POM (Martin, pp.
15-22) PROCESS PLANNING
This involves determining the required input resources to be used in the process. 1. OPERATION ANALYSIS 2. PROCESS ANALYSIS
8.
MAINTAIN the new standard practice by proper control procedure.
THINGS TO CONSIDER IN PROCESS PLANNING If the operation can completely satisfy the desired output and cost. If quality will be assured What the manpower requirements are What specific equipment are needed If the process flow that has been designed is totally justifiable PROCESS PRINCIPLES Work should move progressively forward. Duplication must be eliminated. Unnecessary steps or distances should be removed. Time required to process should be minimal. Preference of mechanical over manual for routine jobs. METHODS STUDY BASIC PROCEDURES 1. SELECT the job to be studied. 2. RECORD from direct observation the details using the most suitable recording techniques. 3. EXAMINE the recorded facts critically and challenge everything that is done. 4. DEVELOP the most economic method taking into account all circumstances. 5. MEASURE the quantity of work involved in methods selected and calculates a standard time for doing it. 6. DEFINE the new method so that it can always be identified. 7. INSTALL the new method in defined time.
METHODS CHARTS CHARTS INDICATING PROCESS SEQUENCE OUTLINE PROCESS CHARTS gives an over-all pictograph by recording in sequence only the main activities. TWO-HANDED PROCESS CHART (or Left hand-Right hand chart) FLOW PROCESS CHART sets out the sequence of the flow of the product or process by recording all events under review. Man-type Material Machine CHARTS USING TIME-SCALE Multiple Activity Chart SIMO chart (Simultaneous Motion Cycle chart) CHARTS SHOWING MOVEMENTS Flow diagram String diagram Travel chart Cycle graph Chronocycle graph TERMS Multiple Activity chart Activities of more than one man or machine are recorded on a common time scale Two handed Process chart Activities performed by two hands of worker are recorded on a common time scale SIMO chart Detailed version of two handed process chart (micromotion study) Flow diagram Shows the relative position of machines and equipments and marks the path followed by man and material
String diagram similar to flow diagram except that path is traced by a continuous string or thread PAGE 1 Cycle graph To study the path of movement of operators hands Chronocycle graph Similar to cycle graph except that along with path it also shows direction and speed of movement. This is done by interrupting the light source so that path appears as a series of dots. SYMBOLS USED IN PROCESS CHART
OPERATION
DELAY
Also referred to as Time Study. It seeks to establish the average cycle time that could be attained by a normal worker performing at a normal level of effort. BASIC PROCEDURES: 1. Select the work to be studied. 2. Select a competent and cooperative worker. 3. Breakdown the method used in the job into its logical elements and record them in sequence in which they are to be performed. 4. Calculate the average elemental times by taking the simple arithmetic means of the observed times. 5. Rate the performance of the operator. 6. Add allowances to normal times for personal needs, unavoidable delays and fatigues. Methods that can be used in Rating the Job Activity
INSPECTION
STORAGE
Synthetic rating - actual observed time for one or more of the job
cycle elements are compared to predetermined time standards.
Objective rating speed or pace is rated first, ignoring the job
TRANSPORT
conditions. An adjustment is then made to take into account the level of job difficulty.
Westinghouse system rating - is based on four factors: skill, effort,
MOTION ECONOMY EMPHASIZES THE IMPORTANCE OF MAKING THE MAXIMUM USAGE OF THE HUMAN BODY IN THE WORK CYCLE. BASIC PRINCIPLES: Work must be within reach Finger motions are simpler than those requiring the use of the entire arm. Both hands to be used since amount of work can greatly increased if done so. Circular rhythmic motions are preferred over zigzag or straightforward movements. Motions must be continuous. WORK MEASUREMENT conditions, and consistency. Each of these factors are rated separately and then combined to give a weighted rating average that will be applied. EXAMPLE: If a jobs standard time is eight hours and a worker actually takes six hours. What is the workers performance rating? FORMULA PERFORMANCE RATING = Standard time x 100% Actual time P.R. = (8/6) x (100%) = 133% above standard
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