PREFACE

Case Study
Case study may be defined as a study on actual events. The events may be transportation
model, inventory model, line balancing, work-study quality control of a product,
marketing system, and many such other topics. Objectives of case study are study of a
specific case and try to improve it.
t can be defined the individual !case history", the case study concentrates on the career
or life of one individual or group of individuals and is the method used primarily, though
not e#clusively, by psychologists, psychiatrists, and psychoanalysts. f well done, such
histories can give deep insights into the personalities and motives of criminals, but the
method does have shortcomings. $lthough the volume of case histories has grown large,
their reliability is sometimes suspected-partly because of a criminal%s natural reluctance to
e#pose himself completely and partly because of the nature of the publication of case
histories. Their publication is comparatively rare& professional ethics often forbid the
e#posure of details given confidentially, and those studies actually published may be too
few to be typical and may even on occasion be designedly selective because of an
investigator%s wish to prove a theory.
Closely related to case studies are autobiographies and other books written by e#-
prisoners, but in spite of their considerable human and scientific interest, they do suffer
from even greater disadvantages, chiefly questionable objectivity. 'ociologists have also
contributed important studies of individuals in their social environments.
(
ACKNOWLEDGEMENT
)e e#press our heartiest gratitude and profound indebtedness to the individual *
organi+ation who helped us by giving important information regarding the case study.
)e would like to thank the individual * organi+ation who helped us by giving important
information regarding our work study. )e are really grateful to-
, -d. .afiqul slam -iah /0 -- .ajshahi 1ute -ill2
, -d. 'hahjahan $li/Time 3eeper- .ajshahi 1ute -ill2
, 4rameen 5eed, 'hibpur, 0uthia, .ajshahi.

)e are also grateful to our respective teachers for their liberality-
-d -osharraf 6ossain /$ssistant professor-7ept of 082
-ustafi+ur .ahman /9ecturer-7ept of -82

:

PART SYNOPSIS Page No.
0$.T (; ntroduction * objectives. <
0$.T :; )ork study. =
0$.T >; -ethod study ((
0$.T ?; 7ata collection (?
0$.T <; .ecording. :@
0$.T A; 5low process chart /-aterial type2;. :>
0$.T B; .ecommendation :B
0$.T =; Conclusion >@
>

Part-
I!trodu"t#o! $ O%&e"t#'es
?
INTROD(CTION $ O)*ECTI+ES
I!trodu"t#o!
-anaging people within operations involves actual design decisions about jobs, methods,
relationships between jobs and machines and systems of control and communication.
)ork design involves comple# CpeopleC relationships between operative staff,
supervisors and specialists e.g. engineering managers and staff who commission new
machines and maintain them. Other specialists may co-ordinate health and safety systems
or monitor performance and plan maintenance.
0eople are not mere e#tensions to machines or horsepower to be switched on and off. $
worker%s performance may be better than a machine%s capability - yet a machine may
outstrip the human being for many tasks.
0eople can be hurtDinjured physically by operating environments or trapped socially and
psychologically in themDby them. 6ow operational systems are designed and the jobs and
performance relationships within them are of great operational, economic and social
importance.
n this conte#t then work-study is a collection of techniques used to e#amine work - what
is done and how it is done - so that there is systematic analysis of all the elements,
factors, resources and relationships affecting the efficiency and effectiveness of the work
being studied.
Considerable diplomacy and sensitivity is needed by the industrial engineer or operations
manager who becomes involved in work study /or business process improvement2
investigations.
<
O%&e"t#'es
)ork- study is concerned with finding better ways of doing work and avoiding waste in
all its forms. $s such the objectives of work-study is to assist management to obtain the
optimum use of the human, machine and material resources available to the organi+ation
for the accomplishment of the work upon which it is engaged.
The objective has three aspects
The most effective use of plant and equipment.
The most effective use of human work.
The evaluation of human work
A
Part-,
Wor--Study
B
Wor- Study
-anaging people within operations involves actual design decisions about jobs, methods,
relationships between jobs and machines and systems of control and communication.
)ork design involves comple# CpeopleC relationships between operative staff,
supervisors and specialists e.g. engineering managers and staff who commission new
machines and maintain them. Other specialists may co-ordinate health and safety systems
or monitor performance and plan maintenance
0eople are not mere e#tensions to machines or horsepower to be switched on and off. $
worker%s performance may be better than a machine%s capability - yet a machine may
outstrip the human being for many tasks.
0eople can be hurtDinjured physically by operating environments or trapped socially and
psychologically in themDby them. 6ow operational systems are designed and the jobs and
performance relationships within them are of great operational, economic and social
importance. n this conte#t then work-study is
$ collection of techniques used to e#amine work - what is done and how it is done - so
that there is systematic analysis of all the elements, factors, resources and relationships
affecting the efficiency and effectiveness of the work being studied.
Considerable diplomacy and sensitivity is needed by the industrial engineer or operations
manager who becomes involved in work study /or business process improvement2
investigations.
n the 0ath of 5. ). Taylor
-ethod study and work measurement are two principal activities of work study which
originated in the work of 5. ). Taylor /see .ose; (EB=2. 5)%s Cscientific managementC
imperatives are;
investigate the work situation and identify weaknesses - where and why is poor
performance happeningF The CscientificC title for this approach to management means
placing emphasis on
data gathering and rational analysis certain narrow assumptions about the objectivity of
efficiency criteria, the e#istence of direct, deterministic relationships between worker
performance and incentive payments and consideration of the worker to some e#tent as a
machine.
Thus we can evaluate and introduce improvements in operating methods. This includes
type of equipment, its use, layout of operations, supply and use of materials, materials
handling, work organi+ation, effectiveness of planning procedures and so on.
0roductivity improvement is the aim.
=
we can select staff with characteristics that fit the job, train and reward them using
payment schemes the offer particular economic incentive by linking payment to measured
performance.
'uch propositions are commonly the stuff of managerial populists and Chow-toC te#ts on
human resource management.
)ork study has two broad areas, such as;
(. -ethod study
:. Time study.
E
Part-3
Met.od Study
(@
Met.ods study
Met.od study
t-is an analysis of ways of doing work. The mnemonic '.87- /a common-sense
heuristic or general problem-solving strategy2 represents the method study stages
(. 'elect the tasks to study
:. .ecord the facts about it
>. 8#amine these
?. 7evelop a new method
<. nstallDimplement it
A. -aintain it
Wor- /easure/e!t
)ork measurement involves assessing the time a job should take to do. 'imilar steps are
involved as to method study
(. 'elect the tasks
:. .ecord the facts
>. $naly+e them
?. Calculate basic and standard times for the task
<. $gree the method and its related time
n the (E<@%s and (EA@%s the work study officer or O*- 0erson /organi+ation and
methods2 gathered the data and gave advice. n the (EB@%s the titles evolved e.g. to that of
management services officer. )ork-study and methods study came within the scope of
the industrial engineer. Today the techniques of method study are inclusive within the
tool-kits and applications of the business systems analyst. The most modern application
of some of the techniques of work study is the early (EE@%s managerial receipe& Cbusiness
process re-engineeringC i.e. re-designing business processes which have developed to the
e#tent that they mismatch the needs of the situation today.
6owever -- having said this - the scope for work study definition and evaluation is useful
for operations managers in a general sense. 'uch roles require data on operational
capacities and effectiveness and the use of time and resources. -ethods need regular re-
evaluation. 'ome may have evolved and changed over time to become disjointed, patch
works that no longer fully serve requirements. The case may need to be put for more staff
or new methods and equipment. 'uch arguments call for data and measurement.
6ow many e#tra hoursDpeople are neededF )hyF )hat will the new method offerF s it
possible to change methodsF )hat will be the costsDbenefitsF
Thus the techniques, assumptions and weaknesses of work study reflect important know-
how for the operations manager generally - and not just those working in engineering or
((
manufacturing environments. 6owever the assumptions, difficulties and limitations of the
claims must be understood.
8fficiency ndices
Gsing data on measured work, unmeasured work and idle time we can attempt to derive
effectiveness indices. Constable and Hew e#emplify efficiency and effectiveness indices
8fficiency
)hile performing measured work /ratio of standardDmeasured hours of work produced
and the actual time taken2
E00e"t#'e!ess
)hich includes accounting for work done for which no measured time e#ists. 'uch work
is typically paid for by an agreed hourlyDday rate i.e. there is no direct, measured
relationship between pay and how much work is actually completed in that hour. Of
course a supervisor may pass a judgment or state that the amount of work and its quality
are inadequate.
.ecognition of possible idle time caused e.g. by management not allocating any work,
supplierDmaterials delays, machine breakdowns etc.
(:
Part-1
Data "o22e"t#o!
Data Co22e"t#o!
W.at #s3are data
One definition of data is; Cknown facts or things used as a basis for inference or
reckoningC;$nother is; Cfacts given from which others may be inferredC; - Chambers
(>
7ictionary. The term CdataC more commonly is another word for CstatisticsC or numerical
facts. The G3 0rime minister, 7israeli, is quoted as saying, CThere are lies, damned lies
and statisticsC. ndeed, statistical data can be presented to mean what you wish them to
mean. /C7ataC is a plural word, the singular being datum. 6owever, through $merican
influence it is acceptable to use CdataC in the singular form rather than Cdata areC.
7ata into knowledge - a recap on fundamentals.
7ata are facts, for e#ample the number of items counted, or measurements of these items.
To be of use we need to transform data into knowledge so that inferences can be made
from them, such as decisions as to whether or not a component is capable of carrying out
its allotted function.
For/s o0 data
7ata can be separated into three categories of data (variables);
7iscrete variables, which are numerical and can only be particular numbers, such as
the number of workers in an organi+ation /i.e. they are counted in single units2
Continuous variables, which are dimensions of items in units of measurement such as
metres, litres, volts and other units of length, volume, time.
$ttribute variables, which are descriptive e.g. a machine ConC or CoffC, or an employee
absent or present.
I/4orta!t
t is crucial when dealing with any problems in which statistical method is used, one can
differentiate between the three types of data, because the distinctions usually dictate
which form of analysis is appropriate.The main phases in the collection of data using
sampling methods are;
The purpose or objective for collecting the data,
identification of the entire CpopulationC from which the data are to be collected /e.g. a
sampling frame2. decisions on; method of collection, or how the data are to be collected
sample si+e /i.e. how many readings to collect2, and
validation of the results, this being a vital part of the collectionDanalysis process.
Hote; whereas CpopulationC once referred to people, the term is now used to describe the
whole situation to be sampled.
Sa/42#!g
One important thing to bear in mind is that something in the system must be random.
This could be the situation which is random or a sampling method which contains a
random element for picking the components of the sample. 'ome of these follow.
The choice of sampling method depends on the type of data being sampled.
.andom sampling;
(?
$ common method is simple random sampling or the lottery method. One of the most
convenient ways is to allocate numbers to all components of the population to be sampled
and obtain the required amount of numbers to constitute the sample si+e. The ways of
obtaining a random sample of numbers range from drawing numbers blindly Cfrom a
hatC, /or the mechani+ed version of agitated balls being ejected from a drum2, to the use
of computer generated numbers.
Syste/at#" sa/42#!g
Often known as the constant skip method, this form of sampling is based on taking every
nth reading from the random population. 5or e#ample, in a survey, taking every Eth house
in a street, for e#ample, numbers >, (:, :(, >@, >E and so on2. Care must be taken to avoid
bias, so in the G3, taking every (@th house means they would all be on the same side of
the road, and this might be significant.
Strat#0#ed sa/42#!g
n order to ensure that all groups in a population are properly represented, this method
separates the population into strata and allocates proportional representation to each
stratum. )ith people, the strata may be occupations, or social classes, ages, or income
groups for e#ample. Once selected, one of the other two methods may be used within the
strata.
Ot.er /et.ods
These include quota sampling, cluster sampling and multi-stage sampling.
+a2#dat#o!
t is of little use if the sample collected does not represent the whole population. Clearly
no sample can e#actly reflect the true result had the whole population been surveyed.
Therefore, probably there the sample result will differ from the true situation. )hat is
important is that we are aware of the probable statistical errors which inevitably arise
because the whole population was not investigated. 0rovided that the population is
relatively large, the magnitude of the statistical error depends not on the si+e of the
population but on the si+e of the sample. The error can be calculated /dealt with
elsewhere in this -anagers-net )eb-site2 or alternatively, the sample si+e can be
calculated prior to data collection if we decide on the si+e of the error which we can
tolerate. f the subsequent error is too large, then a bigger sample si+e must be taken, i.e.
a further set of observations to add to the e#isting ones. $t least, we can be aware of the
statistical error to which our results are subject due to sampling and use the data
appropriately.
(<
Co22e"ted data 0ro/ Ra&s.a.# *ute M#22
0roducts name 'erial no. of
labor
0roduction per = hours
6essian warp ( E<<,<E@,A:@,AB@,A:<,A?<
: A?<,<=<,A>@,A:?,B:@,<=<
6essian wave ( ??@,?@@,<@@,<=@,A?@,<A@,<=@
: ?:@,??@,?A@,<A@,:@@,<?@,A@@
> ??@,>A@,<=@,??@,?A@
? ?=@
6essian warp ( E:@,B@<,==@,==<,=(@,=B<,=@<
: A?@,B@@,B=@,BE<,BA@,=>@
> A@?,=A@,B?@,B:@,B?@,=(@,=:@
? A<<,B@@,B=@,=A?,B?@,B=<
6essian wave ( =?@,EE@,(@<@,(@=@,EA@,E@@
: =?@,E@@,EA@,(((@,(@==,((@@
> (@<@,(@<@,(:@@,(>(@,(:@@,(@=@,E>@
F2o5 ".art
-ill 'ide
Iatching 7epartment
-achine Total $ctive nactive
'oftner/A?2 9ong : :
'oftner/A?2 Cutting ( (
Trijer Card ( (
7ast checker ( (
Pre4ar#!g De4art/e!t
-achine Total $ctive nactive
Ireaker card E E
5inisher card E = (
(
st
7rawing = =
:
nd
7rawing < <
>
rd
7rawing = B (
5inisher 7rawing ? ?
(A
S4#!!#!g De4art/e!t
-achine Total $ctive nactive
'pinning frame ?.< piece
/$72
(? (?
'pinning frame ?.< piece
/'72
(B (B
'pinning frame ?.< piece
/'9T-2
( (
'pinning frame <.< piece
/'72
= =
W#!d#!g De4art/e!t
-achine Total $ctive nactive
.oll winding mDc/-ackay2 < <
.oll winding mDc/5rejer2 ( (
3op winding mDc/-ackay22 ? ?
Twist mDc ( (
Fa"tory S#de
Ieaming 7epartment
-achine Total $ctive nactive
6erbat dressing : :
7ry Ieam : :
Loo/ De4art/e!t
6essian loom
-achine Total $ctive nactive
?E .' 6essian (@> E> B
<B .' 6essian >: :@ (@
Sa"-#!g 2oo/
-achine Total $ctive nactive
(B
>:.< .' /'acking2 <A <A
F#!#s.#!g De4art/e!t
-achine Total $ctive nactive
7amping mDc ( (
Calender mDc : :
-easuring mDc ( (
Cutting mDc ( (
9apping mDc ( (
6eaming mDc E E
6eracle mDc < <
7ress mDc ( (
Iranding mDc ( (
Overhead swing (: (@ :
(=
Part-6
Re"ord#!g
Re"ord#!g
There are a number of recording techniques developed to simply and standardi+e the
work.
The recording may trace the movement of men , materials or detail of various processes.
The principle is to use the simplest technique which will contain all relevant information
needed for investigation.
The different recording technique are charts diagrams, model and photographic aid most
commonly used recording technique to cover most of the activities .the different symbol
which are used is process charts are e#plain bellow
(E
'ymbol used in process chart
'ymbol $ctivity 0urpose for which it is used
Operation
Transport
nspection
Temporary storage
or delay
'torage
t indicate the main steps in a process, method of
procedure, usually the part , material or product
concerned which is modified or changed during
the operation.
t indicates movement of workers, material or
equipment from place to place.
t indicates any type of inspection, check,
measurement, visual scrutiny for quality and
quantity.
t indicates a delay in the sequence of events.
t indicates a controlled storage in which material
is received into or issued from store under some
form of authori+ation or an item is retained for
reference purposes.
'elected recording techniques
T.e 0o22o5#!g re"ord#!g te".!#7ue are used
a. Outline process chart.
b. 5low process chart.
c. Two-6anded process chart.
d. -ultiple $ctivity chart.
F2o5 4ro"ess ".art
$ flow process chart is a process chart, which shows the sequence of flow
of all activity which occur while producing a product or e#ecuting a procedure.
:@
The flow process chart can be classified into three types as listed below
(. 5low process chart /-aterial type2
:. 5low process chart /-an type2
>. 5low process chart /8quipment type2
:(
Part-8
F2o5 Pro"ess C.art 9Mater#a2 Ty4e:
::
F2o5 4ro"ess ".art 9Mater#a2 ty4e:;
t is the chart showing the sequence of activity while processing a product or providing a
service.
8#isting $ctivities for the making of sack from jute.
(. Gnload the jute from truck.
:. Transport jute to inventory.
>. nspect the quality of jute.
?. Transport jute to softener machine
<. 'oftening the long jute in machine /A? long2
A. 'oftening the jute in machine /?= cutting 2
B. nspect softened jute
=. Transport softened jute to preparing division
E. (
st
drawing
(@. :
nd
drawing
((. >
rd
drawing
(:. 5inisher drawing
(>. nspect the drawn jute
(?. Transport jute to spinning division
(<. 'pinning on ?.< inch pitch $7
(A. 'pinning on ?.< inch pitch '7
(B. 'pinning on ?.< inch pitch '9T-
(=. 'pinning on <.< inch pitch '7
(E. nspect the jute
:@. Transport to the winding division
:(. Operation on roll winding machine /-acki2
::. Operation on roll winding machine /5re+er2
:>. Operation on kop winding machine /-acki2
:?. Operation on twisting machine
:<. nspection
:A. Transport to beaming
:B. 6erbat dressing
:=. 7ry beaming
:E. nspection
>@. Transport to sacking
>(. Operation on machine >:.< .' /sacking2
>:. nspection
>>. Transport to final division
>?. 7amping
><. Calendering
>A. -easuring
>B. Cutting
>=. 9apping
>E. 6amming
?@. 6eracles
:>
?(. Overhead swing
?:. 0ressing
?>. Iranding
??. 'tore sacks in final inventory.
The details of flow process chart of the present method are summari+ed below;
Total number of activities /y2 J ??
Total number of operations and inspection /#2 J :=KB J ><
.atio /.(2 J#DyJ><D??J@.BE<
F2o5 4ro"ess ".art o0 /a-#!g &ute sa"-
7escription 'ymbol .emarks
Gnload the jute from truck , < 9abor
Transport jute to inventory , > 9abor
nspect quality of jute , ( 9abor
Transport jute to softener
machine
,
: 9abor
'oftening the long jute in
machine /A? long2
, : 9abor
'oftening the jute in
machine /?= cutting2
, : 9abor
nspect softened jute , ( 9abor
Transport jute to preparing
division
,
> 9abor
(
st
drawing , ( 9abor
:
nd
drawing , ( 9abor
>
rd
drawing , ( 9abor
5inisher drawing , ( 9abor
nspect the drawn jute , ( labor
Transport jute to spinning
division
,
: 9abor
'pinning on ?.< inch pitch
$7
, ( 9abor
'pinning on ?.< inch pitch
'7
, ( 9abor
'pinning on ?.< inch pitch
'9T-
, ( 9abor
'pinning on <.< inch pitch
'7
, ( 9abor
nspect the jute , ( 9abor
:?
Transport to winding
division
, : 9abor
Operation on roll winding
machine /-acki2
, ( 9abor
Operation on roll winding
machine /5re+er2
, ( 9abor
Operation on 3O0
winding machine /-acki2
, ( 9abor
Operation on twisting
machine
, ( 9abor
nspection , ( 9abor
Transport to beaming
division
, : 9abor
6erbat dressing , ( 9abor
7ry beaming , : 9abor
nspection , ( 9abor
Transport to sacking , > 9abor
Operation on machine
>:.< .' /sacking2
, ( 9abor
nspection , ( 9abor
Transport to final division
,
: 9abor
7amping , ( 9abor
Calendaring , ( 9abor
-easuring , ( 9abor
Cutting , ( 9abor
9apping , ( 9abor
6amming , ( 9abor
6eracle , ( 9abor
Overhead swing , ( 9abor
0ressing , ( 9abor
Iranding , ( 9abor
'tore product in final
inventory
, > 9abor

:<
Part-<
Re"o//e!dat#o!
:A
Re"o//e!dat#o!
6ere the proposed flow process chart is given;
Total number of activities /y2 J ?(
Total number of operations and inspection /#2 J :BK< J >:
.atio /.(2 J #Dy J >:D?( J @.B=
F2o5 4ro"ess ".art o0 /a-#!g &ute sa"-
7escription 'ymbol .emarks
Gnload the jute from truck , < 9abor
Transport jute to inventory , > 9abor
nspect quality of jute , ( 9abor
Transport jute to softener
machine
,
: 9abor
'oftening the long jute in
machine /A? long 2
, : 9abor
'oftening the jute in
machine /?= cutting2
, : 9abor
Transport jute to preparing
division
,
> 9abor
(
st
drawing , ( 9abor
:
nd
drawing , ( 9abor
5inisher drawing , ( 9abor
nspect the drawn jute , ( labor
Transport jute to spinning
division
,
: 9abor
'pinning on ?.< inch pitch
$7
, ( 9abor
'pinning on ?.< inch pitch
'7
, ( 9abor
'pinning on ?.< inch pitch
'9T-
, ( 9abor
'pinning on <.< inch pitch
'7
, ( 9abor
Transport to winding
division
, : 9abor
Operation on roll winding
machine /-acki2
, ( 9abor
Operation on roll winding
machine /5re+er2
, ( 9abor
:B
Operation on 3O0
winding machine /-acki2
, ( 9abor
Operation on twisting
machine
, ( 9abor
nspection , ( 9abor
Transport to beaming
division
, : 9abor
6erbat dressing , ( 9abor
7ry beaming , : 9abor
nspection , ( 9abor
Transport to sacking , > 9abor
Operation on machine
>:.< .' /sacking2
, ( 9abor
nspection , ( 9abor
Transport to final division
,
: 9abor
7amping , ( 9abor
Calendaring , ( 9abor
-easuring , ( 9abor
Cutting , ( 9abor
9apping , ( 9abor
6amming , ( 9abor
6eracle , ( 9abor
Overhead swing , ( 9abor
0ressing , ( 9abor
Iranding , ( 9abor
'tore product in final
inventory
, > 9abor
Summary of activities/events
$ctivity 8#isting 0roposed 'aving
Operation := :B (
Transport = =
7elay
nspection B < :
'torage ( (
:=
Part-=
Co!"2us#o!
:E
Co!"2us#o!
)ork studyDindustrial engineers need time data to plan and evaluate
productionDtransformation processes. .ewards systems need such data for performance
related bonuses. Cost calculations need to incorporate operative and machine job times
Costing systems reference work study data.
n our case study sessional we worked on method study a part of work study. )e
collected data on e#isting method of a jute mill and prepared a flow process chart on
e#isting method. )e proposed another flow process chart where we save one operation
and two inspection. Iy discussion with worker and supervisor we think that it would be
better than e#isting method.
)ork study data contributes to;
(. mproved methods to raise output, quality, reduce wastage, enhance reliability and
ensure safety.
:. 'tandard time data contributes to capacity planning, scheduling, control of staff,
asset utili+ation and quality improvement. 'ervice and after-sales method
improvements may be obtained as well as process improvement and better raw
materials usage.
>. mplementation planning for productDservice and process design requires a
detailed understanding of methods and timings. n a distributionDtransport system
we can evaluate logistical efficiencies.
)e need to remember always that performance inefficiency may arise from many reasons
outside of worker control - a cumbersome planning system, a slow computer system with
heavy overheads, lack of investment or uninformed, disorgani+ed management. t is crass
to assume that the problems will only be due to staff inefficiencies or inappropriate
methods.
>@
>(