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Experiment 1: To determine the normal and standard time for given activity.

Important Terminologies:
Time Study:
Time study may be defined as “the art of observing and recording the time required to do each
detailed element of an industrial operation”.
The term industrial operation includes manual, mental and machining operations, where:
1. Manual time is divided into three types of operations, i.e. handling of tools, machines
and materials.
2. Mental time includes time taken by the worker for thinking over some operations.
Motion Study:
“Science of eliminating wastefulness resulting from ill-directed and inefficient motions”. The main
aim of motion study is to find the scheme of least wastage of labor. Subsequently, the scope of
Motion Study was enlarged and it was named as Method Study.
Normal Time:
The time required by an average trained worker to perform a unit task at a normal/regular pace.
The total of all the normal elemental times constituting a cycle or operation. Also known as
base time; leveled time.
Standard Time:
Some allowances such as personal allowance (20%), fatigue allowance (5%), preparation
allowance (5%) are added in normal time to obtain the standard time. The standard time is the
basis for the calculation of wages and incentives.
It is the time, which is taken by a normal worker for a specific task or job, working under moderate
conditions and includes other allowances such as fatigue, setting of tool and job, repairing of tool,
checking of job etc. Thus
𝑆𝑡𝑎𝑛𝑑𝑎𝑟𝑑 𝑇𝑖𝑚𝑒 = 𝑁𝑜𝑟𝑚𝑎𝑙 𝑡𝑖𝑚𝑒 + 𝐴𝑙𝑙𝑜𝑤𝑎𝑛𝑐𝑒𝑠
Allowances given in Standard Time:
To get the standard time, a proper allowance must be added considering the working conditions.
While deciding the generally in terms of percentages of allowance to be added to the normal time,
following types of allowances are considered:
1. Relaxation Allowance: This allowance depends upon the nature of the job, and includes
following two categories of allowances:
A. Personal Need Allowance: It provides for the necessity to go away from the work
place to attend the personal needs such as washing, going to lavatory, getting a drink etc.
It is commonly taken as 5% for male and 7% for female worker.
B. Fatigue Allowance: Fatigue allowance is provided to recover a worker from the
physiological and psychological effect of carrying out work. It contains
a. A constant portion, (the minimum or basic fatigue allowance) which must
be adequate for a worker who carries out the job while seated engaged on light
work in ideal working conditions. This is generally considered as 4% for both
men and women.
b. A variable portion is added when the working conditions are severe. It is
based on factors which vary the working conditions. These factors are (a) standing
or other abnormal position, (b) use of force, (c) light, (d) air, (e) visual strain, (f)
manual-strain, (g) mental strain.
c. Allowances for fatigue is also required to be allowed in following cases:
i. Loud noise, as in the use of hammers, riveting etc.
ii. Vibration, due to working of certain machines.
When one worker is attending more than one machine, then, interference is the time for which one
or more machine units remain idle while attendant is occupied with the work on other machine
units. The allowance provided to compensate this idleness due to interference is known as
interference allowance.
1. Process Allowance: This is an allowance provided to compensate for enforced idleness
during a process. This includes loss of time due to (t) no work (ii) power failure, (iii) faulty
material, (iv) faulty tools or equipment’s.
2. Contingency Allowance: This is an allowance of time to meet legitimate, irregular and
infrequent items of work or delays which cannot economically be measured correctly. It is
usually taken as less than 5%.
3. Special Allowance: These allowances are decided as a policy matter of management.
These are allowed for activities which are normally not a part of the operation cycles but
are essential for satisfactory performance of work.
Productivity:
Productivity describes various measures of the efficiency of production. A productivity measure
is expressed as the ratio of output to inputs used in a production process, i.e. output per unit of
input. Productivity is a crucial factor in production performance of firms and nations.
Using Standard time to calculate the Productivity:
Time for all the tasks is calculated using motion or time study and proper suggestion are made
how to eliminate the unnecessary movement and time but at the same time allowances are given
to the worker so that they perform efficiently. An efficient and satisfied work force will always
utilize the resources efficiently and produce more output rather than an inefficient one. Since the
productivity is defined by the ratio of outputs to the inputs, having the outputs increased there is
obvious increase in productivity. So, Standard time calculation can help us calculate the
productivity of an organization this way.
Reducing the standard time of an activity:
We can reduce the standard time of an activity by:
1. Decreasing the unnecessary movements of the workers
2. Providing allowances
3. By making workplace more favorable to workers
4. By reducing the average time of a worker
5. By increasing the rating of a worker
6. Carefully designing the layout
By reducing standard time means less time required for unit part to be produced which means
higher productivity and higher worker involvement and satisfaction.
Experiment 2: To apply the concept of Rating for a given activity.
Activity 1: Measuring Normal and Standard Times along with rating for inserting pins in
board using principle of time and motion study.
Important Terminologies:
Rating:
Rating is expressed as a percentage of the efficiency of representative operator, which indicates
how efficient an operator is in comparison to some of his average fellow workers. Mathematically
rating is given as:
𝑁𝑜𝑟𝑚𝑎𝑙 𝑜𝑟 𝑆𝑡𝑎𝑛𝑑𝑎𝑟𝑑 𝑡𝑖𝑚𝑒
𝑅𝑎𝑡𝑖𝑛𝑔 = × 100
𝑇𝑖𝑚𝑒 𝑡𝑎𝑘𝑒𝑛 𝑡𝑜 𝑝𝑒𝑟𝑓𝑜𝑟𝑚 𝑎 𝑡𝑎𝑠𝑘
Rating Factor:
Time study engineer multiplies actual time with a factor known as “Rating Factor” or “Levelling
Factor” to get the average time which a normal worker would take. This is expressed as a
percentage of the efficiency of representative operator, which indicates how efficient an operator
is in comparison to some of his average fellow workers.
Performance Rating:
Performance rating is that process, during which the time study engineer compares the
performance of the operator under observation with his own concept of normal performance.
Methods to enhance the Rating of workers:
Following are some methods to enhance the rating of workers:
1. Making Environment in favorable to the worker
2. Cutting down the unnecessary motion and giving proper allowances
3. Performance Awards
4. Bonuses
5. Employee of the month technique
6. Pay raise
7. Motivating workers on daily basis and letting them know what they are working for
Methods to perform activity:
A. Using Working hand (putting the pins randomly inside the board)
B. Using working hand (putting the pins in sequence inside the board)
C. Using non-working hand (putting the pins randomly inside the board)
D. Using non-working hand (putting the pins in sequence inside the board)
E. Using both hands (putting the pins randomly inside the board)
F. Using both hands (putting the pins in sequence inside the board)
G. Using One hand at a distance
H. Using Both hands at a distance
Observations & Calculations:
Sr. No. Worker Method Time Normal Standard Rating
Taken Time Time
1 101 A 30.31 20 24 65.98482
2 102 24.26 20 24 82.44023
3 103 24.31 20 24 82.27067
4 104 24.78 20 24 80.71025
5 105 29.13 20 24 68.65774
6 106 22.03 20 24 90.78529
7 107 B 23.2 18 21.6 77.58621
8 108 22.83 18 21.6 78.84363
9 109 27.12 18 21.6 66.37168
10 110 20.9 18 21.6 86.1244
11 111 27.5 18 21.6 65.45455
12 112 19.86 18 21.6 90.63444
13 113 C 23.32 22 26.4 94.33962
14 114 27.59 22 26.4 79.73904
15 115 22 26.4 0
16 116 22 26.4 0
17 117 30.32 22 26.4 72.55937
18 118 41.89 22 26.4 52.5185
19 119 43.92 22 26.4 50.09107
20 120 D 29.63 22 26.4 74.24907
21 121 29.96 22 26.4 73.43124
22 122 29.52 22 26.4 74.52575
23 123 23.23 22 26.4 94.70512
24 124 28.16 22 26.4 78.125
25 125 F 31.34 20 24 63.81621
26 126 24.57 20 24 81.40008
27 127 G 38.02 35 42 92.05681
28 128 40.9 35 42 85.57457
29 129 38.08 35 42 91.91176
30 130 44.69 35 42 78.3173
31 131 38.78 35 42 90.25271
32 132 H 32.69 27 32.4 82.59407
33 133 33.56 27 32.4 80.45292
34 134 30.15 27 32.4 89.55224
35 135 27.7 27 32.4 97.47292
36 136 32.31 27 32.4 83.56546
37 137 E 25.83 15 18 58.07201
38 138 20.25 15 18 74.07407
39 139 19.28 15 18 77.80083
40 140 16.79 15 18 89.33889
41 141 18.75 15 18 80
42 142 F 20.46 20 24 97.75171
43 143 23.34 20 24 85.6898
44 144 22.44 20 24 89.12656
45 145 0 20 24 0
Comments:
Conclusions:
Experiment 3: To use the principles of motion economy in assembly of pins in the
board apparatus.
Important Terminologies:
Motion Economy:
Principles of Motion Economy:
Setting Up Standard Operating Procedure:
Experiment 4: Ergonomics and its application in setting up the working conditions
for given task.
Important Terminologies:
Ergonomics:
Applications of Ergonomics:
Work Envelope:
Use of work envelope:
Anthropometry and its applications:
Environmental Ergonomics:
Advantages of Ergonomics:

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