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Time Study

What is time study?

Time study is a work measurement technique for

recording the time of performing a certain specific

job or its element carried out under specific

condition and for analyzing the data so as to obtain

the time necessary for an operator to carry out at adefined rate of performance.

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Time study is a method of direct observation.

A trained observer watches the job and

records data as the job is being performed

over a number of cycles.

Time study equipment

the stop watch in general, two types of watch are

used for time study.

Fly back Continuous

These watches may be used any of the following

time scales

Seconds

Decimal minutes

Decimal hours

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Selecting the job

The job in question is a new one, not

previously carried out (new product,component, operation or set of activities)

A change in material or method of working

has been made and a new time standard is

required. A complaint has been received from a

worker or workers representative about the

time standard for an operation.

A particular operation appears to be abottleneck holding up subsequent

operations and possibly previous operations.

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Standard times are required before anincentive scheme is introduced.

A piece of equipment appears to beidle for an excessive time or its outputis low, and it therefore becomesnecessary to investigate the method ofits use.

The job needs studying as apreliminary to marking a methodstudy, or to compare the efficiency oftwo proposed methods.

The cost of a particular job appears tobe evidenced by a pareto type ofanalysis.

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Before starting the study, there are anumber of points to be observed in relationto the approach to the worker and the job he

is doing. 1. Make sure the job has been method

studied. Especially where the standard timeis to be used for incentive purposes.

2. in an organisation where time study has

never been used before, supervision andworker representatives should be told thereasons for the study programme and givenand insight into tie study procedure.

3. It is good policy to ask the supervisor orworkers representatives to be studied. Theworker should be a competent steadyperson with an average rate of workig.

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4. the worker should be told the reasons forthe study. Why he has been selected andasked to work at his normal pace explaining

any problems that may arise during the timethe study is taken.

5. workers should be allowed plenty of timeto settle down to new methods.

6. when making the study the observer

should take a position where he can see thewhole of the job being performed. This isgenerally to the side of the operator, slightlyto the rear and approximately 6 feet away.No attempt should be made to carry outtiming from a concealed position, without theoperators knowledge or with the watch in thepocket.

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7. the observer should take acomfortable standing position for the

duration of the study.

Rating

Rating is a technique used to assessthe speed and effectiveness of anoperator.

Consider may take into account

Speed of movement Effort

Effectiveness

etc.

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How accurate is rating?

Rating is subjective and relies on

the skill of the observer carryingout the rating exercise and the

observers concept of the rate of

working relative to a standard of100%.

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Element

An element is a distinct part of a specifiedjob selected for convenient of observation.Measurement and analysis.

Breaking down the job in to elements:

Elements should be easily identified, withdefinite beginnings and endings so that,once established. They can be repeatedlyrecognized. The point at which one elementends and another begins is called breakpoint. Breakpoints must be decided by thework study officer when he divides the workcycle into elements.

All breakpoints can be recognised by asound or by a change of direction of a handor arm.

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Elements should be as short as can

be conveniently timed by a trained

observer, but should not be less than0.10 minutes and more than 0.50

minutes.

Manual elements should be separated

from machine elements for future useas synthetic data.

Short elements should be next to long

elements.

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Reasons for breaking down the job into elements

Variations in speed, pace and effort which anoperator works can be more accurately

recorded over short periods of time. There

could be some parts of the work-cycle with

the operator performs better than others.

The more clear-cut the item of work which is

timed, separately, the more readily can an

appropriate fatigue allowance be arrived at

for incorporation with the element.

To ensure that productive work is separatedform unproductive work.

To enable a detailed job specification to be

produced.

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SMV

SMV time that is allowed to perform

the job satisfactory.

SMV = Basic time + Allowances

Standard Minute Value

SMV = B.T + Allowances

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Basic Time

The basic time for the operation is

found by applying concept of rating

to relate the observed to that of a

standard place of working. Calculated as follows:

Basic time = observed time * observed

rating

100(BT = Observed time * Observed Rating = A

constant)

100

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Example..

Rating 50 75 100 125

Observed time 1.2 0.8 0.6 0.5

Basic Time 1.2*50 0.8*75 0.6*100 0.5*125100 100 100 100

= 0.6 0.6 0.6 0.6

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Types of allowances

1. Relaxation Allowances

Personal needs

This allowance provides for the necessity toleave the workplace to attend to personalneeds such as washing, going to the lavatory

or fetching a drink Common figures are from 5 to 7 percent of

basic time.

Basic fatigue

This allowance, always a constant is given totake account of the energy expended whilecarrying out work and to alleviate monotony.

A common figure is 4 percent of basic time.

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Contingency allowances

A contingency allowance is a small

allowance of time which may beincluded 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.

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Machine delay allowances

These are applied to the total basic times

for those elements which are concerned

with the operation of machinery.

Common used as follows:

Single needle lockstitch 9%

Twin needle lockstitch 14%

Three thread overlock 7%

Four thread overlock 9%

Five thread overlock 11%

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Types of allowance

1. relaxation allowance Personal needs (from 5 to 7% of basic

time)

Basic fatigue (4 % of basic time)

2. Contingency Allowances(less than 5 percent)

3. Machine attention Allowances

Single needle lockstitch 9% - 12%

Double needle lockstitch 14% - 17%

Three thread over lock - 7%Four thread over lock - 9%

Five thread over lock -11%

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SMV calculation

Element description Obser

rating

Obser.

time

Basic

Time

Freq. Basic

Time/G

mt

Get bundle and sort

parts95 0.32 0.304 1/30 0.010

Match pocket flap to

lining105 0.11 0.116 1/1 0.116

Sew round flap 100 0.48 0.480 1/1 0.480

Trim threads and turn

out flap

58 0.35 0.298 1/1 0.298

Top stitch flap 90 0.56 0.504 1/1 0.504

Close bundle and

place aside110 0.23 0.253 1/30 0.008

Total 1.416

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Total basic time/garment (brought forward)

1.416

Add machine attention allowances 7%

7% fo (0.480 + 0.504) = 0.07 x 0.984 = 0.069

0.069

Basic time + MAA (1.416 + 0.069)

1.485

Add personal needs and relaxation allowances

14%

14% of 1.485 = 0.14 x 1.485 = 0.208

0.028

Standard minute Value (SMV) =

Basic time + all allowances =

1.485 + 0.208 = 1.693 (SMV)

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Question 1

As a result of a time study exercise the following information isavailable

(BSI. 100 rating used)

Elements Observed Observed

Rating Time(min)1. Obtain and sort bundle 90 0.11

2. Position breast pocket 75 0.16

3. Sew to attach pocket 105 1.02

4. Cut threads and reposition 100 0.05

5. Pickup and position pocket 80 0.15

6. Sew to attach flap 110 0.88

7. Cut threads and aside gmt. 95 0.09

8. Close bundle and write ticket 85 0.17

Additional Information

An 8% allowance is to be applied to all sewing elements to compensate formachine attention.

A 14% relaxation allowance is to be applied to all work.

The average bundle size is 10 garments1. Calculate the standard minute Value (SMV) for one garment.

2. How many garments would you expect to be produced in a 465minute working day. (Briefly explain any assumptions you havemade.)

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Operators Performance rating

Listed bellow are the twenty levels of

performance used in the rating

process. You will note that each

definition has a correspondingpercentage figure. It is this figure that

is used in leveling.

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Production and Efficiency

Calculations

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Production Calculation

Target = 60

(individual) SMV

Line Target = Actual Minutes

Total M/C SMV

Actual Minutes = No. of M/C operators X

working mints efficiency x present %

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Efficiency and Performance

Calculations

Efficiency = Earned Minutes x 100

(of individual) Available minutes

Earned minutes = No. of produced pieces X SMV of that

activity

Available Minutes = Working Minutes

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Example 1

An operator worked for 8 hours on an

activity of having a SMV of 5. She

produced 82 pieces of that activity. What

was her efficiency?

Efficiency = 82 x 5 x 100 = 85.42%8 x 60

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Example 2.An operator worked for 9 hours on activity of

having SMV of 1.21 & 0.80. She produced

195 & 250 of those activities respectively.What was her efficiency?

Efficiency = 195 x 1.21 + 250 x 0.80 x 100

9 x 60= 80.66%

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Line Efficiency = Total Earned Minutes x 100Total Available minutes

Total Earned Minutes = no of produced Gmts. x SMV

of that Gmt.

Total Available Minutes = No of operators x working

minutes.

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Example 3.

A unit of 24 operators produced 400 Gmts.

SMV of Garments is 20 assume a working

day has 480 minutes what was the line

efficiency?

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Line efficiency = 400 * 20 * 100

24 * 480

= 69.79%

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Performance = Earned Minutes * 100

(of individual) Available Minutes * off std

minutes

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E.g. 4

An operator worked for 8 hours on an activity

of having a SMV of 5. She produced 82

pieces of that activity. She had 40 minutes

of stoppage time due to machine

breakdown & power failure. What was her

performance?

Performance = 82 * 5 * 100

( 8 * 60) 40

= 93.18%

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Allowance and Calculation

Personal Needs and Fatigue = 7.5% Other (Standing) = 4.0%

Machine

Type

Allowance

%DNL

SNL/BH

DNC/50L

SNC/30L

BS/BT

Other

17.5

12.5

9.0

7.5

5.0

2.0

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Operation TGT/HR = 60SMV of the operation

Line TargetTGT/Working Time = No of operator * working mints

Total machine SMV

Overall Efficiency = Earned SAH *100

Clock hours

On std Efficiency = Earned SAH *100

Clock HRS Lost HRS

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Production Planning

Load and capacity Planning

Successful planning requires knowledge of

two variables to determine the time

required to manufacture a contract.

Load How much work we are putting on a

section

Capacity How much work a section is

capable of completing

In an ideal situation

>> Load = Capacity

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Load and capacity

LOAD Contract size x Work content

Capacity The amount of work the factory

or section is capable of doing.

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The scheduling rule

Balance load and capacity

Arrange the programme of work so that the

load can be achieved

Use common units standard minutes

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Balancing & Capacity

Load Uncertainty about the

number of garments tobe sold Demand?

Speculation?

Prediction?

Uncertainty about workcontent

Standard minute value

Measured

Estimated

Capacity Uncertainty about the

number of operatorsand performance

Total numbers

Attendance hours

Absenteeism

Performance

Learning curve

Uncertainty about theequipment

Availability

Reliability

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The pre Production plan for the next 13 week

season has provided the following

information.

Style Order qty SMV per gmts Total SMVs

Avon 10000 42

Bar 8000 30

Clyde 24000 20

Dee 12000 65

a) Calculate the average weekly load in standardminutes

b) If the factory employs 80 operators, has 4%absenteeism, works a 40 hour week, has an

efficiency of 8% what is the weekly capacity instandard minutes?

c) Is the factory sufficient capacity to meet the plan?

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The Pre-production plan for the next 13 week season

has provided the following information

Style Order qty SMV per Gmts. Total SMVs

Avon 10000 42 420000

Bar 8000 30 240000

Clyde 24000 20 480000

Dee 12000 65

780000

a) Calculate the average weekly load in standard minutes

1920000sms/13 weeks = 147692 SMs

b) If the factory employs 80 operators, has

4%absenteeism, works a 40 hor week, has a eficiency

of 85%, what is the weekly capacity in SM?80*40*0.96*0.85=156672sms

c) His the Factory sufficient capacity to meet the plan?

Yes