OUR-EnG Workstudy 1

IE: Industrial Engineering Prepared by: Piyasena Samarakoon
Dept. of Mechanical Engineering, UOM
Lesson 01: Workstudy & Job Design
Content
Aim and Objective
1.0 Introduction
2.0 What is productivity?
3.0 What is workstudy?
4.0 What is method study?
4.1 Human factors in enterprise operation
4.2 Method study procedure
4.2.1 Select the work to be studied
4.2.2 Record the existing work method and all other relevant facts
4.2.2.1 Recording Techniques and Tools
4.2.2.1 Recording Techniques and Tools
4.2.3 Examine the records
4.2.4 Develop the improved method
4.2.3.1 Classification of activities
4.2.3.2 Procedure of examination
4.2.4 Develop the improved method
4.2.5 Evaluate alternative method
4.2.6 Define the improved method
4.2.7 Install the improved method
4.2.8 Maintaining the new method
4.3 Methods and Movements at the work place
4.3.1 The principles of motion economy
………….
Summary (Key Terms)
Reference
Aim and Objective

The main purpose of this lesson is to introduce scientific management approach to improve the productivity in a
production system. While, the importance of workstudy for the improvement of productivity is being emphasized, other
options available for the operations manager to improve productivity are brought into attention. The constituent elements
in workstudy are discussed in great details with their techniques and tools. Application of the tools and techniques are
discussed in manufacturing as well as service point of view, enabling to apply the concept for both goods and services.
Wherever possible, appropriate linked are placed with further reading and exploration.
In the core of this lesson, the following key questions are addressed:
What is Workstudy?
What is Productivity?
Why is Workstudy important?
What are the elements in workstudy?
What are the techniques and tools used in work study?
What is method study (MS)?
What is work measurement (WM)?
Where can MS and WM be applied?
Page 1 Work-study & Job Design

1.0 Introduction
Work study is an industrial Engineering Technique to improve productivity. It is very often used to increase the
production from a given quantity or resources without additional considerable capital investment (very small amount).
One of the most effective ways to raise productivity is often the development of new processes and the installation of
more modern plant and equipment. However, this is true only where production is dependent mainly on machines and
plant rather than on human labour. The research and development necessary to develop a new process or a machine of
higher performance are usually very expensive and lengthier process. In addition, there is always a risk that the
improvements achieved may not justify the amount time and money spent. In country like ours, where there is not much
capital to spend for improving the productivity, such approach may not be possible.
Workstudy has to be looked at keeping in mind the above mentioned factors. Work study concerns mainly with
operation rather than with technical processes. Therefore, it involves human beings: workers, planners, technicians,
managers, and so on. The study of processes and equipment leaving the operator behind is only a technical problem.
Workstudy is not usually concerned with it.
2.0 What is Productivity?

In common terms, productivity is the ratio of output to input, i.e. output/input. This definition applies in an enterprise, a
sector of economic activity, or economy as a whole. The term “productivity” can be used to assess or measure the
extent to which a certain output can be extracted from a given input. In case goods production, where both input and
output are tangible, productivity can easily be measured, but for intangible products, i.e. services, estimation of
productivity is difficult. For example:
Assume that a potter was able to increase the production of pots from 400 to 500 per month due to change in the
method of production but without changing other parameters such no. of hours worked per day (i.e. 8 hours per day).
His/her productivity calculated in terms of number of pots produced will then have increased by 25% (=100/400).
Let us now assume that as a result he was unable to sell pots and he had to lower his price from Rs. 20 to Rs. 18 a
pot. If the potter wants to assess the productivity gain, it may be more interested in using monetary terms rather than
simply number of pots produced. The potter can argue that the value of his output used to be Rs. 8,000 (400x20) a
month and is now Rs. 9,000 (500x18) a month. Hence the productivity gain is 12.5% [(9000-80000/8000].
From the above example, two observations are visible. First, productivity was used to measure increase in output
expressed in number of pots produced in the first case, and in monetary terms in the second, giving different values in
each case. In other words, depending on what one is interested in measuring, the nature of output and input will vary
accordingly. Second, while actual production increased in this example from 400 to 500 pots, productivity in monetary
terms did not show up the same corresponding increase. This means we have to distinguish between increased
production and increased productivity, which in this example was measured in terms of monetary gains. Now consider
the following examples:
Assume that the potter decided to replace the wood-fired kiln by and oil-fired kiln for the purpose of increasing the
productivity. This cost him an investment of Rs. 60,000, which he recons should be recovered in ten years time. In
other words, the cost of investment will be Rs. 6,000 (60,000/10) a year for ten years or Rs. 500 (6,000/12) a month.
He also would need oil that would cost him Rs. 500 a month more than what he would have paid for wood. Let us also
assume that the production also remained constant at 500 pots a month. Measured in monetary terms, the value of
his output is Rs, 9,000 per month as stated previously, from which will be deducted Rs. 500 for capital investment and
Rs. 500 for fuel, or total Rs. 1,000. Monetary value gain is Rs. 8,000 per month (9,000–1,000). Thus the productivity
expressed in monetary gain has not improved since while keeping him in original value before the investment.
However, the potter wish to argue that as result of the new kiln, the quality of pots has improved and fewer rejects
were returned and the user’s satisfaction has increased over the time and as result the price may be able to increase.
From the potter’s viewpoint, it has become much easier to operate the new kiln.

Here the definition of the output has been enlarged to encompass quality and reliability, intangible factor, that of
customer satisfaction. It also brought another factor – satisfaction at work. Thus productivity gained gains become more
difficult to measure accurately because of these intangible factors and because of the time lag that needs to estimate
until users will permit an increase in price of the pots produced in the new kiln.
Therefore, productivity in the individual enterprise may be affected by a series of external factors such as availability of
raw materials and skilled labours, existing infrastructure, etc.; as well as by a number of deficiencies in its operations or
internal factors. External factors are beyond the control of the enterprise, but other factors are within the control of
operations managers and these are outlined in next section.
3.0 What is Workstudy?

Workstudy, as the name implies, is the study of work performed by humans. Different authors have defined workstudy in
different view point and one of the general definitions is:
Workstudy is the systematic examination of the methods of carrying on activities numerous ways so as to improve the
effective use of resources and to set up standards of performance for the activities being carried out.
Workstudy then aims at examining the way an activity is being carried out, simplifying or modifying the method of
operation to reduce unnecessary or excess work, or the wasteful resources, and setting up a time standard for
performing that activity. The relation between productivity and the workstudy is thus obvious. If workstudy results in
cutting down the time of performing a certain activity by 20%, merely a result of rearranging the sequence or simplifying
the method of operation and without additional expenditure, then the productivity will go up be corresponding value,
which is by 20%. To appreciate how work study acts to cut down the costs and reduce the time of a certain activity, it is
necessary to examine more closely what that time consists of.
The time taken or a machine to carry out an operation or to produce a given quantity of a certain product may be
considered as made up in the manner illustrated in Fig. 1.1.
Fig. 1.1: Elements in Operation Time

Work Content: means the amount of work contained in a given product or a process measured in work-hours
or machine-hours.
Basic Work Content (A): is the time taken to manufacture the product or to perform the operation if the design
or specification of the product or service provided were perfect, if the process or method of operation were
perfectly carried out, and if there were no loss of working time due to any reason, other than legitimate rest
permitted to the operatives. Basic Work Content Time is the minimum time theoretically required to produce one
unit of output. This is obviously a perfect condition which never occurs in practice. In general, actual operation
times are far in excess of it on account of. The work content is increased by the other reason stated in the figure.

Basic Work
(A) (A) Total time,
Content of product
Basic Work Content Basic Work Content if all perfect
and/or operation
B.1 Poor design and

B.1 Product
frequent design
development
changes
Work content added

by poor product B.2 Proper material
B.2 Waste of material
Design/material utilization
utilization
B.3 Incorrect quality

B.3 Quality control
standard
C.1 Poor layout and C.1 Layout and

utilization space process planning
C.2 Inadequate
C.2 Material handling
material handling
Total work
content C.2 Frequent stoppage
as production C.2 Production
changes from one Work content added planning Ineffective time
product to another by inefficient totally eliminated,
methods of if all perfectly
manufacture/ applied
C.4 Ineffective method operation C.4 Workstudy
of work (method study)
C.5 Poor planning of

C.5 Inventory control
inventory
C.6 Frequent
breakdown of C.6 Preventive
machines and maintenance
equipment
D.1 Proper
D.1 Absenteeism and
management &
lateness
policy
Work content
resulting from the
D.2 Poor workmanship D.2 Training
contribution from
human resources
D.3 Accidents and

D.3 Improved working
occupational
condition
hazards
Fig. 1.2: Work Content and Management Technique

Work Contents Added by Poor Design or Material Utilization (B): There are several ways in which
unnecessary time and waste can be contributed to poor design of product or its parts, or to incorrect quality
control.
o Poor design and frequent design changes (B.1): The product may be designed in such a way that it
may require a large number of non-standard parts causing a lengthy time of assembly. Excessive
variety of products and lack of standardization of products or their parts may mean that work has to be
produced in small batches, with time lot as the operator adjust and shifts from one batch to the next.
o Waste of Material (B.2): Over design cause excessive material removal time and waste of material.
Operations requiring cutting in particular need careful examination to see of the resulting waste can be
reduced to minimum or reused.
o Incorrect Quality Standard (B.3): Low or high quality can increase work content. In Engineering, high
accuracy cause extra machining and high machining time. Low accuracy too may result in a large
number of rejects. Therefore, deciding appropriate quality standard and method of quality control is an
important consideration.
Work Contents Added by Inefficient Methods of Manufacture or Operation (C): Ineffective time and higher
cost can be caused due to poor method of carrying out the operation, resulting in unnecessary movements of
persons and materials, and many other reasons. Fig. 1.3 shows the potential reasons for added work contents
and management that can reduce the work content time.
o Poor layout and utilization of space (C.1): The space used for operation represents an investment
and higher utilization of space results high cost of production and services. Poor layout increases the
movement and movement time and effort.
o Inadequate material handling (C.2): Use of proper and efficient material handling equipment can save
time and effort.
o Frequent stoppage as production changes (C.3): Frequent change of orders creates more setting up
time for operators and machines. Proper planning and control of production operations can ensure that
one batch or order follows immediately on another, eliminating time for machinery and equipment.
o Ineffective method of work (C.4): A sequence of operations may be well planned but each or some of
them may have done in unplanned manner. By examining the way a certain operation is carried out and
devising a better method, ineffective time can be reduced. This is called Workstudy.
o Poor Planning of Inventory (C.5): Input, output and work-in-progress inventory tied up investment,
but reduction of inventory in input & work-in-progress stages increases the time for production. A proper
inventory control system minimizes such an idle investment and ensures the material for next stages.
o Frequent Breakdown (C.6): Poor maintenance causes frequent break downs and thus interruption to
production and delays. Preventive maintenance system ensures smooth functioning of the system.
Work Contents resulting from the Contribution from Human Resources: Workers in an enterprise can
influence the time of operations voluntarily or involuntarily.
o Absenteeism and Lateness (D.1): Non availability of safe and satisfying working environment cause
absenteeism, lateness and ignorance.
o Poor Workmanship (D.2): Poor workmanship results re-work causing wasted material and time.
o Accidents and Occupational Hazards (D.3): Failing to provide safe, healthy environment causes
occupational illness, lack of moral and subsequent time increase.
If ineffective work content is reduced; the cost of production can be reduced and/or maximum productivity could be
achieved. Therefore, workstudy specialists should keep all above options on focus in their workstudy exercise.

The above description depicts that ineffective time can be reduced by examining the way a certain operation is carried out
and devising a better method. In this respect, the definition provided in British Standard 3138: 1969 gives the insight into
workstudy activities.
‘’A management service based on those techniques particularly Method Study and Work Measurement, which are
used in the examination of human work in all its context, and which leads to the systematic investigation, if all the
resources and factors which affects the efficiency and economy of the situation being reviewed, in order to effect
improvement”.
Similar definition presented by International labour office, ILO, Geneva, 1960 also highlights the issues of workstudy
techniques:
Work study is a term used to embrace techniques of Method Study and Work Measurement which are employed to
ensure the best possible use of human and material resources in carrying out special activity.”
Therefore, workstudy constitute two groups of techniques which are distinct from each other but completely
interdependent. These groups have been subtitled Method Study and Work Measurement as shown in Fig. 1.3. As the
diagram shows, one technique is concerned with the way work is done (the method) and the other is concerned with
value or work content of the task itself.
Work Study
Method Study Work Measurement

(to improve method (to assess human
of production) effectiveness)
Resulting in more Making possible improved

effective use of planning and control and
material, plant & equipment as a basis for sound
and manpower Incentive scheme
Higher productivity
Fig. 1.3: Workstudy Techniques

Method Study: the systematic recording & critical examination of existing and proposed ways of doing work as
a means of developing and applying easier and more effective methods, and reducing costs.
Work Measurement: The application of techniques designed to establish the time for a qualified worker to
carry out a specified job at a specified level of performance.
Method study and work measurement are, therefore, closely linked. Method study is concerned with reduction of the
work content of a job or operation, while work measurement is mostly concerned with the investigation of any ineffective
time associated with it; and with the subsequent establishment of time standards for the operation when carried out in
the improved fashion, as determined by method study.
The aim of workstudy is to assist management to obtain the optimum use of human and material resources available to
an organization. Fundamentals this aim has three folds:
the most effective use of plant of equipment,
the most effective use of human effort, and
the evaluation of human work.

The above description collectively establishes the objectives of the workstudy:
to analysis, design and improve of work systems, work places and work methods;
to establish work standards for determining requirements in manpower and equipment, assessing
performance, planning operations, costing operations, products and services, and paying workers;
to develop an application of job evaluation schemes based on job descriptions;
to specify work facilities, layout, space utilisation and material and ` traffic‘ flows;
to evaluate and optimize alternative combinations of personnel, material and equipment;
to develop procedures for the planning and control of work and material usage; and
to develop procedures for presenting information to management about work performance.
4.0 What is Method Study?

As stated previously, Method Study is the systematic recording & critical examination of existing and proposed ways of
doing work as a means of developing and applying easier and more effective methods, and reducing costs.
Accordingly, the purpose of method study is to find better ways of doing things in order to improve efficiency by getting
rid of unnecessary work, avoidable delays, and other form of waste. This purpose or objective is achieved through the
following:
improved design and layout of factory or work place,

improved working procedures,
improved use of man machine and material,
improved working environment, and
improved design or specifications of the end product.
As the method study aims to establish a method for a job or to review and improve existing methods, the types of
problems which are likely to be concerned are:
Getting a job done more efficiently and so more cheaply;
‘Rationalising’ the work - questioning whether work needs to be done at all, or whether it can at least be done
more simply and with less effort; alternatively, trying to establish whether better use can be made of existing
idle time by spreading employees’ work loads more evenly over their working time.
A method study may be part of routine ‘auditing’ of the organisation affairs, or it may be requested by departmental or
senior management. It may arise from:
The introduction of new products, services or equipment;
The identification of problems:
o Bottlenecks, causing unbalanced workflow
o Idle workers or equipment – i.e. under use of resources
o Poor morale indicated by trivial complaints or absenteeism
o Escalating costs
o Excessive errors due to rejected work
o Inconsistent earnings, where the earning of employees are not related to output
Method study provides a comprehensive routine for improving methods of work. Frank Gilbreth (1886 to 1924) made a
major contribution to the techniques of method study, by presenting a detailed and objective approach.

4.1 Human Factor in Enterprise Operation
Before dealing with method study procedure or the exercise, some other factors, in particular human intervention, have
to taken into account while considering the study should be carried out or not.
The human factor is one of the most crucial elements in enterprise operation, for it is through people that management
can control the utilization of its resources and the sale of its products and services.
Workstudy and Supervisor: The work study specialist’s most difficult problem may often be the attitude of supervisors.
They must be won over if he or she is to obtain good results from the work study exercise. If it is evident that supervisor
thinks that “this workstudy stuff is nonsense”, the workers will not respect the specialist and will make no efforts to carry
out his or her suggestions, which, in any case, have to come to them through their supervisor.
Before the workstudy starts, the whole purpose and the procedure of the workstudy should be explained to supervisor so
that he or she could understand exactly what is being done and why. Unless, the supervisor is likely to be difficult, if not
actually obstructive, for many reasons such as:
If any improvement takes place through the exercise, they feel that their prestige in the eyes of their superiors
and of the workers will be lessened.
In some firms, planning & development work, hiring and firing workers, etch are done by the supervisors. The
mere fact due to exercise that some of their responsibilities are taken away is likely to make them or their
experience a loss of status.
Supervisors are the first people who will called upon to clear matters up, and is difficult for them to do so fairly if
they do not understand the situation.
In some countries, the supervisors are selected on the basis of seniority from among the best-skilled persons in
the enterprise and they are often in middle-age and there is tendency to select method on their own ways. They
also find it difficult to believe that they have anything learn from someone who has not spent a very long time in
the same occupation.
To avoid the above situation, the supervisors should trained on workstudy techniques and during the exercise, the
supervisors should be consulted in approaching the workers on changing the work pattern, giving opinions, etc..
Workstudy and the Worker: This is the most important and unpredictable factor. Workstudy exercise may result the
workers positively as well as negatively.
One of the greatest difficulties in obtaining active cooperation of workers is the fear that raising productivity through the
workstudy exercise will lead to unemployment. Workers are afraid that they will work themselves out of their jobs. This
anxiety is greatest when unemployment is high and worker who looses his or her job will find it hard to find another. Even
in industrialized countries, where the level of unemployment is relatively lower than developing countries, this fear is very
real to those who have experienced unemployment.
Any changes to working method or the methods proposed by study may cause mental and emotional reactions from
workers as it will change their familiar method. Knowledge of local personnel and local condition should reduce such
difficulties. Experience has shown that if the study of a particular job creates unrest or ill-feeling among worker, it is
better to leave it alone. The following action can be proposed for dealing with workers in the workstudy exercise:
Do not emphasize the productivity enhancement through labour.
Do not hide from or act against for the worker and be frank with the worker.
Inform fully the purpose of workstudy to worker’s representative.
Ask suggestions and get involve with the worker for development of working place.
Get involve with selected workers for the exercise through educating workstudy techniques.
Highlight the purpose is not only productivity improvement, but also work place improvement.

On the other hand, workers sometimes feel positively about the workstudy mainly because they consider such a study is
sort of recognition for them.
Workers feel that the management cares for them
Workers discover that there are managers who highly understand their job
Improving the feeling of confidence
Workers are more able to carry out their jobs
Workstudy and Management: Applying workstudy in one working area can start a chain reaction of investigation and
improvement which will spread in all directions throughout the organization: to the engineering department, the account
department, design office, sales department, etc. If the application of workstudy in an enterprise is to succeed, it must
have the understanding and the backing of management at all levels. Therefore, at the beginning, it is essential all
parties in the management to aware the purpose of the workstudy and likely outcome alone with potential effect on each
division.
Workstudy and Practitioner: Any one who is going to undertake improvements in methods should have an inventive
turn in mind, be capable of devising simple mechanisms and devices which can often save a great deal of time and
effort, and be able to gain the cooperation A from most of the parties involve with the exercise. Personal qualities in this
respaect play an important role in addition to the knowledge and experience of the practitioner and the following qualities
may be found such a practitioner.
Sincerity and honesty: able to gain the confidence and respect from all involved.
Enthusiasm: believe in the importance of what he or she is doing and able to transmit enthusiasm to people
around.
Interest in and Sympathy with People: get along with people at all levels and be able to see views of different
people and their motives.
Tactful: dealing with different types of people and understand the feeling as well as toughness situation.
Good Appearance: neat, tidy and look efficient to inspire among the people.
Self Confidence: able to stand up to top management to workers and defence of his/her opinion and findings.
4.2 Method Study Procedure

Method study procedure consists of six main steps to complete the exercise as in Fig. 1.4. These steps constitute the
logical procedure that a workstudy specialist could normally apply. In practice, however, the procedure is not straight
forward. For example, when measuring the results achieved by the new method, one may find that the resulting cost-
effectiveness may be negligible and does not warrant the added investment in time and effort to develop the perceived
method. In such case, job will have to be examined and another method should be developed. In some other instances,
the new method may bring a new issue to the surface, in which case the last few steps should be repeated.
4.2.1 Select the work to be studied:
Jobs which are likely to produce significant savings as a result of study have to be selected first. When selecting a job for
method study it is better to have a checklist indicating the points to be covered. A sample of a checklist that could be
adapted for individual needs is presented below.
Product and operation
Person who proposes investigation
Reason for proposal
Suggested limits of investigation
Particulars of job

o quantity produced or handled;
o percentage of above quantity handled in the department selected;
o number of workers (direct and indirect);
o duration of the job;
o whether the above duration increase in future;
o grade of workers and their pay;
o average output per worker (or team) per day;
o output per day compare to output per hour;
o method of payment, i.e. price-rate or time-rate;
o daily output of a best and worst worker;
o date of production standard set;
o whether the job is unpleasant;
o equipment cost and utilization;
o layout – whether spaces is enough for the job
o etc..
Product details
o Whether there are frequent changes;
o Whether the product design could be simplified;
o What quality is needed;
o Type of quality control;
o etc..
Expected savings or productivity involvement after a method study
Etc.
In the selection process, due consideration must also be given to:
• Economic feasibility: asking question “Will it worth to begin a method study of this job? “Will it pay to continue
this study? Obvious choices for the study are:
o Key profit-generation or costly operations, or ones with the largest scrap/waste rates.
o Bottleneck that are holding up other operations, or lengthy operations that consume a great deal of time.
o Operations involving repetitive work using a great deal of labour & ones that are likely to run for long time.
o Movements of material over long distance between work stations, those involving the use of relatively
large proportion of labour or which require repeated handling of material.
o Jobs that are involved with excessive over time
Pareto Analysis: One of the easiest techniques that used to identify key operations is the Pareto Analysis (or ABC
analysis). For example, assume that an enterprise produces 20 different products and each of products generate a
certain profit as given in Fig. 1.5. Total profit column has been created considering the annual production and unit profit.
According to the figure, three items accounts for 60% profit, which are the most profitable products. Therefore, they
would be a priority of study. Seven products contribute 25% of the profit and they are assumed as second importance.
Other products give lower profit and thus study may not take place for them.

Product Annual Profit per Total Profit Pareto or ABC
No. Production Unit (Rs.) (Rs.) Analysis
17 1,200 50 60,000
4 800 40 32,000 60% of the profit
9 1,400 20 28,000
14 1,600 8 12,800
11 1,800 6 10,800
12 2,000 3 6,000
19 1,200 5 6,000 25% of the profit
2 1,200 4 4,800
3 1,600 3 4,800
15 1,600 3 4,800
1 7,000 0.6 4,200
16 5,000 0.8 4,000
18 8,000 0.5 4,000
6 7,200 0.5 3,600
10 4,000 0.9 3,600
15% of the profit
13 6,000 0.6 2,400
8 2,400 1 2,000
20 5,000 0.4 1,600
5 3,200 0.05 1,600
7 4,000 0.25 1,000
Fig. 1.5: Pareto Analysis: Profit Contribution Fig. 1.4: Method Study Procedure
The similar type of analysis can be conducted to determine , for example, “the most costly product or process” or “the
products or processes that yield the highest waste”, depending on the requirement. Fig. 1.6 shows the use of Pareto
Chart for the analysis of the importance of activity or most time required for operation (i.e. bottleneck of operation).
Fig. 1.6: Pareto Chart

• Technical feasibility: One of the important consideration is the desire by management to acquire more
advanced technology, whether in equipment or in processes. Thus management may want to computerize its
office paperwork or its inventory system, or to introduce automation in the production operations. Before such
steps are taken, a method study can point out the most important needs of the enterprise in this respect. Thus
this is to make sure that adequate technical knowledge is available with which to carry out the method study.
Another example is that a machine tool has become a bottleneck in production. The machine is known to be
running at a speed below that of high-speed-steel tool. Can it be speeded up? Can the machine is robust
enough to take the faster speed? This problem is for the machine-tool expert.

• Human Factors: This is important, but unpredictable factor. Some operations cause dissatisfaction to workers.
The level of satisfaction points out a need for workstudy. In such a case, selection of job for the study is much
easier. Some study may lead to unrest or ill-feeling. Sometimes, the study or implementation should be
abandoned even if some significant benefits are obvious.
Limiting the Scope: The first decision in the selection process is to define the type of work to be studied, to set up
boundaries around it and to decide what exactly the study encompasses. For example, it is essential to decide the scope
of the investigation with respect to each product or process in the example considered in Pareto analysis.
To assist in making such decisions, it is important to understand thoroughly the problem in hand or the present situation
before looking for solutions or improvements for which other’s perception may be useful. The rule of thumb is that the
scope of the study should be decided at the very beginning before starting any other activity.
4.2.2 Record the existing work method and all other relevant facts:
Having selected the work to be studied, all the facts relating to existing method should be recorded. The success of the
whole procedure depends on the accuracy with which the facts are recorded, because they will provide the basis of both
critical examination and the development of improved method. Recording serves essentially as a basis for subsequent
analysis and examination. Recording may be carried out in two phases: first, rough sketch or charting of the job being
studied to establish whether the recorded information is of use; and second, a more formal and accurate charts or
diagrams to include clear and precise details.
The usual way of recording facts is to write them down. But, such method is not appropriate for complicated processes.
This is particularly is true when an exact record is required every minute details. Needless to state that in order to
describe everything that is done in even a very simple job, which takes perhaps a few minutes to perform, would
probably result in several pages of closely written script overcome this difficulty, other techniques and tools of recording
have been developed, so that detailed information may be recorded precisely in standard form.
4.2.2.1 Recording Techniques and Tools:
The most common techniques are charts and diagrams. There are several types of standard charts and diagrams
available, each with its own special purpose. In broad sense, they fall into two groups:
o Those which are used to record process sequence, i.e. series of events or happening in the order in which they
occur, and
o Those which record events, also in sequence, but on a time scale that enables to interact with related events.
The diagrams are used to indicate movements and/or interrelationships of movements more clearly than charts. But,
they do not show all details recorded on charts, which they supplement rather than replace. The most commonly used
method study charts are given in Fig. 1.7.
Process Chart Symbols: The recording of the facts about a job or operation of a process chart is made much easier by
the use of five standard symbols, which together serve to represent all the different types of activity or even likely to
encountered in any factory or office. Name, Symbol and the description of each standard symbol are shown in Fig. 1.8.
Type Base Name
Chart Indicate process Outline process chart
sequence Flow process chart – workflow type, material type,
equipment type
Two handed process chart, Procedure flowchart
Chart Use time-scale Multiple activity chart
Simo chart
Diagram Indicate Flow diagram, String diagram, cycle graph,
movement Chronocyclegraph, Travel chart
Fig. 1.7: Common Charts and Diagrams

Symbol Name Description

Indicates the main steps in a process, method or procedure.
OPERATION
Usually the part, material or product concerned is modified
or changed during the operation.
INSPECTION Indicates an inspection for quality and/or check for quantity
Indicates the movement of workers, material or equipment

TRANSPORT
from place to place
DELAY or Indicates a delay in the sequence of events: e.g. waiting
TEMPORARY STORAGE between consecutive operations
Indicates a controlled storage in which material is received
PERMANENT STORAGE
into or issued from s store
DECESION Indicates the decesion point for other operation
Fig. 1.8: Process Chart Symbols

Different Symbols Used in Different Process Charts: Not all symbols are used in each process chart (in outline, flow
& two-handed process chart). Fig. 1.9 compares the different symbols used in different process charts.
Fig. 1.9: Symbols Used in Different Process Charts

Outline Process Chart: It is often valuable to obtain a “bird’s eye” view of a whole process or activity before embarking
on a detailed study. This can be obtained by using an outline process chart. Therefore, it gives overall picture by
recording in sequence only the main operations and inspections. In addition to the information given by the symbol
and their sequence, a brief note of the nature of each operation or inspection is made besides the symbol, and the time
allowed for it is also added. Fig. 1.10 shows an example for outline process chart.
Flow Process Charts: Once the general picture of a process has been established through outline process chart, it is
possible to go into greater detail. The first stage is to construct a flow process chart.
Therefore, flow process chart can be defined as a chart setting out the sequence of the flow of a product or a procedure
by recording all events under review using appropriate process chart symbols. However, flow process charts are used
for different operations to show: what the operator does, how the material is handled or treated and how the equipment
is used, i.e. worker-type, material-type and equipment type. It is prepared in the manner similar to that in which the
outline process chart is made, but using, in addition to the symbols for “operation” and “inspection”, those for “transport”,
“delay” and “storage”.

Fig. 1.10: Example for Outline Process Chart
It is usual only one printed form of chart for all three types, the heading bearing the word “Worker/Material/Equipment”.
When flow process charts are being used regularly, it is convenient to use printed sheets similar to Fig. 1.11, which
illustrates a several process to be carried on a bus engine for maintenance purpose.
Fig. 1.12 shows flow diagram and process chart for clerical operation in an office environment.
Fig. 1.13 shows flow process charts of two types (worker and material) shown in one sheet for writing a letter by short-
hand typist.

Fig. 1.11: Common Sheet for Flow Process Chart

Fig. 1.12: Flow Process Chart for Clerical Operation

Fig. 1.13 Flow Process Chart for Writing a Letter by a Short-Hand Typist
BEFORE PRESENTING WITH OTHER RECORDING TECHNIQUES, EXAMINE AND DEVELOP STEPS ARE NOW
DISCUSSED SO THAT THEIR MERITS AND DEMERITS COULD BE DIFFERENTIATED EASILY.
4.2.3 Examine the Records

Once the recording of a job is over, the next step is to examining the records critically. During the examination, it may
find that some essential details have not been recorded. In such cases, it is necessary either to improve the records or to
choose a different or a better recording procedure. Therefore, critical examination is considered the most important part
of the basic procedural steps in method study.

Within the examination process, “transportation” and “delay” may generally appear to give greatest scope for
improvement. It may even be possible to eliminate certain operations, which will automatically affect transportation and
delays. Therefore, an examination of the operations in a process should first be made.
4.2.3.1 Classification of Activities
Five sets of activities recorded in flow process charts by the five symbols namely operation, transport, inspection, delay
and storage fall naturally into two following main categorize:
1. Activities in which something is actually happening to material or work piece under consideration, i.e. it is being
worked upon, moved or examined
2. Activities in which it is not being touched, being either in storage or at a standstill owing to delay
The first category is the productive activities and they can be further divided into three groups
Make-Ready Activities: These activities are required to prepare the material or work piece and set it in position
ready to be worked on. Activities such as loading, transporting, etc. are fall into this category.
Do Activities: These activities occur when the material of the product is changed either in shape, composition
or condition. Activities such as stitching the collar to shirt, typing the letter on to the paper are such activities.
Therefore, “Operation” is the key element in this category and a significant value is added to the process.
Put-Away Activities: These activities occur when the material or work piece is moved aside from the machine
or work place. “Put-Away” activities in one operation may be the “Make-Ready” activities for the next operation.
For example, transporting material or work-in-progress items from one working station A to next station is Put-
Away activity for station A, but Make-Ready activity for station B. Putting parts into storage and inspecting
finished parts are other examples for Put-Away activities.
It is clear from above classification that it will be beneficial to have high proportions of “Do” activities which carry the
material towards completion. In service sectors, “Do” activities are those operations which actually carry out activity for
which organization exists, for example the act of selling in a shop or act of typing in an office. It is only during these
activities, the value is added to the process or product.
Therefore, “Do” activities are productive activities and all others, though necessary, may be considered as non-
productive activities, including storages and delays which represent tied-up capital that could have been used to further
the business. Such activities do not add value to the product or process.
On of the main focus on the productivity improvement process is to eliminate non-value added activities. “Do” activities,
i.e. value added activities could be sometimes either eliminated or modified resulting in elimination of the connected
“Make-Ready” and “Put-Away” as well as corresponding transport and delays.
4.2.3.2 Procedure of Examination
Critical examination is carried out by asking two sets of systematic, detailed and progressive questions. At this point, it is
worth to state that there is old way of saying that to ask the correct questions, the correct answer is to be half-way
towards the finding the correct answer. This is especially true for method study. The two sets of questions are:
1. Primary questions, and
2. Secondary questions
Primary Questions: These are to establish the facts and reasons underlying the study. In this process, the purpose,
place, sequence, person and means of each activity recorded are systematically queried, and reason for each reply is
sought. The following are the primary questions to be raised with a view of eliminating, combining, re-arranging or
simplifying the activities (Refer Fig. 1.14).

What is actually achieved?
Purpose:
Why is the activity necessary at all?
Where is it being done?
Place:
Why is it done at that particular place?
When is it done?
Sequence:
Why is it dome at that particular time?
Who does it?
Person:
Why is it dome by that particular person?
How is it done?
Means:
Why is it done at that particular way?
Fig. 1.14: Primary Questions in Examine Process
The first question “what is actually achieved” ensures that whatever is written as description against the symbol on a
chart is accurately stated and properly understood. In this way, the real achievement of the activity is established. The
purpose of the primary questions is to ensure that every fact on an existing method is clearly understood. It is therefore
important not to confuse the questions and answers relating to purpose and means. For example, when considering the
operations of “tying a parcel with string”, the question under purpose, “what is actually achieved?”, would receive the
answer, “the parcel is fastened”, but not “the parcel is tied up with a string”.
Secondary Questions: These are primarily to search for alternatives, which might lead to improvement. These
questions cover the second stage of the questioning technique, during which the answers to the primary questions are
subjected to further query to determine whether possible alternatives of purpose, place, sequence, person, and means
are practicable and preferable as a means of improvement upon the existing method.
Therefore, during this stage of questioning (having asked already about the activity recorded, what is done? and why is it
done?), the method study specialist goes on to inquire: “What else might be done?” And hence: “What should be done?
In the same way, the answers already obtained on place, sequence, person and means are subjected to further query. It
is clear that in this stage, two sets of questions are to be asked to set out the alternatives. The Fig. 1.15 lists out such
questions to be asked for each category.
Purpose: What else could be done? What should be done?

Place: Where else could it be? Where should it be done?
Sequence: When else could it be? When should it be done?
Person: Who else could it be? Who should do it?
Means: How else could it be? How should it be done?
Fig. 1.15: Secondary Questions in Examine Process
The last set of questions would indicate the direction along which a new method should be developed. However, it is not
possible at this stage to make adequate decisions to develop the new method. In obtaining the answers to the secondary
questions, the following considerations are of primary significant;
1. When an activity is challenged, the purpose is to see whether it can be eliminated entirely
2. If the activity can not be eliminated because it is essential, then it is required to see how it could be best done
3. Attention must also be given to see the activity can be combined with any other activities
The above queries are to be made systematically every time a method study is undertaken. Such an approach is the
basis of successful method study.

4.2.4 Develop the Improved Method (Step 4/5)
Through the critical examination, one can develop a fairly good notion about the shortcomings of the present operation
and the possibilities of a new improved method begin to immerge. In many cases, however, the solution is not all that
obvious and further investigation may be needed elsewhere. It is therefore unwise to rush into solutions before
investigating these other related areas such as material handling, inventory control, layout design, etc. It is therefore,
workstudy person should be aware of the ranges of techniques that are available to them in developing a new method.
Once the step of developing a new method is accomplished, it is recorded on a corresponding chart. For such, this
would be a flow process chart so that it can be compared with the original method and checked to make sure that no
point has been overlooked.
The development and improvement of the work method may not be obvious in most of the cases. A thorough,
exhaustive and time consuming examination is normally required. The device specifically designed for improving work
method is known as “process improvement formula”. The formula consists of four steps and they are:
1. Eliminate
2. Combine
3. Sequence
4. Simplify
The above steps are applied to each separate activity in the job, i.e. each meaningful group of elements. Complete
elimination of unnecessary activities is clearly the most important step that can be taken in developing an improved work
method. An activity may have been retained because of custom, history, inertia, inadequate communication or even
ignorance. Changes to materials, product design, process design, tools or the work place may facilitate basis for
elimination or combination.
If none of the eliminating or combining attempt succeeded, then more expensive step should be considered, i.e. attempt
to simplify the activity by reducing the number of operations, reducing or eliminating delays & storages or minimizing
transportation. It may become necessary to conduct a more detailed study to obtain sufficient information to enable
activities to be simplified.
The purpose of simplifying the activity is to permit the worker to complete the job more quickly and easily. Gilbert’s work
on principle of motion economy is valuable in devising the best method of doing a manual task. In his study of motion
economy, Gilbeth considers aspects such as use of worker’s body, arrangement of work place and design of tools and
equipment. A list of rules related to the eliminating and combining aspects were given by Gilbeth and other later workers
on motion economy with greatly helps developing work methods.
OTHER RECORDING TECHNIQUES and EXAMPLES FOR EXAMINE & DEVELOP

Example for Examine Record: The process chart given Fig. 1.11 regarding engine maintenance shows the activities
associated with the process. Examination of the chart shows that a very high proportion of “non-productive” activities.
There are in fact four operations and one inspection, while there are 21 transports and three delays. Out of all 29
activities, excluding the original storage, only five can be considered as “productive”.
Detailed examination of the chart leads to a number questions. For example, it can be seen that an engine being
transported from the old-engine stores has to change cranes in the middle of its journey. This shows the necessity of
examining the activity critically and the following primary & secondary questions (Fig. 1.16) can be seen as appropriate.
In the event this suggestion was adopted, and as result three “transports” can be eliminated. Moreover some operation
or sequences of operations are performed without valid reasons and they could be eliminated or combined. After
examining the records critically, with adopting the suggestions, the flow diagram of the process could be proposed as
given in Fig. 1.17 and the process chart for the improved process is shown in Fig. 1.18.

What is done? The engine is carried to the stripping bay

By an electric crane, The engine is placed on the ground and
How is this being done?
pickup by another crane to be transported to stripping bay
Because the engine can not be directly be picked by the monorail
Why is this done?
crane that runs through stores and the shop.
What else might be The engine should be stored so that they are immediately
done? accessible to the monorail crane.
What should be done? The above suggestions should be adopted
Fig. 1.16: Example for Questions
Fig. 1.17: Existing and Improved Flow Diagram

Fig. 1.18: Process chart for Improved Process
The questioning process could be performed very rapidly by experience specialist. In fact, it uses more common sense
while observing the activity with the focus of answering “What is done?” and “Why is it necessary?”

Use of Flow Diagram with a Flow Process Chart: Fig. 1.19 shows the original layout of the receiving department of
an aircraft factory where inspection and making off incoming parts takes place. Symbols of various activities have been
inserted into the flow diagram into it-self for recording purpose. The Fig. 1.20 gives different activities associated with
existing inspection and marking process of incoming parts. With critical examination of the records, the layout diagram
has been improved to reduce the total time for the entire process. The combined flow diagram and the process chart for
the department and the flow process chart for the inspection and marking processes are shown in Fig. 1.21 and Fig. 1.22
respectively.
Fig. 1.19: Flow Diagram: Inspecting & Marking Incoming Parts (Existing Method)

Fig. 1.20: Flow Process Chart: Inspecting & Marking Incoming Parts (Existing Method)

Fig. 1.21: Flow Diagram: Inspecting & Marking Incoming Parts (Proposed Method)

Fig. 1.22: Flow Process Chart: Inspecting & Marking Incoming Parts (Proposed Method)

Flow Diagram: As experienced in previous examples, flow diagram drawn substantially to scale and which shows the
location of specific activities carried out and the routes followed by workers, material or equipment. Flow diagrams are
very popular and useful as it is very convenient to understand.
String Diagram: There are many types of activities in which workers move at irregular intervals between a number of
points in the working area, with or without material. This situation is very common in industry and commerce and even in
the home. A few examples of such are:
An operator is looking after more than one machine
Labourers are delivering materials to or removing work from a series of machines or workplaces
In stores and shops where a variety of materials are being removed from or put away into racks and bins
In restaurant and canteen, staff move to different location during the preparation of meals
One of the simplest, but most useful techniques for recording this form activities are string diagram. It is a scale layout on
which a length of string is used to record the extent as well as the patterns of movement of a worker or material working
within a limited area during a certain period of time (e.g. a few hours) until gets the true picture. Although, it can be used
in places where the movement is a simple backward and forward one between two or three fixed points, it is most value
where the journeys are so irregular in distance and frequency that it would otherwise be difficult to see exactly what is
happening.
Fig. 1.23: String Diagram for Tile Flow
The string diagram shown in Fig. 1.23 is thus a special form of flow diagram, in which a string is used to measure the
distance travelled in ware house operation of tiles. Because of this, it is necessary that string diagram be drawn to scale
unlike ordinary flow diagram. The string diagram is started in exactly the same way as all other method. Both flow
diagram and string diagram are often used to supplement flow process chart enabling to provide a clearer picture. If the
journey is long and study area is fairly large, methodical notes such as the direction of flow, arrival t& departure times
should be noted clearly to avoid later confusion.

The string diagram in Fig. 1.23 illustrates that certain paths, in particular those between A and D, A and H, and D and L,
are traversed more frequently than others. Since most of these points are at a fair distance from one another, the
diagram suggests that critical examination is called for, with a view to moving the work points which they represent
closer together.
The string diagram is a useful aid in explaining proposed changes to management. If two diagrams are made, one
showing the original layout and one the improved layout, the contrast is often so vivid that the change will not be difficult
to “sell”. The workers may especially are interested in seeing the results of such studies and discovering how far they
have to walk.
Travel Chart: It is a fact that the string diagram is a very neat and effective way of recording for critical examination of
the movement of workers and material, especially when readily understood “before” and “after” models is needed to help
in presenting the merits of the proposed changes. However, string diagram takes very long time to construct and even it
will become crowded when there is great many movements with many crossings. In such instances, “travel chart” is a
quicker and more manageable recording technique.
Even flow diagrams become particularly not suitable when inter-departmental and inter-section movement exists and
when quantities factors such as distances, weight and frequency of movement have to be studied. Even in this instance,
travel chart become useful.
Travel chart is a tabular record for presenting quantitative data about the movements of workers, materials or equipment
between any numbers of places over any given period of time.
Fig. 1.24 shows a travel chart which records the movements of a messenger delivering papers or information to the
various desks and workstations in an office. The layout of the office, showing the relative positions of the workstations is
also shown in the figure. Each square in travel chart represents a workstation – that is, a place visited by the passenger
in this example. There are 10 stations and so the travel chart containing 10 x 10 squares to represent FROM – TO
distances or frequency.
Figure shows the frequency of movement of the messenger from each station and also to station. Left and just below the
cross chart represent the summary of the frequency, i.e. summary to present FROM and TO movement, by adding
vertical columns and horizontal rows separately. Summary can also be replaced by bar chart for further illustration.
These charts not only provide an at-a-glance picture of volume and the nature of the movement to and from each station
or department, but also the form the basis for further investigation.
An examination of the chart shows that 10 journey have been made into station 2, 07 into station 9, and 06 into station 5.
These are the busiest stations. A scrutiny of the body of the chart helps to confirm this: there were 06 journeys from
station 2 to station 9, and 05 from station 5 to station 2. So, the busiest route is 5-2-9.
This suggests that it would be better to locate these stations next to each other. It might then be possible for the clerk at
station 5 to place finished work directly into the in-tray at station 2, and the clerk there to pass his or her work on to
station 9, thus relieving the messenger of a good deal of travelling.
If the squares marked by distance (total or unit distance alone with frequencies) or weight (total or unit), a better and
realistic picture could be obtained.

Fig. 1.24: Travel Chart for Movement of Messenger in Office

Cycle Graph and Chrono-Cycle-Graph: This technique was originated by Gilberth to record short motion patterns on a
photograph. The record can be made as continuous line which is known as cycle-graph. The record can be made as
dotted line which is known as chrono-cycle-graph.
Cycle-graph is made by attaching small lights to the workers wrists and making a time exposure while a single cycle or
portion of cycle is performed. The camera shutter is then closed after which a normal instantaneous exposure is made
on the film. Chrono-Cycle-graph is made by a similar procedure in which the light source is suitably interrupted so that
the path appears as a series of dots. This enables both the direction of movement and the speed at any point along the
path to be recorded.
These methods of recording are very expensive and are rarely used nowadays. They also have limited applications.
Multiple Activity Chart: This uses time scale to represent the time associated with activities. This type of chart is
extremely useful in organizing teams of operatives on mass-production, maintenance and similar work. In maintenance,
this is particularly useful when expensive plant can not be allowed remain idle longer than absolutely necessary. It can
also be used to determine the number of machines which an operator should be able to look after during a specified
time.
In making a chart, the activities of the different operatives and the machines are recorded in terms of working time and
idle time. These times may be recorded by ordinary wristwatch or by stop-watch, according to the duration of the various
periods of work and idleness. Extreme accuracy is not required, but timing must be accurate enough for the chart to be
effective.
It will be seen from the example given in Fig. 1.25, which shows writing a letter discussed in Fig. 1.13. It can be realized
that unlike the process chart, it displays only working time and non working time in respect of operators (typist &
manager) and typewriter.
Typewriter Typist Manager

Goes to Idle
Manager's Office
Idle Letter Dictated
Goes back to
05 Office
Type the Letter

10
Types the Letter Idle
Separate Copies
15 Goes to
Manager's Office
Idle
Idle Check & Sign
Type Envelop,
20
Types the Insert Letter & Idle
Envelop Place it Inside
25
Fig. 2.25: Multiple Activity Chart for Letter Typing
Fig. 1.26 and Fig. 1.27 show another example, where multiple activity charts have been prepared for the inspection
operation of catalyst in a converter with the original and improved process. It is worth to note that the idle time has been
reduced drastically in the improved process.

Fig. 1.26: Multiple Activity Chart for Inspect of Catalyst (Original Method)
Fig. 1.27: Multiple Activity Chart for Inspect of Catalyst (Improved Method)

Simo Charts (Simultaneous Motion Cycle Charts): Simo charts are used in micro-motion study. In certain types of
operation, and particularly those with very short cycles which are repeated many times over, it may be worth while going
into much greater details to determine where movements and effort can be saved and to develop the best possible
pattern of movement., thus enabling the operative to perform the operation repeatedly with minimum of effort and
fatigue. This is known as micro-motion study.
In simo charts, special micro-motion symbols known as “THERBLIG (=Gilbreht) were used in the study. They have now
been replaced by the use of Predetermined Motion Time Standard (PMTS) Charts. Both film and Video cameras can be
used to record activities at the work place. This permits advantages:
Greater detailing than eye observation
Greater accuracy than pencils, paper and watch techniques
More convenient
Positive record
Help in the development of the work study person themselves
(PMTS CHART WILL BE DISCUSSED LATER)
4.2.5 Evaluate Alternative Method
During the development stage, a number of possible changes to the existing method or a number of potential
developments may have highlighted. Some of them may be capable of immediate introduction, while others such as
introduction of new equipment, operator training, etc. may require further actions before implementation. Now, the
management need to take the decision for a preferred solution, for which information on alternative methods, the likely
results of the proposed changes and the implementation cost should available for managers. Therefore, a cost-benefit
analysis of each proposed method should be prepared.
At the beginning, very broad cost and benefits for each solution can be presented in order to glance through the
solutions for the purpose of excluding potential changes and for detailed evaluation. It is important to include benefits
that easily and quantitatively justified, but also to express in terms of qualitative terms such as job satisfaction, industrial
relations, moral that has long-term financial effect. Each solution can be weighted or rated with a common scale by
transforming qualitative benefits into quantitative benefits.
The nature of the evaluation depends on the nature of the situation under review and the scope and the scale of the
proposed changes. The findings of this evaluation phase are included in the project report, perhaps with a recommended
course of action, submitted to the management of the area under review. The report can also include implementation
plan, if a completely new method is proposed.
4.2.6 Define the Improved Method
Once the decision has been taken on the changed in method, it is important to define the method strictly. For all jobs
other than those performed on standard machine where the process and methods are virtually controlled by the
machine, it is desirable to prepare a written standard practice, also known as an “improved instruction sheet”. This
serves the following several purpose depending on the job:
It records the improved method for future reference, in as much details as may be necessary.
It can be used to explain the new method to management, supervisors, and operatives. It also advises all
concerned of any new equipment required or of changes needed in the layout of machines or products.
It is an aid to training operatives and can be used by them for reference until they are fully conversant with the
new method.
It forms the basis on which time studies (i.e. work measurement) may be taken for setting standards, although
the breakdown by element will not necessarily be the same as the breakdown by notion.

Such a written statement also outlines in simple terms the methods to be used by the operative. The following
information will normally be required:
The tools and equipment to be used and the general operating conditions.
A description of the method. The amount of detail required will depend on the nature of the job.
A diagram of the workplace layout and, possibly, sketches of special tools and fixtures.
Such statement may be supplemented by lay out diagrams, flow charts, process charts etc. to visualize the content.
4.2.7 Install the Improved Method
Installation of the improved method is the most difficult part as it needs corporation from all levels – management,
supervisors, workers, and unions. It is here that personal qualities of the work study person, his ability to explain clearly
and simply about the improvement is a gift for getting along with other people and their trust become the greatest
important.
Installation can be divided into stages:
Gaining acceptance fro management, supervisors and workers
Preparing to make the changes
Controlling the change over
The first factor has already been discussed. It is also important that the change-over from an existing method to a
revised one is properly planned. Main tasks such as purchasing, constructions, training, etc. should be identified before
implementation begins. Once the tasks are identified, they are scheduled to control each step of the implementation
process.
4.2.8 Maintaining the New Method
Once the new method is installed and operating satisfactorily, it does not necessarily continue to give benefits unless it is
maintained with effort. The conditions are liable to change from time to time, and this may mean that some of
assumption upon which the improved method was built up are no longer valid. The method should be reviewed at
intervals to make allowances for any changes. Changes can arise from three main reasons:
Deliberate and discernible alterations to method for good reason
Changes as a result of suggestions schemes
Minor innovations introduced by supervisors and workers
The method can be reviewed in regular intervals looking for above and the frequency will depend on the nature of the
work. The main purpose of such a review should be to disclose whether there are any discrepancies between the
authorized procedure and the current practice at the time of review.
4.3 Methods and Movements at the Work Place
This is the major area of the application of workstudy for enhancing the productivity of man and machines. So far, the
major focus was on separate activities involved with workers, machines and materials. Now, it has expanded to look at
one worker working at a workplace, bench or table and to apply the principles to worker and working place. Major
application areas of this type are assembly works in repetitive nature.
Such a working place design focus on movement of hands, fingers and body. Depending on the anthropometric data of
the body, the working area for a human body is changed. Fig. 1.28 shows the normal working area and the storage area
on the workbench for the average operative. As far as possible, materials should not be stored in the area directly in
front of the worker, as stretching forwards involves the use of the back muscles, thereby causing fatigue. This
arrangement is explored in “principles of motion economy”.

Fig. 1.28: Normal and Maximum Working Area

4.3.1 The Principles of Motion Economy
There are number of principles concerning the economy of movements which have been developed as a result of
experience and which form a basis for the development of the improved method at the workplace. They are:
Use of human body
Arrangement of the work place
Design of tools and equipment
They are useful in shops and office alike and, although they can not always be applied, they do form a very good basis
for improving the efficiency and reducing fatigue of manual work. The following description simplifies and explains the
approach.

Use of Human Body: Whenever and wherever possible, the following should be fulfilled for the work at work place.
The two hands should begin and complete their movements at the same time.
The two hands should not be idle at the same time except during the periods of rest.
Motions of the arm should be symmetrical and perform simultaneously.
Hand and body motion should be made at the lowest position at which it is possible to do the work satisfactorily.
Momentum should be employed to help the worker, but should be reduced to a minimum whenever it has to be
overcome by muscular effort.
Continuous curved movement are to be preferred to straight line motions involving sudden and sharp changes
in direction.
“Ballistic” (i.e. free-swinging) movements are faster, easier and more accurate than restricted or controlled
movements.
Rhythm is essential to the smooth and automatic performance of a repetitive operation. The work should be
arranged to permit natural rhythm whenever possible.
Work should be arranged so that eye movements are confined to a comfortable area without the need for
frequent changes of focus.
Arrangement of the Workplace: Whenever and wherever possible, the following conditions should be fulfilled in
designing the work place.
Definite and fixed stations should be provided for all tools and materials to permit habit formation.
Individual tools and materials should be pre-positioned to reduce searching.
Gravity feed, bins and containers should be used to deliver materials as close to the point of use as possible.
Tools, materials and controls should be located within the maximum working area and near to the worker as
possible.
Materials and tools should be arranged to permit the best sequence of motions.
Ejectors should be used wherever possible, so that the operator does not have to use his/her hands to dispose
of the finished work.
Provision should be made adequate lighting, and a chair of the type and height to permit good posture should
be provided.
The height of the workplace and seat should be arranged to allow alternate standing and sitting.
The colour of the workplace should contrast with that of the work and thus reduce eye fatigue.
Design of Tools and Equipment: Whenever and wherever possible, the following tools and equipment should be
provided for convenience of working.
The hands should be relieved of all work of “holding” the work piece where this can be done by a jig, fixture or
foot-operated device.
Two or more tools should be combined wherever possible.
Where each finger performs some specific movement, as in typewriting, the load should be distributed in
accordance with the inherent capacities of the fingers.
Handles such as those on cranks and large screwdrivers should be so designed that as much of the hand as
possible can come into contact with the handle. This is especially necessary when considerable force has to be
used on the handle.
Levers, crossbars and hand wheels should be so placed that the operative can use them with the least change
in the body position and the greatest mechanical advantage.

In design of work place, it is accepted norm to keep any movement to lowest class, which is finger movement around the
knuckle that gives lowest fatigue. The following gives the different class of such movement;
Class Pivot Body Movements
1. Knuckle Finger
2. Wrist Hand, Fingers
3. Elbow Forearm, hand, fingers
4. Shoulder Upper arm, forearm, hand, fingers
5. Trunk Torso, Upper arm, forearm, hand, fingers
In addition to body movement, the following can be considered as important in such design:
If similar work is being done by each hand, three should be a separate supply of materials/parts for each hand.
If the eyes are used to select the material, as far as possible, the material should be kept in an area where eyes
can locate it without there being any need to turn the head.
Use semi-circular arrangement in preference to circular arrangement as in Fig. 1.29.
Design the workplace using ergonomics principles. A recommended posture for sitting is shown in Fig. 1.30.
The nature and the shape of the material influence its position in the layout. Various bins shown in Fig.1.31 can
be used to accommodate different nature of material.
Hand tools should be picked up with the least possible disturbance to the rhythm and symmetry of movements.
Tool should be easy to pick up and replace; as far as possible they should have an automatic return. (Fig. 1.32).
Finished work should be dropped down with least hand and eye movement. If the operation is intermediate one,
placed in a container in such a way that next operator can pick it up easily.
Two-Handed Process Chart: As discussed previously, the work limited to single work place often involves of using both
hands and arms only. In this situation, two-handed process chart can be drawn to represent the sequence of activities of
the worker. Therefore, the two-handed process chart is a process chart in which the activities of a worker’s hand (or
limbs) are recorded in their relationship to one to another. Sometimes time scale is too added to the chart. One
advantages of incorporating a time scale in the chart form is that the symbols for what the two hands are doing at any
given moment are brought opposite each other. It is usually is used for repetitive operations, when one complete cycle
of the work is to be recorded.
It generally employs the same symbols as the other process charts; however, because of the greater details covered, the
symbols are accorded slightly different meaning (Refer Fig. 1.33).
Example given in Fig. 1.34 describes how a two-handed process chart was constructed for cutting a glass tube with a
help of jig.

Fig. 1.29: Circular and Semi-Circular Working Arrangement

Symbol Name Description
OPERATION Activities such as grasp, position, use, release etc..
TRANSPORT Movement of the hand from or to the work, material, tool
DELAY Hand is in idle position without having specific task
HOLD Holding the work, materail or tool
Fig. 1.33: Two-Handed Process Chart Symbols

Fig. 1.30: Recommended Posture for Sitting Position
Fig. 1.32: Workstation Layout

Fig. 1.31: Various Bins and Motion Economy Devices

Fig. 1.34: Two-Handed Process Chart for Ball-Point Assembly

Reference:
Introduction to Work Study, ILO Publication

OUR-EnG Workstudy 1

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IE: Industrial Engineering Prepared by: Piyasena Samarakoon

Dept. of Mechanical Engineering, UOM

Lesson 01: Workstudy & Job Design

Aim and Objective

Page 1 Work-study & Job Design

2.0 What is Productivity?

Page 2 Work-study & Job Design

3.0 What is Workstudy?

Fig. 1.1: Elements in Operation Time

Page 3 Work-study & Job Design

B.1 Poor design and

Work content added

B.3 Incorrect quality

C.1 Poor layout and C.1 Layout and

C.5 Poor planning of

D.3 Accidents and

Fig. 1.2: Work Content and Management Technique

Page 4 Work-study & Job Design

Page 5 Work-study & Job Design

Method Study Work Measurement

Resulting in more Making possible improved

Fig. 1.3: Workstudy Techniques

Page 6 Work-study & Job Design

4.0 What is Method Study?

improved design and layout of factory or work place,

Page 7 Work-study & Job Design

Page 8 Work-study & Job Design

4.2 Method Study Procedure

Page 9 Work-study & Job Design

Page 10 Work-study & Job Design

Fig. 1.6: Pareto Chart

Page 11 Work-study & Job Design

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Symbol Name Description

INSPECTION Indicates an inspection for quality and/or check for quantity

Indicates the movement of workers, material or equipment

DECESION Indicates the decesion point for other operation

Fig. 1.8: Process Chart Symbols

Fig. 1.9: Symbols Used in Different Process Charts

Page 13 Work-study & Job Design

Fig. 1.10: Example for Outline Process Chart

Page 14 Work-study & Job Design

Fig. 1.11: Common Sheet for Flow Process Chart

Page 15 Work-study & Job Design

Fig. 1.12: Flow Process Chart for Clerical Operation

Page 16 Work-study & Job Design

4.2.3 Examine the Records

Page 17 Work-study & Job Design

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Purpose: What else could be done? What should be done?

Page 19 Work-study & Job Design

OTHER RECORDING TECHNIQUES and EXAMPLES FOR EXAMINE & DEVELOP

Page 20 Work-study & Job Design

What is done? The engine is carried to the stripping bay

Fig. 1.17: Existing and Improved Flow Diagram

Page 21 Work-study & Job Design

Fig. 1.18: Process chart for Improved Process

Page 22 Work-study & Job Design

Page 23 Work-study & Job Design

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Page 26 Work-study & Job Design

Fig. 1.23: String Diagram for Tile Flow

Page 27 Work-study & Job Design