Mareeswaran

July 16, 2015 Sri Sai Ram Institute of Technology 1

UNIT-I
Work Study and Ergonomics

Outline
1. Work Study1. Work Study
2. Method Study2. Method Study
3. Various Charts3. Various Charts

Work Study
 Work Study is a generic term for management services and
system engineering techniques, used to investigate:
– Methods of performing work (Method Study).
– The time taken to do it (Work Measurement).

Work Study (Cont.)

Method Study
 Method study is a technique to reduce the work content
mainly by eliminating unnecessary movements by workers,
materials, or equipments.
 However, even after that, there could be substantial
unnecessary time taken for the process because of lack of
management control or inaction of worker.
 Method Study approaches and tools of Method Analyst:
– Flow Diagrams & Process Charts etc.
– Critical questioning techniques.

Method Study
 Method study is the 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 costs.
 Used to analyze
 Movement of body, people, or material
 Activities of people & machines

Method Study Objectives
 Improvement of processes and procedures.
 Improvement in the design of plant and equipment.
 Improvement of layout.
 Improvement in the use of men, materials and machines.
 Economy in human effort and reduction of unnecessary
fatigue.
 Development of better working environment.

Method study - Methodology
 Procedure to accomplish method study, called "SREDIM" shall
be as follow:
1. Select: the job or operation that needs improvement,
2. Record: all facts, how work is done by chart methods,
3. Examine: every aspect of the job by asking; what, why,
where, when, who and how
4. Develop: review ideas, eliminate, simplify, combine, re-
arrange, make new method which more safe, chart new
method, submit for approval,
5. Install: the new method, consider best time to introduce,
convince all, train users,
6. Maintain: check frequently, match results, correct deviations.

Methodology (Cont.)
Select
Record
Examine
OK?
Develop
Install
Maintain

Method Study Tools
 Exploratory Tools
– Pareto Analysis
– Fish & Bone Diagrams
– Gantt and PERT charts
 Recording and Analysis Tools
– Operation Process Chart
– Flow process chart
– Flow diagram
– Worker and Machine Process Charts
– Gang Process charts
– Synchronous Servicing

Method Study Applications
 The need for methods analysis can come
from a number of different sources :
 Changes in tools and equipment.
 Changes in product design or new products.
 Changes in materials or procedures
 Other factors (e.g. accidents, quality problems)

Recording Techniques
 Charts
1. Outline process chart.
2. Flow process chart (man-type, material-type and equipment-
type): This is the use of symbols and description to chart the
sequence of work. The process, then, show what is
happening at different stages. The distances and time may be given.
3. Two hands process charts.
4. Multiple activity charts: This technique is used to solve problems
where a number of items are dependent on each other. The aim is
to reduce idle times by using the optimum number of each item. It
depicts the occupied times-broken down into the number of
different activities and the idle times both for the original and
proposed methods of doing the job.

Recording Techniques (Cont.)
 Diagrams and models (2-D and/or 3-D)
1. Flow diagrams, which is the use of symbols for flow process
charts, superimposed on drawings and the "descriptions" are
not necessary.
2. String diagrams, which is used for solving movement
problems since it shows congestions and excessive distances.
3. Cut-out templates (2-D models).
4. 3-D models.
 Photography
1. Photographs,
2. Films,
3. Video.

Assembly Chart
 It is an analog model of the assembly process.
 Circles with a single link denote basic components,
circles with several links denote assembly
operations/subassemblies, and squares represent
inspection operations.
 The easiest method to constructing an assembly
chart is to begin with the original product and to
trace the product disassembly back to its basic
components.

Assembly Chart (Cont.)
Assembly Chart for producing Cheese

Assembly Chart (Cont.)

Operation Process Chart
 The operation process chart shows the chronological
sequence of all operations, inspections, time
allowances, and materials used in a manufacturing or
business process, from the arrival of raw material to
the packaging of the finished product.
 The chart depicts the entrance of all components
and subassemblies to the main assembly.
 Two symbols are used in constructing the operation
process Chart : an operation and an inspection.

Operation Process Chart (Cont.)
 Operations charts show the introduction of raw
materials at the top of the chart on a horizontal line.
 Some parts require no fabrication steps. These parts
are called buyouts. Buyouts are introduced above
the operation
Tape
Carton
Operation
Number
Pieces / Hr
Hours / 1000

Operations Chart Steps
 Step by Step Procedures For Preparing an
Operations Chart:
 Identify the parts to be manufactured and purchased
 Determine the operations required to fabricate each part and
sequence them
 Determine the sequence or assembly for buyouts and
fabricated parts
 Draw the operations chart as explained
 Put time standards, operation numbers and descriptions
 Calculate and write down the total hours required per 1,000
units

Operation Process Chart for Refrigera

Flow Diagrams
 A flow diagram is essentially a flow process chart drawn to:
1. Show the layout of a facility.
2. Show the flow of work through that area
3. Show overcrowding areas, crossing worker paths, total travel.
4. Identify how layout can be redesigned to reduce travel,
motion, collisions, etc.
5. Store materials near where they are used.
6. Increase efficiency and safety.
 Usually, the objective is to look for spatial relationships.
 It depicts the probable movement of materials in the floor
plant. The movement is represented by a line in the plant
drawing.

Flow Diagram (Cont.)
Buyer
You
75 ft.75 ft.

Flow Diagram (Cont.)

Flow Process Charts
 A flow process chart is a chart of all the activities
involved in a process.
 It is similar to an operations process chart, except that
more detail is shown by including transportations and
delays as well as operations, inspections, and storages.
 Not usually used for entire assemblies, it is used for just
one component (or operator)
 Add in information on:
 Operation duration (time to complete)
 Distance traveled (for transport operations)
 Good for showing savings of a new method.

Flow Process Charts (Cont.)
 Process charts summarizes the whole process
 They are used to compare the existing and the
proposed methods
 Process is observed, who, what, where, when, and
how questions are asked
 Every detail is understood and the chart of the
existing situation is drawn

 Quantity:
 Operations: Pieces per hour
 Transportation: How many are moved at a time
 Inspection: How many pieces per hour if under
time standard and/or frequency of inspection
 Delays: How many pieces in a container
 Storage: How many pieces per storage unit

 Time in Hours per Unit
 If 250 pieces are processed in an hour then 1 unit
is processed in 0.00400 hours. Record 400
 If 200 units are moved in 1 minute, then 1/200 =
0.005 minutes per part, and 0.005/60 hours/part
=0.00008 hrs/part. Record 8.

 Flow Process Types:
 Product or Material type
 Worker (Man) type
 Machine type

Flow Process Chart Symbols
Operation
Transportation
Inspection
Delay
Storage

 Occurs when an object is intentionally changed in
one or more of its characteristics
 Usually occurs at a machine or a work station
 Drilling, Painting, Data Entry, Cutting, Sorting, etc.
Operation

 Occurs when an object is moved from one place to
another
 except when the movement is part of an operation
or an inspection
 Using elevator, carrying, moving with material
handling devices
Transportation

 Occurs when an object is examined for identification
or is compared with a standard as to quantify or
quality
 Examine the quantity or quality, read steam gauge
on boiler, detect the defectives
Inspection

 Occurs when the immediate performance or the next
planned action does not take place
 Work In Process inventory waiting to be processed,
Employee waiting for an elevator, Waiting for
accumulation of a certain quantity for packaging
Delay

 Occurs when an object is kept under control such
that its withdrawal requires authorization
 Bulk storage of raw material, finished products
inventory, archived documents
Storage

Combined Symbols
 Two symbols may be combined when two activities
are performed concurrently.
Operation and Inspection

Flow Process Chart-An Example
Flow Process Chart Example

Flow Process Chart-An Example
1 X Enter emergency room, approach patient window
2 X Sit down and fill out patient history
3 X Nurse escorts patient to ER triage room
4 X Nurse inspects injury
5 X Return to waiting room
6 X Wait for available bed
7 X Go to ER bed
8 X Wait for doctor
9 X Doctor inspects injury and questions patient
10 X Nurse takes patient to radiology
11 X Technician x-rays patient
12 X Return to bed in ER
13 X Wait for doctor to return
14 X Doctor provides diagnosis and advice
15 X Return to emergency entrance area
16 X Check out
17 X Walk to pharmacy
18 X Pick up prescription
19 X Leave the building
0.50 15
10.0 -
0.75 40
3.00 -
0.75 40
1.00 -
1.00 60
4.00 -
5.00 -
2.00 200
3.00 -
2.00 200
3.00 -
2.00 -
1.00 60
4.00 -
2.00 180
4.00 -
1.00 20
Process: Emergency room admission
Subject: Ankle injury patient
Beginning: Enter emergency room
Ending: Leave hospital
Step
no.
Time
(min)
Distance
(ft)
Summary
Number
of stepsActivity
Time
(min)
Distance
(ft)
Step description
Insert Step
Append Step
Remove Step
Transport 9 11 815
Operation 5 23 —
Inspect 2 8 —
Store — — —
Delay 3 8 —

Material Type - Example

Man Type - Example

Left-Hand-Right-Hand Charts
 Useful in analyzing the work performed by one
person at one specific workstation. As the name
implies, the chart follows the motion of the left and
right hands of one operator .
 Each hand of the worker is treated as an activity.
 Each hand’s activities are broken into work elements
and plotted side by side on a time scale.

Left-Hand-Right-Hand Charts (Cont.)
Lists the work performed simultaneously by
each hand
– To assist in finding a better method of performing
the task and
– To train the operator in the preferred method.

Symbols
 Two symbols are used in this chart:
– Transportation (either an arrow or a small circle)
– Action (e.g., grasp, position, use, release)
 A sketch of the workplace is drawn, indicating the
contents of the bins and the location of tools and
materials.
– Record the motions of one hand at a time
– Usually necessary to redraw the chart

Left-Hand-Right-Hand Chart (An Example)

L-R Hand Chart of Signing a Letter
LEFT HAND RIGHT HAND
Hold Letter
Reach for pen
Grasp pen
Carry pen to
paper
Sign letter
Return pen to
holder
Release pen in
holder
Move hand back
to letterJuly 16, 2015 Sri Sai Ram Institute of Technology 47

LEFT HAND RIGHT HAND
Reach for
bolt in bin 1
Grasp bolt
Carry bolt to
work area
Position bolt
Hold Bolt
Carry
assembly to
bin 3
Reach for nut
in bin 2
Grasp nut
Carry nut to
work area
Position nut
Assemble nut
Release nut

Man-machine chart
 The worker and machine process chart (Man-machine chart)
is used to study, analyze, and improve one workstation at a
time.
 The chart shows the exact time relationship between the
working cycle of the person and operating cycle of the
machine.
 These facts can lead to utilization of both worker and
machine time, and a better balance of the work cycle.

Worker-Machine Chart for a Gourmet Coffee Store

Worker-Machine Chart for a Gourmet Coffee Store
The customer, the clerk, and the coffee grinder (machine) are involved in this
operation. It required 1 minute and 10 seconds for the customer to purchase a pound
of coffee in this particular store. During this time the customer spent 22 seconds, or
31 percent of the time, giving the clerk his order, receiving the ground coffee, and
paying the clerk for it. He was idle during the remaining 69 percent of the time. The
clerk worked 49 seconds, or 70 percent of the time, and was idle 21 seconds, or 30
percent of the time. The coffee grinder was in operation 21 seconds, or 30 percent of
the time, and was idle 70 percent of the time.

Multiple Activity Charts
 Also known as Gang Process Charts
 Used when several workers operate a single
machine or render a single service
 Used when a single worker is operating several
machines
 Used to show the exact relationship between idle
and operating times of both workers and machines

Multiple Activity Charts (Cont.)
 An operation performed by one member of the
group may continue while another member is
performing more than one operation.
 The chart should cover the complete cycle for the
longest performing member.

Activity Chart
Subject: Semi-Auto Machine
Operator MachineTime
1
2
3
4
5
6
Load machine Being loaded
Idle Run
Unload Being Unloaded
Present

Activity Chart for Two-Person

Activity Chart of Emergency Tracheotomy

Principles of Motion Economy
As Related To The Use Of The Human Body
1. The two hands should begin as well as complete
their motions at the same time.
2. The two hands should not be idle at the same
time except during rest periods.
3. Motions of the arms should be made in opposite
and symmetrical directions, and should be made
simultaneously.
4. Hand and body motions should be confined to
the lowest classification with which it is possible
to perform the work satisfactorily.

5. Momentum should be employed to assist the
worker whenever possible, and it should be
reduced to a minimum if it must be overcome
by muscular effort.
6. Smooth continuous curved motions of the
hands are preferable to straight-line motions
involving sudden and sharp changes in
direction.

7. Ballistic movements are faster, easier, and
more accurate than restricted (fixation) or
“controlled” movements.
8. Work should be arranged to permit easy and
natural rhythm wherever possible.
9. Eye fixations should be as few and as close
together as possible.

As Related To The Work
Place
10.There should be a definite and fixed place for
all tools and materials.
11.Tools, materials, and controls should be
located close to the point of use.

12.Gravity feed bins and containers
should be used to deliver material close
to the point of use.

13. Drop deliveries should be used whenever
possible.
14. Materials and tools should be located to
permit the best sequence of motions.
15. Provision should be made for adequate
conditions for seeing. Good illumination is the
first requirement for satisfactory visual
perception.

16.The height of the work place and the chair should preferably
be arranged so that alternate sitting and standing at work are
easily possible.

17. A chair of the type and height to permit
good posture should be provided for every
worker.

As Related To The Design Of Tools
And Equipment
18.The hands should be relieved of all work that
can be done more advantageously by a jig, a
fixture, or a foot-operated device.
19.Two or more tools should be combined
wherever possible.
20.Tools and materials should be prpositioned
whenever possible.
21.Where each finger performs some specific
movement, such as in typewriting, the load
should be distributed in accordance with the
inherent capacities of the fingers.

22. Levers, hand wheels and other controls
should be located in such positions that the
operator can manipulate them with the least
change in body position and with the greatest
speed and ease.

71
Introduction
• Work measurement is the application of techniques designed
to establish the time for a qualified worker to carry out
specified jobs at a defined level of performance.
• We have seen how total time to manufacture a product is
increased by:
 adding undesirable features to product,
 bad operation of the processes, and
 ineffective time added because of worker and management.
• All this leads to decreased productivity.

72
Introduction
• Method study is one of principal techniques by which work
content in the product manufacture or process could be
decreased.
• It is a systematic method of investigating and critically
examining the existing methods, to develop the improved
ones.
• Method study is, then, a technique to reduce the work content
mainly by eliminating unnecessary movements by workers
and/or materials and/or equipments.
• However, even after that, there could be substantial
unnecessary time taken for the process because of lack of
management control and/or inaction of worker.

73
Introduction
• Work measurement (WM) is concerned with investigating,
reducing and eliminating ineffective time, whatever may be
the cause.
• WM is the means of measuring the time taken in the
performance of an operation or series of operations in such a
way that the ineffective time is shown up and can be separated
out.
• In practice, proving existence of the ineffective time is the
most difficult task.
• After existence is proved, nature and extent is easy to see!

74
Introduction
• WM is also used to set standard times to carry out the work, so
that any ineffective time is not included later.
• Any addition the standard time would show up as excess time
and thus can be brought to attention.
• Since, standard times are set for all the activities through WM,
it has earned bad reputation amongst workers.
• Major reason for that has been the initial focus of the WM
methods, which essentially targeted only the worker
controllable ineffective times.
• Management controllable ineffective times were ignored
traditionally.

75
Introduction
Two critical issues in work study:
1. Method study should precede the work measurement,
always.
2. Elimination of management controllable ineffective time
should precede the elimination of the ineffective time within
the control of the workers.

76
Purpose of WM
• To reveal the nature and extent of ineffective time, from
whatever cause,
• So that action can be taken to eliminate it; and then,
• To set standards of performance that are attainable only if all
avoidable ineffective time is eliminated and work is performed
by the best method available.

77
Uses of WM
• To compare the efficiency of alternative methods. Other
conditions being equal, the method which takes the least time
will be the best method.
• To balance the work of members of teams, in association with
the multiple activity charts, so that, as far as possible, each
member has tasks taking an equal time.
• To determine, in association with man and machine multiple
activity charts, the number of machines an worker can run.

78
Uses of time standards
• To provide information on which the planning and scheduling
of production can be based, including the plant and labor
requirements for carrying out the program of work and
utilization of resources.
• To provide information on which estimates for tenders, selling
prices and delivery promises can be based.
• To set standards of machine utilization and labor performance
which can be used for incentive scheme.
• To provide information for labor-cost control and to enable
standard costs to be fixed and maintained.

79
TECHNIQUES OF WORK MEASUREMENT
The different techniques used in work measurement are
1. Stop watch time study.
2. Production study.
3. Work sampling or Ratio delay study.
4. Synthesis from standard data.
5. Analytical estimating.
6. Predetermined motion time system.

Procedure for conducting stop watch time study
The following procedure is followed in conducting stop watch
time study:
1. Selecting the job.
2. Recording the specifications.
3. Breaking operation into elements.
4. Examining each element.
5. Measuring using stop watch.
6. Assessing the rating factor.
7. Calculating the basic time.
8. Determining the allowances.
9. Compiling the standard time.

Stop watch time study
Measuring Time with a Stop Watch
There are two methods of timing using a stop
watch. They are
1. Fly back or Snap back method.
2. Continuous or Cumulative method.

1. Fly back method
• Here the stop watch is started at the beginning of the
first element. At the end of the element the
• reading is noted in the study sheet (in the WR column).
At the same time, the stop watch hand is
• snapped back to zero. This is done by pressing down
the knob, immediately the knob is released.
• The hand starts moving from zero for timing the next
element. In this way the timing for each
• element is found out. This is called observed time
(O.T.) .

2. Continuous method
• Here the stop watch is started at the beginning of
the first element. The watch runs continuously
• throughout the study. At the end of each
element the watch readings are recorded on the
study
• sheet. The time for each element is calculated by
successive subtraction. The final reading of the
• stop watch gives the total time. This is the
observed time (O.T.).

CALCULATION OF STANDARD TIME
• Standard time or allowed time is the total time in which a job should be completed at standard
performance. It is the sum of normal time (basic time) and allowances. Policy allowance is
notincluded.Standard time is worked out in a stop watch time study in the following manner.
Observed time
• This is the actual time observed by using a stop watch. The observed time of an operation is the
total of the elemental times. The time study for the same job is conducted for a number of times.
The average of the Observed times is calculated.
Basic or normal time
• Basic time is the time taken by a worker with standard performance. Basic time is calculated from
• the observed time by applying the rating factor.
• Basic time orNormal time = Observed time ×(Rating of the operator/Standard rating 100)
Allowed time or standard time
• The standard time is obtained by adding the following allowances with the basic or normal time.
• 1. Rest and personal allowance or relaxation allowance.
• 2. Process allowance or unavoidable delay allowance.
• 3. Contingency allowance.
• 4. Special allowance.
• Policy allowance may be added to the standard time if the management wants.

85
Factors affecting rate of working
Factors outside the control of workers include:
• Variation in the quality or other characteristics of the material
used, although they be within the prescribed tolerance limit.
• Changes in the operating efficiency of tools or equipment
within their normal life.
• Minor and unavoidable changes in methods or conditions of
operations.
• Variation in the mental attention for the performance of
elements.
• Changes in the climatic and other conditions.

86
Factors affecting rate of working
Factors within worker’s control:
• Acceptable variation in the quality of the process/product.
• Variation due to worker’s ability.
• Variation due to ability of mind, specifically attitude.
Optimum pace at which the worker will work depends on –
• The physical effort demanded by the work.
• The care required on the part of the worker.
• Training and experience.

87
Rating factor
• The figure 100 represents standard performance.
• If the operator is apparently performing with less effective
speed, than the assigned factor is less than 100.
• If, on the other hand, the effective rate of working is above
standard, the operator gets a factor above hundred.
• Essential idea being:
Observed time x Rating = Constant

88
Rating factor
• This constant is known as the basic time:
• So, depending on the rating assigned for the operator, the
basic time can either be less than or greater than the
observed time.
TimeBasic
RatingStandard
Rating
timeObserved =x

89
Selected time
• The selected time is the time chosen as being representative of
a group of times for which an element or group of elements.
• These times may be either observed or basic times; and should
be denoted as selected observed or selected basic times.
• Theoretically, the results of all the computations of the basic
time for any single constant element should be same.
• However, because of inherent process variations, it happens
rarely!

90
Selected time
• It becomes necessary to select a representative time for each
element from all the basic times which have been entered into
the time study.
• Multiple ways to pick a representative selected time from the
available ones.
• Statistics suggests….. Taking averages!
• There are other ways though!
• Before the selected time is decided, the anomalies in the
sample should be noted.
• Exceptionally high or low points should get some attention.

91
Selected time
Constant element
• A very high or short observed time for a given element of job
should be treated with caution.
• An exceptionally high observed time could be due to incorrect
recording, but most common reason is material or environment
variation.
• In such as case, it should be checked whether such a variation
is frequent or rare.
• Excess observed time because of rarely occurring events is
typically not included as a representative.

92
Selected time
• The average time calculations should exclude this observation.
But, the excess-over-average time is added to the contingency
allowance.
• Frequent large variations indicate that the element is not a
constant one but a variable element.
• Excessively large time for this element could be detected by
corresponding reduction in time for the immediate element.
• Exceptionally short times could be due to human error.
• A rare reason of observation of such short times could also be
a last-minute-process-improvement. In such as case, the job
should be studied again with more detailed attention.

93
Selected time
Variable element
• In general more observations will be necessary of a variable
element than of a constant element before reliable
representative basic times can be established.
• The analysis of factors affecting the time to complete the
element should be closely studied.
• Some relationship should be established between the observed
time and the variable factors.
• Multiple factors could be affecting the observed time variation
and establishing relationships amongst multiple factors is
difficult

94
Work content
• The work content of a job or operation is defined as: basic
time+ relaxation allowance+ any allowance for additional
work (e.g. the part of relaxation allowance that is work
related).
• Standard time is the total time in which a job should be
completed at standard performance – i.e. work content,
contingency allowance for delay, unoccupied time and
interference allowance.
• Allowance for unoccupied time and interference may not be
frequently included in the standard time calculations; however,
the relaxation allowance is.

95
Standard time constituents
• A contingency allowance is a small allowance of time which
may be included in a standard time to meet legitimate and
expected items of work or delays, precise measurement of
which is uneconomical because of their infrequent or irregular
occurrence.
• Contingency allowance for work should include fatigue
allowance; whereas the allowance for delay should be
dependent on the workers.
• Typically contingency allowances are very small and are
generally expressed as percentage of the total repetitive
minutes of the job.

96
• Contingency allowance should not be more than 5%, and
should only be given where the contingencies cannot be
eliminated and are justified.

97
• Relaxation allowance is an addition to the basic time intended
to provide the worker with the opportunity to recover from the
physiological and psychological effects of carrying out
specified work under specified conditions and to allow
attention to personal needs.
• The amount of the allowance will depend on the nature of the
job.
• One of the major additions to the basic time.
• Industrial fatigue allowance, in turn, forms a major portion of
the relaxation allowance.
• Relaxation allowances are also given as percentages of the
basic times.

98
• Typical values of relaxation allowance are 12-20%.
• In addition to including relaxation allowances, short rest
pauses could be added over the period of work for an operator.

99
Other allowances
• Start-up / shut-down allowance
• Cleaning allowance
• Tooling allowance
• Set-up / change-over allowance
• Reject / excess production allowance
• Learning / training allowance
• Policy allowance is an increment, other than the bonus
increment, applied to standard time to provide a satisfactory
level of earning for certain level of performances under
exceptional conditions.

100
Standard time
• Now, we can add all the constituents to arrive at the standard
time for a job.
Standard time = observed time + rating factor + relaxation
allowance + work related contingency allowance + delay
related contingency allowance.

ERGONOMICS
• Ergons means ‘work’ and Nomos means ‘Natural
laws’. Ergonomics or its American equivalent
• ‘Human Engineering may be defined as the
scientific study of the relationship between man
and
• his working environments.
• Ergonomics implies ‘Fitting the job to the
worker’. Ergonomics combines the knowledge of
a
• psychologist, physiologist, anatomist, engineer,
anthropologist and a biometrician.

Objectives
The objectives of the study of ergonomics is to optimize the
integration of man and machine inorder to increase work
rate and accuracy. It involves
• The design of a work place befitting the needs and
requirements of the worker.
• The design of equipment, machinery and controls in such a
manner so as to minimize mental and physical strain on the
worker thereby increasing the efficiency, and
• The design of a conductive environment for executing the
task most effectively. Both work study and Ergonomics are
complementary and try to fit the job to the workers;
however Ergonomics adequately takes care of factors
governing physical and mental strains.

Applications
• In practice, ergonomics has been applied to a
number of areas as discussed below
1. Working environments 2. The work place
and 3. Other areas.

1. Working environments
(a) The environment aspect includes considerations
regarding light, climatic conditions (i.e., temperature,
humidity and fresh air circulation), noise, bad odour,
smokes, fumes, etc., which affect the health and
efficiency of a worker.
(b) Day light should be reinforced with artificial lights,
depending upon the nature of work.
(c) The environment should be well-ventilated and
comfortable.
(d) Dust and fume collectors should preferably be
attached with the equipments giving rise to them.

2. Work place layout
Design considerations
(a) Materials and tools should be available at their predetermined places
and close to the worker.
(b) Tools and materials should preferably be located in the order in which
they will be used.
(c) The supply of materials or parts, if similar work is to be done by each
hand, should be duplicated. That is materials or parts to be assembled by
right hand should be kept on right hand side and those to be assembled
by the left hand should be kept on left hand side.
(d) Gravity should be employed, wherever possible, to make raw materials
reach the operator and to deliver material at its destination (e.g.,
dropping material through a chute).
(e) Height of the chair and work bench should be arranged in a way that
permits comfortable work posture.

Mareeswaran

Recommended

Recommended

More Related Content

What's hot

What's hot (19)

Similar to Mareeswaran

Similar to Mareeswaran (20)

Recently uploaded

Recently uploaded (20)

Mareeswaran

Editor's Notes