The document discusses a case study of improving productivity through work study methods in a garment factory. It identifies several issues with the current production line including lack of space between workers, low work-in-progress levels, and helpers working outside the line. It then describes how reorganizing the line layout, incorporating all tasks within the line, and properly balancing workloads allowed the same output to be achieved with 40 workers instead of 58, resulting in a 31% increase in productivity. The document notes these principles can benefit both small and large order factories.

2. Group members
ZAGHUM SHAFQAT
111731010
AMJAD ALI
111731011
MUHAMMAD SHAFQUE
111731012
Method study

3. METHOD STUDY HIGHER
PRODUCTIVITY
WORK STUDY
WORK
MEASURMENT

4. DEFINATION
Method study is the systematic recording
and critical examination of existing and
proposed ways of doing work.
METHOD STUDY

5. HISTORY
• Frank Bunker Gilbreth, (July 7,
1868 - June 14, 1924) was the
founder of modern study
techniques.
• Gilbreth's main goal in working
with companies.
• Increase efficiency by removing
unnecessary movements
• Reduce fatigue for employees
• Gilbreth introduces
• 17 Therbligs

6. Therbligs
Reach
Move
Grasp
Release
Reposition
Search
Select
Position
Inspect
Plan

7. Operating costs
• Running higher .
• Higher than normal
or gradually
increasing
materials
• High wastage
• Poor use of materials
and services.
Others
• Complaints about
quality
• accidents-poor safety
conditions.
NEED FOR STUDY

9. Objectives of Method Study
• The improvement of processes and
procedures.
• The improvement of the design of plant and
equipment.
• Reduction of unnecessary fatigue.
• Improvements in the use of materials,
machines and manpower.
• Improvement of quality of the products.

10. Method study procedure
Define
Record
Install
Develop
Examine
Maintain

11. Define
• Need of study and
improvement.
• Change for the better.
• Resisted by people.
• The effectiveness of
method study.

12. Define
• Economic Considerations
• Technical Considerations
• Human Reactions

13. Record
• Collect and record all the
relevant data.
• A clear and precise record
is necessary.

14. Recording Techniques
• Recorded information can
write on a page.
• Information can also save
On computer other devices.

15. Examine
• Examine all the facts.
• Develop the alternatives
• Each activity is questioned
and challenged.

16. Examine

17. Secondary Questions

19. Develop the New Method
• The report should show
• All the cost, material,
labour etc
• The cost of installing new
method
• Executive actions
required to implement
the new method.

20. Defining the improve method
• It also give details
regarding
• The tools and equipment
used
• Description of method
• The diagram of workplace
layout

21. Develop the New Method
The method which will be
developed, will be most
practical, economic and
effective.

22. Install
• Gaining acceptance of
change by the management
• Gaining acceptance of
change by the workers
• Keeping a close eye on
the progress of
implementation of new
method

23. Maintain
• The standard practice by
regular routine checks.

24. How can workstudy improve productivity
A case study
• We investigated an existing line which had been
working on the order for approximately 10 days, it
was a small order and had several days left to run.
The line was set as follows:
• There were total 45 operators on the line
• There were total 45 operators on the line
2 - Supervisors
2 -Final checkers
2- Roving QC
45- Machinists
9 - Helpers
2- Inline checkers

25. Starting times
• This factory is supposed to start at 9 AM
but everyday it starts at 9.15
• 58 people loosing 15 mins every morning
means 14.5 hrs lost in a day and 47 man
days lost every
month.

26. Space between the operators
• Operators hardly have space to sit
Distance between some machines is less than
14’’ with their back
• This spacing makes it possible to put 46
machines on this line
• The ideal distance should be 22 to 24’’
• Under these circumstances it is
Possible to fit only 38 people onto the line

27. In the pictures the space is totally inadequate

28. Helpers
• There were a total 9 helpers working outside the
line
• Doing a lot of matching and unnecessary work
• We did not allow helpers to be “Outside” the line,
• All of the operations had to be placed in the line
• Each person is given a sequential workplace

29. Helpers

30. WIP
• WIP level on the factory floor is too low
• The line is not balanced properly
• All the WIP that is there is hidden under the tables
• Garments are not moving in bundles,
• Each piece gets passed to the next operator as it is
completed

32. WIP Hidden under the tables

33. Summary
• Once these problems are identified it is quite a simple
matter to re-organise the line,
• 40 people were required to perform the work necessary
to complete the garments with no loss in output
SavingsRevised numberOriginal People
on line
31%4058

34. Summary
It should be noted by the readers that this factory
produces small orders –2000 to 5000 pieces on
average of course the same principles can be adopted in
factories with larger orders with the added
benefit that the improvements made would last longer
before the next style goes onto the line.