Productivity and Work Study PDF

MODULE 10 PRODUCTIVITY AND WORK STUDY 10.1 Productivity – defined as the ratio between output and input. Industrial Productivity is the arithmetic ration between work produced and total resources used. Building Productivity is measured value of construction, divid...

MODULE 10 PRODUCTIVITY AND WORK STUDY 10.1 Productivity – defined as the ratio between output and input. Industrial Productivity is the arithmetic ration between work produced and total resources used. Building Productivity is measured value of construction, divided by the total cost of labour, plant and materials. Only higher productivity can enable the construction companies to provide houses and roads required and assist in meeting the ever-increasing competition, and will improve the working condition of the operatives. Higher productivity means that more is produced with the same expenditure of resources, and the same amount is produced at less cost, but good human relations are essential in order to obtain the goodwill and co-operation of the workers/employees. HOW ARE WE GOING TO TRY TO IMPROVE THE PRODUCTIVITY? 1. Planning, Organizing, Leading and Controlling 2. Financial incentive schemes 3. Inform workers – higher product does not lead to redundancy 4. Payment by results (Piece Work) 5. Profit sharing 6. Co-partnership 7. Good design, specs and standardisation 8. Correct methods 9. Safe working conditions 1  10. Strict discipline 11. Good, comfortable working conditions IN ORDER TO TACKLE PROBLEMS OF UNECESSARY WORK AND INEFFECTIVE TIME, CERTAIN MANAGEMENT TECHNIQUES HAVE EVOLVED TIME AND MOTION STUDY – WORK STUDY. 10.2 Work Study- embraces the parallel techniques of both method study and work measurement which by a systematic procedure of investigation and improvement, endeavour to obtain the best possible use of human and material resources. Work-study enables good results to be archived by eliminating wasted effort and time setting and setting proper standards of performance. THE APPLICATION OF WORK STUDY – see fig.10.1 2  Fig:10.1 THE APPLICATION OF WORK STUDY WORK STUDY METHOD STUDY WORK MEASUREMENT To improve methods of production by: To provide the basis for comparison by:  Calculating labour performance  Better site layouts  Calculating plant performance  Improved equipment  Applying cost to expected  Better construction performance  Easier handling techniques  Enabling effective programming  Better working conditions  Establishing control indices OPERATIONS SYSTEM To match methods and time To produce better work systems APPLIED TO RESOURCES MATERIALS PLANT AND EQUIPMENT LABOUR PROCUREMENT PROCUREMENT SELECTION CONTROL MAINTENANCE AND REPAIR TRAINING HANDLING AND OPERATION AND DEPLOYMENT AND INCORPORATION UTILIZATION PERFORMANCE ENABLES MANAGEMENT TO EVALUATE, AND ESTIMATE, PLAN, COMMAND AND CO-ORDINATE, CONTROL AND MOTIVATE FOR HIGHER PRODUCTIVITY. 3 10.3 METHOD STUDY The aim of method study is to examine the ways of doing work in order to develop easier and more effective methods of production. Any method study involves six distinct stages which may be remembered by the mnemonic sredim which indicates the stages and sequence to be followed. The basic procedure is the dame for every investigation and strict adherence to this is essential for success. 1) Select the work to be studied 2. Record the observed facts of the present or proposed method 3. Examine the facts critically to determine their time purpose and seek possible alternatives. 4. Develop the most practical, economical and efficient method with due regard to all relevant circumstances. 5. Install the improved method as standard practise 6. Maintain the new method by regular inspections. These stages are further explained in fig. 10.2 4 FIG. 10.2 METHOD STUDY FOR SITE PRODUCTION METHOD STUDY The operation to be studied by considering these factors SELECT  Economic  Technical  Human RECORD The existing process or method using  Flow process charts  Flow diagrams  Models  Photographic techniques The recorded process or method by  Challenging purpose what EXAMINE  Combining place where  Changing sequence how  Eliminating person who  Simplifying plant when  Re-arranging materials why The best method or process under the prevailing circumstances. DEVELOP Defining the procedure, layout, materials, plant, quality, standards, check lists and protective equip. The improved method or process by arranging, training, INSTALL introducing, planning, programming, persuading and implementing. The installed method or process by checks at regular and MAINTAIN irregular intervals to ensure the new method is working and to observe for further improvements HIGHER PRODUCTIVITY 5 10.3.1 SELECTION The first choice should be the job most likely to affect the overall productivity of the total enterprise. Factors to be considered may be economic, technical or human. Economic considerations include ‘bottlenecks’ which are holding up other activities, e.g. formwork over openings is holding up bricklayers, or the transport of material over long distances such as bulk excavation with long hauls, or operations involving repetitive work. Technical considerations involve developments of equipment and other forms of instances and should be solved upon the advice of specialists. The human factor is the most difficult to assess, but studies likely to lead to unrest, no matter how promising other points of view, should be left alone. Therefore the operations selected for study should be the most unpopular in terms of safety, conditions and rewards. If these can be improved then the study of other operations will be more acceptable. 10.3.2 RECORDING In order to make a comparison between the old and the new procedure, a factual record of the activities involved is necessary. The record may take form of: - A chart for process and time sequence - Diagrams - Photographic techniques] - Models 6 Standard symbols have been developed to represent the various types of activity in a procedure or process, as advocated by the American Society of Mechanical Engineers. Many other symbols may be developed for use in the construction industry where unique practises may require greater classification. SYMBOL ACTIVITY OPERATION INSPECTION TRANSPORT STORAGE DELAY FIG 10.3 METHOD STUDY SYMBOLS 10.3.2.1 Outline Process Chart/Operation Process Chart Show the operations and inspections involved as well as the points at which materials are introduced. They are very useful at the initial stage to see whether a more detailed study is necessary. 7  FIG 10.4 OUTLINE PROCESS CHART PROCESS VOLUME: VOLUME BATCHING DATE: 21/08/1993 V\CHARGED BY: M.F.M 1. 2. 3. 4. Load six 251 Load three 251 Load one 251 Fill one 251 buckets with buckets with bucket with bucket with aggregate sand Cement water 4min w 2 men 4min w 1 man 2min w 1 man 2min w 1 man 5. Load drum of mixer 3mins 6. Mix to correct consistency 2mins 7. Discharge into 4 barrows 3mins Summary 7 operations 2 inspections 12 minutes 8 10.4.1 Flow Process Chart The flow process chart is a simple method of recording an operation. The ASME symbols are linked to show the flow of the man or material. Each subject is restricted to a single chart. These charts have no relationship to time or distance. Fig 10.5 FLOW PROCESS CHART Process: Date: Investigator: Sort out harder bricks Wet bricks (occurs approx every 5th joinery) Load barrow with bricks Transport bricks position Puts barrow down and clears pathway Transports bricks to position Unload and stacks bricks on edge of pile Turns barrow Surveys the work and makes or relights cigarette Returns empty barrow Wets bricks Leaves brick pile to Switch off hosepipe Place barrow near stockpile and prepares to sort out. 9 10.5.1 Flow Diagram Flow diagrams can be drawn to show an operation over a number of floors in a building (Fig 10.6) FIG 10.6 FLOW DIAGRAM PROCESS: DATE: INVESTIGATOR: DRAWING: 10 10.6.1 String Diagrams These are used to ploy the sequence and distance of alternative routes on a scale drawing using a scale drawing of the area mounted on a board and pins with string tied to them to represent the path being followed. Different coloured string can be used to distinguish alternative paths. FIG 10.7 MOVEMENT STUDY SHEET Process; Date: Investigator: Departure Arrival Time Movement Notes 10.7.1 Examination Now the recorded facts concerning the work under investigation is examined in an ordered sequence and exhaustive manner. Each step in the process is logically and impartially challenged by means of the questioning technique, firstly to determine the basic facts and their underlying reason, and secondly to consider the advantages and disadvantages of possible alternatives and so to select the most appropriate. 11 10.8 QUESTIONAIRE TECHNIQUE 1. What? 2. Why PURPOSE is achieved Is THAT necessary PLACE is occupied THAT place SEQUENCE is followed THAT time PERSON is involved THAT person MEANS is used THAT way. 3. Could it be? 4. It should be? WHAT else WHAT WHERE else WHERE WHEN else WHEN WHO else WHO HOW else HOW 10.8.1 Development As a result of the examination the investigator will not have a comprehensive statement of the existing method together with clear indications of possible improvements and be in a position to choose the best. 10.8.2 Installation Acceptance of the proposed changes by the departmental supervisor should first be gained by discussion with the Head of the Department and then submitted to management for approval. The proposal should be in the form of a written report showing the relative costs of the two methods and expected savings, the anticipated cost of installing the new method and the administrative requirements of implementing the improved process. A written standard practise should be prepared, defining the new method for reference purposes and as an aid to operatives. Finally the co-operation of the new 12  employees concerned must be sought by explanation and the operators retained in the revised procedure. The initial running-in is a critical period requiring close supervision, tact and restraint. 10.8.3 Maintenance Once installed, it is important that the specified method should be maintained by regular routine checks, to prevent any drift from the authorised practise. Current practise must be continuously reviewed at suitable intervals to incorporate any valid amendments and suggestions, and to ensure that operating instructions remain ‘live’ documents. 10.9 WORK MEASUMENTS While method study is concerned with the manner in which the work is executed, the latter is concerned with the human effort involved. Since work measurement is likely to reveal the shortcomings of management and show up the behaviour of workmen, it is apt to meet with resistance. It must be explained that time study is a record of a particular operation, and not on any individual performance. Time study is used to evaluate and quantify the operation thereby enabling comparisons to be made. The time study procedure consists of six distinct stages which can easily be remembered by the mnemonic S T R E A M (fig 10.9). FIG 10.9 TIME STUDY SELECT The work to be measured for the following reasons: - Dissatisfaction with earnings - Failure to meet quality standards - Incentives fail to motivate 13  - Uncompetitive prices - Variable inputs - Failure to meet targets. TIME The whole operation using a stopwatch. This observed time includes any non-effective occurrence. RATE The performance of the operative using a plant system with a standard rating e.g. 10 – excellent; 8 – very good; 6 – good; 5 - standard EXTEND T he observed times for each element by using the following formula to obtain OBSERVED RATING X OBSERVED TIME BASIC TIME = STANDARD RATING ADD To the basis time allowances for the prevailing conditions and difficulty of work i.e. conditions – 10% effort, monitory – 8% to establish a standard time. MEASURE The content of the operation and set targets for production, convert standard time into units per hour or price per unit. PROVIDE INCENTIVE 14 CONTRACT: STUDY NO: OPERATION: DATE: TIME START: TIME FINISH: ELAPSED TIME OPERATIVES: OBSERVED TIME PLANT/EQUIPT: DIFFERNCE: CONDITIONS: OBSERVER: ELEMENT R W.R O.T N.T ELEMENT R W.R O.T N.I R=Rating W.R = Watch reading O.T = Observed time N.T = Normal time TIME STUDY (REPETITIVE TIMING) 15 CONTRACT: STUDY NO: OPERATION: DATE: TIME START: TIME FINISH: ELAPSED TIME OPERATIVES: OBSERVED TIME PLANT/EQUIPT: DIFFERNCE: CONDITIONS: OBSERVER: ELEMENT R W.R O.T N.T ELEMENT R W.R O.T N.I R=Rating W.R = Watch reading O.T = Observed time N.T = Normal time TIME STUDY (CONTINOUS TIMING) 16 10.10 APPLICATIONS The objective of work-study is to obtain optimum productivity from the available resources. The advantages of method study or work measurement techniques extend to every management process viz. 10.10.1 Forecasting – Accurate labour costs based upon the allowed times obtained by direct work measurement, are invaluable in estimating for tendering purposes and produce economic prices that can be relied upon when profit margins must be cut. 10.10.2 Planning – The success of contract planning depends on the accuracy of the information supplied. Flow charts and string diagrams can be used to plan site layouts. 10.10.3 Organising – The labour, plant and material requires a full consideration of all the technical, human and economic factors involved. 10.10.4 Motivating – The motivation of human behaviour is influenced by a variety of considerations: a. Desire for money b. Desire for power/promotion c. The forces of fear, uncertainty or custom d. Social relationship e. The satisfaction of self expression f. Sense of common purpose g. Desire for recognition While it must be remembered that industrial effort can be dependent on one or a combination of the preceding considerations, financial incentives can play an important role in the achievement of higher productivity. 17 A satisfactory system of incentive payments should be: 1. Fair and equitable to both employer and employee. 2. Clearly defined in order to avoid disputes. 3. Simple and inexpensive to operate 4. Readily understood so that workers can easily check The bonus 5. Quick to calculate so that operatives may know as Quickly as possible what they have earned. 6. Capable of regular weekly payments. The two types of target incentive scheme widely used in the building industry are stage or operation targets and unit rate targets. 18