Chapter 2

Answers to Problems

2.1 (a) A machine has a cycle time of 1/2 second. What are the productions pieces per hour at 100% and 75%
efficiency?
(b) The floor-to-floor time (meaning a complete productive cycle) is 31 seconds. Find the gross units per hour at
100% and 90% efficiency.

Answer:
(a) t = 0.5 sec/piece 1/0.5 x 60 x 60 = 7200 pieces/hour @ 100%
7200 x 0.75 = 5400 pieces/hour @ 75%
(b) t = 31 sec/piece 1/31 x 60 x 60 = 116.1 pieces/hour @ 100%
116.1 x 0.90 = 104.5 pieces/hour @ 90%

2.2 (a) If the hourly production is 11 units, find the hours per 1000 pieces.
(b) The production is 29.5 units per hour. Find hours per 100, 1000 and 10,000 units.
(c) Find pieces per hour and standard minutes per unit for 15.325 hours per 100 units.

Answer:
(a) 1000/11 = 90.9091 hrs for 1000 units
(b) 100/29.5 = 3.390 hrs for 100 units
1000/29.5 = 33.898 hrs for 1000 units
10000/29.5 = 338.98 hrs for 10000 units
(c) 100/15.325 = 6.5 pieces/hour
60 min / 6.5 pieces = 9.23 min / piece

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2.3 A time study of an assembly operation is summarized:
Description Frequency Element Rating Factor
Minutes
Part A to 5 in. dowel 1/1 0.037 1.10
Part B to 5 in. subassembly 2/1 0.064 1.15
Short piece to base 1/1 0.089 1.20
Long piece to base 1/1 0.129 1.10
Grab pieces from tote box 1/5 0.185 1.10
Place on conveyor 1/1 0.087 1.10

Allowances for this work total 9.5%. Find the standard minutes per unit, pieces per hour, hours per 100 units, and
labor cost per unit, where the wage rate is $14.75 per hour.

Answer:
Elem Frequency Element Rating Factor Element
no. Minutes Normal
Times
1 1/1 0.037 1.10 0.0407
2 2/1 0.064 1.15 0.1472
3 1/1 0.089 1.20 0.1068
4 1/1 0.129 1.10 0.1419
5 1/5 0.185 1.10 0.0407
6 1/1 0.087 1.10 0.957
Total 0.5730
(a) 9.5% allowance 100 / (100 – 9.5) = 1.105
0.5730 x 1.105 = 0.633 std min / piece
(b) 60 / 0.633 = 94.8 pieces / hr
(c) 100 / 94.8 = 1.05 hr / 100 pieces
(d) $14.75 / 94.8 = $0.156 / piece

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2.4 A mail room prepares the company’s advertising for mailing. A time study has been done on the job of
enclosing material in envelops. Develop the elemental normal time, cycle standard time, pieces per hour, and
hours per 100 units, providing 15% for allowances, for the continuous stop watch data.(Hint: The time readings
are in hundredths of a minute.)

Cycle
Rating
Description 1 2 3 4 5 6 7 %
Get envelops 11 55 105 151 105
Get and fold premium 22 41 65 83 116 134 160 115
Insert premium in envelope 29 48 73 97 123 141 182 95
and seal

Answers
CY CL E
Elem Rating Normal
No. 1 2 3 4 5 6 7 % Time
1 11 55 105 151 105 22.65
2 22 41 65 83 116 134 160 115 26.29
3 29 48 73 97 123 141 182 95 24.70
Total 73.64
Note: Normal times in hundredths of a minute

Std time 73.64/100 x 1.176 = 0.866 minutes / piece

60 / 0.866 = 69.3 pieces per hour
100 / 69.3 = 1.44 hours per 100 pieces

2.5 A method has been engineered and an operator has been time studied. The method has produced an average
overall time of 2.32 minutes by actual watch timing. The overall pace rating applied to the job was 125%. This
company, which uses an incentive system, adds extra time into the production rates to cover personal time,
fatigue, and unavoidable delays. The total allowance is 15%.
(a) Determine the rated time or normal minutes, the total allowed time or standard minutes, the standard
hour rate for the job per 100 units, and the pieces per hour.
(b) The labor rate per hour is $15.30. What is the standard labor cost per unit?

Answer:
(a) 2.32 x 1.25 = 2.9 rated minutes
2.9 x 1.176 = 3.41 standard minutes
3.41 / 60 = 0.0568 hr per piece
0.0568 x 100 = 5.68 hr / 100 pieces
1 / 0.568 = 17.6 pieces per hr
(b) $15.30 / 17.6 = $0.87 per piece

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2.6 Element time study observations that use the snap-back method are given as
Rating Allowance
Element description 1 2 3 4 5 (%) (%)
Place part in jig 0.03 0.08 0.05 0.04 0.06 117 11
Drill hole 0.31 0.38 0.37 0.39 0.33 100 5
Remove part, place on 0.07 0.08 0.09 0.12 0.11 93 13
conveyor belt
(a) Find the average, normal and standard times for each element.
(b) Calculate the production per hour and hours per 100 units.
(c) By an older method, 0.834 minute of standard time was required to complete this same process.
Calculate the increase in output in percent and savings in time in percent.

Answer:
(a)
Elem Avg. Rating Norm Allow Alow Std.
No. 1 2 3 4 5 Time (%) Time (%) Fac Time
1 0.03 0.08 0.05 0.04 0.06 0.052 117 0.061 11 1.12 0.069
2 0.31 0.38 0.37 0.39 0.33 0.356 100 0.356 5 1.05 0.375
3 0.07 0.08 0.09 0.12 0.11 0.094 93 0.087 13 1.15 0.100
Total 0.544
(b) 60 / 0.544 = 110.3 pieces per hour
100 x 0.544/60 = 0.907 hr / 100 pieces
(c) output increase
60 / 0.834 = 71.9 pieces per hour
(110.3 - 71.9) / 71.9 = 53.4% increase in output
time savings
(0.834 – 0.544) / 0.544 = 34.7% time savings

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2.7 A time study summary is given.
Element description Freq/ Avg. Rating
Unit Time (%)
Get part from conveyor 1/1 0.040 100
Get subassembly from conveyor 1/1 0.030 105
Connect parts to subassembly 2/1 0.055 110
Install 3 brackets 3/1 0.153 100
Assemble side 1 1/1 0.234 90
Mate side 2 1/1 0.183 90
Put on conveyor 1/1 0.032 100

(a) With an allowance factor of 15% to cover P (personal), F (fatigue), and D (delay), what are the
normal minutes per piece, the standard minutes per unit, and the number of hours per 1000 pieces?
(b) If the performance against standard has averaged 120%, what is the incentive hourly if day work is
paid at $15.75 per hour?

Answers
(a)
Elem Freq/ Avg. Rating Norm
No. Unit Time (%) Time
1 1/1 0.040 100 0.040
2 1/1 0.030 105 0.32
3 2/1 0.055 110 0.121
4 3/1 0.153 100 0.459
5 1/1 0.234 90 0.211
6 1/1 0.183 90 0.165
7 1/1 0.032 100 0.032
Total 1.060
Normal Minutes per piece = 1.060
15% PFD, factor = 1.176
1.060 x 1.176 = 1.250 Standard minutes per piece
1.250/60 x 1000 = 20.8 hours per 1000 pieces
(b) Standard rate
60 / 1.25 = 48 pieces per hour
$15.75 / 48 = $0.328 / piece
Performance 48 x 1.20 = 57.6 pieces per hour
57.6 x $0.328 = $18.89 incentive rate

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2.8 The raw continuous-timing data for a two element punch press operation are provided. The times are in
minutes.
Description 1 2 3 4 5
Handle Part 0.01 0.04 0.08 0.11 0.14
Punch Part 0.03 0.06 0.10 0.12 0.16
(a) What is the average time for each element? If the ratings are +8% for element 1 and –9% for element 2 what
is the normal time? The PFD allowance is 20%. What is the standard minute per piece for this operation? How
many pieces per hour? How many hours per 100 units?
(b) If the PFD allowance only applies to element 1, what are the standard minutes per unit? How many hours per
100 units?

Answers
(a)
Elem Avg Rate Norm
No. 1 2 3 4 5 Time (%) Time
1 0.01 0.04 0.08 0.11 0.14 0.028 108 0.030
2 0.03 0.06 0.10 0.12 0.16 0.032 91 0.029
Total 0.059
20% factor 100 / (100 – 20) = 1.25
0.059 x 1.25 = 0.074 standard minutes per piece
60 / 0.074 = 810.8 pieces per hour
(0.074 / 60) x 100 = 0.123 hour per 100 pieces
(b) (0.030 x 1.25) + 0.029 = 0.0665 standard minutes per piece
(0.0665 / 60) x 100 = 0.110 hour per 100 pieces

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2.9 Engineering aides prepare job tickets to track their daily work. After a sufficient period of data collection and
classification, the data are summarized. A personal allowance of 15% is used for this work. (Hint: For
simplification of calculation, ignore holiday and vacation days.)
Description Avg. Freq/
Min. Dwg.
Post drawing numbers 7.0 1/1
Duplicate drawings 19.0 1/1
Correct computer entries 38.0 2/1
Phone calls 1.5 1/4
Update CAD changes 27.0 1/2

(a) Determine the standard labor hours per engineering drawing.

(b) A new product design is anticipated and a separate staff will be assembled. The new product design will
probably result in 2500 drawings over a 1-year period. How many aides will be required, and at $25 per hour,
how much should be budgeted for their work on the drawings for the new design?

Answers
Elem Avg. Freq/ Norm
No. Min. Dwg. Time
1 7.0 1/1 7.0
2 19.0 1/1 19.0
3 38.0 2/1 76.0
4 1.5 1/4 0.38
5 27.0 1/2 13.5
Total 115.9 min.
(a) (115.9 x 1.176) / 60 = 2.27 hours per drawing
(b) 2500 x 2.27 = 5675 total hours
52 weeks x 40 hrs = 2080 hours per 1 labor year
5675 / 2080 = 2.73 labor years
2.73 -> 3 aides required
3 x 2080 x $25 = $156,000 for budget.

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2.10 The results from a working sampling study of a work force is divided into 12 categories. This sample covers
a span of 25, 8-hour days. What are the percentages and expected hours per category?

Category No. of Observations

1 92
2 99
3 37
4 11
5 25
6 14
7 24
8 33
9 3
10 22
11 8
12 32
Total 400

Answer
Total hours covered: 25 x 8 = 200

No. of % of Expect
Category Observ Observ Hours
1 92 23.0 46
2 99 24.75 49.5
3 37 9.25 18.5
4 11 2.75 5.5
5 25 6.25 12.5
6 14 3.5 7.0
7 24 6.0 12.0
8 33 8.25 16.5
9 3 .75 1.5
10 22 5.5 11.0
11 8 2.0 4.0
12 32 8.0 16.0

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2.11 The pediatrics department in a hospital is work sampled over a total of 608 hours. The results are shown.
There were a total of 1578 observations. Find the percent of occurrences for each category, cumulative
percentages, element hours and cumulative hours for each category.

Category Count Category Count

Routine nursing 496 Other 79
Idle or wait 263 Feeding 52
Unit servicing 183 Bathing 22
Report 129 Elimination 11
Personal time 128 Transporting 8
Intervention 102 Housekeeping 7
Unable to sample 91 Ambulation 7

Answers
No. obsr % occur cumm % elem hr cumm hr
1 496 31.43% 31.43% 191.11 191.11
2 263 16.67% 48.10% 101.33 292.44
3 183 11.60% 59.70% 70.51 362.95
4 129 8.17% 67.87% 49.70 412.65
5 128 8.11% 75.98% 49.32 461.97
6 102 6.46% 82.45% 39.30 501.27
7 91 5.77% 88.21% 35.06 536.33
8 79 5.01% 93.22% 30.44 566.77
9 52 3.30% 96.51% 20.04 586.81
10 22 1.39% 97.91% 8.48 595.29
11 11 0.70% 98.61% 4.24 599.52
12 8 0.51% 99.11% 3.08 602.61
13 7 0.44% 99.56% 2.70 605.30
14 7 0.44% 100.00% 2.70 608.00

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2.12 A work sampling study is taken of a department with the following information obtained: Number of
sampling days, 25; number of trips per day, 16; number of workers observed per trip, 3; and number of items
sampled, 4. The observations counted for each of the items was, A – 80; B – 320; C – 1600; and D – 2800.
(a) How many labor-days and observations were sampled?
(b) What are the percentages and equivalent hours for the activities?
(c) For a confidence level of 90%, what is the relative accuracy for each item?

Answers
(a) Labor days, 25 x 3 = 75 days
Observations 25 x 3 x 16 = 120
(b) (c)
Item Observ % occur (P’i) Time I Accur (%)
A 80 1.7 10.0 0.0061 ±18.3
B 320 6.7 40.0 0.0118 ±8.8
C 1600 33.3 200.0 0.0224 ±3.4
D 2800 58.3 350.0 0.0234 ±2.0
Total 4800 100 600

(c) Find I = 2Z((P’i(1 – P’i))/N)1/2

and Rel. Accuracy = (I/2P’) x 100

2.13 We want to determine the percentage of idle time of a machine shop by work sampling. A confidence
level of 95% and a relative accuracy of ±5% is desired, where a rough estimate of 25% is suspected for
idle time.
(a) How many observations are necessary?
(b) Assume that the relative accuracy is ±2 _%. How many observations are required now?
(c) What happens to the number of the observations required as the relative accuracy becomes less?

Answers
(a) 95% -- Z = 1.960, P’i = 0.25, R.A. = 0.05
R.A. = I/2Pi or I = 2 Pi(R.A.)
I = (2)(0.25)(0.05) = 0.025
N = (4Z2P’i(1-P’i))/I2
N = (4)(1.960)2(0.25)(0.75)/(0.025)2 = 4610
(b) I = (2)(0.25)(0.025) = 0.0125
Use 0.0125 in place of the 0.025 in equation for N above
N = 18440
(c) The number of required observations increases greatly.

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2.14 (a) To get a 0.10 interval on work observed by work sampling that is estimated to require 70% of the
worker’s time, how many random observations will be required at the 95% confidence level? Repeat for
90%.
(b) If the average handling activity during a 20-day study period is 85% and the number of daily
observations is 45, then what is the interval allowed on each day’s percent activity? Use 90%. Repeat for
99%.
(c) Work sampling is to be used to measure the not-working time of a utility crew. A preliminary study
shows that not-working time is likely to be around 35%. For a 90% confidence level and a desired
relative accuracy of 5%, what is the number of observations required for this study? Compare to 95%
confidence level.

Answers
(a) Pi = 0.70, I = 0.10, 95% -- Z = 1.645
N = (4)(1.645)2(0.70)((0.3)/(0.10)2 = 227
90% -- Z = 1.960, N = 323
(b) 20 x 45 = 900 observations, Pi = 0.85
For 90% -- Z = 1.645, I = (2)(1.645)[(0.85)(0.15)/(900)]1/2
I = ±0.39%
For 99% -- Z = 1.960, I = ±0.61%
(c) 90% -- Z = 1.645, Pi = 0.35, R.A. = 0.05
I = (2)(0.35)(0.05) = 0.035
N = (4)(1.645)2((0.35)(0.65)/(0.035)2 = 2010
95% -- Z = 1.960, N = 2854

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2.15 A shipping department that constructs wooden boxes for large switch gear has five direct-labor workers.
A work-sampling study is undertaken, and the following observations of work elements are recorded
over a 15-day, 8-hour period:

Description Count
Set up and dismantle 312
Construct crates 264
Load switch gear in crates 204
Move materials 324
Idle 96

A rating factor of 90% is found. The number of switch gear shipped during this period is 26. This
firm uses an allowance value of 10% for work of this kind. Average labor costs $18.75 per hours.
(a) Find the elemental costs.
(b) What is the standard labor cost per box?
(c) Estimate the actual cost.

Answers
(a) Total hours observed: 15 x 8 x 5 = 600 (a)
Item Count Fraction (P’) Hrs/elem Adjusted* Std hr / unit Cost ($)
1 312 0.26 156 154.44 5.94 111.38
2 264 0.22 132 130.68 5.03 94.31
3 204 0.17 102 100.98 3.88 72.75
4 324 0.27 162 160.38 6.17 115.69
5 96 0.08 48 **
Totals 1200 1.00 600 394.13
* Adjustment for performance rating and PFD factor: hrs/elem x 0.9 x 1.1
** Idle time is not included in the standard calculations
b) $394.13
c) (600 x 18.75) / 26 = $432.69

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2.16 An eight-person CAD department concerned with size A, B, and C drawings is work-sampled by a
management consultant over a standard 4-week period. A chart summarizes for the categories as
follows:

Item Count
Drafting and tracing 778
Calculating 458
Checking prints 110
Classroom 125
Professional time off 172
Personal time, idle 270

During this period, 55 drawings (A = 20, B = 25, C = 10) were produced with a total payoff of $26,400.
Let relative size A = 1, B = 2A, C = 2B.
a) Given a performance rating of 1.0 and a PF&D factor calculated from the personal time, idle element,
determine the standard time per drawing unit (A size) and standard times for the B and C sizes.
b) Determine the hourly pay rate. A new order is estimated at A = 10, B = 30 and C = 25 drawings has been
placed. What is the estimated cost of this order?

Answers
Total hours worked 8 x 4 x 40 = 1280
Item Count Fraction Hrs/elem
Drafting and tracing 778 0.41 525
Calculating 458 0.24 307
Checking prints 110 0.057 73
Classroom 125 0.065 83
Professional time off 172 0.09 *
Personal time, idle 270 0.141 *
Total 1913 1.003 988
* Not included in standard times
a) PFD = 100 / (100 – 10) = 1.11
For 55 dwgs: 988 x 1.11 = 1098 std hours
Drawing units: 20 + (25 x 2) + (10 x 4) = 110
Std time per dwg unit: 1280 / 110 = 11.64 hr
A= 11.64 hr
B = 2 x 11.64 = 23.28 hr
C = 4 x 11.64 = 46.56 hr

b) 26,400 / 1280 = $20.62 / hr

(10 x 11.64 + 30 x 23.28 + 25 x 46.56) x 20.62 = $40,803

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2.17 Find the effective gross hourly cost for drill press operators paid an average wage of $22 per hour. No
overtime is planned. Company policy allows six paid holidays, and the average entitled vacation is 10 days.
There is no non-chargeable time or performance subsidy. Sick leave is charged against vacation time. FICA
is at current rate, and workmen’s compensation is at 2% of the first $20,000. The company pays $400 for
unemployment insurance.

Answer:
Annual Annual Annual
Hours Cost ($) Excess ($)
Regular paid clock hours 2080 45,760
Holidays -48 -1,056 1,056
Vacation -80 -1,760 1,760
Chargeable (worked hours) 1952 42,944
Non hourly costs
FICA (45760 x 0.076) 3,478
Workers Comp (20000 x 0.02) 400
Unemployment Ins 400
Excess cost total 7,094
Excess hourly cost (7094 / 1952) 3.63
Hourly wage 22.00
Effective gross hourly cost 25.63
Percent increase over wage 16.5%

2.18 A tool and die worker is paid $26.50 per hour. The work year consists of 52 40-hour weeks with
overtime schedules for 26 Saturdays. The company allows 8 paid holidays and 10 days of vacation. Four days of
sick leave are budgeted and have historically been used. Expected non-chargeable hours are 2%. There is no
subsidy for performance. Non-hourly costs include FICA taxes at current governmental rate, workmen’s
compensation at 2% of regular wages up to $20,000, accident insurance sum of $600, a major supplemental
medical plan for $300, and unemployment insurance of $800.
(a) Find the effective gross hourly cost.
(b) What is the job cost if a job will require 10 man-hours with a productivity of 90%?

Answer:
a) Hours Cost ($) Excess ($)
Regular paid clock hours 2080 55,120
Overtime (8 x 26) 208 8,268
Overtime excess (0.5) 2,756
Holidays -64 -1,696 1,696
Vacation -80 -2,120 2,120
Sick pay -32 -848 848
Expected non-chargeable (2080 x 0.02) -42 -1,102 1,102
Chargeable (worked hours) 2078 57,622
Non hourly costs
FICA (55120 + 8268) x 0.076 4,817
Workers Comp (20000 x 0.02) 400
Accident Ins 600
Supplemental medical plan 300
Unemployment Ins 800
Excess cost total 15,439
Excess hourly cost (15439 / 2078) 7.43
Hourly wage 26.50
Effective gross hourly cost 33.93
Percent increase over wage 21.9%
b) 10 x 33.93 x (1/0.9) = $377
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2.19 Determine a company’s base annual cost for a top-grade worker. The base hourly rate is $15.75. Use the
current FICA costs of the base. State unemployment compensation runs 2%. Health insurance premiums cost $40
per month. The company carries term life insurance that costs $45,000 per year for all employees (there are 60
employees). In addition, the company profit-sharing plan usually pays 5% of the base wage.

Answer:
Base wage: 15.75 x 2080 = $32,760
FICA: 32760 x 0.76 = 2,490
Unemployment: 32760 x 0.02 = 655
Health Ins: 40 x 12 = 480
Life Ins: 45000 / 60 = 750
Profit sharing: 32760 x 0.05 = 1,638
Total $38,773
Hourly wage 38773 / 2080 = $18,64

2.20 Find a typical hourly cost for direct labor. In this instance, the average workweek is 48 hours, of which
the final 8 hours are premium at one and a half. The wage is $30.30 per hour. Each day a total of 20 minutes is
permitted as a coffee break, the final 15 minutes is cleanup. Annually there are 2 weeks of paid vacation on the
basis of 40 hours worked and five paid holidays. Taxes for FICA are at the current rate and there is a 1.2%
workers’ compensation tax for the amount of $15,000. There is a requirement for $250 per month for company-
paid medical and life insurance, and a $25 Christmas bonus.

Answer:
Hours Cost ($) Excess ($)
Chargeable (worked hours) 2080 63,024
Overtime (8 x 49) 392 17,816
Overtime excess (0.5) 5,939
Holidays -40 1,212
Vacation -80 2,424
Non-productive time (35/60)x49x6 -172 5,196
Non hourly costs
FICA (80400) x 0.0765 6,151
Workers Comp (15000 x 0.012) 180
Medical & life Ins (250x12) 3000
Bonus 25
Excess cost total 24,127
Excess hourly cost (24,127 / 2080) 11.60
Hourly wage 30.30
Effective gross hourly cost 41.90
Percent increase over wage 38%

2.21 A man worked 8 hours on incentive and non-incentive jobs. While on incentive, he completed 8 tasks, each
with a 1-hour standard time. The non-incentive jobs took 2 actual hours. The incentive plan has a base rate of $13
per hour, though the man’s wage rate for non-incentive tasks is $16 per hour. How much did the man earn?

Answer:
Ha = 8 hrs, Hs = 1x8 = 8 hrs, Other = 2 hrs
(8 x 13) + (16 x 2) = $136
136 / 8 = $17 / hr

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2.22. (a) A worker produces 56 units on an incentive plan during the 40-hour week. Her base hourly rate is $15
per hour, and the standard for one unit of product is 1.10. What are her weekly earnings?
(b) Find the full employee cost for the product if the employee has a FICA rate of 7.60%, unemployment
insurance costs the company 2.1%, the workers’ compensation rate is 2.5%, 10 days of yearly vacation, and $400
per month for medical insurance. Approximate the actual wage and fringe cost per hour. Per unit. Assume a
weekly wage for a 52-week year. Yearly vacation is at base rate of $15 per hour.

Answer:
a) Na = 56, Hs = 1.10 x 56 = 61.6 hrs, Ha = 40 hrs, base R = $15
61.6 x 15 = $924
924 / 40 = $23.10 / hr
b) Hours Cost ($) Excess ($)
Chargeable (23.1x8x5x50)+(15x8x10) 46,200
Vacation (15x80) 1,200
Non hourly costs
FICA (47400) x 0.076 3,602
Unemployment ins (47400x0.021) 995
Workers Comp (47400 x 0.012) 1,185
Ins (400x12) 4800
Excess cost total 11,782
Excess hourly cost (7462 / 2000) 5.89
Hourly wage 23.10
Effective gross hourly cost 28.99
Hourly wage $28.99
Unit cost: (28.99 x 40) / 56 = $20.71

2.23 A worker is paid the day-work rate if she earns less than 100% incentive premium. The standard is 75 units
per hour, and the operator completes 140 good parts in 1.4 hours. The rate is $25 per hour.
(a) Find the piece rate.
(b) What are the earnings and labor efficiency?

Answer:
a) 140 / 1.4 = 100 units/hr
$25 / 75 units = $0.33 / unit
0.33 x 100 = $33 / hr
b) Cdl = HaRh + Rh(HsNp – Ha)
(1.4 x 25) + 25[(1/75)(140) – 1.4] = $46.67
E = Np(Hs/Ha)x100
140(0.013/1.4)100 = 133%

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2.24 (a) A sheet metal operator is told that her standard is 1.875 hours per 100 units. If her wage is $16 per hour
and she makes 800 units in 12 hours, what are her earnings?
(b) If the actual time is 16 hours, what is her guaranteed pay and efficiency for the 100% plan?

Answer:
a) 1.875 x (800/100) = 15 standard hours
15 x 16 = $240 earnings for the 12 hours, or $20 / hour
b) Ha = 16, Rh = $16, Np = 800, Hs = 1.875/100 = 0.01875 hr / piece
Cdl = (16 x 16) + 16 x [(0.01875 x 800) – 16] = $240
240 / 16 = $15 / hour
But, $16 / hour is guaranteed, so Cdl = 16 x 16 = $256
Efficiency: 800 x (0.01875 / 16) x 100 = 93.75%

2.25 Efficiency of 125% for an operation is calculated. The standard is 10 hours per unit and the wage is
$23.50 per hour. What is the expected cost for 210 units?

Answer:
Need to find Ha:
Ha = (100NpHs) / E = (100 x 210 x 10) / 125 = 1680 hours
Cdl = (1680)(23.50) + (23.50) x [(10x210) – 1680] = $49,350

2.26 A molding operator tends two machines and plastic products A and B are produced. Machines A and B
have a production rate of 400 and 250 strokes per hour. Molds A and B produce three or four buttons per
stroke respectively. Operator wage is $11 per hour. Dejoint these labor costs when allocation is based on
(a) number of machines, (b) product output of machines A and B and (c) marketing believes that A to B
value is 5:4.

Answer:
a) $11 / hour for 2 machines = $5.50 / hour / machine
A: 400 x 300 = 1200 buttons / hour 5.50 / 1200 = 0.46¢ / button
B: 250 x 4 = 1000 buttons / hour 5.50 / 1000 = 0.55¢ / button
b) Combined output = 1200 + 1000 = 2200 / hour
A: 1200 / 2200 = 54.5% B: 1000 / 2200 = 45.5%
11 x 0.545 = $6.00 11 x 0.455 = $5.00
6 / 1200 = 0.5¢ / button 5 / 1000 = 0.5¢ / button
c) A: 11 x 5/9 = $6.11 B: 11 x 4/9 = $4.89
6.11 / 1200 = 0.51¢ / button 4.89 / 1000 = 0.49¢ / button

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2.27 A time study observes the operation of producing two parts, which are labeled 1 and 2. The elements and
their standard minutes are given as follows:
Element Part Standard minutes
Load part in vise 1 0.17
Load second part 2 0.08
Balance and tighten vise 1,2 0.17
Start machine 1,2 0.06
Machine 1,2 1.17
Stop, unload 2 0.13
Start, retighten 1 0.15
Fine machining 1 0.83
Stop, unload 1 0.14
Clean vise 1,2 0.16

The labor wage is $23 per hour. Dejoint the cost using allocation methods of (a) number of parts, (b) time
required by part, and (c) potential sales price ratio of 3:2.

Answer: Standard Minutes

1&2 1 2
0.17 0.17 0.08
0.06 0.15 0.13
1.17 0.83
0.16 0.14
1.56 1.29 0.21
1.56 / 2 = 0.78 for 1 and 2
Standard hours: Part 1 = 0.78 + 1.29 = 2.07
Part 2 = 0.78 + 0.21 = 0.99
Total for parts 1 & 2 = 3.06
a) 2 parts / 3.06 min x 60 min / hr = 39.2 parts / hour (19.6 each 1 & 2)
23 / 39.2 = $0.59 / part
b) Part 1: 2.07 / 3.06 = 67.6% Part 2: 0.99 / 3.06 = 32.4%
23 x .676 = $15.56 23 x .324 = $7.44
15.56 / 19.6 = $0.79 / part 7.44 / 19.6 = $38 / part
c) Part 1: 3 / 5 x 23 = $13.80 Part 2: 2 / 5 x 23 = $9.20
13.80 / 19.6 = $0.70 / part 9.20 / 19.6 = $0.47 / part

2.28 One operator controls four automatic machines. After those machines are set up they produce parts
independent of the operator except for occasional inspection. A cam controls the unit time to make one piece and
is 4 seconds at 100% efficiency. Ignore the setup time because it is small.
(a) If the actual efficiency is 85%, the operator controls four machines, and the labor wage rate is $15 per hour,
then what is the dejointed labor cost per unit?
(b) Repeat for hours per 100 units.
(c) Repeat for dollars per 100 units.

Answer:
4 sec /piece = 4 / (60 x 60) = 0.00111 hr / piece at 100%
a) 0.00111 / 0.85 = 0.00131 hr / piece
0.00131 x 15 / 4 = $0.0049 / piece or 0.49¢ / piece
b) 0.0031 x 100 / 4 = 0.033 hr / 100 pieces
c) 0.0049 x 100 = $0.49 / 100 pieces

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2.29 A technician tests and repairs printed circuit boards. On the average, printed circuit boards require 10 minutes
for testing and 12 minutes for testing and repairing, if necessary.
(a) If, during a labor-hour study, 18 units tested OK and 5 failed requiring repair, then what proportion of the labor
wage is due to testing and repair?
(b) If the gross labor rate is $21.75 per hour, then what is the labor charge per unit for testing and repair? Use
proportional methods to dejoint cost.

Answer:
a)
Testing 18 x 10 = 180 75%
Testing & Repair 5 x 12 = 60 25%
Total 240
25% of time is due to testing and repair units
b) (240 min / 60 min/hr) x 0.25 x 21.75 / 5 = $ 4.35
simply: 60 min / 60 min/hr x 21.75 / 5 = $4.35

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Challenge Problems

2.30 The fire department is concerned about the speed of the crews assigned to the all-purpose trucks. The chief
wants to know the time required after receiving the alarm before starting to fight the blaze. To answer the chief’s
questions, a time study of the activities of one crew on seven different alarms is conducted. On the observation sheet
that follows, continuous (no reset) electronic watch readings in hundredths of minutes are recorded, indicating full
minutes only when it changed.
Alarm
Crew element 1 2 3 4 5 6 7
Start timing .00 1.51 2.33 3.24 4.12 5.04 5.91
Get dressed .12 1.58 2.43 3.36 4.25 5.15 6.01
Board truck .29 1.82 2.60 3.55 4.41 5.32 6.19
Start engine .44 1.94 2.76 3.70 4.55 5.48 6.32
Drive to fire*
Unload hoses .64 2.00 3.02 3.89 4.78 5.63 6.50
Connect hoses .89 2.33 3.24 4.12 5.04 5.91 6.75
Unload ladders 1.08 6.95
Position ladders 1.51 7.31
End timing for this 1.51 2.33 3.24 4.12 5.04 5.91 7.31
alarm
*Watch stopped because of variable nature of distances.

(a) Determine the average time for the elements.

(b) If the crew is rated at 110% for all elements, find normal time in minute per occurrence.
(c) Determine the cycle-time standard for a 20% allowance.

Answer:
1 2 3 4 5 6 7 Avg. Normal
Crew element
Start timing 0 1.51 2.33 3.24 4.12 5.04 5.91
Get dressed 0.12 0.12 1.58 0.07 2.43 0.1 3.36 0.12 4.25 0.13 5.15 0.11 6.01 0.1 0.1071 0.1179
Board truck 0.29 0.17 1.82 0.24 2.6 0.17 3.55 0.19 4.41 0.16 5.32 0.17 6.19 0.18 0.1829 0.2011
Start engine 0.44 0.15 1.94 0.12 2.76 0.16 3.7 0.15 4.55 0.14 5.48 0.16 6.32 0.13 0.1443 0.1587
Unload hoses 0.64 0.2 2 0.06 3.02 0.26 3.89 0.19 4.78 0.23 5.63 0.15 6.5 0.18 0.1814 0.1996
Connect hoses 0.89 0.25 2.33 0.33 3.24 0.22 4.12 0.23 5.04 0.26 5.91 0.28 6.75 0.25 0.26 0.286
Unload ladders 1.08 0.19 6.95 0.2 0.195 0.2145
Position ladders 1.51 0.43 7.31 0.36 0.395 0.4345
End timing for
this alarm 1.51 2.33 3.24 4.12 5.04 5.91 7.31 1.6123
Fact or 20% 1.25 Std Time 2.0154

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2.31 We are interested in finding the estimated direct-labor cost for the job description of industrial electrician. The
year consists of 52 40-hour weeks, and overtime is seasonal for 12 weeks consisting of Saturday work of 8 hours. The
contract allows for nine paid holidays and two weeks of vacation at regular time. Four days of sick leave are paid.
Expected non-chargeable hours are 5%. A subsidy for performance will be 15%. Non-hourly costs include FICA taxes
at the current federal rate, workmen’s compensation at 1% of regular wages up to $15,000, accident insurance sum of
$200, major medical plans for $500, and Christmas gift of $50. The hourly base is $27.10.
(a) Find the effective gross hourly cost.
(b) What is the job cost for this electrician if a job requires 25 man-hours?
(c) What is the loss or gain if efficiency will be 85% or 115% for the job?

Answer:
a) Hours Cost ($) Excess ($)
Regular paid clock hours 2080 56,368
Overtime (8 x 12) 96 2,601
Overtime excess (0.5) 1,301 1,301
Subtotal wages $60,270
Holidays -72 1,951
Vacation -80 2,168
Sick pay -32 867
Expected non-chargeable (2080 x 0.05) -104 2,818
Chargeable (worked hours) 1888 52,466
Performance Subsidy (1888 x 0.15) 283 7,669
Non hourly costs
FICA (60270) x 0.076 4,581
Workers Comp (15000 x 0.01) 150
Accident Ins 200
Major medical plan 500
Christmas Gift 50
Excess cost total 22,210
Excess hourly cost (22210 / 1888) 11.76
Hourly wage 27.10
Effective gross hourly cost 38.86
Percent increase over wage 43.4%

b) 25 x 38.86 = $971.50
c) 85% efficiency: 25 / 0.85 = 29.41, 29.41 x 38.86 = $1,142.87
115% efficiency: 25 / 1.15 = 21.74, 21.74 x 38.86 = $884.82
If a contract was bid at 100% ($971.50), then an 85% efficiency would
result in a loss of $171.37.
An efficiency of 115% would result in a gain of $86.68

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2.32 A preliminary work sampling study is made of an assembly operation. The work elements and the results are
shown in the table. The desired interval for each of the elements is also shown.

Number of Desired
Element Observations Interval (I)
1. Assemble components 31 0.04
2. Setup 8 0.03
3. Wait for material 6 0.02
4. Painting 2 0.02
5. Inspection 3 0.02

(a) For a 90% confidence interval, find the number of observations required for the complete study.
(b) At the completion of the whole work sampling study, the productive elements amounted to 83% of the time. The
study took 4 weeks and observed a crew of 6. Given a PF&D of 20% and a performance rating of 0.95 find the standard
time per part if 23 parts were completed during the study.

Answer:
a) For a 90% confidence interval, Z = 1.645
Elem Obs. P’i
I N
1 31 0.62 0.04 1594
2 8 0.16 0.03 1616
3 6 0.12 0.02 2858
4 2 0.04 0.02 1042
5 3 0.06 0.02 1527
For the study, use the maximum N, 2858, or approximately 2860 observations.
b) (0.83)(4 x 40 x 6)(0.95)(1+0.20) x (1/23) = 39.5 hrs / unit

PRACTICAL APPLICATION

Perform a preliminary work sampling study to determine the amount of program and commercial time for prime-time
television. Determine times for 60 observations at random intervals between 8:00 and 11:00 PM. Carry out the
observations on one night for a major network (ABC, NBC, or CBS). (Hint: The selection of random numbers can be
found using a telephone directory, where the last four numbers are considered “practically” random. A random number
table from a statistics book can also be used. Spreadsheet programs will have a random number generator. It will be
necessary to think up an algorithm for this conversion of a number called “random” to the observing time.)
Make snap observations of the following categories: Programming, commercial, promotion of other programs
or local station and news update or news related promotions which will include weather. (Hint: Remember the “snap”
notion of instantaneous recording.)
Calculate the amount of actual program time per hour. Prepare your report considering night, network,
observation times, summary table of observations (number of observations for each category), and observations outside
of the specified categories along with the description. Talk about your coding of the observing times. Conclude with a
discussion of the belief of your work sampling conclusions.
Your instructor will provide additional instructions and reporting guidelines.

Answer: Times obtained may vary. Approximate times are:

39 minutes of program per hour
17 minutes of commercials per hour

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CASE STUDY: THE ENDICOTT IRON FOUNDRY

“We can’t make any profit on that job. There’s too much labor cost in it,” said Dick, the foundry superintendent, to
George, engineer for the Endicott Iron Foundry.
The Endicott Iron Foundry, like its competitors, has always estimated costs on a per pound basis for the
delivered casting. Difficult castings are quoted at a higher price per pound than simple castings, but the difference in
price (often based on the estimated cost) did not seem to be great enough to warrant the extra labor costs.
Dick suggests that the company is making little profit and sometimes even a loss on jobs that take considerable
labor. What will happen if Endicott starts quoting higher prices for casting requiring extra labor? Should it recover the
full cost? What ideas can you suggest to improve the estimates? Should the engineer depend on the knowledge of Dick
as final? What constitutes a loss or profit for the estimate?
In your consideration of the case study you may want to call foundries and inquire how they estimate future
work.

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