Overview

Method Study
SAJEE
THAMMASAT

SIRIKRAI

BUSINESS

SCHOOL

y Ch
Charts
t & diagrams
di
ffor work
k system
t
analysis
l i
{ Flow process chart
{ Flow diagram
{ Operations charts
{ Layout
{ Activity charts
Gang chart
Man-machine chart
Therbligs (to be continued)
y Work system
y
improvement
p

Great things
g are not done by
y impulse,
p
but by a series of small things
brought together.
together

Detail analysis
y
of work process
p
4

y Process chart
VINCENT VAN GOGH
(1853-1890)

y Flow diagram
y Operations
p
chart
y Workplace layout
y Activity charts

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Process Chart

Process Chart

y Graphical and symbolic representation of

the processing activities performed on

something or by somebody
y Principal types of process charts:

Flow process chart

y
of a material or work piece
p
being
g
analysis
processed
{ Worker process chart
analysis of a worker performing a task
{ Form process chart
analysis of the processing of paperwork forms
{

Uses five symbols to detail the work

performed on a material or work-piece
p
p
as it is processed through a sequence
of operations and activities:
{ Operation:

processing of a material

{ Inspection:

check for quality or quantity

{ Move:

transport of material to new location

{ Delay:

material waiting to be processed or moved

{ Storage:

material kept in protected location

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Process
Chart

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Process Chart ((Blank sheet))

7

Operation
Inspection

Storage

Delay

Transportation
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Thammasat Business School

Making
g Process Chart

Flow Diagram
g

10

y Separately constructed for

Man - Machine - Material Flows

y Process Chart and Flow Diagram are

complementary

y Always complete all chart headings &

Drawing of the facility layout with the

addition of lines representing movement
of materials or workers within the
facility
{

summary table

{
{

Arrows on the lines represent direction of

movement
Often used in conjunction
j
with a p
process chart
Can be used to detect excessive backtracking,
which might be missed in a process chart

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Flow
Diagram
Di

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Operations
p
Chart
11

12

y Graphical and symbolic representation of

Flow diagram for

worker setting up a
milling machine

the operations used to produce a product

y Two types of operations:

{ Processing

Note the large

number of trips
back and forth
between the
milling machine
and the tool crib

and assembly operations

Changing

the shape, properties or surface of a

material or work
work-piece
piece
Joining two or more parts to form an assembly
{ Inspection

operations

Checking

the material, work-piece, or assembly for

quality or quantity

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Thammasat Business School

Operations Chart for Subassembly

Checklist of Questions
Q

13

14

y What alternative starting material could be

used?
y Make
M k or buy
b
decision:
d i i
should
h ld the
h part b
be
produced in our factory or purchased?
y Is
I this
thi processing
i
operation
ti
necessary?
?
y Can this operation be eliminated,
combined,
bi d or simplified?
i
lifi d?
y Could a different joining method be used?
y Is this inspection necessary?
y Could the inspection
p
task be automated?
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Thammasat Business School

Workplace
p
Layout
y

Workplace
p
Layout
y

15

16

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Thammasat Business School

Activity
y Charts

Types
yp
of Activity
y Charts

17

18

A listing of the activities of one

or more subjects (e.g., workers,

Right-hand/left-hand chart
(workplace activity chart)

machines)
hi
) plotted
l tt d against
i t a time
ti

W k - machine
Worker
hi
activity
ti it chart
h t

scale to indicate graphically how

Worker - multimachine activity chart

much time is spent on each activity

Gang
g activity
y chart
(multi-worker activity chart)

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Thammasat Business School

Making Activity Chart

Shading
g Formats for Activity
y Charts

19

20

y Symbols for Right-Hand/Left-Hand

{

{
{

Graphic
in-work and in-move
in-work
i
k and
d idle
idl
Shading
Therbligs (Micromotion Study)

y Symbols for Man-Machine

Man Machine interactions
y Time recording
g ((optional)
p
)
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Thammasat Business School

Right-Hand/Left-Hand
Right
Hand/Left Hand Chart: Sample

Activity
y Chart

21

22

T k involves
Task
i
l
placing
l i pegs iinto
t a peg b
board
d

Activity chart for a worker performing a repetitive task

Note that left hand is used as a workholder

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Thammasat Business School

Worker-Multimachine Activity
y Chart

Benefits of Charts and Diagrams

g

23

24

Can be used to indicate machine interference

(when a machine must wait for service because worker is
currently servicing another machine)

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y To permit work processes to be communicated

and comprehended
p
more readily
y
y To use algorithms specifically designed for the
particular diagramming technique
y To divide a give work process into its
constituent elements for analysis purposes
y To provide a structure in the search for
improvements
y To represent a proposed new work process or
method
h d
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How to use the chart or diagram

g

How to use the chart or diagram

g

25

26

y Algorithmic
Al ith i analysis
l i

(e.g., line balancing, critical path methods)

y Checklists
general questions applied to the particular process
y Brainstorming
team activity in which participants contribute
recommendations

Value added steps:

Important to customer

Physically change the product or

service

Examples:

y Separate value-added and non-value-added

operations

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Thammasat Business School

Creativity

5W + 1H Questions
27

28

What is done?

Why should
it be done

Who does the work?

Why does
she do it

Where is the work done?

Why should it
be done here

When is the work done?

Why should it be
done this time

How is the work done?

Why
y is it done
this way
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Could any
y other p
people
p do this
work better in other place, at other
time, using other method?
E
C
R
S

eliminate
li i t all
ll unnecessary work
k
combine elements of work
rearrange sequence of operations
simplify the necessary operations
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Transportation

Operation
29

30

Improve the equipment

performance

Create

and

Is current production lot size too

large or too small?

Increase the lot size per trip

Change the layout to eliminate distance

Is the loading & unloading time too long?
Improve
p
transportation
p
equipment
q p

&

at each operation
p
!!!

&

at each transportation !!!

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Thammasat Business School

Inspection
31

and
32

Create
C
Can we create
temporary storage?

Improve inspection method

Are the quality inspections and volume
i
inspections
ti
b
being
i d
done att separate
t
processes? Try
p
y to combine the two at
the same process

&

at each inspection !!!

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to eliminate

Can retention times be shorten?

And Finally!

&

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Changes can be in
33

34

Working
conditions

Materials
Machines
Tools
Jigs
Fixtures

Specialist / External Consultant

IE / IM

Material
handling

Line Supervisor

Operators
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35

Front-line Operator

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36

Cross functional Cooperation

Expenses & Benefit of Study

y Planning and Control

C
y Maintenance

E t
Extensiveness
i
off task
t k

y Quality Inspection

Life of the task

Laws and Regulations

y Safety

Labor consideration

y Labor Relation

Investment

Quality / Productivity
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Thammasat Business School

Conclusion
37

38

y Work & Work Systems

Value Engineering
Achieve the economy of time,
materials, human effort and money

y Analysis of Work Systems

{ Industrial Engineering Philosophy
{ IE T
Techniques
h i
Charts & diagrams
Systematic but creative way for work improvement

E
Ergonomic
i
Make the
necessary human effort
easier and easier
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y Preliminary hands-on experience

{ Individual homework
{ Term Project (Group work)
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