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Using method analysis to improve productivity: case of a tap manufacturer

Article in International Journal of Productivity and Performance Management · November 2020

DOI: 10.1108/IJPPM-05-2019-0253

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Using method analysis to Method

analysis to
improve productivity: case of improve
productivity
a tap manufacturer
Barnes Sookdeo
Operations Management, University of South Africa, Pretoria, South Africa
Received 31 May 2019
Revised 9 June 2020
Abstract Accepted 3 October 2020
Purpose – The purpose of this article is to demonstrate that basic interventions using method study
investigations can improve productivity in the workplace. Continuous improvement of operational processes
allows an organisation to develop its capabilities to keep it ahead of its competitors.
Design/methodology/approach – A miXed-methods approach was used as the research design of the
study. It involved an intensive method study investigation at a tap manufacturer to improve productivity.
Structured searches using keywords were carried to identify important contributors to research articles in
the areas of work-study, method study and productivity.
Findings – The empirical results indicate the essential need for method study investigations to improve
productivity in organisations. It can be concluded that the systematic implementation of this methodology will
ensure that productivity is enhanced in organisations.
Research limitations/implications – The research is restricted to a single manufacturing organisation.
Literature on method study was found to be limited.
Practical implications – This research is intended to support organisations by providing a methodology to
address areas of inefficiency and also to assist with subsequent turnaround strategies to ensure organisational
effectiveness and sustainability.
Originality/value – The essential contribution that this article makes is that it provides organisations with
a universally accepted, user-friendly technique to improve organisational effectiveness and productivity
with minimal capital outlay.
Keywords Work study, Method study, Productivity, Efficiency, Layouts
Paper type Case study

1. Introduction
In the early 20th century, special interest was devoted to the study of manufacturing
processes driven by the global concern related to inefficiencies and waste on material
resources. Frederick Taylor (1856–1915) devoted his research to this issue, proposing that the
biggest loss owing to inefficiencies was not material but indeed a waste of human effort. He
contributed to the emerging “scientific management” field with his time and motion study
method aiming at reducing process times (Lopetegui et al., 2014). This method was later
expanded by Taylor’s disciples, Frank and Lilian Gilbreth, who focused on motion
(method study). The motion study method sought to make processes more efficient by
reducing the motions involved.
The industrial and business environments are continually changing and seeking
efficient methods of working (Industrial Engineering, 2019). This is owing to a number of
factors, which include, competitiveness, Industry 4.0, globalisation and the ever-
expanding applications of technology in organisational processes (Freivalds and Niebel,
2014; ElMaraghy et al., 2012 in Alkan et al., 2018). Organisations can grow and increase
their profitability by increasing their productivity. Productivity improvement entails
measures output per unit of input, such as labour, capital or any other resource (Kenton,
2018). Singh (2018) very aptly defines productivity as the transformation of available International Journal of
materials and workforce resources into essential goods and services within an Productivity and Performance
Management
organisation. © Emerald Publishing Limited
1741-0401
Working smarter and working fewer hours may have a positive impact on DOI 10.1108/IJPPM-05-2019-0253
productivity. Johnson (2017) asserts that working longer hours does not necessarily
result in increased
IJPPM productivity. Less fatigue occurs among workers or if employees work harder during the
shorter number of active hours (Belorgey et al., 2006; Bourl`es and Cette 2007 in Erken et
al., 2018). Organisations must attempt to reduce the consumption of resources, thereby
reducing cost per unit output through utilisation of proper methods. Herein lies the benefits of
method study. A method study investigation and the subsequent implementation of the
improvements can lead to significant productivity improvements with minimal financial
outlay.
The United States (US) has long enjoyed the world’s highest productivity. Over the last
100 years, productivity in the US has increased approXimately 4% per year. In the past
two decades, the US rate of productivity improvement has been greatly exceeded by that of
China, at 13.4%, (Organisation for Economic Cooperation and Development (OECD),
2015). Unfortunately, South Africa (SA) is far behind their first-world counterparts. In
2017, SA’s economic performance was ranked 58 th out of 63 countries (Institute of
Management Development (IMD), 2017). This necessitates urgent interventions to ensure
that productivity is improved in individual organisations which, in turn, automatically
improves the overall productivity of a country. It is incumbent on organisations to
improve their productivity, which also contributes to competitiveness and their sustainability
(Park et al., 2018). Riddle (2010) in Sookdeo (2016) states that increasing employee
productivity should be on the forefront of any managerial mind.
This article reports on the method study investigation which was conducted in the
assembly department of a selected tap manufacturing organisation (company A). A
miXed- methods approach was used as the research design of the study. Method study is a
technique of the concept work study and is primarily concerned with improving the
methods of working. Work study is the systematic examination of any type of work being
conducted in order to effect improvements (Moktadir et al., 2017). It consists of two
techniques, namely, method study and work measurement (Kanawaty, 1995). It is no
exaggeration to view work study as being able to either “make or break” any organisation.
Continuous improvement of operational processes allows an organisation to develop its
capabilities to keep it ahead of its
competitors (Slack et al., 2017). The method study investigation in the assembly department
will ensure this. The absence of scholarly articles on the use of method study in
improving productivity gives credence to the essential contribution that this paper makes
(Sookdeo, 2018). More importantly, the paper provides organisations with a universally
accepted, user- friendly technique to improve organisational effectiveness and overall
productivity.
Alkan et al. (2018) state that complexity in manufacturing systems remains a
challenge and leads to operational issues and increased production cost. An analysis of
the existing processes in the assembly department, by direct observation, revealed that
systems were complex and they used inefficient methods in their daily operational processes,
some of which were highly labour-intensive. EXamples of inefficient methods included
excessive handling of materials, absence of jigs for assembly tools, unavailability of a
substitute line operator and unnecessary operations. The organisation measured the
monetary value of the outputs and referred to it as daily productivity. If they achieved their
target (one million rands - monetary output), they accepted this as 100% productivity.
However, the number of resources that were utilised to realise this monetary output were
not taken into consideration via a dedicated costing system. Management must be
particularly interested in the relationship between productivity and efficiency as this
speaks to managerial effectiveness (O’Donnell et al., 2017).
The results of the investigation will show the interventions that were implemented to
improve the working methods of the operational processes, improve the layout of the work
environment to ensure a smooth flow of work and the subsequent improvement in
productivity.
The main contributions of this paper are three-fold. First, the paper seeks to conduct
an intensive method study investigation in the assembly department to improve
working
methods of the operational processes. Second, to improve the layout of the work
environment. Third, to report on the results of the research instrument. The overall aim Method
was to improve productivity. The remainder of this paper is organised as follows: Section 2 analysis to
states the problem and research objectives. Section 3 provides the theoretical framework. improve
Section 4 describes the research methodology. Section 5 and 6 discuss the findings and results productivity
of the research and the limitations of the study. Finally, conclusions are drawn in Section
7.

2. Problem investigated and the research objectives

2.1 Problem investigated
A quick observation of the assembly department indicated ineffective operational processes.
Employees were content with the layout of their workstations, although it was evident from
direct observation that certain basic improvements could have led to greater effectiveness in
their working lives. It was also found that employees and management had become
“institutionalised” with their working methods and did not believe that it could be improved.
“Resistance to change” is widely recognised as a significant contributor to this problem
(Georgalis et al., 2014). Ineffective layouts and processes were not identified and hence staff
were content to continue working. Furthermore, it was found that the deterioration effect (of
workers, tools and machines) which increases the time required to produce units, was
prevalent in the assembly department (Rudek, 2013). There was no method study
investigation to identify poor working methods. This problem necessitated an urgent
method study investigation to improve working methods and to improve the layout of
the work environment as the current methods of working had an adverse effect on the
productivity of the department.

2.2 Objectives of the research

The primary objective of the research on which this article is based was to conduct an
intensive method study investigation to improve working methods of the operational
processes and to improve the layout of the work environment. The overall aim was to
improve productivity in the assembly department.

3. Unpacking the method study technique

The theoretical framework for this article contains references to certain textbooks that
are rather old. However, these are considered seminal works. The main reason for using
these references is the limited availability of literature on this topic. Continuous references
are made to the textbook by Kanawaty (1995) as this is regarded as the “Bible” of work
study. The theoretical framework aims to bridge the gap between theory and practice. It
begins with the definition and nature of method study, followed by the objectives, scope
and structure of the same.

3.1 Towards a definition of method study

Method study is the process of subjecting the methods of working to systematic and critical
scrutiny to make it more efficient. 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 organisation (IMS, 2018). Pycraft et al. (2010) define method study as the
systematic recording and critical examination of the existing and proposed methods of doing
work, as a means of developing and applying easier and more effective methods and
reducing costs. Slack et al. (2017) underscore that method study determines the methods
and activities to be included in jobs. Method study can also be seen as the systematic
recording and critical
IJPPM examination of the factors and resources involved in an operation in order to develop a more
efficient method and to reduce costs (Kanawaty, 1995).
It can be seen from the above definitions that method study offers a systematic approach
to problem-solving. The objective is to make the work method or process more effective and
to eliminate unnecessary and inefficient operations and movements. These are then
simplified to determine the shortest possible route and the most effective sequence of
operations. Method study is therefore constantly identifying problems to determine what
caused them, what can be done to solve them and how to avoid them from recurring in
future. When starting a method study investigation, analytical thinking should be prioritised.
Before any existing or planned method can be improved, it is necessary to analyse the
specific process, procedure or task in detail. Throughout the years, this detailed
investigation has been developed into a fine art known as “method study”.
Overall, method study is concerned with the reduction of the work content of a job or
operation. It speaks to how well the available resources such as manpower, machines,
materials and money are utilised and compel manufacturers to rethink almost every aspect of
their business operations (Moon et al., 2018). The basic procedure followed in method study
is as follows: select, record, examine, develop, define, install and maintain, (see point 3.6). The
technique was initially developed to evaluate manufacturing processes but is now used more
widely to evaluate alternative courses of action. It is based on research into motion study
conducted by Frank and Lillian Gilbreth during the 1920s and 1930s.

3.2 The objectives of method study

Bhatawdekar (2010) accentuates that one of the objectives of method study is the
improvement in the use of all inputs and to develop better ways of doing things and reducing
costs in the organisation. It also contributes to improving efficiency by eliminating
unnecessary work, delays and preventing waste. The objectives of method study mentioned
above can be achieved through –
(1) improvements in the utilisation of all inputs, i.e. workers, machines, materials, money,
time and information;
(2) economy in human effort and reduction of unnecessary fatigue;
(3) layout improvements;
(4) improved planning and design of plant and equipment;
(5) improved work procedures, processes and methods; and
(6) development of a better working environment.

3.3 The scope of method study

There is a traditional view that method study can only be applied to light work. This
statement does not recognise the full potential of this technique. The scope of method study
is much wider, and it is explored briefly below (Bhatawdekar, 2010).
The application of method study in any organisation affects all hierarchical levels and
must incorporate the employee, the environment and their interaction for optimal efficiency
(Mor et al., 2016). This means that all levels in an organisation, from top management to the
shopfloor workers, are affected by the application of method study. According to
Freivalds and Niebel (2014), method study is the careful analysis of body motions employed in
doing a job. Seminal literature by Currie (1963, p. 57) postulates that method study can
be applied anywhere and everywhere where people are engaged in work since any method,
process or procedure is open to improvements.
3.4 The structure of method study
The structure of method study can focus on an individual, a section of an organisation or Method
an organisation as a whole. This means that a method study is carried out in order to assess analysis to
the present method of working. Here the method, i.e. how the work is executed, is improve
investigated. Thereafter, the recorded data are analysed utilising the questioning productivity
technique (Kulkarni, 2014) in order to develop an improved method of working. This is called
the proposed method. The best way to describe the structure of method study is in the form
of the diagram below.
Figure 1 shows that method study covers a wide spectrum in an organisation and is
applicable to individual tasks as well as to the organisation as a whole. A further important
aspect of this structure is the sequence in which the steps of an investigation must be carried
out. By keeping to this sequence, the success of an investigation can largely be ensured.

3.5 Method study recording techniques

Method study utilises various techniques to record all the relevant information of an existing
method. Among them are outline process charts, flow process charts, two-handed process
charts, multiple activity charts, simo charts, flow diagrams, string diagrams, cyclegraphs,
chronocyclegraphs and travel charts. For the purposes of this study, flow process charts were
used. A flow process chart is a graphical representation of the sequence of steps or tasks
(workflow) constituting a process, right from raw materials to the final finished product
(Rathod et al., 2016). Flow process charts allowed the author to chart each step of the
tap assembly process using appropriate symbols. It was found to be the most
convenient recording technique in comparison to those mentioned above.

3.6 Method study procedure

Pycraft et al. (2010) assert that method study is a systematic approach to finding the best
method. There is a set procedure that must be followed in order to achieve success in a
method study investigation. In Figure 1, seven essential steps of method study were identified.
These steps represent the procedure that must be followed when conducting a method
study investigation (Slack et al., 2017). The process is often seen as linear and is described
by its steps of: SELECT the area to be studied, RECORD the data, EXAMINE the data,
DEVELOP alternative approaches, DEFINE the new method, INSTALL the new method and
MAINTAIN the new method. Although this linear representation shows the underlying
simplicity of method study, in practice, the process is much more than repeated passes
through the sequence of steps with each dominating at a different stage of the investigation
(IMS, 2018). Prior research into work study has largely focussed on work measurement where
the emphasis was on developing standard times for manufacturing processes – it has
generally failed to explicitly consider the role of method study in firstly improving the
methods of working to improve productivity (Stevenson, 2013).

4. Research methodology
The research design consisted of a miXed-methods approach which was used to generate
data, which enabled the researcher to come to conclusions and to make recommendations
regarding the method study investigation (Cresswell, 2013). The necessity for this
research design stemmed from the method study investigation which required an integration
of theory into practice. The data-generation techniques consisted of the method study
investigation and a structured, self-administered, web-based questionnaire. This was found
to be the most appropriate survey method as the respondents could easily be accessed, as
noted by Alam et al. (2010) in Sookdeo (2016). The respondents were invited by email to
complete the questionnaire online. The online approach was deemed appropriate as they are
guaranteed to
IJPPM

Figure 1.
Structure of method
study (Sookdeo, 2012a,
p. 66)

deliver results, and surveys enable researchers to generalise their findings (Talikoti,
2019). The purpose of the questionnaire was to generate critical responses as to the use of
method study investigations to improve productivity in organisations.
4.1 The population and sampling in the study
The population of the study reported in this article was composed of selected employees Method
(n 5 800) of organisations in South Africa. Their positions ranged from operators and analysis to
supervisory staff to management. Purposive sampling, popular in qualitative research, improve
was utilised to select the participants. Purposive sampling simply looks for people who productivity
can help build the substantive theory further (Gouws and Shuttleworth, 2009). Two
hundred and thirty (230) respondents submitted their questionnaires online to the
database, and all were
considered suitable for inclusion. The response rate was 28.75% and deemed to be
representative of the population.

4.2 Data collection and analysis

Data were collected via the method study investigation which consisted of process charting
and by means of a structured questionnaire.
4.2.1 Process charting. Flow process charts of the tap assembly process were
compiled. The data were analysed using the recommended seven steps of the method study
procedure. It is coincidental that the method study procedure and the tap assembly process
consisted of seven steps each.

5. Discussion of findings and results

5.1 Method study investigation A: process charting
The method study investigation consisted of intensive “observation and recording” of the
current method of working in the assembly department. Although there were a variety of taps
being assembled, the most popular tap was selected for this study. Flow process charts were
used to record the elements of each step of the assembly process. All the steps of each
assembly process was recorded via direct observation. A description for each element of each
process was noted and a symbol allocated to each element (see Table 1 for a description
of elements and symbols). The flow process chart utilises the following symbols:

Symbol Symbol name and description

Operation:
Indicates the main steps in a procedure. Usually, the part, material or
product concerned is modified or changed during an operation.
Inspection:
Indicates an inspection for quality and/or check for quantity.
Transport:
Indicates the movement of workers, material and equipment from one
place to another.

Temporary delay:
Indicates a temporary delay in the sequence of events.

Permanent storage:
Indicates a controlled storage in which material is received into or issued
from a store under some form of authorisation.
Combined activities: Table 1.
When activities performed at the same time or by the same worker at Symbols used in
process charting
the same workstation need to be shown, the symbols for those (Freivalds and
activities are combined.
Niebel,
IJPPM Procedure step 1: “Select” the work to be studied
The assembly department was selected.
Procedure step 2: “Record” all the relevant information.
The assembly process consisted of seven steps. This means that on the assembly line, seven
different operators were utilised to assemble this tap, hence seven flow process charts were
compiled.
The seven assembly steps (AS) were:
(1) AS1:Fit head part;
(2) AS2: Water Pressure Test;
(3) AS3: Fit back nut to tap (brass);
(4) AS4: Fit cover and handle;
(5) AS5: Fit indice (cold);
(6) AS6: Cleaning and polishing; and
(7) AS7: Packaging.

Procedure step 3: EXamine (critically), the recorded information.

Each of the flow process charts were subjected to a rigorous critical examination to eliminate
inefficient operations, reduce transportation and limit the number of inspections. The overall
aim was to “streamline” each step to make it more efficient. For example:
5.1.1 AS1: Fit head part to body of tap. AS1 consisted of consisted of 16 elements. Each
element was described and a process chart symbol allocated to it (see Figure 2). A summary of
the different symbols of the present method was completed. AS1 was critically examined
and improved. The outcome is a proposed flow process chart for AS1 (see Figure 3). Total
savings amounted to ten elements, indicating a significant improvement in the assembly
process of AS1. A new summary was completed showing the comparison between the
present and proposed
methods (see “SUMMARY” in Figure 3). The rationale for the savings in the AS1 are as follows:
The ten elements which were eliminated, will be conducted as “inside work”. Kanawaty
(1995) asserts that inside work comprises those elements which can be performed by a
worker within the machine (or process) controlled time. This means that all the preparatory
elements
leading up to AS1 must be conducted before AS1 starts. This helps to separate the setup times
from the processing times. The goal is to find optimal sequences that minimise interruptions
to the assembly process, (Soroush, 2012). Hence, the time that it takes to complete AS1 is
significantly reduced. A saving in distance travelled (100 metres) was also realised.
5.1.2 Assembly steps 2 to 7. The same process as AS1 was completed for the remaining si X
assembly steps. The flow process charts for these steps is not shown owing to article
space constraints. However, an explanation is provided.
5.1.3 AS2: water pressure test. The tap was tested to determine whether there are
any leakages. AS2 consisted of 15 elements. No improvements could be made as all the
elements were compulsory.
5.1.4 AS3: fit back nut to tap. A back nut was fitted to the body of the tap. AS3 consisted of
siX elements. No improvements could be made as all the elements were compulsory.
5.1.5 AS4: fit cover and handle. A cover and handle were fitted to the body of the tap.
A quality check was also conducted during this step. AS4 consisted of 11 elements. Elements
1, 4 and 7 were improved, and a proposed method was compiled. Here, a savings of five
elements were realised, which shows a significant improvement in the assembly process
of AS4. The savings are shown in Table 2.
 FLOW PROCESS CHART Method
LOCATION: Assembly Department analysis to
SUMMARY
ACTIVITY: Assembly of tap EVENT PRESENT PROPOSED SAVINGS improve
DATE: 12-06-2018 productivity
Operation 10
OPERATOR: Line 1 ANALYST: B.
Sookdeo Transport 4
METHOD AND TYPE:
Delay 1
METHOD: Present
TYPE: Operator Storage 0

Inspection 1

DESCRIPTION OF OPERATION: Time (mins.)

Step 1: Fit head part
Distance (metres) 100
STEP NO. DESCRIPTION TIME DISTANCE
OF ELEMENTS SYMBOL (in minutes) (in metres) REMARKS
1 Prepare workplace
2 Fetch jig from store 40

3 Position at workplace

4 Fetch head parts from storage 10

5 Position at workplace

6 Fetches body parts from storage 10

7 Position at workplace

8 Wait for other stations to set up

9 Pick up body part and pos. in jig

10 Pick up head part and pos. in body

11 Screw on head part

12 Pick up assembled head part

13 Inspect head part

14 Aside head part onto conveyor Figure 2.

15 Remove and aside empty boxes Present method: flow
process chart:
16 Take jig back to store 40
assembly step 1: fit
head part

The rationale for the savings in AS4 is as follows: Elements 1–5 have been eliminated and
similar to AS1, these elements should be conducted as “inside work”.
5.1.6 AS5: fit indice (cold/hot). A plastic fiXture was attached onto the handle of the tap to
denote a hot/cold water tap. AS5 consisted of si X elements. No improvements could be made
as all the elements were compulsory.
5.1.7 AS6: cleaning and polishing. The tap was wiped clean using a cloth and polish.
The tap was inserted into a plastic packet, and a quality check was conducted. AS6
consisted of five elements. No improvements could be made as all the elements were
compulsory.
5.1.8 AS7: packaging. The packaging boX was made up, and 10 taps were placed into
the boX. The boX was sealed and weighed to determine the quantity. AS7 consisted of
seven elements. One element (aside bo X on table) was eliminated. Hence, there was a saving
of one element, which shows an improvement. The rationale for this was that the
packaged boXes should be placed onto the pallet immediately after they had been
closed.
IJPPM FLOW PROCESS CHART

LOCATION: Assembly Department

SUMMARY

ACTIVITY: Assembly of tap EVENT PRESENT PROPOSED SAVINGS

DATE: 12-06-2018 Operation 10 5 5

OPERATOR: Line 1 ANALYST: B. Sookdeo Transport 4 0 4

METHOD AND TYPE:
Delay 1 0 1
METHOD: PROPOSED
Storage 0 0 0
TYPE: WORKER

Inspection 1 1 0
DESCRIPTION OF OPERATION:
TOTAL: 16 5 11
Step 1: Fit head part:
Distance (metres) 100 0 100
STEP DESCRIPTION TIME DISTANCE REMARKS
NO. OF ELEMENTS SYMBOL (in minutes) (in metres)
1 Pick up body part and pos. in jig

2 Pick up head part and pos. in body

3 Screw on head part

Figure 3. 4 Pick up assembled head part

Proposed method: flow 5 Inspect head part
process chart: step 1: fit
head part 6 Aside head part onto conveyor

Symbol Present method Proposed method Savings

Operation 7 5 2
Transport 3 0 3
Delay 0 0 0
Table 2. Storage 0 0 0
Summary of savings: Inspection 1 1 0
assembly step 4 Totals 11 6 5

5.1.9 Summary of improvements and savings. Table 3 shows a summary of the savings (24%)
that had been realised from the method study investigation. This serves as an indication
of the value of a method study investigation and how it can improve productivity in an
organisation. The duration of each of the improved steps would also be reduced, thereby
improving the capacity of the assembly process.

5.2 Method study investigation B: the present and proposed layouts of assembly department
At the time of the study, the assembly department utilised two types of layouts, namely,
product layout (line manufacturing) and u-cell layouts. Stevenson (2014) highlights that
layout refers to the configuration of departments, work centres and equipment, with
particular emphasis on movement of through the system. Management were in a quandary
about which layout would yield the greatest benefits in terms of manufacturing outputs.
A study conducted by the author revealed that the u-cell layout was best suited for the
assembly of taps. The proposed layout shows the elimination of assembly lines and the
introduction of u-cells as the advantages of u-cell far outweigh those of the assembly
lines. Moreover,
 Number of elements
Method
Assembly step Description Present method Proposed method Savings analysis to
1. Fit head part 16 6 10
improve
2. Water pressure test 15 15 0 productivity
3. Fit back nut (brass) 6 6 0
4. Fit cover and handle 11 6 5
5. Fit indice (cold) 6 6 0
6. Cleaning and polishing 5 5 0
7. Packaging 7 6 1
Total savings 66 50 16
Note(s): Further to the above, the new method was subsequently installed and the onus remained with Table 3.
management to ensure that the new method was maintained Summary of savings

unbalanced assembly lines create bottlenecks and problems in managing production (Aqlan
et al., 2017). The u-cell assembly has been widely used in industry in recent years (Fathi
et al., 2016).
During a method study investigation, it is imperative that the layout of a department
is critically analysed to determine if it allows for the efficient and smooth flow of work. It
was evident from the beginning of the study that the layout of assembly department was
not done appropriately. Raw materials were not stored according to customer orders and
in close proXimity to the assembly lines. Jigs and tools were stored in a toolroom and
were only requested when the need arose. Travelling distances to source all
requirements for the assembly process were lengthy. Company A had a large product
variety which necessitated a higher degree of flexibility for handling components owing
to the variations in the technical and functional aspects of the products (Chinnathai
et al., 2017).
The present layout of the assembly department was drawn and critically analysed.
Thereafter, an improved layout was designed (see Figures 4 (present layout) and 5 (proposed
layout)). The aim was to show an effective flow of materials and employees within the
assembly department in order to reduce transportation, eliminate delays and improve overall
effectiveness. Heizer and Render (2011) state that layout design needs to achieve the
following (see Figure 5):
(1) higher utilisation of space, equipment and people;
(2) improved flow of information, materials or people;
(3) improved employee morale and safer working conditions;
(4) improved customer/client interaction and
(5) flexibility (to be able to adapt to change).

5.3 Qualitative results

Only significant responses related to the method study investigation and the
methodology are reported on in this article. Poor working conditions and unrealistic working
hours have a serious effect on morale and output. Pryce-Jones (2012) states that employees
who are most productive are also the happiest workers. Happy workers help their
colleagues 33% more than their least happy colleagues; raise issues that affect
performance 46% more; achieve their goals 31% more and are 36% more motivated.
IJPPM EXIT

U-CELL ASSEMBLY JIG STORES

PRINTING OFFICE
QUARANTINE AREA

RAW MATERIAL STORES

AREA

RAW MATERIALS STORAGE AREA

CLERKS OFFICE

U-CELL ASSEMBLY
LINE 4

LINE 3 FINISHED GOODS STORAGE

SUPERVISORS OFFICE

LINE 2
MANAGERS

LINE 1

FINISHED GOODS STORAGE

Figure 4.
Present layout of the
assembly department
TO STORES

A total of 54.8% of employees indicated that management do not motivate them to perform
well. Management must ensure good working conditions in order to ensure job satisfaction.
Employees need to be recognised for a job well done. As many as 29.8% of employees
indicated that they were unhappy. There was, however, a very large percentage (14.3%)
of missing answers. A very large percentage (48.8%) of employees indicated that they were
not treated with respect by management. This is important for a healthy
employer/employee relationship.
Employees were asked to indicate whether they understood the term productivity.
The results revealed that 35.7% of employees indicated that they did not. This begs the
question: “How does management expect employees to perform to their maximum and to
look at opportunities for productivity improvement if they do not understand the basics of
productivity? ” It is imperative that management conduct training in the basics of productivity
to inculcate a culture of productivity improvement in the assembly department. Some of
the basic productivity improvement tools include: time management, lean manufacturing,
efficiency reporting systems and employee motivation.
During the method study investigation, five primary problems which hindered
effective production were identified and employees were requested to indicate which of
these problems they encountered the most. The results revealed that the major
production problem was waiting for materials (63.1%). The assembly process was often held
up owing to non-delivery of assembly components. Employees should not wait for raw
materials as this causes bottlenecks in the operational processes which automatically has
a negative effect on the output. Method study ensures that employees do not wait for
materials.
 PROPOSED LAYOUT 2
EXIT
Method
SUB- ASSEMBLY CELLS analysis to
improve
JIG STORES

productivity
PRINTING OFFICE

SUPERVISORS OFFICE

RAW MATERIALS ARRANGE AREA

MANAGERS OFFICE

QUARANTINE AREA
U- CELL ASSEMBLY

CLERKS OFFICE

OTHER CELLS

Figure 5.
Proposed layout of the
TO STORES
assembly department

6. Limitations of the research

As with all research, this study was not without limitations (see Van der Merwe and Nienaber,
2015, p. 51 in Sookdeo, 2018). The typical limitations of qualitative research apply (Denzin and
Lincoln, 2017; Marshall and Rossman, 2011). A limitation of this study was that it was
conducted at one manufacturing organisation. Literature on method study was found to be
limited, and the researcher made significant references to Kanawaty (1995). Method study is
not restricted to the manufacturing sector, and as future research the researcher intends to
conduct a comparative study in the services sector.

7. Conclusions
Currently, organisations find themselves in a continuous cycle of trying to outdo their
competitors through effective processes and the production of quality products at the
cheapest price. Majumder (2017) supports this by stating that in the current competitive
climate, manufacturing processes are caught between the budding needs for quality,
minimum production costs and short manufacturing times. This justified the necessity for the
method study investigation to improve methods of working, ensure organisational
effectiveness and improve productivity.
The objectives of the research on which this article is based were threefold, i.e. to conduct
an intensive method study investigation to improve working methods of the operational
processes, to improve the layout of the work environment and report on the results of
the
IJPPM research instrument. The overall aim was to improve productivity in the assembly
department. These objectives and aim are revisited to determine the extent to which
they were achieved. The following noteworthy conclusions were drawn from this study:
Firstly, it is critical that organisations follow the set procedure of method study when
starting an investigation. Kanawaty (1995) asserts that method study must be conducted
prior to work measurement in order to improve the methods of working before setting time
standards. It is impractical to set time standards on inefficient methods of working.
Process
charts should be utilised to record all information of the present situation, to critically analyse
and develop improved methods of working. This must be defined, implemented and
maintained by regular routine checks. The conclusion drawn from this is that if a method
study is conducted systematically, the success of the investigation will be guaranteed.
The second objective concerns the improvement of the layout of the work environment.
During various industry liaisons, the author had observed many examples of employees
working inefficiently. By conducting basic improvements using a common-sense
approach, methods of working were improved. It is common knowledge that employees
become very comfortable with their work environment over time and do not embrace change
in a dynamic way. Continuous communication between management and employees
could prevent resistance to change (Elving, 2005). It was recommended that only u-cell
manufacturing be utilised in Ccmpany A.
The final objective of this article reports on the results of the research instrument. The
work environment must be conducive to working conditions which speaks to job satisfaction.
Management must treat employees with respect, motivate them to perform and then
recognise their endeavours. In order to improve productivity, employees must be made aware
of the positive impact of improved productivity. More importantly, management must
conduct training in the basics of productivity to inculcate a culture of productivity
improvement. Factors which hinder effective production must be identified and improved. In
order to attain targets, all components for the assembly process should be readily available.
Method study investigations ensure that employees do not wait for materials.
It is recommended that management instil a culture of efficiency. Senior management
commitment is vital as it sets the example. The findings of this study may also be extended to
service industries. The essential contribution that this article makes is that it provides
organisations with a universally accepted, user-friendly technique (method study) to improve
organisational effectiveness and productivity with minimal capital outlay.

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About the author

Dr Barnes Sookdeo is a Fellow of the World Academy of Productivity Science (WCPS). He is a senior
lecturer at the University of South Africa (Unisa). He obtained his PhD in Operational Research in 2015.
He practiced work study for 16 years in industry before joining academia, where he has worked for
20 years. His research interests include work study, industrial engineering, operations
management, and lean manufacturing. His publications include the South African Journal of
Industrial Engineering and International Journal of Productivity and Quality Management. He has
presented papers at local and international conferences and is a reviewer of international journals and
conferences. Barnes Sookdeo can be contacted at: bsookdeo@unisa.ac.za

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