METHOD STUDY AND WORK MEASUREMENT

method study and work measurement falls for The natural division of work study

The former is largely concerned with obtaining higher productivity by improving methods of

production. The latter is largely concerned with the establishment of yardsticks for human

effort and, as such, involves the measurement of the time that is required to carry out a

specific job under specified conditions. Either of these aspects of work study can be applied

to problem solving without the other, though often the best results are obtained by a carefully

planned combination of the two. The usual practice is for a method study of some kind to

precede a work measurement activity.

This is the study and recording of an existing or proposed method of doing work, and

by careful and critical examination of the recording produces an easier and more effective

way of doing it.

Method study, when properly used, should result in:

1. higher productivity through an improved production facility (site) layout

2. a better environment for work

3. reduction of danger and fatigue

4. improved quality of work as a result of improved working procedures and use of

materials and manpower

5. better plant and equipment design and use.

The basic procedure is to:

i) Select the work, operation, or process to be studied: The emphasis is usually that of

greater potential cost reduction—direct or indirect. The importance of improving conditions

under which operatives undertake their work should not be overlooked as an indicator for the

priority of selection. Other factors considered are those concerned with reduction of waste

materials, reducing idle time, relieving fatigue and monotony, smoothing the flow of

materials, eliminating unnecessary movement of all resources by improved layout, improving

the quality of productivity and reducing the working capital required to finance work in

progress.

ii) Record all relevant facts relating to current or proposed methods of work. Much of the

Data collected is presented in a flowchart form.

iii) Analyze and examine critically the data obtained,, especially in relation to purpose,

sequence, place, person and means, even to the extent of questioning the very purpose of an

activity, to eliminate unnecessary activities and delays. ‘Is this activity necessary?’ ‘Is this

the most economical sequence of events in the process?’ ‘What are the alternative ways of

conducting this operation?’

iv) Develop best method of working, which may be simpler and easier to adopt, taking all

the circumstances into account, thus leading to higher productivity.

v) Install new method intooperation,n making sure everyone knows and accepts their new

role(s). Re-training of personnel may be necessary and care may be required in gaining the

cooperation and assistance of those operatives affected by the changes.

vi) Maintain the new method, making surethe systemm does not slip back ithe old old method.

This involves the monitoring and modifying required to keep the method operational.

Work measurement is defined in BS 311969) as9)as

The application of techniques designed to establish the time for a qualified

worker to carry out a specific job at a defined level of performance.

Work measurement techniques usually follow or overlap with a methodstudy, and are

employed to

1. improve methods of working by the use of comparative times

2. improve planning and control of production and costs

3. reduce costs of resources by providing established yardsticks

4. dDevelopa sound basis for incentive schemes.

Procedure for Work Measurement

When work measurement is linked into a method study, it is introduced at the ‘develop

best method’ stage.

i. describe the method or job to be measured, logically from beginning to end—if

soIf someones to measure an operation, he must be clear what the operation is.

iBreak theeak job into its elements based on time taken. These elements typically last no

more than 30 seconds.

iii. measure performanceoperator—r – record observed time for each element

generally using a stopwatch for the purpose.

iv. rate performance (basic time). This stage is most vulnerable to mistakes or errors

on the part of the investigator who is required to ‘rate’ the worker, i.e. to decide how

quickly (or slowly!) the worker is working compared with a standard.

v. determine standard time.