWHO lead to possibilities of changing the sequence or the order in which operations are done.
SIMPLIFYSIMPLIFYSIMPLIFYSIMPLIFY
This should not be done until all the other steps are completed.
after every possibility for ELIMINATIONELIMINATION, , COMBINATIONCOMBINATION, and CHANGE IN SEQUENCECHANGE IN SEQUENCE has been noted, the development of HOWHOW should be made.
Contoh:
Studi kasus di perakitan TV
Lug
Shrinkage Band
Funnel Glass
Inner Shield
Panel Glass
Shadow Mask
Frame
Mask Spring
Frit Glass
Out side Graphite
Base
Getter
Shrinkage Band
Contact Spring
Inside Graphite
Shield Cup
G4
G3
G2
G1
Bead Glass
Exhaust tube
Cathode
Flare
Outer pin
Getter
Spring
BSC
Mount Assy
O-1 Weld
O-2
I-1
Mount Tilt
Check G/NG
(83,0)
(75,7)
(84,5)
Shield Cup
G4
G3
G2
G1
Bead Glass
Exhaust tube
Cathode
Flare
Outer pin
Getter
Spring
BSC
PETA ALIRAN PROSES
RINGKASAN
KEGIATANSEKARANG USULAN BEDA
JML WKT JML WKT JML WKT
OPERASI
PEMERIKSAAN
TRANSPORTASI
MENUNGGU
PENYIMPANAN
JAR
AK
(m
)
JUM
LAH
WA
KT
U (
detik
) ANALISA LAMBANG
URAIAN KEGIATAN
AP
A
DIM
AN
A
KA
PA
N
SIA
PA
BA
GA
IMA
NA
CATATAN
TINDAKAN
RU
AN
G
GA
BU
NG
UR
UT
AN
TE
MP
AT
OR
AN
G
PE
RB
AIK
I
Merakit E/G dengankomponen tambahan yaitu
BSC, spring dan getter(welding)
Mengambil holder yangberisi 25 mount yang telah
selesai dirakit di stasiunwelding (material handling)
Mengukur ketegaklurusanmount dengan bantuan
alat ukur (mount tilt)
Memberikan holder yangberisi 25 mount yang telah
selesai diukurketegaklurusannya
Memeriksa mount untukmelihat apakah mount
bagus atau NG
25
25
1
25
1
83
15.3
75.7
1.4
84.5
1,5
2
1
2
84,5
158,7
16.7
Pekerjaan : proses mount assy
No peta : 04
Orang bahan
Sekarang usulan
Dipetakan oleh : Nina Agustin
Tanggal dipetakan : 2 Agustus 2004
*LAYOUT RUANG MOUNT ASSY
Line 1 (14”)
Line 2 (20”/21”
MountTilt
FinalInspect
FinalInspect
FinalInspect
MountTilt
FinalInspect
WeldingMachine
WeldingMachine
Blower
Sub Mount Tables
Stock room
SterilizerRoom
1,5 m
MaterialTable
MaterialTable
7,1 m
5 m
7 m
4,9 m
17,5
m8,5 m
BlowerBlower
Ket:= Pergerakan operator mount tilt
PETA ALIRAN PROSES
RINGKASAN
KEGIATANSEKARANG USULAN BEDA
JML WKT JML WKT JML WKT
OPERASI
PEMERIKSAAN
TRANSPORTASI
MENUNGGU
PENYIMPANAN
JAR
AK
(m
)
JUM
LAH
WA
KT
U (
detik
) ANALISA LAMBANG
URAIAN KEGIATAN
AP
A
DIM
AN
A
KA
PA
N
SIA
PA
BA
GA
IMA
NA
CATATAN
TINDAKAN
RU
AN
G
GA
BU
NG
UR
UT
AN
TE
MP
AT
OR
AN
G
PE
RB
AIK
I
Merakit E/G dengankomponen tambahan yaitu
BSC, spring dan getter(welding)
Mengambil holder yangberisi 25 mount yang telah
selesai dirakit di stasiunwelding (material handling)
Mengukur ketegaklurusanmount dengan bantuan
alat ukur (mount tilt)
Memberikan holder yangberisi 25 mount yang telah
selesai diukurketegaklurusannya
Memeriksa mount untukmelihat apakah mount
bagus atau NG
25
25
1
25
1
83
15.3
75.7
1.4
84.5
1,5
2
1
2
84,5
158,7
16.7
Pekerjaan : proses mount assy
No peta : 04
Orang bahan
Sekarang usulan
Dipetakan oleh : Nina Agustin
Tanggal dipetakan : 2 Agustus 2004
2 158,7
1 84,5
2 9,03
0 0
0 0
0 7,67
*LAYOUT RUANG MOUNT ASSY SETELAH PERUBAHAN MATERIAL HANDLING
MountTilt
FinalInspect
FinalInspect
FinalInspect
MountTilt
FinalInspect
WeldingMachine
WeldingMachine
Blower
Sub Mount Tables
Stock room
SterilizerRoom
1,5 m
1,3 m
MaterialTable
Material
Table
7,1 m
5 m
7 m
4,9
m
17,5
m
8,5 m
BlowerBlower
Line 1 (14”)
Line 2 (20”/21”
Ket:= Pergerakan operator mount tilt