Method study
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The document discusses a case study of improving productivity through work study methods in a garment factory. It identifies several issues with the current production line including lack of space between workers, low work-in-progress levels, and helpers working outside the line. It then describes how reorganizing the line layout, incorporating all tasks within the line, and properly balancing workloads allowed the same output to be achieved with 40 workers instead of 58, resulting in a 31% increase in productivity. The document notes these principles can benefit both small and large order factories.
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Method study
- 2. Group members ZAGHUM SHAFQAT 111731010 AMJAD ALI 111731011 MUHAMMAD SHAFQUE 111731012 Method study
- 3. METHOD STUDY HIGHER PRODUCTIVITY WORK STUDY WORK MEASURMENT
- 4. DEFINATION Method study is the systematic recording and critical examination of existing and proposed ways of doing work. METHOD STUDY
- 5. HISTORY • Frank Bunker Gilbreth, (July 7, 1868 - June 14, 1924) was the founder of modern study techniques. • Gilbreth's main goal in working with companies. • Increase efficiency by removing unnecessary movements • Reduce fatigue for employees • Gilbreth introduces • 17 Therbligs
- 7. Operating costs • Running higher . • Higher than normal or gradually increasing materials • High wastage • Poor use of materials and services. Others • Complaints about quality • accidents-poor safety conditions. NEED FOR STUDY
- 9. Objectives of Method Study • The improvement of processes and procedures. • The improvement of the design of plant and equipment. • Reduction of unnecessary fatigue. • Improvements in the use of materials, machines and manpower. • Improvement of quality of the products.
- 11. Define • Need of study and improvement. • Change for the better. • Resisted by people. • The effectiveness of method study.
- 12. Define • Economic Considerations • Technical Considerations • Human Reactions
- 13. Record • Collect and record all the relevant data. • A clear and precise record is necessary.
- 14. Recording Techniques • Recorded information can write on a page. • Information can also save On computer other devices.
- 15. Examine • Examine all the facts. • Develop the alternatives • Each activity is questioned and challenged.
- 16. Examine
- 19. Develop the New Method • The report should show • All the cost, material, labour etc • The cost of installing new method • Executive actions required to implement the new method.
- 20. Defining the improve method • It also give details regarding • The tools and equipment used • Description of method • The diagram of workplace layout
- 21. Develop the New Method The method which will be developed, will be most practical, economic and effective.
- 22. Install • Gaining acceptance of change by the management • Gaining acceptance of change by the workers • Keeping a close eye on the progress of implementation of new method
- 23. Maintain • The standard practice by regular routine checks.
- 24. How can workstudy improve productivity A case study • We investigated an existing line which had been working on the order for approximately 10 days, it was a small order and had several days left to run. The line was set as follows: • There were total 45 operators on the line • There were total 45 operators on the line 2 - Supervisors 2 -Final checkers 2- Roving QC 45- Machinists 9 - Helpers 2- Inline checkers
- 25. Starting times • This factory is supposed to start at 9 AM but everyday it starts at 9.15 • 58 people loosing 15 mins every morning means 14.5 hrs lost in a day and 47 man days lost every month.
- 26. Space between the operators • Operators hardly have space to sit Distance between some machines is less than 14’’ with their back • This spacing makes it possible to put 46 machines on this line • The ideal distance should be 22 to 24’’ • Under these circumstances it is Possible to fit only 38 people onto the line
- 27. In the pictures the space is totally inadequate
- 28. Helpers • There were a total 9 helpers working outside the line • Doing a lot of matching and unnecessary work • We did not allow helpers to be “Outside” the line, • All of the operations had to be placed in the line • Each person is given a sequential workplace
- 29. Helpers
- 30. WIP • WIP level on the factory floor is too low • The line is not balanced properly • All the WIP that is there is hidden under the tables • Garments are not moving in bundles, • Each piece gets passed to the next operator as it is completed
- 32. WIP Hidden under the tables
- 33. Summary • Once these problems are identified it is quite a simple matter to re-organise the line, • 40 people were required to perform the work necessary to complete the garments with no loss in output SavingsRevised numberOriginal People on line 31%4058
- 34. Summary It should be noted by the readers that this factory produces small orders –2000 to 5000 pieces on average of course the same principles can be adopted in factories with larger orders with the added benefit that the improvements made would last longer before the next style goes onto the line.