WORK STUDY AND DESIGN

IEng308

CHAPTER THREE:
METHOD STUDY

By: Assefa Misgun

Introduction to Method Study

Definition and Concept

 Method study is basically conducted to simplify the
work or working methods and must go towards
high productivity.
 It is always desirable to perform the requisite
functions with desired goal and with minimum
consumption of resources.
 Method signifies how a work is to be done i.e.
description of how we consume resources in order to
achieve our target.
 Method is integral part of work accomplishment and
signifies:
1.How well our methods utilize the limited available
resources such as manpower, machine, materials and
2
money.
 Methods determine amount of input materials,
time, power and money consumed.

Utilization of reducing the reducing cost

proper consumption of per unit price
methods resources
 Method study can decide the cost and quality of
output produced.
So, Method study can be defied as:
“A procedure for examining the various activities
associated with the problem which ensures a
systematic, objective and critical evaluation of the
existing factors and in addition an imaginative
approach while developing improvements.”
3
There are three aspects of work study application:

1. Method study proper is conducted with broad

investigation and improvement of a shop/section, the
layout of equipment and machines and the movement
of men and materials.
2. Motion study is a more detailed investigation of the
individual worker/operator, layout of his machines,
tools, jigs and fixtures and movement of his limps
when he performs his job. The ergonomics aspect i.e.
study of environment, body postures, noise level and
surroundings temperature also form part of investigation.
3. Micro motion study i.e. much more detailed investigation of
very rapid movements of the various limbs of the
worker.

So, motion study is an analysis of the flow and processing of

material and the movements of men through or at various work
4stations.
 Method study or methods
Motion study analyses
analysis is a systematic
the human activities
procedure for the critical
which make up an
analysis of movements made
operation
by men, materials and
machines in performing any
work.
So, motion study is part of method study.

5
Scope of Method Study
The task of work simplification and compatible work
system design concerns the followings:
i. Layout of shop floor and working areas or work
stations.
ii. Working conditions i.e. ergonomics etc..
iii. Handling distances (material movement)
iv. Tooling and equipment used
v. Quality standards to be achieved
vi. Operators and operations in achieving the
production targets
vii. Materials to be used
viii. Power required and available
ix. Work cycle time
x.
6 Working processes
Indicators of Method study
Some common indicators which show the requirements
of method study investigations in a manufacturing
process are:
a.Bottle necks in the production system which result
in long delivery dates or unbalanced work flow.
b.Under utilization of resources as indicated by
idleness of plant
c.The quality of the product may be affected by
poor workers morale and this may lead to high
absenteeism.
d.Inconsistency wages or earning of workers also
indicate a need for review of production techniques.

7
Objectives of Method Study
Some of the important aims of method study are:
 Better design of plant equipment and buildings
 Less fatigue to workers by avoiding unnecessary
movements of manpower
 Better working conditions and environment for
workers/employees
 To have more effective utilization of materials,
machines and manpower and money.
 Better product quality
 Efficient and fast material handling equipment
 Leads to standardization, rationalization, simplification
and specialization
 Efficient planning of the section
 Streamlined working procedures
8
Elements of Method Study
To design an appropriate method the following eight elements of
any system irrespective of its size must be taken into consideration:
1.Purpose: what is required/desired from the system or in other
words what the system should achieve (function and aims etc.)
2.Input: Resources or input materials to be processed to achieve
production target.
3.Output: the product of the system. Some additional output like
by-product may also be obtained.
4.Sequence: the sequence of operation required for conversion of
input into output. It is the description of how man power works
with material (or work) plus machines. This is process planning.
5.Working Environment: the working conditions such as lighting,
temperature, humidity, safety equipment and any health hazards
under which material the system operates. These are related with
system design.
9
 6. Manpower: the manpower helps to accomplish
the steps of sequence without becoming part of the
output. However their skill level, responsibilities,
motivation, incentives and wages effect their
performance to a large extent.
7. Physical Facilities: it includes
machines/equipment and resources which help in the
accomplishment of meeting the output target. It also
includes the nature of machines and their layout for
the system to operate most effectively.
8. Information Technology: the quality of work
output is affected to a large extent by information
resources and aids like processing instructions,
operation sheets, specification-sheets.

10
Dimensions of Method Design Elements
1. Basic Description: the fundamental of the
element in terms of physical characteristics &
Specifications like what, when, how and who.
2. Output Rate : It is the time based measure of the
element during the working of the system may be
output produced per minute or hour or number of
customers
3. Control: the evaluation of each element is
essential from control point of view thus scope
should be there for incorporating modification in
activities in order to achieve the desired results.
4. Interaction: It is the reaction between one
element in the system such as hiring equipment
instead of purchasing etc.
5. Future Scope: research is required for suggesting
11
Guidelines Used in Method Study
The general strategy is to follow the following two
guidelines for each element:
1. Constraints: Minimum constraints or limitations to
be considered in the design of each element and
these restrictions must be part of final method
specifications.
2. Regularity: the adopted method should regularly
include these conditions and specifications.
Though there are number of strategies aiming at
optimum methods which have been proposed but
the search for the best method should be
unending process.
So, the objective of method study should be the
optimization of work method which will result in the
following three basics.
12
 1. Less time consumed per unit output of the product
2. Reduced employee effort which is by virtue of:
 Satisfactory working conditions
 Satisfactory or good plant layout so as to reduce
work input as well as movement of man and risks
etc.
 Good work place layout in order to obtain less
exertive and smooth body movements.
3. A minimization of scrap, waste and rework (improve
quality)

 These objectives can be achieved by eliminating

those features of the job and workplace which
promote inefficiency and physical stress.
 This approach would ultimately result in improved
productivity and reduced product cost.
13
Benefits of Using Method Study
1. This helps in improving plant efficiency, thereby
increasing the profit part of which may be given to
workers as bonus etc.
2. With very little or no additional investment it helps
in improving the working procedures prevailing in
the system.
3. It helps in deciding or determining the suitability of
existing methods or the proposed methods.
4. With increasing the operational staff quick returns
on investment are possible.
5. It is possible to reduce the chances of labor trouble
like strikes, gheraos lockout by effecting optimum
agreements between management and labor/trade
unions.
6.
14 This will also help in bringing close coordination
Factors Which Contribute Towards the Selection
of a Problem for Method Study
When considering if method study should be utilized
for a particular job the following factors should be
considered:
i. Economic Factors
ii. Technical Factors
iii. Human Factors.

15
i. Economic Factors
The following questions should be found out i.e. if the
job:
 Have a high labor input i.e. time consuming.
 Have excessive idleness of man and machine
 Involve heavy overtime payment to workers
 Have excessive rejection rates of items produced
 Have production bottlenecks
 Have a pressing demand
 Have work duplication at various work stations
 Have higher accidents proportion
 Have longer movements of men or materials
 Have never been studied for incorporating
improvements
16
 Have high rework rate and cost
ii. Technical Factors
To ensure that adequate technical knowledge about the
process to be investigated is available if a workable
solution is to be found.
iii. Human Factors
Emotional reactions of the working staff to the method
study and changes in method are important
considerations. This causes may be summarized as
follows:
i. To earn more wages
ii. To attain promotions
iii. To be of some importance among colleagues and
senior staff
iv. To get some satisfaction from the work involved
v. To be party in decision making process concerning
17
welfare schemes for employees
Procedure of Method Study
Method study can be performed in the following six steps:
Step 1: Selection of Work/Job to be Studied – Particularly
any activity is a potential for improvement but only those jobs
should be selected when there are some valid reasons for
method study.
Step 2: Collection and Recording of necessary
Information – Obtain the facts about the present method of
doing the job and record them. In order to improve an activity
or procedure the fact information is collected from the place
where the job under study is being executed by direct visual
observation. These can be done:
i. Recording movement of machines or materials
ii. Recording the critical procedure in the job
iii. Recording the operators ‘ performance
iv. Recording the path of movement of workers with respect to machines
and allied operations
v. Recording the path of movement to improve work place layout
18
vi. Recording the scrap generated.
 There are many standardized techniques (i.e. charts,
diagrams, graphs etc.) available which may be used
for proper recording and presentation for further
analysis.
 The choice of technique depends on the type of
information which is to be recorded.
 Since the improvement in existing method or
development of new method depends on how exactly
the facts about the existing method have been
recorded.

Step 3: Critical Examination of the existing

Method – this is the key step in the whole study.
 The information available in the form of charts and
graphs after step II can now be thoroughly studied and
19
analyzed in order to detect the production stages
where improvement in the method is possible.
 The questioning sequence follows a well established
pattern examines:
The PURPOSE for
which
The PLACE at the activities
which undertaken
The SEQUENCE in
which
The PERSON by
whom Eliminate
The MEANS Simplify
by
The various elements of
Withwhich
a view to Combine
work/job
Or
To improve the work method
Rearrang
e.

20
 The questions can help in the development of new
method by getting the answers for:
i. What should be done?
ii. When should be done?
iii. Who should do it?
iv. Where should it be done?
v. How should it be done?

The following improvements are possible on the basic

of answers to these questions:
vi. Improvement in material flow.
vii. Improvement in working conditions.
viii. Improvement in manufacturing techniques
ix. Improvement to clerical routine
x. Reduction in material waste.
21
 Step 4. Develop the New Improved Method – the
analysis of existing work method can provide a starting point
for a synthesis of suggested improvements in job
performance.
The technique specially designed for improving work method
is called the process improvement formula. The four steps of
the formula are:
i. Eliminate the unnecessary activities
ii. Combine two or more activities
iii. Sequence the various activities properly
iv. Simplify the activities
 Complete elimination of unwanted activities is the most
important step in developing an improved method.
 If elimination is not possible then possibility of
combining the different activities should be explored.
 The next strategy in development stage is to identify

22
scope of changes in the sequence of operations or
activities.
 The last and most important plus expensive step in
process of method development is simplification.
 The need of simplification of activities is in order to
allow the operator/worker to complete the job more
quickly and easily by:
 reducing the number of operations
 Reducing or eliminating the delays and storages
etc..
 Finally after selecting the work method to be adopted,
certain amount of experimentation will be required to
locate and eliminate snags (difficulties) if any:
 Specifying or describing the improved method fully
and in a systematic manner is important step.
 Specification of the selected method accomplish
several purposes like:
23
i. Communication of the method to the management
for its approval.
ii. Communication to those concerned with its
implementation like instructions to workers and so
far as the machines and layout are concerned.
iii. Provision of an official record of the method.

The new method should possess the following aspects:

a. Full of worker’s body
b. Arrangements of work place
c. Design of tools and equipment
The acceptance of new method will mainly depend
upon the cost benefit, trade unions approach, working
hours and security requirements etc.

24
Step 5: Installing the Improved Method – this involves
training of those who are going to utilize the new method.
 Cooperation from both supervisory staff and operators is essential
to the successful installation of any proposed and selected
method.
 So, the installation of the new method should then be entrusted
to some responsible person.
 The installation phase of the method study is complete as soon as
the newly installed method starts working smoothly and
satisfactory and provides encouraging result (such as time saving
and scrap reduction etc.)
Step 6: Maintaining the improved method - even after
the workers have been trained and requisite changes in machines
and layout have been incorporates, there is no guarantee that the
method will be used the way it was designed.
 The proper functioning of the installed method is ensured by
periodic checks and verifications.
 Reasons for deviation if any should be explored and the required
changes may be incorporated in the procedure being practiced so
25
as to revert back to the authorized or selected one.
Job Design
 A job is basic set of tasks that a person does for its work.
Like talking to customer, arrange insurance, drive trains,
make films, putout fires, prepare meals.
 During the working days, a job is repeated many times. This
means that employees can save a lot of time and effort if
they use the best possible method for doing the job.
 Finding this best method is the purpose of job design.

 Job design may be defined as the function of specifying

the work activities of an individual or group in an
organizational setting.
 Its objective is to develop job structures that:
 Meet the requirement of the organization and
 Meet its technology
 satisfy the job holders’ personal and
 Satisfy individual requirements.
 The effort in job design should address:

26 1. Job ‘content’ – specification of task attributes, and

2. Job ‘context’ – creation of a supportive work setting.
Job Design Decisions
The decisions involved in job design are shown below.

What
Tasks to be
performed
Who
Physical and Where
mental Location of
characteristics of work area
Ultimate Job
work force Structure

How When
Methods of Time of
Performance Why occurrence in
and Rationale; work flow
motivation objectives and
motivation
27
Fig. Job Design Decisions
The job design decisions are positively affected by the
following trends:
1. Quality control as part of the worker’s job
2. Cross-training workers to perform multi-skilled jobs
3. Employee involvement and team approaches to
designing and organizing work
4. ‘Informing’ ordinary workers through
telecommunication networks and computers,
thereby expanding their work and their ability to
do work
5. Extensive use of temporary workers
6. Automation of heavy manual works
7. Most important of all, organizational commitment
to providing meaningful and rewarding jobs for all
employees

28
Job design considerations
1. Behavioral considerations
1. Degree of labor specialization (advantage vs.
disadvantage)
2. Job enrichment (horizontal and vertical
loading)
3. Socio-technical system (Interaction between
technology and the workgroup/ team)
2. Physical considerations (work physiology) -
Ergonomics

Job Design Strategies

The job design strategies are:
3. job simplification /machine model
4. job rotation and Enlargement
5. job enrichment
29
1. Job simplification: involves standardizing work
procedures and employing people in clearly defined
procedures and employing people in clearly defined
and highly specialized tasks.
 It is very narrow in job scope – ‘the man who
puts the bolt doesn’t put on the nut, and the man
who put on the nut doesn’t tight it’. The extreme
case is automation.
 It increases productivity through lower skill,
easier, quicker training, less difficult supervision.
 It reduces productivity due to absenteeism,
poor performance as a result of boredom.

2. Job rotation and Enlargement; are strategies of

job design that increase the number and variety of
tasks performed by the worker. They both expand ‘job
scope’. This offsets some of the disadvantages of
monotony in job simplification.

30
 Job rotation: increases task variety by periodically
shifting workers among jobs involving different sets of
task assignments. While no change in job design, the
workers gain variety by switching jobs on a regular
basis – on hourly daily or weekly basis.
 Job Enlargement: increases task variety by combining
into one job two or more tasks that were previously
assigned on separate workers. This can be
accomplished through horizontal loading, which pulls
pre-work and /or later work stages. The old job design is
permanently changed through the added variety of
component tasks.

3. Job enrichment: one or more tasks added or rotated

may not have meaningful motivation. Job enrichment differs
from other job design strategies in that it seeks to expand
not just job scope, but also job depth - the planning and
evaluating duties performed by individual worker rather
than the supervisor.
 Changes designed to increase job depth are some times
31
referred to as vertical loading.
Each strategy varies in the degree of the labor
specialization involved in a division of labor.
Contingency management theory recognizes that there
are favorable situations for specialized jobs and for
others specialization will be less appropriate.
Job Simplification Job rotation and Job enrichment
Enlargement
Job Scope Narrow Wide Wide
Job Depth Low Low High

High task specialization Low task specialization

32
Steps in improving a job through horizontal and
vertical loading
Vertical loading (increase
job depth)
Pull down
Responsibility form
above
Horizontal To improve this
loading Pull Pre- Pull later
job rearranges
(increase job work in work in
its task
scope) elements
Push down or
automate routine
tasks

33
 When designing a job, the following six factors should
be considered:
1. Task Significance: the extent to which employees
feel the job has a substantial impact on the
organization or the world.
2. Task Identity – how the workers see the job as a
whole; visible outcome such that single piece of
work from start to finish
3. Task variety – the job content for variety of tasks
4. Skill variety – use of variety of skill and talents
5. Autonomy - freedom and independence and
personal control over the work
6. Feedback from the job – the extent to which clear,
timely information about individual performance is
available.

34
 Process Chart
Process charts are the graphical representation
or diagrams of pictures which gives overall view
of a process.
Thus a chart indicates the process with the help
of symbols and aids for better understanding
with a purpose of improvement and
identification of facts.
Process charts are denoted by symbols.
The symbols give a better understanding of the
facts

35
 Process Chart Symbols
The following are the various symbols to record
various events:
Event Symb Description Event Symbol Description
ols s
Operati It represents an Inspection It represents
on action an act of
checking
Storag stage when Combined Activities
e material (raw, or
semi-finished)
awaits an action
Delay It represents a Operation Represents
temporary halt in – outer part
the process transport
ation
Transp It represents Inspection Represents the
ort movement of an – inner part
item Operation
36
 Operation Process Chart
 This is also known as outline process chart and it
provides a compact over all view of the whole system of
operations involved in the production of a product.
 In this chart only the main activities (i.e. operations and
inspections) carried out to complete a job are recorded in
the sequence of their occurrence but irrespective of where
they are performed and who performs them.
 Thus only symbols of process chart are used in preparing
it.
 Some times a brief note about the nature of each activity
(may be operation and inspection) and the time allowed
are mentioned by the side of symbols.
 The processing of material i.e. various activities are shown
vertically on the entry or purchase of material by
horizontal lines as shown in the figure in the next slide.
 The operation process chart for the fabrication of riveted
37
assembly.
 Operation Process Chart
Part Name: Washer Assembly
Order No.: A 384/98
Drg. No.: AOC594 C
Method: Present Chart by Mr. Assefa Date: April 01, 2012
Part B Part A Part C

Turn and
3 1 Cut to size 6 Turn
Face
Turn and Threa
Drill 4 2 7
bore d

1 Inspect
2 8 Mill
Assemb
5
ly Inspec
3
t
Final
9
Assembly
Final
4
38 Inspection
An operation process chart has following
advantages:
i. To improve shop/plant layout
ii. Helps in specifying the basic manufacturing
system
iii. Helps in determining sequence of assembly and
the scheduling activities regarding dates of
purchased material and completion dates for
fabricated parts.
iv. To introduce the new technical personal with the
manufacturing system.

39
 Flow Process Chart
 Is a chart showing the sequence of the flow of a product
by way of recording all activities/events under review
with appropriate symbols.
 This chart is similar to operation process chart with the
difference that it utilizes symbols of operation,
transportation, inspection, delay and permanent storage
 The operation times and distances moved are also
recorded along the symbols side.
 Flow process charts are of three types: Man, Machine
and Material
1. The man type flow process chart shows the process
from the points of view of man/operator.
 It indicates the activities of man through out the
process.
2. The machine type flow process chart shows the
40
activities from the point of view of machines involved.
3. The material type flow process chart shows the
process from the materials point of view utilized during
the process.
 It shows the introduction of all materials whether raw
material or finished components and represents all
information regarding operations
Operationsand inspections
Distanc Time
carried out on the during process diagrammatically.
e moved (min)
(m)
Activity
Steel plates in store
Moved to gas cutting 20 6
M/c
Wait cutting M/c being 20
set
Plates cut to size 40
Moved to M/c Shop 15 12
Inspected before 10
A portion of the flow process chart (material type ) showing flow of
Machining
41
material
Benefits of Flow Process Chart
It helps to improve a work method by:
i. Simplification of operations.
ii. Simplification of inspection required
iii. Reduction in distance moved by men and materials
in shops
iv. Reduction in waiting time
v. Reduction in periods of temporary storage so
reduces work in process time

42
Flow Diagram
 Is a pictorial layout of buildings and floors on which
locations of all the activities as given on the flow
lines representing the movement of men and
materials are shown.
 Is valuable in incorporating improvements in the
method.
Q P
 Example:
2 2 1

1 3
R
STOR
E
4
S
43
 String Diagram
 This diagram is a layout drawing on which a length of
string is utilized to record the extent as well as the
pattern of movement of operators, materials and
machines working in a limited area during a certain
period of time.
 It is a special type of flow diagram generally drawn
when the paths are many and repetitive and a flow
diagram becomes congested and it is neither easy to
trace it nor to understand.
 String diagram is a scale plan of the shop, in which
every machine or work bench is marked and a peg is
struck in the area representing a facility.
 A continuous colored string traces the path
traced/adopted by the operator or materials or
44
machines while performing particular activity.
 Procedure for Construction of String Diagram
1. Study and record the complete information about the
movement of various resources
2. Draw a scale layout of the shop area and mark various
features such as machinery, work benches stores etc.
3. Mark and insert panel pins at all the work stations
between which the journeys are made. More pegs /pin
may be stretch in between the facilities to trace more of
less the actual path followed by men or materials.
4. A continuous colored unstrechable string , taken from the
first to last work point tot race the path followed by
operators or materials. Use strings/threads of different
colors if the movement of more subjects is being shown so
that their movements are easily recognized and
distinguished.
5. Remove the string to measure their lengths which
approximately gives distances travelled by a worker or
45 machine or the material.
 M-4 M-3 STORE
ROOM

M-1

Inspecti
on
M-2 Section
M-5

STORE

String Diagram

46
Benefits of String Diagram
1.A string diagram represents the record of an existing
set of conditions and thus helps the methods engineer
in visualizing the actual situation.
2.It indicates complex movements, back tracking,
congestion, bottle necks and over and under utilized
paths on the shop floor.
3.It is an aid for comparison between different layouts or
the methods of doing a job as far as the distances
moved are involved.
4.It helps in tracing existing paths of movement for
incorporating necessary modifications if any.
5.It is preferred when movements are not regular as far
as frequency and distance moved are concerned.
6.Indicates the pattern of movements and thus helps in
deciding the most economical routes to perform a
47
particular operation.
THERBLIG
 Therblig is a term originated by Frank Gilberth to
describe the basic elements of movements or
fundamental hand motions of the work cycle.
 It is also sometimes referred to a fundamental
element or sub division of work.
 Every Theriblig is represented by a symbol, a definite
color and with a word or two to record the same.
 Various Therbligs along with their symbols colors and
definitions are as follows:
(see in separate sheet)

48
49
Multiple Activity Charts
 A multiple activity chart is “a chart on which the
activities of two or more subjects (men or machines)
are recorded.
 These charts graphically depict the relationship of two
or more simultaneous sequences of activity against a
time scale.
 The use of multiple activity chart is quite extensive as
there are many activities of these type. A multiple
activity chart may be any of the following types:
i. Man-Machine Chart
ii. Man-Man Chart
iii. Simo Chart

50
1. Man-Machine Chart
 It is a diagram which describes the activity of a man
and machines he is attending against a time scale.
Example: The operating characteristics of the two
operations are indicated in the following table:
Operation 1 Operation 2
Upload 0.13 min 0.12 min
Load 0.18 min 0.14 min
Mill 0.40 min 0.49 min
Total 0.71 min 0.75 min

The diagram is shown in the next slide.

51
 Operat Operatio Operatio
or n1 n2
0.0
0.1
_
_
0.2 IDL
S1 S
_
0.3 E
0.3 0.3
_
0.4 1 1
MINUTES

_
0.5 S2 S S = indicates setting
_
0.6 R 0.5
IDL period
_
0.7 0.7 7
_
0.8 E R = Running period
1
_
0.9 R Sectioned Portion is
S1 S
_
1.0 1.0 idle period
_
1.1 IDLE 2 1.0
_
1.2 6
S2 S
_
1.3 R
_
1.4 IDL -
R
_ E
• In this diagram it is indicated that one man can
operate two machines in both the cases with cycle
times of 0.71min and 0.75min.
52
• Each operator is operating two machines
2. Man-Man Chart
 It depicts graphically the simultaneous activities of
two or more operators/ workers against a time scale.
 The purpose of this chart is utilize two or more
workers on the same job without loss of time by any
one of them thus improving production or increasing
productivity of the system.
Example: for the early morning concurrent activities
of three persons in apartment.
Control Activities The chart is shown in
Times
the next Making
slide. all the beds 5 Minutes
Preparing Breakfast 14 Minutes
Bath and Shave 8 Minutes
Dress Up 10 Minutes
Wash Dishes 14 Minutes
Eat or Take Break Fast 13 Minutes
53 Close Apartment 5 Minutes
 1 2 3
BEDS (7) PREPARE
BATH (8)
BREAK
BATH (8) FAST (14) DRESS
(10)
EAT (13) EAT (13)
EAT (13)
DRESS
BATH (8) WASH
(10)
CLOSE DRESS DISHES
(7) (10) (14)
Total Total Total
Time Time Time
(45min) (45min) (45min)
 Each of the common activities such as preparing breakfast
for all, taking breakfast, washing all the dishes, dressing
up closing the apartment are performed simultaneously.
 It may be seen that all of them take same time of 45
minutes and get ready at the same time.

54
 3. SIMO Chart
 This chart was devised by the Gilberth and it shows
graphically the separable steps of each pertinent limb of
the worker under study.
 It is rather an extremely detailed left and right-hand
operation chart.
 It indicates on a common time scale the simultaneous
movements performed by the two hands of the worker.
 SIMO chart is generally utilized for micro motion analysis
of:
i. Short cycle repetitive jobs.
ii. High order skill jobs.
 This chart finds applications in job like component
assembly, inspection repetitive use of jigs and fixtures,
packing procedure etc.
 A SIMO chart shows relationship between the different

55
limbs of a worker at any instant it can be found what one
hand is doing with respect to other in terms of therbligs.
 END of
CHAPTER 3

56