unit 1-3

Frederick W. Taylor

is known as the "father of scientific management" for his application of systematic approaches to the study and improvement of work.

Frank Gilbreth

• is noted for his pioneering efforts in analyzing and simplifying manual work. 

• He is sometimes referred to as the "father of motion study." Two of his important theories about work were 

(1) that all work was composed of 17 basic motion elements that he called "therbligs" and 

(2) the principle that there is "one best method" to perform a given task.

WORK

• defined as an activity in which a person exerts physical and mental effort to accomplish a given task or perform a duty.

• It consists of tasks

TASK

• amount of work that is assigned to a worker.

• can be repetitive (as in a repetitive operation in mass production) or nonrepetitive (performed periodically, infrequently, or only once).

Pyramidal Structure of Work

1. Task

2. Work Elements

3. Basic Motion Elements

WORK SYSTEMS

1. PHYSICAL WORK SYSTEMS

2. WORK SYSTEMS AS A FIELD OF PROFESSIONAL PRACTICE

PHYSICAL WORK SYSTEMS

As a physical entity, a work system is a system consisting of humans, information, and equipment that is designed to perform useful work.

Work Methods

• consists of the analysis and design of tasks and jobs involving human work activity.

• Terms related to this include operations analysis and methods engineering.

Work Measurement

• is the analysis of a task to determine the time that should be allowed for a qualified worker to perform the task. 

• Among its many applications, the standard time can be used to compute product costs, assess worker performance, and determine worker requirements. 

• Time is important because it equates to money ("time is money." as the saying goes), and money is a limited resource that must be well managed in any organization.

Work Management

refers to the various organizational and administrative functions that must be accomplished to achieve high productivity of the work system and effective supervision of workers.

PRODUCTIVITY

• the level of output of a given process relative to the level of input.

• an important metric in work systems because improving productivity is the means by which worker compensation can be increased without increasing the costs of the products and services they produce.

SINGLE FACTOR PRODUCTIVITY

relating a measure of output to a single measure of input, e.g. labor productivity.

MULTI-FACTOR PRODUCTIVITY

ratio of output to a group of inputs. This type of productivity is expressed in units per dollar.

BASIC PRODUCTIVE WORK CONTENT

is the theoretical minimum amount of work required to accomplish the task, where the amount of work is expressed in terms of time.

EXCESS NON-PRODUCTIVE ACTIVITIES

are the extra physical and mental actions performed by the worker that do not add any value to the task, nor do they facilitate the productive work content that does add value.

BASIC DATA COLLECTION AND ANALYSIS TOOLS

are defined as a series of charts, maps, and diagrams designed to collect, interpret, and present data for a wide range of applications and industries.

PARETO ANALYSIS

bar chart na naka-arrange from highest to lowest, para makita kung alin ang “vital few” na problema.

Joseph Juran

• a Romanian-American engineer and management consultant, who coined the terms “vital few,” “useful many,” and “trivial many” to refer to the few contributions that account for the bulk of the effect, and to the many other contributions that account for a smaller proportion of the effect

FISHBONE DIAGRAM (ISHIKAWA / CAUSE-AND-EFFECT)

• diagram na nagpapakita ng possible causes ng isang problema.

• developed by Ishikawa in the early 1950s while he was working on a quality control project for Kawasaki Steel Company.

• method consists of defining an occurrence of a typically undesirable event or problem

• Fishhead = Effect; Fishbones = causes

HISTOGRAM

a statistical graph consisting of bars representing different members of a population, in which the length of each bar indicates the frequency or relative frequency of each member.

CIRCLE GRAPH (PIE CHART)

 show the percentage contribution of the elements of a population.

LINE GRAPH

show changes across time and the relative improvement.

CHECK SHEET

• manual data gathering and data organizing tool.

• Used in recording involves counting, classifying, checking or locating.

• to see the distribution of measures as they are built up

DEFECT CONCENTRATION DIAGRAM

• a drawing of the product (all relevant views), onto which the locations and frequencies of various defect types are added. 

• useful for analyzing the causes of product or part defects

SCATTER DIAGRAM

• Used to show any actual correlation between the two variables.

• To be used only when both items being measured can be measured together, in pairs

POSITIVE CORRELATION

Habang tumataas ang isang variable, tumataas din yung isa.

NEGATIVE CORRELATION

Habang tumataas ang isang variable, bumababa naman yung isa.

ZERO or NO CORRELATION

Walang malinaw na pattern; kahit tumaas o bumaba ang isang variable, hindi naman naaapektuhan yung isa.

CHARTING AND DIAGRAMMING TECHNIQUES

are useful for analyzing a work process because they graphically illustrate and summarize the activities in that process.

PERTINENT FACTUAL INFORMATION

• such as the production quantity, delivery schedules, operational times, facilities, machine capacities, special materials, and special tools

• may have an important bearing on the solution of the problem, and such information needs to be recorded.

METHOD STUDY

• A systematic recording of existing and proposed ways of doing things in order to simplify the job. 

• enables the industrial engineer to subject each operation to systematic analysis. 

• eliminate the unnecessary operations and to achieve the best method of performing the operation

• also called methods engineering or work design. 

• essentially concerned with finding better ways of doing things. 

• It adds value and increases efficiency by eliminating unnecessary operations, avoidable delays and other forms of waste.

The improvement in efficiency is achieved through:

1. improvement of procedures 

2. improvement of layout 

3. reduction of human fatigue 

4. improvement in the use of materials, machines, and labor 

5. improvement in physical workplace

STEPS IN METHOD STUDY

1. Select

2. Record

3. Examine

4. Develop

SELECT

The work to be studied and define its boundaries. Select the project to be studied –consider:

1. economic considerations 

2. technical considerations 

3. human factors 

4. using exploratory tools 

5. using general job

RECORD

the relevant facts about the job by direct observation and collect such additional data as may be needed from appropriate sources.

EXAMINE

the way the job is being performed and challenges its purpose, place sequence and method of performance.

DEVELOP

the most practical, economic and effective method, drawing on the contributions of those concerned.

Record the present method using a chart.

1. Charts indicating sequence (order) but not time

2. Charts using a time scale (interaction of events shown better)

3. Diagrams indicating movement

Charts indicating sequence (order) but not time

1. operation (outline) process chart 

2. flow process chart 

3. two-hand process chart

Charts using a time scale (interaction of events shown better)

1. Multiple activity chart (worker-machine chart, gang chart) 

2. Simo(simultaneous motion) chart 

3. operator process (two-hand process) chart

Diagrams indicating movement

1. flow (string) diagram 

2. travel chart 

3. chronocyclegraph, motion analysis (Vision 3000)

CATEGORIES OF CHARTS AND DIAGRAMS

1. NETWORK DIAGRAMS

2. TRADITIONAL IE CHARTS AND DIAGRAMS

3. BLOCK DIAGRAMS

4. PROCESS MAPS

NETWORK DIAGRAMS

It consists of:

• Nodes representing operations, work elements, or other entities. 

• Arrows connecting the nodes indicating relationships among the nodes. 

• Used to represent work elements in assembly line balancing  and work activities in CPM and PERT

TRADITIONAL IE CHARTS AND DIAGRAMS

A. OPERATION PROCESS CHART

B. FLOW PROCESS CHART

C. FLOW DIAGRAM

D. ACTIVITY CHARTS

OPERATION PROCESS CHART

• shows the chronological sequence of all operations, inspections, time allowances, and materials used in a manufacturing or business process, from the arrival of raw material to the packaging of the finished product. 

• The chart depicts the entrance of all components and subassemblies to the main assembly.

PROCESSING OR ASSEMBLY OPERATION (circle)

consist of changing the shape, properties, or surface of a material. Assembly joins two or more parts.

INSPECTION OPERATION

Inspector checks the material, workpart, or assembly for quality or quantity.

VERTICAL LINES

indicate the general flow of the process.

HORIZONTAL LINES

feeding into the vertical flow lines indicate material, either purchased or worked on during the process

FLOW PROCESS CHART

• contains considerably greater detail than the operation process chart. 

• especially valuable in recording nonproduction hidden costs, such as distances traveled, delays, and temporary storages.

• shows all transportations, delays, and storages, the information it provides can lead to a reduction of both the quantity and duration of these elements.

• The five symbols (Circle = Operation, Arrow = Transpo, Triangle = Storage, Capital D = Delay, Square = Inspection) are the standard set of process chart symbols.

• Two types of flowcharts are currently in general use: product chart provides the details of the events involving a product or a material, and the operative flowchart details how a person performs an operational sequence.

PRODUCT CHART

• provides the details of the events involving a product or a material

OPERATIVE FLOWCHART

• details how a person performs an operational sequence.

FLOW DIAGRAM

• A pictorial representation of the layout of floors and buildings, showing the locations of all activities on the flow process chart.

• helpful to visualize potential temporary and permanent storage areas, inspection stations, and work points.

ACTIVITY CHARTS

• are listing of activities of one or more subjects plotted against a time scale to indicate graphically how much time is spent on each activity.

• activities are indicated by vertical lines or bars (when bars are used, they are shaded or colored to indicate the kind of the activity being performed.)

Right-hand/left-hand activity chart

• a.k.a. workplace activity chart

• process chart in which the activities of a worker’s hands (or limbs) are recorded in their relationship to one another.

• It shows the two hands (and sometimes the feet) of the operative moving or static in relation to one another, usually in relation to a time scale.

• generally used for repetitive operations, when one complete cycle of the work is to be recorded.

Worker-machine activity chart

• used to study, analyze, and improve one workstation at a time.

• shows the exact time relationship between the working cycle of the person and the operating cycle of the machine.

• shows the areas in which both idle machine time and idle worker time occur.

GANG ACTIVITY CHART

• (a.k.a. multi worker activity chart)

• an adaptation of the worker and machine chart.

• shows the exact relationship between the idle and operating cycles of the machine and the idle and operating times per cycle of the workers who service that machine.

BLOCK DIAGRAMS

• used when the visualization of information or control flows is important – or when processes are involved.

• used to describe hardware and software systems as well as to represent processes.

PROCESS MAPS

• is a block diagram showing the steps in a process.

• Symbols are connected by arrows to indicate sequence

• are widely applied to business processes. Also applicable to production, logistics, and service operations

PROCESS

is a sequence of tasks that add value to inputs to produce outputs.

HIGH-LEVEL PROCESS MAP

macroscopic view of process and includes only the most important steps

LOW-LEVEL PROCESS MAP

used to map each of the steps in a high-level process map

RELATIONSHIP PROCESS MAP

block diagram that shows the input-output connections among departments (or other functional components) of an organization

CROSS-FUNCTIONAL PROCESS MAP

block diagram showing how the steps of a process are accomplished by various departments 

• Departments listed as rows separated by dashed lines 

• Also called a swim-lane chart