Download - Construction Management - Work Study
-
8/12/2019 Construction Management - Work Study
1/128
SBQ 4612 Construction ManagementWork Study GROUP 5
1
FACULTY OF BUILT ENVIRONMENT
DEPARTMENT OF QUANTITY SURVEYING
SEM I 2010/2011
SBQ 4612
CONSTRUCTION MANAGEMENT
WORK STUDY
Topic: Apply a production improvement method using work study to
identify a standard time of a construction activity
GROUP MEMBERS:
1. JESSYNTHA WILLIAMS D/O SOOSAY WILLIAMS 881129-01-67362. MOTHILAL S/O MUNIANDY 880718-56-50933. NUR FADILAH BINTI DARMANSAH 870118-49-53284. NURKHAIRANI BINTI MOHD RUSDI 881207-26-52105. SAMIDAH BINTI SAMLAWI 880921-01-5222
LECTURER: ASSOC. PROF DR RAZALI BIN ADUL HAMID
SUBMISSION DATE: 11THOCTOBER 2010
-
8/12/2019 Construction Management - Work Study
2/128
SBQ 4612 Construction ManagementWork Study GROUP 5
2
TABLE OF CONTENT
NO. ITEM PAGE
1.0 Work study1.1 Why is Work Study Valuable? 41.2 Objective of Work Study 71.3 Techniques of Work Study and Their Relationship 71.4 Basic Procedure of Work Study 91.5 Work Study and Production Management 10
2.0 Method Study2.1 Procedure of Method Study 132.2 Factor considered in the Method Study 14
2.2.1 Economic Considerations 142.2.2 Technical Consideration 162.2.3 Human Reactions 17
2.3 Recording Technique2.3.1 Flow Process Charts 182.3.2 Flow Diagrams 212.3.3 String Diagrams 212.3.4 Models and Templates 22
2.4 Critical examination2.4.1 Site Layout Problems 232.4.2 Multiple Activity Chart 23
3.0 Work Measurement3.1 General Remarks on Work Measurement 243.2 Definition 253.3 The Purpose of Work Measurement 273.4 The Uses of Work Measurement 27
-
8/12/2019 Construction Management - Work Study
3/128
SBQ 4612 Construction ManagementWork Study GROUP 5
3
3.5 The Basic Procedure 283.6 The Technique of Work Measurement 29
4.0 Time Study4.1 What is Time Study? 304.2 Time Study Equipment 30
4.2.1 Stop Watch 304.2.2 Study Board 31
4.3 Step in Making a Time Study 314.4 Breaking the Job Into Elements 324.5 Deciding on The Elements 324.6 Sample Size 334.7 Factors Affecting the Rate of Working 34
4.7.1 Effectiveness 344.7.2 Speed 35
4.8 Terminology Explained 36
5.0 Case Study5.1 Ceiling Skim Coating 38555.2 Cement Rendering 56735.3 Electrical Trunking 74915.4 Plastering On Beam 921035.5 Tiling Works 104127
6.0 References 128
-
8/12/2019 Construction Management - Work Study
4/128
SBQ 4612 Construction ManagementWork Study GROUP 5
4
1.0 WORK STUDY
1.1 Why is Work Study Valuable?
There is nothing new about the investigation and improvement of operationat
workplace; good managers have been investigating and improving ever since human effort
was first organized on a large scale. Managers of outstanding ability have always been able to
make notable advances. Unfortunately, no country seems to have adequate supply of
competent managers. The prime value of work study lies in the fact that, by carrying out it
systematic procedures, a manager can achieve results as good as or better than the less
systematic procedures, a manager can achieve results as good as or better than the less
systematic genius was able to achieve in the past.
Work study succeeds because it is systematic both in the investigation of the problem
being considered and in the development in the solution. Systematic investigation takes time.
It is therefore necessary, in all but the smallest firms, to separate the job of making work
studies from the task of management. Factory managers or supervisors, in their day-to- day
work, with its many human and material problems, are never free from interruption for log.
However capable they may be, managers can rarely afford to devote a long time, without
interruption to the study of a single activity on the factory floor in a working area.
This means that it is almost always impossible for them to obtain all the facts about
what is happening in the course of that activity. Unless all the facts are known, it is impossibleto be sure that any alterations in procedure which are made are based on accurate information
and will be fully effective. It is only by continuous observation and study at the workplace or
in the area where the activity is taking place that the facts can be obtained. This means that the
work study must always be the responsibility of someone who is able to undertake it full time,
without direct management duties: someone in a staff and not a line position. Work study is a
service to management and supervision.
Jessyntha
-
8/12/2019 Construction Management - Work Study
5/128
SBQ 4612 Construction ManagementWork Study GROUP 5
5
We now discussed, very briefly, some aspects of the nature of the work and study and
why it is such a valuable tool of management. There are other reasons to be added to the
above. These may be summarized as follows:
a) It is means of raising the productivity of a plant or operating unit by the reorganizationof work, a method which normally involves little or no capital expenditure on facilities
and equipment.
b) It is systematic. This ensures no factor affecting the efficiency of an operation isoverlooked, whether in analyzing the original practices or in developing the new, and
all the facts about that operation are available.
c) It is the most accurate means evolved of setting standards of performance, on whichthe effective planning and control of production depends.
d) It can contribute to the improvement of safety and working conditions at work byexposing hazardous operations and developing safer methods of performing
operations.
e) The savings resulting from properly applied work study start at once and continue aslong as the operation continues in the improved form.
f) It is a tool which can be applied everywhere. It can be used with success whereverwork is done or plant is operated, not only in manufacturing shops but also in offices,stores, laboratories and service industries such as wholesale and retail distribution and
restaurants, and on farms.
g) It is relatively cheap and easy to apply.h) It is one of the most penetrating tools of investigation available to management. This
makes it an excellent weapon for starting on attack on inefficiency in any organization
since, in investigating one set of problems, the weakness of all the other functions
affecting them will be gradually be laid bare.
This last point is worth further discussion. Because work study is systematic, and
because it involves investigation by direct observation, it will show up any shortcomings in all
activities affecting that operation. For example, observation may show that the time of an
operative on a production job is being wasted through having to wait for supplies of materials
or to remain idle through the breakdown of the machine. This point at once to a failure of
material control or a failure on the part of the maintenance engineer to carry out proper
Jessyntha
-
8/12/2019 Construction Management - Work Study
6/128
SBQ 4612 Construction ManagementWork Study GROUP 5
6
maintenance procedures. Similarly, time may be wasted through short batches of work,
necessitating the constant resetting of machines, on a scale which may only become apparent
after prolonged study. This point to poor production planning or marketing policy which
requires looking into.
Work study acts like a surgeons knife, laying bare the activities of a company and
their functioning, good or bad, for all to see. It can therefore show up people. For this
reason it must be handled, like the surgeons knife with skill and care. Nobody likes being
shown up, and unless the work study specialist displays great tactic in handling people he or
she may arouse the animosity of management and workers alike, which will make it
impossible to do the job properly.
Managers and supervisors have generally failed to achieve the savings and
improvements which can be affected by work study because they have been unable to apply
themselves continuously to such things, even when they have been trained. It is not enough
for work study to be systematic. To achieve really important results it must be applied
continuously, and throughout the organization.It is no use work study practitioners doing a
good job and then sitting back and congratulating themselves, or being transferred shortly
afterwards by management to something else.
The savings achieved on individual jobs, although sometimes large in them, are
generally small when compared with the activity of the company as a whole. The full effect is
felt in an organization only when work study is applied everywhere, and when everyone
becomes imbued with theattitude of mind which is the basis of successful work study:
intolerance of waste in any form, whether of material, time, effort or human ability: and the
refusal to accept without question that things must be done in a certain way because that is
the way they have always be done.
-
8/12/2019 Construction Management - Work Study
7/128
SBQ 4612 Construction ManagementWork Study GROUP 5
7
1.2 Objectives of Work Study
Work study has contributed immeasurably to the search for better method, and the
effective utilisation of this management tool has helped in the accomplishment of higher
productivity. Work study is a management tool to achieve higher productivity in any
organisation whether manufacturing tangible products or offering services to its customers.
The objectives of work study are:
a) To analyse the present method of doing a job, systematically in order to develop a newand better method.
b) To measure the work content of a job by measuring the time required to do the job fora qualified worker and hence to establish standard time.
c) To increase the productivity by ensuring the best possible use of human, machine andmaterial resources and to achieve best quality product/ service at minimum possible
cost .
d)
To improve operational efficiency.
1.3 Techniques of work study and their relationship
The term work study embraces several techniques, but in particular method study
and work measurement. What are these two techniques and what is their relationship to one
another?
Method study is the systematic recording and critical examination of ways
of doing things in order to make improvements.
Work measurement is the application of techniques designed to establish
the time for a qualified worker to carry out a task at a defined rate of
working.
Jessyntha
-
8/12/2019 Construction Management - Work Study
8/128
SBQ 4612 Construction ManagementWork Study GROUP 5
8
Method study and work measurement are therefore, closely linked. Method study is
concerned with the reduction of the work content of a job or operation, while work
measurement is mostly concerned with the investigation and of any ineffective time
associated it; and with the subsequent establishment of time standards for the operation when
carried out in the improved fashion, as determined by method study.The relationship of
method to work measurement when time standards for output are being set, it is often
necessary to use one of the technique or work measurement, such as work sampling. In order
to determine why ineffective time is occurring and what is its extent, so that management can
take action to reduce it before method study is begun. Again time study used to compare the
effectiveness of alternative methods of work before deciding on the best method to install.
Work Study
Work Study
Method study
To simply the job and
develop more economical
methods of doing it.
Work Measurement
To determine how long
it should take to carry
out.
Higher Productivity
Jessyntha
-
8/12/2019 Construction Management - Work Study
9/128
SBQ 4612 Construction ManagementWork Study GROUP 5
9
These techniques will be dealt with in detail in the chapters devoted to them. For the
present we must consider the basic procedure of work study which applies to every study,
whatever the operation of process being examined whether in industry, in a service enterprise
or in the office. This procedure is fundamental to the whole of work study. There is no shortcut.
1.4 Basic Procedures of Work Study
There are eight steps in performing a complete work study. They are:
a) Select the job or process to be studied.b) Record or collect all relevant data about the job or process, using the most suitable
data collection techniques, so that the data will be in the most convenient form to be
analyzed.
c) Examine the recorded factscritically and challenge everything that is done,considering in turn: the purpose of the activity; the place where it is performed; the
sequence in which it is done; the person who is doing it; the means by which it isdone.
d) Develop the most economic method, taking into account all the circumstances anddrawing as appropriate on various production management techniques, as well as on
the contributions of managers, supervisors, workers and other specialists with whom
new approaches should be explored.
e) Evaluate the results attained by the improved method compared with the quantity ofwork involved and calculate a standard time for it.
f) Define the new method and the related time and present it to all those concerned,either verbally or in writing, using demonstrations.
g) Install the new method, training those involved, as an agreed practice with the allottedtime of operation.
h) Maintain the new standard practiceby monitoring the results and comparing themwith the original targets.
Jessyntha
-
8/12/2019 Construction Management - Work Study
10/128
SBQ 4612 Construction ManagementWork Study GROUP 5
10
Steps i, ii and iii occur in every study, whether the technique being used is method
study or work measurement. Step iv is part of method study practice, while step iv calls for
the use of work measurement. It is possible that after a certain time the new method may
prove to be in need of modification, in which case it would be re-examined again using theabove sequence.
1.5 Work Study and Production Management
When work study emerged in the early part of this century as a technique aimed at
rationalizing and measuring work, the emphasis was on economy of motion and movement.
Because of that it was called time and motion study. Later on, it began to encompass other
aspects of observing and analyzing work, and the earlier term was abandoned in favor of
work study. Simultaneously, in the late 1940s and later on in the 1960s other disciples
were developed, namely industrial engineering and production management respectively.
These disciplines differed from work study in the sense that they were devoted to increasing
the efficiency of a production operation as a whole, not just the methods of work.
Thus modernproduction management looks at various aspects of production such as
product design, quality control, layout and materials handling, production planning and
control, maintenance management and invariably work study.These techniques may be
applied, singly or in combination, in the enterprise. Furthermore, with time many of them
began to rely increasingly on sophisticated quantitative methods such as operations research
to solve ever more complicated operational problems. Advances I the fields of computers and
information systemshelped to boost production management techniques to the level attained
at present.
Jessyntha
-
8/12/2019 Construction Management - Work Study
11/128
SBQ 4612 Construction ManagementWork Study GROUP 5
11
The Approach of Work Study
SELECT
the job to be studied
RECORD
by collecting data or
by direct observation
EXAMINE
by challenging purpose, place,
sequence and method of work
EVALUATE
results of different alternative
solutions
DEFINE
new method and present it
Install
new method and train person in
applying it
Maintain
and establish control procedures
DEVELOP
new method, drawing on
contributions of thoseconcerned
Jessyntha
-
8/12/2019 Construction Management - Work Study
12/128
SBQ 4612 Construction ManagementWork Study GROUP 5
12
While work study has continued to be a relatively simple and cheap method of
rationalizing methods of work, it has also continued to develop. Thus, many work study
trained specialists realize that several of the existing production management techniques can
also be used advantageously by them to help develop improved methods of work. In a sensethey provide an array of techniques that cannot and need not be ignored.
2.0 METHOD STUDY
Method study is the systematic recording, analysis and critical examination of the
methods and movement involve in the performance of existing or proposed ways of
doing work, as a mean of developing easier and more productive methods.
Method study is essentially concerned with finding better ways of doing things, and it
contributes to improved efficiency by getting rid of necessary work, available delays, and
others forms of waste. This is achieving through:
a) Improved the layout and design of factory, plant and work placeb) Improved working proceduresc) Improved use of material, plant and equipment and manpowerd) Improved working environmente) Improved design or specification of the end product
The technique of method study aim at doing 3 things:
a) To reveal and analyse the true facts concerning the situationsb) To examine those facts criticallyc) To develop from the examination of the facts the best answer possible under the
circumstances.
Nurkhairani
-
8/12/2019 Construction Management - Work Study
13/128
SBQ 4612 Construction ManagementWork Study GROUP 5
13
2.1 Procedure of Method Study
Method-study is a well established approach for 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 cost. Still, the greatest thing about
this approach is its flexibility with which it may be used in different situations. Following
sequence of phases are involved in it:
Phase 6:
FOLLOW UP (the implementation)
Phase 5:
IMPLEMENT (the solution)
Phase 4:
CONSIDER (the alternative course of actions, and
solutions and deliberate on which way to follow)
Phase 3:
EXAMINE (the facts critically but impartially)
Phase 2:
RECORD (all facts relevant to the problem)
Phase 1:
DEFINE (the problem)
Nurkhairani
-
8/12/2019 Construction Management - Work Study
14/128
SBQ 4612 Construction ManagementWork Study GROUP 5
14
2.2 Factors Considered In the Method Study
Three important factors, which govern the selection process, are:
a) Economic considerationsb) Technical considerationsc) Human reactions
2.2.1 Economic Considerations
Economic considerations in method-study include:
a) Cost of studyb) Time loss due to investigationc) Costs associated with the implementation of changes in the present methods.
The considerations for above three costs are important, as the method-study is
primarily based on the principle of economic use of resources (such as human effort, machine
utilization, material handling, efforts, etc.).Some process, though poorly planned, may not fit
into the economic viability of motion-study. An example could be processes for a product,
which is unlikely to have repeat order. On the contrary, a process in an assembly line, which
is likely to be repeated for next few years, would score better on economic viability, despite
offering marginal improvements.
Nurkhairani
-
8/12/2019 Construction Management - Work Study
15/128
-
8/12/2019 Construction Management - Work Study
16/128
SBQ 4612 Construction ManagementWork Study GROUP 5
16
2.2.2 Technical Considerations
It is important to understand that requisite technical know-how must be available to suggest
improvements. In this, we must consider two areas.
Technical Considerations
Area Purpose Example
Skill, competence and
training of work-study
practitioners
To handle the present assignment The assembly line is running
poorly due to bad line
balancing. The work-study
experts must have the
expertise in individual work-
element and line balancing at
the bottleneck station.
Technical limitation of
process
Avoid landing at unworkable
alternates.
No need to invent a new
process/machine.
Establishing the non-availability
of appropriate technical expertise
The machine tool is not
cutting at optimal condition
of speed. There is a need to
devise new tools, but tool
material is not available in
market. Hence, expert advice
is needed, otherwise abandon
this item from study.
Nurkhairani
-
8/12/2019 Construction Management - Work Study
17/128
SBQ 4612 Construction ManagementWork Study GROUP 5
17
2.2.3 Human Reactions
A lot of emphasis is needed in the selection step on understanding the human reactions
to the task undertaken. Work-study can only be implemented with active cooperation with
workers and supervisors. For this, some understanding of human reactions to work-study is
needed. One need is to handle mental and emotional blocks in the mind of worker.Proper
scheme to handle resistance-to-change is needed. For this, we need to do the following:
a) Consultation, meeting with workers and unionb) Defining objectives scope and needsc) Proper written and oral communication with workersd) Dispelling fears related to cut in wages, firing of workers, more efforts in work, higher
target, etc.
2.3 Recording Techniques
There are 3 main group of recording technique available for setting down the problem. There
are:
a) The Flow Diagram.b) The String Diagram.c) Models and Templates.
Nurkhairani
-
8/12/2019 Construction Management - Work Study
18/128
SBQ 4612 Construction ManagementWork Study GROUP 5
18
Charts Outline process charts
Flow process charts (man-type, equiment material and
material type)
Multiple activity chartsTwo- handed process charts
Diagrams and models (2 & 3
dimensional)
String diagrams
Flow diagrams
Models (Three-dimensional)
Cut- out templates (Two- dimensional models)
Photographic Photographs
Films
2.3.1 Flow Process Charts
This technique can be useful in helping to solve problems of layout such as those in
site workshop areas where the operationas are likely to be repetitive.
All activities are shown by means of symbols, with a description against each. This is
very simple method of showing a sequence of work, and employs the following symbols:
Samidah
-
8/12/2019 Construction Management - Work Study
19/128
SBQ 4612 Construction ManagementWork Study GROUP 5
19
Operation
The result of this is to further the process, such as changing the
shape, assembling, repairing part of a plant. The symbol also
covers the operation of a chemical reaction, or, in office work,filling up a form.
Inspection
The result of this is to verify quantity and or quality, such as
counting, measuring, weighing, testing and grading.
Transport
The result of this is to move, either the operator having to go to the
stores for material, or the material being transported through the
factory by any means.
Storage
This will include tools or materials awaiting issue and use,
documents filed in a cabinet, and finished products in a warehouse.
Delay
This symbol is used when work is delayed, such as when an
operator is waiting for work to be delivered to him, or when an
operation is held up because of a shortage of components. With the
use of these standard symbols, process charts may be made out.
These are of two kinds: The Operation Process Chart and the Flow
Process Chart.
Samidah
-
8/12/2019 Construction Management - Work Study
20/128
SBQ 4612 Construction ManagementWork Study GROUP 5
20
The movements of men, materials or equipment are followed through a process, and
the symbols are used to indicate what is happening at the various stages. The distance
travelled maybe shown on the transport activities, and the time for each element can be given.
The operation Process Chartis a graphic representation of the points at which
materials are introduced into the process, and the sequence of inspections and all operations
expect those involved in material handling. Provision is made in the chart for recording units
of time and quantity, but the chart does not indicate where the activities take place or who
performs them. This chart therefore employs two symbols only, Operation and Inspection.
Samidah
-
8/12/2019 Construction Management - Work Study
21/128
SBQ 4612 Construction ManagementWork Study GROUP 5
21
These process charts show the sequence of movements and not the path of movement.
The latter can be shown by three other recording techniques.
2.3.2 Flow Diagrams
This is usually linked to a Flow Process Chart, and is a scale drawing of the area,
showing the location of the various activities represented by their numbered symbols. The
route followed is shown by joining the symbols together by a line corresponding to the actual
path of movement followed. The direction of movement is indicated by using numbered
transportation symbols and including them in the flow-line.
2.3.3 String Diagrams
This is a refinement of the above. It consists of scale drawing of the area, fixed to a
board. Pins are inserted to represent the various machines or processes involved, and a thread
is wound round the pins in the sequence in which the operations are carried out. Different
processes can be distinguished by the use of different coloured pins and the corresponding
coloured thread. The distance travelled can be measured by the length of the thread. The main
uses of this technique are:
a) To test the relative value of different layouts.b) To investigate the movement of a team of operators.c) To investigate the movement of one operator minding a number of machines.
This technique is very useful in solving problems of movement. It is applied to repetitive
situations, and is therefore most useful is working areas such as factories producing
industrialised components, machine shops, precasting yards, and steel-bending areas on site.
The diagram will show points of congestion and any excessive distance travelled.
Samidah
-
8/12/2019 Construction Management - Work Study
22/128
SBQ 4612 Construction ManagementWork Study GROUP 5
22
The procedure for improving a layout is first to draw to scale a plan of the area under
consideration with the work places or stackign areas etc, and all changes in direction denoted
by pins. String or thread is then tied round the starting point and passed from pin to pin
showing movement. Men, mateials or machine can be denoted by different coloured string. Ifthe string is then measured, any excessive distances travelled will be obvious and pay points
of congestion will be seen on the diagram.
Routes that are travelled regularly should be kept as short as possible and alternative
methods can be examined to obviate the faults of the first.
2.3.4 Models and Templates
These are particularly useful when dealing with major method changes or alterations
in plant layout. The movement can be shown on the model, and the latter is more easily
understood than is a diagram.
2.4 Critical Examination
The next step is to examine them. This calls for a critical analysis, which must be
carried out thoroughly and logically. Much will depend on the investigator, as it is on
efficiency of his analysis that the whole success will depend. He must:
a) Examine the facts as they are and not as they appear to beb) Avoid the influence of preconceived ideas.c) Challenge every detail of the chart, accepting no answer until he is thoroughly
satisfied that is correct.
d)
Avoid jumping to conclusionse) Give close attention to detail
Samidah
-
8/12/2019 Construction Management - Work Study
23/128
SBQ 4612 Construction ManagementWork Study GROUP 5
23
f) Reserve bright ideas until the appropriate timeg) Not consider improving the method until he has thoroughly studied the existing
method.
The step Examine is the key step in method studies, and consists of a detailed
examination of every aspect of the work. The purpose is to:
a) Establish the true facts surrounding the problem;b) Establish the reasons for these facts and determine whether they are valid;c) On this foundation, to consider all the possible alternatives and hence the optimum
solutions.
2.4.1 Site Layout Problems
When deciding in the relative positions of plant, working areas and storage areas on
sites, reference has to be made to various activities to be performed; that is, the number andtypes of activity and the minimum transports and storages required. This basic information
can be provided from materials flow process charts, which may be used in conjunction with a
scale drawing of the site layout and paper templates. String diagrams can then be used either
to evaluate or represent visually the movement intensity for the alternative arrangement of the
templates.
2.4.2 Multiple Activity Chart
This technique is used to help solve problems when a number of subjects (operatives,
machines or equipment) are dependent on each other. It shows the occupied time (divided into
elements of work if necessary) and unoccupied time for the subjects in both the present and
the proposed methods. The subjects are recorded on a common time scale and periods of
unoccupied time can be readily seen. Alternatives may then be considered, the aim being to
Samidah
-
8/12/2019 Construction Management - Work Study
24/128
SBQ 4612 Construction ManagementWork Study GROUP 5
24
balance the work content for the subjects. It is necessary to plot more than one cycle of work,
as the first taken may not be representative.
3.0 WORK MEASUREMENT
3.1 General Remarks on Work Measurement
There remains the aspect of how long jobs should take, which is the field of work
measurement. To be more precise, and following the British Standards Institution
recommendations, it seeks to establish the time for a qualified worker to carry out a specified
job at a defined level of performance. This is related to average performance over the
working day or shift, to be achieved without over-exertion, by qualified workers who are
motivated to apply themselves to their work, using the correct methods.
Why should we need to know how long a job should take? The answer to this question
lies in the importance of time in our everyday life. We need to know how long it should take
to walk to the train station in the morning, one needs to schedule the day's work and even
when to take out the dinner from the oven.
In the business world these standard times are needed for:
a) planning the work of a workforce,b) manning jobs, to decide how many workers it would need to complete certain jobs,c) scheduling the tasks allocated to peopled) costing the work for estimating contract prices and costing the labour content in
general
e) calculating the efficiency or productivity of workers - and from this:f) providing fair returns on possible incentive bonus payment schemes.
Mothilal
-
8/12/2019 Construction Management - Work Study
25/128
SBQ 4612 Construction ManagementWork Study GROUP 5
25
The standard times are set, not on how long a certain individual would take to complete a
task but on how long a trained, experienced worker would take to do the task at a defined
level of pace or performance. Specially trained and qualified observers set these standard
times, using the most appropriate methods or techniques for the purpose.
3.2 Definition
Work measurement is the application of techniques designed to establish the time for a
qualified workerto carry out specified jobs at a defined level of performance. It covers
several different ways of finding out how long a job or part of a job should take to complete.
It can be defined as the systematic determination, through the use of various techniques, of the
amount of effective physical and mental work in terms of work units in a specified task.
The work units usually are given in standard minutes or standard hours. Work
measurement (WM) is concerned with investigating, reducing and eliminating ineffective
time, whatever may be the cause.In practice, proving existence of the ineffective time is the
most difficult task. After existence is proved, nature and extent is easy to see.
WM is also used to set standard times to carry out the work, so that any ineffective
time is not included later. Any addition the standard time would show up as excess time and
thus can be brought to attention. Since, standard times are set for all the activities through
WM; it has earned bad reputation amongst workers. Major reason for that has been the initial
focus of the WM methods, which essentially targeted only the worker controllable ineffective
times. Management controllable ineffective times were ignored traditionally.
It is usually considered logical for work measurement to follow the establishment of
correct methods for a job, otherwise the time standards would need revision; but it is possible
to study the times for similar elements of similar jobs, done, perhaps in different factories, toobtain guidance as to where improvements may be made. After selection of the job to be
Mothilal
-
8/12/2019 Construction Management - Work Study
26/128
SBQ 4612 Construction ManagementWork Study GROUP 5
26
studied and the definition of the method by which it is to be done, the work is broken into
elements, which, in the case of repetitive work, are parts of the work cycle selected to be
convenient to observe, measure and analyze. These are not the same as their bilges used in
used method study. A common technique is the timing of elements by means of a stopwatchover several cycles of the work. The times for like elements in the various cycles will be
totaled and averaged.
The difficulties of establishing standards in connection with suchpersonal mattersas
the rate at which a man works and the effort he gives are obvious. To a limited extent people
may be pulled along by a production system geared for a certain rate of working, and it has
not been unknown for moving belts to be run at speeds corresponding to the psychological
changes that take place throughout the day, related to factors such as meal breaks, and seem to
cause workers to respond to different rates of working. In work measurement the observer is
trained to gauge the standard rate of working and he records how the workers rate compares
with this by estimating a number from the rating scale when performing the study.
As an alternative to observing a job, records of predetermined standard data may be
used to produce synthetics studies, especially useful for new jobs and for non-repetitive work.
Analytical estimating brings in the use of synthetics, so far as these are available,
supplemented by estimates based on knowledge or experience of the time likely to be taken.
Various predetermined motion time systems (PMTS) have been evolved, in which the time
is built up from times established for basic human motions done under specified conditions.
Method time measurement (MTM) and the work factor system, which both had their
origins in the early 1930s, are probably the best known examples.
Mothilal
-
8/12/2019 Construction Management - Work Study
27/128
SBQ 4612 Construction ManagementWork Study GROUP 5
27
3.3 The purpose of work measurement
The purpose of this work measurement is:
a) To reveal the nature and extent of ineffective time, from whatever causeb) So that action can be taken to eliminate it; and then,c) To set standards of performance that are attainable only if all avoidable ineffective
time is eliminated and work is performed by the best method available.
In another word, the aim of work measurement is to determine the time it takes for a
qualified worker to carry out a specific job at a defined level of performance and to eliminate
ineffective elements of works it seeks to provide the standard times for jobs and thus supplies
basic, essential data for management.
3.4 The uses of work measurement
The use of the work measurement is to compare the efficiency of alternative methods.
Other conditions being equal, the method which takes the least time will be the best method.
It can also balance the work of members of teams, in association with the multiple activity
charts, so that, as far as possible, each member has tasks taking an equal time. WM is also
important to determine, in association with man and machine multiple activity charts, the
number of machines a worker can run.
In summation, WM will be found to have the following uses:
a) to assist in method study by comparison of time for alternative methods, and forallocating labor to jobs in proportion to the work involved so that the labor on
the job is properly balanced
b) to enable realistic schedules of work to prepare by relating reasonably accurateassessments of human work to plant capacity.
c) as the basis of realistic and fair incentive schemes
Mothilal
-
8/12/2019 Construction Management - Work Study
28/128
SBQ 4612 Construction ManagementWork Study GROUP 5
28
d) to assist in the organization of labor by enabling a daily comparison to be madebetween actual times and target times.
e) as a basis for labor budgeting and budgetary control systemsf)
to enable estimate to prepared of future labor requirement
3.5 The basic procedure
The method chosen for each individual situation to be measured depends on several
factors which include:
a) the length on the job to be measured in time unitsb) the precision which is appropriate for the type of work in terms of time units (i.e.
should it be in minutes, hundredths or thousandths of a minute)
c) the general cycle-time of the work, i.e. does it take seconds, minutes or days tocomplete
The length of time necessary for the completion of the range of jobs can vary from a
few seconds in highly repetitive factory work to several weeks or months for large projects
such as major shutdown maintenance work on an oil refinery. It is quite clear that using a
stop-watch, for example, on the latter work would take several man-years to time to measure.
Thus, more "overall" large-scale methods of timing must be employed.
The precision is an important factor, too. This can vary from setting times of the order
of "to the nearest thousandth of a minute" (e.g. short cycle factory work) to the other end of
the scale of "to the nearest week" (e.g. for large project work).
Mothilal
-
8/12/2019 Construction Management - Work Study
29/128
SBQ 4612 Construction ManagementWork Study GROUP 5
29
3.6 The technique of work measurement
For the purpose of the work measurement, work maybe regarded as repetitive or on
repetitive. By repetitive i.e. meant that type of work in which the main operation or group of
operations recurs continuously during the time spent at the job. This applies equally to work
cycles of extremely short duration as, for instance, light press work jobs and to those of
several minutes or even hours duration.
Non-repetitive work includes some types of maintenance and construction work,
where the work cycle itself is hardly ever repeated identically. Even in such work, which are
same small movements and groups of movements occurring repeatedly, and are often
common to quite different jobs, such as painting and bricklaying. It is this fact which has
made it possible to apply certain work measurement techniques to this type of work.
Following is the lists of techniques used to measure WM:
a) Time studyb) Activity sampling; and rated activity samplingc) Synthesis from standard datad) Pre-determined motion time systeme) Estimatingf) Analytical estimatingg) Comparative estimating.
Mothilal
-
8/12/2019 Construction Management - Work Study
30/128
-
8/12/2019 Construction Management - Work Study
31/128
-
8/12/2019 Construction Management - Work Study
32/128
-
8/12/2019 Construction Management - Work Study
33/128
SBQ 4612 Construction ManagementWork Study GROUP 5
33
4.6 Sample Size
a) Fly back timingAs the worker commences the first element the watch is clicked back to zero, the time
which has elapsed between taking the time check and the start of the first element being
entered in the column headed ineffectiveor check time on the observation record sheet.
This entry is marked checktime in the column scale watch, time should expressed in one or
two figure only, the watch is zeroed similarly at the conclusion of each element.
b) Cumulative timingBy this method the position of the stop watch and is recorded at the commencement of
the study and at the end of each element without ever returning it to zero. The individual
element times are afterwards arrived at by substation of successive readings.
Toward the end of the first element its number and rating are entered in the appropriate
columns, and at the arrival of the breakpoint the time indicated is put down. Any unusual
happening during or between the elements, such as fumble by the worker, must be mentioned
in the elements should be recorded in the ineffective time column of the study sheet and a
note made of the cause of the delay.
c) Ineffective timePeriod during which the man is not working, or is doing work not forming a necessary
part of the particular job being studied. Whatever the causes of the ineffective time are as
follow-
a) Management responsible. Waiting for work, instructions, material or equipment .b) Worker responsible. Stopping work to talk unnecessarily with neighbour, etc.c)
Contingencies. Construction with supervision, fellow workers, other department.Obtaining special equipment, instructions, drawings.etc.
Fadilah
-
8/12/2019 Construction Management - Work Study
34/128
SBQ 4612 Construction ManagementWork Study GROUP 5
34
The remaining elements are then treated in the same way. Between cycles the work study
officer should change his opinion his position so as to be sure that he is getting a full view of
the work.
It should be an inflexible rule that to erasures are permitted on time study sheets. If an
error in a time or rating figure is noticed at the time is made, it should be struck out
immediately and the right value inserted alongside. If it is not noticed until some time later it
can be regarded as suspect and not valid for inclusion in the subsequent calculations. No
attempt should ever be made to alter an observed time or rating figure after completion of the
study
4.7 Factors Affecting the Rate of Working
4.7.1 Effectiveness
Factor which will influence the effectiveness of a mans work must be clearly recognized
according to whether or n not they are within the worker control:
a) Outsides the worker control
Variation in quality of specification of the materials used, although these materialsare within prescribed tolerance limits.
Changes in the operating efficiency of tools and equipment within their useful life. Minor changes in methods or conditions of operation. Changes in lighting, temperature, climate and other temporary condition of
environment.
Variation in the mental attention necessary for the performance of certain elementsof the work.
Fadilah
-
8/12/2019 Construction Management - Work Study
35/128
SBQ 4612 Construction ManagementWork Study GROUP 5
35
b) Dependent on the worker
Variations in the quality of work within specification.
The degree to which the worker is suited and accustomed to his work, determinednot only by his physical and mental faculties but also his past training, acquired
skill and knowledge.
The attitude of mind of the worker which still affect his desire to get the workdone quickly. This includes interest and pride in the job. The opinion held of
supervisor and many others psychological factors, some of which may have
nothing to do with the job.
4.7.2 Speed
Factor which will affect the speed are-
a) The types of effort demanded by the jobGenerally the demand for increases physical effort will lead to a slower speed.
For example, the speed turning a particular hand wheel will largely depend on the
resistance to be overcome. The facility with which physical effort can be increased to
overcome harsher resistance must influence rating, which is considering speed of
working in terms of expenditure of energy. For example, there is difference in carrying
a heavy load comfortably balanced on the shoulder and carrying the same load by
hand.
b) The care required on the part of the workerA need for increased care in carrying out an element of work will also reduce
speed. For example, threading a piece of string through a curtain ring can easily be
done using rapid movements, but if the string is to be threaded through the eye of a
bagging needle it is necessary to control the movements carefully, and in consequence
they are made rapidly, even though no less effort may be involved
Fadilah
-
8/12/2019 Construction Management - Work Study
36/128
SBQ 4612 Construction ManagementWork Study GROUP 5
36
4.8 Terminology Explained
a) Timing- The observer records the actual time taken to do the element or operation.This usually is in centiminutes (0.01 min.) and is recorded, using a stop-watch or
computerized study board.
b) Rating- When someone is doing work his/her way of working will vary throughoutthe working period and will be different from others doing the same work. This is due
to differing speeds of movement, effort, dexterity and consistency. Thus, the time
taken for one person to do the work may not be the same as that for others and may or
may not be 'reasonable' anyway. The purpose of rating is to adjust the actual timeto a
standardized basic timethat is appropriate and at a defined level of performance.
Rating is on a scale with 100 as itsstandard rating
c) Elements- A complete job usually will be too long and variable to time and rate in onego, so it would be analysed into several smaller parts (elements) which, separately,
will each be timed and rated.
d) Basic time- This is the standardised time for carrying out an element of work atstandard rating.
Example:An observer times an element as 30 centiminutes (cm) and because it
is performed more slowly than the standard 100, he rates it as 95. Thus the basic time
is 95% of 30 or 28.5 basic cm. The formula is: (actual time x rating)/100.
e) Allowances- Extra time is allowed for various conditions which obtain, the main onesbeing relaxation allowancefor:
Fadilah
-
8/12/2019 Construction Management - Work Study
37/128
SBQ 4612 Construction ManagementWork Study GROUP 5
37
recovery from the effort of carrying out specified work under specified conditions(fatigue allowance)
attention to personal needs adverse environmental conditions,
plus:
others concerned with machine operations
f) Frequency- The basic time is the time for a complete cycle to be performed but as notall elements are repeated in every cycle their timesper average cyclemust bepro
rata. In the example which follows, element 2 only occurs once every eight cycles so
its basic time is one eighth of the element time, per cycle. Similar treatment for
element 7 (one twelfth).
5.0 CASE STUDY
Work Activity Standard Minutes1 Ceiling Skim Coating 58.56
2 Cement Rendering at Staircase 16.24
3 Electrical Trunking 3.02
4 Plastering on Beam 3.61
5 Tiling Works 4.23
Fadilah
-
8/12/2019 Construction Management - Work Study
38/128
SBQ 4612 Construction ManagementWork Study GROUP 5
38
CONSTRUCTION MANAGEMENT
WORK STUDY
WORK 1: Ceiling Skim Coating
BY: Jessyntha Williams
-
8/12/2019 Construction Management - Work Study
39/128
SBQ 4612 Construction ManagementWork Study GROUP 5
39
WORK 1: CEILING SKIM COATING
Table 1 - Operation: Ceiling Skim Coating
1Element Rating
Cumulative Observed
time (min) time (min)
Check time 2.00 2.00
A .Fix Scaffolding 75 6.02 4.02
B. Mix skim coat 60 10.34 4.32
C. Clean and level ceiling 80 12.36 2.02
D. Apply first layer skim coating 100 37.36 25.00
E. Apply final layer skim coating 85 53.36 16.00
53.36
2Element Rating
Cumulative Observed
time (min) time (min)
Check time 2.00 2.00
A .Fix Scaffolding 75 6.00 4.00
B. Mix skim coat 60 10.50 4.50
C. Clean and level ceiling 80 12.50 2.00
D. Apply first layer skim coating 100 32.50 20.00
E. Apply final layer skim coating 85 47.50 15.00
47.50
-
8/12/2019 Construction Management - Work Study
40/128
SBQ 4612 Construction ManagementWork Study GROUP 5
40
3Element Rating
Cumulative Observed
time (min) time (min)
Check time 2.00 2.00
A .Fix Scaffolding 75 6.02 4.02
B. Mix skim coat 60 10.32 4.30
C. Clean and level ceiling 80 11.89 1.57
D. Apply first layer skim coating 100 41.89 30.00
E. Apply final layer skim coating 85 56.89 15.00
56.89
4Element Rating
Cumulative Observed
time (min) time (min)
Check time 2.00 2.00
A .Fix Scaffolding 75 5.55 3.55
B. Mix skim coat 60 9.75 4.20
C. Clean and level ceiling 80 11.75 2.00
D. Apply first layer skim coating 100 36.75 25.00
E. Apply final layer skim coating 85 52.75 16.00
52.75
-
8/12/2019 Construction Management - Work Study
41/128
SBQ 4612 Construction ManagementWork Study GROUP 5
41
5Element Rating
Cumulative Observed
time (min) time (min)
Check time 2.00 2.00
A .Fix Scaffolding 75 6.00 4.00
B. Mix skim coat 60 10.30 4.30
C. Clean and level ceiling 80 12.30 2.00
D. Apply first layer skim coating 100 36.30 24.00
E. Apply final layer skim coating 85 51.38 15.08
51.38
6Element Rating
Cumulative Observed
time (min) time (min)
Check time 2.00 2.00
A .Fix Scaffolding 75 6.02 4.02
B. Mix skim coat 60 10.34 4.32
C. Clean and level ceiling 80 12.36 2.02
D. Apply first layer skim coating 100 37.36 25.00
E. Apply final layer skim coating 85 52.36 15.00
52.36
-
8/12/2019 Construction Management - Work Study
42/128
SBQ 4612 Construction ManagementWork Study GROUP 5
42
7Element Rating
Cumulative Observed
time (min) time (min)
Check time 2.00 2.00
A .Fix Scaffolding 75 5.54 3.54
B. Mix skim coat 60 10.07 4.53
C. Clean and level ceiling 80 14.07 4.00
D. Apply first layer skim coating 100 34.07 20.00
E. Apply final layer skim coating 85 52.07 18.00
52.07
8Element Rating
Cumulative Observed
time (min) time (min)
Check time 2.00 2.00
A .Fix Scaffolding 75 6.02 4.02
B. Mix skim coat 60 10.17 4.15
C. Clean and level ceiling 80 13.17 3.00
D. Apply first layer skim coating 100 33.17 20.00
E. Apply final layer skim coating 85 52.17 19.00
52.17
-
8/12/2019 Construction Management - Work Study
43/128
SBQ 4612 Construction ManagementWork Study GROUP 5
43
9Element Rating
Cumulative Observed
time (min) time (min)
Check time 2.00 2.00
A .Fix Scaffolding 75 7.00 5.00
B. Mix skim coat 60 10.00 3.00
C. Clean and level ceiling 80 11.49 1.49
D. Apply first layer skim coating 100 36.59 25.10
E. Apply final layer skim coating 85 52.59 16.00
52.59
10Element Rating
Cumulative Observed
time (min) time (min)
Check time 2.00 2.00
A .Fix Scaffolding 75 7.00 5.00
B. Mix skim coat 60 13.00 6.00
C. Clean and level ceiling 80 15.00 2.00
D. Apply first layer skim coating 100 38.00 23.00
E. Apply final layer skim coating 85 52.50 14.50
52.50
-
8/12/2019 Construction Management - Work Study
44/128
SBQ 4612 Construction ManagementWork Study GROUP 5
44
11Element Rating
Cumulative Observed
time (min) time (min)
Check time 2.00 2.00
A .Fix Scaffolding 75 5.30 3.30
B. Mix skim coat 60 9.30 4.00
C. Clean and level ceiling 80 10.75 1.45
D. Apply first layer skim coating 100 33.75 23.00
E. Apply final layer skim coating 85 48.75 15.00
48.75
12Element Rating
Cumulative Observed
time (min) time (min)
Check time 2.00 2.00
A .Fix Scaffolding 75 5.40 3.40
B. Mix skim coat 60 9.70 4.30
C. Clean and level ceiling 80 11.70 2.00
D. Apply first layer skim coating 100 38.70 27.00
E. Apply final layer skim coating 85 58.70 20.00
58.70
-
8/12/2019 Construction Management - Work Study
45/128
SBQ 4612 Construction ManagementWork Study GROUP 5
45
13Element Rating
Cumulative Observed
time (min) time (min)
Check time 2.00 2.00
A .Fix Scaffolding 75 5.00 3.00
B. Mix skim coat 60 11.00 6.00
C. Clean and level ceiling 80 12.45 1.45
D. Apply first layer skim coating 100 32.45 20.00
E. Apply final layer skim coating 85 48.45 16.00
48.45
14Element Rating
Cumulative Observed
time (min) time (min)
Check time 2.00 2.00
A .Fix Scaffolding 75 6.02 4.02
B. Mix skim coat 60 10.34 4.32
C. Clean and level ceiling 80 12.44 2.10
D. Apply first layer skim coating 100 40.44 28.00
E. Apply final layer skim coating 85 55.44 15.00
55.44
-
8/12/2019 Construction Management - Work Study
46/128
SBQ 4612 Construction ManagementWork Study GROUP 5
46
15Element Rating
Cumulative Observed
time (min) time (min)
Check time 2.00 2.00
A .Fix Scaffolding 75 6.02 4.02
B. Mix skim coat 60 10.34 4.32
C. Clean and level ceiling 80 12.36 2.02
D. Apply first layer skim coating 100 37.36 25.00
E. Apply final layer skim coating 85 53.36 16.00
53.36
Total Observed Time (min)
Summary for A) Fix Scaffolding 58.91
Summary for B) Mix skim coat 66.56
Summary for C) Clean and level ceiling 31.12Summary for D) Apply first layer skim coating 360.10
Summary for E) Apply final layer skim coating 204.58
721.27
Total Cumulative Time (min)
Summary for A) Fix Scaffolding 88.91
Summary for B) Mix skim coat 155.47
Summary for C) Clean and level ceiling 186.59
Summary for D) Apply first layer skim coating 546.69
Summary for E) Apply final layer skim coating 788.27
1,765.93
-
8/12/2019 Construction Management - Work Study
47/128
SBQ 4612 Construction ManagementWork Study GROUP 5
47
Table 2 - Extend observed times to basic times
1
Element RatingCumulative
time (min)
Observed
Basic time (min)time
(min)Check time 2.00 2.00
A. Fix Scaffolding 75 6.02 4.02 4.02 x 72 = 2.89
100
B. Mix skim coat 60 10.34 4.32 4.32 x 60 = 2.59
100
C. Clean and level ceiling 80 12.36 2.02 2.02 x 80 = 1.62
100
D. Apply first layer skim coating 100 37.36 25.00 25.00 x 100 = 25.00
100
E. Apply final layer skim coating 85 53.36 16.00 16.00 x 85 = 13.60
100
53.36
2
Element RatingCumulative
time (min)
Observed
Basic time (min)time
(min)Check time 2.00 2.00
A. Fix Scaffolding 75 6.00 4.00 4.00 x 75 = 3.00
100
B. Mix skim coat 60 10.50 4.50 4.50 x 60 = 2.70
100
C. Clean and level ceiling 80 12.50 2.00 2.00 x 80 = 1.60
100
D. Apply first layer skim coating 100 32.50 20.00 20.00 x 100 = 20.00
100
E. Apply final layer skim coating 85 47.50 15.00 15.00 x 85 = 12.75
100
47.50
-
8/12/2019 Construction Management - Work Study
48/128
SBQ 4612 Construction ManagementWork Study GROUP 5
48
3
Element RatingCumulative
time (min)
Observed
Basic time (min)time
(min)
Check time 2.00 2.00
A. Fix Scaffolding 75 6.02 4.02 4.02 x 75 = 3.02
100
B. Mix skim coat 60 10.32 4.30 4.30 x 60 = 2.58
100
C. Clean and level ceiling 80 11.89 1.57 1.57 x 80 = 1.26
100
D. Apply first layer skim coating 100 41.89 30.00 30.00 x 100 = 30.00
100
E. Apply final layer skim coating 85 56.89 15.00 15.00 x 85 = 12.75
100
56.89
4
Element RatingCumulative
time (min)
Observed
Basic time (min)time
(min)
Check time 2.00 2.00
A. Fix Scaffolding 75 5.55 3.55 3.55 x 75 = 2.66
100
B. Mix skim coat 60 9.75 4.20 4.20x 60 =2.52
100
C. Clean and level ceiling 80 11.75 2.00 2.00 x 80 = 1.60
100
D. Apply first layer skim coating 100 36.75 25.00 25.00 x 100 = 25.00
100
E. Apply final layer skim coating 85 52.75 16.00 16.00 x 85 = 13.60
100
52.75
-
8/12/2019 Construction Management - Work Study
49/128
SBQ 4612 Construction ManagementWork Study GROUP 5
49
5
Element RatingCumulative
time (min)
Observed
Basic time (min)time
(min)
Check time 2.00 2.00
A. Fix Scaffolding 75 6.00 4.00 4.00 x 75 = 3.00
100
B. Mix skim coat 60 10.30 4.30 4.30 x 60 = 2.58
100
C. Clean and level ceiling 80 12.30 2.00 2.00 x 80 = 1.60
100
D. Apply first layer skim coating 100 36.30 24.00 24.00 x 100 = 24.00
100
E. Apply final layer skim coating 85 51.38 15.08 15.08 x 85 = 12.82
100
51.38
6
Element RatingCumulative
time (min)
Observed
Basic time (min)time
(min)
Check time 2.00 2.00
A. Fix Scaffolding 75 6.02 4.02 4.02 x 75 = 3.02
100
B. Mix skim coat 60 10.34 4.32 4.32 x 60 = 2.59
100
C. Clean and level ceiling 80 12.36 2.02 2.02 x 80 = 1.62
100
D. Apply first layer skim coating 100 37.36 25.00 25 x 100 = 25.00
100
E. Apply final layer skim coating 85 52.36 15.00 15 x 85 = 12.75
100
52.36
-
8/12/2019 Construction Management - Work Study
50/128
SBQ 4612 Construction ManagementWork Study GROUP 5
50
7
Element RatingCumulative
time (min)
Observed
Basic time (min)time
(min)
Check time 2.00 2.00
A. Fix Scaffolding 75 5.54 3.54 3.54 x 75 = 2.66
100
B. Mix skim coat 60 10.07 4.53 4.53 x 60 = 2.72
100
C. Clean and level ceiling 80 14.07 4.00 4.00 x 80 = 3.20
100
D. Apply first layer skim coating 100 34.07 20.00 20.00 x 100 = 20.00
100
E. Apply final layer skim coating 85 52.07 18.00 18.00 x 85 = 15.30
100
52.07
8
Element RatingCumulative
time (min)
Observed
Basic time (min)time
(min)
Check time 2.00 2.00
A. Fix Scaffolding 75 6.02 4.02 4.02 x 75 = 3.02
100
B. Mix skim coat 60 10.17 4.15 4.15 x 60 = 2.49
100
C. Clean and level ceiling 80 13.17 3.00 3.00 x 80 = 2.40
100
D. Apply first layer skim coating 100 33.17 20.00 20.00 x 100 = 20.00
100
E. Apply final layer skim coating 85 52.17 19.00 19.00 x 85 = 16.15
100
52.17
-
8/12/2019 Construction Management - Work Study
51/128
SBQ 4612 Construction ManagementWork Study GROUP 5
51
9
Element RatingCumulative
time (min)
Observed
Basic time (min)time
(min)
Check time 2.00 2.00
A. Fix Scaffolding 75 7.00 5.00 5.00 x 75 = 3.75
100
B. Mix skim coat 60 10.00 3.00 3.00 x 60 = 1.80
100
C. Clean and level ceiling 80 11.49 1.49 1.49 x 80 = 1.19
100
D. Apply first layer skim coating 100 36.59 25.10 25.10 x 100 = 25.10
100
E. Apply final layer skim coating 85 52.59 16.00 16.00 x 85 = 13.60
100
52.59
10
Element RatingCumulative
time (min)
Observed
Basic time (min)time
(min)
Check time 2.00 2.00
A. Fix Scaffolding 75 7.00 5.00 5.00 x 75 = 3.75
100
B. Mix skim coat 60 13.00 6.00 6.00 x 60 = 3.60
100
C. Clean and level ceiling 80 15.00 2.00 2.00 x 80 = 1.60
100
D. Apply first layer skim coating 100 38.00 23.00 23.00 x 100 = 23.00
100
E. Apply final layer skim coating 85 52.50 14.50 14.50 x 85 = 12.33
100
52.50
-
8/12/2019 Construction Management - Work Study
52/128
-
8/12/2019 Construction Management - Work Study
53/128
SBQ 4612 Construction ManagementWork Study GROUP 5
53
13
Element RatingCumulative
time (min)
Observed
Basic time (min)time
(min)
Check time 2.00 2.00
A. Fix Scaffolding 75 5.00 3.00 3.00 x 75 = 2.25
100
B. Mix skim coat 60 11.00 6.00 6.00 x 60 = 3.60
100
C. Clean and level ceiling 80 12.45 1.45 1.45 x 80 = 1.16
100
D. Apply first layer skim coating 100 32.45 20.00 20.00 x 100 = 20.00
100
E. Apply final layer skim coating 85 48.45 16.00 16.00 x 85 = 13.60
100
48.45
14
Element RatingCumulative
time (min)
Observed
Basic time (min)time
(min)
Check time 2.00 2.00
A. Fix Scaffolding 75 6.02 4.02 4.02 x 75 = 3.02
100
B. Mix skim coat 60 10.34 4.32 4.32 x 60 = 2.59
100
C. Clean and level ceiling 80 12.44 2.10 2.10 x 80 = 1.68
100
D. Apply first layer skim coating 100 40.44 28.00 28 x 100 = 28.00
100
E. Apply final layer skim coating 85 55.44 15.00 15.00 x 85 = 12.75
100
55.44
-
8/12/2019 Construction Management - Work Study
54/128
SBQ 4612 Construction ManagementWork Study GROUP 5
54
15
Element RatingCumulative
time (min)
Observed
Basic time (min)time
(min)
Check time 2.00 2.00
A. Fix Scaffolding 75 6.02 4.02 4.02 x 75 = 3.02
100
B. Mix skim coat 60 10.34 4.32 4.32 x 60 = 2.59
100
C. Clean and level ceiling 80 12.36 2.02 2.02 x 80 = 1.62
100
D. Apply first layer skim coating 100 37.36 25.00 25.00 x 100 = 25.00
100
E. Apply final layer skim coating 85 53.36 16.00 16.00 x 85 = 13.60
100
53.36
Table 3 - Calculate average of basic times
Element Basic time (min)
Total
basicFrequency
Average
(min)times(min)
A. Fix Scaffolding 2.89, 3.00, 3.02, 2.66, 3.00, 3.02, 2.66, 3.02, 3.75, 3.75,
2.48, 2.55, 2.25, 3.02, 3.0244.09 15 2.94
B. Mix skim coat 2.59, 2.70, 2.58, 2.52, 2.58, 2.59, 2.72, 2.49, 1.80, 3.60,
2.40, 2.58, 3.60, 2.59, 2.5939.93 15 2.66
C. Clean and level
ceiling
1.62, 1.60, 1.26, 1.60, 1.60, 1.62, 3.20, 2.40, 1.19, 1.60,
1.16, 1.60, 1.16, 1.68, 1.62 24.91 15 1.66
D. Apply first layer
skim coating
25.00, 20.00, 30.00, 25.00, 24.00, 25.00, 20.00, 20.00,
25.10, 23.00, 23.00, 27.00, 20.00, 28.00, 25.00 360.10 15 24.01
E. Apply final layer
skim coating
13.60, 12.75, 12.75, 13.60, 12.82, 12.75, 15.30, 16.15,
13.60, 12.33, 12.75, 17.00, 13.60, 12.75, 13.60 205.35 15 13.69
-
8/12/2019 Construction Management - Work Study
55/128
SBQ 4612 Construction ManagementWork Study GROUP 5
55
Table 4 - Total relaxation allowance and contingency allowance
Element
Basic
time
(min)
Total
relaxation
allowance %
Contingency Total
allowances
(%)
Standard time (min)allowance
%
A. Fix Scaffolding 2.94 27 5 32 2.94 x 132 = 3.88
100
B. Mix skim coat 2.66 25 5 30 2.66 x 130 = 3.46
100
C. Clean and level ceiling 1.66 35 5 40 1.66 x 140 = 2.32
100
D. Apply first layer skimcoating 24.01 20 5 25 24.01 x 125 =30.01
100
E. Apply final layer skim
coating 13.69 33 5 38 13.69 X 138
=
18.89
100
The total relaxation allowance and contingency allowance are assumed as in Table 4.
The standard time for the operation is 3.88 + 3.46 + 2.32 + 30.01 + 18.89 = 58.56 minutes
8%
7%
5%
41%
39%
Elements of Work
Fix Scaffolding Mix skim coat Clean and level ceiling
Apply first layer skim coating Apply final layer skim coating
-
8/12/2019 Construction Management - Work Study
56/128
-
8/12/2019 Construction Management - Work Study
57/128
SBQ 4612 Construction ManagementWork Study GROUP 5
57
WORK 2: CEMENT RENDERING AT STAIRCASE
Table 1 - Operation: Cement Rendering at Staircase
1
Element Rating
Cumulative Observed
time (min) time (min)
Check time 1.00 1.00
a. Cleaning the staircase 85 1.28 0.28
b. Prepare gam 75 2.18 0.90
c. Mix mortar 65 2.70 0.52
d. 1st Layer of rendering 80 6.95 4.25
e. Final Layer 100 13.42 6.47
f. Touch up 60 13.84 0.42
13.84
2Element Rating
Cumulative Observed
time (min) time (min)
Check time 1.00 1.00
a. Cleaning the staircase 85 1.33 0.33
b. Prepare gam 75 2.25 0.92
c. Mix mortar 65 2.74 0.49
d. 1st Layer of rendering 80 7.36 4.62
e. Final Layer 100 13.77 6.41
f. Touch up 60 13.98 0.21
13.98
-
8/12/2019 Construction Management - Work Study
58/128
SBQ 4612 Construction ManagementWork Study GROUP 5
58
3Element Rating
Cumulative Observed
time (min) time (min)
Check time 1.00 1.00
a. Cleaning the staircase 85 1.31 0.31
b. Prepare gam 75 2.20 0.89
c. Mix mortar 65 2.73 0.53
d. 1st Layer of rendering 80 7.34 4.61
e. Final Layer 100 13.76 6.42
f. Touch up 60 13.95 0.19
13.95
4Element Rating
Cumulative Observed
time (min) time (min)
Check time 1.00 1.00
a. Cleaning the staircase 85 1.34 0.34
b. Prepare gam 75 2.29 0.95
c. Mix mortar 65 2.86 0.57
d. 1st Layer of rendering 80 7.36 4.50
e. Final Layer 100 13.85 6.49
f. Touch up 60 14.08 0.23
14.08
-
8/12/2019 Construction Management - Work Study
59/128
SBQ 4612 Construction ManagementWork Study GROUP 5
59
5Element Rating
Cumulative Observed
time (min) time (min)
Check time 1.00 1.00
a. Cleaning the staircase 85 1.28 0.28
b. Prepare gam 75 2.16 0.88
c. Mix mortar 65 2.66 0.50
d. 1st Layer of rendering 80 7.15 4.49
e. Final Layer 100 13.42 6.27
f. Touch up 60 13.84 0.42
13.84
6Element Rating
Cumulative Observed
time (min) time (min)
Check time 1.00 1.00
a. Cleaning the staircase 85 1.40 0.40
b. Prepare gam 75 2.27 0.87
c. Mix mortar 65 2.89 0.62
d. 1st Layer of rendering 80 7.71 4.82
e. Final Layer 100 14.33 6.62
f. Touch up 60 14.58 0.25
14.58
-
8/12/2019 Construction Management - Work Study
60/128
SBQ 4612 Construction ManagementWork Study GROUP 5
60
7Element Rating
Cumulative Observed
time (min) time (min)
Check time 1.00 1.00
a. Cleaning the staircase 85 1.25 0.25
b. Prepare gam 75 2.22 0.97
c. Mix mortar 65 2.73 0.51
d. 1st Layer of rendering 80 7.22 4.49
e. Final Layer 100 13.61 6.39
f. Touch up 60 13.85 0.24
13.85
8Element Rating
Cumulative Observed
time (min) time (min)
Check time 1.00 1.00
a. Cleaning the staircase 85 1.28 0.28
b. Prepare gam 75 2.19 0.91
c. Mix mortar 65 2.72 0.53
d. 1st Layer of rendering 80 7.26 4.54
e. Final Layer 100 13.70 6.44
f. Touch up 60 13.90 0.20
13.90
-
8/12/2019 Construction Management - Work Study
61/128
SBQ 4612 Construction ManagementWork Study GROUP 5
61
9Element Rating
Cumulative Observed
time (min) time (min)
Check time 1.00 1.00
a. Cleaning the staircase 85 1.32 0.32
b. Prepare gam 75 2.27 0.95
c. Mix mortar 65 2.85 0.58
d. 1st Layer of rendering 80 7.29 4.44
e. Final Layer 100 13.60 6.31
f. Touch up 60 13.81 0.21
13.81
10Element Rating
Cumulative Observed
time (min) time (min)
Check time 1.00 1.00
a. Cleaning the staircase 85 1.45 0.45
b. Prepare gam 75 2.40 0.95
c. Mix mortar 65 3.03 0.63
d. 1st Layer of rendering 80 7.70 4.67
e. Final Layer 100 14.29 6.59
f. Touch up 60 14.59 0.30
14.59
-
8/12/2019 Construction Management - Work Study
62/128
SBQ 4612 Construction ManagementWork Study GROUP 5
62
11Element Rating
Cumulative Observed
time (min) time (min)
Check time 1.00 1.00
a. Cleaning the staircase 85 1.46 0.46
b. Prepare gam 75 2.43 0.97
c. Mix mortar 65 3.03 0.60
d. 1st Layer of rendering 80 7.56 4.53
e. Final Layer 100 14.14 6.58
f. Touch up 60 14.34 0.20
14.34
12Element Rating
Cumulative Observed
time (min) time (min)
Check time 1.00 1.00
a. Cleaning the staircase 85 1.25 0.25
b. Prepare gam 75 2.10 0.85
c. Mix mortar 65 2.59 0.49
d. 1st Layer of rendering 80 7.37 4.78
e. Final Layer 100 13.86 6.49
f. Touch up 60 14.26 0.40
14.26
-
8/12/2019 Construction Management - Work Study
63/128
-
8/12/2019 Construction Management - Work Study
64/128
SBQ 4612 Construction ManagementWork Study GROUP 5
64
15Element Rating
Cumulative Observed
time (min) time (min)
Check time 1.00 1.00
a. Cleaning the staircase 85 1.28 0.28
b. Prepare gam 75 2.18 0.90
c. Mix mortar 65 2.70 0.52
d. 1st Layer of rendering 80 7.22 4.52
e. Final Layer 100 13.69 6.47
f. Touch up 60 13.89 0.20
13.89
Total Observed Time (min)
Summary for A) Cleaning the staircase 4.84
Summary for B) Prepare gam 13.61
Summary for C) Mix mortar 8.28
Summary for D) 1st Layer of rendering 68.28
Summary for E) Final layer 96.95
Summary for F) Touch up 3.92
195.88
Total Cumulative Time (min)
Summary for A) Cleaning the staircase 19.84
Summary for B) Prepare gam 33.45
Summary for C) Mix mortar 41.73
Summary for D) 1st Layer of rendering 110.01
Summary for E) Final layer 206.96
Summary for F) Touch up 210.88
622.87
-
8/12/2019 Construction Management - Work Study
65/128
SBQ 4612 Construction ManagementWork Study GROUP 5
65
Table 2 - Extend observed times to basic times
Element RatingCumulative
time (min)
Observed
Basic time (min)time
(min)
1 Check time 1.00 1.00
a. Cleaning the staircase 85 1.28 0.28 0.28 x 85 0.24
100
b. Prepare gam 75 2.18 0.90 0.90 x 75 0.68
100
c. Mix mortar 65 2.70 0.52 0.52 x 65 0.34
100
d. 1st Layer of rendering 80 6.95 4.25 4.25 x 80 3.40
100
e. Final Layer 100 13.42 6.47 6.47 x 100 6.47
100
f. Touch up 60 13.84 0.42 0.42 x 60 0.25
100
13.84
Element RatingCumulative
time (min)
Observed
Basic time (min)time
(min)
2 Check time 1.00 1.00
a. Cleaning the staircase 85 1.33 0.33 0.33 x 85 0.28
100
b. Prepare gam 75 2.25 0.92 0.92 x 75 0.69
100
c. Mix mortar 65 2.74 0.49 0.49 x 65 0.32
100
d. 1st Layer of rendering 80 7.36 4.62 4.62 x 80 3.70100
e. Final Layer 100 13.77 6.41 6.41 x 100 6.41
100
f. Touch up 60 13.98 0.21 0.21 x 60 0.13
100
13.98
-
8/12/2019 Construction Management - Work Study
66/128
SBQ 4612 Construction ManagementWork Study GROUP 5
66
Element RatingCumulative
time (min)
Observed
Basic time (min)time
(min)
3 Check time 1.00 1.00
a. Cleaning the staircase 85 1.31 0.31 0.31 x 85 0.26
100
b. Prepare gam 75 2.20 0.89 0.89 x 75 0.67
100
c. Mix mortar 65 2.73 0.53 0.53 x 65 0.34
100
d. 1st Layer of rendering 80 7.34 4.61 4.61 x 80 3.69
100
e. Final Layer 100 13.76 6.42 6.42 x 100 6.42
100f. Touch up 60 13.95 0.19 0.19 x 60 0.11
100
13.95
Element RatingCumulative
time (min)
Observed
Basic time (min)time
(min)
4 Check time 1.00 1.00
a. Cleaning the staircase 85 1.34 0.34 0.34 x 85 0.29
100
b. Prepare gam 75 2.29 0.95 0.95 x 75 0.71
100
c. Mix mortar 65 2.86 0.57 0.57 x 65 0.37
100
d. 1st Layer of rendering 80 7.36 4.50 4.50 x 80 3.60
100
e. Final Layer 100 13.85 6.49 6.49 x 100 6.49100
f. Touch up 60 14.08 0.23 0.23 x 60 0.14
100
14.08
-
8/12/2019 Construction Management - Work Study
67/128
SBQ 4612 Construction ManagementWork Study GROUP 5
67
Element RatingCumulative
time (min)
Observed
Basic time (min)time
(min)
5 Check time 1.00 1.00
a. Cleaning the staircase 85 1.28 0.28 0.28 x 85 0.24
100
b. Prepare gam 75 2.16 0.88 0.88 x 75 0.66
100
c. Mix mortar 65 2.66 0.50 0.50 x 65 0.33
100
d. 1st Layer of rendering 80 7.15 4.49 4.49 x 80 3.52
100
e. Final Layer 100 13.42 6.27 6.27 x 100 6.27
100f. Touch up 60 13.84 0.42 0.42 x 60 0.25
100
13.84
Element RatingCumulative
time (min)
Observed
Basic time (min)time
(min)
6 Check time 1.00 1.00
a. Cleaning the staircase 85 1.40 0.40 0.40x 85 0.34
100
b. Prepare gam 75 2.27 0.87 0.87 x 75 0.65
100
c. Mix mortar 65 2.89 0.62 0.62 x 65 0.40
100
d. 1st Layer of rendering 80 7.71 4.82 4.82 x 80 3.86
100
e. Final Layer 100 14.33 6.62 6.62 x 100 6.62100
f. Touch up 60 14.58 0.25 0.42 x 60 0.15
100
14.58
-
8/12/2019 Construction Management - Work Study
68/128
SBQ 4612 Construction ManagementWork Study GROUP 5
68
Element RatingCumulative
time (min)
Observed
Basic time (min)time
(min)
7 Check time 1.00 1.00
a. Cleaning the staircase 85 1.25 0.25 0.25x 85 0.21
100
b. Prepare gam 75 2.22 0.97 0.97 x 75 0.73
100
c. Mix mortar 65 2.73 0.51 0.51x 65 0.33
100
d. 1st Layer of rendering 80 7.22 4.49 4.49 x 80 3.59
100
e. Final Layer 100 13.61 6.39 6.39 x 100 6.39
100f. Touch up 60 13.85 0.24 0.24 x 60 0.14
100
13.85
Element RatingCumulative
time (min)
Observed
Basic time (min)time
(min)
8 Check time 1.00 1.00
a. Cleaning the staircase 85 1.28 0.28 0.28x 85 0.24
100
b. Prepare gam 75 2.19 0.91 0.91 x 75 0.68
100
c. Mix mortar 65 2.72 0.53 0.53x 65 0.34
100
d. 1st Layer of rendering 80 7.26 4.54 4.54 x 80 3.63
100
e. Final Layer 100 13.70 6.44 6.44 x 100 6.44100
f. Touch up 60 13.90 0.20 0.20 x 60 0.12
100
13.90
-
8/12/2019 Construction Management - Work Study
69/128
SBQ 4612 Construction ManagementWork Study GROUP 5
69
Element RatingCumulative
time (min)
Observed
Basic time (min)time
(min)
9 Check time 1.00 1.00
a. Cleaning the staircase 85 1.32 0.32 0.32x 85 0.27
100
b. Prepare gam 75 2.27 0.95 0.95 x 75 0.71
100
c. Mix mortar 65 2.85 0.58 0.58x 65 0.38
100
d. 1st Layer of rendering 80 7.29 4.44 4.44 x 80 3.55
100
e. Final Layer 100 13.60 6.31 6.31 x 100 6.31
100f. Touch up 60 13.81 0.21 0.21 x 60 0.13
100
13.81
Element RatingCumulative
time (min)
Observed
Basic time (min)time
(min)
10 Check time 1.00 1.00
a. Cleaning the staircase 85 1.45 0.45 0.45x 85 0.38
100
b. Prepare gam 75 2.40 0.95 0.95 x 75 0.71
100
c. Mix mortar 65 3.03 0.63 0.63x 65 0.41
100
d. 1st Layer of rendering 80 7.70 4.67 4.67 x 80 3.74
100
e. Final Layer 100 14.29 6.59 6.59 x 100 6.59100
f. Touch up 60 14.59 0.30 0.30 x 60 0.18
100
14.59
-
8/12/2019 Construction Management - Work Study
70/128
SBQ 4612 Construction ManagementWork Study GROUP 5
70
Element RatingCumulative
time (min)
Observed
Basic time (min)time
(min)
11 Check time 1.00 1.00
a. Cleaning the staircase 85 1.46 0.46 0.46x 85 0.39
100
b. Prepare gam 75 2.43 0.97 0.97 x 75 0.73
100
c. Mix mortar 65 3.03 0.60 0.60x 65 0.39
100
d. 1st Layer of rendering 80 7.56 4.53 4.53 x 80 3.62
100
e. Final Layer 100 14.14 6.58 6.58 x 100 6.58
100f. Touch up 60 14.34 0.20 0.20 x 60 0.12
100
14.34
Element RatingCumulative
time (min)
Observed
Basic time (min)time
(min)
12 Check time 1.00 1.00
a. Cleaning the staircase 85 1.25 0.25 0.25x 85 0.21
100
b. Prepare gam 75 2.10 0.85 0.85 x 75 0.64
100
c. Mix mortar 65 2.59 0.49 0.49x 65 0.32
100
d. 1st Layer of rendering 80 7.37 4.78 4.78 x 80 3.82
100
e. Final Layer 100 13.86 6.49 6.49 x 100 6.49100
f. Touch up 60 14.26 0.40 0.40 x 60 0.24
100
14.26
-
8/12/2019 Construction Management - Work Study
71/128
-
8/12/2019 Construction Management - Work Study
72/128
SBQ 4612 Construction ManagementWork Study GROUP 5
72
Element RatingCumulative
time (min)
Observed
Basic time (min)time
(min)
15 Check time 1.00 1.00
a. Cleaning the staircase 85 1.28 0.28 0.28 x 85 0.24
100
b. Prepare gam 75 2.18 0.90 0.90 x 75 0.68
100
c. Mix mortar 65 2.70 0.52 0.52 x 65 0.34
100
d. 1st Layer of rendering 80 7.22 4.52 4.52 x 80 3.62
100
e. Final Layer 100 13.69 6.47 6.47 x 100 6.47
100f. Touch up 60 13.89 0.20 0.20 x 60 0.12
100
13.89
Table 3 - Calculate average of basic times
Element Basic time (min)
Total
basic
Frequency
Average
(min)times(min)
a. Cleaning the staircase 0.28, 0.28, 0.26, 0.29, 0.24, 0.34, 0.21, 0.24, 4.11 15 0.27
0.27, 0.38, 0.39, 0.21, 0.25, 0.27, 0.24
b. Prepare gam 0.68, 0.69, 0.67, 0.71, 0.66, 0.65, 0.73, 0.68, 10.21 15 0.68
0.71, 0.71, 0.73, 0.64, 0.68, 0.60, 0.68
c. Mix mortar 0.34,0.32, 0.34, 0.37, 0.33, 0.40, 0.33, 0.34, 5.38 15 0.36
0.38, 0.41, 0.39, 0.32, 0.36, 0.42, 0.34
d. 1st Layer of rendering 3.40, 3.70, 3.69, 3.60, 3.52, 3.86, 3.59, 3.63, 54.55 15 3.64
3.55, 3.74, 3.62, 3.82, 3.62, 3.59, 3.62
e. Final Layer 6.47, 6.41, 6.42, 6.49, 6.27, 6.62, 6.39, 6.44 96.95 15 6.46
6.31, 6.59, 6.58, 6.49, 6.90, 6.10, 6.47
f. Touch up 0.25, 0.13, 0.11, 0.14, 0.25, 0.15, 0.14, 0.12, 2.35 15 0.16
0.13, 0.18, 0.12, 0,24, 0.15, 0.12, 0.12
-
8/12/2019 Construction Management - Work Study
73/128
SBQ 4612 Construction ManagementWork Study GROUP 5
73
Table 4 - Total relaxation allowance and contingency allowance
ElementBasic time
Total
relaxation Contingency
allowance %
Total
allowances (%)
Standard time
(min)
(min)
allowance
%
a. Cleaning the
staircase 0.27 25 5 30 0.27 x 130 0.35
100
b. Prepare gam 0.68 30 5 35 0.68 x 135 0.92
100
c. Mix mortar 0.36 26 5 31 0.36 x 131 0.47
100
d. 1st Layer of
rendering 3.64 30 5 35 3.64 x 135 4.91100
e. Final Layer 6.46 38 5 43 6.46 x 143 9.24
100
f. Touch up 0.16 29 5 34 0.26 x 134 0.35
100
Assume that the total relaxation allowance and contingency allowance are as shown in Table 4.
The standard time for the operation is 0.35 + 0.92 + 0.47 + 4.91 + 9.24 + 0.35 = 16.24 standard
minutes.
2%6%
3%
30%
57%
2%
Elements of Works
Cleaning the staircase
Prepare gam
Mix mortar
1st Layer of rendering
Final Layer
Touch up
-
8/12/2019 Construction Management - Work Study
74/128
SBQ 4612 Construction ManagementWork Study GROUP 5
74
CONSTRUCTION MANAGEMENT
WORK STUDY
WORK 3: Electrical Trunking
BY: Nurkhairani Mohd Rusdi
-
8/12/2019 Construction Management - Work Study
75/128
SBQ 4612 Construction ManagementWork Study GROUP 5
75
WORK 3: ELECTRICAL TRUNKING
Table 1 - Operation: Electrical Trunking
1
Element Rating Cumulativetime (min)
Observed
time
(min)
Check time 2.00 2.00
A. Measure the trunking 80 2.17 0.17
B. Cut the trunking 90 2.71 0.54
C. Fix and drill to wall 100 3.88 1.17
D. Screw 70 4.10 0.22
4.10
2
Element Rating Cumulativetime (min)
Observed
time
(min)
Check time 2.00 2.00
A. Measure the trunking 80 2.23 0.23
B. Cut the trunking 90 2.71 0.48
C. Fix and drill to wall 100 3.75 1.04
D. Screw 70 4.00 0.25
4.00
-
8/12/2019 Construction Management - Work Study
76/128
SBQ 4612 Construction ManagementWork Study GROUP 5
76
3
Element RatingCumulative
time (min)
Observed
time
(min)
Check time 2.00 2.00
A. Measure the trunking 80 2.35 0.35
B. Cut the trunking 90 2.90 0.55
C. Fix and drill to wall 100 4.47 1.57
D. Screw 70 4.77 0.30
4.77
4
Element RatingCumulative
time (min)
Observed
time
(min)
Check time 2.00 2.00
A. Measure the trunking 80 2.46 0.46
B. Cut the trunking 90 2.79 0.33
C. Fix and drill to wall 100 4.08 1.29
D. Screw 70 4.30 0.22
4.30
-
8/12/2019 Construction Management - Work Study
77/128
SBQ 4612 Construction ManagementWork Study GROUP 5
77
5
Element RatingCumulative
time (min)
Observed
time
(min)
Check time 2.00 2.00
A. Measure the trunking 80 2.38 0.38
B. Cut the trunking 90 2.85 0.47
C. Fix and drill to wall 100 4.30 1.45
D. Screw 70 4.65 0.35
4.65
6
Element RatingCumulative
time (min)
Observed
time
(min)
Check time 2.00 2.00
A. Measure the trunking 80 2.25 0.25
B. Cut the trunking 90 2.60 0.35
C. Fix and drill to wall 100 3.98 1.38
D. Screw 70 4.38 0.40
4.38
-
8/12/2019 Construction Management - Work Study
78/128
SBQ 4612 Construction ManagementWork Study GROUP 5
78
7
Element RatingCumulative
time (min)
Observed
time
(min)
Check time 2.00 2.00
A. Measure the trunking 80 2.30 0.30
B. Cut the trunking 90 2.72 0.42
C. Fix and drill to wall 100 3.80 1.08
D. Screw 70 4.50 0.70
4.50
8
Element RatingCumulative
time (min)
Observed
time
(min)
Check time 2.00 2.00
A. Measure the trunking 80 2.29 0.29
B. Cut the trunking 90 2.67 0.38
C. Fix and drill to wall 100 3.92 1.25
D. Screw 70 4.18 0.26
4.18
-
8/12/2019 Construction Management - Work Study
79/128
-
8/12/2019 Construction Management - Work Study
80/128
SBQ 4612 Construction ManagementWork Study GROUP 5
80
11
Element RatingCumulative
time (min)
Observed
time
(min)
Check time 2.00 2.00
A. Measure the trunking 80 2.39 0.39
B. Cut the trunking 90 2.72 0.33
C. Fix and drill to wall 100 4.08 1.36
D. Screw 70 4.52 0.44
4.52
12
Element RatingCumulative
time (min)
Observed
time
(min)
Check time 2.00 2.00
A. Measure the trunking 80 2.33 0.33
B. Cut the trunking 90 2.82 0.49
C. Fix and drill to wall 100 4.01 1.19
D. Screw 70 4.53 0.52
4.53
-
8/12/2019 Construction Management - Work Study
81/128
SBQ 4612 Construction ManagementWork Study GROUP 5
81
13
Element RatingCumulative
time (min)
Observed
time
(min)
Check time 2.00 2.00
A. Measure the trunking 80 2.26 0.26
B. Cut the trunking 90 2.81 0.55
C. Fix and drill to wall 100 4.24 1.43
D. Screw 70 4.69 0.45
4.69
14
Element RatingCumulative
time (min)
Observed
time
(min)
Check time 2.00 2.00
A. Measure the trunking 80 2.31 0.31
B. Cut the trunking 90 2.82 0.51
C. Fix and drill to wall 100 4.09 1.27
D. Screw 70 4.51 0.42
4.51
-
8/12/2019 Construction Management - Work Study
82/128
SBQ 4612 Construction ManagementWork Study GROUP 5
82
15
Element