1 INTRODUCTION TO INDUSTRIAL i ENGINEERING * Definition © History and Development of Engineering + Activities of Industria! Engineer: a Industrial Engineering © Functions of Indust Organisation * Indu Industrial Engineering Contributions to Industrial | ing * Industrial Engineering Approach * Objectives of rial Engineer ¢ Place of Industrial Engineering in an “tial Enginccring in Service Sector # Systems Approach. : Lo yal 1,4. DEFINITION ego BUY onorae uus=Seshomic scetatio is marked by increasing competition in almost every sector of economy. The €xpectations of the Customers are on the rise and manufacturers have to design, and Fe cae nM Maly variety an peasibis erneent clea oeuce ct ake ee fof) to cater to the demands of the customers, Thus, there is a challenge before the industries to {manufacture goods of right quality and quantity and at 1 cht time and at minimum cost for their survival and growth. This demands an increase in productive efficiency of the organisations, Industrial Engineering is going to play 4 pivotal role in increasing the productivity, Various industrial engineering techniques are used to analyse and improve the work methods, to eliminate 4 «Waste and proper allocation and utilisation of resources. ol Industrial engineering is a profession in which a knowledge of mathematical and natural Sciences gained by study, experience and practice is applied with judgement to develop the ways 10 utilise economically the materials and other natural resources and forces of nature for the benefit of mankind. isan Institute of Industrial Engineers (ANE) defines Industrial Engineering as follows 1 Engineering is concerned with the design, improvement and installation of {tegrated system of men, materials and equipment. It draws upon specialised knowledge id skills in the mathematical, physical sciences together with the principles and methods of engineering analysis and design to specify, predict and evaluate the results to be obtained from such systems. The prime objective of industrial engineeting is to increase the productivity by eliminating waste and non-value adding (unproductive) operations and improvinig the effective utilisation of esources, 4.2, HISTORY AND DEVELOPMENT OF INDUSTRIAL ENGINEERING ory of industrial engineering dates back io industrial revolution and it has passed through various phases to reach the present advanced and developed stage. Though Frederick Taylor aamed as father of scientific management and Industrial Engineering, there af riaay oWhe3S ®H64 a " ed NDUSTRIAL ENGINEERING AND PRODUCTION MANAGEMENT industeigh e:© © industri ss HEPBincering, Ml MBinccting Fold before Taylor and then they got associated wit is ith’s is i NeeDI Of Divi ee Tanta try OT ow up Th wath no : 1 AL St Bacar he BCUNA Maes chek cusaeroeenel ent hiswory of ring because of their Progressive and scientific attitude towards Of machines and industries 1 ia, the critical period in the history of industrial enginecring. ing this period are: : 2 juoted edged Lite interest in cost control, and accounting. The most often 4 ‘ing in eq investigator that have lead 10 be discipline of industrial engineering ‘ Bresent form was FW. Taylor, who took interest in human aspects of production and pro: tivity, to 158g oer indus engineering techniques had ths origin during the period between 1940 - Predetermined time Standards (PMTS), value analysis and system analysis are f Recuinent ones. They were expanded, efined and applied in subsequent years. Operation seiner tne bas brvighe «rvolucen ae ener eh rite MONEE at aa Sctivities. The computers have added dimension to the industrial engineering activities, Present State of industrial Engineeri Industrial engineering has not sleet ee to manufacturing activities but has extended. its services to service industries also. The development of techniques like 1. Value Engineering, 2. Operation Research, 3. CPM and PERT, 4. Human Enginecring Ergonomics), 5. Systems Analysis, 6. Advances in Information Technology and Computer Packages, and 7. Mathematical and Statistical Tools, have expanded the scope of activities of industrial engineering, Thus industrial engineering has taken a firm position in the organisation and itis contributing maximum tomar, increasing Productivity and efiieney in particular and Quality of Work Life QWL) in genet 1.3. CONTRIBUTIONS TO INDUSTRIAL. ENGINEERING 1, Adam Smith (1776): Adam Smith through his book titled Wealth of Ne i foundation to scientific manufacturing. He introduced the concept of divide tae Through his concept of division of lbour which included te skis iat eat the use of specialised machine was able to influence the factory sysroay een time Savings and _ 2, James Watt (1864): Steam engine advanced th{ INTRODUCTION TO INDUSTRIAL eNaieERiNG ¥ 5 scientific approach to manage, | actions: ement could improve labour efficiency. He proposed the following 2, Scleatficaly weet Clement of work and develop standardised procedures for workers + train and develop workers instead of letting them train themselves, 3, Strive for a spirit of c fat good pay is fostered. tion between management and workers so that high production 4. Divide the work be Which it is best suse on Management and labour 30 that each group docs the work for The above principl . training, selection, oases ia 2 pp into method study and work measurement, 1 Coiiation cedigge rial relations. So, the Taylor's contribution are: Wage payment system, Elimination of waste, Training of workers, Understanding between managers and workers. Henry L. Gantt (1913); Gantt an engineering contemporary of Taylor, had a profound impact on the development of management thinking His contributions were: |. Work in the area of motivation field and development of task and bonus plan, a highly successful incentive plan, 2. Mezsurement of management results by Gantt charts, 3. Recognition of social responsibility of business and industry, 4. Advocated training of workers by management. 6. Frank and Lillian Gilbreth (1917): The advancement of motion studies is a contribution by Gilbreth. Assisted by his wife, he developed method study as a tool for work analysis. Gilbreth emphasised the relationship between output and the effort of the worker, He developed micro motion study, a breakdown of work into fundamental elements called therbligs. 7 7, Harrington Emerson (1913): He developed his managerial concepts simultaneously with Taylor, Gantt and Gilbreth. Amongst his contributions is the Emerson’s Efficiency Bonus Plan, an incentive plan which guarantees the base day rate and pays a graduated bonus. Emerson's Twelve Principles of Efficiency Clearly defined ideas, Common sense, Competent counsel, Discipline, Fair deal, Reliable, immediate and adequate records, Dispatching, Standards and schedules, Standardised conditions, . Standard operations, . Written standard practice instructions, 12. Efficiency reward. ; 8. L.H.C. Tippet (1937): He developed the concept of work sampling to determine th¢ equipment and manpower utilisation and for setting performance standards for long cycl jobs involving teamwork. S$ OF INDUSTRIAL ENGINEERING ‘a8 spelled out by AIIE are: of processes and assembling methods. yuan Sera rennEEE eMENT f MANAGEM NOUSTRIAL ENGINEERING AND PRODUGTION 2 Beles 3, pation and de va - Design op ee design of P Materia Ae lities ing G08 aN equipment cos, machines and equipments rial handlin, Hn Plant Iocation, layout of buildings, mackines &* Design and ime 2S", ray materan, and finished goods storage facilities: tity and Plant mainterne n=" °F Planning and contol eyetnns for production, inventor Developing a conm’e and distribution systems. ysis and standard SOsting, St control system such as budgetary control, cost analy: Design and ins eration research inch i iat : ud 5 sal analysis. i Performance evatunrae sine Mathematical and statistic iy 12 Organisation and methods (O and M) 3. Project feasibility studies, 14. Supplier selection and e 1.5. INDUSTRIAL ENGINEERING In carrying out the various activities fee ey ee engineering department uses the Scientific approach, ic, the industrial engineer gathers and analyses facts, prepares lapel ad Solutions taking into consideration all the constraints both internal and extemal, and selects the best solution for implementation, For example, an industrial engineering department selects the operation or job for * improvement. This is the stage referred to as problem identification or definition of the problem. * Alll the details or facts about the job/operation are collected and recorded using various tecording techniques like charts, diagrams or models and templates, * All the recorded facts are subjected to critical examination by asking series of questions. * Alternative ways of doing the operation and/or jobs is found out by using various tech- niques like brain storming, etc. * Based upon the criteria fixed for evaluation, the best alternative is selected, Only selection of best solution is not the en: but industrial engineering department has the responsibility of preparing recommendation for implementation so that the organisation will get benefit out of this improved method, To ensure that the actions it recommends are beneficial to the company, the industrial engineering department must operate with objectivity: * In approaching the problem it has to listen to and evaluate objectively the viewpoints ‘of the concerned departments affected. © In making recommendations, its selected course of action should be supported by sound reasoning to prove that it offers the best solution, * The industrial engineering department must be prepared to meet the prejudiced point of _view and to treat them understandably but firmly, should seek opinion of line management and it should not loose the sight of the fact its first concern is to strengthen the overall operations of the company.NTRODUCTI iON TO. INDUSTRIAL ENGINEERING 2. To develop progr i aoa erie for reducing those costs, lepartment ex il ments. The servio often exists Primarily to provide special nS a8—method st Job evaluation g red to head projects, 7 ed services to production |. Normally the Services lishing time standards, development of wage Hing, In Some cases, industrial engincering incentive schemes, department is assign 1. Developing th le Simplest work ishi : (Standard Methody 2 methods and establishing one best way of doing the = work. 2. Establishing the performan ce standards as per the standard methods. (Standard Time) 3. To develop a sound wage and incentive schemes, ripe 4, To aid in the develo, in “evelopment and designing of a sound inventory control, determination of 5. Te means cit 2 thd Work-in-procens for cach sings of odicion, * 16 assist and aid in preparing a detailed job description, and job specification for each job and to evaluate them, Development of cost reduction and cost control programmes, and to establish standard Costing system. == 7. Sound selection of Site and developing a systematic layout for the smooth flow of work without any interruptions, 8. Development of standard trainin, tive implementation of various inn ogrammes for various levels of organisation for effec- provement programmes, 1.8. TECHNIQUES OF INDUSTRIAL ENGINEERING The tools and techniques of industrial engineering aim at improving the productivity of the organisation by optimum utilisation of organisation’s Tesources, i¢., men, materials and machines. The various tools and techniques of industrial engineering are: 1. Method study: To establish a standard method of performing a job or an operation after thorough analysis of the jobs and to establish the layout of production facilities to have an uniform flow of material without back tracking. : . Time study (work measurement): This is a technique used to establish a standard time for a job or for an operation, . Motion economy: This is used to analyse the motions employed by the operators to do the work. The principles of motion economy and motion analysis are very useful in mass pro- duction or for short cycle repetitive jobs, ; . Financial and non-financial incentives: These helps to evolve at a rational compensation f the workers. : q meen It ensures that no unnecessary costs are built into the product and it tries to provide the required functions at the minimum cost. Hence, helps to enhance the worth Piety planning and control: This includes the planning for waren Oe “ men, materials and machines), proper scheduling and eantoting production ativits to ensure the right quantity, quality of product at predetermined time and pre. established cost, 7. Inventory control: To find the economic lot size and the reorder levels for the a 2 that the item should be made available to the production at the right time and quan ‘situation ith minimum capital lock-up. He crepe que which is used to determine the relative worth of jobswithin the compan: ugh jas thrush Atious dep, ating an H¥SI5: To scient ically analyse the imovernent of ead of mi to, {Stil handing "© elimina ‘unnecessary movement to enhance cup verwest ~ Ergonomi : of relationship Detwee tuna Ss (Homan Engineering): Tt is concerned with study a tress. Tt is Cone! nee a working Conditions to minimise mental and physical pystemn. -Machine system ot make 0 SyStem, I System analy; S the study of various Sub-systems and elements thé hieve great their interdepen jem to ac feiss I Ofder.to:design, modify and improve th 12. Operation research techni ) Linear programming Problems, (Simulation Models, (i) Queuing models, (6) Network analysis (CPM ang : () Assignment, sequencing and transportation models, (Dynamic and integer Programming, At (vt) Games theory. yup technolog: 3. The other teenniques include: Statistical process control techniques, group rsanisation and methods (O & M) ies and its working relationship ‘sponsibilities and its work . or eae report to the executive who has got i isation structure is {he overall esponsibility of planning, quality and calee en A typical organisation shown in Fig. 1.1., INTRODUCTION TOINDUSTRiaL ENGINEERING 1. ‘The number of direct em, b ployees. 2. Scope of industrial engincering sctiy ies I 3 Complexity of manufacturing orga Forms of Internal Organisation 1. Small company engineers may undertak, with a variety of capabi the emphasis will be on estimating, cost reduction, ey meth: fkation of time and performance stndaca van layout, = ee 2, ae ee company B00 to 600 direct workers): The Organisation generally takes the fo Tite Sections for various activities of mavanng defined and titles like Ti j for industrial engincering service, 3 company: value engineering, apart from regular 1m a large company incteased emphasis is placed on such functions as Operation research, train Specialised functions ing. Wage programmes which is done in greater depth invite a creative talents, high degree of professional and challenging opportunities. The various service industries are: 1 Industrial engineering in health services: A aumber of devel, have resulted in a much wider acceptance towards cooperative programmes in which Services. The advances in information technol to achieve the expected service levels in health 2. Industrial engineering in government organisations: ‘The range of activities PogamPassed By government is as extensive as the industrial engineering techniques themsclve,, 4 Personnel activities, plant or office location problems, organisation and method, are so complex because of the integrated nature of government and their solution requires not only the application of normal industrial engineering techniques but an extremely broad-based new, techniques. 3. Industrial engineering in banking: Banking is a large-scale business, dealing with the Production and delivery of vital services throughout the economy. The computer, ars toul nf industrial engincering is making a major impact on banking. The role of industrial engineering is: (@) Training: Training to make the employees technically competent to carry out the increas. ingly specialised trend in bank operations, : (0) Use of operation research: One of the primary reasons for the slow growth of operations esearch in banking is that banks have rarely employed engineers in a technical capacity ‘on their staff. Now with a changing Mos eialcaly competent engincers are making a h i fing OR techniques in banking. ae CA a need for engineers with conceptual awareness of interfacing the various bank management functions. Engineers with ability to bring together functions of the bank in actual or simulated mode to present the management of individual contribution of each unit. A well designed cost system for such an evaluation. ste10 a on MANAGEMENT INDUSTRIAL ENGINEERING AND PROP skilled and system re ‘and should ld be SIMPL “Gesign the @ Information thoughtful q DStEMs: Reporis Renerated by information #8 Motivate the Sn. The format and presentation of the data she! cer iS information ayeactt (© ction. Thus's competent industrial engi cares 4. The other 9,7 "9 integrate various banking activities pie utilities such a8 the COmpanies which sarees &f @Pplicution of industial engineering: Pi city telephone Serv Ply essential commodities such as water, £88, € 111.) A synt STEMS APPROACH .d independent to System is defined dependent ane ae nee’ & 4 collection of elements which are interdepet Ne Obje€tive e.g., a production system, 4 mm we have many sub coe Consists of many subsystems ¢.g., in a production syste! Systems like planning System, inventory system, quality system, ete. The Characteristics of the System 1. Every system has a Specified objective to achieve. a ee system has got a boundary within which it operates. * System has got inputs which are processed into outputs. hhich are inter- int ich are in 4. There are restrictions or constraints imposed on the system by the factors w/ nal to the system or external to the system. i : s 5% «ivi ‘The systems thinking or methodology is a wholistic approach ribet eT tath Subsystems and elements and optimises the system effectiveness. A simple system it Fig.1.2. sof Taput {Precsing] —+[ ous Feedback Surroundings (External to the system) Fig. 1.2: Representation of a simple system, The systems approach consists of systems analysis, systems engineering and systems management. It is a powerful tool for solving large, complex problems involving men and machines. A key feature of the systems approach is its emphasis on analysing the interrelationships among various elements of the system. The systems approach takes the wholistic and integrated view of the problem and suggests solutions taking into consideration the influence of elements on the performance of the system. Systems approach consists of: t Systems analysis: Systems analysis includes investigation of system objectives, selection of criteria for evaluating alternative solutions, examination of the feasibility of Proposed solutions, n of feasible solution and selection of the optimal solution,toa INTRODUCTION To INDUSTRIAL ENGINEERING 1 the organisational ‘Structure for s or Plannin et and operations throughout ne inca ns CEE aN Contolng systems engineering stig Systems analysis consists of the foley, Problem definition, sal 2. System objectives 3, System boundaries. 4. User requirements analysis, 5. System effectiveness measures, 6. Functional analysis, : 7. Constraint evaluation, B: Selection of feasbe alternative valuation of the ion aga i 1D. Selection of he best ates et Pete seria System Design ‘The system design is divided into two phases preliminary and detailed design. lethodology for preliminary design consists of (As er Asser Screening of design alternatives Development of mathematical model. Sensitivity analysis Compatibility analysis. Stability analysis. Optimisation. Projection into future. Testing the design concept. Simplification of design. Methodology for detailed design: . for design : ling performance requirements for hardware and software. ‘© Design specifications preparation. * Design of elements and subsystems. © Design of parts. * Preparation of assembly drawings. . . eee ee eeee Experimental construction. System integration. Testing. Redesign. For managing the systems effectively, the identification of checkpoints (milestones) is necessary which can be used to monitor schedule, budget, and technical performance. These mile- stones in addition to representing convenient points for monitoring project status, should be chosen to provide decision points for future course of action without affecting schedule and budget. ‘The major strength of the systems approach is that all the factors that influence the system throughout its life from the conception stage is considered Approach in Industrial Engineering rial engineering, relies heavily on systems approach in solving the problems. Instead of m in isolation, at the elemental or subsystem level, an integrated view of theFREI?» 2 PRODUCTIVITY + Introduction, concept and definitions + Production and productivity * Expectations from productivity | Benefits * Dynamics of productivity change * Measures of productivity Productivity measurement models # Levels of productivity « Factors influencing productivity « Measures (Methods) to improve productivity. 2.1. INTRODUCTION Productivity has now become an everyday watchword. It is crucial to the welfare of the industrial firm as well as for the economic progress of the country. High productivity refers to doing the work in a shortest possible time with least expenditure on inputs without sacrificing quality and with minimum wastage of resources. Today the term productivity has aquired a wider meaning. Originally, it was used only to rate the workers according to thcir skills. The person who produced more either faster or harder were said to have higher productivity. Subsequently emphasis was laid to improve the hourly output by analysing and improving upon the techniques applied by different workers. A system of measurement was then evolved to compare the improvement made in relation to the rate of output and inorder to improve productivity further, machines were introduced. Manufacturers of machines started incorporating new features with the help of latest technological developments. Today we have machines that are completely controlled by computers. Computers have now become powerful tools towards improving productivity. 2.2. CONCEPT Productivity is the quantitative relation between what we produce and what we use as a resource to produce them, i.e., arithmetic ratio of amount produced (output) to the amount of resources (input). Productivity can be expressed as: Productivity ane Productivity refers to the efficiency of the production system. It is the concept that guides the management of production system. It is an indicator of how well the factors of production (Land, Capital, labour and energy) are utilised. European Productivity Agency (EPA) has defined productivity as, “Productivity is an attitude of mind. It is the mentality of progress, of the constant improvements of that which exists. It is the certainty of being able to do better today than resterday and continuously, It is the constant adaptation of economic and social life to hanging conditions. It is the continual effort to apply new techniques and methods. It is the ”iNeers (ro Gr0s8 Na the else think of it in eel Product (GNP), Managers Vie onshi Production StiP betwee wy it 8 C0 Naini ally accepted toy’ Tore output per hour. But generally AEr og Bods and services the res services produced people 0 Viewed by Different OT ay Measure and artial product! @ .atio of output to input ‘Total Productivity Measure) jances ACCOUNTANTS Financial Ratios, Budgetary Varian . BEHAVIOURAL SCIENTISTS Labour Utilisation (Man days) Manpower | ENGINEERS our, Utilisation, Production per Man repeats i EFINITIONS OF PRODUCTIVITY is pr_ 25 Productivity is a function of Providing more and more of everything {People with less and less consumption of rescarcen 2. The volume of out ') and indirect efforts expel to more and more ded in its production nt together in an oe 3. Productivity is the measure of how well the resources are brought (0g ‘Organisation and utilised for accomplishing a set of objectives yw fa oe 5 itional goal S& 4. Productivity 's concerned with establishing congruency between organisal | __Secietal aspirations through input-output relationship. y >, Productivity is the multiplier effect of efficiency and effectiveness. 2A. PRODUCTION AND PRODUCTIVITY dinsian | oduction is defined a8 a process or procedure to transform a set of input into output having the desired utility and quality. Production is a value addition process. Production system is an |_| OfBanised process of conversion of raw materials into useful finished products represented as in } Fig. 2.1. Concept of production and productivity are totally different production refers to absolute t whereas pr ctivity is a relative term where in the output is always expressed in t in production may or may not be an : increase jif PRODUCTIVITY 2, The same production with decrease in inputs 3." The rate of increase in output is more compared to rate of increase in input Mlustration I: A company produces 160 kg of plastic moulded parts of accepts Onsuming 200 ky of raw materials for a particular period. For the next period nea PY doubled (320 kg) by consuming 420 kg of raw material and forthe thd periods eae increased to 400 kg by consuming 400 kg of raw material, i : During the first year, production is 160 ke ity = Output _ 160 Proauetivity = FEST pp = 0.8 r 80%. For the second year, production is increased by 100%. Productivity ee Fp = 076 0F 16% 4 For third period, production is increased by 150% Productivity = OUIDUt _ 490-1 4... 100% 7 Input ~ 400 Comments: From the above illustration it is clear that, for second period, though production has doubled, productivity has decreased from 80% to 76%, for period third, production i= increased by 150% and correspondingly productivity increased from 80% to 100% 2.5. EXPECTATIONS FROM PRODUCTIVITY Expectations differ amongst the various stakeholders, some of the expectations are quite contrast, Le, the workers expect more leisure time in contrast to managers expectation of hard work Table 2.2 shows the expectations of various groups interested in productivity. ‘Table 2.2: Expectations from Productivity MANAGEMENT AND High Retum on Investment (ROD, Higher market share and ENTREPRENEURS corporate image ¥ MANAGERS ‘Maximum utilisation of resources, lower unit cost, higher quality WORKERS Higher wages, safer work environment, increased quality of | work life (QWL). SUPPLIERS Prompt payment, continuous order, é CUSTOMERS Lower cost, quality, reliability, safety and timeliness of delivery. GOVERNMENT Economic development, employment generation, more | exports SHARE HOLDERS Higher dividends ae 2.6, BENEFITS FROM PRODUCTIVITY : Always there is 2 misunderstanding about productivity in the minds of the workforce. To the workers, higher productivity means higher work load, higher efforts, more profits to owners and unemployment and threat to job security. These are not the correct observations : Productivity integrates the objectives of owners and workers, Produciivity contributes towards ¢ in production through efficient utilisation of resources and inputs rather than making rk hard. Productivity strives to minimise human hazards:and human efforts with a to those areas where they can contribute maximum to the output. |}] ary ‘AND PRODUC | eT ns INDUSTRIAL ENGINEERING — lisation of all the. Te Seta a PYNAMics oF propucTIVITY CHANGE Oe recat lavele sc ties ng retivity improvement result in lower Cost Prputes to increased P! This will resuit in PP servi the cing wastage. Lower cost per unit co ntent’s and machines: ite Sono ng Pro st the surplus in new technology, equiP! ment generation ial of tha Productivity increase and alge there is a greater ¢mplOy! joyoes as profit potential of the t The productivity increase sesclnein higher wages (© a ‘Thus productivity inctease seis) 1 encreses thereby increasing purchasing power of WO | Te | chain reaction as shown in Fig, 2.2. ; | MEN The | [> ervey, tot def fron Ly INCREASE 2K WAGES o> Fee 4 [ MORE OUTPUT 1 Peo 3 and } 4 orga To! I ci 2s MORE MORE iss PROFITS SAVINGS 1 e Fig. 22: Dynamics of productivity change, | a lalla MEASURES Py i! Productivity Measures. (PPM) Depending upon the individual input partial Partial Productivity = Tota! Output : / { \i Labour Productivity “en f Labour input is measured in terms of man-hours, m = Toul 2. Capital Productivity Gaaee Productivity measures are expressed as:ry ee ig 17 . | Total Productivity Measure (TPM) coetteey Tels based on all'thelinputs. This moccl cin be applied 46 any Manufacturing organisation or in fyb’ay service company. ity = Total tangible output SStmens. Ba SHEN reat angles Hi oman, ‘Total tangible output = Value of finished goods produced + valle of partiahunits Produced + dividends sets in from securities + interest + other income Total tangible oxput = Value of (buman + material + capital + energy + other inputs) used ‘The word tangible here refers to measurable Deflator = Cutent year price Base year price tures of Total Productivity Measures Gives both firm level and detailed unit level index, Helps to find out the performance and productivity of the operational unit. Helps to plan, evaluate and control. ‘An important information to strategic planners regarding expansion or phasing out decisions. Total Factor Productivity Measure (TEP) Ttis the ratio of net output to the labour and capita (factor) input. Total Factor Productivity = ——Ne! output__ Ir + capital inputs aepn 2.9. ADVANTAGES AND LIMITATIONS OF PRODUCTIVITY MEASURES [ Advantages Limitations | A. PARTIAL PRODUCTIVITY MASURE 1. Easy to understand and calculate. 1. Misleading if used alone, 2. A tool to pinpoint improvement. 2. No consideration of overall impact, B. TOTAL PRODUCTIVITY MEASURE 1. Easy and more accurate representation of | 1. Difficulty in obtaining the data. the total picture of the company, 2. Easily related to total costs. 2. Requirement of special data collection system.. 3. Considers all quantifiable outputs and inputs. €. TOTAL FACTOR PRODUCTIVITY MEASURE 1. Data from company records is relatively easy | 1. No consideration for material and energy to obtain. input. " 2, Value added approach. 2. Difficult to relate value added approach to woe Production efficiency.A 3 WORK-STUDY Aleta alanine ae ‘« Work-study procedure © "€ Of work-study » Advantages of work-study a) > Work-study. and ‘work-study, © Human consideration in work- —study man © * Work-study and supervisor « Work-study and the workers. * es ee Tnflucnce of method and time Study on production activities, « Concept of work content to improve Sek CURED Techniques io reduce work contsatie paakesmdyaan apie Productivity. * Introduction © Importanc Work sim, 3.1. INTRODUCTION Work-study forms the basis for work s most effective means of achicvi improvin, perfopsfance. fork-study is a generic term for those techniques, method study and work urement which are used in the examination of huinan work in all its contexts. And which lead systematically to the investigation of all the factors which affect the efficies economy of the situation being reviewed, in order to effect improvement.” yystem design. The purpose of work design is to identify me ing necessary functions. Historically, this la eto : existing and proposed ways of doing work and establishing standard times for wor!a a cain Work-study is not new. Since the beginning of human civilisation, « here has been a tenden a bring about improvements in the activities the people performed. Buch has een Gipaniset one } technique and got recognition in the later stages, Work-study is encompissed by two techniques, f.e., method study and time, k ‘surement as shown in Fig. 3 lethod study is the systematic recording and criti ination of existing and Proposed. ways of doing work, as a means of developing an, lying easier and ¢ Amore effective methods and reducing costa “Work measurement is the application of techniques desi qualified worker to carry out a specified job at a defined lev. ‘There is a close link between Ss igned (6 establish the time for a el of performance.” method study and work measurement. Meth 3.2. IMPORTANCE OF WORK-STUDY 1. Work-study is a means of enhanefng the preduction efficiency (productivity) of the firm by elimination of waste and unnecessary operations. aati 8 technique to identity non-value adding operations by investigation ofall the factors affecting the job. — 3. It is the on! standards. ses 4. It is going to contribute to the profit as the savin; throughout the life of the product, ‘ ut i \. 5. thas got universal application DVANTAGES OF WORK-STUDY J Tt helps to achieve the smooth production flow with minimum interfuptions. 2. Ithelps to reduce the. by eliminating waste and unnecessary operations. 3. Better worker-management relations, 4. Meets the delivei jent, 5. Reduction in rejections and scrap and higher utilisation of resources of the organisation, 6. Helps to achieve better working conditions. JO 7. Better workplace tayout. eed 9. ee ai Process or methods and helps in standardisation and simplification. 9. Helps to establish the standard time for an manpower planning, production planning. 9.4. WORK-STUDY PROCEDURE 5 dy is @ procedure oriented and systematic study to establish the one best way (standard) doing an operation by investigation and analysis of all the details regarding the job or out as per the established standard method. ty s Vat cave SMOUTRNHO we HE HOITA RE 7o WBNSOR ie taveg sachs atv ci 18h ab ly accurate and systematic procedure oriented technique to establish time igs will start immediately and continue operation or job which has got application in ]— = puerion MANAGEMENT 01 INDUSTRIAL EN@INEERING AND PF 2, RECORD. ing techniques [__Alt the details conceming job using various recording he details conceming job usi J wy 3. EXAMINE when, why, | {Recorded facts critically by asking questions like who, what If + | es 4. DEVELOP } aera Mest sconorical method | any a ; Aen aoe > 3, MEAS ot The amount of work involved and set standard time to do that j L 6. DEFINE New method and standard time Teas i hie EE 7 INSTALL ‘The new method as a standard practice t 8. MAINTAIN - __New method as agreed standards Fh SRE OM Dem ( __ TRANsPorTATION i 7 D DELAY yw ace O Ak ; sie operati urs when an object is intentionally changed in one or more 0 teris ees ‘or chemical), This indicates the main steps in a process, method or'NOUSTRIAL eNaINEERING AND PRODU aint eo . & Melding, brazin ¢ bifting, loading $ Getting instructi 2 Taking dictation, B and riveting, + unloading, * Checking the dimensions, 8. Transportation <> : F ipment from one place to A \ansport indicates the movement of workers, materials or equipment fr another Ex “Movement of materials trom one work station to another, {) Workers travelling to bring tools, A. Delay | Delay (Temporary Storage) A delay occurs when the immediate performance of the ‘next planned thing does not take place. Bx:-Work waiting between consecutive operations = Ly Workers waiting at tool cribs, seid ) Operators waiting for instructions from supervisor. 5. Storage \7 y A storage occurs when the object is kept in an authorised custody and i is protected against authorised removal. For example, materials kept in Stores to be distributed to various work . RECORDING TECHNIQUES 47. i According to the nature of the job being studied and the Purpose for which the athe: the techniques fall into following categories: seord is required a aie ven39 ee 1. OPERATION OEE hs cess CHART leeten| Gined bird's-eye view of process and records \ OF ov ore Principal operations and inspecting 2 Meee ‘Sequence of activities performed by worker, se Sequence of activities performed. on materiais, Sequence of activities performed by equipment 3. MULTIPLE ACTIVITY CHART = ——__ Charts activities of men and/or machines on a common time scale, 4 -TWOH ‘ | ote PROCESS CHART Activities performed by. worker’s two hands, 5. “TRAVEL CHART Movement of materials and/or men between | departments . 6 SIMO CHART ‘J Activities of worker’s hands, legs and other body movements on common time scale. DIAGRAM: 7. FLOW AND STRING DIAGRAMS 8. MODELS AND TEMPLATES 9. oo GRAPH AND CHRONOCYCLE:-High speed, short cycle operation recording, “| Path of movement of men and materials. Work place layout. 4.7.1. CHARTS This is the most popular method of recordin, recorded using method study symbols. A gre: the information it shows is easily understox be given in the chart: (@ Adequate description of the activities. (6) Whether the charting is for present or proposed method. (©) Specific reference to when the activities will begin and end. @ Time and distance scales used wherever necessary. (©) The date of charting and the name of the person who does charting. 1. Operation Process Chart It is also called outline process chart. An operation process chart gives the bird's-eye view of the whole process by recording only the major activities and inspections involved in the ‘process. Operation process chart uses only two symbols, /., operation and inspection, Operation, process shart is helpful to; * aes ® Visualise the complete sequence of operations and inspections in the process. * Know where the operation selected for detailed study fits into the entite process. * In operation process chart, the graphic representation of the points at which materials are introduced into the process and what operations and inspections are carried on them are shown. of the Chart : = es by drawing an arrow to show the entry of the main materials, writing above the - components, and below the line the description of the condition, AS each place, the symbol is entered and numbered in sequence, with a br the time required for the operation on the left si wg the facts. The activities comprising the jobs are at care is to be taken in preparing the charts so that od and recognised. The following information should’ MAN TYPE MATRERIAL TYPE Man in inspection Deptt, : EEE 0 Chartends + Man in inspection Depa Garente :Micilietoe 1 => To goods receiving ‘Await arrival of man { Locate compone | GQ) oar ; Timers ah (2) Pickout component 1). ‘Seton the-bench 2 => To inspection deptt, x Inspection (3) Sethe component to beach I Measure dimensions t ‘Visual inspection ‘Stamped Measure and record length 2 To Stores, Put inspection seal Nfs Stored 3 ‘To stores * Enter in stock 4 Return to inspection deptt. SUMMARY symbol | © [=> Symbol | © D Peace ine |) 1 Frequency] 3 | 2 | 1 | 1 | 1 Fig. 4.5: Flow process chart (man and material type). 2Flow Process Chart WA Flow process chart gives the sequence of flow of wark of a produc:, or any part of it through “the work centre or the department recording the events using appropriate symbols. It is the of the operation process chart in which operations, inspection, storage, delay and ‘are represented. Flow process charts are of three types: re Fiype—Which shows the events that occur to the materials. Activities performed by the man.EE ray. nn ON MANAGEMENT uct! ) INDUSTRIAL ENGINEERING AND PRO Be fay Process chart is useful materi RaUC® the distance tavelted_by-mow (or materials) To avoid wai ad ce wailing time and unnecessary delays. rations. } To reduce ‘cle-time by combining or eliminating OPS / To fix up the sequence of operations. ° * To relocate the inspection stages ing symbols one below Ike operation process chart. flow process chart is constructed BY PUTS "rif description another as per the occurrence of the activities and are joined by “a time or distance is given Of the activity is written on the right hand side of the activity symbol am on the left hand side. Se b Allustration: One of the component involves the following activities. ) 1. Component was brought from stores 10 m away. ‘The component was loaded on the machine (2 min). It was machined (5 min). It was then moyed to inspection bench 12 m away. a cca It has to wait for 15 min for the inspector to be free from previous JOD. The component was checked for accuracy (2 min). in rack. . Itqas etal back to store 12 m away from inspection bench and stored in ra The chart is represented as shown in Fig. 4.3. 3: Two Handed Process Chart oak ‘A two handed (operator process chart) is the most detailed type of flow chart in which the /_/ activities of the workers hands are recorded in relation to one another, The two handed yet Ai chart is normally confined to work carried out at a single workplace. This also gives synchronis and graphical representation of the sequence of manual activities of the worker. The application Syawn 2 | of this charts are: \ © to visualise the complete sequence of activities in a repetitive task. / » © to study the work station layout. / Construction of the Chart Y ‘The two handed process chart consists of two charts, one for the left hand and other for the right hand. The simultaneous activities are recorded opposite to each other on the chart. This helps to analyse what left hand will be doing when right hand is working or vice versa at any point of time. All the five symbols are used and inspection and storage are not used in the conventional sense. Inspection symbol is used when touch or feel by hand isto be recorded, Storage symbol is used when the hand is used as a grip or vice to hold the object. Example of Two Handed Process Chart: Ss elgeppstts 1:1 45 4. Multiple Activity Chart Icis achart where activities of more than subject (worker or e BA common time scale to show their inter-relationship. Multiple activity chart is made meen ‘quipment) are each recorded on * Study idle time of the ran and maghines + Determine number of machines handled by one operator * Determine number of operators required in teamwork to perform the given job. Construction of the Chart A multiple activity chart consists of a series of bars (columns) placed against’a common time 7 / go “TWO HANDED PROCESS CHART ~~ / LE (PRESENT METHOD) yi Task Assembly of nut and bolt Chart begins: Both hands free before assembly Chartends —_: Both hands free after assembly Charted by: 4 Date of charting LEFT HAND RIGHT HAND : Description Symbol Symbol Description Reach for bolt 1 13> Reach for nut > Grasp bolt head a Grasp nut Carry to central position 2 Carry to central position Hold bolt v Place nut on bolt Screw nut Grasp assembly Carry to box Release assembly Return hand to central position46 this Cycle tim clement jg their respecti INDUSTRIAL ENGINEERING ANP Scale. Bach the Suber and ends at _biectis allocated one bar and the activities related Wc, stars te ror cach of tag AO Placed apuiners ceeeacn time sea ier elements 205 in the chart in Fee bs Thedede recorded is broken into smaller TT Toco ‘ured with the helps of a stop watch. The activities We columns, Two symbols is bar, other idle. Working is ; are"Used in the chart—One representing Working: rp tche ihe multiple activity chart is extremely useful in organi Production work. This is also used in m: whi Fis. 43. shown it ted column and Idle is represented by blank a8 ‘Symbols used in multple activity chart. Fee | ing teams of opera sing ine the number of machines Fig. tenance, It is used to ich an operator can handle. It is useful in: * Reducing idle time of machines and operators. * Combine or eliminate some of the operations. ia * Tehelps'to explore ways to increase utilisation of men and machines. bs __/ MULTIPLE ACTIVITY CHART (Present Method) Task ‘Machining of a component Chart begir ‘The part to be machined lying near machine Chartends : — Machined part Lying in the container Charted by; aa Charting date : Operator Machine fil 0 Description ie s Tr s 0.20 LOAD JOB 0.2 IDLE 0.28 SWITCH ‘ON’ 0.08 i IDLE 0.36 | SWITCH “on? oos | Lipng Ah le IDLE MACHINING OF 1.86 PART “Autocycle 1.91 | PICKUP PART 0.05 IDLE 1.96 | KEEP IN TRAY 0.05 IDLE way Cycle time (nin) 1.96,7 “METHOD StuDY) } An Iiltustration of Multiple Activity Chart i ~ The operator engaged on the machine performs the following operations: "1. Pick up the job: place it between the jaws of a hydraulic vice (0.2 min), ; 2. Make the Switch ‘ON’ to tightly hold the part (0.08 min). 3. Make the switch ‘ON’ start automatic cycle of the operation (0.08 min). 4. Machining of the part on auto cycle (1.5 min). b 5. Wait till the vice opens automatically (0.08). ickup the machined job from the vice (0.05). 7. Keep it in the tray (0.05). Construct the multiple activity chart for the machining operation. ' Multiple activity chart is shown in Fig. 4.9. 47 | 4.7.2. DIAGRAMS | The flow process chart shows the sequence and nature of movement but it does not clearly show : the path of movements. In the paths of movements, there are often undesirable features such as congestion, back tracking and unnecessary long movements. To record these unnecessary ‘features, representation of the working area in the form of flow diagrams, string diagrams can be made: ye re (@ To study the different layout plans and thereby select the most optimal layout, (ii) To study traffic and frequency over different routes of tre plano Gif) Tdentification of back tracking and obstacles during movements Diagrams are of two types: A. Flow Diagram and 2. String Diagram. pon Diagram - low cliagram is a drawing, substantially to scale, of the working area, showing the location of[CTION MANAGEMEN, = pRODU' INDUSTRIAL ENGINEERING AND scoviated with particular floy, the is and are as : roca OMS Activities identified by their numbered symb0 jn sequence by'a line whieh Fon ollct manips or neta oe the symbols in seat © FOULS followed j ining concerned. transport are shown by JO} \e subject HS as nearly as possible the path or movement Of th * Procedure to make the flow diagram: " 1 Layout of the workplace is drown to s¢ renee 2. Relative Positions of the machine tools, worl marked on the scale. drawing lines. Path followed by the subject under study is ees arrow for direction. ¢ Each movement is serially numbered and indicat of movements. 5. Different colours are used to denote different types of movem A Simple Flow Diagram is shown in Fig. 4.10. A ‘String Diagram hich length of a string is used to record the Vv The string diagram is a scale layout drawing on whicl ‘ jimited area during a ing within a limited are extent as well as the pattern of movement of a worker working W1 lar in distance and tion benches are ‘age, inspecti thes, storag' are 50 iT} Feeuilt Petiod of time. It is especially valuable where the journeys \ ~fisayensy to see exactly what is happening 7 isting set of conditions The primary function of a string diagram is to produce a record of an pon S0 that the job of seeing what is actually taking place is made as simple es actual distance One of the most valuable features of the string diagram is the way it er. iicead WaedtO the travelled during the period of study ulated by relating the length of the Recon ieG outs ‘Scale lus it helps to make a very effective comparison between ‘Or methods of doing job in terms of the travelling involved. AmeTHo0 eTuDv Wet fajkishong vhich ‘The main advantage of string diagram compared to flow diagram is that repetitive movements, between work siatiGns which are difficult to be traced on the flow diagram tan be conveniently shown on string diagram. Procedure to draw string diagram are: 1. A layout of the workplace or factory is drawn to scale on a soft board. 2. Pins are fixed into boards to mark the locations of work stations, pins are also driven at the turning points of routes. 3. A measured length of thread is taken to trace the movement (path). 4. The distance covered by the object is obtained by measuring the Temaining part of the thread and subtracting it from the origina)ength, Figure“.11-shows a string diagram he MOTION STUDY et : wes ‘tion study provides a techniquetfor recording and timing an activity. Micro-motion ly 'S a set of techniques intended to divide the human activities in-a groups of movements oy Mito motions (called as therbligs) andthe study of such movements helps to find for an operator s one best Raltern of movement that consumes Jess time and requires less effort to accomplish the task. (Therbligs were suggested by Frank B. Gilbreth, the founder of motion study, Micro-motions Study was originally employed for job analysis but new uses have been found for this tool. The applications of micro-motion study include the following: 1. Js an aid in studying the activities of two or more persons on a group work. 2. Asan aid in studying the rclationship ofthe activities of the operator and the machine as a means of timing operations As an aid in obtaining motion time data for time standards, 4. Acts as a permanent record of the method and time of activities of the operator and the machine, The micro-motion group of techniques is based on the idea of dividing human activity into divisions of movements or groups of movements (therbligs) according to purpose for which they are made, Gilbreth differentiated 17 fundamental hand or hand apd eye motions to which a cighteenth has subsequently been added. Each therblig has a specific colour symbol and letet for recording purposes. The therbligs are shown in Table 4.1. Lhetbligs refer primarily to motions of human body at the workplace and to the mental activities associated with it. They permit a much more precise and detailed description of the work than any other recording techniques. Micro-motion study involves the following steps: TAY Filming the operation to be studied, —~2, AnalYsis of the data from the films, Q 2 Making recording of the data. 1. Filming the operation: Micro-motion study consists of taking motion pictures of the activity while being performed by an operator. The equipment required to make « film or vides tape of the operation consists of 16 mm movie camera, 16 mm film, wink counter (micro- chronometer) and other usual Photographic aids. Micro-chronometer (or wink counter) is a timing device placed in the field of view while ing. Time is recorded in winks. (1 wink =1/2000 of a minute) of data from films: Once the operation has been filmed and film is Processed, then with help of projector for analysis of micro-motions. The film is analysed in theSod £ 509 ign ig AND PRODUCTION MANAGEMEN € Ba A INDUSTRIAL ENGINEERIN' A LS / ¢ Of Table 4.1: Therbligs [saat e522 6 Srv] Z pe i oer BHOW COLOUR (BOL | CODE NAME 7 + article | BLACK Re ior ata Senn Semis x GRAY ee Mental reaction at of F [ano end of search ia) is LIGHT GRAY Selection from —> o| sv |suscr ae ’ RED BAD 5g G | orase Teking hold a cals Prolonged grasp | GOLD OCHRE Veo © | Th | reasnorrtoapen | moving an anicte | GREEN S9 P| postion Placing in a definite | BLUE o location eG Wo A | ASSEMBLE Putting parts together | VIOLET. L~LI ° U_ USE Causing a device to | PURPLE perform its function Ae iy ° DA | DISASSEMBLE Separating pats | LIGHT VIOLET. ssa aa O 1 | INSPECT Examine or test BURNT OCHRE & PP | PREPOSITION Placing an article | PALE BLUE ready for use A r—\, RL | RELEASE LOAD Release an article CARMINE RED TE | TRASI ORT ENPTy Movement ofa body | OLIVE GREEN R iT RES' Pause to overcome ORANGE UNVOIDABLE DELAY“? essrted| METHOD STUDY 51 * A typical work eycle is selected from amongst the filmed cycles, ‘+ Film is run ata very low speed and is usually stopped or reversed frequently 10 idennify the motions (therbligs) ‘Therbligs after identification are eptered in analysis sheet, of data is done using SIMO. é A IMO CHART + i < A i Itaneous' motion cycle chart (SIMO chatt) is a recording technique for micro-motion study. Sif chart is a chart, based on the film analysis, used to record simultaneously on a common Lime scale the therbligs or a group of therbligs performed by different parts of the body of one or more operators. It is the micro-motion form of the man type flow process chart. To. prepare simo chart, an elaborate procedure and use of expensive equipment are required and this'$tudy is justified when the saving resulting from study will be very high. y ‘The format for SIMO chart is shown in Fig. 4.12. SIMO CHART ‘ 998\ 9 \ > Operation \\Part drawing No. ‘Method | Wink counter] Left hand | Therbligs | Time | Time im Tone | Therbligs |Right hand | Reading description 200/m. description x no motion photography is a form oftime-lapse photography which records activity by the use ine camera adapted to take picture at long er intervals than normal (time interval normally lies between 1/2.sec to 4 sec), : where Micro-motion study is not _ exceed 4. minute duration. ‘The filming of these various classes of works can be performed efficiently and economically of time lapse cine photography known as memo motion, Carried out by attaching an electric time lapse unit to the cine camera so that a picture Interval of time set at any convenient unit between 1/2 sec to 4 sec in freq.a E 82 MANAGEMENT PRODUCTION INDUSTRIAL ENGINEERING AND ments giving rise to =e ical compared tg som ressed ing i id survey of the -onomi 0 a id su ect Wasted trons be me minute and a very rapi Micto.m, Teis jminate them. a detected and steps are taken to tlimins ‘tion study. 4.10. cycie GRap, GRAPH f an operators hands, 'H AND CHRONOCYCLE nts of These are the Photographic techniques forthe study OF path erate are fast t0.be tTaced by Fingers, etc, These are used especially for those movements Ww! human eye. i light tinuous source of 4 cle graph is a record of Path of movement usually traced 4 Maile of the body of the On a Photograph. A ‘small electric bulb is attached to hand, Sic \era and the light source ©Perator Performing the operation, A photograph is taken by still.cam: shows the path of th “eycle graph” © motion and the path of the photograph is called “‘eycle graph Pe oes o sts i 4 Q 0 a Q es oe 2 Fla. 4.13: Cycie graph and chronocycte graph. Chronocycle Graph Cycle graph has a limitation. It wil not ‘ive the direction or the speed of movements, ‘This limitation is overcome by chronocy: . new and improved me method is to make a systematic list of al] the possible thod) critical examination are: Bing and sceptical attitude, Ould be accepted until ithas beeneto dito Primary Questions ‘The following are the primary questions under their respective headings: 1 Purpose: Analyses whether the job/activity 2. Means: Analyses whether the activity is being done using right devices and guages. (How is it done? why that way”), 3. Sequence: Analyses the sequence of activities in relati by asking “when it is done” and why then? 4. Place: Analyses whether the activity is done at right place by asking and why there? 5. Person: The final question is r does it” and why that person. ‘Secondary Questions The secondary methods, When each of the above questions are appl Possibilities. When these have been established, it is peer Se eRe What should be done? How should it be done? Where should it be done? When should it be done? Who should do it? ‘The answers to the last five overall process should be devel Questions seck to establish suitable alternatives to existin Under Ut is asked Purpose - What else could be done? Means - How else could it be? Place - Where else could be? Sequence - When else it could be? Person - Who else could do it? is essential (What is achieved?), ‘material, right measuring ion to other activities is challenged ‘where is it done” garding person performing the activity by asking “who 2 OF proposed fo any event, it may suggest a number of necessary to ask, questions indicate the line along which a new method for the Table 4.2: Questions for Critical Examination Primary Questions Secondary Questions ] What is achicved? | Is it necessary? Why? ‘Advantages: Dens When it is done? then? Aer es What else could’ be'| What should be done? done? Possible alternatives | Selected alternativespRoDUCTION MANAGEAjgy, = 5. AND C : InusTAIAL ENGINEERING D METHOD. ideas are not practicay ¢ eae DEVELOPMENT AND SELECTION one ‘since ate ‘and developed. some of x8mination Bivestiseto munis “thors are £0 ie investigation and selectig, ais eae are required to be inane phases-eveluat ibe considered: ti analysis of the three S For development of te sen snethod, the following apPro# J. Eliminate all unnecessary operations. 2. Combine Operations and elements. 3. Change the sequence of operations. 4. Simplify the necessary operations. /Steps in development and selection: h of each alternative and hereby decig, Fi (A) Evaluation: Evaluation phase tests the true wort fore, an exercise to short list the creatiy, whether an idea should be pursued or discarded. It is therefore, on ideas, ideas cleared at the evaluation stage (G) Investigation: Investigation explores as to how the ideas oe aliyeinvolves picperetion’s suitably canbe conver into practical suggestions tnvestgaton usyal¥ hae Pi Palon drawings, making prototypes, conducting trial runs. The aim is nd supported by evidence of and technical feasibility so that each suggestion is definite Bee uility Practicability. Investigation involves the testing technical and econ f specific factors. The most (©) Selection: Each alternative nec tobe evaluated against set of specifi Factors per pies SSrainly sliced faci reinvest requed produc rae manufecring cost per pee, return on investment. Using point system, weights are then assigned to enc! eh ctors, Performance of each factor is then predicted for each alternative. This step is followed by evaluation process of each alternative against each specifi factor. To sclect a preferred alternative, the points scored by each alternative against each specific factors are added. The alternative scoring the maximum is selected. 4.13. PRINCIPLES OF MOTION ECONOMY. There are a-number.of principles concerning the economy of movements which have been developed as a result of experience wc) which forms the basis for the development of improved methods at the workplace. These are tirst used by Frank Gilbreth, the founder of motion study and further rearranged and amplified by Barnes, Maynard and others. i The principles are grouped into three headings: ' (a) Use of the human body. (6) Arrangement of workplace. z ( (c) Design of tools and equipment. | A. Uses of Human Body at the same time re "i 3. Motions of the arms should be made simultancousty. luring periods of rest 4. Hand and body motions should be made at the lowest . to do the work satisfactorily, * lowest classific z Momentum should be employed to help the whenever it has to be cone by msc oe but shouig tinous curved movements are 10 be preferreg ae en and cl in directions, 5METHOD sTUDY bi 6 as 7. “Ballastic” (ie, free swinging) movements are stricted or controlled movements. oe 8. Rhythm is essential to the smooth and automatic performance of a re Tho work should be arranged to permit easy and natural rhythm where 9. Work should be arranged so that eye movernents are ‘out the need for frequent changes of focus, faster, easier and more accurate than re petitive operation, ver possible, Confined to a comfortable area, with- B. Arrangement of the Workplace 10. Definite and fixed stations should be provided for all tools and materials to permit habit formation, le U1. Tools and materials should be pre-positioned to reduce searching. 12. Gravity fed, bins and containers should be used to deliver the materials as close to the point of use as possible. 15. Tools, materials and controls should be located within a maximum working area and as near to the worker as possible, 14. Materials and tools should be arranged to permit the best sequence of motions. 1S. “Drop deliveries” or ejectors should be used wherever possible, so that the operative does not have to use his hands to dispose of finished parts. 16. Provision should be made for adequate lightning, and a chair of type and height to permit good Posture should be provided. The height of the workplace and seat should be arranged to allow altemate standing and seating. C. Design of Tools and Equipments Ie tne Solour of the workplace should contrast with that of work and thus reduce eye fatigue 18. The hands should be relieved of all work of “holding” the work piece where this can be done by a jig or fixture or foot operated device. 19. Two or more tools should be combined where possible 20. Where each finger performs some specific movement, as in type writing, the load should be distributed in accordance with the inherent capacities of the fingers 71. Handles such as those used on screw drivers and cranks should be designed to permit maximum surface of the hand to come in contact with the handle. 22. Levers, cross bars and wheel bars should be in such position that operator can manipulate them with least body change and with greatest mechanical advantage. ea aaa ea INSTALLATION OF THE PROPOSED METHOD Installation refers to the implementation of the proposed method and it serves the following objectives: * Preparation of change proposal to management, © Steps to prepare its implementation on acceptance of proposal. * To get formal approval from management, © To implement the accepted proposal Installation is composed of two steps: * Recommendation phase. * Implementation phase. In the recommendation phase: The formal written report should be Prepared for the changed i, present the recommendations to the management, Also provide information on ie approval of the management, The entire study effort will go waste if the proposal is not sponsibility of implementation is that of top management yet th shidy man te requced io? sgt