METHOD STUDY MOTION STUDY PART I WORK STUDY

METHOD STUDY (MOTION STUDY) PART I WORK STUDY (IE 411)

METHOD STUDY What is method / motion study? As it was previously given, the definition of method study is as follows; “Method/Motion Study is the 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 costs. ” Method studies are performed for the elimination of waste. A method study can be considered as a design activity for a job including the construction of respective work station and training of the respective worker. In some literature (prior to 1980’s), the terms “method study” and “motion study” were defined separately where the latter one is related with hand eye motions of the worker. However, currently both terms are used with the same meaning. And in our course, both of them will be considered as same. 2

METHOD STUDY Today some literature subdivides “method study” into “macromotion study” and “micromotion study” where each meaning “study of a process flow” and “study of a specified operation” respectively. However, we will not classify method studies according to their scale during this course. We will handle the subject as a whole keeping in mind that, there a number of method study techniques for tackling problems on all scales from the plant layout to the smallest movements of workers on repetetive work. Objectives of method study The objectives of a method study, independent of its scale, can be summarized as follows; v. The improvement of processes and procedures, v. The improvement of factory, shop and work place layout and of the design of plant and equipment, v. Economy in human effort and the reduction of unnecessary fatigue, v. Improvement in the use of materials, machines and manpower, v. The development of a better physical working environment. 3

METHOD STUDY – The Procedure Basic procedure Previously we had reviewed the basic procedure of “work study” which was covering both “method study” and “work measurement”. Excluding the work measurement step, we can summarize the basic procedure for method study as; 1. Select the work to be studied. 2. Record all the relevant facts about the present method by direct observation. 3. Examine those facts critically and in ordered sequence, using the techniques best suited to the purpose. 4. Develop the most practical, economic and effective method. 5. Define the new method so tahat it can always be identified. 6. Install that method as standard practice. 7. Maintain that standard practice by regular routine checks. None of the above seven steps can be excluded when conducting a method study. Stric adherence to their sequence and content is a must for the success of the respec_ tive study. 4

METHOD STUDY – The Procedure 1 METHOD STUDY (to improve methods of production) SELECT work to be studied with economic advantage DEFINE SCOPE of study A (Source: International Labour Office, Introduction to Work Study, third edition, page 81) 5

METHOD STUDY – The Procedure A 2 RECORD facts for LAYOUT by means of; Flow diagram Operations Chart Process Chart Flow Process Charts Work Cell Load Chart Routing Sheet String Diagram Models (Source: International Labour Office, Introduction to Work Study, third edition, page 81) At WORK PLACE by means of; Operations Analysis Chart Operator/Machine Chart Multiactivity Chart Gang Chart Multimachine Chart Left Hand/Right Hand Chart Simo Chart B 6

METHOD STUDY – The Procedure B 3 EXAMINE facts critically CHALLENGE Purpose – Place – Sequence – Person - Means Seek Alternatives Find pointers ELIMINATE COMBINE or CHANGE (Source: International Labour Office, Introduction to Work Study, third edition, page 81) SIMPLIFY C 7

METHOD STUDY – The Procedure C 4 DEVELOP a record of an improved method With respect to; v. Planning & control, v. Material handling, v. General environment and working conditions, v. Plant layout. RE-EXAMINE the record and establish BEST METHOD under prevailing conditions With respect to; v. Mechanical aids, v. Manual controls & visual instruments, v. Equipment design, v. Jigs & fixtures, v. Local working conditions. 5 DEFINE Process or procedure – Layout – Equipment – Materials - Quality – Instructions – Working conditions D (Source: International Labour Office, Introduction to Work Study, third edition, page 81) 8

METHOD STUDY – The Procedure D 6 INSTALL the improved method 7 ( Plan – Arrange – Implement ) MAINTAIN ( Verify at regular intervals that the improved method as defined is in use) To Achieve v Improved factory and work place layout v Improved design of equipment v Better working conditions v Reduction of fatigue Resulting in improved use of v Material v Plant, equipment and machinery v Manpower HIGHER PRODUCTIVITY (Source: International Labour Office, Introduction to Work Study, third edition, page 81) 9

METHOD STUDY – The Procedure 1 Selecting the work to be studied – basic factors to be considered When a work study man is considering whether a method study investigation is to be carried out for a specific job, he has to consider some factors which can be summarized as follows; I. Economic considerations : Economic considerations will be important at all stages of a method study. If the economic importance of the job is small, or if it is not expected to run for long, it will be a waste of time and effort to start or to continue an investigation. Thus, the answers for two questions will be of critical importance; v. Will it pay to begin a method study of this job? v. Will it pay to continue this study? Obvious choices at the first glance will be; 1. 2. 3. “bottlenecks” which are holding up other operations, movements of material/product over long distances between shops or operations, operations involving repetetive work using great deal of labor and liable to run for a long time. 10

METHOD STUDY – The Procedure II. Technical considerations : Technical knowledge about a process is normally required when starting a method study for it. Usually such a support is provided by a technical specialist of the subject when required. As an example for such a case, think about a machine tool which causes a bottleneck in production because of its processing speed. The decision for using a high speed cutting tools will require the consideration of whether the process can be speeded up effectively, or the machine itself is not robust enough to perform the faster cut. This problem will require the advice of a machine tool expert. III. Human reactions : This topic is one of the most important considerations. The success of an investigation or a method study itself is strongly dependent on mental and emotional reactions of union representatives, management, foreman and workers. So, the first step should be to instruct these people in the general principles and objectives of method study. No matter how much a job seems to be promising with respect to economical point of view, it is better to leave it alone if it appears to be leading to unrest and ill-feeling among the people. In time, as the successful results obtained on other jobs and people doing those jobs become aware of the benefits, it will be easier to go back to the original choice. 11

METHOD STUDY – The Procedure 1 Selecting the work to be studied – The Range of Jobs The range of jobs which can be subjected to method study is very wide. Type of Job Examples Recording technique Manufacture of an electric motor from raw material to dispatch. Outline process chart Operations chart Flow process chart Flow diagram Factory layout : Movement of materials Movements of diesel engine cylinder head through all machining operations. Outline process chart, Ops. chart Flow process chart (material type) Flow diagram Travel chart Models Factory layout : Movement of workers Cooks preparing meal in a restaurant kitchen. Material handling Loading trucks with finihed products. Work station layout Range of Jobs for Method Study Complete sequence of manufacture Light assembly work on a bench. Gang work or automatic machine operation Assembly line, Operator looking after one or more machines. Multiple activity chart (man/mach) Flow process chart (equipment typ) Movement of operatives at work Female workers on short cycle repetetive work. Film analysis Simo chart Memotion photography Micromotion analysis Flow process chart (man type) String diagram travel chart Flow process chart (material type) Flow diagram String diagram Flow process chart (man type) Left/Right hand process chart Multiple activity chart (man/mach) Simo chart, Cyclegraph, Chronocyc 12

METHOD STUDY – The Procedure 1 Selecting the work to be studied – Checklist for selection of job Subject 1. Product and operation Manufacturing process at work center ______ , CNC router. 2. Person who proposes investigation Checklist for Comparison of Candidate Jobs Questions to be answered Respective manufacturing control unit. 3. Reason for proposal Creates bottleneck. 4. Suggested limits of investigation Define the scope of subject method study (such as; “start with receiving new shop order - end when the parts on it are ready for next operation”). 5. Particulars of the job (a) How much/many produced or handled per week? (b) What is the % with respect to overall production or handling? (c) How log will the job continue? (d) Will more or less required in nfuture? (e) how many operatives are employed on the job (directly & indirectly)? (f) How many operatives are in each grade and on each rate of pay? (g) What is the average output per worker (per team) per day? (h) What is the daily output compared with a shorter period (e. g. an hour)? (i) How is payment made (team work, piecework, premium bonus, time rate, etc)? (j) What is the daily output (best and worst workers)? (k) When were production standards set? (l) Does the job has any unpleasant or injurious features (both workers and supervisors point of view)? 13

METHOD STUDY – The Procedure Subject Questions to be answered 6. Equipment (a) What is the approximate cost of plant and equipment? (b) What is the present machine utilization index? (run time/availability time) 7. Layout (a) Is the existing space allowed for the job enough? (b) Is extra space available? (c) Does the space already occupied need reducing? 8. Product (a) Are there frequent design changes causing modifications? (b) Is it possible to alter the product for easier production? (c) What quality is demanded? (d) When and how the product is inspected? 9. What savings or productivity improvement is expected. (a) Through reduction in the work content of product or process. (b) Through better machine utilization. (c) Through better use of labor. (Figures may be given in terms of money, manhours or machinehours). Tackle first the job most likely to have the greatest overall effect on the productivity of the factory or shop!!! 14

METHOD STUDY – The Procedure 2 3 I. 4 RECORD, EXAMINE, DEVELOP RECORDING THE FACTS The next step following the selection of job to be studied is to record all the facts related to existing method. The success of the whole procedure will depend on the accuracy with which the facts are recorded, because, they will provide the basis for both the critical examination and the development of the improved method. The usual way of recording facts is to write them down. It is a very difficult task even for a simple job which takes a few minutes, since the description of everything done may take hours of careful observation and several pages of plain writing. In order to overcome this difficulty some techniques or tools of recording have been developed. These techniques provide standard forms where detailed information can be recorded precisely. Thus, every method study man understands the same thing by looking at these documents independent of the factory or country in which they are working. Most common recording techniques are “charts” and “diagrams” which are “standard” and each of which has its own special purpose. We will see their descriptions and specific purpose of use in following sections of this course. 15

METHOD STUDY – The Procedure Just for now, we can divide these charts and diagrams into two basic groups according to the level of information which they contain. v. Those which are used to record “process sequence” : They show series of events or happenings in the order in which they occur , but which do not depict the events to scale. v Those which record events, also in sequence, but on a time scale, so that the interaction of related events may be more easily studied. The names of most commonly used charts and diagrams were given in preceeding sections. Now we can classify some them according to the above given explanation ; CHARTS Indicating Process SEQUENCE only Indicating Process Seq. & using a TIME SCALE Indicating movements DIAGRAMS Outline Process Chart Opeations chart Flow Process Chart L/R Hand Process chart Multiple Activity Chart Simo Chart Flow Diagram, String Diagram, Cyclegraph, Chronocyclegraph, Travel Chart 16

METHOD STUDY – The Procedure PROCESS CHART SYMBOLS : Recording of facts about a job or operation on a process chart is much easier by the use of a set of five standard symbols which are recommended by the American Society of Mechanical Engineers. These symbols represent all the different types of activity or event likely to be encountered in any factory shop floor or office. Thus, they serve as a very convenient shorthand, showing clearly what is happening in sequence and saving a lot of writing time and effort. Symbol Meaning Description OPERATION Indicates the main steps in a process, method or procedure. Means that, the material, part, product or service which is the subject of the study is being modified or changed towards its completion. In office type work (service) an operation is said to take place when information is given or received or when planning or calculating takes place. INSPECTION Indicates an inspection for quality and/or check for quantity. An inspection does not take the material or service any nearer to its completion. It only verifies that whether an operation is carried out correctly with respect to quality or quantity. 17

METHOD STUDY – The Procedure Symbol Meaning TRANSPORT Description Indicates the movement of workers, materials or equipment from place to another except when such movements are part of an operation. TEMPORARY STORAGE or DELAY Indicates a delay in the sequence of events (work waiting between consecutive operations or any object laid aside temporarily until when it is required). Examples are; jobs stacked on shop floor between operations, incoming cases waiting for unpacking, parts waiting to be placed into storage bins or a letter waiting to be signed. PERMANENT STORAGE Indicates a controlled storage in which material is received into or issued from a storage area under some form of authorization. Thus a permanent storage occurs when an object is kept and protected against unauthorized removal. COMBINED ACTIVITIES When it is desired to show activities performed at the same time or by the same operator at the same work station, the symbols for those activities are combined. 18

METHOD STUDY – The Procedure THE OUTLINE PROCESS CHART : “An outline process chart is a type of process chart giving an overall picture by recording only the main operations and inspections in the sequence which they occur. ” In outline process charts, who does the respective operations and inspections and where they are done are omitted. Only a brief note about the nature of each operation and inspection and, if known, the time allowed is given beside the respective symbol. Thus, an outline process chart often proves to be valuable, since it provides a brief view of the whole process or activity before going into a detailed study. Example 12 : Outline process chart for assembling a switch rotor When preparing an outline process chart, it is usually convenient to start with a vertical line down the right hand side of the page to show the operations and inspections performed on the main component of the assembly. In this case it is the “spindle”. 19

METHOD STUDY – The Procedure STOP PIN PLASTIC MOULDING 5 mm diameter, BSS 32/4 steel PF Resin Moulding SPINDLE 10 mm diameter, S. 69 steel Turn 2 mm dia shank, chamfer 10 end and part off on a capstan lathe (0, 025 hrs). 7 Face on both sides, bore the cored hole and ream to size on a capstan lathe (0, 080 hrs). 11 Remove the pip on a linisher (0, 005 hrs). 8 Drill cross hole (for stop pin) and burr on two spindle drill press (0, 022 hrs). 4 Final check for dimensions & finish (no time). 5 Inspect for dimensions & finish (no time). 12 Degreasing (0, 0015 hrs) Face, turn, undercut and part off on a capstan lathe (0, 025 hrs). 2 Face opposite end on the same machine (0, 010 hrs). 1 Inspect dimensions & finish (no time). 3 Mill 4 flats on end, horizantal mill (0, 070 hrs) 4 Remove chips at deburr bench (0, 020 hrs). 1 2 Final inspect of machining (no time). 13 Cadmium plating (0, 006 hrs) 5 Degreasing (0, 0015 hours). Final check (no time). 6 Cadmium plating (0, 008 hours). 3 Final check (no time). 9 Assemble the moulding to the small end of the spindle and drill the stop pin hole (0, 020 hrs) 6 OUTLINE PROCESS CHART SWITCH & ROTOR ASSEMBLY 14 7 Stop pin is fitted to the assembly and lightly riveted to retain it in position (0, 045 hrs) Final inspection of the completed assembly (no time). 20

METHOD STUDY – The Procedure In the above outline process chart, see that the operations and inspections for the plastic moulding are on the first vertical line which is located on the left of the line for spindle. The reason for this is that plastic moulding is the first component which is to be assembled to the spindle. Since, stop pin is the last item to be assembled the vertical line for it is placed further to the left. Thus, in an outline process chart, the components of an assembly are placed from right to left in the order in which they are going to be assembled to the main item. Also note the method of numbering the operations and inspections in example 12. 21

METHOD STUDY – The Procedure Some conventions used when drawing outline process charts : Component Part Main Assembly 6 3 7 Now Assembly Change in size or condition 8 9 Repeat 3 more times Repeats (Note the number of following operation (16)). 16 19 17 20 4 5 18 Alternative routings 22

METHOD STUDY – The Procedure OPERATIONS CHART : The Operations Chart has the symbol “circle” for each operation required to fabricate each part, to assemble each to the final assembly and to pack out the finished product. Every required production step, every job and every part is included. It resembles to outline process chart in appearance. Operations chart shows the introduction of raw materials at the top of the chart, on a horizantal line. The number of parts which goes into the final product determines the size and complexity of the operations chart just as it does for the outline process chart. Below the raw material line, a vertical line will be drawn connecting the operation steps (circles) in fabricating the respective raw material into finished part. Plotting the fabrication steps of each part : Lathe: Cut to length 05 Mill slot 10 Drill hole 15 100 Notation : 10 250 Operation number 4 Pieces / hour Hours / 1000 500 2 16 hrs Target quantity Total hrs to make 1000 pieces 23

METHOD STUDY – The Procedure Once the fabrication steps of each part are plotted, the parts flow together into assembly. As in the case of outline process chart, the first part to start the assembly (main item) usually located at the far right hand side of the page. The second part is shown to the left of that, etc. , working from right to left. Constructing the Operations Chart : Part 4 Part 3 Part 2 Part 1 Subassemble part 4 to part 3 Rivet Some parts require no fabrication steps. These are called “buyouts”. Such parts are introduced above the operation at which they will be used. Assemble part 3 and part 2 to part 1 24

METHOD STUDY – The Procedure 25

METHOD STUDY – The Procedure FLOW PROCESS CHART : Once the general picture of the process has been established by the use of an outline process chart or operation chart, it is possible to go into more detail. Such a detail can be obtained by constructing a “flow process chart”. “A flow process chart is a proces chart setting out the sequence of the flow of a product or a procedure by recording all events under review using the appropriate process chart symbols. ” A flow Process Chart may be one of the following three types Equipment type. . . Man type. . . (which records what the worker does) Material type. . . (which records how material is handled or treated) (which records how the equipment is used) 26

METHOD STUDY – The Procedure Flow process charts involve the use of all five process chart symbols each of which stands for; operation, inspection, transport, delay and storage. REMEMBER (1): Outline Process Charts & Operations Chart covers the whole end item and its component parts. Usual practice for Flow Process Chart is to cover only one item. 27

METHOD STUDY – The Procedure Example 13 : Flow process chart for engine stripping, cleaning and degreasing 28

METHOD STUDY – The Procedure 29

METHOD STUDY – The Procedure Things to remember when preparing a flow process chart : These points are important because flow process charts are the most usefull tool in the field of method improvement. Whatever techniques may be used later, process chart is always the first step. 1. Charting is used for recording because it gives a complete picture of what is being done and helps the mind to understand the facts and their relationship to one another. 2. The details on a chart must be obtained from direct observation. Once they have been recorded on the chart, the mind is freed from the task of carrying them, but they remain available for reference and for explaining the situation to others. Charts giving the details about the present method must not be based on memory and must be prepared as the work is being observed. 3. A high standard of neatness and accuracy should be maintained in preparing the copies of charts constructed from direct observation. Such documents will be used in explaining proposals for improving present methods. An untidy chart will always make a bad impression and may lead to errors. 30

METHOD STUDY – The Procedure 4. To maintain their value for future reference and to provide as complete information as possible, all charts should carry a heading giving the following information (see the flow process chart given in example 13); a) The name of the product, material or equipment being charted with drawing numbers or code numbers (if possible). b) The job or process being carried out by clearly stating the starting point and the end point, and whether the method is present or proposed one. c) The location in which the process is taking place (department, factory, site, etc). d) The chart reference number, sheet number and the total number of sheets. e) The observer’s name, and if desired, name of the person approving the chart. f) Date of study. g) A key to the symbols used. This is necessary for the benefit of anyone who may study the chart later. It is convenient to show these as a part of the table which gives the summary of the activities for present and proposed methods. h) A summary of, distance traveled, time and cost of labor and material for comparison of present and proposed methods. 31

METHOD STUDY – The Procedure 5. Upon completion of the chart, check the following points; a) Have the facts been correctly recorded? b) Have any over simplfying assumptions (which may cause the investigation to be incomplete or inaccurate) been made? c) Have all the factors contributing to the process been recorded? FLOW DIAGRAM : “The flow diagram shows the path traveled by a part, worker or equipment through any process. ” Here, the subject process may be a complete production process of an engine block which travels along a series of operations each of which is performed in a different work center. Several parts can be shown on one flow diagram, but many pages may be required. In such a case, transparency overlays may be useful. 32

METHOD STUDY – The Procedure Example 14 : Sample flow diagrams A Engine cleaning, stripping and degreasing 1. Store 2. Stripping 3. Degreaser 4. Cooling 5. Cleaning 6. Locker 7. Tool cabinet 8. Paraffin wash 9. Charge hand monorail 33

METHOD STUDY – The Procedure B 34

METHOD STUDY – The Procedure Flow Diagram for multi product (Also called Spagetti Chart/Diagram) C MAINTENANCE AREA 106 137 : CNC PUNCH PRESS 106 : PRESS BRAKE 106 TUBE BENDING AREA 108 H 02 103 : HAND DEBUR R 402 : AGE OVEN 103 108 : HAND ROUTERS 402 109 : MACHINE DEBURR 125 : HAND FORMING M/C 109 133 123 FAB. INSPECTION H 02 : BAND SAW, VERTICAL 138 : HYDRAULIC PRESS (100 T) 137 133 : CNC ROUTER 123 : SHEET ROLL 12 ‘’ 125 121 151 : DEEP DRAW PRESS 151 106 : PRESS BRAKE 120, 121 : STRECH FORMER 153 120 138 134 : CNC EXTRUSION ROUTER 134 502 117 : VIB. DEBURR 117 169 104 169 : 502 : STEEL FURNICE HEAT TREAT JOGGLE PRESS 551 114 153 : STREC H DRAW PRESS (400 t) 420 : VAPOR DEGREASER 420 104 : SHAPER, 114 TILTING 551 : SOLUTION HEAT TREAT : FLUID CELL PRESS SPINDLE 2 35

METHOD STUDY – The Procedure Do we have a Standard Form for preparing a flow diagram? In general the answer to this question is “No”. Usually what you need for preparing the flow diagram is the layout drawing of the respective area. However a work sheet of your choice can be prepared on a scaled paper. Such a sample work sheet may be given as follows; 36

METHOD STUDY – The Procedure Problems which the flow diagrams point out; 1. Cross Traffic : Cross traffic is where flow lines cross. Cross traffic is undesirable, and a better layout would have fewer intersecting paths. Anywhere traffic crosses is a problem because of congestion and safety considerations. 2. Backtracking & Distance Travelled: Backtracking is material moving backward in the plant. Material should always flow toward the shipping end of the plant. If it is moving toward receiving, it is moving backward. Backtracking costs three times as much as flowing correctly. For example; 1 2 3 4 5 How many times did materials move between departments 3 and 4? Three times : twice forward, once backward. 37

METHOD STUDY – The Procedure 1 2 3 4 5 How many blocks did materials move? (a block is one step between departments next to each other) Six blocks. If we rearrange this plant and change the locations of departments 3 and 4 around; 1 2 4 3 5 Materials move between departments 3 and 4 one time. The number of blocks along which materials move is 4. 38

METHOD STUDY – The Procedure 3. Procedures stated within “routing sheets”, “assembly line flow” and “drawings” : As can be easily visualized, what flow diagrams reflect is an integrated outcome of what is stated in production procedures and the available physical layout. Production procedures are primarily dictated by the drawing, routing sheet and assembly line flow documents (procedures). Routing sheet and assembly line flow are the outcome of a carefull study of drawings. Thus, the routing sheet specifies the fabrication operations’ sequence for each part of a product whereas the assebly flow specifies the same thing usually for the end product which is an assembly. When a flow diagram shows a cross traffic, bactracking or large distances, there may be two possible courses of action for improvement; If the sequence of steps are practical and have some room for flexibility, the squence should be changed to meet the layout. This is easy since it requires only a paperwork change. If the sequence of operations can not be changed, it may be necessary to move the equipment. 39

METHOD STUDY – The Procedure REMEMBER (2): In method study applications, Flow Diagrams are valuable attachments of respective Flow Process Charts. ROUTING SHEET : “The “routing sheet” is used by manufacturers to communicate the routing instructions (sequence of operations and machines) to the various departments that will perform the work. ” If our product has 25 fabricated (make) parts we will have 25 routing sheets. The routing sheet some what resembles the flow process chart, except that it concentrates on operations. It lists the operations required to make a part in required sequence. Routing sheet often accompanies a “shop order” / “work order” and travels with it from operation to operation. It is prepared by manufacturing engineer in order to provide the production operators with the following information. 1. 2. 3. 4. 5. 6. Part name Part number Quantity needed (if routing sheet itself serves as a shop order) Operation numbers in sequence Operation descriptions (what needs to be done Work center or machine number for each operation. 40

METHOD STUDY – The Procedure Example 15 : Sample routing sheet Sample Routing Sheet (For the field descriptions see the previous page) 41

METHOD STUDY – The Procedure STRING DIAGRAM : “The string diagram is a scale plan or model of a layout on which a thread is used to trace and measure the path of workers, material or equipment during a specified sequence of events. ” Example 16 : Sample string diagram 42

METHOD STUDY – The Procedure Thus, it is a special form of flow diagram in which a string or thread is used for measuring the distance traveled. The string diagram is started exactly in the same way as all other method studies : by recording all the relevant facts from direct observation. This may be achieved by using a simple “movement study sheet”. The observation and hence the recording continues until the work study man becomes sure the obtained facts give the true picture of the situation. 43

METHOD STUDY – The Procedure After the observations are complete, a scale model of the work area including all the machinery, benches and stores together with pillars, doorways and partitions is prepared. The base plate of this model may be wood and the scaled layout plan may be drawn on paper which is glued to the base plate. Then at each stopping point along each travel path, a nail or pin is driven into the plate. Upon the completion of the model, a measured length of string is tied to the starting point of the movements. In the case of sample string diagram given in this section, starting point is the inspection bench “I”. It is the led around the pins at the other points of call in the order noted on the “movement study sheet”. If the study covers the movements of more than one worker, a different color of string may be used for each of them. The result is the 3 D-picture of overall movements of the worker reflecting the most frequently traveled distances by means of greater number of strings. For example, again in the sample string diagram, paths between “A” and “D”, “A” and “H” and “D” and “L” are travelled more frequently than the others. This situation calls for a critical examination which may end up with moving the respective work points closer to each other. 44

METHOD STUDY – The Procedure Although “before” and “after” string diagrams are very neat and effective, especially in presenting the merits of the proposed change, sometimes the paths of movement become very complex and which results in a maze of criss-crossing lines. In such cases, a quicker and more manageable techniques should be employed. TRAVEL CHART : A travel chart is a more practical technique of recording the movements when the associated paths are very complex. The definition of a travel chart can be given as follows; “A travel chart is a tabular record for presenting quantitative data about the movements of workers, materials and equipment between any number of places over any given period of time. ” Example 17 : Preparation of a travel chart Assume that we want to record the movements of a messenger delivering papers or information to the various desks and work stations in an office for which the layout is given as; 45

METHOD STUDY – The Procedure 2 5 7 And the associated travel chart is given in next page. 46

METHOD STUDY – The Procedure The travel chart is always a square. Since we have 10 stations in the office which are visited by the messenger, we divide the top horizantal axis into 10 equal sections and number them (from left to right) from 1 to 10. This axis is called the “movement from” axis. We do the same thing to the left axis from top to down. This axis is called the “movement to” axis. Then we subdivide the big square into smaller squares (for our example there will be 100 small squares). After we draw the diagonal line from top left to bottom right corner of the big square, our travel chart will be ready for recording. Now consider a movement from station 2 to station 9. The study man will find station 2 on the “movement from axis and vertically go down along the “movement to” axis until he sees station 9 on the left. Then he ticks in the respective small square. All the movements of the messenger are recorded in the same way. After completing the observations, the number of ticks in each square counted and the sum is written in the respective square. Then the sums of these figures both columnvise and rowvise are calculated and written into the summary sections of the chart. 47

METHOD STUDY – The Procedure Thus, when we look at the “movement to” summary, (which is on the right side of the chart) we see that there are 6 movements into the station 5, and there again 6 movements from the station 5 as shown in the “movement from” summary (which is on the bottom side of the chart). The findings on the chart tells us that, the heaviest traffic is on the route 5 -2 -9. As a result we may want to bring these stations closer in a way which eliminates movement of the messenger between them. 48

METHOD STUDY – The Procedure MULTIPLE ACTIVITY CHART : “A multiple activity chart is a chart on which the activities of more than one subject (worker, machine or equipment) are recorded against a common time scale to show their inter-relationship through the specified process. ” In these charts, a separate vertical column is used to record the activities of different workers or machines against a common time scale. Thus, the chart clearly reflects the idle periods of time for any of the subjects during the process. Multiple activity chart is extremely useful in organizing teams of workers on mass production work as well as on maintenance work in plants where idleness can not be tolerated due to high costs of interruption in production process. In making the chart, the activities of different workers and machines are recorded in terms of “working time” and “idle time”. Timing must be accurate enough for the chart to be effective. Multiple activity charts are also called as “gang charts” if the subject is a team of workers, and as “man-machine charts” if the involved subjects are both worker(s) and machine(s). 49

METHOD STUDY – The Procedure Example 18 : Sample multiple activity charts A A sample Multiple Activity Chart (Gang Chart) for Inspection of catalyst in a converter 50

METHOD STUDY – The Procedure B A sample Multiple Activity Chart (Man. Machine Chart) for Finish Mill Casting 51

METHOD STUDY – The Procedure II. EXAMINE CRITICALLY : THE QUESTIONING TECHNIQUE “The questioning technique is the means by which the critical examination is conducted and each activity in turn is being subjected to a systematic and progressive series of questions”. The five groups of activities which are designated by five process chart symbols (see pages 17 & 18 of this document) and named as “operation”, “inspection”, “transport”, “idleness” and “storage” fall into two main categories ; 1. Activities in which something is actually happening to the material or work piece under consideration. That is, it is being worked upon, moved or examined. These activities are subdivided into three main groups; “MAKE READY” activities : these activities are required to prepare the material or work piece and set it in position ready to be worked on. Loading, unloading, pick up or transport are this kind of activities. “DO” activities : these activities are the ones by which a change is made in the shape, chemical composition or physical condition of the product. Dismantling, cleaning, degreasing, milling, drilling, and heat treatment are examples of such activities. 52

METHOD STUDY – The Procedure “PUT AWAY” activities : these activities are the ones during which the work is moved away from the machine or work place. “Put away” activities of one operation may be the “make ready” activities of the next. Transport from degreasing to cleaning bench, putting parts into storage, putting letters into an “out” tray or inspecting finished parts are examples to this group. As will be clearly seen, “make ready” and “put away” type of activities are generally represented by “transport” and “inspection” symbols. On the other hand, “do” type of activities are always represented by “operation” symbol. The objective of a work study is to have a high proportion of “do” activities as much as possible since, these are the only ones which carry the product or service forward to its completion. Therefore, “do” activities are the productive ones. All other activities, although they may be necessary, are considered as non-productive. 2. Activities in which material or work piece under consideration is not being touched. It is either in storage or stands aside causing delay. Obviously, these activities are non-productive and represented by “storage” and “delay” symbols. The first activities to be challenged are the NONE-PRODUCTIVE ones 53

METHOD STUDY – The Procedure THE PRIMARY QUESTIONS : The questioning sequence follows a well established pattern which examines; the PURPOSE the PLACE the SEQUENCE the PERSON the MEANS with a view to for which at which in which by whom by which ELIMINATING COMBINING REARRANGING or SIMPLIFYING the activities are undertaken those activities 54

METHOD STUDY – The Procedure In the first stage of the questioning technique, the purpose, place, sequence, person, and means of every recorded activity is systematically questioned and received reasons are carefully investigated. Therefore, the primary questions are; SUBJECT to be questioned QUESTION PURPOSE What is actually done? Why is the activity necessary at all? PLACE Where is it being done? Why is it done at that particular place? SEQUENCE When is it done? Why is it done at that particular time? PERSON Who Why is doing it? is it done by that particular person? MEANS How Why is it being done? is it being done in that particular way? In Order to ELIMINATE unnecessary parts of the job. COMBINE where ever possible or REARRANGE the sequence of operations for more effective results. SIMPLIFY the operation. 55

METHOD STUDY – The Procedure THE SECONDARY QUESTIONS : In the second stage of questioning technique, starting with the PURPOSE of the job, the method study man goes into questioning “what else might be done? ” and “what should be done? ”. In the same way, the answers already obtained for place, sequence, person and means in the first stage are subjected to further questioning. By combining the two primary questions of the first stage with the two secondary questions for each heading mentioned above, we obtain the following list of questions which sets out the questioning technique in full : PURPOSE : What is done? Why is it done? What else might be done? What should be done? PLACE : Where is it done? Why is it done there? Where else might it be done? Where should it be done? 56

METHOD STUDY – The Procedure SEQUENCE : When is it done? Why is it done then? When might it be done? What should it be done? PERSON : Who does it? Why does that person do it? Who else might do it? Who should do it? MEANS : How is it done? Why is it done that way? How else might it be done? How should it be done? These questions, in the above sequence must be asked systematically each time a method study is undertaken. They are the basis of successful method study. 57

METHOD STUDY – The Procedure III. DEVELOP A NEW METHOD CASE STUDY 1: Engine stripping, cleaning & degreasing Let us consider that the method study man is going to find an improved method for the process of stripping, cleaning and degreasing of old bus engines prior to inspection. RECORDING THE FACTS : By direct observation, he prepares the flow process chart of the original method which starts from old engine store and ends in temporary storage prior to inspection. Flow Process Chart (original method) 58

METHOD STUDY – The Procedure In order to provide a clear visual picture of the original method, he also prepares the flow diagram of the process and attaches it to the flow process chart. Flow Diagram (attached to Flow Process Chart)-(original method) 1. Store 2. Stripping (dismantling) 3. Degreaser 4. Cooling 5. Cleaning 6. Locker 7. Tool cabinet 8. Paraffin wash 9. Charge hand monorail CRITICAL EXAMINATION : From the above flow diagram, it is evident that, the engine and its parts follow an unnecessarily complicated path. Examination of the flow process chart shows a very high proportion of “non-productive” activities. There are only 4 operations and 1 inspection against 21 transports and 3 delays. Out of 29 activities, excluding the original (starting state) storage, only 5 can be considered as productive. Further examination of the flow process chart leads to a number of questions. For example; it will be seen that an engine being transported from the old engine stores has to change cranes in the middle of its journey. Let us apply the questioning technique to these first tranports; 59

METHOD STUDY – The Procedure Q. What is done? A. The engine is carried part of the way through the stores by one electric crane is placed on the ground and then picked by another crane which transports it to the stripping station. Q. Why this is done? A. Because the engines are stored in such a way that they cannot be directly picked up by the monorail crane which runs through the stores and degreasing shop. Q. What else might be done? A. The engines could be stored in another way which will provide immediate access by monorail crane. Thus, monorail crane could pick them up and run directly to the stripping station. Q. What should be done? A. The above suggestion should be adopted. If this suggestion is adopted, the result will be the elimination of 3 transports. Let us continue the questioning technique; Q. A. Why are the engine components cleaned before going to be degreased since they are again cleaned after the grease is removed? The original reason for this practice has been forgotten. 60

METHOD STUDY – The Procedure Q. Why are they inspected at this stage, when it must be difficult to make a proper inspection of greasy parts and when they will be inspected again in the engine inspection section? A. The original reason for this practice has been forgotten. Such an answer is frequently encountered. On many occasions, some activities might have been performed as a result of temporary arrangements due to absence of proper plant and equipment, but, they remain long after the need for such an arrangement does not exist any more. If there is no satisfactory answer of why they are still being performed, such activities should be eliminated. DEVELOPING THE NEW METHOD : Thus, as a result of critical examination, the method study man developes the new method and documents it on a process flow chart of proposed method and also prepares the associated flow diagram to support it. According to the proposed method, there has been a considerable amount of reduction in the number of non-productive activities. Flow Process Chart (proposed method) 61

METHOD STUDY – The Procedure Flow Diagram (proposed method) A. Store B. Engine stand (Stripping) C. Basket D. Degreaser E. Cleaning F. Motor G. Locker H. Charge hand I. Bench monorail Results Obtained : v. The number of operations have been reduced from 4 to 3 by eliminating the unnecessary cleaning. v. The inspection which was carried out directly after it has also been eliminated. v. Transports have been reduced 21 to 15. Thus, the distances traveled have been reduced to 150 m. v. Savings achieved in operation time/engine. 62

METHOD STUDY – The Procedure CASE STUDY 2: Receiving and Inspecting Aircraft Parts The flow diagram given on the left shows the original layout of the receiving department of an aircraft company. The path of the movement of the goods from the point of delivery to the storage bins is shown by the thick line. From the flow diagram it is noticed that, the symbols for the various activities have been inserted at the proper places. This enables anyone to imagine the activities to which the goods are subjected more easily just by looking at the diagram. RECORDING THE FACTS : The sequence of activities involves unloading the cases containing aircraft parts from the delivery truck, checking the contents, inspecting the parts and marking them before placing into store. Flow Diagram (present method) 63

METHOD STUDY – The Procedure These activities and their sequence can be summarized as follows; ØThe cases are slid down an inclined plane from the tail of the truck. ØCases are slid across the floor to the unpacking area. ØHere they are stacked on top of another to wait for opening. ØThen they are unstacked and opened. ØThe delivery notes are taken out. ØThen the cases, one at a time, on a hand truck and taken to receiving bench. ØAfter a short delay, they are unpacked. ØEach piece is taken out of its carton and checked against the delivery note. ØThen the piece is replaced into its carton and the corton is replaced into the case. ØThe case is moved to the other side of the receiving bench to wait for transport to the inspection bench. ØAt the inspection bench, the case is placed on the floor until the inspector is ready for it. ØThe parts are unpacked, inspected, measured and replaced as before. ØAfter a short delay the case is transported to marking bench. ØThe parts are unpacked, numbered and repacked as before. ØAfter a short delay the case is transported to stores and placed in bins to wait for the issue to assembly shops. Flow Diagram (present method) 64

METHOD STUDY – The Procedure The Flow Process Chart of above indicated activities is given on the left. Flow Process Chart (present method) 65

METHOD STUDY – The Procedure CRITICAL EXAMINATION : A study of the flow diagram immediately shows total path followed by the cases is a very long one. This could not be seen from the flow process chart alone. On the other hand, the chart enables recording and summarizing various activities in a manner which is conveniently not possible on a diagram. A critical examination of the two, using the questioning technique, raises many points which demand explanation such as; Q. Why are the cases stacked to wait for opening when they have to be unstacked in 10 minutes? A. Because the delivery truck can be unloaded faster than work is cleared. Q. What else could be done? A. The work could be cleared faster. Q. Why are the receiving, inspection and marking points so far apart? A. Because they happen to be located so. Q. Where else could they be? A. They could be located all together. 66

METHOD STUDY – The Procedure Q. Where should they be? A. Together at the present receiving point. Q. Why does the case must go all around the building to reach the stores? A. Because the door of the stores is located at the opposite end from the delivery point. There is no doubt that, anyone who carefully examines the flow diagram and the flow process chart, may find many other questions to ask. This is a real life example which shows what happens when a series of activities is started without being properly planned. 67

METHOD STUDY – The Procedure DEVELOPING THE NEW METHOD : The solution arrived at in this factory can be seen in the flow diagram and flow process chart for the proposed method. According to this proposed method, the activities and their sequence will be as follows; Ø The case will slid down the inclined plane from the delivery truck and directly placed on a hand truck. Ø It will be directly transported to the unpacking area. Ø Here, it will be opened while still on the hand truck and the delivery note will be taken out. Ø Then it will be transported to receiving bench. Ø After a short delay, it will be unpacked and the parts will be put on the bench. Ø The parts will be counted and checked against delivery note. Ø Since the inspection and numbering benches are located beside the receiving bench, parts are passed parts will be passed from hand to hand for inspection, measuring and numbering. Ø Finally, parts will be replaced in their cartons and repacked in the case. Flow Diagram (proposed method) 68

METHOD STUDY – The Procedure By asking the question “why does the case must go all around the building to reach the stores? ” and receiving not receiving a satisfactory answer, it is decided to make a new doorway into the stores at a location which is opposite to the three benches. Thus, it becomes possible to take the cases into the stores by the shortest route possible. The summary section of the flow process chart for the proposed method shows that, following savings are achieved; v. The number of inspections reduced from 2 to 1. v. The number of transports reduced from 11 to 6. v. The number of delays reduced from 7 to 2. v. The distance traveled reduced from 56, 2 to 32, 2 meters. v. Labor cost is reduced from $ 10, 19 to $ 6, 03. Flow Process Chart (proposed method) 69

METHOD STUDY – The Procedure CASE STUDY 3: Inspection of Catalyst In a Converter (Team/Gang work) This is a method study application in the field of plant maintenance. RECORDING THE FACTS : In an organic chemical plant, it is necessary to make frequent checks on the condition of the catalyst during the running-in period (rodaj süresi) of a new catalytic converter. In the present method, v. The removal of the top of the vessel is not started until the heaters are removed and v. The replacement of the heaters is not started until the top is completely fixed. The original operation showing the relationships between the working times of various workers is given by the gang chart on the left. Multiple Activity (Gang) Chart (present method) 70

METHOD STUDY – The Procedure CRITICAL EXAMINATION : As it is seen from the gang chart of the present method; v the heaters had to be removed by electrician and his mate before the top is removed by the fitter and his mate. This means that, fitters must wait until electricians complete their work. v similarly, at the end of the operation heaters are not replaced until the top is replaced. So, this time electricians wait their turn. A critical examination and questioning the existing procedure revealed that, infact it was not necessary to wait for the heaters to be removed before removing the top. Multiple Activity (Gang) Chart (present method) 71

METHOD STUDY – The Procedure DEVELOPING THE NEW METHOD : Once it has been determined that it is possible to make necessary arrangements for; v the top to be unfastened while the heaters are being removed, and, v the heaters to be replaced while the top is being secured in place. The result of this arrangement is seen in the gang chart for proposed method as given on left. The comparison of “before” and “after” charts also shows the amount of reductions in idle times of electricians and fitters. The saving provided by this simple change is 32% of the total operation time. Multiple Activity (Gang) Chart (proposed method) 72

METHOD STUDY – The Procedure CASE STUDY 4: Finish Milling the Second Face of Casting (Man / Machine work) This is a very simple typical case, of the sort of operation carried out everyday in any machine shop. The subject operation is finish-milling one face of a cast iron part which is parallel to the opposite face. The operation includes the mutual work of one operator and one vertical milling machine. RECORDING THE FACTS : The tool used for recording the work is a simple man / machine chart where large divisions on time scale are equal to 0, 2 minutes each. The making of the chart and noting of the operations are self evident and should not require further explanation. Thus, the respective man / machine chart for the present method is given on the left of this page. Multiple Activity (Man / Machine) Chart (present method) 73

METHOD STUDY – The Procedure CRITICAL EXAMINATION : In the original method, machine remains idle during nearly three quarters of operation cycle. The man / machine chart for present method reveals that, this is due to the fact that the operator is carrying out all his activities when the machine is not working. On the other hand, he remains idle while the machine is running on automatic feed. Further examination of the chart shows that the work carried out by the operator can be divided into two parts ; 1. Multiple Activity (Man / Machine) Chart (present method) Tasks which must be done when the machine is stopped. Such as, removing and locating the work piece. 2. Tasks which can be done while the machine is running. Such as, gauging. On the part of the operator, it is obviously an advantage to do as much as possible while the machine is running since it will result reduction in the overall operation cycle. 74

METHOD STUDY – The Procedure DEVELOPING THE NEW METHOD : The man / machine chart for the proposed method is given on the left. It shows that; Ø gauging, Ø deburring the edges of the machined face, Ø placing the castings in the box of finished work, Ø picking up an unmachined part, and Ø placing it on a work table ready to locate in the fixture are now done while the machine is running. A slight gain in time has been made by placing the boxes of the finished work and unmachined parts side by side. Hence, the machined casting can be put away and unmachined one can be picked up consecutively. Multiple Activity (Man / Machine) Chart (proposed method) The cleaning of the machined casting with compressed air has been deferred until after the breaking of sharp edges. This saves an extra operation. 75

METHOD STUDY – The Procedure The result of this arrangement is a saving of 0, 64 minutes which means a gain of 32 % in the productivity of respective man/machine operation. Multiple Activity (Man / Machine) Chart (proposed method) 76

METHOD STUDY – The Procedure CASE STUDY 5: Combined Gang and Machine Work, Feeding Bones to a Crusher in Glue Factory This is an interesting example of combined team and machine work. It is about a process which involves feeding of sorted bones from a storage dump to a crushing machine in a glue factory. The original layout of the working area is as shown on the left. Raw material in the form of all sorts of animal bones is brought by the suppliers to one of the dumps labeled “Bones”. These dump areas are 80 meters from the “crusher”. The crusher is fed by means of a small trolley running on rails. RECORDING THE FACTS : Workers sort the bones into “soft” and “hard” types. The selected bones are carried to a heap, ready for loading into the trolley by two workers. The loading is done by hand. These two workers are idle during the time in which the trolley is being pushed to the crusher, emptied into it and brought back. Pushing the trolley is done by two other workers who are idle while it is being loaded. Layout of the working area 77

METHOD STUDY – The Procedure The following figures relate to the activities of the loaders, the trolley and the crushing machine during 8 cycles which lasted 117, 5 minutes in total. ØTrolley loading time. . . . . 7 min (2 men) ØTrolley to crusher, empty and return. . . . 7 min (2 men) ØTrolley load. . . . 250 kg/cycle ØWeight transported in 117, 5 minutes. . . . 8 x 250=2000 kg ØCrusher waiting time. . . . . 37, 75 min Layout of the working area A multiple activity chart (as shown on the next page) has been prepared which relates the activities of the crusher, trolleymen and loaders. The chart shows that, 10 minutes of the crusher waiting time was made up by replacing a broken belt. After the belt was repaired, the crusher ran continuously for 16. 5 minutes instead of the usual 10 minutes because in the mean time a fresh trolley load was ready for it. If a normal 4 minutes of idleness is allowed, the net idleness due to broken belt becomes 6 minutes. 78

METHOD STUDY – The Procedure Back to loading area Multiple Activity (Gang / Machine) Chart (present method) 79

METHOD STUDY – The Procedure CRITICAL EXAMINATION : Critical examination of the multiple activity chart for the present method shows that the crusher was normally idle for 31. 75 out of 111. 5 minutes (28, 5%) if 6 minutes of breakdown time is NOT included. If it is included, the idle time for crusher becomes 37, 5 out of 117, 5 minutes (31, 9%). Each of the two groups of men (loaders and trolleymen) was idle 50% of its available time. So we ask the following question; Q. Why the trolleymen can not load the trolley? A. If they did so, they would get no rest and would have to work continuously just to keep the crusher going for the same percentage of its present time (28, 5% or 79, 75 minutes). There would be a saving of manpower but no improvement in the productivity of the plant. Also, no one can work on such a heavy work (loading and pushing the trolley) for 3 or 4 hours without some rest. The relaxation allowance for such a task would normally be 25% or more. In the case of assigning respective allowances to trolleymen, most probably the productivity of the crusher would be lower. A study of the diagram of working area, and the information given at the beginning, tells that the workers at the dumps who sort the bones (bone sorters) also carry them to the “heap of selected bones” so that they can be loaded to the trolley. This raises the following question and corresponding answer; Q. Why the bone sorters can not load the selected bones directly into the trolley? A. They could do so, if the rails were extended another 20 meters to the bone dumps. 80

METHOD STUDY – The Procedure This eliminates the loaders, but there is still 4 minutes of idle time of crusher which waits for the trolley with load. There are more bone sorters than loaders and they can load the trolley more quickly. Also, if each trolley load is reduced it would make less time to load and would require less effort to push. In this way it might be possible to keep up with the cycle of crusher. Therefore; The load per trolley reduced to 175 kg Hence waiting time of crusher eliminated. DEVELOPING THE NEW METHOD : The extention of rails by 20 meters is shown by dashed lines in the layout of working area. The loaders who were eliminated were transferred to other work in the factory. This was made possible because of the fact that, crusher output was increased substantially by this change in the method. Performance figures are now as follows; ØTrolley loading time. . . . . 1 min ØTrolley to crusher, empty and return. . . . 6 min ØTrolley load. . . . 175 kg/cycle ØWeight transported in 115, 5 minutes. . . . 15 x 175=2625 kg ØCrusher waiting time. . . . . 6 min 81

METHOD STUDY – The Procedure The multiple activity chart for the proposed method is given below. Multiple Activity (Gang / Machine) Chart (proposed method) 82

METHOD STUDY – The Procedure From the multiple activity chart and performance figures for the proposed method, we see that ; There is a 3 minutes idle time for the crusher during which the hard bones are cleared. This is considered to be an abnormal occurrance. When we exclude this time in order to be able to make a comparison of original and improved performances, the overall time during which crusher is available for action is (115, 5 – 3 =) 112, 5 minutes. In the original method this value was (111, 5 – 31, 75 =) 79, 75 minutes. Within almost identical time spans (115, 5 min against 111, 5 minutes), the increase in the output of crusher is (2625 – 2000 =) 625 kg. Thus, the production reate of crusher is increased from (2000/111, 5 =) 17, 94 kg/min to (2625/115, 5=) 22, 73 kg/min. 2 workers out of 8 have been released for other work. Thus, the manpower productivity is increased by 75 % : With 6 men, productivity = 2625 kg / 6 men = 437, 5 kg/man With 8 men, productivity = 2000 kg / 8 men = 250 kg/man Per cent increase in productivity = [(437, 5 – 250) / 250] x 100 = 75 % The space formerly occupied by the “heap of selected bones” is now available for other uses. This example shows how a properly and systematically applied method study can increase the productivity of land, plant, and manpower at a cost of 20 meters of railway. 83

METHOD STUDY – The Procedure CASE STUDY 6: Using Travel Chart for Studying a Material Handling Case In this sample case, we will compile a travel chart as a part of material handling study. In the shop, in which the study is made, there are 8 mixing machines which are used to mix materials in different proportions. The final mixtures are taken to an inspection bench which is called “station 6”. The mixtures are transported in 25 -litre cans which are placed on pallets and moved by a low lift truck. RECORDING THE FACTS : Movements are recorded at the shop floor on a study sheet as shown on the left. The entries made to the study sheet include information on both “from-to trips”, and “transported number of cans”. A Simple Study Sheet 84

METHOD STUDY – The Procedure In the travel chart which is shown on the left, there are 9 stations (8 mixing machines and 1 inspection bench). Note that, in the destination squares of this travel chart, each trip is indicated by a tick, and the number of delivered cans are also written down beside the respective tick. In this way, we have both “number of trips” figures and “number of cans transported” figures in the “FROM” and “INTO” summary sections of the chart. Forexample, in the “FROM” summary section, we see that a total of 2 trips have been made from station 5 to station 9 and total number of cans transported is 70. CRITICAL EXAMINATION : From the chart we see that, total number of trips is 29 and 7 of these were run without any load. In the remaining 22 trips the size of the load varies from 10 to 40 cans. Stations 6 and 9 are the busy ones with incoming 150 and 170 cans respectively. Travel Chart 85

METHOD STUDY – The Procedure Station 6 : Station 6 is the inspection bench. Five trips were made to this station by which 150 cans have been delivered. Four of these trips were from station 9, bringing in a total of 130 cans. The largest number of trips, and the greatest quantity of cans were from station 9, suggesting that this route might be laid out so that it would be as short as possible. It might be possible to install a roller conveyor between these stations which would relieve the lift truck of a great deal of work. Station 9 : Travel Chart Eight trips were made into station 9 delivering 170 cans. The cans came from stations 1, 2, 4 & 5. There is one trip without any load from station 3. Stations 1, 2, 4, & 5 seem to feed station 9 which sends majority of its work to inspection station (longer study might be necessary to confirm this). However, examination of above figures also suggest that station 9 and satation 6 should be placed closer. To finalize such a decision we need shop layout as an essential attachment to the travel chart. 86

METHOD STUDY – The Procedure Stations 2 & 6 : A point important to observe It is interesting to note that, four trips were made from station 2, but only three into the station. Similarly, only four trips were made from station 6, although five trips were made into it. This is because the study started at station 2 and finished at station 6. Travel Chart 87