9
Supplement
Work 6.1
Chapter Study
Digital Stock
6.1
Slack, Chambers and Johnston, Operations Management, 6th Edition,
Nigel Slack, Stuart Chambers, and Robert Johnston 2010
6.2
Chapter 9 Supplement Work Study
Operations
strategy
Process design
Supply Network design
Supply network Design
Layout
and flow
Process
technology
Improvement
Design
Planning and
control
People, jobs
and
organization
Product/service
design
6.2
Slack, Chambers and Johnston, Operations Management, 6th Edition,
Nigel Slack, Stuart Chambers, and Robert Johnston 2010
6.3
Chapter 9 Supplement Work Study
Chapter 9 Supplement Work Study
Work Study
1.
Method Study
2.
Work Measurement
3.
Standard Time
4.
Allowance
6.3
Slack, Chambers and Johnston, Operations Management, 6th Edition,
Nigel Slack, Stuart Chambers, and Robert Johnston 2010
6.4
6.4
Method Study Questioning Technique
Slack, Chambers and Johnston, Operations Management, 6th Edition,
Nigel Slack, Stuart Chambers, and Robert Johnston 2010
6.5
6.5
Principles of Motion Economy
Slack, Chambers and Johnston, Operations Management, 6th Edition,
Nigel Slack, Stuart Chambers, and Robert Johnston 2010
6.6
6.6
Example of an Allowance Table
Slack, Chambers and Johnston, Operations Management, 6th Edition,
Nigel Slack, Stuart Chambers, and Robert Johnston 2010
6.7
6.7
Calculation of Standard Time
Slack, Chambers and Johnston, Operations Management, 6th Edition,
Nigel Slack, Stuart Chambers, and Robert Johnston 2010
6.8
Standard performance
Standard performance is the rate
of output which qualified workers will
achieve without over-exertion as an
average over the working day provided
they are motivated to apply themselves
to their work.
6.8
Slack, Chambers and Johnston, Operations Management, 6th Edition,
Nigel Slack, Stuart Chambers, and Robert Johnston 2010
6.9
Qualified worker
A qualified worker is one who is
accepted as having the necessary
physical attributes, intelligence, skill,
education and knowledge to perform the
task to satisfactory standards of safety,
quality and quantity.
6.9
Slack, Chambers and Johnston, Operations Management, 6th Edition,
Nigel Slack, Stuart Chambers, and Robert Johnston 2010
6.10
Process charting
Activity
Oper
ation
Move
ment
Delay
Inspec Storage
tion
D
D
D
D
D
D
D
D
D
D
D
6.10
Slack, Chambers and Johnston, Operations Management, 6th Edition,
Nigel Slack, Stuart Chambers, and Robert Johnston 2010
6.11
Flow process charts for processing expense reports
1
Description of activity
Report arrives
1
Wait for processing
2
3
4
Check expenses report
Stamp and date report
2
3
4
5
6
Send cash to receipt desk
Wait for processing
5
6
Check advance payment
7
8 Send to accounts receivable
9
Wait for processing
10
Check employee record
11
Send to account payable
Attach payment voucher
12
7
8
9
10
11
12
13
14
Log report
13
14
Check against rules
15
16
Wait for batching
Collect retorts into batch
17
18
19
Batch to audit desk
Wait for processing
20
21
22
23
24
15
Description of activity
Report arrives
Stamp and date report
Check expenses report
Attach payment voucher
Wait for batching
Collect retorts batch
Batch into to audit desk
Wait for processing
Check reports and vouchers
Reports to batch control
Batch control number
Copy of reports to filing
Reports filed
Payment voucher to keying
Confirm payment
Totals
55221
Batch of reports logged
Check payment voucher
Before
Reports to batch control
Batch control number
After
Copy of reports to filing
Reports filed
Payment voucher to keying
25
26
Confirm payment
Totals
6.11
78551
Slack, Chambers and Johnston, Operations Management, 6th Edition,
Nigel Slack, Stuart Chambers, and Robert Johnston 2010
6.12
Resources and flow: job design
Method study: SREDIM
Method study seeks to improve methods of production it
embraces layout, environment, material and labour and
usage.
Select task to be studied
Record present method using 5 charting symbols
Examine the facts critically
Develop best method
Install the new method
Maintain by regular checks.
Slack, Chambers and Johnston, Operations Management, 6th Edition,
6.12
Nigel Slack, Stuart Chambers, and Robert Johnston 2010
6.13
Work measurement
Standard times are the building blocks of
process design they represent the time
needed for a qualified worker to carry out
specific jobs at defined levels of performance.
Basic time + allowances = standard time
6.13
Slack, Chambers and Johnston, Operations Management, 6th Edition,
Nigel Slack, Stuart Chambers, and Robert Johnston 2010
6.14
Rating scales
Standard
performance
100
80
Incentive
75
60
Normal
British standard
I.L.O.
6.14
American
standard
Slack, Chambers and Johnston, Operations Management, 6th Edition,
Nigel Slack, Stuart Chambers, and Robert Johnston 2010
6.15
The stages in work measurement
Observed
time for
element
Rating to adjust for effort
Basic
Observed
=
X
time
time
6.15
Basic time
for
element
Rating
Standard rating
Slack, Chambers and Johnston, Operations Management, 6th Edition,
Nigel Slack, Stuart Chambers, and Robert Johnston 2010
6.16
The stages in work measurement (Continued)
Standard time
=
Basic time
for
element
Basic
time
+
Allowances
Allowances for relaxation, etc.
Standard
time for
element
Standard time for
job
6.16
Slack, Chambers and Johnston, Operations Management, 6th Edition,
Nigel Slack, Stuart Chambers, and Robert Johnston 2010
6.17
Build up of standard times
Element
Basic time
A
0.6
17
0.10
0.70
B
0.4
12
0.05
0.45
C
0.8
10
0.08
0.88
D
0.3
17
0.05
0.35
0.28
2.38
Allowances
mins
%
2.1
Basic time
2.10
Standard
time
Allowance
0.28
Standard time = 2.38
6.17
Slack, Chambers and Johnston, Operations Management, 6th Edition,
Nigel Slack, Stuart Chambers, and Robert Johnston 2010
6.18
The standard unit of work
A standard unit of work,
e.g. 1 standard minute
Light job
90% work
10% relaxation
Average job
84% work
16% relaxation
Heavy job
68% work
32% relaxation
6.18
Slack, Chambers and Johnston, Operations Management, 6th Edition,
Nigel Slack, Stuart Chambers, and Robert Johnston 2010
6.19
End of Chapter 9 Supplement slides
6.19
Slack, Chambers and Johnston, Operations Management, 6th Edition,
Nigel Slack, Stuart Chambers, and Robert Johnston 2010