The College of Engineering

[IE 386] Work Analysis and Design I

IE386
Lecture 9 Work Measurement and Time Study Chapter 5
Dr. Mustafa Sendil, Dr. Takeaki Toma, Dr. Hadi Jaber
Primary reference textbooks:
Stephan Konz & Steven Johnson, “Work Design” (7th edition)
Mikell P. Groover, “Work Systems & Methods, Measurement, and Management of Work”
Methods to Determine Time Standards

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Divide Task into Work Elements
Work element:
• Series of motion activities that are grouped logically together
• Has a unified purpose in the task
Guidelines:
• Each work element should consist of a logical group of motion elements
• Beginning point of one element should be the end point of the preceding element
• Each element should have a readily identifiable end point
• Work elements should not be too long nor too short
• Separate irregular elements, machine elements, internal elements

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Reasons for Breaking a Job into
Elements
• Makes it possible to reuse the data.
• Permits different ratings for different elements.
• Permits consistency checks.
• Improves methods descriptions.
• Makes incomplete data useful.
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Classification of Work Elements

• Setup versus production elements

• Setup elements - associated with activities required to change over from one batch
to the next. Performed once per batch
• Production elements - associated with the processing of work units within a given
batch. Performed once per work unit
• Worker-paced versus machine elements
• Operator-paced elements - manual elements. Can be setup or production cycle
elements, Can be constant or variable
• Machine-controlled elements - machine time depends on machine operating
parameters. Great accuracy, Characterized by little or no random variations

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Classification of Work Elements

• Regular versus irregular elements

• Regular elements - performed once every cycle
• Irregular elements - performed less frequently than once per cycle. Must be
prorated in regular cycle
• Internal versus external elements
• External elements - manual elements performed in series with machine elements
• Internal elements - manual elements performed at same time machine is running

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Task Hierarchy & Work Measurement

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Allowances in Time Standards

• Purpose of allowance factor is to compensate for lost

time due to work interruptions and other reasons

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Reasons for Lost Time at Work
Work-related interruptions Non-work-related interruptions

• Machine breakdowns • Personal needs (e.g.,

• Waiting for materials or parts restroom breaks)
• Receiving instructions from • Talking to co-workers about
foreman matters unrelated to work
• Talking to co-workers about • Lunch break
work-related matters • Smoke break
• Rest breaks for fatigue • Beverage break
• Cleaning up at end of shift • Personal telephone call

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How to Allow for Lost Time
• Two approaches used by companies:
1. Scheduled rest breaks during the shift
• Typical - one 15-minute break in mid-morning and another
in mid-afternoon
2. A PFD allowance is added to the normal time
 This allows the worker to take a break on his/her own time

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PFD Allowance
• Personal time
 Rest room breaks, phone calls, water fountain stops,
cigarette breaks (5% typical)
• Fatigue
 Rest allowance to overcome fatigue due to work-related
stresses and conditions (5% or more)
• Delays
 Machine breakdowns, foreman instructions (5% typical)

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Personal Allowances

• Do not vary with the task.

• Include attending to personal needs, smoking, etc.
• Most firms have standardized break periods.
• Lunch is not usually considered part of allowances.
• Additional allowances may be given for cleanup, putting
on and taking off protective clothing, and travel.

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Fatigue Allowances
• Compensate person for time lost due to fatigue.
• Fatigue allowances are given only for fatigue.
• Generally, give fatigue allowance only for work cycle time
outside machine time.
• Fatigue factors include physical, mental, and environmental.

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Delay Allowances

• Vary with the task, not the operator.

• Compensate for machine breakdown, interrupted
material flow, conversations with supervisors, etc.
• Delays also serve as personal allowances and fatigue
allowances.
• To set delay allowances, observe delays in a sampling
study or time study.

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Rest Allowances
TABLE 10.1 Allowance Factors (in percentage) for
Various Classes of Work
1. Constant allowances:
(A) Personal allowance …………………………………….. 5
(B) Basic fatigue allowance ………………………………... 4
2. Variable allowances:
(A) Standing allowance …………………………………….. 2
(B) Abnormal position
(i) Awkward (bending) …………………………………. 2
(ii) Very awkward (lying, stretching) ………………….. 7

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Rest Allowances
TABLE 10.1 Allowance Factors (in percentage) for
Various Classes of Work
(C) Use of force or muscular energy in lifting, pulling, pushing
Weight lifted (pounds)
20 ……………………………………………………….. 3
40 ……………………………….................................. 9
60 ………………………………………………………. 17

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Rest Allowances
TABLE 10.1 Allowance Factors (in percentage) for
Various Classes of Work
(D) Bad light
(i) Well below recommended ………………………… 2
(ii) Quite inadequate …………………………………… 5
(E) Noise level:
(i) Intermittent–loud …………………………..………. 2
(ii) Intermittent–very loud or high pitched ..…………. 5

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1. Direct Time Study

Direct and continuous observation of a task using a stopwatch or other

timekeeping device to record the time taken to accomplish the task
• While observing and recording the time, an appraisal of the worker’s
performance level is made to obtain the normal time for the task
• The data are then used to compute a standard time for the task

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Direct Time Study

1. Define the task to be studied

2. Divide the task into precise elements
3. Decide how many times to measure the task
4. Time and record element times and rating of
performance

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Direct Time Study
5. Compute average observed time
Sum of the times recorded to
Average perform each element
observed =
time Number of observations

6. Determine performance rating and

normal time
Average Performance
Normal time = observedx rating factor
time
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Direct Time Study

7. Add the normal times for each element to

develop the total normal time for the task
8. Compute the standard time

Standard time = Total normal time*(1+Allowance factor)

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Standard Performance
A pace of working that can be maintained by an average worker throughout an entire work
shift without harmful effects on the worker’s health or physical well-being
Benchmarks of standard performance:
 Walking at 3 miles/hr on level flat ground
• Standard performance is commonly defined to be a pace that can be readily attained by
the majority of workers
• A typical policy is to define standard performance so that an average worker is able to
work at a pace that is 130% of that pace
• Thus, most workers are able to easily achieve standard performance

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Performance Rating
• Ensures that the standard is based on the method, not the operator.
• To improve rating accuracy, study an average operator.
• Standard performance is commonly defined to be a pace that can be
readily attained by the majority (70-80%) of workers
• Standard performance PR = 100%
 Slower pace than standard PR < 100%
 Faster pace than standard PR > 100%
• Normal time Tn = Tobs(PR)

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Time the Work Elements
• Each element over several work cycles to obtain a reliable average
• Stopwatch timing methods:
Snapback timing method – stopwatch is reset to zero at the
start of each work element. Prefer this one.
Continuous timing method – stopwatch is allowed to run
continuously throughout the duration of the work cycle.

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Time Study Example
Allowance factor = 15%

OBSERVATIONS (MIN) PERFORMANCE

RATING
JOB ELEMENT 1 2 3 4 5

(A) Compose and type letter 8 10 9 21* 11 120%

(B) Type envelope address 2 3 2 1 3 105%
(C) Stuff, stamp, and seal envelopes 2 1 5* 2 1 110%

1. Delete unusual or nonrecurring observations (marked with *)

2. Compute average times for each element
Average time for A = (8 + 10 + 9 + 11)/4 = 9.5 minutes
Average time for B = (2 + 3 + 2 + 1 + 3)/5 = 2.2 minutes
Average time for C = (2 + 1 + 2 + 1)/4 = 1.5 minutes

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Time Study Example
3. Compute the normal time for each element

Normal time = (Average observed time) x (Rating)

Normal time for A = (9.5)(1.2) = 11.4 minutes
Normal time for B = (2.2)(1.05) = 2.31 minutes
Normal time for C = (1.5)(1.10) = 1.65 minutes

4. Add the normal times to find the total normal time

Total normal time = 11.40 + 2.31 + 1.65

= 15.36 minutes

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Time Study Example
5. Compute the standard time for the job

Standard time = Total normal time*(1+Apfd)

=15.36*(1+0.15)=17.66 minutes

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Machine Cycle in the Task

• If the work cycle includes machine-paced elements, then standard time may
include a machine allowance applied to the machine time
Tstd = Tnw(1 + Apfd) + Tm(1 + Am) (for external
elements)
Tstd = max{Tnw(1 + Apfd), Tm(1 + Am)} (for internal elements)
where Tnw = normal time for worker elements, Tm = machine cycle time (assumed
constant), and Am = machine allowance

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2. Predetermined Motion Time Systems
• A procedure that analyzes any manual activity in terms of basic or
fundamental motions required to perform it.
• Predetermined Motion Time Systems (PMTS)
• Methods-Time Measurement (MTM)
• Maynard Operation Sequence Technique (MOST)

• PMTS is a database of basic motion elements and their associated

normal time values, together with procedures for applying the data
to analyze manual tasks and establish standard times for the tasks
• Basic motions include: Reach, Grasp, Move, Release
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PMTS Procedure

1. Synthesize method that would be used to perform the task

 The method is described in terms of basic motion elements
2. Retrieve normal time values for each motion element
 Sum the element times to determine the task normal time
3. Evaluate method to make improvements
4. Apply allowances to determine standard time

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Methods-Time Measurement

“Procedure which analyzes any manual operation or method into the

basic motions required to perform it and assigns to each motion a
predetermined time standard which is determined by the nature of
the motion and the conditions under which it is made”
• Time units are TMUs
1 TMU = 0.00001 hr = 0.0006 min = 0.036 sec
1 sec = 27.8 TMU

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MTM Systems
• MTM-1 – Operates at the basic motion element level in our pyramidal structure of work
 Most MTM-1 basic motions involve hand and arm movements
 Also includes elements for eye, leg, foot, and body actions
 Many of the basic motion elements correspond to the original therbligs developed by
Frank Gilbreth
• MTM-2 – Second-level PMTS in which basic motion elements are combined into motion
aggregates
 GET – combines Reach and Grasp
 PUT – combines Move and Position
• MTM-3 – Third-level PMTS which has four motion categories: Handle; Transport; Step and
foot motions; Bend and arise

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3. Standard Data System -SDS

• A SDS is a database of normal time values, usually organized by

work elements, that can be used to establish time standards for
tasks composed of work elements similar to those in the database
• Normal times in the database are usually compiled from previous
direct time studies
• Using a standard data system, time standards can be established
before the job is running

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Using a Standard Data System

1. Analyze the new task and divide into work elements

2. Access database to determine normal times for the work elements
 Distinguish setup time from production cycle time
3. Add element normal times to obtain the task normal times for setup
and production cycle
4. Compute standard times for setup and production cycle by adding
appropriate allowances

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SDS Advantages
• Increased productivity in setting standards
 Associated costs savings
• Capability to set standards before production
• Avoids need for performance rating
 Controversial step in direct time study
• Consistency in the standards
 Based on averaging of much DTS data
• Inputs to other information systems
 Product cost estimating, computer-assisted process planning, MRP

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SDS Disadvantages and Limitations
• High investment cost
 Developing a SDS requires considerable time and cost
• Source of data
 Large file of previous DTS data must exist
• Methods descriptions
 Documentation still required
• Risk of improper applications
 Attempting to set standard for tasks not covered by SDS

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4. Work Sampling
Statistical technique for determining the proportions of time spent by
subjects in various defined categories of activity
• Subjects = workers, machines
• Categories of activity = setting up a machine, producing parts, idle, etc.
• For statistical accuracy
 Observations must be taken at random times
 Period of the study must be representative of the types of activities
performed by the subjects

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Work Sampling Applications

• Machine utilization - how much time is spent by machines in various categories of activity
• Worker utilization - how workers spend their time
• Allowances for time standards - assessment of delay components in PFD allowance factor
• Average unit time - determining the average time on each work unit
• Time standards - limited statistical accuracy when standards set by work sampling

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Example: How Work Sampling
Works
• A total of 500 observations taken at random times during a one-week period (40
hours) on 10 machines with results shown below.
Category No. of observations
(1) Being set up 75
(2) Running production 300
(3) Machine idle 125
500
• How many hours per week did an average machine sped in each category?

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Example: Solution
• Proportions of time determined as number of observations in each category
divided by 500
• Time in each category determined by multiplying proportion by total hours (40 hr)

Category Proportion Hrs per category

(1) Being set up 75/500 = 0.15 0.15 x 40 = 6
(2) Running production 300/500 = 0.60 0.60 x 40 = 24
(3) Machine idle 125/500 = 0.25 0.25 x 40 = 10
1.00 40

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Advantages of Work Sampling

• Can be used to measure activities that are impractical to measure by direct observation
• Multiple subjects can be included
• Requires less time and lower cost than continuous direct observation
• Training requirements less than DTS or PMTS
• Less tiresome and tedious on observer than continuous observation
• Being a subject in work sampling is less demanding than being watched continuously for
a long time

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Disadvantages and Limitations
• Not as accurate for setting time standards as other work measurement techniques
• Usually not practical to study a single subject
• Work sampling provides less detailed information about work elements than DTS or
PMTS
• Since work sampling deals with multiple subjects, individual differences will be missed
• Workers may be suspicious because they do not understand the statistical basis of work
sampling
• Behavior of subjects may be influenced by the act of observing them

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Thank you for your attention ...

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