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Motion and Time Study

y

Motion and time study can reduce and control costs, improve working
conditions and environment, and motivate people.

The basic purpose is to improve the work and to reduce waste.

1. Motion analysis techniques
2. Time study techniques
3. Uses of time standards.

Manufacturing management and engineering students are being prepared

to design work stations, develop efficient and effective work methods,
establish time standards, balance assembly lines, estimate labor costs,
develop effective tooling, select proper equipment, and layout
manufacturing facilities.

Motion study offers a great potential for savings in any area of

human effort. We can reduce the cost by combining elements of
one task with elements of another.

Motion study uses the principles of motion economy to develop

work stations that are friendly to the human body and efficient in
their operation.

Motion studyy must consider the operators

p
safetyy

Time study can reduce cost significantly well. Time standards are
goals to strive for. In organizations that operate without time
standards, 60% performance is typical.

When time standards are set, performance improves to an average

of 85%. This is a 42% increase in performance:
85 % - 60 %
------------------ = 42% performance increase.
60%

However, the most important thing is to learn how to train production

workers in these skills and techniques so they can become motion and
time conscious.

Incentive systems can improve performance even further.

Incentive system performances average 120%, that is another

42% increase in performance:

1. Cost estimating
2. Production and inventory control
3. Plant layout
4. Materials and processes
5. Quality
6 Safety
S f
6.

120% - 85%
---------------------- = 42% performance increase.
85%
Manufacturing plants with no standards average 60% performance.
Manufacturing plants with time standards average 85% performance.
Manufacturing plants with incentive systems average 120% performance.
y

If additional production output is required, dont buy more

machinery, dont add a second shift, and dont build a new plant.

Just establish a motion and time study program.

Motion and time study is considered to be the backbone of industrial engineering,

industrial technology, and industrial management programs because the
information that time studies generate affects so many other areas, including the
following:

Motion study comes first before the setting of time standards. Motion study is a
detailed analysis of the work method in an effort to improve it.

Motion studies are used to

1. Develop the best work method.
2. Develop motion consciousness on the part of all employees.
3. Develop economical and efficient tools, fixtures, & production aids.
4. Assist in the selection of new machines and equipment.
5. Train new employees in the preferred method.
6. Reduce effort and cost.

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Motion study is for cost reduction, and time study is for cost
control. Motion study is the creative activity of motion and time
study.
y Motion study is design, while time study is measurement.
y

Once the importance of motion and time study is understood

and accepted, the techniques of motion and time study are
introduced.
introduced
Flow diagrams
Multi activity charts
Operation charts
Flow process charts
Process charts
Operations analysis chart
Work station design
Motion economy
Flow patterns
Predetermined time standards system (PTSS).

Macromotion Study
y

Any process can be studied by dividing it into process activity. Although

each activity is different, depending on the product, there are five
classes of activities that are included in all processes. Savings, may be
found in the process by reorganizing activities.

These activities found in every

of processes
are
y sequence
q
p

1.Predetermined time standards system (PTSS)

2.Stopwatch time study
3.Standard data formula time standards
4.Work sampling time standards
5.Expert opinion and historical data time standards.

WHAT IS A MOTION STUDY?

y

Motion studies are performed to eliminate waste. Before any improvement in

quality or quantity of output, any study of operations time, any scheduling of
work or balancing of workload or any calculation of standard time, a study of
the current and proposed method is required.

Studies of overall factory flow or process, called macromotion studies, and then
additional studies of detail or operations, called micromotion studies, should be
completed for a project.

Motion studies were conducted by Frank and Lillian Gilbreth about a century
ago in a search for the one best way. It is important to note that such studies
seek to minimize and simplify manual efforts.

When the process is first studied, each activity is recorded and

arranged into one of the five classes. All observed activities are
recorded, and activities not done are not recorded. The purpose of
each activity should be studied.

Typically, the questions Who? What? Where? When? Why? and How? must be
answered. Next, each event is observed in the following sequence:
Can the activity be eliminated? If not,
Can the activity be combined and done with another activity? If not,
Can the activity be rearranged so occur in the sequence at an easier time? If not.
Can the activity be simplified with shorter distances, mechanical assist, or reduced
complexity?

Operations
Changes in the properties of the product
Transportations Changes in the location of the product
Inspection
Confirmation that change fits to specification
Delay Wait for start of operation, transportation, or inspection
Storage
Wait until needed

The techniques of time study start with the last motion study technique, which
shows the close relationship between motion study and time study. The
techniques of time study are:

Once these questions are asked and the improvement sequence is defined, it is
necessary to draw a chart or diagram that shows the motion improvements.
Process Flow Plan
A plan-view plant layout with activities overlaid
Process Operations Chart The sequence of serial and parallel operations
Process Chart
All serial activities on a preprinted form
Flow Process Chart
All serial and parallel activities on a single page
Work Cell Load Chart
A plan view with repetitive operations
Route Sheet
A planning tool for scheduling operations

Micromotion Study
y

Considerable wasted motion and idle time can occur within an operation. This time
cant be found with macromotion studies because is usually within one process
operation.The improvement is gained from reducing the operation cycle time.

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WHAT IS A TIME
STANDARD?
y

The definition of a time standard is the time required to produce

a product at a work station with the following three conditions:
(1) a qualified, well-trained operator,
(2) working at a normal pace,
(3) doing a specific task.

These three conditions are essential to the understanding of time

study.

The importance of time standards can be shown by the three

statistics 60%, 85%, and 120% performance.

The time standard is one of the most important pieces of

information produced in the manufacturing department. It is used
to develop answers for the following problems:

WHAT IS A TIME STANDARD? Continue..

Determining the number of machine tools to buy
Determining the number of production people to employ
Determining manufacturing costs and selling prices
Scheduling the machines, operations, and people to do the job and deliver on
time
Determining the assembly line balance, determining the conveyor belt speed,
loading
l di the
th work
k cells
ll with
ith the
th correctt amountt off work,
k and
d balancing
b l
i the
th work
k
cells
Determine individual worker performance and identifying operations that are
having problems so the problems can be corrected
Paying incentive wages for outstanding team or individual performance
Evaluating cost reduction ideas and picking the most economical method based
on cost analysis, not opinion
Evaluating new equipment purchases to justify their expense
Developing operation personnel budgets to measure management performance.

How would you answer the following questions

without time standards?
How Many Machines Do We Need?
y

One of the first questions rose when setting up a new operation or

starting production on a new product is how many machines do we
need? The answer depends on two pieces of information:
a. How many pieces do we need to manufacture per shift?
b. How much time does it take to make one part? (Time standard)

Time standard = 0.400 minutes/unit

----------------------------------------------------- = 2.48 machines
Plant rate = 0.161 minutes/unit

EXAMPLE
1. The marketing department wants us to make 2,000 wagons per 8-hour shift.
2. It takes us 0.400 minutes to form the wagon body on a press.
3. There are 480 minutes per shift (8 hours/shift x 60 minutes/hr).
4. - 50 minutes downtime per shift (breaks, clean-up, etc.)
5. There are 430 minutes per shift available @ 100%.
6. @ 75% performance (based on history) (0.75 x 430 = 322.5).
7. There are 322.5 effective minutes left to produce 2,000 units.

8.

322.5
---------------- = 0.161 minutes per unit, or 6.21 parts per minute.
2,000 units

The 0.161 minutes per unit is plant rate. Every operation in the
plant must produce a part every 0.161 minutes; therefore, how
many machines do we need for this operation?

This operation requires 2.48 machines. If other operations are

required for this kind of machine, we would add all the machine
requirements together and round up to the next whole number.

In this example, we would buy three machines. (Never round

down on your own.You will be building a bottleneck in your
plant.)

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How Many people should we hire?

y

Look at the operations chart shown in Figure 4-1.

From a study of this chart, we find the time standard (or every
operation required to fabricate each part of the product and each
assembly operation required to assemble and pack the finished
product.

In the operation shown here (casting the handle), the 05 indicates the
operation number. Usually, 05 is the first operation of each part. The
500 is the pieces per hour standard. This operator should produce
500 pieces per hour. The 2.0 is the hours required to produce 1,000
pieces. At 500 pieces per hour, it would take us 2 hours to make
1,000. How many people would be required to cast 2,000 handles
per shift?

Not many people, departments, or plants work at 100% performance.

How many hours would be required if we work at the rate of 60%, 85%, or
120%?
4 hours
----------- = 6.66 hours;
60%

4 hours
------------- = 4.7 hours;
85%

4 hours
-------------- = 3.33 hours.
120%

Look again it use operations chart shown in Figure 4-1. Note the total
138.94 hours at the bottom right side. The operations chart includes every
operation required to fabricate, paint, inspect, assemble, and pack out a
product.The total hours is the total time required to make 1,000 finished
products.
In our water valve factory, we need 138.94 hours at 100% to produce 1,000
water valves. If this is a new product, we could expect 75% performance
during the first year of production.Therefore,
138.94 hours per 1,000
---------------------------------- = 185 hours/1,000
75% performance

The marketing department has forecasted sales of 2,500 water

valves per day. How many people are needed to make water valves?
185 hours/1,000 X 2.5 (1,000) = 463 hours/day needed.
463 / 8 = 57.87 which is equal to 58 people.

Management will be judged by how well it performs to this goal.

If less than 2,500 units are produced per day with the 58 people,
management will be over budget, and that is not good.

If it produces more than 2,500 units per day, management is judged

as being good at managing, and the managers are promotable.

where 75% = 0.75

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Frame Work for Facilities

Planning
[Q. Lee, IIE Solution, 1997]
Layout or space planning involves five levels from the global maps of site location to
engineering drawing tools and workstations

Level 1: Global site location

Level 2: Supra-space plan
Level 3: Macro-space plan
Level 4: Micro-space plan
Level 5: Sub-micro-space plan

LEVEL 1: Global site location

The firm decide where to locate facilities
and determine their missions
z The most strategic impact
z Major
j considerations: labor rates,, tax break,,
labor skill and attitudes, supporting services,
politics,etc.
z Appropriate planning results in facilities
optimized for the markets and located near
the most important resources
z

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LEVEL 2: SupraSupra-space plan

Site planning, including number, size,
location of buildings, as well as roads,
water, gas, and rail
I l a series
i off drawing
d
i showing
h i
z Involve
past, present and future configurations
z Planning still has long-term and far
reaching consequences
z

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LEVEL 3: MacroMacro-space plan

A macro-layout, plans each building,
structure, or sub-unit of the site
z The designers define and locate operating
departments and determine overall material
flow
z Easier to correct than site level decisions
z A poorly planned facility can bring high
handling cost, confusion, and inflexibility
z

21

22

Level 4: MicroMicro-space plan

Department or cell layout
z Location of specific equipment is determined
z Emphasis shifts from gross material flow to
d communication
personall space and
z Socio-technical considerations dominate
z

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LEVEL 5: SubSub-micro
micro--space plan
z
z
z
z
z

Workstation design
Workstations are designed for efficiency,
effectiveness, and safety
T l ji and
Tools-jig
d fixture
fi
Location of materials
Appropriate material handling aids

25

26

Facilities Planning
[Tompkins, et.al. 2003]
Facilities planning is a complex and broad subject that
cuts across several specialized disciplines (civil,
electrical, industrial, mechanical, etc)
x
x
x
x

new hospital
assembly department
existing warehouse
baggage department of an airport.

Facilities planning determines how an activitys tangible

fixed assets best support achieving the activitys
objective.

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Facilities Planning Hierarchy

Facilities Location
Facilities location - placement with respect to
customer, suppliers, and other facilities with
which it interfaces.
Influences of Plant location :

It is important to realize that the term facilities

planning is not synonyms with facilities location,
facilities design, facilities layout, or plant layout.
Facilities
Planning

Facility
y System
y
Design

Facilities
Location
Facilities
Design

Layout Design

Proximity to raw material

Markets
Transportation systems
Economic development programs (financial
incentives)

Handling Systems
Design
29

Facilities Design

30

Facilities Planning

Facilities design consists of the facility systems, the

layout, and the handling system
Facility system structural systems, the atmospheric systems,
the enclosure system, the lighting/electrical/communication
systems, the life safety system and the sanitation system.
Layout
of aall equ
equipment,
ayout consists
co s sts o
p e t, machinery,
ac e y, and
a furnishings
u s gs
within the building envelope.
Handling system consists of the mechanisms needed to
satisfy the required facility interactions.
Material handling is very important to the facility design
activity. The choice of material handling equipment will
greatly effect the appropriateness of the facility design.

31

Facilities planning involves making strategic

decisions concerning the tangible fixed assets used
in the production process.
The difference in the p
planningg horizon for each of
the different levels of analysis used in the
production process listed in Table 1.1.

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Table 1.1: Planning Horizon Associated with

Production Analysis
Planning Horizon

Level of Analysis

Months-Years

Facilities Planning

Months-Years

Product Design
g and Process Planningg

Weeks-Months

Production Planning

Hours-Weeks

Production control

Minutes-Hours

Quality control

Seconds-Minutes

Machine-level real-time control

Motivation Behind Facility Planning

1. One of the most effective methods for increasing
plant productivity and reducing cost is to reduce or
eliminate all activities that are unnecessary or
wasteful. A facilities design should accomplish this
goal in terms of material handling, personnel and
equipment
i
utilization,
ili i reduced
d d iinventories,
i and
d
increased quality.
2. Employee health and safety
3. Energy conservation
4. Community considerations, fire protection, security,
and the ADA of 1989

33

Objectives of Facilities Planning

Improve customer satisfaction by being easy to do

business with, conforming to customer promises, and
responding to customer needs.
z Increase return on assets (ROA) by maximizing inventory
turns, minimizing obsolete inventory, maximizing
employee participation, and maximizing continuous
improvement.
z Maximize speed for quick customer response.
z Reduced costs and grow the supply chain profitability
z Integrate the supply chain through partnership and
communication.
z

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Objectives of Facilities Planning

z Support

the organizations vision through improved

material handling, material control, and good
housekeeping.
z Effectively utilize people, equipment, space, and energy.
z Maximize return on investment (ROI) on all capital
expenditures
dit
z Be adaptable and promote ease of maintenance.
z Provide for employee safety and job satisfaction.
z Provide flexibility to adapt to changing conditions

36

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Significance of Facility Design

z

By applying the engineering design approach,

a systematic approach can be developed

Material handling costs:

Facilities Planning Process

30-75% of a products cost (Sule 1991)

20-50% of a manufacturing companys
operating budget (Tompkins & White, 1994)

Optimal Layout Design can reduce

production costs

Define the problem

Define (or redefine) the objective of the facility
Specify the primary and support activities to be
performed in accomplishing the objective
Analyze the problem
Determine the interrelationships among all
activities
Determine the space requirements for all activities
Generate alternative facilities plans

37

Facilities Planning Process

z
z
z

Evaluate the alternatives

Evaluate alternative facilities plans
Select the preferred design
Select a facilities pplan
Implement the design
Implement the facilities plan
Maintain and adapt the facilities plan
Redefine the objective of the facility

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Developing Facilities Planning Strategies

Product
development and
design decisions
Processing &
Mate ial
Material
Requirements

Layout & Material

Handling

Production
Planning &
Inventory Control

Human Resources &

Finance

Size &
Design

#&
Location

Space &
Flow
Storage,
movement,
protection &
control of
material

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Sources of Information For

Manufacturing Facilities Design

Sources Of Information For

Manufacturing Facilities Design

All the information that is used must come

from different sources.
z The larger the company is,
is the less data
actually produced by the facility designer.
z Some companies have several subdepartments within manufacturing/industrial
engineering. But, in smaller organizations you
are responsible for producing the information.
z

Marketing

Product design
g

Management policy

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Product Design

Marketing

Product design

blueprints
bill of material (part list)

z Selling price
z Volume, how many can we sell?

x indented BOM
x buyouts/fabricate

z Seasonality,
Seasonality summer or winter product

assembly
bl d
drawings
i
x Part and assembly drawings are especially helpful in
visualization of how parts will fit together

z Replacement parts, older products

model shop samples (prototypes)

43

Relationship between FD and product design is

important
44

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Types of Layout Problems

Management Policy
z

Management policy - refers to the upper-level

employees

inventory policy (Just in Time, Kanban,WIP)

lean thinking
investment policy (ROI)
startup schedule
make or buy decision (new or old facility, capital
investment, and mission)
feasibility studies (what product or process
proposal is the most profitable for the company

45

Service Systems Layout Problems

Service systems layout problems

Manufacturing layout problems

Warehouse layout problems

Nontraditional layout problems

46

Service Systems Layout Problems

z Examples: layouts of the tables, kitchen, and cocktail

lounge in licensed restaurant; an insurance office;
runway at an airport; emergency facilities in a
hospital and town; public library
T develop
d l service systems layout,
l
d
z To
designers
must
know the number of entities or facilities that are to
be located, the area that will likely be occupied by
each, the interaction between facilities, and special
layout restrictions for any facility or pair of facilities
z General office structures: 1) Closed, 2) Semiclosed,
3) Open, and 4) Semiopen

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Service Systems Layout Problems

Manufacturing layout problems

z Layout design is an important task when a
manufacturing systems is redesign, expanded, or
designed for the first time
z The layout problems involves determining the
location off machines, workstations, rest areas,
inspection stations, clean rooms, heat treatment
station, supervisor or manager offices, tool cribs,
and other facilities to achieve these five objectives:
Minimize cost of transportation between
facilities

Manufacturing layout problems

Manufacturing layout problems

Minimize cost of transportation between facilities

Facilitate the traffic flow
Increase employee morale
Minimize the risk of injury
j y to ppersonnel and
damage to property
Provide for supervision and face-to-face
communication

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Warehouse layout problems

Warehouse layout problems

z A good warehouse layout should use

available storage space effectively to
minimize storage and material handling cost
z Some factors to be considered in
warehouse design are shape and size of
aisles, height of the warehouse, location and
orientation of the docking area, types of
racks to be used for storages, and the level
of automation involved in the storage and
retrieval of commodities
RI-1504/PF/SEW/2004/#1

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