METHOD STUDY

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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.

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OBJECTIVES OF METHOD STUDY

•  
• 1.    Improvement of processes and procedures
• 2.    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.

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METHOD STUDY PROCEDURE

• 1.    DEFINE
• 2.     RECORD
• 3.     EXAMINE
• 4.     DEVELOP
• 5.     DEFINE NEW METHOD
• 6.     INSTALL
• 7.     MAINTAIN

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COMMONLY USED RECORDING TECHNIQUES

•  
•               1. Outline Process Charts
• 2. Flow Process Chart
• 3. Two Handed Process Chart
• 4. Multiple Activity Chart
• 5. Simo Chart
• 6. Flow Diagrams
• 7. String Diagrams
• 8. Cyclegraph
• 9. Chronocyclegraph
• 10.Travel Chart

Man Type
Material Type
Equipment Type
USING TIME SCALE
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CLASS OF CHANGE
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CLASSIFICATION OF MOVEMENTS
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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.
•  

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PRIMARY QUESTIONS

• the PURPOSE for which
• the PLACE at which
• the SEQUENCE in which
• the PERSON by whom
• the MEANS by which

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ELIMINIATING
COMBINING REARRANGING OR
SIMPLIFING
With a view to
those activities
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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.

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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?
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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 ?
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DEFINING THE IMPROVED METHOD

• The report should show
• 1.     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.  
• It should also give details regarding
• 1. The tools and equipment to be used
• 2.      A description of the method
• 3. A diagram of the work place layout,
  jigs/fixtures etc

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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

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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.

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 B.        Arrangement of the work
place 1.  Definite and fixed stations should be
provided for all tools and materials. 2.     Gra
vity feed, bins and containers should be used to
deliver the materials as close to the point of
use as possible. 3.     Tools, materials and
controls should be located within the maximum
working area. 4.     Materials and tools should
be arranged to permit the best 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.
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 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.

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PURPOSE OF WORK MEASUREMENT

• 1.        To find ineffective time in a process
• 2.        To set standard for output level
• 3.        To evaluate worker's performance
• 4.        To plan work force needs.
• 5.        To determine available capacity
• 6.        To compare work methods
• 7.        To facilitate operations scheduling
• 8. To establish wage incentive schemes

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THE TECHNIQUES OF WORK MEASUREMENT

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

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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.

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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 corresponding to standard pace.

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STANDARD PERFORMANCE

• It is the rate of output which qualified workers
  will naturally achieve without over-exertion 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.

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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.

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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.   Chang
es 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 75-10
0 0-100