UNIT 16 WORK MEASUREMENT

Structure
16.0 Learning Outcome

16.1 Introduction

16.2 Work Measurement: Concept and Objectives

16.3 Essentials of Work Measurement

16.4 Work Measurement: Basic Steps

16.5 Work Measurement Techniques

16.6 Conclusion

16.7 Key Concepts

16.8 References and Further Reading

16.9 Activities

16.0 LEARNING OUTCOME

After going through this Unit, you should be able to:
• Discuss the concept and objectives of work measurement
• Bring out the essentials of work measurement
• Highlight the basic steps of work measurement; and
• Analyse important work measurement techniques

16.1 INTRODUCTION
There is a widespread concern amongst the public about inefficiency in public systems
management. As organisations grow in size and complexity, they become difficult to
manage. In most of the organisations, tasks are performed by hit and trial methods, i.e.,
without any yardstick to measure the individual and collective performance. The
measurement of human work has always been a problem for management since the days
of Taylor’s ‘scientific management’. The plans for the provision of goods or services at a
predetermined cost are often dependent on the accuracy with which the amount and type
of human work involved can be forecast and organised. While, it has been a common
practice to make estimates and set targets based on past experience, these too frequently
prove a rough and unsatisfactory guide. Without measurement, the organisation operates
in vacuum with hardly any basis for comparison or control. Hence work measurement is
an effective tool to facilitate these activities. In this Unit, the basics of work measurement
techniques,and its significance for management and organisational productivity will be
discussed.

16.2 WORK MEASUREMENT: CONCEPT AND OBJECTIVES

Work measurement is concerned with the determination of the amount of time required to
perform a unit of work. The time required for this task is commonly referred to as the
‘standard’ or ‘allowed time’. Thus, work measurement provides a yardstick for human
effort, which can help in efficient staffing, improved planning and control and sound
incentive schemes.

The International Labour Organisation (1974), defines work measurement as “the

application of techniques designed to establish the time for a qualified worker to carry out
a specified job at a defined level of performance.”

The Work Study Report of the Secretariat Training School, Ministry of Home Affairs,
Government of India (1966) defines it as “the application of techniques designed to
establish the work content of a specified task by determining the time required for
carrying it out at a defined standard of performance by qualified worker”.

Work measurement is thus a device for estimating more precisely the amount of time it
should take or will take to perform the assigned work. Work measurement has negative
and positive roles. Negatively, it locates the existence of ineffective time; positively it
sets standard time for the performance of work. Since method study is a technique for
reducing work content, therefore, it is necessary that method study should precede work
measurement. In short, work measurement aims at investigating, reducing and
subsequently eliminating ineffective time.

It is very easy to apply this technique to highly repetitive operations. It is considered

difficult, to apply this technique to work pertaining to key administrative posts, work
with unpredictable results and those which need special requirements. However, we
must try to use this technique even under such situations through establishing norms or
standards of performance which may be less precise but rational.

Work measurement is concerned with investigating, reducing and eliminating ineffective

time in work performance. Besides, it also helps in setting performance standards which
connote, the optimum rate of output that can be achieved by a qualified worker on an
average in a working day with due allowance being made for the necessary time required
for rest. The following objectives are fulfilled through the application of work
measurement in an organisation:

1. Comparing Alternative Methods

There are generally many methods to perform a given job. Where two alternative
methods seem equally good and suitable, the one, which consumes less time for
completion, is considered better. The techniques of work measurement offer the best
means of making this choice.

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2. Determine the Staffing Pattern

Staffing is an important area of management. Work measurement can help in making the
public organisations staffed by persons in right quantity and quality. Most of the
committees and commissions have reported that government offices are over-staffed to a
great extent but they have not offered any method by which to assess and curtail the staff.

3. Effective Planning and Scheduling of Operations

Effective planning and scheduling of operations require the exact estimation and
availability of resources – personnel, money and material. All these can be made possible
through the technique of work measurement as the information generated by this
technique forms a reliable basis for planning and forward loading the personnel and
material for the administrators to utilise them to their best advantage. The main cause of
the failure of the planning in India has been the lack of any accurate measurement of
work. Unless the work has been measured, it cannot be planned and scheduled with any
assurance that a promised operation can be executed.

4. Effective Means of Control

Once the operations have been planned, then they are to be implemented to ensure the
pre-designed output. Maintenance of proper records for all types of activities, and data
pertaining to performance, which is maintained while work is being done, form a reliable
basis for control.

5. Helpful in Cost Estimation

Standards are helpful in determining the cost of the work performed. This facilitates
management in preparing budgets and measuring the effectiveness of forecasts. By
knowing what the cost should be and comparing them with budget figures, it is possible
to ascertain the reasons for the difference. This may mean that there is a need for devising
more efficient procedures and setting new standards to conform to them. Thus, standards
help in reducing costs.

6. Better Staff Morale

It creates better morale among staff through their perception of what is expected of them
in terms of quantity and quality. The efficient staff can be separated from the inefficient
and thus the work of efficient workers can be recognised. This is also helpful in installing
incentive wage system.

7. Measures of Efficiency

Standards serve as a basis for measuring the effectiveness of any organisation by

indicating the achievements as compared with the standards.

8. Better Management

On the basis of certain set standards, managerial functions can be predicted and
discharged more effectively.

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9. Direction to Future Research

The standards, which are laid down give clue to the problem areas where research may be
carried out to solve the problem.

16.3 ESSENTIALS OF WORK MEASUREMENT

Besides the competence, the personnel doing work measurement must ensure the
congenial environment within the organisation where work improvement programmes are
being launched. The persons conducting work measurement must possess commonsense,
imagination, patience, enthusiasm, tact and above all a pleasing personality. Let us
discuss some of these factors, which may be kept in mind by the persons undertaking
work measurement and the top management to ensure the best results.

a. Cordial Relationship

Work study team must establish cordial and equitable relationship with the persons
working in the organisation being investigated. This would generate harmonious
relationships advantageous to both sides. The study team should constantly endeavour to
dispel the impression that they would devise anti-staff policies and measures. There
should be mutual trust, sincerity, devotion, loyalty and an open attitude.

b. In-built Reliability, Consistency and Uniformity

The work study team should not suggest superficial suggestions, but ensure that the
standards meet the criteria of reliability, consistency and uniformity. The organisation
must provide the coercive measures in case of deviation so that the system can operate
well.

c. Incentive Opportunity

The management must ensure provision of incentives to those who can ensure more
efficiency and productivity as compared to the standards framed. This would encourage
the keen workers to progress fast rather than allowing them to frustrate. .

d. Participative Management

Before enforcing the new standards, we must ensure their acceptance by all the
employees in the organisation through participative management or management by
objectives. There is a fear that the employees may resist and even resort to strikes, etc. if
not taken in confidence. Such standards would be accepted whole-heartedly and would
produce best results.

e. Cost Benefit Analysis

A huge cost is incurred in carrying out the work measurement programmes and
ultimately maintaining such programmes. As a result of such an investment there should
be certain benefits and saving over a period of time. The initial costs may tend to

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increase, but they should soon level off to a point where savings should inevitably crop
up.

f. Careful Selection of the Work Measurement Team

The success of the measures of work measurement programmes depends to a great extent
upon the right skills and attitudes of the personnel associated with the team. Only
properly trained and experienced personnel in the relevant field should be chosen.
Measurement is a practical job and it requires a competent and experienced person.

16.4 WORK MEASUREMENT: BASIC STEPS

There are certain important basic steps in performing a complete work study. Some of
them are relevant for method study, while these and some others are relevant for work
measurement. Isolating those steps, which are necessary for work measurement, the basic
procedure could easily be formulated. The essence of work measurement, would rely
upon selecting the requisite unit of measurement. A standard unit of measurement should
be comparable, exact and stable. The measurement of all work done in an organisation
could be carried out through by any of the three ways i.e. individual output, groups on
routine work and groups on special work. It includes certain basic steps as follows:

Select the work to be studied.

Record all the relevant data relating to the circumstances in which the work is
being done, the methods and the elements of activity in them.

Measure each element in terms of time over a sufficient number of cycles of

activity to ensure that a representative picture has been obtained.

Examine the recorded data and element times critically to ensure that unproductive
or random elements are separated from productive elements; the recorded
times of each element and determine a representative time for each.

Compile time for the operation, which will provide a realistic standard of
performance and will include time allowances to cover suitable rest,
personal needs, contingencies, etc.

Define precisely the series of activities and method of operation for which the
time has been allowed and issue the time as standard for the activities and
methods specified.

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 Figure 16.1 Work Measurement

WORK MEASUREMENT SELECT

to provide a yardstick for
human effort
Work to be measured

RECORD

All relevant data breaking the job down into elements

EXAMPLE

the method and breakdown critically

MEASURE

the quality of work involved by

Repetitive Work Non-Repetitive Work

by

P.M.T.S. Or Time Study Or Activity Or Synthesis Or Analytical

Sampling Estimating

Time & record of established apply established

each element element values element values
and estimate others

COMPILE COMPILE COMPILE COMPILE

Extend Total basic times

Summarise like elements
Select basic times for each element

Adding of all justifiable allowances

to give
STANDARD UNIT OF WORK
(viz., Standard hour or minute value)

DEFINE

precisely the activities covered

and issue the STANDARD/ALLOWED TIME

TO ACHIEVE

IMPROVED PLANNING & CONTROL MORE EFFICIENT MANNING OF

ORG. RELIABLE INDICES FOR WORKER PERFORMANCE, RELIABLE
BASIS FOR WORKER COST CONTROL

RELIABLE BASIS FOR DIRECT FINANCIAL INCENTIVES HIGHER PRODUCTIVITY

Source: ILO, Work Study (1974)

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16.5 WORK MEASUREMENT TECHNIQUES
We shall now discuss some important techniques of work measurement.

1. Subjective Judgment

Here work measurement involves the subjective judgment of the management, i.e.,
experience and guess work. This is generally known as rule of thumb standard. It is very
difficult to apply these standards universally and in large-scale organisations. Moreover,
these cannot be justified on scientific grounds.

2. Record of Past Performance

These represent what is rather than what should be. Standards thus arrived are indicators
of work and time requirement and can be used for controlling the operations. It may be
calculated as follows:
Staff members Total Number of staff Minutes in
Minutes per unit = members considered work week
Weighted number of units completed
This method is not suitable to improve the performance of organisation as standards are
measured on the basis of past performance and not what ought to be.

3. Scientific Methods

There are many scientific methods. These are:

I. Time Study

II. Pre-determined Motion Time Systems (PMTS)

III. Activity Sampling

IV. Analytical Estimating

V. Synthesis

I. Time Study

Time study is the most important technique of work measurement. It is concerned with
the direct observation of work while it is being performed. Let us define the concept of
time study as applicable to work measurement. According to I.L.O (1974), “Time Study
is a work measurement technique for recording the times and rates of working for the
elements of a specified job carried out under specified conditions, and for analysing the
data so as to obtain the time necessary for carrying out the job at a defined level of
performance”.

In a document issued by Secretariat Training School, Ministry of Home Affairs,

Government of India(1966), it is stated that “Time Study is a technique for determining

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as accurately as possible from a limited number of observations the time necessary to
carry out a given activity at a defined standard of performance.”

According to J.A. Larkin, (1969), time study is “a work measurement technique for
recording the times and rates of working for the elements of a specified job carried out
under specified conditions, and for analysing the data so as to obtain the time necessary
for carrying out the job at a defined level of performance.”

The basic steps in the time study procedure have been depicted as follows.

i) This is said to permit the rate of working to be assessed more accurately than
would be possible if the assessments were made over a complete cycle. The
operator may not work at the same pace throughout the cycle and may tend to
perform some elements faster than others.

ii) Enable the different types of elements to be identified and distinguished, so that
each may be accorded the treatment appropriate to its type.

iii) Enable elements involving high fatigue to be isolated and to make the allocation
of fatigue allowances more accurate.

iv) Facilitate checking the method so that the subsequent omission or insertion of
elements may be detected quickly. This may become necessary if at a future date
the time standard for the job is queried.

v) Enable a detailed work specification to be produced.

vi) Enable time values for frequently recurring elements, such as the operation of
machine controls or loading and unloading work pieces from fixtures, to be
extracted and used in the compilation of synthetic data.

When the above preliminaries are taken care of, the actual measurements can begin. The
basic time study equipments are:

(i) Stop-watch

(ii) A Study board

(iii) Pencils (jotting down equipment)

(iv) Time Study forms

(v) Slide rule (for speeding up calculations), and

(vi) Measuring instruments for distance and speed such as rulers, tapes
micrometer, technometer, (revolution counter) etc.

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2. Pre-Determined Motion Time Systems (PMTS)

It is a work measurement technique whereby time established for basic human motions
are compiled to build up the time for a job as a whole at the defined level of performance.

Basic human motions are tabulated with time standard for each basic human motion.
When using these systems to compute the standard time for a job, the operation is first
analysed into its component motions; going in much greater detail than is normally done
in method study. The time corresponding to each of the minutely analysed motions is
then read from tables, and the job time is obtained by adding all the individual times. To
apply one of the basic systems to manual task, taking only one minute to perform may
require as much as 100 minutes of analysis and computation.

Advantages

i) The tabulated values are ready for immediate use and do not have to be
built-up within the individual organisation.

ii) They are universal in character and not confined to a limited number of
elements. Time standards for most of the physical activities carried out in
the average factory can be built-up from the basic times.

iii) They are applicable anywhere, so that, in theory, identical jobs done in
different factories should have identical time standards if the work study
persons setting them have been properly trained.

iv) They focus attention on the method before the time can be set and offer a
more precise means of recording than any other existing system.

v) They are of value in training operators in new methods, since the paths of
movement are precisely described.

vi) Because of the detailed breakdown, changes in methods can immediately

be identified.

Uses of Motion – Time Measurement

This method has been applied for a number of years for:

1. Developing effective methods in advance of imitating production.

2. Improving existing methods.

3. Establishing standard data.

4. Estimating.

5. Guiding product design.

6. Developing Effective tool designs.

7. Establishing time standards.

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 8. Selecting effective equipment.

9. Training supervisors to become highly methods conscious.

10. Settling grievances.

11. Research, particularly in connection with methods, learning time and

performance rating.

Disadvantages

i) It is not scientifically possible to add times for individual small motions in the
way required by the systems, as a particular motion may be influenced by
preceding and succeeding motions.

ii) It is uneconomic for non-repetitive jobs.

iii) It requires highly trained staff.

3. Activity Sampling

Activity sampling is a technique in which a large number of instantaneous observations

are made over a period of time, of a group of facilities, machines, and processes of
workers. Each observation records what is happening at that instant and the percentages
of observations recorded for a particular activity or delay is a measure of the percentage
of time during which that activity or delay occurs.

Rhyne and. Freeman(1986), have stated that the power of the work sampling technique
lies in the theory of probability “that is a few observations taken at random from a large
group (population) tend to represent the characteristics of the group.”

Activity sampling is also known as ratio-delay study, observation ratio-study, snap

reading method, random observation method, machine utilisation studies and activity
ration studies. The technique essentially measures (i) activities and delay, (ii) certain
measures manual tasks to establish a time standard for an operation.

Objectives

The activity sampling attempts to:

i) Determine the various causes for the given degree of labour and equipment
utilisation and the effect of each cause.

ii) Determine the spheres in which management policies and their application needs
to be studied in detail for purpose of improvements. This may suggest either
necessity of method study or development of proper maintenance procedures or
production planning and control system or any other such aspect of management.

iii) Get a measured evaluation of a machine utilisation as a basis for decisions

regarding machinery replacement or purchase of additional machines.

iv) Determine operator, machine and departmental efficiency.

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v) Establish limits of variations for operator, machine and departmental efficiency
for purposes of maintaining day-to-day control over their working.

vi) Determine extent of seasonal or periodic variations, if any, of workload.

vii) Isolate men or machines responsible for maximum inefficiency for purposes of
taking technical or administrative steps to rectify the situation.

viii) Determine personal and daily allowances to be incorporated in time standards.

Activity Sampling Steps

i) State the objectives, purposes of the project or problem and describe in detail each
item to be measured.

ii) Design the study.

iii) Determine the number of observations to be made and issue instructions

accordingly to study team-members. This should not be made known to the object
being studied.

iv) Make the observations according to the plan.

v) Check the accuracy or precision of the data at the end of the study.

vi) Prepare report and state conclusions and recommendations.

Advantages

i) It can measure many of such activities as are impracticable or too costly to be

measured by time study or by other work measurement techniques.

ii) Unlike time study, one management analyst can collect information about
simultaneous activities of a group of men or machines or both.

iii) It can be learnt quickly.

iv) It can be interrupted at any time without affecting the results.

v) It can be used where the stopwatch is banned.

Disadvantages

i) It is difficult to apply this on jobs of short duration.

ii) It cannot provide elemental details that can be obtained from time study.

iii) It is sometimes difficult to convince the management and the workers about the
validity of the result of an activity sampling.

4. Analytical Estimating

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According to I.L.O (1974),“Analytical estimating is a work measurement technique
whereby the time required to carry out elements of a job at a defined level of performance
is estimated from knowledge and practical experience of the elements concerned”.

This technique serves all the basic purposes of other work measurement techniques.
However, it is slightly less precise owing to the greater reliance on judgment.

Essential Features

1. The employment of skilled persons with experience in the work concerned as

estimators.

2. Giving these persons a thorough training in work study, including both method
study and time study. It is important that they should be able to recognise standard
performance rates of working.

3. The making of an initial method study of the job in as much detail as it is

economical.

4. Breaking down the job into elements and determining time for each element
based on standard performance. Where possible, element times are derived from
time study data or synthetic times. Where no such data exist, time is estimated on
the basis of the estimator’s experience.

5. When all the element times at 100 rating have been determined they are added
together and the total basic time for the operation is worked out. Relaxation
allowances are added as a percentage of the total time. Any additional allowances
are then added.

The theory of analytical estimating appears simple but it is difficult to apply in practice. It
must be carried out under the guidance of an expert.

5. Synthesis

According to an I.L.O. Publication, (1974), “Synthesis is a work measurement technique

for building-up the time for a job at a defined level of performance by totaling element
time obtained previously from time studies on other jobs containing the elements
concerned, or from synthetic data”.

Government of India Secretariat Training School Manual (1966), states, “Synthetic times
(or synthesised time standards) are time standards built-up (synthesised) from element
times previously obtained from direct time studies.”

This is a work measurement technique for building-up the time for a job at a defined level
of performance by totaling element times obtained previously from time studies on other
jobs containing the elements concerned. The main purpose of the synthesis stage of the
work measurement is thus to take the measured constituent parts (elements) and build
them together again. The procedure of synthesis is commonly called setting-up and there
are varied ways of accomplishing it. For this technique, the normal/basic times of small
elements of work have to be available set out in properly indexed files. These cover
manual processing or and machine activities which have been measured by time studies.

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Provided valid data exist and the analyst identifies all the constituent elements of the job
and applies this data correctly, then the resulting time standards should be as accurate as
if measured by time study.

When compiling synthetic times it is not important that the operations providing the basic
data should have been timed under identical conditions; in particular, similar methods
and equipment must have been used and the operation must have been broken into
identical elements. The possibility of using data from any one study as a basis for
synthesis time is one of the reasons for making a precise and full job specification at the
time of issue of the time standards.

Three types of elements may be encountered when compiling synthetic times:

1. Elements, which are identical from job to job.

2. Elements which are similar in nature but vary in difficulty and in the length of
time necessary to perform them as the size, weight, pressure, etc., involved.

3. Elements, which are controlled by the physical or technical characteristics of the

material and the process, including automatic machine elements controlled by
speed, depth, etc.

Advantages

1. They are usually based on data derived from a large number of studies and are
thus more reliable than time derived from single study.

2. Where the elements for which synthetic times have been compiled recur
repeatedly in various jobs performed in the undertaking, so that the work involved
in compiling such times is justified, they often eliminate the need for prolonged
individual studies, although it is usual to make a short check study after the
synthetic time has been compiled in order to ensure that no activity has been
overlooked.

3. They are valuable in estimating time standards for production planning and
estimating for quotation purposes.

4. They are useful in planning teamwork activities such as in an assembly line or

group working, as in garment making, to reduce imbalance in the early stages.

Essential Steps to Establish Standard Data

1. The range of items to be covered is determined.

2. A trail breakdown of elements common to all items is established.

3. Time studies are made of the entire range of items to be covered.

4. A master list of elements is prepared and listed on a master summary sheet.

5. The individual element times for each time study are posted on the master
summary sheet.
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6. The constant elements are separated from the variable elements and the results are
shown in the form of curves, tables and formula.

16.6 CONCLUSION
The effectiveness of public systems management is dependent to a great extent on the
satisfactory performance of human resources. There is a need to develop yardsticks to
determine human effort, which facilitate the planning of operations, staffing, control and
suitable incentive mechanisms. This involves determining the time needed for carrying
out functions at a level of performance. This facilitates accountability for the
performance of assigned tasks..

16.7 KEY CONCEPTS

Element

An element is a distinct constituent part of a specified activity or task composed of one or

more fundamental motions and / or machine or process activities selected for
convenience of observation and timing.

Rating

It is the assessment of the worker’s rate of working relative to the observer’s concept of
the rate corresponding to standard pace.

Work Time Study

It is a work measurement technique for recording the times and rates of working for the
elements of a specified job carried out under specified conditions, and for analysing the
data so as to obtain the time necessary for carrying out the job at a defined level of
performance.

6.8 REFERENCES AND FURTHER READING

Chadha, Narender K, 2000, Human Resource Management Issues Case Studies and
Exercises, Shri Sai Printographers, Delhi.
Gary Desiber, Human Resource Management, Seventh Edition, Prentice Hall, New
Delhi.
Ghosh P, Personnel Administration in India, 1993, New Delhi, Sudha Publications, New
Delhi.
Goel S.L. and Shalini Rajneesh, 2002, Management Techniques Principles and
Practices, Deep & Deep, New Delhi.
Goel S.L. and Shalini Rajneesh, Public Personnel Administration, 2003, Deep and Deep,
New Delhi.
Government of India Secretariat Training School, 1966, Work Study (Part II) Method
Study, New Delhi.
International Labour Organisation,1974, Work Study (Revised Edition), Geneva

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Lead, Terry L, and Michael D. Crino, 1990, Personnel / Human Resource Management,
Macmillan, New York.
Rhyne,David M and Douglas K.Freeman,1986, “Sampling Study Provides Effective
Measurement Data”, Industrial Engineering, May.
Tripathi P.C, 2003, Human Resource Development, Sultan Chand and Sons, New
Delhi.
Tyagi A.R, 1969, Civil Services in a Developing Society, Sterling, Delhi.
Verma S.P. and S.K. Sharma,1980, Managing Personnel Systems A Comparative
Perspective, IIPA, New Delhi
Wendell French, 1997, Human Resource Management, Third Edition, Houghton Mifflin
Company, USA.

16.9 ACTIVITIES
1. Observe any activity being performed in your house or neighbourhood and
attempt to determine time required for its performance.
2. Enquire from any employee working in public or private enterprise about any
work measurement techniques developed in the organisation.

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