Methods Study
Methods Study
• Labor has always been a major factor in the cost of the product.
As labor productivity improves, costs go down, wages go up, and
profits go up.
• Motion and time study techniques give management the tools to
measure and improve productivity.
• Key Contributors:
• 1. Frederick W. Taylor (1856-1915) – he is known as the father
of scientific management and industrial engineering. He is the
first person to use stopwatch to study work content and, as
such, is called the father of time study.
• He accomplished 4 Principles of Scientific Management:
1. Develop a science for each element of a person’s work,
thereby replacing the old rule-of-thumb methods.
2. Select the best worker for each task and train that
worker in a prescribed method developed in 1st principle.
3. Develop a spirit of cooperation between management and
labor in carrying out the prescribed methods.
4. Divide the work into almost equal shares between
management and labor, each doing what they do best.
HISTORY & KEY CONTRIBUTORS OF MOTION & TIME STUDY:
• Key Contributors:
• 2. Frank (1868-1924) and Lilian (1878-1972) Gilbreth – they are
known as the parents of motion study. They have developed
many new techniques for studying work.
Take note that time standard is only good for one set of specific
conditions. If anything changes, the time standard must change.
THE IMPORTANCE & USES OF TIME STUDY:
Example:
1. The marketing department wants us to make 2,000 wagons per
8-hour shift.
2. It takes us 0.4 minute to form the wagon body on a press.
3. There are 480 minutes per shift (8 hours/shift X 60 mins/hour).
4. -50 minutes planned downtime per shift (breaks, clean-up, etc.)
5. There are 430 minutes per shift available @ 100%.
6. At 75% performance (based on history or expectation)
Effective time = 0.75 x 430 mins = 322.5 mins
7. There are 322.5 effective minutes left to produce 2,000 units.
8. 322.5 mins / 2,000 units = 0.161 mins/unit or 6.21 units/min.
EXAMPLE FOR EACH QUESTION/PROBLEM:
1. Transport empty
2. Search
3. Select
4. Grasp
5. Transport loaded
6. Pre-position
7. Position
8. Assemble
9. Disassemble
10. Release load
11. Use
12. Hold
13. Inspect
14. Avoidable delay
15. Unavoidable delay
16. Plan
17. Rest to overcome fatigue
TECHNIQUES OF METHODS
DESIGN: THE BROAD VIEW –
MACROMETHODS STUDY
TECHNIQUES OF METHOD DESIGN: THE BROAD VIEW –
MACROMETHODS STUDY:
• The first choice is the cheapest, but moving machines around may
be cost justified.
• The last cost reduction formula question is “Can I simplify the
job?” which is considered to be almost always possible.
• With an operation, we can always move material and
equipment closer to the point of use, thereby reducing the
time required to reach to them and moving them back to the
point of use. If we move operations closer, we simplify the move.
• If we reduce the number of parts being stored or delayed, we are
simplifying.
• Another way of looking at simplifying is to downgrade the
complexity of a motion.
GANG CHART:
• Work station design, from the motion and time study perspective,
reflects the effort and time considerations in the development of
the design. It is a relevant activity of an Industrial Engineer.
• The workstation design is a drawing, normally top view, of the
work station, including equipment, materials and operator space.
• Neither motion study nor time study can be performed if no work
station design exist.
• In some cases, we may be required to select equipment and
physically determine the requirements of a work station. In those
cases, we are performing the manufacturing engineering job, and
other specialized training or experience is required.
• Work station design and optimum motion pattern and sequence
should come first before time standards can be set unless the IE
(or TMS technician) is designing for an impact study where
he/she needs to determine first the current standard (or present
system) to measure the productivity of his/her proposed system.
• Micromotion study (or maybe sometimes macromotion study)
requires workstation designs.
MOTION STUDY: THE WORK STATION DESIGN
Hand Motions
Ballistic Motions
Continuous Motions
• These are curved motions and are more natural. When the body
has to change direction, speed is reduced, and two separate
motions result.
• If direction is changed less than 120 degrees, two motions are
required. Reaching into a box of parts lying flat on the table is an
example requiring two motions – one motion to the lip of the box
and another down into the box. If the box were placed on an
angle, one motion could be used.
• Since the hand is the most expensive fixture a designer can use,
we must provide other means of holding parts.
• Fixtures and jigs are designed to hold parts so operators can use
both hands. A hexagonal-shaped fixture can be used to hold hex
nut of same shape and size, thus holding for the object will be
eliminated.
• Foot-operated control devices can be designed to operate
equipment to relieve hands of work.
• Conveyors can move parts past operators, so operators don’t
have to get or put aside the base unit.
• Powered round tables are also used to move parts past an
operator.
• Fixture design is easy, and your knowledge of the part and
necessary processes are required to design fixtures.
PRINCIPLES OF MOTION ECONOMY:
Use Gravity
Tachometer
Video Recorder
STOPWATCH TIME STUDY:
ST = NT / (1 – AF)
where: AF – allowance factor, which compensates fatigue
allowance, avoidable delays and unavoidable delays.
Allowance factor commonly used is 15%.
ASSEMBLY LINE BALANCING
& WORKSTATION DESIGN
ASSEMBLY LINE BALANCING & WORKSTATION DESIGN:
EXAMPLE PROBLEM:
TM = ∑t / C
where: ∑t = sum of the task times needed to complete
a unit
C = cycle time being considered
OTHER CONSIDERATIONS:
OTHER CONSIDERATIONS:
• The elements done in indirect labor are often done by a very few
individuals or are done only occasionally.
• The primary purpose for measure of indirect labor is the
planning and scheduling of work, since these types of labor
commonly is highly diversified.
• Conducting of process study is one of the major step in
measuring indirect labor. All indirect labor evaluations begin
with traditional methods analysis.
• Each process could be defined and documented with the process
chart and/or process flow chart. This is sufficient for defining
sequences, providing routine documents and training employees.
• Planned improvements are implemented and tested. Developing
time standards using work sampling commonly can be used.
CONCEPTS ON DIFFERENT INDIRECT LABORS:
1. MATERIAL HANDLING:
Motion study can improve material handling. These are
several points to consider:
a. Can we eliminate any moves?
b. Can we automate moves?
c. Can we combine operations to eliminate move between
operations?
d. Can we move more parts at a time?
e. Can we put the transporting empty element of industrial
trucks to good use?
f. Can we manufacture parts in line using gravity?
g. Can we move machines closer together?
h. Are we using the best material-handling device?
i. Can we manufacture the part next to the assembly line to
reduce the amount of transport?
j. Can we use moving storage?
CONCEPTS ON DIFFERENT INDIRECT LABORS:
2. QUALITY CONTROL:
Quality control varies greatly from one company to another
and the need for these types of employees varies
considerably. The highly labor intense operations of quality
control are the main subject of this section.
1. Line inspectors – these are inspectors usually assigned at
the end of the line to check the quality of produced
products.
2. Department/Section inspectors – these inspectors will
roam the area randomly to check material and operations,
with the purpose of developing proper operation. These
inspectors may be required to approve set-ups before the
operator starts production, and they may be required to
inspect a part every hour and make entries on control
charts.
CONCEPTS ON DIFFERENT INDIRECT LABORS:
6. CLERICAL TASKS: