CHAPTER 6:

WORK
MEASUREMENT
Work Measurement
OM/TQM

PRESENTED BY
GROUP 4

Payumo, Veronica Gwen Puyaoan, Pauline

Austria, Concepcion Isabella Caquista, Ivanna Rain
Alberba, Pau Lansangan, Joehn Clyde
Lambino, Mica Ella Maata, Hance
Billedo, Mary Rose Bustria, Gerroz
 A Labor standard and work measurement.

B Time Studies

C Standard, actual, and normal times.

TABLE OF D Performance rating method

CONTENTS E Allowance factors and production studies

F Work sampling and ratio-delay studies

G Predetermined elemental time systems

WORK MEASUREMENT TOPICS TO DISCUSS

H The balanced scorecard

 LABOR STANDARD & WORK MEASUREMENT

LABOR STANDARD
The amount of labor time that is expected for the
completion of a task. It is sometimes referred to as the
standard labor rate.

Back to Agenda
WORK MEASUREMENT
The application of techniques designed to establish the time for a qualified
worker to carry out specific jobs at a defined level of performance.
Determining the amount of worker time required to generate one unit of
output.

1. To compare the times of performance by alternative methods.

2. To enable a realistic schedule of work to be prepared.
3. To arrive at a realistic and fair incentive scheme.
4. To analyse the activities for doing a job with the view to reduce
OBJECTIVES OF WORK MEASUREMENT
or eliminate unnecessary jobs.
5. To minimise the human effort.
6. To assist in the organisation of labour by daily comparing the
actual time with that of target time.
 USES OF WORK MEASUREMENT

1. Wok measurement is used in planning work and in drawing out schedules.

2. Wok measurement is used to determine standard costs.
3. Wok measurement is used as an aid in preparing budgets.
4. It is used in balancing production lines for new products.
5. Wok measurement is used in determining machine effectiveness.
6. To determine time standards to be used as a basis for labour cost control.
7. To establish supervisory objectives and to provide a basis for measuring
supervisory efficiency.
8. To determine time standards to be used for providing a basis for wage incentive
plans.
 TECHNIQUES FOR WORK MEASUREMENT

Time Study – recording the times and rates of working for the elements of a specified job.
Synthetic Data – standard data are made available for the most known elemental
operations like preparing, setting, manipulating, removing, clearing, holding, and
tightening.
Predetermined Motion Time System – normal or basic times are established for human
motions and these time values are used to build up a time for a job at a defined level of
performance.
Analytical Estimating – used to determine the time values for jobs, having long and non
repetitive operations.
Work Sampling – does not involve stopwatch measurement, as do many other
techniques.
COMPONENTS OF WORK
MEASUREMENT

Element Performance Rating Allowance Standard Time

a distinct part of process of adjusting the Allowances in time study can the time, which is taken by a
be defined as the extra time normal worker for a specific
specified job selected actual pace of working
figures which are to be added task or job, working
for convenience of comparingit with the to the basic time of an under moderate conditions
observation, method mental operation to account for
and includes other
and picture of pace of an personnel desires, delays,
allowances.
fatigue of operators, any
analysis. operator working at
special situation and the
normal speed. policies of the firm or
organization.
TIME STUDIES

- Originally proposed in 1881 by Fredrick Winslow Taylor.

- It is a method of direct observation.

- Estimation of accurate labor cost is very essential as it has got large effect on the price.

- Exact estimation of time is very essential for correctly pricing. As labor cost depends upon time
estimation, therefore, time must be estimated correctly as far as possible.

- Products should reach to him at a promised date which is only possible when manufacturer is
aware of the time to be taken by the product during manufacture.
 Time study observation sheet:
(c) Time study forms: affixing on board
TIME STUDY
EQUIPMENTS
Timing device:
Write a note here

Stop watch: Time study board: for

to record time affixing time study forms

Other Equipment:
(d) Pencils and erasers: for entering values
(e) Calculator: calculating equipment
(f) Measuring tape: measuring equipment for length
(g) Steel rule: measuring equipment for lengths
(h) Micrometer: measuring equipment for small lengths
(i) Spring balance: measuring equipment for weights
(j) Tachometer: measuring equipment for speeds
TIME STUDY DEFINITION
- “the art of observing and recording the time required to do each detailed element of an
industrial operation”.

The term industrial operation includes manual, mental and machining operations, where:
Industrial Operation

Manual time - is divided into three types of operations, i.e. handling of tools, machines and
materials.

Mental time - includes time taken by the worker for thinking over some operations.

Machining time - includes time taken by the machines in doing its share of work.
 - It is useful in TIME STUDIES
determining the
standard time for - It is useful to
various operations, estimate the cost
which helps in fixing of a product
accurately. Time Study can also be
wages and incentives.
defined in the following
words “work
measurement” is the
- It helps in
USE OF TIME application of techniques
production
designed to establish the
STUDY control. time for a qualified worker
to carry out a specified job
at a definite level of
- Using the time performance.
study techniques,
it can be found
that how much - It helps in predicting
accurately as to when the
machines an
work will be completed
operator can run. and hence customers can
be promised to take
delivery on a fixed date.
 Following Stages in Performing Time Study:

Snalysis of Work- The complete job and its operations are split up into various
elements. Includes all the tasks performed by the worker and not only the
effective work.

Standardization of Methods- Before conducting time-study, all the constituents of

the job such as materials, equipment, tools, working conditions and methods are
standardized.

Making Time Study- The study is done on a printed time study record sheet.
 STANDARD, ACTUAL, AND NORMAL TIMES

MAKING TIME STUDY

Normal time:
the time required by a normal worker.

Standard Time:
It is the time taken by a normal worker for a specific task or job,
working under moderate conditions, and includes other allowances

Rating Factor: is expressed as a percentage of the efficiency of a representative

operator, which indicates how efficient an operator is compared to some
of his average fellow workers.

Back to Agenda
HOW TO COMPUTE FOR
NORMAL, AVERAGE, AND
STANDARD-TIMES
FORMULA:
Normal Time (NT) = OT x RF / 100
Where:
OT = Observed Time
RF = Rating Factor Case 1: Allowance is given as a fraction of the normal time;
allowance is added to the normal time

Standard Time
Case 2: Allowances is given as a fraction of the total workday
Case 1: ST= NT x (1+ AF)
Case 2: ST= NT / (1-AF)
Where:
AF= Allowance Factor
 EXAMPLE 1

A restaurant conducted a time study for a job assembling ham and cheese sandwiches.
There were 10 cycles on the job, and the average time was recorded to be 0.385 minutes.
Determine the standard time of the assembly if the operator is rated 80% and the allowance
factor is 12%.

Given:
OT= 0.385 minute
RF = 80%
AF= 12%
 GET THE NORMAL TIME

* Always divide the rating factor *We use the case 1 formula since
by 100 if the rating factor is there’s no mode use of allowance
expressed as percent form. factor indicated
NT= OT x RF / 100 ST= NT x (1+ AF)

NT= 0.385 x 80 / 100

ST= 0.308 x (1+ .12)
NT= 0.308 minute
ST= 0.34496 or 0.345 minute
Next, get the standard time
EXAMPLE 2
A manufacturing company conducted a time study for 10 cycles of a job.
The job has five elements and the total elemental times in minutes for
each element and the performance rating factor are given as follows.
Determine the standard time if the allowance factor is 18%.

ELEMENT SUM RATE FACTOR

(RF)
*Sum is divided by 10 to get the
Given: A 3.61 1.05 Average Observed Time (OT)

n= 10 cycles B 4.84 0.90 *Multiply Rating Factor (RF) with

C 2.93 1.00
AF= 18% Average Working Time (OT) to get
the Average Normal Time (NT)
D 4.91 1.10
E 1.78 0.95
 ELEMENT SUM RATING FACTOR AVERAGE OBSERVED TIME AVERAGE NORMAL
(OT) TIME (NT)
(RF)

A 3.61 1.05 0.361 0.379

Standard Time
B 4.48 0.90 0.448 0.436
= NT (1+AF)
= 1.817 (1 +0.18) C 2.93 1.00 0.293 0.293
= 2.144 minutes D 4.91 1.10 0.491 0.540
E 1.78 0.95 0.178 0.169
1.817

8
 EXAMPLE 3

A time study was conducted in an operation with three elements. Each element was observed four
times and the following table shows the recorded data. Determine the normal time and standard time for
the operation for an allowance factor of 10%. Additionally, the allowance factor is taken as a fraction of
the entire workday.

1. Get the average observed time per element

2. Get the normal time for each element, then
get the sum
3. Get the standard time for the operation.
 1) AVERAGE OBSERVED TIME
Element A = 0.2 + 0.3 +0.25+0.23 4
= 0.245 2) NORMAL TIME
Element B = 0.18 + 0.15 + 0.17 + 0.16 4 Element A: 0.245 x 1.20 = 0.294
= 0.165 Element B: 0.165 x 0.85 = 0.140
Element C = 0.08 + 0.05 + 0.07 + 0.09 4 Element C: 0.073 x 0.92 = 0.067
= 0.073

3) STANDARD TIME

ΣNT = 0.501

ST= ΣNT / 1-AF

= 0.501 / 1 – 0.10
= 0.557 minute
 PERFOMANCE RATING METHOD

PERFORMANCE RATING

The Society of Advancement of Management (SAM) national committee defines the performance
rating as "the process during which the time study engineer compares the performance of the
operator under observation with the observer's own concept of proper (normal) performance. It can
also be considered as the efficiency of the worker.".
 PERFOMANCE RATING METHOD

PERFORMANCE RATING

-Performance rating is the process of adjusting the actual pace of working comparing it with the
mental picture of pace of an operator working at normal speed.
- Rating is the assessment of the worker’s rate of working relative to the observer’s concept of the
rate corresponding to the standard pace.
-Standard rating is the average rate of pace at which a qualified worker will naturally work if he is
motivated to apply himself to work but without the stimulus of a wage incentive plan.
-This performance is denoted as 100 on the standard rating and performance scale.
-The rating factor is used to convert time into normal time.
-Normal time = Observed time x Observed Rating / Standard Rating(100)
 Methods/Systems of Performance Rating

1.Speed Rating
2. Skill and Effort Rating
3. Westinghouse System of Rating
4. Synthetic Rating
5. Objective Rating
6. Physiological Evaluation of Performance Level
SPEED RATING
-Speed of the movement of a worker is the only factor considered in speed rating.
-Rating personnel observes the movements of worker against a standard expected pace or speed
and notes the relationship between them as a rating factor.
-Speed Rating = worker speed / speed expected from worker

SKILL AND EFFORT RATING

This system was introduced by Charles E. Bedaux in 1961 and is also known as Bedaux system. In this
system, the observer is supposed to evaluate the work rate or speed of worker’s movement and how
fast he is performing the motions, but not the movements and skill he is applying. Unlike the other
methods Bedaux introduced a unit “B” that represents a standard minute, which is composed of:

(a) Work component

(b) Relaxation component
 The procedure is follows :

(a) Divide the operation into smallest measurable elements.

(b) Time the element with the help of a stopwatch having sixty divisions on its dial.
(c) Take sufficient observations and calculate average time.
(d) Estimate the efficiency of the operator in terms of B values assuming the average worker
must obtain 60B per hour and maximum B value can be 80 B per hour. Thus, convert the
observed time in terms of B’s with reference to a standard of 60 B per hour values.
(e) Allow the relaxation factors as shown in Table.

Table: Relaxation Factors Light Work 1.10-1.0

Medium Work 1.20-1.35

Heavy Work 1.35-1:50

(f) Now calculate B values for work element by the formula

The number of B’s per work element = Observed Time x Speed of work x Relaxation Allowance/ (60 x
60) = (Tb × V × Ra)/(60×60 )

Where Tb = observed time in seconds

V = Speed of work in terms B’s, and
Ra = Relaxation Allowance

-The sum of all the values of various work elements gives B values per work piece
-Variable time (lost time) and setting are to be recorded regularly and special B values are to be provided
accordingly.
-Irregular times and disturbance are not to be included.
-Purely machining times where workman is not involved are evaluated separately and added as a method
allowance, since only human effort is measured by the Bedaux system.
Example:
For a work element, the observed time was I0 seconds and the speed is found to be 60 points on
Bedaux’s scale. If the job is a heavy work for which a relaxation allowance is given as 1.20, find the B value
for the element.
Given: Tb = 10 V = 60 Ra = 1.20
Solution: B Value = (Tb×V × Ra)/(60×60 )= (10×60×1.20)/(60×60 )
= 0.2 B
Westinghouse System of Rating

-It is based upon four factors which are further divided into sub-factors and have numerical values
attached with them and these four factors are:
1. Skill
2. Effort
3 .Conditions
4. Consistency
Summarized formula for
calculation:

-Westinghouse rating = Sum of

ratings, i.e. rating of (Skill +
Effort + Conditions +
consistency) as given in
Westinghouse tables.

-Rating Factor = 1 ±
Westinghouse Rating

-Normal Time = Observed time x

Rating factor
Standard Time = Normal Time ×
(100/(100−Total
∈
allowances Percentage))
Example:
The observed time for an element is 1.2 minutes
and the rating were found to be as follows :

-Skill: Excellent B1 SOLUTION:

-Effort: Good C1
-Condition: Average D Rating Factor : Positive rating by + 0.17 over
-Consistency: Good C unity = 1 + 0.17 = 1 .17
Normal Time = Observed time * Rating factor
= 1.2 ×1.17
-Determine the normal time = 1.40 mins.
Standard Time = Normal Time ×
or basic time for the element under ∈
(100/(100−Total allowances Percentage))
observation. (Refer westinghouse = 1.40 ×100/(100−20)
= 1.75 mins.
performance rating table).
Also find the standard time
@ 20% allowance.
SYNTHETIC RATING
This system of rating was introduced by Morrow. The time study observer records the actual time
of performance for the element as done in the previous method. Performance times for such
elements have been standardised, which are known as “Predetermined Motion Time standard
Values” or ‘PMTS Values’. The PMT value for the elements from such tables are noted. The ratio of
Predetermined Motion Time Standard value of the element (taken from tables) to average Actual
Time (Observed Time) for the same element gives the Rating Factor.

Summarily this is expressed as:

R = P/A
Where:
R= Performance Rating Factor
P= Predetermined Motion Time Standard Values for the elements in minutes ( from tables), and
A= Average Actual Time (observed) for the same element in minutes.

Back to Agenda
 EXAMPLE:
The average actual time for 6 elements of a task were measured and tabulated below. The
Predetermined Motion Time for two elements is also given. Calculate the Performance rating factor.
Also find the normal times for all the elements on the basis of average rating.

Solution:
Performance Rating = P/A = (0.45/0.5) ×100=90% for this element.
Performance Rating = P/A = (0.46/0.4) ×100=115% for this element.
Average R = (115+90)/2 = 102.5%
Normal Time for the Elements are:
 The speed or pace of the operator is
STEP 1 rated against an objective pace
standard. This objective pace standard
is same for all the jobs irrespective of
the job difficulty and its limiting effect
on pace. Mundel uses the term “Base

OBJECTIVE
Time” for this time rated against pace.

RATING B = P x T
Where,
B = ­
Base Time
Proposed by M.E. Mundel and
is carried out in two steps. P = Rated Pace
T = Observed Time
 Now, the numerical obtained in step 1
STEP 2 is appraised by an adjustment factor,
which Mundel calls job difficulty or
job complexity or secondary
adjustment.

OBJECTIVE
Thus, it is expressed as:

Normal time (NT) = B x M

RATING Where, B = Base Time (P x T), and
M = Job Difficulty Factor

After calculating normal time, standard time can be

found by usual method as
Standard Time (ST) = Normal Time (NT) + Allowance (A)
JOB DIFFICULTY FACTORS

Summary:

Base Time = Pace Rating x Observed

Time (P.T)

Normal Time = Base Time x

Secondary Adjustment (B.M) = PMT

Standard Time = N + A = PMT + A

EXAMPLE
1. The Observed time for an element is 1.2 minutes. The pace rating for the
element is 120% and job difficulty is found to be 30%. Find Normal Time of
the element. Also find standard Time at an allowance of 10%.

SOLUTION:
EXAMPLE
2. An element is observed to be carried our in 0.8 minutes. Given pace rating is
110% and the secondary adjustment by 20%, find the time on any fair day. If ).2
minute per element is given as allowance, what is the standard time taken for
20 repeated actions?

SOLUTION:
SKILL AND EFFORT RATING
This system was introduced by Charles E. Bedaux in 1961 and is also known as “Bedaux System”.
In this system, the observer is supposed to evaluate the work rate or speed of worker’s
movement and how fast he is performing the motions, but not the movements and skill he is
applying. Unlike the other methods Bedaux introduced a unit “B” that represents a standard
minute, which is composed of

(a) Work component

(b) Relaxation component

The procedure is as follows:

(a) Divide the operation into smallest measurable elements (smallest time is 3 seconds)
(b) Time the element with the help of a stopwatch having sixty divisions on its dial.
(c) Take sufficient observations and calculate average time.
(d) Estimate the efficiency of the operation in terms of B values can be 80 B per. Thus
convert the observed tie in terms of B’s with reference to a standard of 60 B per hour values.
SKILL AND EFFORT RATING
The procedure is as follows: (CON’T)

(e) Allow the relaxation factors as shown in Table 8.3

(f) Now calculate B values for work element by the formula

(g) The sum of all the values of various work element gives B values per work piece.
(h) Variable time (lost time) and setting are to be recorded regularly and special B values
are to be provided accordingly.
(i) Irregular times and disturbance are not to be included.
(j) Purely machining times where workman is not involved are evaluated separately and
added as a method allowance, since only human effort is measured by the Bedaux system.
EXAMPLE
For a work element, the observed time was 10 seconds and the speed is found
to be 60 points on Bedaux’s scale. If the job is heavy work for which a
relaxation allowance is given as 1.20, find the B value for the element.

SOLUTION:
 Physiological Evaluation of Performance level

It is known fact that there is a relation between the physical work and the amount of oxygen consumed.
It has also been tried out to find the changes in heartbeat for various physical works. This is assumed to
be most reliable measure of muscular and studies are still going on by many experts in industrial
engineering, biomedical engineering and physiology.

However this method is not in much use presently.

Summarizing all the above methoda we can notice the following formulae in all the systems: (Except
Bedaux’s skill and effort system)
ALLOWANCE FACTORS AND PRODUCTION STUDIES

ALLOWANCES

the amount of time allowed must be made to enable the

for personal, fatigue, and worker to attend his personal
unavoidable delays. needs.
 5 CATEGORIZE OF
ALLOWANCES
Relaxation Allowance Relaxation Allowances are calculated so as to allow the worker to recover from fatigue.

Allowance of time included into the work content of the job to compensate the
Interference Allowance operator for the unavoidable loss of production due to simultaneous stoppage of two
or more machines being operated by him.

A small allowance of time which may be included in a standard time to meet

Contingency Allowance legitimate and expected items of work or delays.

It is allowed to an operator who is working under poor environmental conditions that

Variable Allowance cannot be improved.

These are not the genuine part of the time study and should be used with outmost care
Policy Allowance and only in clearly defined circumstances.
STANDARD Standard Time = Normal Time +
TIME: Allowance Factor
 ILLUSTRATION 1:
Assuming that the total observed time for an operation of assembling an electric switch is 1.00
min. If the rating is 120%, find normal time. If an allowance of 10% is allowed for the operation,
determine the standard time.
GIVEN: Standard time = Normal time + Allowances
Observed time (or) selected time = 1.00 min.
Rating = 120%
Allowance = 10%
Normal time = Observed time × Observed Rating
Allowance= Normal time × __ Allowance____
Standard Rating Standard Rating
= 1.00× _120 Allowance @ 10% = 1.20 × _10_
100 100
Normal time = 1.20min. Allowance = 0.12min.

Standard time = Normal time + Allowances

Standard Time = 1.20 + 0.12 = 1.32 min

 ILLUSTRATION 1:
Assuming that the total observed time for an operation of assembling an electric
switch is 1.00 min. If the rating is 120%, find normal time. If an allowance of 10% is
allowed for the operation, determine the standard time.

GIVEN:

Observed time (or) selected time = 1.00 min.

Standard Time = NT X (1+Allowances)
Rating = 120%
Allowance = 10%
= 1.2 * (1+ 0.1)

= 1.2 * (1.1)

Standard Time = 1.32 min.

WORK SAMPLING WORK SAMPLING AND RATIO-DELAY STUDIES

Work sampling is a statistically based technique utilized for analyzing

work performance and machine utilization by direct observation.

This technique is particularly useful to estimate the proportion of

delays or idleness’s occurring in an enterprise/plant and attributing the
cause for it, such as power failures/input delays, machine cleaning,
machine breakdowns and manpower idling.
WORK SAMPLING WORK SAMPLING AND RATIO-DELAY STUDIES

Also called ‘Activity Sampling’ or ‘Ratio Delay Study’, is

based on the statistical method first devised by L.H.S. Tippet
in 1934.

This technique is more suitable for analyzing group

activities and repetitive activities which take longer
duration.
 Objectives of Work Sampling:

Work sampling is a fact-finding tool and has the following two main objectives:

*To measure activities and delays *Under certain circumstances, to

while a man is working and measure manual tasks that is to
percentage of that he is not establish time standards for an
working. It means a fair day’s work. operation.
THEORY OF WORK SAMPLING:
It states that the percentage of observations recorded on an operation in any state is a reliable estimate of
the percentage time the operation is in that state, provided, “sufficient number of observations are taken at
random”. Here particular stress should be paid on the words “random” and “sufficient number of
observations”.

In this method, error is likely to occur but the error tends to diminish as the number of samples increases. For
example, in the following table, there are 36 working observations and four idle observations, . a total of 40
observations.
"Table to show working time andidle time".
In this example, the percentage of idle time is 4/40 × 100 = 10%
Working Time is 36/40 × 100 = 90%

This study is for one operator for 8 hours a day and indicates
that the operator was idle for 10% or 48 minutes of the day
while working for 90% or 432 minutes of the day.
WORK SAMPLING PROCEDURE
Identify the specific activities or workers that are the main purpose for the study:

The selected worker should be representative of the group and should

be familiar with standardized work methods.

 The workers and supervisors should be notified of the purpose of the

study. Plan the sampling procedure:

 Determine the number of observations to be made:

i. Determine the confidence level.
It is important to decide, as to what level of confidence is desired in the final “Work
Sampling” results. The most common confidence level is 95%.

an accuracy of + 5% is considered satisfactory. This is sometimes referred as the

standard error in percentage.

ii. Set the accuracy limits.

iii. Apply the following formula
 where,
N = Number of observations to be made
Z = Number of standard deviations associated with a given confidence level
p = Estimated proportion of time that the activity being measured occurs
E =Absolute error that is desired
EXAMPLE:
In a work sampling study, a mechanic was found to be idle for 20% of the time. Find out the number of
observations needed to conform to the above figures with confidence level of 95% and a relative error level
by + 5%.
SOLUTION:
Number of observations required:
Where,
E = absolute error (s x p)
p = percentage of idling
q = percentage of activity (1 – p)
Z = coefficient of the confidence level
(1.96 for 95% confidence)
Hence,
EXAMPLE:
The secretary of the collage department has
estimated that a printer will be used 40% of
the time. A work sampling study was
conducted to see the proportion of the time
the new printer is used. The study must be
within 4 percent of the actual proportion with
a confidence level of 90 percent. Determine
the sample size of the work sample of the
achieve this.
Work sampling is also used to find out time standards, specially where the job is not
repetitive and where time study by stop-watch method is not possible, e.g. for maintenance
work, office work, repair work, ship building etc. Time standards can be calculated by
combining rating with work sampling as illustrated in the following example:

Convert the work sampling observations into proportions and calculate desired standard
time estimates:
EXAMPLE: SOLUTION:
The following are the results of a work State Number of ObservationsPercentage
sampling study: Working workers 1600 1600/2000 = 80
Idle workers 400 400/2000 = 20
Observation period (in hours) 300 hours Total 2000 100
Units processed 27000 parts
Workers working during observation  Thus, actual working hours out of 300 hours = 80%
time1600 of 300 = 240 hours.
Workers idle during observation time 400 Normal time = actual time x performance rating/ 100
Performance rating 80%
= (240 x 80)/ 100 = 192 hours
Allowances10%
Allowances 10% in 300 hours = 30 hours
Find the standard number of units the
Standard time = 192 + 30 = 222 hours
worker should process in an hour.
Standard number of units produced per hour =
27000/ 222 = 122 parts
EXAMPLE 2:
A work sampling study showed that 20% of a work week of 48 hours was
consumed by avoidable, delays.
If each time a work
sampling observation
was made the operator
was rated and the
average of such rating
was 110%. If 100 units
were produced by the
operator in that period,
calculate standard time.
Applications of Work Sampling:

1. Applied for the estimation of the percentage utilization of machine tools, cranes,
fork trucks, etc.
2. To estimate the percentage of the time consumed by various job activities
3. For ratio delay studies.
4. To measure performance.
5. To indicate how materials handling equipment’s are being used.
6. To provide a basis for indirect labor standards.
7. To determine the standard time for a non- repetitive operation as an alternative
to the stop watch period.
 ADVANTAGES DISADVANTAGES
It is a less expensive procedure.
Observers with minimal specialized training can It is not economical for studying a single operator
conduct the sampling. or machine, or for studying operators or machines
Several operators or machines may be observed located over wide areas.
simultaneously by a single observer. It cannot provide a much-detailed information.
No mechanical device needed. The operator may change his or her work pattern
It results in less anxiety and agitation among upon sight of the observer.
workers. A lot of groundwork is required.
There is minimal interference with the workers
normal routine.
It measures the utilization of people and
equipment directly.
A work sampling study may be interrupted at any
time without affecting the results.
 SUSTAINABILITY CONCLUSION

Group activities A work measurement technique

Activities that are not rigidly whereby random observations are
constrained from the time made for non-repetitive activities so
standpoint as to disclose underutilized workers,
Heterogeneous activities. poor worker discipline, overstaffing,
Non-Repetitive activities with long inadequate training, inefficient plant
cycle times layout, excessive delays (caused by
poor planning, material scheduling,
or tooling), or other deficiencies.”
 PREDETERMINED ELEMENTAL TIME SYSTEMS

Predetermined Motion Time System (PMTS)

It is a work measurement technique whereby times established for basic

human motions are used to build up the time for a job at a defined level
of performance.
Also known as Micro data
A collection of basic motion times.
This is known as standard data for all further references

Back to Agenda
 ADVANTAGES: LIMITATIONS:
They are an excellent training PMTS can deal manual motions of
technique an operation only
Time standard can be arrived at They cannot be applied to
without going to the workplace. restricted work.
Useful in methods design,
equipment selection and design and
production planning and control.

Back to Agenda
 A Work Factor System (WFS)

Methods of B Basic Motion Time Study (BMTS)

Determining C Motion Time Analysis (MTA)

PMTS D Dimensional Motion Time Study (DMTS)

E Method Time Measurement (MTM)

A. Work Factor System (WFS)
Four major Variables which affect
A first level PMTS developed by J. H.
the time to perform manual
Quick , W. J. Shea and R. E. Koehler in
motions (According to the WFS):
the mid 1940s
It is an elemental time systems for 1. Body members used
compiling time standards to 2. Distance moved
establish the expected productivity 3. Manual Control
of the human when performing 4. Weigh or resistance or loads
useful manual and mental work.
1 time unit = 0.0001 minute

Back to Agenda
B. Basic Motion Time Study (BMTS)
Developed by R. Presgrave, G. B. Bailey The Following factors are taken
and J. A. Lowden in the early 1950s. into account:
A. The distance moved during any
It is the system of predetermined activity
standards which states that a motion B. The visual attention required to
has taken place when and only when a carry out the motion of the activity
body member that has been at rest C. The degree of precision required
moves, and then again comes to rest. in grasping and positioning
D. The degree of freedom needed to
This system is based on the complete handle weight or resistance
movements of body members.
E. Simultaneously motions

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C. Motion Time Analysis (MTA) The controlling time for human
A first level system developed by A. B. action:
Segur in the mid and late 1920s. 1. Average speed of a nerve reaction
in the human body is 0.000045
This system of predetermined standards minute per foot of distance
lies in the theory that each action of the travelled.
body is the result of some chemical 2. Average number of messages that
action that takes place within the body. can be staeted over ant one nerve
path in the body is 5000 per
It was originally used in a rare setting minute.
capacity, but more recently has been 3. Average time for a single
sarcostyle to complete a
used more and more for methods
contraction in response to a
control.
nerve impulse is 0.00064 minute.
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D. Dimensional Motion Time Study (DMTS)

Developed by H. C. Geppinger in 1955.

It measures the work content by predetermined time values

which are related to distances and other dimensional terms
whenever such relationship was found.

Used dimensions to describe the basic motions wherever

possible.

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Five motion time –tables of DMTS
1. DMT-1 – includes Transport Motions (Reach), Base Transport (Move), Toss
Transport (applicable when the hand does not come to complete stop at the
end of a transport).
2. DMT-2 – contains motion time for grasping block-type as well as rod-type, for
parts jumbled in trays.
3. DMT-3 – contains motion time for grasping block-type as well as rod-type, for
parts scattered on a bench.
4. DMT-4 – includes two positioning time tables; positioning a hole to a pin and
positioning of square and oblong holes and pins.
5. DMT-5 – this presents 4 separate tables; first, positioning various parts to a
nest, second and third, single or simultaneous motions of positioning a nut to
a screw or a screw to a nut, last, positioning in a restricted area.

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E. Method Time Measurement (MTM)
Most common and powerful method of determining PMTS
Developed by H. B. Maynard, G. J. Stegemerten and J. L. Schwab in
the mid 1940s.
A procedure which analyzes any manual operation into a basic
motion required to perform it and assigns to each motion a
predetermined time value by the nature of motion.
Developed from the studies of motion pictures on industrial
operations
Provides answers in terms of time without any use of stopwatch.

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 Basic Elements of MTM
• Reach (R) – move the hand or finger to a destination.
 Basic Elements of MTM
Move (M) – transport an object to a destination.
 Basic Elements of MTM
Turn (T) – the motion employed to turn the hand, either empty or loaded,
by a movement rotates the hand, wrist and forearm about the long axis of
the forearm.
 Basic Elements of MTM
Apply Pressure (AP) – elements that involve the application of
force, but the force results in little or no movement.
Two Categories of Apply Measure:
oApply Pressure Alone (AP)
oApply Pressure preceded by regrasp (APB).
 Basic Elements of MTM
Grasp (G) – secure sufficient control on one or more objects with the
fingers or a hand in order to permit the performance of the next required
motion.
 Basic Elements of MTM
Position (P) – align, orient and engage object with another object (when
only minor motions required).
 Basic Elements of MTM
Release (RL) – relinquish control of an object by the fingers or hand.
 Basic Elements of MTM
Disengage (D) – break contact between one object to another.
 Basic Elements of MTM
Eye travel and eye focus (ET/EF) – considered only when the eyes must
direct the hand or the body movements.
 Basic Elements of MTM
Body, leg and foot motion (BMF) – other motions that are associated with
body and legs.
Members of the MTM Family of Predetermined Motion Time Systems:
MTM-1 – first level of MTM, in which basic motion elements are used to
describe, analyze and determine the normal time for a manual task.
Basic Time Unit:

1 TMU = 0.0006 mins

MTM-2 – Second level of MTM in which basic motion

elements are combined into motion aggregates.
GET – combines reach and grasp
PUT – combines move and position

MTM-3 – Third level of MTM which has four main

categories;
1. Handle
2. Transport
3. Step and Foot Motions
4. Bend and Arise
 BALANCED SCORECARD

Robert Kaplan and David Norton developed the balanced scorecard

They argue that managers need a broad set of performance indicators to lead a
company towards success.

Balance Scorecard or often referred as a management tool rather than a

measurement tool, is a strategic planning and management system used to align
business activities to the vision and strategy of the organization by monitoring
performance against strategic goals.
FOUR ELEMENTS/PERSPECTIVES

1. Financial Perspective – covers the financial objectives of an organization and allows managers to track financial
success and shareholder value.
- It answers the question “What financial goals do we have that will impact our organization?”
2. Customer Perspective – is collected to gauge customer satisfaction with quality, price, and availability of products or
services. Customers provide feedback about their satisfaction with current products.
- It answers the question “What things are important to our customers, which will in turn impact our financial standing?”
3. Internal Processes Perspective – are evaluated by investigating how well products are manufactured. Operational
management is analyzed to track any gaps, delays, bottlenecks, shortages, or waste.
- It answers the question “What do we need to do well internally, in order to meet our customer goals that will impact
our financial standing?”
4. Learning and Growth Perspective – are analyzed through the investigation of training and knowledge resources. It
handles how well information is captured and how effectively employees use the information to convert it to a
competitive advantage over the industry.
- It answers the question “What skills, culture, and capabilities do we need to have in our organization in order to
execute on the process that would make our customers happy and ultimately impact our financial standing?”
FIVE STEPS IN MAKING BALANCED SCORECARD

1. Establish a clear vision of the future.

2. Define the strategic objectives.
3. Determine the critical success factors.
4. Choose indicators to measure and monitor performance.
5. Set goals, action plans, and initiatives.
BALANCED SCORECARD OF AN E-COMMERCE BUSINESS
THANK YOU!