IE 5401

WORK SYSTEM DESIGN

BY
KAMALA.V
ASST PROFESSOR
DOIE, ANNA UNIVERSITY
 IE 5401
WORK SYSTEM DESIGN

BY
KAMALA.V
ASST PROFESSOR
DOIE, ANNA UNIVERSITY
 Syllabus – Work System Design
3

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 Reference
4

1. ILO, “Introduction to Work Study”, Oxford and

IBH publishing , 2008
2. Barnes,R.M,” Motion and Time Study , Design
and measurement of Work”, John Wiley sons.

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 Assessment
5

Assessment Weightage

I Assessment
Test (60%) + Quiz (20%)+ Assignment (20%)

II Assessment Test (60 %)+ Quiz (20%)+ Presentation(20%)

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 6

WORK SYSTEM DESIGN

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 Why Work system design?
7

What is Productivity?
Types of productivity.
How to measure Productivity?

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Work Study
8

 work study is a way of studying and the method of doing a

job and then with the intention of improving it, so that the
job can be done effectively, easily without consuming much
time and the resources, without causing much fatigue to the
operator.

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 Method Study
9

 Method-study concerned with “the way in which work is done (i.e.,

method)”. It is used to simplify the way to accomplish a work and to

improve the method of production.
 Method study is essentially concerned with finding better ways of doing

things.

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 10

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 Work Measurement
11

Work measurement is the application of techniques designed to establish the

time for a qualified worker to carry out specified jobs at a defined level of
performance or at a defined rate of working.

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 METHOD STUDY
To simplify the job
and develop more
economical
methods of doing it

WORK
STUDY

WORK
MEASUREMENT
To determine, how
long it should take
to carry out

HIGHER
PRODUCTIVITY
DOIE 13
 UNIT-1

PRODUCTIVITY
Productivity
15

 Productivity is a ratio to measure how well an organization

(or individual, industry, country) converts input resources

(labor, materials, machines etc.) into goods and services.

 Total Productivity
 Partial Productivity

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 TOTAL PRODUCTIVITY
16

 It is the ratio of total output to the sum of all input factors.

Thus, a total productivity measure reflects the joint impact

of all the inputs in producing the output.
 Total productivity ratios reflect simultaneous changes in

outputs and inputs.

 However, they do not show the interaction between each

input and output separately and are thus too broad to be

used as a tool for improving specific areas.
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 PARTIAL PRODUCTIVITY
17

It is the ratio of output to one class of input

For example, labor productivity (the ratio of output
to labor input) is a partial productivity measure

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 Measures of Productivity

Partial Output Output Output Output

measures Labor Machine Capital Energy

Multifactor Output Output

measures Labor + Machine Labor + Capital + Energy

Total Goods or Services Produced

measure All inputs used to produce them

2-18

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 Examples of Partial Productivity Measures
19

Labor Productivity Units of output per labor hour

Units of output per shift
Value-added per labor hour
Machine Units of output per machine hour
Productivity Value-added per machine hour

Capital Productivity Units of output per dollar input

Dollar value of output per dollar input

Energy Productivity Units of output per kilowatt-hour

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 Typical Measures of Productivity in Different
Organizations
20

Restaurant Customers (meals) per

labor hour
Retail store Sales per square foot

Utility plant Kilowatts per ton of coal

Paper mill Tons of paper per cord of

wood

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 Example 1
7040 Units Produced

Sold for $1.10/unit What is the

multifactor
Cost of labor : $1,000 productivity?

Cost of materials: $520

Cost of overhead: $2000

DOIE 2-21
 Solution 1

MFP = Output
Labor + Materials + Overhead

MFP = (7040 units)*($1.10)

$1000 + $520 + $2000

MFP = 2.20

DOIE 2-22
 Example 2
5,500 Units Produced
Sold for $35/unit
500 labor hours are used
Cost of labor: $25/hr
Cost of raw material: $5,000
Cost of overhead: 2 x labor cost
What is the labor productivity?
What is the multifactor productivity?

DOIE 2-23
 Solution 2: Labor Productivity
 5,500 units/500 hours = 11 units/hour

Or we can arrive at a unitless figure:

 (5,500 units*$35/unit)/(500 hours *

$25/hr) =15.4

DOIE 2-24
 Solution 2: Multifactor
Productivity
MFP = Output
Labor + Materials + Overhead

MFP = (5,500 units)*($35)

(500hrs.)*$25/hr. + ($5000) +
2*(500hrs.)*$25/hr.

MFP = 4.52

DOIE 2-25
 Example 3
 You have just determined that your service
employees have used a total of 2400 hours of labor
this week to process 560 insurance forms. Last week
the same crew used only 2000 hours of labor to
process 480 forms.
 Which productivity measure should be used?
 Answer: Could be classified as a Partial Measure.
 Is productivity increasing or decreasing?
 Answer: Last week’s productivity = 480/2000 =
0.24, and this week’s productivity is = 560/2400 =
0.23. So, productivity has decreased slightly.

DOIE 2-26
 Productivity Growth

Current productivi ty - Previous productivi ty

Productivi ty Growth =  100%
Previous productivi ty

DOIE 2-27
 Example 4
Labor productivity on the ABC assembly line was 25
units per hour in 2006. In 2007, labor productivity
was 23 units per hour. What was the productivity
growth from 2006 to 2007?

23 - 25
Productivi ty Growth =  100%  8%
25

2-28
 How to improve Productivity
29

Increase output by using the same or a lesser amount of

(input) resource.
Reduce amount of (input) resource used while keeping
output constant or increasing it.

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Productivity Measurement
Approaches
2-30
 Productivity Measurement Approaches-
2-31

Productivity = Output/Input

Aggregate output = Gross sales = G

Aggregate Input = Cost = C
Total Productivity = TP= G/C ----------------(1)
Profit = P = G-C ---------------------------------------(2)
G=P+C
TP= P+C/C
From (1) and (2) what is TP???
TP=1+ P/C
 Draw Back
32

 TP=1+ P/C
 Zero Profit , TP =1
 Loss, TP<1

 Increase Profit to Cost ratio Will lead to increase

overall Productivity

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 PRODUCTIVITY INDEX
33

Developed by Kendrick and creamer

Aggregate Output
Xi = No of units of product i produced during to period.

Yi = The base Period price for Product i (in Rupees)

Z=

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 PRODUCTIVITY INDEX
34

Aggregate Input
Material Input M =
 Mi = quantity of Material i used during the period for producing
product
 Ci=Cost per unit of raw matrl i
Labour Input L =
 Li = no of man hours by labour I

 hi= wage rate

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 35

Capital and Land Input K = +AI+R

Di = Depreciation for fixed asset I (in rupees)
I = cost of capital in base period (Percentage)
A= Total working capital in the period (in rupees)
R = Rental or equivalent of the value of land in base period

Aggregate Input I=M+L+K

Total Productivity = Aggregate Output / aggregate Input

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 American Productivity center- APC Model
36

Profitability = sales/ cost

=
=
=Productivity Price Recovery factor

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 Problem : FIND PROFITABILITY INDEX,
PRODUCTIVITY INDEX, PRICE RECOVERY INDEX?
Period 1 Period 2
Quantity Price Quantity Price
Output
Pdt 1 1000 30 1100 35
Pdt2 100 190 80 200
Total Output
Input
Labour
Category1 3000 5 2500 7
Category2 600 6 500 8

Material
Material 1 6000 1 7000 1.3
Material 2 200 6 150 7.5
Material 3 300 2 300 3

Energy
type 1 10000 0.15 8000 0.2
type 2 200 1 250 1.1

Capital
Depreciation 100000 0.1 100000 0.1
Profit 150000 0.073 180000 0.073
 Production Vs Productivity
38

Production is related to the activity of producing

goods or services
Productivity is related to the efficient utilization of
input resources in to produced output in the form of
value added goods or services.

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 WORK CONTENT and INEFFCTIVE TIME
39

Basic Work content is the irreducible minimum

time theoretically required to produce one unit of
output.

Total work content = basic work content + Excess

time
Excess time – No idle time
Ineffective time –which the worker or machine idle
due to shortcomings of the management or the
worker

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 How manufacturing time is made up

Basic Work Content

of product and/or
operation

Total

Work Work Content Added

A by defects in design or
Content specification of product

Total
Work Content Added
Time of by inefficient methods of
B manufacture or
operation
Operation under
Existing
Ineffective Time due to
Conditions C shortcomings of the
Total management

Ineffective
Ineffective Time within
Time D the control of the worker
The Basic Work Content of the Product or Operation

The basic work content is the irreducible minimum time theoretically

required to produce one unit of output.

The Work Content is increased by the following:

A. Work content added by defects in the design or specification of the product.

B. Work content added by inefficient methods of production or operation.

C. Ineffective time due to shortcoming on the part of the management.

D. Ineffective time within the control of the workers.

 Work content due to the product and processes

Basic
Work
Content

Total

Work A.1. Bad design of product

Prevents use of most economic
processes
Content
A.2. Lack of Standardization
prevents use of high Work Content
Total Of the production processes Added by defects
in design of
A.3. Incorrect Quality Standards
Product specification of
Work Use unnecessary work
the product

Content A.4. Design demands removal

Of Excess Material

B.2. Wrong Machine used

B.2. Process not Operating

Correctly
or in bad condition Work Content
Added by
B.3. Wrong Tools used inefficient
methods of
manufacture or
operation
B.4. Bad Layout
Causing wasted movement

B.5. Operative’s
Bad
Working Methods
Figure 4. Ineffective time due to shortcomings on the part of the management and workers

C.1. Excessive Product Variety

Adds idle time due to short
runs

C.2. Lack of Standardization

Time Adds idle time due to short
runs
Of C.3. Design Changes add
Ineffective time due to
Stoppages and rework
Operation
C.4. Bad Planning of work and
Total Orders adds idle time of men
Within And machines

Time C.5. Lack of Raw Materials due

The To bad planning adds idle time Ineffective
Of men and machines Time due to
Of shortcomings
Control C.6. Plant Breakdowns add
of the
Idle time of men and machines
management
Operation
Of the
C.7. Plant in Bad Condition
Under Adds ineffective time due to
Management scrap and rework

Existing C.8. Bad Working Conditions

Add ineffective time through
Forcing workers to test
Conditions
C.9. Accidents add ineffective
Time through stoppages and
absences

D.1. Absences, Lateness and

Idleness adds ineffective time
Ineffective Time
D.2. Careless Workmanship within the
Adds ineffective time due to control of the
scrap and rework worker
D.3. Accidents add ineffective
Time through stoppages and
absences
 How management techniques can reduce excess work content

A.1. Product Development and

Total Basic Value Analysis reduce excess work
Basic
Total Work content due to design defects
Work = Work
Content
Content Content A.2. Specialization and
Standardization enable high-
production processes to be used
A.3. Market, Consumer and
Product Research ensure correct
quality standards
A.4. Product Development and
Value Analysis reduce work
content due to excess material
E L I M I N A T E D

B.1. Process Planning ensures

Excess Work selection of correct machines
Content
B.2. Process Planning and
Totally Research ensure correct operation
eliminated if of processes
all techniques
perfectly B.3. Process Planning and Method
applied Study ensure correct selection of
tools
B.4. Method Study reduces work
content due to bad layout
B.5. Method Study and Operator
Training reduce work content due
to bad working methods
 How management techniques can reduce ineffective time

Total
Time if Basic
Basic
Work
all = Work
Content
techniqu Content
es
perfectly
applied

C.1. Marketing and Specialization reduce

idle time due to product variety
C.2. Standardization reduces idle time
due to short runs
C.3. Product Development reduces
ineffective time due to changes in design
C.4. Production Control based on Work
Measurement reduces idle time due to
bad planning
Ineffective
C.5. Material Control reduces idle time to
Time lack of raw materials
Totally C.6. Maintenance reduces idle time of
Eliminated men and machines due to breakdowns
if all C.7. Maintenance reduces ineffective time
due to plant in bad condition
techniques
C.8. Improved Working Conditions enable
perfectly workers to work steadily
applied C.9. Safety Measures reduce ineffective
time due to accidents
D.1. Sound Personnel Policy and
Incentives reduce ineffective time due to
absences, etc.
D.2. Personnel Policy and Operator
Training reduce ineffective time due to
carelessness
D.3. Safety Training reduces ineffective
time due to accidents
DOIE 46
 WORK STUDY

What is Work Study?

Work Study is a generic term for those techniques,
particularly method study and work measurement, which are used
in the examination of human work in all its contexts, and which
lead systematically to the investigation of all the factors which
affect the efficiency and economy of the situation being reviewed,
in order to effect improvement.

Work study is the systematic examination of the methods of

carrying on activities so as to improve the effective use of resources
and to set up standards of performance for the activities being
carried out.

.
4. Techniques of Work Study and their Relationship

Method Study is the systematic recording and critical

examination of existing and proposed ways of doing work, as a means of
developing and applying easier and more effective methods and reducing
costs.

Work Measurement is the application of techniques designed to

establish the time for a qualified worker to carry out a specified job at a
defined level of performance.
.
 Figure 7. Work Study

METHOD STUDY
To simplify the job
and develop more
economical
methods of doing it

WORK
STUDY

WORK
MEASUREMENT
To determine, how
long it should take
to carry out

HIGHER
PRODUCTIVITY
STEPS INVOLVED IN WORK STUDY
1. SELECT
Job Or Process To Be Studied

2. RECORD
All the details concerning job using various Recording Techniques

3. EXAMINE
Recorded facts critically by asking questions like who, what, when,
why

4. DEVELOP
Most economical method

5. MEASURE
The amount of work involved and set standard time to do that job

6. DEFINE
New method and standard time

7. INSTALL
The new method as a standard practice

8. MAINTAIN
New method as agreed standards
5. Basic Procedure of Work Study

STEPS:

1. Select the job or process to be studied.

2. Record from direct observation everything that happens, using the
most suitable of the recording techniques, so that the data will be
in the most convenient form to be analyzed.
3. Examine the recorded facts critically and challenge everything that is
done, considering in turn: purpose of the activity; the place where
it is performed; the sequence in which it is done; the person who
is doing it; the means by which it is done.
4. Develop the most economic method, taking into account all the
circumstances.
5. Measure the quantity of work involved in the method selected and
calculates a standard time for doing it.
6. Define the new method and the related time so that it can always be
identified.
7. Install the new method as agreed standard practice with the time
allowed.
8. Maintain the new standard practice by proper control procedures.
 EVOLUTION OF WORK STUDY

• F.W.TAYLOR: founder of method and time study.

• Taylor began his time study work in 1881.
• He established that each job should have a standard time,
determined by time studies.
• In the timing process Taylor advocated dividing the work
into small divisions of effort known as elements.
• Time was obtained for these element individually and their
collective values were used to determine the allowed time
for the task.
WORK OF Gilbert

 Gilbreth is considered as the founder of ‘modern

motion study technique’.
 Which is defined as the study of body motions used

in performing an operation for the purpose of

improving the operation by :
 Eliminating unnecessary motions
 Simplifying necessary motions
 Then establishing the most favorable motion sequence
for maximum efficiency
 Reference
54

Introduction to work Study by ILO Geneva –

Chapter 1 to Chapter 4

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 Terminology
55

Cycle Time:
Cycle time is the time starting when an operation begins to
the point of time when the operation ends.
Lead Time:
Lead time starts when a request is initiated and ends with
delivery.
Eg: Let’s say a customer orders a product on November 6.
The company receives the order instantly, and delivers the
product on November 10, yet work on the product begins
November 8.

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Takt Time:
56

TAKT time is the maximum acceptable time to meet the

demands of the customer.
Accounting forms are read by a company’s staff and returned
to the customer. The company has a 9 hour workday for its
employees, of which 1 hour is the allocated lunch break.

 Available production time = 8 hours, or 480 minutes

 Assume that the customer sends in 20 accounting forms to be read
 TAKT Time Formula = 480/24 = 20 minutes/form

 staff would have to work at a speed of 20 minutes per form in order to

meet the customer’s needs or demands

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