Time and motion study

A time and motion study (or time-motion study) is a business efficiency technique combining the Time Study work of Frederick Winslow Taylor with the Motion Study work of Frank and Lillian Gilbreth (not to be confused with their son, best known through the biographical 1950 film and book Cheaper by the Dozen). It is a major part of scientific management (Taylorism). After its first introduction, time study developed in the direction of establishing standard times, while motion study evolved into a technique for improving work methods. The two techniques became integrated and refined into a widely accepted method applicable to the improvement and upgrading of work systems. This integrated approach to work system improvement is known as methods engineering.

Time and motion study have to be used together in order to achieve rational and reasonable results. It is particularly important that effort be applied in motion study to insure equitable results when time study is used. In fact, much of the difficulty with time study is a result of applying it without a thorough study of the motion pattern of the job. Motion study can be considered the foundation for time study. The time study measures the time required to perform a given task in accordance with a specified method and is valid only so long as the method is continued. Time studies are applied today to industrial as well as service organizations, including banks, schools and hospitals. Once a new work method is developed, the time study must be changed to agree with the new method.

Time study is a direct and continuous observation of a task, using a timekeeping device (stopwatch for example) to record the time taken for accomplish a task. After recording the time, the worker’s performance time (level) is recorded, and then the data are used to make the standard time for the task. Personal time, fatigue, and delays are then added to the standard time.

Stopwatch time study is often used when (i) there are repetitive work cycles of short to long duration, (ii) wide variety of dissimilar work is performed, or (iii) process control elements constitute a part of the cycle.

Purpose

The main objective of a time and motion study is to determine reliable time standards for the efficient and effective management of operations. Through the establishment of reliable and accurate time standards, companies can better define their capacity or output, thus increasing the efficiency of equipment and obtaining optimum utilization of the workforce.

Time standards can be used to investigate the difference between actual and standard performance and take appropriate action where necessary. It can also be used to facilitate job design as a basis for comparing different work methods, introducing sound production controls, designing an efficient workplace layout, and balancing between work schedules and available manpower. Other benefits include budgetary control, development of incentive plans, and ensuring that quality specifications are met.

History

Frank B. and Lillian Gilbreth were the first to conduct time and motion studies, starting in 1920. The Gilbreths showed the importance of the total working environment by reducing unnecessary motions.

The Gilbreth's best known experiment involved bricklaying. Through carefully scrutinising a bricklayer's job, Frank Gilbreth reduced the number of motions in laying a brick from 18 to about 5. Hence the bricklayer both increased productivity and decreased fatigue.

The Gilbreths developed what they called therbligs ("therblig" being "Gilbreth" spelled almost backwards), a classification scheme comprising 18 basic hand motions.

Direct time study procedure

Following is the procedure developed by Mikell Groover for a direct time study:

1. Define and document the standard method.
2. Divide the task into work elements.

   Steps 1 and 2 These two steps are primary steps conducted prior to actual timing. They familiarize the analyst with the task and allow the analyst to attempt to improve the work procedure before defining the standard time.

3. Time the work elements to obtain the observed time for the task.
4. Evaluate the worker’s pace relative to standard performance (performance rating), to determine the normal time.

   Note that steps 3 and 4 are accomplished simultaneously. During these steps, several different work cycles are timed, and each cycle performance is rated independently. Finally, the values collected at these steps are averaged to get the normalized time.

5. Apply an allowance to the normal time to compute the standard time. The allowance factors that are needed in the work are then added to compute the standard time for the task.

See also

• Human factors
• Ergonomics
• Methods-Time Measurement
• Predetermined motion time system
• Standard time

References

• Ben-Gal I., Wangenheim M. and Shtub A. "A new standardization model for physician staffing at hospitals" The International Journal of Production and Performance Management, Volume 59, Issue 8, 2010. Available at: http://www.eng.tau.ac.il/~bengal/Staffing.pdf
• Pigage, L. and Tucker, J. (1954), Motion and time study, Institute of Labor and Industrial Relations Bulletin, University of Illinois, Illinois, Vol. 6, No. 24. Available at: http://hdl.handle.net/2142/9385
• Robbins, S.P., Bergman, R., Stagg, L. and Coulter, M. (2003), Management, 3rd edition, Prentice, Sydney, Australia.
• Salvendy, G. (Ed.) (2001). Handbook of Industrial Engineering: Technology and Operations Management, third edition, John Wiley & Sons, Hoboken, NJ.
• Zandin, K. (Ed.) (2001). Maynard's Industrial Engineering Handbook, 5th edition, McGraw-Hill, New York, NY.
• Groover, Mikell P. (2007). Work Systems and Methods, Measurement, and Management of Work, Pearson Education International.

External links

• Encyclopedia.com