Systems module 4

• Work Measurement


  A set of four techniques concerned with the evaluation of a task in terms of the time that should be allowed for an average human worker to perform that task
• Work Measurement Techniques

  • Direct Time Study
  • Predetermined motion time study
  • Standard data systems
  • Work Sampling

  
• Time Standards


  The amount of time that should be allowed for an average worker to process one unit using the standard method and working at a normal pace
• Allowance Time


  Additional time provided to account for the worker's personal needs, fatigue, and unavoidable delays during the shift
• When Time Standards are Needed

  • Low productivity
  • Repeat Orders
  • Long production runs
  • Repetitive work cycles
  • Short cycle times
• Functions of Time Standards


  • Determine manpower requirements and capacity limitations
  • Compare alternative methods
  • Provide basis for wage incentives and worker performance evaluation
  • Provide time data for production planning, cost estimating, material requirements planning
• Methods to Determine Time Standards

  • Estimation
  • Historical records of previous production runs
  • Work measurement techniques

  
• Work Sampling


  Technique to determine proportions of time spent in various categories of work activity using randomized observations
• Engineered Standards


  Based on measured time values adjusted for worker performance, and determination of the best method to accomplish the task

  
• Direct Time Study (DTS)


  Direct observation of a task using a stopwatch or other chronometric device to record the time taken to accomplish the task, usually divided into work elements
• Normal Time


  The time required by a worker working at 100% pace for one cycle
• Predetermined Motion Time Systems (PMTS)


  Rely on a database of basic motion elements common to nearly all manual industrial tasks, do not require performance rating

  
• Standard Data Systems (SDS)


  Compilation of normal time values for work elements, can be applied to determine time standard before production

  
• Work Sampling


  Uses random sampling techniques to study work situations and estimate proportions of time spent in different activities
• The primary purpose of work sampling is to determine proportions of time spent in various categories of work activity using randomized observations
• Engineered standards are based on measured time values that have been adjusted for worker performance, and some effort has been made to determine the best method to accomplish the task

  
• Prerequisites for Valid Time Standards

  • Task performed by an average qualified worker
  • Worker's pace represents standard performance
  • Worker uses the standard method
  • Task performed on a standard work unit
• Average Qualified Worker


  One who has acquired the skill, knowledge and other attributes to carry out the work in hand to satisfactory standards of quantity, quality and safety, assumed to be practiced and proficient, capable of performing the task consistently throughout the shift
• Standard Performance


  A pace of working that can be maintained by the average worker throughout an entire work shift without harmful effects, also called normal performance
• Standard method


  The procedure that has been determined to be the optimum method for processing a unit. It satisfies the "one best method principle" - it is the safest, quickest, most productive, and least stressful to the worker.
• Details included in the standard method

  • Procedure (actions and motions) used by the worker
  • Tools
  • Equipment
  • Workplace Layout
  • Irregular work elements
  • Working Conditions
  • Setup
• Allowances


  Used to adjust the normal time to obtain the standard time, to compensate for lost time during the regular work shift when the worker is not working
• Reasons for lost time at work

  • Work-related interruptions (machine breakdowns, waiting for materials, receiving instructions, talking to co-workers)
  • Non-work-related interruptions (personal needs, talking to co-workers, breaks)
• How to allow for lost time

  1. Scheduled breaks during shifts

  2. PFD allowance added to normal time
• PFD allowance


  • Personal time (rest room breaks, phone calls, etc.)
  • Fatigue (rest allowance to overcome work-related stresses and conditions)
  • Delays (machine breakdowns, foreman instructions)
• Factors causing fatigue


  • Physical demands
  • Environmental conditions
  • Psychological demands
  • Organizational factors

  
• Other types of allowances

  • Contingency Allowance (due to a problem with the task)
  • Policy Allowance (special work situations associated with a wage incentive system)
  • Training Allowance (teaching other new workers)
  • Learning Allowance (learning a new task or for new employees)
• Standard time formula


  Tstd = Tn(1 + Apfd)
• Average qualified worker


  One who has acquired the skill, knowledge and other attributes to carry out the work in hand to satisfactory standards of quantity, quality and safety. Gender sensitive, assumed to have practiced and proficient, capable of performing the task consistently throughout the shift, including occasional rest breaks.
• Standard performance


  A pace of working that can be maintained by the average worker throughout an entire work shift without harmful effects on the worker's health or physical well-being. Normal performance is 100% pace while the worker is working, while standard performance is 100% performance but with the condition that periodic breaks are taken, and other delays are likely to occur during the shift.
• A typical policy is to define standard performance so that a qualified worker is able to work at a pace that is 130% more of standard performance. Thus, most qualified workers are able to easily achieve standard performance.
• If 100 pc is 130% of standard performance, then 100/1.3=76.9 pc is the standard performance or 76.9 x 1.3 = 100 that is average performance.
• Worker performance is expressed in terms of daily output.
• Factors affecting worker performance

  • Age
  • Sex
  • Size and Physical Strength
  • Physical conditioning
  • Skill and aptitude for the task
  • Experience and training
  • Motivation
• It is a common industrial practice to define standard performance as a pace that can be readily attained by the majority of workers, with a typical multiplier of 1.30.
• Day Work Pace means that an average worker should be able to work at a pace that is 130% of the defined standard pace.