Work study presentation

INTRODUCTION TO
WORK STUDY
Presented by
Southeast University
Department of Textile Engineering.

PREPARED BY ©right
Name : MAZADUL HASAN SHESHIR
ID: 2010000400008
Batch: 13th Batch (Session 2009-2013)
Department: Wet Processing Technology
Email: mazadulhasan@yahoo.com
Blog: www. Textilelab.blogspot.com
Southeast University
Department of Textile Engineering

Introduction to Textile pipeline
Start with textile fiber END USER
Presented by:Md.Dhaberul Islam
(Dabir)

From fiber to consumer……
(Dabir)
Fibers
Yarns
Textiles
Textile
Finishing
Clothing
Manufacture
Consumer
Retailing
The Textile pipe line

(Dabir)
Fibers
Yarns
Fabrics

(Dabir)
Cutting
Sewing
Finishing
Embroidery
Printing
Washing

(Dabir)
Merchandising
Planning
Accounting
Costing
Stores
Work Study
Maintenance
Human Resource
Sample Room
Quality

Customer Care
Buying houses
(Dabir)
Services
Retailing
Buyers
C
u
st
o
m
e
r
s
Warehouse

Job Categories in the RMG sector
 General Manager
 Marketing Manager
 Marketing executive / Officer
 Merchandising Manager (MM)
 Senior Merchandiser
 Merchandiser
 Merchandising assistants
 Trainees
(Dabir)

 Planning Managers
 Production planners
 Planning Executives
 Merchandising/Production Coordinator
 Data entry operator
(Dabir)

 Cutting Manager / In-charge
 Cutting supervisors
(Dabir)
 Cutters
 Band knife operators
 Bias cutting M/C operators
 Marker Maker
 CAD/CAM Operators

 GM (Production) / Factory Manager /
Plant Manager/
 Production Manager / Technical
Managers
 Asst Production Manager / Floor In
charge
(Dabir)
 Line Chief
 Supervisors
 Input Man
 ………… …………

 Finishing Manager / In-charge
 Folding supervisor / Supervisor
 Packing Manager / In-charge
 Assortment setters
(Dabir)
 Ironers
 Folders
 Packers

 IE Manager / In-charge
 Senior IEs / Work Study Officer
 Junior IEs / Time study officers
 Method Engineers
 Data entry operator
(Dabir)

 Quality Assurance Manager
(Dabir)
 Asst Managers
 Sectional in-charges
 Quality Controller
 Quality inspectors
 Quality auditors

Natural fibers Man-made fibers
(Dabir)
Vegetable fibers
Animal fibers
Mineral fibers
•Cotton
•Jute
•Coconut
•Flax
•Hemp
•Ramie
•Wool
•Silk
•Cashmere
•Mohair
•Camel
•Alpaca
•Asbestos
Natural polymers
Synthetic polymers
Inorganic
•Viscose
•Modal
•Rubber
•Alginate
•Triacetate
•Polyester
•Nylon
•Acrylic
•olyethylene
•Glass
•Carbon
•Metal
Fibers
Fiber classification…

(Dabir)
Yarn manufacturing….
Spun yarn
Spun yarns are made by mechanical assembly and twisting together (spinning)
of staple fibers.
Multi-filament yarn
A multi-filament yarn is a filament yarn made from multiple filaments
assembled with or without twist.
Monofilament yarn
A monofilament yarn consists of only a single continuous filament

(Dabir)
Yarn manufacturing….
Assembled yarns
Two or more yarns which are wound side by side on to the same package, but
without twisting around each other, are called assembled yarns.
Folded or plied yarns
Folded or plied yarns are yarns made by twisting together two or more single
(and/or folded) yarns of the same or different types.

(Dabir)
Yarn Twist….
“S” Twist “Z” Twist

Fabric Manufacturing
Fabrics can be manufactured in three basic ways namely,
(Dabir)
1. Woven
2. Knitted
3. Non-woven

Woven construction…..
(Dabir)

Knit construction…..
(Dabir)

Stitch types
As per the ISO classification there are 6 stitch types.
(Dabir)
Class 100 - Chain Stitch
Each loop is interconnected with the following loop of the same thread.
Opposite sides of the seam look different. This stitch type can be very easily
unpicked by running back from the last stitch to the first. The seam is
generally quite extensible. It is often used for temporary stitching.

Single thread chain stitch using one needle thread and one blind lopper
Typical uses; Basting, Bag closing, Hat construction, and Buttonsew
(Dabir)
101 class

(Dabir)
103 class
Single Thread Chainstitches Using One Needle Thread and One Blind
Looper
Typical uses; Blindstitch Hem on Cuffs, Bottoms, etc.

(Dabir)
104 class
Single Thread Chainstitches Using One Needle Thread and One Blind
Looper
Typical uses; Embroidery, Blindstitch Hem on Cuffs, Bottoms, etc

(Dabir)
Class 200 - Hand Stitch
Formed by single threads being passed completely from one side of the
material to the other. The thread is held by the material. Originally made by
hand, some of them can now also be formed by machine.
202 class
Single Thread Hand Stitch Using One Needle Thread
Typical uses; Basting, Tacking and Repairs

(Dabir)
205 class
Single Thread Stitch Using One Needle Thread
Typical uses; "Pick Stitch" Topstitch

(Dabir)
Class 300 - Lock Stitch
Formed by two different thread systems. A needle thread introduced
from one side of the material is interlaced with an under thread
supplied from a spool from the other side. The stitch is difficult to
unpick and both sides have the same appearance. Generally, lock
stitches are less extensible than chain stitch seams. This type finds the
widest application.
Two or more thread lock stitch using needle threads and one bobbing
thread

(Dabir)
301 class
Two Thread Lockstitch Using One Needle Thread and One Hook (bobbin)
Thread
Typical uses; General Seaming, Topstitching, etc.

(Dabir)
304 Class
Two Thread Zig Zag Lockstitch Using One Needle Thread and One Hook
(bobbin) Thread
Typical uses; General Seaming, Topstitching, Coverstitching, Knits or
Wovens where moderate stretch or greater coverage is required

306 Class
Two thread – Blind stitch
Two Thread Lockstitch Blindstitch Using One Needle Thread and
One Hook (bobbin) Thread
Typical uses; Hemming or Seaming Lining to Shell Fabric
(Dabir)

Class 400 - Multi thread chain stitch
This also formed from two thread systems. The loops of the needle thread are
drawn all the way through the material and they are interconnected on the
under side by thread supplied from a looper. Top and bottom sides have a
different appearance. The stitch can easily be unpicked and is quite extensible.
Special applications are elastic cross-over seams, seams in knitted fabrics and
seams which have to be flat.
Multi thread chain stitch using one or more needles thread and one
or more loppers thread
(Dabir)

401 class
Two thread – seaming multiple plies with moderate stretch
Two thread chain stitch using one needle thread and one lopper thread
Typical uses; Knit Seaming, Woven Lap-seams, etc
(Dabir)

406 class
Three Thread Chainstitch Using Two Needle Threads and One Looper
Thread
Typical uses; Knit Seaming, Woven Lap-seams, Coverstitching where
greater stretch is required.
(Dabir)

(Dabir)
Class 500 - Overage chain stitch
Overage chain stitches are formed from one or more needle and/or looper
threads. Needle thread loops are taken all the way through the material and
are interconnected with themselves or with another thread. At least one thread
system passes around the edge of the material. Overage stitches of various
types are used to neaten and to bund the cut edges of woven and knitted
materials.
Multi-Thread OverEdge Chainstitches Using Needle Thread(s)
and Looper Thread(s)

502 class
Two Thread Overedge Chainstitch Using One Needle and One Looper
Thread
Typical uses; One Needle, Two Looper Overedge Stitch for Serging (Covering) Raw Edges
(Dabir)

(Dabir)
503 class
Two Thread Overedge Chainstitch Using One Needle and One Looper
Thread
Typical uses; One Needle, Two Looper Overedge Stitch for Serging (Covering) Raw Edges
Thread Cross-over is on the Edge of the Fabric

504 class
Three Thread Overedge Chainstitch Using One Needle and Two Looper
Threads
Typical uses; Overedge stitch for Serging (Covering) Raw Edges and Light Seaming.
Stitch has high elongation along the edge of the fabric
(Dabir)

512 class
Four Thread (Overedge) Mock Safety Stitch Using Two Needle and Two
Looper Threads
Typical uses; Mock Safety Stitch for Seaming Knits and Woven Fabric.
Stitch has a wide bite and Greater Stretch for bulky Knits
Stitch has high elongation along edge of fabric
(Dabir)

514class
Four Thread Overedge Stitch Using Two Needle and Two Looper Threads
Typical uses; Overedge Stitch for Seaming Bulky Knits Stitch has a wide bite and Greater Stretch
for bulky Knits or Loosely Woven Fabrics. Stitch has high elongation along the edge of fabric
(Dabir)

(Dabir)
515class
Four Thread True Safety Stitch Using Two Needle and Two Looper Threads
Stitch combines Fed. Class 401 stitch with Fed. Class 503 stitch
Typical uses; Overedge Stitch for Seaming Knits or Wovens Stitch has a medium bite and
Moderate Stretch for Seaming on Knits or Woven Fabrics. Stitch has medium elongation along
the edge of fabric

(Dabir)
516class
Five Thread True Safety Stitch Using Two Needle and Three Looper Threads
Stitch combines Fed. Class 401 stitch with Fed. Class 504 stitch
Typical uses; Overedge Stitch for Seaming Knits or Wovens
Stitch has a medium bite and Moderate Stretch for Seaming on Knits or
Woven Fabrics. Stitch has medium elongation along the edge of fabric
with better coverage on the fabric edge

(Dabir)
Class 600 - Covering chain stitch
This stitch type is generally formed from three thread systems. The cover
threads lie on the top surface and are held in place by the needle threads
which in turn are interlaced on the back of the seam by the looper threads.
They are used specially for making flat extensible seams in knitted fabrics.
Multi-Thread Coverstitches

(Dabir)
602 class
Four Thread Cover Stitch Using Two Needle and Two Looper Threads
Typical uses; Cover Stitch for Over-stitching Seams, Seaming Stitch
for Hemming on Knits, Decorative Stitch for Knits and Wovens

(Dabir)
605 class
Five Thread Cover Stitch Using Three Needle and Two Looper Threads
Typical uses; Cover Stitch for Over-stitching Seams, Seaming Stitch for Hemming on Knits,
High Elongation for Foundation Garments Stitch is used for "Butt-Seams" (Joining Raw Edges
Together)

(Dabir)
607 class
Six Thread Cover Stitch Using Four Needle and Two Looper Threads
Typical uses; Cover Stitch for Over-stitching Seams, High Elongation for Foundation Garments
Stitch is used for "Butt-Seams" (Joining Raw Edges Together)

Parts of a Needle Needle points
(Dabir)

Machine types
(Dabir)
Flat bed machine
Raised bed machine
Post bed machine
Cylinder bed machine
Side bed machine

Main Parts of a machine
(Dabir)

Parts of a machine
(Dabir)

Production & Productivity
Production = Output (Products or Services)
Productivity = Output
Input
(Dabir)

(Dabir)
Example –
A potter working 8 hours a day produces
400 pots a month using a wood-fired kiln.
He sells one pot for $ 2.00.
 Let’s assume that as a result of a change in
the method of work he was able to produce
500 pots a month instead of 400 with the
same equipment and hours of work. His
productivity calculated in terms of number
of pots produced will then have increased
by 25%.

 Let us now assume that as a result he was
unable to sell all 500 pots and had to lower
his price from $ 2.00 a pot to $ 1.80 a pot.
If he wants to asses his productivity gain,
the potter may be more interested in using
monetary terms rather than simply the
number of pots produced. He could then
argue that the value of his output used to
be 400 X $ 2 = $ 800 a month and is now
500 X $ 1.80 = $ 900 a month.
His input has not changed. Hence his
productivity gain is $(900 – 800) = 12.50%
(Dabir)
$ 800

What are the Inputs?
(Dabir)
 Land & buildings
 Materials
that can be converted in to products.
 Energy (Power)
electricity, gas, oil, solar power etc.
 Machines & equipment
for operational activities, transport, heating, air conditioning, office
equipment etc.
 Human resources (Manpower)
people who are trained to perform operational activities

The task of Management
The Management of an enterprise is responsible for seeing
that all the INPUTS mentioned above are combined in the
best possible way to achieve the maximum productivity.
(Dabir)
Land & building
Materials
Energy (Power)
Machine &
equipment
Human resources
(manpower)
Management
obtains the facts, plans,
directs, coordinates.
controls, motivates
Products
&
Services

Process of added value
(Dabir)
Input
Land & building
Materials
Energy
Machine & equipment
Manpower
Method
Technical skills
Technology
Willpower
System
Performance
Output
Quality
Cost
Delivery
Money Money + Profit

What is “Management” ?
Plan
1. Target setting.
2. Preparation of the
method of reaching
the target.
(Dabir)
Do
1. Instruction,
communication,
education.
2. Work implementation.
Action
1. Emergency measure.
2. Permanent measure.
Check
1. Checking the target
result.
2. Evaluation.

5S (Seiri, Seiton, Seiso, Seiketsu, Shitsuke)
Sort & remove unnecessary
materials from the work place.
Organize & store materials in an
orderly fashion to allow any worker
to take out a material in need quickly.
Keep tools or equipment in a
constantly clean condition to create
a neatly arranged work place.
Maintain the environment in which
everything is clearly observed by
retaining seiri, seiton & seiso.
Train workers so they control
themselves to carry out predetermined
activities in a predetermined manner.
(Dabir)

The “Johari Window”
Personal awareness divided into four different types -
Me (controller)
known unknown
(Dabir)
Others
unknown known
Open Blind
Hidden Unknown

Ineffective time as a result of
shortcomings of management…..
 Excess product variety.
 Lack of standardization.
(Dabir)
 Design changes.
 Bad planning.
 Lack of fabric & accessories.
 Badly maintained machines.
 Accidents.
 Poor service.
 Lack of motivation.

Ineffective time within the control of the
operator….
 Absence, lateness, laziness.
(Dabir)
 Talking.
 Carelessness.
 Accidents due to carelessness.

Cost & Price of a garment
Profit
General
overheads
and
administration
cost
Operational
overheads
(Dabir)
Price
Total
cost
Total
operational
cost
Prime cost
Direct
materials
Direct
labor

Productivity & Work Study
Definition of Work Study –
Work Study is the systematic
examination of the methods of
carrying on activities so as to improve
the effective use of resources and to
set up standards of performance for
the activities being carried out.
(Dabir)

Objectives of Work Study -
 Simplify or modify the operation to reduce unnecessary work.
 Increase production and productivity.
(Dabir)
 Setting time standards.
 Reduce cost by most effective usage of inputs.
 Improvement of conditions, which involve an element of
excessive fatigue or danger.
 Improve quality.
 Evaluation of human work.

How the total time of a job is made up
(Dabir)
Basic work content of product
and operation.
Ineffective time
resulting from
human resources
contribution. (C)
Work content added by inefficient
methods of manufacture or
Operation (B)
Work content added
by poor product
design or material
utilization. (A)
Basic work content Total ineffective time
Total time of operation under existing conditions
Basic work content – is the irreducible minimum time theoretically required to produce
one unit of out put.
A – Poor design and frequent design changes / Waste of materials / Incorrect quality
standards.
B - Poor layout & utilization of space / Inadequate materials handling / Frequent
stoppages as production changes from one product to another / Ineffective method
of work / Poor planning of inventory / Frequent breakdown of machines &
equipments.
C – Absenteeism & lateness / Poor workmanship / Accidents & occupational hazards.

Basic work content
Poor design & frequent
design changes
Waste of materials
Incorrect quality
standards
Poor layout & utilization
of space
Inadequate materials
handling
Frequent stoppages as
production changes
Ineffective methods of
work
Poor planning of
inventory
Frequent breakdowns
of machines & equipment
Absenteeism & lateness
Poor workmanship
Accidents & occupational
hazards
Product development – reduces work content due to poor
design
Proper materials utilization – reduces & utilizes waste
Quality control – ensures proper standards and
inspection methods
Better layout & process planning – reduces unnecessary
movements
Materials handling – adapted to activity, reduces time &
effort
Production planning & control – reduces ineffective time
Method study of an activity – reduces work content due
to Poor methods of work
Inventory control – defines appropriate & most
economical inventory levels
Preventive maintenance – ensures long life & continuous
run of machines & equipments
Proper management & personnel policy – can create a
satisfying working environment
Training – can develop appropriate skills
Better working conditions – improves morale & reduces
absenteeism
Total time if
all techniques
perfectly applied
Ineffective time
totally eliminated
if all techniques
perfectly applied
How Management techniques can reduce
ineffective time

Why Work Study is valuable?
1. It is a means of raising the productivity of a plant or
operating unit by the re organization of work, a method
which normally involves little or no capital expenditure on
facilities & equipment.
2. It is systematic. This ensures that no factor effecting the
efficiency of an operation is overlooked, whether in
analyzing the original practices or in developing the new,
and that all the facts about the operation are available.
3. It is the most accurate means yet evolved of setting
standards of performance, on which the effective planning
& control of production depends.
4. It can contribute to the improvement of safety & working
conditions at work by exposing hazardous operations &
developing safer methods of performing operations.
(Dabir)

Why Work Study is valuable?
5. The savings resulting from properly applied work study
start at once and continue as long as the operation
continues in the improved form.
6. It is a “tool” which can be applied everywhere. It can be
used with success wherever work is done or plant is
operated, not only in manufacturing shops but also in
offices, stores, laboratories and service industries such as
wholesale & retail distribution & restaurants, and on
farms.
7. It is relatively cheap & easy to apply.
8. It is one of the most penetrating tools of investigation
available to management. This makes it an excellent
weapon for starting an attack on inefficiency in any
organization since, in investigating one set of problems, the
weaknesses of all the other functions affecting them will
gradually be laid bare.
(Dabir)

History of Work Study
 Walter of Henley (13th century)
Henley was the first practitioner of Work Study. He was an
English farmer. He studied about farming methods & how to
improve them. He wrote a letter to his son describing how to
improve farming methods.
 Frederick Winslow Taylor (1856 – 1915)
Taylor, was an American mechanical engineer who sought to
improve industrial efficiency. He is regarded as the “Father of
scientific management”, and was one of the first management
consultants. He broke the job into elements and timed these
with stopwatch. Based on these times he worked out a
bonus system. His major principle was “a fair days work for a
fair days pay”.
(Dabir)

History of Work Study
In between the eras of Henley &
Taylor, several others also discussed
about work study practices. They are,
 Leonardo Da Vinci (1452 – 1519)
 Perronnet & Pins (1760)
 Charles Babbage (1791 – 1832)
 Boulton & Sons (1800)
(Dabir)

Qualities of Work Study practitioner
 Education – with matriculation, better still
a university education, preferably in the
engineering or business fields.
(Dabir)
Personal qualities –
 Sincerity & honesty
 Enthusiasm
 Interest in & sympathy with people
 Tact
 Good appearance
 Self confidence

Techniques of Work Study
Work Study
(Dabir)
Method Study
(better way to do
the job)
Work Measurement
(time it takes to
do the job)
Higher productivity

METHOD STUDY
Work SMART before working
hard!
(Dabir)

Definition of Method Study –
Method Study is the systematic
recording and critical examination of
ways of doing things in order to make
improvements.
(Dabir)

Objectives of Method Study -
Simplify the task (or eliminate it )
Eliminate unnecessary motions
Reduce inherent work content
Engineer the operation
(Dabir)

Procedure of Method Study
1. Select - the job to be studied
2. Record - by collecting data or direct observation
3. Examine - by challenging purpose, place, sequence & method of work
4. Develop - new method, drawing on contributions of those concerned
5. Evaluate - results of different alternative solutions
6. Define - new method & present it
7. Install - new method & train persons in applying it
8. Maintain - and establish control procedures
(Dabir)

Step 1 - Select
In general, one can select all the operations for
method study. But in actual practice, we should
understand the priorities. There should be a good
reason to select a job for further study.
We should consider three factors when selecting a
job for studies.
 Economical or cost effective consideration
 Technical considerations
 Human considerations
(Dabir)

Step 1 - Select
Cost is the usual basis for selection
Poor use of material, labor or machine capacity, resulting in
high scrap and re-processing cost.
Bad layout or operation planning, resulting unnecessary
movement of material.
(Dabir)
Existence of bottle necks.
Inconsistencies in quality.
High fatiguing work.
Excessive overtime.
Safety issues.
Employees complaints about their work without logical reason.

(Dabir)
Step 2 - Record
Process chart symbols –
Two handed process chart….
Eg. –Drive nail, Drill hole,
type letter etc.
Eg. –Move materials by
truck, hoist/elevator, by
carrying.
Eg. –Bulk storage of raw
material, finished goods in
warehouse, documents in
vault etc.
Eg. –Material in bench
waiting to be processed,
employee waiting for Elevator.
Eg. –Examine material for
quality or quantity, read
steam gauge on boiler etc.

Step 3 - Examine
(Dabir)
Critical Examination –
 Examine the facts as they are, not as they appear to be.
 Do not be influenced by preconceived ideas.
 Challenge all aspects of the problem.
 Avoid hasty judgments.
 Do not ignore small details.
 Put aside “hunches” or “bright ideas”.
 Do not consider new methods until the existing method has been
examined.

Step 3 - Examine
Examination procedure –
 PURPOSE – of the operation
 PLACE – where it is carried out
 SEQUENCE– in which it is performed
 PERSON – who is doing it
 MEANS – by which it is carried out
(Dabir)

Step 3 - Examine
Primary questions Secondary questions
(Dabir)
Questioning technique –
Purpose - What is done? What else might be done?
Why is it done? What should be done?
Place - Where is it done? Where else might it be done?
Why is it done there? Where should it be done?
Sequence - When is it done? When might it be done?
Why is it done then? When should it be done?
Person - Who does it? Who else might do it?
Why does that Who should do it?
person do it?
Means - How is it done? How else might it be done?
Why is it done that How should it be done?
way?

Step 3 - Examine
Primary questions Secondary questions
(Dabir)
Purpose
Place
Sequence
Person
Means
What is done?
Why is it done?
Where is it done?
Why is it done there?
When is it done?
Why is it done then?
Who does it?
Why does that person
do it?
How is it done?
Why is it done that way?
What else might be done?
What should be done?
Where else might it be done?
Where should it be done?
When might it be done?
When should it be done?
Who else might do it?
Who should do it?
How else might it be done?
How should it be done?

Motion economy…..
• Reduce the number of motions
• Reduce the distances moved
• Reduce precision
• Reduce eye shift
• Simplify grasps
• Toss dispose rather than place dispose
• Best use of both hands
• Encourage rhythm
• Promote natural posture & movement
(Dabir)

Principles of Motion economy
 Use of human body
 Arrangement of work place
 Design of tools & equipment
(Dabir)

Use of human body
(Dabir)
 Both hands same time.
 Both hands not be idle.
 Motions of arms - symmetrical & simultaneous.
 Continuous curved movements are preferred.
 Eye movements are confined to a comfortable area, without
the need for frequent changes of focus.
 Eye - hand co-ordination.
 Order of movement – natural & rhythmic.
 Hand & body motions - lowest classification.

Classification of Movements
Class Pivot Body member(s) moved
(Dabir)
1. Knuckle Fingers
2. Wrist Hand, Fingers
3. Elbow Forearm, Hand, Fingers
4. Shoulder Upper arm, Forearm, Hand, Fingers
5. Trunk Torso, Upper arm, Forearm, Hand, Fingers

Arrangement of work place
(Dabir)
 Definite & fixed locations
 Pre-position - reduce search
 Gravity feed
 Tools & material - close to the worker as possible
 Tools & material - best sequence of motion
 Drop deliveries - wherever possible
 Chair - height of the work place & comfort
 Color - contrast with that of the work & reduce eye fatigue.

Design of tools & equipment
 Relieved holding by hand - jig, fixture, device
(Dabir)
 Combined tools
 Inherent capabilities of the finger
 Placement of levers, crossbars, hand wheels -
least change in the body position

Normal working area
(Dabir)

Maximum working area
(Dabir)
Left hand
maximum
working
area
Right hand
maximum
working
area
Normal
working
area
Normal
working
area

Essential steps in teaching a new method
1. The operator must be focused upon what is to be
(Dabir)
learned
2. The method must be demonstrated and
explained.
3. The operator must be allowed to practice.
4. Constant correction of faults
5. Operator must persevere

WORK MEASUREMENT
(Dabir)

Definition of Work Measurement –
Work Measurement is the application
of techniques designed to establish
the time for a qualified worker to carry
out a task at a defined rate of
working.
(Dabir)

Objectives of Work Measurement -
 Measure work content
 Determine the time
 Key to Scientific Management
(Dabir)

Advantages of Work Measurement -
(Dabir)
 Set Targets
 Calculate Efficiency
 Determine Cost
 Manpower Allocation
 Production Planning & Control
 Incentive Schemes

Work Measurement Techniques
(Dabir)
 Time Study
- Directly observing an Operator
 Pre-determined Motion Time Systems (PMTS)
- Analyzing the Motions used to carryout the
activity
 Analysis of Past Records
- Using Previous records/ studies available in
the factory

Time Study
Definition of Time Study –
Time study is a work measurement
technique for recording the times of
performing a certain specific job or it’s
elements carried out under specified
conditions, and for analyzing the data so as
to obtain the time necessary for an operator
to carry it out at a defined rate of
performance.
(Dabir)

Steps in Time Study
1. Obtaining & recording all the information available about the job, the
operative & surrounding conditions which is likely to affect the carrying out
of the work.
2. Recording a complete description of the method, breaking down the
(Dabir)
operation into elements.
3. Examining the detailed breakdown to ensure that the most effective method
& motions are being used, and determining the sample size.
4. Measuring with a timing device (stop watch) and recording the time taken by
the operator to perform each element of the operation.
5. At the same time assessing the effective speed of working of the operator
relative to the observer’s concept of the rate corresponding to standard
rating.
6. Convert the observed times to basic times.
7. Adding necessary allowances to the basic time.
8. Determining the standard time for the operation.

What is “Element”?
An element is a distinct part of a
specified job selected for convenience
of observation, measurement and
analysis.
(Dabir)

Why break the operation into elements?
 To give a systematic, detailed specification of work.
 To identify subsequent omissions or insertions of elements.
 Operator may not work at the same pace throughout the
(Dabir)
operation.
 To extract the time for certain parts.
 To keep the concentration of the time study officer.

How elements are selected?
 Easily identifiable beginnings and endings.
(Dabir)
(break points)
 As short as can be conveniently timed.
(between 6-30 sec.)
 Represent naturally unified distinct segment of
operation.
 Separate machine and manual elements if possible.
 Elements which do not occur every cycle should be
timed separately.

Types of Elements
 Repetitive element is an element which occurs in every work cycle of
(Dabir)
an operation.
 Occasional element is an element which does not occur in every work
cycle of an operation but which may occur at regular or irregular
intervals.
 Constant element is an element for which the basic time remains
constant whenever it is performed.
 Variable element is an element for which the basic time varies in
relation to some characteristics of the product, equipment or process.
 Manual element is an element performed by a worker.
 Machine element is an element performed automatically by any
process, physical, chemical or otherwise, that once started can not be
influenced by a worker except to terminate it prematurely.
 Governing element is an element occupying a longer time within a work
cycle than that of any other element which is being performed
concurrently.
 Foreign element is an element observed which does not form a part of
the operations being studied.

Equipments needed for Time Study
(Dabir)
 Stop watch.
 Study board.
 Time study forms.
 Pen.
 Calculator.

Approach to the worker…..
 First approach the Supervisor before the Operator.
(Dabir)
 Always be polite.
 Ask permission to do the study.
 Stand in full view of the operator.
 Thank the operator once the test is completed.
 Make the operator feel relaxed.

Before starting a time study……
 Method study should be done.
 Method should produce the required quality.
 For new methods plenty of time should give to settle down.
 Operator should be rate between 70%-110%.
 Inform the supervisor before start.
 Operator should not be disturbed during the study.
 Ensure operator gets enough supply.
When doing a time study……
 Stand diagonally behind the operator about 1.5-2.0 meters
 Take more than 20 observations
 Record relevant details about the method and the machine
(Dabir)

Rating
Rating = Observed Rating x 100%
Standard Rating
(Dabir)
Standard Rating –
The pace at which a Qualified worker perform a task.
(Standard Rating = 100)

(Dabir)
 Why need Rating?
- Standard Worker is not available all the time.
- Different people take different times.
- To compare the observed worker with a Qualified
worker.
- To convert the observed time to a time a Qualified
worker would likely to take.
 Disadvantages of Rating
- It is an assessment, not a measurement.
- It is subjective.
- Needs experience to do rating.

How Rating can be done….
1. Establish in mind how Standard worker
(Dabir)
should work.
2. Compare the effectiveness of the observed
worker with standard worker in terms of,
 Skill - The techniques apply to perform the job.
 Effort - Expression of the will to work efficiently.

How to assess Skill….
(Dabir)
Symptoms of skilled work
 Avoidance of all unnecessary motions.
 Shortest path of movements.
 Sureness of touch and methods.
 Smooth rather than jerky movements.
 Consistently stick to the best method.
 Consistent cycle times.
 Intelligent anticipation of the next move.
Symptoms of poor skill
 Lack of rhythm.
 Inconsistency.
 Jerky Movements.

How to assess Effort….
(Dabir)
Symptoms of Good effort
 Steadiness.
 Continuity.
Symptoms of poor effort
 Low Speed of movement.
 Frequent small pauses.
 Effort to make the work harder than what it is.
 Laziness.

Standard worker (Qualified worker)
A qualified worker is one who has acquired the
skill, knowledge and other attributes to carryout
the work in hand to satisfactory standards of
quantity, quality and safety.
Qualities of a Qualified worker –
 Achieves smooth & consistent movements.
(Dabir)
 Acquires rhythm.
 Responds more rapidly to signals.
 Anticipates difficulties and is more ready to overcome them
 Carries out the task without giving the appearance of
conscious attention, and is therefore more relaxed.

(Dabir)
Ratings….
Observed rating Speed
50 Very slow – no interest.
75 Steady – unhurried.
100 Brisk – business like.
125 Very fast – above average.
150 Outstanding – unusual.

Standard Minute Value (SMV)
(Dabir)
Definition –
SMV is the time taken by a qualified
worker to perform a specified task in a
defined level of performance.

SMV = Basic time + Allowances
Basic time = Observed time X Rating
(Dabir)

(Dabir)
Allowances….
Personal
needs
Basic
fatigue
Fixed
allowances
Variable
allowances
Stress & strain
Environmental
Relaxation
allowances
Contingency
allowances
Policy
allowances
Special
allowances
Total
allowances

Relaxation allowances
Relaxation allowance is an addition to the basic time
intended to provide the worker with the opportunity to
recover from the physiological and psychological effects of
carrying out specified work under special conditions and to
allow attention to personal needs. The amount of allowance
will depend on the nature of the job.
Relaxation allowances are divided in to two categories,
(Dabir)
1. Fixed allowances
 Personal needs (drinking, going to toilet, washing etc.)
 Basic fatigue (always a constant, given to relieve fatigue)
2. Variable allowances (due to poor environmental conditions,
added stress & strain etc.)

Contingency allowances
A contingency allowance is a small allowance of
time which may be included in a standard time to
meet legitimate and expected items of work or
delays, the precise measurement of which is
uneconomical because of their infrequent or
irregular occurrence.
This allowance is for small unavoidable delays occur during
work.
(Dabir)

Policy allowances
A policy allowance is an increment, other than
bonus increment, applied to standard time (or to
some constituent part of it) to provide a
satisfactory level of earnings for a specified level of
performance under exceptional circumstances.
Special Allowances
Special allowances maybe given for any activities
which are not normally part of the operation cycle
but which are essential to the satisfactory
performance of the work.
(Dabir)

A Typical Machinist’s Day
(Dabir)
Total attending time (540 min)
Total working time (480 min)
Total on standard time (450 min)
Total basic time (383 min)
Total sewing
time (96 min)
Lunch break
Non productive time
Allowances
Handling time

Uses of SMV
 To calculate the individual operator targets.
 To calculate the section targets.
 For manning power allocation.
(Dabir)
 For product costing.
 For production Planning.
 Evaluate the performances.
 For set the Incentive levels.

SMV related calculations
Target calculation
100% Individual target per hour = 60 min
(Dabir)
Operation SMV
70% Individual target per hour = 60 min X 70%
Operation SMV
100% Individual target per day = Working hrs X 60 min
Operation SMV
70% Individual target per day = Working hrs X 60 min X 70%
Operation SMV

Efficiency calculation
Overall Efficiency = Produced minutes X 100
Used minutes
On standard Efficiency = Produced minutes X100
(Used minutes – Non productive time)
Produced minutes = Produced quantity X SMV
Used minutes = Manpower X Working hrs. X 60 min.
(Dabir)
Non productive time ???

What is “Non productive time” ?
The time a machinist loses which is outside
of her control.
Non productive time (Loss time) categories –
(Dabir)
 No style allocation
 Pilot delay / approval delay
 Non availability of cut panels & accessories
 Machine breakdown / non availability of machines
 Power /Electricity failure
 Embroidery / printing delay
 Cutting mistakes / Quality issues
 Meetings

Load = Amount of work to be done.
Load = SMV X Number of Garments
Capacity = Amount of work that can be done.
Capacity = Number of X Working X Running
workers minutes efficiency
(Dabir)
Normal situation,
Load = or < Capacity

ACTIVITY SAMPLING
(Dabir)

Definition of Activity sampling -
Activity Sampling is a method of
finding the percentage occurrence of a
certain activity by statistical sampling
and random observations.
(Dabir)

What are the “Productive” and
“Non productive” activities in
Sewing section?
(Dabir)

Objectives of Activity sampling -
 To asses the proportion of time spent on
(Dabir)
particular activity.
 To asses the idle time of machine or
operation.
 To find out where to improve.
 For the time standards.

Calculations of Activity Sampling
Calculating the number of observations
required for the final study –
N = 4P (100 – P)
L
N - Minimum Number of observations
(Dabir)
required
P - Maximum percentage occurrence
calculated from the pilot study
L - Error limit
2

Calculations of Activity Sampling
Calculating the likely ranges of each activity
percentage –
L = P (100 – P)
N
L - Likely range
P - Percentage occurrence of the activity
N - Total number of observations of final
(Dabir)
study

Advantages of Activity sampling -
 It requires fewer man hours and costs less than Time Study.
 Observations may take place over days or weeks, thus
decreasing the effects of day to day or week to week
variations.
 It provides management with an accurate reflection of factors
(Dabir)
that affect production.
 The observer does not need to be a specially trained Work
Study Officer.
 Activity Sampling can be interrupted at any time, without
affecting the results.
 It usually requires less time to calculate the results.

Disadvantages of Activity sampling -
• It is not economical to study a single
worker or machine.
• Due to its nature it does not require very
fine breakdown of the operations as in
time study.
• Because it does not record the details, if
the operator changes the method the
study becomes useless
(Dabir)

Line Balancing
(Dabir)

Operation Breakdown
Operation Machine SMV
A s/n 0.44
B s/n 0.25
C Helper 0.36
D s/n 0.75
E o/l 0.66
F s/n 0.28
G f/l 0.88
H b/t 0.42
Total smv 4.04
(Dabir)

OR,
(Dabir)
Basic pitch time (BPT) =
Total SMV
Allocated manpower
Basic pitch time (BPT) =
60 min
100% line target per hour

Standard formulas to calculate UCL & LCL -
(Dabir)
Upper control limit (UCL) =
Basic pitch time
Planned organization efficiency
Lower control limit (LCL) = (2 X Basic pitch time) – Upper control limit
Basic way to calculate UCL & LCL -
Upper control limit (UCL) = Basic pitch time + 5% of Basic pitch time
Lower control limit (LCL) = Basic pitch time – 5% of Basic pitch time

(Dabir)
0.56
0.54
0.52
0.50
0.48
0.46
0.44
0.42
Bottle neck process
A B C D E F G H I J K L M N O P Q R S T U V W X Y Z
Operation (in the order of process)
Allocated work (time)
UCL
BPT
LCL
Typical pitch diagram -

Process analysis table
(Garment tree)
(Dabir)

Symbols used for process analysis table -
(Dabir)
Single needle lock stitch
machine work.
Work of special purpose
sewing machines.
Iron & hand work.
Press work.
Quantity inspection.
Quality inspection.
Quantity & quality inspection.
(mainly quantity inspection)
Quality & quantity inspection.
(mainly quality inspection)
Storage of product parts.
Storage of finished products.

How to make process analysis table -
Name of the material part
Net processing time / SMV Process name
(Dabir)
(Machine type, Attachment &
work aid names)
1
Process number
Process symbol

(Dabir)
Example -
Coin pocket
0.20 min Sew hem
(SNLS, 1/4 CR gage foot) 1

Incentive schemes
(Dabir)

Principles of an Incentive scheme
1. Scheme should be easily understood.
2. The reward must be related to effort.
3. Must be just to the employer and employee.
4. Must be a mutual agreement.
(Dabir)
5. No limits on earnings.
6. The standard times must remain fixed (if the methods are
same)
7. All standards and targets should be attainable.
8. Incentive should not be affected by matters outside the
employee’s control

Principles of an Incentive scheme
9. Workers must understand the scheme.
10. Scheme should provide penalties for sub standard or spoiled
(Dabir)
work.
11. Scheme should assist supervision.
12. Scheme should conform to any national, local, or trade
agreements.
13. Should include indirect workers and supervisors.
14. Should motivate the operators to work at incentive pace.
15. A guaranteed minimum wage.

Conditions for installing an Incentive
scheme
 Standard Times must be accurate and consistent.
(Dabir)
 Sufficient Work in Progress.
 Incentive schemes do not solve production problems.
 All other systems should be running smoothly.
 Bonus payments should be made over as short period as possible.
 Bonus should not be paid unless earned.
 If basic wage increases so must the bonus earnings.

Continue with your practical
exercises….
Thank you!

Work study presentation

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