International Journal of Latest Trends in Engineering and Technology (IJLTET)

Recent Advances in Industrial Engineering

“Predetermined Motion Time System
Rajwardhan C Pandit
Department of Mechanical Engineering
KIT’S College of Engg,Kolhapur,Maharashtra, India

Mihir H. Kulkarni
Department of Mechanical Engineering
KIT’S College of Engg,Kolhapur,Maharashtra, India

Abstract- In the present world of competitive business, cost minimization and efficient management of manufacturing
unit is not an easy task. Always in practice when one problem is solved there comes other new or may be old problems
will reoccur with the passage of time. All these problems that are constraints of business utilizing various resources in
different forms without adding any value in the system, can be commonly called bottleneck of manufacturing unit.
Identifying and removing the bottleneck is critical to a business. It is an on-going process which needs to be carried
throughout the year in order to utilize resources of production and maximize profit of the firm. The aim and objective of
this paper is to give a general picture of different types of bottlenecks that can prevail in a manufacturing, ways to find
bottleneck and give possible solution to each of them.

Keywords – Time study, motion study, work measurement

I. INTRODUCTION
Productivity improvement is to do the right things better and make it a part of continuous process. Therefore it
is important to adopt efficient productivity improvement technique so as to ensure individuals and organization’s
growth in productivity. The aim of this paper is to introduce and understand productivity improvement, various
techniques of productivity improvement, work study and its relation with productivity improvement.
Productivity is the ratio between output and input. It is quantitative relationship between what we produce and
what we have spent to produce. Productivity is nothing but reduction in wastage of resources like men, material,
machine, time, space, capital etc. It can be expressed as human efforts to produce more and more with less and less
inputs of resources so that there will be maximum distribution of benefits among maximum number of people.
Productivity denotes relationship between output and one or all associated inputs.
The aim and objectives can be listed as follows:
1. Measuring and controlling the flow of materials.
2. Identify the bottlenecks in the process.
3. Recommending the necessary changes.
4. Speeding up the production (Increasing the production).

II. STANDARD TIME (MANUFACTURING)

In industrial engineering, the standard time is the time required by an average skilled operator, working at a normal
pace, to perform a specified task using a prescribed method. It includes appropriate allowances to allow the person
to recover from fatigue and, where necessary, an additional allowance to cover contingent elements which may
occur but have not been observed.
Usage of the standard time
· Staffing (or workforce planning): the number of workers required cannot accurately be determined unless
the time required to process the existing work is known.
· Line balancing (or production leveling): the correct number of workstations for optimum work flow
depends on the processing time, or standard, at each workstation.

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· Materials requirement planning (MRP): MRP systems cannot operate properly without accurate work
standards.
· System simulation: simulation models cannot accurately simulate operation unless times for all operations
are known.
Techniques to establish a standard time
The standard time can be determined using the following techniques:
1. Time study,
2. Predetermined motion time system aka PMTS or PTS,
3. Standard data system,
4. Work sampling.
Method of calculation
The Standard Time is the product of three factors:
1. Observed time: The time measured to complete the task.
2. Performance rating factor: The pace the person is working at. 90% is working slower than normal, 110%
is working faster than normal, 100% is normal. This factor is calculated by an experienced worker who is
trained to observe and determine the rating.
3. Personal, fatigue, and delay (PFD) allowance.
The standard time can then be calculated by using:
(STANDARD TIME ) = (OBSERVED TIME)(RATING FACTOR)(1+PFDALLOWANCE)

III. WORK STUDY:

Work Study is the systematic examination of the methods of carrying out activities such as to improve the
effective use of resources and to set up standards of performance for the activities carried out. A generic term for
those techniques, particularly method study and work Measurement, which are used in the examination of human
work in all its contexts, and which lead systematically to the investigation of all the factors which affect the
efficiency and economy of the situation being reviewed, in order to effect improvement.
Methods of Work study:
1. Method study
2. Work measurement
Method Study:
Method-study concerned with “the way in which work is done (i.e., method)”. It is used to simplify the
way to accomplish a work and to improve the method of Method-study results in a more effective use of material,
plant, equipment and Method study is essentially concerned with finding better ways of doing things. It adds value
and increase the efficiency by eliminating unnecessary operations, avoidable delays and other forms of waste.
Method study is the systematic examination of the way work is carried out currently.
The improvement of efficiency is achieved through:
1. Present and analysis true facts concerning the situation.
2. To examination those facts critically
3. To develop the best answer possible under given circumstances based on critical examination of facts.

Work measurement:
Work measurement is the application of techniques designed to establish the time for a qualified worker to
carry out specified jobs at a defined level of performance or at a defined rate of working.

Reasons why work rates may need to be measured

1. Scheduling and loading
2. Line balancing and equating levels
3. Method comparison
4. Budget and cost control systems
5. Estimation costs and loads
6. Financial incentives
Technique of work measurement:

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a) Time study: Short cycle repetitive jobs.

b) Work sampling: Long cycle jobs.
c) Predetermined motion time standards: Manual operations confined to one work centre.
Time and motion study
A time and motion study (or time-motion study) is a business efficiency technique combining the Time
Study work of Frederick Winslow Taylor with the Motion Study work of Frank and Lillian Gilbreth (the same
couple as is best known through the biographical 1950 film and book Cheaper by the Dozen). It is a major part of
scientific management (Taylorism). After its first introduction, time study developed in the direction of establishing
standard times, while motion study evolved into a technique for improving work methods. The two techniques
became integrated and refined into a widely accepted method applicable to the improvement and upgrading of work
systems. This integrated approach to work system improvement is known as methods engineering and it is applied
today to industrial as well as service organizations, including banks, schools and hospitals.
Conducting time studies
The collection of time data can be done in several ways, depending on study goal and environmental conditions.
Time and motion data can be captured with a common stopwatch, a handheld computer or a video recorder. There
are a number of dedicated software packages used to turn a palmtop or a handheld PC into a time study device. As
an alternative, time and motion data can be collected automatically from the memory of computer-control machines
(i.e. automated time studies).
Objectives of Time Study
1. To increase productivity
2. To set labour standard for satisfactory performance.
3. To determine basic times/normal times.
4. To determine the number of machines an operator can handle.
5. To determine standards costs.
Advantages of Time study
1. To develop suitable working conditions
2. To improve utilization of resources
3. To reduce human effort by proper design of processes
Observed time only covers actual work done so we need to provide allowances
1. Relaxation allowance
2. Contingency allowance for extra work
3. Contingency allowance for delay
4. Unoccupied time allowance
5. Interference allowance
Applications of Time Study
1. To determine utilization of resources
2. Identification of bottle necks
3. Line balancing (or production leveling)
4. Man power Reduction
5. capacity planning
6. cycle time reduction
7. Materials requirement planning (MRP):
8. System simulation:
9. Wage payment:
10. Cost accounting
11. Employee evaluation

IV. CASE STUDY 1

Company Name: Kirloskar Oil Engine ,Kagal MIDC, Kolhapur
Use of Time Study: For Line Balancing
Project Task
During 15 days of training I was having project task as to reduce cycle time of station no. 1 to station no. 3.

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Problem statement –
To minimise cycle time at station no. 1 to 3.
Observations –
During observation period time taken for each operation was –
BEFORE IMPLEMENTATION OF SUGGESTIONS:

SR. NO. OPERATION TIME TAKEN

AT STATION NO. 1A & 1B

1. BELL HOUSING FITMEN 5 SEC

2. CORE PLUG & TURBO ADAPTOR FITMENT 5 SEC

3. LIFTING HOOK FITMENT 5 SEC

4. LINER PREPARATION & LINER FITMENT 3 MIN

5. DUMMY PLATE FITMENT 1 MIN

6. INSERTION OF CAM SHAFT 1 MIN

7. FITMENT OF THRUST PLATE FOR SHAFT 1 MIN

8. MOUNTING OF GEAR 2 MIN

9. END PLAY MEASUREMENT OF CAM SHAFT 30 SEC

AT STATION NO. 2A & 2B

10. MB CAP LOOSENING 2 MIN 30 SEC

11. TORQUING OF MB CAP 4 MIN

12. TIGHTENING OF MB CAP SIDE BOLT 30 SEC

13. PISTON DROPPING 11 MIN

14. CON – ROD TORQUING 7-8 MIN

AT STATION NO. 3A & 3B

15. BEARING SEAL APPLYING 1 MIN

16. OIL SPRAY FITMENT (10 QTY.) 2 MIN

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17. CRANK SHAFT FITMENT 1.5 MIN

18. THRUST WASHER FITMENT 30 SEC

19. MBC TIGHTENING 6 MIN

20. END PLAY MEASUREMENT OF CRANK SHAFT 10 SEC

TOTAL TIME 63-65 MIN

AFTER IMPLEMENTATION OF SUGGESTIONS:

SR. NO. OPERATION TIME TAKEN

AT STATION NO. 1A & 1B

1. BELL HOUSING FITMENT 5 SEC

2. CORE PLUG & TURBO ADAPTOR FITMENT 5 SEC

3. LIFTING HOOK FITMENT 5 SEC

4. LINER PREPARATION & LINER FITMENT 3 MIN

5. DUMMY PLATE FITMENT 1 MIN

6. INSERTION OF CAM SHAFT 1 MIN

7. FITMENT OF THRUST PLATE FOR SHAFT 1 MIN

8. MOUNTING OF GEAR 1.5 MIN

9. END PLAY MEASUREMENT OF CAM SHAFT 30 SEC

AT STATION NO . 2A & 2B

10. MB CAP LOOSENING 2 MIN 15 SEC

11. TORQUING OF MB CAP 3.5 MIN

12. TIGHTENING OF MB CAP SIDE BOLT 30 SEC

13. PISTON DROPPING 10 MIN

14. CON – ROD TORQUING 7 – 8 MIN

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AT STATION NO . 3A & 3B

15. BEARING SEAL APPLYING 1 MIN

16. OIL SPRAY FITMENT (10 QTY.) 2 MIN

17. CRANK SHAFT FITMENT 1.5 MIN

18. THRUST WASHER FITMENT 30 SEC

19. MBC TIGHTENING 6 MIN

20. END PLAY MEASUREMENT OF CRANK SHAFT 10 SEC

TOTAL TIME 55 – 60 MIN

These observations were recorded for DV0 engine. Also it is seen that worker on station 1A has more
tasks to be done than worker at 1B. So, during extra operations other than 2 common operations, worker at 1B is
idle, due to which man power, cost & productivity decreases so the balancing of line should be done. So, idle time
per person should be reduced by proper management of the work.

V. SUGGESTIONS
Based on above observations following suggestions are suited for reduction of cycle time at station
no. 1 to 3.
ü For oil applying automated oil gun / oil brush can be used.
ü For zealac application solution gun can be used. Also during working on DV2 engine at first only 3
liners are to be applied by zealac & to be fitted & then rest can be fitted to ensure that zealac doesn’t set
before fitting liner.
ü For uniform pressure application on liner, instead of pressing mandrel automate pressure applying
m/c can be used.
ü For liner lifting crane fixture can be made. Since lifting of liner introduces fatigue to workers which
in turn reduces overall productivity.
ü Pulling of liner trolley near assembly station wastes time & manpower hence like other stations liner
sub-assembly trolley can be arranged near assembly station.
ü For picking up & pressing liner into cylinder creates operator fatigue & wastes time which can be
reduced by using suitable fixture & crane.
ü At the time of liner dropping on crank case necessary attention should be given. As the chances of
spoiling or breaking of O-ring are present, this may cause leakage problems.
ü Activity of stud fitment at station 3 should be arranged at station no.4.
ü There should be provision to place removed MB cap on 3A side.
Not all but some of the above suggestions can be employed in practice which will help to reduce
cycle time at station no. 1 to 3 by atleast 5 to 10 minutes.
Conclusion of case study 1
The total cycle time required at station no. 9 can be reduced by atleast 10 to15 minutes by employing
suggestions provided in above section. Also, two sub-assemblies can be done during other operations performed at
station no. 9.The fatigue of operator during operation at station no. 9 can be reduced.
VI. CASE STUDY 2
Company Name: Synergy Green Pvt. Ltd.,Kagal MIDC,Kolhapur

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Use of Time Study: For Finding Equipment Utilization Pattern

Initial Concept Figure of the proposed equipment and description in short:
SYNERGY GREEN was established in 2012 and which his famous for HEAVY CASTING. The organization
is comparatively new. So the work regarding Industrial Engineering is not up to the mark. Basically main problem
faced by the industry is regarding mismatch between Ideal time and actual time. Industry mainly manufactures
heavy casting e.g. WINDMILL HUB.
An activity which delays the performance of a system and reduces overall efficiency of the process is known as
bottleneck. As for example a manufacturing company has different line of production; each of them are connected to
each other i.e. the work produced from one unit is the input for other unit and so on. In this case if one line is broken
or halted due to some reason than the other lines of production is directly affected causing lower level of output as
result of bottleneck.

SYNERGY GREEN PVT LTD

CRANE 301
BETWEEN 11AM TO 1.30PM(Average Time of 7 shifts)
TYPE OF TIME
Starting time Ending Time Activity ACTIVITY (HH.MM.SS)
11.03 11.05 Lifting of crane OPERATING 0.02
11.05 11.2 In steady condition holding core HOLDING 0.15
In steady condition holding core(Started painting
11.1 11.16 bottom part of force ) HOLDING 0.06
In steady condition holding core(Painting & heating
11.12 11.18 with LPG ) HOLDING 0.06
11.18 11.2 IDLE IDLE 0.02
11.2 11.21 Lifted to put in mould box OPERATING 0.01
11.21 11.23 Took another core and placed in box OPERATING 0.02
Attachment to lift mould box was fitted and crane
11.24 11.36 was used to lift another core in mould box IDLE 0.12
11.36 11.38 crane used to turn face of mould box lid OPERATING 0.02
Travel a distance and attachment of crane ropes to
11.38 11.41 mould box and some idle time IDLE 0.03
11.41 11.43 In steady condition holding mould box HOLDING 0.02
11.43 11.44 travels to a specific location OPERATING 0.01
Hanging of core over another & then put on location
11.44 11.46 required HOLDING 0.02
11.46 11.49 Removed attachment ropes from mould box IDLE 0.03
11.49 11.51 lift another core OPERATING 0.02
11.51 11.53 IDLE IDLE 0.02
11.53 11.55 Attached ropes to mould box IDLE 0.02
Mould box lifted ,clean bottoms of mould box at a
11.55 11.58 height HOLDING 0.03
11.58 12.01 Mould box lifted and placed over another mould box OPERATING 0.03
12.01 12.04 Crane Idle IDLE 0.03
Taking top part of mould box to destination but
cannot take due to 60 ton crane needs to take
12.04 12.14 pouring basin to place so crane is idle OPERATING 0.1
12.14 12.15 Idle IDLE 0.01
12.15 12.21 Placing mould box over another OPERATING 0.05
Took powder & dropped from upper mould box and
check so that mould box can be taken back to its
12.21 12.26 original place HOLDING 0.05
12.26 12.33 check mould box and place it to its original position OPERATING 0.07
lift (1B) & putting it once again to its position back
12.33 12.39 to shop floor from pit OPERATING 0.06
lift (2B) & putting it once again to its position back
12.39 12.43 to shop floor from pit OPERATING 0.06
12.43 12.47 lift one mould box and then putting it on blocks OPERATING 0.04
MOVING
12.47 12.51 Moving crane with no load VACANT 0.04
Lifting core ,taking to one position and then clear
12.51 12.59 with compressor and paint it OPERATING 0.08
In steady condition holding core(Painting & heating
12.59 1.01 with LPG ) HOLDING 0.02
1.01 1.03 core lifted at certain height and put in mould box HOLDING 0.02

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Lift this mould box and then clean bottom and

1.03 1.06 surface of mould HOLDING 0.03
1.06 1.1 IDLE (Adjustments) IDLE 0.04
Lift another mould box and lifting cleaning bottom
1.1 1.16 surface OPERATING 0.06
1.16 1.23 crane in idle position due to process of cleaning core IDLE 0.07
Total 1 Hr 54 Min

TABLE 1: ACTIVITY STUDY OF CRANE 302

CRANE 202(30MT) FROM 10.56 AM TO 1.30PM(Average Time of 7 shifts)

Starting TYPE OF TIME

time Ending Time Activity ACTIVITY (HH.MM.SS)

10.56 10.59 CORE BOX MOVEMENT OPERATING 0.02

DUST BIN MOVEMENT from mould making area to

10.59 11.07 pattern making area OPERATING 0.08

11.07 11.13 CORE BOX MOVEMENT to core making area OPERATING 0.06

11.13 11.17 CORE BOX MOVEMENT to painting area OPERATING 0.04

11.17 11.26 CORE BOX MOVEMENT OPERATING 0.03

11.26 11.29 CORE BOX MOVEMENT OPERATING 0.02

11.29 11.31 IDLE IDLE 0.02

11.31 11.33 Hook adjustments for lifting core IDLE 0.02

11.33 11.35 CORE BOX MOVEMENT OPERATING 0.02

MOVING
11.35 11.37 MOVING VACANT VACANT 0.02

Crane moving vacant to continuous mixer 1 station MOVING

11.37 11.4 (mould box making) VACANT 00.03.00

11.4 11.42 lifting of upper box mould (cope) OPERATING 00.02.00

Crane Idle at mould box making area (Holding upper

11.4 12.01 box of mould cope) HOLDING 0.21

12.01 12.01.15 Placed cope on drag OPERATING 0.00.15

12.01.15 12.09 IDLE IDLE 00.07.45

12.09 12.1 Dust Bin Movement OPERATING 0.01

12.1 12.11.20 IDLE IDLE 00.10.20

12.11.20 12.16 PATTERN MOVEMENT OPERATING 00.04.40

12.16 12.18 IDLE IDLE 0.02

12.18 12.22 Moving and placing core grid on bottom part OPERATING 0.04

12.22 12.27 Moving upper part of core making box OPERATING 0.05

12.27 12.35 IDLE IDLE 0.08

12.35 12.38 Core box movement OPERATING 0.03

MOVING
12.38 12.4 Moving Vacant VACANT 0.02

12.4 12.42 LIFT upper frame and fit it OPERATING 0.02

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12.42 12.45 Move core box (upper frame ) OPERATING 0.03

12.45 12.52 IDLE IDLE 0.07

MOVING
12.52 12.54 Moving Vacant VACANT 0.02

12.54 12.57 lifting and moving core box OPERATING 0.03

12.57 1.30PM IDLE IDLE 0.33

TOTAL 01.57.00
TABLE NO. 2 ACTIVITY STUDY OF CRANE 202

TYPES OF MOVEMENT FOR 30 TONN CRANE(301)

Utilization of the crane Time (In min.)
OPERATING 60/149
IDLE 46/149
MOVING VACANT 4/149
HOLDING 39/149

TYPES OF MOVEMENT FOR 30 TONN CRANE(202)

Utilization of the crane Time (In min.)
OPERATING 54.54/156.59
IDLE 21/156.59
MOVING VACANT 9/156.59
HOLDING 72.05/156.59
Table No. 3: TYPES OF MOVEMENT FOR CRANE (202) and (301)

TYPES OF MOVEMENT FOR 30 TONN

MIDDLE CRANE(301) OPERATIN
26% 40% G
3% 31% IDLE

Chart No. 1: UTILIZATION PATTERN FOR THE CRANE 301

TYPES OF MOVEMENT FOR 30 TONN

MIDDLE CRANE(202) OPERATIN
G
46% 35%
IDLE
6% 13%
Chart No. 2: UTILIZATION PATTERN FOR THE CRANE 202

CONCLUSION of case study 2

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 International Journal of Latest Trends in Engineering and Technology (IJLTET)

Hence from above studies we got the UTILIZATION PATTERN for specific equipment that is
crane in this case study.
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[3] Brian Price Frank and Lillian Gibreth and the Manufacture and Marketing of Motion Study, 1908 – 1924. (1989).
[4] Fred E. Meyers Motion and Time Study – Improving Work Methods and Management. Prentice Hall Inc(1992).
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