WORK METHOD DESIGN-THE BROAD VIEW

WORK METHOD DESIGN-DEVELOPING A BETTER METHOD

 Evolution of work method design
Craftsman

Transfer certain of
workers skill to
machine
Division of
labor
Product
Production creation
Utilization of
process worker,
machine and
material

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Work method design
• A new product to be put on the market
• Material to be manufactured must be specified
• Quality standard
• Cost to produce the product
• Production method
• Tools
• Machine designation

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Product production
• The over-all process of putting a new product into production can be
divided into three parts or phases:
1. Planning.
2. Pre-production.
3. Production.

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1. Planning:
There are six basic planning functions.
1)- The design of the product results in drawings showing the size, shape, weight, material, and ultimate use.
2)- The design of the process consists of determining the production system- the operations required and their
sequence; dimensions and tolerances, machines, tools, gauges, and equipment required.
3)- The design of work method consists of the establishment of operator-job relationships by determining how
the person is to perform the operation, the work place, flow, and economic evaluation.
4)- The design of tools and equipment consists of determining the jigs, fixtures, dies, gauges, tools, and
machines which will be needed to perform the operations.
5)- The design of the plant layout consists of determining the total space required in terms of overall location
of equipment, stock supply, service centers, work space, material-handling equipment, and the operator-
machine relationship.
6)- The determination of the standard time for the operation consists of measuring the work content of the
job. Planning is a decision-making process in that a goal or objective has been determined and a choice has
been made from alternatives. The result is a specific product or part and specifications for its actual
manufacture.

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2. Pre-production
• This is the transition phase. The planning information is transferred to the
production organization.
• Tools, machines, and equipment are purchased, installed, and tried out.
• The routing for labor control is released.
• Operators are selected and trained for specific tasks.
• The planned operator method is carefully checked against the method
being used, and the actual time taken is checked against the original
estimate.
• This is a period during which the individual operations that go to make up
the over-all manufacturing activity are tried out.
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3. Production

• It is the continuing operation of the manufacturing activity

established in the planning and pre-production phases.
• It involves the use of operators, machines, and materials for the most
effective manufacture of the product.
• There is necessity of (1) preventing the methods from deteriorating or
deviating adversely from the planned methods, and (2) constantly
examining the current methods for improvement and, when a better
method is found, putting it into effect.

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THE DESIGN OF A PLANT TO
MANUFACTURE FIBERBOARD
SHIPPING CARTONS
OBJECTIVE
• To obtain adequate return on the capital invested or company makes a market
• To keep unit labor cost and unit material coat as low as possible
• Best equipment utilization
• Lowest operating cost of the equipment
Market study
• The nature and extent of present demand
• Forecast Future demand
• Determining the capacity of the plant with provision of future expansion
• Geographical location selection
• Analyst for decision making regarding above aspects of study

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Procedure for design of manufacturing
process and production methods
• Paper manufacturing plant
• Exact manufacturing process
• The general flow pattern
• Methods of handling raw material
• Materials in process
• Finished product
Designing the detailed operator method
 Two or more methods with no clear-cut superiority
Layout of workplace for each operation
 filling all components into a complete layout of plant

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Processes
• Customized order
4”×4” ×4” to 45” ×45” ×40”
• Processes consist of
1. Converting kraft paper into corrugated fibreboard or solid
fibreboard and cutting to proper size of making carton
2. Printing and slotting carton blanks
3. Folding and stitching seam ,gluing seam or taping seam , counting
and tying into bundles
4. Receiving raw material and shipping finished bundles
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Operations for making carton boards

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Flow diagram of the process

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Raw material specification
1. Kraft paper
2. Corn-starch adhesive

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Specifications of equipment requirement
and output requirement
1. Combiner
Capacity:165,000square feet per hour /26500linear feet per hour
Time: required to change any of specification i.e. bank length/width or
grade of paper=1 mint
Capability:
2. Two three or four ply solid fibreboard
3. Double-face corrugated fibreboard ,double-wall and triple wall
corrugated fibreboard

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Specifications of equipment requirement
and output requirement
2.Printer-sloter

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Specifications of equipment requirement
and output requirement
3.Folder-gluer

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Folder-gluer machine

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Cost estimates and TIME Schedule

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Reading asgg

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WORK METHODS DESIGN
DEVELOPING A BETTER
METHOD
Search for Possible Solutions-Develop the
Preferred Method
Experience shows that there is no perfect method.
There are always opportunities for improvement.
The following approaches should be considered in developing possible
solutions from which the preferred work method will be selected:
A. Eliminate all unnecessary work.
B. Combine operations or elements.
C. Change the sequence of operations.
D. Simplify the necessary operations

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Search for Possible Solutions-Develop the
Preferred Method

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A. Eliminate all unnecessary work:
In many instances the job or the process should not be a subject for
simplification or improvement, but rather it should be eliminated entirely.
The Procter and Gamble Company, established a formal procedure for work
elimination, it is called Cost Elimination. This approach goes as follows:
1)- Select the cost for questioning. It is suggested that a major cost
should be selected first in order to get the greatest money returns. If the
major cost is eliminated, this will often lead to the elimination of many
smaller operations as well. Labor costs, materials costs, clerical costs, and
overhead costs of all kinds are possible subjects for elimination. Efficient
operations can be eliminated just as easily as those not as well done.
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A. Eliminate all unnecessary work:
2)- Identify the basic cause. A search should be made to determine the
basic cause, which makes the cost necessary. The basic cause is that
factor which controls the elimination of the cost. The key question is,
“this cost could be eliminated if it were not for what basic cause?”
• At this stage we do not ask such a question as “Why is this operation
necessary?” or “How could this operation be done better?” These
questions are avoided because they tend to justify and defend the job’s
continued existence. Instead the objective is to find the basic cause.
• Operations for which there is no basic cause, or for which a basic cause
no longer exists, can be eliminated at once.

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A. Eliminate all unnecessary work:
3)- Question the basic cause for elimination. If the basic cause has been identified, then it can be questioned in
two ways.
a. Disregard the basic cause and consider what would happen if the operation were not done. If the same results or
better results can be obtained without the operation, then consideration should be given to eliminating it at once.
However, disregarding the basic cause can be dangerous. In this connection it is necessary to consider two points:
(1) determine the area of influence of the basic cause and what else might happen if this basic cause were
eliminated?
(2) determine the associated “price tag” of the basic cause. Is there a proper return on the money spent to obtain
the desired results? If the basic cause cannot be disregarded, the second opportunity for elimination is b.
b. Apply “why?” questioning. If the job under consideration seems to be necessary, can the job immediately
preceding it be eliminated, thus perhaps making all succeeding jobs unnecessary? If complete elimination is not
possible, try for partial elimination.
It is often desirable to undertake cost elimination on a department-wide or plant-wide basis. Thus several qualified
members of supervision working as a group can help identify basic causes of specific costs selected for study.

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A. Eliminate all unnecessary work:
Benefits of Work Elimination: If a job can be eliminated, there is no
need to spend money on installing an improved method. No
interruption or delay is caused while the improved method is being
developed, tested, and installed. It is not necessary to train new
operators on the new method. The problem of resistance to change is
minimized when a job or activity that is found to be unnecessary is
eliminated.

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Eliminate all unnecessary work:

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Eliminate all unnecessary work:

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A. Eliminate all unnecessary work:

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B. Combine Operations or Elements
It is sometimes possible to make the work easier by simply combining
two or more operations, or by making some changes in method
permitting operations to be combined.

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Combining operations/ elements

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C. Change the Sequence of Operations
When a new product goes into production it frequently is made in small
quantities on an “experimental” basis. Production often increases
gradually,
and in time output becomes large, but the original sequence of operations
may be kept the same as when production was small. For this and for
other
reasons it is desirable to question the order in which the various
operations
are performed.

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Changing the sequence of operations

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Changing the sequence of operations

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D. Simplify the Necessary Operations

One of the best ways to approach the problem of methods improvement is

to question everything about the job- the way the job is being done, the
materials that are being used, the tools and equipment, the working
conditions, and the design of the product itself.
Assume that nothing about the job is perfect. Begin by asking the
questions:
What? Who? Where? When? How? Why? Question each element or hand
motion. Just as in an analysis of the process its tried to eliminate, combine,
and rearrange the sequence of operations, so in the single operation we try
to eliminate motions, combine them, or rearrange the sequence of
necessary motions in order to make the job easier.
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