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WORK MEASUREMENT
A 2-Week Course
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COURSE OBJECTIVES
• To understand the theory & practice of
work measurement
• To understand the need to measure
work
• To become a qualified practitioner in
process analysis by Time Study
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WORK STUDY
The systematic examination of
activities in order to improve
the effective use of human and
other material resources
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WORK STUDY
METHOD STUDY
WORK MEASUREMENT
To improve methods of
production
To assess human
effectiveness
Resulting in more
effective use of staff,
material, equipment
Improving planning &
control, resource
planning, labour costing
HIGHER PRODUCTIVITY
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MEASUREMENT TO
MANAGE CHANGE
• Without measurement, the executive works in the dark.
• He has no basis for comparison or control.
• He has no way of knowing his organisations
– capacity
– efficiency
– economy
– relative accomplishment
- HIS DECISIONS ARE GUESSES
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Purpose of
Work Measurement
To establish a standard time for a task or
process
To identify, quantify, and help reduce or
eliminate unproductive times
To provide data to assist in the control of the
business
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WORK MEASUREMENT
The application of techniques
designed to establish the time for
a qualified worker to carry out a
task at a defined rate of working.
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OBSERVED TIME
The time spent on an element or
other activity as shown on a
watch or other instrument.
The Observed Time is therefore
how long it “Did Take” a worker
to carry out a task.
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BASIC TIME
The time for carrying out an element of
work or an operation at a standard rating.
The Basic Time is the Observed Time
adjusted by the pace at which the worker
performed the task.
This therefore gives a “Should Take” time.
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RELAXATION ALLOWANCE
An addition to the basic time:
– to afford relief to the qualified worker from the physical
and mental effort of carrying out specified tasks under
specified conditions at standard performance
– to allow attention to personal needs
The additional time will depend upon the nature of the
work and may be spent away from the workplace under
management direction.
Relief from fatigue can also take place during
unoccupied time or recovery period.
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CONTINGENCY ALLOWANCE
Time included in a standard time to cover:
– specified and legitimate work activities
– legitimate, expected, and unavoidable interruptions and
delays
when it is impractical to treat such activities / delays as
occasional elements.
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STANDARD TIME
The total time in which a task or a group of
related tasks should be completed at
standard performance, i.e. Basic Time plus
Relaxation Allowance and any other
appropriate allowances.
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UNPRODUCTIVE TIME
- Labour Orientated
Absenteeism
Lateness
Inactivity
Sub - standard work
Accidents
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UNPRODUCTIVE TIME
- Management Orientated
Excessive Product Variety
Lack of Standardisation
Design Changes
Bad Planning of Work
Lack of Material
Breakdowns
Equipment in Bad Condition
Accidents
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WORK MEASUREMENT
Techniques
Time Study
PMTS
Estimating / Work Logging
Activity Sampling
Synthesis
Production Study
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PACE RATING
The numerical value or symbol
used to denote a rate of working.
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TO RATE
• To assess the workers pace of work relative to the
observers concept of rating corresponding to
standard pace.
• The observer may take into account, separately or
in combination, one or more factors necessary to
the carrying out of the task, e.g.
– speed of movement
– effort
– dexterity
– continuity
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International Labour Office (ILO)
British Standards Institute (BSI)
PACE RATING SCALE
A linear scale in which the figure
100 is equivalent to standard rating.
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STANDARD RATING
The rate at which qualified workers will work
provided that:
they adhere to the specified method
and are
– suited to the work
– accustomed to the task
– motivated
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STANDARD RATING (100)
A brisk, business - like performance, as of
an average qualified worker suitably
motivated; necessary standard of quality
and accuracy achieved with confidence.
WALKING SPEED 4 MPH
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75 RATING
Steady, deliberate and unhurried
performance as of a worker not motivated
but under proper supervision;
looks slow, but time not being intentionally
wasted while under observation.
WALKING SPEED 3 MPH
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125 RATING
Very fast; operative exhibits a high degree
of assurance, dexterity, and co-ordination
of movement, well above that of an
average trained worker.
WALKING SPEED 5 MPH
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50 RATING
Very slow; clumsy, fumbling
movements; operative appears half
asleep, with no interest in the job.
WALKING SPEED 2 MPH
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BRITISH STANDARD PACE
RATING SCALE RANGE
Rating on the British Standard Rating
Scale is carried out in 5 point blocks:
MPH
BSI
MPH
BSI
MPH
BSI
MPH
BSI
6.0
150
4.8
120
3.8
95
2.8
70
5.8
145
4.6
115
3.6
90
2.6
65
5.6
140
4.4
110
3.4
85
2.4
60
5.4
135
4.2
105
3.2
80
2.2
55
5.2
130
4.0
100
3.0
75
2.0
50
5.0
125
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PACE RATING - Variations
Consistently loose
-
too high
Consistently tight
-
too low
Flat Profile
- loose at the low end and tight
at the high end
Steep Profile - tight at the low end and loose
at the high end
Inconsistent - a mixture of the above
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RATING SCALES
USA
BRITISH
EUROPE
SPEED
100 - 133
0 - 100
60 - 80
MPH
67
50
40
2
100
75
60
3
133
100
80
4
167
125
100
5
200
150
120
6
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WORK MEASUREMENT
BASIC PROCEDURE
 SELECT
- the work to be studied
 RECORD
- all relevant data, methods, layout, material, etc.
 MEASURE - elements over a representative no. of cycles
 EXAMINE
- for ineffective time, foreign elements, and produce basic
time values
 COMPILE
- the Standard Time by including appropriate allowances
 DEFINE
- the method for which a time has been allowed
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TIME STUDY
A work measurement technique designed to:
establish the time for a qualified worker
to carry out specified tasks under specified conditions
at a defined rate of working
recorded by direct observation of:
– the element times, using a time measuring device
– and the ratings for the individual elements
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WORK CYCLE
- the sequence of elements
required to perform a task
and / or yield a unit of production
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ELEMENT
- a distinct part of a specified
task selected for convenience of -
 observation
 measurement
 analysis
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BREAKPOINT
– a convenient and easily recognisable point
when one element ends and the next begins
– they may be visual, audio, or both
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TYPES OF ELEMENT
 REPETITIVE
- occur in each cycle
 OCCASIONAL
- may occur at regular / irregular intervals.
 CONSTANT
- identical in specification and basic time
 VARIABLE
- time varies due to some characteristic of the
process or product
 MANUAL
- carried out by the worker
 MACHINE
- automatically done by machine or process
 FOREIGN
- not a necessary part of the process
 GOVERNING
- takes longer than another element being carried
out at the same time
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CLASSIFICATION OF ELEMENTS
MANUAL
REPETITIVE
CONSTANT
MACHINE
OCCASIONAL
VARIABLE
FOREIGN
GOVERNING
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TASK: CLEANING METAL WIDGETS
SEQUENCE: A/B/C/A/B/C/A/B/C/X/A/B/C/Y/A
 ELEMENT A - holding emery cloth in right hand, p/u 1 widget in left hand
 ELEMENT B - inspect widget for burrs
 ELEMENT C - clean with cloth & aside widget
 ELEMENT X - replace worn emery cloth
 ELEMENT Y - count widgets awaiting cleaning
 CONSTANT
- A & B (no change in work content)
 VARIABLE
- C (work content varies with no. of burrs)
 REPETITIVE
- A,B,&C (occur in each cycle)
 OCCASIONAL
- X (only done when necessary)
 FOREIGN
- Y (not a necessary part of the task)
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RELAXATION ALLOWANCE
An addition to the basic time:
– to afford relief to the qualified worker from the physical
and mental effort of carrying out specified tasks under
specified conditions at standard performance
– to allow attention to personal needs
The additional time will depend upon the nature of the
work and may be spent away from the workplace under
management direction.
Relief from fatigue can also take place during
unoccupied time or recovery period.
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REST ALLOWANCE VALUES
An example of a system of percentages to be added to the basic time values
Constant Allowances
Weightlifting or Use of Force
Personal Needs
5%
Basic Fatigue
4%
(lifting, pulling, or pushing)
(Kg.)
Standing Allowance
2%
Abnormal Position
Slightly awkward
0%
Awkward (bending)
2%
Very awkward
(lying, stretching up)
7%
(Kg.)
2.5
0%
20.0
10%
5.0
1%
22.5
12%
7.5
2%
25.0
14%
10.0
3%
30.0
19%
12.5
4%
40.0
33%
15.0
6%
50.0
58%
17.5
8%
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REST ALLOWANCE VALUES
An example of a system of percentages to be added to the basic time values (cont.)
Light Conditions
Slightly below
Visual Strain
0%
recommended value
Well below
2%
Quite inadequate
5%
Fairly fine work
0%
Fine or exacting
2%
Very fine or exacting
5%
Aural Strain
Air Conditions
Continuous
0%
Well ventilated / fresh air
0%
Intermittent, loud
2%
Badly ventilated, but not
5%
Intermittent, very loud,
5%
toxic or injurious fumes
high - pitched, loud
Work close to furnaces, etc. 5-15%
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REST ALLOWANCE VALUES
An example of a system of percentages to be added to the basic time values (cont.)
Mental Strain
Fairly Complex Process
0%
Complex or wide span of attention
4%
Very complex
8%
Monotony - Mental
Monotony - Physical
Low
0%
Rather tedious
0%
Medium
1%
Tedious
1%
High
4%
Very tedious
4%
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CONTINGENCY ALLOWANCE
Time included in a standard time to cover:
– specified and legitimate work activities
– legitimate, expected, and unavoidable interruptions and
delays
when it is impractical to treat such activities / delays as
occasional elements.
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ALLOWANCES
CONTINGENCY
UNOCC. TIME
INTERFER.
LEARNER
CHANGEOVER
XS WORK
COMPULSORY
POLICY
DELAY
WORK
MATERIAL
REST ALL.
Personal needs
and fatigue
ADDITIONAL (TEMP.)
METHOD
INCLUSIVE
OPTIONAL (IF JUSTIFIED)
STANDARD TIME
ALLOWED TIME
NB:
(1) The above allowances, if applicable, must be added to the basic time when this has been calculated or derived.
(2) In addition to the above, a daily allowance may be awarded for necessary tasks carried out at the start or end of work periods, for example. This allowance is
not directly related to the quantity of work to be carried, and is defined in time units, not as a percentage of the basic time.
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ACTIVITY SAMPLING
A work study technique in which:
snap observations are made over a period of time
of one or a group of workers and / or machines and / or
processes
each observation recording what is happening
AT THAT INSTANT!!!
The percentage of observations recorded for a
particular activity is a measure of the percentage of
time that activity or delay occurs.
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ACTIVITY SAMPLING
- INITIAL STEPS
 Define the situation
- multi - man / machine / process
 Consultation
- Managers / Supervisors / Staff + Reps
- range of activities (& delays) / workers
- timescale / accuracy level / observers
 Study Sheet
- to cover the range of activities / workers
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ACTIVITY SAMPLING
- PILOT STUDY
 A preliminary study of 100 - 200 observations, for example.
 It provides the following information:
• a test of the study sheet
- range of activities / delays
- staff members proposed for inclusion
• familiarisation of studying procedure with the staff and
new observers
• ease of identification of activities by observer
• the average time to complete a round of observations
• an approximate value of the activity levels
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ACTIVITY SAMPLING
- CALCULATING THE RESULTS
 The percentage of each activity is carried out using the following
equation:
% Activity
= No of Observations of that Activity
Total No of Observations
X
100
 The calculated activities from a preliminary study may be sufficient to
identify the most common activities, and possibly as important, the
most common causes of delay, waste, and downtime.
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ACTIVITY SAMPLING
- ACCURACY LEVELS
 It is possible to calculate the accuracy level of each calculated activity
percentage by this equation:
L =
+
2 X P X (100 - P)
N
where:
- L = accuracy level %
- P = activity %
- N = total number of observations for the sampling exercise
 This calculation should be carried out to test whether the sample
carried out was accurate enough to distinguish between close levels of
activity.
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ACTIVITY SAMPLING
- IMPROVING ACCURACY
 During preliminary discussions, the level of accuracy required from the
study should be agreed with the management.
 For an in - depth study, typical accuracy levels are in the range 1 - 3 %.
 Increasing the accuracy will require an increased number of
observations.
 The number of observations required for a target accuracy level can be
calculated by the equation:
N = 4 X P X (100 – P)
L²
where:
- L = agreed accuracy level %
- P = highest activity % from the Pilot Study
- N = total number of observations required
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ACTIVITY SAMPLING
- STEPS TO THE MAIN STUDY
 From the knowledge of the time per round, and the number
of observations required, calculate the no. of days study
 Plan the days to be studied - continuous or selected
periods
 Decide on the study times
- random from tables of random numbers
- fixed interval, e.g. every 10 min.
 Amend design of study sheets if necessary
 Number observation workstations
 Final check with any other observers
- remind them that they should record what they see at
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that instant
ACTIVITY SAMPLING
- MAIN STUDY
 Carry out the no. of observations calculated from the results
of the Pilot Study (do not include Pilot observations)
 Check the value of the highest level of activity
- if it changes, recalculate the no. of observations required
- arrange more sampling times, from random nos if necessary
 When the observations have been completed:
- calculate each percentage activity or delay
- calculate accuracy of the highest activity %
(preferably all activities / delays)
by the same processes as for the Pilot Study
 Report the results to Management
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ACTIVITY SAMPLING
- CALCULATING PROCESS TIMES
If the number of items produced from each activity is
monitored during the observation period
it is possible to calculate process times.
For example, if the period of observation was 400 man hours, we may discover that a certain activity
accounted for 25% of the time = 100 man - hours.
If 1000 units were produced, the time value per unit will
be 100 / 1000 hours, i.e. 0.1 hours or 6 minutes.
The problem with this time is that it is only an observed
time, and does not take into account the pace of the
operators carrying out the activity.
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RATED ACTIVITY SAMPLING
The best method of deriving more meaningful process
times is to carry out a Rated Activity Sampling exercise.
The additional feature is that the observer assesses the
rating of the operator when an activity is observed.
The total of the rating figures for each activity is then
divided by the no. of observations for that activity,
resulting in the average rating.
By applying the rating to the observed time, the basic
time can then be calculated.
Inclusion of the relevant allowances will then produce
standard time values for as many activities for which an
output has been obtained.
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RATED ACTIVITY SAMPLING
- FIXED INTERVAL
The method of calculating standard time values
previously described is applicable to all Activity Sampling
exercises.
However, if the sampling is carried out at fixed intervals
(e.g. every 10 minutes) the calculation becomes simpler.
The equation to be used for each activity is as follows:
Basic Time
=
Total Rating
100
x
Sampling Interval
Output
The relevant allowances should then be added to
calculate the standard time value.
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ACTIVITY SAMPLING
- SUMMARY OF APPLICATIONS
 To determine the level of productive work.
 To calculate the highest level of activity, for further study.
 To quantify waste, downtime, and other non - productive
time.
By carrying out a Rated Activity Sample:
 To assess the overall work rate, and that for each activity
 To calculate standard time values for a range of activities
 To calculate other information to add accuracy to these
time values
- contingency allowance, for example
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PREDETERMINED MOTION
TIME SYSTEMS (PMTS)
A work measurement technique based on:
– tables of time data at defined rates of working for
classified human movements and mental activities
– times for an operation or task derived using precise
conventions
– each PMTS system has its own set of conventions
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DEVELOPMENT OF PMTS
 Segur (1924) - Motion Time Analysis
– academic approach
– Segur’s Law
- “Time for a basic motion carried out by an
expert is constant”
 Maynard / Stegmerten / Schwab (1948)
– Methods Time Measurement
– frame by frame analysis of films of a wide variety of tasks
– “levelled” to take account of operator performance
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PMTS ANALYSIS METHOD
1 Obtain details of procedure
2 Check that the method is correct
3 Break down the method to the appropriate analysis
level (PMTS - 1, -2, -X, etc.)
4 Match the relevant code to each step of the process
5 Obtain the time value for each code (usually in tmu’s,
2000 tmu = 1 minute)
6 Total the time values to calculate the basic time for the
whole process
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SELECTING THE PMTS LEVEL
Selection of the relevant PMTS level may be
based on the following factors:
– the company practice
– the qualifications of the analyst
– the process
– the required accuracy level
– the time allowed for analysis
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DIFFERING PMTS LEVELS
Level
• PMTS - 1
Process Type
Very short, highly repetitive, cycle tasks (< 0.5 min.)
• PMTS - 2
Short cycle tasks (0.5 - 15 min.)
• Higher levels
(PMTS - X, PADS, UAS)
Medium length cycles (>3 min.)
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PMTS ANALYSIS - EXAMPLE
FILE DOCUMENT IN RING FILE, (analysed by PADS)
Stand
SOS
103
Walk to Filing area
5S
90
Find File
RF
42
Obtain File
FOR
58
Return to Desk
5S
90
Open File Cover
FOC
50
Find Section
5HF
65
Open Rings
FRI
23
Place Document over Rings
FPR
52
Close Rings
FRI
23
Close Cover
FOC
50
Pick up File
OD2
44
Walk to Filing area
5S
90
Replace File
FRR
78
Return to Desk
5S
90
Sit
SOS
103
TOTAL BASIC TIME (tmu)
1051
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ADVANTAGES OF PMTS
 Standard time values are universal in character
 They are therefore capable of application in a variety of
environments, providing that the method is the same
 Attention is focused on the method before the analysis is
developed
 The analysed time value is a basic time, hence there is no
need for the analyst to rate the operator
 There is no need to observe the operator carrying out the
task
 The process therefore does not need to be in operation it can be visualised for forecasting purposes
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LIMITATIONS OF PMTS
 It does not cover machine cycle time or process
controlled time
 It does not cover elements requiring highly controlled
actions (e.g. sign - writing, moving a full container of
liquid)
 There are limitations in the handling of weight or use of
force
 Extra training is necessary before the analyst can apply
the technique
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USES OF PMTS
 as an accepted method of producing standard time values
 to check time values from other techniques
 to determine the best method, desk / bench layout, and
workplace layout before a new product undergoes
production
 as an aid for projecting manning levels, process costs, and
turnaround times for potential new products
 to determine proposed process times for project planning
 as a foundation for the development of standard synthetic
data
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SYNTHESIS
A work measurement technique for:
building up the time for a task or part of a task
at a defined rate of working
from previously established elemental times
obtained from other analysis techniques
such as Time Study, PMTS, Estimating, or Activity
Sampling
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SYNTHETIC DATA
CLASSIFICATION OF DATA
 Lower level analyses are classified to make up the
“element” level
 Elements are then combined to calculate time values
at the “task” level
 Tasks are then combined to produce time values at
the “job” level
NB commercial systems use a variety of titles for the
different levels of data storage
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SYNTHETIC DATA
ADVANTAGES
 Synthetic times are often more reliable as they are
based on a large number of studies
 The standard time can be calculated very quickly and
accurately
 New analyses can be added to increase the range of
the standard data
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SYNTHETIC DATA
LIMITATIONS
 Standard data can only be used for the applicable
method
 Method changes and frequency changes must be
notified, and data modified quickly
 Frequent changes require frequent updating
 Introduction of new technology, equipment, and
machinery will also require rapid data updating
 It can be a costly exercise if a high degree of
accuracy is required
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SYNTHETIC DATA
USES
 Cost estimating and tendering
 Strategic / operational resource planning
 Capacity forecasting during peaks and troughs
 Rapid production planning and control
 Performance management
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ESTIMATING
Estimating is defined as:
Assessment of the time required to carry out work
based on knowledge and experience of similar types of
work.
It is usually the fastest, but the least accurate work
measurement technique.
It is usually applied to situations where:
– an approximate value is required for forward planning
and / or competitive tendering (e.g. project work)
– the task does not make a major contribution to the
overall workload
– no other work measurement technique can be applied
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ESTIMATING
Estimating techniques are divided into 3 types:
 ANALYTICAL ESTIMATING
 COMPARATIVE ESTIMATING
 CATEGORY ESTIMATING
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ANALYTICAL ESTIMATING
Analytical Estimating is defined as:
A development of estimating
in which the time required to perform each constituent
part of a task at a defined rate of working
is estimated from
– knowledge,
– practical experience of the task,
– synthetic data.
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ANALYTICAL ESTIMATING
The trained Analytical Estimator applies 3 principles:
– an appreciation of the time required for a number of
simple industrial jobs
– an understanding of standard rating
– detailed knowledge of the task in question
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MAKING AN ANALYTICAL ESTIMATION
Get procedure details
Get details of materials, safety factors,
abnormal conditions, etc.
Agree best practice
Obtain
element
time
Apply Synthetic
Data
Break into elements
Estimate
Calculate Basic Time
Apply Allowances to derive SMV
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Apply work measurement
technique
COMPARATIVE ESTIMATING
Comparative Estimating is defined as:
Evaluation of the time for a task
by comparing the work with a series of similar tasks
that have been accurately analysed (benchmarks)
and slotted into broad bands of time.
The average time across the band is known as the band
value.
This value is ascribed to an unknown task, once it has
been slotted into the appropriate band.
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CATEGORY ESTIMATING
Category Estimating is a statistically - based technique
which is defined as:
Evaluation of the time for a task
by allocating the task to the most appropriate band in a
present range of time bands
using experience of the work
and without having recourse to specified benchmarks.
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CATEGORY ESTIMATING
SETTING UP THE CATEGORY TIME SCALE
 Set up Job Request scheme, and issue cards to
operators to record actual time for a representative
sample of jobs
 Carry out Rated Activity Sampling Exercise during Job
Request Scheme period
 Subject the distribution of process times to statistical
analysis
 Derive the time categories from the analysis
(typically 5-7)
 Apply the average rating from the RAS to derive the
Estimator’s Scale of job times for each category
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CATEGORY ESTIMATING
NEW JOBS
 Obtain basic details of the new job
 Select the most suitable category applicable to the new
job
 Issue the category mid - point value as the proposed
job time
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PRODUCTION STUDY
A Production Study is
a continuous study of relatively lengthy duration
often extending over a period of one or more working
days / shifts
taken with the objective of:
– checking an existing standard time value
– checking the constituent parts of the analysis
– or obtaining other information affecting the rate of
output or performance
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PRODUCTION STUDY
IS IT NECESSARY?
Before proposing that a Production Study be carried
out:
– Check the analysis calculation
– Check that the element frequencies are the same as
those included in the analysis
– Check that the method has not been changed
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PRODUCTION STUDY
PRELIMINARIES
1 Consult with Managers and Supervisors
2 Request the availability of a suitable operator for study
3 Request that the operator has sufficient work for the
processes to be studied during the study period
4 Arrange suitable times / dates
5 Prepare a suitable study sheet
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PRODUCTION STUDY
PROCEDURE
1 Arrive before agreed start time, and start stopwatch at an
external time reference (the clock on the wall!)
2 At the start time, record TEBS
3 Record all instances of productive work
4 Record all interruptions to productive work and their cause
5 Record break start / finish times, and duration of meal breaks
6 Record absences from workplace and their reason
7 Record extra non - productive work tasks
8 At end of work period, stop watch at the external time
reference, and record TEAS.
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PRODUCTION STUDY
RECORDING THE TIMES
 Productive Work Processes
- rate during the activity
- record the time elapsed at the end of the activity
 Other Work
- rate during the activity
- record the time elapsed at the end of the activity
 Delays / Absences / Interruptions
- record the time elapsed
NB Arrange for the output from the productive work
processes to be monitored
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PRODUCTION STUDY
CHECKING THE ACCURACY OF THE ISSUED PROCESS TIME
 Calculate basic times from all instances of observed
time and rating
 Calculate the basic time per unit from the output
 Add allowances to calculate standard time
 Compare to issued time value
IF WITHIN + 5%, THERE IS NO CASE FOR ANOTHER ANALYSIS
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PRODUCTION STUDY
NON - PRODUCTIVE TIME
Divide the instances of non - productive time into categories
 Operator - Controlled
- Lateness
- Extending break times
- Not working, including chatting to other workers
- Low work rate
- Rework - correction of errors caused by the operator
 Non - Operator Controlled
- Machine Breakdown
- Waiting for Work
- Seeking Instructions from Supervisor
- Other Supervisor Instructions
- Correction of errors caused by another operator
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PRODUCTION STUDY
PURPOSES
 To prove accuracy of work values
- Detection of errors in compilation
- Safeguarding against loose standards
- Variations in quality
- Variations in values
 To demonstrate fairness of standards
- Inspire confidence
- Production record for future reference
 To initiate a new system
- To ensure new functions are known
- Familiarisation with new product
 Special Purposes
- To determine interference allowance & check other allowances
- To determine fault frequency
- To establish cause of significant performance changes
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WORK SPECIFICATION
A Work Specification is a document defining:
– details of a task or operation
– how it is to be performed
– details of machinery, tools and appliances to be used
– duties and responsibilities of the operator
The standard time or allowed time assigned to the task
is normally included
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WORK SPECIFICATION DETAILS
 Product title, ref. no., specification
 Plant / machine details - make / size / type
- speed feed
- jigs / tools / fixtures
 Operation no. and general description of work covered
 Quality Standards
- grade / finish / tolerances
- checking procedure / frequency
 Duties and responsibilities of the operator
 Staffing - direct / indirect / part - time help by inspectors / supervisors
 Procedural details - repetitive & occasional elements, set up / shut down
 Details of Time Standards
 Clerical procedures e.g. recording of output / waiting time
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USES OF STANDARD TIMES
Management
Information
Delivery Forecasting
Labour Rates
Purchasing
Material
Requirements
Sales
for Planning / Control
Costing
Resource Planning / Balancing
Material
Production
Preparation
Packing
Storage /
Despatch
Staff Payment
Accounts
Bonus / Performance
Cash Flow
Calculation
Human Resources
Labour / Skills
Requirements
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Requirements
USES OF STANDARD TIMES
- PRODUCTIVITY / PERFORMANCE
One of the main uses of standard time values is the monitoring of
performance. This title has a variety of aliases, such as productivity,
effectiveness, utilisation.
The basic equation for productivity calculation is:
PRODUCTIVITY = OUTPUT X 100
INPUT
Strictly, the figure is a rating value and should be expressed as a BS
number. It is often the practice to quote the figure as a percentage.
The standard time value can be used in this equation as follows:
PRODUCTIVITY = No of Units X Std Time per unit X 100
Attendance Time
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USES OF STANDARD TIMES
- RESOURCE PLANNING
Another of the main uses of standard time values is the calculation of
resources required for the following reasons:
 Forward Planning of Staffing Requirements
 Staffing for Weekly / Monthly / Seasonal Volume Variations
 Machinery / Space Requirements
 Resource Planning for Different Stages of a Project
The basic equation for calculation of staffing levels is
Staff Reqd
=
Volume X Process Time X 100
Period X Performance Expected
If the volume is an annual volume, and the standard process time is
defined in minutes, the period will be a year in minutes attended by
one full - time employee.
The result of the calculation will be the staff number required in Full Time Equivalents (FTE’s) achieving the performance expected.
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USES OF STANDARD TIMES
- PROCESS LABOUR COSTING
The standard time value can be a valuable aid to standard costing
models within organisations.
It can be used as a basis for calculating the expected unit labour cost
by the following equation:
Labour Cost
=
Hourly Pay Rate X Process Time
60
This value can contribute to the total product cost, once other cost
factors have been added (material, machinery running, overheads,
etc.).
The overall unit cost can then be set as a break - even figure to be
recovered as part of product pricing policy.
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PLANNING MEASUREMENT
STUDIES
When planning to carry out work measurement analysis
for a range of processes in a work area, the following
factors should be considered:
 The nature of the process to be analysed
 The time allowed for the analysis program
 The accuracy required
 The skill level of the analyst
The Harry Mitchell College
Short cycles > 0.5 min.
PMTS LEVEL 1
Manual Work Only - no machines
(150 - 1 to 350 - 1)
Single Operator Tasks
Short to Medium cycles
PMTS LEVEL 2
Manual Work Only - no machines
(0.5 - 3 min.)
(70 - 1 to 150 - 1)
Single Operator Tasks
Cycles 2 - 15 min
Long cycles (15 min.)
TIME STUDY
Single Operator Tasks
(22 - 1 TO 100 - 1)
Manual / machine Elements
RATED ACT. SAMPLING
Multi-Operator Tasks
(8 - 1 TO 80 - 1)
Manual / machine
Elements
ESTIMATING
Long cycles
(0.4 - 1 TO 3 - 1)
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Infrequent Non cyclical tasks