Method Study

Method study is the process of subjecting work to systematic, critical scrutiny to make it more effective and/or more efficient. It is one of the keys to achieving productivity improvement.

It was originally designed for the analysis and improvement of repetitive manual work but it can be used for all types of activity at all levels of an organisation.

The process is often seen as a linear, described by its main steps of:

     

Select (the work to be studied); Record (all relevant information about that work); Examine (the recorded information); Develop (an improved way of doing things); Install (the new method as standard practice); Maintain (the new standard proactive).

Although this linear representation shows the underlying simplicity of method study, in practice the process is much more one of repeated passes through the sequence of steps with each dominating at a different stage of the investigation.

The cyclic process often starts with a quick, rough pass in which preliminary data are collected and examined before subsequent passes provide and handle more comprehensive and more detailed data to obtain and analyse a more complete picture.

Select
Work selected for method study may be an identified problem area or an identified opportunity. It may be identified through a systematic review of available data, normal monitoring or control processes, high levels of dissatisfaction and complaint or as part of a change in management policy, practice, technology or location, and usually because it meets certain conditions of urgency and/or priority.

Define
Before any method study investigation is begun, it is necessary to establish clear terms of reference which define the aims, scale, scope and constraints of the investigation. This should also include an identification of who "owns" the problem or situation and ways in which such ownership is shared. This may lead to a debate on the aims of the project, on reporting mechanisms and frequencies, and on the measures of success. This process is sometimes introduced as a separate and distinct phase of method study, as the "Define" stage. It leads to a plan for the investigation which identifies appropriate techniques, personnel, and timescale.

Record
The Record stage of method study involves gathering sufficient data (in terms of both quality and quantity) to act as the basis of evaluation and examination. A wide range of techniques are available for recording; the choice depends on the nature of the investigation; the work being studied; and on the level of detail required. Many of the techniques are simple charts and diagrams, but these may be supplemented by photographic and video recording, and by computer based techniques.

Especially with "hard" (clearly defined) problems, method study often involves the construction and analysis of models, from simple charts and diagrams used to record and represent the situation to full, computerised simulations. Manipulation of and experimentation on the models leads to ideas for development.

Examine
The recorded data are subjected to examination and analysis; formalised versions of this process are critical examination and systems analysis. The aim is to identify, often through a structured, questioning process, those points of the overall system of work that require improvements or offer opportunity for beneficial change.

Develop
The Examine stage merges into the Develop stage of the investigation as more thorough analysis leads automatically to identified areas of change. The aim here is to identify possible actions for improvement and to subject these to evaluation in order to develop a preferred solution.

Sometimes it is necessary to identify short-term and long-term solutions so that improvements can be made (relatively) immediately, while longer-term changes are implemented and come to fruition.

Install
The success of any method study project is realised when actual change is made 'on the ground' - change that meets the originally specified terms of reference for the project. Thus, the Install phase is very important. Making theoretical change is easy; making real change demands careful planning - and handling of the people involved in the situation under review. They may need reassuring, retraining and supporting through the acquisition of new skills. Install, in some cases ,will require a parallel running of old and new systems, in others, it may need the build-up of buffer stocks, and other planning to manage the change. what matters is that the introduction of new working methods is successful. There is often only one chance to make change!

Maintain
Some time after the introduction of new working methods, it is necessary to check that the new method is working, that it is being properly followed, and that it has brought about the desired results. This is the Maintain phase. Method drift is common - when people either revert to old ways of workin, or introduce new changes. Some of these may be helpful and should formally be incorporated; others may be inefficient or unsafe. A methods audit can be used to formally compare practice with the defined method and identify such irregularities.

Time Study
Time study is a structured process of directly observing and measuring human work using a timing device to establish the time required for completion of the work by a qualified worker when working at a defined level of performance.

It follows the basic procedure of systematic work measurement of:

  

analysis of the work into small, easily-measurable components or elements measurement of those components and synthesis from those measured components to arrive at a time for the complete job.

The observer first undertakes preliminary observation of the work (a pilot study) to identify suitable elements which can be clearly recognised on subsequent occasions and are of convenient length for measurement.

Subsequent studies are taken during which the observer times each occurrence of each element using a stopwatch or other timing device while at the same time making an assessment of the worker's rate of working on an agreed rating scale. One of the prime reasons for measuring elements of work, rather than the work as a whole is to facilitate the process of rating. The rate at which a worker works will vary over time; if elements are carefully selected, the rate of working should be consistent for the relatively short duration of the element. More information on rating is given within the entry on work measurement. This assessment of rating is later used to convert the observed time for the element into a basic time; a process referred to as "extension". It is essential that a time study observer has been properly trained in the technique and especially in rating.

Time study, when properly undertaken, involves the use of specific control mechanisms to ensure that timing errors are within acceptable limits. Increasingly, timing is by electronic devices rather than by mechanical stopwatch; some of these devices also assist in subsequent stages of the study by carrying out the process of "extending" or converting observed times into basic times. The basic time is the time the element would take if performed at a specified standard rating.

The number of cycles that should be observed depends on the variability in the work and the level of accuracy required. Since time study is essentially a sampling technique in which the value of the time required for the job is based on the observed times for a sample of observations, it is possible using statistical techniques to estimate the number of observations required under specific conditions. This total number of observations should be taken over a range of conditions where these are variable and, where possible, on a range of workers.

Once a basic time for each element has been determined, allowances are added (for example, to allow the worker to recovere from the physical and mental effects of carrying out the work) to derive a standard time.

Time study is a very flexible technique, suitable for a wide range of work performed under a wide range of conditions, although it is difficult to time jobs with very short cycle times (of a few seconds). Because it is a direct observation technique, it takes account of specific and special conditions but it does rely on the use of the subjective process of rating. However, if properly carried out it produces consistent results and it is widely used. Additionally, the use of electronic data capture devices and personal computers for analysis makes it much more cost effective than previously.

Five S
Five S (or more commonly 5S) is a Japanese approach to organising a workplace. It is often one of the early techniques used as organisations move towards becoming lean. This is because it offers quick wins that help to build momentum.

The 5Ss are:

Seiri (or Sort) Define what is actually needed (and how much of it) in an area. Anything that is not needed should be got rid of or stored in its right place (elsewhere). Identify where everything should be placed to maximise effectiveness.

Seiton (Straighten or Set in Order) Follow the old adage A place for everything and everything in its place. Lay out logically, label and colour- code to make sure everything stays in place.

Seisou (Shine or Sweep) Keep things clean and tidy already ready for the 'VIP plant tour'. When a plant/office is well-laid-out and is clean and tidy, it is easier to recognise something out of place, and to identify possible sources of contamination/defect.

Seiketsou (Standardise) Define standards to ensure that things stay tidy, orderly and clean.

Shitsuke (Sustain) Develop a system of constantly assessing performance and challenging for improved methods.

The 5S process aims to create and maintain an organised, clean and efficient workplace that supports the highest level of value-added performance. This means eliminating search, travel, transporting materials, and inventory by introducing organisation and orderliness, eliminating unneeded materials and establishing self-discipline.

Predetermined motion time systems (PMTS)

The first PMTS (since designated as "first-level" systems) were designed to provide times for detailed manual work and thus consisted of fundamental movements (reach, grasp, move, etc) and associated times.

Large amounts of research, data collection, analysis, synthesis, and validation are required to produce PMTS data and the number of such systems is very low. "Higher level" systems have since been devised, most commonly by combining these fundamental movements into common, simple manual tasks. Such higher level systems are designed for faster standard setting of longer cycle activity.

Criticisms of PMTS relate to their inability to provide data for movements made under "unnatural" conditions (such as working in cramped conditions or with an unnatural body posture) or for mental processes and their difficulty in coping with work which is subject to interruptions. However, various systems have been derived for "office work," which include tasks with a simple and predictable mental content.

Conversely, one of the significant advantages of PMTS is that they require a detailed description of the working method - and are thus useful for studying how work is done (and how it can be improved) as well as measuring the time it should take.

Many PMTS are proprietary systems and users must either attend a designated and approved training course and/or pay a royalty for use of the data.One of the major PMTS systems is MTM (MethodsTimes Measurement) which is actually a 'family' of systems operating at different levels and and applicable to different types of work. MTM1 - the 'highest-level' or most detailed member of the family - was developed in the 1940s by analysing large numbers of repetitive cycles of manual work on film. MTM gives values for such basic hand/arm motions as : Reach, Move, Turn, Grasp, Position, Disengage,

and Release, together with a small set of full body motions. The time taken to Reach to an object is then given by a table based on the kind of Reach (e.g. whether the object is in a fixed location - such as a tool in a tool holder - or is a single object located on a bench, or jumbled together with other objects, etc.) and the distance to be Reached. Similar tables give times for each of the other basic movements categorised and measured similarly. MTM is suitable for measuring short cycle, highly-repetitive work. Other members of the MTM family use lower level motions (so that in MTM2, for example, the MTM1 motions of Reach and Grasp are combined into a composite motion, GET). MTM2 is thus quicker to apply, but more suited to longer-cycle work where the fine level of discrimination of MTM1 is unnecessary in terms of meeting accuracy requirements.

What is MTM?

MTM is an abbreviation for Methods Time Measurement. Methods time means that the time required to execute a particular task depends on the method selected for the activity.

Simply said:

"The method determines the time!" Today, MTM is much more. MTM is an instrument for describing, structuring, designing and planning work systems using defined process building blocks, resulting in a standard for high-capacity production systems.

It can be used everywhere performance-oriented human work has to be planned, organized and executed. MTM applications, therefore, can be found in production, logistics and maintenance as well as in administration or in the service sector.

Today, MTM is the most common method of predetermined times in the world, thus forming a uniform planning and performance standard for every type of company.

MTM- RIGHT FROM THE START

KAIZEN
KAIZEN is a Japanese word meaning gradual and orderly, continuous improvement. Adopting KAIZEN involves the creation of a culture of sustained continuous improvement focusing on eliminating waste in all systems and processes of an organization.

There are two essential elements that make up KAIZEN:

 

improvement/change for the better; and ongoing/continuity.

A system/culture that lacks either of these is not true KAIZEN. Thus, maintaining existing ways of working (good though they may be) lacks the essential 'improvement' element, though it ensures continuity. Similarly, breakthrough improvement, not backed up by effective ongoing improvement, lacks the element of continuity. KAIZEN should contain both elements. KAIZEN is not consistent with the saying "If it ain't broke, don't fix it".

KAIZEN achieves its effects by working through people. All are expected to be involved. Managers, for example, are expected to spend about half their time on improving what they and those for whom they are responsible do.

Traditionally, a Japanese Samurai carried seven tools into battle. After World War II the Japanese adopted quality as a philosophy for economic recovery and, in line with this traditional approach, sought seven tools to accomplish the economic rejuvenation. The seven tools chosen were:

      

Histograms Cause and Effect Diagrams Check Sheets Pareto Diagrams Graphs Control Charts Scatter Diagrams

These tools were largely developed as aids within the process of statistical quality control. All personnel are trained to use them - and the resulting charts and diagrams are displayed prominently.

KAIZEN recognises that improvements can be small or large. Many small improvements can make a big change - so KAIZEN works at a detailed level. The principles/approach behind KAIZEN are:

1. 2.

Discard conventional fixed ideas. Think of how to do it, not why it cannot be done.

3. 4. 5. 6. 7. 8. 9.

Do not make excuses. Start by questioning current practices. Do not seek perfection. Do it right away even if it will only achieve 50% of target. If you make a mistake, correct it right away. Throw wisdom at a problem, not money. Ask 'WHY?" five times and seek root causes. Seek the wisdom of ten people rather than the knowledge of one. Don't ask workers to leave their brains at the factory gate.

KAIZEN is thus a (relatively) low cost, simple, team-based approach. Team are trained in the techniques and tools of KAIZEN. They then brainstorm improvement ideas and vote on them for priority action. They then create an action/implementation plan which is submitted to management for approval. Assuming it is approved, the team then sets about implementation (with professional help if appropriate). The team then meets weekly to review progress, identify/overcome barriers, celebrate successes, and document the resulting changed processes.

LEAN production
Lean, Lean Production or Lean Manufacturing describes a methodology aimed at reducing waste in the form of overproduction, lead time or product defects.

Lean is thus about doing more with less: less time, inventory, space people and money.

The term was born out of the production systems established by Toyota in Japan in the 1950s and was to a large extent inspired by Kaizen - the Japanese strategy of continuous improvement. Lean production is characterised by operations with low inventories, small batch runs and just-in-time delivery of supplies. It is supported by a quality management regime based on prevention, and by teambased working. The final element is a set of close relationships with suppliers. Though the concept arose in the manufacturing sector, it has since spread and has been applied successfully to other sectors.

Thinking lean involves:

    

Identifying and eliminating waste, or activities that add no value through continuous improvement efforts Focusing on continuous improvement of processes - rather than results - throughout the entire value chain Achieving continuous product flow through physical rearrangement and revision of system structure & control mechanisms Single-piece flow / small lot production: achieved through reducing equipment set up time; attention to machine maintenance; and maintaining an orderly, clean work place Pull production / Just-in-Time inventory control.

Pull production is based on orders rather than forecasts; production planning is driven by customer demand or pull; its aim is not to suit machine loading or inflexible work flows on the shop floor