Production Management

Gestão da Produção
2019/2020

4. Methods Engineering
4.2 Work Measurement &
Standardized Work
Course included in

Master (MSc) in Mechanical Engineering

Mestrado Integrado em Engenharia Mecânica
1
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 Production Management
Methods Engineering Gestão da Produção

Work Measurement
• Methods and Time study is the one element in scientific management beyond
all others making possible the transfer of skill from management to men…
Frederick W. Taylor

• The Work Measurement procedure consists in the:

– Problem or study aim identification
– Identification and characterisation of each operation
– Identification of systematic occurrence
– Selection of the measurement method
– Preliminary measurements to define intrinsic variability
– Define the number registry dimension and distribution
– Measurement of each operation
– Compute measured time and its variability
– Add time complements
– Compute production time (normal time)
– Compute standard time 2
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 Production Management
Methods Engineering Gestão da Produção

Work Measurement
• Time definitions
– Cycle time or Throughput rate
• Time beween two consecutive products (end of the line)
– (Cycle time)-1 = Production rate (units produced per unit of time)

– Time in the system Litles’ Law

• Throughput time or Process time:
– Time in the equipment or line or cell
• Lead time Throughput time = Cycle time . WIP
– Time in the production system
• Time in the system = Added value time + MUDA’s time

– Unitary reference time

• Measured task time: minimum time required to produce/assemble the part (Added-value time)
• Normal time: Average task time + additional neccesary production related tasks (no added-value)
• Standard time: Normal time + time wasted in no added-value activities

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 Production Management
Methods Engineering Gestão da Produção

Work Measurement
• Times computing
N
– Measured time: t medido   t i
• N  number of registries
• ti  individual registry

t medido  FA
– Normal time:
t   te

• FA  Performance rating normal
• ε  equipment efficiency
• te  systematic production related elements

– Standard time: t padrão 

t n
 t n  (1  m TP )
• mTT = TNP/TT 1  m TT
• mTP = TNP/TP
• TT  Total time available; TP  Time available for production;
TNP = TT-TP

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 Production Management
Methods Engineering Gestão da Produção

Work Measurement N = number of necessary

• Measurement techniques registries to achieve a p
(precision or error percentage)
– Stop-Watch
Z 
2 2 for the Average Value with a
• for cyclic operations N 2
confidence interval defined by Z
p x
2 (based on normal distribution)

– Work sampling
• for non-cyclic operations
Z  f (1  f )
2
• for too short operations N 2
p

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Tom Best 5
 Production Management
Methods Engineering Gestão da Produção

Work Measurement
• Measurement techniques
– Pre-determined Time systems

https://www.ies.ncsu.edu/

Patricia White
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 Production Management
Methods Engineering Gestão da Produção

Work Measurement
• Stop-Watch application example
– Consider an operation composed by 3 elements:
• Element 1 - Part loading (manual)
• Element 2 - Part machining (autonomous)
• Element 3 - Part unloading (manual)
– First step: Estimate the average time of each element
• Element 1 – around 15 min Cycle time
Run times
• Element 2 – around 20 min (min)
0,1 200
• Element 3 – around 8 min 0,25 100
0,5 60
0,75 40
Following a practical method (table), 1,0 30
10 measures are preliminarily recommended 2,0 20
5,0 15
10,0 10
20,0 8
40,0 5
> 40,0 3
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 Production Management
Methods Engineering Gestão da Produção

Work Measurement
• Stop-Watch application example
– Second step: Preliminary analysis
• Results from the 10 measurements and its analysis:

Stop-Watch results (min)

1 2 3 4 5 6 7 8 9 10 Average St. Deviat. CV
Element 1 17,4 17,3 17,9 16,8 16,5 16,1 17,5 17,1 17,3 17,9  17,2 0,6 3,5%
Element 2 20,1 20,0 20,0 20,2 19,8 20,0 20,0 20,1 20,2 19,2  20,0 0,3 1,5%
Element 3 12,0 13,4 8,4 8,5 7,6 8,1 8,2 12,0 12,2 7,1  9,8 2,3 24%
          

Total 49,5 50,7 46,3 45,5 43,9 44,2 45,7 49,2 49,7 44,2 47,0 2,6 5,5%

• The 1st and 2nd element have low variability.

• The 3rd element has high variability. Further analysis related with
Methods Study is recommended
• The unitary average measure time (tempo medido) tm = 47 min.
• For 95% probability (Z=2) and error percentage of 1%, it will be required:
N = [(2*2,6)/(0,01*47)]2= 124,1 readings.

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 Production Management
Methods Engineering Gestão da Produção

Work Measurement
• Stop-Watch application example
– Third step: Main results analysis
• Measurement realization during 4 weeks. Each week divided in 10 parts
(5 days; morning/afternoon). In each half-a-day, 4 measurements were
made: 4*2*5days*4weeks= 160 measurements (more than 124).
• The final results were: (El1=17,1; El2=20; El3=8,1)

• Tm = 45,2 min: StDev = 2,2;

• So, the error percentage for a 95% confidence interval is:

p=[(2*2,2)/(160*45,2)]0,5 = 0,77%.

– Fourth step: Identify the effect of the operator studied

• The operator used is the one that executes the operation, nevertheless
due to the “study stress” its assumed he was about 10% faster than usual.
So, a FA=110% will be considered.

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 Production Management
Methods Engineering Gestão da Produção

Work Measurement
• Stop-Watch application example
– Fifth step: Identify additional non-systematic elements
• It’s required to change the tool every 20 parts due to its wear; it takes 10
minutes;
• It’s required to perform quality control every 5 parts; it takes 5 minutes;
• The machine efficiency is 81,6%.
t medido  FA
t normal   te
– Sixth step: Compute Normal Time – tn 
• tm*Fa  (17,1*110%+20,0+8,1*110%)=47,7 min
• te = 10 min/20parts+5min/5parts = 0,5+1=1,5 min

• 47 ,7
tn   1,5  58,5  1,5  60 ,0 min
0,816

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 Production Management
Methods Engineering Gestão da Produção

Work Measurement
• Stop-Watch application example
– Seventh step: Define the allowances
• 10% of Total Time for unpredictable factors
• 2 coffee-breaks of 15 min
• An average delay of 6 min on each start-up (2 times/day)
• So:
– Total Time = 8 horas = 480 min/day
– Non-productive Time = 0,1*480+2*15+2*6 = 90 min = 1,5 h/day
– Productive Time = 480-90 = 390 min = 6,5 h/day
• Total Time Allowance (margem do tempo Total)
– mtt = NPTime/TT = 1,5/8 = 18,75%
• Productive Time Allowance (margem do Tempo Produtivo)
– mtt = NPTime/PT = 1,5/6,5 = 23,08%

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 Production Management
Methods Engineering Gestão da Produção

Work Measurement
• Stop-Watch application example
– Eighth step: Determine Standard time (tempo padrão)
• The Daily Production Rate is: PT/tn = 390/60 = 6,5 units/day (Average)

• The Standard Time is

– tp = Total Time/Prod. Rate = 480/6,5 = 73,84 min

• Computing directly from tn:

tn 60
t padrão    73,84 min
1  m TT 1  0,1875

t padrão  t n  (1  m TP )  60  (1  0,2308)  73,84 min

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 Production Management
Methods Engineering Gestão da Produção

Work Measurement
• Work sampling

Tom Best

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 Production Management
Methods Engineering Gestão da Produção

Work Measurement
• Work Sampling application example
– Consider for example a laser cutting work station
– First step: Identify the tasks to observe and estimate its frequency
• A – Laser on cutting operation 60%
• B – Operator loading the laser cutting table 10%
• C – Operator unloading cut parts 5%
• D – Operator tuning the laser cutting parameters 10%
• E – Laser waiting (operator out from the workstation) 15%
– Second step: Calculate the number of observations
• For the most important task, determine the required observations to achieve the defined level of
statistical significance:
– f = 0,60
– 95% probability (z=2) Z2  f (1  f ) 22  0,6(1  0,6)
N   9600 obs.
– Error percentage (p=1%) p 2
0,01 2

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 Production Management
Methods Engineering Gestão da Produção

Work Measurement
• Work Sampling application example
– Third step: Determine the observation interval and study duration
• The observation interval should be small and, if possible, lower than the lowest task duration. In this
case, 15 seconds of interval.
• 9600*15s = 40 hours of study (40h of production observed – Attention!)
• The observations interval must be randomized (not constant).
– Fourth step: Results analysis
• During the 40 hours of production it were produced 156 parts

Obs. Perc.
A– Laser on cutting operation 6240 65,0%
B - Operator loading the laser cutting table 1050 10,9%
C – Operator unloading cut parts 310 3,2%
D – Operator tuning the laser cutting parameters 800 8,3%
E – Laser waiting (operator out from the workstation 1200 12,5%
Total 9600

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 Production Management
Methods Engineering Gestão da Produção

Work Measurement
• Work Sampling application example
– Fifth step: Determine tasks unitary time
• Average time of laser cutting per part:
– Time spent in laser cutting: 40h*65% = 26 h
– Number of parts performed: 156 parts
– Average time per part: 26*60/156 = 10,0 min/part

– The error percentage for 95% confidence interval is:

p=[22*0,65*(1-0,65)/9600]0,5=0,97%

• Normal Time of the operation

Time Studied  FA  f
– FA=1, there was no influence to consider tn 
– f = 0,65+0,109+0,032+0,083 = 87,5% Number of parts
– tn = (40*60*1*0,875)/156 = 13,46 min/part

– The error percentage for 95% confidence interval is:

p=[22*0,875*(1-0,875)/9600]0,5=0,68%

– Following steps are similar to stop-watch after computing tn.

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 Production Management
Methods Engineering Gestão da Produção

Readings
• E. Henriques, P. Peças, Gestão da Produção I, Capítulo: Estudo dos
Tempos, 2003.
• Chase, Aquilano, Jacobs, Chapter 11, Production and Operations
Management, McGraw-Hill, 1998.

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 Production Management
Methods Engineering Gestão da Produção

Exame 29-1-2010 – Ex. II

A Time Study was carried out in two workstations. The results are in the tables. The company works 8 hours per day and admits total time
allowances of 12,5% for delays, coffe-breaks and unexpected events.
1. Calculate the Normal Time and the Standard Time for the operation performed in each workstation.
2. Calculate the daily production rate.

WorkStation 1 –Drilling of similar components

Manual Drilling 10 min/u

Loading 1,5 min/u
Unloading 1 min/u
Tool change 5 min
Tool life 40 parts
Operators rest 5 min
Operator rest frequency 10 parts

WorkStation 2 – Packaging of several types of products

Operator “Observations” Machine “Observations”

Machine loading 320 Autonomous packaging 480
Waiting, next to machine 580 Loading 320
Out of work station 100 Idle 200
Study duration: 10 days (machine and operator in were observed simultaneously)
ppecas@tecnico.ulisboa.pt Packaged products: 840 18
 Production Management
Methods Engineering Gestão da Produção

Ex. 3.6 – Caderno Problemas

A time sampling study was done to a group of 6 workers doing a task.
They work in a 8 hours shift and have 2 periods of 20 min for coffee-
break. All the 6 workers did 14 612 tasks during the study. Calculate the
task standard time.

. Emp 1 Emp 2 Emp 3 Emp 4 Emp 5 Emp 6

Worked hours 78 80 80 65 72 75
Total number of observations 152 170 181 114 143 158
Observation doing the task 50 5 48 29 40 45

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 Production Management
Methods Engineering Gestão da Produção

Ex. 2.14 – Caderno Problemas

• A Production Management group studied the Civil Bar workers with time
sampling. Each worker has diferente tasks: op.1 coffee; op. 2 kitchen
comunication and delivering; op. 3 customers servisse; op. 4 clean tables.

Operador 1 Operador 2 Operador 3 Operador 4

Total number of observations 960 1000 900 1000
Observations doing the task 384 980 870 400
Observations in idle stage 576 20 30 600
Worked hours (studied hours) 4 4 4 4
Number of tasks done (during the study) 540 5000 150 400

1. Calculate the normal time for each task

2. What is the precision of the normal times for a confidence level of 95% ?

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 Production Management
Methods Engineering Gestão da Produção

Standardized Work
• Standardized Work Instructions (SWI’s) are specific instructions that allow
processes to be completed in a
– consistent,
– timely, and
– repeatable manner.

– By implementing SWI’s, employees will increase

• production,
• improve quality, and
• enjoy a safer, predictable working environment. http://procnc.com

– SOP explains “how to perform the dance step” (instructions)

– Std Work explains “the choreography for a show” (how to make it look good)

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 Production Management
Methods Engineering Gestão da Produção

Standardized Work
• Consists of three elements:
– Takt time, which is the rate at which products
must be made in a process to meet customer
demand.
– The precise work sequence in which an operator
performs tasks within takt time.
– The standard inventory, including units in
machines, required to keep the process
http://procnc.com
operating smoothly.

• 3 Document of SW
– Production capacity sheet
– Standardized combination table
– Standardized work chart
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 Production Management
Methods Engineering Gestão da Produção

Standardized Work

https://i.ytimg.com
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 Production Management
Methods Engineering Gestão da Produção

Standardized Work

https://i.ytimg.com

ppecas@tecnico.ulisboa.pt https://www.kaufmanglobal.com 24
 Production Management
Methods Engineering Gestão da Produção

Standardized work
• Five Neglected Aspects of Standardized work

1. Don't confuse standardized work with work standards.

• Work Standard or SOP or Quality standards: Process or Engineering base procedure
• SW involves:
– Takt Time vs. Cycle Time
– Sequence
– Minimum WIP to do the work !!
2. Don't confuse standardization with commonization
• Just because is done everywhere the same way, it does not mean a good practice !!
• PDCA (good practice)  Yokotan and/or SDCA  Work standard  Standardize work

3. Don't try to impose standardized work without also providing a structured improvement
process, a clearly defined, unambiguous means of making improvements (kaizen).
https://www.lean.org/shook

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 Production Management
Methods Engineering Gestão da Produção

Standardized work
• Five Neglected Aspects of Standardized work

4. You can't do standardized work without kaizen:

• Standardized work without kaizen
– Employee motivation is killed, human creativity wasted
– Problems repeat, unidentified, unsolved, unabated
– Employees don’t take initiative, improvement stops
– Operations – like economies, like companies, like cultures, like species – either progress or decline.

5. And You can't do kaizen without standardized work

• kaizen without standardized work
– Chaotic change, the saw-tooth effect of progress and regress
– Problems repeat, PDCA not followed, no root cause analysis
– Progress impossible to identify, Improvement stops
– kaizen – as an expression of the scientific method - requires a baseline of comparison
https://www.lean.org/shook

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