Kevin Vyavahare_Project Report

A Study on the Time and Motion to improve the
Pack House Efficiency of
Camson Agri Venture Pvt. Ltd.
Kevin Vyavahare
Business Leadership Program
(2015-2016)
Under the Guidance of
Mrs. Bianka Ray Chaudhary
SCHOOL of INSPIRED LEADERSHIP
GURGAON

A study on the Time and Motion to Improve the Pack House Efficiency of Camson Agri Venture Pvt. Ltd.
Vyavahare, K (2015) 2
CERTIFICATE
This is to certify that Mr. Kevin Vyavahare has successfully completed the project titled “A
Study on Time and Motion to Improve the Pack House Efficiency of Camson Agri Venture Pvt.
Ltd. “in Camson Biotecchnologies Pvt Ltd. It is an independent research work done under my
supervision during August – September 2015. It is being submitted to the School of Inspired
Leadership in partial fulfillment for the award of the program completion Certificate.
Signature of Project Guide Signature of Faculty Guide
Designation Designation
Company Stamp Institute Stamp

Abstract
The purpose of this research is to study and improve the production and process capabilities of
an agri based company called Camson Agri Venture Pvt. Ltd. which is a subsidiary of its parent
company Camson Biotechnologies Pvt. Ltd. through identifying the process that involves
manpower as the main reason and state the time standard in order to achieve the objectives of
increasing packaging efficiency and setting standard protocol to achieve the same. In this project,
the research objectives were to identify problems in both fresh baby corn and frozen sweet corn
packaging process and to improve it in terms of employee efficiency, number of process and
production layout by proposing an efficient work process to the company. Researcher used
systematic observation; interviews, process chart and stopwatch time study as research
methodology. SPSS Software was also used as a tool for data testing and to understand various
relations to increase employee efficiency and the work process. The improvement of work
process was executed by eliminating and combining of work process, which reduces production
time, number of process and space utilization.
Keywords: Time and Motion Study, Ergonomics, Productivity, Employee Efficiency, Time
Standard, Process Flow

Acknowledgement
I would like to thank my Reporting Manager, Mr. Dilip Kumar, for his continuous support in
completion of my internship project. He was always there to listen and to give advice. He
showed me the right kind of approach towards the issue/topic and the need to be persistent to
accomplish those goals.
I would like to thank my Internal Mentor, Mrs. Bianka Ray Chaudhary. Without her assistance, it
would had been unlikely to put proper framework for my internship project, which was great
deal of information, so synthesizing was possible only because of her inputs.
Besides my Guide and Mentor, I would like to thank Mr Arun Kerur (Plant Manager), Mr.
Bharat Kakade (Quality Manager) and Mr. Manoj Wala (Maintenance Head) of Camson Agri
Venture Pvt. Ltd for supporting my research by providing me with the right kind of information,
valuable opinions and sharing their experiences. A special note of thank you goes to Mr.Ganesh
Patil (Baby Corn Processing Plant Head) for providing necessary data for the research as well as
for making changes in the processing line as and when required in order to carry out the
experiments and observation study.
I would also like to show my personal appreciation to all respondents/employees who managed
to take out their time and give me their valuable suggestions and inputs. I would like to thank the
entire administration team of Camson for providing me with additional Data and other necessary
documents for the research.
I would also like to thank my colleagues and seniors, who were always selfless and willing to
help and support me throughout the course of this Project.
Last but not the least, my Guardian, for reminding me that my research and the content should
always be useful and serve good purposes for all the students.

Table of Contents
CHAPTER 1.COMPANY OVERVIEW ......................................................................................................9
1.1 Camson Biotechnologies - Introduction .................................................................................................9
1.2 Camson Agri Venture Pvt. Ltd ...........................................................................................................9
1.3 Key Strengths and Core Competencies.............................................................................................11
1.4 Product profile ..................................................................................................................................12
1.2.1 Biocides......................................................................................................................................12
1.2.2 Bio-Fertilizers ............................................................................................................................13
1.2.3 Hybrid Seed Varieties................................................................................................................13
CHAPTER 2.INTRODUCTION ................................................................................................................14
2.1 Problem Formulation: .......................................................................................................................14
2.2 Research Objective ...........................................................................................................................15
2.3 Variables ...........................................................................................................................................16
2.4 Motion Study ....................................................................................................................................16
2.5 Time Study........................................................................................................................................17
2.6 Time and Motion Study and Productivity.........................................................................................17
2.7 Techniques of Motion and Time Study.............................................................................................18
2.8 Relationship and Utilization of Motion and Time Study..................................................................18
CHAPTER 3.RESEARCH METHODOLOGY .........................................................................................19
3.1 Research Framework /Methodology.................................................................................................19
3.2 Basic Procedure for Research ...........................................................................................................19
3.3 Data Collection .................................................................................................................................20
3.4 Research Instrument for Data Collection..........................................................................................20
3.4.1 Systematic Observation..............................................................................................................20
3.4.2 Interview and Discussion...........................................................................................................21
3.4.3 Stopwatch Time Study...............................................................................................................21
3.4.4 Process Chart .............................................................................................................................21
3.5 Sampling method ..............................................................................................................................21
3.5.1 Sample Size:...............................................................................................................................22
3.6 Data Analyze:....................................................................................................................................22
CHAPTER 4.DATA ANALYSIS AND OUTCOME ................................................................................23
4.1 Data Collection .................................................................................................................................23

4.2 Work Process Analysis through Observation and Stop Watch Time....................................................23
4.2.1 Work Process Operations...............................................................................................................24
4.2.2 Operation / Processing Department ...............................................................................................25
4.2.3 Comparison of Actual (Standard) time and Current time for processing of fresh Baby Corn in
minutes for 15 kg:...................................................................................................................................28
4.2.4 Comparison of Actual (Standard) and Current time for processing of fresh Baby Corn in Hours
for 10000 kg:...........................................................................................................................................28
4.3 Observation Analysis for employees of De-husking section:...............................................................30
4.3.1 Reasons for time gap in de-husking process based on observation study:.....................................30
4. 4 Data Analysis and Interpretation through SPSS ..................................................................................33
4.4.1 Reliability Analysis........................................................................................................................33
4.4.2 Correlation and Hypothesis Testing...............................................................................................34
4.4.2.1 Correlation between Age of the Employee and their Productivity .........................................34
4.4.2.2 Correlation between Experience of Employees and their Productivity ..................................34
4.4.2.3 Correlation between Distance travelled by Employees and Productivity...............................35
4.4.2.4 Correlation between level of Distraction and Productivity.....................................................36
4.4.2.5 Correlation to check impact of reporting late to work on Productivity...................................37
4.4.3 Chi Square Analysis.......................................................................................................................38
4.4.3.1 Relation between Illumination and Productivity.....................................................................38
4.4.3.2 Relation to find influence of Music on Employees Productivity............................................39
4.4.3.3 Relation to find influence of Team Members on Employees Productivity.............................40
4.5 Observation Study at Automated Frozen line of Sweet Corn Unit:......................................................41
4.5.1 Researchers Observation Analysis:................................................................................................42
4.5.2 Recommended Motion of Work Process for Frozen Sweet Corn line...........................................45
CHAPTER 5.RECOMMENDATION / DISCUSSION .............................................................................46
CHAPTER 6: LIMITATIONS....................................................................................................................50
CHAPTER 7: CONCLUSION....................................................................................................................51
8. BIBLIOGRAPHY...................................................................................................................................53
9. REFERENCING.....................................................................................................................................55
10. ANNEXURE.........................................................................................................................................57
10.1 Questionnaire..................................................................................................................................57

LIST OF TABLES
Table 1 : Fresh Baby Corn Processing Flow Chart ……………………………………………24
Table 2 : The Number and Percentages of Each Process ………………………………………25
Table 3 : Comparison of the Average Time Per Entry ………………………………………...26
Table 4 : Total Current Process time for 10000 kg Raw Material …………………………......26
Table 5 : Total Standard Process time for 10000 kg Raw Material ……………………………27
Table 6 : Correlations between Age of the Employee and their Productivity ………………....34
Table 7 : Correlation between Experience of Employees and their Productivity …...…………35
Table 8 : Correlations between distance travelled by the employee and Productivity ………...35
Table 9 : Correlations between level of Distraction and Productivity ……………………........36
Table 10 : Chi-Square Test for Illumination and Productivity …………………………….......38
Table 11 : Chi-Square Test on Productivity and Music ……………………………………….39
Table 12 : Chi-Square Test on Team Members and Productivity …………………………......40
Table 13 : Frozen Sweet Corn Processing Flow Chart ………………………………………...41
Table 14: Correlations in productivity after changing places ………………………………….42

LIST OF FIGURES
Figure 1: Companies Shareholding Details ……………………………..…………………….11
Figure 2: Process Layout for Fresh Baby Corn ……………………………………………….23
Figure 3: Time taken for Processing of fresh baby corn in below process (15 kg) …………...27
Figure 4: Comparison of Actual (Standard) time and Current time for processing
of Fresh Baby Corn in minutes for 15 kg ……………………………………………………..28
Figure 5: Comparison of Actual (Standard) and Current time for 10 tons ……………………28
Figure 6: Dead Time / Non Value Added Activities for De-husking of Cobs ..………………29
Figure 7: Proposed Process Layout for Fresh Baby Corn …………………………………….33
Figure 8: Current Process flow diagram of Frozen Sweet Corn Section ……………………...40
Figure 9: Comparison between Current and Standard time for Stitching of
Sweet Corn Bags ………………………………………………………………………………42
Figure 10: Proposed Process flow diagram of Frozen Sweet Corn Section …………………..44
.

CHAPTER 1.COMPANY OVERVIEW
1.1 Camson Biotechnologies - Introduction
Camson Bio Technologies Limited is a leading integrated agricultural biotechnology company in
India. With a defined focus on research and development in biotechnology, Camson’s efforts are
aimed towards creating an innovative range of agricultural products for crop protection and yield
enhancement.
Founded in 1993, Camson went public with an initial public offering (IPO) in 1995. With a
continued focus on product development, Camson launched its first range of biocides (bio
pesticides) in 2001 and first hybrid seeds in 2003.
Camson combines traditional knowledge in agriculture with the latest advances in safety and
protection to market a wide range of products. These include hybrid seeds, bio-fertilizers and
biocides that are zero-residue and environment-friendly. Camson’s naturally-derived bio-
pesticides and bio-fertilizers maximize agricultural productivity and sustainability while
reducing the environmental impact.
1.2 Camson Agri Venture Pvt. Ltd
Camson Agri Ventures Private Limited (CAV) is India's first fully integrated provider of eco-
friendly agricultural solutions. CAV is a subsidiary of Camson Bio Technologies Limited, which
is a pioneering agricultural biotechnology company based out of Bengaluru, India. CAV believes
in delivering safe food at affordable prices to its consumers. The company thereby aims to
introduce the most reliable, efficient and sustainable practices in agriculture in order to achieve
the objective of a healthier tomorrow for consumers, society and the environment at large.

CAV offers solutions across the complete value chain of agri-business – rightfrom providing
eco-friendly agricultural inputs such as biocides, bio-fertilizers & hybrid seeds, offering
comprehensive farm management solutions, practicing Zero Residue Cultivation™, to Food
Processing, Distribution and Marketing of safe Zero Residue™ farm produce under Camson
Fresh & Safe™ to both domestic and international consumers.
CAV offers services across the complete agricultural value chain, i.e. from ''farm to fork''. It has
made a good beginning, with more than 1000 acres of farmland under management currently,
and more farmers are interested in availing of CAV''s services.
Camson Agri Ventures, offers a wide range of processes like sorting, grading, fresh packing,
hydro cooling, blast freeze, Individually Quick Freeze (IQF), pulps, &paste. It is well equipped
with cold chain logistics along with pre-cooling chambers & large cold storages. Agro products
like fresh baby corn, chillies, French beans as well as IQF (Individual quick freezing technology)
for frozen sweet corn, Jalapenos, Okras and Chili Cubes are processed in Maharashtra Plant. Its
major customer is Field Fresh which closely works with Delmonte and accounts for 80% of its
business in Fresh products. It currently caters to MNC’s in India and abroad that require
processed food. Going forward the company has plans to launch its own brand in the market. In
frozen segment, Mother dairy is the main procurer of frozen sweet corn, green peas and other
products.
Camson Agri Ventures has been able to influence over 2 lakh plus farmers towards Zero Residue
cultivation. This growing acceptance by the farming community is a testament to their strong
emphasis on creating products that are safe, economical and eco-friendly for farmers, farm
workers, consumers and the environment at large.
One of the major threat company faces is the risk from bad weather. The type of crop that can be
grown is affected by changes in temperatures and the length of the growing season. Climate
changes also modify the availability of water for production.

1.3 Key Strengths and Core Competencies
Figure 1: Companies Shareholding Details

1.4 Product profile
Camsons products are mainly categorized depending on their usage. They are categorized into
three segments i.e. Biocides, Bio-Fertilizers and Hybrid Seeds.
1.2.1 Biocides
Camson’s Biocides deliver valuable crop protection and help farmers to produce high quality
crops. Our zero-residue Biocides enable farmers to access higher-value markets by meeting
stringent requirements on pesticide residue levels.
Camson’s Biocides add value throughout the food value chain. They contribute to sustainable
agriculture, reduce the environmental impact, help farmers produce quality yields for the food
industry, and reassure consumers that their food is safe.
Biocides: 15 variants
 Bio-fungicides (6 variants)
 Bio-insecticides (9 variants)
Camson has an in-house library of selected and characterized microbes (3700) which have been
found to be very effective in controlling various pests and pathogens through their secondary
metabolites. This gives Camson a leading edge in innovating/ formulating effective biocides for
control of various diseases in the future.

1.2.2 Bio-Fertilizers
Camson’s Bio-fertilizers are designed to make farmer’s operations more efficient by bolstering
plant growth and production. Their bio-fertilizers products play a vital role in improving farm
productivity by augmenting soil fertility and reducing the cost of cultivation.
Camson’s Bio-fertilizers promote plant growth and improve disease resistance, both of which are
critical to maximize yield potential. Ultimately, this helps maximize farmers’ return on
investment. Camson’s range of natural growth stimulants helps increase the performance of
plants without endangering their health with excessive amounts of fertilizers. This means
stronger and healthier plants that are capable of increased fruit production.
Bio-fertilizers: 12 variants
 Plant stimulants (6 variants)
 Fertilizers (6 variants)
Camson’s bio-fertilizers are well known for their effective mobilization of nutrients to plants. On
appropriate use, they are known to reduce the need to use chemical fertilizers by restoring the
soils natural nutrient cycle and enhancing the soil conditions.
1.2.3 Hybrid Seed Varieties
Camson has developed a comprehensive portfolio of hybrid seeds to bring incremental value to farmer’s
yields and contribute significantly to food security measures.
Through seed-based innovation, they have developed hybrid seed varieties that perform well
under organic and natural conditions, which mean that their seeds are tolerant to drought, pest
attacks and stress. The seeds also have a long shelf life and utilize natural conditions to provide
higher yields and better margins to the farmer. Hybrid Seeds: 11 types, 49 hybrids
Camson has a proven track record of hybrid vegetable seeds with a complete range of over 49
varieties. Camson’s on-going research has a pipeline of an additional 70 more varieties.

CHAPTER 2.INTRODUCTION
2.1 Problem Formulation:
Camson Agri Products Ltd, a subsidiary company of Camson Biotechnology Ltd. have noticed
that in the Fresh Baby Corn Processing Plant section, the overall productivity of its employees is
uneven and not up to the mark. Since it is a processing plant, although productivity depends on
skills, abilities of a person, company felt that a thorough observation study should be carried out
of the entire process as well as to observe individual employee, to analyze their performance and
compare the same to others, so that company will be able to identify best followed practice to
enhance overall efficiency as well as increased individual productivity, taking product safety &
quality into account.
Also company wants to understand the frozen section of sweet corn processing plant based on
IQF technology, being 90 percent automated, whether it requires further changes to improve its
process.
The measurement of the product, process or service successful would be known through the time
study and time standard by work sampling, observation and workers complaint. It shows that
time is the most important thing in determining company’s performance and develop the
operation level of the company. Time is defined as a component that used in measurement
system to arrange events, compare duration time of an event and measure the motion of work
element. Time is the huge thing in religion, philosophy and science, but it is define in a situation
without controversy, that could be avoid consistently because it suits all kind of field.
Total cycle time is means of the combine effect of cycle time in all business processes from the
time needed until reach satisfaction. In short, the total cycle time is defined comprehensively. It
include all business process cycle time, and it focus on a single process. This study is executed in
an Agri based company in Maharashtra which is one of the Fresh and frozen Vegetable
processing factory. This factory has various main processes that involve motion that influence
operation time. Time and motion study impact the whole production rate of the company. Time
and motion study is a method in order to determine the actual time needed to complete the task.

Time and motion study is the important aspect in business to determine the production rate.
Another factor’s that effect the production rate is raw material, operation cost, work force and
others. All this factors will effect differently to each other. Even though, time is the most
influence element this rate. Whether the motion time or the production rate, this element is taken
care in any transaction in a company.
In this study, the company is handling down the Raw material processing, grading and packaging
process. It involves 90 % manpower and 10 % Machine for the Fresh Baby Corn Processing
Plant. In this process, manpower has no time standard stated because as we know, manpower
process will be influence by many factors. When there is no time standard, any task could be
finished out of planned. In this study, the process involved manpower in packaging process is
determined and studied. While, a time standard is determined to know the time needed the
process could be finished. In business, both of these elements are important to execute the
maximum profitable production rate. Hence, with the application of Time and Motion Study, the
changes and improvement could be seen especially in terms of human efficiency, cost and
production matter.
For frozen line of sweet corn, observation was carried out for the processes in which employees
were involved in order to improve the process line.
2.2 Research Objective
Camosn Agri Ventures currently caters to MNC’s in India and abroad that require processed
food. Its major customer is Field Fresh, which accounts for 80% of its business in Fresh Baby
Corn through Export. The key to the success of fresh Baby corn produce in the export &
domestic market is the post-harvest management that has resulted in the company's products
being sought by the international retailers. Since it’s a fresh produce, Company have invested
heavily in setting up a state-of-the-art pack-house with hydro-coolers to ensure that the product is
maintained at the right temperature to retain the quality.
As there is increasing demand for fresh Baby Corn produce in export market, company wants to
increase its inventory/ process turnover, so that the end consumer receives the produce in as little

time as possible. Thus company wants to carry out a detailed analysis of its employees in order
to find out how efficiently they are making use of the process so that less time is required on
processing the produce as well as to study the process layout itself, to figure out better standards
for implementation to improve the productivity thus improving the revenue of the company.
Currently company is able to use their manpower maximum potential of approximately 60%,
which needs to be improved in the coming months.
In this project we are trying to find out what are the current factors that are affecting employees’
efficiency in terms of process layout and psychological as well as physical factors and then how
to change those factors for better productivity.
There are several factors that may hinder their performance say for example it could be age or
experience etc.
2.3 Variables
2.4 Motion Study
The motion study aspect consists of a wide variety of procedures for the description, systematic
analysis, and improvement of work methods considering the raw materials, the design of the
outputs, the process or order work, the tolls, workplace and equipment for each step in the
process and the human activity used to perform each step.
Independent variables
 Age
 Experience
 Family Background
 Illumination
 Travelling Distance
 Level of Distraction
 Impact of Music
 Impact of Team
Members
 Reporting Time
Dependant variable
Efficiency of Employees

Simplification is most effective method to reduce cost, that saving would be smaller compare to
elimination or combining but still can be simplified.
According to Ralpha M. Barnes (2001) the “best way” of performing a given task included the
elimination of all useless motions and the reduction of those remaining motions.
2.5 Time Study
Generally, time study is used to measure work. It is basically the period in which a person in
accordance with a job or task and fully trained to use specific method, will perform this task
whether the worker is average or expert. This is called the time standard for operation. Aligning
the expert for a work may be made through several methods, where each Method is used only in
accordance with some specific circumstances.
Time study is carried out using stopwatch, 'Predetermined Motion Time System or Synthetic
Time System', and 'Work or Activity Sampling". However, in this study, only the time study
would be carried out using Stopwatch for the time measurement. Standardization is the main
objective to be achieved through time study. Generally organizations that operate without expert
time tend to achieve 60% than the normal organization of achievement. These statistics may be
proved by the work sampling operation. Through setting standards, performance can be
improved to average 85%. This is a 42% increase in performance, Fred E. Mayers (1992).
2.6 Time and Motion Study and Productivity
Time and Motion Study have the objective to eliminate work that is not required, the design
method and the most effective procedure, which requires little effort, and in accordance with the
individuals who use them.
Moreover, it provides a method to measure job performance or to determine the index production
index for the individual or group work, each section, or entire factory.

2.7 Techniques of Motion and Time Study
Motion study has the greatest potential for savings. We can by eliminating the task or combining
the task with some task. We can rearrange the elements of work to reduce the work content and
we can simplify the operation by moving part. Thus, among the techniques for motion study are:
Process charts, Flow diagrams, Operation charts and Flow process charts.
The techniques of time study start with the last motion technique and it shows the close
relationship between motion study and time study. The techniques of time study are: Stopwatch
time study, Expert opinion standards, Pre-determined time standards and Work sampling time
standards.
2.8 Relationship and Utilization of Motion and Time Study
Motion and time study helps management determine how much is produced by workers in a
specific period of time, therefore making it easier to predict work schedules and output. Motion
and Time Study is a scientific method designed by two different people for the same purpose, to
increase productivity and reduce time. The two methods evaluate work and try to find ways to
improve processes. Frank B. Gilbreth invented motion study designed to determine the best way
to complete a job. Frederick W. Taylor designed Time Study; it measures how long it takes a
worker to complete a task. Time and Motion Study has become a necessary tool for businesses to
be successful today. Time and Motion Study is very important in production control.

CHAPTER 3.RESEARCH METHODOLOGY
This chapter will discuss methods used in research studies to obtain results. The data obtained
will be collected and analyzed according to the proper specifications and appropriate. Among the
important aspects to be considered here is the framework of research, study design, data
collection methods, research instruments and measurement tools for analyzing research data.
3.1 Research Framework /Methodology
This study is divided into three parts or stages of which the first stage consist of data collection,
data analysis, the second stage and third stage is the study results. There are several methods
used to achieve the research objectives. On the basis of literature review, observation and data
collection was carried out in order to review the data used in the analysis. Based on data
collection and analysis, any problems and things in the work process that are not productive can
be identified. Then, results from the test data will be determined whether these results can be
used or not and if there is any incomplete data, the data collection will be carried out again until
it meets the objectives requirement. After completion of analysis of data, recommendations and
opinions will be submitted to the company.
3.2 Basic Procedure for Research
There are four steps to complete this study. There are given below according to their sequences:
 Select: Select the process or job to be studied.
 Record: Observe and record all the relevant facts related to the work process.
 Examine: Examine each recorded fact critically
 Develop: Develop the most efficient work process.

3.3 Data Collection
Data and information collected is shaped through primary data and secondary data. Primary data
refers to data obtained from the results of the observations carried out in the study.
While secondary data were obtained through reading printed materials such as research journals,
reference books related to the research subject, all previous research findings and articles needed
to ensure the accuracy of the information, to enhance interpretation and understanding, and to
produce high quality research. Information from Internet sources were also utilized in the best
possible in order to conduct this study.
3.4 Research Instrument for Data Collection
In this study, four types of survey instruments will be used to obtain data and information from
the respondents through Systematic Observation, Interviews and Discussion, Stopwatch Time
Study and Process Chart. Before Implementing this techniques, observation and recording needs
to be made based on the work involved from the start until processing output. Meanwhile,
researchers should concentrate on recording any events associated with non-oral studies in
special form. Also, discussions and meetings need to be conducted with all managers involved
in operations to understand the structure of each system, work organization and operating
characteristics of the company in detail.
3.4.1 Systematic Observation
In this study, researcher needs to carry out systematic observations to observe overall work
process in the processing plant of both Fresh baby corn and frozen sweet corn plant. After which
the selection will be made and carried out for the process that needs to be reviewed. Based on the
observation, it is necessary to record everything that happens in every process from start until
end of work processes.

3.4.2 Interview and Discussion
Interviews will be conducted via two methods i.e. face to face and through telephonic
conversations. In this method, information about the work or movement involving humans will
be identified. This list is based on the work involved in the process that has registered the
company.
3.4.3 Stopwatch Time Study
Study time using the stopwatch is measuring work to determine the baseline for future
improvements. This method requires direct observation using a stopwatch and should be used to
analyze a specific process with qualified workers in an effort to identify the most efficient ways
in terms of time. There are various types of stopwatches that can be used which include
snapback, continuous, digital and computer. The time was measured using digital stopwatch in
this study because it is easier and faster in recording and providing accurate data. This allows
time for each element inserted directly into the form without counting study time.
3.4.4 Process Chart
Process chart is used to show facts as handling, inspection, operations, storage and delays that
occur in the work process, where it was happened when the process moves from one process to
another process until it finished. Each fact can be represented by symbols, where it is used to
describe the process steps.
3.5 Sampling method
Based on last two months employees raw material processing data, 20 potential employees
would be considered to get their data on daily average output after which six top performers and
six bottom performers will be separated, through stratified proportionate sampling method.

3.5.1 Sample Size:
 Homogeneity of population is high so sample size we are considering is around 12.
 Confidence level taken as 95%, so level of significance is 5%.
|e|=Z. (σ/√n) where e is tolerated error
3.6 Data Analyze:
After data collection is carried out, the next step is analyzing the data carefully for each work
process. Analyzing data is based on observations and interviews, and all the data involves work
that has been recorded. Experiments will be carried out on all the facts and the data will be
recorded and interpretations will be obtained through use of SPSS Statistics Software. Though
major recommendations would be on the basis of researchers first hand observational and stop
watch studies.

CHAPTER 4.DATA ANALYSIS AND OUTCOME
In completion of this research and to achieve each objective, it is important to analyze the data.
The main thing that is focused in this chapter is to identify the result of researcher’s findings to
achieve the objectives of the study conducted. There are several ways to analyze data using
software such as SPSS, Microsoft Excel or Minitab software. However, in this research study,
SPSS was used to achieve the objectives of analyzing the data, apart from observational and time
watch study.
4.1 Data Collection
Data collection is intended to determine the data needed to develop process design. The data
collected describe how the operations process, when, where and how each job is executed. Data
was collected as much as possible within a period of a month based on systematic observation,
interaction with employee and feedback and through process flow charts.
4.2 Work Process Analysis through Observation and Stop Watch Time
Based on the observation studies made of following process layout (Fig. 1) for fresh baby corn
systematic area, we can know that there are nine key processes in the processing of fresh baby
corn ready package containing 500gms and 150gms. Below figure.2 describes the Current layout
of the fresh baby corn process.
Figure 2: Current Process layout for Fresh Baby Corn

The description of each work process and sub process are specified in the below mentioned
Table 1. The process begin with workers unloading the raw materials came in sacks at the
receiving area and then go through various processing to get the finished product (packet of fresh
baby corn) ready to be dispatched.
Table 1: Fresh Baby Corn Processing Flow Chart
1 Field/Farm Selection
2 Contract Agreement
3 Harvest Plan – Quality Inputs – POP Compliance
4 Harvesting of Baby Corn
5 Arrival of Raw Material at Pack House
6 QA Check (Sampling & acceptance procedure)
7 Weighing of RM
8 Pre-cooling or Slitting
9 De-husking of Cobs
10 Sorting and Grading
11 Trimming of Cobs
12 Filling in Trays
13 Weighing
14 Primary Packaging (cling film)
15 Metal Detector
16 Final QA
17 Cold Storage
18 Secondary Packaging
19 Dispatch of Finished Goods
4.2.1 Work Process Operations
Overall there are as many as twenty eight processes and each process can be summarized into
one of the processes - operation, transport, inspection, delay or storages. Below mentioned
Table2. shows the numbers and percentages of each process. Numbers of operation in
processing of fresh baby corn is twelve processes or 63% from the entire processes. Among the
operations process are slitting, de-husking, grading, filling, and packaging. While, transport
process consist of seven processes or 36% from the entire processes that involve transportation
of raw material from one process to another processes, such as transport of the raw material from
slitting to de-husking stations to grading and packaging unit.

Table2. The Numbers and Percentages of Each Process for Fresh Baby Corn
Table 2: The Number and Percentages of Each Process
Process Symbol of process chart Number of process
percentage of
entire process
Operation 12 43
Transport 7 25
Inspection 4 14
Delay 3 11
Storages 2 7
Besides that, this process also include four part of inspection, out of which three is performed
through the Physical process involving employees i.e. at the arrival of raw material, then while
grading /sorting and after primary packaging operations. One part of inspection is carried
through metal detection. This process does not have any delays because it is a continuous
process. These analyses are important for future improvement because it can be as a baseline in
developing the new work process.
4.2.2 Operation / Processing Department
It is the functional area responsible for turning inputs into finished outputs through a series of
production processes. There are total of approximately 62 employees (on an average) in the
processing department and they process 10 tons of Fresh Baby corn into 1200 kg of finished
goods.
Each packed tray contains 150 gms of Fresh Baby corn i.e. 8000 trays of Fresh baby corn or
500gms of 2400 packed trays.

In processing/operation section, the processing time was analyzed and was recorded for major
processes during collecting data as shown in the below Table No.3.
Table 3 : Comparison of the Average Time Per Entry
Process (15 kg) Current Time Standard Time
Slitting (minutes) 2.58 2.42
De-husking (minutes) 22 17
Packaging (minutes) 6.1 6.1
The purpose is to study the required time in order to accomplish the whole process, from the start
until it finish. The data was taken by using stopwatch time study and recorded in the Process
Chart form. The data collected in the previous stage are required for the future improvements.
From the observation, we can detect that the work must be carried out smoothly based on its
process and production layout for making work more efficient.
Based on observation study, the whole process takes 9.15 hours to process 10 tons of raw
material, whereas as per data collected, it should not take more than 8.13 hours for processing
the 10 tons raw material, which indicates that process is lacking in producing their products
efficiently, see Table no. 4 and 5 respectively.
Table 4 : Total Current Process time for 10000 kg Raw Material
Raw
Material
Current time for
15 kg
Raw
Material
Avg. No of
employees
No of
hours
Slitting 15 2.58 10000 7 4.1*
De-Husking ( 40 Females) 15 22 10000 40 6.1*
Packaging (Team of 15)
Continuous Process
15 6.1 1200 15 8.13*
(*Note: excluding lunch break of one hour)
On the basis of above data, total current process time for 10 tons were able to be identified, as
shown in Table4, wherein slitting takes on an average 4.1 hours, while de-husking took around
6.1 hours for processing of 10 ton raw material excluding lunch break of one hour.
And finally before storage, packaging team took on an average 8.13 hours for packaging of 1200
kg ( 12% of total RM) to get the finished goods.

On the basis of below data, total standard process time for 10 tons were able to be identified, as
shown in Table5, wherein slitting takes on an average 3.8 hours, while de-husking took around
4.7 hours for processing of 10 ton raw material and packaging team took on an average 8.13
hours for packaging of 1200 kg (12% of total RM) to get the finished goods.
Table 5 : Total Standard Process time for 10000 kg Raw Material
Raw
Material
Current time
for 15 kg
Raw
Material
Avg. No of
employees
No of
hours
Slitting 15 2.42 10000 7 3.84*
De-Husking (40 Females) 15 17 10000 40 4.72*
Packaging (Team of 15)
Continuous Process
15 6.1 1200 15 8.13*
(*Note: excluding lunch break of one hour)
Thus, these analyses are important in order to identify improvement opportunities in the
production department. From the delay in 1.02 hour, the processes can be improved by adopting
standard time at the production layout.
The below histogram explains the required time in minutes to complete each process of
operations in which de-husking activity takes longest time from the overall process.
De-husking activities takes a long time in operation because it includes peeling of cobs
manually, mixture where the total time is 22 minutes. While, slitting activity takes a few
0
5
10
15
20
25
Slitting (minutes) Dehusking
(minutes)
packaging (minutes)
Figure 3: Time taken for Processing of
fresh baby corn in below process (15 kg)
Current time

minutes in processing of fresh baby corn, the time is 2.58 for slitting of 15 kg raw material and
packaging takes 6.01 minutes to package the fresh baby corn in trays.
4.2.3 Comparison of Actual (Standard) time and Current time for processing of
fresh Baby Corn in minutes for 15 kg:
Figure 5: Comparison of Actual (Standard) time and Current time for 15 kg
4.2.4 Comparison of Actual (Standard) and Current time for processing of fresh
Baby Corn in Hours for 10000 kg:
Figure 5: Comparison of Actual (Standard) and Current time for 10 tons
2.58
22
6.1
2.42
17
6.1
0
5
10
15
20
25
Slitting De-husking Packaging
Current time
Standard (Actual Time)
4.1
6.1
8.1
3.8
4.7
8.1
Slitting De-husking Packaging
Current time Standard (Actual Time)

Form the above comparisons, it very much clear that there is a gap or time lag of 5 minutes for
the de-husking process, whereas the slitting process has a difference of 16seconds between
current and standard time and there is no deviation in the packaging process.
Thus it is very much indicative to focus on the de-husking process and so a detailed observatory
study was carried out to find out various variables and factors to understand this time gap. In
terms of hours, the gap widens to more than one hour for the de-husking process.
Figure 6: Dead Time / Non Value Added Activities for De-husking of Cobs
The above histogram clearly indicates that out of total standard or current time required for de-
husking of cobs, approximately 2.2 minutes is basically a dead time or Non value added activity
i.e. on an average each employee after certain period carries his output to the weighing station
for recording at least 9 to 10 times in a day. This means that on an average 20 -25 minutes are
wasted by each employee in getting the output weighed.
0
5
10
15
20
25
Total Dehusking
time of Cob
Time Taken for
De-husking
Dead Time
Current time
Standard Time

4.3 Observation Analysis for employees of De-husking section:
4.3.1 Reasons for time gap in de-husking process based on observation study:
Age and experience were one of the main factors considered for the study and it was observed
that employees varied in ages as well in experiences as much as from 22 yrs to above 50 years
whereas 1 year to 8 years of experience.
 Detailed observation was carried out for de-husking process of this employees and it was
observed that more or less most of the samples were able to de-husk the cob in 4-5 moves
(one or two samples in 4 moves), while few of the laggards (bottom performers) were
able to complete it in 5 to 6 moves or even 7. But overall it was more of the speed with
which top performers were able to do the task, which created the difference in their
productivity and bottom performers.
 In terms of speed, researcher tried to observe the differences, and it was noticed 90% of
the top performers were located in the second line of the work stations. They also had
their back towards the door entrance and thus were less distracted. Most of the top
performers had a good work flow motion, synchronized hand-eye coordination and were
really quick in de-husking the cob in a pre-defined / standardized manner as well as in
managing their space efficiently.
 Except few of the employees above 40 years, had no problem in terms of health. Though
many had complaints regarding pain in legs and knees because of standing for long
hours, but then it may not be considered as a major hindrance in their productivity
because most of the employees were used this process and were of the opinion that if
altered ( say like provision of chairs) would actually reduce their efficiency and
productivity.
 As mentioned by the researchers guide to investigate into employees family background
and the distance travelled by them, has any effect on its productivity. Through data
analysis, it was observed that top performing employees had a stable income as both
husband and wife used to earn and one more peculiar thing which was observed was that

these employees stayed in the vicinity of below 5-6 km radius whereas employees who
didn’t perform well had a very low household income and used to travel on an average of
16 km.
 On recommendation of the guide, researcher also did an observation of plant facility and
mainly illumination intensity at the processing plant. Since lux meter (tool used to
measure intensity of light falling on surface) was not available at the plant, researcher did
an observational study to check any relation between employees’ productivity and
illumination (could be found through SPSS). It was observed that except one employee
who performed well of the sample size, all the employees who performed well had good
exposure to light.
 Apart employees mode of process, process lay out was analyzed and it was observed that
transportation of raw material after slitting process from the cold storage unit to the de-
husking stations created time lag because there was uneven floor rise which resulted in
extra time in actually lifting each crate of 18 kg manually from the floor to the de-
husking stations.
 Thus researcher felt that if an even slope is constructed from the cold storage section till
the de-husking section. This increase efficiency of manpower as well as reduce time
because the entire unit of 48 crates at a time could be brought very close to the de-
husking stations and thus researched proposed new layout as mentioned below.

Figure 7: Proposed Process Layout for Fresh Baby Corn
 This same approach can be applied at the packaging end, because even their after
packaging the finished goods, employees manually lift the crates from the elevated floor
to the common floor and then drag it to the cold storage area to dispatch

4. 4 Data Analysis and Interpretation through SPSS
Statistical software (SPSS) was used for determining the correlations between the independent
variable and dependent variables as well as the correlation between dependent variables.
Statistical techniques like Reliability and Correlation Analysis and Chi Square Analysis have
been employed to study the primary data gathered. Interpretation was done after gathering the
results by running statistical technique on the data.
4.4.1 Reliability Analysis
According to Tavakol and Dennick (2011), reliability is fairly concerned with an instrument’s
ability to measure consistently. Lee Cronbach developed Alpha (α) in order to provide a measure
of internal consistency of a particular scale, basically for the evaluation of the questionnaires.
The reliability coefficient of Cronbach’s alpha varies from 0 to 1, where the consistency of the
items would be higher if the Cronbach’s alpha coefficient is closer to 1.0. Cronbach’s alpha is
the most widely used measure of reliability when multiple-item measures are used and thus was.
used for this research. Internal consistency refers to the inter-relatedness of the items in the scale.
As a rule of thumb, a reliability of 0.70 or higher is acceptable, thus Cronbach’s alpha should be
equal or greater than this standard.
SPSS tool was used to test the reliability of the questionnaire used for this research paper. It was
observed that the individual Cronbach’s alpha comes out to be greater than 0.7 that validates the
dependability of the questionnaire, as shown in the below reliability table. It can be seen that
individual Cronbach’s alpha for the construct is greater than 0.7
Case Processing Summary
N %
Cases
Valid 12 100.0
Excludeda
0 .0
Total 12 100.0
a. Listwise deletion based on all variables in the procedure.

Reliability Statistics
Cronbach's Alpha N of Items
.740 2
4.4.2 Correlation and Hypothesis Testing
4.4.2.1 Correlation between Age of the Employee and their Productivity
H0: There is no relation between age of the employees and their productivity.
H1: There is relation between age of the employees and their productivity.
Table 6: Correlations between Age of the Employee and their Productivity
Age Productivity
Age
Pearson Correlation 1 -.658*
Sig. (2-tailed) .020
N 12 12
Productivity
Pearson Correlation -.658*
1
N 12 12
*. Correlation is significant at the 0.05 level (2-tailed).
Since p value (Sig. 2 tailed) is 0.020, which is less than 0.05 (Level of Significance) and thus lies
in the rejection zone, researcher rejects H0 and accept H1. This means that there is strong
relationship between age of the employee and their productivity. The Pearson correlation is -
0.658, which has a negative relation between the two variables that means higher the age, lower
would be the productivity.
4.4.2.2 Correlation between Experience of Employees and their Productivity
H0: There is no relation between experience of the employees and their productivity.
H1: There is relation between experience of the employees and their productivity.

Table 7:Correlation between Experience of Employees and their Productivity
Experience Productivity
Experience
Pearson Correlation 1 -.035
N 12 12
Productivity
Pearson Correlation -.035 1
N 12 12
*. Correlation is significant at the 0.05 level (2-tailed).
Researcher reject H1, since p value (Sig. 2 tailed) is 0.914, which is greater than 0.05 (L.O.S) and
thus it lies in the acceptance zone. Therefore, this shows that the relationship between experience
of the employees and their productivity is not significant as shown in the above Table.
4.4.2.3 Correlation between Distance travelled by Employees and Productivity
H0: There is no relation by the distance travelled by the employee on their Productivity.
H1: There is relation by the distance travelled by the employee on their Productivity.
Table 8: Correlations between distance travelled by the employee and Productivity
Productivity Distance travelled
(km)
Productivity
Pearson Correlation 1 -.944**
N 12 12
Distance travelled (km)
Pearson Correlation -.944**
1
N 12 12
**. Correlation is significant at the 0.01 level (2-tailed).
Researcher accepts H1 since p value (Sig. 2 tailed) is 0.000 that is way lower than the benchmark
of 0.05 (Level of Significance). Therefore, this shows that there is relation between the distance
travelled by the employee and their Productivity. Also, the Pearson correlation is -0.944 that

shows a negative relation between the two variables, which means that if travelled distance
increases, the productivity falls. This also implies that the relationship is highly significant and
can be extended for the population.
This very well confirms with researchers analysis. It confirms that employees who travel or stay
far tend to report late to work and thus lag behind in productivity, whereas employees who stay
closer to the processing plant tend to come early and thus take a lead of approximately around 7 -
8 kg comparing to the employees who are staying far away.
4.4.2.4 Correlation between level of Distraction and Productivity
H0: There is no direct relation to the productivity of an employee by the level of distractions.
H1: There is direct relation to the productivity of an employee by the level of distractions.
Table 9: Correlations between level of Distraction and Productivity
Productivity Level of Distraction
Productivity
N 12 12
Level of Distraction
1
N 12 12
of 0.05 (Level of Significance). Therefore, this shows that there is relationship between the
productivity of an employee and the level of distractions at the plant facility. The Pearson
correlation is -0.827, which shows negative relation between the variables i.e. higher the level of
distraction, lower would be the productivity.
This very well confirms with researchers analysis. It confirms that employees (bottom
performers) who were standing on the first working station facing the entrance were more
distracted than the employees (top performers) who were standing on the second working station
not facing the entrance. Due to which employees nearer to the door were having less productivity
and more distracted compared to those far from the entrance.

4.4.2.5 Correlation to check impact of reporting late to work on Productivity
H0: There is no direct relation on productivity by reporting late to work.
H1: There is direct relation on productivity by reporting late to work.
Correlations
Productivity Impact of
Reporting time
Productivity
N 12 12
Impact of Reporting time
1
N 12 12
Researcher accepts H1 since p value (Sig. 2 tailed) is 0.004 which is lower than the benchmark of
0.05 (Level of Significance). Therefore, this shows that there is a negative relation on
productivity by reporting late to work, i.e. lesser productivity when there is increase in reporting
late to work. This also implies that the relationship is highly significant and can be extended for
the population.
The researcher validates the data which also matches with the hypothesis relation found between
distance travelled and productivity, which mentions that higher the travelling distances, reporting
time to work would get delayed.

4.4.3 Chi Square Analysis
4.4.3.1 Relation between Illumination and Productivity
H0: There is no direct relation between the productivity of an employee and the illumination at
the plant.
H1: There is direct relation between the productivity of an employee and the illumination at the
plant.
Productivity * Illumination
Cross tabulation
Count
Illumination Total
Good Poor
Productivity
40 – 49 2 1 3
30 -39 2 1 3
20 – 29 0 5 5
10 – 19 0 1 1
Total 4 8 12
Table 10: Chi-Square Test for Illumination and Productivity
Value Df Asymp. Sig. (2-sided)
Pearson Chi-Square 6.000a
3 .112
Likelihood Ratio 7.638 3 .054
Linear-by-Linear Association 4.297 1 .038
N of Valid Cases 12
a. 8 cells (100.0%) have expected count less than 5. The minimum expected count is .33.
Since the Pearson Chi-Square significance value (p value) is 0.112, which is greater than 0.05
(level of significance), researcher accepts H0. That is, there is no relation between productivity
and illumination.

4.4.3.2 Relation to find influence of Music on Employees Productivity
H0: There is no positive influence of music on the productivity of employees
H1: There is a positive influence of music on the productivity of employees
Productivity * Effect of Music
Cross tabulation
Count
Impact of Music Total
Yes May be No
Productivity
40 – 49 0 1 2 3
30 -39 1 2 0 3
20 – 29 5 0 0 5
10 – 19 0 1 0 1
Total 6 4 2 12
Table 11: Chi-Square Test on Productivity and Music
Value df Asymp. Sig. (2-sided)
6 .023
Linear-by-Linear Association 4.967 1 .026
N of Valid Cases 12
Researcher accepts H1 since p value is 0.023 that is way lower than the benchmark of 0.05
(Level of Significance). Therefore, this shows that music has positive relation and thus influence
the productivity of employees at the plant facility.
The result also confirms with researchers observational analysis. According to which, employees
were of the opinion that playing music at the plant actually makes them concentrate on the work
and prevents them from getting distracted / worry about family issues or talking to the group
members.

4.4.3.3 Relation to find influence of Team Members on Employees Productivity
H0: There is no positive influence / relation of team members on the productivity of employees
H1: There is a positive influence / relation of team members on the productivity of employees
Productivity * Impact of Team Members
Cross tabulation
Count
Impact of Team Members Total
Yes May be No
Productivity
40 – 49 2 1 0 3
30 -39 0 2 1 3
20 – 29 2 2 1 5
10 – 19 0 1 0 1
Total 4 6 2 12
Table 12: Chi-Square Test on Team Members and Productivity
Value Df Asymp. Sig. (2-sided)
6 .605
Linear-by-Linear Association .506 1 .477
N of Valid Cases 12
Researcher accepts H0 since p value is 0.605 which is higher than the level of significance of
0.05. Therefore, this shows that team members don’t have a positive relation or play a significant
role in influencing the productivity of employees at the plant facility.

4.5 Observation Study at Automated Frozen line of Sweet Corn Unit:
An observatory study was carried out to know the process flow and to find out delays and time
lags. Since 90% of the sweet corn frozen line is automated, researcher focused on the 10 % of the
process which was labor oriented.
Table 13 : Frozen Sweet Corn Processing Flow Chart
1 Receiving Of de-kernelled Sweet Corn
2 Vibration
3 Washing with Plain Water
4 Hopper
5 Rod Washer
6 Washing with Disinfectant
7 Blanching
8 Cooling
9 Vibration
10 Sorting
11 Freezing (IQF)
12 Metal Detection
13 Packaging in HDPE Bags with Liners
14 Weighning
15 Sealing (Stitching)
16 Labeling
17 cold storage
18 Dispatch
Figure 8: Current Process flow diagram of Frozen Sweet Corn Section

The frozen unit has a capacity of about 12 – 13 tons and on an average 1 ton is processed every
hour. Employees are mainly involved in the initial stages of washing and pouring the cleaned
sweet corn in the hopper and in the last stages of packaging (Filling) of frozen sweet corn in
gunny bags with a standardized weight of 31kg each and then transporting it to the -18 degree
cold storage for dispatch.
4.5.1 Researchers Observation Analysis:
 During the washing process after raw sweet corn is passed through vibratory machine, it
is observed that water is manually filled in the large steel washer and the inlet is 3 meters
form the washer and very time employee has to get the hose from there to fill the tank as
well to close the hose. This actually consumes results in wastage of time and thus
researcher feel that the inlet water pipe should be very close to the washer just near
vibratory machine which can be done by getting the pipe concealed underground. This
would immensely result in time savings and better efficiency of the employees. Also
there is no drainage line nearby (closest is around 2.5 meters) and thus water is
accumulated near the washing area, which kind of makes it difficult for workers to work
efficiently as well as reduces their speed.
 After washing the sweet corn, it is manually filled / collected in baskets and then poured
into the hopper. What researcher observed here is that since the hopper is at height of 8 ft,
employee has to climb the provided stairs to fill the hopper. This kind of approach
actually creates delays in the work flow and consumes lot of time. Thus researcher feels
that a separate semi automated storage tank (which can be raised through levers) should
be installed between the washing and the hopper unit, so that at a stretch employees can
feel the storage tank with washed sweet corn and then raise it with semi-automation till
the height of Hopper unit and tilt the raw washed sweet corn material in the hopper. This
would greatly reduce the work time motion.

 After the frozen sweet corns are filled in the gunny bags, they are manually lifted by the
employee and carried to the weighing machine for weighing. This manual process of
lifting actually creates friction in the work flow and increases overall time. As the
employees are females, it becomes even more difficult to carry those each 31 kg bag to
the weighing station. Thus researcher recommends that a conveyor line should be laid
from filling point to the weighing station and continued to the stitching unit for
continuous work process, as mentioned below in the proposed layout plan. This conveyor
line would ease and increase the process efficiency as well as reduce employee’s
difficulty in lifting the bags, as they will just have to drag those bags along the conveyor
lines.
 Packaging is the second last process in the frozen line of sweet corn process and since it
is manually operated, observation study has shown variation in time for every bag
packed.
A sample of ten bags randomly packed by different individual was taken into consideration to
analyze the process.
Figure 9: Comparison between Current and standard time for Stitching of sweet
Corn Bags
 Packaging is carried out by stitching with hand held automated sewing machine
(weighing around approx. 3.5 kg) after bags are weighed individually. It involves first
23.68
16.28
0
5
10
15
20
25
Avg Current time Standard Time
Stitching time of Bag for sweet corn 31 kg (in seconds)

aligning the bag properly, then the upper both flaps of the bag are flattened manually and
then sewing machine from one end is held for stitching and since two times the bag is
stitched, the machine is again brought to its original position for stitching.
 As from the above table, it is very much clear that the ideal time should have been not
more than 16.28 seconds but typically it is around 23.68 seconds, i.e. currently the
process of stitching bags takes 7 seconds more per bag.
o Also since the weight of the sewing machine is quite heavy, it actually reduces
employee’s efficiency over a period of time as well as results in pain in the upper
hand.
o Thus researcher recommends that the sewing machine should be fixed at an ideal
position and bags of frozen sweet corn after flattening the flaps should be dragged
through the middle of the sewing machine, which could be far easier and time
saving.
 After packaging (stitching), bags are carried to the cold storage (-18 0
c), which is around
10 meters from the packaging station and sometimes bags are lifted manually and carried
in the ware house or through heavy duty trolleys. Both of this method are time consuming
and ineffective. Since the back end of the cold storage is very close to the weighing
station, researcher recommends that a automated conveyor system should be installed at
the back end and this conveyor should further be extended from the main entrance to be
directly dispatched in the temperature regulated vans. This way the entire process would
become more efficient and the overall time for loading and storing the finished good in
the cold storage as well as loading a van would reduce commendably.
 Researcher also observed that after the cooling process (which takes place after blanching
process, check the layout), the refreshed sweet corns are carried on to the conveyor line
and at the end local water pipes with holes manually made in it are installed to replicate
sprinklers which do the work of removing stuck sweet corns on the conveyor belt. But
this arrangement is leading to lot of water wastage and thus researcher suggest (the issue
was raised with the concerned authority) that high quality sprinklers should be installed
in order to reduce water wastage.

4.5.2 Recommended Motion of Work Process for Frozen Sweet Corn line
After the detailed observation study of layout used in the company, researcher found few loop
holes which if implemented could make the process more efficient, as shown in the below
proposed layout. The proposed layout shows the movement involved in the work flow processes
involved. By providing a semi-auto mated storage tank to fill the hopper can considerably save
time and labor input as well as any accidents. Also laying out a conveyor line in the end
processes can help in making the process more efficient and hassle free.
Figure 10: Proposed Process flow diagram of Frozen Sweet Corn Section

CHAPTER 5.RECOMMENDATION / DISCUSSION
The results showed that correlation between age and productivity are significantly supported as
well as between distances travelled and productivity. Thus, it is clear that with increase in age
productivity diminishes, finding that is compatible with findings of Fred E. Meyers (1992) and
thus researcher recommends hiring younger employees to increase productivity. Also distance
travelled has a negative impact on the productivity of the employees and so company should
focus on increasing the intake / encouraging people from nearby vicinity to work at the plant.
One of the correlations explains that there is no significant relation between experience and
productivity, which indicates that the same job can be done by younger employees if given
proper training, as the process of de-husking the cobs is itself less complicated. Results of testing
the hypothesis on distractions and productivity, clearly indicates that amount of productivity
diminishes as the level of distraction increases. Thus researcher recommends that the plant
facility and work environment should be made conducive to the employees and should try to
minimize area of distraction (like for example, minimizing the inflow of other staff members not
related to the processing team from the entrance door which is closer to the de-husking facility).
The hypothesis testing through Chi Square analysis indicated that team members do not actually
contribute / motivate or encourage employees for higher productivity; in fact it should be the
other way, as per the findings of Imad Alsyouf (2007). Thus researcher suggests that more team
work should be created in order to increase efficiency and there should be a healthy competitive
environment for higher productivity, which syncs with studies at Hawthorne by Elton Mayo
(1924).
Results of testing hypothesis on impact of music through Chi Square Analysis indicates that
playing music at the processing plant does help workers in focusing on their work thereby
resulting in higher productivity. So researcher recommends that music should be played at the
plant as often as possible. Henry Clay Smith (1947) mentions that by playing music, the
productivity of repetitive job increases. Also it is believed that industrial music decreases
accidents as it increases morale and alertness of employees.

According to the studies by Elton Mayo (1924) and Marvin E. Mundel and David L. Danner
(1994), on the intensity of illumination in manufacturing industry, does not have any effect on
productivity, which is compatible with the researchers findings using Chi Square analysis.
Experimentation:
Through SPSS analysis, it was clear that there is strong relation between distraction level and
productivity. Thus researcher tried to validate this result and thus carried experimentation by
changing the places of the samples used for earlier observation study, wherein places of top
performers were changed with bottom performers and vice versa. Following table shows the
correlation analysis for the implementation.
Correlation impact on the productivity of employees by changing their current working
position
H0: Change in places of employees does not have any impact on their productivity.
H1: Change in places of employees does have an impact on their productivity.
Table 14: Correlations in productivity after changing places
of 0.05 (Level of Significance). Therefore, this shows that change in places does have an impact
on their Productivity. But it should be noted that the relation is very feeble and does not actually
prove that changing places do have a significant impact on productivity. Though through data, it
Productivity Productivity after
changing places
Productivity
Pearson Correlation 1 .764**
N 12 12
Productivity after changing
places
Pearson Correlation .764**
1
N 12 12

was noted that most of the bottom performers actually ended up having lesser productivity then
the average output.
The result clearly signifies as well as validates the researcher earlier data on level of distractions,
which had indicated that higher level of distraction results in lower productivity, i.e after
switching places of both bottom performers and top performers, it was observed that the average
productivity of the bottom performers was further decreased by 8.03%. One of the main reasons
was not distraction but was not getting used to the new place of work. Though the bottom
performers were closer to the weighing section, they were of the opinion that changing of places
have actually resulted in less time required by them to travel the weighing station. But as per the
data, it is not reflecting that they actually were able to take advantage of this opportunity, rather
they ended up having overall lesser productivity. Thus researcher indicates that lower performers
are actually not getting distracted by being in their original position but rather are more
productive comparing current changing of place.
While there was 1.75% reduction in the average productivity of top performers (which is quite
low) and overall it remained quite constant. This shows that being closer to the entrance of the
door does not have any significant effect on the productivity of top performers because of the
factors of distractions that researchers have observed except they had to travel more to get their
output weighed
This means that top performers while working are not actually getting distracted with the new
position allocated to them but at the same time there is reduction in the productivity of bottom
performers. This indicates that the bottom performers should not be shifted from their current
position. Though researcher feels that changing the places of the employees and observing their
productivity for a day does not guarantee accurate results and thus future extensive research
should be carried out to validate the data.
At the same time the researcher recommends that before implementing these results by the
company, the entire two lines of the de-husking stations should be observed before switching the
places of the entire two lines and the data thus recorded should be compared and analyzed to see
if there is any real relation as mentioned by the researcher.

Researcher indicates that one of the main reasons for huge variation in the productivity of
employees (i.e. from 18 kg – 45 kg) could be lack of established set minimum targets for the
employees to be achieved, which certainly if implemented, would increase productivity and
efficiency. Due to absence of minimum target and since payment is on the basis of output,
researcher have observed that many employees come to the plant with a mindset of having a set
figure in mind. Say for example if one of the employee feels that her need is of Rs. 150 only,
which means that the same employee would have an output of only 25 kg and would not try
harder for more output compared to top performers i.e. average 44 kg. Thus standards need to be
implemented to improve efficiency, because according to Konrad and Mangel (2000), strongest
productivity gains are found in companies that have a relatively high percentage of women and
professional employees. At the same time fixed time for reporting to work needs to be
implemented because variation in time for reporting to work directly affects productivity as
proved in one of the hypothesis.

CHAPTER 6: LIMITATIONS
Every research has limitations. Limitations of this study are:
1) As we discussed before, there are many factors affecting on efficiency of the employees. But
in this study because of time constraints researcher didn't examine all factors influencing their
behavior.
2) Since questionnaire was used as a data gathering tool in order to conduct semi structured
interview, the respondents may not answer the questions exactly according to what they think
and behave. Also because of them being aware that they are being observed while working, they
may actually try to improve their productivity as well as their speed. Thus researcher feels that
they should be observed without their knowledge.
5) The methodology of this study for analyzing the data may not be able to fully assess the
efficiency and behavior of employees based on discussed variables.
For future studies, researcher suggests that:
1) Researchers can examine other factors affecting as well explore their efficiency with extensive
researches.
2) By extending this study to other sections or plants, we can reach to better results and
understanding about efficiency of employees.
3) By assessing bigger plants like Ludhiana Plant of Field Fresh, researcher can reach to better
and more reliable analysis for research.

CHAPTER 7: CONCLUSION
In this study researcher examined some factors affecting / influencing employee’s efficiency in
the processing plant. A SPSS model was used in order to assess the effects of variables on each
other using Correlation analysis. Results of hypotheses testing indicated that distance travelled
by the employees and age of employees has negative effect on their productivity. Also, playing
music has positive effect on increasing efficiency of employees.
From the discussion, it can be concluded that the process efficiency can be improved, with the
combination of work process and time measurement and the changes of production layout; it will
improve the current work process. These modifications can be made by eliminating the wasted
time and reduction of the Non Value Added work. The observational study of current layout is
carried out to study the performance in lean perspective and modifications in the layout have
been made. A proposal of slope to be constructed connecting the de-husking section to the cold
storage and the same at the finished goods end would result in more efficiency and saving in
time by 26 minutes for every 48 crates.
In terms of de-husking of baby corn, company should try to bring down the current processing
time from 22 minutes to standard time of 17 minutes by setting fixed targets to be achieved as
well as some control over reporting time to work. Playing of music at work place needs to be
implemented in order to make employees more focused towards work and less distracted. Also
making arrangements for making their travelling easy would result employees reporting to work
on time.
The objective of this study is achieved by the application of Study Time and movement, a
process that is human can be identified and the standard can be determined. In addition, positive
changes that occur can also be observed and concluded that the reduction in waste and time can
be reduced in line with efforts to increase production of the company.
Time and motion study as well as observational analysis also identified better efficient
processing line for the frozen sweet corn line as mentioned in discussion and through proposed
layout plan.

It can be concluded that time and motion study is an effective tool for identifying the processing
wastes. In order to improve the process and work place, company will need to implement the
Motion and Time study and Plant Layout techniques, emphasized in this project. With these
techniques, the workers will be completing their various responsibilities faster and more
efficiently. Thus, this will increase both productivity and the quality of their work. The best way
to succeed in any business is continuous improvement.

8. BIBLIOGRAPHY
Abdul Talib Bon, Daiyanni Daim (2010) Time Motion Study in Determination of Time Standard
in Manpower Process. Proceedings of EnCon2010 3rd Engineering Conference on Advancement
in Mechanical and Manufacturing for Sustainable Environment April 14-16, 2010, Kuching,
Sarawak, Malaysia
Abdul Talib Bon and Aliza Ariffin (2012) An Impact Time Motion Study In The Automation
Process. Journal of Novel Applied Sciences Available online at www.jnasci.org ©2012 JNAS
Journal-2012-1-1/17-24 ISSN 0000-0000 ©2012 JNAS
Christopher, M (1998). Logistics and Supply Chain Management: Strategies for Reducing Cost
and Improving Service. 2nd ed. Financial Times Prentice-Hall: United Kingdom.
D. Amuthuselvan, Chidambara Raja, K. Hemanand And G. Sundararaja (2012) Improving
Productivity of Manufacturing Division Using Lean Concepts and Development of Material
Gravity Feeder –A Case Study . International Journal of Lean Thinking Volume 3, Issue 2
(December 2012)
David L. Danner Ph.D., Marvin E. Mundel Ph.D. (1994). Motion and Time Study (Paperback)
Publisher: Prentice Hal
Fred E. Meyers (1992). Motion and Time Study – Improving Work Methods and Management.
Prentice Hall Inc.
Henry Clay Smith (1947) Music in Relation to Employee Attitudes, Piecework Production, Issue
14
Imad Alsyouf (2007). The role of maintenance in improving companies’ productivity and
profitability. International Journal of Production Economics 2007; 105; 70–78.
Jay Heizer and Barry Render (2006). “Operations Management” Eight Edition. Pearson
Education.
L. Aharonson Daniel (1996). Time Studies in A&E Departments – A Useful Tool for
Management: Journal of Management in Medicine, Vol. 10 No 3. Pages 15 – 22.
Lawrence S. Aft (2001). Work Measurement and Method Improvement. John Wiley and Sons
Inc.

Marvin E. Mundel and David L. Danner (1994). Motion and Time Study – Improving
Productivity. Seventh Edition. Prentice Hall Inc.
Paosila Sanyaluck (1999) Applying the Techniques of Motion and Time Study, Plant Layout,
and TQM to the Real Situation. Umi Microform 1397356. Bell & Howell Information and
Learning Company.
Ralph M. Barnes (2001). Motion and Time Study – Design and Measurement of Work. Seventh
Edition. John Wiley and Sons Inc.
Reed, R. (1961). Plant layout - Factors, principles, and techniques. Homewood, IL: Richard D.
Irwin.

9. REFERENCING
Brown, K.A., Mitchell, T.R. Performance obstacles for direct and indirect labor in high
technology manufacturing. International Journal of Production Research 1988; 26; 1819–1832.
Flynn, B.B., Sakakibara, S., Schroeder, R.G. Relationship between JIT and TQM: practices and
performance. Academy of Management Journal 1995; 38 (5); 1325–1360.
Gillespie, G. (199) “Manufacturing Knowledge, A History of the Hawthorne Experiments”,
Cambridge University Press.
Jain .S and Leong .S. Stress Testing a Supply Chain Using Simulation, Proceedings of the 2005
Winter Simulation Conference, 1650-1657; 2005.
James P. Womack and Daniel T. Jones. Lean Thinking: Banish Waste and Create Wealth in
Your Corporation. 1st ed. Simon and Schuster: Inc .New York; 1996.
Krafcik, J.F. Triumph of the Lean production system. Sloan Management Review 1998; 30 (1);
41–53.
Lim, J., Hoffmann, E. Appreciation of the zone of convenient reach by naive operators
performing an assembly task. International Journal of Industrial Ergonomics 1997; 19; 187–199.
Mayo, E., “The Human Problems of an Industrial Civilisation”, Macmillan, 1933; 2nd edn
Harvard University, 1946
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McKone, K.E., Schroeder, R.G., Cua, K.O. The impact of total productive maintenance on
manufacturing performance. Journal of Operations Management 2001; 19 (1), 39–58.
MundeL, M. E. (1985). Motion and time study - Improving productivity sixth edition. NJ:
Prentice Hall.
Paul H.P. Yeowa, Rabindra Nath Senb. Productivity and quality improvements, revenue
increment, and rejection cost reduction in the manual component insertion lines through the
application of ergonomics. International Journal of Industrial Ergonomics 2006; 36; 367–377.

Roethlisberger, F.J. and Dickson, W.J., “Management and the Worker: An Account of a
Research Program Conducted by the Western Electric Company, Hawthorne Works, Chicago”,
Harvard University Press, 1939
Shah, R., Ward, P. Lean manufacturing: context, practice bundles, and performance. Journal of
Operations Management 2003; 21; 129–149.
Surjit Angra, Rakesh Sehgal, Z. Samsudeen Noori 2004. Cellular Manufacturing – A Time
Based Analysis to the Layout Problem. International Journal of Production Economic 112 2008
Pages 427 – 438.
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with evidence from the F-22 program 2009. Journal of Operations Management 2009; 27; 23–44.
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and large U.S. manufacturers. Management Science 1999; 45(1); 1–15.
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New York; 1990.

10. ANNEXURE
10.1 Questionnaire
Name of the Employee-
Age - Experience- Avg. Output (based on two months data) -
Skill Set
No of steps to de-husk cob:
Speed: High Medium Low
Posture Straight Leaning Laidback
Mode of Practice How well the motion of work is: Excellent Average Poor
Any Innovative approach:
Family Info /
Household
earning/Travelling
distance
No. of earning Members:
Total household income:
Distance of travelling: 1-2.9 km 3 – 5.9 km 6 and above
Problems Faced
while working/
work culture
Level of Distraction : High Medium Low
Motivation Factor
Impact of Music
Yes Maybe No
Impact of
Supervisor on work
flow Yes No
Impact of Team
Members Yes Maybe No
Observation
Hand / Eye Movement:
Synchronized less synchronized
Space utilization: (Area Set up/ Basket arrangement )
Illumination: Good Poor
Note:

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