1、BRITISH STANDARD BS3375-3: 1993 Management services Part 3: Guide to work measurement UDC65.015+06.049:65.015.14BS3375-3:1993 This British Standard, having been prepared under the direction of the Quality, Management and Statistics Standards Policy Committee, was published under the authority of the
2、 Standards Board and comes into effect on 15 December 1993 BSI03-1999 First published December 1985 Second edition December 1993 The following BSI references relate to the work on this standard: Committee reference QMS/31 Draft for comment93/408036DC ISBN 0 580 22270 1 Committees responsible for thi
3、s British Standard The preparation of this British Standard was entrusted by the Quality, Management and Statistics Standards Policy Committee (QMS/-) to Technical Committee QMS/31, upon which the following bodies were represented: British Gas plc Civil Service College Ergonomics Society GAMBICA (BE
4、AMA Ltd.) HM Treasury Institute of Administrative Management Institute of Management Services Institute of Quality Assurance Loughborough University of Technology Methods Time Measurement Association Ltd. Ministry of Defence Trades Union Congress Amendments issued since publication Amd. No. Date Com
5、mentsBS3375-3:1993 BSI 03-1999 i Contents Page Committees responsible Inside front cover Foreword ii 0 Introduction 1 1 Scope 2 2 References 2 3 Definitions 2 4 Uses of work measurement 2 5 Techniques and procedures 4 6 Choice of techniques 7 7 Development of time standards 8 8 Maintenance of time s
6、tandards 16 9 Training 16 Figure 1 Examples illustrating the construction of standard time 12 Table 1 Choice of technique based on time frequency combinations 8 Table 2 Advantages and disadvantages of techniques 9 List of references Inside back coverBS3375-3:1993 ii BSI 03-1999 Foreword This Part of
7、 BS3375 has been prepared under the direction of the Quality, Management and Statistics Standards Policy Committee. It is a revision of BS3375-3:1985 which is withdrawn. BS3375 comprises a series of standards published in response to a demand for information and guidance on how the various terms con
8、tained in BS3138:1992 Glossary of terms used in management services interrelate. This revision of BS3375 results from the publication of the fourth edition of BS3138 in1992. In recent years there has been considerable development of the techniques and broadening of the areas of application of work s
9、tudy and organization and methods. The revision of this standard reflects the fact that these methodologies are now used across the entire spectrum of commercial and non-commercial activity and are applied to all types of work and work situation. This sphere of activity and practice of techniques ha
10、s become known as “management services” and consequently it has also been decided to retitle BS3375 as Management services. This series of standards comprises the following Parts: Part 1: Guide to organization study; Part 2: Guide to method study; Part 3: Guide to work measurement; Part 4: Guide to
11、work performance control. When using this Part of BS3375, it is important to refer also to the terms listed in BS3138:1992. A British Standard does not purport to include all the necessary provisions of a contract. Users of British Standards are responsible for their correct application. Compliance
12、with a British Standard does not of itself confer immunity from legal obligations. Summary of pages This document comprises a front cover, an inside front cover, pagesi andii, pages1 to18, an inside back cover and a back cover. This standard has been updated (see copyright date) and may have had ame
13、ndments incorporated. This will be indicated in the amendment table on theinside front cover.BS3375-3:1993 BSI 03-1999 1 0 Introduction 0.1 Purpose of the guide The objective of this standard is to give guidance on the uses of work measurement in organizing, controlling and monitoring work; also to
14、demonstrate the contribution of work measurement to the whole field of operations management. This standard should be used in conjunction with BS3138:1992. Recognizing that the balance of terms in the work measurement section is weighted heavily towards time study, some more recent developments in o
15、ther techniques are noted and explained and guidance is given in broad terms on the factors affecting choice of techniques. It was thought helpful also to expand on the information given in BS3138 about development of time standards and to offer guidance on the maintenance of standards and on the wo
16、rk measurement aspects of management services training. The increasing use of work measurement in service and administrative areas has resulted in a number of the traditional descriptions taking on broader and at times slightly different meanings. Consequently a single standard with examples for all
17、 areas of application might confuse or mislead. Given that the purpose and principles of work measurement remain the same wherever it is used, the traditional terminology has been retained. 0.2 Objectives of work measurement In order to survive, all commercial, industrial and public service organiza
18、tions need to exercise vigilance in controlling their costs and in ensuring that they get the best return from their expenditure. Profit is one measure of organizational efficiency but it can be an unreliable yardstick in conditions of imperfect competition. Competition provides a spur to economic v
19、igilance and continued improvement but cannot, by itself, provide an absolute criterion against which to judge effectiveness. Even techniques such as budgetary control can only work effectively on the basis of sound predetermined targets for achievement. Work measurement aims to provide this reliabl
20、e and consistent basis for comparing what has been achieved against what should have been achieved from a given expenditure of resources. It seeks to determine the resources needed, at all levels of activity, to achieve defined objectives. Starting from the basis of the time required to carry out a
21、task, the physical requirements of manpower, plant and equipment can be calculated. Those requirements should determine also the space required and, from the running times of the plant and equipment, the manpower requirements and the shift patterns, the energy needs can be assessed. 0.3 Dependence o
22、n method and design It is clear from the definition of work measurement that it is the measurement of a task in terms of time. The definition of a task implies that both the design of the product or service and the method used to carry it out are specified. So work measurement is strictly the measur
23、ement of a given working method for a specific design in terms of the time needed for a qualified worker to carry it out at a defined rate of working. This clarification is important because it emphasizes that the objective time required for a task depends upon the method and the design that are fol
24、lowed. Therefore the concept of work measurement is meaningless in isolation. Method study should always be carried out before attempts are made to determine time standards and there is often a need for work measurement to be conducted on existing methods as part of data collection and for compariso
25、ns when developing improvements. 0.4 Basis for output and productivity Increasingly, work measurement is being seen also as a basis for monitoring the productivity of an undertaking at different levels of activity, the comparison at each level being between the output and the resources expended. The
26、 productivity measure is the index of output/input where output is the number of work units (standard hours) produced and input is the expenditure of the man hours involved.BS3375-3:1993 2 BSI 03-1999 0.5 The nature of work measurement Changes in work organization and employment patterns since the19
27、79edition of BS3138 have brought acceptance that, for valid planning, all work should be measured in some way. This has led to changes both in the frequency of use and methods of application of the established work measurement techniques and the range of some of them has been widened. With the incre
28、ased numbers employed in administrative and service functions there have been some changes of emphasis in the way measurement is applied and a greater dependence on synthetic data in conjunction with statistical methods of data processing and various forms of activity sampling. The use of predetermi
29、ned motion time systems (PMTS) for measuring short-run and non-repetitive work has been aided by personal computer systems and the development of recording devices that have simplified direct observation studies. It is important to recognize that although the manpower element of all work is measurab
30、le by an appropriate technique, this can be done only on the basis of an average whose limits of accuracy can be determined statistically, as in category estimating (see5.4.6 and5.6). Even time study, the earliest formal technique, uses what is essentially a sampling procedure in that the use of rat
31、ing makes possible a smaller sample. Detailed PMTS were derived from statistically validated samples and the higher order of most PMTS were developed by statistical analysis of motion frequencies. 1 Scope This Part of BS3375 gives guidance on the objectives and outlines the benefits that can be gain
32、ed by the use of work measurement procedures in the field of operations management. The degree of difficulty and the advantages and disadvantages of applying the various techniques are set out in tabular form for ease of comparison by senior managers, management services practitioners and specialist
33、s in other related disciplines. 2 References 2.1 Normative references This Part of BS3375 incorporates, by reference, provisions from specific editions of other publications. These normative references are cited at the appropriate points in the text and the publications are listed on the inside back
34、 cover. Subsequent amendments to, or revisions of, any of these publications apply to this British Standard only when incorporated in it by updating or revision. 2.2 Informative references This Part of BS3375 refers to other publications that provide information or guidance. Editions of these public
35、ations current at the time of issue of this standard are listed on the inside back cover, but reference should be made to the latest editions. 3 Definitions For the purposes of this Part of BS3375, the definitions given in BS3138:1992 apply. 4 Uses of work measurement 4.1 General The primary purpose
36、 of work measurement as traditionally established is to derive times for human work. Work measurement should give a basis for determining manning levels for a given level of output and help to determine shift patterns, plant requirements and the energy demands of the work programme. In this guide a
37、general view is taken that relates to the overall needs of an organization rather than just the traditional view of work measurement as the measurement of a task, or a group of tasks, in terms of time. 4.2 Resource organization and utilization 4.2.1 Product design A product may be a mechanical, elec
38、tronic, or structural artefact or it may be a service or an administrative control system. In each case the design aims may, for example, be as follows: a) ease of manufacture (e.g.material and design); b) ease of use (prehensibility of a claim form to an applicant and subsequent ease of checking to
39、 an assessor); or c) ease of maintenance (e.g.accessibility of mechanisms or of basic data in a control system). There is often a need to decide between competing demands, for example between the relative importance to be ascribed to ease of use, manufacture or maintenance. Work measurement can aid
40、these decisions by providing comparative time implications for the alternatives and thus forfinding the most economic compromise (seealsoterm21090 of BS3138:1992). 4.2.2 Workplace layout Ergonomics and the characteristics of easy movement are the techniques and principles that govern workplace desig
41、n. Work measurement is necessary as an aid to analysis and in deciding upon the best of the alternatives presented. The detailed motion analyses offered by PMTS are particularly appropriate when designing assembly facilities for repetitive work.BS3375-3:1993 BSI 03-1999 3 4.2.3 Method The characteri
42、stics of easy movement are relevant to the development of easier and more effective working methods. For example, other factors that have a bearing on this, in assembly work, are the presentation of components or documents to the worker, use of chutes and conveyors for passing completed work to the
43、following stage and the development of holding devices so that both hands are free for assembly or other work. In each case work measurement can guide development of the most appropriate alternative. 4.2.4 Design and method improvement Work measurement data should be used to work out preferred chang
44、es in product or system design, workplace layout and working methods. 4.2.5 Work balancing In team working, particularly in short cycle work, close work balancing between individual groups and departments is essential if high utilization needs to be achieved. The output of the whole team working at
45、standard performance can be no greater than the output of the operation with the highest task time, e.g.in a team of six the labour utilization would be only86%if one station had a six-second cycle and each of the other five had a five-second cycle. Work balancing under those conditions usually enta
46、ils very close attention to motion patterns and handling arrangements in order that the work may be distributed equally as far as is possible between the work stations, so very detailed measurement of element times for operators and plant is necessary. There is a need also to select and train operat
47、ors to maintain standard performance. Work balancing also has a significant role as between individual departments and processes in a total production system, where the final output is governed by the person with the smallest capacity. 4.2.6 Scheduling Production schedules, delivery times and dates
48、and other information for production or work control (see BS5191) should be developed by relating task times to capacity. 4.2.7 Work sequencing Where work necessarily follows a given route through several processes, the most advantageous economic order in which each task should be loaded to each pro
49、cess can be determined by minimizing work in progress and delays and by maximizing resource utilization within the programmed time scale. Owing to the great number of variables involved, optimization of sequencing is complicated and is most easily done by electronic data processing (EDP), although rule of thumb manual methods have been developed for the purpose. It is important to note that however the calculation is made, the operating, setting and maintenance times for each item at each stage are critical: work measurement provides this information. 4.3
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