Module 3

Method Study
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1
 Introduction
Work content means the amount of work contained in a given product made
by a process measured in work-hours or machine hours. A work- hour is the labor of
one person for one hour. A machine-hour is the running of a machine or piece of plant
for one hour. It represents total operator cycle time or, if multiple operators are
involved, the sum of operator cycle times to perform a specific process(es) or sub
process(es). The scope of human work, including both value-added and non value-
added activities, may encompass a complete value stream or only a portion of it.

Basic work content is the time (work-hours and machine hours) taken to manufacture
the product if the design and specification were perfect, if the process and equipment
used were perfect and if there were no loss of working time from any cause
whatsoever during the process period (excluding planned rest pauses). It is the
irreducible minimum time theoretically required to produce one unit of output.
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 Learning Objectives

Define method study.

Know the areas of applications and

steps in method study.

Define methods engineering.

Familiarize with the problem solving

techniques, process charting in method study.
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 Definition
❑ Method Study is the first of the two main divisions of work study and is
concerned with the way in which work is done.

❑ Method study is essentially used for finding better ways of doing work. It is
a technique for cost reduction.

❑ The philosophy of method study is that 'there is always a better way of doing
a job' and the tools of method study are designed to systematically arrive at
this better way of doing a job. Method Study is a technique for improving
the efficiency of every type of work.

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 Definition

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 Excess Work Content
A. Poor Design and Specification
A1. Poor design and frequent design changes
A2. Waste of materials
A3. Incorrect quality standards (unnecessary tight tolerances)

B. Inefficient Process, Method of Manufacture or Operation

B1. Poor layout and utilization of space B2. Inappropriate material
handling
B3. Frequent stoppages as production changes from one product to another
B4. Inefficient operation
B5. Poor planning of inventory
B6. Frequent breakdowns of machines and equipment
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 Excess Work Content
C. Human Resource Issues
C1. Absenteeism and lateness
C2. Poor workmanship
C3. Accidents and occupational hazards

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 Areas of Applications
❑ Improved layout of office, working areas of factories
❑ Improved design of plant and equipment
❑ Improved use of materials, plant, equipment and manpower
❑ Most effective handling of materials
❑ Improved flow of work
❑ Standardization of methods and procedures
❑ Improved safety standards
❑ Better working conditions

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 Steps in Method Study
1. Select – Select the work to be studied. It involves taking account of
economic, technical and human considerations.
2. Record – Record all the relevant facts of the present (or proposed)
method by direct observation.
3. Examine – Examine the facts critically in sequence, using special
critical examination sheets.
4. Develop – Develop the best method, i.e., the most practical,
economic and effective method, under prevailing circumstances. (an
improved way of doing things)
5. Install – Install that method as standard practice.
6. Maintain – Maintain that standard practice by regular routine
9
checks.
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 Steps in Method Study

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 Manufacturing Companies Best Practices

❑ https://www.youtube.com/watch?v=fcBXtwGexNc
❑ Kaizen the secret behind Japanese productivity

❑ https://www.youtube.com/watch?v=wot9DFzFRLU
❑ Toyota kaizen clip

❑ https://www.youtube.com/watch?v=W2ZNJ1u-k20
Factory makeover 5s in 1 day

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 Methods Engineering
A technique used by industrial engineers to improve productivity and
quality and to reduce costs in both direct and indirect operations of
manufacturing and service organizations. Methods engineering is
applicable in any enterprise requiring human effort. It can be defined
as the systematic procedure for subjecting all direct and indirect
operations to close scrutiny in order to introduce improvements that
will make work easier to perform while maintaining or improving
quality, and will allow work to be done more smoothly, in less
time, with less energy, effort, and fatigue, and with less investment
per unit. The ultimate objective of methods engineering is increasing
profits, but it is also important in improving worker health and safety.
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 Methods Engineering

METHODS
ENGINEERING

Methods Analysis Methods Design

❑ Methods analysis is the ❑ Design of a new method or process
study of how a job is Required for new product or service and
done. (Considering the there is no existing standard
previous steps Method must be designed from scratch,
presented.) using best existing practice for similar operations
❑ Redesign of an existing method or process
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based on a previous methods analysis.
 Objectives of Methods Engineering

► Eliminate unnecessary and non-value-adding work

elements
► Combine elements and operations
► Rearrange elements into more logical sequence
► Simplify remaining elements and operations

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 Step by Step in Methods Engineering

1. Select project
2. Get and present data
3. Analyze the data
4. Develop ideal method(s)
5. Present and install method
6. Develop a job analysis
7. Establish time standards
8. Follow up the method.

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 Problem Solving Techniques
Observational Tools:
1. Site walk-thru
2. Observation and interviews of workers and managers
3. Ethnographic studies
Exploratory Tools:
1. Pareto Analysis
2. Fishbone Diagram
3. Why-why analysis
4. Gantt Chart
5. PERT-CPM
6. Job/Worksite Analysis Guide
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 Pareto Analysis
The Pareto Principle, named
after esteemed economist
Vilfredo Pareto, specifies that
80% of consequences come
from 20% of the causes,
asserting an unequal
relationship between inputs
and outputs. The Pareto
Principle is also known as the
Pareto Rule or the 80/20 Rule.
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 When to use a Pareto Chart
▪When analyzing data about the frequency
of problems or causes in a process.
▪When there are many problems or causes
and you want to focus on the most
significant.
▪When analyzing broad causes by looking at
their specific components.
▪When communicating with others about
your data.
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 80/20 rule helps us realize

Majority of results
Come from a Minority of inputs

20% of input
Creates
80% of the result

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 How Pareto Chart Constructed

Step 1 - Record the raw data.

Step 2 - Order the data.
Step 3 - Label the left-hand vertical axis.
Step 4 - Label the horizontal axis.
Step 5 - Plot a bar for each category.
Step 6 - Find the cumulative counts.
Step 7 - Add a cumulative line.
Step 8 - Add title, legend, and date.
Step 9 - Analyze the diagram.
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 Pareto Analysis Example
You are part of a team responsible for the quality
of the BEQ/BOQ.
You want to improve the service you provide but
are not sure where to begin or where to concentrate
your efforts.
You decide to keep track of the complaints received
over a three-month period.
Rank order your data in an analysis sheet and
draw a Pareto Chart.
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 Pareto Analysis Example

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 Pareto Analysis Example

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 Pareto Analysis Example

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 Fishbone Diagram
► Cause-effect diagrams are also known as “fishbone” diagrams. They are
used to identify possible causes of a problem. They also sort and relate
the causes. Fishbone diagrams identify what you do know and what you
don’t know about the process. One begins by stating the problem and
recording it on a piece of paper or board so all can see it.
► A Fishbone Diagram or otherwise known as "Ishikawa" Diagram will
help to visually display the many potential causes for a specific problem
or effect. The Fishbone Diagram is used to help workers focus on the
causes of a problem rather than the symptoms. The results of a Fishbone
Diagram may lead to other activities such as Brainstorming, FMEA's,
Multi-vari charts, ANOVA, regression analysis or DOE activities.
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 Fishbone Diagram

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 Fishbone Diagram Example

EXAMPLE 1

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 Fishbone Diagram Example

Honey Production

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 Fishbone Diagram Example

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 Fishbone Diagram Example

Taho Production

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 Fishbone Diagram Example

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 WHY-WHY ANALYSIS

Why why analysis is the practice of

asking why repeatedly whenever a
problem is encountered in order to get
beyond the obvious symptoms to
discover the root cause.

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 WHY-WHY ANALYSIS
► "Why-Why" analysis is an analytical method that is designed to help you
identify all factors contributing to a problem one by one in an orderly
fashion, rather than a hit-and- miss attempt to work out the factors and
finally, we will have the root cause for the failure. → Sakichi Toyoda
developed this technique and firstly used it within the Toyota Motors. → It
is a critical component of problem solving training and also the same was
delivered as part of the induction training into the Toyota Production
System for the newly joined employees.

► This method is also used during the implementing of Kaizen, Lean

Manufacturing, and Six Sigma projects.
► Before going further we will discuss some fundamental concepts which
are very important for understanding the 5 why method.
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 WHY-WHY ANALYSIS

► 90% of problems can be solved only by why-why analysis.

► The remaining 10% of problems need a high level and
complex methodology for solving. → Understand the issue -
observe the issue closely, at the spot, on the actual thing,
and collect all related information.
► Problem observation will lead to a conclusion

► The conclusion may lead to the root cause or will lead to

the starting of the 5 Why method.
► This method is a very famous Root Cause Analysis Method.

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 WHY-WHY ANALYSIS

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 WHY-WHY ANALYSIS

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 WHY-WHY ANALYSIS

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 Gantt Chart

A Gantt chart, commonly used in project

management, is one of the most popular and useful
ways of showing activities (tasks or events)
displayed against time. On the left of the chart is a
list of the activities and along the top is a suitable
time scale. Each activity is represented by a bar;
the position and length of the bar reflects the start
date, duration and end date of the activity.

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 Gantt Chart
It is used for planning of complex projects. It shows expected start
and completion
times, also duration of events. This allows you to see at a glance:

➢ What the various activities are

➢ When each activity begins and ends
➢ How long each activity is scheduled to last
➢ Where activities overlap with other activities,
and by how much
➢ The start and end date of the whole project
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 Gantt Chart Example

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 Gantt Chart Example

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 PERT-CPM
PERT Chart (Program Evaluation & Review
Technique)
▪ is a planning and control tool. It is generally used for
those projects where time required to complete
various activities are not known as a priority. It is
probabilistic model & is primarily concerned for
evaluation of time. It is event oriented. It is also
known as Network Diagram or Critical Path. It
graphically portrays the optimum way to obtain a
desired objective with respects to time. Optimistic,
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average, and pessimistic time estimates utilized
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 PERT-CPM
CPM – Critical Path Analysis
It is a commonly used for those projects which
are repetitive in nature & where one has prior
experience of handling similar projects. It is a
deterministic model & places emphasis on time
& cost for activities of a project.

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 PERT-CPM
CPM – Critical Path Analysis
Activity: any portions of project (tasks) which required by
project, uses up resource and consumes time – may
involve labor, paper work, contractual negotiations,
machinery operations. Activity on Arrow (AOA) showed
as arrow, AON – Activity on Node
Event: beginning or ending points of one or more
activities, instantaneous point in time, also called ‘nodes’
Network: Combination of all project activities and the
events
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 PERT-CPM Example

Immediate predecessors for a

particular activity are the activities
that, when completed, enable the start
of the activity in question.

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 PERT-CPM Example

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 PERT-CPM Example

1 6 7 10

4 9

Total Project
me
 5
D 3 Dummy
A
1 5 2 E 1 6 F 4 7 G 14 8 I 2 10

4
C 4 H 12 9
Dummy

6
B
Possible Paths:
Dummy A-D-G-I = 5 + 3 + 14 + 2 = 24 Weeks
A-E-F-G-I = 5 + 1 + 4 +14 + 2 = 26 Weeks Critical Path
3
A-C-H-I = 5 + 4 +12 + 2 = 23 Weeks
B-H-I = 6 +12 + 2 = 20 Weeks Total Project
time
 Job/Worksite Analysis Guide
Job / Worksite Analysis Guide
➢ Perform a walkthrough observing the area, worker,
task, environment, administrative constraints, etc…
➢ Develop an overall perspective of the situation
➢ Particularly useful in workstation redesign
➢ Worksite analysis involves a variety of worksite
examinations, to identify not only existing hazards, but
also conditions and operations where changes might
occur to create hazards. Effective management actively
analyzes the work and the worksite to anticipate and
prevent harmful occurrences.
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 Job/Worksite Analysis Guide Example

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 Process Charting

Charting is a method by which the nature and sequence of

the activities involved in process are recorded. A process
chart is a pictorial representation of the activities that
occur in the work method or procedure, in which suitable
symbols are used to represent the various activities. The
construction and interpretation of process charts are
simplified by the use of these symbols, which are so
designated as to be easily distinguishable and to
represent standard activities in a short hand form.

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 Recording and Analysis Tools

▪ Operation Process Chart

▪ Flow process chart
▪ Flow diagram
▪ Worker and Machine Process Charts
▪ Gang Process charts
▪ Synchronous Servicing

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 Charting Symbols

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 Charting Symbols

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 Charting Symbols
Operation
► Occurs when an object is intentionally changed in one or more of its
characteristics
► Usually occurs at a machine or a work station
► Drilling, Painting, Data Entry, Cutting, Sorting, etc.
Transportation
► Occurs when an object is moved from one place to another
► except when the movement is part of an operation or an inspection
► Using elevator, carrying, moving with material handling devices

portation
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 Charting Symbols
Inspection
► Occurs when an object is examined for identification or is compared with a
standard as to quantify or quality
► Examine the quantity or quality, read steam gauge on boiler, detect the defectives

Delay
► Occurs when the immediate performance or the next planned action does not take
place
► Work In Process inventory waiting to be processed, Employee waiting for an
elevator,
► Waiting for accumulation of a certain quantity for packaging
portation
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 Charting Symbols
Storage
► Occurs when an object is kept under control such

that its withdrawal requires authorization

► Bulk storage of raw material, finished products
inventory, archived documents
portation

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 Operation Process Chart
The operation process chart shows the chronological
sequence of all operations, inspections, time
allowances, and materials used in a manufacturing or
business process, from the arrival of raw material to
the packaging of the finished product.

The chart depicts the entrance of all components and

subassemblies to the main assembly.

Two symbols are used in constructing the operation

process Chart : an operation and an inspection.
portation
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 Operation Process Chart Example

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 Operation Process Chart Example

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 Flow Process Chart
A flow process chart is a chart of all the activities involved in a
process.

It is similar to an operations process chart, except that more detail is

shown by including transportations and delays as well as operations,
inspections, and storages.

Not usually used for entire assemblies, it is used for just one
component (or operator)

Add in information on:

Operation duration (time to complete)
Distance traveled (for transport operations)
Good for showing savings of a new method.
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portation
 Flow Process Chart
Process charts summarizes the whole process

They are used to compare the existing and the proposed

methods

Process is observed, who, what, where, when, and how

questions are asked

Every detail is understood and the chart of the existing

situation is drawn

portation
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 Flow Process Chart
Flow Process Types:
Product or Material type
Worker (Man) type
Machine type

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 Flow Process Chart Example
Process: Emergency room admission Summary
Subject: Ankle injury patient Number Time Distance
Beginning: Enter emergency room Activity of steps (min) (ft)
Ending: Leave hospital
Operation 5 23 —
Insert Step Transport 9 11 815
Inspect 2 8 —
Append Step
Delay 3 8 —
Remove Step Store — — —

Step Time Distance

no. (min) (ft) Step description
1 0.50 15 X Enter emergency room, approach patient window
2 10.0 - X Sit down and fill out patient history
3 0.75 40 X Nurse escorts patient to ER triage room
4 3.00 - X Nurse inspects injury
5 0.75 40 X Return to waiting room
6 1.00 - X Wait for available bed
7 1.00 60 X Go to ER bed
8 4.00 - X Wait for doctor
9 5.00 - X Doctor inspects injury and questions patient
10 2.00 200 X Nurse takes patient to radiology
11 3.00 - X Technician x-rays patient
12 2.00 200 X Return to bed in ER
13 3.00 - X Wait for doctor to return
14 2.00 - X Doctor provides diagnosis and advice
15 1.00 60 X Return to emergency entrance area
4.00 -
16 X Check out
2.00 180
17 X Walk to pharmacy
4.00 -
18 X Pick up prescription
1.00 20
19 X Leave the building
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 Flow Process Chart Example- Material Type

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 Flow Process Chart Example- ManType

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 Example

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 Example

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 “Fall in love with the process
of continuously
improving yourself every day.”
— Dr. Rey B. Fremista

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 Flow Diagram
A flow diagram is a drawing or a model substantially to scale,
which sows the location of the various activities carried out
and tube routes followed' by workers, materials or equipment
in their execution. The various activities on the diagram are
identified by their numbered symbols from the corresponding
flow process chart either man or material. The routes followed
are shown by joining the symbols in sequence by a line.

It is a pictorial representation of the layout of the plant. Good

supplement to the Flow Process Chart. It is a FLOOR-PLAN
showing the path of travel of the operator or the material,
through the plant. It also indicates the direction of travel by
means of arrows, drawn on the diagram.
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 Flow Diagram Example

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 Flow Diagram Example

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 Man-Machine Chart
The worker and machine process chart (Man-machine
chart) is used to study, analyze, and improve one
workstation at a time.

The chart shows the exact time relationship between

the working cycle of the person and operating cycle of
the machine.

These facts can lead to utilization of both worker and

machine time, and a better balance of the work cycle.
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 Man-Machine Chart

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 Man-Machine Chart

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 Gang Process Chart
The basic purpose of the chart is to analyze the
activities of the group and then compose the group so
as to reduce to a minimum all waiting time and delays.
A gang process chart is used when several workers
operate one machine. The chart helps in exploring the
possibility of reducing both the operator time and idle
machine time.
•Show one machine, many workers,
•Identify idle time for each,
•Re-arrange tasks between workers to reduce idle time.
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 Gang Process Chart Example

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 Synchronous Servicing
Synchronous servicing: operations (usually done by
machine) take a predictable amount of time, so the
operator(s) “servicing” actions can be synchronized
with the machines’ cycle times.

Random servicing (Asynchronous): operation

occurrences happen with some unpredictability: e.g.
machine breakages, field service calls, etc.
.
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 Synchronous Servicing

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 Synchronous Servicing
The number of
Machines an operator n = l + m
Can be assigned: l+w

Where:
n = number of machines operator handles
l = total operator loading and unloading time
m = total machine running time
w = worker time between machines.
.
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 Synchronous Servicing

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 Synchronous Servicing

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 Synchronous Servicing Example
Assume a total cycle time of 4 minutes to produce a
product, as measured from the start of the unloading
of the previously completed product to the end of the
machine cycle time. Operator servicing, which
includes both the unloading of the completed
product and the unloading of the raw materials, is 1
minute, while the cycle time of the automatic
machine cycle is 3 minutes. How many machines are
to be assigned to the operator for this synchronous
servicing?
.
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 Synchronous Servicing Example

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 Synchronous Servicing Example

It takes an operator 1 minute to service a

machine and 0.1 minute to walk to the next
machine. Each machine runs automatically
for 3 minutes, the operator earns $10 per hour
and the machines cost $20 per hour to run.
How many machines that the operator can
service?
.
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 Synchronous Servicing Example

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 Synchronous Servicing Example

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 Synchronous Servicing Example

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 Random Servicing
This method applies when you have one person
handling several machines (or things) that:
Do not run for a set length of time,
Need servicing at irregular intervals

Examples:
Machine repair: machines break at random times.
Call center, calls come in at random times.
.
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 Random Servicing
This method applies when you have one person
handling several machines (or things) that:
Do not run for a set length of time,
Need servicing at irregular intervals

Examples:
Machine repair: machines break at random times.
Call center, calls come in at random times.
.
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 Random Servicing Approach
The proportion of time, p, that a machine is
up or down can be estimated through a time
study) or a work sampling study
q = 1 - p :probability of runtime
P = the probability that m out of n total
machines are down is:

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 Random Servicing Example
Suppose at a call service center you have one phone operator to
answer:
n = 4 phone lines
p = 0.10 = probability that a phone line is in use
q = 1 – p = 0.9 = the probability that a given phone line is unused,
e.g. no one on the line
“In use” means that a caller may be either:
waiting on the line, or
speaking with the phone operator.
If calls come into the center at random, what is the probability
that there will be exactly three phone lines in use? (e.g. One
caller speaking with the operator, two callers waiting).

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 Random Servicing Example

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 Random Servicing Example

A study reveals that a group of three

semiautomatic machines assigned to one
operator operates unattended 70 percent of
the time. Operator service time at irregular
intervals averages 30 percent of the time on
these three machines. What would be the
estimated machine hours lost per eight-hour
day because of lack of an operator?

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 Random Servicing Example

A total of 1.512 + 0.432 = 1.944 hours are lost per day

because of interference.

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 End of Module 3
Thanks for Listening!

by: Engr. Nomer M. Sarmiento

Engr. Jerald M. Fernandez
©2017 Batangas State University
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