METHOD STUDYA presentation by :Abhishek kumarM/BFT/10/03NATIONAL INSTITUTE OF FASHION TECHNOLOGY, MUMBAI.

METHOD STUDY : AN INTRODUCTION

“The technique that subjects each operation of a given piece of work to close analysis to eliminate every unnecessary element or operation and to approach the quickest and best method of performing each necessary element or operation. It includes the improvement and standardization of methods, equipment, and working conditions: operator training; the determination of standard time; and occasionally devising and administering various incentive plans”

- George Kanawaty (Editor), Introduction to Works Study, Fourth (Revised) Edition, ILO Geneva, 1992

Method study is the systematic recording and critical examination of production, service and business processes in order to make improvements.

Objectives of Method study

Improvement of products and procedures Improvement in the design of plant and

equipment Improvement of plant layout Improvement in the use of men, material and

money Improvement in the flow of production and

process Economy in human effort and reduction of

unnecessary fatigue. Method standardization Improvement in safety standards.

PROCEDURE OF METHOD STUDY

The process is often seen as a linear, described by its main steps of: Select (the work to be studied) Record (all relevant information about that work) Examine (the recorded information) Develop (an improved way of doing things) Install (the new method as standard practice) Maintain (the new standard proactive).

PROCEDURE OF METHOD STUDY

STEP ONE: SELECT THE JOB Economic considerations

o Key profit generatingo Bottleneckso Operations involving repetitive work using great deal

of labouro Movements of materials over long distance

Technical or technological considerations Human considerations

PROCEDURE OF METHOD STUDY

STEP TWO: RECORD FACTS BYBREAKING DOWN JOB INTO SUB-JOBS

Determine the sequence of operations Note down all snags and difficulties and suggestions during interview

and observation. Get all possible information from informal records Information

needed:o the object of the operationo the meanso the place, time and dateo the volume and frequency

Recording techniques :o In narrative formo Flow process chartso Diagramming – layouts, modelso Pre-prepared forms

PROCEDURE OF METHOD STUDY

PROCESS CHARTS USED IN METHOD STUDYOutline process chart:An outline process chart records an overall picture of the process and records only the main events sequence-wise. It considers only the main operations and inspections.

Operation process chart:The basic process chart, called an operation process chart, is understood as a graphic representation of the points at which the materials are introduced into the process and of the sequence of inspections and all operations except those involved in materials handling. It includes information considered desirable for analysis such as time required to carry out the operation and the location.

Flow process chart:Flow process charts are graphic representations of the sequences of all operations, transportation, inspections, delays, delays and storages occurring during a process or a procedure and include information considered for analysis such as, time required and distance moved. The flow process chart could be of three types namely,(i) Flow process chart material or product type.(ii) Flow process chart – man type.(iii) Flow process chart machine type or equipment.

PROCEDURE OF METHOD STUDY

PROCESS CHARTS USED IN METHOD STUDYTwo handed process chart:In this chart, the activities of a workers’ or operators’ both hands or limbs are recorded chronographically.

Multiple Activity Chart:In this chart, the activities of more than one subject worker, machine or equipment are recorded on a common time scale to show their inter-relationship.

The man machine chart or worker-machine chart:This is a variation of multiple activity charts and illustrates the operation and delays of the operator and the machine which he operates. An example of man machine chart may be one worker running two machines simultaneously.

PROCEDURE OF METHOD STUDY

PROCESS CHARTS USED IN METHOD STUDYFlow diagram:The flow diagram is a drawing or diagram drawn to a scale to show the relative position of a machine or equipment, jigs and fixtures, gangways or aisles and shows the path followed by materials or machines.

String diagram:It is scale plan or model on which a string or a thread is used to trace and measure the path of workers, material or equipments during a specified sequence of events.

SIMO chart:These indicate the basic motions consisting of three parts, viz., (i) When the motion begins. (ii) The nature of the motion. (iii) When the motion ends.The simultaneous motion cycle chart (SIMO) is a type of two handed process chart in which the micro motions of both hands are recorded.

STEP THREE: EXAMINE The recorded data are subjected to examination

and analysis; formalised versions of this process are critical examination and systems analysis. The aim is to identify, often through a structured, questioning process, those points of the overall system of work that require improvements or offer opportunity for beneficial change.

STEP FOUR: DEVELOP Eliminate all unnecessary details Combine details when practical Rearrange to get better sequence Simplify all complex details Consider any possible new operation Design necessary forms and records needed Eliminate unnecessary movement of paper by clerks and aim for

even work flow. Check for new difficulties possible when tied up with related

procedures Consider treatment of exceptions Consider the alternative mechanical means Check whether the result would fulfills the purposes of the study

STEP FIVE: SELECT BEST ALTERNATIVE AND DEFINE

The new method or process suggested has to be put down standard process sheets that are issued to the shop or department.

o Consider broad cost benefito Include non tangibleo Use combination of scoring and weightingo Rank alternatives

STEP SIX: INSTALL

The success of any method study project is realised when actual change is made 'on the ground' - change that meets the originally specified terms of reference for the project. Thus, the Install phase is very important.

o Sell the proposal to gain supporto Gaining acceptance of the change by management,

supervisor, operator and uniono Preparing to make changeso Controlling the change overo Draw up installation plans keeping in mind safety,

quality, quantity and costo Do not forget arrangement for training.

STEP SEVEN: MAINTAIN

Some time after the introduction of new working methods, it is necessary to check that the new method is working, that it is being properly followed, and that it has brought about the desired results. This is the Maintain phase

o Introduce control procedures o Standardize

Performance Assessment Of Apparel Industries:Process And Tools For Enhancing Competitiveness

Study byMr. Roger Thomas,Methods Apparel Consultancy Pvt. Ltd.Commissioned byGerman Technical Cooperation, SME Financing and Development Project, New Delhi,in association with Okhla Garment and Textiles Cluster (OGTC

This extensive survey was commissioned by the German Technical Cooperation (GTZ) in association with Okhla Garment and Textile Cluster (OGTC), and Methods Apparel Consultancy was chosen to analyze current systems and advise ways to improve overall competitiveness.This study aims to show manufacturers the areas where they can improve performance and regain some of the lost profitability by: Analysing current production and management systems, Investigating and highlighting the shortcomings in each

department, Making recommendations for improvement, To provide solutions and the potential savings that would

accrue.

CASE STUDY 1: Dead Stock in Factory It was observed that approximately 10,000 metres of

fabric was collected in the fabric store in the last 2 months of which 50% was liability fabric and rest was surplus from the production.

Monthly fabric consumption of the factory was 50,000 metres.

Dead stock collected in one month owing to production surplus was 2,500 metres.

This is 5% of monthly fabric consumption of the company.

In the “Average Factory” this loss amounts to Rs. 16,50,000 per annum.

CASE STUDY 2: Fabric Purchasingin Factory

The fabric purchasing in factory XYZ is being done as follows:

1. A 2 or 4 body single size marker is made and an average consumption figure is established.2. A further 10% is added and the cost of garment is established.3. After alterations, required by the buyer, a new 4 body single or double size marker is made, this is compared to the original costing.4. An additional 4% is added to the final consumption marker.5. Another 6-7% is added to the fabric consumption this is to cover thefollowing:

a. Additional garments that could be sent to the buyer.b. Rejects.

6. A further 6% shrinkage factor is added.

This amounts to 16.5% extra fabric ordered.

RECOMMONDATIONS FOR CASE 1 AND CASE 21. Dead Stock must be eliminated.2. Stock cards must be used and updated after each transaction,3. Fabric widths must be segregated and informationgiven to the CAD department to make most efficient markers,4. Fabric must be issued by width,5. Storage and material handling equipment must be improved,6. Random Stock Audits and Stock Checks must be part ofregular schedule,7. Fabric reconciliations must be done for each order,8. Stock holding of greige fabricshould be reduced.

CASE STUDY 3: M/A Ratio Studyin Factory

This is a study to establish what the operators are capable of:M = Measured (Timed)Research team timed each operation for 3-5 cycles to get the time taken by the operator.The measured time = 23.3 minutes + 20% allowances = 28 minutesAn allowance of 20% was added to the measured time for all contingencies.A = Achieved. This is the average time taken to produce the garment.

Total no. of people working on the style: 39, working 8 hours a day, the production output per hour=50 pieces. Therefore, the actual time taken to make a garment is 47 minutes.

The M/A ratio is 28 / 47 x 100 =59.5%

40.5% of the operator time is lost,some of the reasons being:o Poor line balancing resulting in waiting time,o Poor work flow, ando Poor supervisory control.

Recommendations for case 3

1. Bundle control systems with adequate bundle disciplinesto be introduced,2. Proper standard times and operator monitoringprocedures to be established,3. The supervisors need training to manage WIP levels,4. The supervisors need training to do proper production monitoring and control,5. Method Improvement procedures should beintroduced,

Recommendations contd..6. Production monitoring systems should be introduced,7. Production studies must be completed wherever poor performance is observed,8. Lost Time information must be collected analysed and acted upon,9. Repair handling procedures must be revised,10. Large inappropriate scissors must be eliminated,11. Operators should not be allowed to trim garmentparts.

THANK YOU !