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Work force mamagement
- Thread starter yummy1984
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The fundamental purpose of work measurement is to set time standards for a job. Such standards are necessary for four reasons: 1. To schedule work and allocate capacity All scheduling approaches require some estimate of how much time it takes to do the work being scheduled. 2. To motivate the workforce and measuring workers’ performance Measured standards are particularly critical where output based incentive plans are employed. 3. To evaluate existing performance and bid for new contracts Question such as “Can we do it?” and “how are we doing?” presume the existence of standards. 4. To use for benchmarking Benchmarking teams regularly compare work standards in their company with those of similar jobs in other organizations. Work measurement and its resulting work standards have been controversial since Taylor’s time. Much of this criticism has come from unions, which argue that management often sets standards that cannot be
better way of doing the job get penalized by having a revised rate set. Despite criticisms, work measurement and standards have proved effective. Work Measurement Techniques There are two common techniques for measuring work and setting standards; time study and work sampling. Highly detailed, repetitive work usually calls for time study analysis. When work is infrequent or entails a long cycle time, work sampling is used. Time study A time study is generally made with a stopwatch, either on the spot or by analysing a videotape for the job. The job or task to be studied is separated into measurable parts or elements, and each element is timed individually. Some general rules for breaking down the elements are: 1. Define each work element to be short in duration but long enough so that it can be timed with a stopwatch and the time can be written down. 2. If the operator works with equipment that runs separately, separate the actions of the operator and of the equipment into different elements. 3. Define any delays by the operator or equipment into separate elements. After a number of repetitions, the collected times are averaged. (The standard deviation may be computed to give a measure of variance in the performance times.) The averaged times for each element are added, yielding the performance time for the operator. However, to make this operator’s time usable for all workers, a measure of speed or performance rating must be included to “normalize” the job. The application of a rating factor gives what is called normal time. Normal time = observed performance time per unit x Performance rating When an operator is observed for a period of time, the number of units produced during this time, along with the performance rating, gives NT = ditsproduceNumberofunTimeworked x Performance rating For example, if an operator performs a task in two minutes and the time-study analyst estimates her to be performing about 20 percent faster than
normal, the operator’s performance rating would be 1.2 or 120 percent of normal. The normal time would be computed as 2 minutes x 1.2 , or 2.4 minutes. Standard time It is derived by adding to normal time allowances for personal needs (such as washroom and tea breaks), unavoidable work delays (such as equipment breakdown or lack of materials), and worker fatigue (physical or mental). Two such equations are - Standard time = Normal time + (Allowances x Normal time) Or, ST = NT + (Allowances x NT) Or, ST = NT (1 + Allowances) -------- (1) And ST = AllowancesNT−1 ------------------ (2) Equation (1) is most often used in practice. If one presumes that allowances should be applied to the total work period, then equation (2) is the correct one. To illustrate, suppose that the normal time to perform a task is one minute and that allowances for personal needs, delays, and fatigue total 15 percent; then by equation (1) ST = 1 (1 +0.15) = 1.15 minutes In an eight-hour day, a worker would produce 8 x 60/1.15, or 417 units. This implies 417 minutes of working and 480 – 417 = 63 minutes for allowances. With equation (2), St = 1/ (1-0.15) = 1.18 minutes. In the same eight-hour day, 8 X 60/1.18 (or 408) units are produced with 408 working minutes and 72 minutes for allowances. Depending on which equation is used, there is a difference of nine minutes in the daily allowance time.
Example 2: If Premabai wants to be confident at 95 percent level that the ratios for disentangling and knitting are within + 2 percent of the real value, what is the total number of observations, which Hema should perform? Taking the knitting and disentangling activities only, to what extent are the time standards precise? Solution: n = 4p (1 – p)/ E2 = 4 (0.25) (0.75) / (0.02)2 where, p = 0.25 for disentangling However, looking at knitting we have the following requirement n = 4 (0.4) (0.6) / (0.02)2 = 2400 where, p = 0.40 for knitting. Therefore, the total number of observations should have been 2400. The number of observations performed by Hema are much lower than those required. The answer to the second part of the question is derived as N = 300 = 4 (0.40) (1 – 0.40) / E2 Therefore, E = √ (4 (0.40) (0.60) / 300) = + 0.0565 = + 5.65% zthe time standard for knitting will b precisely only to that extent, i.e. + 5.65% Making similar calculations for disentangling, E = √ (4 (0.25) (1-0.25)/ 300) = + 0.05 = + 5%
The time standard for disentangling activity will be precise to the extent of + 5%. It may be noted that the above figures reflect the looseness of the time standards more than what they show. The error is relative to the activity’s own fractional ratio. In other words the disentangling ratio is 25 + 5 percent, i.e. 20 to 30 percent. This is a margin of as much as + 20 percent error compared to itself. Work Sampling Work sampling involves observing a portion or sample of the work activity. Then based on the findings in this sample, statements can be made about the activity. The time it takes to make an observation depends on what is being observed. Many times, only a glance is needed to determine the activity, and the majority of studies require only several seconds’ observation. Three primary applications for work sampling are 1. Ratio delay to determine the activity-time percentage for personnel or equipment. For example, management may be interested in the amount of time a machine is running or idle. 2. Performance measurement to develop a performance index for workers. When the amount of work time is related to the quantity of output, a measure of performance is developed. This is useful for periodic performance evaluation 3. Time standards to obtain the standard time for a task. When work sampling is used for this purpose, however, the observer must be experienced because he or she must attach a performance rating to the observations.
better way of doing the job get penalized by having a revised rate set. Despite criticisms, work measurement and standards have proved effective. Work Measurement Techniques There are two common techniques for measuring work and setting standards; time study and work sampling. Highly detailed, repetitive work usually calls for time study analysis. When work is infrequent or entails a long cycle time, work sampling is used. Time study A time study is generally made with a stopwatch, either on the spot or by analysing a videotape for the job. The job or task to be studied is separated into measurable parts or elements, and each element is timed individually. Some general rules for breaking down the elements are: 1. Define each work element to be short in duration but long enough so that it can be timed with a stopwatch and the time can be written down. 2. If the operator works with equipment that runs separately, separate the actions of the operator and of the equipment into different elements. 3. Define any delays by the operator or equipment into separate elements. After a number of repetitions, the collected times are averaged. (The standard deviation may be computed to give a measure of variance in the performance times.) The averaged times for each element are added, yielding the performance time for the operator. However, to make this operator’s time usable for all workers, a measure of speed or performance rating must be included to “normalize” the job. The application of a rating factor gives what is called normal time. Normal time = observed performance time per unit x Performance rating When an operator is observed for a period of time, the number of units produced during this time, along with the performance rating, gives NT = ditsproduceNumberofunTimeworked x Performance rating For example, if an operator performs a task in two minutes and the time-study analyst estimates her to be performing about 20 percent faster than
normal, the operator’s performance rating would be 1.2 or 120 percent of normal. The normal time would be computed as 2 minutes x 1.2 , or 2.4 minutes. Standard time It is derived by adding to normal time allowances for personal needs (such as washroom and tea breaks), unavoidable work delays (such as equipment breakdown or lack of materials), and worker fatigue (physical or mental). Two such equations are - Standard time = Normal time + (Allowances x Normal time) Or, ST = NT + (Allowances x NT) Or, ST = NT (1 + Allowances) -------- (1) And ST = AllowancesNT−1 ------------------ (2) Equation (1) is most often used in practice. If one presumes that allowances should be applied to the total work period, then equation (2) is the correct one. To illustrate, suppose that the normal time to perform a task is one minute and that allowances for personal needs, delays, and fatigue total 15 percent; then by equation (1) ST = 1 (1 +0.15) = 1.15 minutes In an eight-hour day, a worker would produce 8 x 60/1.15, or 417 units. This implies 417 minutes of working and 480 – 417 = 63 minutes for allowances. With equation (2), St = 1/ (1-0.15) = 1.18 minutes. In the same eight-hour day, 8 X 60/1.18 (or 408) units are produced with 408 working minutes and 72 minutes for allowances. Depending on which equation is used, there is a difference of nine minutes in the daily allowance time.
Example 2: If Premabai wants to be confident at 95 percent level that the ratios for disentangling and knitting are within + 2 percent of the real value, what is the total number of observations, which Hema should perform? Taking the knitting and disentangling activities only, to what extent are the time standards precise? Solution: n = 4p (1 – p)/ E2 = 4 (0.25) (0.75) / (0.02)2 where, p = 0.25 for disentangling However, looking at knitting we have the following requirement n = 4 (0.4) (0.6) / (0.02)2 = 2400 where, p = 0.40 for knitting. Therefore, the total number of observations should have been 2400. The number of observations performed by Hema are much lower than those required. The answer to the second part of the question is derived as N = 300 = 4 (0.40) (1 – 0.40) / E2 Therefore, E = √ (4 (0.40) (0.60) / 300) = + 0.0565 = + 5.65% zthe time standard for knitting will b precisely only to that extent, i.e. + 5.65% Making similar calculations for disentangling, E = √ (4 (0.25) (1-0.25)/ 300) = + 0.05 = + 5%
The time standard for disentangling activity will be precise to the extent of + 5%. It may be noted that the above figures reflect the looseness of the time standards more than what they show. The error is relative to the activity’s own fractional ratio. In other words the disentangling ratio is 25 + 5 percent, i.e. 20 to 30 percent. This is a margin of as much as + 20 percent error compared to itself. Work Sampling Work sampling involves observing a portion or sample of the work activity. Then based on the findings in this sample, statements can be made about the activity. The time it takes to make an observation depends on what is being observed. Many times, only a glance is needed to determine the activity, and the majority of studies require only several seconds’ observation. Three primary applications for work sampling are 1. Ratio delay to determine the activity-time percentage for personnel or equipment. For example, management may be interested in the amount of time a machine is running or idle. 2. Performance measurement to develop a performance index for workers. When the amount of work time is related to the quantity of output, a measure of performance is developed. This is useful for periodic performance evaluation 3. Time standards to obtain the standard time for a task. When work sampling is used for this purpose, however, the observer must be experienced because he or she must attach a performance rating to the observations.