The document discusses the principles of motion economy, which aim to improve manual work efficiency and reduce fatigue. Some key principles include:
- Locating tools and materials close to where they are used to minimize unnecessary movements
- Arranging workspaces sequentially based on the order of tasks
- Using gravity where possible to leverage the natural downward motion of objects
- Designing tools, equipment and workstations to be ergonomic and minimize unnecessary motions of the body.
This document discusses principles of motion economy and efficient workplace design. It begins by outlining general considerations for studying individual worker movements at a workplace. It then discusses principles of motion economy related to: using the human body efficiently, arranging the workplace effectively, and designing tools and equipment to minimize fatigue. Specific guidelines are provided for each of these principles. The document also discusses classifying types of movements, further notes on optimizing workplace layout and tool placement, designing jigs/fixtures, and ensuring machine controls are easy to use. An example workplace layout is analyzed showing how it applies motion economy principles.
motion economy reduce the excessive motions of human body tools, equipment and layout changes. it also save the money, time & energy in a work place.
*created by: chinthana priyabhashana
Industrial Engineering Tools of Motion economy principles for developing manu...মোঃ ফুরকান উদ্দিন জুয়েল
Motion Economy
It is a system, which studies the basic human motion of an operative in performing a job. Accordingly the economy of movements has been classified under three major areas under concern.
1. Use of human body
2. Arrangement of work place
3. Designing of tools and equipment
Principles of Motion Economy
The principles laid down under each of the major area may not be applicable all the time in the shop, floor or office. But, they form a very good basis for improving the efficiency and reducing the fatigue of manual work.
Without time standards, it would be very difficult to accurately determine how many employees, machines, or other resources are needed. Time standards provide an objective measure of the time required to complete tasks, allowing for informed planning and resource allocation.
Most (Maynard Operation Sequence Technique)Sohit Chauhan
This document provides an overview of fundamentals of work measurement techniques, including a comparison of MTM-1, MTM-2, and MTM-3. It also describes Maynard Operation Sequence Technique (MOST), including features of MOST, MOST work measurement systems, time measurement units, sequence models, and how to perform analysis using MOST. Key elements like general moves, controlled moves, and tool use are explained.
This document summarizes line balancing techniques for optimizing production line efficiency. It discusses calculating standard minute values using time studies and setting production targets. Pitch time and control limits are explained to balance the workload across workstations. Bottleneck processes are identified and methods to reduce them are provided, such as work improvement, equipment upgrades, and job reassignment. The overall goal of line balancing is to design a smooth production flow that allows each worker to complete their allotted work within an even time frame.
Johnson's Rule is a technique for minimizing completion time when processing jobs through two machines. It involves listing job processing times and scheduling the job with the shortest second machine time last, and the job with the shortest first machine time first, working toward the middle. An example applies the rule to five jobs being processed on a drill machine and lathe, determining the optimal sequence as B, E, D, C, A.
This document discusses principles of motion economy and efficient workplace design. It begins by outlining general considerations for studying individual worker movements at a workplace. It then discusses principles of motion economy related to: using the human body efficiently, arranging the workplace effectively, and designing tools and equipment to minimize fatigue. Specific guidelines are provided for each of these principles. The document also discusses classifying types of movements, further notes on optimizing workplace layout and tool placement, designing jigs/fixtures, and ensuring machine controls are easy to use. An example workplace layout is analyzed showing how it applies motion economy principles.
motion economy reduce the excessive motions of human body tools, equipment and layout changes. it also save the money, time & energy in a work place.
*created by: chinthana priyabhashana
Industrial Engineering Tools of Motion economy principles for developing manu...মোঃ ফুরকান উদ্দিন জুয়েল
Motion Economy
It is a system, which studies the basic human motion of an operative in performing a job. Accordingly the economy of movements has been classified under three major areas under concern.
1. Use of human body
2. Arrangement of work place
3. Designing of tools and equipment
Principles of Motion Economy
The principles laid down under each of the major area may not be applicable all the time in the shop, floor or office. But, they form a very good basis for improving the efficiency and reducing the fatigue of manual work.
Without time standards, it would be very difficult to accurately determine how many employees, machines, or other resources are needed. Time standards provide an objective measure of the time required to complete tasks, allowing for informed planning and resource allocation.
Most (Maynard Operation Sequence Technique)Sohit Chauhan
This document provides an overview of fundamentals of work measurement techniques, including a comparison of MTM-1, MTM-2, and MTM-3. It also describes Maynard Operation Sequence Technique (MOST), including features of MOST, MOST work measurement systems, time measurement units, sequence models, and how to perform analysis using MOST. Key elements like general moves, controlled moves, and tool use are explained.
This document summarizes line balancing techniques for optimizing production line efficiency. It discusses calculating standard minute values using time studies and setting production targets. Pitch time and control limits are explained to balance the workload across workstations. Bottleneck processes are identified and methods to reduce them are provided, such as work improvement, equipment upgrades, and job reassignment. The overall goal of line balancing is to design a smooth production flow that allows each worker to complete their allotted work within an even time frame.
Johnson's Rule is a technique for minimizing completion time when processing jobs through two machines. It involves listing job processing times and scheduling the job with the shortest second machine time last, and the job with the shortest first machine time first, working toward the middle. An example applies the rule to five jobs being processed on a drill machine and lathe, determining the optimal sequence as B, E, D, C, A.
The document discusses several time measurement systems including Methods-Time Measurement (MTM). MTM-2 is the second general level of MTM data that uses basic motions and their combinations to analyze work cycles over 1 minute. The document also describes MTM-3, MTM-V, MTM-C and other specialized MTM systems. It compares different MTM systems based on accuracy, number of elements used, and time to analyze a job. The Maynard Operation Sequence Technique (MOST) is also summarized as a simplified time measurement system that identifies basic sequence models.
Time study is a work measurement technique that determines the time for a qualified worker to complete a task at a defined level of performance. It involves observing and recording the time required by a worker to perform individual tasks in their regular work. The objectives of time study include increasing productivity, setting labor standards, and determining basic and standard times. It is used to analyze elements of a job, set performance standards, and improve work methods and processes.
Just-in-Time (JIT) is an inventory strategy that strives to reduce costs by decreasing in-process inventory and associated carrying costs. The goals of JIT include total quality control, elimination of waste, zero inventory, zero setup time, zero lead time, and zero transactions. Toyota is often cited as a leader in JIT implementation, producing 20,000 cars per day with only 6 hours of component inventory and daily schedule adherence of 97%. The Toyota Production System, which incorporates JIT, aims to design out waste and inconsistency through techniques like kanban pull systems, reduced setup times and lot sizes, and visual management tools.
Predetermined Time Standards (PTS) or Predetermined Motion Time Systems (PMTS), which may be also referred to as Synthetic Time Standards, are advanced techniques developed to determine the time needed to perform various jobs by derivation of Preset Standards of time for various motions. No direct observations or time studies are done to determine the time.
This document discusses concepts related to motion and time study. It describes the goals of motion study as improvement, planning, and safety. Time study techniques are explained such as observing workers with a stopwatch or computer to determine the time it takes to complete tasks. Historical figures in time motion study like Frederick Taylor and Frank and Lillian Gilbreth are mentioned. Specific techniques covered include time study, work sampling, and learning curves which show how worker efficiency increases with repetition over time.
The document discusses capacity requirement planning (CRP), which is a process that determines the labor and machine resources needed to achieve production requirements. CRP involves calculating a company's capacity at different levels like plant, department, and work center. It then compares projected workload to available capacity to identify potential bottlenecks or shortages. CRP helps companies optimize resources, meet demand, and identify issues before they impact production.
This document discusses line balancing in garment manufacturing. Line balancing aims to design a smooth production flow by evenly allotting processes to workers so that each can complete their workload within the same amount of time. This keeps inventory costs low and production balanced. Tools for line balancing include production sheets and reports tracking inventory levels and output. Balancing starts by determining required operators and work-in-process inventory levels. It aims to keep all operators working at maximum capacity while solving problems before they become large. Key aspects of balancing include pitch time, bottleneck processes, and setting control limits.
This document discusses time study, which is a work measurement technique used to analyze jobs and determine standard times. The objectives of time study are to determine work quantities, set labor standards, compare alternative methods, and determine standard costs and equipment/labor requirements. Time study is conducted using a stopwatch to record the times of job elements under specified conditions. Key steps involve selecting the job and worker, breaking the job into elements, measuring element times with a stopwatch, and analyzing the data. Element types include repetitive, occasional, constant, variable, machine, governing, and foreign. Different stopwatch types - non-flyback, flyback, and split hand - are used depending on the timing needs.
Este documento describe el sistema Kanban, un método de producción japonés utilizado para controlar el flujo de materiales. Kanban utiliza tarjetas u otras señales para indicar la necesidad de producir más unidades. El sistema busca mantener pequeños lotes de producción para evitar excesos de inventario. Las reglas de Kanban incluyen producir solo la cantidad necesaria, no enviar productos defectuosos y balancear la producción para mantener la capacidad de satisfacer la demanda.
Motion study on shopfloor and design of workavijit biswas
The document discusses motion study and work design. It defines motion study as analyzing workers' movements during tasks. Work design involves workplace layout, tools, and work methods. The document outlines Frank Gilbreth's 17 basic motion elements called "therbligs" that are used to analyze work. It describes classifying therbligs as effective or ineffective and analyzing micro-motions. Principles of motion economy aim to maximize efficiency and minimize fatigue through workplace arrangement and tool design principles.
1. The document summarizes a student project on applying work study and time study techniques to improve production and quality in a garment manufacturing process.
2. It describes implementing work study charts to optimize resource utilization and workplace layout. Time study techniques like direct observation and predetermined motion times are analyzed.
3. Benefits of work study and time study include eliminating waste, reducing fatigue, finding best work methods, and improving productivity, cost, and quality.
Here are the key steps to identify and prioritize operational gaps through process mapping:
1. Map the current as-is process to understand how it actually works. This helps uncover inefficiencies and non-value-added activities.
2. Gather input from stakeholders involved in the process through interviews or surveys. Customers, employees and managers can provide valuable insights on pain points or issues.
3. Compare the actual process to desired best practices or benchmarks to identify deviations and gaps. This may involve comparing metrics like cycle times.
4. Prioritize gaps based on their potential impact on objectives like costs, quality and customer experience. Bottlenecks and non-value-added activities should be high priority.
5.
This document discusses line balancing, which involves arranging machine capacity and workstation tasks to ensure uniform workflow and minimize idle time. It aims to balance workloads, identify bottlenecks, determine the optimal number of workstations, and reduce costs. The key aspects of line balancing are precedence constraints, which require some tasks to be completed before others, and cycle time restrictions, which set a maximum time for each workstation. Balanced lines promote efficient one-piece flow and minimize waste, while unbalanced lines cause excessive workload, variation and idle time. The line balancing process involves drawing precedence diagrams, determining cycle times, assigning tasks to workstations, and calculating line efficiency.
The document provides an introduction to standardized work. It discusses how standardized work was developed based on principles from Henry Ford's assembly line and mass production techniques. The purpose of standardized work is to document the most efficient work methods and use it as a baseline for continuous improvement. It defines the work sequence, cycle time, and standard in-process inventory levels. Benefits include eliminating waste, easier problem identification, and establishing a flexible manufacturing system.
Time and motion studies are important for maximizing productivity in the garment sector. Such studies set standard targets for production to ensure shipments are completed on time. The studies involve analyzing each step of the production process, accounting for factors like the type of garment, materials, and sewing required. Standard times are set based on time studies and allowances are added to account for breaks, fatigue, and other interruptions. Setting standard targets through time and motion studies helps garment factories meet deadlines and maximize efficiency.
This document discusses various techniques for analyzing work processes including motion study, time study, and establishing work instructions. It focuses on using micromotion film analysis and developing SIMO (simultaneous motion) charts to record and analyze worker motions. Therblig symbols are introduced to categorize different types of hand and body motions. Principles of motion economy are outlined related to uses of the human body, workplace arrangement, and equipment design with the goals of eliminating unnecessary motions and balancing the workload. Checklists are recommended to thoroughly analyze motions and ensure consideration of factors like safety, productivity, and regulations.
The document discusses the 5S methodology, which is a workplace organization method that uses five Japanese words translated to English starting with "S": Sort, Set in Order, Shine, Standardize, and Sustain. The 5S principles help organize a work space for efficiency and effectiveness by identifying necessary and unnecessary items, storing items properly, maintaining cleanliness, standardizing processes, and sustaining the new systems. Implementing 5S results in benefits like increased safety, quality, productivity, and motivation of employees.
This document outlines principles of motion economy as they relate to the human body, work arrangement, and tool/equipment design. It presents 9 principles for efficient body motion, including keeping both hands active and moving symmetrically. Regarding work arrangement, it emphasizes having fixed places for tools/materials near the point of use. Tool/equipment design principles focus on reducing unnecessary motions and accommodating natural body movements. Examples demonstrate analyzing manual tasks and improving layouts to follow ergonomic principles for less fatigue and higher productivity.
This document discusses principles of motion economy and work measurement techniques. It provides guidelines on efficient body movement, workplace layout, and tool design to minimize unnecessary motion. Work measurement techniques covered include time study, predetermined motion time systems (PMTS), and work sampling. PMTS establish standard times for jobs by breaking them down into basic motions and setting times for each motion.
The document discusses several time measurement systems including Methods-Time Measurement (MTM). MTM-2 is the second general level of MTM data that uses basic motions and their combinations to analyze work cycles over 1 minute. The document also describes MTM-3, MTM-V, MTM-C and other specialized MTM systems. It compares different MTM systems based on accuracy, number of elements used, and time to analyze a job. The Maynard Operation Sequence Technique (MOST) is also summarized as a simplified time measurement system that identifies basic sequence models.
Time study is a work measurement technique that determines the time for a qualified worker to complete a task at a defined level of performance. It involves observing and recording the time required by a worker to perform individual tasks in their regular work. The objectives of time study include increasing productivity, setting labor standards, and determining basic and standard times. It is used to analyze elements of a job, set performance standards, and improve work methods and processes.
Just-in-Time (JIT) is an inventory strategy that strives to reduce costs by decreasing in-process inventory and associated carrying costs. The goals of JIT include total quality control, elimination of waste, zero inventory, zero setup time, zero lead time, and zero transactions. Toyota is often cited as a leader in JIT implementation, producing 20,000 cars per day with only 6 hours of component inventory and daily schedule adherence of 97%. The Toyota Production System, which incorporates JIT, aims to design out waste and inconsistency through techniques like kanban pull systems, reduced setup times and lot sizes, and visual management tools.
Predetermined Time Standards (PTS) or Predetermined Motion Time Systems (PMTS), which may be also referred to as Synthetic Time Standards, are advanced techniques developed to determine the time needed to perform various jobs by derivation of Preset Standards of time for various motions. No direct observations or time studies are done to determine the time.
This document discusses concepts related to motion and time study. It describes the goals of motion study as improvement, planning, and safety. Time study techniques are explained such as observing workers with a stopwatch or computer to determine the time it takes to complete tasks. Historical figures in time motion study like Frederick Taylor and Frank and Lillian Gilbreth are mentioned. Specific techniques covered include time study, work sampling, and learning curves which show how worker efficiency increases with repetition over time.
The document discusses capacity requirement planning (CRP), which is a process that determines the labor and machine resources needed to achieve production requirements. CRP involves calculating a company's capacity at different levels like plant, department, and work center. It then compares projected workload to available capacity to identify potential bottlenecks or shortages. CRP helps companies optimize resources, meet demand, and identify issues before they impact production.
This document discusses line balancing in garment manufacturing. Line balancing aims to design a smooth production flow by evenly allotting processes to workers so that each can complete their workload within the same amount of time. This keeps inventory costs low and production balanced. Tools for line balancing include production sheets and reports tracking inventory levels and output. Balancing starts by determining required operators and work-in-process inventory levels. It aims to keep all operators working at maximum capacity while solving problems before they become large. Key aspects of balancing include pitch time, bottleneck processes, and setting control limits.
This document discusses time study, which is a work measurement technique used to analyze jobs and determine standard times. The objectives of time study are to determine work quantities, set labor standards, compare alternative methods, and determine standard costs and equipment/labor requirements. Time study is conducted using a stopwatch to record the times of job elements under specified conditions. Key steps involve selecting the job and worker, breaking the job into elements, measuring element times with a stopwatch, and analyzing the data. Element types include repetitive, occasional, constant, variable, machine, governing, and foreign. Different stopwatch types - non-flyback, flyback, and split hand - are used depending on the timing needs.
Este documento describe el sistema Kanban, un método de producción japonés utilizado para controlar el flujo de materiales. Kanban utiliza tarjetas u otras señales para indicar la necesidad de producir más unidades. El sistema busca mantener pequeños lotes de producción para evitar excesos de inventario. Las reglas de Kanban incluyen producir solo la cantidad necesaria, no enviar productos defectuosos y balancear la producción para mantener la capacidad de satisfacer la demanda.
Motion study on shopfloor and design of workavijit biswas
The document discusses motion study and work design. It defines motion study as analyzing workers' movements during tasks. Work design involves workplace layout, tools, and work methods. The document outlines Frank Gilbreth's 17 basic motion elements called "therbligs" that are used to analyze work. It describes classifying therbligs as effective or ineffective and analyzing micro-motions. Principles of motion economy aim to maximize efficiency and minimize fatigue through workplace arrangement and tool design principles.
1. The document summarizes a student project on applying work study and time study techniques to improve production and quality in a garment manufacturing process.
2. It describes implementing work study charts to optimize resource utilization and workplace layout. Time study techniques like direct observation and predetermined motion times are analyzed.
3. Benefits of work study and time study include eliminating waste, reducing fatigue, finding best work methods, and improving productivity, cost, and quality.
Here are the key steps to identify and prioritize operational gaps through process mapping:
1. Map the current as-is process to understand how it actually works. This helps uncover inefficiencies and non-value-added activities.
2. Gather input from stakeholders involved in the process through interviews or surveys. Customers, employees and managers can provide valuable insights on pain points or issues.
3. Compare the actual process to desired best practices or benchmarks to identify deviations and gaps. This may involve comparing metrics like cycle times.
4. Prioritize gaps based on their potential impact on objectives like costs, quality and customer experience. Bottlenecks and non-value-added activities should be high priority.
5.
This document discusses line balancing, which involves arranging machine capacity and workstation tasks to ensure uniform workflow and minimize idle time. It aims to balance workloads, identify bottlenecks, determine the optimal number of workstations, and reduce costs. The key aspects of line balancing are precedence constraints, which require some tasks to be completed before others, and cycle time restrictions, which set a maximum time for each workstation. Balanced lines promote efficient one-piece flow and minimize waste, while unbalanced lines cause excessive workload, variation and idle time. The line balancing process involves drawing precedence diagrams, determining cycle times, assigning tasks to workstations, and calculating line efficiency.
The document provides an introduction to standardized work. It discusses how standardized work was developed based on principles from Henry Ford's assembly line and mass production techniques. The purpose of standardized work is to document the most efficient work methods and use it as a baseline for continuous improvement. It defines the work sequence, cycle time, and standard in-process inventory levels. Benefits include eliminating waste, easier problem identification, and establishing a flexible manufacturing system.
Time and motion studies are important for maximizing productivity in the garment sector. Such studies set standard targets for production to ensure shipments are completed on time. The studies involve analyzing each step of the production process, accounting for factors like the type of garment, materials, and sewing required. Standard times are set based on time studies and allowances are added to account for breaks, fatigue, and other interruptions. Setting standard targets through time and motion studies helps garment factories meet deadlines and maximize efficiency.
This document discusses various techniques for analyzing work processes including motion study, time study, and establishing work instructions. It focuses on using micromotion film analysis and developing SIMO (simultaneous motion) charts to record and analyze worker motions. Therblig symbols are introduced to categorize different types of hand and body motions. Principles of motion economy are outlined related to uses of the human body, workplace arrangement, and equipment design with the goals of eliminating unnecessary motions and balancing the workload. Checklists are recommended to thoroughly analyze motions and ensure consideration of factors like safety, productivity, and regulations.
The document discusses the 5S methodology, which is a workplace organization method that uses five Japanese words translated to English starting with "S": Sort, Set in Order, Shine, Standardize, and Sustain. The 5S principles help organize a work space for efficiency and effectiveness by identifying necessary and unnecessary items, storing items properly, maintaining cleanliness, standardizing processes, and sustaining the new systems. Implementing 5S results in benefits like increased safety, quality, productivity, and motivation of employees.
This document outlines principles of motion economy as they relate to the human body, work arrangement, and tool/equipment design. It presents 9 principles for efficient body motion, including keeping both hands active and moving symmetrically. Regarding work arrangement, it emphasizes having fixed places for tools/materials near the point of use. Tool/equipment design principles focus on reducing unnecessary motions and accommodating natural body movements. Examples demonstrate analyzing manual tasks and improving layouts to follow ergonomic principles for less fatigue and higher productivity.
This document discusses principles of motion economy and work measurement techniques. It provides guidelines on efficient body movement, workplace layout, and tool design to minimize unnecessary motion. Work measurement techniques covered include time study, predetermined motion time systems (PMTS), and work sampling. PMTS establish standard times for jobs by breaking them down into basic motions and setting times for each motion.
The document outlines principles of motion economy as they relate to the human body, workplace arrangement, and equipment design. The objective is to maximize efficiency and minimize worker fatigue. Key principles include: having both hands work simultaneously without idleness; using momentum and ballistic movements over restricted ones; arranging work in a natural rhythm with few eye fixations; locating tools and materials close to the point of use; and designing equipment to relieve hand work and allow multi-function tools. Proper lighting, adjustable seating, and natural postures are also emphasized.
This document discusses methods engineering and method study. It describes method study as the systematic analysis and examination of work methods to develop more effective procedures. The key steps of method study include selecting processes to study, recording current methods, examining recordings for inefficiencies, developing improved methods, evaluating changes, defining new standards, installing changes, and maintaining improvements. A variety of charts and diagrams are used to record work including flow diagrams, string diagrams, process charts, and therblings analysis which divides tasks into elemental motions. The overall aim is to eliminate unnecessary steps and make processes more efficient.
The document discusses method study, which involves systematically analyzing work processes to improve efficiency. It describes the objectives and procedures of method study, including defining the current process, recording it, examining it through questioning, developing an improved method, installing the new method, and maintaining it. Common recording techniques and classifications of movements are also outlined.
Motion and Time Study are methods used to analyze work processes and determine standard times. Frank and Lillian Gilbreth pioneered Motion Study in the 1880s to analyze body motions. Frederick Taylor developed Time Study in the 1880s to measure task completion times. Modern tools like motion cameras, stopwatches, and software are used to study processes in manufacturing, offices, hospitals and more in order to identify inefficiencies and establish performance standards.
This document discusses work study, which aims to simplify work systems through analysis and improvement of work methods. Work study involves method study to analyze current work methods and develop better, more efficient methods. It also involves time study to establish standard times for jobs by measuring the time taken by qualified workers. The objectives of work study are to enhance productivity, improve human comfort and safety, and increase operational efficiency through optimal use of resources. Method study and time study are the main techniques used in work study to analyze work methods and measure work content. Standard recording symbols are used to document the analysis.
Ergonomics is the study of fitting jobs and workplaces to human capabilities. It aims to maximize productivity while minimizing risks of musculoskeletal disorders. There are three types of ergonomics - physical, cognitive, and organizational. As a facilities planner, one should apply ergonomic principles to provide a safe work environment and workstations. Proper ergonomics can prevent injuries by reducing risk factors like repetitive motions, awkward postures, forceful exertions, and static loading.
This document discusses classifying tools as either functional or non-functional. It defines functional tools as those in good condition able to perform their regular functions, while non-functional tools are unable to perform properly due to damaged or impaired parts. Examples of each are given. The document also outlines five methods for identifying non-functional tools or equipment: visual inspection, functionality, performance, power supply, and input from those with technical knowledge. Tools and equipment are classified into seven categories.
The document discusses basic tools and equipment used for repair and troubleshooting. It defines tools and equipment, and classifies them into types such as driving tools, soldering tools, splicing tools, boring tools, cutting tools, and auxiliary tools. Specific tools are described within each type. The document also discusses proper care and maintenance of tools to avoid common faults, such as overtightening screws, using tools improperly, or failing to clean tools. A quiz is provided to test understanding.
This document provides an overview of Work-Factor, an elemental time measurement system for establishing productivity standards. It describes various Work-Factor systems from detailed to brief and their appropriate uses. The key principles of Work-Factor include breaking down tasks into elements defined by factors like body motion, distance, weight, and controls. Standard elements include transport, grasp, position, assemble, use, and release. Notation and methods for recording Work-Factor analyses are also outlined.
Bar tools and equipment are classified into three groups:
1) Tools for mixing and pouring drinks like bar spoons, strainers, jiggers, and muddlers.
2) Tools for garnishing drinks such as knives, zesters, and forks for preparing garnishes.
3) Serving tools which include bottle openers, corkscrews, coasters, and trays for delivering drinks.
This document discusses ergonomics and musculoskeletal disorders (MSDs) in an industrial setting. It defines ergonomics as modifying jobs to fit people's capabilities in order to reduce MSDs caused by repetitive motions, forceful exertions, awkward postures, contact stress, and vibrations. It outlines general signs and symptoms of MSDs, common MSD types, and risk factors that can lead to MSDs like repetitive motions, forceful exertions, awkward postures, contact stress, and vibrations. The document recommends identifying and controlling MSD hazards through engineering controls, work practice changes, administrative controls, and personal protective equipment as part of an ergonomics management program.
Using Financial Forecasts to Advise Business - Method of Forecasting - RevisedIrma Miller
This document discusses various methods for forecasting future financial needs, including qualitative and quantitative approaches. It outlines steps in the forecasting process such as projecting sales, expenses, investment needs, and determining financing requirements. Specific forecasting techniques are described, such as naive forecasts, moving averages, regression analysis, and more. The document also covers financial analysis methods like ratio analysis, variance analysis, benchmarking, and break-even analysis. Finally, it discusses top-down vs. bottom-up forecasting and different approaches to building budgets such as incremental, zero-based, and activity-based budgeting.
Ergonomics is the science of designing jobs, equipment, and workplaces to fit workers. Proper ergonomic design prevents injuries from developing over time. Ergonomics aims to optimize human well-being and system performance. It is employed to fulfill the goals of health and productivity. Common ergonomic issues include repetitive strain injuries, improper lighting or noise levels, and vibration. National Industrial Safety Day in India is celebrated on March 4th each year to promote workplace safety.
Forecasting methods by Neeraj Bhandari ( Surkhet.Nepal )Neeraj Bhandari
This document discusses various forecasting methods used to predict future outcomes when historical data is available or not. It describes subjective qualitative methods like sales force composites, customer surveys, and Delphi techniques that rely on expert opinions. Objective quantitative methods include causal models that examine factors influencing outcomes and time series analysis of historical trends, seasonality, and levels. The document also outlines short, medium, and long-term forecasting horizons and the appropriate techniques for each.
The document discusses various methods of work measurement used to set performance standards, including time study, work sampling, predetermined motion time study, and analytical estimation. Time study with a stopwatch is the most commonly used method, involving selecting a job, standardizing the method, timing each element, and setting the standard time. Work sampling observes workers at random intervals to estimate time spent working. Predetermined motion time study sets standard times for basic motions. Analytical estimation uses standard data or experience to set times for long, non-repetitive jobs when data is unavailable. The document also covers how to properly use a stopwatch to time elements using either a fly back or continuous method.
Time and motion studies are methods used to determine the optimal time it takes to complete tasks. They were developed by Frederick Taylor and the Gilbreths to establish fair work standards and eliminate unnecessary motions. While originally used in manufacturing, today time and motion studies can be applied to performance evaluations, planning, problem solving, and cost analysis in various organizations. The objective is to study jobs and determine standard times through observation, task breakdown, and time recording. Allowance factors are added to standard times to account for contingencies. However, studies may not always accurately capture real work conditions due to observer or worker issues.
The document discusses work measurement techniques used at Joshan Walk Industries in Pakistan. It summarizes that:
1) Joshan Walk Industries uses historical data as its main approach to set work standards, such as setting the standard time to make a boxing glove at 60 minutes.
2) The company also uses direct time studies, observing 4 employees to calculate average and normal cycle times, then sets a standard time.
3) Allowance fraction for interruptions is estimated at 14% based on historical data, which is then used to calculate standard time.
Motion economy work design by selman kaymazSelman Kaymaz
Work design and motion study involve analyzing tasks and worker motions to improve efficiency. Frank Gilbreth developed the concept of "therbligs", which are the basic building blocks of manual work. The 17 therbligs include motions like reach, grasp, move, and release. Effective principles for work design include minimizing unnecessary motions, arranging tools and materials logically, using equipment to reduce physical strain, and incorporating ergonomic factors like adequate lighting.
all about basis of -Motion-Economy.pptxjanet736113
1. The document discusses principles of motion economy for improving workplace efficiency, including using the human body effectively, properly arranging the workplace, and designing tools and equipment to minimize unnecessary motions.
2. It introduces the concept of "therbligs," which are symbols that represent the basic motions involved in manual tasks. Analyzing tasks in terms of therbligs can help identify inefficient or unnecessary motions to eliminate.
3. The goal of a therbligs analysis is to simplify methods by removing ineffective therbligs, combining motions, and reducing the time and effort required to perform tasks. Arranging workstations according to ergonomic principles can further aid in motion economy.
The document analyzes the assembly process of flashlights. It identifies weaknesses in the current process, such as idle time for one hand and unnecessary movements. A proposed method is presented with changes to the workstation layout and process flow. Materials would be arranged closer together based on sequence of use. Tools like a magnetic holder and test jig would be added to reduce motions. This proposed method aims to improve productivity by eliminating unnecessary movements and enabling both hands to work simultaneously through symmetrical motions. The document recommends applying this proposed method and training workers accordingly.
This document provides an overview of industrial engineering concepts related to method study and motion study. It discusses method study techniques like method study, motion study, and time study. The objectives of method study are to analyze work and find more efficient ways of performing tasks with less fatigue. Motion study principles aim to reduce unnecessary movements and arrange workspaces ergonomically. Time study records times taken to perform jobs in order to set performance standards.
Work measurement techniques involve breaking down jobs into individual elements called therbligs. The time required to complete each therblig is recorded and analyzed to determine a standard time for the job. This standard time accounts for the basic time of the elements as well as allowances for things like fatigue and special conditions. The overall goal is to set an efficient standard that maximizes productivity while preventing overexertion by workers.
The document discusses various techniques used in method study, including:
1. Macro motion charts like operations process charts, flow process charts, multiple activity charts, and two-handed process charts that record operations, inspections, and worker activities.
2. Diagrams used in method study like flow diagrams and string diagrams that visually depict work processes and worker movements.
3. Micro motion study techniques like therbligs and simultaneous motion cycle charts that analyze fundamental hand motions.
4. Principles of motion study related to efficient human body use, workplace arrangement, and tool/equipment design.
5. Steps in time study including selecting work, breaking it into elements, measuring times, adjusting for performance,
1) The students conducted a time study experiment to assemble toy ships. They analyzed each step of the assembly process and recorded the motions, times, and therbligs using a data sheet.
2) By computing the time taken and number of motions, they determined that an ideal worker could assemble 6,076 units in an 8 hour workday.
3) The study found that the two hands did not always begin and complete motions simultaneously. Holding parts idle was an ineffective motion that could be improved.
Work study involves systematically examining work methods to improve productivity and efficiency. It aims to simplify operations, reduce unnecessary work, and make better use of resources. Key aspects of work study include setting performance standards, identifying hazards, and developing safer work methods. Method study specifically examines "the way work is done" to simplify methods and increase effectiveness through eliminating unnecessary steps and balancing the workload between humans and machines. Recording techniques like process charts, diagrams and therbligs are used to analyze motions and identify areas for improvement.
A chronocycle graph traces and analyzes the path of motion made by a worker. A flash bulb is attached to an object and a camera records the traces with long exposure, showing the motion pattern as dots spaced in proportion to speed. This allows studying velocity, acceleration, and hesitation at different locations. The principles of motion economy for the human body, workplace arrangement, and tool design aim to minimize unnecessary motion and make work most efficient. A chronocycle graph can verify that these principles are followed.
This document provides an overview of different work study techniques used in the garments industry, including work study, line balancing, method study, motion study, and time study. It discusses the objectives and processes for each technique. For example, it explains that the objective of line balancing is to minimize cycle time and maximize workload smoothness. It also provides examples of how these techniques are applied, such as describing the steps to perform a method study and calculating standard minute values from a time study.
Principles of motion economy By Mazedin RezaMazedin Reza
This document outlines the principles of motion economy, which aim to minimize time and energy spent on limb motions during work. It discusses four main principles: reducing motions, performing motions simultaneously, shortening motion distances, and making motions easier. The principles are classified into three categories: use of the human body, arrangement of the workplace, and design of tools and equipment. Examples are provided for each principle and category to illustrate how motion economy can be applied.
PRODUCTION PLANNING AND CONTROL-WORK STUDYAttiMurugan
This document discusses work study techniques used to improve productivity and efficiency. It defines work study and describes its objectives of analyzing current work methods, establishing standard times, and improving efficiency. It outlines various work study techniques including method study, work measurement, time study procedures and tools. Principles of motion economy are discussed to reduce ineffective movements and optimize workplace layout, tool design and human motions. The document provides examples and diagrams to illustrate techniques like process charts, therbligs, micro-motion study, work measurement and time study.
The document discusses various topics related to industrial engineering including productivity, work study, motion analysis, and work measurement. It provides definitions and procedures for key concepts. Some of the main points covered are:
Productivity is defined as the ratio of output to input. It can be improved by eliminating wastage. Work study aims to improve productivity through methods analysis and setting time standards. Motion analysis examines worker motions to eliminate unnecessary movements. Work measurement techniques like time study and standard data are used to set time standards for jobs. Allowances are added to time standards to account for rest breaks and other delays.
This document discusses work measurement techniques including method study, work measurement, micro-motion study, and therbligs. Micro-motion study involves filming operations to analyze motions, recording data using SIMO charts, and identifying unnecessary movements. It aims to standardize efficient work methods. Principles for efficient work include using both hands simultaneously, employing momentum, continuous curved motions, and designing tools for easy access and mechanical advantage.
This document provides an overview of organizational psychology. It defines psychology and discusses the meaning and impact of psychology. It then moves to discussing organizational psychology specifically. Some key points:
- Organizational psychology studies how organizations affect individual behavior and applies scientific principles to understand what people think and feel within an organization.
- It covers topics like motivation, socialization, and occupational subjects from both an individual and group perspective.
- Organizational psychologists work to understand behavior in organizations and apply insights to improve areas like productivity, job satisfaction, and organizational effectiveness.
Punjab technical University - scheme and syllabus of Masters in Business Administration (MBA) Batch 2012 onwards, course code MBA 202, production & operation Management. UNIT 2, ch.1 Facility Layout ch. 2 Production Planning & Control(PPC), ch.3 Method Study ch. 4 Capacity Planning
Method study is a technique used to analyze work processes and identify opportunities to improve efficiency. It involves systematically recording existing work methods, examining each step for potential improvements, developing new proposed processes, and implementing and maintaining the changes. The goals are to reduce costs through easier and more effective methods while improving processes, equipment design, layouts, safety, and the work environment. Common recording techniques help document existing methods, and questioning techniques are used to critically examine each activity for potential changes to purpose, place, sequence, person, or means of completion. Implementing improved methods requires approval from management and workers.
The document discusses various aspects of job design and work systems, including:
1. Job design involves specifying the content, tasks, responsibilities, and methods associated with a job.
2. Ergonomics and behavioral approaches aim to incorporate human factors and motivate workers through variety, autonomy, and feedback.
3. Traditional efficiency approaches focus on specialization and standardization of tasks from a productivity standpoint.
4. Effective job design balances both human and technical factors to optimize performance and satisfaction.
The document discusses principles and approaches for improving work efficiency through motion study and work design, including:
1. Four principles of motion economy to reduce unnecessary movement - reduce motions, perform simultaneously, shorten distances, make motions easier.
2. Ergonomic considerations for tool and workstation layout such as positioning parts and tools for sequential use, gravity feeding, and correct working heights.
3. Methods for analyzing and improving operations including eliminating unnecessary steps, simplifying processes, combining tasks, and rearranging sequences.
Work study involves method study and work measurement to systematically examine work methods and set performance standards. [1] Method study analyzes work processes to find more efficient methods, considering factors like tools, motions, and layout. [2] Work measurement sets time standards by studying human work efforts. [3] Ergonomics applies knowledge of human capabilities to promote worker comfort, productivity and efficiency through workplace and equipment design.
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Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
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9. 6. Method should consist of smooth continuous curved
motions rather than straight motions with sudden
changes in direction
» It takes less time to move through a sequence of smooth continuous curved
paths than through a sequence of straight paths that are opposite in direction,
even though the actual total distance of the curved paths may be longer (since
the shortest distance between two points is a straight line).
» The reason behind this principle is that the straight-line path sequence includes
start and stop actions (accelerations and decelerations) that consume the
worker’s time and energy.
» Motions consisting of smooth continuous curves minimize the lost time in starts
and stops.
10. 7. Use momentum to facilitate task
» When carpenters strike a nail with a hammer, they are using momentum, which
can be defined as mass times velocity. Imagine trying to apply a static force to
press the nail into the wood.
» Not all work situations provide an opportunity to use momentum as a carpenter
uses a hammer, but if the opportunity is present, use it. The previous principle
dealing with smooth continuous curved motions illustrates a beneficial use of
momentum to make a task easier.
8. Take advantage of gravity – Don’t oppose it
» Less time and energy are required to move a heavy object from a higher elevation
to a lower elevation than to move the object upward. The principle is usually
implemented by proper layout and arrangement of the workplace, and so it is
often associated with the workplace arrangement principles of motion economy.
11. 9. Method should achieve a natural cadence of the
motions involved
» Rhythm refers to motions that have a regular recurrence and flow from one to the
next. Basically, the worker learns the rhythm and performs the motions without
thinking, much like the natural and instinctive motion pattern that occurs in
walking.
10. Use lowest classification of hand and arm motion (five
classifications)
» The five classifications of hand and arm motions are presented in Table 10.5.
» With each lower classification, the worker can perform the hand and arm motion
more quickly and with less effort. Therefore, the work method should be composed
of motions at the lowest classification level possible.
» This can often be accomplished by locating parts and tools as close together as
possible in the workplace.
12. » The two remaining human body principles of motion
economy are recommendations for using body members other
than the hands and arms.
13. 11. Minimize eye focus and travel
» In work situations where hand-eye coordination is required, the eyes are used
to direct the actions of the hands. Eye focus occurs when the eye must adjust to
a change in viewing distance—for example, from 25 in. to 10 in. with little or no
change in line of sight.
» Eye travel occurs when the eye must adjust to a line-of-sight change—for
example, from one location in the workplace to another, but the distances from
the eyes are the same. Since eye focus and eye travel each take time, it is
desirable to minimize the need for the worker to make these adjustments as
much as possible. This can be accomplished by minimizing the distances
between objects (e.g., parts and tools) that are used in the workplace.
12. The method should be designed to utilize the
worker’s feet and legs when appropriate.
» The legs are stronger than the arms, although the feet are not as practical as the
hands. The work method can sometimes be designed to take advantage of the
greater strength of the legs, for example, in lifting tasks.
14. Both hands should start and finish the
operation at the same time.
Reduce idle time for either or both hands
Arm motions should be symmetrical
Employ curved movements during the
operation
Employ rhythmical standard operation
Ensure a similar focal point for tools,
materials, etc.
15. » Figure 10.2 Normal and maximum working areas in the workplace.
16. 1. Locate tools and materials in fixed positions within
the work area
» As the saying goes, “a place for everything, and everything in its place.”
The worker eventually learns the fixed locations, allowing him to reach
for the object without wasting time looking and searching.
2. Locate tools and materials close to where they are
used
» This helps to minimize the distances the worker must move (travel empty
and travel loaded) in the workplace. In addition, any equipment controls
should also be located in close proximity. This guideline usually refers to a
normal and maximum working area, as shown in Figure 10.2 and clarified
further in Table 10.6. It is generally desirable to keep the parts and tools used
in the work method within the normal working area, as defined for each
hand and both hands working together.
» If the method requires the worker to move beyond the maximum working
area, then the worker must move more than just the arms and hands. This
expends additional energy, takes more time, and ultimately contributes to
greater worker fatigue.
17. 3. Locate tools and materials to be consistent with
sequence of work elements
» Items should be arranged in a logical pattern that matches the sequence of
work elements. Those items that are used first in the cycle should be on one
side of the work area, the items used next should be next to the first, and so
on,.
» The alternative to this sequential arrangement is to locate items randomly in
the work area. This increases the amount of searching required and detracts
from the rhythm of the work cycle.
» Figure 10.3 shows the top view of a workplace layout that illustrates these
first three principles. Note that the layout in (b) locates bins in a more
accessible pattern that is consistent with the sequence of work elements.
18. Figure 10.3 Two workplace layouts.
(a) Poor arrangement of parts and tools in workplace
19. (b) Good arrangement of parts and tools in
workplace
Numbers indicate sequence of work elements in relation to locations of hand
tools and parts bins.
20. 4. Use gravity feed bins to deliver small parts and
fasteners
» A gravity feed bin is a container that uses gravity to move the items in it to a
convenient access point for the worker. One possible design is shown in Figure
(a). It generally allows for quicker acquisition of an item than a conventional
rectangular tray shown in Figure (b).
21. 5. Use gravity drop chutes (channels, tubes) for completed
work units where appropriate
» The drop chutes should lead to a container adjacent to the worktable. The entrance
to the gravity chute should be located near the normal work area, permitting the
worker to dispose of the finished work unit quickly and conveniently. They are most
appropriate for lightweight work units that are not fragile.
6. Provide adequate illumination
» The issue of illumination is normally associated with ergonomics.
» However, illumination has long been known to be an important factor in work
design.
» Illumination is especially important in visual inspection tasks.
22. 7. A proper chair should be provided for the worker
» This usually means an adjustable chair that can be fitted to the size of the worker.
The adjustments usually include seat height and back height. Both the seat and
back are padded.
» Many adjustable chairs also provide a means of increasing and decreasing the
amount of back support.
» The chair height should be in proper relationship with the work height. An
adjustable chair for the workplace is shown in Figure .
23.
24. Use fixed positions for tooling and parts to allow habits to form easily
Use gravity feeding to ensure a common pickup point
Position parts, materials and tools to enable sequential use
Use ejector systems or drop deliveries, so the operator has minimal
effort to pass on parts to the next operation
Benches and chairs should be at the correct working height to avoid
interrupted motions
All equipment should be within the maximum work area
25. 1. Work-holding devices should be designed for the task
» A mechanical workholder with a fast-acting clamp permits the work unit to be
loaded quickly and frees both hands to work on the task productively.
» Typically, the workholder must be custom-designed for the work part processed in
the task.
2. Hands should be relieved of work elements that can be
performed by the feet using foot pedals
» Foot pedal controls can be provided instead of hand controls to operate certain
types of equipment. Sewing machines are examples in which foot pedals are used
as integral components in the operation of the equipment.
» As our examples suggest, training is often required for the operator to become
proficient in the use of the foot pedals.
26. 3. Combine multiple functions into one tool where possible
» Many of the common hand tools implements this principle, such as head of a claw
hammer is designed for both striking and pulling nails. Nearly all pencils are designed
for both writing and erasing. Less time is usually required to reposition such a
double-function tool than to put one tool down and pick another one up.
4. Perform multiple operations simultaneously rather than
sequentially
» A work cycle is usually conceptualized as a sequence of work elements or steps.
» The steps are performed one after the other by the worker and machine.
» In some cases, the work method can be designed so that the steps are accomplished
at the same time rather than sequentially.
» Special tooling and processes can often be designed to simultaneously accomplish
the multiple operations.
27. 5. Where feasible, perform operation on multiple parts
simultaneously
» This usually applies to cases involving the use of a powered tool such as a machine
tool. A good example is the drilling of holes in a printed circuit board (PCB). The
PCBs are stacked three or four thick, and a numerically controlled drill press drills
each hole through the entire stack in one feed motion.
6. Design equipment controls for operator convenience and
error avoidance
» Equipment controls include dials, cranks, levers, switches, push buttons, and other
devices that regulate the operation of the equipment. All of the controls needed by
the operator should be located within easy reach, so as to minimize the body
motions required to access and activate them.
28. 7. Hand tools and portable power tools should be designed
for operator comfort & convenience
» For example, the tools should have handles or grips that are slightly
compressible so that they can be held and used comfortably for the duration
of the shift.
» The location of the handle or grip relative to the working end of the tool
should be designed for maximum operator safety, convenience, and
effectiveness of the tool. If possible, the tool should accommodate both
right-handed and left handed workers.
8. Mechanize or automate manual operations if
economically and technically feasible
» Mechanized or automated equipment and tooling that are designed for the
specific operation will almost always outperform a worker in terms of speed,
repeatability, and accuracy. This results in higher production rates and better
quality products.
» The economic feasibility depends on the quantities to be produced. In
general, higher quantities are more likely to justify the investment in
mechanization and automation.
29. » Eliminate the need to use one hand purely to hold a part
» Use combination tools
» Use counterbalances on heavy tooling
» Ensure handles on tools are designed to use maximum
hand contact
» Place tooling in the most convenient positions
» Separate part supplies should be used for two operators.
» Tools should be placed to enable immediate use
» Provide chutes for access of parts, and components in/out
of the workplace
Principles of motion economy
The principles of motion economy form a set of rules and suggestions to improve the manual work in manufacturing and reduce fatigue and unnecessary movements by the worker, which can lead to the reduction in the work related trauma. Motion economy helps achieve productivity and reduce Cumulative Trauma at the workstation or sub-micro level. The Principles of Motion Economy eliminate wasted motion, ease operator tasks, reduce fatigue and minimize cumulative trauma such as Carpal Tunnel and tendonitis.