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PREFACECase StudyCase study may be defined as a study on actual events. The events may be transportation

model, inventory model, line balancing, work-study quality control of a product,marketing system, and many such other topics. Objectives of case study are study of a

specific case and try to improve it.

t can be defined the individual !case history", the case study concentrates on the career

or life of one individual or group of individuals and is the method used primarily, though

not e#clusively, by psychologists, psychiatrists, and psychoanalysts. f well done, suchhistories can give deep insights into the personalities and motives of criminals, but the

method does have shortcomings. $lthough the volume of case histories has grown large,

their reliability is sometimes suspected-partly because of a criminal%s natural reluctance to

e#pose himself completely and partly because of the nature of the publication of casehistories. Their publication is comparatively rare& professional ethics often forbid the

e#posure of details given confidentially, and those studies actually published may be too

few to be typical and may even on occasion be designedly selective because of aninvestigator%s wish to prove a theory.

Closely related to case studies are autobiographies and other books written by e#-prisoners, but in spite of their considerable human and scientific interest, they do suffer

from even greater disadvantages, chiefly questionable objectivity. 'ociologists have also

contributed important studies of individuals in their social environments.

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ACKNOWLEDGEMENT

)e e#press our heartiest gratitude and profound indebtedness to the individual *

organi+ation who helped us by giving important information regarding the case study.

)e would like to thank the individual * organi+ation who helped us by giving important

information regarding our work study. )e are really grateful to-

d. afiqul slam iah /0 - ajshahi 1ute ill2

d. 'hahjahan $li/Time 3eeper- ajshahi 1ute ill2 4rameen 5eed, 'hibpur, 0uthia, ajshahi.

)e are also grateful to our respective teachers for their liberality-

d osharraf 6ossain /$ssistant professor-7ept of 082

ustafi+ur ahman /9ecturer-7ept of 82

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PART SYNOPSIS Page No.0$T (; ntroduction * objectives. ; ethod study ((

0$T ?; 7ata collection (?

0$T

0$T B; ecommendation :B

0$T =; Conclusion >@

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Part-

I!trodu"t#o! $ O%&e"t#'es

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INTROD(CTION $ O)*ECTI+ES

I!trodu"t#o!

anaging people within operations involves actual design decisions about jobs, methods,relationships between jobs and machines and systems of control and communication.

)ork design involves comple# people relationships between operative staff,supervisors and specialists e.g. engineering managers and staff who commission new

machines and maintain them. Other specialists may co-ordinate health and safety systems

or monitor performance and plan maintenance.

0eople are not mere e#tensions to machines or horsepower to be switched on and off. $worker%s performance may be better than a machine%s capability - yet a machine may

outstrip the human being for many tasks.

0eople can be hurtDinjured physically by operating environments or trapped socially and

psychologically in themDby them. 6ow operational systems are designed and the jobs andperformance relationships within them are of great operational, economic and social

importance.

n this conte#t then work-study is a collection of techniques used to e#amine work - what

is done and how it is done - so that there is systematic analysis of all the elements,factors, resources and relationships affecting the efficiency and effectiveness of the work

being studied.

Considerable diplomacy and sensitivity is needed by the industrial engineer or operations

manager who becomes involved in work study /or business process improvement2investigations.

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O%&e"t#'es

)ork- study is concerned with finding better ways of doing work and avoiding waste in

all its forms. $s such the objectives of work-study is to assist management to obtain the

optimum use of the human, machine and material resources available to the organi+ation

for the accomplishment of the work upon which it is engaged.

The objective has three aspects

The most effective use of plant and equipment.

The most effective use of human work.

The evaluation of human work

A

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Part-,

Wor-Study

B

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Wor Study

anaging people within operations involves actual design decisions about jobs, methods,

relationships between jobs and machines and systems of control and communication.)ork design involves comple# people relationships between operative staff,

supervisors and specialists e.g. engineering managers and staff who commission newmachines and maintain them. Other specialists may co-ordinate health and safety systemsor monitor performance and plan maintenance

0eople are not mere e#tensions to machines or horsepower to be switched on and off. $

worker%s performance may be better than a machine%s capability - yet a machine may

outstrip the human being for many tasks.

0eople can be hurtDinjured physically by operating environments or trapped socially and

psychologically in themDby them. 6ow operational systems are designed and the jobs and

performance relationships within them are of great operational, economic and social

importance. n this conte#t then work-study is

$ collection of techniques used to e#amine work - what is done and how it is done - so

that there is systematic analysis of all the elements, factors, resources and relationships

affecting the efficiency and effectiveness of the work being studied.

Considerable diplomacy and sensitivity is needed by the industrial engineer or operationsmanager who becomes involved in work study /or business process improvement2

investigations.

n the 0ath of 5. ). Taylor

ethod study and work measurement are two principal activities of work study which

originated in the work of 5. ). Taylor /see ose; (EB=2. 5)%s scientific managementimperatives are;

investigate the work situation and identify weaknesses - where and why is poor

performance happeningF The scientific title for this approach to management meansplacing emphasis on

data gathering and rational analysis certain narrow assumptions about the objectivity of

efficiency criteria, the e#istence of direct, deterministic relationships between worker

performance and incentive payments and consideration of the worker to some e#tent as amachine.

Thus we can evaluate and introduce improvements in operating methods. This includes

type of equipment, its use, layout of operations, supply and use of materials, materials

handling, work organi+ation, effectiveness of planning procedures and so on.

0roductivity improvement is the aim.

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we can select staff with characteristics that fit the job, train and reward them using

payment schemes the offer particular economic incentive by linking payment to measured

performance.

'uch propositions are commonly the stuff of managerial populists and how-to te#ts on

human resource management.)ork study has two broad areas, such as;

(. ethod study:. Time study.

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Part-3

Metod Study

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Metods study

Metod study

t-is an analysis of ways of doing work. The mnemonic '87 /a common-sense

heuristic or general problem-solving strategy2 represents the method study stages(. 'elect the tasks to study

:. ecord the facts about it

>. 8#amine these?. 7evelop a new method

. $naly+e them?. Calculate basic and standard times for the task

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manufacturing environments. 6owever the assumptions, difficulties and limitations of the

claims must be understood.

8fficiency ndices

Gsing data on measured work, unmeasured work and idle time we can attempt to deriveeffectiveness indices. Constable and Hew e#emplify efficiency and effectiveness indices

8fficiency

)hile performing measured work /ratio of standardDmeasured hours of work produced

and the actual time taken2

E00e"t#'e!ess

)hich includes accounting for work done for which no measured time e#ists. 'uch work

is typically paid for by an agreed hourlyDday rate i.e. there is no direct, measuredrelationship between pay and how much work is actually completed in that hour. Of

course a supervisor may pass a judgment or state that the amount of work and its qualityare inadequate.

ecognition of possible idle time caused e.g. by management not allocating any work,

supplierDmaterials delays, machine breakdowns etc.

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Part-1Data "o22e"t#o!

Data Co22e"t#o!

Wat #s3are dataOne definition of data is; known facts or things used as a basis for inference or

reckoning;$nother is; facts given from which others may be inferred; - Chambers

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7ictionary. The term data more commonly is another word for statistics or numerical

facts. The G3 0rime minister, 7israeli, is quoted as saying, There are lies, damned lies

and statistics. ndeed, statistical data can be presented to mean what you wish them tomean. /7ata is a plural word, the singular being datum. 6owever, through $merican

influence it is acceptable to use data in the singular form rather than data are.

7ata into knowledge - a recap on fundamentals.7ata are facts, for e#ample the number of items counted, or measurements of these items.

To be of use we need to transform data into knowledge so that inferences can be made

from them, such as decisions as to whether or not a component is capable of carrying outits allotted function.

For/s o0 data

7ata can be separated into three categories of data (variables);

7iscrete variables, which are numerical and can only be particular numbers, such as

the number of workers in an organi+ation /i.e. they are counted in single units2

Continuous variables, which are dimensions of items in units of measurement such asmetres, litres, volts and other units of length, volume, time.

$ttribute variables, which are descriptive e.g. a machine on or off, or an employeeabsent or present.

I/4orta!tt is crucial when dealing with any problems in which statistical method is used, one can

differentiate between the three types of data, because the distinctions usually dictatewhich form of analysis is appropriate.The main phases in the collection of data usingsampling methods are;

The purpose or objective for collecting the data,

identification of the entire population from which the data are to be collected /e.g. asampling frame2. decisions on; method of collection, or how the data are to be collected

sample si+e /i.e. how many readings to collect2, and

validation of the results, this being a vital part of the collectionDanalysis process.Hote; whereas population once referred to people, the term is now used to describe the

whole situation to be sampled.

Sa/42#!g

One important thing to bear in mind is that something in the system must be random.This could be the situation which is random or a sampling method which contains a

random element for picking the components of the sample. 'ome of these follow.

The choice of sampling method depends on the type of data being sampled.

andom sampling;

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$ common method is simple random sampling or the lottery method. One of the most

convenient ways is to allocate numbers to all components of the population to be sampled

and obtain the required amount of numbers to constitute the sample si+e. The ways ofobtaining a random sample of numbers range from drawing numbers blindly from a

hat, /or the mechani+ed version of agitated balls being ejected from a drum2, to the use

of computer generated numbers.

Syste/at#" sa/42#!gOften known as the constant skip method, this form of sampling is based on taking everynth reading from the random population. 5or e#ample, in a survey, taking every Eth house

in a street, for e#ample, numbers >, (:, :(, >@, >E and so on2. Care must be taken to avoid

bias, so in the G3, taking every (@th house means they would all be on the same side ofthe road, and this might be significant.

Strat#0#ed sa/42#!gn order to ensure that all groups in a population are properly represented, this method

separates the population into strata and allocates proportional representation to eachstratum. )ith people, the strata may be occupations, or social classes, ages, or income

groups for e#ample. Once selected, one of the other two methods may be used within thestrata.

Oter /etodsThese include quota sampling, cluster sampling and multi-stage sampling.

+a2#dat#o!

t is of little use if the sample collected does not represent the whole population. Clearly

no sample can e#actly reflect the true result had the whole population been surveyed.Therefore, probably there the sample result will differ from the true situation. )hat is

important is that we are aware of the probable statistical errors which inevitably arise

because the whole population was not investigated. 0rovided that the population isrelatively large, the magnitude of the statistical error depends not on the si+e of the

population but on the si+e of the sample. The error can be calculated /dealt with

elsewhere in this anagers-net )eb-site2 or alternatively, the sample si+e can becalculated prior to data collection if we decide on the si+e of the error which we can

tolerate. f the subsequent error is too large, then a bigger sample si+e must be taken, i.e.

a further set of observations to add to the e#isting ones. $t least, we can be aware of the

statistical error to which our results are subject due to sampling and use the data

appropriately.

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Co22e"ted data 0ro/ Ra&sa# *ute M#22

0roducts name 'erial no. of

labor

0roduction per = hours

6essian warp ( E

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S4#!!#!g De4art/e!t

achine Total $ctive nactive

'pinning frame ?.< piece/$72

(? (?

'pinning frame ?.< piece

/'72

(B (B

'pinning frame ?.< piece

/'9T2

( (

'pinning frame E> B

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>:.< ' /'acking2

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Part-6Re"ord#!g

Re"ord#!g

There are a number of recording techniques developed to simply and standardi+e the

work.The recording may trace the movement of men , materials or detail of various processes.

The principle is to use the simplest technique which will contain all relevant information

needed for investigation.The different recording technique are charts diagrams, model and photographic aid most

commonly used recording technique to cover most of the activities .the different symbol

which are used is process charts are e#plain bellow

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'ymbol used in process chart

'ymbol $ctivity 0urpose for which it is used

Operation

Transport

nspection

Temporary storage

or delay

'torage

t indicate the main steps in a process, method of

procedure, usually the part , material or productconcerned which is modified or changed duringthe operation.

t indicates movement of workers, material or

equipment from place to place.

t indicates any type of inspection, check,

measurement, visual scrutiny for quality andquantity.

t indicates a delay in the sequence of events.

t indicates a controlled storage in which material

is received into or issued from store under someform of authori+ation or an item is retained for

reference purposes.

'elected recording techniques

Te 0o22o5#!g re"ord#!g te"!#7ue are used

a. Outline process chart.b. 5low process chart.c. Two-6anded process chart.

d. ultiple $ctivity chart.

F2o5 4ro"ess "art $ flow process chart is a process chart, which shows the sequence of flow

of all activity which occur while producing a product or e#ecuting a procedure.

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The flow process chart can be classified into three types as listed below

(. 5low process chart /aterial type2 :. 5low process chart /an type2

>. 5low process chart /8quipment type2

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Part-8

F2o5 Pro"ess Cart 9Mater#a2 Ty4e:

::

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F2o5 4ro"ess "art 9Mater#a2 ty4e:;

t is the chart showing the sequence of activity while processing a product or providing a

service.

8#isting $ctivities for the making of sack from jute.(. Gnload the jute from truck.

:. Transport jute to inventory.

>. nspect the quality of jute.?. Transport jute to softener machine

rddrawing(:. 5inisher drawing

(>. nspect the drawn jute(?. Transport jute to spinning division

(:. nspection

>>. Transport to final division>?. 7amping

>A. easuring>B. Cutting

>=. 9apping

>E. 6amming?@. 6eracles

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?(. Overhead swing

?:. 0ressing

?>. Iranding??. 'tore sacks in final inventory.

The details of flow process chart of the present method are summari+ed below;Total number of activities /y2 J ??

Total number of operations and inspection /#2 J :=KB J >

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Transport to winding

division

: 9abor

Operation on roll winding

machine /acki2

( 9abor

Operation on roll winding

machine /5re+er2

( 9abor

Operation on 3O0

winding machine /acki2

( 9abor

Operation on twisting

machine

( 9abor

nspection ( 9abor

Transport to beamingdivision

: 9abor

6erbat dressing ( 9abor

7ry beaming : 9abor

nspection ( 9abor

Transport to sacking > 9abor Operation on machine

>:.< ' /sacking2

( 9abor

nspection ( 9abor

Transport to final division : 9abor

7amping ( 9abor

Calendaring ( 9abor

easuring ( 9abor

Cutting ( 9abor

9apping ( 9abor

6amming ( 9abor

6eracle ( 9abor

Overhead swing ( 9abor

0ressing ( 9abor

Iranding ( 9abor

'tore product in finalinventory

> 9abor

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Part-:atio /(2 J #Dy J >:D?( J @.B=

F2o5 4ro"ess "art o0 /a#!g &ute sa"

7escription 'ymbol emarks

Gnload the jute from truck < 9abor

Transport jute to inventory > 9abor nspect quality of jute ( 9abor

Transport jute to softener

machine : 9abor

'oftening the long jute in

machine /A? long 2

: 9abor

'oftening the jute in

machine /?= cutting2

: 9abor

Transport jute to preparing

division > 9abor

(stdrawing ( 9abor

:nd

drawing ( 9abor 5inisher drawing ( 9abor

nspect the drawn jute ( labor

Transport jute to spinning

division : 9abor

'pinning on ?.< inch pitch

$7

( 9abor

'pinning on ?.< inch pitch

'7

( 9abor

'pinning on ?.< inch pitch

'9T

( 9abor

'pinning on

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Operation on 3O0

winding machine /acki2

( 9abor

Operation on twisting

machine

( 9abor

nspection ( 9abor

Transport to beamingdivision

: 9abor

6erbat dressing ( 9abor

7ry beaming : 9abor

nspection ( 9abor

Transport to sacking > 9abor

Operation on machine

>:.< ' /sacking2

( 9abor

nspection ( 9abor

Transport to final division : 9abor

7amping ( 9abor

Calendaring ( 9abor

easuring ( 9abor

Cutting ( 9abor

9apping ( 9abor

6amming ( 9abor

6eracle ( 9abor

Overhead swing ( 9abor

0ressing ( 9abor

Iranding ( 9abor

'tore product in final

inventory

> 9abor

Summary of activities/events$ctivity 8#isting 0roposed 'aving

Operation := :B (

Transport = =

7elay

nspection B < :'torage ( (

:=

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Part-=Co!"2us#o!

:E

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Co!"2us#o!

)ork studyDindustrial engineers need time data to plan and evaluate

productionDtransformation processes. ewards systems need such data for performancerelated bonuses. Cost calculations need to incorporate operative and machine job times

Costing systems reference work study data.

n our case study sessional we worked on method study a part of work study. )ecollected data on e#isting method of a jute mill and prepared a flow process chart on

e#isting method. )e proposed another flow process chart where we save one operation

and two inspection. Iy discussion with worker and supervisor we think that it would bebetter than e#isting method.

)ork study data contributes to;

(. mproved methods to raise output, quality, reduce wastage, enhance reliability andensure safety.

:. 'tandard time data contributes to capacity planning, scheduling, control of staff,

asset utili+ation and quality improvement. 'ervice and after-sales method

improvements may be obtained as well as process improvement and better rawmaterials usage.

>. mplementation planning for productDservice and process design requires a

detailed understanding of methods and timings. n a distributionDtransport systemwe can evaluate logistical efficiencies.

)e need to remember always that performance inefficiency may arise from many reasonsoutside of worker control - a cumbersome planning system, a slow computer system with

heavy overheads, lack of investment or uninformed, disorgani+ed management. t is crassto assume that the problems will only be due to staff inefficiencies or inappropriate

methods.

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