Work-study methods were developed during World War II to increase productivity and were later applied in industries around the world, including Bangladesh starting in 1991. Work-study techniques like method study and work measurement are used to examine current work methods, simplify or modify processes, reduce unnecessary work, and set time standards to improve productivity. Key aspects of work-study include breaking down jobs into individual tasks, creating work layouts to distribute tasks efficiently among workers, measuring cycle times to understand bottlenecks, and conducting regular studies to identify areas for further improvement. The overall goal is to systematically analyze work processes and set performance standards to increase productivity through more effective use of resources.

1. History of Work-study in Bangladesh:
Mr. F W Taylor who is called the father of scientific management is the founder of
work-study. During the Second World War USA needed so many arms within a short
time. Then Mr. F W Taylor applied Work-Study method to make many arms in short
time & go tremendous result. After that work-study is being used in everywhere. Now
it‘s circumference is getting larger day by day.
Mr Keith Harding form England started Work-Study in Bangladesh in 1991.Now it is
contributing very well to increase the productivity in Bangladesh.
Introduction to Work-Study:
Management frequently alls on specialist to assist it in improving productivity .One of
the most powerful tools they can use is that of Work-Study.
When management calls on work -study to improve productivity then they aims at
1. Examining the way an activity is being carried out.
2. Simplifying or modifying the method.
3. Reduce unnecessary or excess work.
4. Wasteful use of resources
5. Setting up a time standard for performing that activity.
The relation between Work-Study and productivity is obvious. If the Work-Study can
reduce/ cutting down of an activity by 20% ,merely as a result of rearranging the
sequence or modifying or simplifying the method of operation without additional
expenditure.
Then productivity will go up/increase 20%

2. WORK-STUDY & THE MANAGEMENT
 WORK-STUDY DEFINITION
 TECHNIQUES OF WORK-STUDY
 BASIC PROCEDURE OF WORK-STUDY
 CHARACTERICS OF WORK-STUDY
 METHOD STUDY-
CRITICAL EXAMINATION TECHNIQUE-
PRIMARY & SECONDARY QUESTIONING
 SELECT WHERE TO START
 PRODUCTIVITY
 THE TASK OF MANAGEMENT
 BASIC & TOTAL TIME
POOR DESIGN & SPECIFICATION
IIEFFICIENT METHODS
HUMAN RESOURCE
REDUCTION OF EXCESS
 THE QUALIFIED WORKER
 PRE-PRODUCTION ACTIVITY
 SIZE SET SAMPLE MAKING
 PRE-PRODUCTION MEETING
 BREAK DOWN
 LAYOUT
 MACHINE & WORK PROCESS FLOW CHART
 PRODUCTION FOLLOW UP
 CYCLE CHECK
 BOTTLE NECK
 LINE BALANCING
 PRODUCTION STUDY
 METHOD STUDY

3. Definition of Work Study
Work-Study is the systematic examination of the methods of carrying out
activities so as to improve the effective use of resources & to establish
standards of performance for those activities.
Techniques of Work-Study
There are two primary techniques used by Work-Study practitioners:
a) Method Study: The systematic recording & critical examination of
activities in order to make improvements.
b) Work Measurement: The application of techniques designed to establish
the time for a qualified worker to carry out a task to a specified
method.
Just as with other management functions it is common to have
specialization between two disciplines. I.e. those who only carry out
investigation into method improvements & those who establish timings.
This is dependent upon the skills of the practitioners & the expectation of
the company.
Work-
Study
Method Study
To simplify the job and
develop more
economical methods of
doing it
Work
Measureme
nt
To determine how long
it should take to carry
Higher
Productivit
y

4. Basic Procedure of Work-Study
There are eight steps in performing a complete work-study. They are:
1) Select
The task to be studied
2) Record
By collecting data at source & by direct observation
3) Examine
By challenging the purpose, place, sequence & method of work
4) Develop
New methods, drawing on contribution of those concerned
5) Evaluate
Results of alternative solutions
6) Define
New methods & present findings
7) Install
New methods & train those involved
8) Maintain
& Establish control procedure
S R E D E D I M

5. Characteristics of a Work-Study Engineer
a) Education:
Good secondary education with an aptitude for matriculation, formal
education in engineering disciplines preferred.
b) Practical Experience:
Should include a period of working within one or more of the process
within our industry.
c) Personal Qualities:
1. Sincerity & honesty
The work study person must be sincere and honest; only if this is the case
will he or she gain the confidence and respect of those with whom he or
she will work.
2. Enthusiasm
He or she must be really keen on the job, believe in the importance of
what he or she is doing and be able to transmit enthusiasm to the people
round about.
3. Tact/Diplomacy
Tact in dealing with people comes from understanding them and not to
wishing to hurt their feelings by unkind or thoughtless words, even when
these may be justified. Without tact no Work-Study person is going to get
very far.
4. Good Appearance
The person must be neat & tidy & look efficient. This will inspire
confidence among the people with whom he or she has to work.
5. Self confidence
This can only come with good training and experience of applying work-
study successfully. The work study practitioner must be able to stand up
to top management, supervisors or workers in defence of his or her
opinions and findings, and to do so in such a way that will respect and not
give offence.

6. Job Description of Work –Study:
1. Collecting information form fast react planner about running &
new style input status.
2. Making work plan/ Departmental plan
3. Work –Study members job allocation.
4. Providing Estimated SMV to sales team for costing
5. Process analysis
6. Established standard minutes (SMV find out form sewing line by
performance rating)
7. Prepare GRMT Breakdown before issue with Technician & APM
8. Process Layout
9. Work Process flow chart during layout
10.Cycle Check
11.Making line graph
12.Co-Ordinate (Work-together) with line Supervisor/ Monitor/
Technician line balancing
13.Production Study
14.Speed Training & Performance Program
15.Method Study
16.Production monitoring in the required line
17.Physical consumption of Thread , Seam Tap & Accessories
18.Target & Efficiency Calculation
Breakdown
Breakdown is a listing of the content of a job by elements. A garment
consists of some parts & some group of operations. Breakdown means to
writing down all parts & all process/operation after one another lying
with the complete garment according to process sequence. It is a must to
write down the estimated SMV & type of machine beside each & every
process.

7. Breakdown procedure:
1. APM, Technician Chief & Work-Study officer must sit together to
make breakdown.
2. Technician breaks the garments into parts and gathered the parts one
after another by operation/Process.
3. Then Work-Study officer & APM fix up the SMV of those operation
4. By proceeding this technique when all process completed need to
summarize all process SMV and the total will be called as respective
garment’s SMV.
Benefit of breakdown:
1. Can see the all operations of the garment at a time.
2. Can anticipate the difficulties of doing critical operation
3. Can make layout in a easy, simple & less time consuming way
4. Can calculate the SMV for target setting & equal time distribution to
the operator during layout.
5. Easy to select right operator for right process.
6. Can know the quantity & types of machine to make the garment
required.
7. Can easily achieve the production target within a very short period.
8. Can be conscious about quality for fill up the buyers standard
9. Can know about additional guide, folder & attachment.
Layout
Layout means to distribute/allocate elements (Seequencely) to the
individual operator in the line by considering total worker, worker
experience, total machine, types of machine & mainly the estimated SMV
of allocated/distributed elements in a broken down garments. A good
layout is that physical arrangement, which permits the product to be
produced with minimum unit cost in the shortest time.

8. Layout Procedure:
1st
Step:
Responsible person for layout making:
1. APM
2. Team Leader Technician
3. Work-Study Member
2nd
Step:
1. To select line
2. To select style
3. To confirm total operator
3rd
Step:
1.To breakdown the garments, elements by elements
2. To put estimated SMV beside each elements/operation
3. To calculate total SMV
4. To select machine type & number
5. To calculate average estimated SMV/Operator
6. To select right operator for right operation/elements according to
performance.
7. To distribute/allocate elements (sequencly) to each operator by
considering machine types, elements & estimated average (nearest)
SMV.
8. To set up machine as per requirements.
9. It is mentionable that workflow should be forward direction.
Benefit of Layout:
1. The process distribution / work content will be quite equivalent
2. Usually an unexpected type of bottle neck will not be found in line
3. No operator will be idle
4. Can achieve the Buyer’s desire quality level easily
5. Can reach the optimum target with in a very short period.
Pre-Production Meeting (PP)
The most important stage of pre production activity is to arrange a pre-
production meeting. In a PP meeting can discuss every thing important
related to the garment. Subject of PP meeting is as follows:
1. Discussion on Work sheet & Material list.
2. Checking PP sample with approval comment
3. Discussion on Different attachment
4. Discussion on critical process/operation.

9. 5. Make Quality Check List
6. Machine Status.
Attendance of Pre-Production Meeting:
1. Production Manager, Manufacturing
2. APM
3. Respective Sales Member
4. Pattern Maker
5. Technician Chief
6. QA Member
7. Line Supervisor
8. MCD people
9. Cutting Chief
10. Mechanic
11. Buyer Nominated QA
Size Set Sample
Size set sample making is one of the most important stages of pre-
production activities. It ensures smooth & accurate production in bulk
Production line. The process of making size set sample should be adopt at
least 15 -10 days before bulk production.
Size set sample should be started after getting PP sample & pattern from
pattern section. It can be started with either actual material or available
material. Technician or Senior Line Leader must make it. He / She should
check the sewing / finish pattern or any other pattern discrepancy before
start. He / she must need work sheet & swatch card / materials card
before start.
The main reason of making size set sample is to find out the measurement
discrepancy, sewing construction procedure, proper use of material,
embroidery & printing position justification, shrinkage percentage of
washing item & to fix up what kinds of special machinery, guide, folder
required to make the garment.
After completing size set, it must be checked by QA person to make a
report. Based on QA report pattern section can re-adjust pattern if needed.
After rectifying pattern can initiate to 1st
cutting for bulk production,
minimum 3-4 days input, somehow input will be available until get 2nd
cutting (after 1st
production report). So there will be no line gap between
1st
& 2nd
cutting.

10. Cycle check
Cycle means the sequence of elements that are required to perform a job
or yield a unit of production. The sequence may sometimes include
occasional elements. Cycle check is a technique for checking time of all
process cycle from the first operator to last operator of a production line.
After checking all the operators the total consumed time of each operator
is shown in a graph which is called time study graph. This procedure is
called cycle check.
Tools for Cycle Check:
1. Stop Watch
2. Clip board
3. Lead pencil
4. Eraser
5. Time Study Sheet
6. Observer
Essential information for Observer:
1. At first need to inform to the production manager
2. Input date (after 3 / 4 days from input date)
3. Production finished date
4. Supply of materials or issue
5. Production flow of line.
Approaching of Work-Study officer/Observer:
1. Should behave in gentle manner with operators so that they do not feel
disturbance.
2. Should stand behind or beside the operator at the time of measuring
cycle time.
3. Should ask the operator about work content.
4. Should give thanks to operator after measuring cycle time.

11. Things to be done before collecting data:
Being informed the buyer and style name before start of measuring cycle
time in selected production line should observe the complete garment
minutely.
After that observer will measure cycle time from each operator
individually of each operation sequence wise.
Things to be done after collecting data:
1. Calculate the individual and overall performance of the line
2. Write down the starting & ending date of that line in the graph paper.
3. Write the Buyer name, style #, line and item in the middle
4. Calculate the capacity of all operators
5. Calculate the total observed time and total operator of the line
6. Calculate BPT, HPT and LPT
7. Calculate the line production capacity
8. Write the current production of the line (From production board)
Capacity of the operators:
Suppose the average cycle checked time of an operator is 5.00 minutes,
Then the capacity of that line operator is 60/5.00 = 12 pieces/hour.

12. Line balance
Line balance means the better allocation of the necessary tasks between
the operators, which reduces waiting time.
For line balance we have to know some data and some calculating
information those are as follows: -
1) How many operator.
2) Operation.
3) SMV.
4) Performance.
5) Potential production / hour.
6) Hours to achieve target.
7) Capacity.
8) Target.
60
Potential production / hour: --------- x Wanted efficiency
SMV
Target/Week
Hours to achieve target: ---------------------------
Potential Production
If SMV = 1.22
Performance = 80%
Target / Week = 2655
60
Then Potential Production / Hour = --------------- X 80% = 39 pcs/hour
1.22
We know the target/week = 2655 pieces
2655
Hours to achieve target = ------------ = 68 hrs
39
So Capacity is 60-68 = -8 hrs.

13. Bottleneck
The upper narrow portion of a bottle is called neck (opening side) and it is an
obstruction to go to the way from large portion of a bottle through narrow portion of a
neck. It is a metaphorical scene of obstruction of production sector. A garments sector
is a production sector and the bottleneck used here as obstruction of normal
production. In a brief the bottleneck means lost production and lost profit i.e. the
lowest capacity of production.
Bottleneck in the production line
The lowest output point in the production line is called bottleneck. That is bottleneck
area, where supply gathered and production goes under capacity.
Why arise bottleneck
There are so many reasons to arise a bottleneck in the production line and it is
described bellow.
A) Bottleneck before input in line.
1) If issue is not supplied in time from M.C.D and sub-store.
2) If issue comes delay.
3) Issues serial number mistake.
4) Bundling mistake.
5) Wrong issue supply.
6) Pattern problem. Etc
B) Bottleneck in line.
1) Worker selection wrong.
2) Wrong works flow / sequence of works.
3) Non balance allocation of elements.
4) Works negligence by workers.
5) Workers absenteeism.
6) Machine disturbances / out of order.
7) Lack of supply.
8) Non serial supplies forward from workers.
9) Color shading
10) Quality problem.
11) If any body becomes sick.
Diagnostic character of bottle neck.
1) By checking counter machine: - After specific period (time to time) by checking
counter machine it is easy to find out the bottleneck which counter is shown poor /
lowest production.
2) By observing serial number of supplied issue: - After checking some operators
if it is found that someone is sewing / working lowest serial number of issue and it
not reasonable difference with others it is defined bottleneck.
3) By observing gathered supply: - Those areas are bottleneck areas where pile of
supply is observed.
4) By performing cycle check: - By performing cycle check we can realize
bottleneck from different of time. We can realize bottleneck at a glance by making
graph and it is a best and scientific way to find out the real bottleneck.

14.  Way of reducing bottle neck:
 To make size set sample minimum 15 to 10 days before input.
 To arrange pre- production meeting in time.
 To prepare layout sheet before input in the line.
 To check fabrics and accessories before issuing in the line.
 To submit the layout sheet to maintenance section minimum 2-3 days
before for better preparation.
 To check pattern before supply in the line.
 To reduce excess works from workers.
 To select right workers for right works.
 To keep supply available in time.
 To maintain serial number.
 Reject garments should not forward.
 Supply should be forwarded after checking.
 To alert when bundling (maintain serial number)
 By improving method.
 By improving workers performance.
 By reducing sewing burst

15. Production Study
This is a protracted but simplified method form of time study extending
over at least a completely representative part of the job and for a period of
suitable duration, during which the workers mean rate of working is
assessed at regular intervals without recording details of the individual
elements. A careful record is maintained of all ineffective time. The
average estimated rate of working obtained in this way is compared with
the rate of working figure as calculated from the record of the worker’s
production during the same period. If there is a wide discrepancy between
the two figures the cause of the disagreement must be traced.
Ineffective time:
The time, which is not related with the production, is lost time or
ineffective time. It greatly hampers the production, so we must try to
decrease the percentage of ineffective time, which will be helpful for the
production as well as for the company.
1. Excessive machine delay
2. Excessive bundle handling
3. Waiting time
4. Repair
5. Delay of accessories supply.
Operator : Miss Marie
Operation : Stitch at front Zipper side
Observation period : 30 minutes
Working time : (2.45+3.15+2.87+3.03+3.20+2.80+3.50+2.50)
mins
= 23.50 minutes
Machine break down : (.87+.13) mins = 1.00 min
Taking with supervisor : 1.15 minutes
Reject repair : 2.85 minutes
Toilet : 2.65 minutes
Therefore her working time is : 23.50 minutes
Ineffective time is : 6.50 minutes
So her capacity is : 16 pieces/hour (but it is not actual)
Now we have to see which percentage of ineffective time is highest. First
of all we have to overcome that percentage and later on will come second
one.

16. Critical Examination Techniques:
Primary & Secondary Questioning
This questioning technique is the means by which the critical
examination is conducted, each activity being subjected in turn to a
systematic & progressive series of questions.
There are many problem solving techniques available but the
fundamental questions listed below will generate solutions when applied
with a critical nature.
Purpose
Primary What is done?
Why is it done?
Secondary What else might be done?
What should be done?
Place
Primary Where is it done?
Why is it done there?
Secondary Where else might it be done?
Where should it be done?
Sequence
Primary When is it done?
Why is it done then?
Secondary When might it be done?
When should it be done?
Person
Primary Who does it?
Why does that person do it?
Secondary Who else might do it?
Who should do it?
Means
Primary How is it done?
Why is it done that way?
Secondary How else might it be done?
How should be done?
Primary – To know about
existing method.
Secondary – To trace out
alternative/better method

17. Select where to start
Work-Study itself is a limited resource and therefore needs to be selective
in which areas to be applied in order to bring about improvements to
overall productivity levels. Below are some of the criteria to be applied
when selecting where to direct their investigations
a) Economic / Cost effectiveness
Key profit generators,
Not a style that is planed for two weeks, but that which is expected to run
for many weeks or is expected to return with follow up orders
High material costs incurred in manufacture or by design
High rejection or rework levels
Higher that planned consumption / usage rates
Bottlenecks
Operator causing delays elsewhere in the process,
Central services e.g. cutting / down rooms / embroidery sections that may
be controlling flow of work supply to assembly lines
Repetitive operations those tasks that are common across many styles e.g.
seam sealing, down filling, examination / inspection process
Frequent movement of materials or garments between departments spread
across large areas of the factory.
b) Technical considerations
High rejection levels
High cleaning costs
High levels of repairs or work
c) Human factors
Departments with high labor turn over of staff
Higher than usual absenteeism
High degree of manual effort whereby simple work aids or mechanical
devices & improved work place layout can be of benefit.
In all of the above situations correct application of the critical questioning
technique listed above can yield many alternatives which will generates
improvements in productivity.

18. Productivity
The Productivity formula: Productivity = INPUT
OUTPUT
Example one:
A line of operators makes 100 garments in a day.
By improving the line balance (Better allocation of the necessary between
the operators which reduces the waiting time) output increases to 125.
This is a 25% increase in production & also a 25% increase in
productivity when using garments as the unit of measure.
Example Two:
Assume that the decision was taken that in order to secure future orders
we agreed a price reduction with the Buyer on the above line.
The original CM of $5 is reduced to $4.5
This equates to original “dollar” output of $500 becoming $562.5, this
equates to an increase in dollars generated of 12.5%.
I.e. when using dollars as the unit of measure we now have an increase in
productivity of 12.5%.
In these two examples we have used different units of output, garments &
dollars. If as a result of rebalancing the line we have added 3 more
operators to the original 30 (that is 10% more input) to eliminate a line
blockage, the original 25% increase in productivity drops to 15%.
The Task of Management

19. a) Management is responsible for ensuring:
The best use of all resources available to generate the highest levels of
productivity which will in turn maximize shareholder returns, improve
service to Buyers. This will ensure the long-term security & at the same
time improve the quality of life of all employees
b) The INPUT resources available are as follows:
Basic & Total Time
The total time is that taken to carry out a task & is made up as follows:
Management
Obtains the facts,
Plans,
Directs,
Coordinates,
Controls,
Motivates,
In order to produce:
O
U
T
P
U
T
Capital
Building
People
Materials
Machinery
Energy

20. Basic work content, usually measured in minutes or hours per garment plus
Excess work content which is increased by the following:
a) Poor design or specification
Non standard parts resulting in different guides & attachments,
poor pattern development resulting in trimming during assembly,
Thus wasting time & materials,
Quality standards with tolerances either too tight or too loose causing either
unnecessary work (trimming, measuring, ironing, and checking) or leading to
rework being carried out.
b) Inefficient methods
Poor layout & utilization of space, leading to unnecessary movement of people,
materials or garments during assembly.
Inadequate handling systems,
Frequent stoppages and start-ups as production changes from one style to
another,
Proper order planning can ensure continuity and less line changeovers.
Poor planning & control of materials
Proper inventory control systems, from the time of ordering, through receipt at
the factory, monitoring of usage / consumption rates during manufacture
ensures lines do not start & stop thus avoiding line changeovers.
Frequent Machine breakdown or poor setting up of machines
Incorrect thread tension settings causes poor seaming as well as loss of output
due to constant rethreading by operators.
c) Human Resources
Absenteeism & Lateness
Management should provide a safe & satisfying work climate, failure to do so
can lead to deliberate non-attendance.
Loss of Staff (Labor Turnover)
Failure to show interest & due care or abusing employees can lead to people
deciding to leave the company, this causes further training of new staff and
lowers potential productivity.
Poor workmanship:
Inadequate training provision both at the initial time of recruitment & lack of
on going development can result in higher reject & rework levels.
Accidents & occupational hazards
Failure to provide a safe working environment leads to accidents or illnesses
resulting in low morale at best & increased absence & turnover at worst.
Reduction of Excesses
a) Product development
Reduces work content due to poor design

21. b) Proper materials utilization
Reduces & utilizes waste
c) Quality control
Ensures proper standards & inspection methods
d) Better layout & process planning
Reduces unnecessary movements
e) Materials handling
Adapted to activity reduces time & effort
f) Production planning
& Control reduces ineffective time
g) Method Study
Of an activity reduces work content due to poor method of working
h) Inventory control
Defines appropriate & most economical inventory levels
i) Preventive maintenance
Ensures longer life & efficient running of machines
j) Proper management policies
Can create a satisfying work environment whereby all employees are
motivated to give their best efforts
k) Training
Both initially & ongoing through development creates enhanced skills
l) Better working conditions
Improves morale, reduces absenteeism & accident/hazards.
Qualified worker
A qualified worker is one who has acquired the skill, knowledge and
other attributes to carry out the work in hand to satisfactory standards of
quantity, quality & safety.

22. Experienced Worker
An experienced worker is one who:
1. achieves smooth & consistent movements;
2. acquires rhythm;
3. responds more rapidly to signals
4. anticipates difficulties and is more ready to overcome them;
5. Carries out the task without giving the appearance of conscious
attention and is therefore more relaxed.
Representative Worker
A representative worker is defined as one whose skill and performance is
the average of a group under consideration and who is not necessarily a
qualified worker.