A Seminar Report on

WORK STUDY AND WORK MEASUREMENTS

SUBMITTED BY

Vaishnavee Prakash Bomanwar

Exam Seat No. B150780010
Roll No. 15151018

GUIDED BY

MR. YOGESH KARANDE

Department of Civil Engineering

Government College of Engineering &
Research, Avasari Khurd
[2018-19]
1
 Government College of Engineering & Research,
Avasari Khurd

CERTIFICATE
This is to certify that the seminar report entitled “Work Study
and Work Measurement” is submitted by,

Bomanwar Vaishnavee Prakash B150780010

in partial fulfilment of the requirement for the award of the degree

Bachelor of Technology in Civil Engineering, Government College of
Engineering and Research for the academic year 2018-2019.

Place: Avasari
Date: / / 2018
Dr.W.N.Deulkar

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 ACKNOWLEDEGEMENT

We are profoundly grateful to Prof. Mr. YOGESH KARANDE for his

expert guidance and continuous encouragement throughout to see that this
project rights its target since its commencement to its completion.

We would like to express deepest appreciation towards Dr.A.S.Pant,

Principal, Government College of Engineering and Research, Avasari (kh) ,
Prof Dr.W.N.Deulkar, Head of Department of Civil Engineering whose
invaluable guidance supported us in completing this project.

At last we must express our sincere heartfelt gratitude to all the staff
members of Civil Engineering Department who helped me directly or
indirectly during this course of work.

BOMANWAR VAISHNAVEE P.

B150780010
15151018

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 INDEX
Sr. No. CONTENTS PAGE No.

1. Introduction 5
2. Breakdown structure 6

3. I. Method study 7

4. 1.1 Select and record 8

5. 1.1.1 Charts 9

6 1.1.2. Diagrams and models. 10

7 1.2. Examine 10

8 1.3. Develop 11

9 1.4. Install 11

10 1.5. Maintain 11

11 II. Time study 12

12 2.1. Work measurement 13

13 2.2. Rating 13

14 2.3. Allowances 14

15 2.4. Choosing a measurement 15

technique

16 III. Case study 16

17 3.1multiple activity chart 17

18 3.2. Comments 18

19 IV. References 19

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1.1 INTRODUCTION
Work study is the systematic examination of the methods of carrying out activities such as
to improve the effective use of resources and to set up standards of performance for the
activities carried out. Productivity in its broadest sense is the quantitative relationship
between what we produce and the resources we use.
Work study emphasizes on increasing the productivity and improving the working
conditions. The most agreed definition of work study issued by the British standards
institute is that it is a generic term for those techniques, particularly method study and work
measurement, which are used in the examination of human work in all its contexts, and
which lead systematically to the investigation of all factors which affect the efficiency and
economy of the situation being reviewed, in order to effect improvement.
Definition of work study could be:
“A generic term, for those techniques, particularly the method of study and work
measurement, which is used in the examination of human work in all its contexts, and
which lead systematically to the investigation of all the factors which affect the efficiency
and economy of the situation being reviewed, in order to affect improvement.”

1.2 AN OVERVIEW OF WORK STUDY

The factors affecting the productivity of an organization are many and vary in
their nature and importance according to the type of the organization, needs of
the situation and resources available.
Work study usually leads to higher productivity with no or little extra capital
investment. It is evident that if a job or process is to be examined in order to
improve the efficiency, both the methods employed to perform the work and the
time taken to complete it are significant.
Therefore, work study consists of two distinct yet complementary techniques:
Method study, which is concerned with the education of the work cntent of a
job or operation while, Work measurement is mostly concerned with the
investigation and reduction of any ineffective time associated with it, and for
fixing up the standard time to be taken by thejob after method’s improvement
has been carried out.

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1.3 OBJECTIVES
1) The soul object of work study is to assist management to obtain the optimum use of the
human and material resources available to an organization for the accomplishment of the
work upon which it is engaged.
2)To make the most effective use of plant and equipment.
3) Effective use of human efforts.
4)Evaluation of human work(labour performance).
5)The purpose of work study is to improve the total performance of the
operating unit, to maintain performance at the highest level during any given
time and contiously to improve on that level.
6)The work study may be used to determine the methods and time standards
which govern the total performance of the workers. This involves the
continuous study and improvement of the activities

1.4 TECHNIQUES OF ORK STUDY

The technique is systematic and it is concerned with efficiency and economy in
human work. It is divided into two relative activities, namely method study and
work measurement. The former is concerned eith the identification and
development of improved methods and systems, while the latter is the technique
used to measure and assess human effectiveness.

1.5 ADVANTAGES
1) It helps in reducing manufacturing (construction) cost.
2)It suggests systematic methods to bring out improvement in the work.
3)It helps to find out labour requirements.
4)It shows the ways to furnish the most competitive tenders.
5)It suggests ways and means for better utilisation of available resources.
6)It suggests to make provisions for better services to clients.
7)It helps in making supervision less difficult.
8)Itgives an idea about providing better working conditions with less fatigue
and increased security for labour.
9)It suggests ways and means to make the conditions easy and to maintain
cordial relations among the workers themselves and among the workers and
management.

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 WORK STUDY

METHOD STUDY WORK MEASUREMENT

SELECT-WORK TO BE STUDIED SELECT-WORK TO BE MEASURED

RECORD-PRESENT METHOD DEFINE-METHOD TO BE USED
USING DIFFERENT METHODS
BREAK JOB DOWN INTO ELEMENTS
EXAMINE-THE CRITICAL
FACTS MEASURE-QUANTITY OF WORK
INVOLVED IN THAT METHOD
DEVELOP-BEST METHODS
OBTAIN-STANDARD TIME AND
ALLOWANCES

ESTABLISH-TARGET TIME FOR DEFINED

METHOD

INSTALL
MAINTAIN

TO ACHIEVE-IMPROVED LAYOUT,
DESIGN AND PLACEMENT OF TO ACHIEVE-COMPARISION OF
EQUIPMENT, BETTER WORKING ALTERNATE METHODS, EFFECTIVE
ENVIORNMENT, REDUCTION OF PLANNING, SOUND INCENTIVE
FATIGUE 7 SCHEMES
CHAPTER 2

METHOD STUDY

2.1 Objectives of Method study

1. Improved layout

2. Improved working procedures

3. improved use of material, plant, equipment, and manpower

4. Improved working environment

5. improved design.

2.2 Method study

Method study involves the breakdown of an operation or procedure into its

component elements and their subsequent systematic analysis.It is important
that anyone responsible for method study should posses

1. The desire and determination to produce results

2. The ability to produce results.

3. An understanding of human factors involved.

The following factors should be kept in mind.

1. Economic considerations

2. Technical considerations.

3. Human reactions

Method study can be further divided into following categories.

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  Select and record
 Examine
 Develop and submit
 Install and maintain.

2.2.1 Select and Record

Method study may bring fruitful results if an organization has following

defects.

1. Poor use of materials, labors, machine capacity, resulting in high scrap and
re- processing costs.

2. Bad layout of operation, resulting in unnecessary movement of materials.

3. Existence of bottlenecks.

4. Inconsistencies in quality.

5. Highly fatiguing work.

6. Excessive overtime.

7. Employees complaints about their work without logical reasons.

A) Recording techniques.

Recording techniques are of following types

a) Outline process chart.

b) Flow process chart.

c) Two handed motion chart.

d) Multiple activity charts.

e) Simultaneous motion chart.

B) Diagrams and models.

a) Flow and string diagrams.

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b) Two and three dimensional models

C) Charts

The construction and interpretation of process charts is simplifies with the use
of following symbols.

Outline process chart-the outline process chart gives an overall view of a

process, from which it can be decided whether a further and more details record
is needed. It is a graphic representation of the points at which materials are
introduced into a process and of sequence of all operations and inspections
associated with the process. The chart does not show where work takes place or
who performs it and since it is concerned only with operations and inspections
only two symbols are used.

Flow process chart-the flow process chart is an amplification of the outline

process chart. It shows transports, delays, storage as well as operations and
inspections. It can express the process in terms of the events as they affect the
material being processed or it can express the process in terms of the activities
of the man.

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Two-handed process chart-work confined to a single work place often consists
of the use of hands and arms only, and the two handed process chart has been
devised to give a synchronized and graphical reorientation of the sequence of
manual activities of the worker. Two-handed process chart is made up of two
columns in which the symbols are recorded representing the activities of left
hand and right hand.

Multiple activity chart and simultaneous motion chart-the multiple activity chart
is used whenever it is necessary to consider on the same document the activities
of a subject in relation to one or more others. By allotting separate bars, placed
against a common timescale, to represent the activities of each worker or
machine during a process, the multiple activity chart shows up clearly periods
of ineffective time within the process. This makes the avoidance of such time
by rearrangement of work a very much easier task. It is often useful to construct
the chart so that the most important subject from aspect of costs receives the
major emphasis

D) Diagram and Models

a) Flow and string diagrams.

The flow diagram is a drawing, substantially to scale, of working area, showing

the location of various activities identified by numbered symbols .the route
followed in transport are shown by joining in sequence by a line which
represents as nearly as possible the paths of movement of the subject concerned.

The string diagram is a scale layout drawing on which a length of string is used
to record the extent as well as the pattern of movement of a worker or piece of
equipment working within a limited area during a certain period of time.
Although it can be used in places where the movement is a simple backward
and forward one between two or three fixed points, it is of most value where
journeys are so irregular in distance and frequency that it would otherwise be
difficult to see exactly what is happening.

Use of string diagram-it produces a record of existing set of conditions so that

the job of seeing what is actually taking place is made as simple as possible.

It enables to study the actual distance traveled in any activity.

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It enables to find critical points where congestion takes place.

It helps to arrange different materials and machines in such a way that

maximum output can be obtained.

Study of a new layout can be made and studies before-hand.

b) Two and three dimensional models-

Two dimensional models-loose templates can be used to represent machinery,

furniture and fittings in developing new methods and layouts. Templates made
from thin card board will suffice most cases. If frequent re-layout is necessary
heavy cardboard or plywood will prove more satisfactory.

Three-dimensional models-a scale model of working area has similar uses to a

three dimensional flow diagram. It also enables questions of environment,
heating, ventilation, maintenance and safety to be visualized. It is easily
understood by workers and is useful in obtaining their practical advice on
changes being made.

2.2.2 Examine

The recorded data are subjected to examination and analysis; formalized

versions of this process are critical examination and systems analysis. The aim
is to identify, often through a structured, questioning process, those points of the
overall system of work that require improvements or offer opportunity for
beneficial change.

2.2.3 Develop

The Examine stage merges into the Develop stage of the investigation as more
thorough analysis leads automatically to identify areas of change. The aim here
is to identify possible actions for improvement and to subject these to
evaluation in order to develop a preferred solution. Sometimes it is necessary to
identify short-term and long-term solutions so that improvements can be made
(relatively) immediately, while longer-term changes are implemented and come
to fruition.

2.2.4 Install

The success of any method study project is realized when actual change is made
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'on the ground' - change that meets the originally specified terms of reference
for the project. Thus, the Install phase is very important. Making theoretical
change is easy; making real change demands careful planning - and handling of
the people involved in the situation under review. They may need reassuring,
retraining and supporting through the acquisition of new skills. Install, in some
cases, will require a parallel running of old and new systems, in others; it may
need the build-up of buffer stocks, and other planning to manage the change.
What matters is that the introduction of new working methods is successful.
There is often only one chance to make change!

2.2.5 Maintain

Sometime after the introduction of new working methods, it is necessary to

check that the new method is working, that it is being properly followed, and
that it has brought about the desired results. This is the Maintain phase. Method
drift is common - when people either revert to old ways of working, or
introduce new changes. Some of these may be helpful and should formally be
incorporated; others may be inefficient or unsafe. A methods audit can be used
to formally compare practice with the defined method and identify such
irregularities.

CHAPTER 3

TIME STUDY

3.1 Introduction

Time study is a structured process of directly observing and measuring human

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work using a timing device to establish the time required for completion of the
work by a qualified worker when working at a defined level of performance.

It follows the basic procedure of systematic work measurement of:

1. Analysis of the work into small, easily-measurable components or

elements
2. Measurement of those components and
3. Synthesis from those measured components to arrive at a time for the
complete job.

The observer first undertakes preliminary observation of the work (a pilot

study) to identify suitable elements which can be clearly recognized on
subsequent occasions and are of convenient length for measurement.

Subsequent studies are taken during which the observer times each occurrence
of each element using a stopwatch or other timing device while at the same time
making an assessment of the worker's rate of working on an agreed rating scale.
One of the prime reasons for measuring elements of work, rather than the work
as a whole is to facilitate the process of rating. The rate at which a worker
works will vary over time; if elements are carefully selected, the rate of
working should be consistent for the relatively short duration of the element.
More information on rating is given within the entry on work measurement.
This assessment of rating is later used to convert the observed time for the
element into a basic time; a process referred to as "extension". It is essential that
a time study observer has been properly trained in the technique and especially
in rating.

Time study, when properly undertaken, involves the use of specific control
mechanisms to ensure that timing errors are within acceptable limits.
Increasingly, timing is by electronic devices rather than by mechanical
stopwatch; some of these devices also assist in subsequent stages of the study
by carrying out the process of "extending" or converting observed times into
basic times. The basic time is the time the element would take if performed at a
specified standard rating.

The number of cycles that should be observed depends on the variability in the
work and the level of accuracy required. Since time study is essentially a
sampling technique in which the value of the time required for the job is based
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on the observed times for a sample of observations, it is possible using
statistical techniques to estimate the number of observations required under
specific conditions. This total number of observations should be taken over a
range of conditions where these are variable and, where possible, on a range of
workers.

Once a basic time for each element has been determined, allowances are added
(for example, to allow the worker to recovered from the physical and mental
effects of carrying out the work) to derive a standard time.

Time study is a very flexible technique, suitable for a wide range of work
performed under a wide range of conditions, although it is difficult to time jobs
with very short cycle times (of a few seconds). Because it is a direct observation
technique, it takes account of specific and special conditions but it does rely on
the use of the subjective process of rating. However, if properly carried out it
produces consistent results and it is widely used. Additionally, the use of
electronic data capturing devices and personal computers for analysis makes it
much more cost effective than previously.

3.1. Work Measurement

Work measurement is the process of establishing the time that a given task
would take when performed by a qualified worker working at a defined level of
performance.There are various ways in which work may be measured and a
variety of techniques have been established. The basic procedure, irrespective
of the particular measurement technique being used, consists of three stages;

An analysis phase in which the job is divided into convenient, discrete

components, commonly known as elements;

A measurement phase in which the specific measurement technique is used to

establish the time required (by a qualified worker working at a defined level of
performance) to complete each element of work;

A synthesis phase in which the various elemental times are added, together with
appropriate allowances (see below), to construct the standard time for the
complete job.

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The techniques used to measure work can be classified into those that rely on
direct observation of the work, and those that do not. For example, some
techniques, such as predetermined motion-time systems and the use of synthetic
or standard data can provide times from simulation or even visualization of the
work. However, the data on which such techniques are based were almost
certainly based on earlier observation of actual work.

3.2. Rating

Direct observation techniques such as time study and analytical estimating

include a process for converting observed times to times for the "qualified
worker working at a defined level of performance." The commonest of these
processes is known as rating.

This involves a trained observer making an assessment of the worker's rate of

working relative to the observer's concept of the rate corresponding to standard
rating. This assessment is based on the factors involved in the work such as
effort, dexterity, speed of movement, and consistency. The assessment is made
on a rating scale, of which there are three or four in common usage. Thus on the
0-100 scale, the observer makes a judgment of the worker's rate of working as a
percentage of the standard rate of working (100).

The rating is then used, in a process known as "extension" in time study, to

convert the observed time to the basic time using the simple formula:

Basic time = observed time x observed rating/standard rating

Rating is regarded by many as a controversial area of measurement since it is a

subjective assessment. Where different observers rate differently, the resulting
basic times are not comparable. However, practiced rating practitioners are
remarkably consistent. It is important that those undertaking the rating are
properly trained, and that this training is regularly updated to maintain a
common perception of standard rating through rating 'clinics'.

3.3. Allowances

When carrying out work over a complete shift or working day, workers
obviously suffer from the fatigue imposed both by the work undertaken and the
16
conditions under which they are working. The normal practice is to make an
addition to the basic time (commonly referred to as an "allowance") to allow the
worker to recover from this fatigue and to attend to personal needs. The amount
of the allowance depends on the nature of the work and the working
environment, and is often assessed using an agreed set of guidelines and scales.

It is usual to allow some of the recovery period inherent in these allowances to

be spent away from the workplace and this is essential in adverse working
conditions. Thus, work design should include the design of an effective work-
rest regime. The addition of allowances should never be used to compensate for
an unsafe or unhealthy working environment.

In many jobs there are small amounts of work that may occur irregularly and
inconsistently. It is often not economic to measure such infrequent work and an
additional allowance is added to cover such work and similar irregular delays.
This allowance is known as a contingency allowance and is assessed either by
observation, by analysis of historical records of such items as tool sharpening or
replacement, or by experience. The end result is a Standard Time which
includes the time the work "should" take (when carried out by a qualified
worker) plus additional allocations in the form of allowances, where
appropriate, to cover relaxation time, contingency time and, perhaps,
unoccupied time which increases the overall work cycle such as waiting for a
machine to finish a processing cycle.

3.4. Choosing a measurement technique

The choice of a suitable measurement technique depends on a number of

factors including:
1. The purpose of the measurement;
2. The level of detail required;
3. The time available for the measurement;
4. The existence of available predetermined data;
5. And cost of measurement.

There is a tradeoff between some of these factors. For example, techniques

which derive times quickly may provide less detail and be less suitable for some
purposes, such as the establishment of individual performance levels on short-
cycle work.

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The advantage of structured and systematic work measurement is that it gives a
common currency for the evaluation and comparison of all types of work. The
results obtained from work measurement are commonly used as the basis of the
planning and scheduling of work, manpower planning, work balancing in team
working, costing, labor performance measurement, and financial incentives.
They are less commonly used as the basis of product design, methods
comparison, work sequencing and workplace design.

CHAPTER 4

CASE STUDY

Location- Aditya city.

Activity- hoisting of aggregate and sand to 11th floor

No of persons-5

List of equipments-hoisting lift, 2 buckets.

The following was the layout of the site-

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 3 4

5 6

8m

1
8m

The numbers indicate the sequence of the activity. The total distance to be
travelled 22m.

Number 1 is the central aggregate storage.

Number 2 is the temporary dump for aggregate waiting to be hoisted.

Number 3 is the hoisting lift.

Number 4 is the storage on 11th floor.

Revised layout:

19

3m
 4

3 2

As per the revised layout,

Total distance to be travelled=9m

No of labor -4

3.1 INITIAL MULTIPLE ACTIVITY CHART-

Time 2 labors Bucket 1 Bucket 2 Lift 1

, Labor,
Act 1-2 Act 3-4
0.5 Hook
1 change
1.5 Hoist up
2
2.5
3 Hook
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3.5 change
4 Hoist down
4.5 Hook
5 change
5.5 Hoist up
6
6.5
7 Hook
7.5 change
8 Hoist down
8.5 Hook
9 change

3.2 REVISED MULTIPLE ACTIVITY CHART-

Time 1 labors Bucket 1 Bucket 2 Lift 1

, Labor,
Act 1-2 Act 3-4
0.5 Hook
1 change
1.5 Hoist up
2
2.5
3 Hook
3.5 change
4 Hoist down
4.5 Hook
5 change
5.5 Hoist up
6
6.5
7 Hook
7.5 change 21
8 Hoist down
8.5 Hook
9 change
CHAPTER 4

CONCLUSION

By observing closely, conclusion can be clearly made from the multiple activity
charts that the most non-productive work was changing the hook. Being
repetitive in nature a lot of time is wasted. If an easy to change hook
arrangement is made instead of tying the rope to the bucket, this work can be
done in quarter of the time which is required now. Currently changing of hook
requires 1min, means at least 5minutes in each cycle of bucket 1 and 2.
Minimizing this time will mean 1minute 30second will be required for hook
change and time saved will be 3.5 minutes in each cycle. So if 45 cycles take
place in a day total time saved will be 157.5minutes, which is approximately
equal to 2.5 hours a day.

Places numbered 5 and 6 are empty ducts for lifts which will be installed in the
final stage of the project. If the lift ducts are used for hoisting the aggregates,
less distance (~9 m) will be required to be covered on ground. Ducts being of
sufficient size, it is possible. Cost benefits incurred will be reduction of one
labor and fatigue.

A labor works on site for around 250 days a year, 8 hours a day. Consider
Rs.150 as his daily wages, we would save Rs.37, 500.

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CHAPTER 5

REFERENCES

Work study by R.M.CURRIE with foreword by SIR.EWART.SMITH, BIM

publication, second edition, SIR ISSAC PITMAN AND SONS LTD,
LONDON

http://www.managers-net.com/WS_Layout.html

http://www.ims-productivity.com/page.cfm/content/Tools-Tips-and-
Techniques/

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