técnicas de estudio

1. METHOD STUDY

2. Overview of Management
METHOD STUDY
Method study is the systematic
recording and critical examination of
existing and proposed ways of doing
work, as a means of developing and
applying easier and more effective
methods and reducing costs.

3. Overview of Management
OBJECTIVES OF METHOD STUDY
1. Improvement of processes and procedures
2. Improvement in the design of plant and
equipment
3. Improvement of layout
4. Improvement in the use of men, materials
and machines
5. Economy in human effort and reduction of
unnecessary fatigue
6. Improvement in safety standards
7. Development of better working environment.

4. Overview of Management
METHOD STUDY PROCEDURE
1. DEFINE
2. RECORD
3. EXAMINE
4. DEVELOP
5. DEFINE NEW METHOD
6. INSTALL
7. MAINTAIN

5. Overview of Management
COMMONLY USED RECORDING TECHNIQUES
1. Outline Process Charts
2. Flow Process Chart
3. Two Handed Process Chart
4. Multiple Activity Chart
5. Simo Chart
6. Flow Diagrams
7. String Diagrams
8. Cyclegraph
9. Chronocyclegraph
10.Travel Chart
Man Type
Material Type
Equipment Type
USING TIME SCALE

6. Overview of Management
CLASS OF
CHANGE
HANDS &
BODY
MOTION
WORK
STATION
PROCESS PRODUCT RAW
MATERIAL
1 New Minor
Changes
Same Same Same
2 New New Same Same Same
3 New New New Same Same
4 New New New Modified Same
5 New New New Modified New
CLASS OF CHANGE

7. Overview of Management
Class Pivot Body member(s) moved
1 Knuckle Finger
2 Wrist Hand and Finger
3 Elbow Forearm, hand and fingers
4 Shoulder Upper arm, forearm, hand and
fingers
5 Trunk Torso, Upper arm, forearm, hand and
fingers
CLASSIFICATION OF MOVEMENTS

8. Overview of Management
EXAMINE
The questioning technique is the means
by which the critical examination is
conducted, each activity being subjected
in turn to a systematic and progressive
series of questions.

9. Overview of Management
PRIMARY QUESTIONS
the PURPOSE for which
the PLACE at which
the SEQUENCE in which
the PERSON by whom
the MEANS by which

10. Overview of Management
ELIMINIATING
COMBINING
REARRANGING
OR
SIMPLIFING
those activitiesWith a view to

11. Overview of Management
SECONDARY QUESTIONS
The secondary questions cover the
second stage of the questioning
technique, during which the answers to
the primary questions are subjected to
further query to determine whether
possible alternatives of place, sequence,
persons and means are practicable and
preferred as a means of improvement
upon the existing method.

12. Overview of Management
PURPOSE: what is done?
why is it done?
what else might be done?
what should be done?
PLACE: where is it done?
Why is it done there?
Where else might it is done?
Where should it be done?

13. Overview of Management
SEQUENCE: When is it done?
Why is it done?
When might it be done?
When should it be done?
PERSON: who does it?
Why does that person do it?
Who else might do it?
Who should do it?
MEANS: How is it done?
Why is it done that way?
How else might it be done?
How should it be done ?

14. Overview of Management
DEFINING THE IMPROVED METHOD
• The report should show:
1. Relative costs in material, labour and overheads
of the two methods, and savings expected.
2. The cost of installing the new method, including
the cost of new equipment and of re-laying out
shops or working areas
3. Executive actions required to implement the new
method.
• It should also give details regarding :
1. The tools and equipment to be used
2. A description of the method
3. A diagram of the work place layout, jigs/fixtures
etc

15. Overview of Management
INSTALLING THE IMPROVED METHOD
1. Gaining acceptance of the change by
the Management
2. Gaining acceptance of the change by
the workers
3. Maintaining close contact with the
progress of the job until satisfied that it
is running as intended

16. Overview of Management
THE PRINCIPLES OF MOTION ECONOMY
A. Use of the human body
1. The two hands should begin and complete their
movements at the same time
2. Motion of the arms shall be symmetrical and in
opposite directions and should be made
simultaneously
3. Hands and body motions should be made at the
lowest classification at which it is possible to do
the work satisfactorily
4. Rhythm is essential to the smooth and automatic
performance of a repetitive operation.
5. Work should be arranged so that eye movements
are confined to a comfortable area, without the need
for frequent changes of focus.

17. Overview of Management
B. Arrangement of the work place
1. Definite and fixed stations should be provided for all
tools and materials.
2. Gravity feed, bins and containers should be used to
deliver the materials as close to the point of use as possible.
3. Tools, materials and controls should be located within
the maximum working area.
4. Materials and tools should be arranged to permit the
best sequence of motion.
5. Provision should be made for adequate lighting.
6. The colour of the workplace should contrast with that
of the workplace to reduce eye fatigue.

18. Overview of Management
C. Design of tools and equipment
1. The hands should be relieved of all work of
'holding' the workpiece where this can be done by
fixture etc.
2. Two or more tools should be combined wherever
possible
3. Levers, cross bars and handwheels should be so
placed that the operative can use them with the
least change in body position and the greatest
mechanical advantage.

19. Overview of Management
PURPOSE OF WORK MEASUREMENT
1. To find ineffective time in a process
2. To set standard for output level
3. To evaluate worker's performance
4. To plan work force needs.
5. To determine available capacity
6. To compare work methods
7. To facilitate operations scheduling
8. To establish wage incentive schemes

20. Overview of Management
THE TECHNIQUES OF
WORK MEASUREMENT
1. Stop-watch time study
2. Work sampling
3. Predetermined time
standards(PTS)
4. Standard Data

21. Overview of Management
A FAIR DAY'S WORK
Amount of work that can be produced by a
qualified employee when working at normal
pace and effectively utilizing his time where
work is not restricted by process limitations.
Work Measurement
Work measurement is the application of
techniques designed to establish the time for
a qualified worker to carry out a specific job at
a defined level of performance.

22. Overview of Management
THE QUALIFIED WORKER
A qualified worker is one who is
accepted as having the necessary
physical attributes, who possess the
required intelligence and education and
who has acquired the necessary skill
and knowledge to carry out the work in
hand to satisfactory standards of safety,
quantity and quality
STANDARD RATING
Rating is the assessment of the
worker's rate of working relative to the
observers' concept of the rate

23. Overview of Management
STANDARD PERFORMANCE
It is the rate of output which qualified
workers will naturally achieve without
over-exertion as an average over the
working day or shift, provided that they
know and adhere to the specified method
and provided that they are motivated to
apply themselves to their work.

24. Overview of Management
TIME STUDY
Basic Steps
a. Obtaining and recording all available information about
the job, operator and the surrounding conditions likely to
affect the execution of the work
b. Recording the complete description of the method,
breaking down the operation into 'elements'
c. Measuring with a stopwatch and recording the time
taken by the operator to perform each 'element' of the
operation.
d. Assessing the rating
e. Extending observed time to 'basic times'
f. Determining the allowances to be made over and above
the basic time for the operation
g. Determining the 'standard time' for the operation.

25. Overview of Management
FACTORS AFFECTING RATE OF WORKING
(outside the control of worker)
1. Variation in the quality of materials used
2. Changes in the operating efficiency of the equipment
3. Changes in climatic and surrounding conditions of operation.
FACTORS WITHING THE CONTROL OF WORKER
a. Acceptable variations in the quality of the product
b. Variations due to his ability
c. Variations due to his attitude
SCALES OF RATING
100-133
60-80
75-100
0-100