1. PRODUCTION & OPERATION MANAGEMENT WORK STUDY

2. Organizations Most Important Jobs Finding the customers and retaining them. For this, continually provide maximum value for money (VFM) to the customers to sustain highest level of customer satisfaction. Improving overall productivity and thereby, minimizing the overall costs as much below the price as possible and thus 3. Value for Money to Customers (VFM) Value to customer (VFM) = (Total quality Q X Total service inclusive of pre, during and post customer service S X Relationship with customers R) divided by (Price P X Lead times L) 4. Value for Money to Customers (VFM) Value for money to customers should be continually enhanced by continual improvements in: Quality. Price Delivery. Service and relations. 5. PRODUCTIVITY Productivity is the measure of output per unit of input. Therefore, the equation for productivity (quantity) = Output quantity/ Input quantity Productivity (quality) = Output quality and quantity/ Input quality and quantity 6. Improvements to productivity Productivity can be improved by three ways: Increase output and keep input constant. Keep output constant and decrease input. Normally, inputs are various resources: man (labor), machine (equipment), material, money (capital) and also, time and information. 7. Improvements to productivity (Ctd) Increase both, output as well as input making sure that the proportion of increase in output is more than that of input. Normally, outputs are: goods (products) and /or services. 8. WORK STUDY Definition: the systematic examination of the methods of carrying on activities so as to improve the effective use of resources and to set up standards of performance for the activities being carried out. Work Study is systematic study of methods of work in order to improve effective use of its resources and set standards of performance. It can be applied where a set of processes is involved. 9. WORK STUDY (Objectives) Work study is conducted in order to identify the current situation in the organization and to find the opportunities of improvement. This will help organizations become more systematic and profitable. 10. WORK STUDY (Objectives) The objective of work study is to assist the management to obtain the optimum use of the human and material resources available to the organization for the accomplishment of the work for which, it is engaged. 11. Benefits of work study 1) Increase in Productivity 2) Increase in efficiency 3) Improved work flow 4) Improved work layout 5) Improved standards 12. Branches of work study Work Study is carried out in two stages. 1) Method Study - Here we study the method and find out the improved method. 2) Work Measurement Here we determine the standard time required to complete improved method. 13. WORK DESIGN An arrangement in the workplace that has the objective of overcoming employee alienation and job dissatisfaction that comes about from mechanical and repetitive tasks in the workplace. Work design is used by organizations to boost productivity by offering employees non- monetary rewards such as satisfaction from a greater sense of personal achievement. Also called job design. 14. JOB DESIGN Job design involves specifying the content and methods of the job. it includes specifications of, What will be done.? Who will do the job.? How the job will be done.? Where the job will be done.? 15. Behavioral Approaches to Job Design Job Enlargement: Giving a worker a larger portion of the total task by horizontal loading, Job Rotation: Workers periodically exchange jobs, Job Enrichment: Increasing responsibility for planning and coordination tasks, by vertical loading 16. Basis of Work Systems Specialization Behavioral Approaches to Job Design Teams Methods Analysis Motions Study Working conditions 17. 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 18. 7-7-2222 Working ConditionsWorking Conditions T e m p e r a tu r e & H u m id ity V e n tila tio n Illu m in a tio n C o lo r 19. 7-7-2323 Working Conditions (contd)Working Conditions (contd) Noise & Vibration Causes of AccidentsSafety Work Breaks 20. Method Study Definition: 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. It uses different sets of techniques to do so. 21. Objectives of Method Study Improvement in use of all the inputs i.e. men, machines, material, money and also, time and information. Economy in human effort and reduction of unnecessary fatigue. Layout improvements. Improvement in design of plant and equipment. Improvement in safety standards and procedures. Development of better working environment. 22. Process of Method Study Seven Steps of Carrying Out Method Study: The Process Define existing method. Record existing method. Examine existing method. Develop new method. Define new method. Install new method. Maintain new method. 23. Step 2: Different Recording Techniques Outline process charts Flow process chart: man type, material type, equipment type Two handed process chart Multiple activity chart: using time scale Simo chart: using time scale Flow diagrams String diagrams Cyclegraph Chronocyclegraph Travel Chart 24. Outline process charts 25. Flow process chart 26. Two handed process chart 27. Multiple activity chart 28. Simo chart: using time scale 29. Simo chart: using time scale 30. Flow diagrams 31. String diagrams A first order staring diagram 32. Cycle graph 33. Chronocycle graph A chart for examining fine details of movement over time, such as the hand movements of an assembly worker. It shows the movements of (such as) hands with notations to indicate how long each movement and pause takes. It can be used for such as optimal placement of components and tools to minimize arm movement and hence speed and ease manual work. The same approach can be used for any movements, which could be parts of a machine, movement of trucks, etc. It originated from Work Study, the old 'Time and Motion' approach to improving assembly-line efficiency. 34. ChronocyclegraphChronocyclegraph 35. Travel Chart 36. Step 3 : Examine Examine step uses questioning technique. Each activity of the method under examination subjected to systematic and progressive series of questions. There are two types of questions asked: Primary questions Secondary questions 37. Step 3 : Examine (ctd..) Primary questions: Questions are asked and answers found out on: Purpose: for which activity is being done. Place: at which activity is being carried out. Sequence: in which activity is being performed. Person: by whom activity is being rendered. Means: by which activity is being accomplished. 38. Step 3 : Examine (ctd..) This primary examination is carried out with a view to Eliminate, Combine, Rearrange and/or Simplify the activities 39. Step 3 : Examine (ctd..) Secondary Questions During the secondary questions, 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. 1. Purpose: What is done? Why is it done? What else might be done? What should be done? 40. Step 3 : Examine (ctd..) Secondary Questions 2. Place: Where is it done? Why is it done there? Where else might it is done? Where should it be done? 3. Sequence: When is it done? Why is it done? When might it be done? When should it be done? 41. Step 3 : Examine (ctd..) 4. Person: Who does it? Why does that person do it? Who else might do it? Who should do it? 5. Means: How is it done? Why is it done that way? How else might it be done? How should it be done? 42. Step 5: Define New (Improved) Method It should include: Description of the method. Relative costs in material, labor and overheads of the new method and the existing method and expected savings. Cost of installing the new method, including cost of new equipment etc. Diagram of the work place layout. Tools and equipment to be used and diagrams of jigs/fixtures etc. Executive actions required to implement the new method. 43. Step 6:Install New (Improved) Method Gaining acceptance of the change by the Management. Gaining acceptance of the change by the workers. Keeping a close eye on the progress of implementation of the new method till it starts running satisfactorily. 44. WORK MEASUREMENT 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 or at a defined level of performance. It measures the time taken in performance of an operation or a series of operations and in can separate out ineffective time from effective time. Thus ineffective time can be studied and by way of method study described in earlier paragraphs, the ineffective operations can be reduced or eliminated. 45. WORK MEASUREMENT (ctd) Fair Days Work: Amount of work that can be produced by a qualified worker/employee when working at normal pace and effectively utilizing his time and where work is not restricted by process limitations. 46. WORK MEASUREMENT (ctd) Objectives of Work Measurement: Finding ineffective time in an activity or a process (series of activities). Setting standard (norms) for output level. Evaluating workers performance. Assessing and planning manpower needs. Determining available capacity. Comparing various work methods. Facilitating operations scheduling. Establishing wage incentive schemes. 47. WORK MEASUREMENT (ctd) Some Techniques of Work Measurement Stop-watch time study. Work sampling. Predetermined time standards (PTS). Standard Data. 48. Techniques of WORK MEASUREMENT (ctd) Stop-watch time study. Work sampling. Predetermined time standards (PTS). Standard Data. 49. Process of Work Measurement (Determining the Standard Time) Obtain and record all available information about the job. Record the complete description of the method, Break it down into elements. Measure with a stopwatch and record the time taken by the worker to perform each element of the operation. Assess the rating of the worker. 50. Process of Work Measurement (Determining the Standard Time) Extend the observed time to basic time. Determine the allowances to be made over and above the basic time for the operation. Apply those allowances on the basic time. Thus, determine the standard time for the operation. 51. WORK SAMPLING Work sampling is the statistical technique for determining the proportion of time spent by workers in various defined categories of activity (e.g. setting up a machine, assembling two parts, idleetc.). Thus, the study of work sampling is generally related to the work condition. A work sampling normally needs a considerable period of time to total. Other names used for it are 'activity sampling', 'occurrence sampling', and 'ratio delay study'. 52. One important usage of the work sampling technique is the determination of the standard time for a manual manufacturing task. Similar techniques for calculating the standard time are time study, standard data, and predetermined motion time systems 53. Characteristics of work sampling sufficient time available to perform the study Multiple Workers, long cycle time. 54. Steps in conducting a work sampling study Define the manufacturing tasks for which the standard time is to be determined. Define the task elements. Such as "idle", "waiting for work", and "absent". Design the study. Identify the observers who will do the sampling. Start the study. Make random visits to the plant and collect the observations. Analyze and present the results. 55. Motion Economy Principles As an important part of method study, Frank Gilbreth and his wife Lillian Gilbreth, through their various experiments, institutionalized motion and time study through their famous motion economy principles. If one can study the motions and micro motions performed in carrying out an activity and economize on them- try to reduce them, the time taken for the activity can be significantly reduced. 56. Motion Economy Principles (ctd) For this, the movements are classified in 5 classes as given below: Class 1: Body members moved in this class are fingers and the pivot is knuckle. Class 2: Body members moved in this class are hands and fingers and the pivot is wrist. Class 3: Body members moved in this class are forearms, hands and fingers and the pivot 57. Motion Economy Principles (ctd) Class 4: Body members moved in this class are upper arms, forearms, hands and fingers and the pivot is shoulder. Class 5: Body members moved in this class are torso, upper arms, forearms, hands and fingers and the pivot is trunk. 58. Micro motion study Further, Gilbreth came out with the idea of conducting micro motion study. To facilitate it, a set of fundamental motions required for a worker to perform a manual operation was defined. The set consists of 18 elements, each describing a standardized activity. The set is called therblig (read Gilbreth in reverse order and you get this term therblig with th treated as one letter). These are listed below: 59. Micro motion study (ctd..) Search Find Select Grasp Hold Position Assemble Use Disassemble Inspect Transport loaded Transport unloaded Pre-position for next operation Release load Unavoidable delay Avoidable delay Plan Rest to overcome fatigue