Method study is the systematic recording and examination of work processes to develop more efficient methods. Its objectives include improving processes, equipment design, layout, resource use, safety, and work environment. The method study procedure involves defining the current method, recording it, examining it for improvements, developing new methods, installing them, and maintaining them. Common recording techniques include process charts, diagrams, and time measurement tools. Method study aims to reduce unnecessary motions and optimize work arrangements, tools, and equipment usage according to principles of motion economy. It provides the basis for setting performance standards and incentives.

1. METHOD STUDY

2. METHOD STUDY
Method study is the systematic
recording and critical examination of
existing and proposed ways of doing
work, as a means of developing and
applying easier and more effective
methods and reducing costs.
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3. OBJECTIVES OF METHOD STUDY
1.
2.
Improvement of processes and procedures
Improvement in the design of plant and
equipment
3. Improvement of layout
4. Improvement in the use of men, materials
and
machines
5. Economy in human effort and reduction of
unnecessary fatigue
6. Improvement in safety standards
7. Development of better working environment.
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4. METHOD STUDY PROCEDURE
1.
2.
3.
4.
5.
6.
7.
DEFINE
RECORD
EXAMINE
DEVELOP
DEFINE NEW METHOD
INSTALL
MAINTAIN
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5. COMMONLY USED RECORDING TECHNIQUES
Outline Process Charts Man Type
2. Flow Process Chart
Material Type
3. Two Handed Process Chart
Equipment Type
4. Multiple Activity Chart
USING TIME SCALE
5. Simo Chart
6. Flow Diagrams
7. String Diagrams
8. Cyclegraph
9. Chronocyclegraph
10.Travel Chart
1.
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6. CLASS OF CHANGE
CLASS OF
CHANGE
HANDS &
BODY
MOTION
WORK
STATION
PROCESS
PRODUCT
RAW
MATERIAL
1
New
Minor
Changes
Same
Same
Same
2
New
New
Same
Same
Same
3
New
New
New
Same
Same
4
New
New
New
Modified
Same
5
New
New
New
Modified
New
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7. CLASSIFICATION OF MOVEMENTS
Class
Pivot
Body member(s) moved
1
Knuckle
Finger
2
Wrist
Hand and Finger
3
Elbow
Forearm, hand and fingers
4
Shoulder
Upper arm, forearm, hand and
fingers
5
Trunk
Torso, Upper arm, forearm, hand and
fingers
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8. EXAMINE
The questioning technique is the means
by which the critical examination is
conducted, each activity being subjected
in turn to a systematic and progressive
series of questions.
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9. PRIMARY QUESTIONS
the
the
the
the
the
PURPOSE
PLACE
SEQUENCE
PERSON
MEANS
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for which
at which
in which
by whom
by which

10. ELIMINIATING
COMBINING
With a view to
REARRANGING
OR
SIMPLIFING
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those activities

11. SECONDARY QUESTIONS
The secondary questions cover the
second stage of the questioning
technique, during which the answers to
the primary questions are subjected to
further query to determine whether
possible alternatives of place, sequence,
persons and means are practicable and
preferred as a means of improvement
upon the existing method.
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12. PURPOSE:
what is done?
why is it done?
what else might be done?
what should be done?
PLACE:
where is it done?
Why is it done there?
Where else might it is done?
Where should it be done?
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13. SEQUENCE:
When is it done?
Why is it done?
When might it be done?
When should it be done?
PERSON:
who does it?
Why does that person do it?
Who else might do it?
Who should do it?
MEANS:
How is it done?
Why is it done that way?
How else might it be done?
How should it be done ?
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14. DEFINING THE IMPROVED METHOD
• The report should show:
Relative costs in material, labour and overheads
of the
two methods, and savings expected.
2. The cost of installing the new method, including
the cost of new equipment and of re-laying out
shops
or working areas
3. Executive actions required to implement the new
method.
1.
• It should also give details regarding :
1.
2.
3.
etc
The tools and equipment to be used
A description of the method
A diagram of the work place layout, jigs/fixtures
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15. INSTALLING THE IMPROVED METHOD
1. Gaining acceptance of the change by
the
Management
2. Gaining acceptance of the change by
the
workers
3. Maintaining close contact with the
progress of the job until satisfied that it
is running as intended
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16. THE PRINCIPLES OF MOTION ECONOMY
A. Use of the human body
1. The two hands should begin and complete their
movements at the same time
2. Motion of the arms shall be symmetrical and in
opposite directions and should be made
simultaneously
3. Hands and body motions should be made at the
lowest
classification at which it is possible to do
the work satisfactorily
4. Rhythm is essential to the smooth and automatic
performance of a repetitive operation.
5. Work should be arranged so that eye movements
are confined to a comfortable area, without the need
for frequent changes of focus.
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17. B.
Arrangement of the work place
1.
Definite and fixed stations should be provided for all
tools and materials.
2. Gravity feed, bins and containers should be used to
deliver
the materials as close to the point of use as possible.
the
3. Tools, materials and controls should be located within
maximum working area.
best
4. Materials and tools should be arranged to permit the
sequence of motion.
5. Provision should be made for adequate lighting.
6. The colour of the workplace should contrast with that
of the workplace to reduce eye fatigue.
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18. C. Design of tools and equipment
1. The hands should be relieved of all work of
'holding' the workpiece where this can be done by
fixture etc.
2. Two or more tools should be combined wherever
possible
3. Levers, cross bars and handwheels should be so
placed that the operative can use them with the
least
change in body position and the greatest
mechanical
advantage.
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19. PURPOSE OF WORK MEASUREMENT
1.
2.
3.
4.
5.
6.
7.
8.
To find ineffective time in a process
To set standard for output level
To evaluate worker's performance
To plan work force needs.
To determine available capacity
To compare work methods
To facilitate operations scheduling
To establish wage incentive schemes
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20. THE TECHNIQUES OF
WORK MEASUREMENT
1. Stop-watch time study
2. Work sampling
3. Predetermined
standards(PTS)
4. Standard Data
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time

21. A FAIR DAY'S WORK
Amount of work that can be produced by a
qualified employee when working at normal
pace and effectively utilizing his time where
work is not restricted by process limitations.
Work Measurement
Work measurement is the application of
techniques designed to establish the time for
a qualified worker to carry out a specific job at
a defined level of performance.
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22. THE QUALIFIED WORKER
A qualified worker is one who is
accepted as having the necessary
physical attributes, who possess the
required intelligence and education and
who has acquired the necessary skill
and knowledge to carry out the work in
hand to satisfactory standards of safety,
quantity and quality
STANDARD RATING
Rating is the assessment of the
worker's rate of working relative to the
observers' concept of the rate
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23. STANDARD PERFORMANCE
It is the rate of output which qualified
workers will naturally achieve without
over-exertion as an average over the
working day or shift, provided that they
know and adhere to the specified method
and provided that they are motivated to
apply themselves to their work.
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24. TIME STUDY
Basic Steps
a. Obtaining and recording all available information about
the job, operator and the surrounding conditions likely to
affect
the execution of the work
b. Recording the complete description of the method,
breaking down the operation into 'elements'
c.
Measuring with a stopwatch and recording the time
taken by
the operator to perform each 'element' of the
operation.
d.
Assessing the rating
e.
Extending observed time to 'basic times'
f. Determining the allowances to be made over and above
the basic time for
the operation
g. Determining the 'standard time' for the operation.
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25. FACTORS AFFECTING RATE OF WORKING
(outside the control of worker)
1. Variation in the quality of materials used
2. Changes in the operating efficiency of the equipment
3. Changes in climatic and surrounding conditions of operation.
FACTORS WITHING THE CONTROL OF WORKER
a. Acceptable variations in the quality of the product
b. Variations due to his ability
c. Variations due to his attitude
SCALES OF RATING
100-133
60-80
75-100
0-100
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