Micro motion study in industrial engineering pdf

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Designing a work system. Instructor: Dr. Inderdeep Singh, Department of Mechanical Engineering and Industrial Engineering, IIT Roorkee. This course deals with a systematic study of how to do work in order to find ways to use resources effectively and effectively and to establish standards for the effectiveness of the work done. Systematic analysis of the work includes what is done, how it is done, and
what is the standard time to do the job. This requires an in-depth analysis of all the elements, factors, resources and relationships that affect the effectiveness and effectiveness of the work being studied. The course also aims to scientifically establish the time it takes a skilled worker to perform a working element at a certain speed of work. The course also includes ergonomic aspects of the design of the
work system. The scope of this course is not only limited to production applications, but is also relevant for the service industry. (from nptel.ac.in) Lecture 28 - Micro-Motion Study Introduction of Micro Motion Research, Purpose Micro Motion Research, Steps Participating in Micro Motion Study, Benefits of Micro Motion Study. Go to the course home or watch other lectures: Micro Motion Study Technique:
Introduction, Definition, Purpose and Benefits! The micro-movement research method is best suited to short-lived and repetitive hundreds of operations or activities. These are operations or movements that require very little time, and for these movements it is quite difficult to accurately measure the time and because of repetitive operations the time required by these movements cannot be ignored. It is
important to obtain more information during such operations in order to find out what movement and effort can be prevented. All of this is done to create the best-feasible motion model so that the user can do the action continuously with minimal attempt and exhaustion. Therefore, micro-motion research is a method of recording and analyzing the timing of the main elements of an operation in order to
achieve the best method of performing the operation. Such short-term activities include rapid limb movement that cannot be properly researched and planned using two hand-carded procedures. This is due to the fact that microscopic information is recorded, such as individual operations, inspection and transportation, etc. For microscopic movements it is necessary to recognize the activity of a short cycle,
for example, the procedure of pulling a nut from a bin, and its fixation consists of three movements of hands, namely reaching the nut, grabbing the nut and moving the hand back to the place of installation. This careful assessment helps to create the finest feasible traffic model and thus allows the user to constantly conduct numerous actions with minimal and fatigue. The Micromobil movement study is one
of the most accurate working workers methods used to improve the work. It uses film pictures of various operations or movements, so using a camera. This device can measure and record up to 0.0005 minutes of very short time. The method is considered miCR-MOTION STUDY when using an image camera. Information about the time of movement of the film is transferred to the graph of the simo. For job
design purposes or process improvement, you can further evaluate simo graphics information. Fran Gilbret created this method, given that the procedure consists of tiny components that may be repetitive or unsupilated. He called these components THERBLIG (when the banking term Therblig is written after his name is Gilbreth). For the following purposes, it can be used: 1. To investigate the nature and
route of the movement in order to obtain components of the procedure2. To investigate the work of the machine and the operator3. Providing instructions to employees or carriers on movement; economy to avoid over-displacement of workers. Exploring the relationship between operator operations and device5. Maintaining continuous accounting is the most effective way to perform a potential reference
assignment6. For information on motion times for different components to develop synthetic time standards.7. To conduct the technique and study the time of the survey. It has the following important advantages:1. It offers a continuous record of the film's motion research. A large number of operators can see the procedure at any time, even after the completion of the work on the study of movement3. The
difference between the current and the proposed method can be easily revealed in films.4 Movies can be shown at any required speed for a large workforce. Compared to the study of clock stop times, it offers a very precise time for each procedure or movement. This helps to analyze the common method in detail and accurately. Tags Industrial Engineering After reading this article you'll find out about:- 1.
The Value of Micro-Movement Study 2. Definition of Micro-Movement Study 3. Goal 4. Advantages. Micro-Motion Study: The micromoving research method is best suited to operations or activities that have a short duration and are repeated hundreds of times. These are operations or movements that take very little time, and it is quite difficult to accurately measure the time for these movements, and the
time required by these movements cannot be ignored due to repetitive operations. It is interesting to elaborate in more detail in order to find out what movement and effort can be avoided. All this is done to develop the best motion scheme so that the operator can perform operations again with minimal effort and fatigue. Definition of micromoving research: Thus, micro-movement research is a method of
recording and analysing the timing of the main elements of the operation in order to achieve the method of performing the operation. Such appropriate short-term activities rapid movement of limbs that cannot be accurately studied and accustomed to using two hand process diagrams. This is due to the fact that recordings of microscopic parts such as various operations, inspections and transport, etc. Study
of such microscopic movements in a short cycle of repetitive jobs is not sufficient. Short-cycle operations require the study of microscopic movements, such as operations to collect the nut from the bin, and its fixation consists of three movements of the hand, namely for the nut, grabbing the nut and moving the hand back to the assembly position. This detailed analysis helps to develop the best possible
pattern of movements and therefore allows the operator to perform various operations repeatedly with minimal effort and fatigue. Micro-movement research is one of the most accurate methods of analysis of the work used to improve the work. It uses movies of various activities or movements, so using a camera. A very short time of up to 0.0005 minutes can be measured and recorded by this system.
When using the camera, the procedure is known as MICROMOTION STUDY. Data on the time of movement from the film are transferred to the simo-chart. The data of the simo-charts can be further analyzed for the purpose of the layout of the workplace; or improving the method. This method was developed by Fran Gilbret, who believed that the operation consists of tiny elements that can be repetitive or
unsupilated. He called these elements THERBLIG (after his name is Gilbret, if the reverse word Therblig is written). The purpose of micro-movement research: It can be used for the following purposes: 1. To study the nature and path of movement to obtain elements of the operation. 2. Exploring the activities of the machine and the operator. Training of workers or operators in relation to traffic; economy so
that it is possible to avoid unnecessary movement of workers. 4. Exploring the relationship between the operator and the machine. 5. Constantly taking into account the most effective way to perform a task for future links. To obtain traffic time data to develop synthetic time standards for different elements. For methods and time study. The benefits of the micro-Motion Study: It has the following important
advantages: 1. It provides a constant recording of motion research on films. 2. A large number of operators can see this procedure at any time even after the completion of the traffic study. 3. Films can easily reveal the difference between the present and the proposed technique. 4. Films can be showcased by a large workforce at any desired speed. 5. It provides a very accurate time for each operation or
movement compared to the stop time viewing the study. 6. This helps in compiling a detailed and accurate analysis of the prevailing technique. 1. 7.1 PERFORMANCE has now become the everyday word for hours. This is crucial for the well-being of industrial firms, as well as for the country's economic progress. High performance means work as soon as possible with the lowest input costs without
compromising quality and with minimal resource costs. The working study forms the basis for the design of the work system. The aim of the development is to identify the most effective means of vision of the necessary functions. This working study aims to improve existing and proposed ways of doing the work and setting standard times for the job. The working study is covered by two methods, i.e. the
method of studying and measuring work. Methodical research is a systematic record and critical study of existing and proposed ways of doing work as a means of developing and applying simpler and more efficient methods and reducing costs. Measuring work is an application or method designed to set the time for a skilled worker to do a particular job at a certain level or productivity. 1 7 1 7.1 Introduction
7.2 Performance 7.3 Study Work 7.4 Method Study 7.5 Motion Study 7 7.6 Measuring Work 7.7 Time Study - Exercise - Skills Development - Caselet WORK STUDY (TIME AND MOTION) STUDY OUTLINE 2. % PRODUCTION AND OPERATIONS MANAGEMENT There is a close relationship between the research method and the measurement of work. The research method relates to reducing the
content of work and establishing one best way to do the work, while measuring the work involves investigating and reducing any inefficient work time and setting a timetable for a routine operation. PRODUCTIVITY Productivity is a quantitative link between what we produce and what we use as a resource to produce them, i.e. the arithmetic ratio of output (production) to the amount of resources (input).
Performance can be expressed this way: Product performance and input performance refers to the efficiency of the production system. It is a concept that directs the management of the production system. This is an indicator of how well factors of production (land, capital, labour and energy) are used. The European Productivity Agency (EPA) has defined performance as: Performance is a mind-taking
attitude. It's a mentality of progress, a constant improvement in what exists. It is the confidence to be able to do better today than yesterday and continuously. It is a constant adaptation of economic and social life to changing conditions. This is an ongoing effort to apply new methods and methods. It's a belief in progress. The main problem with performance is that it means a lot of things to many people.
Economists define it from gross national product (GNP), managers see it as spending cuts and acceleration, engineers think in terms of more production per hour. However, it is generally accepted that this is a relationship between manufactured goods and services and the resources involved in their production. 7.2.1 Factors that affect performance factors that affect performance can be broadly
categorized into two categories: (A) (A) (or internal) factors and (B) uncontrollable (or external) factors. A) MANAGED (OR INTERNAL) FACTORS 1. Product factor: From a performance perspective, the extent to which a product meets the output requirements is judged by its usefulness. The cost-benefit ratio of the product can be increased by increasing the benefit at the same cost or by reducing the cost
of the same benefits. 2. Factory and Equipment: They play a prominent role in improving productivity. Increased availability of the plant due to proper maintenance and reduced downtime increases productivity. Productivity can be increased by paying due attention to use, age, modernization, cost, investment, etc. 3. WORK STUDY (TIME AND MOTION RESEARCH) %! Fig. 7.1 Factors affecting
performance 3. Technology: Innovative and cutting-edge technologies increase productivity to a greater extent. Automation and information technology help to achieve improvements in materials processing, storage, communication and quality control. Various aspects of technological factors to be taken into account include: (i) the size and capacity of the plant, (ii) timely supply and quality of inputs, (iii)
production planning and control, (iv) repair and maintenance, v) waste reduction and (vi) efficient processing system. 4. Material and energy: Efforts to reduce material and energy consumption result in significant productivity improvements. 1. Choosing quality material and the right material. 2. Loss control and scrap. 3. Effective control of shares. Develop sources of supply. Optimal energy use and energy
savings. 5. Human factors: Productivity mainly depends on a person's competence and qualifications. The ability to work effectively is governed by a variety of factors, such as education, training, experience, etc., employees. Employee motivation will affect productivity. 6. Methods of work: Improving working methods (methods) to improve productivity, study of labour and industrial engineering and training
are areas that improve working methods, which in terms improve productivity. 7. Management style: This affects organizational design, communication in the organization, policy and procedures. A flexible and dynamic management style is the best approach to achieving higher performance. B) UNCONTROLLED (OR EXTERNAL) FACTORS 1. Structural adjustments: Structural adjustments include both
economic and social changes. Economic changes that have a significant impact: 4.5% PRODUCTION AND OPERATIONS MANAGEMENT (a) The transition of employment from agriculture to manufacturing, (b) Technology imports and c) competitiveness Social changes, such as women's participation in the labour force, education, cultural values and attitudes, are among the factors that play an important
role in improving productivity. 2. Natural resources: Labour, land and raw materials are vital to productivity 3. Government and infrastructure: Government policies and programmes are important for the productivity of public institutions, transport and communications power, fiscal policy (interest rates, taxes) have a greater impact on productivity. 7.2.2 Overall Performance Index (TPM) It is based on all input.
The model can be applied to any production organization or service company. Total Material Productivity - Total Material Volume Of Material Contribution Total Material Volume of Production - Cost of Manufactured Goods - Cost of Partial Produced Units - Delyents from Securities - Interest - Other Income Total Material Contribution - Cost (human and material, energy and other resources) is used. The
word material here refers to the measurable. The company's products, as well as inputs, should be expressed in the total unit of measurement. The best way is to express them in rupee value. 7.2.3 Partial Performance Indicators (PPM) Depending on individual input partial performance indicators are as: Partial Performance - Total Production Individual Input 1. Productivity - Total Labor output contribution
labor is measured in terms of human-hours 2. Capital Productivity - Total capital input 3. Material Performance - Total Production Material Input 4. Energy Productivity - Total Energy Input 5. WORK STUDY (TIME AND MOTION STUDY) % - One of the main drawbacks of partial performance indicators is that there is an excessive attention to one input factor to the extent that other inputs are underestimated
or even ignored. 7.2.4 Performance Improvement Methods (A) TECHNOLOGY BASED 1. Computer Design (CAD), Computer Manufacturing (CAM) and Computer Integrated Manufacturing Systems (CIMS): CAD refers to the development of products, processes or systems using computers. The impact of CAD on human productivity is important for the benefits of CAD: (a) Speed assessment of alternative
designs, (b) minimizing the risk of functioning and (c) reducing errors. CAM is very useful for designing and managing production. This helps to achieve the efficiency of the production system by balancing the lines. (a) Planning and controlling production capacity (b) capacity requirements planning (CRP), production resource planning (MRP II) and material requirements planning (MRP) (c) automated
inspection. 2. Computer integrated manufacturing: Computer integrated production is characterized by automatic balancing of lines, machine loading (planning and sequencing), automatic inventory control and inspection. 1. Robotics 2. Laser Modern maintenance methods 4. Energy Technology 5. Flexible Production System (FMS) (B) EMPLOYEE BASED 1. Financial and non-financial incentives at the
individual and group levels. 2. Promotion of employees. 3. Designing jobs, expanding jobs, enriching jobs and rotating jobs. 6. $$ PRODUCTION AND OPERATIONS MANAGEMENT 4. Employees' participation in decision-making 5. Circles of quality (KK), Activities of small groups of groups 6. Personal development. (C) MATERNAL BASED 1. Material planning and control 2. Purchase, Logistics 3.
Storage of material and extraction 4. Choosing a source and purchasing quality material 5. Waste disposal. (D) PROCESS BASED ON 1. Methods of designing and simplifying work 2. Evaluation of work design, job security 3. Human engineering. (E) Product on OSNOVE 1. Cost analysis and engine value 2. Product Diversification 3. Standardization and simplification 4. Reliability Engineering 5. Product
range and promotion. (F) THE TASK IS BASED ON 1. Management style 2. Communication in the organization 3. Work culture 4. Motivation 5. The activities of the promotion group. ILLUSTRATION 1: The company produces 160 kg of plastic molded parts of acceptable quality, consuming 200 kg of raw materials for a certain period. Over the next period, production doubled (320 kg) due to the
consumption of 420 kg of raw materials, and in the third period the production increased to 400 kg, consuming 400 kg of raw materials. RELATED: During the first year production is 160 kg Productivity - Exit Entrance - 160 200 - 0.8 or 80% For the second year, production increases by 100% Productivity - Output entrance - 320 420 - 0.76 or 76% - For the third period production increases by 150%
Productivity , output - 400 400 - 1.0, i.e. 100% - 7. WORKING STUDY (TIME AND MOTION STUDY) % Of the above illustration it is clear that in the second period, although production doubled, productivity decreased from 80% to 76% in the third period, production increased by 150% and accordingly productivity increased from 80% to 100%. ILLUSTRATION 2 : Below is the following information on the
produced products and inputs consumed over a period of time for a particular company: Exit - Rs. 10,000 Human Contribution - Rs 3000 Material Contribution - Rupiah 2000 Capital Input - Rs 3,000 Energy Entry - Rupee 1000 Other misc. entry - Rs 500 Values in terms of the value of the rupee for the base year. Calculate the different performance indices. RELATED: Partial Performance 1. Productivity -
Human Input - 10,000 3000 and 3.33 2. Capital Performance - Capital Entry - 10,000 3000 and 3.33 3. Material Performance - Output Input Material - 10,000 2000 and 5.00 4. Energy Performance - Output Energy - 10,000 1000 and 10.00 5. Other expenses misc. - Exit Other misc. input - 10,000 500 and 8 p.m. 6. Total Production Total Input - Total Output (Human - Material - Capital - Energy - Other
Incorrect Input) - 10,000 3000 and 10,000 10,000 10,000 9500 and 1,053 8. % PRODUCTION AND OPERATIONS MANAGEMENT 7. Total Productivity Ratio (TFP) - Net Production (Labour and Capital) Entry - Total Production Material and Services Acquired (Labour and Capital) Entry - that the company buys all its materials and services, including energy, misc. and equipment (leasing). Then, The
Overall Performance Factor - 10,000 - 2,000 3,000 1,000 500 3,000 3,000 , , , , , C 3 500 6 000 , 0.583 7.3 7.3 STUDY Working Research is a general term for those methods, methods of research and measurement of work that are used in the study of human work in all its contexts. And that systematically leads to an investigation into all the factors that affect the efficiency and economics of the revised
situation in order to truly improve the situation. Figure 7.2 Framework Work Work Study is a means of improving the efficiency of the production (productivity) of the firm by eliminating waste and unnecessary operations. It is a method for identifying non-value-added operations by examining all the factors that affect work. This is the only accurate and systematic method that focuses on procedures for setting
time standards. This will contribute to profits as savings begin immediately and will continue throughout the product service time. The method of research and measurement of work is part of the study work. Part of the methodological study is motion research, a measurement of work also called Time Study. 9. WORKING STUDY (TIME AND MOTION STUDY) %' 7.3.1 Benefits of Work Research Below
Benefits of Work Research: 1. This helps achieve a smooth production flow with minimal interruptions. 2. This helps reduce the cost of the product by eliminating waste and unnecessary operations. Improving the relationship between employee and management. 4. Complied with delivery obligations. 5. Reducing bounce and scrap and making better use of the organization's resources. 6. Helps to achieve
better working conditions. 7. Improving workplace layout. 8. Improves the existing process or methods and helps in standardization and simplification. 9. Helps set a standard time for an operation or work that has been applied in workforce planning and production planning. 7.4 Method STUDY Method study allows an industrial engineer to undergo systematic analysis of each operation. The main purpose
of the methodal study is to eliminate unnecessary operations and achieve the best way to perform the operation. The research method is also called design or design techniques. The engineering method is used to describe the collection of analysis techniques that focus on improving the efficiency of men and machines. According to the British Standards Institute (BS 3138): Methodical research is a
systematic recording and critical study of either existing and proposed ways or do work as a means or develop and apply simpler and more effective methods and cost reduction. A fundamental methodal study involves breaking down an operation or procedure into its constituent elements and systematically analyzing it. The correct attitude of the mind is important in conducting a methodical study. The
method of research a person must have: 1. Desire and determination to give The ability to achieve results. Understanding the human factors involved. The scope of the method's research is to improve working methods by analysing processes and operations, such as: 1. Manufacturing operations and their consistency. 2. 2. 3. Materials, tools and sensors. 4. Location of physical objects and design of a
workstation. 5. Moving men and processing materials. 6. Working environment. PRODUCTION AND OPERATIONS MANAGEMENT 7.4.1 The objectives of the methodical study are essentially related to the search for more effective ways of doing business. This increases value and efficiency by eliminating unnecessary operations, avoidable delays and other forms of waste. Efficiency is achieved through:
1. Improved layout and workplace design. Improved and effective procedures. 3. Effective use of men, machines and materials. 4. Improved design or specification of the final product. The objectives of method studies are: 1. Present and analyze the true facts of the situation. 2. Critically examine these facts. Develop the best possible response under the circumstances through a critical fact-finding basis.
7.4.2 The scope of methodical research is not limited to manufacturing. Teaching methods can also be applied effectively in the service sector. It can be used in offices, hospitals, banks and other service organizations. Areas in which the research method can be successfully applied in production: 1. To improve working methods and procedures. 2. Determine the best work sequence. 3. To smooth the flow
of the material with minimal back tracking and improve the layout. Improving working conditions and thus improving working efficiency. 5. Reduce monotony in work. To improve plant use and materials use. 7. Recycling waste and unproductive operations. 8. Reducing production costs by reducing cycle times. 7.4.3 Steps or procedure related to the study of methods The basic approach to the study of the
method consists of the following eight steps. The detailed procedure for the methodical study is shown in the rice. 7.3. 1. SELECT works that will be studied and define its boundaries. 2. SEE relevant facts about the work by directly monitoring and collecting additional data that may be required from relevant sources. 3. EXAMINE the way the job is completed and challenged by its purpose, place sequence
and performance method. 11. WORK STUDY (TIME AND MOVEMENT STUDY) pic. 7.3. Procedure Research Method 4. DEVELOP is the most practical, economic and efficient method, building on the input of stakeholders. 12. PRODUCTION AND OPERATIONS MANAGEMENT 5. ASSESS various alternatives to developing a new improvement method, comparing the profitability of the chosen new
method with the current method with the current method of performance. As a result, the new method will be clearly presented to stakeholders, i.e. management, managers and employees. 7. INSTALT new method as a standard practice and persons involved in its application. 8. MAINTAIN a new method and introduce control procedures to prevent prevention to the previous method of work. Note: Only
the first two steps were considered in detail. 7.4.4 Choosing the cost of training in methods is the main criterion for selecting work, process and method analysis. For a methodical study, the task is selected in such a way that the proposed method achieves one or more of the following results: (a) improving quality with a smaller crowbar. Increase production through better use of resources. (c) Eliminating
unnecessary operations and movements. (d) Improved layout, resulting in a smooth flow of material and a balanced production line. Improving working conditions. CONSIDERATIONS FOR SELECTION OF METHOD STUDY Work should be selected for a methodical study based on the following considerations: 1. Economic aspect 2. Technical aspect, and 3. The human aspect. A. The economic aspects
of the Research Method include cost and time. If there is no sufficient impact, all this work will be in vain. Thus, the money spent should be justified by the savings from them. The following guidelines can be used to select a job: (a) Bottleneck operations that perform other production operations. (b) Operations involving excessive labour. (c) Operations to produce large quantities of scrap or defects. (d) Non-
resource operations. Rollback of materials and excessive movement of materials. B. The technical aspects of the Research Method a person should be careful enough to choose a job in which he has technical knowledge and experience. A person who chooses to work in his field of knowledge is going to do full justice. 13. WORK STUDY (TIME AND MOTION RESEARCH) ! Other factors that favor choice
in the technical aspect are: 1. Work having in a consistent quality. 2. Operations generate a lot of waste. 3. Frequent complaints from employees about this work. C. The study of the human consideration method means a change as it is going to affect the way in which the work is done at present and is not fully accepted by the workman and the trade union. Human considerations play a vital role in the
study of methods. These are some of the situations where the human aspect must be given due importance: 1. Workers complain about unnecessary and tedious work. 2. More accidents. 3. Inconsistent earnings. 7.4.5 Methods of recording methodological research methods The next step in the main procedure after selecting the work being studied is to record all the facts pertaining to the existing method.
In order for the activities selected to be fully visualized for the investigation, some means of recording all the necessary facts about the existing method are required to improve them through a subsequent critical examination. Entries are very useful to make before and after comparisons to assess performance improved method. The recording methods are designed to simplify and standardize recording
work. You use diagrams and diagrams to do this. Fig. 7.4 Record Record for the method study CHARTS USED IN METHODS STUDY is the most popular method of recording facts. Actions that include tasks are recorded using method research symbols. Great care should be taken in the preparation of the chart so that 14. PRODUCTION AND OPERATIONS MANAGEMENT information it shows is easy
to understand and recognize. The following information should be shown in the chart. These diagrams are used to measure the movement of the operator or the work (i.e. in motion research). (a) An adequate description of the activity. (b) Whether the chart is a real or proposed method. (c) A specific reference to when events start and end. (d) Timeline and distances used where necessary. (e) The date of
the schedule and the name of the person who makes the schedule. Types of diagrams It can be widely divided into (A) Macro motion charts and (B) Micro motion charts. Macro motion diagrams are used to study the macro movement and micro-motion diagrams used to study micro movement. Macro motion research is one that can be measured using a stop clock and micro-motion research is one that
cannot be measured using a stop clock. (A) MACRO MOTION CHARTS The following four charts are used under this type: 1. The operation process chart is also called the sketch process diagram. The work process diagram gives a bird's-eye view of the entire process, recording only the main activities and inspections involved in the process. The operation process diagram uses only two symbols, i.e.
operation and inspection. The operation and process scheme is useful for: (a) visualizing a complete sequence of operations and inspections in the process. Know where the operation chosen for detailed study fits into the entire process. (c) The operational process graph shows a graphic representation of the points at which materials are entered into the process and what operations and inspections are
carried out on them. 2. Flow Process Chart Flow process chart gives the sequence of flow of work of a product or any part of it through the work centre or the department recording the events using appropriate symbols. This is an enhancement of the transaction process in which operations are operated; inspections, storage, delays and transportation are presented. However, process diagrams have three
types: (a) The type of material that shows events occurring with the materials. (b) The type of person is a man's activity. (c) Equipment type - How equipment is used. The flow process diagram is useful: (a) to reduce the distance traveled by men (or materials). (b) Avoid waiting times and unnecessary delays. 15. WORK STUDY (TIME AND MOTION STUDY) - c) to reduce cycle time by combining or
eliminating operations. Fix the sequence of operations. (e) Reschedule inspection stages. Like the work process chart, The flow process is built by placing the symbols one below the other in accordance with the appearance of the action and connected by a vertical line. Summary of activities on the right side of the action symbol and time or distance is given on the left side. 3. The two-handed diagram two-
handed process (the chart process operator) is the most detailed type of chart flow in which the activities of the working hands are recorded in relation to each other. A diagram of a two-handed process is usually limited to work done in the same workplace. It also gives a synchronized and graphic representation of the manual worker's sequence of activities. Using these diagrams: l To visualize a complete
sequence of actions in a repetitive task. l Exploring the layout of the workstation. 4. Multiple Activity Chart Is a chart in which the activities of more than the subject (employee or equipment) are recorded in the overall timeline to show their relationship. Multiple activity diagrams are performed: l to study human and machine downtime, l to determine the number of machines processed by a single operator,
and l to determine the number of operators required in teamwork to do the job. The diagrams used in the study method the Flow Process Diagram shows the sequence and nature of the movement, but it does not clearly show the path of movement. Unwanted functions such as congestion, back tracking and unnecessary long movements are common on the paths of movement. To record these
unnecessary functions, presenting the workspace as a thread diagram, diagram lines can be made: 1. To study different layout plans and thus; choose the best layout. 2. Study of traffic and frequency of movement on different routes of the plant. 3. Identify back-tracking and obstacles while driving. Charts of two types: 1. Flow chart and 2. String chart. 1. FLOW FLOW DIAGRAM Flow is a workspace
drawing showing the location of the different actions defined by their omemers, and is associated with certain diagrams of the flow process, either as a person or as a machine. The routes that follow in transport are shown by attaching the characters to a sequential line that represents as close as possible the path or movement of the subject. Below are the procedures to make a flow chart: 16. $
PRODUCTION AND OPERATIONS MANAGEMENT 1. The layout of the workplace is involved in scaling. 2. Relative positions of machines, work benches, warehouse and inspection benches are marked on the scale. The path the subject is being studied is tracked by drawing lines. 4. Each movement is consistently moderate and indicated by an arrow for direction. Different colors are used to indicate
different types of movements. 2. STRING DIAGRAM Line chart represents the 1st scale plan on which the length of the string is used to record the degree, as well as the movement model of an employee working within a limited area for a certain period of time. The main function of a line chart is to to record an existing set of conditions to going as easy as possible. One of the most valuable features of a
line chart is the actual distance traveled during the study period, which will be calculated by the fila part ratio used for the scale of the drawing. Thus, it helps to make a very effective comparison between different layouts or methods of doing the work in terms of the travel involved. The main advantage of a line chart versus a thread chart is that the corresponding movements between workstations, which
are difficult to trace on the flow chart, can be conveniently shown on the line chart. Folling is a procedure for drawing a string chart: 1. The plant's workplace layout is drawn for scaling on a soft board. 2. Pins are fixed in boards to mark the location of workstations, pins are also controlled at turning points of routes. 3. Measured flow length is taken to track movements (paths). 4. The distance covered by the
object is obtained by measuring the remaining part of the flow and subtracting it from the original length. The symbols used in the method of studying the graphic method of recording was originated by Gilbert in order to make the presentation of the facts clear without any ambiguity and to give an opportunity to understand them quickly and clearly. Instead of a written description, it's helpful to use symbols.
(A) METHOD STUDY SYMBOLS - OPERATION o INSPECTION → TRANSPORTATION D DELAY ∇ STORAGE 17. WORK STUDY (TIME AND MOTION STUDY) % Operation O Operation occurs when an object is intentionally altered into one or more of its characteristics (physical or chemical). This points to the main steps in the process, method or procedure. The operation always takes the object one
step forward to completion. Examples of exploitation are: l Turn, drilling, milling division, etc. l Chemical reaction. l Welding, ration and riveting. l Lifting, loading, unloading. l Receiving instructions from the manager. l Taking dictation. Inspection o Inspection is carried out when inspecting the site and comparing with the standard of quality and quantity. Examples of verification: l Visual observations for
finishing. l The amount of incoming material. l Size check. Transportation →→→→→ Transport indicates the movement of workers, materials or equipment from one place to another. Example: Moving materials from one workstation to another. Workers traveling to bring tools. Delay D: Delay (Temporary Storage) Delay occurs when the immediate performance of the next scheduled thing does not occur.
Example: Waiting between successive operations. Workers waiting in cribs. Operators are waiting for instructions from the manager. Storage ∇∇∇∇∇ storage occurs when an object is in authorized storage and protected from unauthorized disposal. For example, materials stored in stores for distributable to various works. ILLUSTRATION 1. Develop a scheme for the cooking process With cheese. Solution.
One possible solution is the following chart. Chart. the level of detail in the process diagrams depends on the job requirements. Time is often turned on to help the value-added analysis. 18. PRODUCTION AND OPERATIONS MANAGEMENT Process Chart Distance in the description of the symbol of the process meter 10 Move to the cabinet - Get a loaf of bread - Remove two slices of bread - Put the
slices on the countertop - Close a loaf of bread Replace a loaf of bread on a shelf - Open butter - Spread the butter on the top piece of bread - Inspection sandwich 10 Move in the service area - Serve sandwich ILLUSTRATION 2. Develop a multiple activity chart to perform three loads of laundry, assuming you have access to one washing machine and one dryer. SOLUTION: One possible solution is the
followingchart. The level of detail in the process diagrams depends on the job requirements. Time is often turned on to help the value-added analysis. Multiple Activity Chart Time Operator Machine 1 Washing Machine 2 Dryer Load of Clothing and Detergent in Loaded Idle Machine 1 Idling Run Idle Remove Clothes From Machine 1 Being unloaded idle Repeat load of clothes in machine 2 idle Being loaded
cycle load of clothes and detergent to boot Run Machine 1 Idle Run Run Remove clothes from the machine 2 idle expiration dates. It is a set of methods designed to separate human activity into groups of movements or micromovement movements 19. WORK STUDY (TIME AND MOTION STUDY) ' (called Therbligs) and the study of such movements helps to find for the operator one better model of
movements, which consumes less time and requires less effort to perform the task. Therbligs were proposed by Frank O. Gilbret, founder of the movement research. The micromovement of motion was mainly used to analyze jobs. His other applications include: 1. As an aid in studying the activities of two or more persons in group work? 2. As an aid in examining the relationship between the operator and
the machine as a means of conducting synchronization operations. As an aid in obtaining data on time travel times by time standards. 4. Acts as a permanent account of the operator and machine's method and time. TABLE 7.1 Chart Symbols SIMO Sl. No Code Name Description Color 1. SH SEARCH Find and Article Black 2. F FIND Psychic reaction at the end of Grey Search 3. ST SELECT Choice from
Light Gray 4. G GRASP Taking to keep the red 5. H HOLD Long Group Golden Ohra 6. TL TRANSPORT MOVING Article Green LOADED 7. P POSITION Accommodation in a certain blue spot 8. ASSEMBLE Together Parts Violet 9. U USE Causing the Purple device to perform its function 10. DA DISASSEMBLE Separating parts light purple 11. I INSPECT Explore or check out Burnt Ohra 12. PP
PREPOSITION Posting article Pale Blue is ready to use 13. RL RELEASE LOAD Release Article Carmine Red 14. TE TRANSPORT Body Movement EMPTY member 15. R REST Pause to overcome orange fatigue 16. JD INEVITABLE INEVITABLE Face Yellow DELAY Control 17. PN PLAN Psychic Plan for the Future - Action Micro-Movement Group Methods is based on the idea of dividing human
activity into the division of movements or groups of movements (Therbligs) according to the purpose for which they are made. Gilbret differentiated 17 basic hands or hands and eye movements. Each Therbligs 20. PRODUCTION AND OPERATIONS MANAGEMENT has a specific color, symbol and letter for recording purposes. Therbligs are a micro-movement study that includes the following steps: 1.
Shooting the operation to be studied. 2. Analysis of data from the film. Recording data through the SIMO chart is done as a micro-motion graph. The SIMO Chart is a recording method for micro-moving research. The SIMO chart is a figure based on the analysis of the film, used to record simultaneously on the overall time scale of Therbligs or the Therbligs group performed by different body parts of one or
more operators. It is a micro-movement form of a diagram of a human type flow process. The SIMO chart requires a procedure and the use of expensive equipment, and this study is justified when the savings from the study will be very high. 7.5 The MOTION STUDY Motion study is part of a methodical study that will examine the operator's or work movements using prescribed methods. 7.5.1 Principles of
Motion Research There are a number of principles concerning the economics of movements that have been developed as a result of experience and which are the basis for the development of improved methods in the workplace. They are first used by Frank Gilbret, founder of the movement research and further rebuilt and reinforced by Barnes, Maynard and others. Principles are grouped into three
headlines: a) The use of the human body. (b) Workplace organization. Designing tools and equipment. (A) Uses OF HUMAN BODY Whenever possible: 1. Two hands should start and complete their movements at the same time. Both hands should not be idle at the same time, except during rest periods. 3. Arms movements must be made simultaneously. 4. Hand and body movements should be made
according to the lowest classification, at which the work can be done satisfactorily. 5. Momentum should be used to help the employee, but must be kept to a minimum when it needs to be overcome by muscle effort. 6. Continuous curved movements should be preferable to direct line movements associated with sudden and change in direction. 7. Ballistic (i.e. free swinging) movements are faster, easier
and more accurate than limited or controlled movements. 21. WORK STUDY (TIME AND MOTION RESEARCH) ' 8. Rhythm is essential for the smooth and automatic operation of a repetitive operation. The work should be organized to allow a light and natural rhythm where it is 9. Work should be organized in such a way that eye movements are confined to a convenient area, without the need for
Attention. B) WORKPLACE ORGANIZATION 1. Certain and stationary stations should be provided for all tools and materials to allow the formation of habit. 2. Tools and materials should be pre-arranged to reduce the search. 3. Gravity-fed, bins and containers should be used to deliver materials as close to the point of use as possible. 4. Tools, materials and controls should be within the maximum work
area and as close to the employee as possible. Materials and tools should be organized to ensure the best sequence of movements. 6. Drop supplies or emissions should be used where possible, so the operative should not use his hands to get rid of the finished parts. 7. Appropriate zippers should be provided and a type and height chair should be provided in order to provide good posture. The height of
the workplace and seat should be organized to allow alternative standing and seating. C) DESIGNING TOOLS AND EQUIPMENT 1. The color of the workplace should contrast with the worker and thus reduce eye fatigue. 2. Hands should be freed from all work to keep the work piece where it can be done by a jig or a fixture or foot running device. 3. Two or more tools should be combined where possible.
4. Where each finger performs a specific movement, as in typing, the load should be distributed according to the capabilities inherent in the fingers. 5. Pens such as those used on screw drivers and cranks should be designed to allow the maximum hand surface to come into contact with the handle. 6. The levers, transverse lattice and wheel grilles should be in such a position that the operator can
manipulate them with the least change of body and with the greatest mechanical advantage. 7.5.2 Motion Study Recording Techniques Most of the methods mentioned in the study method are used in motion studies. These are: 1. Macro Motion Study (a) Flow Process Chart (b) Two-trick process diagram. 22. 'MANAGEMENT OF PRODUCTION AND OPERATIONS 2. SIMO movement micro-research
chart. (Note: Explained earlier in this chapter.) 7.6 The work measurement of WORK MEASUREMENT is also called time study. Measuring work is absolutely essential for both planning and operations control. Without these measurements, we cannot determine the power of objects or cannot cite dates or delivery costs. We are not in a position to determine the pace of production, as well as the use of
labour and efficiency. It may not be possible to introduce incentive schemes and standard budget controls. 7.6.1 The purpose of measuring work Using measuring work as a basis for stimulation is only a small part of its overall application. The purpose of measuring work is to Provide a good foundation for: 1. Comparison of alternative methods. Assessment of the correct initial staffing (planning of labour
needs). Planning and control. Realistic costs. Financial incentive schemes. 6. Delivery date. 7. Cost reduction and cost control. Cost. Identifying substandard workers. 9. Training new employees. 7.6.2 Methods of measuring work to measure work can be seen as: 1. Repetitive work: The type of work in which the main operation or group of operations is continuously repeated during the time spent at work.
They apply to cycles of very short duration. 2. Non-repeated work: it involves some type of maintenance and construction work, where the cycle itself is almost never repeated in the same way. Various methods of measuring work: 1. Time study (stop watch technique), 2. Synthesis, 3. Work sampling, 4. Predetermined movement and study of time, 5. Analytical assessment. 23. WORK RESEARCH (TIME
AND MOTION RESEARCH) '! Time study and sampling work include direct observation, while the rest are based on data and analytical in nature. 1. Time study: a method of measuring work to record the time and pace of work on elements of a particular work performed under certain conditions and to analyze data in order to determine the time it takes to perform work at a certain level of performance. In
other words, measuring time with a stop watch is called time study. 2. Synthetic data: a method of measuring work to create time for work or pot work at a certain level of productivity by a total unit of time obtained earlier from research time in other workplaces containing items interested or from synthetic data. 3. Work sampling: A method in which a large number of observations are made over a period of
time by one or a group of machines, processes, or workers. Each observation records what is happening at that point, and the percentage of observations recorded for a particular activity, or delay, is a measure of the percentage of time during which this activity is delayed. 4. Preordained Motion Time Study (PMTS): A method of measuring work by which the time set for basic human movements (classified
according to the nature of movement and the conditions in which it is made) is used to create time for work at a certain level of performance. The most commonly used PMTS is known as Time Measurement Methods (MTM). 5. Analytical assessment: A method of measuring work, being an evaluation development whereby the time it takes to perform elements of work at a certain level of performance is
assessed partly on the basis of knowledge and practical experience of interested elements and partly from synthetic data. The methods of measuring the work and their application are shown in table 7.2. TABLE 7.2: Methods of Measuring Work and Their Application Methods Group Measurement 1. Study time A short cycle of repetitive tasks. Centiminute (0.01 min) Is widely used for direct work. Synthetic
Data Short Cycle of Repetitive Jobs. Centi 3 minutes. Workers sampling Long Cycle Jobs/Mixed Minutes Operations. 4. MTM manual operations limited to TMU (1 TMU 0.006 min) with one job 5. Analytical assessment of the Short Cycle of Non-Reupging Work. Minutes 7.7 TIME STUDY Study Time is also called work measurement. It is important for both planning and operations control. According to the
British Standards Institute the time study was defined as applying methods designed to set the time for a skilled worker to perform a certain level of work at a certain level of productivity. 24. ' PRODUCTION AND OPERATIONS MANAGEMENT 7.7.1 Steps in creating time study Stop clock time is the primary method for determining accurate time standards. They are economical for repetitive types of work.
Steps in taking study time: 1. Choose a work that will be studied. 2. Getting and recording all available information about work, operator and working conditions that may affect your time of study. 3. Breaking down the operation into elements. An element is an instinctive part of a particular activity, consisting of one or more fundamental movements chosen for the convenience of observation and time. 4.
Measure the time with the stop clock taken by the operator to perform each element of the operation. Either a continuous method or a time-binding method could be used. At the same time, to assess the efficient speed of operators compared to the observer's concept of normal speed. This is called a performance rating. 6. Adjust the observed time by rating factor to get a normal time for each item, the
Normal Observed Time Rating is 100 and × 7. Add suitable benefits to compensate for fatigue, personal needs, unforeseen circumstances. etc. to give standard time for each item. 8. Calculate the allowed time for all work by adding a basic standard time based on the frequency of each item. Develop a detailed job description describing the method for which standard time is set. Testing and revising
standards where necessary. The main stages of time study are represented by a block diagram in rice. 7.5. 7.7.2 Calculating standard time is the time allowed for an operator to perform a specified task under certain conditions and a certain level of performance. Different surcharges are added to the normal time as it is applicable to get the standard time as shown in the pic. 7.6. Standard time can be
defined as the amount of time required to perform a unit of work: (a) under existing working conditions, (b) using the method and equipment specified, (c) an operator capable of operating properly and (d) at a standard pace. Thus, the main components of the standard time are: 1. Elementary (observed time). 2. Efficiency rating to compensate for the difference in pace of work. 3. Relaxation benefit. 4. and
contingency benefits. 5. Policy manual. 25. WORK STUDY (TIME AND MOTION STUDY) ' - pic. 7.5 Steps in the time of studying pic. 7.6 Components standard time 26. '$PRODUCTION AND OPERATIONS MANAGEMENT OT - Observable PRF Time - NT Performance Factor - Normal PA Time - RPA Benefits Process - - and Personal Benefits SA - Special Benefits PoA - Policy Benefits Ordinary Time for
Surgery does not contain any benefits for the employee. It is impossible to work during the day, even though the most practical, effective method has been developed. Even in the best working situation, this work will continue to require the expenditure of human resources, and therefore some allowances must be made to recover from fatigue and to relax. There is also a need for benefits to enable an
employee to work in his or her personal needs. Benefits are classified as: (1) relaxation allowance, (2) intervention allowance and (3) contingency allowance. 1. Relaxation ALLOWANCE Relaxation Benefits are calculated in such a way as to allow the employee to recover from fatigue. The relaxation allowance is an addition to the main time to enable the employee to recover from the physiological and
psychological consequences of doing certain work under certain conditions and to ensure that personal needs are addressed. The amount of the allowance will depend on the nature of the work. Relaxation benefits have two types: fixed allowances and variable allowances. Fixed allowances are: (a) Personal Needs Allowance: It is designed to compensate the operator for the time it takes to leave, a
workplace to meet personal needs such as drinking water, smoking, hand washing. Women require a longer personal allowance than men. The fair personal allowance is 5% for men and 7% for women. (b) Basic fatigue allowance: this benefit is paid to compensate for energy spent while working. The total figure seen as a benefit is 4% of the main time. 2. VARIABLE ALLOWANCE Variable allowance is
allowed to the operator who works in poor environmental conditions that cannot be improved, additional stress and stress when doing work. Variable fatigue allowance is added to the fixed allowance to the operator, who is engaged in medium and hard work and works in abnormal conditions. The size of the variable fatigue allowance varies from organization to organization. 3. INTERFERENCE WARNING
This is a time allowance included in the maintenance of the work to compensate the operator for the inevitable loss of production due to the simultaneous shutdown of two or more machines operated by him. 27. WORK STUDY (TIME AND MOTION STUDY) '% Interference allowance varies in proportion to the number of machines assigned to the operator. The machine's intervention increases the content
of the work. 4. CONTINGENCY ALLOWANCE Contingency Allowance is a small time allowance that can be included in the standard time to meet legitimate and expected work points or delays. Accurate measurement is uneconomical because of their rare or irregular occurrence. This allowance provides for small unavoidable delays, as well as occasional minor additional work: work: examples calling for
contingency benefits are: l The breakdown of the tool associated with the removal of the tool from the holder, and all other activities to insert a new tool into the tool holder. l Power failures of short duration. l Getting the necessary tools and sensors in the central tool store. Contingency benefit should not exceed 5%. 5. POLICY ALLOWANCE policy manuals are not a genuine part of the study of the time and
should be used with extreme caution and only in well-defined circumstances. A common reason for obtaining a policy allowance is that the standard time is met with the requirements of a wage agreement between employers and trade unions. The policy allowance is a step in addition to the bonus allowance applied to standard time (or to any part of it, for example, the content of the work) in order to
provide a satisfactory level of earnings for a certain level of performance in exceptional circumstances. Political allowances are sometimes referred to as imperfect operation of a unit or part of a factory. ILLUSTRATION 1: Assuming that the total observed time to work on the assembly of the electric switch is 1.00 minutes. If a 10% surcharge is allowed for the operation, determine the standard time.
RELATED: Obsessed Time (or) Selected Time - 1.00 min Rating - 120% Benefit - 10%, As we know that normal time - Observed time × Rating - 100 - 1.00 × 120 100 and 1 .20 min Benefit 10% - 1.20 × 10,100 - 0.12 mins ∴ Standard Time - Normal Time - Benefits - 1.20 - 0.12 - 1.32 mins. 28 years old. ' PRODUCTION AND OPERATIONS MANAGEMENT ILLUSTRATION 2: The operator produces 50 jobs
in 6 hours and 30 minutes. If this time includes time to install your machine. Calculate the operator's performance. The standard time allowed to work was: Setting the time of 35 min Production time on a piece 8 min SOLUTION: As standard time - Setting time - Time for × No. of the parts, ∴ standard time for the production of 50 jobs - 3×5 - 8 × 50 and 435 minutes ×. ILLUSTRATION 3: The following data
were obtained as a result of a working study. A man from a study conducted for hours. (i) Maintenance time (a) Get out and clean up tools - 12.0 min/day (b) Cleaning machine - 5.0 min/day (c) C) Machine site - 5.0 min/day (d) Restocking cool liquid - q 3.0 min/day (ii) interruption (a) interruption of the foreman 5.0 minutes/day (b) interruption of the porter' work, etc. 4.0 minutes/day (iii) Delay time due to
power failure, etc. - 6.0 min/day (iv) Personal time - 20.0 min/day Calculate the total allowances, Total available working hours, given the working day at 8 RELATED: General allowance (sometimes also known as station time) - Total maintenance time, interruption time - Delay time - Personal time (12.0 - 5 - 5 - 3.0) 0 - 25.0 - 9.0 0 - 6.0 - 20.0 - 60.0 min per day ∴ Total available cycle time - Total opening
period - General allowances - 480 - 60 - 420 min/day Hours - Time available Number of hours 420 8 and 52.5 mins 29. WORK STUDY (TIME AND MOTION STUDY) 'ILLUSTRATION 4: Learn the standard time using the following data: Average time for machine elements - 6 min Average time for manual items - 4 minutes. Performance Assessment - 110% Benefits - 10% WINNER: Normal Time - Machine
Time - Manual Time × Ranking 6 and 4 × 1.1 6 - 4.4 - 10.4 mins ∴ <1> <7> Standard Time - Normal Time - Benefits - 10.4 - 10.4 × 10,100 - 10.4 (1 - 0.1) - 11.44 mins. EXERCISES Section A 1. What do you mean by performance? What is the study of work? 3. What do you mean by the measurement of work? 4. How do you set performance? 5. What do you mean by overall performance? 6. What do you
mean by a partial performance indicator? 7. What is micro-movement research? 8. What is motion research? What is time study? Section B 1. How to achieve efficiency? Explain the scope of the study. Section C 1. Discuss the factors that affect performance. Discuss how to improve productivity. Discuss the steps involved in learning methods. Discuss the different types of diagrams and diagrams used in
the study of methods. Discuss the principles of motion research. 6. Discuss the technique of recording motion research. Discuss different methods of measuring work. Discuss the steps needed to study the time. Discuss different types of benefits. 30. PRODUCTION AND OPERATIONS MANAGEMENT Development Skills FAST FOOD RESTAURANT VISIT: Get information on the following questions: 1.
Steps related to pizza preparation (research method). 2. Time cycle involved to place an order before service (Standard time calculation). 3. A diagram of the process used to prepare the pizza. CASELET 1. TOYS AND JOB DESIGN AT THE HOVEY AND BEARD COMPANY The following situation occurred in the company of Hovey and Beard, as reported by J. V. Clark. This company made a line of
wooden toys. One part of the process involved spraying a mural of partially assembled toys, after which toys hung on moving hooks that carried them through the drying stove. The operation, staffed exclusively by women, was caused by truancy, high turnover and low morale. Every woman in her paint booth will take the toy out of the tray next to her, position it in the fixture, and spray on the color according
to the desired pattern. She then released the toy and hung it on a conveyor belt hook. The speed at which the hooks moved were calculated in such a way that every woman, once fully trained, would be able to hang a painted toy on each hook before she passed out of her reach. The women who worked in the paint room were in a group incentive plan that linked their earnings to the production of the whole
group. Because the operation was new, they received a training allowance that decreased by regular amounts. The training allowance is expected to be zero in six months, as it is expected that women could meet the standard result or more by then. By Po Po month of the school period, problems developed. Women's progress has progressed more slowly than expected and their production appears to be
stabilizing slightly below the planned level. Some women complained about the speed expected of them, and some of them resigned. There is evidence of resistance to the new situation. Through a consultant's lawyer, the supervisor finally decided to bring the women together for a general discussion of working conditions. After two meetings in which the relationship between the working group and the
supervisor was improved slightly, the third meeting suggested that control over the speed of the pipeline should be transferred to the working group. These women explained that they thought they could keep up with the speed of the pipeline, but they could not work at that pace all day long. They wanted to be able to adjust the speed of the belt, depending on how they felt. After consultation, the leader
placed low, medium and fast control on the group leader's stand, which could adjust the pipeline speed anywhere between the lower and upper boundaries installed. These women were delighted and had many dinners 31. WORK STUDY (TIME AND MOTION STUDY) hours of deciding how the speed should be different from hour to hour during the day. During the week there was a regularity: the first half
hour of shifts were started at the so-called average speed (set set just above the point marked medium). The next two and a half hours were running at high speed, and half an hour before lunch and half an hour in the afternoon were launched at low speed. The rest of the day was running at high speed, except for the last 45 minutes of the shift, which were running at medium speed. Given the women's
satisfaction and lightness report, it is interesting to note that the initial speed was slightly below average on the new control dial. The average speed at which the women ran the strap was on the high side of the dial. Few, if any, empty hooks entered the drying furnace, and the inspection showed no increase in rejections from the paint room. Production increased, and within three weeks women worked at
30-50 percent above the level expected according to the original design. Appreciate Hovey and Beard's experience as it reflects on work design, human relationships and leadership roles. How would you react as a manager to a situation where employees determine how the work will be performed? If you were to design a spray-painting setting, would you design differently? From J.W. Clark, Healthy
Organization, California Management Review, 4, 1962 2. PRODUCTIVITY GAINS AT WHIRLPOOL Workers and management at the Whirlpool Appliance plant in Benton Harbor, Michigan, have set an example of how to achieve a productivity boost that has benefited not only from the company and its shareholders, also Whirlpool customers, and the workers themselves. The plant was not always rosy.
The performance and quality were not good. There was no labor relations. Workers hid defective parts so that the management did not fire them, and when the machines broke down, the workers just sat down until sooner or later someone came to fix them. That all changed in the late 1980s. Faced with the possibility that the plant would be closed, management and labor worked together to find a way to
keep the plant open. The way was to increase productivity-producing more without using more resources. Interestingly, the increase in productivity was not due to spending money on fashionable cars. Rather, this has been achieved by focusing more on quality. It was a shift from the old way that emphasized volume, often at the expense of quality. To motivate employees, the company agreed to get
sharing, a plan that rewarded workers by raising their wages for productivity gains. The company has reviewed the production process and taught its employees to improve the quality. As the quality improved, productivity increased because production was good and costs decreased due to fewer defective parts that had to be discarded or recycled. Inventory costs have also fallen, as fewer spare parts are
required to replace defective releases, both in the factory and for warranty repairs. And workers were able to see the link between their efforts to improve quality and productivity. Not only has Whirlpool been able to use productivity gains to raise workers' wages, but it has also been able to contain price increases and focus some of the savings on research. PRODUCTION AND OPERATIONS
MANAGEMENT 1. What were the two key things Whirlpool management did to achieve productivity gains? 2. Who benefited from productivity improvements? 3. How are performance and quality related? 4. How can a company afford to pay workers to increase productivity? (Source: Whirlpool Factory-based Boosts Productivity and Worker Pay: Rick Wartzman, of The Wall Street Journal, 1992.) 3. STATE
AUTOMOBILE LICENSE RENEWS Vinay, head of the Metropolitan branch of the State Department of Motor Vehicles, attempted to analyze the operations of the driver's license renewal. Several steps were to be performed in the process. After reviewing the license renewal process, he identified the steps and the time it takes to complete each step, as shown in the table below. State Automotive License
Extension Process Once Work Average Time to Perform (Seconds) 1 Review Of App Extension for Correctness 15 2 Process and Record Payments 30 3 File Check for Violations and Restrictions 60 4 Eye Behavior 40 5 Photography applicant 20 6 Issue of temporary license 30 Vinay found that each step was assigned to another person. Each application was a separate process in sequence shown at the
exhibition. Vinai decided that that The office should be ready to meet the maximum demand for processing 120 applicants for an extension per hour. He noted that the work was unevenly divided between the clerks and that the clerk responsible for checking violations tended to reduce his task to keep up with other clerks. Long queues, built in periods of maximum demand. Vinay also found that general
clerks, each paying Rs.12.00 per hour processed jobs 1.2,3, and 4. Work 5 was performed by a photographer paid Rs.16 per hour, Work 6, issuing temporary licenses, was required by a government policy to be handled in the form of a vehicle employee. Officers were paid 18 rubles an hour, but they could be assigned to any job except photography. A review of the assignments showed that Job 1,
considering the application for correctness, should be completed before any other step. Similarly, Work 6, issuing a temporary license, cannot be completed until all other stages are completed. Branches were charged Rs.20 per hour for each camera to perform photos. 33. WORK STUDY (TIME AND MOVEMENT OF RESEARCH) ! Vinay was under serious pressure to improve productivity and cut costs,
but the regional director of the department of motor vehicles also told him that he was better off meeting the demand for upgrades. Otherwise, the heads will roll. Issues 1. What is the maximum number of applications per hour that can be processed under the current process configuration? 2. How many applications can be processed per hour if a second clerk is added to verify violations? 3. Assuming the
addition of another clerk, what is the maximum number of applications the process can handle? 4. How would you suggest changing the process for placing 120 applications per hour? (Source: R. Olsen, W. E. Susser, and D.D. Wickoff, Office of Operations Service: Text, Cases and Reading, p. 95-96, No. 1978.) 4. HOTPLATES GROUP of 10 workers was responsible for assembling hot panels (tools for
heating solutions up to a given temperature) for use in hospitals and medical laboratories. A number of different models of hot stoves are currently being manufactured. Some are vibrating devices, so the solution can be mixed when heated. Others only heated the test tubes. Still others can heat the solutions in different containers. With appropriate small tools, each worker collected part of the slab. A
partially completed hot stove has been placed on a moving belt, which will be moved from one assembly station to another. When the hot stove has been completed, the inspector will check it to make sure it works properly. Then the last worker will put it in a specially prepared cardboard box for delivery. The assembly line was carefully balanced by industrial engineers who used time and research to break
the work into sub-assembly tasks, each of which requires about three minutes to complete. The amount of time calculated for each pick up is also so that the task performed by each employee had to take almost the same amount of time. Workers were paid an hourly rate. However, there were some problems. Morale appears to be low, and the inspector finds a relatively high percentage of poorly
assembled slabs. Managed failures - those caused by the operator rather than faulty materials - ran about 23 percent. After discussing the situation, the management decided to try something new. Workers were called together and asked if they wanted to build the slab individually. The workers decided that they would like to try this approach, provided that they could go back to the old program if the new
one didn't work well. After a few days of training, each worker began to collect the entire hot stove. The changes were made around the middle of the year. Performance quickly rose. By the end of the year, it was about 84 per cent higher than in the first half of the year, although there had been no other changes in the department or its staff. Managed rejects 34. PRODUCTION AND OPERATIONS
MANAGEMENT decreased from 23 to 1 percent over the same period. Absenteeism fell from 8 percent to less than 1 percent. Workers reacted positively to this change, and their morale was higher. As one person put it: Now it's my hot stove. In the end, the failure rate dropped so low that the assembly workers themselves did all the usual final checks. The inspector, working full-time, was transferred to
another job in the organization. Issues 1. What changes in the working situation can explain the increase in productivity and the decrease in controlled failures? 2. What could explain the decline in absenteeism and morale? What are the major changes in the situation? What changes were under the manager's control? Who were controlled by the workers? 4. What could happen if workers went back to the
old assembly line method? (Source: Contemporary Manager, Edgar F. Hus, Copyright No. 1979 from West Publishing Company.) Company.)

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