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Apurb Sinha  Vibha Garg Executive PGDM  (2010-11)
<ul><li>Organizational objective </li></ul><ul><ul><ul><li>VFM  for customers </li></ul></ul></ul><ul><ul><ul><li>Improve ...
<ul><li>Q : Quality </li></ul><ul><li>S : Service </li></ul><ul><li>R : Customer relationship </li></ul><ul><li>P : Price ...
<ul><li>Output : Good or services </li></ul><ul><li>Input  : Man, Machine, Material, Information, Capital </li></ul>
<ul><li>Technique of improving </li></ul><ul><ul><li>VFM </li></ul></ul><ul><ul><li>Productivity </li></ul></ul><ul><li>Ma...
<ul><li>The systematic examination of the method of carrying on activities so as to improve the effective use of resources...
 
<ul><li>Systematic recording and critical examination of existing and proposed ways of doing work, as a means of developin...
<ul><li>Select job/process to be examined & observe current performance  </li></ul><ul><ul><ul><li>high process cost, bott...
<ul><li>Improvement in use of all inputs </li></ul><ul><li>Economy in human effort  </li></ul><ul><li>Layout improvement <...
<ul><li>Outline process chart </li></ul><ul><li>Flow process chart </li></ul><ul><li>Travel chart </li></ul><ul><li>Multip...
<ul><li>High operating cost </li></ul><ul><li>High wastage & scrap </li></ul><ul><li>Excessive movement of materials and w...
<ul><li>The application of technique designed to establish time for a qualified worker to carry out a task at a defined ra...
<ul><li>Why define/measure work? </li></ul><ul><ul><li>standard, reliable methods </li></ul></ul><ul><ul><li>control perfo...
<ul><li>Finding ineffective time in an activity </li></ul><ul><li>Setting standards (norms) for output level </li></ul><ul...
<ul><li>Stop – watch time study </li></ul><ul><li>Work sampling </li></ul><ul><li>Predetermined times standards </li></ul>...
<ul><li>Techniques to establish the time for a qualified, motivated  worker to carry out a task at a defined rate of worki...
<ul><li>One of the most common types of work measurement is time study </li></ul><ul><li>For example -  Purpose </li></ul>...
<ul><li>Observations </li></ul><ul><ul><li>A qualified practitioner should observe the employee using a time measurement d...
<ul><li>Employees are your company's life. Providing incentives for employees can boost productivity and confidence in the...
 
 
<ul><li>Customers place pizzas orders </li></ul><ul><li>A single order may contain several pizzas </li></ul><ul><li>Each c...
<ul><li>All work is different - idiographic vs/ nomothetic </li></ul><ul><li>Large firm/employer and large engineered syst...
<ul><li>Increased productivity and increased efficiency </li></ul><ul><li>Reduced manufacturing costs </li></ul><ul><li>Im...
<ul><li>Human capital managers </li></ul><ul><li>Capability managers </li></ul><ul><li>Capacity managers </li></ul><ul><li...
<ul><li>F W Taylor(1856 – 1915) </li></ul><ul><ul><li>Father of scientific measurements and IE </li></ul></ul><ul><ul><li>...
 
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Work study - production and operations management

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Work study - production and operations management

  1. 1. Apurb Sinha Vibha Garg Executive PGDM (2010-11)
  2. 2. <ul><li>Organizational objective </li></ul><ul><ul><ul><li>VFM for customers </li></ul></ul></ul><ul><ul><ul><li>Improve overall productivity </li></ul></ul></ul>
  3. 3. <ul><li>Q : Quality </li></ul><ul><li>S : Service </li></ul><ul><li>R : Customer relationship </li></ul><ul><li>P : Price </li></ul><ul><li>L : Lead time </li></ul>
  4. 4. <ul><li>Output : Good or services </li></ul><ul><li>Input : Man, Machine, Material, Information, Capital </li></ul>
  5. 5. <ul><li>Technique of improving </li></ul><ul><ul><li>VFM </li></ul></ul><ul><ul><li>Productivity </li></ul></ul><ul><li>Major discipline of Industrial engineering </li></ul>
  6. 6. <ul><li>The systematic examination of the method of carrying on activities so as to improve the effective use of resources and to set up standards of performance for the activities being carried out. </li></ul>
  7. 8. <ul><li>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 </li></ul>
  8. 9. <ul><li>Select job/process to be examined & observe current performance </li></ul><ul><ul><ul><li>high process cost, bottlenecks, tortuous route, low productivity, erratic quality </li></ul></ul></ul><ul><li>Record & document facts </li></ul><ul><ul><ul><li>activities performed </li></ul></ul></ul><ul><ul><ul><li>operators involved - how etc </li></ul></ul></ul><ul><ul><ul><li>equipment and tools used </li></ul></ul></ul><ul><ul><ul><li>materials processed or moved </li></ul></ul></ul><ul><li>Apply critical examination - challenge job components & necessity (purpose, place, sequence, method). </li></ul><ul><li>Develop alternative methods & present proposals </li></ul><ul><li>Document as base for new work system </li></ul><ul><li>Install, monitor (slippage) & maintain </li></ul>
  9. 10. <ul><li>Improvement in use of all inputs </li></ul><ul><li>Economy in human effort </li></ul><ul><li>Layout improvement </li></ul><ul><li>Improvement in design of plant and machinery </li></ul><ul><li>Improvement in safety standards and procedures </li></ul><ul><li>Better working environment </li></ul>
  10. 11. <ul><li>Outline process chart </li></ul><ul><li>Flow process chart </li></ul><ul><li>Travel chart </li></ul><ul><li>Multiple activity chart </li></ul><ul><li>Data flow diagrams </li></ul>
  11. 12. <ul><li>High operating cost </li></ul><ul><li>High wastage & scrap </li></ul><ul><li>Excessive movement of materials and workmen </li></ul><ul><li>Excessive production bottlenecks </li></ul><ul><li>Excessive rejections and rework </li></ul><ul><li>Complaints about quality </li></ul><ul><li>Complaints about poor working condition </li></ul><ul><li>Increasing number of accidents </li></ul><ul><li>Excessive use of overtime </li></ul>
  12. 13. <ul><li>The application of technique designed to establish time for a qualified worker to carry out a task at a defined rate of working at a defined level of performance </li></ul><ul><li>Fair Day’s work </li></ul>
  13. 14. <ul><li>Why define/measure work? </li></ul><ul><ul><li>standard, reliable methods </li></ul></ul><ul><ul><li>control performance & quality </li></ul></ul><ul><ul><li>obtain predictability </li></ul></ul><ul><ul><li>defined labour costs & performance </li></ul></ul><ul><ul><li>set pay rates & provide data for effort-reward relationship </li></ul></ul><ul><li>Why set standard times </li></ul><ul><ul><li>assumptions about competent, motivated workers </li></ul></ul><ul><ul><li>be clear about &quot;allowances&quot; & fatigue </li></ul></ul>
  14. 15. <ul><li>Finding ineffective time in an activity </li></ul><ul><li>Setting standards (norms) for output level </li></ul><ul><li>Performance evaluation – capability management </li></ul><ul><li>Capacity management </li></ul><ul><li>Comparing work methods </li></ul><ul><li>Scheduling – facility operations </li></ul><ul><li>Establishing wage incentives schemes </li></ul>
  15. 16. <ul><li>Stop – watch time study </li></ul><ul><li>Work sampling </li></ul><ul><li>Predetermined times standards </li></ul><ul><li>Standard data </li></ul>
  16. 17. <ul><li>Techniques to establish the time for a qualified, motivated worker to carry out a task at a defined rate of working </li></ul><ul><li>Example – Cricket pitch curator </li></ul>
  17. 18. <ul><li>One of the most common types of work measurement is time study </li></ul><ul><li>For example - Purpose </li></ul><ul><ul><li>An international coffee shop chain may want to find </li></ul></ul><ul><ul><li>out how long a barista should take to make a specific </li></ul></ul><ul><ul><li>coffee drink. Some of the stated condition may include </li></ul></ul><ul><ul><li>using cold milk that needs to be steamed, rather than </li></ul></ul><ul><ul><li>already steamed milk. </li></ul></ul>
  18. 19. <ul><li>Observations </li></ul><ul><ul><li>A qualified practitioner should observe the employee using a time measurement device. The observer should also assess the quality of work </li></ul></ul><ul><li>Observed Person </li></ul><ul><ul><li>The observed person in the time study must be fully trained in the measured task </li></ul></ul>
  19. 20. <ul><li>Employees are your company's life. Providing incentives for employees can boost productivity and confidence in the workplace, especially in a poor economy </li></ul>
  20. 23. <ul><li>Customers place pizzas orders </li></ul><ul><li>A single order may contain several pizzas </li></ul><ul><li>Each customer is in one of many service areas </li></ul><ul><li>Each customer is serviced by one of 6 outlets </li></ul><ul><li>Each customer is allocated an outlet depending on their area location </li></ul><ul><li>All pizzas are made at all outlets </li></ul>
  21. 24. <ul><li>All work is different - idiographic vs/ nomothetic </li></ul><ul><li>Large firm/employer and large engineered systems only </li></ul><ul><li>Work study is obsolete </li></ul><ul><li>It is exploitative of workers </li></ul><ul><li>It has never been and never will be accepted here </li></ul>
  22. 25. <ul><li>Increased productivity and increased efficiency </li></ul><ul><li>Reduced manufacturing costs </li></ul><ul><li>Improved work place layout </li></ul><ul><li>Better manpower planning and capacity planning </li></ul><ul><li>Fair wages to employees </li></ul><ul><li>Better working conditions for employees </li></ul><ul><li>Improved workflow </li></ul><ul><li>Reduced material handling costs </li></ul><ul><li>Better industrial relations and employee morale </li></ul><ul><li>Provides better job satisfaction to employees </li></ul>
  23. 26. <ul><li>Human capital managers </li></ul><ul><li>Capability managers </li></ul><ul><li>Capacity managers </li></ul><ul><li>Project managers </li></ul><ul><li>Consultants </li></ul><ul><li>Leaders </li></ul>
  24. 27. <ul><li>F W Taylor(1856 – 1915) </li></ul><ul><ul><li>Father of scientific measurements and IE </li></ul></ul><ul><ul><li>Criticism </li></ul></ul><ul><ul><ul><li>Raising standards </li></ul></ul></ul>

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