Work Measurement

7-1
Design of Work Systems
WORK MEASUREMENT
WORK STUDY
JOB DESIGN
PRINCIPLES OF MOTION STUDY
WORK MEASUREMENT
TIME STUDY
(Direct Time Study & Activity Sampling)
7-2
WORK STUDY
1.
2.
a discipline that concerned with:

Better ways of performing jobs/tasks (Method
Study, Job Design, Work Design, or Methods
Improvement)
Exercising control over the output by setting
standards for output/work with respect to time
(Time Study)
7-3
Job Design
Job design involves specifying the content

and methods of job
What will be done
Who will do the job
How the job will be done
Where the job will be done
Ergonomics
7-4
Specialization
Behavioral Approaches to Job Design
Teams
Methods Analysis
Motions Study
Working conditions
7-5
Job Design Success

Successful Job Design must be:
Carried out by experienced personnel with
the necessary training and background
Consistent with the goals of the
organization
In written form
Understood and agreed to by both
management and employees
7-6
Specialization in Business: Advantages

Table 7.1
For Labor:
1. Simplifies training 1. Low education and
For Management:
2. High productivity
3. Low wage costs
skill requirements
2. Minimum
responsibilities
3. Little mental effort
needed
7-7
Disadvantages
Table 7.1
ForManagement:
ForLabor:
1. Difficult to motivate
quality
1. Monotonous work
2. Limited opportunities
for advancement
2. Worker dissatisfaction,
possibly resulting in
3. Little control over work
absenteeism, high
4. Little opportunity for
turnover, disruptive
self-fulfillment
tactics, poor attention
to quality
7-8
Behavioral Approaches to Job Design
Job Enlargement
Job Rotation
Giving a worker a larger portion of the total

task by horizontal loading
Workers periodically exchange jobs
Job Enrichment
Increasing responsibility for planning and

coordination tasks, by vertical loading
7-9
Methods Analysis
Methods analysis
Analyzing how a job gets done
Begins with overall analysis
Moves to specific details
7-10
Methods Analysis
The need for methods analysis can come
from a number of different sources:
Changes in tools and equipment
Changes in product design

or new products
Changes in materials or procedures
Other factors (e.g. accidents, quality

problems)
7-11
Methods Analysis Procedure

1.
2.
3.
4.
5.
6.
7.
Identify the operation to be studied

Get employee input
Study and document current method
Analyze the job
Propose new methods
Install new methods
Follow-up to ensure improvements
have been achieved
7-12
Analyzing the Job
Flow process chart
Chart used to examine the overall sequence

of an operation by focusing on movements
of the operator or flow of materials
Worker-machine chart
Chart used to determine portions of a work

cycle during which an operator and
equipment are busy or idle
7-13
Figure 7-2
FLOW PROCESS CHART
ANALYST PAGE
Job Requisition of petty cash D. Kolb 1 of 2
Details of Method
Requisition made by department head
Put in pick-up basket
To accounting department
Account and signature verified
Amount approved by treasurer
Amount counted by cashier
Amount recorded by bookkeeper
Petty cash sealed in envelope
Petty cash carried to department
Petty cash checked against requisition
Receipt signed
Petty cash stored in safety box
7-14
Motion Study
Motion study is the systematic
study of the human motions used
to perform an operation.
7-15
Motion Study Techniques
Motion study principles - guidelines for

designing motion-efficient work procedures
Analysis of therbligs - basic elemental

motions into which a job can be broken
down
Micromotion study - use of motion pictures

and slow motion to study motions that
otherwise would be too rapid to analyze
Charts
7-16
Principles Of Motion Economy (Study)
1.
2.
3.
4.
5.
Use Of The Human Body

The two hands should begin as well as complete at the
same time.
The two hands should not be idle at the same time.
Motions of the arms should be made in opposite and
symmetrical directions simultaneously.
Momentum should be employed to assist the worker
wherever possible.
Work should be arranged to permit easy and natural
rhythm wherever possible.
7-17
1.
2.
3.
4.
5.
6.
Arrangement Of The Work Place

There should be a definite and fixed place for all tools
and materials.
Tools, materials, and controls should be located close
and directly in front of the operator.
Gravity feed bins and containers should be used to
deliver material close to the point of use.
Drop deliveries should be used wherever possible.
The work place and chair should be arranged so that
alternate sitting and standing at work are easily
possible.
Chairs that permit good posture should be provided.
7-18
1.
2.
3.
4.
Design Of Tools And Equipment

The hands should be relieved of all work that can be
done more advantageously by a jig, fixture, or foot
operated device.
Two or more tools should be combined wherever
possible.
Tools and materials should be pre-positioned wherever
possible.
Levers, crossbars, and hand wheels should be located
in positions that operator can manipulate them with the
least change in body position and the greatest
mechanical advantage.
7-19
Developing Work Methods

1.
2.
3.
4.
5.
6.
Eliminate unnecessary motions. (Is this

activity necessary, or can it be eliminated?)
Combine activities. (Can this activity be
combined with others?)
Reduce fatigue. (Can this activity be
improved?)
Improve the arrangement of the workplace.
(Is this the proper sequence of activities?)
Improve the design of tools and equipment.
Is this the proper person to be doing this
activity?
7-20
Method Improvement (example)
7-21
Method Improvement (recommendation)
7-22
Working Conditions To Be Considered

Temperature &
Humidity
Illumination
Ventilation
Color
7-23
Working Conditions (contd)

Noise & Vibration
Work Breaks
Safety
Causes of Accidents
7-24
Work Measurement
Standard time
Stopwatch time study
Historical times
Predetermined data
Work Sampling
7-25
Historical Experience
Relatively easy, convenient, and inexpensive

Not objective, unknown accuracy
Not recommended
7-26
Time Studies
Labor standards are based on observing

worker doing task
Observe only a sample of work

Use average time & pace to set standard
Disadvantages
Requires a trained & experienced analyst

Standard cannot be set before task is
performed
7-27
The Eight Steps to Conducting a

Time Study
Define the task to be studied (after a methods

analysis)
Break down the task into precise elements
Decide how many times each element of the task

must be measured
Record the times and ratings of

performance for the task elements
[Rating = (Observed rating / standard rating)]
7-28
The Eight Steps to Conducting a

Time Study - continued
(*Rating = assessment of a worker relative work rate based on observers

observation compared with standard pace.)
Compute the average observed cycle time (element

times adjusted for unusual influences)
6.
Compute the normal time for each task element:

Normal time = (Average actual cycle time)
x (Rating factor)
7-29
The Eight Steps to Conducting a Time

Study - continued
7. Sum the normal times for each element to
develop a total normal time for the task
8. Compute the standard time:
Standard time =
Total normal time

(1- Allowance factor)
7-30
Allowances
Personal time allowance - 4% - 7% of total

time - use of restroom, water fountain, etc.
Delay allowance - based upon actual delays
that occur
Fatigue allowance - to compensate for
physical or mental strain, noise level,
tediousness, heat and humidity, assumption
of an abnormal position, etc.
7-31
Rest Allowances (%) for Various Classes

of Work (examples)
1. Constant allowance
(a) Personal allowance
(b) Basic fatigue allowance
2.Variable allowances:
(a) Standing allowance
(b) Abnormal position
(i) Awkward (bending)
(ii) Very awkward (lying,
stretching)
5
4
2
2
7
3
7-32
Direct Time Study (Example)

Work Element
Cycle 1
Cycle 2
Cycle 3
Cycle 4
Cycle 5
Take glass
10
Place on jig and turn on the

machine
10
12
10
11
12
Milling Operations
(fully automatic)
25
25
25
25
25
Lift glass and put it on conveyor
Time study data using snap back stop watch. Time in seconds. Total allowance is
15% of the normal time. Workers rating is 110%.
Compute the standard time.
Calculate the labor cost for each product if the workers wage is RM 3 per-hour.
7-33

Element
Cycle 1
Cycle 2
Cycle 3
Cycle 4
Cycle 5 Average Normal

time
Std
time
10
8.6
9.46
11.129
10
12
10
11
12
11
12.1
14.235
25
25
25
25
25
25
25
25
7.2
7.92
9.318
Element 1: Average time = (8+9+8+10+8)/5 = 8.6 sec

Normal time = Average x Rating = 8.6 x 1.1 = 9.46 sec
Std time
= Normal /(1-allowance) = 9.46 / (1-0.15) = 11.129 sec
7-34

Overall std time = 11.129+14.235+25+9.318 = 59.682 sec
Calculate the labor cost for each product if the workers wage is RM 3 per-hour.
3RM / hr
4
Worker's wage =
= 8.33(10) RM / sec
3600sec/ hr
Labor Cost per product = 59.682sec x 8.33(10)4 RM / sec
= RM 0.0497
7-35
Work Sampling
Labor standard is set using output and % of

time worker spends on tasks
Involves observing worker at random times
over a long period
Advantages
Less expensive than time studies

Observer requires little training
Disadvantages
Ineffective with short cycles
7-36
Work Sampling
Used for
Ratio delay studies

Setting labor standards
Measuring worker performance
7-37
The Five Step

Work Sampling Procedure
1.
2.
3.
4.
5.
Take a preliminary sample to obtain an

estimate of the parameter value
Compute the sample size required
Prepare a schedule for observing the
worker at appropriate times
Observe and record worker activities; rate worker
performance
Determine how workers spend their time (usually
as a percent)
7-38
Work Sampling Equations
Normal Time =
Standard Time =
(Total Time) (% of time working) (Rating)

Number of units Produced
Normal Time
(1 Allowance)
7-39
Work Sampling (Example)

Status
Productive
Idle
Tally
Sum
Percentage
IIIII IIIII IIIII IIIII IIIII IIIII IIIII IIIII I
41
41/45 = 91%
IIII
4/45 = 9%
Work sampling studies were conducted for 6 consecutive days at a factory.

A total of 45 observations were made during the 8 hours working period for
each day. The number of units managed to be produced are 3000 units for 1
week. The factory is operating 6 days a week. The data above are included
with rating and allowance of 97% and 15%.
7-40
Work Sampling (Example)

This image cannot currently be display ed.
Status
Tally
Sum
Percentage
Productive
IIIII IIIII IIIII IIIII IIIII IIIII IIIII IIIII I
41
41/45 = 91%
Idle
IIII
4/45 = 9%
6 days / week
8 hours working period
hr
min
Total observation time = 8
60
6 day = 2880 min
day
hr
Productive
91% rating a 97% allowance 15%.
produced are 3000 units
Standard Time, STD = Total observation time Productive % Rating

Total output
Standard Time, STD = 2880 min 0.91 0.97

3000 unit
= 0.997
min
unit
1
1 0.15
1
1 allowance
7-41
Solved Problem
Work Elements
Cycle 1
Cycle 2
Cycle 3
Cycle 4
0.22
0.26
0.25
0.23
0.15
0.18
0.15
0.16
0.90
1.10
1.04
1.00
0.72
0.80
0.76
0.68
Data from snap back stop watch in minutes of a manual assembly process time
study. The worker is rated at 108%. The allowances are 5% for fatigue, 6% for delay,
and 6% for personal relief. The workers salary is RM1000 per month.
a) Compute the standard time for the assembly process.
b) If the demand is 100,000 unit per month, estimate the number of operators
required for the assembly process. The company is operating 24 days per month
and a single 8 hour shift per day.
c) If the company can only manage to employ 18 workers, compute the over time
cost per day for each worker for the production of 100,000 units per month. Assume
only 15 workers are available for over time and the over time pay rate is 1.5 times of
the normal wage.
7-42
Solved Problem
Element
Work
Elements
Cycle 1
Cycle 22
Cycle
Cycle 3
Cycle 4
Average
Normal
Time
Std
Time
0.22
0.26
0.26
0.25
0.23
0.24
0.259
0.312
0.15
0.18
0.18
0.15
0.16
0.16
0.173
0.208
0.90
1.10
1.10
1.04
1.00
1.01
1.091
1.314
0.72
0.80
0.80
0.76
0.68
0.74
0.799
0.963
(a) Element 1
rated at 108%.
5% for fatigue, 6% for delay, and 6% for

personal relief
0.22 + 0.26 + 0.25 + 0.23

Average Time =
= 0.24 min
4
5% + 6% + 6% = 17%
Normal Time = Average Time x Rating = 0.24 x 1.08 = 0.259 min
Standard Time = Normal Time x
1
1
= 0.259
= 0.312 min
1 - Allowance
1 0.17
Total Assembly Standard Time = 0.312 + 0.208 + 1.314 + 0.963 = 2.797 min/unit
7-43
Solved Problem
b) If the demand is 100,000 unit per month, estimate the number of operators
required for the assembly process. The company is operating 24 days per month
and a single 8 hour shift per day.
Working time of 1 operator = 1 8
hr
day
min
min
24
60
= 11,520
day
mth
hr
mth
min
mth = 4,118.70 unit
Monthly quantity produced by 1 operator =
min
mth
2.797
unit
unit
100,000
Monthly Demand
mth = 24.28 25
Number of operators required =
=
Capacity per operator 4118.70 unit
mth
11,520
7-44
Solved Problem
c) If the company can only manage to employ 18 workers, compute the over time cost
per day for each worker for the production of 100,000 units per month. Assume only 15
workers are available for over time and the over time pay rate is 1.5 times of the
normal wage.
Monthly quantity produced by 18 operators = 4,118.70
unit
18 = 74,137units
mth
Monthly quantity shortage = 100,000 - 74,137 = 25,863

unit
mth = 1077.6 unit
day
day
24
mth
unit
mth
25,863
Daily quantity shortage
Time required to produced 1077.6
unit
unit
min
= 1077.6
2.797
day
day
unit
= 3,014
min
hr
= 50.234
day
day
7-45
Solved Problem
Assume only 15 workers are available for over time and the over time pay rate is 1.5
times of the normal wage.
hr
50.234
hr
day
=
= 3.349
15 operator
operator day
RM
mth = 5.208 RM
Normal wage =
day
hr
hr
8
24
mth
day
1,000
RM
RM
= 7.812
hr
hr
Over time cost per operator per day
Over time wage = 1.5 x 5.208
= 3.349
hr
RM
RM
7.812
= 26.162
operator day
hr
operator day
7-46
Tutorial 1
Proses
Description
Average Time (min)
Manual
23
Manual
32
Automatic machine
Manual
Rating : 110%
Allowance: 20%
(a) Compute the standard time for each process.
(b) If the company has no problem with the availability of manpower,
recommend the maximum capacity for the factory for a 8 hour shift work.
7-47
Tutorial 1
(a)
Proses
Description
Manual
Manual
Automatic
machine
Manual
(b)
Average Time
(min)
Normal
time
Std Time
7-48
Tutorial 2
Emirates Consultant conducted a work sampling studies for 5 consecutive days at an
assembly factory. A total of 48 observations were made during the 8 hour working
period for each day. The data collected during the 5 day studies is illustrated in Table
1. The whole assembly process is operating on 5 working days per week, 95% rating
and the companys allowable allowances is 20%.
(i) Compute the standard time (min/unit) for the assembly process.
(ii) At peak demand period, the factory is normally required to produce 3,100 units per
week. If only 60% of the employee is willing to work over time, compute the average
overtime per day must be arranged in order to meet the peak demand.
Item
Data
Total output over 5 days studies
2,500 unit
Assembly process at fast speed
35% of observations
Assembly process at moderate speed
45% of observations
Assembly process at slow speed
5% of observations
Production is stopped due to no operator
5% of observations
Production is stopped due to no material
10% of observations
7-49
Tutorial 2
(i)
Total observation time =
Std Time =
(Time of observation/day in minute x day of observation)
Total observation time

1
Productive % Rating
Total output
1 allowance
(ii)
unit
Peak Demand =
wk
(Demand quantity)
(Working days)
unit
Capacity during normal 8 hours =
day
(Working time / in minute)

(STD Time)
7-50
Tutorial 2
Capacity shortage = unit/day
(Demand / day - capacity / day)
If all employees are forced to do over time, the over time hours
min
(Shortage capacity x Std time)
=
day
Considering only 60% of employees are available for over time,

then total overtime =
hour
day
7-51
Work Sampling Time Studies

Work Measurement

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7-1

Design of Work Systems

Design of Work Systems

a discipline that concerned with:

Design of Work Systems

Job design involves specifying the content

Design of Work Systems

Design of Work Systems

Behavioral Approaches to Job Design

Design of Work Systems

Job Design Success

Design of Work Systems

Specialization in Business: Advantages

Design of Work Systems

Design of Work Systems

Behavioral Approaches to Job Design

Giving a worker a larger portion of the total

Increasing responsibility for planning and

Design of Work Systems

Design of Work Systems

Changes in tools and equipment

Changes in product design

Changes in materials or procedures

Other factors (e.g. accidents, quality

Design of Work Systems

Methods Analysis Procedure

Identify the operation to be studied

Design of Work Systems

Analyzing the Job

Flow process chart

Chart used to examine the overall sequence

Chart used to determine portions of a work

Design of Work Systems

Design of Work Systems

Design of Work Systems

Motion Study Techniques

Motion study principles - guidelines for

Analysis of therbligs - basic elemental

Micromotion study - use of motion pictures

Design of Work Systems

Principles Of Motion Economy (Study)

Use Of The Human Body

Design of Work Systems

Principles Of Motion Economy (Study)

Arrangement Of The Work Place

Design of Work Systems

Principles Of Motion Economy (Study)

Design Of Tools And Equipment

Design of Work Systems

Developing Work Methods

Eliminate unnecessary motions. (Is this

Design of Work Systems

Method Improvement (example)

Design of Work Systems

Method Improvement (recommendation)

Design of Work Systems

Working Conditions To Be Considered

Design of Work Systems

Working Conditions (contd)

Design of Work Systems

Stopwatch time study

Design of Work Systems

Relatively easy, convenient, and inexpensive

Design of Work Systems