Industrial Engineering Knowledge Center: Work Study - Method, Motion and Time Study

Wednesday, July 1, 2020

Work Study - Method, Motion and Time Study - by Lowry, Maynard and Stegemerten

"Work Study" is a term popularized in European countries. Germany and UK did a lot for its promotion. Russell Currie of Imperial Chemical Industries and ILO have authored books and made it well read and practiced in English speaking countries. Work study is explained by statement "work study includes method study and work measurement." As we go back into literature, we can see that Lowry, Maynard and Stegemerten (LMS) used the terms method study and measurement of time in their book even in their first edition (1927). Maynard established methods engineering council.

Number of industrial engineering students in European countries and Common wealth countries and also in countries wherein ILO has set up productivity centers learned the subject of work study. ILO itself produced a textbook on this subject. The book authored by R.L. Currie a well known work study executive is also a popular textbook. Currie claimed in his book that work study is a contribution from Britain to productivity improvement endeavor. He claimed that the technique or techniques popular as motion and time study were developed into work study by the British executives. Work study has to two important components, method study and work measurement.

A study of Third Edition of "TIME AND MOTION STUDY AND FORMULAS FOR WAGE INCENTIVES" by STEWART M. LOWRY, HAROLD B. MAYNARD, and G. J. STEGEMERTEN published by McGraw-Hill in the year 1940 reveals that work study was described by them in their approach to productivity improvement. The authors described the comprehensive time study as method, motion and time study. They gave a lot of importance to study of the technical aspects of the production process and the system as was advocated by F.W. Taylor for productivity improvement and cost reduction. The following essay is developed from contents of the book of Lowry, Maynard and Stegemerten.

The Book

TIME AND MOTION STUDY AND FORMULAS FOR WAGE INCENTIVES
BY
STEWART M. LOWRY, B.S. in I.E., M.E
Director of Industrial Relations, Procter and
Gamble Company, Cincinnati

HAROLD B. MAYNARD, M.E.
President , Methods Engineering Council ,
Pittsburgh

G. J. STEGEMERTEN
Staff Supervisor, Time Study and Methods,
Westinghouse Electric & Manufacturing
Company, East Pittsburgh

Third Edition, McGRAW-HILL BOOK COMPANY , NEW YORK AND LONDON, 1940

There is a greatest opportunity for cost reduction in the improvement of existing production methods. The improvements of important magnitude can often be secured by analyzing the process and operations carefully and eliminating unnecessary machine work and human effort and utilizing simple, practical, work-reducing tools, jigs and fixtures, material delivery systems, modifications to machines and work methods. Experience has shown that with sufficient study many operations can be improved, and this applies to operations which have already been subjected to study as new developments in technology keep coming up and they have to adopted in the existing production methods. The percentage of industrial operations existing at the present time which could not profitably be subjected to detailed methods study is very small.

It has been demonstrated by practice that greater methods improvements will result if the study is undertaken systematically than if some improvement is implemented based on what comes to the attention of the foreman, engineer or manager. Hence the description of the methods-study technique in its proper chronological sequence was given in the book.

In recent years, there has been a shift of emphasis in the literature related to productivity improvement from describing the activity as "time study" to describing it as methods study. This is quite proper as this will describe this productivity improvement process more appropriately. At the same time, the place and importance of correctly measuring the time factor to make decisions on improved methods and also to specify the standard time after the method has been improved should not be overlooked. Good methods are desirable under any industrial conditions, but good methods coupled with the establishing of equitable production standards give far better results than good methods alone. Some means is to be established for maintaining a good method in effect after it has been devised otherwise it is likely to change gradually in the undesirable direction of decreasing productivity. A time standard can be a valuable aid in maintaining a good method. Unless the established method or one equally good is followed, the job cannot be done within the standard time. Exceptions in the presence of standard times, focus the attention of both the management and the worker on the standard method and force the reestablishment of the proper method.

As time and motion study has developed, it has reached out and embraced certain other procedures which it did not formerly consider, notably operator training and wage-incentive administration. The complete procedure is known today as “methods engineering,” and those who administer it are known as “methods engineers.” There is little real difference, if any, between the methods engineer and the time-study man. The term "time-study man,” is still in wider use than the term “methods engineer,” and therefore, it is retained in the present revision of the book (3rd edition, 1940). It should be understood, however,that the authors consider the two terms as interchangeable.

Note once again:

"There is little real difference, if any, between the methods engineer and the time-study man. The term "time-study man,” is still in wider use than the term “methods engineer,” and therefore, it is retained in the present revision of the book (3rd edition, 1940). It should be understood, however,that the authors consider the two terms as interchangeable."

As we know now, slowly methods study and design became more popular and "time study" got reduced only to measurement instead of the broad explanation as similar to method study earlier.

The real time-study men, would say about the content of time as follows: "The task of time study is to subject each operation of a given piece of work to a close analysis, in order that every unnecessary operation may be eliminated and in order to determine the quickest and best method of performing each necessary operation; also to standardize equipment, methods, and working conditions; then, and not until then, to determine by scientific measurement the number of standard hours in which an average man can do the job."

In reality the time-study man is a methods,motion, and time analyst and that time study is really methods, motion, and time study (Work Study). However, in practice, the terms time-study man and time study are commonly employed and will be used hereafter throughout the book, but the full meanings of these designations should not be lost sight of.

Time study (methods, motion, and time study) eliminates waste of time, effort, and material and increases output from the resources based on standard operations and processes used in production work as a result of close study and searching analysis. Time-study work is now recognized by every progressive plant manager as a leading factor in the production of a specified quality product at a low cost and in a manner which improves labor relations.

Standardizing the Work. — In time study, the operation must be studied, analyzed, and discussed from every angle. The task of standardizing the methods of doing a given job will take a longer time for recording, analyzing and coming out with alternatives based on search for solutions.

This will take longer accomplish compared to the task of doing actual time measurement of a final improved method. The things which must be considered for improvements to develop standard work practice are labor-saving tools, jigs, and fixtures, most efficient cutting speeds and feeds, arrangement of the work bench, material-handling equipment, methods and motions used by the workman in doing the job, and working conditions, such as light, heat, and ventilation.

After it was introduced by F.W. Taylor (1895, 1903, 1911) and further developed by Frank Gilbreth (motion study), employers who had used time study began to forge ahead of their competitors because of lower costs and greater efficiency. To meet this competitive advantage, the other employers had to fall in line implement time study.

Process, Operation, Method, Motion and Element - Distinction

It is important to distinguish terms, process, operation, method, motion and element that are used in the context of process improvement or method improvement.

A process is completed using operations (value adding step, inspection, transport, delay and storage. In case of manufacture of a part, the material is taken from the storage, moved to a work station, value adding step is done, the output is inspected and moved to a different work station and it may wait there for some time before processing starts there. The process is completed when the part is delivered to a store.)

An operation is done using machines, tools and operators. Machines do motions or certain parts in the machine do motions (theory of machines) and operators do motions. The motions machines and operators do to complete an operation depends on the method used. Method includes the machine, tools, materials and their locations and the motions specified for machines and men. Motion made depend on the method. We can see elements in the method. machine, tool, location of materials, tools, and other accessories and even location of material store, tool stores etc. are elements of the method or operation. Taylor advocated examination and improvement of elements to increase productivity of operations and processes.

LMS explained difference between method and motion in this explanation in the book Methods Time Measurement.

The procedure is called "methods-time measurement" rather than motion-time measurement because method which includes materials and tools used and their positions definitely enters into the application of the predetermined time standards that have been established. The motions employed in different methods are different. After habits of automaticity have been established by frequent repetition, the operator does not find it necessary to look at the object toward which he is reaching, if tools can be positioned in the same location always. He is so well oriented at his workplace that he does not need to look toward the object to locate it for his hand. If such a work place order is not maintained, he has to look toward the group of objects and make a mental selection of the one that is to be grasped. Thus he employs a set of motions to do the same task, and the time required is different. So, method has an effect on motions employed and the time taken to do them even though the time for basic elements of motion are the same as determined in predetermined time standard systems.

ELEMENTS OF TIME STUDY

Elements of time study is the section heading used by LMS.

Process Analysis. — The analysis is based on a thorough study of existing conditions, methods, equipment, and anything else that might affect the time to perform the work satisfactorily. The tools which the time-study man uses to assist him in his process analysis work consist of process charts and diagrams. Process charts offer a convenient means of summarizing a number of important and related facts about any process in a form convenient for study. The operations and inspections performed, the distance traveled, the time spent in storage, and other similar data are charted for study on one of the several types of process charts available for the purpose.

Operation Analysis: After the process as a whole is recorded and understood, each step of the process, that is operation is subjected to a more detailed analysis. Such factors as the purpose of the operation, inspection requirements, material,equipment,tools, material-handling methods, and workplace layout are subjected to searching study in the attempt to discover possibilities of bringing about an improvement in methods. Analysis of the job, its process and operations, has a decided influence upon the ultimate results. If done properly, it will greatly improve the work to follow and provide an increase in productivity by reducing machine time and man time and thus cost of production.

Motion Study. — Motion study is closely tied up with the process and operation analysis of the job and it is difficult to draw a definite line of demarcation between the two. While the time-study man is

analyzing the job, he will be observing the motions used by the operator in doing the job so that equipment, conditions, and the like will be made suitable and appropriate for doing the job with the minimum number of motions. During the motion study proper, the time-study man will give detailed attention to each minute motion used, in order to reduce the motions necessary and to establish the proper sequence of motions for doing the operation in the best way. This close study of motions may again suggest further changes in equipment, tools, and fixtures. In the motion study, time may be observed by stop-watch checks to select motions that take less time.

Standardization. — All the analysis and study of the factors influencing the performance of the job are made with a view toward standardization. Using a production job as an example, a job is not standardized unless arrangement that is planning is done so that each piece is delivered to the operator in the same condition, and it is possible for him to perform his portion of the work on each piece by completing a set cycle of motions by doing a definite amount of work with the same equipment and under uniform working conditions. Once this standardization is effected and found to be workable, the time value is established accordingly, and it is reasonable to expect the operator to do the job within the allowed time by continuing to follow the prescribed method.

Choosing the Operator. — Whenever the time-study man has the opportunity of making a choice from several operators doing the same work, he should, of course, select the one from whom he can expect the best results. Understanding of time-study principles by the workman generally commands cooperation. It is well to study the more intelligent and skilled operator. He can be reasoned with and is more likely to receive favorably the time-study man’s suggestions to experiment with new methods or ideas. He may make some good suggestions himself. The operator selected should be thoroughly accustomed to the present method of doing the work so that he will proceed from one operation or motion to the next without hesitation or delay in an efficient and systematic manner. The operator who likes his work and has a reputation for doing good work is usually a good choice, for he doubtless has analyzed the job to a certain extent himself.The purpose of time study is to develop the best way in the organization and improving the method of the most skilled workman provides the opportunity to develop the best way which then can transferred through training to all operators.

Subdivision of Operation. — There is a need to study motions at subdivision of operation termed elements. For time observation, the elements used in motion study would be too short and it would be impossible to time it with a stop watch. So the time study person has to make a list of elements that he will use to make observations. This step draws upon the knowledge and judgment of the time-study man more than at first might be supposed. He is obliged to define exactly in a few well-chosen words and in a limited space on the time-study form every motion or group of motions and detailed operation performed by the worker. This demands familiarity with technical as well as practical shop terms and a knowledge of the proper application, manipulation, and nomenclature of the machines, tools, and equipment used. The breaking up of the job into its elemental motions must be clean cut and sharply drawn, so that when the watch readings are being recorded, one element will not overlap the next. The information given in the time study sheet should be so specific that a competent operator could use it as instructions for doing the job even though he might never have performed the operation before.

Stop-watch Readings. — The recording of watch readings is an important step of a time study. The importance of accuracy at this point is paramount and must not be slighted in the least. Without correct watch readings, all else is useless. Much of the success of time study depends upon the preparatory steps that have been discussed thus far (method, motin study and standardization). They call upon the highest qualifications of the time-study man, qualifications without which he cannot be a good time-study man.

Summary of Time observations. — After abnormal values have been discarded, the time values for all elements — are summarized at the bottom of the sheet in preparation for the determination of standard detail values.

Leveling. — At this stage, skill, effort, and working conditions must be taken into account to adjust the observed times to basic times or normal times .

Allowances. — The observed and adjusted time values do not provide for delays and other legitimate allowances. Something, therefore, must be added to take care of such things as fatigue, personal needs, delays outside of the control of the workers, and special or abnormal conditions of the job. The standard time is then increased by the percentage applicable to the class of work in which the element falls.

Allowed Time. — The allowed time for a job or operation is the ultimate objective of an individual time study and should be a fair allowance for performing the job. It should represent the time which an operator of average skill would require when making an average effort under standard equipment, tools, jigs and fixtures, and working conditions and when experiencing the retarding effect of fatigue,

unavoidable delays, and the like.

Checking. — The time study sheets should be thoroughly checked for accuracy in computations before a report is made. The allowed time for piece needs to be checked against the average overall time for each piece to find any very flagrant discrepancies.The completeness of information regarding the component and process studied should also be closely checked. Many studies are rendered valueless for future use merely because the job is not specifically identified and fully described.

Records and Filing. — All related data of time studies should be filed so that they are readily available for reference. Either the workman or the management is likely to wish to discuss a time value at any time. The time-study man must have his data properly filed so that he can answer all questions and justify any stand he may have taken by referring to the records.

The allowed-time values, as determined by time study, should be recorded and filed in a convenient manner for the use of time clerks or supervisors. A permanent official record should be kept from which duplicate cards may be made out for the working file as and when necessary when the working file papers become lost or soiled.

The description given by Lowry, Maynard and Stegemerten by including method study, motion study and observation of time using stop watch is the description of work study. Therefore we can realize that the work study process was described by American authors. As the first edition of the book was published in 1927, we need to verify that edition to see if it was hinted even at that time.

Prof Narayana Rao proposes that within work study, machine work study and man work study are to be identfied as two components. Such clear distinction is needed to highlight the work done by industrial engineers in the area of economical machine utilization. A large part of productivity engineers done by industrial engineers is related to the technical aspects of the production system. It needs to be highlighted by separately focusing on machine related work study.