2. The results of work sampling are effective for
determining machine and personnel
utilization, allowances applicable to the job and
production standards. Although, the same information
can be obtained by time study procedures, work
sampling frequently provides the same information faster
and at considerably less cost. (Niebels, 2007)

3. Stated by Niebel (2007)
The accuracy of data determined by work sampling depends on the
number of observations and the period over which the random
observations are taken.
The analyst should design an observation form to record the data to be
gathered during the work sampling study.
A standard form is usually not acceptable, since each work sampling
study is unique from the standpoint of the total observations needed, the
random times that observations are made, and the information being
sought.

4. In approaching the work area, the analyst must not
anticipate the expected recording. (Niebel,2007)
If the operator to be studied is idle, the analyst
must also determine the reason for idleness and
mark this on the form (Niebel,2007)
Individual factors that affect performance: gender,
age, handedness, fitness and trainings (Miller &
Freivalds, 1987).

5. The control chart techniques used in statistical quality
control work can readily be applied to work sampling studies
to identify problem areas and be used to show the
progressive improvement of work areas. (Niebel,2007)
The control chart, according to Deming (1988) is a means
of visualizing the variations that occur in the central
tendency and dispersion of a set of observations. It also
made use of a control limits that evaluate the variations
in quality from subgroup to subgroup.

6. Natural variation is the result of chance causes that
requires management intervention to achieve quality
improvement.
Unnatural variation is the result of assignable causes
requires corrective action by people close to the process such as
operators, clerks and any other workers
Assignable causes these can be readily identified and
predictable.
Chance causes these are random causes that are inevitable,
difficult to detect and identify.

7. Assignable Cause
Present
Chance Cause
Present

8. The control chart techniques used in statistical quality
control work can readily be applied to work sampling
studies to identify problem areas and be used to show
the progressive improvement of work areas.
(Niebel,2007)
The control chart, according to Deming (1988) is a
means of visualizing the variations that occur in the
central tendency and dispersion of a set of observations.

9. It is very important to take note of the
subgroup size.
As it increases, the control limits
become closer to the central value,
which makes the control chart more
sensitive to small variations in the process
average (Deming, 1988).

10. The service sector provides a special challenge to the accurate
measurement of productivity and productivity improvement. It is
difficult to improve because of the following factors: (Heizer and
Render, 2011)
Labor intensive
Frequently focused on unique individual attributes or desire
Often an intellectual task performed by professionals
Often difficult to mechanize and automate
Often difficult to evaluate for quality
To create a customer value in an efficient and sustainable way is an
idea of a competitive advantage. (Heizer and Render,2011)

11. The proponents made a preliminary work sampling of 30
observations in which the result of idle percentage was used
for another work sampling activity. The new number of
observations was obtained through the used of nomogram.
The proponents also made thorough research in constructing
a work sampling form and the process of work sampling
method.

12. Quantitative approach is being used in gathering and
analyzing the data. Only one person is being considered as
the subject of the study. The control chart was constructed
as to the details of per random times and per day
performance. In which, the out-of-control conditions gathered
were the bases for generating recommendations for
improvement.

13. 1.How economical is the use of work sampling in determining the
following:
1.1 Working time
1.2 Idle time
1.3 Standard time
2. What are the problems or causes for the non – productive occurences
of the worker?
3. What are the possible recommendations that will improve the
productive occurrence of the worker?
This study will deal accordingly to answer the following questions:

15. La-Fortuna Bakery, Inc.
• Name of the company
Carmen Sy
• Owner
Marfe Ancit
• Cashier/ all-around
• 200 per day –wage
12,000php – 15,000php
• Estimated sales per day on regular basis

17. Information Data for 6 Days
Total Time Expended by
Operator
(Working time and Idle time)
282 min
Working time in percent 58%
Total Number of Times Working 3600 times (6 days)
Idle time in percent 42%
Average Performance index 37.1%
Total Allowances 15%

18. Standard
time
(Total time in min.)x(Working time in%)x(Performance Index in %)
Total number of times working
Allowancex
=
(282 x 0.58 x 3.71) ( 100 )
3600 (100 – 15)
0.20 min = 12 sec.
x=
=

19. Control limits p = p +3 √p(1-p) / n
N = 282 observations
n = total number of obs. = 282= 47
number of days studied 6
p = No. of “idle” obs.= 118= 0.42
total no. of obs. 282

20. CL for p = 0.42+3√(0.42 x 0.58) / 47
= 0.42 +0.22
UCL = 0.64
LCL = 0.20

21. Date of Study
Total Number of
Obs.
Number of Obs.
“Idle”
% of Day
“Idle”
March 8 47 17 0.36 = 36%
March 9 47 22 0.47 = 47%
March 12 47 24 0.51 = 51%
March 13 47 16
.
0.34 = 34%
March 14 47 20 0.43 = 43%
March 15 47 16 0.34 = 34%

22. 0.64
0.52
0.42
0.32
0.20
8-Mar 9-Mar 12-Mar 13-Mar 14-Mar 15-Mar
percentoccurence

23. Obs. No %non-prod. Obs. No. %non-prod. Obs. %non-prod.
1 17% 17 33% 33 33%
2 17% 18 17% 34 17%
3 17% 19 0% 35 33%
4 17% 20 17% 36 33%
5 17% 21 50% 37 33%
6 17% 22 50% 38 50%
7 17% 23 67% 39 33%
8 50% 24 33% 40 100%
9 83% 25 67% 41 83%
10 67% 26 50% 42 50%
11 67% 27 17% 43 17%
12 50% 28 33% 44 67%
13 67% 29 50% 45 33%
14 50% 30 100% 46 33%
15 50% 31 67% 47 33%

24. 1.04
1.02
1.00
0.98
0.96
0.94
0.92
0.90
0.88
0.86
0.84
0.82
0.80
0.78
0.76
0.74
0.72
0.70
0.68
0.66
UCL 0.64
0.62
0.60
0.58
0.56
0.54
0.52
0.50
0.48
0.46
0.44
CL p 0.42
0.40
0.38
0.36
0.34
0.32
0.30
0.28
0.26
0.24
0.22
LCL 0.20
0.18
0.16
0.14
0.12
0.10
0.08
0.06
0.04
0.02
0.00
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
Percetageoccurence
Observation Nos.

25. 0
5
10
15
20
25
30
35
40
45
50
Productive Occurrence
Occurrence

26. 0
5
10
15
20
25
30
35
40
45
Non-Productive Occurrence
Occurrence

27. Working time and Idle time almost got a closer
result with 58% and 42% respectively.
Based from the types of out-of-control condition:
Trend or steady change in level --worker’s
performance is affected due to boredom and
inattention

28. Change or jump in level --there was an
unintentional change or minor failure made by the
worker such as being late and going home
(emergency cases). When it comes to service, the
co-worker is still attending the customer’s needs
or questions, and the worker (subject) would have
to wait.

29. Recurring Cycle – idleness take most between 8 am – 10:30
am and 3pm downwards. Working time takes most when it’s
mid-afternoon or the students are taking their lunch. Seasonal
effects or peak hours cannot be avoided and so, this affect the
condition of the worker’s performance.
Two populations – there is a large differences in the test
method or the random times being used. There are times when
the observation took place (1 min.) after the previous
observation, and the next observation will be done after 5
minutes or more. This affects the condition in such a way that
the result becomes bias.

30. Mistakes – this can be very embarrassing but there could
be a mistake in recording the data. In a case, where the
analyst have to assign other students to take records of the
data, yet that student doesn’t have a background of work
sampling and is careless with the random times, or
anticipate the recording of data.
The points outside the control limits showed that there
were chance causes present, such as going home for an
emergency and the peak hour of students for taking a
dinner or meal.

31. Natural Variation – the management has to facilitate the
performance of the worker when it comes to being late
Assignable cause – although the plotted points where
located inside the control limits there are still unnatural
variation that is to be considered, such as the service or
product that they offer. Most of their products (foods) are
identical with the other food shop in the canteen, the
management then, has to offer a new product.

32. Work sampling can provide information about the productive and
non – productive occurrence of the worker. However, it does not
provide a complete information about the method used by the
worker.
The behavior of the worker could also affect the data recorded
especially when the observations are made too obvious of the
worker and there is a shifting of performance.

33. Work sampling tends to average and generalize the results. The variations
of the results then will only lead to an inappropriate analyzation of the
problems.
The control chart helps determine the percentage occurrence of the non-
productive work per random times given. However, when it is measured
per day, there has to be a sample size per random times or subgroup.
That resulted to a generalization of the work for a single subject only, not
applicable for other workers present in the workplace.

34. The following recommendations are to
be implemented:
 set – up the determined standard time
Produce a new product or menu to
improve marketing service
Facilitate the performance and
behavior of the worker when it comes to
being late
Increase the wage payment from 200
php to 305php in accordance to the
labor code, to satisfy the workers
performance and job security.

35. Groover, M. (2007).Work Systems and the Methods, Measurement, and Management of
Work. Pearson Education, Inc. New Jersey
Denton, K. (1982). Safety Management, Improving Performance. Mc-Graw Hill Book
Company. New York
Deming, E. (1988). Quality Control Handbook. Mc-Graw Hill Book Company. New York
Freivalds, A. and Niebel, B. (2009). Niebel’s Methods, Standards, and Work Design.
New York: Mc-Graw Hill Companies, Inc.

36. THE
END
最後に