LI B

RARY

OF THL

N IVER_SITY
Of ILLINOIS
U

331.1
y\o.

\-2.5

t<o&

MOTION-I>
and
TIME

Institute of

Labor and Industrial Relations

NIVERSITY OF ILLINOIS
I

EDITORIAL

NOTE

This University of

Illinois Bulletin is

second of three to be published by the

tute of

the

Insti-

Labor and Industrial Relations on

The

Industrial Engineering topics.

topics are

Job Evaluation, Motion and Time Study,

and Wage Incentives. These Bulletins are not
intended to "promote" the use of these techniques, but to aid

managements and unions

which have decided

The

Institute

adopt them.

to

Labor and Industrial

of

Relations was established at the University of

Illinois
estly,

in

1946 to "inquire faithfully, hon-

and impartially

problems of

which

will

all

lay

the

labor-management
and secure the facts

into

types,

foundation for future

progress in the whole field of labor relations."

The

Bulletin series

is

designed to carry

out these aims by presenting information and

on subjects of interest to persons active

the field of labor-management relations.

ideas
in

These Bulletins are nontechnical, for general

and popular use.
Additional copies of this Bulletin and
others are available for distribution.

ROBBEN W. FLEMING,

BARBARA

Director

Editor

I.L.I.R.

(The

DEN.NIS,

BULLETIN NO. 24

number 24 represents

published

by the

Institute

lations to date. This series

and

D.

later

I.L.I.R.

of

number

Labor and

Number.

published

at

Hereafter

irregular
I.L.I.R.

of 6u//etins

Industrial

Re-

was originally called Series A

Series, with

Publications, Bulletin

ume and

consecutively.

the total

intervals

I.L.I.R.

and

6u//etins
will

will

Vol-

be

be numbered

Publications, Bulletin Series, Vol. 6,

Workers on fhe Move, published in September,

1952, is the Bu//ef/n in this series immediately preceding

No.

1,

this

publication.)

UNIVERSITY

OF

ILLINOIS

BULLETIN

\'alume 51, Number 73: June, 1954.

Published seven
times each month by the University of Illinois. Entered as
second-class matter December 11, 1912. at the post office at
Urbana. Illinois, under the Act of August 24. 1912. Office
of Publication. 2(17 .Administration Building. Urbana, Illinois.

Motion and Time Study

by

L.

C.

PIGAGE

Associate Professor of Mechanical Engineering and Labor and Indusfriol

Relations

J.

L.

TUCKER

Chief Industrial Engineer, CofTing Hoist

Mechanical Engineering

in

Company. Former

Instructor of

Labor and Industrial Relations and Extension

TABLE OF

CONTENTS

Introduction

Why Have

Motion and Time Study?

Motion and Time Study

in

the

Wage

10

Structure

Motion Study

11

Process Chart

12

Flow Chart

18

Operation Chart

18

Micromotion (Simo) Chart

22

Conclusion

22

Time Study

23

Approaching the Employee and Job

to

Be Time-Studied

23

Determining the Job Content

24

Determining the Elements of the Job

26

Recording the Actual Time Values

27

Determining the Average Time to Do the Job

by a Certain Operator

34

Determining the Base Time for the Job

by Rating or Leveling
Determining and Applying Allowances

36

37

Applying the Standard as Determined

by the Time Study

40

Conclusion

AA

Selected Bibliography

45

Introduction

To mention motion and

time study to a group of workers, or to a

group of management representatives,

way

a eertain

is

to

start

an

involved discussion.

Even with a
study was

Time

at the

Frank

some 50

history of
first

Midvale Steel Company in the 1890's. At about the same time

Gilbreth applied motion study to bricklaying as a means of

B.

improving

his contracting business.

Perhaps some day agreement

to follow in

suggest

many points are still debated.

W. Taylor while he was working

years,

used by Frederick

may

be reached on a scientific procedure

motion and time study. But

at the present time

some general methods which can be modified

to

we can

fit

only

a situation

being considered.

Human

judgment has always been a strong factor

attempting to remove the

difficulties

people in the shop, particularly those

suspicious of motion

to

be overcome in

that surround this subject.

who

The

are organized into unions, are

and time study. They are especially critical of the

which has not been too satisfactory in many

rating phase of time study

instances.

Motion and time study affects the way a man works and how much
his work. These things are vital to him. He finds it difficult to
accept any change without understanding the reason for it. In most cases,
motion and time study is not fully understood by those not actually
trained to work with the technique. Often the lack of understanding and
the misapplication of motion and time study are responsible for much of

he gets for

the controversy.

This Bulletin
study, to suggest

is

written to explain methods used in motion and time

an approach

to

its

developing a working program in the

many
field.

problems, and to

assist in

Why

Have Motion and Time Study?

Managements
and

of manufacturing concerns feel that

economy

of effort

cost are extremely important factors in the operation of a plant.

In

many

to

achieve

the effect

cases they use

motion and time study

as

one of the techniques

economy. In addition, they give serious consideration to

of production economy on the buying public. They try to set
this

is willing and able

good one, well known, and sold

the selling price of a product at a level the customer

to pay. Frequently,

if

the product

at a reasonable price, a

Thus he

field.

is

is

manufacturer may gain a leading position

able to maintain good profits

and

in the

security.

In order to price a product, most manufacturers try to determine and

material, overhead, and labor. Motion

and time study has dealt mainly with labor costs. Yet it is affected by
many complex variables such as the understanding of the whole field of
motivation. It is this technical treatment of the subject, without due
regard for the human being, which has caused many motion and time

lower three major cost factors

study systems to get into untenable positions in industry.

For example, Jim and Ed are two workers. Each does exactly the
same work, and each is apparently trying to do a good job. Yet, upon
closer examination, it is found that Jim produces quite a bit more than
even though Ed appears to be working harder than Jim. This
Ed
situation isn't serious enough to create an immediate price emergency
for the company, but it does warrant an investigation to find out why
Ed doesn't produce as much as Jim. Perhaps there is some way to find
out exactly what Jim does that enables him to produce so well. If the
"know-how" that Jim possesses can be divided into sini]jlc steps and

explained clearly to Ed, and to the other Eds in the plant, their jobs will
become easier to perform and will cause fewer headaches for everyone.
Here motion study comes into the picture. Through the use of motion
study, the job can be broken down into steps, and each step can be
analyzed to see if it is being done in the simplest, easiest, and safest
possible manner. Jim probably knows a few short-cuts that help him do
his job in less time and with less effort. By using motion study, it will be
possible to find out just what these are.
At this point Ed can be helped by motion study. The job has been

broken down into simple steps that are easy to explain, easy to understand, and easy to follow. Now he will be able to realize some good production results and get these results with

less effort

than he used before.

Time study is
amount of work in a certain way. It is tied in directly with the specific
method of doing the work and is good only for that method. The use of
time study permits the company to complete the picture of labor cost
and also provides a fixed base so the worker will know what is expected
of him during a certain period of time.
What does this mean to the company, and eventually to Jim and Ed?
It means that the company can constantly improve its position in the
competitive market and can maintain a good profit margin. This may
greater job security and higher
result in more benefits for Jim and Ed
wages. Moreover, their work will be easier.
the recording of the

time needed to do a certain

Motion and Time Study

in

the

Wage

Structure

In the technical sense, motion and time study can be placed between

and the specific wage incentive plan used in

company. The motion and time study program establishes the

the job evaluation system

the

minimum

expected rate of production on each job to which

money

it is

applied

(The base money rate

for the job may change from time to time due to changing economic
conditions and social outlooks, but the time standard should remain the
same as long as the method of doing the job is not changed.)
Furthermore, motion and time study programs set the basis for wage
incentive systems. Through the use of motion and time study, the unit base
of measure for extra pay for extra production above the acceptable minimum is established. (This whole relationship is more fully explained in Job
for the base

rate being paid for that job.

Evaluation, a Bulletin previously published by the University of

10

Illinois.)

Motion Study

Motion and time study is not scientific throughout. The techniques

do attempt to follow a scientific procedure, but there is room for considerable inipro\ement. To achieve rational and reasonable results it is
motion and time study together

essential to use

standard.
in

It

motion study

tact,

much

procedure,

to

determine a production

particularly important that reasonable effort be applied

is

to insure equitable results

when time

the diflficulty with time study, aside

is

result of

motion pattern of the

Basically,

applying

it

study

is

used. In

from lack of scientific

without a thorough study of the

c^t

job.

motion study

is

The time
method
new way to

the foundation for time study.

study determines the time to do the job according to a certain

and is valid only so long as the method is continued. Once a

do the job is developed, the time study must be changed to agree with
the new method. Otherwise the time allowed for the job would be too
great, and a loose standard would result. This, in turn, would mean
inconsistent standards or unequal opportunity for all persons on incentive

work to earn essentially equal bonuses.

Motion study can be used successfully without time study
but time
study cannot be used without motion study. Since motion study is the
foundation for time study and should be done before a time study is
made, this Bulletin will consider motion study techniques first.
The purpose of motion study should be to find the greatest economy
of effort with due regard for safety and the human aspect. The total
cost lor human expenditure of effort can be reduced at the same time
that the unit cost for human eflfort is increased. The same amount of
work can be accomplished in less time with more efficient application of
human effort which will justify higher hourly wage rates.

Any job can be motion-studied. The achievement of reduced human

may be harder to secure on some jobs than on others, but this is
no excuse for not applying motion study in many places other than on
effort

factory jobs. In fact, motion study can be applied very effectively to jobs
in the

home,

in the oflfice, in retail

and distribution

other areas.

Stated simply, motion study means

1

Find out how a job

2.

Thoroughly question the reason

now on the job.

3. Remove the

steps

is

fields,

and

in

many

being done now.

for each step as

on the job which cannot be

it

is

being done

fully justified.

11

UBRARV
UNivERsmr OF

nnmni

and standardize the new procedure for doing the job.

depending on the desires
The job study may be simple or elaborate
people
on
the job. The amount of
of those making the study and the
Install

4.

time and

money

to

may

be spent

limit the scope of the study.

ideas as outlined in the following pages will give a fair concept

The

some of the possible motion study techniques which can be used.

These samples of techniques, simply illustrated, with supporting procedures, will give the reader an idea of relatively uniform practices now
of

prevailing. No attempt is made to cover all the possible variations that

may exist.
The usual and tested procedures in motion study involve the use of
1. Process charts. The study of a series of steps in making an article

or the series of events a person goes

through in completing a job

assignment.

Flow

2.

is

charts.

supporting route of travel that an article or person

take in completing a series of steps in a job assignment. This chart

may

usually used to supplement the process chart.

3.

Operations charts.

detailed analysis of just

what an employee

does in a specific step or task.

4.

Micromotion (simo)

tion chart into very fine

charts.

An

elaborate

breakdown

of an opera-

motion patterns, showing what the employee

does in a specific step or task.

The above

is

and jobs. Not all

and operation charts are

the accepted order of study of processes

are necessary, but usually the process, flow,

made. This Bulletin will consider, in turn, each type of chart in the
motion study procedure. But a person with a sheet of ordinary paper and
even though specific forms
a pencil can achieve equally good results

shown

are

in the

subsequent

illustrations.

PROCESS CHART
Before one studies each and every step in a series used to complete

an

article or product,

This means that

other.
1.

all

it

is

well to take a look at the over-all picture.

the steps should be considered in relation to each

The

idea of this over-all view

Are

all

the %teps

now

used

is

to decide

to

complete the product or task

necessary?
2.

Are the various

3.

Is

steps

done

in the

proper order?

there waste of time and cfTort between the various "do" parts

of the series of steps?

To
and
12

study the over-all situation, one usually makes a process chart

a flow diagram.

On

the process chart,

all

the various steps involved

in furthering the

product from raw material to

order

listed in the

phase of the

e\-ery

which they now

in

final finish(>d

form are

exist. It is essential that

each and

series of steps in the over-all picture

assumptions should be made. Above

all,

it

be shown.

what

the series of events on the actual scene instead of trying to picture

is

No

highly desirable to observe

is

taking place from a distant office.

As an illustration of a process chart, consider the simple

series of

events encountered in preparing a bottled soda to drink. I'his might

occur in any home, and the illustration was purposely selected so that
the reader might duplicate the process chart in his

every step in the series

Furthermore,

is

made by

chart was

this

forming the job sequence. See Figure

It

can be seen from

own home. Note

shown, regardless of the extent of the

this process

actually observing a person per-

I.

chart that, along with the general

and summary, there are three

These are (1) description of the

identification material

body of the chart.

and
be

(3) distance involved.

and often

listed

soon discover that they

steps

which

Nat/

V-

o
rn

step,

symbol,

(2)

fourth detail, the time for each step, could

look somewhat queer, but, with usage, one

assist in

spotting features about a series of

will lead to simplifying the process.

and anv chart are

detail parts to the

is.

The symbols used may

will

that
step.

The symbols used

in this

an operation, a step which progresses the product through

change in shape, etc., along to completion.
a move operation, a transportation from one location to another, but not involving a change in shape of the product nor
progressing the product along to completion.
a temporary storage, a waiting of the article or product for the
next event to happen.
a permanent storage, a waiting of the article or product for
the next event to happen. This differs from temporary storage
in that an order is reciuired before the next event can take
place.

an inspection of a quality nature.

an inspection of a quantity nature.

Now, returning
several features that

to

the

illustrated

process chart

(Figure I), note

would and should be questioned. There are

sev-

moves involving considerable distance to secure thi' finished product

and (2) several operations which may be readily simplified. I'he extent
of a change depends upon the costs one may be able to undertake. Siin]jlc
money
changes usually can be made without actual
or with minor
eral

outlay. In this case, one-third of the distance traveled could be saved by

relocating the refrigerator

when one

and

bottle opener. (This

is

particularly evident

looks at the flow chart. Figure II.)

13

PROCESS CHART
"Present

METHOD
Page-Lof-L

Pfnra^^
pppt<;

Charted by

Dia+aoctf

~Preoare boltlect
Hoir>g

J^Wn Dna

he.\iera<^ff -fodrinWi

Ports 5gda,Bc<"r i^ertftor,QpgnerPart No's.

Date

N>Qng
Ant^

4-1

wg

FLOW CHART
Page_LofJL_

Prnrpss
pppts

Charted by

T'lou>

diagram- Prvparv

Hotv^tf

bottlxl

bv#rag# fo dnwh,

pprfs Soaa.gafri^cator. Opwer pg^f

JoHn ppg

Nf^'a

nnto

Hon*
Ant)

Rfffri^arat'or

flm*

Scale- each squore.il.

LCP-62-Form2

FIGURE

15

PROCESS CHART
Improved

METHOD
Poge_Lof_L

Prnrpo;
P>ptg
Chorted by

Otshance

P^apore

Home
Jon Po

bottted

bvraqe
Ports

fa driwb

^*'<'- <'^'^'<'-atr,

Qpimr pgrt

No's.

-5i5!5S___

Date ^^*^

<"*

Mm*

FLOW CHART
(mprovgd

METHOD
Page.ofJ_

Process P'lom diagram

ngpts.

Charted by

Home
^O"^

Pfeparo bottlgd bevaragtf

to dnwte.

Porfs Sodo. Rgfn<}iratar,Opentfr p^y| Np's

Pog

**on

Date LqV*r.an>j

[^HlD

Table

5ofa.

RrrigeTa*or'

Scale- each square2_ff_

LCP-52-Form2

FIGURE ET

17

These simple changes resuhcd

in

improved process chart shown

in the

Figure III and the corresponding improved flow chart shown in

Figure IV. Further changes in equipment could have resulted in even

more saving

and

of time

eff"ort,

money would have

but some

to be spent

for these improvements.

FLOW CHART
This chart, as seen in Figure

II,

is

really a

"road

map"

of the series

of events. It brings out more clearly the extent of the moving-around

involved even in this simple illustration. The general practice is to have

a flow chart accompany every process chart.

any convenient

The

flow chart

is

drawn

to

scale.

OPERATION CHART

Even though no operations were eliminated in the improved process

and flow charts illustrated, there are many cases where they could be.
Because some operations can be eliminated or combined with others, an
individual operation study should follow an over-all (process chart)
study. In this way, time will not be wasted studying or retaining an
unnecessary series of events.

Each operation should be studied

1.

What

2.

Why

3.

What

more
It

to find

the operator does in accomplishing the task.

the operator does each part in accomplishing the task.
is

not absolutely necessary to accomplish the task so that a

use of effort can be suggested.

eff^ective

does not take

much time and energy to discover that many parts

human effort to accomplish little or nothing

a job involve the use of

except that the worker gets

many
in

tired.

skilled operators of today. It

some

whole

cases

thought as to

why

jobs, "just

of

This does not imply an insult to the

is

simply that parts of

grew up

like

many

Topsy" without

jobs,

and

sufficient

they are done as they are. In fact, some people on the

job or very close to the job do not realize just

how much

eflfort is

wasted

and take stock of what is being done.

many operators on the same
and this is important
Furthermore
job and production-standard-time-allowed will produce at diff"erent rates
because of the difTerent methods they use rather than because of how fast
they work. This is especially true when the operators are left more or
less on their own to develop their own methods on the job. This idea
was suggested in the introductory pages of this Bulletin. The operator is
until they stop

placed in a very

difficult

position

when he

is

given the production-

standard-time-allowed without the specific method.

18

He

has to stumble

on thf proper or better method

working at a reasonable paee.
Various means ean be used

to

meet the time standard while

still

information as to what an

to seeure the

operator does to accomplish a task, but the most satisfactory has been a

two-colunm
1

doing-

chart.

one

For a single operator

and

thi^

column shows what

the

other colunm shows what the right hand

is

left

hand

is

doing at the

same time throughout the task. See Figure V. (Additional colunms may
be used to show foot lever operations, etc.)
2. For an operator and a helper
one column shows what the
is
operator
doing and the other shows what the helper is doing at the
same time.
3. For an operator and a machine
one column shows what the
operator is doing and the other shows what the machine is doing at the
same time.

4.

Various combinations of the above three situations.

Turning

and looking

to specifics

the operator actually was doing

bracket. This particular

was trying

at Figure

when he was

method does not

V, the reader can see what

straightening a welded

reflect

on

his intelligence.

"T"

He

But the reader will note that

several times throughout the accomplishment of the task, one hand or
the other was idle. Also, the operator spent a lot of time handling thi'
to get the task accomplished.

work without actually straightening the bracket. The motion study

engineer did not intend to overwork the operator in correcting these
conditions, but aimed to help him use his eflfort more constructively.
With these thoughts in mind, a simple straightening block was constructed.

This block retained the bracket in proper position for the

straightening operation.

Now

an analysis of what the operator does

reveals eflfective use of both hands. See Figure VI.

These operation charts not only serve

ation, but
1

They

are

excellent

instruction

as a

means

guides

to

to simplify

train

new

an operoperators

properly.
2.

I'hey are sound bases for the method being emplo\ed

time study
3.

They

is

when

the

made.

are highly useful

changes in production

when

grievances on production standards or

arise.

Although further improvements could be realized through the use of

a special arbor

prc-ss in

the specific task illustrated,

inuch can be accomplished

in

penditure of money. Above

all,

it

can he seen that

operation analysis without excessive ex-

human endeavor can

be directed to ac-

complishing the task more efTectively.

19

OPERATION CHART
"Presenf

METHOD
Page

1 of -

-Porta

Dpprntinn ^^''Q'q^^'^'^ Welded "T' Brac ket

Operation

No..

Port*?

Mochine
Specif. No.

Operator
Scale -each square akgf^

Left hand

^^*-

No.

Charted by

Wld "T"
Brockat

_ Part No.

8g"ch

'O'^o
-

Pott

^'

13

Mach.No. '^""g

'^"g
Ll.

Dept

Po^

Draw. No.
pixt. No.

Hone'^""g
AniJ

Date timg

OPERATION CHART
Suc)^e5ted

Pagelof_L

fm F"
r"^

bar
.

METHOD

'*>fot-^

nnprntinn Straightgn Weld<?d "T" Bracket

Operation No.

i^

J^Optraior

Sractegt

Machine _S*!lch_

:::;:::::::

Specif. No.

H<"^g

Operator a No. J=LOii

Scale -each square -g^g"^

Left

.Dept._l3_

Wold
Pnrt<;

hand

'

^*

Charted by

^'^

Pe

-Port

No.

'O^o

Mach. No. ^o'nf

Draw. No. f*one

_ Fixt. No. Sioi

Date -time.

MICROMOTION (SIMO) CHART

found that a more detailed investigation is needed.
for detailed analysis is called micromotion study
and the chart used is a micromotion or simo chart. Frank B. and Dr.
Lillian Gilbreth, who originally developed this method of motion study,
In some cases

it is

The technique employed

found that

work could be broken down

all

These basic motions were called "therbligs"

and are

still

known by

into 17 basic

body motions.

a form of Gilbreth in reverse

that name. All jobs involve various combinations

and

of these basic motions,

their interrelationships play a very important

part in the analysis of jobs which are short in duration and rapid in per-

formance. In

fact,

micromotion study technique

is

favored over other

motion study methods because it can measure rapid jobs more efTectively.
Because these motions are small and difficult to record, the Gilbreths
also developed the use of a motion picture camera and a timing device
for studying

and measuring the

work. Micromotion study

is

basic

motion patterns involved

many work improvements can be

cause

forms of analysis.
limits

its

use by

realized with the

micromotion study program

many

in

doing

not too widely used at the present time be-

is

costly,

more simple
and this also

organizations.

Before rejecting micromotion study because of cost, serious consideration should be given to

detailed analysis

may

its

many

advantages. In long range planning, the

be well worth the investment. Son:ie of the advan-

tages are that micromotion study

1.

Provides more detail than other methods of observation.

2.

Is

3.

Is
a.

more accurate than other methods.

more convenient than other methods.
The work can be studied at leisure from

b.

The

any place

film can be stopped at

4.

Provides automatic timing.

5.

Provides a permanent record free of errors.

training operating personnel

6.

Is useful in

7.

Allows observer to study

Is useful as

8.

more

many

all

a film.

in the cycle

and

restudicd.

and methods analysts.

and various crews.

types of jobs

a basis for developing standard data.

detailed discussion of micromotion study

excellent texts

mentioned

may

bt-

found

in the

in the bibliography.

CONCLUSION

To

date there have been

many

motion study. These

to insure adequate coverage of

and principles developed for

good for checking a person's
the possibilities of work simplifica-

ideas

principles or rules are

work

An open mind and plenty of

motion study work.
tion.

22

common

sense are essential in doing

Time Study

Once

method

work has been determined by motion

much time is used to do the
work. Many industries have adopted some sort of a time study system
to record the time on a job. The name time study imphes that some sort
of a time-measuring device must be used. In most cases it is a stopwatch.
This particular area is more familiar to the employee because he is able
study,

it

the

is

of doing the

often desirable to find out liow

to observe at least the physical aspects of a time study

man

with his

stopwatch and board.

Before taking a time study,

it

is

necessary to understand just

what a

time study attempts to do.

time study attempts to find out the amount of work that a

properly trained, can do in a given time. The
operator must do the work according to a certain method, under
certain conditions, and at a certain pace which will produce a
certain physical reaction. Certain allowances for personal and
other delays are provided.
cjualified operator,

In

explanation, "certain"

this

is

used several times.

It

is

the problem

of each individual plant to determine the exact specifications for the

"certain" method, "certain" conditions, "certain" pace, "certain" physi-

and "certain" allowances. Just how the

cal reaction,

determined

unilaterally by

management or

answer the

specifications are

bilaterally

by management

and the employees or union

is decided in each case by the person or
persons involved. But it must be remembered that the employees' acceptance of the

lowed

is

All phases

must be

final

one of the

job

production-standard-time to be

al-

criteria for the success of time study.

method, working conditions, pace, and allowances

carefully considered

if

the time study

is

to be rational. It

is

unreasonable to expect a production worker to accept and meet or exceed

a production standard that
idea in

mind

is

not based on these phases.

rationale expressed in each case, are considered. This

only a scientific procedure

study are an

is

attempted

with

this

is

some parts

necessary because
of taking a time

art.

APPROACHING THE EMPLOYEE AND JOB TO

From

It is

that the following suggested steps in time study, with the

BE TIME-STUDIED

step of the time study series

is

not too important. However, from the psychological point of view,

it

perhaps the one which determines whether the idea of time study

is

is

the technical aspect, this

first

23

accepted or rejected. In most cases, the employee's

time study comes

when he

sees the

time study

man

first

contact with

with his board and

stopwatch.

Much
his

has been written about approaching an employee and getting

cooperation in any endeavor. In

should consider

all

the

ideas

this case,

the time study engineer

expressed by others and, after careful

thought, use the ones most applicable to the situation. Assuming that the

other phases outlined in the following pages are adequately covered, the

approach

to

the employee

when

properly handled does

much toward

securing a good and sound time study with the facilities available today.

The time

study engineer should approach the employee with the idea

of seeking cooperation

and should make him

feel at ease.

what the study is

welcome the employee's thoughts and ideas.
the employee an idea of

But

this

cannot

The engineer should

be done with a "mightier-than-thou" attitude.

all

about.

And

give

he should

Before the engineer takes any actual time values, he should establish
that the job

is

up and

properly set

that the

method used

is

the one to

be used until changes are made. In other words, the job should be reasonably standardized, and the cjualificd operator properly trained
work method should be selected.

in

the

DETERMINING THE JOB CONTENT

The determination

of job content involves recording the

doing the job exactly as

it

is

should be done in such detail

method

of

done when the time study is taken. This

that the work can be reproduced at any

time in the future. Details include recording

The general information about the job.

The workplace description.
3. The conditions and environment surrounding the workplace.
4. The method used by the operator.
The record obtained is of the utmost importance for the administra1.

2.

tion of a

to

sound time study system because

it

provides information for

1.

Determining the magnitude of job changes

2.

Training other operators in the standard method to enable them

as they occur.

meet the standard time.

3.

Developing standard time data.

The importance
further emphasized
are considered.

An

of

making the proper record

when

of the time study

is

the consequences of an incomplete description

incomplete time study record can cause the standard

become useless because the operators cannot be trained to meet

them. Without proper records inaccuracies develop in the standard time

times to

24

TIME STUDY SHEET

Drill

operation

^/if>"

pin holg

PogeJ-Of

S<-atj

Pa rts

pin

Cijctone

MflRhinP

Study hy

Shop

Dept. Mac'^ing

Lo

Operation No

S-

.Oper. No.

3^

.Part No's

-0-2T.

.Mach.

Jone

Draw.

mo-o-Z T

r^

Specif.

Ng'o^o

_Fixt.

NaOiU

357

Nq

2_

5^,^ 1^0^ J

.Approved by.

Date

*>****

Notes

Sketch

Li^htinq qood- fairlij clan room

2. Moderate nois? lavvl
Tote fat\ of
3. Comfortoblff saot -operator can etond
4 Supplij boxeA poorlij supported - on
fini*hcl pa'tsj
Joftf.pan.
uiooden crateo \8" hi^h
pf uifMW 5. Material 5upplie<:l to and talrn from
opeyator
6. MacViine operated at I200 rpm uatng
OpenotoV"
4"
high *fted dn'U
Scole- eoch squor* obout
Allowed
CTenr
Operation Description
-Drill fires*

1.

lis.

Left

Open

hand

"Right

clamp, release^ ^<adp piece

Atfide finished piece, release

Ka\s

and ^eaeh for c^uick clamp

ort jiq,

and

^ratft

and clamp

drill to rei-

Reacti for next piece, qraap

and Wold

and

^aiek ciatnp Jig

Position piece to jig, release

damp

ReacV) for drill presj handle,

qrasp and
Kold ctanrip

LCP-S2-Frni Ss

po4ition

release

Cdrri^ -to

Clan^p piece in ^19

hand

Raise drill to clear 5toclo

Drill

3/ife"

Allowed time

FIGURE
Method description

louier drill to atock.

pin hale

In

hand feed^

per

piece.

3Zir

(front of

form)

25

because of changes in method, equipment, workplace, and surroundings

which cannot be checked. Perhaps the most chaotic result is the gradual
development of undesirable attitudes on the part of the people on the

They begin

job.

to

associate

standard times with production quotas

rather than as measurements of the physical

work required. This feeling

method re-

leads to a resistance to change, even though the suggested

quires

no increase

in physical effort.

Before considering the methods description complete, two important

questions should be asked:

Can the job be reproduced from the methods description?

Does the description include everything the worker has to do?
To show how a time study builds up to completion, the same job will
be used as an illustration in all cases. Each step will be discussed and
shown on the time study form in turn. The previous discussion dealt
1.

2.

with determining the job content. Figure VII

simple

illustrates this step for

drill press job.

DETERMINING THE ELEMENTS OF THE JOB

Time

values of a job can be secured in a

Perhaps the two extremes would be

number

of different ways.

do
1
and divide this time by the number of pieces or pounds
produced to get a unit measure and (2) to determine the time for each
motion and a total of all the motion times for one unit produced to give
a unit measure. Between these two extremes are any number of possibilities, and it is usually one of these other methods that is used. In other
words, the job is broken down into parts and the parts are timed. The
(

to secure the over-all time to

the whole job

parts are

known

There are no

as elernejits.

into elements, but there are a

has to be built
1.

how a job should be broken down

few guides which can be used. The rest

fixed regulations as to

up through

experience.

The

guides are

Contents of each element should be as homogeneous as possible.

This means that a unit of work such as "insert a screw" should be in one
element, but other units of work in the same job should be in other
elements.
2.

Hand

Hand and machine

leveling.

times should be placed in different elements.

under the operator's control and

Machine time, under automatic feed,

time

is

is
is

subject to rating or

a definite value de-

pending upon the physical characteristics of the part being made and
equipment used. This can be determined without actual time study.
3.

Each element should be

either a relatively constant time value

element or a variable time value element. The same element of work

one job
26

will

appear

in

many

other jobs

especially

in similar

in

work.

However,

in

part being

made

some

cases because of the

physical characteristic of the

(such as size), the time value for the same element will

be different from job to job. This

is

known

as a variable element.

other cases, the varying work factors such as

handling

difficulty of

job to job. If this

element.

The

will

size,

In

weight, shape, and

not affect the time for the same element from

the case, the clement will be classified as a constant

is

value of having an element variable or constant

more apparent when standard

is

much

data, or standard time values, are being

developed.

Each element should,

4.

end point. In order

to

insofar as possible, have a definite start

and

secure comparable time values for the same

element, the start and end points should be fairly definite so the watch

can be read

One may

at the right

time each time the element occurs.

find that the time recording

means may not permit breaking

a job into certain elements. For example,

ordinary stopwatch for elements

it

is

not advisable to use an

than 0.04 minutes.

less

If the

element

movie camera, should be

used or else two or more elements should be combined into one.
To illustrate, Figure Villa shows the simple drill press job with
is

shorter, a different timing device, such as a

;

HK^thod of doing the job broken

th(^

The end

time study.

watch

is

read

is

down

point of each element

underscored.

at which the stop(The end point of one element is the

starting point for the next element.)

the right

hand

is

into elements for a stopwatch

the point

In the particular case illustrated,

the controlling one for each element, but this

is

not

always the case.

Figure Vlllb shows the element end points, or the points at which

watch

the

is

read,

on the time recording

side (back of

form) of the time

study sheet.

may not appear every time a piece or

made. These elements are described as if they were regular elements, but time values will appear only at irregular intervals. A note
usually accompanies the description of these irregular elements to sugOccasionally some elements

part

is

gest

how

often they occur, so that proportional amounts of time can

be allowed for them on each piece or pound produced.

illustrates the irregular

(Figure I.X

element as well as other features.)

RECORDING THE ACTUAL TIME VALUES

In

recording

the

actual

time

values,

two

(juestions

need

to

be

answered
1.

What method

2.

When

of reading a stopwatch

is

going to be used?

have an adequate number of stojjwatch readings hctn

secured?
27

TIME STUDY SHEET

_ Page_of

Operation,

Operation No..

Dept.

_Oper

Operator.
Ports.

No..

.Part No's-

Mochine.

Study by.

Mach, No.

Approved by.
Sketch

-Study

No

Draw.

No

Specif,

Fixt.

Na.

No

Date

Poge^of 2

Pog* ^of 2

With

method

rrspect to the

of stopwateh reading,

it

can be said that

and reliabiHty of the particular niethod depends entirely

on the person handling the watch. In spite of the many pro and con
arguments on the merits of continuous and snapback (known also as
repetitive) fundamental methods of stopwatch reading, there is as yet
insufficient proof that one system is better than the other. The selection
of a method depends upon the time study department's preference and
the acceptance of the selected method by the working force.
the accuracy

The

methods outlined below, with

description of the two

should provide sufficient inlormation as to

illustrations,

how each method

of reading

and recording operates.

Continuous Stopwatch Reading and Recording. The stopwatch is
started at the beginning of the first element of the job description and
runs continuously until the study

is

completed. At the end of each

ment, in turn, the particular reading of the watch

corresponding element. In Figure

IX under

the watch read 0.06 minutes at the end of the

first

continued to run, and in the same column on

is

recorded for the

column one,

in

ele-

line one,

element.

The watch

two,

read 0.11

line

it

minutes at the end of element two. The reading at the end of the third
element was 0.31 minutes. The watch continued to run so that at the

end of the
minutes.

first

element of the second piece of work, the watch read 0.37

The decimal

point

is

not shown in the recording since

are in hundredths of a minute.

all

values

decimal minute watch, the most popu-

is

secured by subtracting successive read-

was used.

lar,

The time
ings.

for each element

For example, element one for the

first

piece was 0.06 minutes, since

watch started at zero and read 0.06 minutes at the end of the first
element. For the second element of the same piece, the time was 0.05
minutes. This was secured by subtracting the watch reading at the end
of element one (0.06 minutes) from the reading at the end of element
two (0.11 minutes) All these "subtracted times," the time for the element
in each case, appear in the T part of the vertical column.
Snapback or Repetitive Stopwatch Reading and Recording. The
stopwatch is started at the beginning of each element. At the end of
each element, the watch is read and the hand is snapped back to zero.
the

It starts

again for the next element. Because in

cases the time values

all

are for just the particular element being timed, the values can be re-

corded directly

in the

part of the vertical column. See Figure

for

a recording of time values by the snapback method of stopwatch reading

and recording. (As a

the vertical columns

inatter of interest,
of Figures

the readings are accurate.)

32

compare the

IX and X. They

respective

parts of

should be the same

if

The second
\

when

consideration

olved in doing a job

is

to

securing the actual time values in-

determine when an adequate number of values

how many time values must one secure

have a reasonable and sound sample to represent the job? There are
two extreme possibilities here ( 1 ) take a complete time study of the
has been secured. In other words,

to

whole job from the

suming a

sizable

values until

it is

first

number

piece or

pound

pound (asenough readings of time

to the last piece or

of pieces), or (2) take

that a reasonable sample has been secured.

felt

The

first

method is much too costly and the answer comes too late for use. It
would mean issuing a production-standard-time-allowed after the job
is

done.

The second method

readings

come

is left

is

up

most widely used, but the rationale of enough

to the

time study man. There

actual limitations can be

a frequency chart.

To

to over-

means

is

wish to

available:

for element one.

The

time values are shown in Table

I.

One

TIME

PIECE

TIME

10

two

scales

Plot

Time Values for Element

PIECE

make

use a specific situation, consider the data from

TABLE

Now

who

But for those

set.

a reasonably rough check graphically, a simple

Figure

way

is

disadvantage of the "feeling" of enough readings. By using

this

statistics,

entirely

can be laid out

at right angles to

sheet of cross-section paper. See Figure XI.

The

each

othi-r

horizontal scales

on a
show

the different time values secured in element one from the lowest to
the highest.

The

vertical scale

shows the number of times each time value

appears in the element. Note that the distribution

a time value which appears

be enough time values to give

this

bell-shaped around

is

more frequently than

There must

others.

bell-shaped distribution before a

rational sample of the job has been secured. This procedure

peated for each element to insure that

tion of time values.

When

all

must be

re-

have the bell-shaped distribu-

each element meets

this

test,

a reasonable

33

sample of the operator's time

to

do the job has been determined.

distribution skews appreciably to the right or

left,

If the

the time values should

be rejected.

Time value

FIGURE 31
Frequency

distribution of time values for element one

DETERMINING THE AVERAGE TIME TO DO THE JOB BY A CERTAIN OPERATOR

The

previous step assumed that

all

time values secured during the

time study were proper. But questions always

of certain so-called

"abnormal" time values

come up

as to the validity

those which are

or too low. This question has to be settled on a rational basis.

too high

To

hide

abnormal is not enough. A sound, workable policy that can be understood by anyone is necessary. To avoid the
misuse of the idea of abnormal time values, consideration of this policy
behind the idea that a time

is

is

suggested:
All time values for an element are to be included in determining the average time for an operator studied, unless a specific
note is made in each case of a discarded time value that the job
method was not followed.
This means that if all the work called for in the element of the
job is not done, the time value (which probably will be low) will
be discarded. If the operator unnecessarily does more work than

34

the elrmcnt of the job calls for, the time value (which probably
will be too high) also will be discarded.

Figure XII shows the calculations of the average time for each
element for the operator studied. These values are secured by adding

and dividing the

the time values for each element in turn

number

total

by the

of time values considered in each case. For example, element one

time values total 0.63 minutes.

Ten time

values

make up

this total.

Di-

by ten gives an average time of 0.06

(0.63 minutes)

viding the total

minutes for element one. Note that

this

average time

is

for the specific

operator studied.

DETERMINING THE BASE TIME FOR THE JOB BY RATING OR LEVELING

So far, the average time value secured for each element of the job
was that displayed by a certain operator. But it must be remembered that
whether it is housework, farming, or
in any field of human endeavor
observation will show that people differ in manner
industrial work
and speed at which they accomplish a task. The situation is not any
different in time study work. It is reasonable to expect that no two
persons will perform a given task at exactly the same speed, although

may happen

this

occasionally. Yet,

the time study engineer

is

when

a standard time

is

set for a job,

saying that a certain worker, following a

certain method, working at a certain speed,

and under certain conditions,

should be able to do the job properly in at least the standard time.

The problem

confronting the observer

people doing work at different speeds and

who

person

is

working

at a certain

existing area, industiy, or plant.

rate of

is

how

how
to

to watch different
compare them to some

speed already determined for a certain

The

process of

comparing a worker's

performance with the performance expected of a person working

at the selected speed for the area, industry, or plant

is

called rating or

levelitig.

The

rating process

performance

to the

is

a systematic attempt to relate the observed

performance expected from a certain type of indi-

who has certain skill qualifications, who follows a certain method,

and who works under certain conditions and at a certain pace.
Although many methods of rating have been devised, none has yet
been able to remove the factor of human judgment satisfactorily. In the
future a better practice may be found. At the present time, rating based
on sound judgment developed through extensive training is the best procedure to follow. Achieving satisfactory rating also means achieving
equity for all employees affected by the time study program. If rating
equity is not realized, a very unfavorable situation of unbalanced costs
and employee dissatisfaction may develop.
vidual

Achieving equity of rating involves consideration of several rules

1

36

All raters

must practice

fairness.

must use the same basic reference.

must be consistent and accurate in their judgment.
Rating must be concrete and based on some observable, demon-

2.

All raters in any one plant

3.

All raters

4.

strable basis.
5.

that both

It is desirable

management and

labor understand and

agree to the basis of rating.

6.

Rating judgment must involve the determination of the

the operator's

compared

to the definition of

these factors shows that

a.

determines

Skill

method. Hence,
b.

and degree

aptitude,

skill,

how

of exertion

his

effect of

performance

standard performance. Consideration of

rapidly a job can be done by a certain

skill is

reflected in pace.

Aptitude under a given method determines what speed of pace

can be maintained. Hence, aptitude

c.

on

Exertion

which

is

Therefore,

the physical effort of work,

it

is

a function of job difficulty

is

is

is

reflected in pace.

and pace. Hence,

exertion,

reflected in pace.

suggested that the observer rate only pace or rate of

some physical representation of standard performance

an extremely important step which can influence the success of the

activity. Selecting
is

rating program.
fully

The

selection

can be successful

if

chosen for the particular situation considered

pace for the typical job

is

agreeable to both

a typical job

provided

care-

is

that the

management and

Selecting a typical job satisfies the need for a basic reference that

labor.
is

con-

and demonstrable. Proper training of the raters can

meet the need for consistency and accuracy. This usually can be done
effectively by using a motion picture film loop of typical jobs for rating
crete,

observable,

practice.

With the "certain" pace represented

displayed by the operator time-studied

time study sheet. Figure

(minimum

acceptable)

ditions listed in the

XHI

as 100
is

(some use 60), the pace

determined and shown on the

shows the calculations for the base time

for C|ualified operators

working under the con-

above definition. In element one the rating was 110

per cent. Hence, the average time multiplied by rating gives the base time.

DETERMINING AND APPLYING ALLOWANCES

Regardless of the occupation, certain interruptions will occur during

No operator can be reasonably expected to work

some stoppages that are beyond his control. Interruptions vary from those of very short duration, which are diflficult to
measure, to those of moderate or long duration, which arc fairly easy
to measure. Delays which are caused by the nature of the work situation

a regular working day.

a full shift without

37

should not be permitted to act as a penalty upon the operator. Stoppages

which are long enough to be recorded on a time card do not present a

measurement problem because the time card is the measurement device
in this case. However, a definite policy should establish which type and
duration of delays are to be covered in the delay allowances in time study

and which are

covered by the time card.

to be

Minor, varied delays of short duration present an extremely

difficult

measurement problem. They are often difficult to detect or determine

properly without exhaustive study, and consequently they are overlooked
in

many

cases.

This should not be.

time study system

based upon

is

properly administered, workable

fair play.

Proper allowances for delays

no matter how minor

are essential if fairness to all is to be achieved.
These allowances can be determined only by careful, extensive studies
taken on the job under regular working conditions. No attempt should be
made to apply standard reference tables which may not fit the situation.
Although delay studies may not be absolutely accurate, they are valuif carefully and conscientiously taken. Allowances for personal needs,
such as food, drink, and toilet, and rest allowances can be determined by
study and agreement between management and labor.
able

All studies

made

to

determine the amount of delay that can be ex-

pected in various types of work have a definite relationship to the pro-

duction time. Basically, the acceptable total work day

composed of net

is

production time and acceptable delay times.

Because at

this

point the base time or net production time

XIII),

(see Figure

it

would be convenient

to

is

known

apply the delays to be

allowed as a percentage of the base time after the various delay percentages are known.

The per

cent allowance for delay for each class of

delay can be computed from the studies

pected.

The formula

is

Per cent allowance for delav

made

for the delay times ex-

delay time
:

-:

'
,

net production time

100;

'

Then,
Production-standard-time-allowed

base time

( 1

.00

per cent

allowance for delay).

The

sum

of

shown

in

application of the total allowance per cent figure for the

the various allowances to the base time for each element

XIV. This results in

Now, transferring these

Figure

is

the allowed time for each element of the job.

from
and summing them
result in the production-standard-time-allowc-d. in this case, for one
piece. A completed study which brings together all entries on Figures VII.
VIII, IX, XII, XIII, and XIV is shown in Figures XVa and XVb.
Figure

XIV)

final

allowed times for each cl(>ment

to the front of the time study sheet

39

program may be technically correct and practiced with conscientious

However, they may be unacceptable to the people affected by
the program because the administration fails to instill a feeling of honesty
and fair play, because everyone affected does not understand the program
thoroughly, or because the administration lacks a systematic approach
the

diligence.

to the

workings of a time study program.

and cooperation of the people affected by the

If the trust, respect,

time study program are to be gained and kept, a definite policy for

sys-

tematic operation of the time study program and the various activities of
that

program must be formed,

The

statement of policy

and widely understood.

definitely stated,

vital to all

is

phases of plant activity and must

include a statement of procedures, aims, and rules by which the organization functions

under varying or recurring

situations.

statement of policy for a time study program should answer clearly

at least the following:

1.

What

does standard time represent?

measurement

it

must be defined, and the

known throughout
2.

Who

Because

this

is

a unit of

must be generally

definition

the plant.

determines standard method? Responsibility for determining

methods must be delegated so that standard times will be used only with
the methods they were designed for and so that there will be a constant
striving for better methods.
3.

How

will

standard

titne

Time

be determined?

study, rating,

and

allowance procedures should be specified as well as any deviations that

will

be allowed in unusual

cases.

This will establish uniform practice.

Policy for standard time should indicate

a.

Nature of the method record.

b.

The manner

c.

Basis of rating.

d.

Standard allowances.

e.

Manner

f.

of timing

and

possible use of standard data.

of handling irregular elements.

Designation of responsibility for above work and authority for

procedure modification.
4.

How
a.

will the

standard method be installed?

Standard method

form

in written practice

is

supplied to oper-

ator.
b.

Standard time

c.

Full value can be obtained by use of

d.

The

is

supplied to operator.

improved methods.

practice form can be designed for use by operator, group

leader, foreman, or instructor

the

more

detailed the form,

the better the control.

41

TIME STUDY SHEET

Opprntinn

Operation No.

Opprntnr
Pnrts

Machine

Study by

Drill

?.& pin hole

Pageof-2_
nppt Machine

Lo_
'g

W SmWh

-Staij

g. Jontfs

^C^

.Approved by.

Prjll. press,

3&-'

3.

^Totp par of

C^

p'^'^*

Operation

Open

jnd reach for c^uict clamp

MateriAi operated at i2aorpin usinq

high spired drill

6.

Allowed

Description

TInne

and grasp and clamp

piecff in jig

clomp

hand

Raise

drill

to

c\ean- stock.

Raise

drill

t<9

rest position,

0.08

release

Reach

for

ne^

carrn to

Clamp

and hold

P'*ce,

<^uicle

qraap and

clamp

jig

Poait-jon pi'gce to jig, release

Rach

for drill press handle,

grasp and lomer drill to

Hold clamp

LCP-52-Fofm 5o

Drill

FIGURE.

22a
(front of

form)

0.05

stock.

^\Ctn hole (hamd feed)

Allowed time inJ2lii!Lper_J

Complete study

42

room

boxes poorlij supported -on

uteoden crates l8"hi9H
Material supplied to and Trom

Kiijht

clamp, r>leo9e, grap piec

jig,

5.

hand

Aside -finiaWed piece, release

on

- Fairlij clean

Moderate noise Icfcl

Connfortable seat-operator can stand

operator

Scale- eoch squareq^aat'4*

Lffft

Date *ims

4. 5upplj

unfini4h<d

J. XZ7operator

good

LigViting

1.
.

2.

finislned .par+#

Naio+o

Notes

:Qijii:\c,c\antf.yq

iod2 7

_Fixt.No.Dii7

Sketch

Tote pqn .of

Specif.

3ST

Mach. No.

No._1

Draw. No

P-^^

.Part No's

C>jcloi>>

ctfa^jy

36

Qper. No.

pio

Snpp

piece=_

0.26

0.39

5.

liliat are the conditions for

a.

in specified cases,

revision
b.

change of standard time or method?

Properly set standards are guaranteed against revision except

and lead

Only a change
terials

whereas poorly

standards require constant

set

to industrial chaos.

in job

method, working conditions, or job ma-

above a certain per cent of the

total

standard

justifies

change in the standard.

Conclusion
This Bulletin has attempted to explain the various methods, uses, and

ways of applying motion and time study.

No

attempt has been

guide various groups into acceptance or rejection of

made

this technique.

to

Most

managements decide whether or not they should use it after consideration

of costs, possible economic benefits, and the effect on industrial relations.
In some cases, employee groups have completely rejected any application of motion and time study especially when it is used as a basis
for an incentive wage system. Others have accepted the idea reluctantly
at management's repeated insistence. On the other hand, many find the
idea very attractive and accept it readily. Usually acceptance or rejection
depends upon such things as tradition, experience, feelings of the members and officers, the group's strength as a bargaining unit, the type of
plan being offered, its benefits, and relations with management. Whatever
the reasons,

if

acceptance

decided upon, there are various ways of

is

dealing with the situation.

Some employee groups refrain from any comment until after the
methods and rates have been established, taking action on disagreement
through the grievance procedure. Others have obtained the right to review before installations and also to use the action of the grievance procedure.

The reviewing

action

may

be taken by individuals selected in

various sections of the shop, a committee, or both, depending on the

situation. Active participation in
is

This technique

may

vary from the use of

suggest to trained personnel

operation with

company

The preceding

some or

all

phases of method and rate

many groups have accepted.

observers who merely check and

another procedure that

determination

who make motion and

time studies in co-

engineers.

discussion

was intended

to give

an idea of some of the

various approaches to the application of motion and time study.

not intended to be a recommendation to anyone.

It

was

The technique adopted

depends entirely upon the complexity of the labor-management relationship that exists in each individual situation.
44

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45

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.\.

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