Lecture 2 - Scientific Management PDF

Lecture 2 – Scientific Management Objectives of Methods, Standards, and Work Design 1. Minimize the time required to perform tasks 2. Continually improve quality and reliability of products and services. 3. Conserve resources and minimize cost by specifying the most appropriate dir...

Lecture 2 – Scientific Management Objectives of Methods, Standards, and Work Design 1. Minimize the time required to perform tasks 2. Continually improve quality and reliability of products and services. 3. Conserve resources and minimize cost by specifying the most appropriate direct and indirect materials for the production of goods and service Objectives of Methods, Standards, and Work Design 4. Consider the cost and availability of power 5. Maximize safety, health, and well-being of all employees 6. Produce with an increasing concern for protecting the environment 7. Follow a humane program of management that results in job interest and satisfaction for each employee. Frederic Taylor (1856 - 1915) Methods Engineering Then and now… Frederick W. Taylor 180px-Frederick_Winslow_Taylor  Father of scientific management ◼ Includes experimenting to determine the best method for performing a task  “...greatest production... when each worker is given a definite task to be performed in a definite time and in a definite manner.” Methods Engineering Then and now… Frederick W. Taylor 180px-Frederick_Winslow_Taylor  Four key principles regarding managers and their duties: ◼ Replace rules-of-thumb with science for each element of work ◼ Select and train the best workers instead of workers training themselves ◼ Co-operate with workers to ensure work methods are followed ◼ Management and labor division - less responsibility for labor and more for management Fredrik Taylor, 1881, Midvale Steel, Philadelphia  Founder of modern time study  Came up with system of managing work to make it more efficient:  Managers plan work 1 day in advance  Workers get written instructions on tasks and how to accomplish them  Each job has a “standard time” determined by a time study made by experts  Advocated breaking tasks into “elements” Taylor's Studies (cont.)  But no one took much notice until 1903 published in ASME : ‘Shop Management’  Then “efficiency madness” swept the nation and the world. Frank & Dr. Lillian M. Gilbreth  Methods Engineering Then and now… Frank B. & Dr. Lillian M. Gilbreth  pioneers in motion study  developed micro motion study procedure  today’s predetermined time systems are based on their techniques  techniques applied in industry, surgery, homes; applied to aid productivity of able-bodied and disabled individuals Gilbreths’ Techniques  Photographed and Filmed motions to study them  Cyclographic analysis: ◼ put light on workers’ finger, and photograph the path.  Chrono-cyclographic analysis: ◼ Put strobe on finger – get dotted lines on photo ◼ Spacing indicates speed  Divide motion into elements “therbligs”  https://www.youtube.com/watch?v=qUgKkBhZl9c Cyclograph Analysis ⚫ Attach light to finger or part of body, ⚫ Photograph the motion using a long exposure, ⚫ Motion pattern recorded as a line on film. Motion photographed in a strobe light Golfer Motion studies using strobe lights Acrobat pole vaulting Motion Study using motion pictures Methods Engineering Process Methods Engineering Process  Select the project  Gather & summarize existing information about the operation, and present  Analyze the information  Develop ideal method  Present ideal, and install method  Job analysis  Establish time standards  Follow-up Methods Engineering Process  Select the project ➔ Exploratory tools  Gather & summarize existing information about the operation, and present  Analyze the information  Develop ideal method  Present ideal, and install method  Job analysis  Establish time standards  Follow-up Exploratory Tools  To aid in project selection:  Pareto analysis  Fishbone (Cause-and-Effect) diagram  Gantt chart  PERT chart Pareto Analysis  Simply a cumulative frequency distribution, to illustrate where to focus attention and efforts  For many outcomes, roughly 80% of consequences come from 20% of causes.  80-20 “rule” Pareto Distribution of Industrial Accidents * 20% of jobs cause approximately 80% of accidents Pareto Analysis  Consider the following failure rates taken from a beverage company. Conduct Pareto Analysis to determine which process to focus on. Product # of failures / scraps Water 32 Mineral Water 24 Aromatic Mineral Water 167 Spirits 22 Champagne 11 Red Wine 16 White Wine 188 Lion Milk 67 Fishbone Diagram  aka “Cause & Effect diagrams”  Effect is fish head  Causes (contributory factors) are bones  Principal causes divided into 4-5 major areas  Major areas then divided into subcauses, ‘till reach root causes  Next: critical analysis to determine probable contributions  Process should lead to i.d. potential solutions Fish Diagram for Operator Health Complaints in a Cutoff Operation Helpful Categories for Fishbone Diagram For Manufacturing Industries: 6M  Man  Materials  Machine  Methods  Measurement  Mother nature(environment) For Product Marketing: 8P  Product  Price  Promotion  Place  Process  People  Physical Evidence  Performance For Service Industries: 4s  Suppliers  Systems  Surroundings  Skills Fishbone Diagram In Class Example Draw your own fishbone diagram to explore the possible causes for a terrible coffee service. Terrible Coffee Gantt Chart  for project or process planning  shows projected time  shows progress  does not show task interactions Jan Feb Mar Apr May Task 1 Task 2 Task 3 Task 4  Gantt Chart https://www.youtube.com/watch?v=_u_jm1211D4 PERT Chart Program Evaluation and Review Technique  scheduling tool  network of events and activities/tasks  longest “path” through network determines the minimum time to complete project  longest path is referred to as the critical path PERT Chart Methods Engineering Process  Select the project  Gather & summarize existing information about the operation, and present ➔ Recording and analysis tools ➔ Quantitative tools  Analyze the information  Develop ideal method  Present ideal, and install method  Job analysis  Establish time standards  Follow-up Recording and Analysis Tools  Operation process chart  Flow process chart  Flow diagram  Worker and machine process chart  Gang process chart Operation Process Chart  Blueprint of an operation  Details at a glance  Chronological sequence of:  operations  inspections  time allowances  materials  entry and egress of parts, subassemblies Operation Process Chart Symbols = Operation = Inspection = flow of process = material entering process = material leaving process Operation Process Chart illustrating manufacture of telephone stands In reviewing a chart...  Adopt a questioning attitude...  What is the purpose of the operation?  Who could best perform it?  How could it be performed better?  Where could improvements be made?  When in the process should the operation occur? ....... Review of a Process Chart (or, Preview of Operation Analysis)  Review and question each of these:  purpose of operation  design of part  tolerances and specifications  material  manufacturing sequence & processes  setup and tools  material handling  plant layout  work design Flow Process Chart  Close-up, detailed view of a component or system  Good for identifying non-productive periods (delays, storage, travel)  Two uses:  Tracking materials  Tracking worker Flow Process Chart Flow Process Chart Review  Question all elements that add time to operation, especially:  material handling  plant and workstation layout  all delays  all storage times Charting Symbols Abbreviated Gilbreth symbols: Operation performed Movement of workers, materials, or paperwork. Filing, storage, or any form of movement delay. Inspection for quality or quantity. Charting Symbols ASME symbols:  Flow Process Chart for Copying Job Flow Diagram  Mark travel of parts and people on existing plant layout drawings  Shows back tracking and traffic congestion; determine travel distances  Facilitates development of ideal layout Flow Diagram Worker and Machine Process Chart  Construct to visually examine one operator and the machine(s) he/she tends.  Shows (mis)match between worker’s and machine’s work cycles.  Shows division of labor between operator and machine(s).  Shows active and idle time periods for operator and for machine(s).  Worker and machine process chart for milling machine operation Gang Process Chart  To visually assess work cycles of a machine and its several operators.  Goal is to achieve appropriate balance between machine idle time and operators’ idle time, as well as balance of work among operators. End of Lecture