WORK STUDY

&
ERGONOMICS
Pravin Kumar
Work study is a generic term for techniques,
particularly method study and work
measurement, which are used for the
examination of human work in all its contexts,
and which lead systematically to an
investigation of all the factors which affect the
efficiency and economy of the situation being
reviewed, in order to seek improvements.
- ILO, 1981; Adebayo,
2007

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Purposes of Work Study
◦To standardize the method of doing a task.
◦To determine the standard time for doing a task,
for use in the wage payment/determination.
◦To minimize the unit cost of production by
selecting proper machine tools, optimum cutting
parameters and proper process.
◦To minimize the material movement and idle time
of the workers and machines by proper layout of
the plant.
◦To eliminate the unnecessary human motions in
performing a task.
◦To utilize the facilities such as man, machine and
materials most effectively.
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 Method or Motion Study
Objectives of Method Study
◦To improve the process of doing the work.
◦To improve the plant layout.
◦To minimize the human motions and fatigue of
the operators.
◦To maximize the utility of man, machine and
material.
◦To improve the overall working environment.

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Steps to conduct Method Study

◦Select: In this step, a job or process is selected

which is to be considered for method study.
◦Record: All the relevant facts/information
about the process or the job is collected
through data collection or direct observation.
◦Examine: All the data collected in second step
are examined properly.
◦Develop: Some of the efficient and economical
methods of doing that job or process are
developed.
◦Evaluate or Measure:Results of different
alternative methods are evaluated and the
best one is selected.
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Steps to conduct Method Study (Cont…)

◦Define: New method among the alternative is

defined and presented.
◦Install: New method as standard practice is
installed and persons in applying it are trained
to use the new method.
◦Maintain: Control procedure is established and
maintained.

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Factors Influencing the
Method Study
◦Motion economy factors
◦Economic factors
◦Technical factors
◦Human factors
◦Operational complexity
◦Delays

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ctivities and Symbols

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Tools used in Method Study

◦Charts,
◦Diagrams, and
◦Photographic aids.

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Operation Process Chart

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Operation Process Chart
(Cont…)
Advantages
◦ It represents basic activities and summarizes overall
picture of an operation.
◦ It visualizes the process and makes easy to understand.
◦ It gives a scope for improvement of operations or their
sequence by combination or rearrangement or
elimination.
◦ It helps in identifying the stages of inspection and thus
provides an idea for better layout of the workplace.
◦ It shows a way to think of improvements in material
handling and reducing the material movements.

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Operation Process Chart
(Cont…)
Limitations
Following information are got given:
◦Distance between workstations or shops.
◦Time to travel between workstations or shops.
◦Any interference or delays between two
workstations.
◦Back tracking, if any.

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Flow Process Chart

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Advantages over Operation
Process Chart

◦Distance between workstations or shops.

◦Time to travel between the work stations or
shops.
◦Any interference during transportations and
possible causes.

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Two hand Process Chart
Purposes
◦To balance the motions of both hands and
reduce fatigue.
◦To reduce or eliminate nonproductive motions.
◦To shorten the duration of productive motions.
◦To train new operators in the ideal method.
◦To sell the proposed method.

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Two hand Process Chart
(Cont…)

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Multiple Activity Chart

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Man-Machine Process
Chart

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SIMO Chart

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Flow Diagram

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String Diagram

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Travel Chart or Trip
Frequency Chart

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Micromotion Study
Purposes of Micromotion Study
◦To study the nature and path of movements for
accomplishing the elements of an operation.
◦To find the most efficient way of accomplishing the
elements.
◦To impact training to the operators regarding
motion economy principles so that unnecessary
motion or movement by the operator may be
avoided.
◦To keep a permanent record of the most efficient
way of doing a task for new reference.
◦To collect Motion Time Data (MTD) for calculating
synthetic time standard for different elements.
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Therblig

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Memomotion Study
◦Memomotion study was originated by M.E. Mundel.
◦It is a special type of micromotion study in which
the motion pictures or video tape is taken at slow
speeds. With this technique, also photograph is
taken of the moving part of the body, as was done
in micromotion study.
◦But the speed of the movie camera is kept
considerably lower.
◦In micromotion study, the record is made by film
operated at the speed of 16 frames per second or
by constant speed camera at 1000 frames per
minute.
◦In memo-motion study by the photograph is taken
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by cameras using 50 to 100 frames per minute.
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Cycle Graph: In this method, a small electric bulb is
attached o each part of the body which makes movement
for carrying out operations. The path of movement is
photographed by high speed camera, such record is called
cycle-graph.

Chronocycle Graph: It is an improvement over the previous

method. In this method also a bulb is attached to the
moving part of the body, but the bulb is made slowly off
and quickly on and photograph is taken. The path of the
bulb, i.e. the path of movement appears dotted, the dots
taking pear shape. If the movement is fast the dots are
spaced far apart, whereas they are closer if the speed is
slow.
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Time Study or Work
Measurement
Objectives of Time Study
◦To analyze the activities for doing the job with the
view to reduce or eliminate some unnecessary or
repetitive activities so that human effort can be
minimized.
◦To compare the time of performance by alternative
methods.
◦To standardize the efficient method of performing
a job.
◦To standardize the conditions for efficient
performance.
◦To determine the optimum number of men and
machines.
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◦To determine man and the machines ratio for

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Time Study or Work Measurement (Cont…)

◦To provide information and basis for

production, planning and scheduling.
◦To balance the work of all the workers working
in a group.
◦To determine the normal time for a job, to be
used as a basis for wage incentive schemes for
the workers.

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 Difference between
Motion Study and Time
Study
Basis Motion Study Time Study
Purpose Concerned with the motions Concerned with the
or movements of workers determination of time
performing each operation on taken by the workers in
the job.
Scope Covers only workers. Covers both workers
and machines.
Procedure Conducted by photographic Conducted with the
procedures. help of a stop watch.

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Work Measurement
Techniques
◦ Direct time study (DTS)
◦ Normal Time = Observed Time × (1 + Rating factor)
◦ Standard Time = Normal Time + Allowance
◦ In general, we take readings for 5% accuracy and 95% confidence
level. The number of readings can be calculated as:
2
 2 
 40 n ( fx )     fx  
2

N  
   fx 

where n  f  Number of observations taken
N  Number of observations required for ±5% accuracy
and 95% confidence level
x  Value of observations
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Example 1. For a particular element of a job
20 observations (as shown in Table 1) were
taken by an observer using a stop watch.
Check whether these numbers of observations
are sufficient for 5% accuracy with 95%
confidence level. Find the minimum number of
observation required.
Time x 0.04 0.05 0.06 0.07 0.08
(in min.)
Frequency 3 2 8 5 2

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Solution
X (min) f fx x2 fx2
0.04 3 0.12 0.0016 0.0048
0.05 2 0.10 0.0025 0.0050
0.06 8 0.48 0.0036 0.0288
0.07 5 0.35 0.0049 0.0245
0.08 2 0.16 0.0064 0.0128
Total 20 1.21 0.0190 0.0759

2
 2 
 40 n ( fx )     fx 
2
  
N  
   fx  
2
 40 20 0.0789  1.212 
 
 1.21 
58.9 59
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Westinghouse Rating System
Skill Effort Conditions Consistency
Super Excessive Ideal Perfect
A1 = +0.15 A1=+0.13 A=+0.06 A=+0.04
A2 = +0.13 A2=+0.12
Excellent Excellent Excellent Excellent
B1 = +0.11 B1 = +0.10 B = +0.04 B = +0.03
B2 = +0.08 B2 = +0.08
Good Good Good Good
C1 = +0.06 C1 = +0.05 C = +0.02 C = +0.01
C2 = +0.03 C2 = +0.02
Average Average Average Average
D = 0.00 D = 0.00 D = 0.00 D = 0.00
Fair Fair Fair Fair
E1 = -0.04 E1 = -0.04 E = -0.03 E = -0.02
E2 = -0.10 E2 = -0.08
Poor Poor Poor Poor
F1 = -0.16 F1 = -0.12 F = -0.07 F = -0.04
F2 = -0.22 F2 = -0.17

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Example 2. The following observations (Table
2) of the actual time taken by a worker for
doing a job repeatedly were taken by a time-
study observer. The ratings for that worker are
as follows:
Skill: Good C1; Effort: Excellent B1; Condition:
Ideal; Consistency: Good.
Calculate the normal time.

Observation 1 2 3 4 5 6 7 8 9 10
No.
Time (min.) 0.3 0.4 0.7 0.4 0.5 0.6 0.5 0.6 0.6 0.4

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 Solution
0.3  0.4  0.7  0.4  0.5  0.6  0.5  0.6  0.6  0.4
Average time 
10
5.0
 0.5 min
10
Rating factor 0.06  0.1  0.06  0.01 0.19
Normal Time Observed time 1  Rating factor  0.5 1  0.19  0.595 Minute

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Synthetic Rating
◦Predetermined Motion Time Standard value of the
element taken from tables to average actual observed
time for the same element gives the Rating Factor.

P
R
A

Where R is Performance Rating Factor; P is

Predetermined Motion Time Standard value for the
element in minutes (from tables); and A = Average
Actual Time observed for the same element in minutes.

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Example 3: The average actual times for the
five elements of a task were measured and
shown in Table 3. The predetermined motion
times for three elements are also given.
Calculate the performance rating factor.
Element No. 1 2 3 4 5
Avg. actual time, A 0.12 0.14 0.22 0.34 0.12
(min.)
Predetermined motion 0.14 - 0.20 - 0.10
time (P)

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Solution

P 0.14
Performance rating factor for element 1, R   116.67%
A 0.12
P 0.20
Performance rating factor for element 3, R   90.9%
A 0.22
P 0.10
Performance rating factor for element 5, R   83.33%
A 0.12
116.67  90.9  83.33
Average, R  96.96%
3

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 S. No. Description Notation Conditions Percent
Letter Adjustment
1. Amount of body A Finger used loosely 0
used B Wrist and Fingers 1
C Elbow, wrist and fingers 2
D Arm, etc. 5
E1 Trunk, etc. 8
E2 List with leg from floor 10
2. Foot Pedals F No pedals or one pedal with 0
C fulcrum under foot. 5
Pedal or pedals with fulcrum
outside the foot
3. Bi-manualness H1 Hands help each other or 0
H2 alternate 18
Objecti Hands work simultaneously
doing the same work
ve 4. Eye-hand I Rough work, mainly feet 2
Rating coordination J Moderate vision 2
K Constant but not closed 4
L Watchful. fairly close 7
M Within 1/64" 10
5. Handling N Can be handled roughly 0
requirements O Only groll control 2
P Must be controlled but may 3
Q be squeezed 4
R Handle carefully 5
Fragile
6. Weight Identified by the actual
weight for resistance
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◦B = P x T
◦Normal Time (NT) = B × M
where B is Base Time; P is Rated Pace; M is
Job Difficulty Factor, and T is Observed Time.
Example 4: The observed time for an
element is 0.24 minute, the pace rating is
90% and the sum of all secondary
adjustment (for job complexity) amounts to
40%, find the normal time.

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 Solution

Normal time Observed time Pace rating Secondary adjustment

90 140
0.24   0.30 min .
100 100

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Skill and Effort Rating
Relaxation
factors
Nature of work Factor
Light work 1.1 to 1.2
Medium work 1.2 to 1.35
Heavy work 1.35 to 1.5
Very heavy work 1.5 to 3.0

Tb V Ra
B
60 60
where Tb is observed time in seconds; V is speed of work;
and Ra is relaxation allowance.

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Allowances
◦ Personal allowance: Restroom breaks, phone calls,
water fountain stops, cigarette breaks (5% typical) etc.
◦ Fatigue allowance: Rest allowance to overcome
fatigue due to work-related stress and conditions (5%
or more).
◦ Delay allowance: Machine breakdowns, foreman
instructions (5% typical)
◦ Contingency allowance: Additional allowance due to
a problem with the task (e.g., raw material problem). It
cannot be greater than 5%.
◦ Policy allowance: These allowances are intended to
cover special work situations that are usually
associated with a wage incentive system.
◦ Training allowance: For workers whose
responsibilities include teaching other new workers in
their jobs.
◦ Learning allowance: For workers
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Example 5: An operator was kept under
observation for 20 days. He was found
working on 900 occasions and abstaining
including idle time was 100. He produced 250
jobs during these days. The observation per
day was for 5 hours only and the total number
of observations was 1000. Take 110 as
performance rating for operator and 20% as
allowance. Calculate the standard time.

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Solution

Percentage of working time

Observed time Total working time 
100
90
20 days 5 hours 60 min utes  5400 min
100
Normal time per unit of job Observed time Rating factor
5400 min 110
  23.76 min s.
250 100
S tan dard time Normal time  allowance 23.76 1.2 28.52 min

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Predetermined Motion Time System (PMTS)

◦Work Factor System (WFS): In WFS the time for

an operation is calculated on the basis of the use
of some variables such as body member, distance
moved, manual control, weight or resistance
involved, etc.
◦Method-Time-Measurement (MTM): This is a
technique of method analysis and additionally it
does the work of time study by providing time
values for each motion.
◦Basic Motion Time Study (BMTS): The basic
motion is defined as a complete movement of a
body member, such as saying hand moves from
rest and again comes to rest.
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Principles of Motion
Economy

◦Principles related to the use of the human body,

◦Principles related to the arrangement of
the workplace,
◦Principles related to the design of tools and
equipment.

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Principles related to the
use of the human body
◦Both the hands should start and finish their
motions at the same time.
◦Both the hands should not be made idle
simultaneously, except while at rest.
◦Arms’ motions should be symmetrical and
simultaneous.
◦As far as possible, arrangements should be
made for minimum movements of hands and
body.
◦Straight line movements should be availed in
the presence of continuous curved movements.
◦Free swinging movements should be preferred
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Principles related to the use
of the human body (Cont…)
◦Work should be arranged to give the operator
repetitive nature of motion, i.e. rhythm in
motion.
◦Work should be arranged to give minimum eye
movement so that THERBLIG ‘search’ and ‘find’
take minimum time.
◦Momentum should be used for helping the
operator, but the momentum should be
minimized if it is to be overcome by the
muscular effort of the operator.
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Principles related to the
arrangement of the workplace
◦For all tools and workpieces definite places
should be fixed up.
◦To reduce searching time, tools and workplaces
should be prepositioned.
◦The workpiece should be delivered at the
nearest to the workstation by gravity feed, or
bins, or containers or transfer machines.
◦Tools, materials, and controlling levers should
be located within easy reach of both the hands
of the operators.
◦Tools and workpiece should be arranged
according to the sequence of the operations.
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Principles related to the
arrangement of the workplace
(Cont…)
◦Arrangement should be made for automatic
disposal of the finished goods.
◦Adequate light, a comfortable chair, convenient
height of the workpiece should be provided.
◦The workplace and the workpieces should have
color contrast.

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Principles related to the design
of tools and equipment
◦ As far as possible, jig, fixture or foot-operated device
should be used instead of hands for ‘holding’ the
workpiece.
◦ Tools should be combined if possible.
◦ If fingers are used, load to each finger should be given
according to its capacity.
◦ Handles of levers, cranes or large screw drivers should be
made sufficiently large so that there is the maximum
contact with the hands.
◦ The levers, cross bars, hand wheel, etc. should be so
arranged that the operators can use them with the least
change in their body position.
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Work Sampling

Work sampling is a method to find the percentage of the

day of worker is working and the percentage of the day
he is idle.
◦Systematic sampling: If the observations are taken at
a fixed interval of time, it is called systematic sampling.
◦Random sampling: if observations are taking random
spaced time, it is called random sampling.
◦Stratified sampling: if observations are taken at a
random spaced time after a finite number of regularly
spaced time intervals, it is known as stratified
sampling.

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Procedure for Work Sampling
◦Identify the activity or activities that are to be
considered for the study. For example, determine
the percentage of time that equipment is working,
remain idle, or under repair.
◦Estimate the proportion of time of the activity of
interest to the total time.
◦These estimates can be made from the analyst’s
knowledge, past data, reliable guesses of others, or
a pilot work-sampling study.
◦State the desired accuracy in the study results.
◦Determine the specific times when each observation
is to be made.
◦After two or three intervals during the study period,
recompute the required sample size by using the
data collected thus far.
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◦Adjust the number of observations if appropriate.
Advantages of Work Sampling
◦The activities that are difficult to measure using
time study can be easily measured by work
sampling process.
◦The men or machines can be studied in groups
with work sampling.
◦Since the observations are taken over a period of
days or weeks, therefore, day-to-day variation
cannot affect the result appreciably.
◦The chances of getting misleading results are less
since the operators are not under direct
observation.
◦The study is less time consuming and less tiring
for the observers.
◦No time measuring device is required.
◦The calculation is easy and less time consuming.
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Limitations of Work Sampling

◦Study of individual machine or operator is not

economical.
◦The operator may change the work pattern in the
presence of observer.
◦This study presents an average result and it cannot
give information regarding individual activities.
◦The approach of statistical analysis creates confusion
among the worker.
◦ Minimum number of observations, randomness in
observations, instantaneous observations are essential
and must be focused on the accuracy of the results.

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Work Sampling: Minimum Number of
Observations
e
z  e (error ) 
z
2
pq
 z
N  2   pq
 e

where z is the corresponding value of confidence

level; σ is standard deviation; p is the percentage
occurrence of an activity or delay being measured,
expressed as a percentage of total number of
observations as a decimal; e is accuracy in
fraction; and N is the number of observations.

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Example 6: Calculate the required number of
observations necessary for an accuracy of 3% and
confidence level of 98%, if the total number of
observations of machines working is 3000 and
idle 1000.

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Solution

p 1000 / 4000 0.25; q 3000 / 4000 0.75;

z corresponding to 98% confidence level 2.05
2 2
pq  z  2.05 
N  2   pq   0.25 0.75
 e  0.03 
875.52 876 observations

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Job Design

Job design is a function of specifying the work

activities of an individual or group in an
organizational setting.
Objectives of Job Design
◦To establish organizational chart.
◦To develop work assignments or jobs that meet
both organizational and the worker needs.
◦To develop job descriptions of the works.
◦To motivate human resource on the job at work
place through implementation of job design
components and relative worth of a job
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 Job Expansion
◦Job enrichment is a process of vertical expansion
of job where higher levels of tasks are added,
increase in job responsibilities and job depth,
increase in work autonomy and basic managerial
skills, and preparation of a staff for a potential
promotion.
◦Job rotation is a process of worker to be sent to
learn and work in another operation on a
scheduled basis, to set up a periodic work rotation
schedule, giving exposure to other jobs to acquire
new skills, knowledge, adds motivation and
challenges to job and worker.
◦Job enlargement is a process of horizontal
expansion of job where varied tasks of similar
activities are added, the increase in job scope,
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Job Rating or Evaluation

◦It is a process of assessment of the relative

worth of a job qualitatively and quantitatively.
◦It is used to differentiate the wages for the
workers employed in different type of jobs.
◦This is essential for wage differentials.
◦The jobs are rated on the basis of difficulty to
perform, complexity to understand, the
responsibility involved, education and training
required, and working conditions and
environment.

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Merit Rating
◦In merit rating a man is rated based on his performance.
◦There are various criteria used to rate a man; these
criteria are attendance, co-operation with another
person, dependability, cautiousness during working,
leadership ability, appearance, initiative, judgment,
versatility, working knowledge, and general awareness.
Employee rating is used to keep a record of the relative
value of each employee, justify and determine the wage
differential for the same job, have better information for
promotion, transfer, or layoff, and point out the
weakness of the employees for self-development.

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Wage and Wage Incentives
◦ Wage is the remuneration given to the worker for the
work performed.
◦ A wage incentive is the amount or facility in terms of
monetary given to workers to motivate them for higher
production and productivity.
◦ Wage incentives may be in the form of financial
incentive, leave with pay, free medical facility, free
housing, free transportation from residence to
workplace and workplace to residence, recreational
facilities, leave travel concession, free education to
children, and higher educational facility for the
employee, etc.

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Wage Differentials

Reasons for wage differentials

◦Difference in marginal productivity of the workers.
◦Difference in qualification, experience and training of
the workers.
◦Difference in skills and specialties of the workers.
◦Difference in the difficulties and risk involved in the
work.
◦Difference in responsibilities required for completion
of the job.
◦Availability of the worker.

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Wage Incentive Plans
E R T
◦ Flat Day Rate:
Where E is daily earning; R is wage in Rs. Per hour; and T is time or
hour per day.
◦ Piece Rate System: In this system wage is determined on the
basis of pieces produced not on the time.
◦ Straight piece rate system: E R N
Where E is daily earning; R is wage in Rs. Per piece; and N is
number of pieces produced in a day.
◦ Piece rate system with guaranteed minimum:
E R1 T  R2 N
◦ Where E is daily earning; R1 is wage in Rs. Per hour; R2 is wage in
Rs. Per piece; T is the number of hours in a day; and N is the
number of pieces produced in a day.

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 Example 7. Suppose a department follows a piece
rate system of incentive with guaranteed minimum
wage. The hourly rate is Rs. 15 only. The piece rate
for a particular type job is Rs. 10. An average worker
can make only 10 jobs a day (8-hours a day).
Calculate an average worker’s daily earning.

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Solution

Given R1 =Rs. 15; R2 = Rs. 10; T = 8 hours; N = 10 jobs a day.

E R1 T  R2 N 15 8  10 10 Rs.220 per day

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 ◦Taylor’s Differential Piece Rate System: Taylor
determined the standard production rate. If the number
of pieces produced by the worker is less than the
standard production rate the wage paid will be based on
Rs. RL (Smaller value) per piece and if the number of
pieces produced is equal or greater than the standard
value the wage paid will be based on Rs. Rh (higher
Example 8: The management decides to
value) per piece.
implement Taylor’s differential piece rate system for
a plant. The standard rate of production is fixed at 8
per hour. The lower and higher wage rates are Re.
0.40 and 0.50 respectively, for each job. Calculate
the daily wage of a worker if the production rate is 6
per hour and 10 per hour.
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Solution

S tan dard rate of production (daily ) 8 8 64

The daily wage when production rate is 6 per hour 6 8 0.40
Rs.19.2
The daily wage when production rate is 10 per hour 10 8 0.5
Rs.40

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 Meerick’s Differential Piece Rate System: This is
similar to Taylor’s piece rate system. A standard
production rate is decided for different types of jobs.
Three wage rates say R1, R2, and R3 are fixed for
each type jobs. R1 is the lowest and R3 is the highest
wage rate. If the production rate is up to 83% of the
standard production rate the worker is paid at the
rate of R1. For the production rate between 83% and
100% of the standard production rate the worker is
paid at the rate of R2 and for the production rate
over 100% of the standard production rate the
worker is paid at the rate of R3.
A commonly used relationship between R1, R2, and
R3 is given as:
R2 = 1.08 R1 and R3 = 1.2 R1
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Example 9: The standard output rate of a
particular product is 12 per day. The
minimum wage rate is Rs. 2 per product.
Calculate the daily earning if the production
rates are 9 per day, 11 per day, and 13 per
day.

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Solution

R1 Rs.2.00; R2 Rs.2.00 1.08 Rs.2.16; R3 Rs.2.00 1.2 Rs.2.4

The s tan dard output rate 12 per day
83% of the s tan dard rate 0.83 12 Rs.9.96

Daily earning for production rate 9 per day Rs.2 9

Rs.18 per day
Daily earning for production rate 11 per day Rs.2.16 11
Rs.23.76 per day
Daily earning for production rate 13 per day Rs.2.4 13
Rs.31.2 per day

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Halsey Plan: In this plan, the minimum wage is
guaranteed. If a worker takes less time than the
standard time to complete a job, he is paid an extra
amount for the time saved. The worker is not paid for
the total time saved, but for the fraction of the time
saved. This fraction may vary from 33% to 75% but the
commonly used fraction is 50%. The earning can be
determined as:
R
E R Ts  Ts  Ta 
2

Where E is earning; R is the hourly rate of wage; Ta is

actual time taken to complete the task; and Ts standard
time to complete the task.

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Example 10: A manager sets a target for
the worker to complete his job in 6 hours.
The workers are promised to pay incentive
according to Halsey 50-50 plan. The hourly
wage rate is Rs. 5. The worker could
complete the task in 5 hours only. Calculate
the total earning and hourly wage rate of the
worker.

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Solution

Ts 6 hours; Ta 5 hours; R Rs.5

R 5
E R Ta   s a
T  T 5 5  6  5  Rs.27.5 for five hours
2 2
Rs.27.5
Hourly earning  Rs.5.5
5
Therefore, daily earning Rs.5.5 8 Rs.44

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  Ts  Ta 
Rowan Plan: E R Ta    R Ta
 Ts 
Where E is earning; R is the hourly rate of wage; T a is actual time
taken to complete the task; and Ts standard time to complete the
task.

Example 11: Using the information given in

Example 10, calculate the daily earning of the worker
under Rowan Plan.

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Solution

Ts 6 hours; Ta 5 hours; R Rs.5

T  T  1
E R Ta   s a  R Ta 5 5  5 5
 Ts  6
Rs.29.16 for five hours
Rs.29.16
Hourly earning  Rs.5.83
5
Therefore, daily earning Rs.5.83 8 Rs.46.64

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Bedaux Plan:
E R Ta for Ta Ts
E R Ta  0.75 Ts  Ta  for Ta  Ts

Where E is earning; R is the hourly rate of wage; Ta

is actual time taken to complete the task; and Ts
standard time to complete the task.

Example 12: Using the information given in

Example 10, Calculate the daily earning of the
worker under Bedaux Plan.

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Solution

Ts 6 hours; Ta 5 hours; R Rs.5

E R Ta  0.75 Ts  Ta  for Ta  Ts
5 5  0.75 1 Rs.25.75 for five hours
Rs.25.75
Hourly earning  Rs.5.15
5
Therefore, daily earning Rs.5.15 8 Rs.41.20

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Ergonomics
◦Ergonomics is the scientific study of the
relationship between man and his work
environment.
-Murrell (1971)
◦Ergonomics is the application of human biological
science in conjunction with engineering science to
the worker and his working environment so as to
obtain maximum satisfaction for the worker which
at the same time enhances productivity.
- I.L.O (Helander, M., 1995)
◦Ergonomics discovers and applies information
about human behavior, abilities, limitations and
other characteristics to the design of tools,
machines, systems, tasks, jobs, and environments
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Area of Application of
Ergonomics
◦Design of machines, equipments, plants and
factories.
◦ Designs, roads, houses, dams, schools, offices.
◦ Design of furniture, seats, tables, auditorium,
◦ Design of working conditions and environment.
◦ Measurement of human work load & capacities of
work
◦ Study of human characteristics such as habits &
ways of working and health & safety aspects.
◦ Selection, training and development of
people/workforce
◦Biomedical and biotechnology
◦ Human resource planning and management
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Role of Ergonomics in
Manufacturing
◦Product design & development
◦Material selection, purchase, storage, and
value addition
◦Efficient & effective design of methods and
procedure
◦Machines, equipment design and uses
◦Factory layout and workplace design
◦Material handling, equipment design, selection
and material handling system
◦Quality inspection and control
◦Warehousing and distribution
◦Performance measures and tests
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Murrell’s Ergonomics Check
List
◦What roll is the man expected to play?
◦How will the equipment fits the man?
◦Can operator sits/stands while operation?
◦Is the equipment operated partly fully?
◦Is operator man/woman?
◦What information does operator need to do the
job?
◦What controls will be needed/ type, operating body
part?
◦What physical work operator is required to do? Is it
per his/her capability?
◦What form of communication will take place
between different components of the system?
◦What ambient conditions likely to be?
◦What are the physical and mental demands?
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 Thanks

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