Transcript No Slide Title

Knowledge dealing with the systematic
determination of a preferable work method with
the time required for the uses of human and
equipment to perform such work as well as a
development of material & tools to make the
established method and time practical
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Process Analysis
Operation Analysis
(Micro) Motion Study
Time Study
Work Instruction Establishing
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Procedure to determine a certain amount of
time required to perform a task involving either
human or machine under certain standard
conditions of measurement
Which consider
Linked from
Motion Study
Specified work method
Well trained worker
Normal pace
Allowance
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Concept: A Fair Day’s Work
Required Responsibilities
Operator
Supervisor
Union
Analyst
WIN - WIN
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• Direct time study
• Predetermined time systems
(PTS: Work factor, MTM)
• Standard time data
• Work Sampling
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General equipment
• Stopwatch 1/100 or 1/60
Options
Time study board
• Observation sheets
Electronic data collector
• Calculator
Electronic time recorder
• Computer
Micromotion picture or Video camera
Time study software
Tachometer
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Preparation
• Select an operator
• Make sure the operator will cooperate with the study
• Collect information about the operation and layout
• Divide the operation into elements
• Describe each element in detail
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Operator
• A well trained one
• Morale & Understanding
• Roles of Supervisor
The Operation
• Standardized method
• Proper working environment
• Smooth equipment operations
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Description
• Headlines of the observation sheet
• Sketch of the part and the workplace
Operation Breakdown -- Work Element
• Describe beginning and end points definitely
• Measurable by stopwatch (0.04 - 0.35 min)
• Apply rating factor and allowance separately
• Establish time standard for each element
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Types of Element
• Regular element VS Intermittent element
happens every cycle
• Inside work element VS Outside work element
happens during the machine operation
• Constant element VS Variable element
vary with load/ shape of work piece
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Time Recording
• Make a trial time recording for each elements
of the operation (5, 10 cycles)
• Calculate a sufficient number of cycles for the
study
• Record the time of each elements as per the
number of required cycles
• Ensure the accuracy and confidential level for
the representative time of each elements
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Stopwatch reading
Make sure that every parts
of the operation are included
• Continuous timing
• Repetitive timing
(snap back)
• Accumulating timing
For each element
• Trial reading
• Required number of cycles
Observation sheets
• Representative time
• plus/minus 5% Accuracy
• 95% Confidence level
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Time Study Observation Sheet 1: Continuous timing
No. of cycles
(Maytag)
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Time Study Observation Sheet 2 (Snap back method)
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Number of Time Study Readings:
Maytag
Trial Readings (5 or 10 cycles)
R
= Range = Max - Min
X bar = Mean = Average
or (Max + Min)/ 2
How many observations is enough?
Consider
R
X bar
Completed
Sheet
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+/- 5%
Precision &
95% Confidence Level of the readings
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Total No. of observation needed: The Final check
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Completed Time Study Observation Sheet
Maytag
Allowances
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Assure the total number of observations
according to the desired accuracy and
confidence level
Normal dist:
to estimate RT within 95% CI
and 5% accuracy
Representative Time, RT
(Selected Time or Basic Time)
RT = mean / mode of observed times
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Standard Time Calculation
• Calculate representative time
• Rate the operator’s performance and apply it to
representative time, getting a normal time
• Calculate allowances
• Obtain standard time by adding the allowances
to normal time
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To indicate the rating factor, an adjusting factor
Evaluate the operator’s speed for doing such element in
relation to the normal speed
Normal Speed, Normal Pace: ???
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• Normal Pace -- some standard activities
• Variety of natural speed among people
• Various available systems, performance rating 100
• Separately rate on different elements of operation
• Judgement of the analyst
• Tailor your own “normal”
Not only the analyst rates the operation,
but also the involved operators/mgrs.
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• Skill and Effort
• Westinghouse System
• Synthetic
• Physiological Evaluation of Performance Level
• Performance Rating
• Company Standard and etc.
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Scale A: Normal 100% (0-100-115:145-200)
Scale B: Normal 60 points (0-60-70:87-120)
Scale C: Incentive 125% (0-100-125-200)
Scale D: Incentive 100% (0-80-100-160)
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Performance Rating Scales: A-B-C-D
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Normal Operator:
A qualified and experienced operator working
under customary conditions at the workstation, at a
pace neither too fast nor too slow, but representative
of average.
Normal Time = Representative Time x RF (in %)
100
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Completed
Personal
: person
Fatigue
: working environment , length of period
Delay
: equipment, material flow, management
Personal allowances
• personal needs
• nature of work
• 2-5 % of 8 hours, or more?
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Fatigue allowances
• not necessary happen
• ILO standard
• refreshment breaks
Delay allowances
• avoidable
• unavoidable
• allocation techniques
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Allowances Table
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Standard Time:
The time that a qualified and well trained
operator working at a normal pace will need to
complete one cycle of the operation
Standard Time = Normal Time x (1+ AF,in %)
Standard Time = Normal Time x
100
(100 - AF,in %)
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Representative Time = mean / mode of observed times
Normal Time = Representative Time x RF (in %)
100
Standard Time = Normal Time x (1+ AF,in %)
Standard Time = Normal Time x
100
(100 - AF,in %)
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• Evaluation of alternative methods
• Labor cost control and manpower planning
• Overhead cost estimation and budgeting
• Production scheduling: CPM
• Production line balancing
• Plant layout and plant capacity
• Training and performance evaluation
• Output-based incentive scheme design
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Motion Study creates preferred method
for work so called Standard Method.
Based on standard method, Time Study
creates Standard Time.
Work
Instruction
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•
Reduce
Planning & Control
Variation
manpower, line balancing, scheduling,
budgeting, plant layout, plant capacity
• Operating Knowledge
• Training & Learning
• Performance Standard & Evaluation
• Incentive Scheme
Allowances
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MA
Ind.
Firm
MF
MF
MF
Plant
MF
MF
MF
Dept
MC
MC
MC
MC
Group
MC
MC
MC
MC
Indv’l
WM WM
Min
Hrs Days
Wk
Mth
Qtr Year
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