Method Study

Method StudyMethod Study

SAJEE SIRIKRAI

THAMMASAT BUSINESS SCHOOL

Overview

Ch t & di f k t l iCharts & diagrams for work system analysisFlow process chartFlow diagramOperations chartsLayoutActivity charts

Gang chartMan-machine chartTherbligs (to be continued)

Work system improvement y p

Great things are not done by impulse, g y pbut by a series of small things

brought togetherbrought together.

V I N C E N T V A N G O G H V I N C E N T V A N G O G H (( 1 8 5 31 8 5 3 -- 1 8 9 01 8 9 0 ))

Detail analysis of work processDetail analysis of work processy py p4

Process chartFlow diagramOperations chartpWorkplace layout Activity chartsActivity charts

Thammasat Business School

Process Chart5

Graphical and symbolic representation of the processing activities performed onthe processing activities performed on something or by somebodyPrincipal types of process charts:Principal types of process charts:

Flow process chart analysis of a material or work piece being y p gprocessedWorker process chart analysis of a worker performing a taskanalysis of a worker performing a taskForm process chart analysis of the processing of paperwork forms


analysis of the processing of paperwork forms

Process Chart6

Uses five symbols to detail the workperformed on a material or work-piecep pas it is processed through a sequenceof operations and activities:of operations and activities:

Operation: processing of a materialInspection: check for quality or quantityMove: transport of material to new locationDelay: material waiting to be processed or movedStorage: material kept in protected location


Storage: material kept in protected location

Process ChartChart

7

Operation

Inspection

Storage

Delay

Transportation


Process Chart (Blank sheet)( )8


Making Process Chartg9

Separately constructed for Man Machine Material FlowsMan - Machine - Material FlowsProcess Chart and Flow Diagram are complementaryAlways complete all chart headings &Always complete all chart headings & summary table


Flow Diagramg10

Drawing of the facility layout with theaddition of lines representing movementaddition of lines representing movementof materials or workers within thefacilityfacility

Arrows on the lines represent direction of movementOften used in conjunction with a process chartj pCan be used to detect excessive backtracking, which might be missed in a process chart


which might be missed in a process chart

Flow DiDiagram

11

Flow diagram for worker setting up a milling machine

Note the largeNote the large number of trips back and forthback and forth between the milling machinemilling machine and the tool crib


Operations Chartp12

Graphical and symbolic representation of the operations used to produce a productTwo types of operations:

Processing and assembly operationsProcessing and assembly operationsChanging the shape, properties or surface of a material or work-piecematerial or work pieceJoining two or more parts to form an assembly

Inspection operationsInspection operationsChecking the material, work-piece, or assembly for quality or quantity


Operations Chart for SubassemblyOperations Chart for Subassembly13


Checklist of QuestionsQ14

What alternative starting material could be used?M k b d i i h ld h bMake or buy decision: should the part be produced in our factory or purchased?I thi i ti ?Is this processing operation necessary?Can this operation be eliminated,

bi d i lifi d?combined, or simplified?Could a different joining method be used?Is this inspection necessary?Could the inspection task be automated?


p

Workplace Layoutp y15


Workplace Layoutp y16


Activity Chartsy17

A listing of the activities of one

or more subjects (e.g., workers,

hi ) l tt d i t timachines) plotted against a time

scale to indicate graphically howscale to indicate graphically how

much time is spent on each activitymuch time is spent on each activity


Types of Activity Chartsyp y18

Right-hand/left-hand chart (workplace activity chart)

W k hi ti it h tWorker - machine activity chart

Worker - multimachine activity chartWorker - multimachine activity chart

Gang activity chart g y(multi-worker activity chart)


Making Activity ChartMaking Activity Chart19

Symbols for Right-Hand/Left-Hand GraphicGraphic

in-work and in-move i k d idlin-work and idle

ShadingTherbligs (Micromotion Study)

Symbols for Man Machine interactionsSymbols for Man-Machine interactionsTime recording (optional)


g ( p )

Shading Formats for Activity Chartsg y20


Right-Hand/Left-Hand Chart: SampleRight Hand/Left Hand Chart: Sample21

T k i l l i i t b dTask involves placing pegs into a peg boardNote that left hand is used as a workholder


Activity Charty22

Activity chart for a worker performing a repetitive task


Worker-Multimachine Activity Charty23

Can be used to indicate machine interferenceCan be used to indicate machine interference(when a machine must wait for service because worker is

currently servicing another machine)


Benefits of Charts and DiagramsBenefits of Charts and Diagramsgg24

To permit work processes to be communicated and comprehended more readilyp yTo use algorithms specifically designed for the particular diagramming techniqueparticular diagramming techniqueTo divide a give work process into its constituent elements for analysis purposesconstituent elements for analysis purposesTo provide a structure in the search for improvementsimprovementsTo represent a proposed new work process or

h dThammasat Business School

method

How to use the chart or diagramg25

Al ith i l iAlgorithmic analysis (e.g., line balancing, critical path methods)Checklists general questions applied to the particular processgeneral questions applied to the particular process

Brainstorming team activity in which participants contribute recommendations

Separate value-added and non-value-added operations


operations

How to use the chart or diagramg26

Value added steps:Important to customerPhysically change the product orPhysically change the product or service

Examples:


5W + 1H Questions5W + 1H Questions27

What is done? ? Why should it be done

Who does the work? ? Why does she do it

Where is the work done? ?Why should it be done here

When is the work done?

be done here

Why should it be done this time?When is the work done?

How is the work done? ? Why is it done

done this time


How is the work done? ? ythis way

CreativityCreativity28

Could any other people do this y p pwork better in other place, at other time, using other method?

E li i t ll kE eliminate all unnecessary workC combine elements of workR rearrange sequence of operationsS simplify the necessary operations


S simplify the necessary operations

OperationOperation29

• Improve the equipmentImprove the equipment performance

• Is current production lot size too large or too small?large or too small?

& at each operation !!!p


TransportationTransportation30

• Create and

• Change the layout to eliminate distance

• Increase the lot size per trip

• Is the loading & unloading time too long?• Is the loading & unloading time too long?

• Improve transportation equipmentp p q p

& at each transportation !!!& at each transportation !!!Thammasat Business School

InspectionInspection31

• Create

• Improve inspection method

• Are the quality inspections and volumei ti b i d t tinspections being done at separate processes? Try to combine the two at p ythe same process

&& at each inspection !!!Thammasat Business School

andand32

C• Can we create to eliminate temporary storage?temporary storage?

• Can retention times be shorten?Can retention times be shorten?

And Finally!&

And Finally!&


Changes can be in …Changes can be in …33

MaterialsWorking

Materials conditions

MaterialMachines Material handlingTools

JigsJigs Fixtures Operators


34

Specialist / External Consultant

IE / IMIE / IM

Line Supervisor

Front-line OperatorThammasat Business School

35

Cross functional CooperationCPlanning and Control

MaintenanceQuality Inspection

Laws and RegulationsLaws and RegulationsSafetyLabor Relation

Quality / ProductivityQuality / ProductivityThammasat Business School

36

Expenses & Benefit of StudyExpenses & Benefit of StudyE t i f t kExtensiveness of task

Life of the taskLife of the taskLabor considerationLabor consideration

InvestmentInvestment Thammasat Business School

37

Value Engineering

Achieve the economy of time, materials, human effort and money

E iErgonomicMake the

necessary human efforteasier and easier


Conclusion38

Work & Work SystemsAnalysis of Work SystemsAnalysis of Work Systems

Industrial Engineering PhilosophyIE T h iIE Techniques

Charts & diagramsSystematic but creative way for work improvementSystematic but creative way for work improvement

Preliminary hands-on experienceIndividual homeworkTerm Project (Group work)


Documents

Method Study