basics of work study ppt

1. BASIC OF WORK
STUDY,
JOB DESIGN &
WORK MEASUREMENT

2. WORK STUDY

3. INTRODUCTION
 WITH INCREASING COMPLEXITIES OF THE TECHNOLOGICAL
WORLD, NEED TO SIMPLIFY THE WORK SYSTEM HAS BEEN
INCREASING DAY BY DAY.
 WORK STUDY IS AN AREA OF KNOWLEDGE THAT ADDRESSES
THE PROBLEM OF WORK SIMPLIFICATION WITH THE BASIC
OBJECTIVES OF
PRODUCTIVITY ENHANCEMENT,
HUMAN COMFORT & SAFETY

4. EVOLUTION OF WORK STUDY
• F.W.TAYLOR: FOUNDER OF MODERN METHOD AND TIME STUDY.
• TAYLOR BEGAN HIS TIME STUDY WORK IN 1881.
• HE ESTABLISHED THAT EACH JOB SHOULD HAVE A STANDARD TIME, DETERMINED BY TIME
STUDIES.
• IN THE TIMING PROCESS TAYLOR ADVOCATED DIVIDING THE WORK INTO SMALL DIVISIONS OF
• EFFORT KNOWN AS ELEMENTS.
• TIME WAS OBTAINED FOR THESE ELEMENT INDIVIDUALLY AND THEIR COLLECTIVE VALUES WERE
USED TO DETERMINE THE ALLOWED TIME FOR THE TASK.

5. WORK OF GILBERTH
• GILBRETH IS CONSIDERED AS THE FOUNDER OF ‘MODERN MOTION STUDY
TECHNIQUE’.
• WHICH IS DEFINED AS THE STUDY OF BODY MOTIONS USED IN
PERFORMING AN OPERATION FOR THE PURPOSE OF IMPROVING THE
OPERATION BY :
 ELIMINATING UNNECESSARY MOTIONS
 SIMPLIFYING NECESSARY MOTIONS
 THEN ESTABLISHING THE MOST FAVORABLE MOTION SEQUENCE FOR MAXIMUM
EFFICIENCY

6. IMPORTANCE:-
• ENHANCING THE PRODUCTION EFFICIENCY OF THE FIRM.
• TECHNIQUE TO IDENTIFY NON-VALUE OPERATIONS.
• ONLY ACCURATE AND SYSTEMATIC PROCEDURE ORIENTED
TECHNIQUE.
• HAS GOT UNIVERSAL APPLICATION.

7. DEFINITION“WORK STUDY IS DEFINED AS THAT BODY OF KNOWLEDGE
CONCERNED WITH THE ANALYSIS OF THE WORK METHODS AND THE
EQUIPMENT USED IN PERFORMING A JOB, THE DESIGN OF AN
OPTIMUM WORK METHOD AND THE STANDARDIZATION OF
PROPOSED WORK METHODS.”
PREREQUISITES FOR CONDUCTING
WORK STUDY

8. STEPS INVOLVED IN WORK STUDY
1. SELECT
Job Or Process To Be Studied
2. RECORD
All the details concerning job using various Recording Techniques
3. EXAMINE
Recorded facts critically by asking questions like who, what, when, why
4. DEVELOP
Most economical method
5. MEASURE
The amount of work involved and set standard time to do that job
6. MEASURE
The amount of work involved and set standard time to do that job
7. INSTALL
The new method as a standard practice
8. MAINTAIN
New method as agreed standards

9. PRINCIPLES OF WORK STUDY
1. MUST COME FROM THE TOP LEVEL MANAGEMENT.
2. PEOPLE MADE AWARE OF THE OBJECTIVES AND THE NEED OF THE
EXERCISING SUCH STUDY.
3. METHOD STUDY MUST PRECEDE WORK MEASUREMENT .

10. OBJECTIVES
• TO ANALYZE THE PRESENT METHOD OF DOING A JOB, SYSTEMATICALLY IN
ORDER TO DEVELOP A NEW AND BETTER METHOD.
• TO MEASURE THE WORK CONTENT OF A JOB BY MEASURING THE TIME
REQUIRED TO DO THE JOB FOR A QUALIFIED WORKER AND HENCE TO
ESTABLISH STANDARD TIME.
• TO INCREASE THE PRODUCTIVITY BY ENSURING THE BEST POSSIBLE USE OF
HUMAN, MACHINE AND MATERIAL RESOURCES AND TO ACHIEVE BEST
QUALITY PRODUCT/SERVICE AT MINIMUM POSSIBLE COST.
• TO IMPROVE OPERATIONAL EFFICIENCY.
• TO REDUCE WASTE THROUGH STANDARDIZATION OF WORK ELEMENTS OF A
JOB.
• TO IMPROVE LABOR EFFICIENCY.

11. COMPONENTS /
TECHNIQUES OF WORK STUDY WORK
STUDY
METHOD STUDY
• Motion Study : Examine the
job and finding more efficient
method to perform it
WORK MEASUREMENT
• Time Study : Determine the
time necessary to perform a job
and its elements

12. BENEFITS OF WORK STUDY
 INCREASED PRODUCTIVITY AND OPERATIONAL EFFICIENCY
 REDUCED MANUFACTURING COSTS
 IMPROVED WORK PLACE LAYOUT
 BETTER MANPOWER PLANNING AND CAPACITY PLANNING
 FAIR WAGES TO EMPLOYEES
 BETTER WORKING CONDITIONS TO EMPLOYEES
 IMPROVED WORK FLOW
 REDUCED MATERIAL HANDLING COSTS
 PROVIDES A STANDARD OF PERFORMANCE TO MEASURE LABOUR EFFICIENCY
 BETTER INDUSTRIAL RELATIONS AND EMPLOYEE MORALE
 BASIS FOR SOUND INCENTIVE SCHEME
 PROVIDES BETTER JOB SATISFACTION TO EMPLOYEES

13. ADVANTAGES OF METHOD STUDY
• WORK SIMPLIFICATION
• IMPROVED WORKING METHOD ( CHEAPER METHOD)
• BETTER PRODUCT QUALITY
• IMPROVED WORK PLACE LAYOUT
• IMPROVED EQUIPMENT DESIGN
• BETTER WORKING CONDITIONS
DISADVANTAGES OF METHOD STUDY
• HIGH OPERATING COST
• HIGH WASTAGE & SCRAP
• EXCESSIVE MOVEMENT OF MATERIALS AND WORKMEN
• EXCESSIVE PRODUCTION BOTTLENECKS
• EXCESSIVE REJECTIONS AND REWORK
• COMPLAINTS ABOUT QUALITY

14. WORK
MEASUREMENT

15. DEFINATION :-
“THE APPLICATION OF TECHNIQUES DESIGNED TO ESTABLISH THE
TIME FOR A QUALIFIED WORKER TO CARRY OUT A SPECIFIED JOB
AT A DEFINED LEVEL OF PERFORMANCE”

16. OBJECTIVES OF WORK MEASUREMENT :-
• 1. COMPARING ALTERNATIVE METHODS
• 2. ASSESSING THE CORRECT INITIAL MANNING (MANPOWER REQUIREMENT PLANNING)
• 3. PLANNING AND CONTROL
• 4. REALISTIC COSTING
• 5. DELIVERY DATE OF PLANNING
• 6. COST REDUCTION AND COST CONTROL
• 7. IDENTIFYING SUBSTANDARD WORKERS
• 8. TRAINING NEW EMPLOYEES.

17. TECHNIQUES OF WORK MEASUREMENT
:-• 1) REPETITIVE WORK:- THE TYPE OF WORK IN WHICH THE MAIN OPERATION OR GROUP OF OPERATIONS
REPEAT CONTINUOUSLY DURING THE TIME SPENT AT THE JOB. THESE APPLY TO WORK CYCLE OF EXTREMELY
SHORT DURATION.
• 2) NON-REPETITIVE WORK:- IT INCLUDE SOME TYPE OF MAINTENANCE AND CONSTRUCTION WORK, WHERE
CYCLE ITSELF IS HARDLY EVER REPEATED IDENTICALLY.
VARIOUS TECHNIQUES:-
1)TIME STUDY
2) SYNTHESIS
3) WORK SAMPLING
4) ANALYTICAL ESTIMATION
5)PREDETERMINED MOTION AND TIME STUDY.

18. TIME STUDY
• TIME STUDY IS WORK MEASUREMENT TECHNIQUE FOR RECORDING THE
TIMES AND RATES OF WORKING FOR THE ELEMENTS OF A SPECIFIED JOB
CARRIED OUT UNDER SPECIFIED UNDER SPECIFIED CONDITIONS

19. STEPS IN MAKING TIME STUDY:-
1)SELECT (SELECTING JOB FOR WORK STUDY)
2)OBTAIN & RECORD (DETAILS REGARDING METHODS,OPERATOR, JOB
AND WORKING CONDITION)
3)DEFINE (THE ELEMENT, BREAK THE JOB INTO CONVENIENT FOR TIMING)
4)MEASURE (TIME DURATION FOR EACH ELEMENT AND ASSESS THE
RATING)
5)EXTEND (OBSERVED TIME INTO NORMAL TIME {BASIC TIME})
6)DETERMINED (RELAXATION AND PERSONAL ALLOWANCES)
7) COMPUTE (STANDARD TIME FOR THE OPERATION FOR DEFINED JOB OR
OPERATION.)

20. TYPES OF ELEMENT
• A REPETITIVE ELEMENT – IS AN ELEMENT WHICH OCCURS IN EVERY WORK CYCLE OF THE
JOB.
•
AN OCCASIONAL ELEMENT - DOES NOT OCCUR IN EACH WORK CYCLE OF THE JOB, BUT
WHICH MAY OCCUR AT REGULAR OR IRREGULAR INTERVALS. E.G. MACHINE SETTING.
• A CONSTANT ELEMENT - THE BASIC TIME REMAINS CONSTANT WHENEVER IT IS
PERFORMED. E.G. SWITCH THE MACHINE ON.
• A VARIABLE ELEMENT - IS AN ELEMENT FOR WHICH THE BASIC TIME VARIES IN RELATION TO
SOME CHARACTERISTICS OF THE PRODUCT, EQUIPMENT OR PROCESS, E.G. DIMENSIONS,
WEIGHT, QUALITY ETC. E.G. PUSH TROLLEY OF PARTS TO NEXT SHOP.

21. • MANUAL ELEMENT - IS AN ELEMENT PERFORMED BY A WORKER.
• MACHINE ELEMENT - IS AUTOMATICALLY PERFORMED BY A POWER-DRIVEN MACHINE (OR
PROCESS).
• GOVERNING ELEMENT - OCCUPIES A LONGER TIME THAN ANY OF THE OTHER ELEMENTS
WHICH ARE BEING PERFORMED CONCURRENTLY. E.G. BOIL KETTLE OF WATER, WHILE SETTING
OUT TEAPOT AND CUPS.
• FOREIGN ELEMENT - IS OBSERVED DURING A STUDY WHICH, AFTER ANALYSIS, IS NOT
FOUND TO BE NECESSARY PART OF THE JOB. E.G. DEGREASING A PART THAT HAS STILL TO BE
MACHINED FURTHER.
TYPES OF ELEMENT

22. ALLOWANCES
• RELAXATION ALLOWANCES
• VARIABLE ALLOWANCES
• INTERFERENCE ALLOWANCES
• CONTINGENCY ALLOWANCES
• POLICY ALLOWANCES

23. Personal
Allowance
Constant
Fatigue
Allowance
Variable
Fatigue
Allowance
Fatigue
Allowance Total Allowance
Normal Time
Standard Time
Policy
Allowance
If applicable
Contingence
Allowance
Relaxation
Allowance
VARIOUS ALLOWANCES TO BUILD STANDARD TIME

24. EXAMPLE ON HOW TO CALCULATE STANDARD TIME:

25. WORK MEASUREMENT
• STANDARD TIME IS USED IN:
• COSTING THE LABOR COMPONENT OF PRODUCTS
• TRACKING EMPLOYEE PERFORMANCE
• SCHEDULING & PLANNING REQUIRED RESOURCES

26. SETTING STANDARD TIMES
• STEP 1: CHOOSE THE SPECIFIC JOB TO BE STUDIED
• STEP 2: TELL THE WORKER WHOSE JOB YOU WILL BE STUDYING
• STEP 3: BREAK THE JOB INTO EASILY RECOGNIZABLE UNITS
• STEP 4: CALCULATE THE NUMBER OF CYCLES YOU MUST
OBSERVE
• STEP 5: TIME EACH ELEMENT, RECORD DATA & RATE THE
WORKER’S PERFORMANCE
• STEP 6: COMPUTE THE NORMAL TIME
• STEP 7: COMPUTE THE STANDARD TIME

27. EXAMPLE :-

28. WORK SAMPLING:-
WORK SAMPLING WAS ORIGINALLY DEVELOPED BY L.H.C. TIPPETT IN BRITAIN IN 1934
FOR THE BRITISH COTTON INDUSTRY RESEARCH BOARD.
DEFINATION:-
A TECHNIQUE IN WHICH A STATISTICALLY COMPETENT NUMBER OF INSTANTANEOUS
OBSERVATIONS ARE TAKEN, OVER A PERIOD TIME, OF A GROUP OF
MACHINES,PROCESSES OR WORKERS.
WORK SAMPLING HAS THREE MAIN APPLICATIONS:-
1) ACTIVITY AND DELAY SAMPLING:- TO MEASURE THE ACTIVITIES AND DELAYS OF
WORKERS AND MACHINES.
2) PERFORMANCE SAMPLING:- TO MEASURE WORKING TIME AND NON WORKING TIME
OF A PERSON ON A MANUAL WORK AND TO ESTABLISH A PERFORMANCE INDEX OR
PERFORMANCE LEVEL FOR A PERSON DURING HIS WORKING TIME.
3) WORK MEASUREMENT:- UNDER CERTAIN CIRCUMSTANCES, TO MEASURE MANUAL
TASK THAT IS TO ESTABLISHED A TIME STANDARD FOR AN OPERATION.

29. Job design – process by which managers decide individual
job tasks and authority
Job redesign – process by which managers reconsider what
employees are expected to do
The well-being of organizations and people relates to how well
management designs jobs
WHAT IS JOB DESIGN

30. DEFINITION OF JOB DESIGN
Def: Job Design is the process of deciding on the content of a job in
terms of its duties and responsibilities; on the methods to be used in
carrying out the job, in terms of techniques, systems and procedures
and on the relationships that should exist between the job holder and
the superiors, subordinates and colleagues.

31. GOALS OF JOB DESIGN
1. Major Concern
2. Purpose of Job Design
3. Affect on Employee
4. Impact

32. DESIGN FACTOR
• LAYOUT OF EQUIPMENT AND SEATING
• INSTRUMENT DISPLAY DESIGN
• COMPATIBILITY
• CONTROL DESIGN CHARACTERISTICS

33. ENVIRONMENTAL FACTORS
• TEMPERATURE AND HUMMIDITY
• VIBRATION
• NOISE

34. VISUAL ENVIRONMENT
• LIGHTING
• VENTILATION
• BEHAVIOURAL DIMENSIONS OF JOB DESIGN
• JOB ROTATION
• JOB ENLARGEMENT
• JOB ENRICHMENT

35. JOB ROTATION: JOB ENLARGEMENT
:JOB ENRICHMENT:
• JOB ROTATION: REFERS TO THE MOVEMENT OF AN EMPLOYEE FROM ONE JOB TO ANOTHER.
• PLEASE NOTE: JOBS THEMSELVES ARE NOT ACTUALLY CHANGED, ONLY EMPLOYEES ARE ROTATED AMONG
VARIOUS JOBS.
• JOB ENLARGEMENT
• WHEN A JOB IS ENLARGED THE TASKS BEING PERFORMED ARE EITHER ENLARGED OR SEVERAL SHORT TASKS
ARE GIVEN TO ON WORKER, THUS THE SCOPE OF THE JOB IS INCREASED BECAUSE THERE ARE MANY TASKS TO
BE PERFORMED BY THE SAME WORKER.
• JOB ENRICHMENT:
• JOB ENRICHMENT AS IS CURRENTLY PRACTICED ALL OVER THE WORK IS A DIRECT OUTGROWTH OF HERZBERG’S
TWO FACTOR THEORY OF MOTIVATION.

36. APPROACHES TO JOB DESIGN
• ENGINEERING APPROACH:
• HUMAN APPROACH:
• JOB CHARACTERISTICS APPROACH:

37. ENGINEERING APPROACH:
• THE WORK OF EVERY WORKMAN IS FULLY PLANNED OUT BY THE
MANAGEMENT AT LEAST ON DAY IN ADVANCE AND EACH MAN
RECEIVES IN MOST CASES COMPLETE WRITTEN INSTRUCTIONS,
DESCRIBING IN DETAIL THE TASK WHICH HE/SHE HAS TO
ACCOMPLISH-FW TAYLOR.
• PROBLEM WITH THIS APPROACH: REPETITION-MECHANICAL PACING-
NO END PRODUCT-LITTLE SOCAL INTERACTION-NO INPUT

38. HUMAN APPROACH:
• THE HUMAN RELATIONS APPROACH RECOGNIZED THE NEED TO DESIGN JOBS WHICH ARE
INTERESTING AND REWARDING.
• HERZBERG’S RESEARCH POPULARIZED THE NOTION OF ENHANCING NEED SATISFACTION
THROUGH WHAT IS CALLED JOB ENRICHMENT.
• FACTORS INVOLVED:
• MOTIVATORS LIKE ACHIEVEMENT, RECOGNITION, WORK ITSELF, RESPONSIBILITY,
ADVANCEMENT AND GROWTH AND HYGIENIC FACTORS.
• ACCORDING TO HERZBERG. THE EMPLOYEE IS DISSATISFIED WITH THE JOB IF REQUIRED
MAINTENANCE FACTORS TO THE REQUIRED DEGREE ARE NOT INTRODUCED INTO THE JOB.

39. JOB CHARACTERISTICS APPROACH
• THEORY BY HACKMAN AND OLDHAM STATES THAT EMPLOYEES WILL WORK HARD WHEN
THEY ARE REWARDED FOR THE WORK THEY DO AND WHEN THE WORK GIVES THEM
SATISFACTION.
• HENCE INTEGRATION OF MOTIVATION, SATISFACTION AND PERFORMANCE WITH JOB
DESIGN.
• ACCORDING TO THIS APPROACH JOB CAN BE DESCRIBED IN TERMS OF FIVE CORE JOB
DIMENSIONS:
1. SKILL VARIETY
2. TASK IDENTITY
3. TASK SIGNIFICANCE
4. AUTONOMY
5. FEEDBACK

40. JOB DESIGN PROCESS:
• JOB DESIGN PROCESS HAS TO START FROM WHAT ACTIVITY NEEDS TO BE
DONE IN ORDER TO ACHIEVE ORGANIZATIONAL GOALS.
• IT REQUIRES USE OF TECHNIQUES LIKE WORK-STUDY, PROCESS PLANNING,
ORGANIZATIONAL METHODS AND ORGANIZATIONAL ANALYSIS AND ALSO
TECHNICAL ASPECTS