INDUSTRIAL MANAGEMENT

‫االدارة الصناعية‬
Work study is the systematic
examination of methods of
carrying out activities, so as:
a. to improve the effective use of
resources
b. and to set up standards of
performance for the activities
carried out.
(1) Develop new basic processes or
introduce major improvements to
existing ones.
(2) Install new and more highly-mechanized
equipment.
(3) Improve product design that make it
easier to manufacture.
(4) Reduce the work content and
improve existing processes.
(1) New ideas are more easily accepted
when there is an atmosphere of
mutual confidence between management
and workers.
(2) If work study is introduced into an
atmosphere already polluted by
suspicion, it is likely to be made the
excuse for disputes.
(3) Where workers have not been doing
a fair day’s work, work study is likely
to be resisted, as it threatens to
terminate easily earned wages and
pleasantly slack conditions.
(1) Method Study.
(2) Time Measurement.
 Methodstudy is the critical
examination of ways of doing
work in order that they may be
made more effective.
1. Select work to be studied.
2. Record existing method of
working.
3. Critically examine existing
method.
4. Develop improved method.
5. Install improved method.
6. Maintain new method.
(a) Work with high direct labour
content.
(b) Job with a large and continuing
demand.
© Processes which are production
bottlenecks.
(d) Jobs on which there have been low
earnings or excessive overtime.
(e) Dangerous or unpleasant work.
(f) Poor morale evidenced by:
a. complaints,
b. poor quality work
c. and/or absenteeism.
(g) These may all arise from tedious or
unnecessary tiring work.
(1) Charts are used for recording
existing method.
(2) Three types of charts are used:
a. Process charts.
b. Charts with a time scale.
c. Charts which show a path
movements.
1. Process charts are used to show
the sequence of events.
2. Process charts use the following
symbols:
 OPERATION

TRANSPORT

PERMANENT STORAGE

DELAY OR
TEMPORARY
STORAGE

INSPECTION
There are three types of process charts:
(1) The first, the outline process
chart: uses only operation and
inspection symbols and gives the
overall picture.
(2) The second is the flow process
chart: which provides more detail
and makes use of all five symbols.
(3) The third type is the two-handed
process chart: It shows the activity of
the hands in relation to each other
They use time scale against
which the activity is plotted.
(1) Multiple activity chart, on
which the activity, of more
than one worker or machine,
is shown against a common
time scale.
(2) The Simultaneous Movement
Chart (SIMO chart) is used to
record simultaneously the
detailed body movements.
(4) Therbligs ( developed by Frank & Lillan
Gilbreth) are used to indicate the
fundamental motions.
a. The time scale of the chart are
divided into time intervals of
1/2000 minute called winks.
b. A film is taken of the operation
which is then transferred to simo
chart.
The flow diagram shows, on a floor
plan, where specific activities are
carried out.
(1) Questioning techniques are
used for examining the existing
method.
(2) It consists of a series of
questions designed to examine
systematically what is being
done.
(3) The following aspects of existing
method are examined:
a. Purpose.
b. Method.
c. Sequence.
d. Place.
e. Person.
(4) Each of these aspects is examined
by a series of questions. These are:
1 Purpose What is being done?
Why is it being done?
What else could be done?
What should be done?
2 Place Where is it being done?
Why there?
Where else could it be?
Where should it be done?
3 Sequence When is it done?
Why then?
When else could it be done?
When should it be done?
4 Person Who does it?
Why that person?
Who else might do it?
Who should do it?
5 Means How is it done?
Why that way?
How else can it be done?
How should it be done?
(4) An alternative to questioning
technique is the possibility guide and
check list.
(a)The possibility guide proposes
consideration of changes to:
i. Raw material.
ii. Product design.
iii. Tools, workplace, and equipment.
iv. Hand and body movements.
(b) The check list enables processes to
be examined in greater details:
i. It consists of a large number of
questions which, when answered,
should enable a better method to be
devised.
ii. A check list may be constructed for
each type of chart.
Example of questions are:
1. Can any operation be eliminated?
(a) as unnecessary.
(b) by changing the order of work.
© by new or different equipment.
(d) by layout changes.
2. Can any delays be eliminated?
(a) by changing order of work.
(b) by changing the layout.
© by new or different equipment.
(1) New ideas emerge from the critical
examination of the old methods.
(2) These ideas will have to be
developed and discussed with the
departments concerned.
(3) For instance, a suggested change in
material will probably have to be
discussed with the designer, the
buyer and the production engineer.
(4) It will be necessary at this stage to
estimate:
(a) the time needed to make the
proposed changes.
(b) the cost of the changes.
(c) the savings that will result.
(5) Shop supervision will have to be kept
informed and the attitude of the
workers to the proposed changes will
have to be determined.
(a) New method should be planned,
after it has been fully developed, and
general acceptance obtained for it.
(b) A minor change is usually handled
by the work study officer himself, in
cooperation with the departments
concerned.
© A major change will involve
considerable detailed planning. It is
best dealt with by holding regular
meetings attended by representatives
of the departments involved.
(d) The production engineering
department will be responsible for
specifying new plant and tooling.
(e) The maintenance department be
responsible for the installation or
re-positioning of plant.
(f) The human resource department be
responsible for the procurement and
training of workers.
(g) The production control department
for building up stocks and with the
issue of manufacturing orders.
(h) Shop supervision will be responsible
for operating the new arrangements.
(i) If possible the installation should
take place at a time that will cause
minimum loss of production, such as
during the annual holiday or at a
weekend (Friday, Saturday).
(j) The work-study officer should be
present during the changeover to
encourage, assist, and coordinate.
(k) It will take a while before the new
arrangements are running smoothly.
(L) The work-study officer should
consider the installation completed,
only, when output has reached the
predicted level.
(m) Alterations to manufacturing
method can be made only if proper
authorization has first been obtained.
(n) Certain rules of human movement,
work-place arrangement, and tool
design have been formulated to help
advice economical method of working.
(a) The new method must be written
down clearly and concisely and
thoroughly understood by the worker
and supervisor.
(b) Work and tools should have fixed
positions allocated to them so that
habitual movements are encouraged.
© Tools and material should be located
as near to the operator as possible
and within the most suitable working
area.
(d) Materials and tools should be
arranged so that they are in the best
sequence for correct motions.
(e) The operator should be comfortably
seated with the bench at the correct
height and the workplace well-lighted.
Work measurement determines the
time required to carry out:
a specific task
at a defined standard of performance
by a qualified operator
1. As a basis of comparison between
different methods of working.
2. To distribute work equally between
members of a team.
3. For planning and machine loading.
4. To set standards of machine and
labour productivity.
5. As the basis of an incentive scheme.
6. For costing, particularly to establish
standard costs.
1)Time Study
2)Synthesis
3)Predetermined motion times.
4)Analytical estimating.
5)Activity sampling.
The Procedure for taking a time study is:
(1) Inform the foreman that a particular
job is to be studied.
(2) Get to know the operator concerned
and put him at ease.
(3) Decide whether or not the method of
working is satisfactory and if the
operator is proficient.
(4) Note all the relevant details of the
jobs so that at any future time the
exact method and conditions of
working can be determined.
(5) Split the work cycle into suitable
elements of timing. An element is a
distinct operation, or group of
operations, within the work cycle,
preferably having a clearly defined end
point and of timing lasting not less
than 3 seconds.
(6) Any non-repetitive or occasional
elements should be separately noted.
(7) Estimate the rate of working and
time, with a stop-watch, of the
elements into which the work cycle
has been divided.
(8) At least thirty cycles are noted and
timed.
(9) Alternatively the number of cycles to
be timed can be found statistically.
(10) Add allowances to the basic time
for the study.
(11) A relaxation allowance is always
given; this should be added elementally
and is usually a minimum of 10%
(12) but can be in excess of 100% of
the basic time for highly fatiguing
work.
(13) A variety of relaxation allowances
tables are in use.
(14) Other allowances such as tool
allowances or reject allowances are
added if necessary.
(15) The resultant time is called the
standard time.
(16) Arbitrary allowances are added by
some management to increase
operator’s earnings.
(17) These are referred to as policy
allowances
(18) and when a policy allowance is
added to a standard time it is known
as an allowed time.
(a) Many operations can be synthesized
from element times for which time
study values have already been
collected.
(b) The allowed time can then be found
by summing the appropriate element
times.
©All element times should be accompanied
by an adequate description of the
method and equipment used.
(d) The end points of each element
should be clearly defined.
(e) Many organizations will build up
books of tables of these times, entering
new elements as they are discovered.
(e) Synthesis are particularly useful for
machine shop work, where:
1. the handling elements are often
similar
2. and some machining times can
be calculated from consideration
of feed and cutting speeds.
(a) Pre-Determined Motion Time
Systems use standard data to
predict the time required to
complete a task.
(b) Elements used are much
shorter, many being similar to
therbligs.
(c) Pre-determined Motion Times
are of value in applications such
as:
1. method comparison in the pre-
production stage of a product,
2. or the initial allocation of work
between stations on a
production line.
(a) It is used for non-repetitive work
such as that in:
1. tool rooms
2. and maintenance departments.
(b) It is important to have, as an
estimator , a man of integrity who is
fully experienced in the work being
done and trained in method study.
© The job is studied by the estimator
and after the method has been
decided upon, it is broken down into
elements.
(e) Where possible the times for these
elements are determined by synthesis,
(d) but where no synthetic data are
available they are filled in from the
estimator’s experience.
(a) It is used to find out the amount of
time occupied by various activities
associated either with workers or
machines.
(b) Having decided on the activities
which require study, a preliminary
survey is made to estimate the
proportion of time occupied by each
of the activities to be measured.
© This is necessary in order to find how
many observations need to be made
to obtain a result of the desired
accuracy.
(d) The period during which the
sampling is taking place must be
representative.
(e) The times at which the observations
are made must also be arranged so
that they occur at random intervals.
(1) Ergonomics is the study of the
relationship of people and their
working environment.
(2) It is also called Human Engineering.
(1) When man uses a machine, he and
the machine form control loop.
(2) The man receiving information,
processing it and taking the necessary
action with the machine controls until
the required result has been achieved.
(3)The efficiency with which the system
functions is affected by:
a.Machine design
b.The ability and motivation of the operator.
c. The physical environment of the
factory.
(4) The machine design aspects of the
system falls into two broad categories:
a. The display of information
b.The design of control
(5) The factory environment
consists of:
a.The physical aspects; such as
1.lighting,
2.noise,
3. vibration,
4.temperature.
b. The psychological environment.
(1) When a person is fatigued his ability
to continue work is reduced. This is
shown by a reduction in the working
pace.
(2) When heavy work is being done,
energy reserves are depleted
(3) if a rest pause is not taken,
tiredness becomes progressive and
collapse may eventually result.
(4) Energy reserves vary from person to
person,
(5) Also the pace at which they are able
to work without drawing on their
reserves varies.
(1) Muscular work has been divided into
two types;
a. dynamic
b. and static.
(2) Dynamic work occurs when there is
alternate contraction and expansion of
the muscles and is normally associated
with useful industrial work.
(3) Static work is done when there is
prolonged muscular contraction such
as in:
a. Standing
b. Bending
c. Exerting pressure
d. Work with arms extended
(4) Static work should be minimized, as
in most instances it causes fatigue
without contributing any useful work.
(5) Much can be done to reduce static
work by an appropriately designed
work-place.
(1) Work-place should be designed so
that the worker is seated.
(2) Only when this is impracticable, as
with heavy manual tasks, should work
be done standing.
(3) The chair used should be stable and
compatible with the height of the
work.
(4) The height of the seat should be
adjustable.
(5) Bending may be prevented by
presenting and disposing of work at a
suitable height.
(6) Bending to get parts from the
bottom of box pallets can be
extremely fatiguing.
(7) This may be avoided by:
a. feeding work from pallets into hoppers
which discharge at bench-top level
b. or by mounting pallets on special tilting
stands.
(8) The hands should never be used to
maintain a tool or the work in a fixed
position,
(9) This should be done by a suitable
fixture.