work study presentation

INTRODUCTION TOINTRODUCTION TO

WORK STUDYWORK STUDY

Presented byPresented bySoutheast UniversitySoutheast University

Department of Textile Engineering.Department of Textile Engineering.

Name : MAZADUL HASAN SHESHIRID: 2010000400008Batch: 13th Batch (Session 2009-2013)Department: Wet Processing Technology Email: [email protected]: www. Textilelab.blogspot.com Southeast UniversityDepartment of Textile Engineering

PREPARED BY ©right

Presented by:Md.Dhaberul Islam Presented by:Md.Dhaberul Islam (Dabir)(Dabir)

Introduction to Textile pipelineIntroduction to Textile pipeline

END USERStart with textile fiber


From fiber to consumer……From fiber to consumer……

Fibers

Yarns

Textiles

Textile Finishing

Clothing Manufacture

Retailing

Consumer

The Textile pipe lineThe Textile pipe line


Fibers

Yarns

Fabrics

Accessories


Cutting

Sewing

Finishing

Embroidery

Printing

Washing


Merchandising

Planning

Accounting

Costing

Stores

Work Study

Maintenance

Human Resource

Sample Room

Quality


Buying houses

Customer Care

Services

Retailing

Buyers

Customers

Warehouse

Factory


Job Categories in the RMG sectorJob Categories in the RMG sector

General ManagerGeneral Manager Marketing ManagerMarketing Manager Marketing executive / OfficerMarketing executive / Officer Merchandising Manager (MM)Merchandising Manager (MM) Senior MerchandiserSenior Merchandiser MerchandiserMerchandiser Merchandising assistantsMerchandising assistants TraineesTrainees



Planning ManagersPlanning Managers Production plannersProduction planners Planning ExecutivesPlanning Executives Merchandising/Production CoordinatorMerchandising/Production Coordinator Data entry operatorData entry operator



Cutting Manager / In-chargeCutting Manager / In-charge Cutting supervisorsCutting supervisors CuttersCutters Band knife operatorsBand knife operators Bias cutting M/C operatorsBias cutting M/C operators Marker MakerMarker Maker CAD/CAM OperatorsCAD/CAM Operators



GM (Production) / Factory Manager /GM (Production) / Factory Manager /Plant Manager/Plant Manager/

Production Manager / Technical Production Manager / Technical ManagersManagers

Asst Production Manager / Floor In Asst Production Manager / Floor In chargecharge

Line ChiefLine Chief SupervisorsSupervisors Input ManInput Man …………………… ……………………



Finishing Manager / In-chargeFinishing Manager / In-charge Folding supervisor / SupervisorFolding supervisor / Supervisor Packing Manager / In-chargePacking Manager / In-charge Assortment settersAssortment setters IronersIroners FoldersFolders PackersPackers



IE Manager / In-chargeIE Manager / In-charge Senior IEs / Work Study OfficerSenior IEs / Work Study Officer Junior IEs / Time study officersJunior IEs / Time study officers Method EngineersMethod Engineers Data entry operatorData entry operator



Quality Assurance ManagerQuality Assurance Manager Asst ManagersAsst Managers Sectional in-chargesSectional in-charges Quality ControllerQuality Controller Quality inspectorsQuality inspectors Quality auditorsQuality auditors


Natural fibers Man-made fibers

Vegetable fibers

Animal fibers

Mineral fibers

•Cotton•Jute•Coconut•Flax•Hemp•Ramie

•Wool•Silk•Cashmere•Mohair•Camel•Alpaca

•Asbestos

Natural polymers

Synthetic polymers

Inorganic

•Viscose•Modal•Rubber•Alginate•Triacetate

•Polyester•Nylon•Acrylic•olyethylene

•Glass•Carbon•Metal

FibersFiber classification…


Yarn manufacturing….

Spun yarnSpun yarns are made by mechanical assembly and twisting together (spinning)of staple fibers.

Multi-filament yarnA multi-filament yarn is a filament yarn made from multiple filaments assembled with or without twist.

Monofilament yarnA monofilament yarn consists of only a single continuous filament


Yarn manufacturing….

Assembled yarnsTwo or more yarns which are wound side by side on to the same package, but without twisting around each other, are called assembled yarns.

Folded or plied yarnsFolded or plied yarns are yarns made by twisting together two or more single (and/or folded) yarns of the same or different types.


Yarn Twist….

“Z” Twist“S” Twist


Fabrics can be manufactured in three basic ways namely,

1. Woven

2. Knitted

3. Non-woven

Fabric Manufacturing


WovenWoven constructionconstruction…..…..


Knit construction…..Knit construction…..


Stitch typesStitch typesAs per the ISO classification there are 6 stitch types.

Class 100 - Chain Stitch

Each loop is interconnected with the following loop of the same thread. Opposite sides of the seam look different. This stitch type can be very easilyunpicked by running back from the last stitch to the first. The seam is generally quite extensible. It is often used for temporary stitching.


Single thread chain stitch using one needle thread and one blind Single thread chain stitch using one needle thread and one blind lopperlopper

Typical uses; Basting, Bag closing, Hat construction, and Buttonsew

101 class


103 class

Single Thread Chainstitches Using One Needle Thread and One Blind Single Thread Chainstitches Using One Needle Thread and One Blind LooperLooper

Typical uses; Blindstitch Hem on Cuffs, Bottoms, etcTypical uses; Blindstitch Hem on Cuffs, Bottoms, etc..


104 class

Single Thread Chainstitches Using One Needle Thread and One Blind Single Thread Chainstitches Using One Needle Thread and One Blind LooperLooper

Typical uses; Embroidery, Blindstitch Hem on Cuffs, Bottoms, etcTypical uses; Embroidery, Blindstitch Hem on Cuffs, Bottoms, etc


Class 200 - Hand Stitch

Formed by single threads being passed completely from one side of the material to the other. The thread is held by the material. Originally made by hand, some of them can now also be formed by machine.

Single ThreadThread Hand Stitch Using One Needle Thread

202 class

Typical uses; Basting, Tacking and Repairs


205 class

Single Thread Stitch Using One Needle ThreadSingle Thread Stitch Using One Needle Thread

Typical uses; "Pick Stitch" TopstitchTypical uses; "Pick Stitch" Topstitch


Class 300 - Lock Stitch

Formed by two different thread systems. A needle thread introduced from one side of the material is interlaced with an under thread supplied from a spool from the other side. The stitch is difficult to unpick and both sides have the same appearance. Generally, lock stitches are less extensible than chain stitch seams. This type finds the widest application.

Two or more thread lock stitch using needle threads and one bobbing thread


301 class

Two Thread Lockstitch Using One Needle Thread and One Hook (bobbin) Two Thread Lockstitch Using One Needle Thread and One Hook (bobbin) ThreadThread

Typical uses; General Seaming, Topstitching, etc.Typical uses; General Seaming, Topstitching, etc.


304 Class

Two Thread Zig Zag Lockstitch Using One Needle Thread and One Hook Two Thread Zig Zag Lockstitch Using One Needle Thread and One Hook (bobbin) Thread(bobbin) Thread

Typical uses; General Seaming, Topstitching, Coverstitching, Knits or Typical uses; General Seaming, Topstitching, Coverstitching, Knits or Wovens where moderate stretch or greater coverage is requiredWovens where moderate stretch or greater coverage is required


306 ClassTwo thread – Blind stitch Two Thread Lockstitch Blindstitch Using One Needle Thread and Two Thread Lockstitch Blindstitch Using One Needle Thread and One Hook (bobbin) ThreadOne Hook (bobbin) Thread

Typical uses; Hemming or Seaming Lining to Shell FabricTypical uses; Hemming or Seaming Lining to Shell Fabric


Class 400 - Multi thread chain stitch

This also formed from two thread systems. The loops of the needle thread are drawn all the way through the material and they are interconnected on the under side by thread supplied from a looper. Top and bottom sides have a different appearance. The stitch can easily be unpicked and is quite extensible.Special applications are elastic cross-over seams, seams in knitted fabrics and seams which have to be flat.

Multi thread chain stitch using one or more needles thread and Multi thread chain stitch using one or more needles thread and one or more loppers threadone or more loppers thread


401 classTwo thread – seaming multiple plies with moderate stretchTwo thread – seaming multiple plies with moderate stretchTwo thread chain stitch using one needle thread and one lopper thread Two thread chain stitch using one needle thread and one lopper thread

Typical uses; Knit Seaming, Woven Lap-seams, etcTypical uses; Knit Seaming, Woven Lap-seams, etc


406 class

Three Thread Chainstitch Using Two Needle Threads and One Looper ThreadTypical uses; Knit Seaming, Woven Lap-seams, Coverstitching where Typical uses; Knit Seaming, Woven Lap-seams, Coverstitching where greater stretch is required.greater stretch is required.


Class 500 - Overage chain stitch

Overage chain stitches are formed from one or more needle and/or looper threads. Needle thread loops are taken all the way through the material and are interconnected with themselves or with another thread. At least one thread system passes around the edge of the material. Overage stitches of various types are used to neaten and to bund the cut edges of woven and knitted materials.

Multi-Thread OverEdge Chainstitches Using Needle Multi-Thread OverEdge Chainstitches Using Needle Thread(s) and Looper Thread(s)Thread(s) and Looper Thread(s)


502 classTwo Thread Overedge Chainstitch Using One Needle and One Looper Two Thread Overedge Chainstitch Using One Needle and One Looper ThreadThread

Typical uses; One Needle, Two Looper Overedge Stitch for Serging (Covering) Raw Typical uses; One Needle, Two Looper Overedge Stitch for Serging (Covering) Raw EdgesEdges


503 class

Two Thread Overedge Chainstitch Using One Needle and One Looper Two Thread Overedge Chainstitch Using One Needle and One Looper ThreadThread

Typical uses; One Needle, Two Looper Overedge Stitch for Serging (Covering) Raw EdgesTypical uses; One Needle, Two Looper Overedge Stitch for Serging (Covering) Raw EdgesThread Cross-over is on the Edge of the FabricThread Cross-over is on the Edge of the Fabric


504 class

Three Thread Overedge Chainstitch Using One Needle and Two Looper Three Thread Overedge Chainstitch Using One Needle and Two Looper ThreadsThreadsTypical uses; Overedge stitch for Serging (Covering) Raw Edges and Light Typical uses; Overedge stitch for Serging (Covering) Raw Edges and Light Seaming.Seaming.Stitch has high elongation along the edge of the fabricStitch has high elongation along the edge of the fabric


512 classFour Thread (Overedge) Mock Safety Stitch Using Two Needle and Four Thread (Overedge) Mock Safety Stitch Using Two Needle and Two Looper ThreadsTwo Looper Threads

Typical uses; Mock Safety Stitch for Seaming Knits and Woven Fabric.Typical uses; Mock Safety Stitch for Seaming Knits and Woven Fabric.Stitch has a wide bite and Greater Stretch for bulky KnitsStitch has a wide bite and Greater Stretch for bulky KnitsStitch has high elongation along edge of fabricStitch has high elongation along edge of fabric


514class

Four Thread Overedge Stitch Using Two Needle and Two Looper Four Thread Overedge Stitch Using Two Needle and Two Looper ThreadsThreads

Typical uses; Overedge Stitch for Seaming Bulky Knits Stitch has a wide bite and Greater Typical uses; Overedge Stitch for Seaming Bulky Knits Stitch has a wide bite and Greater Stretch for bulky Knits or Loosely Woven Fabrics. Stitch has high elongation along the edge of Stretch for bulky Knits or Loosely Woven Fabrics. Stitch has high elongation along the edge of fabricfabric


515class

Four Thread True Safety Stitch Using Two Needle and Two Looper Four Thread True Safety Stitch Using Two Needle and Two Looper ThreadsThreadsStitch combines Fed. Class 401 stitch with Fed. Class 503 stitchStitch combines Fed. Class 401 stitch with Fed. Class 503 stitchTypical uses; Overedge Stitch for Seaming Knits or Wovens Stitch has a medium bite and Typical uses; Overedge Stitch for Seaming Knits or Wovens Stitch has a medium bite and Moderate Stretch for Seaming on Knits or Woven Fabrics. Stitch has medium elongation Moderate Stretch for Seaming on Knits or Woven Fabrics. Stitch has medium elongation along the edge of fabricalong the edge of fabric


516class

Five Thread True Safety Stitch Using Two Needle and Three Looper ThreadsFive Thread True Safety Stitch Using Two Needle and Three Looper ThreadsStitch combines Fed. Class 401 stitch with Fed. Class 504 stitchStitch combines Fed. Class 401 stitch with Fed. Class 504 stitch

Typical uses; Overedge Stitch for Seaming Knits or WovensTypical uses; Overedge Stitch for Seaming Knits or WovensStitch has a medium bite and Moderate Stretch for Seaming on Knits or Stitch has a medium bite and Moderate Stretch for Seaming on Knits or Woven Fabrics. Stitch has medium elongation along the edge of fabric Woven Fabrics. Stitch has medium elongation along the edge of fabric with better coverage on the fabric edgewith better coverage on the fabric edge


Class 600 - Covering chain stitch

This stitch type is generally formed from three thread systems. The cover threads lie on the top surface and are held in place by the needle threads which in turn are interlaced on the back of the seam by the looper threads. They are used specially for making flat extensible seams in knitted fabrics.

Multi-Thread CoverstitchesMulti-Thread Coverstitches


602 class

Four Thread Cover Stitch Using Two Needle and Two Looper ThreadsFour Thread Cover Stitch Using Two Needle and Two Looper Threads

Typical uses; Cover Stitch for Over-stitching Seams, Seaming Stitch Typical uses; Cover Stitch for Over-stitching Seams, Seaming Stitch for Hemming on Knits, Decorative Stitch for Knits and Wovensfor Hemming on Knits, Decorative Stitch for Knits and Wovens


605 class

Five Thread Cover Stitch Using Three Needle and Two Looper ThreadsFive Thread Cover Stitch Using Three Needle and Two Looper Threads

Typical uses; Cover Stitch for Over-stitching Seams, Seaming Stitch for Hemming on Knits, Typical uses; Cover Stitch for Over-stitching Seams, Seaming Stitch for Hemming on Knits, High Elongation for Foundation Garments Stitch is used for "Butt-Seams" (Joining Raw High Elongation for Foundation Garments Stitch is used for "Butt-Seams" (Joining Raw Edges TogetherEdges Together))


607 class

Six Thread Cover Stitch Using Four Needle and Two Looper ThreadsSix Thread Cover Stitch Using Four Needle and Two Looper Threads

Typical uses; Cover Stitch for Over-stitching Seams, High Elongation for Foundation Typical uses; Cover Stitch for Over-stitching Seams, High Elongation for Foundation Garments Garments Stitch is used for "Butt-Seams" (Joining Raw Edges Together)Stitch is used for "Butt-Seams" (Joining Raw Edges Together)


Parts of a Needle Needle points


Machine typesMachine typesFlat bed machine

Raised bed machine

Post bed machine

Cylinder bed machine

Side bed machine


Main Parts of a machineMain Parts of a machine


Parts of a machineParts of a machine


Production & Production & ProductivityProductivity

Production = Output (Products or Services)Production = Output (Products or Services)

Productivity = OutputProductivity = Output

InputInput


Example –Example –

A potter working 8 hours a day produces A potter working 8 hours a day produces 400 pots a month using a wood-fired kiln. 400 pots a month using a wood-fired kiln. He sells one pot for $ 2.00.He sells one pot for $ 2.00.

Let’s assume that as a result of a change Let’s assume that as a result of a change in the method of work he was able to in the method of work he was able to produce 500 pots a month instead of 400 produce 500 pots a month instead of 400 with the same equipment and hours of with the same equipment and hours of work. His productivity calculated in terms work. His productivity calculated in terms of number of pots produced will then have of number of pots produced will then have increased by 25%.increased by 25%.


Let us now assume that as a result he was Let us now assume that as a result he was unable to sell all 500 pots and had to unable to sell all 500 pots and had to lower his price from $ 2.00 a pot to $ 1.80 lower his price from $ 2.00 a pot to $ 1.80 a pot. If he wants to asses his productivity a pot. If he wants to asses his productivity gain, the potter may be more interested in gain, the potter may be more interested in using monetary terms rather than simply using monetary terms rather than simply the number of pots produced. He could the number of pots produced. He could then argue that the value of his output then argue that the value of his output used to be 400 X $ 2 = $ 800 a month and used to be 400 X $ 2 = $ 800 a month and is now 500 X $ 1.80 = $ 900 a month.is now 500 X $ 1.80 = $ 900 a month.

His input has not changed. Hence his His input has not changed. Hence his productivity gain is $(900 – 800) = productivity gain is $(900 – 800) = 12.50%12.50%

$ 800$ 800


What are the What are the InputsInputs?? Land & buildingsLand & buildings

MaterialsMaterialsthat can be converted in to products.that can be converted in to products.

Energy (Power)Energy (Power)electricity, gas, oil, solar power etc.electricity, gas, oil, solar power etc.

Machines & equipmentMachines & equipmentfor operational activities, transport, heating, air conditioning, office for operational activities, transport, heating, air conditioning, office equipment etc.equipment etc.

Human resources (Manpower)Human resources (Manpower)people who are trained to perform operational activitiespeople who are trained to perform operational activities


The task of ManagementThe task of Management

The Management of an enterprise is responsible for seeing The Management of an enterprise is responsible for seeing that all the INPUTS mentioned above are combined in the that all the INPUTS mentioned above are combined in the best possible way to achieve the maximum productivity.best possible way to achieve the maximum productivity.

Land & buildingLand & building

MaterialsMaterials

Machine &Machine &equipmentequipment

Human resourcesHuman resources(manpower)(manpower)

Energy (Power)Energy (Power)

Management

obtains the facts, plans,directs, coordinates.controls, motivates

Products&

Services


Process of added valueProcess of added value

Input

Land & buildingMaterialsEnergyMachine & equipmentManpower

Method

Technical skillsTechnologyWillpowerSystemPerformance

Output

Quality

Cost

Delivery

Money Money + Profit


What is “Management” ?What is “Management” ? Plan

1. Target setting.

2. Preparation of themethod of reachingthe target.

Do

1. Instruction,communication,education.

2. Work implementation.

Action

1. Emergency measure.

2. Permanent measure.

Check

1. Checking the targetresult.

2. Evaluation.


55SS (Seiri, Seiton, Seiso, Seiketsu, (Seiri, Seiton, Seiso, Seiketsu, Shitsuke)Shitsuke)

Sort & remove unnecessarymaterials from the work place.

Organize & store materials in anorderly fashion to allow any workerto take out a material in need quickly.

Keep tools or equipment in aconstantly clean condition to createa neatly arranged work place.

Maintain the environment in whicheverything is clearly observed byretaining seiri, seiton & seiso.

Train workers so they controlthemselves to carry out predeterminedactivities in a predetermined manner.


The “Johari Window”The “Johari Window”

Personal awareness divided into four different types -Personal awareness divided into four different types -

Me (controller)

known unknown

Oth

ers

un

kn

ow

nkn

ow

n

Open Blind

Hidden Unknown


Ineffective time as a result of Ineffective time as a result of shortcomings of management…..shortcomings of management…..

Excess product variety.Excess product variety. Lack of standardization.Lack of standardization. Design changes.Design changes. Bad planning.Bad planning. Lack of fabric & accessories.Lack of fabric & accessories. Badly maintained machines.Badly maintained machines. Accidents.Accidents. Poor service.Poor service. Lack of motivation.Lack of motivation.


Ineffective time within the control of Ineffective time within the control of the operator….the operator….

Absence, lateness, laziness.Absence, lateness, laziness. Talking.Talking. Carelessness.Carelessness. Accidents due to carelessness.Accidents due to carelessness.


Cost & Price of a garmentCost & Price of a garment

Price

Total cost

Profit

Totaloperational

cost

Generaloverheads

andadministration

cost

Prime cost

Operationaloverheads

Directlabor

Directmaterials


Productivity & Productivity & Work StudyWork Study

Definition of Work Study – Definition of Work Study –

Work Study is the systematic Work Study is the systematic examination of the methods of examination of the methods of carrying on activities so as to carrying on activities so as to improve the effective use of improve the effective use of resources and to set up standards of resources and to set up standards of performance for the activities being performance for the activities being carried out.carried out.


Objectives of Work Study -Objectives of Work Study - Simplify or modify the operation to reduce unnecessary Simplify or modify the operation to reduce unnecessary

work.work.

Increase production and productivity.Increase production and productivity.

Setting time standards.Setting time standards.

Reduce cost by most effective usage of inputs.Reduce cost by most effective usage of inputs.

Improvement of conditions, which involve an element of Improvement of conditions, which involve an element of excessive fatigue or danger.excessive fatigue or danger.

Improve quality. Improve quality.

Evaluation of human work.Evaluation of human work.


How the total time of a job is made upHow the total time of a job is made up

Basic work content of productand operation.

Ineffective timeresulting from

human resourcescontribution. (C)

Work content added by inefficientmethods of manufacture or

Operation (B)

Work content addedby poor product

design or materialutilization. (A)

Basic work contentBasic work content Total ineffective timeTotal ineffective time

Total time of operation under existing conditionsTotal time of operation under existing conditions

Basic work content – is the irreducible minimum time theoretically required to produceBasic work content – is the irreducible minimum time theoretically required to produce one unit of out put. one unit of out put.

A – Poor design and frequent design changes / Waste of materials / Incorrect quality A – Poor design and frequent design changes / Waste of materials / Incorrect quality standards.standards.

B - Poor layout & utilization of space / Inadequate materials handling / Frequent B - Poor layout & utilization of space / Inadequate materials handling / Frequent stoppages as production changes from one product to another / Ineffective method stoppages as production changes from one product to another / Ineffective method of work / Poor planning of inventory / Frequent breakdown of machines & of work / Poor planning of inventory / Frequent breakdown of machines & equipments.equipments.

C – Absenteeism & lateness / Poor workmanship / Accidents & occupational hazards.C – Absenteeism & lateness / Poor workmanship / Accidents & occupational hazards.

Waste of materials

Poor planning of inventory

Basic work content

Poor layout & utilizationof space

Poor design & frequentdesign changes

Incorrect qualitystandards

Inadequate materialshandling

Frequent breakdownsof machines & equipment

Frequent stoppages asproduction changes

Ineffective methods ofwork

Absenteeism & lateness

Accidents & occupationalhazards

Poor workmanship

Proper materials utilization – reduces & utilizes waste

Inventory control – defines appropriate & most economical inventory levels

Better layout & process planning – reduces unnecessary movements

Product development – reduces work content due to poor design

Quality control – ensures proper standards and inspection methods

Materials handling – adapted to activity, reduces time & effort

Preventive maintenance – ensures long life & continuous run of machines & equipments

Production planning & control – reduces ineffective time

Method study of an activity – reduces work content due to Poor methods of work

Proper management & personnel policy – can create a satisfying working environment

Better working conditions – improves morale & reduces absenteeism

Training – can develop appropriate skills

Total time ifTotal time ifall techniquesall techniques

perfectly appliedperfectly applied

Ineffective timetotally eliminatedif all techniquesperfectly applied

How Management techniques can reduce ineffective time


Why Why Work StudyWork Study is valuable? is valuable?

1.1. It is a means of raising the productivity of a plant or It is a means of raising the productivity of a plant or operating unit by the re organization of work, a method operating unit by the re organization of work, a method which normally involves little or no capital expenditure on which normally involves little or no capital expenditure on facilities & equipment.facilities & equipment.

2.2. It is systematic. This ensures that no factor effecting the It is systematic. This ensures that no factor effecting the efficiency of an operation is overlooked, whether in efficiency of an operation is overlooked, whether in analyzing the original practices or in developing the new, analyzing the original practices or in developing the new, and that all the facts about the operation are available.and that all the facts about the operation are available.

3.3. It is the most accurate means yet evolved of setting It is the most accurate means yet evolved of setting standards of performance, on which the effective standards of performance, on which the effective planning & control of production depends.planning & control of production depends.

4.4. It can contribute to the improvement of safety & working It can contribute to the improvement of safety & working conditions at work by exposing hazardous operations & conditions at work by exposing hazardous operations & developing safer methods of performing operations.developing safer methods of performing operations.


Why Why Work StudyWork Study is valuable? is valuable?

5.5. The savings resulting from properly applied work study The savings resulting from properly applied work study start at once and continue as long as the operation start at once and continue as long as the operation continues in the improved form.continues in the improved form.

6.6. It is a “tool” which can be applied everywhere. It can be It is a “tool” which can be applied everywhere. It can be used with success wherever work is done or plant is used with success wherever work is done or plant is operated, not only in manufacturing shops but also in operated, not only in manufacturing shops but also in offices, stores, laboratories and service industries such as offices, stores, laboratories and service industries such as wholesale & retail distribution & restaurants, and on wholesale & retail distribution & restaurants, and on farms.farms.

7.7. It is relatively cheap & easy to apply.It is relatively cheap & easy to apply.

8.8. It is one of the most penetrating tools of investigation It is one of the most penetrating tools of investigation available to management. This makes it available to management. This makes it an excellent an excellent weapon for starting an attack on inefficiency in any weapon for starting an attack on inefficiency in any organizationorganization since, in investigating one set of problems, since, in investigating one set of problems, the weaknesses of all the other functions affecting them the weaknesses of all the other functions affecting them will gradually be laid bare.will gradually be laid bare.


History of Work StudyHistory of Work Study Walter of HenleyWalter of Henley (13 (13thth century) century)

Henley was the first practitioner of Work Study. He was an Henley was the first practitioner of Work Study. He was an English farmer. He studied about farming methods & how to English farmer. He studied about farming methods & how to improve them. He wrote a letter to his son describing how improve them. He wrote a letter to his son describing how to improve farming methods.to improve farming methods.

Frederick Winslow TaylorFrederick Winslow Taylor (1856 – 1915) (1856 – 1915)Taylor, was an American mechanical engineer who sought Taylor, was an American mechanical engineer who sought to improve industrial efficiency. He is regarded as the to improve industrial efficiency. He is regarded as the “Father of scientific management”, and was one of the first “Father of scientific management”, and was one of the first management consultants. He broke the job into elements management consultants. He broke the job into elements and timed these with stopwatch. Based on these times he and timed these with stopwatch. Based on these times he worked out a bonus system. His major principle was worked out a bonus system. His major principle was “a fair “a fair days work for a fair days pay”.days work for a fair days pay”.


History of Work StudyHistory of Work Study

In between the eras of Henley & In between the eras of Henley & Taylor, several others also discussed Taylor, several others also discussed about work study practices. They are,about work study practices. They are,

Leonardo Da Vinci (1452 – 1519)Leonardo Da Vinci (1452 – 1519) Perronnet & Pins (1760)Perronnet & Pins (1760) Charles Babbage (1791 – 1832)Charles Babbage (1791 – 1832) Boulton & Sons (1800)Boulton & Sons (1800)


Qualities of Work Study practitionerQualities of Work Study practitioner

Education – with matriculation, better still Education – with matriculation, better still a university education, preferably in the a university education, preferably in the engineering or business fields.engineering or business fields.

Personal qualities – Personal qualities – Sincerity & honestySincerity & honesty EnthusiasmEnthusiasm Interest in & sympathy with peopleInterest in & sympathy with people TactTact Good appearanceGood appearance Self confidenceSelf confidence


Techniques of Work StudyTechniques of Work Study

Work StudyWork Study

Method StudyMethod Study(better way to do(better way to do

the job)the job)

Work MeasurementWork Measurement(time it takes to(time it takes to

do the job)do the job)

Higher productivityHigher productivity


METHOD STUDYMETHOD STUDY

Work Work SMARTSMART before working before working hard!hard!


Definition of Method Study –Definition of Method Study –

Method Study is the systematic Method Study is the systematic recording and critical examination of recording and critical examination of ways of doing things in order to ways of doing things in order to make improvements.make improvements.


Objectives of Method Study -Objectives of Method Study -

Simplify the task (or eliminate it )Simplify the task (or eliminate it )

Eliminate unnecessary motionsEliminate unnecessary motions

Reduce inherent work content Reduce inherent work content

Engineer the operationEngineer the operation


Procedure of Method StudyProcedure of Method Study

1.1. SelectSelect - the job to be studied- the job to be studied

2.2. RecordRecord - by collecting data or direct observation- by collecting data or direct observation

3.3. ExamineExamine - by challenging purpose, place, sequence & method of work- by challenging purpose, place, sequence & method of work

4.4. DevelopDevelop - new method, drawing on contributions of those concerned- new method, drawing on contributions of those concerned

5.5. EvaluateEvaluate - results of different alternative solutions- results of different alternative solutions

6.6. DefineDefine - new method & present it- new method & present it

7.7. InstallInstall - new method & train persons in applying it- new method & train persons in applying it

8.8. MaintainMaintain - and establish control procedures- and establish control procedures


Step 1 -Step 1 - SelectSelect

In general, one can select all the operations for method study. But in actual practice, we should understand the priorities. There should be a good reason to select a job for further study.

We should consider three factors when selecting a job for studies.

Economical or cost effective consideration Technical considerations Human considerations


Step 1 -Step 1 - SelectSelectCost is the usual basis for selectionCost is the usual basis for selection

Poor use of material, labor or machine capacity, resulting in high scrap and re-processing cost.

Bad layout or operation planning, resulting unnecessary movement of material.

Existence of bottle necks.

Inconsistencies in quality.

High fatiguing work.

Excessive overtime.

Safety issues.

Employees complaints about their work without logical reason.


Step 2 -Step 2 - RecordRecordProcess chart symbols –

Two handed process chart….Two handed process chart….

Eg. –Move materials bytruck, hoist/elevator, by carrying.

Eg. –Material in benchwaiting to be processed,employee waiting for Elevator.

Eg. –Bulk storage of rawmaterial, finished goods inwarehouse, documents in vault etc.

Eg. –Examine material forquality or quantity, readsteam gauge on boiler etc.

Eg. –Drive nail, Drill hole,type letter etc.


Step 3 -Step 3 - ExamineExamine

Critical Examination –Critical Examination –

Examine the facts as they are, not as they appear to be.Examine the facts as they are, not as they appear to be.

Do not be influenced by preconceived ideas.Do not be influenced by preconceived ideas.

Challenge all aspects of the problem.Challenge all aspects of the problem.

Avoid hasty judgments.Avoid hasty judgments.

Do not ignore small details.Do not ignore small details.

Put aside “hunches” or “bright ideas”.Put aside “hunches” or “bright ideas”.

Do not consider new methods until the existing method has been Do not consider new methods until the existing method has been examined.examined.


Step 3 -Step 3 - ExamineExamine

Examination procedure –Examination procedure –

PURPOSEPURPOSE – of the operation– of the operation PLACEPLACE – where it is carried out– where it is carried out SEQUENCESEQUENCE – in which it is – in which it is

performedperformed PERSONPERSON – who is doing it– who is doing it MEANSMEANS – by which it is carried out– by which it is carried out


Step 3 -Step 3 - ExamineExamineQuestioning technique –Questioning technique –

PurposePurpose - What is done?- What is done? What else might be done?What else might be done? Why is it done?Why is it done? What should be done?What should be done?

PlacePlace - Where is it done?- Where is it done? Where else might it be done?Where else might it be done? Why is it done there?Why is it done there? Where should it be done?Where should it be done?

SequenceSequence - When is it done?- When is it done? When might it be done?When might it be done? Why is it done then?Why is it done then? When should it be done?When should it be done?

PersonPerson - Who does it?- Who does it? Who else might do it?Who else might do it? Why does that Why does that Who should do it?Who should do it? person do it?person do it?

MeansMeans - How is it done?- How is it done? How else might it be done?How else might it be done? Why is it done thatWhy is it done that How should it be done?How should it be done? way?way?

Primary questionsPrimary questions Secondary questionsSecondary questions


Step 3 -Step 3 - ExamineExaminePrimary questionsPrimary questions Secondary questionsSecondary questions

PurposePurpose

PlacePlace

SequenceSequence

MeansMeans

PersonPerson

What is done?What is done?Why is it done?Why is it done?

Where is it done?Where is it done?Why is it done there?Why is it done there?

When is it done?When is it done?Why is it done then?Why is it done then?

Who does it?Who does it?Why does that personWhy does that person do it?do it?

How is it done?How is it done?Why is it done that way?Why is it done that way?

What else might be done?What else might be done?What should be done?What should be done?

Where else might it be done?Where else might it be done?Where should it be done?Where should it be done?

When might it be done?When might it be done?When should it be done?When should it be done?

Who else might do it?Who else might do it?Who should do it?Who should do it?

How else might it be done?How else might it be done?How should it be done?How should it be done?


Motion economy…..Motion economy…..

• Reduce the number of motionsReduce the number of motions• Reduce the distances movedReduce the distances moved• Reduce precisionReduce precision• Reduce eye shiftReduce eye shift• Simplify graspsSimplify grasps• Toss dispose rather than place disposeToss dispose rather than place dispose• Best use of both handsBest use of both hands• Encourage rhythmEncourage rhythm• Promote natural posture & movementPromote natural posture & movement


Principles of Motion Principles of Motion economyeconomy

Use of human bodyUse of human body

Arrangement of work placeArrangement of work place

Design of tools & equipmentDesign of tools & equipment


Use of human bodyUse of human body Both hands same time.Both hands same time.

Both hands not be idle.Both hands not be idle.

Motions of arms - symmetrical & simultaneous.Motions of arms - symmetrical & simultaneous.

Continuous curved movements are preferred.Continuous curved movements are preferred.

Eye movements are confined to a comfortable area, without Eye movements are confined to a comfortable area, without the need for frequent changes of focus.the need for frequent changes of focus.

Eye - hand co-ordination.Eye - hand co-ordination.

Order of movement – natural & rhythmic.Order of movement – natural & rhythmic.

Hand & body motions - lowestHand & body motions - lowest classification classification..


Classification of Movements

ClassClass PivotPivot Body member(s) movedBody member(s) moved

1.1. KnuckleKnuckle FingersFingers

2.2. WristWrist Hand, FingersHand, Fingers

3.3. ElbowElbow Forearm, Hand, FingersForearm, Hand, Fingers

4.4. ShoulderShoulder Upper arm, Forearm, Hand, FingersUpper arm, Forearm, Hand, Fingers

5.5. TrunkTrunk Torso, Upper arm, Forearm, Hand, Torso, Upper arm, Forearm, Hand, FingersFingers


Arrangement of work place Arrangement of work place Definite & fixed locationsDefinite & fixed locations

Pre-position - reduce searchPre-position - reduce search

Gravity feedGravity feed

Tools & material - close to the worker as possibleTools & material - close to the worker as possible

Tools & material - best sequence of motionTools & material - best sequence of motion

Drop deliveries - wherever possibleDrop deliveries - wherever possible

Chair - height of the work place & comfortChair - height of the work place & comfort

Color - contrast with that of the work & reduce eye fatigue.Color - contrast with that of the work & reduce eye fatigue.


Design of tools & equipmentDesign of tools & equipment

Relieved holding by hand - jig, fixture, Relieved holding by hand - jig, fixture, devicedevice

Combined toolsCombined tools

Inherent capabilities of the fingerInherent capabilities of the finger

Placement of levers, crossbars, hand wheels Placement of levers, crossbars, hand wheels - least change in the body position- least change in the body position


Normal working areaNormal working area


Maximum working areaMaximum working area

Left hand maximum working

area

Right hand maximum working

area

Normal working

area

Normal working

area


Essential steps in teaching a new methodEssential steps in teaching a new method

1.1. The operator must be focused upon what is to The operator must be focused upon what is to be learnedbe learned

2.2. The method must be demonstrated and The method must be demonstrated and explained.explained.

3.3. The operator must be allowed to practice.The operator must be allowed to practice.

4.4. Constant correction of faultsConstant correction of faults

5.5. Operator must persevereOperator must persevere


WORK MEASUREMENTWORK MEASUREMENT


Definition of Work Measurement –Definition of Work Measurement –

Work Measurement is the application Work Measurement is the application of techniques designed to establish of techniques designed to establish the time for a qualified worker to the time for a qualified worker to carry out a task at a defined rate of carry out a task at a defined rate of working.working.


Objectives of Work Measurement -Objectives of Work Measurement -

Measure work contentMeasure work content

Determine the timeDetermine the time

Key to Scientific ManagementKey to Scientific Management


Advantages of Work Measurement Advantages of Work Measurement --

Set TargetsSet Targets

Calculate EfficiencyCalculate Efficiency

Determine CostDetermine Cost

Manpower AllocationManpower Allocation

Production Planning & ControlProduction Planning & Control

Incentive SchemesIncentive Schemes


Work Measurement TechniquesWork Measurement Techniques

Time StudyTime Study - Directly observing an Operator- Directly observing an Operator

Pre-determined Motion Time Systems Pre-determined Motion Time Systems (PMTS)(PMTS)- Analyzing the Motions used to carryout the - Analyzing the Motions used to carryout the activity activity

Analysis of Past RecordsAnalysis of Past Records- Using Previous records/ studies available in - Using Previous records/ studies available in the factorythe factory


Time StudyTime Study

Definition of Time Study –Definition of Time Study –

Time study is a work measurement Time study is a work measurement technique for recording the times of technique for recording the times of performing a certain specific job or it’s performing a certain specific job or it’s elements carried out under specified elements carried out under specified conditions, and for analyzing the data so conditions, and for analyzing the data so as to obtain the time necessary for an as to obtain the time necessary for an operator to carry it out at a defined rate of operator to carry it out at a defined rate of performance.performance.


Steps in Time StudySteps in Time Study1.1. Obtaining & recording all the information available about the job, the Obtaining & recording all the information available about the job, the

operative & surrounding conditions which is likely to affect the carrying out operative & surrounding conditions which is likely to affect the carrying out of the work.of the work.

2.2. Recording a complete description of the method, breaking down the Recording a complete description of the method, breaking down the operation into elements.operation into elements.

3.3. Examining the detailed breakdown to ensure that the most effective Examining the detailed breakdown to ensure that the most effective method & motions are being used, and determining the sample size.method & motions are being used, and determining the sample size.

4.4. Measuring with a timing device (stop watch) and recording the time taken Measuring with a timing device (stop watch) and recording the time taken by the operator to perform each element of the operation.by the operator to perform each element of the operation.

5.5. At the same time assessing the effective speed of working of the operator At the same time assessing the effective speed of working of the operator relative to the observer’s concept of the rate corresponding to standard relative to the observer’s concept of the rate corresponding to standard rating.rating.

6.6. Convert the observed times to basic times.Convert the observed times to basic times.

7.7. Adding necessary allowances to the basic time.Adding necessary allowances to the basic time.

8.8. Determining the standard time for the operation.Determining the standard time for the operation.


What is “Element”?What is “Element”?

An element is a distinct part of a An element is a distinct part of a specified job selected for specified job selected for convenience of observation, convenience of observation, measurement and analysis.measurement and analysis.


Why break the operation into Why break the operation into elements?elements?

To give a systematic, detailed specification of work.To give a systematic, detailed specification of work.

To identify subsequent omissions or insertions of elements.To identify subsequent omissions or insertions of elements.

Operator may not work at the same pace throughout the Operator may not work at the same pace throughout the

operation.operation.

To extract the time for certain parts.To extract the time for certain parts.

To keep the concentration of the time study officer.To keep the concentration of the time study officer.


How elements are selected?How elements are selected? Easily identifiable beginnings and endings. Easily identifiable beginnings and endings.

(break points)(break points)

As short as can be conveniently timed.As short as can be conveniently timed.(between 6-30 sec.)(between 6-30 sec.)

Represent naturally unified distinct segment of Represent naturally unified distinct segment of operation.operation.

Separate machine and manual elements if possible.Separate machine and manual elements if possible.

Elements which do not occur every cycle should be Elements which do not occur every cycle should be timed separately.timed separately.


Types of ElementsTypes of Elements Repetitive element is an element which occurs in every work cycle of

an operation.

Occasional element is an element which does not occur in every work cycle of an operation but which may occur at regular or irregular intervals.

Constant element is an element for which the basic time remains constant whenever it is performed.

Variable element is an element for which the basic time varies in relation to some characteristics of the product, equipment or process.

Manual element is an element performed by a worker.

Machine element is an element performed automatically by any process, physical, chemical or otherwise, that once started can not be influenced by a worker except to terminate it prematurely.

Governing element is an element occupying a longer time within a work cycle than that of any other element which is being performed concurrently.

Foreign element is an element observed which does not form a part of the operations being studied.


Equipments needed for Time StudyEquipments needed for Time Study

Stop watch.Stop watch. Study board.Study board. Time study forms.Time study forms. Pen.Pen. Calculator.Calculator.


Approach to the worker…..Approach to the worker…..

First approach the Supervisor before the First approach the Supervisor before the Operator.Operator.

Always be polite.Always be polite.

Ask permission to do the study.Ask permission to do the study.

Stand in full view of the operator.Stand in full view of the operator.

Thank the operator once the test is completed.Thank the operator once the test is completed.

Make the operator feel relaxed.Make the operator feel relaxed.


Before starting a time Before starting a time study……study……

Method study should be done.Method study should be done. Method should produce the required quality.Method should produce the required quality. For new methods plenty of time should give to settle down.For new methods plenty of time should give to settle down. Operator should be rate between 70%-110%.Operator should be rate between 70%-110%. Inform the supervisor before start.Inform the supervisor before start. Operator should not be disturbed during the study.Operator should not be disturbed during the study. Ensure operator gets enough supply.Ensure operator gets enough supply.

When doing a time study……When doing a time study……

Stand diagonally behind the operator about 1.5-2.0 meters Stand diagonally behind the operator about 1.5-2.0 meters Take more than 20 observationsTake more than 20 observations Record relevant details about the method and the machineRecord relevant details about the method and the machine


RatingRating

Rating Rating = = Observed RatingObserved Rating x 100% x 100% Standard RatingStandard Rating

Standard Rating –Standard Rating –

The pace at which a Qualified worker perform a The pace at which a Qualified worker perform a

task.task.

(Standard Rating = 100)(Standard Rating = 100)


Why need Rating?Why need Rating?

- Standard Worker is not available all the time.- Standard Worker is not available all the time.

- Different people take different times.- Different people take different times.

- To compare the observed worker with a Qualified - To compare the observed worker with a Qualified

worker.worker.

- To convert the observed time to a time a Qualified - To convert the observed time to a time a Qualified

worker would likely to take.worker would likely to take.

Disadvantages of RatingDisadvantages of Rating

- It is an assessment, not a measurement.- It is an assessment, not a measurement.

- It is subjective.- It is subjective.

- Needs experience to do rating. - Needs experience to do rating.


How Rating can be How Rating can be done….done….

1.1. Establish in mind how Establish in mind how Standard workerStandard worker should work.should work.

2.2. Compare the effectiveness of the Compare the effectiveness of the observed worker with observed worker with standard workerstandard worker in in terms of,terms of,

SkillSkill - The techniques apply to perform the - The techniques apply to perform the job.job.

EffortEffort - Expression of the will to work - Expression of the will to work efficiently.efficiently.


How to assess Skill….How to assess Skill….Symptoms of skilled work Symptoms of skilled work Avoidance of all unnecessary motions.Avoidance of all unnecessary motions. Shortest path of movements.Shortest path of movements. Sureness of touch and methods.Sureness of touch and methods. Smooth rather than jerky movements.Smooth rather than jerky movements. Consistently stick to the best method.Consistently stick to the best method. Consistent cycle times.Consistent cycle times. Intelligent anticipation of the next move. Intelligent anticipation of the next move.

Symptoms of poor skillSymptoms of poor skill Lack of rhythm.Lack of rhythm. Inconsistency.Inconsistency. Jerky Movements.Jerky Movements.


How to assess Effort….How to assess Effort….

Symptoms of Good effortSymptoms of Good effort Steadiness.Steadiness. Continuity.Continuity.

Symptoms of poor effortSymptoms of poor effort Low Speed of movement.Low Speed of movement. Frequent small pauses.Frequent small pauses. Effort to make the work harder than what it is.Effort to make the work harder than what it is. Laziness. Laziness.


Standard worker (Qualified Standard worker (Qualified worker)worker)

A qualified worker is one who has acquired the A qualified worker is one who has acquired the skill, knowledge and other attributes to carryout skill, knowledge and other attributes to carryout the work in hand to satisfactory standards of the work in hand to satisfactory standards of quantity, quality and safety.quantity, quality and safety.

Qualities of a Qualified worker –Qualities of a Qualified worker – Achieves smooth & consistent movements.Achieves smooth & consistent movements.

Acquires rhythm.Acquires rhythm.

Responds more rapidly to signals.Responds more rapidly to signals.

Anticipates difficulties and is more ready to overcome themAnticipates difficulties and is more ready to overcome them

Carries out the task without giving the appearance of Carries out the task without giving the appearance of conscious attention, and is therefore more relaxed.conscious attention, and is therefore more relaxed.


Ratings….Ratings….

Observed ratingObserved rating SpeedSpeed

5050 Very slow – no interest.Very slow – no interest.

7575 Steady – unhurried.Steady – unhurried.

100100 Brisk – business like.Brisk – business like.

125125 Very fast – above average.Very fast – above average.

150150 Outstanding – unusual.Outstanding – unusual.


Standard Minute ValueStandard Minute Value (SMV) (SMV)

Definition –Definition –

SMV is the time taken by a qualified SMV is the time taken by a qualified worker to perform a specified task in worker to perform a specified task in a defined level of performance.a defined level of performance.


SMV = Basic time + SMV = Basic time + AllowancesAllowances

Basic time = Observed time X RatingBasic time = Observed time X Rating


Allowances….Allowances….

Personalneeds

Basicfatigue

Fixedallowances

Variableallowances

Stress & strain

Environmental

Relaxationallowances

Contingencyallowances

Policyallowances

Specialallowances

Totalallowances


Relaxation allowancesRelaxation allowancesRelaxation allowance is an addition to the basic time Relaxation allowance is an addition to the basic time intended to provide the worker with the opportunity to intended to provide the worker with the opportunity to recover from the physiological and psychological effects recover from the physiological and psychological effects of carrying out specified work under special conditions of carrying out specified work under special conditions and to allow attention to personal needs. The amount of and to allow attention to personal needs. The amount of allowance will depend on the nature of the job.allowance will depend on the nature of the job.

Relaxation allowances are divided in to two categories,Relaxation allowances are divided in to two categories,

1.1. Fixed allowancesFixed allowances Personal needs (drinking, going to toilet, washing etc.)Personal needs (drinking, going to toilet, washing etc.) Basic fatigue (always a constant, given to relieve Basic fatigue (always a constant, given to relieve

fatigue)fatigue)

2.2. Variable allowances (due to poor environmental Variable allowances (due to poor environmental conditions, added stress & strain etc.)conditions, added stress & strain etc.)


Contingency allowancesContingency allowances

A contingency allowance is a small allowance of A contingency allowance is a small allowance of time which may be included in a standard time time which may be included in a standard time to meet legitimate and expected items of work to meet legitimate and expected items of work or delays, the precise measurement of which is or delays, the precise measurement of which is uneconomical because of their infrequent or uneconomical because of their infrequent or irregular occurrence.irregular occurrence.

This allowance is for small unavoidable delays occur This allowance is for small unavoidable delays occur during work.during work.


Policy allowancesPolicy allowances

A policy allowance is an increment, other than A policy allowance is an increment, other than bonus increment, applied to standard time (or to bonus increment, applied to standard time (or to some constituent part of it) to provide a some constituent part of it) to provide a satisfactory level of earnings for a specified level satisfactory level of earnings for a specified level of performance under exceptional of performance under exceptional circumstances. circumstances.

Special AllowancesSpecial Allowances

Special allowances maybe given for any Special allowances maybe given for any activities which are not normally part of the activities which are not normally part of the operation cycle but which are essential to the operation cycle but which are essential to the satisfactory performance of the work.satisfactory performance of the work.


A Typical Machinist’s DayA Typical Machinist’s Day

Total attending time (540 min)

Total working time (480 min)

Total on standard time (450 min)

Total basic time (383 min)

Total sewingtime (96 min)

Lunch break

Non productive time

Allowances

Handling time


Uses of SMVUses of SMV To calculate the individual operator targets.

To calculate the section targets.

For manning power allocation.

For product costing.

For production Planning.

Evaluate the performances.

For set the Incentive levels.


SMV related calculationsSMV related calculations

Target calculationTarget calculation

100% Individual target per hour =100% Individual target per hour = 60 min 60 min

Operation SMVOperation SMV

70% Individual target per hour =70% Individual target per hour = 60 min 60 min X 70% X 70%

Operation SMVOperation SMV

100% Individual target per day = Working hrs X 60 min100% Individual target per day = Working hrs X 60 min Operation SMV Operation SMV

70% Individual target per day = Working hrs X 60 min X 70% 70% Individual target per day = Working hrs X 60 min X 70% Operation SMV Operation SMV



Efficiency calculationEfficiency calculation

Overall EfficiencyOverall Efficiency = = Produced minutes X 100Produced minutes X 100

Used minutesUsed minutes

On standard EfficiencyOn standard Efficiency = Produced minutes= Produced minutesX100X100

(Used minutes – Non productive time)(Used minutes – Non productive time)

Produced minutesProduced minutes = Produced quantity X SMV= Produced quantity X SMV

Used minutesUsed minutes = Manpower X Working hrs. X 60 min.= Manpower X Working hrs. X 60 min.

Non productive time ???Non productive time ???


What is “Non productive What is “Non productive time” ?time” ?

The time a machinist loses which is outside The time a machinist loses which is outside of her control.of her control.

Non productive time (Loss time) categories –Non productive time (Loss time) categories – No style allocationNo style allocation Pilot delay / approval delayPilot delay / approval delay Non availability of cut panels & accessoriesNon availability of cut panels & accessories Machine breakdown / non availability of machinesMachine breakdown / non availability of machines Power /Electricity failurePower /Electricity failure Embroidery / printing delayEmbroidery / printing delay Cutting mistakes / Quality issuesCutting mistakes / Quality issues MeetingsMeetings



LoadLoad = Amount of work to be done. = Amount of work to be done.

LoadLoad = SMV X Number of Garments = SMV X Number of Garments

Capacity = Amount of work that can be done.Capacity = Amount of work that can be done.

Capacity = Number of X Working X RunningCapacity = Number of X Working X Running

workersworkers minutes minutes efficiencyefficiency

Normal situation,Normal situation,

LoadLoad = or < Capacity= or < Capacity


ACTIVITY SAMPLINGACTIVITY SAMPLING


Definition of Activity sampling -Definition of Activity sampling -

Activity Sampling is a method of Activity Sampling is a method of finding the percentage occurrence of finding the percentage occurrence of a certain activity by statistical a certain activity by statistical sampling and random observations.sampling and random observations.


What are the What are the “Productive”“Productive” and and “Non productive”“Non productive” activities in activities in Sewing section?Sewing section?


Objectives of Activity sampling -Objectives of Activity sampling -

To asses the proportion of time spent on To asses the proportion of time spent on particular activity.particular activity.

To asses the idle time of machine or To asses the idle time of machine or operation.operation.

To find out where to improve.To find out where to improve.

For the time standards.For the time standards.


Calculations of Activity SamplingCalculations of Activity Sampling

Calculating the number of observations Calculating the number of observations required for the final study –required for the final study –

N = 4P (100 – P)N = 4P (100 – P) LL

NN - Minimum Number of observations - Minimum Number of observations required required

PP - Maximum percentage occurrence - Maximum percentage occurrence calculated from the pilot study calculated from the pilot study

LL - Error limit- Error limit

22


Calculations of Activity SamplingCalculations of Activity Sampling

Calculating the likely ranges of each Calculating the likely ranges of each activity percentage –activity percentage –

L = P (100 – P)L = P (100 – P)

NN

LL - Likely range- Likely range

PP - Percentage occurrence of the activity- Percentage occurrence of the activity

NN - Total number of observations of final - Total number of observations of final study study


Advantages of Activity sampling -Advantages of Activity sampling -

It requires fewer man hours and costs less than Time Study.It requires fewer man hours and costs less than Time Study.

Observations may take place over days or weeks, thus Observations may take place over days or weeks, thus decreasing the effects of day to day or week to week decreasing the effects of day to day or week to week variations.variations.

It provides management with an accurate reflection of It provides management with an accurate reflection of factors that affect production.factors that affect production.

The observer does not need to be a specially trained Work The observer does not need to be a specially trained Work Study Officer.Study Officer.

Activity Sampling can be interrupted at any time, without Activity Sampling can be interrupted at any time, without affecting the results.affecting the results.

It usually requires less time to calculate the results.It usually requires less time to calculate the results.


Disadvantages of Activity sampling -Disadvantages of Activity sampling -

• It is not economical to study a single It is not economical to study a single worker or machine.worker or machine.

• Due to its nature it does not require very Due to its nature it does not require very fine breakdown of the operations as in fine breakdown of the operations as in time study.time study.

• Because it does not record the details, if Because it does not record the details, if the operator changes the method the the operator changes the method the study becomes uselessstudy becomes useless


Line BalancingLine Balancing


Operation BreakdownOperation Breakdown

OperationOperation MachineMachine SMVSMVAA s/ns/n 0.440.44BB s/ns/n 0.250.25CC HelperHelper 0.360.36DD s/ns/n 0.750.75EE o/lo/l 0.660.66FF s/ns/n 0.280.28GG f/lf/l 0.880.88HH b/tb/t 0.420.42

Total smvTotal smv 4.044.04


Basic pitch time (BPT)Basic pitch time (BPT) = = Total SMVTotal SMV Allocated manpowerAllocated manpower

Basic pitch time (BPT)Basic pitch time (BPT) = = 60 min60 min 100% line target per hour100% line target per hour

OR,OR,


Upper control limit (UCL) = Upper control limit (UCL) = Basic pitch timeBasic pitch time Planned organization efficiencyPlanned organization efficiency

Lower control limit (LCL) = Lower control limit (LCL) = (2 X Basic pitch time) (2 X Basic pitch time) –– Upper control limit Upper control limit

Standard formulas to calculate UCL & LCL - Standard formulas to calculate UCL & LCL -

Basic way to calculate UCL & LCL - Basic way to calculate UCL & LCL -

Upper control limit (UCL) = Upper control limit (UCL) = Basic pitch time + 5% of Basic pitch time Basic pitch time + 5% of Basic pitch time

Lower control limit (LCL) = Lower control limit (LCL) = Basic pitch time Basic pitch time –– 5% of Basic pitch time 5% of Basic pitch time


0.42

0.44

0.46

0.48

0.50

0.52

0.54

0.56

A B C D E F G H I J K L M N O P Q R S T U V W X Y Z

Operation (in the order of process)

Allo

cate

d w

ork

(tim

e)

LCLLCL

BPTBPT

UCLUCL

Bottle neck processBottle neck process

Typical pitch diagram -Typical pitch diagram -


Process analysis tableProcess analysis table

(Garment tree)(Garment tree)


Symbols used for process analysis table Symbols used for process analysis table --

Single needle lock stitchmachine work.

Work of special purposesewing machines.

Iron & hand work.

Press work.

Quantity inspection.

Quality inspection.

Quantity & quality inspection.(mainly quantity inspection)

Quality & quantity inspection.(mainly quality inspection)

Storage of product parts.

Storage of finished products.


How to make process analysis table How to make process analysis table --

Name of the material part

Process nameNet processing time / SMV

(Machine type, Attachment & work aid names)

1

Process number

Process symbol


Example -Example -

Coin pocket

Sew hem0.20 min

(SNLS, 1/4 CR gage foot)1


Incentive schemesIncentive schemes


Principles of an Incentive schemePrinciples of an Incentive scheme

1.1. Scheme should be easily understood.Scheme should be easily understood.

2.2. The reward must be related to effort.The reward must be related to effort.

3.3. Must be just to the employer and employee.Must be just to the employer and employee.

4.4. Must be a mutual agreement.Must be a mutual agreement.

5.5. No limits on earnings.No limits on earnings.

6.6. The standard times must remain fixed (if the methods are The standard times must remain fixed (if the methods are same)same)

7.7. All standards and targets should be attainable.All standards and targets should be attainable.

8.8. Incentive should not be affected by matters outside the Incentive should not be affected by matters outside the employee’s controlemployee’s control


Principles of an Incentive schemePrinciples of an Incentive scheme

9.9. Workers must understand the scheme.Workers must understand the scheme.

10.10. Scheme should provide penalties for sub standard or Scheme should provide penalties for sub standard or spoiled work.spoiled work.

11.11. Scheme should assist supervision.Scheme should assist supervision.

12.12. Scheme should conform to any national, local, or trade Scheme should conform to any national, local, or trade agreements.agreements.

13.13. Should include indirect workers and supervisors.Should include indirect workers and supervisors.

14.14. Should motivate the operators to work at incentive pace.Should motivate the operators to work at incentive pace.

15.15. A guaranteed minimum wage.A guaranteed minimum wage.


Conditions for installing an Incentive Conditions for installing an Incentive schemescheme

Standard Times must be accurate and consistent.Standard Times must be accurate and consistent.

Sufficient Work in Progress.Sufficient Work in Progress.

Incentive schemes do not solve production problems.Incentive schemes do not solve production problems.

All other systems should be running smoothly.All other systems should be running smoothly.

Bonus payments should be made over as short period as possible.Bonus payments should be made over as short period as possible.

Bonus should not be paid unless earned.Bonus should not be paid unless earned.

If basic wage increases so must the bonus earnings.If basic wage increases so must the bonus earnings.

Continue with your practical Continue with your practical exercises….exercises….

Thank you!Thank you!

work study presentation

Engineering

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dhaberul islamdabiryarn

dhaberul islamdabir101

job categories

rmg sector finishing

classsingle thread hand

single thread chain

stitch typesas