Post-implementation analysis of PMTS applications for garment manufacturing units in Delhi-NCR

Post-implementation analysis of PMTS applications for garment manufacturing units in Delhi-NCR

Abhinav AatishSakshi Dalal

BFT Semester VIIINIFT, New Delhi

TABLE OF CONTENTS1. BACKGROUND12. INTRODUCTION12.1 GARMENT MANUFACTURING UNITS IN DELHI NCR12.2 POST IMPLEMENTATION REVIEW OF SOFTWARE23. RELEVANT LITERATURE REVIEWED33.1 PRODUCTIVITY33.2 WORK STUDY43.3 METHOD STUDY63.3.1 TOOLS OF METHOD ANALYSIS73.4 WORK MEASUREMENT73.4.1 PREDETERMINED TIME STANDARDS103.4.2 HISTORY OF PTS113.4.3 SCOPE OF APPLICATION OF PTS SYSTEMS123.4.4 ADVANTAGES AND LIMITATIONS OF PTS123.4.5 METHODSTIME MEASUREMENT (MTM)143.4.6 WORK FACTOR (WF) SYSTEM153.4.7 MODAPTS163.4.8 GENERAL SEWING DATA (GSD)163.4.9 MTM-MEK203.4.10 MTM-2213.5 MAKING WORK-STUDY WORK223.6 HOW TO FIND TIME TO PRACTICE PROFESSIONAL INDUSTRIAL ENGINEERING303.7 WHY SHOP FLOOR MANAGERS ARE NOT GIVING RESPECT TO THE GSD SHEET324. NEED OF THE PROJECT335. OBJECTIVES345.1 PRIMARY345.2 SECONDARY346. SCOPE OF THE PROJECT347. METHODOLOGY PROPOSED357.1 PROPOSED RESEARCH FLOW357.2 PROPOSED RESEARCH DESIGN367.3 SAMPLING DESIGN367.3.1 TARGET POPULATION367.4 ANALYSIS TOOLS USED368. EXPECTED DELIVERABLES OF PROJECT379. PROPOSED CHAPTER FLOW3710. TIME LINE OF THE PROJECT39REFERENCES40

1. BACKGROUNDModern industry is constantly searching for better methods. When a business ceases to move forward, it will lose ground and may eventually fail. It is for this reason that the major companies have organized Industrial engineering groups, work simplification and value analysis programs, suggestion systems, quality circles, and other methods of achieving reduced costs of manufacturing their products. At the same time it is important to keep a check on the effectiveness of IT solutions deployed to increase the productivity. This idea of this project evolved from the fact that Predetermined Motion Time-Study Software in the garment factories of Delhi NCR are greatly underutilized and there is a need to derive better practices to reach the optimal utilization of such software.

2. INTRODUCTION2.1 GARMENT MANUFACTURING UNITS IN DELHI NCRThe garment manufacturing sector in Delhi-NCR is highly unorganised. A survey was conducted by the Methods Apparel Consultancy[footnoteRef:1]. Ten factories of Delhi-NCR were rated and 300 people were assessed during the surveys in November-December, 2007 commissioned by the Garment Technical Cooperation (GTZ) in association with Okhla Garment and Textile Cluster (OGTC) to analyse current systems and advise ways to improve overall productivity. The survey was done in two parts, the first analysing the factory and the second evaluating the personnel. The findings of the survey state 92% managers need knowledge of the techniques required in todays demanding and competitive production scenario and 51% out of a total of 204 supervisors need specialized training on work study and garment engineering

2.2 POST IMPLEMENTATION REVIEW OF SOFTWAREA Post-Implementation Review (PIR) is an assessment and review of the completed working solution. It will be performed after a period of live running, sometime after the project is completed.There are three purposes for a Post-Implementation Review:To ascertain the degree of success from the project, in particular, the extent to which it met its objectives, delivered planned levels of benefit, and addressed the specific requirements as originally defined.To examine the efficacy of all elements of the working business solution to see if further improvements can be made to optimise the benefit delivered.To learn lessons from this project, lessons which can be used by the team members and by the organisation to improve future project work and solutions.PIR is helpful to ascertain:What were the final costs of the project?What is the actual operating cost of the new solution?What is the actual benefit being delivered by the new solution?How does that compare to the original project definition?There are many other proprietary systems developed based on MTM and MODAPTS which are garment industry specific. The users are required to purchase the license of the data code, get trained on how to use the data code and only the licensed practitioners are eligible for using the proprietary systems. For instance, after implementation of Pro-SMV (PMTS application by Methods Workshop), following important tasks should become easy[footnoteRef:2]:Accurate measurement of Performance and EfficiencyOperator TrainingTicket PrintingProduction TargetsIncentive schemesProduction PlanningLine BalancingAppraisal of Capital InvestmentStandardised methods promoting better qualityIn the light of the above findings it becomes imperative to assess the garment factories of Delhi-NCR after the implementation PMTS applications (like ProSMV).

3. RELEVANT LITERATURE REVIEWED3.1 PRODUCTIVITYProductivity is the ratio of output to input and is normally represented by:

OUTPUT refers to goods or services producedINPUT refers to all resources used in producing the Output. This includes one, or all, of the following:Land and BuildingsMaterialsMachinesPeopleThe use which is made of all of these resources combined, determines the productivity of the enterprise.By definition[footnoteRef:3]; Total Productivity is the ratio of aggregate output to the aggregate input. Partial productivity is the ratio of aggregate output to any single input.Productivity is therefore, on the one hand, closely connected to the use and availability of resources. This means in short that productivity is reduced if a companys resources are not properly used or if there is a lack of them. On the other hand, productivity is strongly linked to the creation of value. Thus, high productivity is achieved when activities and resources in the manufacturing transformation process add value to the produced products[footnoteRef:4]. Basically, improvements in productivity can be caused by five different relationships[footnoteRef:5]: Output and input increases, but the increase in input is proportionally less than the increase in output.Output increases while input stays the same.Output increases while input is reduced.Output stays the same while input decreases.Output decreases while input decreases even more.

3.2 WORK STUDYDefinition by ILO[footnoteRef:6] : is a generic term for techniques, particularly method study and work measurement, which are used for the examination of human work in all its contexts, and which lead systematically to investigation of all the factors which affect the efficiency and economy of the situation being reviewed, in order to seek improvements.Work study investigates the work done in an organization and aims at finding the best and the most efficient way of utilizing the available resources (man, material, money and machinery) to achieve best possible quality work in minimum possible time. Motion and time study or Work Study is the systematic study of work systems with the purposes of[footnoteRef:7]:Developing the Preferred Method- Work Methods DesignIn the broadest sense, every business and industrial organization is concerned with the creation of goods and services in some form- utilizing workers, machines and materials. Methods design begins with the consideration of purpose or goal- to manufacture a certain product. The objective is to design a system, a sequence of operations and procedures that make up the preferred solution. Certain tools and techniques have evolved over the years to assist in developing preferred work methods.Standardizing the Operation- Written Standard PracticeAfter the best method of doing the work is determined, this should be standardized. Ordinarily, the work is broken down into specific jobs or operations which are described in detail. The particular set of motions, the size shape and quality of material, the particular tools, jigs, fixtures, gauges, and machine or piece of equipment should be definitely specified. All these factors as well as the conditions surrounding the worker must be maintained after they have been standardized. A written standard practice giving a detailed record of the operations and specifications for performing the work is the most common way of preserving the standard. A job cannot be measured until it has first been defined.Determining the Time Standard- Work MeasurementMotion and time study may be used to determine the standard number of minutes that a qualified, properly trained, and experienced person should take to perform a specific task or operation when working at normal pace. The time standard may be used for planning and scheduling work, for cost estimating, or for labour cost control, or it may serve as a basis for a wage incentive plan.Training the operatorA carefully developed method of doing work is of little value unless it can be put into effort. It is necessary to train operators to perform the work in the prescribed manner. Where but one or a few persons are employed on a given operation and where the work is relatively simple, it is customary to train the operator at the work place. The supervisor, the motion and time study analyst, a special instructor, or a skilled operator may act as a teacher. In most cases, it is the supervisor who is responsible for training the operator, and the supervisor also depends upon methods and standards department for assistance in this task. The written standard practice or the element breakdown sheet is valuable aid to the supervisor in job training. When large number of employees must be trained for a single operation, the training is carried on in a separate training department. Charts, demonstration units and motion pictures are frequently used to advantage in such a training program.3.3 METHOD STUDYMethod study is the systematic recording and critical examination of existing and proposed ways of doing work, as a means of developing and applying easier and more effective methods and reducing costs[footnoteRef:8]. [8: Kumar, Anil S.(2006), Production And Operations Management, New Age International ]

In order to design a system (method) thoroughly, eight elements must be considered[footnoteRef:9]: [9: Geisel, Charles E.(1982), Handbook of Industrial Engineering- Methods Design, pp1-11. John Wiley & Sons]

1. Purpose: the function, mission, aim or need for the system.2. Input: the physical items, people, and/or information that enter the system to be processed into the output.3. Output: that which the system produces to accomplish its purpose, such as finished steel, assembled toasters, boxes, and so forth.4. Sequence: the steps required to convert, transform, or process the input to the output.5. Environment: the condition under which the system operates, including physical, attitudinal, organizational, contractual, cultural, political, and legal environment.6. Human agents: the people who aid in the steps of the sequence without becoming a part of the output.7. Physical catalysts: the equipment and physical resources that aid in the steps of the sequence without becoming part of the output. 8. Information aids: knowledge and information resources that aid in the steps of the sequence without becoming part of the output.To ensure that the optimum method is found, a systematic approach to methods design, superior to the use of a hit or miss method, is used.

This approach consists of the following steps:1. Analyse the problem: identify the problem and then secure all known information about it through the use of appropriate analysis techniques.2. Question the present method. If a method presently exists, question the details of the known information to determine the principles violated.3. Synthesize a proposed method: formulate a proposed method for performing the work, embodying all the principles of sound methods engineering.4. Apply the proposed method: standardize and apply the new method.

3.3.1 Tools of Method Analysis[footnoteRef:10] [10: Methods Engineering. Birla Institute of Technology and Science (2009). http://discovery.bits-pilani.ac.in/dlpd/courses/coursecontent/courseMaterial/mmzg511/MOML10.pdf [Accessed 2012, January 6]]

Name of ChartWhere Used

Flow processMacro analysis; shows big picture of a production process operation by operation; may be performed by visual observation.

Operation right and left handMicro analysis: shows steps performed by a worker within an operation; may be performed by visual observation.

Simo- simultaneous motion chartFine micro analysis; uses threbligs for a very detailed analysis of human motions; usually makes use of videotape or motion pictures

Multiple activity worker and machine or crewMacro; may involve machines or several workers and time is of significance, may be performed by visual observation and/or videotape

3.4 WORK MEASUREMENTWork Measurement provides management with a means of measuring the time taken in the performance of an operation or series of operations. Work measurement is the application of techniques designed to establish standard times for a qualified worker to carry out a specified job at a defined level of performance. With todays increasing global competition among producers of products or providers of service, there has been an increasing effort to establish standards based on facts and scientific methods rather than the use of estimates based on judgment or experience (Niebel and Freivalds 1999).Common uses of work measurement include the following[footnoteRef:11]: [11: Matias, A.S.(2007), Work Measurement: Principles and Techniques in Handbook of Industrial Engineering, 3rd Ed., G. Salvendy, John Wiley & Sons, New York, pp5.3-5.22]

To compare the efficiency of alternative methods. Other conditions being equal, the method that takes the least time will be the best method. To balance the work of members of teams, in association with multiple activity charts, so that, as nearly as possible, each member has tasks taking an equal time to perform. To determine, in association with man and machine multiple activity charts, the number of machines an operator can run. To provide information on which the planning and scheduling of production can be based, including plant and labour requirements for carrying out the program of work, the utilization of available machine and labour capacity, and delivery promises. To provide information for labour cost control and to enable standard costs to be fixed and maintained. To provide information on which incentive plans can be based.TABLE 1: Techniques of Work MeasurementMethodDefinition and Where used

Time studyTechnique for recording the times of performing a certain job or its elements carried out under specified conditions and for analysing the data so as to obtain the time necessary for an operator to carry it out at a defined rate of performance. Where there are repetitive work cycles of short to long durationOR Where wide variety of dissimilar work is performed OR Where process control elements constitute a part of the cycle

Predetermined time standards (PTS)Technique whereby times established for basic human motions (classified according to the nature of the motion and the conditions under which it is made) are used to build up the time for a job at a defined level of performance. Where work is predominantly operator controlled OR Where there are repetitive cycles of short to medium duration OR Where it is necessary to plan work methods in advance of production OR Where there has been controversy over time study results OR Where there has been controversy over consistency of existing standards

Standard dataTechnique that refers to all the tabulated elemental standards, curves, alignment charts, and tables that are compiled from time studies and predetermined time standards (PTS) to allow the measurement of a specific job without the use of a timing device. Formula construction represents a simplification of standard data.It involves design of algebraic expression or a system of curves that establishes a time standard in advance of production by substitution of known values peculiar to the job for the variable elements. Where there are similar work of short to long duration OR Where there has been controversy over time study results OR Where there has been controversy over consistency of existing standards

Work samplingTechnique used to investigate the proportions of total time devoted to the various activities that constitute a job or work situation. Where there are considerable differences in work content from cycle to cycle, as in shipping, materials handling, and clerical activities, OR Where activity studies are needed to show machine or space utilization, or the percentage of time spent on various activities OR Where there is an objection to stopwatch time studies

3.4.1 PREDETERMINED TIME STANDARDSThe standard time is the time required by an average skilled operator, working at a normal pace, to perform a specified task using a prescribed method, allowing time for personal needs, fatigue, and delay. Some key factors of this definition are the understanding of an average skilled operator, the concept of normal pace, the reliance on prescribed method, and the designation of the allowance. An average skilled operator is an operator who is representative of the people performing the task. The average skilled operator is neither the best nor the worst, but someone who is skilled in the job and can perform it consistently throughout the entire workday. The normal pace is a rate of work that can be maintained for an entire workday. It is neither too fast nor too slow. It is the pace of an average skilled worker. Rarely will any worker perform at the normal pace for an entire workday. Sometimes the worker will perform faster than the normal pace. Sometimes the worker will perform slower than the normal pace. The normal pace represents an ideal that the industrial engineer judges the average worker should be able to maintain long term.Another key part of the definition is the phrase relating to prescribed method. Work standards measure the time required to correctly perform defined tasks. Part of the definition must include a statement regarding the quality of the work performed. All workers have personal needs that must be attended to. Workers sometimes become tired as the workday progresses. When developing a time standard, an allowance must be made for these factors. Additionally, there will be occasional unexpected and often uncontrollable delays, such as material shortages or equipment breakdowns, and these, too, must be allowed for. The personal, fatigue, and delay (PFD) factors, depending on the nature of the work being performed, can be significant, typically representing from 10 to 15 percent of the workday[footnoteRef:12]. [12: Lawrence S.(2004), Measurement of Work in Maynards Industrial Engineering Handbook, Fifth Edition. Kjell B. Zandin, Ed., The McGraw-Hill Companies, New York, pp5.3-5.22]

3.4.2 HISTORY OF PTS[footnoteRef:13] [13: Sellie, C. N. (1992), Predetermined MotionTime Systems and the Development and Use of Standard Data, in Handbook of Industrial Engineering, 2nd Ed., G. Salvendy, John Wiley & Sons, New York, pp16391698.]

3.4.3 SCOPE OF APPLICATION OF PTS SYSTEMS[footnoteRef:14] [14: Matias, A.S. (2001), Work Measurement: Principles and Techniques in Handbook of Industrial Engineering, 3rd Edition, Salvendy G., Ed., John Wiley & Sons, New York, pp1428-1429]

The scope of application of a PTS system can be universal or generic, functional, or specific. A universal system is one that is designed for body members in general. Its application is not restricted to any specific type of work. The motion descriptions only identify the body member being used. Examples of generic terms are REACH, TRANSPORT, GRASP, WALK. Examples of universal systems are MTM-1 to MTM-3, Work-Factor, MOST, and MODAPTS. A functional system defines motion element times for a particular type of activity, such as clerical work (MTM-C), uses of microscopes (MTM-M), and so on. The element names indicate the function for which the system was developed. For example, FILE is a common element name in office work environments. A specific system is one where the motiontime tables were constructed for specific operations or work areas. Examples are standard motiontime tables developed for electronic tests (MTM-TE), to measure one-of-a-kind and small-lot production (MTM-MEK). The approach in applying PTS systems uses the following general procedure:1 Summarize all left- and right-hand motions required to perform the job properly (e.g., SIMO chart). 2 Determine governing or limiting elements for elements done simultaneously.3 Eliminate or delete nonlimiting elements. 4 Summarize only the limiting or governing elements. 5 Determine from the PTS table the basic time to perform the elements. 6 Add up the basic elemental times of limiting elements obtained from time tables.

3.4.4 ADVANTAGES AND LIMITATIONS OF PTSPredetermined time systems have four major advantages (and some limitations as well)[footnoteRef:15]. [15: Lawrence S.(2004), Measurement of Work in Maynards Industrial Engineering Handbook, Fifth Edition. Kjell B. Zandin, Ed., The McGraw-Hill Companies, New York, pp5.3-5.22]

1. All predetermined time systems require a complete methods analysis prior to setting the standard. Each motion must be identified. Obvious methods problems and other inefficiencies are readily identified by detailed study of the work method being used. The resulting analysis yields a well-documented procedure for performing the task. New jobs are forced to establish a sound, well-thought-out method.2. Predetermined time systems do not require the analyst to perform performance rating. This eliminates some subjectivity from the resulting standard and provides a more consistent standard.3. In order to develop work standards using a direct observation method, the work must be measured while it is being performed. Predetermined time systems allow the analyst to visualize the work and synthesize the standard even if the task is still in the planning phase. 4. Predetermined time systems provide information about learning time.The development of learning curves and their subsequent application is an essential part of determining the cost of a new product or service.Although significant benefits are associated with predetermined time standards, there are also some limitations. A major disadvantage is the difficulty encountered with machine-paced operations. Most of the predetermined systems were designed for human motion times, not machine times. Some of the systems have been designed for specific type of work, such as clerical or sewing operations, and the motions defined within the systems do not transfer well to other types of work. Predetermined time systems have many definitions and rules associated with the proper application of times. Whether this is a disadvantage, is debatable, but a significant amount of training is required to enable individuals to competently apply most of the systems.

3.4.5 MethodsTime Measurement (MTM)The most widely publicized system of performance rating ever developed was resented in Time and Motion Study by Lowry, Maynard, and Stegemerten (1940)[footnoteRef:16]. The rating system was based on four factors: skill, effort, consistency, and performance. Maynard and Stegemerten teamed with John Schwab to expand this idea into methods time measurement (MTM)[footnoteRef:17]. (This is now known as MTM-1.) According to Robert Rice, this method is the most widely used system of predetermined times[footnoteRef:18]. Maynard and associates performed many micromotion studies to come up with their standard elements and times. Because MTM was readily available, it is not surprising that it is the most frequently usedand the most frequently imitatedof all the systems. Standard MTM-1 data is shown in Fig. MTM-1 is a procedure for analysing any manual operation or method by breaking out the basic motions required to perform it and assigning to each a predetermined standard time based on its nature and the conditions under which it is made[footnoteRef:19]. Reach is the most common or basic MTM-1 motion. Other motions include the following: [16: MTM-1, MTM-2, MTM-3, and MTM-MEK are copyrighted and are the property of the MTM Association for Standards and Research.] [17: Maynard, H.B., Stegemerten, G., and Lowry, S.(1948), Methods Time Measurement, McGraw-Hill, New York.] [18: Rice, R.S.(1977). Survey of Work Measurement and Wage Incentives. Industrial Engineering, Vol. 9(7).pp18-31] [19: Karger O., Bayh F.(1987). Engineered Work Measurement. Industrial Press, New York.]

MOVEThe predominant purpose is to transport an object to a destination.

TURNThe hand is turned or rotated about the long axis of the forearm.

POSITIONMotion is employed to align, orient, and/or engage one object with another.

GRASPThe main purpose is to secure sufficient control of one or more objects with the fingers or the hand.

RELEASEThe operator relinquishes control of an object.

DISENGAGEContact between two objects is broken.

EYE TIMESThe eyes direct hand or body motions.

BODY MOTIONSMotions are made by the entire body, not just the hands, fingers, or arms

3.4.6 WORK FACTOR (WF) SYSTEMThe first predetermined time system was developed around 1925 by A. B. Segur, one of the first to recognize the association between motion and time. He formulated the principle that, within allowances for normal variation, the time required by experts to perform a fundamental motion is consistent. He believed that work factors could be used to set standards for all manual and mental work. Segur developed methods time analysis, which could be used to analyse manual and manual/machine operations. Segur emphasized that the time required for work depended on how the work was done and stressed that a complete description of the work performed was necessary.[footnoteRef:20] [20: Lawrence S.(2004), Measurement of Work in Maynards Industrial Engineering Handbook, Fifth Edition. Kjell B. Zandin, Ed., The McGraw-Hill Companies, New York, pp5.3-5.22]

In the early 1930s, union workers in Philadelphia were dissatisfied with the quality of the stopwatch time standards set for their highly controlled incentive jobs. This protest led to one of the first published predetermined time systems, called work factor. The work factor system makes it possible to determine the normal time for manual tasks by using motion time data[footnoteRef:21]. The definition of basic motion is that which involves the least amount of difficulty or precision for any given distance and body member combination. Work factor is used as the index of additional time required over and above the basic times for motions involving manual control and weight or resistance. Four variables affect the time of manual motions in the work factor system: [21: Karger O., Bayh F.(1987). Engineered Work Measurement. Industrial Press, New York.]

i. Body member usedii. Distance moved (measured on a straight-line basis)iii. Degree of manual control requirediv. Weight or resistance of body member used and sex of operatorThe eight standard elements of work factor are transport, grasp, preposition, assemble, use, disassemble, mental process, and release.

3.4.7 MODAPTSMODAPTS is a relatively easy-to-use predetermined time system. MODAPTS stands for modular arrangement of predetermined time standards.MODAPTS is an Australian-developed time system based on the premise that larger body sections take longer to move than smaller sections. For example, in this system it takes twice as long to move a hand as it does to move a finger. It takes three times as long to move the forearm as it does a finger, and it takes four times as long to move the whole arm outward. From this simple framework, MODAPTS has built an entire system of predetermined macro time standards[footnoteRef:22]. [22: Masud A. et al. (1985), A High Level Predetermined Time Standard System and Short Cycle Task: Papers of Proceedings of Annual International Industrial Engineering Conference held at Los Angeles May 1985. Los Angeles, California ]

3.4.8 GENERAL SEWING DATA (GSD)[footnoteRef:23] [23: Methods Workshop Limited. (training manual)]

General sewing data (GSD) uses a specially developed database that was derived from MTM core data. GSD was developed by Methods Workshop Limited of Lancashire, England. The originators recognized that most apparel (sewing) operations followed a well-defined and repeating sequence of operations: Get parts. Put parts together. Sew parts together with various alignments and repositions. Trim thread. Put parts aside.When combined with batching operations, most of the tasks for sewing have been defined. GSD permits the user to rapidly analyse methods and generate time standards based on those methods. The major categories of GSD are as follows:i. Obtaining and matching part or parts. This includes matching and getting two parts together, matching and getting two parts separately, matching parts to foot, and matching and adding parts with either one or two hands.ii. Aligning and adjusting. This includes aligning or adjusting one or two parts, aligning and repositioning assembly under foot, and aligning or adjusting parts by sliding.iii. Forming shapes. This includes forming fold, forming crease in folded part, and forming unfold or layout.iv. Trimming and tool use. This includes cutting with scissors, cutting thread with fixed blade, and dechaining parts with scissors. v. Asiding. Includes pushing away parts and putting parts aside with one/two hands.vi. Handling machine. This includes machine sewing and different stops within half an inch, using the machine handwheel to raise or lower the needle, and manipulating the machine lever to backtack at the beginning or end.vii. Getting and putting. This includes getting parts and putting parts under various conditions, such as the use of one or two hands, contact only, getting part from the other hand, and putting the part onto the stack.In addition to these elements, additional MTM elements are incorporated (reaches, moves, sit, stand, etc.).

GENERAL SEWING DATA- LICENCED DATA CARD[footnoteRef:24] [24: Reproduced with permission of the Methods Workshop Limited.]

GENERAL SEWING DATA- LICENCED DATA CARD (cont..)

3.4.9 MTM-MEKWith the increasing emphasis on one-of-a-kind and small-lot production in the 1970s, the need for effective MTM work measurement in these areas became apparent. Development of a predetermined time system to deal effectively with these areas presented unique problems as a result of the methods variability of this type of work.The MTM-MEK analysing system uses the following element groups:i. Get and place. Get one or more objects and place at a certain destination. ii. Handle tool. Get tool, apply tool, and place tool aside after use. iii. Place. Place one or more objects at a certain destination.iv. Operate. Operate control devices (levers, switches, handwheels, cranks, stops, etc.) that are attached to machines, appliances, and fixtures.v. Motion cycles. At least two applications or movements of tools, levers, switches, or turning of cranks, repeated in succession. Also covered is the rotational portion of the turning of bolts by hand or with the fingers. vi. Body motions. Includes the elements walk, bend, and stoop as well as sit.Walk is analysed as a separate element only if a distance of 2 m (80 inches) is exceeded. Bend and stoop are analysed separately only if more than one of these occur within the elements get and place, place, and operate. Sit must always be analysed if it occurs within a work process. vii. Visual control. Eye travel and inspection in independently occurring control or inspection operations. This includes the necessary eye travel to and from the place of inspection.

3.4.10 MTM-2MTM-2 is based on MTM-1. It consists of both basic MTM-1 motions and combinations of MTM-1 motions. According to the MTM Association for Standards and Research, MTM-2 was designed to fulfil the needs of practitioners who do not need the high precision of MTM-1 but where speed of analysis is important. Like MTM-1, it is useful for methods analysis, work measurement, and estimating. It was developed in Sweden (MTM Association 1978).There are nine elements in MTM-2. Just two of the nine elements have variable categories, which mean that only 39 time values appear on the MTM-2 card. i. Get. This is the motion with the predominant purpose of reaching for an object with the hand or fingers, grasping the object, and subsequently releasing it. Three variables influence the appropriate value. The case is determined by the nature of the grasping motions used. The distance reached is the actual path of travel. The third variable is the weight of the object being grasped.ii. Put. This is the motion used when the predominant purpose is to move an object to a destination with the hands or fingers. Three variables influence the appropriate value. The case is determined by the nature of the grasping motions used. The distance reached is the actual path of travel. The third variable is the weight of the object being grasped.iii. Apply pressure: This is used to describe the action of exerting muscular force on an object. iv. Regrasp: This describes the actions required when the purpose is to change the grasp on an object. v. Eye action: This is used when focusing on an object or when shifting the field of vision to a different viewing area. vi. Crank: This is used when the fingers or hand move an object in a circular path of more than half a revolution. vii. Step: This applies to leg motions that are used to move the body or are longer than 30 cm (12 inches). viii. Foot motion: This describes a short foot or leg motion where the major purpose is not to transport the body. ix. Bend and arise: This applies to bending, stooping, or kneeling on one knee and the subsequent arise.

3.5 MAKING WORK-STUDY WORK[footnoteRef:25] [25: Thomas, R. (2005). Making Workstudy Work, Stitch World, May Issue, 2005]

Accurate standard times are the base of a Garment factory, without them you cannot accurately Cost, Plan Production or measure yourself against others. Take a moment to look at how the operators work in any given sector and carefully observe what they are doing; enormous possibilities to improve how they do their work will be seen. On this basis, one can set about a program to train a team to eliminate excessive movements and use the same team to implement and maintain the improved methods. The company's performance and profitability will improve significantly. It's Not Rocket Science, Its Common SenseWe took some operations and did Pro-SMV studies on them. Pro-SMV is a PMTS system specifically designed for the Sewing industry and allocates time to movement patterns. The table shows that although the time for the operation was reduced, performance dropped! The actual improvement is only 3.6%. But the potential improvement from the differences in the times was 20%. It's no good for the Engineer to say 'I improved the method, it's the Manager's fault we can't achieve the time'; it is also not right that the Manager ignores the potential of the Engineer, They MUST work together!We have problems! These could be: not using the right people for the right job and not identifying the areas of maximum effect and follow up. But, are all concerned involved? Production management and Engineers don't work together? I reiterate: They MUST work together. There could be other problems as well, like not supplying what the 'Doers' need, not allowing enough time for the introduction of new styles and not targeting efficiency improvements as a vital part of the Management Plan.Now It's About How To Do It:1. The Engineer is a very important part of the team; they have the training and the skills to isolate priorities and direct their efforts to drive improvements. A part of this team should be an adequate number of people to run the computer systems; these people are the 'Operators' and must feed the Engineers with the information they need to effect improvements. Each Engineer should have a number of analysts working for him, who are responsible for the level of productivity within their section, working to help Supervisors produce more and contribute their skills to the batches. 2. Many times the operation chosen to improve is the wrong one. What is the point of improving an operation when the operator performing it is only loaded at 60%? Any improvements to that operation will only serve to make the job less productive. Identify the 'Bottleneck' operations to really improve productivity. Once the 'Improvement' in method is done, implement it properly, follow up and monitor the operator, make sure the Line Balance is correct and that the Work in Progress is sufficient. Follow up poor performers by doing 'Cycle checks'; make sure the method is adhered to and do 'Production Studies! 3. Productivity improvements occur from the interaction of the Industrial Engineers, Analysts, Managers, Supervisors and Operators. Be careful at this stage. Do not fall into the trap of making the Work study team 'Costing clerks' working on computers. With an organised database, the development of the 'Operation Bulletins' becomes a Clerk's job. This allows all Work-study personnel to be involved in the actual study, improvement of work and monitoring performance on the shop floor. The Production and Work study team must become one unit, work-study is a service to Management, and the value of it's potential contribution to Management must be understood. Optimised results will only be achieved by working together!! 4. Operators are the least of our problems if the work supply is good; give them the work and they will do it. But do we CARE about them enough? Operators do not have enough space to lay out their work properly Work is passed from operator to operator with no consideration for the additional handling this causes. Shouting at the operators is commonplace. Work in progress levels are too low. If we can balance the lines, provide work, make sure that all unnecessary motions are eliminated, ensure the operators feel comfortable and create a better atmosphere, then and only then are we moving in the right direction. 5. Engineers NEED more time to organise new styles into production, so that they can get the best sequence of operations utilising the available equipment and attachments and for the development of new folders, etc. Setting more than one batch in place at the same time is both counterproductive and inefficient, making style change-over times far too long. One cannot continue to accept these long pauses in production- they cost a fortune! Just In Time is a great concept, but it means all should have the required time to do their part effectively. Effective Communication between Planning and Work Study is essential! 6. Set Targeted improvement dates; make them a part of management meetings. For example - our current efficiency for the past 3 months is 40%. In 3 months time it should be 50% -This is an actual increase of 25%. In the next 3 months we want to get to 55% and so on, until you are operating at an acceptable level.7. All of this will only be possible if Production planning is good enough to make the flow of work into the sewing department sufficient to achieve these goals.

Industrial Engineering: An Essential Management ToolTrue, professional IEs are in short supply, and if the manufacturing base in and around the Indian subcontinent wishes to make good use of what has been seen for decades in the West as an essential management tool, then the industry needs to invest in the training and professionalism of its IE base. Like any investment, proper consideration should be given to Return on Investment, so, later, I will address the role of a professional IE in any business and what that role should bring to an organisation.Initially, however, let us consider how an IE may be funded. Like any asset, a properly trained, qualified and motivated IE costs money and must therefore show a Return on Investment for the outlay a business invests on his/her training and salary. From a personal perspective, when I was a practicing IE in the UK garment industry, I was given an annual target of savings that measured precisely three times my combined salary, benefits and training costs in any given year. If the savings were made, (which they were, year on year) my bonus consisted of a percentage of the monies saved. When the savings were greater than the target, my bonus consisted of an additional (and higher) percentage of the monies saved over and above the original target. Thus I was motivated to work professionally and to ensure that my overhead was covered by my efforts as a professional IE. Properly documented, this approach ensured that I and my fellow IEs were competitive, motivated and very valuable to our employers. It has to be said, however, that we were only able to practice our vocation because the company had the foresight to invest in professional and international standards of training. Until the industry realises and recognises the value of Industrial Engineering, and until the industry is prepared to properly and willingly invest in its IEs, it will not reap the benefits that have been a reality in the West for two centuries or more. So, buying a book written in 1986 will not bring the benefits that is needed (and should expect) from Industrial Engineering! In this context, ask yourself a question - would you trust your business to a someone purporting to be an Accountant when they have simply read a text some 20 years of age, or your health to someone holding themselves to be a Medical Doctor whilst having only read up on the human anatomy and received no formal training? Industrial Engineering is as much a profession a vocation as Accountancy and Medical Practice, and should not be treated lightly. A properly trained IE, formally qualified and financially motivated, will undoubtedly prove to be a very valuable asset and should be treated as such. It is for the Indian industry to address the challenge of proper IE training, and it is the responsibility of individual employers to ensure that working conditions and financial recompense is sufficient to encourage loyalty and longevity from its IE employees. Industrial Engineering Its Roles and Position within an OrganisationAssuming the commitment to the principle of Industrial Engineering is made, and assuming for a moment that an organisation is prepared to make the necessary investment in its IEs, let us now look at the roles, goals and positioning of the IE team within the business. The primary role of the IE department should be to measure current working practices; to significantly improve productivity; to reduce internal costs. Through this process, it should supply the Board / Owner with accurate and consistent benchmarks against which other departments and activities may be measured. It should visit and revisit every working method and never accept that what is currently being practised is best practice, for there is always opportunity for improvement. The IE department should report directly to the Board / Owner and should not be influenced by other departments or functions this so that the Board / Owner obtains an objective picture of Efficiency and Cost, free from cultural, historical or personal issues that may cloud reality and/or any decisions that may have to be made. The IE department should focus on best practice, and will be involved on a daily basis in Method Engineering, Work Measurement, Productivity Improvement, Production Control and Cost Reduction. It should facilitate Plant Layout, Evaluation of Equipment and Return on Investment. The IE department should provide the business with objective benchmark measurements of method, time and production targets, which will, in turn, facilitate the accurate analysis of Factory Efficiency (a measurement of managements ability to provide the right manufacturing environment) and Operator Performance (a measurement of the operators ability to achieve production expectations) and Manufacturing Cost. The department should be inherently involved in the improvement of all three key performance indicators Efficiency, Performance and Cost. Whether the IE team should be centralised or localised will be largely dictated by the business environment and the geography involved within the organisation, and in many cases it will be a combination of the two. In either case, it is my firm belief that the IEs place is on the factory floor. Here they can interact with the operators, work with production personnel, initiate change and ensure that the benefits to be gained are realised. Additionally, there should be a close link between the IE department, the information it generates, and the Production Planning and Costing Departments the latter two being reliant upon objective and accurate information to effectively execute their own duties. Time Study vs PMTSTime Study has its place, but it is reactive and subjective and all too often simply records how long it takes to do things wrong! As the owner of GSD, and as a PMTS users for the last 25 years, I would therefore (perhaps obviously) urge the industry to adopt the practice of applying a Pre-determined Motion Time System (PMTS), as this will facilitate predictive method, time and cost analyses. Equally, however, I would urge the industry to choose carefully, as an incorrect choice or one based solely on cost - could prove to be just as expensive as any other. Key factors of consideration should be: whether or not the system is currently owned, maintained, updated or supported by anyone; whether or not modern software is available; whether or not there is a training team available; whether or not technical support and assistance is apparent; whether or not a local representative is at hand. All such factors are key elements to consider and each is an important foundation for any decision on investment. So, by all means, evaluate alternative PMTS to GSD, but ensure that the cost of failure over success is not overlooked. GSD is not magic, but no PMTS is !Certainly, GSD is no magic wand. It cannot, as the earlier article states, decide the right method for a sewing operation but then, no PMTS can - not GSD, not MTM, nor SPD, which was favoured in the earlier article.Best Method is down to analytical process and due consideration of the environment and variables that are present at any given work station. A PMTS is simply a tool to enable the IE to make reasoned decisions and changes in order to affect productivity or cost improvement. A PMTS is only as good as the user, and that is why proper, professional training is required. To apply a PMTS without supporting software will undoubtedly take much longer than to apply GSD. GSD is the definitive PMT system for the garment industry, with an infrastructure that includes product development, product support, professional training and modern software. GSD in the hands of a professional IE is accurate, consistent and quick to apply.Now is Not the Time to Cut CornersThe garment industry in and around India undoubtedly has an opportunity in this 21st Century, but the challenges of increasing competition must be met now and in a professional and considered manner. There are tools, training courses and quality products readily available management techniques that can assist the industry in its goals - but it must embrace them without further hesitation or deliberation. The products and techniques which the industry must adopt are those which are readily available today - those with professional development and support teams and those which can be delivered by experienced, garment industry people. Competition is tough and it is here to stay. Now is not the time to cut corners, to accept cheap alternatives, or to turn away from proven techniques. Now is the time to act positively and proactively. GSD: The AdvantagesThe Cost FactorThe antonym of cheap is expensive - which is a relative term and in my opinion, one which should only be used after measuring and evaluating the effect of the investment. Certainly, there is a financial outlay involved in bringing GSD into a business, but equally, if that business embraces the GSD philosophy and its rules of application, there is a tremendous financial gain to be enjoyed by doing so. Such gains are well documented and available to those readers who may wish to see such evidence (for example, 22% savings on the manufacturing time of formal trousers; an 8 minute reduction in the manufacturing time of a short sleeve shirt; 5 pocket western jeans reduced to 11.5 minutes). So, to criticise GSD for not being cheap is, I feel, unfair. Compare the savings to the outlay before making such a claim. TrainingIt is true that we have restricted our delivery of training to those companies that have had the foresight and vision to invest in IE practices - and in GSD as an IE tool. True also to say that this has caused the qualified GSD Practitioner to be sought after within the industry. But simply opening up the GSD Practitioner training course to all comers will not solve the broader IE problem. Certainly, it would flood the nation with a host of Practitioners, but they may not have the additional IE skills and background that the nation and its manufacturers require. Equally, they may not have sufficient experience in the application of GSD itself. And they certainly will not be (or should not be!) equipped with GSD software. Incorrect or inexperienced application of IE practices or the GSD philosophy will do little to assist any company in its goals to achieve competitive edge. SoftwareGSDs history can be traced back to the 18th century, when work measurement was first recorded. More precisely, GSD is based on Method-Time Measurement - or MTM. We are in our 30th year of business itself a testament to the quality of the product and the services we provide. The GSD database has stood the test of time and the GSD software enables the user to quickly and effectively evaluate operational methods, times and costs, and facilitates garment costing (including Bill of Material), line balancing and measurement of cutting room activities. There are established links to industry standard ERP, MRP, PDM and PLM products, and the user can choose between Access, SQL and Oracle databases. As to GSD suite of programs, we are at the forefront of todays software technology and our commitment to ongoing product development is inherent within our business philosophy.

PricingTechnically, we are a team of some 400 man years experience in the application of IE practices, and of GSD - and our training is of the highest standard. We deliver projects of all shapes and sizes projects that succeed in their goals and which bring real, tangible savings to those prepared to invest in our philosophy. Access to GSD can be achieved through a whole variety of packages, projects and pricing structures and GSD (Corporate) Ltd is always available and willing to discuss the precise needs of any potential user. Our local Representative, the renowned IIGM, has offices in several cities in India and they are constantly at your service. Please ensure you take the time to talk to us before accepting the claim that we are expensive.

3.6 HOW TO FIND TIME TO PRACTICE PROFESSIONAL INDUSTRIAL ENGINEERING[footnoteRef:26] [26: Abeywickrama K. (2005). How to find time to practice professional industrial engineering, Stitch World, August Issue, 2005]

To practice industrial engineering, sewing room managers need to fulfill their duties and responsibilities toward the machine operators and sewing line supervisors by providing core industrial sewing skills, in addition to the sewing machine, thread, and bundles of garment parts. The said core skills are for the benefit of the sewing operator while detailed sewing methods and optimum work station layout are for the benefit of the sewing line supervisor. Pabir Janas original formula is food for thought to the sewing room managers in developing countries, if such managers can find time to think. Jana has successfully documented an exception to the norms of best practice in industrial sewing. His reasoning for doing so is evident in the June follow up written by him, where he says: In order to dissuade the manufacturers from taking the expensive route of buying high speed sewing machines to increase productivity. The first step and a better way to start improving sewing productivity is to instil world class sewing skills in the machine operator. Instead of taking months to produce a TMO [Trainee Machine Operator] from a raw hand, apply the cutting edge techniques developed during the 90s to produce a skilled seamstress within three working days. Engrave the foundation skills, such as speed and quality, into the muscle of the trainee from the minute he or she sits on the sewing machine. Secondly, train the Supervisors and Team Leaders to produce a world class sewing-station for each sewing machine operator. This involves drawing up the work station layout, minimising movements, the diagram of parts for each sewing operation and writing down the stages of each sewing operation. Finally, each sewing stage, such as pickup and position, presenting to the needle, align or re-align, sew in minimum number of bursts, trim and dispose should be explained in simple language, noting movement of each hand and finger during the sewing cycle. Whether the industrial engineer is using a good old stop watch or modern PMTS, he or she is delivering value when measuring of the work content only if two following conditions are met: The work station layout stays the same minute after minute, hour to hour, day to day and, The machine operator or TMO is practicing the exact method in sewing parts cycle after cycle.If not, what is the purpose of measuring work content to the last decimal place, when the machine operator cannot finish two successive cycles in one particular way? What is the purpose of measuring work content of a flawed method that creates a defective garment which needs to be re-worked? Industrial sewing and basic military training have much in common. Training is to build muscle memory to do a sequence of equipment and body movements with minimum mental effort. Discussing the relationship of the sewing machine RPM with respect to sewing distance or, discussing the learning curve in relation to a number of sewing cycles appears to be a utopian comfort for industrial engineers. This is because sewing rooms of the majority of manufacturers in developing countries are yet to be filled with necessary technical skills, such as work station layout, product diagram and the sequence of movements for a specific sewing operation in a simple language that can be acted upon by the line supervisor or leader. If assembly line is practiced, balancing becomes a key challenge for the sewing room manger. In separating a value addition, the incentive system based on individual performance is a key. Well documented, audited and continually improved systems of incentive can be a good motivator for the sewing operator. Achieving quality of input raw materials, line-balancing and incentive schemes would facilitate efficient and profitable sewing. In the journey towards highly efficient industrial sewing, the sewing room managers pass many barriers, and some of the barriers get repeated.Instilling core sewing skills, before diving head down to the expensive pool of PMTS-based work measurement systems or recruiting an army of work study officers or quality checkers to assist the sewing room mangers is the need of the hour.

3.7 WHY SHOP FLOOR MANAGERS ARE NOT GIVING RESPECT TO THE GSD SHEET[footnoteRef:27] [27: Shyanawad L. (2005). Why shop floor managers are not giving respect to the GSD Sheet, Stitch World, August Issue, 2005]

There are many reasons for this issue, but some of the main reasons are:It fully depends on how well the I.E. prepares GSD on practical possibilities and how well you have trained your operator.If an I.E. sets the sewing line according to his GSD sheet or Operation Bulletin and trains the operator according to the best possible method as suggested in the GSD sheet to get maximum output, then and only then will shop floor managers give respect to GSD and follow the procedure. If the I.E. only imagines reference to the sample and prepares GSD accordingly and then asks the shop floor manager to follow it, then it will be difficult for untrained floor managers to follow GSD in the Indian garment industry. Here I want to add some of the differences in the PMTS and actual motion time study operation bulletin. In PMTS, the I.E. breaks up the garment manufacturing process into operations and sets the SAM for each operation on the elements which he feels suitable or best. Here the chances of missing microelements actually involved in the operation are higher. These microelements may be required mainly due to type of fabric being used, or distance of hand movement, etc. Sometimes the choice of elements may not match with practical elements. In the motion time study operation bulletin, the I.E. studies the operations on the floor directly and interacts with the operator and makes the method much practical and possible. It involves, moreover, all elements (which also include microelements) which are necessary for that operation. This is the main advantage over PMTS. Prepare the operation bulletin by GSD or motion time study, allocate the workstations as pragmatically as possible and set the sewing line. Implement the same method which is used for the SAM calculation and follow up on the method. Use the capacity and skill of the operator to the maximum and build up efficiency to get optimum output. In conclusion, I can say that both sheets have no value if made on the basis of only theoretical aspects. And the GSD sheet will not beget respect!

4. NEED OF THE PROJECTFrom the relevant literature reviewed following observations were made about the garment manufacturing units in Delhi NCR: Absence of a well-defined IE department and roles of IE are not clear The methods and practices suggested by the IE are not followed properly Knowledge gap between the operators, supervisors and the IE department Lack of awareness of global IE practicesOur understandings and experiences from various factory visits and apparel internship are in concurrence with the literature.The question rises here: What is the effectiveness of a PMTS application in an environment where the traditional methods of IE are ignored?Several other questions also relevant in this scenario are: Whether the software is being used to its full potential? If not, then what are the factors behind the under-utilization of the software? What are the necessary measures required to increase the software utilization i.e. increase productivity / profits?Here rises the need to conduct a research to analyse the post implementation scenario of the garment factories of Delhi NCR. This is important as PMTS applications require a good amount of capital investment5. OBJECTIVES5.1 PrimaryTo conduct post implementation analysis of PMTS applications for garment manufacturing units in Delhi-NCR5.2 SECONDARY To develop understanding of the existing PMTS software. To study current utilization of PMTS in selected Garment units To conduct gap analysis between the current utilization of PMTS applications and the optimum utilization. Identify and develop KPIs on which the current utilization of the PMTS software can be measured and suggest Best Practices guidelines for optimum utilization of the software

6. SCOPE OF THE PROJECT The research will focus only on one PMTS software. Analysis will be only based on selected factories in NCR in given time frame (2 months)

7. METHODOLOGY PROPOSED7.1 PROPOSED RESEARCH FLOW

7.2 PROPOSED RESEARCH DESIGNExploratory ResearchPrimary Research for data collectionDescriptive ResearchPrimary and Secondary research to provide an accurate description of the problem

7.3 SAMPLING DESIGN7.3.1 Target PopulationSampling unit: Production department and Industrial Engineering Department Element: Production managers, Supervisors and Industrial Engineer / Software OperatorsSampling technique: Non Probability Sampling Techniques - Judgemental Sampling Questionnaires - Questions will be focussed to find out the utilization level of PMTS software in the selected units

7.4 ANALYSIS TOOLS USEDProposed analysis will primarily consist of descriptive statistical tools: Central tendencies- Mean, Median, Mode, Variance Graphical representation- Line Graphs, Pie Charts, Bar Charts, Area Graphs, Waterfall Charts, Polar ChartResearchers will explore the possibility of deploying inferential tools like correlation, regression etc.

8. EXPECTED DELIVERABLES OF PROJECT Set of KPIs on which the current utilization of the PMTS software can be measured Best Practices Guidelines: Suggestions to get optimum benefits from PMTS Software A report on the impact of PMTS systems in Indian Garment Manufacturing Scenario (Delhi-NCR)

9. PROPOSED CHAPTER FLOW

EXECUTIVE SUMMARY1. BACKGROUND2. INTRODUCTION2.1 GARMENT MANUFACTURING UNITS IN DELHI NCR2.2 POST IMPLEMENTATION REVIEW OF SOFTWARE3. RELEVANT LITERATURE REVIEWED3.1 PRODUCTIVITY3.2 WORK STUDY3.3 HISTORY OF WORK STUDY3.4 METHOD STUDY3.4.1 TOOLS OF METHOD ANALYSIS3.5 WORK MEASUREMENT3.5.1 PREDETERMINED TIME STANDARDS3.5.2 HISTORY OF PTS3.5.3 SCOPE OF APPLICATION OF PTS SYSTEMS3.5.4 ADVANTAGES AND LIMITATIONS OF PTS3.5.4 METHODSTIME MEASUREMENT (MTM)3.5.5 WORK FACTOR (WF) SYSTEM3.5.6 MODAPTS3.5.7 GENERAL SEWING DATA (GSD)3.5.8 MTM-MEK3.5.9 MTM-23.6 MAKING WORK-STUDY WORK3.8 HOW TO FIND TIME TO PRACTICE PROFESSIONAL INDUSTRIAL ENGINEERING3.9 WHY SHOP FLOOR MANAGERS ARE NOT GIVING RESPECT TO THE GSD SHEET4. NEED OF THE PROJECT5. OBJECTIVES5.1 PRIMARY5.2 SECONDARY6. SCOPE OF THE PROJECT7. METHODOLOGY PROPOSED7.1 PROPOSED RESEARCH FLOW7.2 PROPOSED RESEARCH DESIGN7.3 SAMPLING DESIGN7.3.1 TARGET POPULATION7.4 ANALYSIS TOOLS USED8. EXPECTED DELIVERABLES OF PROJECT9. PROPOSED CHAPTER FLOW10. TIME LINE OF THE PROJECTREFERENCES

10. TIME LINE OF THE PROJECT

REFERENCES1. Methods Apparel Consultancy (2007). Status of Apparel manufacturing SMEs in the NCR Region-Surveys conducted by Methods Apparel Consultancy Managers & Supervisors. Delhi NCR.2. Methods Apparel Consultancy (2007). http://methodsapparel.com/prosmv.html [Accessed 22/12/2011]3. International Labour Organisation, Introduction to Work Study, 4th ed., International Labour Office, Geneva, Switzerland, 1992.4. Tangen S.(2006), Understanding the concept of productivity: Papers of Proceedings of the 7th Asia Pacific Industrial Engineering and Management Systems Conference held at Bangkok December 2006, Bangkok, Thailand5. Misterek S., Dooley K., Anderson J. (1992), Productivity as an performance measure, International Journal of Operations and Production Management, vol. 12, pp 29-456. International Labour Organisation(1992), Introduction to Work Study, 4th ed., International Labour Office, Geneva, Switzerland.7. Barnes, Ralph M.(1937), Motion and Time Study: Design and Measurement of Work- Seventh Edition, pp6-8. John Wiley & Sons, New York8. Kumar, Anil S.(2006), Production And Operations Management, New Age International 9. Geisel, Charles E.(1982), Handbook of Industrial Engineering- Methods Design, pp1-11. John Wiley & Sons10. Methods Engineering. Birla Institute of Technology and Science (2009). http://discovery.bits-pilani.ac.in/dlpd/courses/coursecontent/courseMaterial/mmzg511/MOML10.pdf [Accessed 2012, January 6]11. Matias, A.S.(2007), Work Measurement: Principles and Techniques in Handbook of Industrial Engineering, 3rd Ed., G. Salvendy, John Wiley & Sons, New York, pp5.3-5.2212. Lawrence S.(2004), Measurement of Work in Maynards Industrial Engineering Handbook, Fifth Edition. Zandin K. B., Ed., The McGraw-Hill Companies, New York, pp5.3-5.2213. Sellie, C. N. (1992), Predetermined MotionTime Systems and the Development and Use of Standard Data, in Handbook of Industrial Engineering, 2nd Ed., G. Salvendy, John Wiley & Sons, New York, pp16391698.14. Matias, A.S. (2001), Work Measurement: Principles and Techniques in Handbook of Industrial Engineering, 3rd Edition, Salvendy G., Ed., John Wiley & Sons, New York, pp1428-142915. Lawrence S.(2004), Measurement of Work in Maynards Industrial Engineering Handbook, Fifth Edition. Zandin K. B., Ed., The McGraw-Hill Companies, New York, pp5.3-5.2216. MTM-1, MTM-2, MTM-3, and MTM-MEK are copyrighted and are the property of the MTM Association for Standards and Research.17. Maynard, H.B., Stegemerten, G., and Lowry, S.(1948), Methods Time Measurement, McGraw-Hill, New York.18. Rice, R.S.(1977). Survey of Work Measurement and Wage Incentives. Industrial Engineering, Vol. 9(7).pp18-3119. Karger O., Bayh F.(1987). Engineered Work Measurement. Industrial Press, New York.20. Lawrence S.(2004), Measurement of Work in Maynards Industrial Engineering Handbook, Fifth Edition. Zandin K.B., Ed., The McGraw-Hill Companies, New York, pp5.3-5.2221. Karger O., Bayh F.(1987). Engineered Work Measurement. Industrial Press, New York.22. Masud A. et al. (1985), A High Level Predetermined Time Standard System and Short Cycle Task: Papers of 23. Proceedings of Annual International Industrial Engineering Conference held at Los Angeles May 1985. Los Angeles, California 24. Methods Workshop Limited. (training manual). Reproduced with permission of the Methods Workshop Limited.25. Thomas, R. (2005). Making Workstudy Work, Stitch World, May Issue, 200526. Abeywickrama K. (2005). How to find time to practice professional industrial engineering, Stitch World, August Issue, 200527. Shyanawad L. (2005). Why shop floor managers are not giving respect to the GSD Sheet, Stitch World, August Issue, 20051

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