Everything About Engineering

Predetermined motion time systems (PMTS) Predetermined motion time systems (PMTS) are  work measurement  systems based on the analysis of work into basic human movements, classified according to the nature of each movement and the conditions under which it is made. Tables of data provide a time, at a defined rate of working, for each classification of each movement. The first PMTS (since designated as "first-level" systems) were designed to provide times for detailed manual work and thus consisted of fundamental movements (reach, grasp, move, etc) and associated times. Large amounts of research, data collection, analysis, synthesis, and validation are required to produce PMTS data and the number of such systems is very low. "Higher level" systems have since been devised, most commonly by combining these fundamental movements into common, simple manual tasks. Such higher level systems are designed for faster standard setting of longer cycle activity. Critici

Continuous Improvement Continuous improvement is not a tool or technique as such; more a way of life or at least a cultural approach to quality improvement and the concept of continuous improvement has to be set in the context of the quality "movement". Quality as a business issue in the way we know it now arose with labour specialisation, mass production and automation techniques; techniques which moved away from the traditional expert craftsman approach to quality. In the new world of factories and mass production, quality was obtained by inspecting each part and passing only those that met specifications. This was true until 1931 when Walter A. Shewhart, a statistician at the Hawthorne plant at Western Electric published his book Economic Control of Quality of Manufactured Product (Van Nostrand, 1931). This book is the foundation of modern statistical process control (SPC) and provides the basis for the philosophy of total quality management or continuous process im

KAIZEN KAIZEN is a Japanese word meaning gradual and orderly, continuous improvement. Adopting KAIZEN involves the creation of a culture of sustained continuous improvement focusing on eliminating waste in all systems and processes of an organization. There are two essential elements that make up KAIZEN: improvement/change for the better; and ongoing/continuity. A system/culture that lacks either of these is not true KAIZEN. Thus, maintaining existing ways of working (good though they may be) lacks the essential 'improvement' element, though it ensures continuity. Similarly, breakthrough improvement, not backed up by effective ongoing improvement, lacks the element of continuity. KAIZEN should contain both elements. KAIZEN is not consistent with the saying "If it ain't broke, don't fix it". KAIZEN achieves its effects by working through people. All are expected to be involved. Managers, for example, are expected to spend about half their time on i

Five S Five S (or more commonly 5S) is a Japanese approach to organising a workplace. It is often one of the early techniques used as organisations move towards becoming ‘lean’. This is because it offers ‘quick wins’ that help to build momentum. The 5S’s are: Seiri (or Sort) Define what is actually needed (and how much of it) in an area. Anything that is not needed should be got rid of – or stored in its right place (elsewhere). Identify where everything should be placed to maximise effectiveness. Seiton (Straighten or Set in Order) Follow the old adage ‘A place for everything and everything in its place’. Lay out logically, label and colour- code to make sure everything stays in place. Seisou (Shine or Sweep) Keep things clean and tidy – already ready for the 'VIP plant tour'. When a plant/office is well-laid-out and is clean and tidy, it is easier to recognise something out of place, and to identify possible sources of contamination/defect. Seiketsou (Standardise

ABC Analysis/Pareto Analysis Pareto analysis (sometimes referred to as the 80/20 rule and as ABC analysis) is a method of classifying items, events, or activities according to their relative importance. It is frequently used in inventory management where it is used to classify stock items into groups based on the total annual expenditure for, or total stockholding cost of, each item. Organisations can concentrate more detailed attention on the high value/important items. Pareto analysis is used to arrive at this prioritisation. Taking inventory as an example, the first step in the analysis is to identify those criteria which make a significant level of control important for any item. Two possible factors are the usage rate for an item and its unit value. Close control is more important for fast moving items with a high unit value. Conversely, for slow moving, low unit value items the cost of the stock control system may exceed the benefits to be gained and simple methods of con

Working Flow Chart of Method Study Method Study :  Method study is the process of subjecting work to systematic, critical scrutiny to make it more effective and/or more efficient. It is one of the keys to achieving productivity improvement. It was originally designed for the analysis and improvement of repetitive manual work but it can be used for all types of activity at all levels of an organization.  Method study  is essentially used for finding better ways of doing work. It is a technique for cost reduction.  The philosophy of method study is that 'there is always a better way of doing a job' and the tools of method study are designed to systematically arrive at this better way of doing a job.  Procedure Involved in Methods Study: The basic approach to method study consists of the following eight steps. The detailed procedure for conducting the method study is shown in Fig. Working flow chart of method study 1. SELECT  the work to be studied and def

Work Measurement in Textile Industry Work Measurement: Work measurement is the application of techniques designed to establish the time for an average worker to carry out a specified manufacturing task at a defined level of performance (to measure the time of a work for a worker). It is concerned with the length of time it takes to complete a work task assigned to a specific job . Work Measurement in Textile Industry Objectives of Work Measurement:  1. Work study:  Work measurement is needed when we do work study.  Work study  or research can help to develop a current working procedure.   2. Comparison of alternative method:  By doing comparison better method can be found.  Example:  We have two methods and two are good, but after calculating the time we can see that one is taking less time than that of other. In that case we can select the less time select one (job). 3. Worker appointment:  By counting or measuring the works of a worker we can select