construction management - work study

8/12/2019 Construction Management - Work Study

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SBQ 4612 Construction ManagementWork Study GROUP 5

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FACULTY OF BUILT ENVIRONMENT

DEPARTMENT OF QUANTITY SURVEYING

SEM I 2010/2011

SBQ 4612

CONSTRUCTION MANAGEMENT

WORK STUDY

Topic: Apply a production improvement method using work study to

identify a standard time of a construction activity

GROUP MEMBERS:

1. JESSYNTHA WILLIAMS D/O SOOSAY WILLIAMS 881129-01-67362. MOTHILAL S/O MUNIANDY 880718-56-50933. NUR FADILAH BINTI DARMANSAH 870118-49-53284. NURKHAIRANI BINTI MOHD RUSDI 881207-26-52105. SAMIDAH BINTI SAMLAWI 880921-01-5222

LECTURER: ASSOC. PROF DR RAZALI BIN ADUL HAMID

SUBMISSION DATE: 11THOCTOBER 2010


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TABLE OF CONTENT

NO. ITEM PAGE

1.0 Work study1.1 Why is Work Study Valuable? 41.2 Objective of Work Study 71.3 Techniques of Work Study and Their Relationship 71.4 Basic Procedure of Work Study 91.5 Work Study and Production Management 10

2.0 Method Study2.1 Procedure of Method Study 132.2 Factor considered in the Method Study 14

2.2.1 Economic Considerations 142.2.2 Technical Consideration 162.2.3 Human Reactions 17

2.3 Recording Technique2.3.1 Flow Process Charts 182.3.2 Flow Diagrams 212.3.3 String Diagrams 212.3.4 Models and Templates 22

2.4 Critical examination2.4.1 Site Layout Problems 232.4.2 Multiple Activity Chart 23

3.0 Work Measurement3.1 General Remarks on Work Measurement 243.2 Definition 253.3 The Purpose of Work Measurement 273.4 The Uses of Work Measurement 27


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3.5 The Basic Procedure 283.6 The Technique of Work Measurement 29

4.0 Time Study4.1 What is Time Study? 304.2 Time Study Equipment 30

4.2.1 Stop Watch 304.2.2 Study Board 31

4.3 Step in Making a Time Study 314.4 Breaking the Job Into Elements 324.5 Deciding on The Elements 324.6 Sample Size 334.7 Factors Affecting the Rate of Working 34

4.7.1 Effectiveness 344.7.2 Speed 35

4.8 Terminology Explained 36

5.0 Case Study5.1 Ceiling Skim Coating 38555.2 Cement Rendering 56735.3 Electrical Trunking 74915.4 Plastering On Beam 921035.5 Tiling Works 104127

6.0 References 128


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1.0 WORK STUDY

1.1 Why is Work Study Valuable?

There is nothing new about the investigation and improvement of operationat

workplace; good managers have been investigating and improving ever since human effort

was first organized on a large scale. Managers of outstanding ability have always been able to

make notable advances. Unfortunately, no country seems to have adequate supply of

competent managers. The prime value of work study lies in the fact that, by carrying out it

systematic procedures, a manager can achieve results as good as or better than the less

systematic procedures, a manager can achieve results as good as or better than the less

systematic genius was able to achieve in the past.

Work study succeeds because it is systematic both in the investigation of the problem

being considered and in the development in the solution. Systematic investigation takes time.

It is therefore necessary, in all but the smallest firms, to separate the job of making work

studies from the task of management. Factory managers or supervisors, in their day-to- day

work, with its many human and material problems, are never free from interruption for log.

However capable they may be, managers can rarely afford to devote a long time, without

interruption to the study of a single activity on the factory floor in a working area.

This means that it is almost always impossible for them to obtain all the facts about

what is happening in the course of that activity. Unless all the facts are known, it is impossibleto be sure that any alterations in procedure which are made are based on accurate information

and will be fully effective. It is only by continuous observation and study at the workplace or

in the area where the activity is taking place that the facts can be obtained. This means that the

work study must always be the responsibility of someone who is able to undertake it full time,

without direct management duties: someone in a staff and not a line position. Work study is a

service to management and supervision.

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We now discussed, very briefly, some aspects of the nature of the work and study and

why it is such a valuable tool of management. There are other reasons to be added to the

above. These may be summarized as follows:

a) It is means of raising the productivity of a plant or operating unit by the reorganizationof work, a method which normally involves little or no capital expenditure on facilities

and equipment.

b) It is systematic. This ensures no factor affecting the efficiency of an operation isoverlooked, whether in analyzing the original practices or in developing the new, and

all the facts about that operation are available.

c) It is the most accurate means evolved of setting standards of performance, on whichthe effective planning and control of production depends.

d) It can contribute to the improvement of safety and working conditions at work byexposing hazardous operations and developing safer methods of performing

operations.

e) The savings resulting from properly applied work study start at once and continue aslong as the operation continues in the improved form.

f) It is a tool which can be applied everywhere. It can be used with success whereverwork is done or plant is operated, not only in manufacturing shops but also in offices,stores, laboratories and service industries such as wholesale and retail distribution and

restaurants, and on farms.

g) It is relatively cheap and easy to apply.h) It is one of the most penetrating tools of investigation available to management. This

makes it an excellent weapon for starting on attack on inefficiency in any organization

since, in investigating one set of problems, the weakness of all the other functions

affecting them will be gradually be laid bare.

This last point is worth further discussion. Because work study is systematic, and

because it involves investigation by direct observation, it will show up any shortcomings in all

activities affecting that operation. For example, observation may show that the time of an

operative on a production job is being wasted through having to wait for supplies of materials

or to remain idle through the breakdown of the machine. This point at once to a failure of

material control or a failure on the part of the maintenance engineer to carry out proper

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maintenance procedures. Similarly, time may be wasted through short batches of work,

necessitating the constant resetting of machines, on a scale which may only become apparent

after prolonged study. This point to poor production planning or marketing policy which

requires looking into.

Work study acts like a surgeons knife, laying bare the activities of a company and

their functioning, good or bad, for all to see. It can therefore show up people. For this

reason it must be handled, like the surgeons knife with skill and care. Nobody likes being

shown up, and unless the work study specialist displays great tactic in handling people he or

she may arouse the animosity of management and workers alike, which will make it

impossible to do the job properly.

Managers and supervisors have generally failed to achieve the savings and

improvements which can be affected by work study because they have been unable to apply

themselves continuously to such things, even when they have been trained. It is not enough

for work study to be systematic. To achieve really important results it must be applied

continuously, and throughout the organization.It is no use work study practitioners doing a

good job and then sitting back and congratulating themselves, or being transferred shortly

afterwards by management to something else.

The savings achieved on individual jobs, although sometimes large in them, are

generally small when compared with the activity of the company as a whole. The full effect is

felt in an organization only when work study is applied everywhere, and when everyone

becomes imbued with theattitude of mind which is the basis of successful work study:

intolerance of waste in any form, whether of material, time, effort or human ability: and the

refusal to accept without question that things must be done in a certain way because that is

the way they have always be done.


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1.2 Objectives of Work Study

Work study has contributed immeasurably to the search for better method, and the

effective utilisation of this management tool has helped in the accomplishment of higher

productivity. Work study is a management tool to achieve higher productivity in any

organisation whether manufacturing tangible products or offering services to its customers.

The objectives of work study are:

a) To analyse the present method of doing a job, systematically in order to develop a newand better method.

b) To measure the work content of a job by measuring the time required to do the job fora qualified worker and hence to establish standard time.

c) To increase the productivity by ensuring the best possible use of human, machine andmaterial resources and to achieve best quality product/ service at minimum possible

cost .

d)

To improve operational efficiency.

1.3 Techniques of work study and their relationship

The term work study embraces several techniques, but in particular method study

and work measurement. What are these two techniques and what is their relationship to one

another?

Method study is the systematic recording and critical examination of ways

of doing things in order to make improvements.

Work measurement is the application of techniques designed to establish

the time for a qualified worker to carry out a task at a defined rate of

working.

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Method study and work measurement are therefore, closely linked. Method study is

concerned with the reduction of the work content of a job or operation, while work

measurement is mostly concerned with the investigation and of any ineffective time

associated it; and with the subsequent establishment of time standards for the operation when

carried out in the improved fashion, as determined by method study.The relationship of

method to work measurement when time standards for output are being set, it is often

necessary to use one of the technique or work measurement, such as work sampling. In order

to determine why ineffective time is occurring and what is its extent, so that management can

take action to reduce it before method study is begun. Again time study used to compare the

effectiveness of alternative methods of work before deciding on the best method to install.

Work Study

Work Study

Method study

To simply the job and

develop more economical

methods of doing it.

Work Measurement

To determine how long

it should take to carry

out.

Higher Productivity

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These techniques will be dealt with in detail in the chapters devoted to them. For the

present we must consider the basic procedure of work study which applies to every study,

whatever the operation of process being examined whether in industry, in a service enterprise

or in the office. This procedure is fundamental to the whole of work study. There is no shortcut.

1.4 Basic Procedures of Work Study

There are eight steps in performing a complete work study. They are:

a) Select the job or process to be studied.b) Record or collect all relevant data about the job or process, using the most suitable

data collection techniques, so that the data will be in the most convenient form to be

analyzed.

c) Examine the recorded factscritically and challenge everything that is done,considering in turn: the purpose of the activity; the place where it is performed; the

sequence in which it is done; the person who is doing it; the means by which it isdone.

d) Develop the most economic method, taking into account all the circumstances anddrawing as appropriate on various production management techniques, as well as on

the contributions of managers, supervisors, workers and other specialists with whom

new approaches should be explored.

e) Evaluate the results attained by the improved method compared with the quantity ofwork involved and calculate a standard time for it.

f) Define the new method and the related time and present it to all those concerned,either verbally or in writing, using demonstrations.

g) Install the new method, training those involved, as an agreed practice with the allottedtime of operation.

h) Maintain the new standard practiceby monitoring the results and comparing themwith the original targets.

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Steps i, ii and iii occur in every study, whether the technique being used is method

study or work measurement. Step iv is part of method study practice, while step iv calls for

the use of work measurement. It is possible that after a certain time the new method may

prove to be in need of modification, in which case it would be re-examined again using theabove sequence.

1.5 Work Study and Production Management

When work study emerged in the early part of this century as a technique aimed at

rationalizing and measuring work, the emphasis was on economy of motion and movement.

Because of that it was called time and motion study. Later on, it began to encompass other

aspects of observing and analyzing work, and the earlier term was abandoned in favor of

work study. Simultaneously, in the late 1940s and later on in the 1960s other disciples

were developed, namely industrial engineering and production management respectively.

These disciplines differed from work study in the sense that they were devoted to increasing

the efficiency of a production operation as a whole, not just the methods of work.

Thus modernproduction management looks at various aspects of production such as

product design, quality control, layout and materials handling, production planning and

control, maintenance management and invariably work study.These techniques may be

applied, singly or in combination, in the enterprise. Furthermore, with time many of them

began to rely increasingly on sophisticated quantitative methods such as operations research

to solve ever more complicated operational problems. Advances I the fields of computers and

information systemshelped to boost production management techniques to the level attained

at present.

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The Approach of Work Study

SELECT

the job to be studied

RECORD

by collecting data or

by direct observation

EXAMINE

by challenging purpose, place,

sequence and method of work

EVALUATE

results of different alternative

solutions

DEFINE

new method and present it

Install

new method and train person in

applying it

Maintain

and establish control procedures

DEVELOP

new method, drawing on

contributions of thoseconcerned

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While work study has continued to be a relatively simple and cheap method of

rationalizing methods of work, it has also continued to develop. Thus, many work study

trained specialists realize that several of the existing production management techniques can

also be used advantageously by them to help develop improved methods of work. In a sensethey provide an array of techniques that cannot and need not be ignored.

2.0 METHOD STUDY

Method study is the systematic recording, analysis and critical examination of the

methods and movement involve in the performance of existing or proposed ways of

doing work, as a mean of developing easier and more productive methods.

Method study is essentially concerned with finding better ways of doing things, and it

contributes to improved efficiency by getting rid of necessary work, available delays, and

others forms of waste. This is achieving through:

a) Improved the layout and design of factory, plant and work placeb) Improved working proceduresc) Improved use of material, plant and equipment and manpowerd) Improved working environmente) Improved design or specification of the end product

The technique of method study aim at doing 3 things:

a) To reveal and analyse the true facts concerning the situationsb) To examine those facts criticallyc) To develop from the examination of the facts the best answer possible under the

circumstances.

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2.1 Procedure of Method Study

Method-study is a well established approach for systematic recording and critical

examination of existing and proposed ways of doing work, as a means of developing and

applying easier and more effective methods and reducing cost. Still, the greatest thing about

this approach is its flexibility with which it may be used in different situations. Following

sequence of phases are involved in it:

Phase 6:

FOLLOW UP (the implementation)

Phase 5:

IMPLEMENT (the solution)

Phase 4:

CONSIDER (the alternative course of actions, and

solutions and deliberate on which way to follow)

Phase 3:

EXAMINE (the facts critically but impartially)

Phase 2:

RECORD (all facts relevant to the problem)

Phase 1:

DEFINE (the problem)

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2.2 Factors Considered In the Method Study

Three important factors, which govern the selection process, are:

a) Economic considerationsb) Technical considerationsc) Human reactions

2.2.1 Economic Considerations

Economic considerations in method-study include:

a) Cost of studyb) Time loss due to investigationc) Costs associated with the implementation of changes in the present methods.

The considerations for above three costs are important, as the method-study is

primarily based on the principle of economic use of resources (such as human effort, machine

utilization, material handling, efforts, etc.).Some process, though poorly planned, may not fit

into the economic viability of motion-study. An example could be processes for a product,

which is unlikely to have repeat order. On the contrary, a process in an assembly line, which

is likely to be repeated for next few years, would score better on economic viability, despite

offering marginal improvements.

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2.2.2 Technical Considerations

It is important to understand that requisite technical know-how must be available to suggest

improvements. In this, we must consider two areas.

Technical Considerations

Area Purpose Example

Skill, competence and

training of work-study

practitioners

To handle the present assignment The assembly line is running

poorly due to bad line

balancing. The work-study

experts must have the

expertise in individual work-

element and line balancing at

the bottleneck station.

Technical limitation of

process

Avoid landing at unworkable

alternates.

No need to invent a new

process/machine.

Establishing the non-availability

of appropriate technical expertise

The machine tool is not

cutting at optimal condition

of speed. There is a need to

devise new tools, but tool

material is not available in

market. Hence, expert advice

is needed, otherwise abandon

this item from study.

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2.2.3 Human Reactions

A lot of emphasis is needed in the selection step on understanding the human reactions

to the task undertaken. Work-study can only be implemented with active cooperation with

workers and supervisors. For this, some understanding of human reactions to work-study is

needed. One need is to handle mental and emotional blocks in the mind of worker.Proper

scheme to handle resistance-to-change is needed. For this, we need to do the following:

a) Consultation, meeting with workers and unionb) Defining objectives scope and needsc) Proper written and oral communication with workersd) Dispelling fears related to cut in wages, firing of workers, more efforts in work, higher

target, etc.

2.3 Recording Techniques

There are 3 main group of recording technique available for setting down the problem. There

are:

a) The Flow Diagram.b) The String Diagram.c) Models and Templates.

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Charts Outline process charts

Flow process charts (man-type, equiment material and

material type)

Multiple activity chartsTwo- handed process charts

Diagrams and models (2 & 3

dimensional)

String diagrams

Flow diagrams

Models (Three-dimensional)

Cut- out templates (Two- dimensional models)

Photographic Photographs

Films

2.3.1 Flow Process Charts

This technique can be useful in helping to solve problems of layout such as those in

site workshop areas where the operationas are likely to be repetitive.

All activities are shown by means of symbols, with a description against each. This is

very simple method of showing a sequence of work, and employs the following symbols:

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Operation

The result of this is to further the process, such as changing the

shape, assembling, repairing part of a plant. The symbol also

covers the operation of a chemical reaction, or, in office work,filling up a form.

Inspection

The result of this is to verify quantity and or quality, such as

counting, measuring, weighing, testing and grading.

Transport

The result of this is to move, either the operator having to go to the

stores for material, or the material being transported through the

factory by any means.

Storage

This will include tools or materials awaiting issue and use,

documents filed in a cabinet, and finished products in a warehouse.

Delay

This symbol is used when work is delayed, such as when an

operator is waiting for work to be delivered to him, or when an

operation is held up because of a shortage of components. With the

use of these standard symbols, process charts may be made out.

These are of two kinds: The Operation Process Chart and the Flow

Process Chart.

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The movements of men, materials or equipment are followed through a process, and

the symbols are used to indicate what is happening at the various stages. The distance

travelled maybe shown on the transport activities, and the time for each element can be given.

The operation Process Chartis a graphic representation of the points at which

materials are introduced into the process, and the sequence of inspections and all operations

expect those involved in material handling. Provision is made in the chart for recording units

of time and quantity, but the chart does not indicate where the activities take place or who

performs them. This chart therefore employs two symbols only, Operation and Inspection.

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These process charts show the sequence of movements and not the path of movement.

The latter can be shown by three other recording techniques.

2.3.2 Flow Diagrams

This is usually linked to a Flow Process Chart, and is a scale drawing of the area,

showing the location of the various activities represented by their numbered symbols. The

route followed is shown by joining the symbols together by a line corresponding to the actual

path of movement followed. The direction of movement is indicated by using numbered

transportation symbols and including them in the flow-line.

2.3.3 String Diagrams

This is a refinement of the above. It consists of scale drawing of the area, fixed to a

board. Pins are inserted to represent the various machines or processes involved, and a thread

is wound round the pins in the sequence in which the operations are carried out. Different

processes can be distinguished by the use of different coloured pins and the corresponding

coloured thread. The distance travelled can be measured by the length of the thread. The main

uses of this technique are:

a) To test the relative value of different layouts.b) To investigate the movement of a team of operators.c) To investigate the movement of one operator minding a number of machines.

This technique is very useful in solving problems of movement. It is applied to repetitive

situations, and is therefore most useful is working areas such as factories producing

industrialised components, machine shops, precasting yards, and steel-bending areas on site.

The diagram will show points of congestion and any excessive distance travelled.

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The procedure for improving a layout is first to draw to scale a plan of the area under

consideration with the work places or stackign areas etc, and all changes in direction denoted

by pins. String or thread is then tied round the starting point and passed from pin to pin

showing movement. Men, mateials or machine can be denoted by different coloured string. Ifthe string is then measured, any excessive distances travelled will be obvious and pay points

of congestion will be seen on the diagram.

Routes that are travelled regularly should be kept as short as possible and alternative

methods can be examined to obviate the faults of the first.

2.3.4 Models and Templates

These are particularly useful when dealing with major method changes or alterations

in plant layout. The movement can be shown on the model, and the latter is more easily

understood than is a diagram.

2.4 Critical Examination

The next step is to examine them. This calls for a critical analysis, which must be

carried out thoroughly and logically. Much will depend on the investigator, as it is on

efficiency of his analysis that the whole success will depend. He must:

a) Examine the facts as they are and not as they appear to beb) Avoid the influence of preconceived ideas.c) Challenge every detail of the chart, accepting no answer until he is thoroughly

satisfied that is correct.

d)

Avoid jumping to conclusionse) Give close attention to detail

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f) Reserve bright ideas until the appropriate timeg) Not consider improving the method until he has thoroughly studied the existing

method.

The step Examine is the key step in method studies, and consists of a detailed

examination of every aspect of the work. The purpose is to:

a) Establish the true facts surrounding the problem;b) Establish the reasons for these facts and determine whether they are valid;c) On this foundation, to consider all the possible alternatives and hence the optimum

solutions.

2.4.1 Site Layout Problems

When deciding in the relative positions of plant, working areas and storage areas on

sites, reference has to be made to various activities to be performed; that is, the number andtypes of activity and the minimum transports and storages required. This basic information

can be provided from materials flow process charts, which may be used in conjunction with a

scale drawing of the site layout and paper templates. String diagrams can then be used either

to evaluate or represent visually the movement intensity for the alternative arrangement of the

templates.

2.4.2 Multiple Activity Chart

This technique is used to help solve problems when a number of subjects (operatives,

machines or equipment) are dependent on each other. It shows the occupied time (divided into

elements of work if necessary) and unoccupied time for the subjects in both the present and

the proposed methods. The subjects are recorded on a common time scale and periods of

unoccupied time can be readily seen. Alternatives may then be considered, the aim being to

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balance the work content for the subjects. It is necessary to plot more than one cycle of work,

as the first taken may not be representative.

3.0 WORK MEASUREMENT

3.1 General Remarks on Work Measurement

There remains the aspect of how long jobs should take, which is the field of work

measurement. To be more precise, and following the British Standards Institution

recommendations, it seeks to establish the time for a qualified worker to carry out a specified

job at a defined level of performance. This is related to average performance over the

working day or shift, to be achieved without over-exertion, by qualified workers who are

motivated to apply themselves to their work, using the correct methods.

Why should we need to know how long a job should take? The answer to this question

lies in the importance of time in our everyday life. We need to know how long it should take

to walk to the train station in the morning, one needs to schedule the day's work and even

when to take out the dinner from the oven.

In the business world these standard times are needed for:

a) planning the work of a workforce,b) manning jobs, to decide how many workers it would need to complete certain jobs,c) scheduling the tasks allocated to peopled) costing the work for estimating contract prices and costing the labour content in

general

e) calculating the efficiency or productivity of workers - and from this:f) providing fair returns on possible incentive bonus payment schemes.

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The standard times are set, not on how long a certain individual would take to complete a

task but on how long a trained, experienced worker would take to do the task at a defined

level of pace or performance. Specially trained and qualified observers set these standard

times, using the most appropriate methods or techniques for the purpose.

3.2 Definition

Work measurement is the application of techniques designed to establish the time for a

qualified workerto carry out specified jobs at a defined level of performance. It covers

several different ways of finding out how long a job or part of a job should take to complete.

It can be defined as the systematic determination, through the use of various techniques, of the

amount of effective physical and mental work in terms of work units in a specified task.

The work units usually are given in standard minutes or standard hours. Work

measurement (WM) is concerned with investigating, reducing and eliminating ineffective

time, whatever may be the cause.In practice, proving existence of the ineffective time is the

most difficult task. After existence is proved, nature and extent is easy to see.

WM is also used to set standard times to carry out the work, so that any ineffective

time is not included later. Any addition the standard time would show up as excess time and

thus can be brought to attention. Since, standard times are set for all the activities through

WM; it has earned bad reputation amongst workers. Major reason for that has been the initial

focus of the WM methods, which essentially targeted only the worker controllable ineffective

times. Management controllable ineffective times were ignored traditionally.

It is usually considered logical for work measurement to follow the establishment of

correct methods for a job, otherwise the time standards would need revision; but it is possible

to study the times for similar elements of similar jobs, done, perhaps in different factories, toobtain guidance as to where improvements may be made. After selection of the job to be

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studied and the definition of the method by which it is to be done, the work is broken into

elements, which, in the case of repetitive work, are parts of the work cycle selected to be

convenient to observe, measure and analyze. These are not the same as their bilges used in

used method study. A common technique is the timing of elements by means of a stopwatchover several cycles of the work. The times for like elements in the various cycles will be

totaled and averaged.

The difficulties of establishing standards in connection with suchpersonal mattersas

the rate at which a man works and the effort he gives are obvious. To a limited extent people

may be pulled along by a production system geared for a certain rate of working, and it has

not been unknown for moving belts to be run at speeds corresponding to the psychological

changes that take place throughout the day, related to factors such as meal breaks, and seem to

cause workers to respond to different rates of working. In work measurement the observer is

trained to gauge the standard rate of working and he records how the workers rate compares

with this by estimating a number from the rating scale when performing the study.

As an alternative to observing a job, records of predetermined standard data may be

used to produce synthetics studies, especially useful for new jobs and for non-repetitive work.

Analytical estimating brings in the use of synthetics, so far as these are available,

supplemented by estimates based on knowledge or experience of the time likely to be taken.

Various predetermined motion time systems (PMTS) have been evolved, in which the time

is built up from times established for basic human motions done under specified conditions.

Method time measurement (MTM) and the work factor system, which both had their

origins in the early 1930s, are probably the best known examples.

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3.3 The purpose of work measurement

The purpose of this work measurement is:

a) To reveal the nature and extent of ineffective time, from whatever causeb) So that action can be taken to eliminate it; and then,c) To set standards of performance that are attainable only if all avoidable ineffective

time is eliminated and work is performed by the best method available.

In another word, the aim of work measurement is to determine the time it takes for a

qualified worker to carry out a specific job at a defined level of performance and to eliminate

ineffective elements of works it seeks to provide the standard times for jobs and thus supplies

basic, essential data for management.

3.4 The uses of work measurement

The use of the work measurement is to compare the efficiency of alternative methods.

Other conditions being equal, the method which takes the least time will be the best method.

It can also balance the work of members of teams, in association with the multiple activity

charts, so that, as far as possible, each member has tasks taking an equal time. WM is also

important to determine, in association with man and machine multiple activity charts, the

number of machines a worker can run.

In summation, WM will be found to have the following uses:

a) to assist in method study by comparison of time for alternative methods, and forallocating labor to jobs in proportion to the work involved so that the labor on

the job is properly balanced

b) to enable realistic schedules of work to prepare by relating reasonably accurateassessments of human work to plant capacity.

c) as the basis of realistic and fair incentive schemes

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d) to assist in the organization of labor by enabling a daily comparison to be madebetween actual times and target times.

e) as a basis for labor budgeting and budgetary control systemsf)

to enable estimate to prepared of future labor requirement

3.5 The basic procedure

The method chosen for each individual situation to be measured depends on several

factors which include:

a) the length on the job to be measured in time unitsb) the precision which is appropriate for the type of work in terms of time units (i.e.

should it be in minutes, hundredths or thousandths of a minute)

c) the general cycle-time of the work, i.e. does it take seconds, minutes or days tocomplete

The length of time necessary for the completion of the range of jobs can vary from a

few seconds in highly repetitive factory work to several weeks or months for large projects

such as major shutdown maintenance work on an oil refinery. It is quite clear that using a

stop-watch, for example, on the latter work would take several man-years to time to measure.

Thus, more "overall" large-scale methods of timing must be employed.

The precision is an important factor, too. This can vary from setting times of the order

of "to the nearest thousandth of a minute" (e.g. short cycle factory work) to the other end of

the scale of "to the nearest week" (e.g. for large project work).

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3.6 The technique of work measurement

For the purpose of the work measurement, work maybe regarded as repetitive or on

repetitive. By repetitive i.e. meant that type of work in which the main operation or group of

operations recurs continuously during the time spent at the job. This applies equally to work

cycles of extremely short duration as, for instance, light press work jobs and to those of

several minutes or even hours duration.

Non-repetitive work includes some types of maintenance and construction work,

where the work cycle itself is hardly ever repeated identically. Even in such work, which are

same small movements and groups of movements occurring repeatedly, and are often

common to quite different jobs, such as painting and bricklaying. It is this fact which has

made it possible to apply certain work measurement techniques to this type of work.

Following is the lists of techniques used to measure WM:

a) Time studyb) Activity sampling; and rated activity samplingc) Synthesis from standard datad) Pre-determined motion time systeme) Estimatingf) Analytical estimatingg) Comparative estimating.

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4.6 Sample Size

a) Fly back timingAs the worker commences the first element the watch is clicked back to zero, the time

which has elapsed between taking the time check and the start of the first element being

entered in the column headed ineffectiveor check time on the observation record sheet.

This entry is marked checktime in the column scale watch, time should expressed in one or

two figure only, the watch is zeroed similarly at the conclusion of each element.

b) Cumulative timingBy this method the position of the stop watch and is recorded at the commencement of

the study and at the end of each element without ever returning it to zero. The individual

element times are afterwards arrived at by substation of successive readings.

Toward the end of the first element its number and rating are entered in the appropriate

columns, and at the arrival of the breakpoint the time indicated is put down. Any unusual

happening during or between the elements, such as fumble by the worker, must be mentioned

in the elements should be recorded in the ineffective time column of the study sheet and a

note made of the cause of the delay.

c) Ineffective timePeriod during which the man is not working, or is doing work not forming a necessary

part of the particular job being studied. Whatever the causes of the ineffective time are as

follow-

a) Management responsible. Waiting for work, instructions, material or equipment .b) Worker responsible. Stopping work to talk unnecessarily with neighbour, etc.c)

Contingencies. Construction with supervision, fellow workers, other department.Obtaining special equipment, instructions, drawings.etc.

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The remaining elements are then treated in the same way. Between cycles the work study

officer should change his opinion his position so as to be sure that he is getting a full view of

the work.

It should be an inflexible rule that to erasures are permitted on time study sheets. If an

error in a time or rating figure is noticed at the time is made, it should be struck out

immediately and the right value inserted alongside. If it is not noticed until some time later it

can be regarded as suspect and not valid for inclusion in the subsequent calculations. No

attempt should ever be made to alter an observed time or rating figure after completion of the

study

4.7 Factors Affecting the Rate of Working

4.7.1 Effectiveness

Factor which will influence the effectiveness of a mans work must be clearly recognized

according to whether or n not they are within the worker control:

a) Outsides the worker control

Variation in quality of specification of the materials used, although these materialsare within prescribed tolerance limits.

Changes in the operating efficiency of tools and equipment within their useful life. Minor changes in methods or conditions of operation. Changes in lighting, temperature, climate and other temporary condition of

environment.

Variation in the mental attention necessary for the performance of certain elementsof the work.

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b) Dependent on the worker

Variations in the quality of work within specification.

The degree to which the worker is suited and accustomed to his work, determinednot only by his physical and mental faculties but also his past training, acquired

skill and knowledge.

The attitude of mind of the worker which still affect his desire to get the workdone quickly. This includes interest and pride in the job. The opinion held of

supervisor and many others psychological factors, some of which may have

nothing to do with the job.

4.7.2 Speed

Factor which will affect the speed are-

a) The types of effort demanded by the jobGenerally the demand for increases physical effort will lead to a slower speed.

For example, the speed turning a particular hand wheel will largely depend on the

resistance to be overcome. The facility with which physical effort can be increased to

overcome harsher resistance must influence rating, which is considering speed of

working in terms of expenditure of energy. For example, there is difference in carrying

a heavy load comfortably balanced on the shoulder and carrying the same load by

hand.

b) The care required on the part of the workerA need for increased care in carrying out an element of work will also reduce

speed. For example, threading a piece of string through a curtain ring can easily be

done using rapid movements, but if the string is to be threaded through the eye of a

bagging needle it is necessary to control the movements carefully, and in consequence

they are made rapidly, even though no less effort may be involved

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4.8 Terminology Explained

a) Timing- The observer records the actual time taken to do the element or operation.This usually is in centiminutes (0.01 min.) and is recorded, using a stop-watch or

computerized study board.

b) Rating- When someone is doing work his/her way of working will vary throughoutthe working period and will be different from others doing the same work. This is due

to differing speeds of movement, effort, dexterity and consistency. Thus, the time

taken for one person to do the work may not be the same as that for others and may or

may not be 'reasonable' anyway. The purpose of rating is to adjust the actual timeto a

standardized basic timethat is appropriate and at a defined level of performance.

Rating is on a scale with 100 as itsstandard rating

c) Elements- A complete job usually will be too long and variable to time and rate in onego, so it would be analysed into several smaller parts (elements) which, separately,

will each be timed and rated.

d) Basic time- This is the standardised time for carrying out an element of work atstandard rating.

Example:An observer times an element as 30 centiminutes (cm) and because it

is performed more slowly than the standard 100, he rates it as 95. Thus the basic time

is 95% of 30 or 28.5 basic cm. The formula is: (actual time x rating)/100.

e) Allowances- Extra time is allowed for various conditions which obtain, the main onesbeing relaxation allowancefor:

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recovery from the effort of carrying out specified work under specified conditions(fatigue allowance)

attention to personal needs adverse environmental conditions,

plus:

others concerned with machine operations

f) Frequency- The basic time is the time for a complete cycle to be performed but as notall elements are repeated in every cycle their timesper average cyclemust bepro

rata. In the example which follows, element 2 only occurs once every eight cycles so

its basic time is one eighth of the element time, per cycle. Similar treatment for

element 7 (one twelfth).

5.0 CASE STUDY

Work Activity Standard Minutes1 Ceiling Skim Coating 58.56

2 Cement Rendering at Staircase 16.24

3 Electrical Trunking 3.02

4 Plastering on Beam 3.61

5 Tiling Works 4.23

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WORK STUDY

WORK 1: Ceiling Skim Coating

BY: Jessyntha Williams


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WORK 1: CEILING SKIM COATING

Table 1 - Operation: Ceiling Skim Coating

1Element Rating

Cumulative Observed

time (min) time (min)

Check time 2.00 2.00

A .Fix Scaffolding 75 6.02 4.02

B. Mix skim coat 60 10.34 4.32

C. Clean and level ceiling 80 12.36 2.02

D. Apply first layer skim coating 100 37.36 25.00

E. Apply final layer skim coating 85 53.36 16.00

53.36

2Element Rating

Cumulative Observed








47.50


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3Element Rating

Cumulative Observed








56.89

4Element Rating

Cumulative Observed








52.75


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41

5Element Rating

Cumulative Observed








51.38

6Element Rating

Cumulative Observed








52.36


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42

7Element Rating

Cumulative Observed








52.07

8Element Rating

Cumulative Observed








52.17


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43

9Element Rating

Cumulative Observed








52.59

10Element Rating

Cumulative Observed








52.50


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44

11Element Rating

Cumulative Observed








48.75

12Element Rating

Cumulative Observed








58.70


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13Element Rating

Cumulative Observed








48.45

14Element Rating

Cumulative Observed








55.44


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15Element Rating

Cumulative Observed








53.36

Total Observed Time (min)

Summary for A) Fix Scaffolding 58.91

Summary for B) Mix skim coat 66.56

Summary for C) Clean and level ceiling 31.12Summary for D) Apply first layer skim coating 360.10

Summary for E) Apply final layer skim coating 204.58

721.27

Total Cumulative Time (min)

Summary for A) Fix Scaffolding 88.91

Summary for B) Mix skim coat 155.47

Summary for C) Clean and level ceiling 186.59

Summary for D) Apply first layer skim coating 546.69

Summary for E) Apply final layer skim coating 788.27

1,765.93


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Table 2 - Extend observed times to basic times

1

Element RatingCumulative

time (min)

Observed

Basic time (min)time

(min)Check time 2.00 2.00

A. Fix Scaffolding 75 6.02 4.02 4.02 x 72 = 2.89

100

B. Mix skim coat 60 10.34 4.32 4.32 x 60 = 2.59

100

C. Clean and level ceiling 80 12.36 2.02 2.02 x 80 = 1.62

100

D. Apply first layer skim coating 100 37.36 25.00 25.00 x 100 = 25.00

100

E. Apply final layer skim coating 85 53.36 16.00 16.00 x 85 = 13.60

100

53.36

2


time (min)

Observed


(min)Check time 2.00 2.00


100

B. Mix skim coat 60 10.50 4.50 4.50 x 60 = 2.70

100


100


100


100

47.50


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3


time (min)

Observed


(min)



100

B. Mix skim coat 60 10.32 4.30 4.30 x 60 = 2.58

100


100


100


100

56.89

4


time (min)

Observed


(min)



100

B. Mix skim coat 60 9.75 4.20 4.20x 60 =2.52

100


100


100


100

52.75


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5


time (min)

Observed


(min)



100

B. Mix skim coat 60 10.30 4.30 4.30 x 60 = 2.58

100


100


100


100

51.38

6


time (min)

Observed


(min)



100

B. Mix skim coat 60 10.34 4.32 4.32 x 60 = 2.59

100


100

D. Apply first layer skim coating 100 37.36 25.00 25 x 100 = 25.00

100

E. Apply final layer skim coating 85 52.36 15.00 15 x 85 = 12.75

100

52.36


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7


time (min)

Observed


(min)



100

B. Mix skim coat 60 10.07 4.53 4.53 x 60 = 2.72

100


100


100


100

52.07

8


time (min)

Observed


(min)



100

B. Mix skim coat 60 10.17 4.15 4.15 x 60 = 2.49

100


100


100


100

52.17


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9


time (min)

Observed


(min)



100

B. Mix skim coat 60 10.00 3.00 3.00 x 60 = 1.80

100


100


100


100

52.59

10


time (min)

Observed


(min)



100

B. Mix skim coat 60 13.00 6.00 6.00 x 60 = 3.60

100


100


100


100

52.50


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13


time (min)

Observed


(min)



100

B. Mix skim coat 60 11.00 6.00 6.00 x 60 = 3.60

100


100


100


100

48.45

14


time (min)

Observed


(min)



100

B. Mix skim coat 60 10.34 4.32 4.32 x 60 = 2.59

100


100

D. Apply first layer skim coating 100 40.44 28.00 28 x 100 = 28.00

100


100

55.44


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54

15


time (min)

Observed


(min)



100

B. Mix skim coat 60 10.34 4.32 4.32 x 60 = 2.59

100


100


100


100

53.36

Table 3 - Calculate average of basic times

Element Basic time (min)

Total

basicFrequency

Average

(min)times(min)

A. Fix Scaffolding 2.89, 3.00, 3.02, 2.66, 3.00, 3.02, 2.66, 3.02, 3.75, 3.75,

2.48, 2.55, 2.25, 3.02, 3.0244.09 15 2.94

B. Mix skim coat 2.59, 2.70, 2.58, 2.52, 2.58, 2.59, 2.72, 2.49, 1.80, 3.60,

2.40, 2.58, 3.60, 2.59, 2.5939.93 15 2.66

C. Clean and level

ceiling

1.62, 1.60, 1.26, 1.60, 1.60, 1.62, 3.20, 2.40, 1.19, 1.60,

1.16, 1.60, 1.16, 1.68, 1.62 24.91 15 1.66

D. Apply first layer

skim coating

25.00, 20.00, 30.00, 25.00, 24.00, 25.00, 20.00, 20.00,

25.10, 23.00, 23.00, 27.00, 20.00, 28.00, 25.00 360.10 15 24.01

E. Apply final layer

skim coating

13.60, 12.75, 12.75, 13.60, 12.82, 12.75, 15.30, 16.15,

13.60, 12.33, 12.75, 17.00, 13.60, 12.75, 13.60 205.35 15 13.69


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Table 4 - Total relaxation allowance and contingency allowance

Element

Basic

time

(min)

Total

relaxation

allowance %

Contingency Total

allowances

(%)

Standard time (min)allowance

%

A. Fix Scaffolding 2.94 27 5 32 2.94 x 132 = 3.88

100

B. Mix skim coat 2.66 25 5 30 2.66 x 130 = 3.46

100

C. Clean and level ceiling 1.66 35 5 40 1.66 x 140 = 2.32

100

D. Apply first layer skimcoating 24.01 20 5 25 24.01 x 125 =30.01

100

E. Apply final layer skim

coating 13.69 33 5 38 13.69 X 138

=

18.89

100

The total relaxation allowance and contingency allowance are assumed as in Table 4.

The standard time for the operation is 3.88 + 3.46 + 2.32 + 30.01 + 18.89 = 58.56 minutes

8%

7%

5%

41%

39%

Elements of Work

Fix Scaffolding Mix skim coat Clean and level ceiling

Apply first layer skim coating Apply final layer skim coating


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WORK 2: CEMENT RENDERING AT STAIRCASE

Table 1 - Operation: Cement Rendering at Staircase

1

Element Rating

Cumulative Observed



a. Cleaning the staircase 85 1.28 0.28

b. Prepare gam 75 2.18 0.90

c. Mix mortar 65 2.70 0.52

d. 1st Layer of rendering 80 6.95 4.25

e. Final Layer 100 13.42 6.47

f. Touch up 60 13.84 0.42

13.84

2Element Rating

Cumulative Observed





c. Mix mortar 65 2.74 0.49


e. Final Layer 100 13.77 6.41

f. Touch up 60 13.98 0.21

13.98


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3Element Rating

Cumulative Observed





c. Mix mortar 65 2.73 0.53


e. Final Layer 100 13.76 6.42

f. Touch up 60 13.95 0.19

13.95

4Element Rating

Cumulative Observed





c. Mix mortar 65 2.86 0.57


e. Final Layer 100 13.85 6.49

f. Touch up 60 14.08 0.23

14.08


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5Element Rating

Cumulative Observed





c. Mix mortar 65 2.66 0.50


e. Final Layer 100 13.42 6.27

f. Touch up 60 13.84 0.42

13.84

6Element Rating

Cumulative Observed





c. Mix mortar 65 2.89 0.62


e. Final Layer 100 14.33 6.62

f. Touch up 60 14.58 0.25

14.58


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60

7Element Rating

Cumulative Observed





c. Mix mortar 65 2.73 0.51


e. Final Layer 100 13.61 6.39

f. Touch up 60 13.85 0.24

13.85

8Element Rating

Cumulative Observed





c. Mix mortar 65 2.72 0.53


e. Final Layer 100 13.70 6.44

f. Touch up 60 13.90 0.20

13.90


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9Element Rating

Cumulative Observed





c. Mix mortar 65 2.85 0.58


e. Final Layer 100 13.60 6.31

f. Touch up 60 13.81 0.21

13.81

10Element Rating

Cumulative Observed





c. Mix mortar 65 3.03 0.63


e. Final Layer 100 14.29 6.59

f. Touch up 60 14.59 0.30

14.59


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11Element Rating

Cumulative Observed





c. Mix mortar 65 3.03 0.60


e. Final Layer 100 14.14 6.58

f. Touch up 60 14.34 0.20

14.34

12Element Rating

Cumulative Observed





c. Mix mortar 65 2.59 0.49


e. Final Layer 100 13.86 6.49

f. Touch up 60 14.26 0.40

14.26


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15Element Rating

Cumulative Observed





c. Mix mortar 65 2.70 0.52


e. Final Layer 100 13.69 6.47

f. Touch up 60 13.89 0.20

13.89

Total Observed Time (min)

Summary for A) Cleaning the staircase 4.84

Summary for B) Prepare gam 13.61

Summary for C) Mix mortar 8.28

Summary for D) 1st Layer of rendering 68.28

Summary for E) Final layer 96.95

Summary for F) Touch up 3.92

195.88

Total Cumulative Time (min)

Summary for A) Cleaning the staircase 19.84

Summary for B) Prepare gam 33.45

Summary for C) Mix mortar 41.73

Summary for D) 1st Layer of rendering 110.01

Summary for E) Final layer 206.96

Summary for F) Touch up 210.88

622.87


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Table 2 - Extend observed times to basic times


time (min)

Observed


(min)

1 Check time 1.00 1.00

a. Cleaning the staircase 85 1.28 0.28 0.28 x 85 0.24

100

b. Prepare gam 75 2.18 0.90 0.90 x 75 0.68

100

c. Mix mortar 65 2.70 0.52 0.52 x 65 0.34

100

d. 1st Layer of rendering 80 6.95 4.25 4.25 x 80 3.40

100

e. Final Layer 100 13.42 6.47 6.47 x 100 6.47

100

f. Touch up 60 13.84 0.42 0.42 x 60 0.25

100

13.84


time (min)

Observed


(min)



100

b. Prepare gam 75 2.25 0.92 0.92 x 75 0.69

100

c. Mix mortar 65 2.74 0.49 0.49 x 65 0.32

100


e. Final Layer 100 13.77 6.41 6.41 x 100 6.41

100

f. Touch up 60 13.98 0.21 0.21 x 60 0.13

100

13.98


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time (min)

Observed


(min)



100

b. Prepare gam 75 2.20 0.89 0.89 x 75 0.67

100

c. Mix mortar 65 2.73 0.53 0.53 x 65 0.34

100


100

e. Final Layer 100 13.76 6.42 6.42 x 100 6.42

100f. Touch up 60 13.95 0.19 0.19 x 60 0.11

100

13.95


time (min)

Observed


(min)



100

b. Prepare gam 75 2.29 0.95 0.95 x 75 0.71

100

c. Mix mortar 65 2.86 0.57 0.57 x 65 0.37

100


100

e. Final Layer 100 13.85 6.49 6.49 x 100 6.49100

f. Touch up 60 14.08 0.23 0.23 x 60 0.14

100

14.08


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time (min)

Observed


(min)



100

b. Prepare gam 75 2.16 0.88 0.88 x 75 0.66

100

c. Mix mortar 65 2.66 0.50 0.50 x 65 0.33

100


100

e. Final Layer 100 13.42 6.27 6.27 x 100 6.27

100f. Touch up 60 13.84 0.42 0.42 x 60 0.25

100

13.84


time (min)

Observed


(min)


a. Cleaning the staircase 85 1.40 0.40 0.40x 85 0.34

100

b. Prepare gam 75 2.27 0.87 0.87 x 75 0.65

100

c. Mix mortar 65 2.89 0.62 0.62 x 65 0.40

100


100

e. Final Layer 100 14.33 6.62 6.62 x 100 6.62100

f. Touch up 60 14.58 0.25 0.42 x 60 0.15

100

14.58


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time (min)

Observed


(min)



100

b. Prepare gam 75 2.22 0.97 0.97 x 75 0.73

100

c. Mix mortar 65 2.73 0.51 0.51x 65 0.33

100


100

e. Final Layer 100 13.61 6.39 6.39 x 100 6.39

100f. Touch up 60 13.85 0.24 0.24 x 60 0.14

100

13.85


time (min)

Observed


(min)



100

b. Prepare gam 75 2.19 0.91 0.91 x 75 0.68

100

c. Mix mortar 65 2.72 0.53 0.53x 65 0.34

100


100

e. Final Layer 100 13.70 6.44 6.44 x 100 6.44100

f. Touch up 60 13.90 0.20 0.20 x 60 0.12

100

13.90


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time (min)

Observed


(min)



100

b. Prepare gam 75 2.27 0.95 0.95 x 75 0.71

100

c. Mix mortar 65 2.85 0.58 0.58x 65 0.38

100


100

e. Final Layer 100 13.60 6.31 6.31 x 100 6.31

100f. Touch up 60 13.81 0.21 0.21 x 60 0.13

100

13.81


time (min)

Observed


(min)

10 Check time 1.00 1.00


100

b. Prepare gam 75 2.40 0.95 0.95 x 75 0.71

100

c. Mix mortar 65 3.03 0.63 0.63x 65 0.41

100


100

e. Final Layer 100 14.29 6.59 6.59 x 100 6.59100

f. Touch up 60 14.59 0.30 0.30 x 60 0.18

100

14.59


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time (min)

Observed


(min)

11 Check time 1.00 1.00


100

b. Prepare gam 75 2.43 0.97 0.97 x 75 0.73

100

c. Mix mortar 65 3.03 0.60 0.60x 65 0.39

100


100

e. Final Layer 100 14.14 6.58 6.58 x 100 6.58

100f. Touch up 60 14.34 0.20 0.20 x 60 0.12

100

14.34


time (min)

Observed


(min)

12 Check time 1.00 1.00


100

b. Prepare gam 75 2.10 0.85 0.85 x 75 0.64

100

c. Mix mortar 65 2.59 0.49 0.49x 65 0.32

100


100

e. Final Layer 100 13.86 6.49 6.49 x 100 6.49100

f. Touch up 60 14.26 0.40 0.40 x 60 0.24

100

14.26


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72


time (min)

Observed


(min)

15 Check time 1.00 1.00


100

b. Prepare gam 75 2.18 0.90 0.90 x 75 0.68

100

c. Mix mortar 65 2.70 0.52 0.52 x 65 0.34

100


100

e. Final Layer 100 13.69 6.47 6.47 x 100 6.47

100f. Touch up 60 13.89 0.20 0.20 x 60 0.12

100

13.89

Table 3 - Calculate average of basic times

Element Basic time (min)

Total

basic

Frequency

Average

(min)times(min)

a. Cleaning the staircase 0.28, 0.28, 0.26, 0.29, 0.24, 0.34, 0.21, 0.24, 4.11 15 0.27

0.27, 0.38, 0.39, 0.21, 0.25, 0.27, 0.24

b. Prepare gam 0.68, 0.69, 0.67, 0.71, 0.66, 0.65, 0.73, 0.68, 10.21 15 0.68

0.71, 0.71, 0.73, 0.64, 0.68, 0.60, 0.68

c. Mix mortar 0.34,0.32, 0.34, 0.37, 0.33, 0.40, 0.33, 0.34, 5.38 15 0.36

0.38, 0.41, 0.39, 0.32, 0.36, 0.42, 0.34

d. 1st Layer of rendering 3.40, 3.70, 3.69, 3.60, 3.52, 3.86, 3.59, 3.63, 54.55 15 3.64

3.55, 3.74, 3.62, 3.82, 3.62, 3.59, 3.62

e. Final Layer 6.47, 6.41, 6.42, 6.49, 6.27, 6.62, 6.39, 6.44 96.95 15 6.46

6.31, 6.59, 6.58, 6.49, 6.90, 6.10, 6.47

f. Touch up 0.25, 0.13, 0.11, 0.14, 0.25, 0.15, 0.14, 0.12, 2.35 15 0.16

0.13, 0.18, 0.12, 0,24, 0.15, 0.12, 0.12


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Table 4 - Total relaxation allowance and contingency allowance

ElementBasic time

Total

relaxation Contingency

allowance %

Total

allowances (%)

Standard time

(min)

(min)

allowance

%

a. Cleaning the

staircase 0.27 25 5 30 0.27 x 130 0.35

100

b. Prepare gam 0.68 30 5 35 0.68 x 135 0.92

100

c. Mix mortar 0.36 26 5 31 0.36 x 131 0.47

100

d. 1st Layer of

rendering 3.64 30 5 35 3.64 x 135 4.91100

e. Final Layer 6.46 38 5 43 6.46 x 143 9.24

100

f. Touch up 0.16 29 5 34 0.26 x 134 0.35

100

Assume that the total relaxation allowance and contingency allowance are as shown in Table 4.

The standard time for the operation is 0.35 + 0.92 + 0.47 + 4.91 + 9.24 + 0.35 = 16.24 standard

minutes.

2%6%

3%

30%

57%

2%

Elements of Works

Cleaning the staircase

Prepare gam

Mix mortar

1st Layer of rendering

Final Layer

Touch up


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WORK STUDY

WORK 3: Electrical Trunking

BY: Nurkhairani Mohd Rusdi


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WORK 3: ELECTRICAL TRUNKING

Table 1 - Operation: Electrical Trunking

1

Element Rating Cumulativetime (min)

Observed

time

(min)


A. Measure the trunking 80 2.17 0.17

B. Cut the trunking 90 2.71 0.54

C. Fix and drill to wall 100 3.88 1.17

D. Screw 70 4.10 0.22

4.10

2

Element Rating Cumulativetime (min)

Observed

time

(min)





D. Screw 70 4.00 0.25

4.00


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3


time (min)

Observed

time

(min)





D. Screw 70 4.77 0.30

4.77

4


time (min)

Observed

time

(min)





D. Screw 70 4.30 0.22

4.30


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5


time (min)

Observed

time

(min)





D. Screw 70 4.65 0.35

4.65

6


time (min)

Observed

time

(min)





D. Screw 70 4.38 0.40

4.38


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7


time (min)

Observed

time

(min)





D. Screw 70 4.50 0.70

4.50

8


time (min)

Observed

time

(min)





D. Screw 70 4.18 0.26

4.18


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11


time (min)

Observed

time

(min)





D. Screw 70 4.52 0.44

4.52

12


time (min)

Observed

time

(min)





D. Screw 70 4.53 0.52

4.53


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13


time (min)

Observed

time

(min)





D. Screw 70 4.69 0.45

4.69

14


time (min)

Observed

time

(min)





D. Screw 70 4.51 0.42

4.51


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15

Element

construction management - work study

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