08 Method Study

METHOD STUDY
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.
Overview of Management
OBJECTIVES OF METHOD STUDY

1. 2. Improvement of processes and procedures Improvement in the design of plant and equipment 3. Improvement of layout 4. Improvement in the use of men, materials and machines 5. Economy in human effort and reduction of unnecessary fatigue 6. Improvement in safety standards 7. Development of better working environment.
METHOD STUDY PROCEDURE

1. 2. 3. 4. 5. 6. 7. DEFINE RECORD EXAMINE DEVELOP DEFINE NEW METHOD INSTALL MAINTAIN
COMMONLY USED RECORDING TECHNIQUES Outline Process Charts Man Type 2. Flow Process Chart Material Type 3. Two Handed Process Chart Equipment Type 4. Multiple Activity Chart USING TIME SCALE 5. Simo Chart 6. Flow Diagrams 7. String Diagrams 8. Cyclegraph 9. Chronocyclegraph 10.Travel Chart
1.
CLASS OF CHANGE
CLASS OF CHANGE 1 HANDS & BODY MOTION WORK STATION PROCESS PRODUCT RAW MATERIAL
New
Minor Changes New
Same
Same
Same
New
Same
Same
Same
New
New
New
Same
Same
New
New
New
Modified
Same
New
New
New
Modified
New
CLASSIFICATION OF MOVEMENTS Class 1 2 3 4 5 Pivot Knuckle Wrist Elbow Shoulder Trunk Body member(s) moved Finger Hand and Finger Forearm, hand and fingers Upper arm, forearm, hand and fingers Torso, Upper arm, forearm, hand and fingers
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.
PRIMARY QUESTIONS
the the the the the PURPOSE PLACE SEQUENCE PERSON MEANS for which at which in which by whom by which
ELIMINIATING
COMBINING
With a view to REARRANGING OR SIMPLIFING those activities
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 preferred as a means of improvement upon the existing method.
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 it be done?
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 ?
DEFINING THE IMPROVED METHOD

The report should show:
Relative costs in material, labour and overheads of the two methods, and savings expected. 2. The cost of installing the new method, including the cost of new equipment and of re-laying out shops or working areas 3. Executive actions required to implement the new method.
1.
It should also give details regarding :

1.
2. 3. etc
The tools and equipment to be used A description of the method A diagram of the work place layout, jigs/fixtures
INSTALLING THE IMPROVED METHOD
1. Gaining acceptance of the change by the Management 2. Gaining acceptance of the change by the workers 3. Maintaining close contact with the progress of the job until satisfied that it is running as intended
THE PRINCIPLES OF MOTION ECONOMY

A. Use of the human body 1. The two hands should begin and complete their movements at the same time 2. Motion of the arms shall be symmetrical and in opposite directions and should be made simultaneously 3. Hands and body motions should be made at the lowest classification at which it is possible to do the work satisfactorily 4. Rhythm is essential to the smooth and automatic performance of a repetitive operation. 5. Work should be arranged so that eye movements are confined to a comfortable area, without the need for frequent changes of focus.
B.
tools deliver the best
Arrangement of the work place

1. Definite and fixed stations should be provided for all and materials. 2. Gravity feed, bins and containers should be used to the materials as close to the point of use as possible.
3. Tools, materials and controls should be located within maximum working area. 4. Materials and tools should be arranged to permit the 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.
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 wherever possible 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 greatest mechanical advantage.
PURPOSE OF WORK MEASUREMENT
1. 2. 3. 4. 5. 6. 7. 8.
To find ineffective time in a process To set standard for output level To evaluate worker's performance To plan work force needs. To determine available capacity To compare work methods To facilitate operations scheduling To establish wage incentive schemes
THE TECHNIQUES OF WORK MEASUREMENT
1. Stop-watch time study 2. Work sampling 3. Predetermined standards(PTS) 4. Standard Data
time
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.
THE QUALIFIED WORKER

A qualified worker is one who is accepted as having the necessary physical attributes, who possess the required intelligence and education and who has acquired the necessary skill and knowledge to carry out the work in hand to satisfactory standards of safety, quantity and quality STANDARD RATING Rating is the assessment of the worker's rate of working relative to the observers' concept of the rate
STANDARD PERFORMANCE
It is the rate of output which qualified workers will naturally achieve without overexertion 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.
TIME STUDY
Basic Steps
a. Obtaining and recording all available information about the 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 rating e. 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.
FACTORS AFFECTING RATE OF WORKING
(outside the control of worker)

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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METHOD STUDY

OBJECTIVES OF METHOD STUDY

METHOD STUDY PROCEDURE

Minor Changes New

where is it done? Why is it done there?

Where else might it is done?

When should it be done?

Who else might do it?

DEFINING THE IMPROVED METHOD

It should also give details regarding :

INSTALLING THE IMPROVED METHOD

THE PRINCIPLES OF MOTION ECONOMY

Arrangement of the work place

C. Design of tools and equipment

PURPOSE OF WORK MEASUREMENT

THE TECHNIQUES OF WORK MEASUREMENT

1. Stop-watch time study 2. Work sampling 3. Predetermined standards(PTS) 4. Standard Data

A FAIR DAY'S WORK

THE QUALIFIED WORKER

FACTORS AFFECTING RATE OF WORKING

(outside the control of worker)

3. Changes in climatic and surrounding conditions of operation.

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