NAME:-UTKARSH NANDAN

TRADE:-GME C, D
REG. NO.:-1830546

Q (1) - “Work Study leads to higher productivity”, comment the statement.

Ans - “Work study is a generic term for those techniques, particularly

method study and work measurement, which are used in all its context
and which lead systematically to the investigation of all the factors,
which effect the efficiency and economy of the situation being reviewed
in order to effect improvement.”

The main objective of work study is to improve productivity of men,

machines and materials. The aim of work study is to determine the best
method of performing each operation and to eliminate wastage so that

ASSIGNMENT NO 1
production increases with less fatigue. The work study is also used in
determining the standard time that a qualified worker should take to
perform the operation when working at a normal place.

Role of work study in improving productivity:

The important functions of production management are setting up the most
effective method of performing the operation (standard method) and control
or effective utilization of resources.
Work-study which comprises of method study and work measurement will
fulfill these two requirements. Method study aims at determining the most
effective method of performing the job, the most logical layout for
manufacturing facilities, uninterrupted flow of materials throughout the
organization, will help to complete the job least possible time and at optimum
cost.
Work measurement on the other hand determines the time required by an
operator to complete the operation or job for the standard method at the
defined level of performance.
Work-study is the most effective tool to enhance productivity because of the
fact that:
1. It is straight-forward way of increasing the productivity efficiency of the
organization.
2. Considers all the factors influencing productivity.
Therefore, work study is one of the most important management
techniques, which is employed to improve the activities in the production.
It assists the management in the optimum use of human and material
resources.

Work study has following three aspects:

(a) More effective use of plant and equipment.

(b) More effective use of human efforts.

(c) Evaluation of human work.

Work study is not a theoretical concept but essentially a practical one and
deals with human beings who have their own attitude and style of working.
So the success of work study is dependent upon the relations between the
labour/employees and the management. Work study involves lot of changes
in various working methods. Since the manpower in general does not like
changes but prefers to continue as already doing, so there will always be a
tendency to resist any modification or new method suggested by work study
people (officers/workers) and the manpower and the workers have
confidence in the ability, integrity and fair-mindedness of work study man,
there is a good chance that sound proposals will be accepted willingly by the
manpower
Productivity and Work Study:
As we know that, productivity is nothing but the reduction in wastage of
resources. The resources may be men, machines, material, power, space,
time etc.

Productivity = Output/Input

Role of Work Study:

1. To standardize the method of doing a work,

2. To minimize the unit cost of production,

3. To determine the standard time for doing a task,

4. To minimise the material movement and operators movement.

5. To eliminate unnecessary human movements,

6. To utilise facilities such as man, machine and materials most effectively,

and

7. To a systematic investigation of all factors.

Q (2) -“The success of method study depends upon the accuracy of the information
obtained and how well it is recorded”,Comment.

Ans- Method study is the process of subjecting work to systematic, critical scrutiny to
make it more effective and/or more efficient. It is one of the keys to achieving
productivity improvement.
Industrial engineering Method Study is the first of the two main divisions of wotk study
and is concerned with the way in which work is done. Method study is essentially used
for finding better ways of doing work. It is a technique for cost reduction. The philosophy
of method study is that 'there is always a better way of doing a job' and the tools of
method study are designed to systematically arrive at this better way of doing a job.
It was originally designed for the analysis and improvement of repetitive manual work
but it can be used for all types of activity at all levels of an organization.

The eight steps in the industrial engineering method study procedure are:   
1. Select the work to be studied and define its boundaries.
2. Record the relevant facts about the task being undertaken by direct observation and
collect such additional data as may be needed from the appropriate sources.
3.    Examine the way the job is being performed and challenge its purpose, place,
sequence and method of performance.
4.    Develop the most practical, economic and effective method, drawing on the
assistance of those concerned.
5.    Evaluate different alternatives to developing a new improved method, comparing
the costs and efficiencies of these methods with the current method.
6.    Define the new method clearly and present it to those concerned.
7.    Install the new method as a standard practice and train the people involved in its
application.
8.    Maintain the new method and introduce controls to prevent the slip back to the old
method.

Select
Work selected for method study may be an identified problem area or an identified
opportunity. It may be identified through a systematic review of available data, normal
monitoring or control processes, high levels of dissatisfaction and complaint or as part
of a change in management policy, practice, technology or location, and usually
because it meets certain conditions of urgency and/or priority.
 Record
The Record stage of method study involves gathering sufficient data (in terms of both
quality and quantity) to act as the basis of evaluation and examination. A wide range of
techniques are available for recording; the choice depends on the nature of the
investigation; the work being studied; and on the level of detail required. Many of the
techniques are simple charts and diagrams, but these may be supplemented by
photographic and video recording, and by computer based techniques.
Especially with "hard" (clearly defined) problems, method study often involves the
construction and analysis of models, from simple charts and diagrams used to record
and represent the situation to full, computerised simulations. Manipulation of and
experimentation on the models leads to ideas for development.
THE NEED FOR RECORDS
1. In order to visualize selected activities in their “entirety” for investigation, with a view to
improve them by subsequent critical analysis, it is necessary to have some means of
placing on record all the necessary facts of the existing method
2. A record is essential if a “before and after” comparison is to be made to assess the
effectiveness of the investigation and the subsequent installation of the new method.
3. Use the simplest and most economical technique – chosen according to the nature of
the job being studied and the purpose for which the record is required.
 

OBJECTIVES of USING RECORDING TECHNIQUES

1. Ensure adequacy, correctness and accuracy of facts recorded.
2. Present the facts in a concise and comprehensive manner for analysis.
3. Ensure a common and standard way to communicate among the various personnel.
4. Identify or differentiate between productive and non-productive activities.
The information may be obtained by direct observation, by calculation or by means of a
photographic technique. In the case of very detailed (micromotion) studies, elaborate
equipment and specialized knowledge is necessary.
RECORDING TECHNIQUES

For Proces & Time

Outline or Operation process charts – for principal operations and inspections.
Flow process charts – for activities of men, material or equipment.
Two-handed process charts – for manual operations using both hands.
Multiple activity charts – for activities of men and/or machines on a common time
scale.
Simultaneous motion cycle (simo) charts – for the activities of a worker’s hands, legs
and other body movements on a common time scale.
For Path of Movements
Flow and string diagrams – for paths of movement of men, materials or equipment.
2- and 3-dimensional models – for layout of workplace or plant.
Cyclegraphs and chronocyclegraphs – for high speed, short-cycle operations.
Block diagrams – for coordinating activities between people at different locations.
Travel charts – for distances between any number of places.

Examine
The recorded data are subjected to examination and analysis; formalised versions of
this process are critical examination and systems analysis. The aim is to identify, often
through a structured, questioning process, those points of the overall system of work
that require improvements or offer opportunity for beneficial change.
 
Develop & Evaluate
The Examine stage merges into the Develop stage of the investigation as more
thorough analysis leads automatically to identified areas of change. The aim here is to
identify possible actions for improvement and to subject these to evaluation in order to
develop a preferred solution.

Install
The success of any method study project is realised when actual change is made 'on the ground' -
change that meets the originally specified terms of reference for the project. Thus, the Install
phase is very important. Making theoretical change is easy; making real change demands careful
planning - and handling of the people involved in the situation under review. They may need
reassuring, retraining and supporting through the acquisition of new skills. Install, in some
cases ,will require a parallel running of old and new systems, in others, it may need the build-up
of buffer stocks, and other planning to manage the change.
Maintain
Some time after the introduction of new working methods, it is necessary to check that the new
method is working, that it is being properly followed, and that it has brought about the desired
results. This is the Maintain phase.

From the above description we can clearly see that the technique
involves lot of calculations and measurements so it is really necessary
to gather correct informations very carefully otherwise a small fault in the
procedure will lead to several problems like increased human
effort,decreased productivity etc.So clearly we can say that method study
is directly proportional to the accuracy of the information obtained and
how well it is recorded.

Q (4) - Consider two points A and B in the work area. The material is first loaded
onto trucks at point A. The trucks then travel upto the point B where the material
is unloaded after which they come back to point A for further loading. Currently
one worker is employed in loading trucks and the company has employed two
drivers for driving the two trucks that are operated for the job. The activities
involved are as under:

Load a truck at point A : 10 min

Go to point B with material : 15 min

Unload the material at B : 5 min

Return to point A : 10 min

Make the multiple activity chart for the problem.Also suggest

improvements.

Soloution- CRITICAL EXAMINATION

If we take a look towards timings it reveals that in a cycle, the loader is

busy for (10+10)=20 minutes, while each of the trucks will be busy for
(10+15+5+10)= 40 minutes. This would imply that in a cycle of 40
minutes, 2 truckloads of material is removed and the loader is idle for
50% of the time. Unloading does not require any extra person, provision
for automatic tilting of the truck base (where the material is loaded) being
there. Taking a truck and its driver as a single unit and the loader as the
other subject the multiple activity chart can be drawn below.
The above depicts a repetitive cycle of operations.
DEVELOPING THE IMPROVED METHOD

Given the idle time of the loader, it is apparent that he should be able to
handle more number of trucks. As idle time currently is 20 minutes and it
takes him 10 minutes to load one truck, the number of trucks can be
handle during this idle time is equal to 20/10=2. The corresponding
activity chart can be drawn in the same way depicting the repetitive cycle
of operations. The loader loading 4 trucks now, both the trucks and the
loader will be fully occupied. In this way, every 40 minutes 4 truckloads of
materials will be removed.

Q (5) - Discuss ways and means for productivity improvement from

workers and management perspective.

Ans- Increasing competition in the business has raised the demand for efficient
functioning, which has enabled companies to strategise ways of improvement in
their functional procedures. In fact, growth in the business is a collective effort
that can only be achieved if the link between employer and employees is string.
As known, every organisation has its set target that demands well planned
procedures and this can be done by keeping a track of latest technical
developments. It requires active participation of employer and employees on a
regular basis for working effectively on the set targets. This entire procedure
calls for identifying the problems or loop holes and finding ways to mend them
for increasing overall business productivity.

1. Developing Trust Among Employees:

Every employee holds specialised value in an organisation, which should be

clearly understood by the employer. The main task of the company’s owner is to
set target goals for their employees and they should leave it to the employees to
complete them. In this regard, the employees should have the liberty of taking
productive measures into consideration as per their efficiency and strategise the
task in a given manner. Indeed, the employees should never be made puppets, who
work on what the boss says. Rather, the company owner should trust his or her
employees to perform a specific task as per their own methodologies.

2. Set Realistic Targets:

No organisation can work without having set goals or objectives and chalked out
methodologies to perform. This does not mean that the employers should set goals
that might not be possible for the employees to achieve on time. Indeed, it is
necessary that the employers should set realistic targets as per employee’s
capability. This will help the employees to complete their work well on time and
exhibit greater productivity. Certainly, it is necessary for the employers to be
exceptionally clear about the targets that have been set. In this regard, they can also
offer needed guidelines to make things more understandable.

3. Follow Up the Set Targets:

Generally, some employers think that their task gets over after setting the goals for
employees to perform. This approach may lead to communicative issues. So, it is
necessary for the employers to follow up on the task segregated to the employees.
In this manner, the employers will come to know the loop holes existing in the
working procedure and tools required to improvise on efficiency.

4. Respecting Employees and Acknowledging their Performance:

Employees are said to be the pillars of an organisation that holds the weight of
entire business. This calls for employers to respect them completely. By this, it
means that no employee should be scolded or degraded in front of the entire office.
If there are any issues with the employee; he or she should be called separately in
the cabin to discuss issues. In this also, the employer should not use harsh tone as
this may bring an amount of disconnection. It is also necessary for the employers
to give constant feedback of the employee’s work performance.

5. Organising Training Sessions from Time to Time:

The learning procedure for an individual never ends, which mandates for the
constant learning programs to be developed. Likewise, every employer should
keep a track of the latest technical developments in their business favor and
organise training sessions in connection with that. It is essential to hire professional
and well qualified trainer, who can guide on various prospects associated with
newer technologies. This will enable the employees to stay abreast of the efficient
workflow procedures and adopt them on requirement.

6. Maintain connectivity with the Employees:

This does not mean that the employer should keep poking in the working proficiency
of an employee. Rather, they should keep asking about their problems in work or
anything that is required by them to improvise on quality. In this manner, employers
will get to know what an employee wants from the organisation and are they being
given the things as per their requirements. This will ensure the employees that their
boss is concerned about them and takes initiative towards understanding their issues.

7. Latest Devices should be there in Office:

It is well known that technology is advancing at a large scale and devices have been
developed to carry out tasks at a faster speed. This necessitates for the employer to get
newer laptops, tablets, smart phones or likewise products in the office. Such products
will ensure better productivity as the procedures will be completed in much less time.

8. Enhancing Communication Between Employer and Employees:

Effective communication is the most important aspect of any business organisation. It

enables the company to plan out strategies and put them to practice for better results.
In this regard, it is essential for the employers to maintain face-to-face communication
procedure; rather than undergoing the whole hierarchy to reach them. This will enable
the employees to feel elated that they can share their issues directly with the boss and
not running around in office to reporting managers.

9. Lay More Emphasis on Physical Performance:

The current scenario of every business is that employers or senior managers are
always emphasising on indulging in meeting to discuss matters. Though, meeting is an
essential part of maintaining the workflow; but, it should not be kept as the sole way
of understanding business necessities. Rather, the senior managers or personnel
should keep their words short and to the point. Indeed, it is essential to give more time
to the employees to work physically and not keep discussing the working polices
beyond necessity. Giving more time to employees to work on their systems will
definitely lead to timely completion of tasks.

10. Offer Flexible Working Options and Hours:

Work is worship for everyone and the worship time should never be restricted. By
this, it means that employers should allow flexible working options or even hours.
This will ensure that employees are not feeling overstressed and would be able to
perform efficiently from anywhere they wish as long as the work gets completed on
time. With internet connectivity and mobile computers available in the market, it is
possible for the employees to work from anywhere and deliver their best shots.

Q (3) - Distinguish between flow diagram and string diagram.

Ans- STRING DIAGRAM FLOW DIAGRAM

● The string diagram is a so that the job of seeing

scale layout drawing on what is actually taking
which, length of a string is place is made as simple as
used to record the extent as possible.
well as the pattern of
movement of a worker
working within a limited
area during a certain period
of time. ● Flow diagram is a
drawing, of the
● The primary function of a working area,
string diagram is to showing the location
produce a record of a of the various
existing set of conditions activities identified by
 their numbered
symbols and are
associated with
particular flow
process chart either
man type or machine
type.

● The routes followed

in transport are
shown by joining the
symbols in sequence
by a line which
represents as nearly
as possible the path
or movement of the
subject concerned. 
● A layout of the work place
of factory is drawn to scale
on the soft board.
● Pins are fixed into boards
to mark the locations of
work stations, pins are also
driven at the turning points
of the routes.
● A measured length of the
thread is taken to trace the
movements (path).
● The distance covered by
the object is obtained by
measuring the remaining
part of the thread and
subtracting it from original
length.
● The layout of the workplace
is drawn to scale.
● Relative positions of the
machine tools, work
benches, storage, and
inspection benches are
marked on the scale.
● Path followed by the
subject under study is
tracked by drawing lines.
● Each movement is serially
numbered and indicated by
arrow for direction.
● Different colors are used to
denote different types of
movements.
ASSIGNMENT NO 2
Que (1) What are the considerations in deciding the number of work
cycles that should be timed to obtain reliable time standards?
Briefly described the various methods available for deciding the
number of cycles of the work to be timed for an accurate time study?

Ans: Time study may be defined as “the art of observing and

recording the time required to do each detailed element of an
industrial operation”.
The term industrial operation includes manual, mental and
machining operations, where:
(i) Manual time is divided into three types of operations, i.e. handling of
tools, machines and materials.

(ii) Mental time includes time taken by the worker for thinking over
some operations.

(iii) Machining time includes time taken by the machines in doing its
share of work.

These are various methods available for deciding the number of

cycle of the work to be timed for an accurate time study :
(a) Analysis of Work:

The complete job and its operations are split up into various
elements. These elements are finalised after conducting
motion study. In the end, time required for the job preparation,
cleaning of machine and oiling etc. should be included. Thus
time study includes all the tasks performed by the worker and
not only the effective work.

(b) Standardization of Methods:

Before conducting time-study, all the constituents of the job
such as materials, equipment, tools, working conditions and
methods are standardised. The method should be easy, safe
and quickest in the given conditions, so that it can be accepted
by workers.

(c) Making Time Study::

The study is done on a printed time study record sheet as
shown below which is fixed on a board known as Time Study
Board. On one corner generally right hand top corner a stop
watch is placed. This stop watch should have a decimal scale
dial so that it can read up to 0.001 minute.

Different time readings of one element are recorded in the

corresponding column of the record sheet. Several sets of
readings are taken to arrive at an accurate result. After noting
all these readings, average time is calculated, neglecting
abnormal values, if any.

This average time is multiplied by a leveling factor also called

‘Rating Factor’, which is generally assumed as 90-120% to get
the time required by a normal worker. The multiple of average
time and rating factor is known as “Normal Time”.

Some allowances such as personal allowance (20%), fatigue

allowance (5%), preparation allowance (5%) are added in
normal time to obtain the standard time. The standard time is
the basis for the calculation of wages and incentives.
 Thus, Standard time = Average Time × Rating factor
+ other allowances.

Que (02) Assume that after the application of work simplification a

direct time study of the operation has been made and the
following results are available

ELEMENT TIME (Minutes)

Cycle 1 2 3 4 5
1 0.15 0.62 0.33 0.51 0.23
2 0.13 0.58 0.2 0.55 0.26
3 0.13 0.59 0.36 0.5 0.25

4 0.18 0.6 0.37 0.45 0.24

5 0.2 0.61 0.35 0.49 0.27

Elements 2 and 4 are machine paced and a rule must be followed

which states that any reading that varies by more than 25
 percent from the average of all readings for an element will be
considered abnormal.
Determine the cycle time of the operation.

Ans: For each cycle there is different operation and separate time is
allotted for each ,first we calculate total time.

ELEMENT TIME (Minutes)

Cycle 1 2 3 4 5 Total Time

1 0.15 0.62 0.33 0.51 0.23 1.84

2 0.13 0.58 0.2 0.55 0.26 1.72
3 0.13 0.59 0.36 0.5 0.25 1.83

4 0.18 0.6 0.37 0.45 0.24 1.84

5 0.2 0.61 0.35 0.49 0.27 1.92

Same process repeated for five cycle the value of each cycle may be
different but cycle time of operation is median value.

Arranging the value in order of least to greatest:

1.72 ,1.83, 1.84, 1.84, 1.92
Hence, the middle term is 1.84

So Required cycle time is 1.84 minutes.

Oue (03) The observed time for a particular operation is 0.8 minutes.
Determine the normal time if the rating factor is 80% for the
worker. Estimate, how much time another worker will take to
 perform the same operation if his performance is rated as
110%.

Ans: Given Data:

Observed time = 0.8 minutes
Rating factor = 80% = 80/100 = 0.8
Find : Normal Time

1st Case:

We know that,
Normal Time = Observed time * Rating factor
= 0.8*0.8
Normal Time =0.64 Minutes Ans

2nd Case:

Now,
Rating Factor = 110% = 110/100 =1.10
Normal Time = 0.8*1.10
= 0.88 Minutes Ans

Oue (04) A time study of a cargo loading operation recorded a cycle

time of 6.6 minutes for a worker rated at 108%. The following are :
personal time : 20min/day, delay= 30 min/day, fatigue= 70 min/day.
Estimate the standard time for an 8 hrs./day operation.
Ans: Given data:
Cycle time = 6.6 minutes
Worker rated = 108%
Personal time = 20 min/day
 Delay = 30 min/day
Fatigue = 70 min/day
Normal time = (Cycle time*worker rated)/100
Normal time = (6.6*108)/100
= 7.128
Total allowance = 20+30+70 = 120 Minutes or 2 hrs
= 2 hrs/ 8 hrs =25 %
Allowance = 7.128*(25/100)
= 1.782 minutes
Estimated Standard time =
7.128+1.782
= 8.91
Minutes Ans
 ASSIGNMENT 03
Que 1 The following information refers to a sampling study of production of one
component.

1. Duration of data collection 5 days @ 8 hours per day

2. Number of operators = 10

3. Allowances given for process = 15%

4. Production quantity in 5 days = 6000 components

5. Sampling data collected

Days 1 2 3 4 5

No. Of observations 230 240 200 180 225

Occurrence of activity 200 190 170 150 210

Calculate standard time of production of the component if average performance

rating of the operator is 120% and the entire operation is manual.

Ans 1) Rating =120%

Total time= 8*5*60 =2400 min

Total component= 6000

 Allowance=15%

Observed time= 2400/6000= 0.4 min

Normal time = Observed time * Rating

Days No. of No. of Probability Ideal Observed Standard time

observation occurrence time time
activity
1 230 200 0.870 0.4 0.4*0.870*1.2 0.418+(0.418*0.1
min
=0.418 =0.4807
2 240 190 0.792 0.4 0.792*0.4*1.2 0.3802+(0.3802*0
min
=0.3802 =0.437
3 200 170 0.85 0.4 0.85*0.4*1.2 0.4088+(0.408*1.
min
=0.408 =0.469
4 180 150 0.833 0.4 0.833*0.4*1.2 0.4+(0.4*0.15)=0.
min
=0.40
5 225 210 0.933 0.4 0.933*0.4*1.2 0.448+(0.488*0.1
min
=0.488 =0.515
Standard time= Normal time + allowance

Total= 2.362 min

Total standard time = 2.4 min

 Que 2 A worker operating on a machine performs the following elements. The
description of element, their observed time and rating are given. Compute the
standard time for the component

Element Description Observed Rating Relaxation

time allowance
A Position of 0.25 80% 10%

Job
B Switch ON & lower 0.09 100% 11%
drill
C Drill hole 2.8 90% 12%
D Raise drill & switch 0.05 80% 10%
OFF
E Remove job from jig 0.15 110% 11%

Elemen Description Observe Rating Normal Relaxation Standard

t d
time allowance time
time
A Position of 0.25 80% 0.25*0.8= 0.1 0.2+(0.2*0.1)=0.22

Job 0.2
B Switch ON & 0.09 100% 0.09*1= 0.11 0.09+(0.09*0.11)=0.0999
lower drill
0.09
C Drill hole 2.8 90% 2.8*0.9= 0.12 2.52 +(2.52*0.12)=2.8224

2.52
D Raise drill & 0.05 80% 0.05*0.8= 0.1 0.04+(0.04*0.1)=0.04
switch OFF
0.04
E Remove job 0.15 110% 0.15*1.10 0.11 0.165+(0.165*0.11)=0.18315
from jig
=0.165

Total=3.36945 or 3.4

Normal time = Observed time * Rating

Allowance = Normal time * (Allowance/100)

Standard time = Normal time + allowance

Que 3) Define the following elements as recognized by MTM-I system:

● Move
● Reach
● Turn
● Apply Pressure
● Grasp
Ans 3) Element # 1 Reach (R)

Reach is the basic element used when the predominant purpose of the
motion is to move the hand or fingers to a definite destination or to a
general location.
The time for making a reach varies with the following
factors:
(i) Condition (nature of destination)

(ii) Length of motion and

(iii) Type of reach (i.e., whether hands move/accelerate/decelerate at

the beginning/end of reach or not).

Classes of Reach:
There are five classes of reach. The time to perform a reach is affected
by the nature of the object towards which reach is made. There are five
cases for the motion Reach.

Case A Reach:
Reach to an object in other hand or to an object in fixed location or on
which other hand rests.

Case B Reach: Reach to object whose general location is known.

Location may vary a little from cycle to cycle.
Case C Reach: Reach to object jumbled with other objects in a
group. Search and select may be involved in this case.
Case D Reach: Reach to a very small object or where accurate group
is needed.
Case E Reach:
Reach to indefinite location to get hand into position for body balance
or next move or out of way.

The length of a motion is the true path, not just straight line distance
between the two terminal points.

There are three types of reach to be taken into

consideration:
(1) Hand is not moving at beginning and at end of reach.

(2) Hand is moving at either beginning or end of reach and.

(3) Hand is in motion at both beginning and end of reach.

The time values with respect to the reach type are available in tables
published MTM Association for standard and Research. The sample

Element # 2. Move (M):

Move is the basic element employed when the predominant purpose is

to transport an object to a destination.

There are three classes of moves:

Case A Move:
Object to other hand or against stop

Case B Move:
Object to approximate or indefinite location.

Case C Move:
Object to exact location.

The time for move will depend upon the following variables:
(1) Length of motion which is governed in a manner similar to reach.

(2) Condition (nature of destination) as governed by the above-

mentioned three cases.

(3) Types of move which is the same as in the case of ‘reach’.

(4) Weight factor, (static and dynamic):
The weight of the object has dual effect on the move time. Not only the
move is refereed (i.e. increase in the time) but also initial hesitation
prior to movement is produced by weights.

This also increases time. Table 18.2(b) for move contains weight
factor: To find out the time allowed for move with weight, it is
essential to multiply the basic move time with appropriate weight
factor. In addition to this product an appropriate weight constant is
also added if the need arises.

Element # 3. Turn:

It is the basic element basic element employed when the hand, either
empty or loaded is turned. Such movement rotates the hand, wrist,
and fore arm about the long axis of the forearm.

The amount/length of turn is measured by the degrees by which the

hand, wrist and forearm are turned from their natural position.

The table for turn contains time values (i.e., TMU) for 30°
turn to 180° turn with increments of 15°. The time for turn
depends on two variables:
(i) Degrees turned and
(i) Weight factor.

The turn time is dependent upon the weight of the object being turned
if hand is not empty. There are three classification of weight i.e. small,
medium and large as illustrated in Table 18.2(c).

Element # 4. Apply Pressure:

This basic element is performed when precise control is exerted. It

appears as a distinct pause before performing subsequent basic
elements. Table 18.2 (d) presents the time values for apply pressure. It
provides full cycle time or development by the components as related
to other motions. The tables showed two cases i.e. Apply Pressure Case
A & Case B.

These are as follows:

Apply Pressure Case A. Application of pressure only. This would
naturally require less time than B.

Apply pressure Case B. Regrasp or sequence and apply pressure. It

needs precision which is more than normal.
Element # 5. Grasp:

This basic element is performed when the main purpose is to secure

sufficient control on one or many objects with fingers or with hands to
allow the performance of the next basic element.

It starts when the preceding basic element has ended and stops when
the succeeding element has started. Hence mental Therbligs such as
search and select are included in the grasp time values. The format of
table for grasp is shown in Table 18.2 (e) which illustrates various
cases TMU and description of activities.
Que 4) What is the importance of selecting a worker for Stop watch time study.
Why not randomly any worker can be chosen for stop watch time study? Discuss?

Ans 4) Stopwatch time study measures how long it takes an average worker to
complete a task at a normal pace. A “normal” operator is defined as a qualified,
thoroughly experienced operator who is working under conditions as they
customarily prevail at the work station, at a pace that is neither fast nor slow, but
representative of an average. The actual time taken by the above-average
operation must be increased, and the time taken by the below-average must be
reduced to the value representative of normal performance. Performance rating
is a technique for equitably determining the time required to perform a task by
the normal operator after the observed values of the operation under study have
been recorded (Nakayama, 2002). Hence, when a work is measured with the stop
watch device it is known as stop watch time study method. Stop watch time study
method is a technique of establishing an allowed time standard to perform a
given task with the help of stop watch along with due allowance. When a stop
watch is used as a work measurement technique to record times and rates of
working for the element of specified job carried out under specified conditions
and for analyzing the data so as to obtain the time necessary to carry a specified
job at specified level of performance is referred to as stop watch time study
method.
QN 1 ANS6

Improve productivity by reducing awkward postures

Working in an awkward posture is not an efficient way to work. The ergonomics

process encourages work to be done in the “comfort zone”, causing less fatigue
and helping you work faster and more accurately.

Improve productivity by reducing high force requirements

High force requirements cause unnecessary exertion that slows work down. Using
mechanical assists, counter balance systems, adjustable height lift tables and
workstations, powered equipment and ergonomic tools will reduce work effort
and muscle exertions.

Improve productivity by reducing highly repetitive tasks

High task repetition, especially when combined with other risks factors such high
force and/or awkward postures, increases fatigue and slows the work process
down. Excessive or unnecessary motions should be reduced if at all possible. In
situations where this is not possible, it is important to eliminate excessive force
requirements and awkward postures.

QN 2 ANS:

SCOPE OF ERGONOMICS

Ergonomics means literally the study or measurement of work. In this context, the
term work signifies purposeful human function; it extends beyond the more
restricted concept of work as labour for monetary gain to incorporate all activities
whereby a rational human operator systematically pursues an objective. Thus it
includes sports and other leisure activities, domestic work such as child care and
home maintenance, education and training, health and social service, and either
controlling engineered systems or adapting to them, for example, as a passenger
in a vehicle.

The human operator, the focus of study, may be a skilled professional operating a
complex machine in an artificial environment, a customer who has casually
purchased a new piece of equipment for personal use, a child sitting in a
classroom or a disabled person in a wheelchair. The human being is highly
adaptable but not infinitely so. There are ranges of optimum conditions for any
activity. One of the tasks of ergonomics is to define what these ranges are and to
explore the undesirable effects which occur if the limits are transgressed—for
example if a person is expected to work in conditions of excessive heat, noise or
vibration, or if the physical or mental workload is too high or too low.

In all situations, activities and tasks the focus is the person or persons involved. It
is assumed that the structure, the engineering and any other technology is there
to serve the operator, not the other way round

QN 3 ANS:

man–machine system is a system in which the functions of a human operator (or

a group of operators) and a machine are integrated. This term can also be used to
emphasize the view of such a system as a single entity that interacts with external
environment.

A manual system consists of hand tools and other aids which are coupled by a
human operator who controls the operation. Operators of such systems use their
own physical energy as the power source[citation needed]. The system could
range from a person with a hammer to a person with a super-strength giving
exoskeleton.

Human machine system engineering is different from the more general and well
known fields like human–computer interaction and sociotechnical engineering in
that it focuses on complex, dynamic control systems that often are partially
automated (such as flying an airplane). It also studies human problem-solving in
naturalistic settings or in high-fidelity simulation environments.

QN 4 ANS

Anthropometry, or anthropometrics, is the study of human body measurements.

At its most basic, anthropometrics is used to help scientists and anthropologists
understand physical variations among humans. Anthropometrics are useful for a
wide array of applications, providing a kind of baseline for human measurement.

Anthropometry for seat design

Generally, seats should allow your body to be comfortable and not restricted. The
seat design is critical for this:

The seat height should not be so high so that your legs are left dangling! This
would mean that there would be pressure on the soft tissues under your thighs.
This pressure interferes with the return of blood from the lower limbs, which may
cause tingling and numbness in the thighs due to pressure on blood vessels and
nerves.

The seat depth should allow clearance at the back of your knees in order to
prevent pressure on the network of blood vessels and nerves.

The seat back and angle should support the natural curves of your spine (in
particular your lower back).
The main weight bearing should be taken by the ischial tuberosities (the bony
parts of your bottom) and the top half of the thighs.

In addition, a chair should enable you to change posture at intervals, ensuring

that different groups of muscles can be used for support, and that no particular
group of muscles gets tired. The consequences of poor seating are discomfort,
fatigue and inefficiency in what you are doing.

QN 5 ANS

Noise is also a factor of importance in relation to the efficiency of workers. It

is a frequent cause of fatigue, irritation and thus loss of output. Anyone whohas
tried to do calculations or work demanding intense concentration in noisy
surroundings, such as a weaving shed or a machine shop full of automatic
machines, knows how exhausting noise can be, even though he may be able to
shut it out from his consciousness for a while. Particularly disturbing is
intermittent noise, such as that of road drills (used for digging machinery
foundations), riveting guns, drop hammers or heavy presses.

Exposure to exceptionally loud noise can cause permanent damage to hearing.

The following example illustrates the restraints on output which noise can
impose.' A group of experienced workers assembling 80 temperature regulators
produced some 60 faults. The room in which they were working was next to a
noisy boiler shop. They were moved to a quieter place, where they did 110
regulators in the time formerly required to do 80, and with only seven faults.