Work Study

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Managing Efficiency, Processes & Productivity

Chris Jarvis

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Work Study

 generic term for management services and system engineering techniques, used to investigate

 methods of performing work (method study) 

and improve its

efficiency and economy the time taken to do it (work measurement) with a view to rationalization, routinisation, utilisation, cost and incentive improvement

 the worker-work system-technology relationship: how this is best designed and improved (ergonomics and the human-machine-information interfaces)

Chris Jarvis

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Productivity

 a measure of performance.  broadly a ratio of output to input, i.e. comparing amount produced (output) with resources used (input)  materials, machinery, labour, capital, energy --- a combination  What improvements have there been over the last 50 years in

   

construction productivity payroll processing Car servicing banking

 How do we evaluate productivity levels and identify areas for improvement?

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A work study curriculum - 1

 historical development & commitments of Work Study  basic concepts, objectives and procedures  Method Study approaches and tools of Method Analyst  

Flow Diagrams & Process Charts etc Critical questioning techniques

 Work Measurement and calculating times for Jobs   

Defining job elements & calculating performance rating and standard/basic times Determining allowances: fatigue, unavoidable & avoidable delays, extra allowances

 various incentive plans Chris Jarvis

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A work study curriculum - 2

 examining worker-machine relationships    

workload & line balancing & staff/machine inefficiencies material handling, human controls, tools and devices Workstation layout & design (EU work-station directive) Occupation Health & Safety:signals, reaction times, eyes, backs, RSI safety criteria, preventing accidents

 Ergonomics & human-machine-environment interfaces  

use of visual displays for dynamic information Designing for: lighting systems, industrial noise, thermal controls, vibration etc

 Systems analysis the human-machine information system  

data capture and processing design of the user interface

 Business process re-engineering (BPR) Chris Jarvis

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System relationships Process analysis

Engineer workflows

Design work station & information arrangements Jobs

Method study

Work breakdowns

Plant layout

Time study

standard times Chris Jarvis

Incentive rewards 6

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Nature of the Theory

Chris Jarvis

 organised common sense, human ingenuity & creation of tools  functional and assumed to be neutral/unemotional  critical questioning & taking nothing for granted  focus on efficiencies, utilisation and costs  predictability and control over quality  maximise use (utilisation) of compliant labour & capital - unit costing  machine & economic man vs. social/sentient

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Opposition to Work Study

 All work is different idiographic vs/ nomothetic  Large firm/employer and    Chris Jarvis

large engineered systems only Work study is obsolete It is exploitative of workers It has never been and never will be accepted here 8

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Pioneers of efficiency measurement & systems

 Gunpowder manufacture  Chinese ceramics industry  Adam Smith observations of French - pin making  Pioneers of agrarian and industrial revolutions  Abraham Derby & Josiah Wedgwood  Madame Guillotine, Springfield Rifle  F W Taylor at Bethlehem Steel work  Henry Gantt  Frank and Lillian Gilbreth  Time and motion study  Charles Bedaux 

Chris Jarvis

Work measurement

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Methods, times and systems for performance

improve methods - get it right:   

Method study O & M & Ergonomics Industrial & systems engineering

define & maintain work standards incentive schemes e.g. piece work & measured day work human-computer interface & systems analysis & design rationalisation, automation & substitution of machine technologies for people Chris Jarvis

Braverman and de-skilling in the labour process 10

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Method study

 Select job/process to be examined & observe current performance



high process cost, bottlenecks, tortuous route, low productivity, erratic quality

 Record & document facts    

activities performed operators involved - how etc equipment and tools used materials processed or moved

 apply critical examination - challenge job   

components & necessity (purpose, place, sequence, method). develop alternative methods & present proposals document as base for new work system Install, monitor (slippage) & maintain

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ASME Symbols and Process Charting

Operation

Move

Delay

Store

Inspect/ process

Decision Chris Jarvis

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Traditional O&M critical examination questions

 Purpose 

What, Why, What else might & Should be done ?

 Place 

Where, Why, Where else & Where should it be done ?

 Sequence 

When, Why then, When else could & When should ?

 People 

 a sound reason for every activity

 no assumptions so double check

 quality, safety and health must not compromised

Who, Why, Who else might & should do it?

 Method 

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How, Why, How else could, How else should 13

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Other types of process modelling

multiple activity charts string diagrams 3-dimensional models recording methods - video,etc computer-based modeling

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Measuring Work

 Why define/measure work?    



standard, reliable methods control performance & quality obtain predictability defined labour costs & performance set pay rates & provide data for effort-reward relationship

 Why set standard times 

 Chris Jarvis

assumptions about competent, motivated workers be clear about "allowances" & fatigue

 Toyota Avensis 10000 mile service  MOT testing  Service times & queue management  Banks  Airline check-in  Call centres  Out-sourcing & service level agreements  Work-load balancing  Work related bonuses

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Work Measurement

 techniques to establish the time for a qualified, 

motivated worker to carry out a task at a defined rate of working. time Study:

 establish standard times - management knowledge  rate operator performance - criteria for appraisal  gather information to calculate production capabilities & 

Chris Jarvis

data for capacity planning. define/cost work content of finished goods and services e.g. for charging & estimating

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A Time Study

 select job & identify the work tasks  check the method - is it efficient/agreed?  start a Time Study sheet & break work task into "units"  several times with a stop watch & for a sample of workers, time measure

   

completion times for each unit of work in the job sequence average for each worker determine & apply worker effort rating for each worker (BSI scale) Apply fatigue, personal & other allowances

 From the observation data (worker average times) calculate standard time for the task  Assumes: set sequence, routine work cycle (all workers), little  Chris Jarvis

discretion, 100% effort rating - trained/qualified, motivated/committed, working at normal pace & not fatigued Fix standard time and enter into measured work manual/database

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Example standard time calculation

Element

Basic time

Relaxation %

Effort %

Standard time

1

2.50

+10%

110%

3.03

2

4.80

+ 5%

110%

5.81

3

3.60

+ 15%

110%

4.55

Standard time Total 13.39 minutes

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Incentive Schemes

 What are incentives?  Effort-reward relationships  Economic orientation & motivation

   

Time rates of pay & assumptions/requirements Piecework Measured day work Group Schemes

 Incentive scheme problems  Criticism and prevalence Chris Jarvis

     

cost savings ? economy of operation ? easily understood ? maintain safety standards ? equitable to all ? control and improve effectiveness & standards ?  common goal ?

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Process Analysis and BPR

Management services & business process re-engineering

 how work is done & data for planning, staffing & control functions.  applied across a wide range of industrial/commercial

activity: manufacturing, office, service industries, facilities layout, materials handling, logistics, IT and IS Identify process components & interrelationships (inputs, processes/transformations, rules, outputs, interfaces break down the process into its logical sub processes (work breakdown structure) map using

    process flow charts etc  describe the business process & jobs at sub process levels  document for: capacity planning, quality (zero defects & Chris Jarvis

process orientation, inspection), operator intervention, safety, accounting/cost, planned maintenance, JIT

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From Work Study to Systems Analysis and Design Human activity

Information modelling

Our focus

Chris Jarvis

Analysis & design Socio-tech Keep in mind

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Analysis, Design, Build Projects Business Situation & Information Processing Requirement

Contribution/VfM?

Accept Continuity contracts

Feasibility • Technological • Financial • Organisational

BSOs, TSOs Requirements

Analysis • data flows • d-structures • events

Chris Jarvis

Design • databases • programs • HCI • Hardware • security

Prototyping

New system • Add modules • Review performance • Devel. Team dispersed • Maintenance

Design Specification Build & test • databases • programs • HCI • Hardware

Implement • Fine-tune • Conversion • Training • Cut-over

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System Development Costs

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Modelling the Information System

Our 'model' of the information system Requirements •information processing functions •data to store

Input - triggers activities

Chris Jarvis

Data items

Output to activities which use the processed information 24

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Data Flow Modelling (DFDs)

 Data flows across the system boundary & within the system  Processes (functions that process data)  Data stores  Sources/sinks (external entities)  Functional decomposition (levels & modularisation)  Do not show  

Time (when things happen & sequence) Decisions (see process specification)

 System boundary  Diagrams - better than narrative  CASE tools to draw and record details Chris Jarvis

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Context DFD - Level 0

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Level 1 DFD

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DFDs - Levelling

Consistency of data flows between levels.

Chris Jarvis

Are the diagrams consistent?

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Logical Data Modelling

 data captured by the system  Analyse the data entities, attributes and relationships   

Entities things (physical or conceptual) of interest that the system needs to store information about. Attributes The data items stored in each occurrence of an entity Relationships how the data in one entity may be related (for functional purposes) to another)

 Create database schema for developers and DB managers

 

Chris Jarvis

system processes use the data - jobs, calculations, reports maintain the access rules, security and integrity of the data

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Events acting on data

applies interviewed final accept/reject enrols/pays

assessed leaves

graduates Identify all processes •Map against the LDM •Data updates •Referential integrity & validation •Menus, screens, reports

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Example: Dabbs plc

 Customers place sales orders  A single order may contain several products  Each customer is in one of 500 areas  Each customer is serviced by one of 6 depots  Each customer is allocated a depot depending on their area location  All products are stocked at all depots

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Entity occurrence - 1

 Entity: Footballer  Occurrence: David Beckham  Attributes 

DOB, height, weight, position, skills, goals scored, next of kin, address, salary, contract dates, sending-offs, number of international caps

 Relationships with 

Chris Jarvis

Games, team sheets, payments, club TV appearances, insurance policies, contracts, agents, injuries, treatments

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Entity occurrence - 2

 Entity: Patient  Occurrence: Chris Woodhead  Attributes 

Name, age, address, NHS number, allergies, next-of-kin, {medical conditions}, {treatments}, private health care

 Relationships with 

Chris Jarvis

Treatments, appointments, medical conditions, allergies, GP, clinics, medical staff, private health payments

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