Work Organization and Methods Engineering for Productivity

Cover
Work Organization and Methods Engineering for Productivity
Copyright
Contents
About the author
Preface
Acknowledgments
Useful computer software
Abbreviations
1 Introduction
	1.1 Work organization and methods engineering
	1.2 What is work study
	1.3 Work study is a tool for increasing productivity
	1.4 Work study is a tool to achieve production objective
	1.5 Work study is a penetrating tool of investigation
	1.6 Work study and productivity
	1.7 Work study is an unquestioned valuable tool for the management
	1.8 Work study is an interdepartmental function
	1.9 Inter-departmental information flow
	1.10 Management information systems
		1.10.1 Why MIS is essential for the managers?
	1.11 Why we need specialists in work study
	1.12 Psychological aspects of work study
	1.13 Conclusion
	Further reading
2 History and development of work study
	2.1 Early man is the unacknowledged pioneer in work study
	2.2 The industrial revolution
	2.3 Evolution of management thinking
	2.4 Early pioneers in management thinking - Pre-F.W. Taylor period
	2.5 Early pioneers in the development of management thinking in the 19th century
	2.6 Concepts of scientific management
	2.7 Specific aims of scientific management
	2.8 Advantages of scientific management
	2.9 Misconceptions of scientific management
	2.10 Resistance to scientific management
	2.11 Birth of industrial engineers
	2.12 Industrial engineering and operations research
	2.13 Definition of work study
	2.14 Earlier form of work study
	2.15 Work study vs. time and motion study
	2.16 Definitions of time and motion study
	2.17 Broadened concept of time and motion study
	2.18 Relationship between method study and work measurement
	2.19 Conclusion
	Further reading
3 The concepts of productivity
	3.1 Introduction
	3.2 The concept of productivity
	3.3 Some definitions of productivity
	3.4 Productivity vs. production
	3.5 The input-output concept
	3.6 Connotations of productivity
	3.7 The measure of productivity
	3.8 Other measures of productivity
	3.9 Levels of productivity measurement
	3.10 The concept of increase in productivity
	3.11 Factors that drive productivity growth
	3.12 How to increase productivity?
	3.13 Stewart’s 12 step productivity improvement strategy
	3.14 Sumant et al.’s productivity improvement techniques
	3.15 The benefits of higher productivity
	3.16 Productivity and standard of living
	3.17 Conclusion
	Further reading
4 Factors affecting productivity
	4.1 Introduction
	4.2 How ineffective methods cause low productivity
	4.3 Factors affecting the enterprise productivity
	4.4 Internal and external factors
	4.5 Hard and soft factors
	4.6 Factors effecting the productivity vs. the basic work content
	4.7 The concept of the work content of a product or an operation
	4.8 Basic work content
	4.9 Excess work content or added work content
	4.10 Excess work content added due to imperfect design and specifications
	4.11 Excess work content added due to inefficient methods and processes of manufacture
	4.12 Excess work content added due to factors within the control of the management
	4.13 Excess work content added due to factors within the control of the work-force
	4.14 Summary of the factors that add to the ineffective work content to the production
	4.15 Productivity improvement by group technology
	4.16 How industrial engineering techniques help in minimizing the excess work content and the ineffective times
	4.17 Impact of iot and AI on productivity enhancement
	4.18 Conclusion
	Further reading
5 System approach to productivity
	5.1 Development of system approach
	5.2 What is a system?
	5.3 Definition of a system
	5.4 Components of a system
		5.4.1 Input
		5.4.2 Conversion process
		5.4.3 Output
	5.5 Types of systems
	5.6 Elements of control in system approach
	5.7 Environment
	5.8 Open and closed systems
	5.9 Systems and subsystems
	5.10 Relationship between the systems and subsystems
	5.11 Combination of subsystems
	5.12 The management cube
	5.13 Planning pyramid
	5.14 Decision theory
	5.15 Problem analysis vs. decision making
	5.16 Characteristics of decision making
	5.17 Situations under which decisions are taken
	5.18 Classifications of decisions
	5.19 Different approaches to decision making
	5.20 Systematic decision making
	5.21 Information flow
	5.22 Bias in decision making
	5.23 Decision tree
	5.24 Summary of the features of management as a system
	5.25 Conclusion
	Further reading
6 Method study – select
	6.1 Introduction
	6.2 Concept of method study
	6.3 Definitions of method study
	6.4 Scope of method study
	6.5 Aims of method study
	6.6 The three levels of method study
	6.7 The basic procedure for method study
	6.8 Method study - selection of the jobs
	6.9 Factors involved in the selection of jobs for method study
	6.10 Conclusion
	Further reading
	Appendix
7 Method study – record
	7.1 Data collection
	7.2 Symbols and charts
	7.3 Tabular presentation
	7.4 Symbols
		7.4.1 Process chart symbols
		7.4.2 Some variations in the process chart symbols
		7.4.3 Therbligs
	7.5 Charts used in work study
		7.5.1 Charts indicating the process sequence
		7.5.2 Charts using a time scale
		7.5.3 Diagrams indicating movements
	7.6 Outline process charts
	7.7 Flow process chart
	7.8 Differences between the outline process chart and the flow process chart
	7.9 Two handed process charts
	7.10 SIMO charts
	7.11 Multiple activity chart
	7.12 Flow chart
	7.13 Computer process flowchart symbols
	7.14 Flow diagram
	7.15 String diagram
	7.16 Travel chart
	7.17 Cyclograph
	7.18 Chronocyclograph
	7.19 Memo motion photography
	7.20 Time-lapse camera video
	7.21 Conclusion
	Further reading
8 Examine and develop
	8.1 Significance of generating alternative solutions
	8.2 Requirements for examining and developing
	8.3 Significance of creativity in examining an operation
	8.4 Creative methodology
	8.5 The principles of creativity
		8.5.1 Divide and conquer
		8.5.2 Set quotas and deadlines for yourself
		8.5.3 Let loose your mind
		8.5.4 Blue sky thinking
		8.5.5 Two heads are better than one
		8.5.6 Question each and every detail
	8.6 Brainstorming
		8.6.1 When to use brainstorming
		8.6.2 Freewheeling vs round robin
		8.6.3 Techniques of brainstorming
	8.7 Six thinking hats
	8.8 Other continuous improvement techniques
	8.9 Primary and secondary questions
	8.10 Checklist for operation examination
	8.11 Develop
	8.12 Some quotations on change
	8.13 Conclusion
	Further reading
9 Method study - define, install and maintain
	9.1 Define
	9.2 Standard operating procedure
		9.2.1 Definitions on standard operating procedure
		9.2.2 Objectives of standard operating procedure
		9.2.3 Linking SOPs to quality
		9.2.4 Categories of SOP
		9.2.5 Benefits of SOPs
	9.3 Install
		9.3.1 The 4 steps of installing a proposed method
	9.4 Importance of training
		9.4.1 Guidelines for training of the operatives
	9.5 Maintain
	9.6 Conclusion
	Further reading
10 Methods study as a necessary tool for productivity improvement - a case study
	10.1 Introduction
	10.2 The case study
		10.2.1 Brief details of the operations
		10.2.2 Select
		10.2.3 Record
		10.2.4 Examine & develop
		10.2.5 Critical questioning
		10.2.6 Capital investment for the attachment
		10.2.7 Savings effected
		10.2.8 Define, install & maintain
	10.3 Other case studies on application of creativity
	10.4 Conclusion
	Further reading
11 Kaizen and continuous improvement
	11.1 What is kaizen’s role in productivity improvement?
	11.2 Kaizen and creativity
	11.3 Kaizen vs innovation
	11.4 Why continuous improvement?
	11.5 Significance of kaizen in continuous improvement
	11.6 How does kaizen improve productivity?
	11.7 Juran’s methodology
	11.8 Illustrations of kaizen application
	11.9 Umbrella of kaizen
	11.10 Industrial engineering principles vs kaizen principles
	11.11 Conclusion
	Further reading
12 Terminology used in Japanese management practices
	12.1 Introduction
	12.2 Some of the terminologies cited in this chapter
	12.3 History of development of japanese management practices
	12.4 Kaizen
	12.5 Quality circles
	12.6 Genchi Genbutsu
	12.7 Nemawashi
	12.8 Heijunka
	12.9 3 Mu checklists
	12.10 4M checklist
	12.11 Four wives and one husband
	12.12 CREW
	12.13 5 Management objectives of factory management
	12.14 5 Zu’s
	12.15 Poka yoke
	12.16 Andon and hanedashi
	12.17 Jidhoka
	12.18 Chaku chaku
	12.19 5S
		12.19.1 SEIRI (straighten up)
		12.19.2 SEITON (put things in order)
		12.19.3 SEISO (clean up)
		12.19.4 SEIKETSU (personnel cleanliness)
		12.19.5 SHITSUKE (discipline)
		12.19.6 Shitsuke is the foundation for 5S
		12.19.7 An easy way of remembering the 5S terms
	12.20 Six sigma
	12.21 Gemba walk
	12.22 Warusa kagen
	12.23 Single minute exchange of die
	12.24 Just in time
	12.25 Kanban
	12.26 Hoshin kanri
	12.27 Nichijo kanri
	12.28 Kata
	12.29 Total productive maintenance
	12.30 Pecha-kucha
	12.31 Dakara nani
	12.32 Kanso, shizen and shibumi
	12.33 Okya kusoma
	12.34 Conclusion
	Further reading
	Appendix
13 Principles of motion economy
	13.1 Introduction
	13.2 Basic body movements per Frank Gilbreth
	13.3 Categories of motion economy principles
		13.3.1 Principles related to the use of human body
		13.3.2 Principles related to the arrangement of the workplace
		13.3.3 Principles related to the design of tools and equipment
		13.3.4 Principles related to time conservation
	13.4 Limitations of motion economy principles of Gilbreth
	13.5 Therbligs
	13.6 Effective and ineffective classification of basic motion elements
	13.7 Objectives of therbligs
	13.8 Some definitions of therbligs
	13.9 Conclusion
	Further reading
14 Work measurement
	14.1 Introduction
	14.2 Definitions on work measurement
	14.3 Objectives of work measurement
		14.3.1 Comparison purpose
		14.3.2 Capacity assessment
		14.3.3 Estimating purpose
		14.3.4 Wage payment process
	14.4 Principal techniques for work measurement
	14.5 Stopwatch time study
	14.6 Equipment required for stopwatch time study
		14.6.1 Stopwatch
		14.6.2 Observation sheet
		14.6.3 Observation board
		14.6.4 Other equipment used
	14.7 Methods of stopwatch timing
		14.7.1 Pros and cons of the 2 methods
		14.7.2 The requirements for effective time study are
	14.8 Elemental breakdown
		14.8.1 Objectives for the elemental identification
		14.8.2 Guidelines for breaking an operation into elements
		14.8.3 Types of elements
	14.9 Number of cycles to be timed
	14.10 Performance rating
	14.11 Time study data sheet
	14.12 Operational standard times
		14.12.1 Terms used in determining the operational standard time
	14.13 Operational budgeted time
	14.14 Standard time declaration form
	14.15 Method improvement is a continuous process
	14.16 Computer software for work measurement
	14.17 Conclusion
	Further reading
15 Micro motion study
	15.1 Introduction
	15.2 Predetermined motion time standards
	15.3 Objectives of PMTS
	15.4 Advantages and limitations of PMT systems
		15.4.1 Advantages
		15.4.2 Limitations
	15.5 Categories of PMTS
	15.6 Methods-times measurement
	15.7 MTM2
	15.8 Maynard operation sequence technique (MOST)
	15.9 Benefits of MTM systems
	15.10 Time measurement unit
	15.11 Conclusion
	Further reading
16 Ergonomics and work study
	16.1 Introduction
	16.2 Aims of ergonomics
	16.3 History of ergonomics
	16.4 Definitions on ergonomics
	16.5 Operative’s posture at work
	16.6 The three major domains of ergonomics
	16.7 Man-machine system
	16.8 Ergonomic design of the work place
	16.9 Ergonomic design of machine controls
	16.10 Ergonomic design of assembly work place
	16.11 Ergonomic design of bins for picking up small components (fig. 16.5)
	16.12 Ergonomics at office work (fig. 16.6)
	16.13 Ergonomics for computer operation
	16.14 Display panels on machinery
	16.15 Management responsibility for optimal ergonomics
	16.16 Benefits of an optimized ergonomic process
	16.17 Limitations of ergonomics
	16.18 Software for ergonomics
	16.19 Conclusion
	Further reading
17 Work sampling
	17.1 Principle of work sampling
	17.2 Production study vs. work sampling
	17.3 Definitions on production study
	17.4 Objectives of production study
	17.5 What is work sampling?
	17.6 Definitions on work sampling
	17.7 Categories of work sampling
	17.8 History of work sampling
	17.9 Why work sampling?
	17.10 Characteristics of work sampling study
	17.11 Objectives of work sampling
	17.12 Procedure for work sampling
	17.13 Statistical theory behind work sampling
	17.14 Random timing
	17.15 Number of observations to be made
	17.16 Use of nomographs for determining sample size
	17.17 Advantages of work sampling
	17.18 Limitations of work sampling
	17.19 Applications of work sampling
	17.20 Performance sampling
	17.21 Computer software for work sampling
	17.22 Conclusion
	Further reading
18 Value analysis
	18.1 What is value analysis?
	18.2 Definitions of value analysis
	18.3 History of value analysis
	18.4 What is value?
	18.5 Value analysis
	18.6 Objectives of value analysis
	18.7 Typical benefits of value analysis projects
	18.8 Functions of a product as the customer sees
	18.9 Functional value of a product
	18.10 Methodology of value analysis
		18.10.1 General phase
		18.10.2 Information phase
		18.10.3 Function phase
		18.10.4 Investigation and creative phases
		18.10.5 Evaluation phase
		18.10.6 Recommendation and follow-up phases
		18.10.7 Darsiri methodology for value analysis
	18.11 Function analysis system technique (FAST)
	18.12 Case study
	18.13 Conclusion
	Further reading
		Websites
19 Material layout planning
	19.1 Introduction
	19.2 Significance of material layout planning
	19.3 Material layout planning applied to shearing operations
	19.4 Bill of materials (BOM)
	19.5 Case study for material layout planning
		19.5.1 Bill of materials
		19.5.2 The bucket production process
		19.5.3 Existing operation sequence for producing the blanks
		19.5.4 Recommended material layout and the process
			19.5.4.1 Change in the angle between the shearing edge of the power guillotine and the coil feed line
			19.5.4.2 Shearing of the fan shaped body in the recommended method (plan C of fig. 19.5)
			19.5.4.3 Shearing of the bottom circle in the recommended method (plan D of fig. 19.5)
		19.5.5 Summary of results achieved
	19.6 Conclusion
	Further reading
20 Work study on clerical operations
	20.1 Introduction
	20.2 Organization & methods
	20.3 Definition of organization and methods (O & M)
	20.4 Application of work study in office
		20.4.1 Select
		20.4.2 Record
		20.4.3 Evaluate
	20.5 Obstacles to administrative reforms
	20.6 Avoid cluttering of office desk
	20.7 Conclusion
	Further reading
21 Resistance to change
	21.1 Improvement vs resistance
	21.2 Types of changes that generally meet resistance
	21.3 Effect of worker representation on productivity
	21.4 Reasons for resistance
	21.5 Some criticisms generally encountered in the process of change
	21.6 Employee involvement strategies
	21.7 Abilities of man vs machine
	21.8 Maslow’s theory of hierarchy of basic needs
	21.9 Theory X, theory Y and theory Z
	21.10 How to successfully implement a change?
	21.11 Empowerment
	21.12 Benefits of employee involvement
	21.13 Total employee involvement
	21.14 Recognition and rewards
	21.15 Forms of recognition and rewards
	21.16 Criteria for effective recognition of employees
	21.17 Advantages of effective rewarding systems
	21.18 Case study
	21.19 Conclusion
	Further reading
22 Industrial engineer’s role as a consultant
	22.1 Who is a consultant?
	22.2 Key features of consultancy
	22.3 Why are consultants used?
	22.4 Requirements of a consultant
	22.5 Attributes of a consultant
	22.6 Qualities of consultants as per P.W. Shay
	22.7 External and internal consultants
	22.8 Consultants’ responsibility to the clients
	22.9 Sample codes of ethics
	22.10 Data vs information
	22.11 Characteristics of management information systems
	22.12 Computerization of MIS
	22.13 Report writing and work study engineer
	22.14 Basic steps of project report writing
		22.14.1 Data collection
		22.14.2 Recording and presentation of data
		22.14.3 Forms of reports submitted
		22.14.4 Tips for personal discussions
	22.15 Basic communication skills
		22.15.1 What is communication?
		22.15.2 Elements of communication
		22.15.3 Barriers of communication
	22.16 Case study - consultancy requirements of a medium scale industry of Chennai in the Indian context
	22.17 Conclusion
	Further reading
Work study syllabi from the Indian universities and professional bodies
	1 Indian Institution of Industrial Engineering for the Grad. I.E Examinations
	2 Anna University
	3 Andhra University
	4 Andhra University
	5 Jawaharlal Nehru Technological University (JNTU) Hyderabad
	6 DR. B. R. Ambedkar National University of Technology, Jalandhar
	7 National program on technology enhanced learning, - a joint initiative of Iits and Iisc
	8 Amaravathi University
	9 Rajiv Gandhi Technical University (RGTU)
	10 B.M.S. College of Engineering (Autonomous), Bengaluru-19
	11 Thiagarajar College of Engineering
Summarized syllabi – foreign universities
	King Abdulaziz University, Jeddah, Saudi, IE 341
	American University of Beirut
	North Eastern University, Boston
	City University of Hong Kong
Index
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