Applications of Principles of Motion Economy
Applications of Principles of Motion Economy
2013
APPLICATIONS OF PRINCIPLES
OF MOTION ECONOMYY
Wubshet Abide
BAHIR DAR UNIVERSITY INSTITUTE
OF TECHNOLOGY
1/1/2013
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Application of motion economy Principles
Table of Contents
Summery ............................................................................................................................................... v
2.1 Principles of motion economy as related to the use of human body ...................................... 3
2.2 Principles of motion economy as related to the arrangement of the workplace ..................... 7
2.3 Principles of motion economy as related to the Design of Tools & Equipment .................. 15
REFERENCES .................................................................................................................................... 30
Index .................................................................................................................................................... 31
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Application of motion economy Principles
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Application of motion economy Principles
List of figures
Figure 4 dimensions of normal and maximum working area in the horizontal plane for males ......................................... 11
Figure 5 dimensions of normal and maximum working area in the horizontal plane for females ...................................... 11
Figure 7a) poor & b) Good arrangement of parts and tools in workplace ......................................................................... 13
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Application of motion economy Principles
Summery
The main target of every business wither it is manufacturing or service industry is improving
Productivity. It is about the effective and efficient use of all resources. Resources include time,
people, knowledge, information, finance, equipment, space, energy, materials. Some firms fail to
compete with others in the era of globalization due to low productivity. The following symptom tells
us our firm is operating in lower productivity level. Such as congested space, wasted resources,
variable quality, no accurate cost estimates, etc. at this time companies must consider introducing
industrial engineering concepts in their business. Work study and Methods engineering is among the
most important applications of industrial engineering concepts. Particularly principles of Motion
economy will help industries to improve their productivity. The heart of this paper is applications of
motion economy principles. This has three main categories; Principles of motion economy as related
to the use of human body, arrangement of the workplace and design of tools & equipment.
On the last part of this paper some application areas of motion economy principles have been
discussed. Motion economy principles has a wide range of applications today including the
manufacturing industries .It was not a friendly time at General Motors after a 113-day strike in the
winter of 1945-46 the fantastic exiting gate from such harsh condition was applying motion economy
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PART ONE: INTRODUCTION
Productivity is often linked with time and motion. The evidence of time and motion studies was
used to put pressure on workers to perform faster. Not surprisingly these studies had a bad press as
far as workers were concerned. Similarly the image of time and motion doesnt sit well with us as
productivity specialists.
If you can identify with any of these issues in your business, then you should consider making
changes. Changing the method of doing things is could be the one w
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Application of motion economy Principles
When everyone is focused on better and leaner processes the methods improve, time is reduced and
more value is added. This - with continuous improvement - means activities become more
streamlined and Lean. Lean means that anything wasteful is shown the bin! (Movement, time,
materials, space)
When improvements and Lean initiatives are identified and implemented, workers can often benefit
from less stressful working conditions, less fatigue - potentially better rewards, maybe in the form of
different hours, increased pay and job satisfaction. It can be a win-win situation.
Motion economy deals with generating and improving plans for a certain group of simple tasks in
industries. Given a desired configuration of the product and/or arrangement of the workplace, a
motion economy specialist tries to generate a plan, which is composed of fundamental hand motions
and is economic from the point of view of motion economy expertise. The tasks, which are in the
scope of motion economy, may be classified as manual operations. Operations, which require the use
of arms on a limited space for completion, are defined as manual operations. They do not require
traveling of the worker, use of the body parts other than arms and hands, like foot or trunk. Manual
operations may take place in production systems, as well as daily life.
In many industries, there are production sequences, which require simple manual operations.
Although there is a trend to eliminate these kinds of jobs in a production system by having industrial
manipulators do the job instead, manual operations continue to occupy a major part of working
hours. Manual operations take place not only in production systems. Work methods design deals
with both process planning and design of the operation method.
Frank Gilbreth is acknowledged as the pioneer of the field of scientific management. A field later
made popular by F.W. Taylor. Fine-tuned by Prof. Ralph M. Barnes (in his book Motion and Time
Study: Design and Measurement of Work).
Motion economy helps to achieve productivity and reduce Cumulative Trauma at the workstation or
sub-micro level. The Principles of Motion Economy eliminate wasted motion, ease operator tasks,
reduce fatigue and minimize cumulative trauma such as Carpal Tunnel and tendonitis.
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Application of motion economy Principles
The natural tendency of most people is to use their preferred hand (right hand for right-handed
people and left hand for left-handed people) to accomplish most of the work. The other hand is
relegated to a minor role, such as holding the object, while the preferred hand works on it. This first
principle states that both hands should be used as equally as possible. This reason is that both hands
reinforce the effectiveness of work and helps in minimizing the time for a particular task.
To implement, it is sometimes necessary to design the method so that the work is evenly divided
between the right-hand side and the left-hand side of the workplace. In this case, the division of work
should be organized according to the following principle.
The work should be designed to emphasize the workers preferred hand:
The preferred hand is faster, stronger, and more practical. If the work to be done cannot be allocated
evenly between the two hands, then the method should take advantage of the workers best hand.
For example, work units should enter the workplace on the side of the workers preferred hand and
exit the workplace on the opposite side. The reason is that greater hand-eye coordination is required
to initially acquire the work unit, so the worker should use the preferred hand for this element.
Releasing the work unit at the end of the cycle requires less coordination.
This principle follows from the first. To implement, it is sometimes necessary to design the method
so that the work is evenly divided between the right-hand side and the left-hand side of the
workplace. In this case, the division of work should be organized according to the following
principle.
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Application of motion economy Principles
2.1.2 The two hands should not be idle at the same time.
The work method should be designed to avoid periods when neither hand is working. It may not be
possible to completely balance the workload between the right and left hands, but it should be
possible to avoid having both hands idle at the same time.
The exception to this principle is during rest breaks. The work cycle of a worker-machine system
may also be an exception, if the worker is responsible for monitoring the machine during its
automatic cycle, and monitoring involves using the workers cognitive senses rather than the hands.
If machine monitoring is not required, then internal work elements should be assigned to the worker
during the automatic cycle.
2.1.3 Motions of the arms should be symmetrical and in opposite direction and should
be made simultaneously
This will minimize the amount of hand-eye coordination required by the worker. And since both
hands are doing the same movements at the same time, less concentration will be required than if the
two hands had to perform different and independent motions.
2.1.4 Hand and body motions should be made at the lowest classification at which it
is possible to do the work satisfactorily.
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Application of motion economy Principles
2.1.5 Momentum should be employed to help the worker, but should be reduced to a
minimum whenever it is to overcome by muscular effort.
The momentum of an object is dened as its mass multiplied by its velocity. In the factory
environment, the total weight moved by the operator may consist of the weight of the material
moved, the weight of the tools moved, and the weight of the part of the body moved. It should be a
real possibility to employ momentum to advantage when a forcible blow or stroke is required. The
motions of the worker should be so arranged that the blow is delivered when it reaches its greatest
momentum.
When carpenters strike a nail with a hammer, they are using momentum, which can be defined as
mass times velocity. Imagine trying to apply a static force to press the nail into the wood.
Not all work situations provide an opportunity to use momentum as a carpenter uses a hammer, but if
the opportunity is present, use it. The previous principle dealing with smooth continuous curved
motions illustrates a beneficial use of momentum to make a task easier.
2.1.6 Continuous curved motions are to be preferred to straight line motion involving
sudden and sharp changes in direction.
It takes less time to move through a sequence of smooth continuous curved paths than through a
sequence of straight paths that are opposite in direction, even though the actual total distance of the
curved paths may be longer (since the shortest distance between two points is a straight line).
The reason behind this principle is that the straight-line path sequence includes start and stop actions
(accelerations and decelerations) that consume the workers time and energy. Motions consisting of
smooth continuous curves minimize the lost time in starts and stops.
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Application of motion economy Principles
2.1.7 Ballistic (free-swinging) motions are faster, easier, and more accurate than
restricted or controlled motions.
Ballistic movements are fast, easy motions caused by a single contraction of a positive muscle group,
with no antagonistic muscle group contracting to oppose it. A ballistic stroke may be terminated by
the contraction of opposing muscles, by an obstacle, or by dissipation of the momentum of the
movement, as in swinging a sledge hammer. Ballistic movements are preferable to restricted or
controlled movements
2.1.8 Work should be arranged to permit an easy and natural rhythm wherever
possible
Rhythm refers to motions that have a regular recurrence and flow from one to the next. Rhythm is
essential to the smooth and automatic performance of any operation. Rhythm, as in a regular
sequence of uniform motions, aids the operator in performing work. A uniform, easy, and even rate
of work is aided by proper arrangement of the workplace, tools, and materials. Proper motion
sequences help the operator to establish a rhythm that helps make the work a series of automatic
motions where the work is performed without mental effort.
Basically, the worker learns the rhythm and performs the motions without thinking, much like the
natural and instinctive motion pattern that occurs in walking.
Work should be arranged so that eye-movements are confined to a comfortable area, without the
need for frequent changes of the focus.
Where visual perception is required, it is desirable to arrange the task so that the eyes can direct the
work effectively. The workplace should be laid out so that the eye xations are as few and as close
together as possible.
In work situations where hand-eye coordination is required, the eyes are used to direct the actions of
the hands. Eye focus occurs when the eye must adjust to a change in viewing distance.
For example: from 25 in. to 10 in. with little or no change in line of sight.
Eye travel occurs when the eye must adjust to a line-of-sight change.
For example, from one location in the workplace to another, but the distances from the eyes are the
same. Since eye focus and eye travel each take time, it is desirable to minimize the need for the
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Application of motion economy Principles
worker to make these adjustments as much as possible. This can be accomplished by minimizing the
distances between objects (e.g., parts and tools) that are used in the workplace.
2.1.10 The
he method should be designed to utilize the workers feet and legs when
appropriate:
The legs are stronger than the arms, although the feet are not as practical as the hands. The work
method can sometimes be designed to take advantage of the greater strength of the legs, for example,
in lifting tasks.
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Application of motion economy Principles
There should be a denite and xed place for all tools and materials. The operator should always
have tools and materials in the same location, and nished parts and assembled units should be
placed in xed positions or locations. For example, in the assembly of mechanical hardware, the
hand should move without mental direction to the bin containing at washers, then to the bin
containing lock washers, then to the bin containing bolts, and nally to the bin containing hex nuts.
There should be no thinking required on the part of the operator to do any of this.
As the saying goes, a place for everything, and everything in its place. The worker eventually
learns the fixed locations, allowing him to reach for the object without wasting time looking and
searching.
In the horizontal plane, there is a denite and somewhat limited area that the worker can use with a
normal expenditure of effort. This includes a normal working area for the right hand and one for the
left hand for each working separately, and another for both hands working together. Figure 5 and 6
shows this and the dimensions of normal and maximum working areas in the horizontal and vertical
planes.
2.2.3 Gravity-feed, bins and containers should be used to deliver the materials as
close to the point of use as possible.
This can sometimes be accomplished by using parts bins with sloping bottoms that feed parts by
gravity to the front of the bin, eliminating the need for the assembly operator to reach down into the
bin to grasp parts. A gravity feed bin is a container that uses gravity to move the items in it to a
convenient access point for the worker. One possible design is shown in Figure (a). It generally
allows for quicker acquisition of an item than a conventional rectangular tray shown in Figure (b).
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Application of motion economy Principles
Fig 2a
Fig 2b
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Application of motion economy Principles
This helps to minimize the distances the worker must move (travel empty and travel loaded) in the
workplace. In addition, any equipment controls should also be located in close proximity. This
guideline usually refers to a normal and maximum working area, as shown in Figure 2a. It is
generally desirable to keep the parts and tools used in the work method within the normal working
area, as defined for each hand and both hands working together.
If the method requires the worker to move beyond the maximum working area, then the worker must
move more than just the arms and hands. This expends additional energy, takes more time, and
ultimately contributes to greater worker fatigue.
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Application of motion economy Principles
Figure 4 dimensions of normal and maximum working area in the horizontal plane for males
Figure 5 dimensions of normal and maximum working area in the horizontal plane for females
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Application of motion economy Principles
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Application of motion economy Principles
Figure 7a) poor & b) Good arrangement of parts and tools in workplace
2.2.5 Drop deliveries or ejectors should be used wherever possible, so that
operators do not have to use his/her hands to dispose of the finished work.
The drop chutes should lead to a container adjacent to the worktable. The entrance to the gravity
chute should be located near the normal work area, permitting the worker to dispose of the finished
work unit quickly and conveniently. They are most appropriate for lightweight work units that are
not fragile.
This requires conguring the work-place, for example, so that nished units may be disposed of by
releasing them in the position in which they are completed, delivering them to their next destination
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Application of motion economy Principles
by gravity. Besides the savings in time, this frees the two hands so that they may begin the next cycle
immediately without breaking the rhythm
2.2.6 Provision should be made for adequate lighting and, a chair of the type of
height to permit good posture should be provided.
The height of the workplace and seat should be arranged to allow alternate standing and sitting.
This usually means an adjustable chair that can be fitted to the size of the worker. The adjustments
usually include seat height and back height. Both the seat and back are padded.
Many adjustable chairs also provide a means of increasing and decreasing the amount of back
support.
The chair height should be in proper relationship with the work height. An adjustable chair for the
workplace is shown in Figure 8.
2.2.7 The color of the workplace should contrast with that of the work and thus
reduce the eye-fatigue.
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Application of motion economy Principles
The issue of illumination is normally associated with ergonomics. However, illumination has long
been known to be an important factor in work design. Illumination is especially important in visual
inspection tasks.
W orking Conditions
T em perature & Ventilation
H um idity
"A Jig holds parts in an exact position and guides the tool that works on them.""A Fixture is a less
accurate device for holding parts which would otherwise have to be held in one hand while the other
worked on them."
The designer's object in providing jigs and fixtures is primarily accuracy in machining or assembly.
Often, opening and closing them or positioning the workplace calls for more movements on the part
of the operative than are strictly necessary. For example, a spanner may have to be used to tighten a
nut when a wing nut would be more suitable. Some points worth noting are:
1. Clamps should be as simple to operate as possible and should not have to be screwed unless this
is essential-for accuracy of positioning. If two clamps are required they should be designed for
use by the right and left hand sat the same time.
2. The design of the jig should be such that both hands can load parts into it with a minimum of
obstruction. There should be no obstruction between the point of entry and the point from which
the material is obtained.
3. The action of unclamping a jig should at the same time eject the part, so that the additional
movements are not required to take part out of the jig.
4. Where possible on small assembly work fixtures for a part which does not allow of two-banded
working should be made to take two parts, with sufficient space between them to allow both bands to
work easily.
5. In some cases jigs are made to take several small parts. This may save loading time if several parts
can be clamped in position as quickly as one.
6. The work-study man should not ignore machine jigs and fixtures such as milling jigs. A great deal
of time and power is often wasted on milling machines owing to the fact that parts are milled one at a
time when it may be quite feasible to mill two -or more at once.
7. If spring-loaded disappearing pins are used to position components, attention should be given to
their strength of construction. Unless the design is robust such devices tend to function well for a
while but then have to be repaired or redesigned.
8. In introducing a component into a jig it is important to ensure that the operator should be able to
see what he is doing at all stages; this should be checked before any design is accepted. The
recording techniques of two-handed process chart and multiple activity charts proves very useful in
improvement studies of work place layout. In certain type of operations and particularly those with
very short cycles which are repeated thousands of times (such as sweet packing or electronic
assembly). It may be required to go into greater details of study to save on movement of hands and
efforts and to develop best possible pattern of movement, thus enabling the operator to perform the
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Application of motion economy Principles
operation repeatedly with a minimum of effort and fatigue. The techniques used for this purpose
frequently make use of filming and are known as 'Micro motion Study'
2.3.3 Handles such as those on cranks and large screw drivers should be so designed
that as much surface of the hand as possible can come in contact with the handle.
This is especially necessary when considerable force has to be used on the handle.
2.3.4 Levers crossbars and hand-wheels should be so placed that the operator can use
them with the least change in body position and the largest mechanical
advantage.
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Application of motion economy Principles
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Application of motion economy Principles
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Application of motion economy Principles
object while the preferred hand works on it. The first principle states that both hands should be used
as equally as possible, thus it would be necessary to design work methods such that the work is
evenly divided between the two hands. The work method should be designed to avoid periods when
neither hand is working. It may not be possible to completely balance the workload between the right
and left hands, but it should be possible to avoid having both hands idle at the same time. When
possible, symmetric and simultaneous motion minimizes the amount of hand-eye coordination
required by the worker. And since both hands are doing the same movements at the same time, less
concentration will be required than if the two hands had to perform different and independent
motions. The need for economy of effort in an operating theatre and reducing fatigue in an operating
room setting has been widely recognized (Burguer 2008).
When interpreted from the point of view of an operating room, the scrub nurse, for example, when
she is using her left hand to pass the tool to surgeon, can use the other hand at the same time to
collect the tool that is no longer used by surgeon. The tools or instrument should be divided in two
sides: one for the tools that are going to be used, and another side for the tools that are going to be
collected. It is better to use both hands equally in order to improve the performance and allow
smoother coordination with the surgeon. In addition, the preferred hand is faster, stronger, and more
practical. If the work to be done cannot be allocated evenly between the two hands, then the method
should take advantage of the workers best hand. For the surgeon, for example, the patient should be
positioned on the side of the surgeons preferred hand. The reason is that greater hand-eye
coordination is required to initially access the patient; so the surgeon should use the preferred hand
for this element (Philips 2004).
Regarding the second principle, the exception within the operating room is during the actual
operation by the surgeon, when the rest of the staff are in a monitoring role and are using their
cognitive senses rather than their hands. The scrub nurse, in her role of assisting the surgeon should,
for instance, be able to notice the ongoing requirement from the surgeon in order to avoid the
surgeon having both hands idle during the surgery (Philips 2004).
4. Hand and body motions should be confined to the lowest classification with which it is possible
to perform the work satisfactorily.
Short motions are more effective than lengthy ones. There are five classes of hand motion (Barnes
1980, p. 186), namely:
1. Finger motions.
2. Motions involving fingers and forearms.
3. Motions involving fingers, wrist, and forearm.
4. Motions involving fingers, wrist, forearm, and upper arm.
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Application of motion economy Principles
8. Work should be arranged to permit an easy and natural rhythm wherever possible.
Rhythm refers to regular sequence of similar motions. Basically, the worker learns the rhythm and
performs the motions without thinking, much like the natural and instinctive motion pattern that
occurs in walking. Whenever possible, the work should be designed such that rhythmic motion
should be applied (Barnes 1980). The importance of proper work design in operating rooms
enhances efficiency of operations and reduces mental and physical stress (Burguer 2008). The
principle is especially relevant for nurses and wards men who perform repeat tasks.
9. Eye fixations should be as few and as close together as possible.
Where hand-eye coordination is required in a work situation, the eyes are used to direct the actions of
the hands. Since eye focus and eye travel each take time, it is desirable to minimize, as much as
possible, the need for the worker to make these adjustments. Eye travel occurs when the eye must
adjust to a line-of-sight changefor example, from one location in the workplace to another, but the
distances from the eyes are the same. Since eye focus and eye travel each take time, it is desirable to
minimize, as much as possible, the need for the worker to make these adjustments. For example, in a
health care setting, this can be accomplished by minimizing the distances between objects (e.g.,
patient and instruments) that are used in the operating room (Barnes 1980; Burguer 2008; Leedal &
Smith 2005).
10. There should be a definite and fixed place for all tools and materials.
The worker will be more efficient when there is a defined place for materials and equipment.
Definite stations for materials and tools enable the worker to develop a habit that helps rapid
development of automaticity. If the workplace is arranged as such, the worker can perform the tasks
with little conscious mental effort (Barnes 1980). Burguer (2008) indicates that efficient design and
set up of operating rooms has long been a subject of interest to surgeons and that the optimum design
characteristics and the design of standards have been widely discussed. As the saying goes, a
place for everything and everything in its place is essential in an operating room environment. For
example, if sharp instruments and used sponges are scattered randomly around the anatomy area of
surgery, it would reduce efficiency and increase risks. This principle could be used to design a fixed
location, allowing surgery and scrub nurses to reach for the instruments without wasting time by
looking and searching.
11. Tools, materials, and controls should be located close in and directly in front of the operator.
Locating tools, materials, and controls close to and directly in front of the operator helps to
minimize the distances the worker must move (travel empty and travel loaded) in the workplace. In
addition, any equipment controls should also be located in close proximity. It is generally desirable
to keep the parts and tools used in the work method within the normal working area, as defined for
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Application of motion economy Principles
each hand and both hands working together (Barnes 1980). Arrangement of surgery instruments
within the grasp of the surgeon is a typical application of this principle (Burguer 2008). The change
of a surgeons body position is not only time consuming, but also raises the risk to the patient. If the
method requires the scrub nurse to move beyond the maximum working area, then the worker must
move more than just the arms and hands. This expends additional energy, takes more time, and
ultimately contributes to greater worker fatigue.
12. Gravity feed bins and containers should be used whenever possible.
Bins with sloping bottoms enable the item to be fed into the front with the help of gravity. A gravity
fed bin is a container that uses gravity to move the items in it to a convenient access point for the
worker (Barnes 1980). Designing equipment in operating rooms in a way that reduces physical stress
could greatly enhance efficiency (Burguer 2008).
13. Use gravity drop chutes (channels, tubes) for completed work units where appropriate
The drop chutes should lead to a container adjacent to the worktable. The entrance to the gravity
chute should be located near the normal work area, permitting the worker to dispose of the finished
work unit quickly and conveniently. They are most appropriate for lightweight work units that are
not fragile (Barnes 1980). Similar to the preceding principle, this principle enables minimization of
physical stress which, in turn, is expected to substantially improve efficiency (Burguer 2008).
14. Materials and tools should be located to permit the best sequence of motions.
Items should be arranged in a logical order that matches the pattern of work elements. The items that
are used first in the cycle should be on one side of the work area; the items used next should be next
to the one that precedes it; and so on. If items are located randomly in the work area, that increases
the amount of searching required and detracts from the rhythm of the work cycle (Barnes 1980). The
need for proper arrangement and organization of tools and material in operating rooms for enhanced
efficiency of operations has long been recognized (Burguer 2008).
15. Provide for adequate visual perception. Good illumination is the first requirement.
Proper illumination assists adequate perception, thus, light of the right intensity and colour, and that
is without glare, should come from the right direction to the work area (Barnes 1980). In an
operating room, for example, proper positioning of the patient and the application of mechanical
retractors to the anatomy area greatly enhances efficiency (Burguer 2008).
16. Arrange the height of the workplace and chair for alternate sitting and Standing, when possible.
This usually means an adjustable chair that can be fitted to the size of the worker .The adjustments
usually include seat height and back height. Both the seat and back are padded. Many adjustable
chairs also provide a means of increasing and decreasing the amount of back support. The chair
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Application of motion economy Principles
height should be in proper relationship with the work height (Barnes 1980). This principle is highly
applicable in an OR setting as there is a need to have a surgeons chair that is adjustable in size.
Gong, Xiao Yan ; Identifying and Minimising Preventable Delay within the Operating Theatre
Management, 2009 a dissertation
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Application of motion economy Principles
Maybe you wouldn't be so tired at the end of the day." As Marge sets the table, Bob sneaks a look at
his timepiece. As the film ends, she ties an apron around Bob and makes him do the dishes.
In The Easier Way, we see company management drawing a line between issues subject to
bargaining and others that it considers non-negotiable. GM is asserting here that the work process
its technology, design and management is its own to plan and control, no matter how much
influence unions exert in its plants. In fact, productivity increases were a major agenda item for
General Motors at the time. In 1948, GM chairman Alfred P. Sloan, Jr. and president Charles E.
Wilson proposed that the new GM-UAW contract link wage increases to increases in worker
productivity, with adjustments for the cost of living. This clause was adopted in 1948 and was part of
labor agreements for over twenty years. The business community praised the linkage between
productivity and wages, and General Motors "got its production."
http://archive.org/details/EasierWa1946
http://www.processsolutions.net/bins.html
40 page papers (i.e. four different pages (1, 2, 3&4) each 10 copies)
Stapler
Stopwatch (electronic)
Procedure
1. Lay each page item on the table. (Different alternatives going to be evaluated)
1 2 3 4
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Application of motion economy Principles
3 4
1 2
1 2 3 4
01:34:07(pick 1 page at a time& put on the floor)
01:05.50(pick 1 page at a time & put on the table)
Operator
Operator
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Operator
Operator
4 3
Operator
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Application of motion economy Principles
Results
1. Lay out one is done by picking one page at a time from left to right (1, 2, 3&4) and putting on
the floor on the right side. The time taken to staple 40 pages of 4 different items is 01:34.07(1
minute, 34 seconds & 7 microseconds). But when two pages are picked at a time the average
time taken is dropped to 01:05.50.When two pages are picked at a time and placed on the key
board (drop delivery); the time required to staple will be 01:01.18.
2. Lay out two is done by picking one page at a time from right to left (1, 2, 3&4) and putting on
the floor on the right side. The time taken to staple 40 pages of 4 different items is 01:22.25 (1
minute, 22 seconds & 25 microseconds).When the stapled paper is dropped on the key board &
two pages are picked at a time the time taken is dropped to 01:04.00.
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Application of motion economy Principles
REFERENCES
[1] T.R. Banga S.C.Sharma, Industrial Organization and Engineering Economics Twenty-Third
Edition, KHANNA PUBLISHERS, Delhi
[2] Barnes, Ralph M., Motion and Time Study, Second Edition, John Wiley & Sons, New York,
1940.
[3] www.strategosinc.com/motion_economy.htm
[4] www.doms.iitm.ac.in/documents/rahul/layout&economy
[5] Gong, Xiao Yan ; Identifying and Minimising Preventable Delay within the Operating Theatre
Management, 2009 a dissertation
[6] http://www.processsolutions.net/bins.html
[7] J.P. Watson and D.N. Wise, Motion-Economy-Device Design, in Industrial Engineering
Handbook, Second Edition, H.B. Maynard (Editor-in-Chief), McGraw-Hill, pp. 2-87 to 2-103.
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Application of motion economy Principles
Index
Key definitions
Operating theatre management process (OTMP): a complicated healthcare-delivery process which
starts from the referral of a patient to a hospital that ends with the patients discharge from the
hospital after surgery has been performed.
Operating Theatre Suit: part of OTMP that comprises all areas related directly to the surgical
procedures from pre-operative function to recovery area.
Pre-operative holding area is designed to accommodate the admission of patients before entering the
OR.
Anaesthetic bay is the area within the OR where the patient is assessed and prepared for anaesthesia.
Recovery area is situated near the entrance of the operating theatre suit. There are eight bays
commissioned within the unit. The post-operative patient is closely monitored until they are
physiologically stable.
Sterile stock room is centrally located in the operating theatre suit; reusable and disposable sterile
supplies are stored in this area.
Surgeons preference sheets: the surgeons specific preferences and any variance from the
procedures in the procedure book are noted on these sheets. The sheets are revised as procedures and
personal preferences for new technology change.
Consent form: the form requires patients consent on patients condition and procedure, surgery and
treatment plan. It also includes statements about risks and complications.
Anatomy area: the area when the incision takes place.
Mayo table: The table used in a sterilised area to lay down frequently used instruments and other
materials during the surgery.
Patient positioning: the position of the patient during the surgery.
Surgeon: physician who performs the surgical procedure.
Assistant surgeon: member of sterile team who provides exposure and hemostasis during a surgical
procedure.
Anaesthetist: member of the non-sterile team who administers anaesthetics during the surgical
procedure.
Scrub nurse: member of the sterile team who passes instruments and facilitates the surgical
procedure.
Scout nurse: member of the non-sterile team who directs and coordinates the activities of the intra-
operative environment during the surgical procedure.
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Application of motion economy Principles
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Application of motion economy Principles
Chutes and drop delivery methods facilitate deliver of the finished work piece to the next conveyor
belt or a storage bin.
Removable Table Tops
They provide specially fitted assembly table tops for two or three different assemblies that an
operator may be working in a day. They can be removed and kept in a rack and the different top can
be put on the work bench.
Foot Pedals
The use of foot-operated mechanisms provides an economical method of holding, releasing, or
assembling in various types of operations.
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