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 a defined rate necessary for an operator to carry out at a defined rate

of performance.

� 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� Continuous

These watches may be used any of the following time scales

Seconds

Decimal minutes

Decimal hours

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 � A complaint has been received from a worker or worker’s representative about the time standard for an operation.

� A particular operation appears to be a “bottleneck” holding up subsequent operations and possibly previous operations.

� Standard times are required before an incentive scheme is introduced.

� A piece of equipment appears to be idle for an excessive time or its output is low, and it therefore becomes necessary to investigate the method of its use.

� The job needs studying as a preliminary to marking a method study, or to to marking a method study, or to compare the efficiency of two proposed methods.

� The cost of a particular job appears to be evidenced by a pareto type of analysis.

� Before starting the study, there are a number of points to be observed in relation to the approach to the worker and the job he is doing.

� 1. Make sure the job has been method studied. Especially where the standard time is to be used for incentive purposes.

� 2. in an organisation where time study has never been used before, supervision and worker representatives should be told the never been used before, supervision and worker representatives should be told the reasons for the study programme and given and insight into tie study procedure.

� 3. It is good policy to ask the supervisor or workers representatives to be studied. The worker should be a competent steady person with an average rate of workig.

� 4. the worker should be told the reasons for the study. Why he has been selected and asked to work at his normal pace explaining any problems that may arise during the time the study is taken.

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

� 6. when making the study the observer should take a position where he can see the whole of the job being performed. This is generally to take a position where he can see the whole of the job being performed. This is generally to the side of the operator, slightly to the rear and approximately 6 feet away. No attempt should be made to carry out timing from a concealed position, without the operators knowledge or with the watch in the pocket.

� 7. the observer should take a comfortable standing position for the duration of the study.

� Rating

� Rating is a technique used to assess the speed and “effectiveness” of an operator.speed and “effectiveness” of an operator.

� Consider may take into account� Speed of movement

� Effort

� Effectiveness

� etc.

� How accurate is rating?

� Rating is subjective and relies on the skill of the observer carrying out the rating exercise and the observer’s concept of the rate of working relative to a standard of 100%.

Element� An element is a distinct part of a specified job

selected for convenient of observation. Measurement and analysis.

� Breaking down the job in to elements:� Elements should be easily identified, with

definite beginnings and endings so that, once definite beginnings and endings so that, once established. They can be repeatedly recognized. The point at which one element ends and another begins is called break point. Breakpoints must be decided by the work study officer when he divides the work cycle into elements.

� All breakpoints can be recognised by a sound or by a change of direction of a hand or arm.

� Elements should be as short as can be conveniently timed by a trained observer, but should not be less than 0.10 minutes and more than 0.50 minutes.

� Manual elements should be separated from machine elements for future use as synthetic data.synthetic data.

� Short elements should be next to long elements.

Reasons for breaking down the job into elements

� Variations in speed, pace and effort which an operator 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 � 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 separated form unproductive work.

� To enable a detailed job specification to be produced.

SMV� SMV – time that is allowed to perform

the job satisfactory.

� SMV = Basic time + Allowances

� Standard Minute Value� Standard Minute Value

�

SMV = B.T + Allowances

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:� Calculated as follows:

� Basic time = observed time * observed rating100

(BT = Observed time * Observed Rating = A constant)

100

� 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*125

100 100 100 100

= 0.6 0.6 0.6 0.6 = 0.6 0.6 0.6 0.6

Types of allowances

� 1. Relaxation Allowances

� Personal needs

� This allowance provides for the necessity to leave the workplace to attend to personal needs such as washing, going to the lavatory or fetching a drink

� Common figures are from 5 to 7 percent of � Common figures are from 5 to 7 percent of basic time.

� Basic fatigue

� This allowance, always a constant is given to take account of the energy expended while carrying out work and to alleviate monotony.

� A common figure is 4 percent of basic time.

� 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.or irregular occurrence.

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%Twin needle lockstitch 14%

Three thread overlock 7%

Four thread overlock 9%

Five thread overlock 11%

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 Allowances3. 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%

SMV calculationElement descriptionElement description Obser Obser

ratingratingObser. Obser. timetime

Basic Basic TimeTime

Freq.Freq. Basic Basic Time/GTime/Gmtmt

Get bundle and sort Get bundle and sort partsparts

9595 0.320.32 0.3040.304 1/301/30 0.0100.010

Match pocket flap to Match pocket flap to 105105 0.110.11 0.1160.116 1/11/1 0.1160.116Match pocket flap to Match pocket flap to lininglining

105105 0.110.11 0.1160.116 1/11/1 0.1160.116

Sew round flapSew round flap 100100 0.480.48 0.4800.480 1/11/1 0.4800.480

Trim threads and turn Trim threads and turn out flapout flap

5858 0.350.35 0.2980.298 1/11/1 0.2980.298

Top stitch flapTop stitch flap 9090 0.560.56 0.5040.504 1/11/1 0.5040.504

Close bundle and Close bundle and place asideplace aside

110110 0.230.23 0.2530.253 1/301/30 0.0080.008

TotalTotal 1.4161.416

� Total basic time/garment (brought forward) 1.416

Add machine attention allowances 7%

7% fo (0.480 + 0.504) = 0.07 x 0.984 = 0.0690.069

Basic time + MAA (1.416 + 0.069) 1.485

Add personal needs and relaxation allowances 14%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)

Productivity � The need to improve productivity is necessary within

any business facing competition on price or lack of profitability …it is continual process.

� What is productivity? � What is productivity?

� There is a basic formula for the calculation on productivity

Productivity = output

input (resources)

� Productivity is often confused with higher production. Higher production does not necessarily mean higher productivity.

� Production can rise without an increase in � Production can rise without an increase in productivity, if input costs rise disproportionately.

Higher productivity can be improved by having:

� Same out put with lower input

Or

� By producing higher output with same input

Or Or

� Producing higher output with lower input.

Ways of improving

productivity� Product enhancements

� Design innovations

� Standardizing design

� Investing in training and the development of employees.

� Investing in better plant and equipment.

� Management – Worker� Management – Worker� Improving the planning or work

� Improving methods of production

� Effective worker selection process

Ways of improving productivity� improving worker effectiveness

� Providing workers with adequate training

� Improving morale

� Rewarding success� Rewarding success

� Improving attendance levels

� Reducing labour turnover

� Effective communications

� Measuring the performance.

� Monitoring the KPI’s against proven established standard.

Work Study� Work study may be defined as a collection

of techniques with integral communication process that are used to examine and record the work that people are doing with the objective of optimising the skills and efforts of the people employed as individuals or of the people employed as individuals or groups.

Work study-

Work study Sets the standard

Wants low smvCEOSales

Accountscosting

Wants high SMVQuality

ProductionSupervisors

workers

0%

Work study

Method improvement Time standard

Work Study

Method Study Work measurement

GSD� Definition:

� GSD is a technique for methods analysis and the setting of time standards for the sewn products industries.

� GSD was developed using MTM core data, to provide a consistent, accurate and easy to understand, easy to communicate, methods analysis and time standards determination technique. It was designed specifically for the sewn products designed specifically for the sewn products industries, and was researched and developed within these industries.

� The final system consists of 36 items of data in 7 categories with simple retrieval codes for ease of application and understanding. Each data has a constant TMU value. There is also a system of sewing code derivation within the system and sewing formulae to facilitate the calculation of machine time.

MTM Core Data� Researchers from the UK MTM association

and methods workshop, now GSD (corporate) limited, developed a new PMTS called MTM core data.

� Definition: MTM core data is a flexible, multilevel, predetermined motion time multilevel, predetermined motion time system that can be entered at any level in order to achieve the level of accuracy required by the user.

Get and Put data

GET

Reach - GraspReach - Grasp

PUT

Move - Locate - Release

Data System Concept � 1. Obtain part or parts and match

� 2. Pre-form and/or put parts(s) to machine foot.

� Sew parts together with alignments/adjustments and/or the addition of parts between sewing and/or the addition of parts between sewing bursts.

� 4. trimming of threads or detaching work from the machine

� 5. putting parts aside.

The main uses of the GSD

system� Costing designs

� Line Balancing

� Investment Appraisal

Pre-production Planning� Pre-production Planning

� Time Standards

� Operator Training

� Methods rationalisation

GSD� GSD also used in the calculation of

� Payment and reward systems

� KPI monitors

� Unit costs� Unit costs

The advantages of the GSD approach to method

and time study

� Methods sensitive

� Your own specification

� Consistent

� Accurate

� Transferable between location� Transferable between location

� Trace ability

� Predictive

� Easy to communicate

� Eliminates the need for performance rating

� Easy to understand

� Designed specifically to the sewn products industries.