6363 Work Study BIS

8/7/2019 6363 Work Study BIS

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IS 6363 : 1997

(Reaffirmed 2002)

Edition 2.1

(1999-09)

Indian Standard

GLOSSARY OF TERMS IN WORK STUDY

( First Revision )(Incorporating Amendment No. 1)

ICS 03.100.30;01.040.03

BIS 2002

B U R E A U O F I N D I A N S T A N D A R D S

MANAKBHAVAN, 9BAHADURSHAHZAFARMARG

NEWDELHI110002

Price Group 10

( Reaffirmed 2006 )


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Management and Productivity Sectional Committee, MSD 4

FOREWORD

This Indian Standard (First Revision) was adopted by the Bureau of Indian Standards, after thedraft finalized by the Management and Productivity Sectional Committee had been approved bythe Management and Systems Division Council.

This standard was first published in 1972. This revised version takes into account concepts andpractices as prevailing particularly in relation to Critical Examination (CE) ( see 4.4 ) andrecording symbols of time related activities ( see4.1.2 ).

Work study is a systematic and analytical procedure of studying and evaluating the effectivenessof a work system. It is a scientific procedure used to make improvements to existing or new worksituations.

Work study is basically a group technique and hence it is essential to avoid ambiguity of the termsused. Accordingly this standard is intended to define the terms so as to facilitate communication

and effective implementation of work study techniques.

Whenever a term defined in the standard has been utilized in the definition of other term, thatterm has been given in italics. The definition of italicized term can be obtained by referring to theindex given at the end of the standard.

The Committee responsible for the formulation of this standard is given at Annex A.

This edition 2.1 incorporates Amendment No. 1 (September 1999). Side bar indicates modificationof the text as the result of incorporation of the amendment.


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Indian Standard

GLOSSARY OF TERMS IN WORK STUDY

( First Revision )

1 SCOPE

1.1 This standard gives definition of the termsrelating to work study.

2 GENERAL TERMS

2.1 Work Study

A generic term for those techniquesparticularly Method Study and WorkMeasurement, which are used in theexamination of human work in all its contexts,

and which lead systematically to theinvestigation of all the factors which affect theefficiency and economy of the situation beingreviewed in order to effect improvement.

2.2 Method Study

A systematic recording and criticalexamination of existing and proposed ways ofdoing work, as a means of developing andapplying easier and more effective methods andreducing costs.

2.3 Work Measurement

Application of techniques designed to establish

the time for a qualified worker to carry outspecified job at a defined level of performance.

3 WORK STUDY

3.1 The steps of carrying out work study are

a) Select the job or process to be studied;

b) Record from direct observation everythingthat happens, using most suitable ofrecording techniques, in order to obtaindata in convenient form for analysis;

c) Examine the recorded facts critically andchallenge everything that is done,considering in turn the purpose of theactivity; the place where it is performed;the sequence in which the elements areperformed; the person who is doing it; themeans by which it is done;

d) Develop the most economic method(s),taking into account all the circumstances;

e) Measure the amount of work involved in

the method used and work out a standardtime for doing it;

f) Define the new method and the time;

g) Install the new method and time asagreed standard practice; and

h) Maintain the new standard practice byproper control procedures.

4 TERMS RELATING TO METHODSTUDY

4.1 Recording

4.1.1 Charts Indicating Sequence4.1.1.1Process charts

Charts in which a sequence of events isportrayed diagrammatically by means of a setof process chart symbols to help visualize aprocess for examining and improving it.

4.1.1.2Process chart symbols

Symbols given below are used for recording thenature of events:

Event Symbol Explanation

Operation Indicates the main steps in a process, method orprocedure. Usually the part, material or productconcerned is modified or changed during theoperation

Inspection

Quantity orQuality

Indicates an inspection for quality and/or a checkfor quality

Inspection &Operation

Delay Indicates a delay in the sequence of events; forexample, work or worker waiting between

consecutive operations, or any object laid aside


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4.1.1.3 Outline process chart( OPC )

This is used to give an overview of the principleoperations and inspections to indicate if moredetailed studies are required. The chart recordsthe main activities namely,

4.1.1.4Flow process chart( FPC )

This chart is used to depict the sequence ofactivities of worker or processing ofmaterials/documents or use of equipment orcombination of few or all. All activities by man,or on material or equipment or document arerecorded by five process chart symbols( see 4.1.1.2 ):

a)Flow Process Chart( man type ) A flowprocess chart which records what theworker does.

b) Flow Process Chart ( material type ) A

flow process chart which records howmaterial is handled or treated.

c)Flow Process Chart( equipment type ) Aflow process chart which records how theequipment is used.

d)Flow Process Chart( combined type ) Aflow process chart which records sequenceof activities of worker, material andequipment and their inter-dependence.

4.1.1.5OTIS chart

An OTIS chart is a flow process chart recordedon a form which is preprinted with columns

containing the process chart symbols foroperation, transport, inspection and storage( hence OTIS ). Symbols are simply connectedby drawing lines from one to another indicatingthe sequence of activities.

4.1.1.6 Two handed process chart( 2 HPC )

A process chart in which the activities of a

workers hands or limbs are recorded in theirrelationship to one another. The same symbolsare used with slightly different connotation:

4.1.1.7Symbols used in work study relating topaper work and documentation

In addition to the symbols included in 4.1.1.2the following symbols are used in work studyrelating to paper work and documentation:


temporarily without any other specific activityuntil required

Transport Indicate the movement of workers, materials orequipment from place to place

Storage Indicates a controlled storage in which materialis received into or issued from a store under someform of authorization, or an item is retained forreference purposes

Operation

Inspection

Operation is used for the activities ofgrasp, position, use, release etc, of atool, component, or material.

Inspection for quality and/or a checkfor quantity.

Transport is used to represent themovement of hand (or limb) to or fromthe work or a tool or a material.

Delay is used to denote time during

which the hand or limb being chartedis idle (although the others may be inuse).

Hold is the term used instead of theterm storage and is used to representthe activity of holding the work tool ormaterial.


Origin of form Form first being made out

Origin of form Form first being made out in duplicate

Origin of form Form first being made out in triplicate, etc.

File Form in a file

Information take-off Information being taken off the form for entryinto another or for use by someone. Point ofline indicates symbol on other parallel chart

where information is going.(Use ------- broken line to indicate the


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4.1.2 Charts Using Time Scale

4.1.2.1Multiple activity chart( MAC )

The multiple activity chart reflects activities ofmen and/or machines on a common time scaleto show their inter-relationship. By using thenumber of columns to represent the activities,the chart shows clearly periods of idleness on

the part of any of the subjects during theprocess. A study of these charts makes it

possible to reschedule these activities so thatineffective time is reduced. The chart can beused to determine the number of machineswhich the operator(s) should be able to lookafter.

Symbols used forMAC

4.1.3Diagrams Indicating Movement

4.1.3.1Flow diagram

A diagram or model substantially to scale,which shows the location of specific activitiesand the paths of movement of men, materials orequipment. These are prepared by putting thesymbols of the flow process chart on a plan,each symbol being located where the activitytakes place. The arrow heads of the transportsymbol shows the direction of movement whilethe length of the line joining other activity

symbols indicates distance moved.

4.1.3.2String diagram

A scale plan or model on which a thread is usedto trace and measure the path of workers,material or equipment during specifiedsequence of event. It is very useful to examinework situations involving frequent movements.Before a study is carried out, an identificationcode is used to define each work, obstructionand change in direction.

4.1.3.3 Travel chart

A tabular record for presenting quantitativechart provides a method for identifying,

displaying and evaluating the many


destination if the destination appears on thechart and the line is an aid to clarity).

Disposal Form or copy destroyed

Inspection Correctness of information on the formchecked by comparison with other sources ofinformation.(Use ------- broken line drawn to the othersource if other source appears on the chartand the line is an aid to clarity).

Item change Change in the item charted.

Gap Activities not pertinent to the study andhence not charted in detail.


Operation Indicates the main steps in a process, method orprocedure. Usually the part, material or productconcerned is modified or changed during theoperation.

Inspection Indicates an inspection for quality and/or a check

for quantity

Delay Indicates a delay in the sequence of events; forexample, work or workers waiting betweenconsecutive operations, or any object laid asidetemporarily without record until required.

Storage Indicates a controlled storage in which materialis received into or issued from a store under someform of authorization, or an item is retained forreference purpose.

Transport Indicates the movement of workers, materials orequipment from place to place.


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relationships which need to be taken intoaccount, to ensure that the various functionsand services are physically located in the bestpossible relationship to each other.

4.1.3.4Filming techniques

A form of time-lapse photography whichrecords activity by the use of a cine cameraadapted to take pictures at longer intervalsthan normal. The time intervals usually arebetween half second and four seconds.

Some of these techniques are given below:

a) Simo chart It is complementarytechnique to two handed process chart.The simo chart is based on film analysisused to record simultaneously theactivities of hands, legs and other bodymovements of one or more workers, on atime scale using therbligs. A video filmtechnique may also be used.

i) Therblig is the name given by Frank B.Gilberth to each of the specific divisions ofmovement, according to the purpose forwhich it is made. These therbligs covermovements or reasons for the absence ofmovement. Each therblig has a specificcolour symbol and letter for recordingpurposes ( see Table 1 ).

b) Cycle graph A record of movementtraced by continuous source of lightattached to a moving element on a stillphotograph. This technique is particularlyuseful for high speed short cycle

operations and is used to improve thework station layouts for bench typeassembly work.

c) Chronocycle graph A cycle graph inwhich the light source is suitablyinterrupted so that the path appears as aseries of pear-shaped dots, the pointed endindicating the direction of movement andspacing indicating the speed of movement.

d) Micromotion photography A record ofdetailed movement of a single operator ona cine film or video-tape. By this means,the distinct movement of the operator and

their sequence are identified and durationis measured.

e) Memomotion photography Thisphotography is a variation of micromotionin which single frames are exposed atregular time intervals. This provides ashort record of events. Analysis of the filmprovides information about the activitieswhich have taken place, their sequenceand duration.

f) Film analysis The frame-by-frameexamination of a cine film of an operationto determine the state of activity of the

subject during each exposure to preparean appropriate chart or record.

g)Frame counter A projector accessory bymeans of which the number of frames runthrough our projector during a filmanalysis can be read whenever required.

h) Wink A term used to denote 1/2 000minutes.

j) Wink counter A timing device,graduated in winks, placed in the field ofthe camera during the filming of anoperation and easily visible.

4.2 Motion Economy

4.2.1 Work Place Layout

A convenient term used to describe the spaceand the arrangement of facilities andconditions provided for a worker in theperformance of a specified job.

a)Normal working area The space withinwhich a seated or standing worker canreach and use tools, materials andequipment when his elbows fall naturallyby the side of the body.

b)Maximum working area The space overwhich a seated or standing worker has to

make full length arm movements (that is,

Table 1 List of Therbligs

Symbol Name Colour

Search Black

Find Grey

Select Light grey

Grasp Red

Hold Gold ochre

Transport load Green

Position Blue

Assemble Violet

Use Purple

Disassemble Light violet

Inspect Burnt ochre

Pre-position Pale blue

Release load Oarmine red

Transport empty Olive green

Rest for overcomingfatigue

Orange

Unavoidable delay Yellow

Avoidable delay Lemon yellow

Plan Brown


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from the shoulder) in order to reach anduse tools, materials and equipment.

c) Immediate working area This is thesurface immediately in front of theoperator where the two arcs of the normal

working area overlap.NOTE Similar is the analogy when legs are used.

4.2.2Principles of Motion Economy

4.2.2.1 Characteristics of easy movement(principles of motion economy )

Characteristics which, when incorporated inthe methods adopted, make for easier working:

a) Minimum movements Movementswhich, while natural, are the minimumnecessary for thejob.

b) Simultaneous movements Movements

in which different limbs are working atthe same time.

c) Symmetrical movements Movementswhich are so arranged that they can beperformed on the right and left sides of thebody symmetrically about an imaginaryplane through the centre of the body.

d) Natural movements Movements whichmake the best use of the shape andarrangement of the part of the bodyinvolved.

e) Rhythmical movements A sequence ofmovements which induces a natural

rhythm when repeated.

f) Habitual movements Movementsdesigned, through precise repetition, tobecome a habit.

g) Continuous movements Movementswhich are smooth and curved and whichavoid sharp changes of direction and ofspeed.

4.3 Motion Study

The analysis of movements of the human bodyat work for the purpose of eliminating wasteful

motions, reducing fatigue and ensuring bettercoordination of efforts.

NOTE While the recording techniques of methodstudy will enable collection of facts pertaining to a worksituation, it may be necessary to take the help of other

management principles to collect/supplement morefacts/information. The data so collected is now availablefor critical examination with a view to find better,simpler and more effective ways of doing things.

4.4 Critical Examination (CE)

It is a disciplined questioning technique whichleads to alternative ways of doing the work,culminating in the selection for development ofthe most efficient, economical and practicalway in which the job can be done. It is theoperative step in method study which leads toimprovements.

4.4.1 Make Ready Activities

The activities required to prepare material orwork piece and set it in position ready to beworked upon.

4.4.2 Do Operations

The activities in which a change is made inshape, chemical composition or physicalcondition of the product.

4.4.3 Put AwayActivities

The activities during which the work is moved

aside from the machine or work place. The putaway activities of one operation may be themake ready activities of the next operation.

NOTE Identification of the activities to the worksituation under study, in the above categories, willenable establishing priorities to conduct criticalexamination.

4.4.4Primary Questions

The questions asked to gather basicinformation with a view to improve the method.The primary questions thereof are:

PURPOSE : WhatWhy

is actually done?is the activitynecessary at all

ELIMINATEunnecessaryparts of the job.

MEANS : How is it being done? Whyis it being done inthat particular way.

SIMPLIFYthe operation.

SEQUENCE : When is it done? Why isit done at thatparticular time?

COMBINEwherever possible

or


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4.4.5Secondary Questions

The secondary questions cover the second stageof the questioning technique, during which theanswers to the primary questions are subjectedto further query to determine whether possiblealternatives of place, sequence, persons and/ormeans are practicable as a means ofimprovement upon the existing method.

4.4.6 Combining two primary questions andtwo secondary questions completes the

questioning technique.

These questions, in the above sequence, mustbe asked systematically every time a method

study is undertaken. They are the basis ofsuccessful method study.

5 TERMS RELATING TO WORKMEASUREMENT

5.1 Techniques

5.1.1 Time Study

A technique for recording the times and rates ofworking for the elements of a specified jobcarried out under specified conditions, and foranalyzing the data so as to determine the timenecessary for carrying out thejob at a standard

level of performance.

5.1.2Synthesis

A technique for building up the time for ajob orparts of ajob at a defined level of performanceby totalling element times obtained previouslyfrom time studies on other jobs containing theelements concerned, or from synthetic data.

5.1.3 Predetermined Motion Time System(PMTS )

A technique whereby times established for

basic human motions (classified according tothe nature of the motion and the conditionsunder which it is made) are used to build up thetime for ajob at a defined level performance.

NOTE The breakdown forms a useful basis foranalysis with a view to method improvement.

5.1.4Estimating

A means for assessing the time required tocarry out work, based on knowledge andexperience of similar types of work, without adetailed breakdown of the work into elements,and their corresponding times at a defined level

of performance.5.1.5Analytical Estimating

A technique which enables development ofestimation, whereby the time required to carryout element of a job at a defined level ofperformance is estimated partly fromknowledge and practical experience of theelements concerned and partly from syntheticdata and or actual time study data.

5.1.6 Comparative Estimating

A technique in which the time for ajob isevaluated by comparing the work in it with thework in a series of similar jobs benchmarks the work content of which has beenmeasured. The arrangement ofjobs into broadbands of time is referred to as slotting.

5.1.7 Time Ladder

This technique may be used by asking officestaff to maintain a record (log) of the details ofthe activities at a regular time intervalthroughout and for a sufficiently long periodalong with output of each activity. This givesthe time estimates for each activity. Thistechnique can be used for setting official

standards.

PLACE : Where is it being done? Whyis it done at thatparticular place?

REARRANGEthe sequence ofoperations formore effectiveresultsPERSON : Who is doing it? Why is

it done by thatparticular person?

PURPOSE : What is done?Why is it done?What else might be done?What should be done?

MEANS : How is it done?Why is it done that way?How else might it be done?How should it be done?

SEQUENCE : When is it done?Why is it done then?When might it be done?

When should it be done?

PLACE : Where is it done?Why is it done there?Where else might it be done?Where should it be done?

PERSON : Who does it?Why does that person do it?Who else might do it?Who should do it?


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5.1.8 Activity Sampling ( Ratio-Delay Study,Observation Ratio Study, Snap-Reading Method, Random Observation Method, WorkSampling )

A technique in which a large number of

observations are made over a period of time ofone or a group of machines, processes orworkers. Each observation records what ishappening at that instant and the percentageof observations recorded for a particularactivity or delay is regarded as a measure of thepercentage of time during which that activity ordelay occurs.

5.1.9 Rated Activity Sampling ( Snap-StudyMethod )

An extension ofactivity sampling in whichrating is applied so that, where the frequency isknown, work content may be established in

addition to the proportion of time occupied byother activities or delays.

5.1.10Production Study ( Overall Study )

A continuous study of relatively lengthyduration, often extending over a period of oneor more shifts, taken with the object of checkingan existing or proposed standard time, orobtaining other information affecting the rateof output.

5.1.11Synthetic Data ( Standard Data )

Tables and formulae derived from the analysisof accumulated work measurement data,arranged in a form suitable for building upstandard time, machine process times, etc, bysynthesis.

5.2 Element Breakdown

5.2.1Element

A distinct part of a specifiedjob selected forconvenience of observation, measurement andanalysis.

5.2.2Job Breakdown

Listing of the content of ajob byelements.

5.2.3 Work Cycle

The sequence ofelements which are required to

perform a job or to yield a unit of production,the sequence may sometimes include occasionalelements.

5.2.4Break Point

The instant at which one element in a workcycle ends and another begins.

5.2.5Repetitive Element( Cycle Element )

Anelement which occurs in every work cycle ofajob.

5.2.6 Occasional Element ( IntermittentElement )

Anelement which does not occur in every work

cycle of ajob but which may occur at regular or

irregular intervals.

5.2.7 Constant Element

An element for which the basic time remainsconstant whenever it is performed.

5.2.8 Variable ElementAn element for which the basic time varies inrelation to some characteristics of the product,equipment or process, for example, dimensions,weight and quality.

5.2.9Manual Element

Anelement performed by a worker.

5.2.10Machine Element

Anelement automatically performed by a powerdriven machine (or process).

5.2.11 Governing Element

Anelement occupying a longer time than that ofany other element which is being performedconcurrently.

5.2.12Extraneous Element

An element observed during a study which,after analysis, is not found to be necessary partof thejob.

5.3 Time and Work Classification

5.3.1 Timing

The practice of observing and recording by theuse of a watch or other device, the time taken tocomplete each element. Four alternative

methods of timing with a stop-watch are:a) Flyback timing ( snapback timing ) A

method in which the hands of the stop-watch are returned to zero at the end ofeach element and are allowed to restartimmediately, that is, at the beginning ofthe next element and the time for theelement being obtained directly.

b) Cumulative timing ( continuoustiming ) A method in which the handsof the stop-watch are allowed to continueto move without returning them to zero atthe end of eachelement, the time for each

element being obtained subsequently bysubtraction.

c) Differential timing A method forobtaining the time of one or more smallelements. Elements are timed in groups,first including and then excluding eachsmall element, the time for each elementbeing obtained subsequently bysubtraction.

d)Selective timing A method for obtainingthe time of an element in which the handsof the stop-watch are stopped at the end ofthe selected element without returning

them to zero, and allowed to continue to


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move when the element recurs. The timefor the element is subsequently obtainedby dividing the total accumulated time bythe number of occurrences.

5.3.2 Time On

The time at which an observation oftime studyfor a particular operation is started.

5.3.3 Time Off

The time at which the particular observation isconcluded.

5.3.4 Observed Time

The time taken to perform an element orcombination ofelements obtained by means ofdirect measurement.

5.3.5Subtracted Time

The time taken to perform an element orcombination of elements, obtained bysubtracting the time recorded at one breakpoint from that recorded at subsequent breakpoint, using the cumulative or differentialtiming method.

5.3.6Cycle Time

The total time taken to complete the elementsconstituting the work cycle.

5.3.7Elapsed Time

The total time from the start to the finish of atime study.

5.3.8 Check Time

The time intervals between the start of a timestudy and the start of the firstelement observed(known as T.E.B.S. or time elapsed beforestarting), and between the finish of the lastelement observed and finish the study (knownas T.E.A.F. or time elapsed after finishing).

5.3.9 Unaccounted Time

The difference between the elapsed time andthe sum of the separate times, including checktime, recorded during a time study.

5.3.10Effective TimeThat portion of the elapsed time, excluding thecheck time, during which the worker is engagedin the proper performance of a prescribed job.

5.3.11Ineffective Time

That portion of theelapsed time, excluding thecheck time, spent on any activity which is not aspecified part of ajob.

5.3.12Start-Up Time ( Preparation Time )

Time taken by any work and any enforcedwaiting time which necessarily occurs at thestart of a shift or work period before production

can begin.

5.3.13Shut-Down Time

The time taken by any work and any enforcedwaiting time which necessarily occurs at theend of a shift or work period after productionhas ceased.

5.3.14Set-Up Time( Make-Ready Time )

The time required for preparing a machine (orprocess) for production.

5.3.15Dismantling Time( Tear-Down Time )

The time for dismantling an existing setupafter completing production.

5.3.16 Changeover Time

The time required by a worker for necessaryactivities or waiting time, at the start and/orend of a job or batch. These time should be

denoted as:a) job changeover time, and

b) batch changeover time.

5.3.17Patrol Time

The time during which a worker operating anumber of machines (or processes) is walkingbetween them and at the same time exercisingattention to ensure satisfactory operation.

5.3.18Attention Time

The time during which the presence of a workeris necessary to ensure the proper functioning of

a machine (or process) although the worker isnot carrying out physical work.

5.3.19 Unoccupied Time ( Unoccupied CycleTime )

The periods during machine ( or process )controlled time when a worker is neitherengaged on inside work nor in takingauthorized rest, the time for carrying out theinside work being calculated at a definedperformance ( usually standard performance )( see Fig. 2 ). Similar circumstances arise inteam work, where the availability of work to

some workers is dependent on other membersof the team.

5.3.20 Waiting Time

The part of attendance time, other thanunoccupied time, during which the worker isavailable but is prevented from working.Waiting time may be analyzed under theheadings Department Responsible (DR) andDepartment Not Responsible (DNR) ( seeFig. 2 ).

5.3.21Idle Time

That part ofattendance time when the worker

has work available but does not do it.


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5.3.22 Interference Time ( SynchronizationTime )

That part of productive time which is lost dueto the simultaneous requirements for service oftwo or more operations, machines or processes,

creating a demand which is greater than theplanned amount of service can supply. Themajority of cases of its occurrence are where theincidence of demand for service is of a randomnature.

5.3.23Machine Down Time

The time during which a machine cannot beoperated on production or ancillary work owingto breakdown, maintenance requirements, orfor other similar reasons. In some cases, forexample, preventive maintenance schemes,machine down time may form part of the timewhen the machine is not worked ( see Fig. 3 ).

5.3.24Machine Idle Time

The time during which a machine is availablefor production or ancillary work but is not usedowing to shortage of work, materials orworkers, including the time that the plant isout of balance. In some cases of known shortageof work or material this idle time may beconsidered as part of the time when themachine is not worked ( see Fig. 3 ).

5.3.25Machine Running Time

The time during which a machine is actuallyoperating, that is, the machine available time

less any machine down time, machine idle timeand machine ancillary time ( see Fig. 3 ).

5.3.26 Governing Time

The element time or cycle time controlling theoutput of one or more workers or machine (orprocesses).

5.3.27 Machine-Controlled Time ( Process-Controlled Time )

The time taken to complete that part of thework cycle which is determined only bytechnical factors peculiar to the machine (orprocess).

5.3.28Reference Period

A period selected as being representative ofconditions before implementing changes andused as a datum against which to comparesubsequent results.

5.3.29 Travelling Time

The time required for a worker to travelbetween the place at which he reports for dutyand his place of work. This may also include thetime taken for travelling from one place of workto another place of work when a worker is

expected to work at more than one place.

5.3.30Restricted Work

Work in which the output of the worker islimited by factors outside the control of theworker ( see Fig. 2 ).

5.3.31Unrestricted Work ( Free Work )Work in which the output of the worker islimited only by factors within the control of theworker ( see Fig. 2 ).

5.3.32 Inside Work ( Inside Cycle Work,Auxiliary Work, Internal Work )

Elements which can be performed by a workerwithin the machine ( orprocess ) controlledtime( see Fig. 2 ).

5.3.33 Outside Work ( Outside Cycle Work,Principal Work, External Work )

Elements which must necessarily be performedby a worker outside the machine ( or process )controlled time ( see Fig. 2 ).

5.3.34 Load Factor [ Extent Occupied ( EO ),Normal Working Time( NWT ), Work Load ]

The proportion of the overall cycle timerequired by the worker to carry out thenecessary work at standard performance,during a machine ( orprocess ) controlled cycle.

5.3.35 Work Opportunity

The number of units of work that arepotentially available to a worker per unit oftime (usually an hour) limited only by factorsoutside the control of the worker.

5.3.36 Team Work

Work done by a number of workers in closeassociation, each worker contributing towardsa completed unit of production. Individual workopportunities depend on work balancing andcollective output of the team.

NOTE When used in the context of Human ResourceDevelopment (HRD), Team Work means a concertedgroup effort for achieving organizational goal

collectively utilizing individuals knowledge, skill,competence and potential.

5.3.37 Work Balancing

The procedure used to ensure that the amountsof work assigned to individual workers in teamwork (for example, an assembly line) are asnearly equal as possible.

5.3.38Reject Frequency( Breakage Frequency )

The frequency with which the good productionof a machine (or process) is interrupted becauseof inconsistencies in the process or the

material.


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5.3.39Multiple Machine Work

Work which requires the worker to attend twoor more machines (of similar or different kinds)running simultaneously.

5.3.40Machine Interference

The queuing of machine (or processes) forattention, for example, when one worker isresponsible for attending to more than onemachine.

NOTE Similar circumstances arise in team workwhere random delays at any point may affect the outputof the team.

5.4 Performance and Rating

5.4.1Standard Performance

The rate of output which qualified workers willnaturally achieve without over-exertion as an

average over the working day or shift providedthey adhere to the specified method and aremotivated to apply themselves to their work ( itis recommended that this be denoted by 100 onthe standard scale, corresponding to theperformance of 1 Standard Hour of work perhour or 60 Standard Minutes of work per 60minutes ) ( see also5.5.15 ).

5.4.2Speed of Movement

The pace or tempo of the workers actions.

5.4.3 Concentration

Intensity of attention.

5.4.4 Consistency

The ability to adhere regularly to the samemotion pattern and speeds of movements for agivenelement or sequence ofelements.

5.4.5Dexterity

The manipulative ability achieved throughgood motor and perceptual coordination.

5.4.6Effort

The physical and/or mental exertion expendedby the worker.

5.4.7Skill

The proficiency, innate or acquired, whichenables a worker to perform ajob effectively.

5.4.8Learning Curve

A graphical representation of the rate at whichthe cycle time decreases or is expected todecrease with increasing experience.

5.4.9Levelling

A method used to rate whereby a Levellingfactor is determined by reference to a table ofpoint values for various grades of skill andeffort ( and sometimes also conditions and

consistency ). The algebraic sum of the point

values assigned to each factor is used inadjusting the observed time to give the timerequired at a stated performance level.

5.4.10 Qualified Worker

One who is accepted as having the necessary

physical attributes, who possesses the requiredintelligence and education, and has acquiredthe necessary skill and knowledge to carry outthe work in hand to satisfactory standards ofsafety, quantity and quality.

5.4.11Representative Worker

A worker whose skill and performance is theaverage of a group under consideration. Thegroup need not be a skilled or qualified group.

5.4.12Rating

To assess the workers rate of working relativeto the observers concept of the rate

corresponding to standard rating. The observermay take into account, separately or incombination, one or more factors necessary forcarrying out of the job, such as speed ofmovement, effort, dexterity, consistency andadherence to specified methods.

A numerical value or symbol is used to denotethe rate of working on the rating scale. Therating can be classified as under:

a) Loose rating An inaccurate ratingwhich is too high.

b) Tight rating An inaccurate rating

which is too low.c) Inconsistent rating A mixture of loose,

tight and accurate ratings.

d) Flat ratings A set of ratings in whichthe observer has underestimated thevariations in the workers rate of working.

e)Steep ratings A set of ratings in whichthe observer has overestimated thevariations in the workers rate of working.

5.4.13Rating Scale

The series of numerical indices given to variousrates of working. The scale is linear. The three

most commonly used scales start at zero andtake 80, 100, 133 respectively as the numerical values of Standard Rating. Further it isrecommended that rating be denoted in stepsof 5.

5.4.14Standard Rating and Performance Scale

0/100, where 0 corresponds to no activityand 100 corresponds to 80 or 133 on the othercommon scales.

5.4.15Standard Rating

The rating corresponding to the average rate atwhich qualified workers will naturally work ata job, provided they adhere to the specified


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standard performance, that is, at 100 standardscale. [ It is recommended that the basis with 1or 60 units per hour be adopted in future andthat these units be termed standard hours(SHs) or standard minutes (SMs) respectively. ]

5.5.16 Work Content ( Basic Time + Relaxation Allowance + Any Other Allowance for Additional Work, for example, WorkContingency Allowance )

Where it is required to indicate basic time plusrelaxation allowance only the term workcontent (basic) should be used, expressed instandard units of work.

5.5.17Standard Time

The total time in which a job should becompleted at standard performance, that is,

work content (total), delay contingencyallowance, unoccupied time and interferencetime, where applicable ( see Fig. 1 ).

5.5.18Allowed Time

A time issued for payment purposes, where thestandard time ( or some constituent part of it,such as work content ) is increased by theappropriate application of a bonus incrementand/orpolicy allowance ( see Fig. 1 ).

5.5.19 Check Study( Proof Study )

A time study of relatively short duration takenwith the object of confirming an existing orproposed standard time.

5.5.20 Work Specification

A document setting out the details of anoperation or job how it is to be performed, thelayout of the workplace, particulars ofmachines, tools and appliances to be used, andthe duties and responsibilities of the worker.The standard time or allowed time assigned tothejob is normally included.

5.5.21 Loose Time Value ( Loose Rate, LooseValue, Loose Standard, Loose Work Value )

A time set for ajob, such that the operator,when working at standard rating and takingthe appropriate relaxation, is credited withmore than standard performance.

5.5.22 Tight Time Value ( Tight Rate, TightValue, Tight Standard, Tight Work Value )

A time set for ajob, such that the operator,when working at standard rating and takingthe appropriate relaxation, is credited with less

than standard performance.

6 TERMS RELATING TO SPECIALIZEDFIELDS CLOSELY ASSOCIATED WITHWORK STUDY

6.1 Job Evaluation

6.1.1Job EvaluationDetermination of the relative worth of jobs.

6.1.2Job

All the work carried out by a worker or a groupof workers in the completion of their prescribedduties and grouped together under one title ordefinition. In work study techniques it may alsodenote a part of these duties.

6.1.3Job Ranking Method

A method of job evaluation which determinesthe relative position of each job by comparisonwith all other jobs. It does not indicate theextent of the difference between jobs atdifferent levels.

6.1.4Job Classification Method

A development of the job ranking method inwhich jobs are arranged in previouslydeterminedjob grades and/or wage levels.

6.1.5Factor Comparison Method

The definition and assessment ofjobs in termsof a few common factors. Keyjobs, the wages ofwhich are considered to be equitably related toone another, are analyzed in terms of these job

factors and the cash value of each factor isdetermined by comparing the factorrequirements with those of the key jobs forwhich the money value of each factor isdetermined.

6.1.6Points Rating Method

The method of numerically evaluating jobs bythe detailed analysis of component job factors.Each factor is defined precisely and is given arange of points values so that every job can beassessed numerically within the establishedrange.

6.1.7Job DescriptionA statement of the content and requirement ofajob.

6.1.8Job Analysis

The assessment of the requirements of a job interms of itsjob factors.

NOTE In the context of Human ResourceDevelopment (HRD), Job Analysis means the process ofdetermining and recording pertinent informationrelating to the nature of a specific job.

6.1.9Job Factor

A requirement of thejob that can be

recognized, defined and assessed (for example,


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6.3.9 Bonus Credit ( Bonus Credit Minutes/ Hours, Time Saved Credits/Minutes/Hours,Bonus Minutes/Hours )

The balance of credits left after deducting thecredits representing attendance time from total

credits.

6.3.10Paise per Bonus Credits( Bonus Rate )

The monetary award in paise which theoperator earns for each bonus credit obtained.

6.3.11Hourly Earnings( Earned Rate )

Thegross wage per attendance hour.

6.3.12Bonus( Incentive Earnings, Premium )

The extra payment derived from a financialincentive scheme.

6.3.13Bonus Starting Performance ( BreakevenPerformance, Threshold Performance )

Performance at which bonus begins ( seeFig. 4 ).

6.3.14Job Rate Performance

The performance at which an enhanced wagerate comes into operation.

6.3.15Pay Performance ( Pay Credit Hour )

Performance representing the average levelearned by a worker over the payment period.

6.3.16 Pay Performance Relationship

( Earnings Curve, Wage Curve )

The manner in which earnings are coupled toperformance achieved, usually shown in a tableor a graph.

6.3.17Individual Scheme

A payment by results scheme in which theworker is rewarded in relation to his or her ownindividual results.

6.3.18 Collective Scheme

A payment by results scheme where workersare rewarded collectively in relation to theirtotal results.

6.3.18.1 Team scheme

A payment by results scheme where a smallnumber of workers form a natural compositeunit whose work is interdependent and whichcan for all practical purposes be treated as aseparate unit within a large group.

6.3.18.2 Group scheme

A payment by results scheme where anynumber of workers are rewarded collectively inrelation to their total efforts, but where the

work of individual members or teams may not

directly and immediately affect the results ofthe group.

6.3.19Piecework

A payment by results scheme where the

rewards are based on a constant and specifiedprice per unit or piece produced, regardless oftime taken.

6.3.20Differential Piecework

A payment by results scheme where therewards are based on a price per unit or piecewhich is variable in a specified way in relationto the level of production.

6.3.21 Premium Bonus Scheme ( Time SavedBonus )

A payment by results scheme where therewards are based on the time saved which is

the difference between the allowed time and thetime taken for the task. Payment may or maynot be directly proportional to results.

6.3.22Standard Time Scheme ( Standard TimeSystem )

A payment by results scheme where rewardsare based on a rate of payment per unit of workproduced, expressed in terms of time.

6.3.23Multi-factor Scheme

A payment by results scheme where rewardsare based on more than one factor, for example,quality, machine utilization, process yield,output, etc.

6.3.24Straight Proportional Scheme

A payment by results scheme where earningsare directly proportional to the resultsachieved, subject to meeting a bonus startingperformance ( see Fig. 4A ). Earnings in thecontext may exclude overtime premiumpayments, shift allowance, etc.

6.3.25 Geared Scheme

Apayment by results scheme where the rate ofchange of bonus is constant, and the bonus

follows a straight line which, if extended belowthe bonus starting performance, would not givezero pay at zero performance ( see Fig. 4B ).

6.3.26Stabilized Scheme

A form of geared scheme where the rate ofchange of bonus is constant, and the bonusfollows a straight line which, if extended belowthe bonus starting performance, would givesome pay at zero performance ( see Fig. 4B ).

6.3.27 Gearing

The relationship between the results achievedand bonus when this is not directly

proportional.


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6.3.28Stabilizer

An element in a formula which reduces thefluctuations in bonus arising from variationsinherent in the conditions under which thework is done.

6.3.29 Progressive Scheme ( AcceleratingPremium System, Accelerating Premium Bonus Plan, More than Straight ProportionalScheme )

Apayment by results scheme where the rate ofchange in earnings rises as the results achievedrise ( see Fig. 4C ). Earnings in this context mayexclude overtime premium payments, shiftallowances, etc.

6.3.30 Regressive Scheme ( DeceleratingPremium System, Decelerating Premium BonusPlan, Less than Straight Proportional Scheme )

Apayment by results scheme where the rate ofchange in earnings falls as the results achievedrise ( see Fig. 4C ). Earnings in this context mayexclude overtime premium payments, shiftallowances, etc.

6.3.31Differential Bonus Scheme ( DifferentialPremium Bonus Scheme, Variable Payment byResults Scheme, Stepped Bonus Scheme )

A payment by results scheme which iscombination of two or more schemes straight proportional progressive, regressive and/orgeared changing from one type of scheme to

another at specified levels of performance.6.3.32Measured Day-Work Scheme

A payment by results scheme where a fixedbonus is paid for achieving any performance ator above a predetermined level.

6.3.33 Graded Performance Scheme

A payment by results scheme comprising aseries of bonus grades, related to specifiedbands of performance. Operatives are paid abonus rate dependent upon their pastperformance, averaged over an extended periodof time, for example, several weeks or months.

6.3.34 Ceiling Bonus

The maximum level ofbonus paid irrespectiveof results achieved.

6.3.35Fall Back Level

A level of guaranteed minimum wageirrespective of performance rate ( see Fig. 4 ).

6.4 Labour Control ( see Fig. 2 ).

6.4.1 Working Day/Week

The normal daily or weekly hours as agreed inthe local situation or within the industry andbeyond which overtime rates of wages may be

payable.

6.4.2 Overtime

The part ofattendance time which is spent by aworker at the place or places of employment inexcess of or outside the normal working day orweek.

6.4.3Absence Time

Any period when a worker is absent from workduring the normal working day or week.

6.4.4Attendance Time( Clock Hours/Minutes )

The total time spent by a worker at the place orplaces of employment, whether working oravailable for work, for which payment is made.

6.4.5Diverted Time( Lost Time )

The part ofattendance time when a worker isengaged on other than productive or ancillary

work, such as committee work, accidents, etc.6.4.6 Waiting Time

The part of attendance time, other thanunoccupied time, during which the worker isavailable but is prevented from working.Waiting time may be analyzed under theheadings Department Responsible (DR) andDepartment Not Responsible (DNR) ( seeFig. 2 ).

NOTE Term 5.3.20 is repeated here since it isapplicable to this section also and assists inappreciation of the other terms in this section.

6.4.7 Working TimeTime taken to do the work, includingauthorized relaxation.

6.4.8 Unoccupied Time ( Unoccupied CycleTime )

The periods during machine ( or process )controlled time when a worker is neitherengaged on inside work nor in takingauthorized rest, the time for carrying out theinside work being calculated at a definedperformance ( usually standard performance )( see Fig. 2 ). Similar circumstances arise in

team work where the availability of work tosome workers is dependent on other membersof the team.


6.4.9 Controlled Work

Work for which standards have been set as abasis for control, that is control standards. Itincludes:

a) Measured work,

b) Estimated work, and

c) Allocated work.


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6.4.10 Uncontrolled Work

Work for which no control standards have beendetermined.

6.4.11Measured Work

Work for which control standards have beendetermined by work measurement techniques( see5.1.1 to 5.1.4 ).

6.4.12Estimated Work

Work for which control standards have beenassessed from practical experience.

6.4.13Allocated Work

Work for which control standards have been setby allocating a number of workers or working

hours to support various levels of output. Thework content of the work may not have beenaccurately determined.

6.4.14Productive Work

Work which alters the physical or chemicalnature of the product or advances the processas a necessary contribution to its completion.

6.4.15Ancillary Work

Service or any other work related to a processwhich is not appropriate to be classified asproductive.

6.4.16Excess Work

Extra work occasioned by departure from thespecified method or materials for which controlstandards have been established.

6.4.17Make-Up

The amount of adjustment in terms of money ortime required to bring a workers earnings upto his guaranteed minimum.

6.4.18 Operator Performance ( TruePerformance )

An indication of the effectiveness of a worker orgroup of workers whilst on measured orestimated work:

6.4.19Department performance

An indication of the effectiveness of a

department or section:

6.4.20 Overall Performance

An indication of the net utilization of labour inproducing useful output:

6.4.21Bonus Index

The ratio of earnings under incentiveconditions to equivalent earnings on time work(excluding overtime premium, shift allowances,etc, according to circumstances).

6.5 Plant and Machine Control

6.5.1Plant and Machine Control

The procedure and means by which efficiencyand utilization of units of plant and machineryare planned and checked.

6.5.2Machine Capacity

The volume of output of a machine, usuallyexpressed in physical units, capable of beingproduced in any convenient unit of time, forexample, tonne per week and pieces per hour.

6.5.3 Machine Maximum Time ( MachineMaximum Working Time )

The maximum possible time which a machine

or group of machines could work within a given

Ratio of : Total standard time for all measuredandestimated work

to : Time on measured and estimatedwork ( excluding diverted andwaiting time ).

Ratio of : Total standard times formeasured and estimatedwork

100to : Time on measured and

estimated work plus anywaiting or diverted time forwhich the department isresponsible

Alternatively:

Ratio of : Total standard times formeasured and estimatedwork plus uncontrolledwork at assessedperformance

100to : Total attendance timeexcluding time on allocatedwork, if any, and waiting or

diverted time for which thedepartment is notresponsible

Ratio of : Total productive standardtimes for measured and estimated work plusproductive uncontrolledwork at assessedperformance

100

to : Total attendance timeexcluding time on allocatedwork


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period, for example, 168 h in one week or 24 hin one day ( see Fig. 3 ).

6.5.4Machine Available Time

The time which a machine could work, based on

attendance time, that is, working day or weekplus overtime ( see Fig. 3 ).

6.5.5Machine Down Time

The time during which a machine cannot beoperated on production or ancillary work owingto breakdown, maintenance requirements, orfor other similar reasons. In some cases, forexample, preventive maintenance schemes,machine down time may form part of the timewhen the machine is not worked ( see Fig. 3 ).


6.5.6Machine Idle Time

The time during which a machine is availablefor production or ancillary work but is not usedowing to shortage of work, materials orworkers, including the time that the plant isout of balance. In some cases of known shortageof work or material this idle time may beconsidered as part of the time when themachine is not worked ( see Fig. 3 ).


6.5.7Machine Running Time

The time during which a machine is actuallyoperating, that is, the machine available timeless any machine down time, machine idle timeand machine ancillary time ( see Fig. 3 ).


6.5.8Machine Ancillary Time

The time when a machine is temporarily out ofproductive use for activities which are inherentin its operation, for example, changeover,

setting, cleaning, lubrication etc. In some caseswhere machine ancillary time is extensive andplanned ahead this may be considered as partof the time when the machine is not worked( see Fig. 3 ).

6.5.9Machine Running Time at Standard

The running time that should be incurred inproducing the output if the machine is workingunder optimum conditions ( see Fig. 3 ).

6.5.10Machine Utilization Index

Ratio of machine running time to machine

available time.

6.5.11Machine Efficiency Index

Ratio ofmachine running time at standard tomachine running time.

6.5.12Machine Effective Utilization Index

Ratio ofmachine running time at standard tomachine available time.

6.6 Wages and Wage Payment

6.6.1 Wage Plan

A scale of remuneration upon which is basedpayment to workers for work or for attendanceat work during each hour, day or week.

6.6.2Basic Wage Rate

The fundamental component of a wage rate asused in industrial agreement.

6.6.3 Time Work Rate

The rate of payment based on attendance timecomprising the basic wage rate with additions,such as cost of living bonus and usuallyexpressed as a rate per hour, a rate per day or arate per week.

6.6.4 Total Job Rate

The total rate of payment including jobevaluated rate where applicable, but excludingsupplementary allowances and overtimepremium.

6.6.5Supplementary Allowances

Payments over and above the totaljob rate for

conditions which are not an integral part of thejob (such as shift allowances), or incompensation for abnormal working.

6.6.6Job Rate Differential

An established difference between the totaljobrate of onejob and another.

6.6.7 Wage Scale Determination

The construction of a scale of wages reflectingthe relative values of jobs.

6.6.8 Overtime Premium

The increment paid for time worked beyond the

agreed normal working hours.6.6.9Lieu Bonus

A payment made to a worker who throughparticular circumstances is not given anyopportunity of participating in an incentivescheme, or who, being on an incentive scheme,is prevented from earning bonus on a job byabnormal conditions.

6.6.10 Compensating Bonus

A temporary payment made to a worker incompensation for loss of earnings caused byestablishing new methods or by undertaking

special work.


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6.6.11Pay Week

A seven days period, not necessarily thecalendar week, used as the basis for thecalculation of wages.

6.6.12Lying Time ( Lying on Time )The period between the completion of theworking week and the payment of wages.

6.6.13 Guaranteed Week

The minimum number of hours for whichpayment must be made whether the fullnumber of hours have been worked or not. Theguarantee applies only when certain agreedconditions are met.

6.6.14 Gross Wage

Total earnings for a period, including bonuses,

overtime, and any special payments, before anydeductions are made.

6.6.15Net Wage

The total payment after all deductions havebeen made from the gross wage.

6.7 Miscellaneous

6.7.1Productivity

Productivity is the measure of efficiency ofutilization of resources. It can be quantitativelyexpressed as the ratio of the output in terms ofthe goods/services and the input in terms of the

resources used.

6.7.2Production Planning and Control

Procedures and means by which manufacturingprogrammes and plans are determined,information issued for their execution and datacollected and recorded to coordinate and controlmanufacture in accordance with the plans.

6.7.3Material Control

Procedures and means by which the correctquantity and quality of materials andcomponents are made available to meet

production plans.6.7.4Material Utilization Control

Procedures and means set up to ensure thatmaterials provided for the production plans areused most effectively.

6.7.5 Quality Control

An effective system for integrating the qualitymaintenance and quality improvement effortsof the various groups in an organization so as toenable production and service at the most

economical levels which allow for full consumersatisfaction.

6.7.6 Operational Research( O R )

The application of scientific principles andtechniques to problems involving theoperations of a system with a view to providingoptimum solutions to the problems.

6.7.7 Cybernetics

The study of communication and controlmechanisms in machines and living creatures.

6.7.8Ergonomics

The application of human biological sciences inconjunction with engineering sciences to theworker and his working environment, so as toobtain maximum satisfaction for the workerwhich, at the same time, enhances productivity.

6.7.9 Organization and Methods( O and M )

A management service the object of which is toincrease the administrative efficiency of anorganization by improving procedures, methodsand systems, communications and controls andorganizational structure.

6.7.10 Value Analysis

The systematic techniques to analyse anexisting item or cost area specifically forfunctions and then develop alternate ways ofperforming only the required functions at thelowest cost.

6.7.11 Project Network Analysis ( NetworkAnalysis )

A group of techniques for presentinginformation to assist the planning andcontrolling of projects. The information, usually

represented by a network, includes thesequence and logical inter-relationships of allproject activities. The group includestechniques for dealing with time, resource andcosts.


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FIG. 1 MAKE-UPOF STANDARDAND ALLOWED TIME


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FIG. 2 EXPLANATORY DIAGRAMOF TERMSFOR LABOUR CONTROL


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FIG. 3 EXPLANATORY DIAGRAMOF MACHINE TIME


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FIG. 4 GRAPHICAL REPRESENTATIONOF MAIN FORMSOF PAYMENTBY RESULT SCHEMES


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INDEX FOR GLOSSARY OF TERMS IN WORK STUDY

A

Absence time 6.4.3

Accelerating premium bonus plan 6.3.29

Accelerating premium system 6.3.29

Activity sampling 5.1.8

Allocated work 6.4.9, 6.4.13Allowance

Batch changeover 5.5.10

Changeover 5.5.10

Compensating rest 5.5.4

Contingency 5.5.7

Delay contingency 5.5.7.2

Excess work 5.5.12

Extra time 5.5.12

Fatigue 5.5.5

Interference 5.5.13

Job changeover 5.5.10

Learner 5.5.9

Personal needs 5.5.6

Policy 5.5.8

Process 5.5.11Relaxation 5.5.4

Synchronization 5.5.13

Unoccupied time 5.5.11

Work contingency 5.5.7.1

Allowed time 5.5.18

Analytical estimating 5.1.5

Ancillary work 6.4.15

Attendance time 6.4.4

Attention time 5.3.18

Auxiliary work 5.3.32

B

Basic time 5.5.1

Basic wage rate 6.6.2

Batch changeover allowance 5.5.10

Bonus 6.3.12Ceiling 6.3.34

Compensating 6.6.10

Lieu 6.6.9

Bonus credit 6.3.9

Bonus credit minutes/hours 6.3.9

Bonus increment 5.5.14

Bonus index 6.4.21

Bonus minutes/hours 6.3.9

Bonus rate 6.3.10

Bonus starting performance 6.3.13

Break point 5.2.4

Breakage frequency 5.3.38

Breakeven performance 6.3.13

C

Ceiling bonus 6.3.34Changeover allowance 5.5.10

Changeover time 5.3.16

Characteristics of easy movement 4.2.2.1

Charts

Flow process (FPC) 4.1.1.4

Flow process (combined type) 4.1.1.4

Flow process (equipment type) 4.1.1.4

Flow process (man type) 4.1.1.4

Flow process (material type) 4.1.1.4

Process 4.1.1.1

Multiple activity 4.1.2.1

OTIS 4.1.1.5

Outline process 4.1.1.3

Simo 4.1.3.4

Travel 4.1.3.3Two handed process (2 HPC) 4.1.1.6

Charts indicating sequence 4.1.1

Charts using time scale 4.1.2

Check study 5.5.19

Check time 5.3.8

Chronocycle graph 4.1.3.4

Clock hours/minutes 6.4.4Collective scheme 6.3.18

Comparative estimating 5.1.6

Compensating bonus 6.6.10

Compensating rest allowance 5.5.4

Concentration 5.4.3

Consistency 5.4.4

Constant element 5.2.7

Contingency allowance 5.5.7

Continuous movements 4.2.2.1

Continuous timing 5.3.1

Controlled work 6.4.9

Conversion 5.5.2

Converted time 5.5.1

Critical examination (CE) 4.4

Cumulative timing 5.3.1Cybernetics 6.7.7

Cycle element 5.2.5

Cycle graph 4.1.3.4

Cycle time 5.3.6

D

Decelerating premium bonus plan 6.3.30

Decelerating premium system 6.3.30

Degree of factor 6.1.10

Degrees of merit 6.2.5

Delay contingency allowance 5.5.7.2

Department performance 6.4.19

Dexterity 5.4.5

Diagram

Flow 4.1.3.1

String 4.1.3.2Diagrams indicating movement 4.1.3

Differential bonus-scheme 6.3.31

Differential piecework 6.3.20

Differential premium bonus scheme 6.3.31

Differential timing 5.3.1

Dismantling time 5.3.15

Diverted time 6.4.5

Do operations 4.4.2

E

Earned rate 6.3.11

Earnings curve 6.3.16

Effective time 5.3.10

Effort 5.4.6

Elapsed time 5.3.7

Element 5.2.1Constant 5.2.7

Cycle 5.2.5

Extraneous 5.2.12

Governing 5.2.11

Intermittent 5.2.6

Machine 5.2.10

Manual 5.2.9

Occasional 5.2.6

Repetitive 5.2.5

Variable 5.2.8

Element breakdown 5.2

Ergonomics 6.7.8

Estimated work 6.4.9, 6.4.12

Estimating 5.1.4

Analytical 5.1.5Comparative 5.1.6


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Excess work 6.4.16

Excess work allowance 5.5.12

Extended time 5.5.1

Extension 5.5.2

Extent occupied (EO) 5.3.34

External work 5.3.33

Extra time allowance 5.5.12Extraneous element 5.2.12

F

Factor comparison method 6.1.5

Fall back level 6.3.35

Fatigue allowance 5.5.5

Film analysis 4.1.3.4

Filming techniques 4.1.3.4

Financial incentive 6.3.3

Direct 6.3.3.1

Indirect 6.3.3.2

Flat ratings 5.4.12

Flow diagram 4.1.3.1

Flow process chart (combined type) 4.1.1.4

Flow process chart (equipment type) 4.1.1.4

Flow process chart (FPC) 4.1.1.4Flow process chart (man type) 4.1.1.4

Flow process chart (material type) 4.1.1.4

Flyback timing 5.3.1

Frame counter 4.1.3.4

Free work 5.3.31

Frequency

Breakage 5.3.38

Reject 5.3.38

G

Geared scheme 6.3.25

Gearing 6.3.27

Governing element 5.2.11

Governing time 5.3.26

Graded performance scheme 6.3.33

GraphChronocycle 4.1.3.4

Cycle 4.1.3.4

Gross wage 6.6.14

Group scheme 6.3.18.2

Guaranteed week 6.6.13

H

Habitual movements 4.2.2.1

Hourly earnings 6.3.11

I

Idle time 5.3.21

Immediate working area 4.2.1

Incentive 6.3.2

Financial 6.3.3

Work measured 6.3.5

Incentive earnings 6.3.12

Incentives 6.3

Inconsistent rating 5.4.12

Index

Bonus 6.4.21

Machine effective utilization 6.5.12

Machine efficiency 6.5.11

Machine utilization 6.5.10

Individual scheme 6.3.17

Ineffective time 5.3.11

Inside cycle work 5.3.32

Inside work 5.3.32

Interference allowance 5.5.13

Interference time 5.3.22

Intermittent element 5.2.6

Internal work 5.3.32

J

Job 6.1.2Job analysis 6.1.8Job assessment 6.1.11Job breakdown 5.2.2

Job changeover allowance 5.5.10Job classification method 6.1.4Job description 6.1.7Job evaluation 6.1.1Job factor 6.1.9Job grading 6.1.12

Job ranking method 6.1.3Job rate differential 6.6.6Job rate performance 6.3.14

L

Labour control 6.4Learner allowance 5.5.9Learning curve 5.4.8Less than straight proportional scheme 6.3.30

Levelling 5.4.9Lieu bonus 6.6.9Load factor 5.3.34

Loose rate 5.5.21Loose rating 5.4.12Loose standard 5.5.21Loose time value 5.5.21Loose value 5.5.21Loose work value 5.5.21Lost time 6.4.5Lying on time 6.6.12Lying time 6.6.12

M

Machine ancillary time 6.5.8

Machine available time 6.5.4Machine capacity 6.5.2Machine down time 5.3.23, 6.5.5Machine effective utilization index 6.5.12

Machine efficiency index 6.5.11Machine element 5.2.10

Machine idle time 5.3.24, 6.5.6Machine interference 5.3.40Machine maximum time 6.5.3Machine maximum working time 6.5.3Machine running time 5.3.25, 6.5.7Machine running time at standard 6.5.9

Machine utilization index 6.5.10Machine-controlled time 5.3.27Make ready activities 4.4.1Make-Ready Time 5.3.14Make-up 6.4.17

Manual element 5.2.9Material control 6.7.3Material utilization control 6.7.4

Maximum working area 4.2.1Measured day-work scheme 6.3.32Measured work 6.4.9, 6.4.11

Memomotion photography 4.1.3.4Merit factor scale 6.2.4Merit factors 6.2.3Merit grade 6.2.7Merit rate 6.2.2Merit rating 6.2.1

Merit value 6.2.6Method

Factor comparison 6.1.5Job classification 6.1.4Points rating 6.1.6Random observation 5.1.8

Snap-reading 5.1.8Snap-study 5.1.9


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Method study 2.2

Micromotion photography 4.1.3.4

Minimum movements 4.2.2.1

More than straight proportional scheme 6.3.29

Motion economy 4.2

Motion study 4.3

Movement

Characteristics of easy 4.2.2.1Continuous 4.2.2.1

Habitual 4.2.2.1

Minimum 4.2.2.1

Natural 4.2.2.1

Rhythmical 4.2.2.1

Simultaneous 4.2.2.1

Symmetrical 4.2.2.1

Multi-factor scheme 6.3.23

Multiple activity chart (MAC) 4.1.2.1

Multiple machine work 5.3.39

N

Natural movements 4.2.2.1

Net wage 6.6.15

Network analysis 6.7.11

Normal working area 4.2.1Normal working time (NWT) 5.3.34

Normalizing 5.5.2

O

Observation ratio study 5.1.8

Observed time 5.3.4

Occasional element 5.2.6

Operational research (OR) 6.7.6

Operator performance 6.4.18

Organization and methods (O and M) 6.7.9

OTIS chart 4.1.1.5

Outline process chart (OPC) 4.1.1.3

Outside cycle work 5.3.33

Outside work 5.3.33

Overall performance 6.4.20

Overall study 5.1.10Overtime 6.4.2

Overtime premium 6.6.8

P

Paise per bonus credits 6.3.10

Patrol time 5.3.17

Pay credit hour 6.3.15

Pay performance 6.3.15

Pay performance relationship 6.3.16

Pay week 6.6.11

Payment by results 6.3.4

Performance

Bonus starting 6.3.13

Breakeven 6.3.13

Department 6.4.19

Job rate 6.3.14Operator 6.4.18

Overall 6.4.20

Pay 6.3.15

Threshold 6.3.13

True 6.4.18

Performance scale 5.4.14

Personal needs allowance 5.5.6

Piecework 6.3.19

Differential 6.3.20

Plant and machine control 6.5.1

Points rating method 6.1.6

Policy allowance 5.5.8

Predetermined motion time system (PMTS) 5.1.3

Premium 6.3.12

Premium bonus scheme 6.3.21Preparation time 5.3.12

Primary questions 4.4.4

Principal work 5.3.33

Principles of motion economy 4.2.2

Process allowance 5.5.11

Process chart symbols 4.1.1.2

Process charts 4.1.1.1

Process-controlled time 5.3.27

Production planning and control 6.7.2Production study 5.1.10

Productive work 6.4.14

Productivity 6.7.1

Progressive scheme 6.3.29

Project network analysis 6.7.11

Proof study 5.5.19

Put away activities 4.4.3

Q

Qualified worker 5.4.10

Quality control 6.7.5

R

Random observation method 5.1.8

Rate

Basic wage 6.6.2

Bonus 6.3.10

Earned 6.3.11

Loose 5.5.21

Merit 6.2.2

Tight 5.5.22

Time work 6.6.3

Total job 6.6.4

Rated activity sampling 5.1.9

Rating 5.4.12

Flat 5.4.12

Inconsistent 5.4.12

Loose 5.4.12

Merit 6.2.1

Standard 5.4.15

Steep 5.4.12

Tight 5.4.12Rating scale 5.4.13

Ratio-delay study 5.1.8

Recording 4.1

Reference period 5.3.28

Regressive scheme 6.3.30

Reject frequency 5.3.38

Relaxation allowance 5.5.16

Relaxation allowance (R.A) 5.5.4

Repetitive element 5.2.5

Representative worker 5.4.11

Restricted work 5.3.30

Rhythmical movements 4.2.2.1

S

Sampling

Activity 5.1.8Rated activity 5.1.9

Work 5.1.8

Scheme

Collective 6.3.18

Differential bonus 6.3.31

Differential premium bonus 6.3.31

Geared 6.3.25

Graded performance 6.3.33

Group 6.3.18.2

Individual 6.3.17

Less than straight proportional 6.3.30

Measured day-work 6.3.32

More than straight proportional 6.3.29

Multi-factor 6.3.23

Premium bonus 6.3.21Progressive 6.3.29


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Regressive 6.3.30

Standard time 6.3.22

Stabilized 6.3.26

Stepped bonus 6.3.31Straight proportional 6.3.24

Team 6.3.18.1

Variable payments by results 6.3.31

Secondary questions 4.4.5Selected time 5.5.3Selective timing 5.3.1Set-up time 5.3.14

Shut-down time 5.3.13

Simo chart 4.1.3.4Simultaneous movements 4.2.2.1

Skill 5.4.7

Snap-reading method 5.18Snap-study method 5.1.9

Snapback timing 5.3.1Speed of movement 5.4.2

Stabilized scheme 6.3.26

Stabilizer 6.3.28

StandardLoose 5.5.21Tight 5.5.22

Standard data 5.1.11

Standard hour 5.5.15

Standard minute 5.5.15Standard performance 5.4.1

Standard rating 5.4.15Standard rating and performance scale 5.4.14

Standard time 5.5.17Standard time scheme 6.3.22

Standard time system 6.3.22

Standard unit of work 5.5.15

Standardized time 5.5.1Standardizing 5.5.2Start-up time 5.3.12

Steep ratings 5.4.12

Stepped bonus scheme 6.3.31Steps of work study 3.1Straight proportional Scheme 6.3.24String diagram 4.1.3.2

Study

Check 5.5.19

Method 2.2Motion 4.3

Observation ratio 5.1.8Overall 5.1.10

Production 5.1.10

Proof 5.5.19Ratio-delay 5.1.8

Time 5.1.1

Work 2.1Subtracted time 5.3.5Supplementary allowances 6.6.5

Symmetrical movements 4.2.2.1

Synchronization allowance 5.5.13

Synchronization time 5.3.22

Synthesis 5.1.2Synthetic data 5.1.11

T

Target time output 6.3.6

Team scheme 6.3.18.1Team work 5.3.36

Tear-down time 5.3.15

Therblig 4.1.3.4Threshold performance 6.3.13

Tight rate 5.5.22

Tight rating 5.4.12

Tight standard 5.5.22Tight time value 5.5.22

Tight value 5.5.22Tight work value 5.5.22Time

Absence 6.4.3Allowed 5.5.18Attendance 6.4.4Attention 5.3.18

Basic 5.5.1Changeover 5.3.16Check 5.3.8Converted 5.5.1Cycle 5.3.6Dismantling 5.3.15Diverted 6.4.5Effective 5.3.10Elapsed 5.3.7Extended 5.5.1Governing 5.3.26Idle 5.3.21Ineffective 5.3.11Interference 5.3.22Lost 6.4.5Lying 6.6.12

Lying on 6.6.12Machine ancillary 6.5.8Machine available 6.5.4Machine-controlled 5.3.27Machine down 5.3.23, 6.5.5Machine idle 5.3.24, 6.5.6Machine maximum 6.5.3Machine maximum working 6.5.3Machine running 5.3.25, 6.5.7Make-ready 5.3.14Normal working 5.3.34Observed 5.3.4Patrol 5.3.17Preparation 5.3.12Process-controlled 5.3.27Selected 5.5.3Set-up 5.3.14Shut-down 5.3.13Standard 5.5.17Standardized 5.5.1Start-up 5.3.12Subtracted 5.3.5Synchronization 5.3.22Tear-down 5.3.15Travelling 5.3.29Unaccounted 5.3.9Unoccupied 5.3.19, 6.4.8Unoccupied cycle 5.3.19, 6.4.8Waiting 5.3.20, 6.4.6Working 6.4.7

Time ladder 5.1.7

Time off 5.3.3Time on 5.3.2Time saved bonus 6.3.21Time saved credits/minutes/hours 6.3.9Time study 5.1.1Time work rate 6.6.3Timing 5.3.1

Continuous 5.3.1Cumulative 5.3.1Differential 5.3.1Flyback 5.3.1Selective 5.3.1Snapback 5.3.1

Total credits 6.3.8Total job rate 6.6.4Total points 6.3.8

Travel chart 4.1.3.3Travelling time 5.3.29


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True performance 6.4.18

Two handed process chart (2 HPC) 4.1.1.6

U

Unaccounted time 5.3.9

Uncontrolled work 6.4.10Unit hour 6.3.7

Unoccupied cycle time 5.3.19, 6.4.8

Unoccupied time 5.3.19, 6.4.8

Unoccupied time allowance 5.5.11

Unrestricted work 5.3.31

V

Value

Loose 5.5.21

Loose time 5.5.21

Loose work 5.5.21

Merit 6.2.6

Tight 5.5.22

Tight time 5.5.22

Tight work 5.5.22Value analysis 6.7.10

Variable element 5.2.8

Variable payment by results scheme 6.3.31

W

Wage curve 6.3.16

Wage plan 6.6.1

Wage scale determination 6.6.7

Waiting time 5.3.20, 6.4.6

Wink 4.1.3.4

Wink counter 4.1.3.4

Work

Allocated 6.4.9, 6.4.13

Ancillary 6.4.15

Auxiliary 5.3.32

Controlled 6.4.9

Estimated 6.4.9, 6.4.12

Excess 6.4.16

External 5.3.33

Free 5.3.31

Inside 5.3.32Inside cycle 5.3.32

Internal 5.3.32

Measured 6.4.9, 6.4.11

Multiple machine 5.3.39

Outside 5.3.33

Outside cycle 5.3.33

Principal 5.3.33

Productive 6.4.14

Restricted 5.3.30

Standard unit of 5.5.15

Team 5.3.36

Uncontrolled 6.4.10

Unrestricted 5.3.31

Work balancing 5.3.37

Work content 5.5.16Work contingency allowance 5.5.7.1

Work cycle 5.2.3

Work load 5.3.34

Work measured incentive 6.3.5

Work measurement 2.3

Work opportunity 5.3.35

Work place layout 4.2.1

Work sampling 5.1.8

Work specification 5.5.20

Work study 2.1

Worker

Qualified 5.4.10

Representative 5.4.11

Working day/week 6.4.1

Working time 6.4.7


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IS 6363 : 1997

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ANNEX A

(Foreword )

COMMITTEE COMPOSITION

Management and Productivity Sectional Committee, MSD 4Chairman

SHRI T. K. GUPTA3148, Sector D Pocket 3

Vasant Kunj, New Delhi 110070

Members Representing

SHRI M. P. SINGH Ordnance Factory Board, Calcutta

SHRI D. I. SHRIVASTAVA (Alternate ) Ordnance Factory Board, Pune

SHRI G. C. SOFAT Central Building Research Institute, Roorkee

PROF R. K. SACHDEVA Indian Institute of Public Administration, New Delhi

SHRI P. S. RAOSHRI E. R. BATLIWALA (Alternate )

Pieco Electronics and Electricals Limited (Philips), Mumbai

SHRI P. R. KOTHARI Larsen and Toubro Limited, Mumbai

BRIG U. S. NARULACOL P. K. CHOPRA (Alternate )

Deputy Directorate General of Management Studies, Ministry ofDefence, New Delhi

SHRI R. P. S. LUTHER Engineers India Limited, New Delhi

SHRI S. S. VENKATARAMANAN Venconvave Pvt Ltd, New Delhi

SHRI RAMESHWAR DUBEYSHRI B. P. DHAKA (Alternate )

National Productivity Council, New Delhi

DR B. S. MOULIKSHRI V. J. ANANTHARAMAN (Alternate )

The Associated Cement Companies Limited, Thane

CDR D. D. LOOMBADIRECTOROF MANAGEMENT SERVICES (Alternate )

Naval Headquarters, Ministry of Defence, New Delhi

SHRI M. P. SETHYSHRI S. VENKATESAN (Alternate )

Institute of Secretariat Training and Management, New Delhi

SHRI J. K. PURISHRI D. C. BAJAJ (Alternate )

The Institute of Cost and Works Accountants of India, New Delhi

DR THOMAS MATHEW National Institute for Training in Industrial Engineering, Mumbai

SHRI A. S. VISWANATHANSHRI S. S. JASWAL (Alternate )

Siemens Limited, Thane

SHRI N. C. AGRAWALSHRI M. L. KATYAL (Alternate )

Bajaj Auto Limited, Pune

BRIG M. L. GARGSHRI B. P. BAJPAYEE (Alternate )

G. Management Services Pvt Ltd, New Delhi

DR THOMAS MATHEWSHRI M. V. NARAYANAN (Alternate )

Indian Institution of Industrial Engineering, Mumbai

SHRI K. M. THOMASSHRI S. C. AGNIHOTRI (Alternate )

Ministry of Railways, Vadodara

SHRI V. K. CHATURVEDISHRI P. K. BAHL (Alternate )

ONGC, Dehra Dun

SHRI S. C. CHAKRABORTY Indian Statistical Institute, New Delhi

DR J. M. MAHAJANSHRI A. D. GUPTA (Alternate )

Indian Institute of Technology, New Delhi

BRIG R. C. SURISHRI V. K. DEVGAN (Alternate )

Defence Institute of Work Study, Mussoorie

SHRI A. A. KURLEKAR TELCO, Pune

SHRI S. P. SARKAR (Alternate ) TELCO, Jamshedpur

SHRI A. K. TALWAR,Director (MSD)

Director General, BIS (Ex-officio Member )

Member SecretarySHRI SANJAY GOSWAMI

Deputy Director (MSD), BIS

Glossary of Terms in Work Study, MSD 4/P-7

Convener

BRIG M. L. GARG G. Management Services Pvt Ltd, New Delhi

Members

PROF R. K. SACHDEVA Indian Institute of Public Administration, New Delhi

SHRI B. P. DHAKA National Productivity Council, New Delhi

DR J. M. MAHAJAN Indian Institute of Technology, New Delhi


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Amend No. Date of Issue

Amd. No. 1 September 1999

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6363 Work Study BIS

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