PROCESS PLANNING
It is a process of planning the sequence of process
involve in converting raw material into finished
product
Information required for process
planning
• Quantity of work
• Quality of work
• Availability of
1. Man power,
2. Machinery,
3. Material
• Sequence of operation
• Operation time
Process planning procedure
• Preparation of drawing
• Decision to make or buy
• Selection of manufacturing process
• Machine capacity & machine selection
• Selection of material
• Selection of jigs and fixtures
• Operation planning & Tool requirement
• Documentation
Make or buy
Manufacturing within company is make
Buying product form other company
Break even analysis
• Break even analysis is a point in which there is no profit or loss
• Decision to make or buy is mainly affected by the cost
• Draw a chart by comparing the revenue & quantity
Make Buy
cost cost
• By comparing, the cost of production & cost of
buying of required quantity of the product
annually
• If the required quantity is more than BEP go
for MANUFACTURING
• If the required quantity is LESS than BEP go for
BUYING
FIXED COST
The cost which remains constant is called fixed
cost
• Capital investment
• setup tool cost
• Rent for building
• Insurance charges
It does not depend upon the quantity to be
produced
Variable cost
• The cost varies proportionally to the quantity
produced
• If the quantity increase variable cost also increase
• Labor cost
fuel
• Material cost
power
• Power
operation cost
• Fuel material cost
• Operation costLabour cost
0 2 4 6 8 10
Total cost
TC (total cost) = TFC (total fixed cost) +
TVC (total variable cost).
Cost of Make Cost of buy
Total cost of production= N*P
Total cost of production= F+NV
N = No of quantity
F = Fixed cost
P = Price of single peice
N = No of quantity
V = Variable cost
BEP Problem
Problem:2
Process A has fixed cost Rs 25000 per year & variable cost
of Rs 13 unit,
Process B has fixed costs of Rs 10000 per year & variable
cost of Rs 24 per year,
At what production quantity are the total cost of A&B
equal.
Given:
PROCESS A PROCESS B
FA =25000 FB =25000
VA =25000 VB =25000
NA = NB = N
FA + VA(NA)=FB+ VB(NB)
N=1363.64 Units
Problem:3
A component can be produced on either a capstan lathe
or an automatic lathe different cost for the two machine
is given below
Machine 1: fixed cost Rs500, variable cost Rs 3 per pieces;
Machine 2; fixed cost Rs500, variable cost Rs1 per pieces.
Assume that cycle time for production of the component
is same for both the machine which machine will you
select for producing a)800; b)700 components
N1 = 800 N1 = 700
MACHINE 1 MACHINE 1
total cost =FA+ N1 VA total cost =FA+ N1 VA
=500+800*2 =500+700*2
= =
MACHINE 2 MACHINE 2
total cost =FB+ N1 VA total cost =FB+ N1 VA
=1600+800*0.5 =1600+700*0.5
= =
Problem:4
The initial cost for machine : A is Rs12000& unit
production cost of the machine is rs600 each.
For the other machine : B the initial cost is
Rs48000 & unit production cost of the machine
is rs1200 each. Do break even analysis.
Factor affecting - make or buy decision
Patent Quantity
Quality Availability
of resources
Machine
capacity Demand
Quantity:
• Quantity of the product manufactured is the main
consideration for selection of suitable planning.
• It may affect make or buy decision.
Quality :
• Quality of the product manufactures in the second
consideration for the selection of suitable planning
• It may affect make or buy decision& material.
selection
• Due to this suitable inspection & quality control
method are provided.
PATENT:
• Legal restriction may prevent a company from
making the certain parts, so the part should buy
from outside.
AVAILABILITY OF RESOURCES:
• suitable tools & equipment should be available
to manufacture the components.
• It is need to the worker should be capable of
required skill to manufacture the component,
otherwise it should buy
Machine capacity:
• Another important factor to be considered
when the product is to be manufactured.
• It affect the process selection make or buy
delivery dates & also accuracy of the product
DEMAND:
• If the demand for the product & hence its
components form outside
Methods of process planning
• Manual process planning
• Automated process planning
i. Automated process planning
A. Retrieval CAPP system
B. Generative CAPP system
Manual process planning
• The process of preparation of plan manual is
called Manual process planning.
• The task involves
– examining and interpreting engineering drawing,
– making decision on machine process selection,
– equipment selection operation sequence and
shop practice.
• It depends on skill, judgment & experience
ADVANTAGES DISADVANTAGES
• Required skilled
• Highly flexible labor
• Low investment • More paper work
• Suitable for small • Very complex
scale industries • Time consuming
• More human error
• Reduced
productivity
Automated process planning
• This method of preparation of process
planning software directly from a CAD drawing
automatically is called automated process
planning
Process
Drawing logic Part
plans
• It will eliminate all human error between the
preparation of an engineering drawing and
manufacturing
• It converts the information in the drawing into
process requirements.
• It selects the machine tool and operation so that
the part is produced economically
• It contains the data about the process capabilities
of different processes & machineries
• It give better process plan for the manufacture of
component
Advantage of automated process
planning
• This system play a key role in realizing the
concept of concurrent engineering
• This system bridge the gap between CAD &
CAM
CAPP- Computer Aided Process
Planning
• The method of preparation of process plans
using computer and process planning
software is called as Computer Aided Process
Planning.
Operation
Component Process planning
sequence or
drawing software
process plan
Advantages
• It can reduce the process planning time.
• It can reduce the skill required of a planner.
• It can create more consistent plans.
• It can increase productivity.
• It reduce both process planning &
manufacturing.
VALUE
• Value is measure of benefit provided by a
good or a service provided to worth of cost or
effort given to it
Example : VALUE
Function : time,
Function : time,
Function : time Function : time, date, portable,
Date, portable.
Cost : 2000 portable notification
cost: 2000
cost: 2000 cost: 2000
VALUE ENGINEERING VS VALUE ANALYSIS
Value engineering Value analysis
• It is defined as the process • It is defined as the process
of reducing the cost of the of analysis and evaluation of
producing a product existing product to reduce
without reducing its quality. costs.
• This is concern with new • This is concerned with
product existing product.
• It is used to eliminate • It Is used to identify the
unnecessary cost in product function of a product and to
design & manufacture improve the desired
function at the lowest cost
When to apply the value analysis?
• Development of the new product
• Sales of the product is going to slow down
• rise in cost of production
• poor performance of product
Costing
• It is defined as a system of accounts which
systematically & accurately record every
expenditure.
• It determines the cost of a product after
knowing the different expenses incurred in
various departments during manufacturing
Cost control
• The process of monitoring & regulating the
expenditure of funds is known as cost control.
• It means the procedures & measures by which
the cost of carrying out an activity is kept under
check.
• Aim to control
1. To see that cost do not exceed beyond a certain
level.
2. To perform , must adopt such measure &
procedure
Cost reduction
• The process of identifying & eliminating
unnecessary cost to Improve the profitability of a
business is known as cost reduction
• Cost reduction is a process, aims at lowering the
unit cost of a product manufactured or services
rendered without affecting its quality by using
new & improved methods & techniques.
• Profit can enhanced by reduction of cost or by
increasing the sales.
Cost reduction technique
• Standardization
• Simplification
• Value analysis
• codification
Cost control Cost reduction
It is defines as the process It is the process of reducing
of monitoring & regulating the cost and increasing the
the expenses profit
It saves the total cost It saves the unit cost
Focusing on decreasing the Focusing on decreasing the
total cost unit cost
Temporary in nature Permanent
Past and present Present & future cost
Process may be complete Process is continuous
when the target is achieved
Preventive function Corrective function
Step in value analysis
• Blast
– Selection of product
– Collection of relevant information
– Define the function
• Create
– Create different alternatives
– Examine the alternative
• Refine
– Develop the best alternative
– Implementation of alternative
Selection of product
• Market researches estimated product life
• Changes is trading conditions
• Time & cost to modify tooling, carryout field tests
• Cost effect of increased inventory,
interchangeability and spares
• Overall cost to make the change and likely saving
• Expected variation in labor and material cost
throughout the expected life of the product
Collection of relevant information
• All drawings with technical specification
• All manufacturing details
• Machine layout & instruction sheets
• Time study details
• All cost data & marketing details
• Feature preferred by customers
Define the function
• Identify the primary, secondary & tertiary
function of the product. Specify value content
of each function identify the high cost area
Create different alternatives
• EXAMINE the data at a value group/team
meeting
• RECORD the minutes of each brainstroming
session .
• APPLY the test for value
• PROPOSE further action
• RECORD all the ideas
Examine the alternative
• The record ideas are compared, evaluated
and critically assessed for their virtues, validity
& feasibility as regard their financial and
technical required ideas technically sound &
involving lower cost
Develop the best alternative
The plan made for those ideas which appear
most suitable & promising.
• Investigate suggestions for reducing cost & to
make them practical & acceptable to client
management
• Obtain define prices & cost in order to
estimate cost reduction accurately
Implement
• Implement the recommendations accepted by
the company management.
• Monitor the results as suggested in Value analysis
report.
– Make prototype of best idea
– Record its result
– Do analysis
• The product cost & function analysis is carried
out to assess the net saving as the result of value
analysis
Advantages of value analysis
• Quality of the product is high.
• Improvement in product design
• Cost savings
• Faster cost reduction technique
• Adds to sales income of the product.
PROCESS SELECTION
• Process selection refers to deciding on the
way production of goods or services will be
organized.
• Factor influencing process selection are,
– Economic consideration
– Production rate & unit cost of production
– Durability & dependability
– Lower process rejection
– Longer productive life of machine
Choice of process selection
• Technical process selection
– Major process selection
– Minor process selection
• Specific component choice
• Process flow choice
Technical process selection
Major process selection
• Does the technology exist to make the
product?
• Should the technology be developed in the
country?
• Should the innovation be license from the
foreign country?
Minor process selection
• Whether the process can done continuously
for 24 hours like steel and chemical industries
• Whether the job manufacturing can be done
on a job shop process
• Whether manufacturing can be done in an
assemble line like automobile industries
Specific component choice
• Type of equipment to be used
• The equipment is for specific purpose or
general purpose
• Degree of automation required
• Spliting of activity is going to be performed by
operator and automatic machine
Process flow choice
• How through the product flow in operation
system
• The processes involved – selection of step gives
the material and product through the system.
• To analyze process flow assembly drawing
assembly chart, Route sheets and flow process
chart are used
• This analysis result in resequencing combination
or eliminating operation in order to reduce
material handling and storage costs.
2.7.1 Factors Affecting Selection
Process
• A process is necessary in order to shape, form,
condition and join materials and components
with
• the help of machines and labour in order to
convert raw material into a finished product.
• Break even analysis should be used to find the
cheaper process.
1. Availability of machine
• If enough work has already been allocated to
more efficient equipments, the current work
• may have to be passed on to less efficient
machines to complete the same in time.
2. Delivery date
• An early delivery date may
• (a) Force the use of less efficient machines and,
• (b) Rule out the use of special tools and jigs as
they will take time for design and fabrication
• When the delivery has to be made quickly.
Costlier process may have to be selected.
3. Quantity to be produced
• Small quantity will not probably justify the
high cost of preparation and efficient
• set-ups. Thus, quite possible they may have to
be made on less efficient machines and
• vice-versa.
4. Quality standards
• Quality standards may limit the choice of
making the product on a particular machine,
etc.
5. Current production commitments
• If enough work has already been allocated to
more efficient equipment, the current work
may be passed on the less efficient machine to
complete the same in time.
Machine Capacity
Capacity
• Capacity is a the highest quantity
of output that is possible during that time. Yet,
capacity is at the same time a dynamic concept
which is subject to being changed and managed.
To some extent, it can be adjusted to meet
fluctuating sales levels.
• Machine capacity—definition
• Machine capacity may be defined as the time
available for work at a machine expressed in
machine hours (minutes etc.)
• For example, a machine may have a maximum
capacity of 168machine hours per week (7
days of 24 hours each).
• It is also termed as normal machine capacity.
Planned machine capacity
• If overtime is worked, these extra-hours per week
should be added to the normal machine
• capacity to find the planned machine capacity.
Machine down time
• It is now necessary to subtract time for
maintenance (machine down time), finding the
time
• preferably by reference to the maintenance plan
and to a statistical record of past machine break
• downs.
Idle machine time and machine ancillary time
• Time must be allowed for idle machine time
(waiting for work, no operator etc.) and for
machine
• ancillary time (setting up, cleaning etc.).
Machine running time.
• To find the time actually available for useful work,
the machine running time must be corrected
• up or down, if the average performance in the
factory is more or less than the standard
performance
• used in fixing the standard times for work
operations.
Various level of machine capacity
Maximum machine capacity
Normal machine capacity Planned over time Not working
Planned machine capacity
Machine Idle machine machine machine
running time time ancillary time down time
Machine available time
Machine available time
Standard machine
running time Low performance
ANALYSIS OF MACHINE CAPACITY
• The process of obtaining accurate information regarding the capacity of the
available machines to produce the desired output is known as machine analysis.
An objective of machine analysis:
1. How long will a certain machine take to perform its operation on a unit
quantity of material?
(a) From standard data,
(b) By actual experiment and trial or,
(c) By reference to records of past performance.
2. How many units of material can be processed on this machine per day, week
or month?
Machining time & setup time to be known to calculate total unit to be
machined
3. What is the maximum plant capacity per day for each process on each
material?
by aggregating the number of units which can be processed by
similar machines to give the total plant capacity in units of product.
Important formula
Process and Equipment Selection
Procedure
• Developing a general statement of the manufacturing operations
• Establishing a provisional process to provide each individual feature
identified by the product designer
• the manufacturing engineer should develop a list of process
alternatives
• A careful step-by-step comparison between each phase of the
provisional process with each phase of the alternative process will
allow the manufacturing engineer to select the compromised
position, which optimizes all the elements of cost, quality, flexibility
and inherent risk.
• After completion of process selection it is communicated to the
product engineering, industrial engineering, plant and maintenance
engineering, industrial relations and financial departments.
• After the process has been selected and communicated to all
affected departments, the final detailed processing upon which all
actions depend is initiated
Determination of Man, Machine and
Material Requirements
THE MANPOWER NEEDED IS
CALCULATED
1. Number of man hours required for the load on hand for the
year = H1 hrs.
2. Number of man hours required due to new load for the
year (from the process sheet) = H2 hrs.
3. Allowance for absentism, leave etc. = H3 hrs.
4. Total man hours requirement for the year = H1 + H2 + H3 hrs.
5. Available man hours = H4 hrs.
6. Additional man hours required = H1 + H2 + H3 – H4 (Assume
2000 man hours per man per year)
7. Number of additional men required =(H1 + H2 + H3 – H4 )
In addition to this the number of helpers, supervisors etc. are
also calculated
Determination of Machine and
Equipment Requirement
The requirement of machine and equipment is calculated as follows
1. The load on machines for the year due to the work on hand = H1 hrs.
2. The new load on machines for the year based on the process sheet =
H2 hrs.
3. Therefore total load on machines for the year = (H1 + H2)hrs.
4. Time required for maintenance and machine setting (20% of total
load)= H3 hrs.
5. Number of machine hours per year for one machine= h hrs.
6. Therefore No. of machines required =(H1 + H2 + H3 ) / h
7. Available machines = N2
8. Additional machines required = N1 – N2
The following details are known for helmet manufacturing:
Existing load =6000 machine hours/year; new load =4000 machine hours/year ; available
machines =5; nature of work = single shift/8hours per day , 6day a week/ 52 weeks a year.
Calculate the required addition machines?
• Solution the factory is working on single shift for 8 hours a day. the given margin for Warm up, tools set up, tea
time, etc. so it can be assured that we will have 40 machine hours per week instead of 48 hours. considering
holidays 50 working weeks are available a year.
• The available machine capacity =40*50
= 2000 hrs/ machine/year
• Total load = existing load + Machine load
=6000+ 4000
=10000 hrs.
• Allowance for maintenance at 10% of machine time
= 10%10000
= 1000hrs.
• Allowance for machine set up at 10% of machine time
= 10%10000
= 1000hrs.
• Total machine hours to be production =10000+1000+1000
=12000hrs.
• Number of machine required =12000/2000
=6
• Available machine =5
• Extra machine required= 6-5=1
The requirement of material is
calculated
1. Material required for work already on hand =
Q1
2. Material required for the new work as per the
bill of material (including wastage) = Q2
3. Total material requirement = Q1 + Q2
4. Material available in stores = Q3
5. Additional material to be purchased = (Q1
+Q2) –Q3.
Bill of material
• Bill of material is a means of determining, purchasing and
production order requirements.
• It should indicate if the part is to be manufactured or purchased.
• The production control department uses the bill of material to
determine manufacturing and scheduling dates. Process
engineering uses it as a checklist to complete their work.
• Methods engineering uses it in the preparation of time allowances
for assembling operations.
• Accumulations are made by the stores department according to the
bill of material.
• They in turn set up the shortage lists for use by expediters of the
production-control department.
• Releases by assembly units are made by the finished stores
department in accordance with the bills of material.
Information usually required on the bill of material form
includes
1. The product name.
2. Product code identification.
3. Sheet number.
4. Use.
5. Date of preparation.
6. Name/initials of preparer.
7. Name/initials of checker.
8. Item numbers.
9. Make/purchase designations.
10. Subassembly part numbers and names.
11. Quantity requirements, and
12. Material used in each part.
Jigs & Fixtures
Selection of jigs, fixtures and other
special attachments
• These supporting devices are necessary:
• To give higher production rate.
• To reduce cost of production per piece.
• Selection of cutting tools and inspection
gauges:
• Reduce production time.
• Inspect accurately and at a faster rate.
Use of jigs and fixture
• They are used in machining, assembling,
inspection, operation in mass production.
• Mass production of work piece is based on the
concept of interchangeability according to
which every part will be produced within an
established tolerance.
• They eliminate special for each individual part
• Once a jig or a fixture is properly set, multiple
no product can be produced.
Factors Influencing Choice of
Machinery
1. Accuracy
2. Rate of output
3. Cost
Accuracy
• The machine should be capable of giving the accuracy required.
Accuracy is the key factor for the product sales.
• High accuracy machines produces high quality products whereas
low accuracy machines leads to low quality products.
• The accuracy of the machine is selected depending upon the
required product.
• If the product to be produced is very important in the system or
functional part of the system, high quality is required, example,
pressure relief valve in the steam boiler, piston’s used in automobile
engines
• In this case high accuracy machines should be selected.
• If the product to be produced by the machine is not so important or
not a functional part of the system, low quality is enough and low
quality machines should be selected.
Rate of output
• The machine should be capable of giving the required rate
of output.
• The machine to be selected is depending upon the rate of
output required.
• If the output required is less we have to select conventional
machines such as lathe, drilling machine, shaper, planner
etc.
• If the output required is more, the automatic machines
such as capstan and turret lathes, NC machines, CNC
machines etc. to be selected.
Cost
• The machine producing the given quantity of product at the
least cost should be selec
Selection of Machinery
• While selecting the machine for a particular
product (or) process, the following methods
are used:
• 1. Selection among the two suitable machines.
• 2. Break-even point analysis.
• 3. Production cost comparison.
• 4. Process-cost comparison
Selection among Suitable Machines
• If for a job, the choice lies between two • D = Annual allowance for depreciation on
suitable machines, then the machine with first machine %
the lower cost per unit of production will be • d = Annual allowance for depreciation on
selected. second machine, %
• For this, the unit cost for each machine is • M = Annual allowance for maintenance on
calculated in first machine, %
• the following manner: • m = Annual allowance for maintenance on
• C = First cost of first machine (installed). second machine, %
• c = First cost of second machine (installed). • P = Annual cost of power for first machine.
• N = Annual production of first machine. • p = Annual cost of power for second
• n = Annual production of second machine. machine.
• L = Annual labour cost on first machine. • X = Unit production cost on first machine.
• l = Annual labour cost on second machine. • x = Unit production cost on second machine.
• B = Annual labour burden on first machine, % • F = Saving in floor space per year, of first over
• b = Annual labour burden on second second machine.
machine, %
• I = Rate of interest, %
• T = Rate of taxes and insurance, %
• Annual cost of a machine is given as,
• Total cost = Fixed cost +Variable cost.
• For the first machine,
• Fixed cost = C(I+T+D+M)
• Variable cost = L+BL+P
Work study
• Work study is the study of human work in all
aspect in order to increase the effectiveness with
which the work is done .
• Work study aims at achieving higher productivity
by finding the most efficient use of the available
resources to create a prescribed output
• Work study is a term used to embrace the
technique of method study and work
measurement which are employed to ensure the
best possible use of human & their resources.
Work study
Method study Work measurement
1. select task to be studied 1. Select the task to be studied.
2. Record the facts 2. Record the facts
3. Examine the facts 3. Analysis the facts
4. Develop the new method 4. Measure the task
5. Install the new method 5. Compile the standard time
6. maintain 6. Related time for method used
High productivity
Objective of work study
• To establish the standard of performance.
• To establish human work
• To reduce work content of the product.
• To reduce material handling.
• To reduce wastages.
• To improve product quality.
• To simplify & standardize the method,
material, tool and equipement.
Concept of work content
1. Basic work content:
It is a minimum time theoretically required to do an operation or
job. This cannot be reduced. It results in
• The design and specification are prefect.
• Process of manufacture is exactly followed.
• No loss of working time due to any of the reasons.
2. Excess work content:
The actual time required to complete an operation or job
is more than the basic time in practical situations. This
addition portion of work content is called excess work
content.
Total work content = basic work content +excess work content
Techniques to reduce work content
1. Management technique to reduce work content due to product.
I. Product development.
II. Standardization.
III. Value analysis.
IV. Market research .
2. Management technique to reduce work content due to process or methods.
1. Process planning .
2. Methods study.
3. Management technique to reduce ineffective time due to Management.
1. Product standardization & simplification.
2. Product specialization.
3. Standardization of component.
4. Production planning control & control.
5. Material control.
6. plant maintenance .
7. Safety measures.
4. Management technique to reduce ineffective time within control of the workers.
1. Sound personnel policies .
2. Operators training.
3. Safety training.
4. Financial incentives.
METHOD STUDY
• Method study is the technique of systematic recording and critical
examination of existing and proposed ways of doing work and
developing an easier and economical method.
Objectives of Method Study
1. Improvement of manufacturing processes and procedures.
2. Improvement of working conditions.
3. Improvement of plant layout and work place layout.
4. Reducing the human effort and fatigue.
5. Reducing material handling
6. Improvement of plant and equipment design.
7. Improvement in the utility of material, machines and manpower.
8. Standardisation of method.
9. Improvement in safety standard.
BASIC PROCEDURE FOR METHOD
STUDY
1. Select the work to be studied.
2. Record all facts about the method by direct
observation.
3. Examine the above facts critically.
4. Develop the most efficient and economic
method.
5. Define the new method.
6. Install the new method.
7. Maintain the new method by regular checking.
1. Select
While selecting a job for doing method study,
the following factors are considered:
• (a) Economical factors.
• (b) Human factors.
• (c) Technical factors.
(a) Economical Factors
• Bottleneck operation which are holding up
other production operations
• Operation involve excessive labor.
• Operation producing lots of scraps or
defectives.
• Operations having poor utilization of
resources.
(b) Human Factors
• Job having inconsistence quality.
• Operation generating lots of scraps
• Frequent complaints from workers regarding
the job
(c) Technical Factors
• Worker complaining about unnecessary and
tiring work.
• More frequency of accident.
• Inconsistent earnings.
2. Record
1. Process chart
1. Outline process chart.
2. Flow process chart.
1. Man.
2. Material.
3. Machinery.
3. Two handed process chart.
4. Multiple activity chart.
2. Diagram
1. Flow diagram.
2. String diagram.
3. Cycle graph.
4. Choro cyclegraph.
3. Motions & film analysis.
1. Simo chart.
4. Models.
3. Examine
• Critical examination is done by questioning technique.
This step comes after the method is recorded by
suitable charts and diagrams.
• The individual activity is examined by putting a number
of questions.
The following factors are questioned
• 1. Purpose – what is done?
• 2. Place – where it is done?
• 3. Sequence – when it is done?
• 4. Person – who does it?
• 5. Means – how is it done?
4. Develop
• It is used to improve the practice of method
study
• Method should be
– Practical & feasible
– Safe & effective
– Economical
– Acceptable to design, production control, quality
control & sale.
5. Install
• This step is the most difficult stage in method study.
• This method is to install the proposed method as the
standard method
• Installation consists of three phases
• Planning
• Arranging
• Implementing
(a) Gaining acceptance of the change by supervisor.
(b) Getting approval of management.
(c) Gaining the acceptance of change by workers and trade unions.
(d) Giving training to operators in the new method.
(e) To be in close contact with the progress of the job until it is
satisfactorily executed.
6. Maintain
• It should be maintained on its specified form
& its is not allowed to slip back to old form.
• Ensure proper function of the installed
methods by periodic check & verifications.
• The purpose of checked & review is to find
the deviation from authorized one.
• Incase of deviation, should be deviat
ERGONOMICS
• Ergons means ‘work’ and Nomos means ‘Natural
laws’.
• Ergonomics or its American equivalent ‘Human
Engineering may be defined as the scientific
study of the relationship between man and his
working environments.
• Ergonomics implies ‘Fitting the job to the worker’.
Ergonomics combines the knowledge of a
psychologist, physiologist, anatomist, engineer,
anthropologist and a biometrician
OBJECTIVES OF THE STUDY OF
ERGONOMICS
• To enhance the efficiency & effectiveness of
activity in order to increase productivity &
reduce error.
• To enhance human value including safety,
reduce stress & fatigue, improve quality of life.
• The design of a work place befitting the needs
and requirements of the worker.
Applications
Working environments
• The environment aspect includes considerations regarding light, climatic conditions (i.e.,
temperature, humidity and fresh air circulation), noise, bad odour, smokes, fumes, etc.,
which affect the health and efficiency of a worker.
• Day light should be reinforced with artificial lights, depending upon the nature of work.
• The environment should be well-ventilated and comfortable.
• Dust and fume collectors should preferably be attached with the equipments giving rise to
them.
• Glares and reflections coming from glazed and polished surfaces should be avoided.
• For better perception, different parts or sub-systems of equipment should be coloured
suitably. Colours also add to the sense of pleasure.
• Excessive contrast, owing of colour or badly located windows, etc., should be eluded.
• Noise, no doubt distracts the attention (thoughts, mind) but if it is slow and continuous,
workers become habituated to it. When the noise is high pitched, intermittent or sudden, it is
more dangerous and needs to be dampened by isolating the place of noise and through the
use of sound absorbing materials
EXAMPLE
Height of the chair and work bench should be arranged in a way
that permits comfortable work posture. To ensure this
[Link] of the chair should be such that top of the work table is about 50 mm below the elbow level of the
operator.
[Link] of the table should be such that worker can work in both standing and sitting positions.
[Link] foot rests should be provided for sitting workers.
[Link] situation with respect to bench heights and seat heights.
[Link] height and back of the chair should be adjustable.
VI. Display panel should be at right angles to the line or sight of the operator.
2. Work place layout
Design considerations
• Materials and tools should be available at their predetermined places and close to the
worker.
• Tools and materials should preferably be located in the order in which they will be used.
• The supply of materials or parts, if similar work is to be done by each hand, should be
duplicated. That is materials or parts to be assembled by right hand should be kept on right
hand side and those to be assembled by the left hand should be kept on left hand side.
• Gravity should be employed, wherever possible, to make raw materials reach the operator
and to deliver material at its destination (e.g., dropping material through a chute).
• An instrument with a pointer should be employed for check readings where as for
quantitative readings, digital type of instrument should be preferred.
• Hand tools should be possible to be picked up with least disturbance or rhythm and
symmetry of movements.
• Foot pedals should be used, wherever possible, for clamping declamping and for disposal of
finished work.
• Handles, levers and foot pedals should be possible to be operated without changing body
position.
• Work place must be properly illuminated and should be free from glare to avoid eye strain.
• Work place should be free from the presence of disagreeable elements like heat, smoke, dust,
noise, excess humidity, vibrations etc.
Actual working area: it is most convenient area of working.
MAXIMUM WORKING AREA: Accessible with full arm stretch
NORMAL WORKING AREA : it is within the easy reach of the operator.
