chapter i intro to methods eng'g

8/6/2019 Chapter I Intro to Methods Eng'g

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INTRODUCTION TOMETHODS ENGINEERING

andWORK MEASUREMENT

Chapter I


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METHODS ENGINEERINGMethods Engineering is defined as the systematicclose analysis of all direct and indirect operations tofind improvements, thereby making work easier toperform and allowing work to be done in less time

with less investment per unit.It also refers to developing a technique for increasingthe production per unit of time and consequently,reducing the unit cost.


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METHODS ENGINEERING

y Methods Engineering includes designing, creating,and selecting the best manufacturing methods,processes, tools, equipments, and skills tomanufacture a product based on the workingdrawings that have been developed by the productengineering section.


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METHODS ENGINEER

The Methods EngineerMethods Engineer is responsible for designingand developing the various work centers where

the product will be produced. Second, he or shecontinually re-studies the work centers to find abetter way to produce the product and/or improveits quality.


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Methods Engineering implies the utilization of technological capability. Primarily because of methods engineering, improvements inproductivity are a never-ending process.


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METHODS STUDY

Motion studyMotion study or w ork methods designw ork methods design , isused for finding the preferred method of doing work. That is, the ideal method or theones nearest to it.


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TIME STUDYO ften referred to as w ork measurementw ork measurement , involvesthe technique of establishing an allowed timestandard to perform a given task, based on

measurement of the work content of the prescribedmethod, with due allowance for fatigue and forpersonal and unavoidable delays.

Work Measurement Techniques:

Stopwatch T ime StudyWork SamplingPre-determined T ime System (PD TS)Standard Data


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WAGE PAYMENTThe wage payment function, similarly, isclosely associated with the time studyand methods sections activity. It refersto the system of paying the employees

salaries or compensation.

The different wagepayment plans

include day work,piece work, groupincentives, skill-based pay, etc.


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JOB ANALYSIS AND JOB EVALUATION

Job Analysis refers to theprocedure for making athorough appraisal of each

position and recording detailsof the job can be evaluated.

Job Evaluation is a technique for

equitably determining the relativeworth of the different assignmentswithin an organization. This techniqueestablishes fair base rates for differentwork assignments.


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THE WORKS OF TAYLORF rederick W. Taylor is generally conceded to

be The Father of Time StudyThe Father of Time Study .Taylor began his time study work in 1881with the Midvale Steel Company in

Philadelphia.

He proposed that the work of each employee be planned outby the management at least one day in advance. Workers

were to receive complete written instructions describing theirtasks in detail and noting the means to accomplish them. Each job was to have a standard time determined by time studiesexperts. This time was to be based on the work possibilities of a first-rate worker, who after being instructed, was able to dothe work regularly.


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THE WORKS OF TAYLORA nother of Taylor s Bethlehem Steel experiments that gainedfame was referred to as the science of shoveling . Workerswho shoveled at Bethlehem, owned their shovels and woulduse the same one for any job lifting heavy iron ore to liftinglight rice coal. A fter a considerable study, Taylor designedshovels to fit the different loads. For example, shovels for ironore were given short handles; those for the light rice coalwere given broad scooped shape and linger handles.


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MOTION STUDY & THE WORK OF THE

GILBRETHS

F rank B. Gilbreth was the

founder of the ModernModernMotion Study TechniqueMotion Study Technique .It is defined as the study of the

body motions used inperforming an operation to

improve it by eliminating or simplifying unnecessary motions andthen establishing the most favorable motion sequence formaximum efficiency. A body motion is referred to as therblig ,therblig ,which is an anagram of Gilbreth.


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THE WORK OF THE GILBRETHSGilbreth originally introduced his ideas andphilosophies into the bricklayer s trade. A fterintroducing methods improvements throughmotion study, including an adjustable scaffoldthat he had invented and operator training,

he was able to increase the average numberof bricks laid.

Gilbreth & his wife, Lillian, wereresponsible for industry s recognition of the importance of a minute study of body motions to increase production,reduce fatigue, and instruct operators inthe best method of performing an

operation.


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THE WORK OF THE GILBRETHS

Gilbreth also developed the technique of filmingmotions to study them. In industry, this technique isknown as micromotionmicromotion studystudy . They developed thecyclegraphic & chronocyclegraphic analysis techniquesfor studying the motion paths made by an operator.


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Cyclegraphic analysisCyclegraphic analysis is done by attaching a smallelectric bulb to the finger, hand, or other part of the body and photographing, with a stillcamera, the path of light as it moves throughspace.


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In a Chronocyclegraphic analysisChronocyclegraphic analysis , an interrupter is placedin the electric circuit with the bulb, and if the light isflashed on quickly and off slowly, the path of the bulbwill appear as a dotted line with pear-shaped dotsindicating the direction of motion. The path of light willbe spaced according to the speed of the movement.F rom this graph, it is possible to measure accuratelytime, speed, acceleration, and retardation, and to showdirection and the path of motion in three dimensions.


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THE BEGINNING OF MOTION AND TIMESTUDY

In 1885, Gilbreth entered the employ of a building contractor.In his connection with the building trades, he noted that eachcraftsman used his own methods in doing his work, and that no twomen did their job in exactly the same way.Furthermore, he observed that the worker did not always use thesame set of motions.These observation led Gilbreth to begin investigations to find the

one best way of performing a given task.A s he goes on, he readily saw how to make improvements in

methods, substituting shorter and less fatiguing motions for longerand more tiring ones.He made photographs of bricklayers at work, and from a study of these photographs he continued to bring about increased outputamong his workers.


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THE BEGINNING OF MOTION AND TIMESTUDY

In 1898, Taylor went to Bethlehem Steel Works and improvedmethods in various parts of the plant.In the shoveling operation, 400 to 600 men were employed in theyard; more iron ores were shoveled than rice coal.Taylor found that each good shoveler has his own shovel; hepreferred to do this rather than to have the company furnish itA foreman supervised 50 60 men, and they shoveled a variety of material in the course of the day.Taylor took two good shovelers, set them to work in the different

parts of the yard, and detailed two time study men with stopwatches to study the work of these men.The results of this study showed on the shovel, a man can handle amaximum tonnage of material in a day.Thus, a smaller spade was provided for handling ore, and a largescoop was provided for light material such as ashes.


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ILLUSTRATION 1:

Gilbreth invented a scaffold which could quickly and easily be raised ashort distance at a time, thus permitting it to be kept near the mostconvenient working level at all times.This scaffold was also equipped with a bench or shelf for holding thebricks at a convenient height for the workmen.This saved the bricklayer the tiring and unnecessary task of bending

over to pick up a brick from the floor of the scaffold each time he laidon the wall.

F ORMER PROCEDURE:

Bricks were placed on the scaffold (a temporary framework for

supporting men working on a building) in piles, and the bricklayer (thework of building with bricks) selected the bricks (an oblong block of baked clay) as he used them.He turned or flipped each brick over in his hand in order to find thebest side to place on the face of the wall.


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IMPROVED PROCEDURE:

A s the bricks were unloaded from the freight car, Gilbreth had a low-pricedlaborers sort them and place them on wooden frames or packets 3 feetlong .These men inspected the bricks as they unloaded them.These were then place on the packet, side by side so that the best face andend were uniformly turned in a given direction.The packets were next placed on the scaffolds in such a way that thebricklayer could pick up the bricks quickly without having to disentanglethe form a heap.Gilbreth had the mortar box and the packets of bricks arranged on thescaffold in such relative positions that the bricklayer could pick up a brickwith one hand and a trowel (flat tool for smoothing / scoop like tool fordigging) full of mortar (cement mixture used between bricks) with theother at the same time.Formerly, when the bricklayer reached down to the floor to pick up a brick

with one hand, the other hand remained idle.In addition, Gilbreth arranged for the mortar to be kept of the properconsistency so that the brick could be shoved into place on the wall withthe hand.This eliminated the motion of tapping the brick into place with the trowel.The average production was 350 bricks per man per hour. But before itsonly 120 bricks per man per hour.


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IMPROVED PROCEDUREA tool room was established; special shovels were purchased andissued to the workers as needed.A planning department was inaugurated to determine in advancethe work to be done in the yard. This department issued ordersto the foremen and the workers each morning, stating thatnature of work to be done, the tools, and the location of thework in the yard.The material handled by each man was measure or weighed atthe end of the day, and each man was paid a bonus (60% aboveday wages) when he did the specified amount of work.

If a man failed to earn the bonus, an instructor was sent out tofurther train the worker so he could earn the bonus.


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CONCLUSIONA fter 3 years of installing the improved method, the 400-600men were reduced to 140.The cost of handling material was reduced from 7-8 cents to 3-4cents per ton.

A fter paying for all added expenses, such as planning the work,measuring the output of the workers, determining and payingbonuses each day and maintaining the tool room, Taylor stillshowed a saving of $ 78,000 per year.


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EARLY CONTEMPORARIES

Carl G. BarthCarl G. BarthA n associate of F rederick Taylor, he developed a productionslide rule for determining the most efficient combination of speeds and feeds for cutting metals of various hardness,

considering the depth of cut, size of tool, and life of the tool.He is also noted for his work in determining allowances.

Harrington EmersonHarrington EmersonA pplied the scientific methods to work on a Santa Fe Railroadand wrote a book, Twelve Principles of Efficiency, in which hemade an effort to inform management of procedure forefficient operation.


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Henry Laurence GanttHenry Laurence GanttDeveloped simple graphs that would measureperformance while visually showing projected schedules(Gantt Chart).Gantt is also known for his invention of a wage paymentsystem that rewarded a worker for above standardsperformance, eliminated any penalty for failure, and

offered the boss a bonus for every worker who performedabove standard.

Franklin D. RooseveltFranklin D. RooseveltHe advocated establishing standards for increasingproduction through the U.S. Department of Labor.The stated policy advocated: greater pay for greater outputbut without an increase in unit costs, incentive schemes tobe collectively bargained between labor and management,and the use of time study or past records to set production

standards.


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PROGRESS MADE IN CONNECTION WITH METHOD,PROGRESS MADE IN CONNECTION WITH METHOD,STANDARDS, AND WORK DESIGNSTANDARDS, AND WORK DESIGN

YEAR EVENT

1760 Perronet makes time studies on No. 6 common pins.

1820 Charles W. Babbage makes time studies on No. 11 common pins.Babbage was born in Teignmouth, Devon, on December 26, 1791, and educated at the

University of Cambridge.

1832 Charles W. Babbage publishes On the Economy of Machinery and Manufacturers.Babbages book, Economy of Machines and Manufactures (1832), initiated the field of

study known today as operational research.

1881 Frederick W. Taylor begins his time study work.Taylor, Frederick Winslow (1856-1915), American industrial engineer, who originated scientific management in business.

1901 Henry L. Gantt develops the tasks and bonus wage system.

1903 Taylor presents paper on shop Management to ASME.1906 Taylor publishes paper On the Art Of Cutting Metals.

1910 Inner-sate Commerce Commission starts an investigation of time study.Gilbreth publishes Motion Study.Gantt publishes Work, Wages and Profits.

1911 Taylor publishes text on The Principles of Scientific Management.Taylor served as consulting engineer for several companies. His management method were

published in The Principles of Management (1911)


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1912 Society to Promote the Science of Management is organized.Emerson estimates $1 Million Dollars per day can be saved if Eastern railroads apply

Scientific Management.

1913 Emerson publishes The Twelve Principles of Efficiency.Congress adds rider to the government appropriation bill stipulating that no part of thisappropriation should be made available for the pay of any person engages intime study.

Henry Ford unveils the first moving assembly line Detroit.

1915 Taylor Society formed to replace the Society to Promote the Science of Management.

1917 Frank B. and Lillian M. Gilbreth publish Applied Motion Study.

1923 American Management Association was formed.

1927 Elton Mayo begins Hawthorne study at Western Electric Companys plant inHawthorne Illinois.

Mayo, (George) Elton (1880 1949), Austrain- born American psychologist and sociologist. Mayo was born in Adelaide, South Australia, on December 26, 1880.

1933 Ralph M. Barnes receives the first Ph.D granted in the United States in the field of

Industrial Engineering from Cornell University. His thesis leads to the publicationof Motion and Time Study.

1936 Society of Advancement of Management organized.

1945 Department of labor advocates establishing standards to improve productivity of supplies for the war effort.


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1947 Bill passed allowing the War Department to use time study.

1948 The Institute of Industrial Engineers is founded in Columbus Ohio.

1949 Prohibition against using stopwatches dropped from appropriation language.1957 Human Factors and Ergonomics Society founded in U.S.

EJ McCormick publishes human factor engineering

1959 International Ergonomics Association founded to coordinate ergonomics activitiesworldwide.

1970 Congress pushes the OSHAct, establishing the Occupational Safety and Health

Administration.1972 Society of the Advancement of Management combines with the American Management

Association.

1975 MIL-STD 1567 USAF. Work Measurement released.

1981 NIOSH lifting guidelines first introduced.

1983 MIL-STD 1567A. Work Measurement released.

1986 MIL-STD 1567a. Work Measurement Guidance Appendix, finalized.1988 ANSI/HFS Standard 100-1988 for Human Factors Engineering of Visual Display

Terminal Workstations released.

1990 Americans with Disabilities Act (ADA) passed by congress.

1993 NIOSH lifting guidelines revised.

1995 Draft ANSI 365 Standard for control of Work-Related Cumulative. Trauma Disorders

released.


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DEFINITION AND SCOPE OF MOTION &

TIME STUDYMotion and time study is the systematic study of work

systems with the purposes of:1. Developing the preferred system and method

usually the one with the lowest cost2. Standardizing this system and method3. Determining the time required by a qualified and

properly trained person working at a normal pace todo a specific task or operation; and

4. A ssisting in training the worker in the preferredmethod.


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OBJECTIVES OF MOTION & TIME STUDY

PRINCIPAL OBJECTIVES:To increase productivityTo increase product reliabilityTo decrease unit costs

thus, allowing more quality goods and/or services to be produced for morepeople.SPECIFIC OBJECTIVES:

Minimize the time required to perform tasks.Continually improve the quality and reliability of products and services.Conserve resources and minimize cost by specifying the most appropriate

direct and indirect materials for the production of goods and services.Produce with concern for the availability of power.Maximize the safety, health, and well-being of all employees.Produce with an increasing concern to protect our environment.Follow a humane program of management that results in job interest andsatisfaction for each employee.


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STEPS IN MOTION & TIME STUDY

1. Select the Project2. Get the facts

3. Present the facts4. Make an analysis5. Develop the ideal method6. Presenting the method

7. Install the method8. Develop a job analysis9. Establish time standards10. Follow-up the method


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METHODS IMPROVEMENT

CHECK LISTA fter recording all that is known about the job, various phases of

the operation should be considered:

I. MATERIALSCan cheaper materials be substituted?Is the material uniform and in proper condition when broughtto the operator?Is the material of proper size, weight, and finish for the most

economical use?Is the material utilized at the fullest extent?Can some parts be found for scrap and rejected parts?Can the number of storages of material and of parts in processbe reduced?


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METHODS IMPROVEMENT

CHECK LISTII. MATERIALS HANDLING

Can the number of times the material is handled be reduced?Can the distance moved be shortened?

Is the material received, moved, and stored in suitablecontainers? A re the containers kept clean?A re there delays in the delivery of material to the operator?Can the operator be relived of handling materials by the use of conveyors?

Can backtracking be reduced or eliminated?Will a rearrangement of the layout or combining of operationsmake it unnecessary to move the material?


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METHODS IMPROVEMENTCHECK LIST

III. TOOLS, JIGS, AND FIXTURESA re the tools the best kind of this work?A re the tools in good condition?

If metal cutting tools, are the cutting angles of the toolscorrect, and are they ground in a centralized tool-grindingdepartment?Can tools or fixtures be changed so that less skill is requiredto perform the operation?A

re both hands occupied by productive work in using thetools or fixtures?Can slide feeds, ejectors, holding devices, etc..be used?Can an engineering change be made to simplify the design?


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METHODS IMPROVEMENTCHECK LIST

IV. MACHINEA . Setup

Should the operator setup his or her own machine?Can the number of setups be reduced by proper lot sizes?A re drawings, tools, and gauges obtained without delay?A re there delays in making inspection of first pieces produced?

B. O perationCan the operation be eliminated?Can the work be done in multiple?

Can the machine speed or feed be increased?Can an automatic feed be used?Can the operation be divided into two or more shortoperations?Can the sequence of operation be changed?


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METHODS IMPROVEMENT

CHECK LISTB. O peration (cont )Can two or more operations be combined into one? Consider the effectof combinations of the training period.Can the amount of scrap and spoiled work be reduced?

Can the part be pre-positioned for the next operation?Can the interruptions be reduced or eliminated?Can an inspection be combined with an operation?Is the machine is good working condition?Can structural adhesives be used?

V. OPERATORIs the operator qualified to perform this operation?Can unnecessary fatigue be eliminated by a change in tools,fixtures, layout or working conditions?Is supervision satisfactory?Can the operators performance be improved by further instruction?


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METHODS IMPROVEMENT

CHECK LISTVI. WORKING CONDITIONS

A re the light, heat, and ventilation satisfactory on the job?A re washrooms, lockers, restrooms, and dressing facilities

adequate?A re there any unnecessary hazards involved in the operation?Is the provision made for the operator to work in either asitting or a standing position? Do they meet the needs of employees?A re the lengths of the working day and the rest periods set fora maximum economy?Is good housekeeping maintained throughout the plant?


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EMERGENCE of WORK DESIGNWork design is a relatively work science that dealswith designing the task, workstation, and workingenvironment to fit the human operator better.

In the United States, its more typically known as HUM ANHUM ANFACTORSFACTORS , while internationallyit is better known asERGONO MI CSRGONO MI CS , which isderived from the Greek wordErgon (work) and Nomos (laws).


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HUMAN FACTORS IN MTS

A system concerned with the relationship betweenhuman beings, machines and the work environmentto obtain the optimum balance human capabilitiesand the demand of task.Directs its attention largely to complex systems, andplace greater emphasis on the results of researchand less on past experience and empiricalinformation in solving problems.


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HUMAN FACTORS IN MTS

In performing a task, a person usually does three things.

1.1. Receives informationReceives information through the sense organs; eyes,ears, touch;

2.2. Makes decisionMakes decision acts on the information obtained and onthe basis of her knowledge3.3. Takes actionTakes action action resulting from the decision that has

made. The action may be purely physical, such as operatinga machine, or it may involve communication such as givingoral of written instructions.


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Typical organization chart showing the influence of methods, time study, and wage

payment on the operation of the enterprise.

GeneralManager

Controller Sales Manager Manufacturing Manager Chief Manager Purchasing Agent IndustrialRelationsManager

Reliability & Quality ControlManager

ManufacturingDepartment

Manager Methods TimeStudy Wage Payment

Production ControlManager

Maintenance Manager

B C D E F

H

G

J

I

A


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A Cost is largely determined by manufacturing methods.B T ime standards are the bases of standard costs.

C Standard (direct or indirect) provides the bases for measuringthe performance of production departments.D T ime is a common denominator for comparing competitive

equipment and supplies.E Good labor relations are maintained with equitable standards

and fair base rates.F Methods and processes strongly influence Product design.G Standards provide the bases for preventive maintenance.H Standards enforce quality.I Scheduling is based on time standard.J Methods and standards provide how the work is to be done

and how long it will take.


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PRESENT TRENDSToday s practitioners must use the humane approach.They must be well versed in the study of human behavior andaccomplished in the art of communication.They must be good listeners, respecting the ideas andthinking of others, particularly at the bench.They must give credit where credit is due. In fact, they shouldhabitually give the other person credit, even if there are somequestions of that person deserving it.The idea that there is always a better way needs to becontinually pursued in the development of new methods thatimprove productivity, quality, delivery, worker s safety, andworker well being.There is greater intrusion by the government in the regulationof methods, standards and work design.


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PRESENT TRENDSIn the area of work design, Congress passed the O SH A ctestablishing the National Institute for O ccupational Safety andHealth (NI O SH), a research agency for developing guidelinesand standards for worker health and safety, and theO ccupational Safety and Health A dministration ( O SHA ), anenforcement agency to maintain these standards.With increasing numbers of individuals with different abilities,Congress passed the A mericans with Disabilities A ct (A DA ) in1990. This regulation has major impact on all employers with15 or more employees, affecting such employment practicesas recruiting, hiring, promotions, trainings, laying off, firing,allowing leaves, and assigning jobs.

chapter i intro to methods eng'g

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