Method study(abhishekkumar)

METHOD
STUDY
A presentation by :
Abhishek kumar
M/BFT/10/03
NATIONAL INSTITUTE OF FASHION
TECHNOLOGY, MUMBAI.

METHOD STUDY : AN INTRODUCTION
“The technique that subjects each operation of a given piece of work
to close analysis to eliminate every unnecessary element or operation
and to approach the quickest and best method of performing each
necessary element or operation. It includes the improvement and
standardization of methods, equipment, and working conditions:
operator training; the determination of standard time; and
occasionally devising and administering various incentive plans”
- George Kanawaty (Editor), Introduction to Works Study, Fourth (Revised)
Edition, ILO Geneva, 1992

Method study is the systematic recording and critical examination of
production, service and business processes in order to make improvements.

Objectives of Method study
 Improvement of products and procedures
 Improvement in the design of plant and
equipment
 Improvement of plant layout
 Improvement in the use of men, material and
money
 Improvement in the flow of production and
process
 Economy in human effort and reduction of
unnecessary fatigue.
 Method standardization
 Improvement in safety standards.

PROCEDURE OF METHOD STUDY
The process is often seen as a linear, described by its
main steps of:
 Select (the work to be studied)
 Record (all relevant information about that work)
 Examine (the recorded information)
 Develop (an improved way of doing things)
 Install (the new method as standard practice)
 Maintain (the new standard proactive).

STEP ONE: SELECT THE JOB
 Economic considerations
o Key profit generating
o Bottlenecks
o Operations involving repetitive work using great deal of
labour
o Movements of materials over long distance
 Technical or technological considerations
 Human considerations

 STEP TWO: RECORD FACTS BYBREAKING DOWN JOB INTO SUB-JOBS
 Determine the sequence of operations
 Note down all snags and difficulties and suggestions during interview
and observation.
 Get all possible information from informal records Information needed:
o the object of the operation
o the means
o the place, time and date
o the volume and frequency
Recording techniques :
o In narrative form
o Flow process charts
o Diagramming – layouts, models
o Pre-prepared forms

PROCESS CHARTS USED IN METHOD STUDY
Outline process chart:
An outline process chart records an overall picture of the process and records only
the main events sequence-wise. It considers only the main operations and
inspections.

Operation process chart:
The basic process chart, called an operation process chart, is understood as a
graphic representation of the points at which the materials are introduced into the
process and of the sequence of inspections and all operations except those involved
in materials handling. It includes information considered desirable for analysis such as
time required to carry out the operation and the location.

Flow process chart:
Flow process charts are graphic representations of the sequences of all operations,
transportation, inspections, delays, delays and storages occurring during a process or
a procedure and include information considered for analysis such as, time required
and distance moved.
The flow process chart could be of three types namely,
(i) Flow process chart material or product type.
(ii) Flow process chart â€“ man type.
(iii) Flow process chart machine type or equipment.

Two handed process chart:
In this chart, the activities of a workers’ or operators’ both hands
or limbs are recorded chronographically.

Multiple Activity Chart:
In this chart, the activities of more than one subject worker,
machine or equipment are recorded on a common time scale
to show their inter-relationship.

The man machine chart or worker-machine chart:
This is a variation of multiple activity charts and illustrates the
operation and delays of the operator and the machine which
he operates. An example of man machine chart may be one
worker running two machines simultaneously.

Flow diagram:
The flow diagram is a drawing or diagram drawn to a scale to show the relative
position of a machine or equipment, jigs and fixtures, gangways or aisles and shows
the path followed by materials or machines.

String diagram:
It is scale plan or model on which a string or a thread is used to trace and measure
the path of workers, material or equipments during a specified sequence of events.

SIMO chart:
These indicate the basic motions consisting of three parts, viz.,
(i) When the motion begins.
(ii) The nature of the motion.
(iii) When the motion ends.
The simultaneous motion cycle chart (SIMO) is a type of two handed process chart in
which the micro motions of both hands are recorded.

STEP THREE: EXAMINE
 The recorded data are subjected to examination
and analysis; formalised versions of this process are
critical examination and systems analysis. The aim
is to identify, often through a structured,
questioning process, those points of the overall
system of work that require improvements or offer
opportunity for beneficial change.

STEP FOUR: DEVELOP
 Eliminate all unnecessary details
 Combine details when practical
 Rearrange to get better sequence
 Simplify all complex details
 Consider any possible new operation
 Design necessary forms and records needed
 Eliminate unnecessary movement of paper by clerks and aim for
even work flow.
 Check for new difficulties possible when tied up with related
procedures
 Consider treatment of exceptions
 Consider the alternative mechanical means
 Check whether the result would fulfills the purposes of the study

STEP FIVE: SELECT BEST ALTERNATIVE
AND DEFINE
The new method or process suggested has
to be put down standard process sheets
that are issued to the shop or department.
o Consider broad cost benefit
o Include non tangible
o Use combination of scoring and weighting
o Rank alternatives

STEP SIX: INSTALL
The success of any method study project is realised
when actual change is made 'on the ground' - change
that meets the originally specified terms of reference
for the project. Thus, the Install phase is very important.
o Sell the proposal to gain support
o Gaining acceptance of the change by management,
supervisor, operator and union
o Preparing to make changes
o Controlling the change over
o Draw up installation plans keeping in mind safety,
quality, quantity and cost
o Do not forget arrangement for training.

STEP SEVEN: MAINTAIN
Some time after the introduction of new
working methods, it is necessary to check that
the new method is working, that it is being
properly followed, and that it has brought
about the desired results. This is the Maintain
phase
o Introduce control procedures
o Standardize

Performance Assessment Of Apparel
Industries:
Process And Tools For Enhancing
Competitiveness

Study by
Mr. Roger Thomas,
Methods Apparel Consultancy Pvt. Ltd.
Commissioned by
German Technical Cooperation, SME Financing and Development Project,
New Delhi,
in association with Okhla Garment and Textiles Cluster (OGTC

This extensive survey was commissioned by the German
Technical Cooperation (GTZ) in association with Okhla
Garment and Textile Cluster (OGTC), and Methods Apparel
Consultancy was chosen to analyze current systems and
advise ways to improve overall competitiveness.
This study aims to show manufacturers the areas where they
can improve performance and regain some of the lost
profitability by:
 Analysing current production and management systems,
 Investigating and highlighting the shortcomings in each
department,
 Making recommendations for improvement,
 To provide solutions and the potential savings that would
accrue.

CASE STUDY 1: Dead Stock in Factory
 It was observed that approximately 10,000 metres of
fabric was collected in the fabric store in the last 2
months of which 50% was liability fabric and rest was
surplus from the production.
 Monthly fabric consumption of the factory was 50,000
metres.
 Dead stock collected in one month owing to
production surplus was 2,500 metres.
 This is 5% of monthly fabric consumption of the
company.
 In the “Average Factory” this loss amounts to Rs.
16,50,000 per annum.

CASE STUDY 2: Fabric Purchasing
in Factory
The fabric purchasing in factory XYZ is being done as follows:

1. A 2 or 4 body single size marker is made and an average
consumption figure is established.
2. A further 10% is added and the cost of garment is established.
3. After alterations, required by the buyer, a new 4 body single or
double size marker is made, this is compared to the original costing.
4. An additional 4% is added to the final consumption marker.
5. Another 6-7% is added to the fabric consumption this is to cover the
following:
a. Additional garments that could be sent to the buyer.
b. Rejects.
6. A further 6% shrinkage factor is added.

This amounts to 16.5% extra fabric ordered.

RECOMMONDATIONS FOR
CASE 1 AND CASE 2
1. Dead Stock must be eliminated.
2. Stock cards must be used and updated after each
transaction,
3. Fabric widths must be segregated and information
given to the CAD department to make most efficient markers,
4. Fabric must be issued by width,
5. Storage and material handling equipment must be
improved,
6. Random Stock Audits and Stock Checks must be part of
regular schedule,
7. Fabric reconciliations must be done for each order,
8. Stock holding of greige fabricshould be reduced.

CASE STUDY 3: M/A Ratio Study
in Factory
This is a study to establish what the operators are capable of:
M = Measured (Timed)
Research team timed each operation for 3-5 cycles to get the time taken by the
operator.
The measured time = 23.3 minutes + 20% allowances = 28 minutes
An allowance of 20% was added to the measured time for all contingencies.
A = Achieved. This is the average time taken to produce the garment.

Total no. of people working on the style: 39, working 8 hours a day, the
production output per hour=50 pieces. Therefore, the actual time taken to make
a garment is 47 minutes.

The M/A ratio is 28 / 47 x 100 =59.5%

40.5% of the operator time is lost,some of the reasons being:
o Poor line balancing resulting in waiting time,
o Poor work flow, and
o Poor supervisory control.

Recommendations for case 3
1. Bundle control systems with adequate bundle
disciplines
to be introduced,
2. Proper standard times and operator monitoring
procedures to be established,
3. The supervisors need training to manage WIP
levels,
4. The supervisors need training to do proper
production monitoring and control,
5. Method Improvement procedures should be
introduced,

Recommendations contd..
6. Production monitoring systems should be
introduced,
7. Production studies must be completed wherever
poor performance is observed,
8. Lost Time information must be collected analysed
and acted upon,
9. Repair handling procedures must be revised,
10. Large inappropriate scissors must be eliminated,
11. Operators should not be allowed to trim garment
parts.

Method study(abhishekkumar)

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