FACTORS CONSIDERED IN THE METHOD STUDY

Three important factors, which govern the selection process, are:

(i)

Economic considerations

(ii)

Technical considerations

(iii)

Human reactions

Economic Considerations

Economic considerations in method-study include:

Cost of study

Time loss due to investigation

Costs associated with the implementation of changes in the present methods.

The considerations for above three costs are important, as the method-study is primarily
based on the principle of economic use of resources (such as human effort, machine utilization,
material handling, efforts, etc.). Some process, though poorly planned, may not fit into the economic
viability of motion-study. An example could be processes for a product, which is unlikely to have
repeat order. On the contrary, a process in an assembly line, which is likely to be repeated for next
few years, would score better on economic viability, despite offering marginal improvements.
Features warranting need to undertake method-study

Item

Features warranting need to undertake method-study

Job

Production bottleneck

Poor design for assembly

High reject rate

High fatigue

Labor intensive job

Labor

High labor turn-over

Excessive overt-time needed

High relaxation allowance needed

Labor complaining about difficulty in handling job, machines, etc.

Order

Repetitive, long-running

Quality

High variation in quality

Unsafe working conditions

Productivity

Inefficient use of resources (man, machine, material space, etc.)

Long distance for material movement between processes

High work-in-process inventory

Lack of balance in labor-intensive team-work jobs, like assembly line

System

Poor production planning and control

No previous method-study conducted

Recurrent dispute in incentive/wage schemes

Technical Considerations

It is important to understand that requisite technical know-how must be available to suggest

improvements. In this, we must consider two areas.

Technical Considerations
Area
Skill,

competence

training

of

Purpose
and

Example

To handle the present assignment

work-study

The assembly line is running

porrly

practitioners

due

balancing.
experts

to
The

must

bad

line

work-study
have

the

expertise in individual workelement and line balancing at

the bottleneck station.
Technical
process

limitation

of

Avoid

landing

at

unworkable

alternates.

The machine tool is not cutting

at optimal condition of speed.
There is a need to devise new

No

need

to

process/machine.

invent

new

tools, but tool material is not

available in market.

Hence,

expert

advice

is

needed,

Establishing the non-availability of

otherwise abandon this item

appropriate technical expertise

from study.

Human Reactions

A lot of emphasis is needed in the selection step on understanding the human reactions to
the task undertaken. Work-study can only be implemented with active cooperation with workers and
supervisors. For this, some understanding of human reactions to work-study is needed. One need is
to handle mental and emotional blocks in the mind of worker. Proper scheme to handle resistanceto-change is needed. For this, we need to do the following:

1. Consultation, meeting with workers and union

2. Defining objectives, scope and needs

3. Proper written and oral communication with workers

4. Dispelling fears related to cut in wages, firing of workers, more efforts in work, higher target, etc.

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Flow Diagram
String Diagram
It is a scale diagram on which color threads are wrapped around pins or pegs, which are used to
indicate the paths taken by either worker or material or equipment when processing is done on
material from start to finish.

Definition (as per BS 3138)

A scale plan or model on which a thread is used to trace and measure the paths of workers,
materials or equipment during a specified sequence of events.
Amount of Details
Only the nature of movement within the work area

Application

For studying layout of the plant

Indicates backtracking in material movement, conjestion, bottleneck and over/under
utilization of shop-floor.
The pattern of material movement, as indicated by the strings, is helpful in the modification
in plant and machinery.

String Diagram

Flow Process Chart

It helps in setting out the sequence of the flow of a product or a procedure by recording all events
under review using appropriate process chart symbols. It covers symbols for operation, inspection,
storage, delay and transportation.
Types of Flow Process Charts
(i) Flow process chart for workers: Presents the process in terms of activities of the person.
Definition (as per BS 3138)
A process chart is setting out the sequence of flow of a product or a procedure by recording all
events under review using appropriate process chart-symbols. This chart gives a record of all events
associated with the worker.
Amount of Details
Operation, inspection, movement and delay associated with the workers

Application
Generally used as a principal means of recording work methods
Helps to understand the overall nature of the system being studied
Helps to eliminate flow patterns that are not suitable
Helps to allow storage space adequate to support the production rate
Helps to eliminate costly errors by analyzing the material flow
Helps to allow adequate space to avoid safety problems
Helps to locate and size aisles appropriate for product handled
Helps to avoid backtracking of the material
Helps to identify the possibility of combining operations by grouping different machines or
operations to avoid handling, storage, and delays

Helps to decide whether product flow or process flow layout of factory will be useful
Process Chart Symbol
Process charts use five common symbols for recording the nature of events. These were developed
by ASME (American Society of Mechanical Engineers) in 1947.
1. Operation

This indicates steps in a process, methods or procedure. It represents the modification or change
during an operation. Through each operation, the material, component, or service or assembly
move towards completion. Operation is thus a value added activity. Some examples are shown in
Figure 25.11
2. Inspection ?
This indicates inspection, quality audit check for quality or examining an event. Inspection is a nonvalue added activity, as it is only a verification process.
3. Transportation

This indicates movement of material, workers, equipment or place of work. This is also a non-value
added activity.
4. Delay

This indicates delay or temporary storage in-between a sequence of operations. This is a non-value
added activity like waiting.
5. Storage

This indicates planned and controlled storage of material. Storage is different from temporary
storage (in delay category) in the sense that here proper record of receipt and issue is maintained or
atleast some authorization is maintained for storage.
6. Combined Symbols

This indicates that two operations (such as inspection and operation) are perform simultaneously.
In different forms of process charts, the relevance and use of these symbols are given in the Fig.
25.10. No entry against any chart indicates that this symbol is not commonly used in that chart.
Flow Process and Process Chart Symbols

Process Chart

Predominant

Flow process chart

Symbol
O

Outline
Operation

Man type
Operation

Material type
Operation

Two handed

Result

(or operator)
Operation

Produces,
Accomplishes,
Furthers

the

process
?

Transportation

Transportation

Transportation

Travels

Inspection

Inspection

Inspection

Verifies
quantities
and/or quality

Storage

Hold

Holds,

Keeps,

Retains
?

Delay

Delay

Delay

Interferes
Delays

or

Process chart symbols and some examples

Flow Process Chart

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MOTION ECONOMY
Motion economy provides a set of well-structures guidelines for analyzing and designing (or
improving) the jobs. It encompasses a wide set of guidelines for the scientific use of human body,
tolls and work-place arrangement to increase the efficiency of the man-machine system. It also
covers the aspects for reducing work-related fatigue. Table 25.4 presents the principle of motion
economy. It is segmented into three broad areas:
(i) Principles related to the use of human body.
(ii) Principles related to the arrangement of the work-place.
(iii) Principles related to the design of tools and equipment.

Principles of motion economy: use of the workers body and design of the workplace, tools
and equipment Use of the workers body
1. Ensure to work with two hands rather than one, as it is easier and natural.
2. Ensure that the two hands should begin and complete their movements at the same time.
3. Ensure that the motion of the arms should be in opposite directions and should be made
simultaneously and symmetrically.
4. Ensure that hands and arms naturally move smoothly in arcs, and this is preferable to a straightline movement.

5. Ensure that head, arm and body movements should be confirmed to the lowest classification with
which it is possible to perform the work satisfactorily, e.g. Gilberths classification of hand
movements:

(a) fingers

(b) fingers and wrists

(c) fingers, wrists and forearms
(d) fingers, wrists, forearms and upper arms
(e) fingers, wrists, forearms, upper arms and shoulders.

6. Ensure that work should be arranged to permit natural habitual movements.

7. Ensure that movements should be continuous and smooth with no sharp changes in direction or
speed.
8. Ensure that the two hands should not, except during rest periods, be idle at the same time.
9. Ensure that, whenever possible, momentum should be employed to assist the work and,
minimized if it must be overcome by the worker.
10. Ensure that ballistic movements are faster, easier and more accurate than controlled (fixation)
movements.
11. Ensure that the need to fix and focus the eyes on an object should be minimized and, when this
is necessary, the occasions should occur as close together as possible.

Arrangement of the workplace

12. Ensure that there should be a definite and fixed position for all tools, equipment and materials.
13. Ensure that all tools, equipment and materials should be located as near as possible to the
workplace.
14. Ensure that drop deliveries of materials (and even tools and equipment) should be used
whenever possible.

15. Ensure that tools, equipment and materials should be conveniently located in order to provide
the best sequence of operations.
16. Ensure that illumination levels and brightness ratios between objects and surroundings should
be arranged to avoid visual fatigue.
17. Ensure that the height of the workplace and the seating should enable comfortable sitting or
standing during work.
18. Ensure that seating should permit a good posture and adequate coverage of the work area.
19. Ensure that the workplace should be clean and adequately ventilated and heated.
20. Ensure that noise and vibration, both local and general, should be minimized.

Design of tools and equipment

21. The hands should be relieved of all work that can be done more advantageously by a jig. a
fixture, or a foot-operated device.
22. Two or more tools should be combined wherever possible.
23. Tools and materials should be pre-positioned wherever possible.
24. Where each finger performs some specific movement, such as computer keyboard, the load
should be distributed in accordance with the inherent capacities of the fingers.
25. Handles should be designed to permit the surface of the hand to come in contact with the
handle as possible. This is particularly true when considerable force is exerted in using the handle,
for light assembly work (like, screwdriver handle) should be so shaped that it is smaller at the
bottom than at the top.
26. Levers, crossbars, and hand wheels should be located in such positions that the operator can
manipulate them with the minimum change in body position.

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Multiple Activity Chart

Man-machine chart for hole punching operation
Outline Process Chart
In records principle operations and inspection of the processes
Definition (as per BS 3138)
A process chart giving an overall picture by recording in sequence only the main operations and
inspections
Amount of Details
It shows only two principal elements:
(i) Operations, and
(ii) Inspection

Application
Used in the preliminary investigation
When operation activities are subject to frequent changes or a more detailed analysis

Outline Process Chart for Repairing a Punctured Scooter

Some Conventions in Outline Process Chart

Activity 2 and inspection 1 occurs four times, but the number used in repeat line is always
one less than the total as the first occasion is already plotted before the repeat break (Hence
the (n-1) rule)

Symbols showing duplicate operation 2

Symbol showing dismantling and re-assembly

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Procedure of Method Study

Method-study is a well established approach for 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 cost. Still, the greatest thing about this approach is
its flexibility with which it may be used in different situations. Following sequence of phases are
involved in it:

Phase 1:

DEFINE (the problem)

Phase 2:

RECORD (all facts relevant to the problem)

Phase 3:

EXAMINE (the facts critically but impartially)

Phase 4:

CONSIDER (the alternative course of actions, and solutions and deliberate on which way to
follow)

Phase 5:

IMPLEMENT (the solution)

Phase 6:

FOLLOW UP (the implementation)

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PURPOSE OF METHOD STUDY

It may be noted that method-study covers three broad areas:

1. It is a diagnostic tool (location of faults)

2. It is a remedial tool (improvement of situation)
3. It is a constructive tool (sets standard for control)

The main purpose (objective) of method-study are as follows:

1. Better utilization of manpower and other tangible resources

2. Elimination of unnecessary work
Reduction in unnecessary fatigue
3. Identification of bottleneck activities and initiative steps to minimize them
4. Improvement of processes and procedures
5. Improvement in layouts and methods of material handling
6. Improvement in working conditions
7. Improvement and simplification in design
8. Improvement and maintenance of quality
9. Improvement in the flow of production and processes
10. Economy in human effort and reduction of fatigue in work
11. Establishing the standardization in methods
12. Improvement in safety standards
13. Establishing a better physical working environment.
The objectives of method-study are achieved through:

(a)

1. Collection of facts related to work, method, machine, operators, and process

(b)

2. Critical examination of facts

(c)

3. Exploration and search for alternatives

(d)

4. Re-evaluation of alternatives

(e)

5. Development and installation of the best alternate

(f)

6. Maintenance and control of new method

Therefore, method-study involves creativity and novelty in systematic thinking. The methodstudy should at least aim for effective evaluation of ideas and creative thinking.

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SREDIM
These six phases are adopted sequentially. The procedure used in a typical method-study involves
an approach called SREDIM. The letters in SREDIM stand for a six verb (or, activities, or steps) in
method-study. These steps are:

1.

Select

2.

Record

3.

Examine

4.

Develop and Define

5.

Install

6.

Maintain

We will examine each step in SREDIM in greater details.

Step 1:

Select the work (process) to be studied

The selection step involves the process of choosing by systematic means a specific problem
to be solved, or an area of work to be studied. Therefore, it is a step for deciding the potential area
offering maximum reward offer for this study. In this stage, we can also prioritize our scope of work.

Related Questions

STEP 4 OF METHOD STUDY: DEVELOP & DEFINE

After critical examination of records is complete, it is necessary to transform the learnings into the
development of new methods. Some approaches are:
(a) Eliminate unnecessary activities.
(b) Combine two or more activities. For example, if one uses a combination tool for two operations,
say, facing and drilling, the total set-up time will reduce.
(c) Resequence activities so as to reduce time and effort.
(d) Simplify process to reduce number of operations or reduce effort or reduce throughput, etc.
(e) Attack on constraints, which are preventing the method to perform better.

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STEPS 5 & 6 METHOD STUDY: INSTALL & MAINTAIN
Installation of new process is a major step towards fulfilling the objective of the entire approach.
This involves evolving a time-frame for installing the new (TO-BE) system. Training of the personnel,
rearrangement of machine, arrangement of tools and reorientation of workplace are some efforts to
install the new system. In general, four-phased strategy is needed:

(i) Selling the proposal:

Communication, approval and confidence of those, involved in installation and use.

(ii) Preparation for installation:

Purchase of required machine and equipment, relayout of plant, time-table for installation, planning,
arranging and rehearsing.

(iv) Commencement of new method

(v) Initial monitoring of installation activities:

After the installation of the new system, new method is to be maintained. Periodic review is
necessary for maintaining the new system.

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STEPS IN WORK-STUDY

Work-study consists of an eight-step process. These are:

Step 1:

Identify and select the job or process to be studied.

Step 2:

Use direct observation for recording everything that happens, using the most effective
recording techniques. Ensure that the data are in the most convenient form for further analysis.

Step 3:

Data and facts obtained in the previous step are to be examined and analyzed. Critically
challenge everything that is done. Consider the purpose of the activity, place and sequence of the
job and, persons and means to perform the job.

Step 4:

Develop the most economical method under prevailing circumstances.

Step 5:

Measure the quantity of work involved in the method defines by using appropriate methods
of measurement. Calculate standard time for doing it by adding rest allowance. Thus, determine the
work content.

Step 6:

Define the best method and related time.

Step 7:

Install the new method and train personnel so that it conforms to the agreed standard
practices.

Step 8:

Maintain the standard practice by a proper control mechanism.

Out of above eight steps, Steps 1, 2 and 3 are common in every study. However, Step 4 is a
part of method-study practice and Step 5 is a part of work-measurement technique.

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Therblig Definitions

1. Grasp is taking hold of an object, closing the fingers around it preparatory to picking it up, holding
it, or manipulating it. Grasp begins when the hand or fingers first make contact with the object and
ends when the hand has obtained control of it.

2. Position is turning or locating an object in such a way that it will be properly oriented to fit into the
location for which it is intended. It is possible to position an object during the motion transport
loaded. Position begins when the hand begins to turn or locate the object and ends when the object
has been placed in the desired position or location.

3. Preposition is locating an object in a predetermined place or locating it in the correct position for
some subsequent motion. Preposition is the same as position except that the object is located in the
approximate position that will be needed later. Usually a holder, bucket, or special container of
some kind is used for holding the object in a way that permits it to be grasped easily in the position
in which it will be used. Preposition is the abbreviated term used for preposition for the next
operation.

4. Use is manipulating a tool, device, or piece of apparatus for the purpose for which it was
intended. Use may refer to an almost infinite number of particular cases. It represents the motion
for which the preceding motions have been more or less preparatory and for which the ones that
follow are supplementary. Use begins when the hand starts to manipulate the tool or device and
ends when the hand ceases the application.

5. Assemble is placing one object into or on another object with which it becomes an integral part.
Assemble begins as the hand starts to move the part into its place in the assembly and ends when
the hand has completed the assembly.

6. Disassemble is separating one object from another object of which it is an integral part.
Disassemble begins when the hand starts to remove one part from the assembly and ends when the
hand has separated the part completely from the remainder of the assembly.

7. Release load is letting go of the object. Release load begins when the object starts to leave the
hand and ends when the object has been completely separated from the hand or fingers.

8. Transport empty is moving the empty hand in reaching for an object. It is assumed that the hand
moves without resistance towards or away from the object. Transport empty begins when the hand
begins to move without load or resistance and ends when the hand stops moving.

9. Transport loaded is moving an object from one place to another. The object may be carried in the
hand or fingers, or it may be moved from one place to another by sliding, dragging, or pushing it
along. Transport loaded also refers to moving the empty hand against resistance. Transport loaded
begins when the hand begins to move an object or encounter resistance and ends when the hand
stops moving.

10. Select is the choice of one object from among several. In many cases it is difficult, if not
impossible, to determine where the boundaries lie between search and select. For this reason, it is
often the practice to combine them, referring to both as the one therblig, select. Using this broader
definition select than refers to the hunting and locating of one object from among several. Select
begins when the eyes or hands begin to hunt for the object and ends when the desired object has
been located.

11. Select is that part of the cycle during which the eyes or the hands are hunting or groping for the
object. Search begins when the eyes or hands begin to hunt for the object and ends when the object
has been found.

12. Hold is the retention of an object after it has been grasped, no movement of the object taking
place. Hold begins when the movement of the object stops and ends either the start of the next
therblig.

13. Unavoidable delay is a delay beyond the control of the operator. Unavoidable delay may result
form either of the following causes: (1) a failure or interruption in the process; (2) a delay caused by
an arrangement of the operation that prevents one part of the body from working while other body
members are busy. Unavoidable delay begins when the hand stops its activity and ends when
activity is resumed.

14. Avoidable delay is an delay of the operator for which he is responsible and over which he has
control. It refers to delays which the operator may avoid if he wishes. Avoidable delay begins when
the prescribed sequence of motions is interrupted and ends when the standard work method is
resumed.

15. Rest for overcoming fatigue is a fatigue or delay factor or allowance provided to permit the
worker to recover from the fatigue incurred by his work. Rest begins when the operator stops
working and ends when the work is resumed.

16. Plan is a metal reaction which precedes the physical movement, that is, deciding how to proceed
with the job. Plan begins at the point where the operator begins to work out the next step of the
operation and ends when the procedure to be followed has been determined.

17. Inspect is examining an object to determine whether or not it complies with standard size,
shape, colour, or other qualities previously determined. The inspection may employ sight, hearing,
touch, odor, or taste. Inspect is predominantly a mental reaction and may occur simultaneously with
other therbligs. Inspect begins when the eyes or other parts of the body begin to examine the object
and ends when the examination has been completed.
Therblig Definitions and Symbols
SN.
1.

Therblig
Grasp

2.

Position

Symbol

Colour
Lake read

Blue
P

Definition
Begins when hand or body member
touches an object for holding.
Consists of gaining control of an
object.
Ends when control is gained.
Begins when hand or body member
causes part to begin to line up or
located or orient.
Consists of hand or body member

3.

Preposition

Pale blue

4.

Use

5.

Assemble

6.

Disassemble

7.

Release load

RL

Carmine red

8.

Transport empty

TE

Olive green

9.

Transport loaded

PP

Purple

Dark violet

DA

Light violet

TL

Grass green

causing part to line up, orient, or

change position.
Ends when body member has part
lined up.
Same as position, except used when
line-up is previous to use of part or
tool in another place.
Begins when hand or body member
actually begins to manipulate tool or
control.
Consists of applying tool or
manipulating control.
Ends when hand or body member
ceases manipulating tool or control.
Begins when the hand or body
member causes parts to begin to go
together.
Consists of actual assembly of parts
of putting together.
Ends when hand or body member
has caused parts to go together.
Begins when body member causes
integral parts to separate.
Consists of taking object apart.
Ends when body member has
caused complete separation.
Begins when body member begins
to relax control of object.
Consists of letting go of an object.
Ends when body member has lost
contact with object.
Begins when body member begins
to move without load.
Consists of reaching for something.
Ends when body member touches
part or stops moving.
Begins when body member begins
to move with an object.
Consists of body members changing
location of an object.
Ends when body member carrying
object arrives at general destination
or movement ceases.

10.

Search

SH

11.

Select

ST

Light gray

12.

Hold

Gold ochre

13.

Unavoidable delay

14.

Avoidable delay

UD

Black

Yellow Ochre

Lemon yellow
AD

15.

Rest for overcoming

fatigue

16.

Plan

PM

Orange

Brown

Begins when body member

searches for part.
Consists of attempting to find an
object.
Ends when body member has found
location of object.
Begins when body member touches
several objects.
Consists of locating an individual
object from a group.
Ends when body member has
located an individual object.
Begins when movement of part of
object, which body member has
under control, ceases.
Consists of holding an object in a
fixed position and location.
Ends with any movement.
Begins when hand or body member
is idle.
Consists of a delay for other body
member or machine when delay is
part of method.
Ends when body member begins
any work.
Begins when body member deviates
from standard method.
Consists of some movement or
idleness.
Ends when body member returns ot
standard position.
Begins when body member is idle.
Consists of idleness necessary to
overcome fatigue from previous
work.
Ends when body member work
again.
Begins when body members are idle
while worker decides on course of
action.
Consists of determining a course of
action.
Ends when course of action is

17.

Inspect

Burnt ochre

determined.
Begins when body member begins
to feel or view an object.
Consists of determining a quality of
an object.
Ends when body member has
stopped to see an object.

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Travel Chart (Also Called as Cross Chart)
It is a more detailed type of movement chart in which the recorded details are like:
(i) Pattern of movement,
(ii) Extent of movement or volume.

Definition (as per BS 3138)

It is a tabular record for presenting quantitative data about the movement of workers, materials or
equipment between any number of places over any given period of time.

Amount of Details
Volumetric data during travel between work-area.

Application
For studying layout problem in deciding how to minimize total flow (of material) in the plant or workplace.

Travel Chart
Multiple Activity Chart
Synonyms: activity analysis; worker and machine charts
Definition (as per BS 3138)
It is a chart on which the activities of more than one subject (like worker, machine or equipment) are
each recorded on a common time-scale to show their relationship.

Amount of Details
Limited to plot against a common scale (of time) for few types of activities like operation, idleness,
delay, etc.How to construct
(i) Start with the preparation of flow process chart for elements like machine or operative involved in
the process.

(ii) Group activities to be recorded into convenient elements for time-study.

(iii) Take sufficient observations of time-study for determining accurate elemental time.
(iv) draw in the form of bar-chart for each activity of the leading operative or machine. Take a
common scale such as time for each activity.
(v) Use different colour codes for different sections within each bar.
(vi) calculate the amount of effective work per cycle in percentage of total time.

Application
(i) For preliminary investigation to study the extent of accuracy of particular activities
(ii) Helps in balancing activities
(iii) In a situation of one operative running one or several operatives
(iv) In a situation of several operatives running one or several machines
(v) A team of operatives or a bank of machines
(i) Helps in exploring the possibilities of elimination, change in work sequence, combination and
simplification of work elements.

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