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1 Methods Standards and Work Design

For Engineering Methods

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1K views

1 Methods Standards and Work Design

For Engineering Methods

Uploaded by

swvo
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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PowerPoint to accompany

Methods, Standards, and Work Design


12th Edition

Niebel/Freivalds

Copyright The McGraw-Hill Companies, Inc. Permission required for reproduction or display.

Outline
1.1 Productivity Importance
1.2 Methods and Standards Scope
1.3 Historical Developments

Learning Objectives
When you complete this chapter you should be able
to:
To determine the importance of productivity in any
industry.
To learn the value of worker health and safety.
To understand how methods engineering simplifies
work.
To understand how work design fits work to the
operator.
To determine the basic concept of how time study
measures work and sets standards.

Productivity Importance
Productivity is the ratio of outputs (goods and
services) divided by the inputs (resources
such as labor and capital)
The objective is to improve productivity!
Important Note!
Production is a measure of output only and
not a measure of efficiency

The Economic System


Inputs
Labor,
capital,
management

Transformation
The U.S. economic system
transforms inputs to outputs at
about an annual 2.5% increase in
productivity per year. The
productivity increase is the result
of a mix of capital (38% of 2.5%),
labor (10% of 2.5%), and
management (52% of 2.5%).

Outputs
Goods
and
services

Feedback loop
Figure 1.6

1.2 Methods and Standards Scope

Methods Engineering
A technique for increasing the production per unit
of time or decreasing the cost per unit output in
other words, productivity improvement.
Entails analyses at two different times:
1.designing and developing the various works
centers where the product will be produced.
2. Continual restudy of the work centers to find a
better way to produce the product and/or improve
its quality.

Improving Productivity at
Starbucks
A team of 10 analysts
continually look for ways to
shave time. Some
improvements:
Stop requiring signatures
on credit card purchases
under $25

Saved 8 seconds
per transaction

Change the size of the ice


scoop

Saved 14 seconds
per drink

New espresso machines

Saved 12 seconds
per shot

Improving Productivity at
Starbucks
A team of 10 analysts
continually look for ways to
shave time. Some
improvements:

Operations improvements have helped


Starbucks increaseSaved
yearly revenue
per
Stop requiring signatures
8 seconds
outlet by $250,000per
to $1,000,000
on credit card purchases
transactionin seven
years.
under $25
by seconds
27%, or
Change the size Productivity
of the ice has improved
Saved 14
about 4.5% per year.
scoop
per drink
New espresso machines

Saved 12 seconds
per shot

Systematic Procedure

Methods Engineering
A technique for increasing the production per unit
of time or decreasing the cost per unit output in
other words, productivity improvement.
Entails analyses at two different times:
1.designing and developing the various works
centers where the product will be produced.
2. Continual restudy of the work centers to find a
better way to produce the product and/or improve
its quality.

Objectives of Methods, Standards,


and Work Design
MINIMIZE

COST

IMPROVE

EMPLOYEES

CONSERVE

TIME

LOWER

RESOURCES

MAXIMIZE

ENVIRONMENT

PROTECT

SAFETY AND HEALTH

SATISFY

QUALITY

1.3 Historical Developments

Scientific Management
Frederick Taylor (18561915)
Replaced old work methods with scientifically-based
work methods.
Eliminated soldiering, where employees deliberately
worked at a pace slower than their capabilities.

Believed in selecting, training, teaching, and


developing workers.
Used time studies of jobs, standards planning,
exception rule of management, slide-rules, instruction
cards, and piece-work pay systems to control and
motivate employees.
115

Scientific Management Pioneers


Frank and Lillian Gilbreth
Both developed techniques and
strategies for eliminating
inefficiency.
Frank reduced bricklaying
movements, resulting in increased
output of 200%.
Lillian made substantive contributions
to the fields of industrial psychology
and personnel management.

116

Work Design
1950s, Military Ergonomics
1960s, Industrial Ergonomics
1970s, Ergonomics of Consumer goods and
services
1980s, Computer Ergonomics
1990s, Macro- and Cognitive Ergonomics
2000s, Maturation of Ergonomics into a
distinct, standalone discipline

Other References
Notes of Dr. Aura Matias, Dean, Engineering,
UPD
Griffin, R. W.. Fundamentals of Management,
7th ed.
Heizer and Render. Operations Management,
Global Edition, 11th ed.

Links
The Ergonomics Society: http://www.ergonomics.org.uk/
Human Factors and Ergonomics Society: http://hfes.org/
Institute of Industrial Engineers: http://www.iienet.org/
International Ergonomics Association: http://www.iea.cc/
Occupational Safety & Health Association
(OSHA): http://www.osha.gov/
United Nations Industrial Development Organization
(UNIDO): http://www.unido.org/
Frederick W.
Taylor: http://www.cftech.com/BrainBank/TRIVIABITS/FredWTaylor.
html
American Society of Mechanical Engineers
(ASME): http://www.asme.org
NIOSH homepage: http://www.cdc.gov/niosh/homepage.html

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