This document provides an overview of basic work study, job design, and work measurement. It discusses key concepts like method study, motion study, time study, work sampling, job rotation, job enlargement, and job enrichment. The document outlines the objectives, techniques, steps, and benefits of work study, which includes analyzing work methods, designing optimal work methods, and establishing standard times. It also discusses factors to consider in job design like layout, control, environmental conditions, and behavioral dimensions.

1. BASIC OF WORK STUDY,
JOB DESIGN &
WORK MEASUREMENT
BY
YASHESH MORKHIA
-> 816
KARTHIK NADAR
-> 818
AKSHAY PATIL
-> 819
SWAPNIL PRADHAN
-> 820
APEKSHA
->821

2. WORK STUDY

3. INTRODUCTION
 WITH INCREASING COMPLEXITIES OF THE TECHNOLOGICAL WORLD,
NEED TO SIMPLIFY THE WORK SYSTEM HAS BEEN INCREASING DAY
BY DAY.
 WORK STUDY IS AN AREA OF KNOWLEDGE THAT ADDRESSES THE
PROBLEM OF WORK SIMPLIFICATION WITH THE BASIC OBJECTIVES OF
PRODUCTIVITY ENHANCEMENT,
HUMAN COMFORT & SAFETY

4. EVOLUTION OF WORK STUDY
• F.W.TAYLOR: FOUNDER OF MODERN METHOD AND TIME STUDY.
• TAYLOR BEGAN HIS TIME STUDY WORK IN 1881.
• HE ESTABLISHED THAT EACH JOB SHOULD HAVE A STANDARD TIME, DETERMINED BY TIME STUDIES.
• IN THE TIMING PROCESS TAYLOR ADVOCATED DIVIDING THE WORK INTO SMALL DIVISIONS OF
•
EFFORT KNOWN AS ELEMENTS.
• TIME WAS OBTAINED FOR THESE ELEMENT INDIVIDUALLY AND THEIR COLLECTIVE VALUES WERE
USED TO DETERMINE THE ALLOWED TIME FOR THE TASK.

5. WORK OF GILBERTH
• GILBRETH IS CONSIDERED AS THE FOUNDER OF „MODERN MOTION STUDY
TECHNIQUE‟.
• WHICH IS DEFINED AS THE STUDY OF BODY MOTIONS USED IN PERFORMING AN
OPERATION FOR THE PURPOSE OF IMPROVING THE OPERATION BY
 ELIMINATING UNNECESSARY
:
MOTIONS
 SIMPLIFYING NECESSARY MOTIONS
 THEN ESTABLISHING THE MOST FAVORABLE MOTION SEQUENCE FOR MAXIMUM EFFICIENCY

6. IMPORTANCE:• ENHANCING THE PRODUCTION EFFICIENCY OF THE FIRM.
• TECHNIQUE TO IDENTIFY NON-VALUE OPERATIONS.
• ONLY
ACCURATE
TECHNIQUE.
AND
SYSTEMATIC
• HAS GOT UNIVERSAL APPLICATION.
PROCEDURE
ORIENTED

7. DEFINITION
“WORK STUDY IS DEFINED AS THAT BODY OF KNOWLEDGE CONCERNED
WITH THE ANALYSIS OF THE WORK METHODS AND THE EQUIPMENT USED
IN PERFORMING A JOB, THE DESIGN OF AN OPTIMUM WORK METHOD
AND THE STANDARDIZATION OF PROPOSED WORK METHODS.”
PREREQUISITES FOR CONDUCTING
WORK STUDY

8. STEPS INVOLVED IN WORK STUDY
1. SELECT
Job Or Process To Be Studied
2. RECORD
All the details concerning job using various Recording Techniques
3. EXAMINE
Recorded facts critically by asking questions like who, what, when, why
4. DEVELOP
Most economical method
5. MEASURE
The amount of work involved and set standard time to do that job
6. DEFINE
New method and standard time
7. INSTALL
The new method as a standard practice
8. MAINTAIN
New method as agreed standards

9. PRINCIPLES OF WORK STUDY
1. MUST COME FROM THE TOP LEVEL MANAGEMENT.
2. PEOPLE MADE AWARE OF THE OBJECTIVES AND THE NEED OF THE
EXERCISING SUCH STUDY.
3. METHOD STUDY MUST PRECEDE WORK MEASUREMENT .

10. OBJECTIVES
• TO
ANALYZE THE PRESENT METHOD OF DOING A JOB, SYSTEMATICALLY IN ORDER
TO DEVELOP A NEW AND BETTER METHOD.
• TO MEASURE THE WORK CONTENT OF A JOB BY MEASURING THE TIME REQUIRED TO
DO THE JOB FOR A QUALIFIED WORKER AND HENCE TO ESTABLISH STANDARD TIME.
• TO
INCREASE THE PRODUCTIVITY BY ENSURING THE BEST POSSIBLE USE OF HUMAN,
MACHINE
AND
MATERIAL
RESOURCES
AND
TO
ACHIEVE
BEST
QUALITY
PRODUCT/SERVICE AT MINIMUM POSSIBLE COST.
• TO IMPROVE OPERATIONAL EFFICIENCY.
• TO REDUCE WASTE THROUGH STANDARDIZATION
• TO IMPROVE LABOR EFFICIENCY.
OF WORK ELEMENTS OF A JOB.

11. COMPONENTS /
TECHNIQUES OF WORK STUDY
WORK STUDY
METHOD STUDY
• Motion Study : Examine the
job and finding more
efficient method to
perform it
WORK MEASUREMENT
• Time Study : Determine the
time necessary to perform
a job and its elements

12. BENEFITS OF WORK STUDY
 INCREASED PRODUCTIVITY AND OPERATIONAL EFFICIENCY
 REDUCED MANUFACTURING COSTS
 IMPROVED WORK PLACE LAYOUT
 BETTER MANPOWER PLANNING AND CAPACITY PLANNING
 FAIR WAGES TO EMPLOYEES
 BETTER WORKING CONDITIONS TO EMPLOYEES
 IMPROVED WORK FLOW
 REDUCED MATERIAL HANDLING COSTS
 PROVIDES A STANDARD OF PERFORMANCE TO MEASURE LABOUR EFFICIENCY
 BETTER INDUSTRIAL RELATIONS AND EMPLOYEE MORALE
 BASIS FOR SOUND INCENTIVE SCHEME
 PROVIDES BETTER JOB SATISFACTION TO EMPLOYEES

13. ADVANTAGES OF METHOD STUDY
•
WORK SIMPLIFICATION
•
IMPROVED WORKING METHOD ( CHEAPER METHOD)
•
BETTER PRODUCT QUALITY
•
IMPROVED WORK PLACE LAYOUT
•
IMPROVED EQUIPMENT DESIGN
•
BETTER WORKING CONDITIONS
DISADVANTAGES OF METHOD STUDY
• HIGH OPERATING COST
•
HIGH WASTAGE & SCRAP
•
EXCESSIVE MOVEMENT OF MATERIALS AND WORKMEN
•
EXCESSIVE PRODUCTION BOTTLENECKS
•
EXCESSIVE REJECTIONS AND REWORK
•
COMPLAINTS ABOUT QUALITY

14. WORK MEASUREMENT

15. DEFINATION :• “THE APPLICATION OF TECHNIQUES DESIGNED TO ESTABLISH THE
TIME FOR A QUALIFIED WORKER TO CARRY OUT A SPECIFIED JOB AT
A DEFINED LEVEL OF PERFORMANCE”

16. OBJECTIVES OF WORK MEASUREMENT :• 1. COMPARING ALTERNATIVE METHODS
• 2. ASSESSING THE CORRECT INITIAL MANNING (MANPOWER REQUIREMENT PLANNING)
• 3. PLANNING AND CONTROL
• 4. REALISTIC COSTING
• 5. DELIVERY DATE OF PLANNING
• 6. COST REDUCTION AND COST CONTROL
• 7. IDENTIFYING SUBSTANDARD WORKERS
• 8. TRAINING NEW EMPLOYEES.

17. TECHNIQUES OF WORK MEASUREMENT :• 1) REPETITIVE WORK:- THE TYPE OF WORK IN WHICH THE MAIN OPERATION OR GROUP OF OPERATIONS REPEAT
CONTINUOUSLY DURING THE TIME SPENT AT THE JOB. THESE APPLY TO WORK CYCLE OF EXTREMELY SHORT DURATION.
• 2) NON-REPETITIVE WORK:- IT INCLUDE SOME TYPE OF MAINTENANCE AND CONSTRUCTION WORK, WHERE CYCLE
ITSELF IS HARDLY EVER REPEATED IDENTICALLY.
VARIOUS TECHNIQUES:1)TIME STUDY
2) SYNTHESIS
3) WORK SAMPLING
4) ANALYTICAL ESTIMATION
5)PREDETERMINED MOTION AND TIME STUDY.

18. TIME STUDY
• TIME STUDY IS WORK MEASUREMENT TECHNIQUE FOR RECORDING THE TIMES AND
RATES OF WORKING FOR THE ELEMENTS OF A SPECIFIED JOB CARRIED OUT
UNDER SPECIFIED UNDER SPECIFIED CONDITIONS

19. STEPS IN MAKING TIME STUDY:1)SELECT (SELECTING
JOB FOR WORK STUDY)
2)OBTAIN & RECORD (DETAILS REGARDING METHODS,OPERATOR, JOB AND
WORKING CONDITION)
3)DEFINE (THE ELEMENT, BREAK THE JOB INTO CONVENIENT
FOR TIMING)
4)MEASURE (TIME DURATION FOR EACH ELEMENT AND ASSESS THE RATING)
5)EXTEND (OBSERVED
TIME INTO NORMAL TIME
{BASIC TIME})
6)DETERMINED (RELAXATION AND PERSONAL ALLOWANCES)
7) COMPUTE (STANDARD TIME FOR THE OPERATION FOR DEFINED JOB OR
OPERATION.)

20. TYPES OF ELEMENT
• A REPETITIVE ELEMENT – IS AN ELEMENT WHICH OCCURS IN EVERY WORK CYCLE OF THE JOB.
•
AN OCCASIONAL ELEMENT - DOES NOT OCCUR IN EACH WORK CYCLE OF THE JOB, BUT WHICH
MAY OCCUR AT REGULAR OR IRREGULAR INTERVALS. E.G. MACHINE SETTING.
• A CONSTANT ELEMENT - THE BASIC TIME REMAINS CONSTANT WHENEVER IT IS PERFORMED. E.G.
SWITCH THE MACHINE ON.
• A VARIABLE ELEMENT - IS AN ELEMENT FOR WHICH THE BASIC TIME VARIES IN RELATION TO SOME
CHARACTERISTICS OF THE PRODUCT, EQUIPMENT OR PROCESS, E.G. DIMENSIONS, WEIGHT, QUALITY
ETC. E.G. PUSH TROLLEY OF PARTS TO NEXT SHOP.

21. TYPES OF ELEMENT
• MANUAL ELEMENT - IS AN ELEMENT PERFORMED BY A WORKER.
•
MACHINE ELEMENT - IS AUTOMATICALLY PERFORMED BY A POWER-DRIVEN MACHINE (OR
PROCESS).
• GOVERNING ELEMENT
- OCCUPIES A LONGER TIME THAN ANY OF THE OTHER ELEMENTS
WHICH ARE BEING PERFORMED CONCURRENTLY. E.G. BOIL KETTLE OF WATER, WHILE SETTING OUT
TEAPOT AND CUPS.
•
FOREIGN ELEMENT - IS OBSERVED DURING A STUDY WHICH, AFTER ANALYSIS, IS NOT FOUND TO
BE NECESSARY PART OF THE JOB. E.G. DEGREASING A PART THAT HAS STILL TO BE MACHINED
FURTHER.

22. ALLOWANCES
• RELAXATION ALLOWANCES
• VARIABLE ALLOWANCES
• INTERFERENCE ALLOWANCES
• CONTINGENCY ALLOWANCES
• POLICY ALLOWANCES

23. Personal
Allowance
Constant
Fatigue
Allowance
Variable
Fatigue
Allowance
Relaxation
Allowance
Fatigue
Allowance
Normal Time
Contingence
Allowance
Total
Allowance
Policy
Allowance
If applicable
Standard Time
VARIOUS ALLOWANCES TO BUILD STANDARD TIME

24. EXAMPLE ON HOW TO CALCULATE STANDARD TIME:

25. WORK MEASUREMENT
• STANDARD TIME IS USED IN:
• COSTING THE LABOR COMPONENT OF PRODUCTS
• TRACKING EMPLOYEE PERFORMANCE
• SCHEDULING & PLANNING REQUIRED RESOURCES

26. SETTING STANDARD TIMES
• STEP 1: CHOOSE THE SPECIFIC JOB TO BE STUDIED
• STEP 2: TELL THE WORKER WHOSE JOB YOU WILL BE STUDYING
• STEP 3: BREAK THE JOB INTO EASILY RECOGNIZABLE UNITS
• STEP 4: CALCULATE THE NUMBER OF CYCLES YOU MUST OBSERVE
• STEP 5: TIME EACH ELEMENT, RECORD DATA & RATE THE
WORKER‟S PERFORMANCE
• STEP 6: COMPUTE THE NORMAL TIME
• STEP 7: COMPUTE THE STANDARD TIME

27. EXAMPLE :-

28. WORK SAMPLING:WORK SAMPLING WAS ORIGINALLY DEVELOPED BY L.H.C. TIPPETT IN BRITAIN IN 1934 FOR
THE BRITISH COTTON INDUSTRY RESEARCH BOARD.
DEFINATION:A TECHNIQUE IN WHICH A STATISTICALLY COMPETENT NUMBER OF INSTANTANEOUS
OBSERVATIONS ARE TAKEN, OVER A PERIOD TIME, OF A GROUP OF MACHINES,PROCESSES
OR WORKERS.
WORK SAMPLING HAS THREE MAIN APPLICATIONS:1) ACTIVITY AND DELAY SAMPLING:- TO MEASURE THE ACTIVITIES AND DELAYS OF WORKERS
AND MACHINES.
2) PERFORMANCE SAMPLING:- TO MEASURE
WORKING TIME AND NON WORKING TIME OF A
PERSON ON A MANUAL WORK AND TO ESTABLISH A PERFORMANCE INDEX OR
PERFORMANCE LEVEL FOR A PERSON DURING HIS WORKING TIME.
3) WORK MEASUREMENT:- UNDER CERTAIN CIRCUMSTANCES, TO MEASURE MANUAL TASK
THAT IS TO ESTABLISHED A TIME STANDARD FOR AN OPERATION.

29. WHAT IS JOB DESIGN
Job design – process by which managers decide
individual job tasks and authority
Job redesign – process by which managers reconsider
what employees are expected to do
The well-being of organizations and people relates to
how well management designs jobs

30. DEFINITION OF JOB DESIGN
Def: Job Design is the process of deciding on the content of a
job in terms of its duties and responsibilities; on the methods to
be used in carrying out the job, in terms of techniques, systems
and procedures and on the relationships that should exist
between the job holder and the superiors, subordinates and
colleagues.

31. GOALS OF JOB DESIGN
1.
2.
3.
4.
Major Concern
Purpose of Job Design
Affect on Employee
Impact

32. DESIGN FACTOR
• LAYOUT OF EQUIPMENT AND SEATING
• INSTRUMENT DISPLAY DESIGN
• COMPATIBILITY
• CONTROL DESIGN CHARACTERISTICS

33. ENVIRONMENTAL FACTORS
• TEMPERATURE AND HUMMIDITY
• VIBRATION
• NOISE

34. VISUAL ENVIRONMENT
• LIGHTING
• VENTILATION
• BEHAVIOURAL DIMENSIONS OF JOB DESIGN
• JOB ROTATION
• JOB ENLARGEMENT
• JOB ENRICHMENT

35. JOB ROTATION: JOB ENLARGEMENT
:JOB ENRICHMENT:
•
JOB ROTATION: REFERS TO THE MOVEMENT OF AN EMPLOYEE FROM ONE JOB TO ANOTHER.
•
PLEASE NOTE: JOBS THEMSELVES ARE NOT ACTUALLY CHANGED, ONLY EMPLOYEES ARE ROTATED AMONG VARIOUS
JOBS.
•
•
JOB ENLARGEMENT
WHEN A JOB IS ENLARGED THE TASKS BEING PERFORMED ARE EITHER ENLARGED OR SEVERAL SHORT TASKS ARE GIVEN
TO ON WORKER, THUS THE SCOPE OF THE JOB IS INCREASED BECAUSE THERE ARE MANY TASKS TO BE PERFORMED BY
THE SAME WORKER.
•
•
JOB ENRICHMENT:
JOB ENRICHMENT AS IS CURRENTLY PRACTICED ALL OVER THE WORK IS A DIRECT OUTGROWTH OF HERZBERG‟S TWO
FACTOR THEORY OF MOTIVATION.

36. APPROACHES TO JOB DESIGN
• ENGINEERING APPROACH:
• HUMAN APPROACH:
• JOB CHARACTERISTICS APPROACH:

37. ENGINEERING APPROACH:
• THE WORK OF EVERY WORKMAN IS FULLY PLANNED OUT BY THE
MANAGEMENT AT LEAST ON DAY IN ADVANCE AND EACH MAN
RECEIVES IN MOST CASES COMPLETE WRITTEN INSTRUCTIONS,
DESCRIBING IN DETAIL THE TASK WHICH HE/SHE HAS TO ACCOMPLISH-
FW TAYLOR.
• PROBLEM WITH THIS APPROACH: REPETITION-MECHANICAL PACING-NO
END PRODUCT-LITTLE SOCAL INTERACTION-NO INPUT

38. HUMAN APPROACH:
• THE HUMAN RELATIONS APPROACH RECOGNIZED THE NEED TO DESIGN JOBS WHICH ARE
INTERESTING AND REWARDING.
• HERZBERG‟S RESEARCH POPULARIZED THE NOTION OF ENHANCING NEED SATISFACTION
THROUGH WHAT IS CALLED JOB ENRICHMENT.
• FACTORS INVOLVED:
• MOTIVATORS LIKE ACHIEVEMENT, RECOGNITION, WORK
AND GROWTH AND HYGIENIC FACTORS.
ITSELF, RESPONSIBILITY, ADVANCEMENT
• ACCORDING TO HERZBERG. THE EMPLOYEE IS DISSATISFIED WITH THE JOB IF REQUIRED
MAINTENANCE FACTORS TO THE REQUIRED DEGREE ARE NOT INTRODUCED INTO THE JOB.

39. JOB CHARACTERISTICS APPROACH
•
THEORY BY HACKMAN AND OLDHAM STATES THAT EMPLOYEES WILL WORK HARD WHEN THEY
ARE REWARDED FOR THE WORK THEY DO AND WHEN THE WORK GIVES THEM SATISFACTION.
•
HENCE INTEGRATION OF MOTIVATION, SATISFACTION AND PERFORMANCE
•
ACCORDING TO THIS APPROACH JOB CAN BE DESCRIBED IN TERMS OF FIVE CORE JOB
DIMENSIONS:
1. SKILL VARIETY
2. TASK IDENTITY
3. TASK SIGNIFICANCE
4. AUTONOMY
5. FEEDBACK
WITH JOB DESIGN.

40. JOB DESIGN PROCESS:
• JOB DESIGN PROCESS HAS TO START FROM WHAT ACTIVITY NEEDS TO BE DONE
IN ORDER TO ACHIEVE ORGANIZATIONAL GOALS.
• IT REQUIRES USE OF TECHNIQUES LIKE WORK-STUDY, PROCESS PLANNING,
ORGANIZATIONAL METHODS AND ORGANIZATIONAL ANALYSIS AND ALSO
TECHNICAL ASPECTS