Everything About Engineering

Time Study Time study is a structured process of directly observing and measuring human work using a timing device to establish the time required for completion of the work by a qualified worker when working at a defined level of performance. It follows the basic procedure of systematic  work measurement  of: analysis  of the work into small, easily-measurable components or elements measurement  of those components and synthesis  from those measured components to arrive at a time for the complete job. The observer first undertakes preliminary observation of the work (a pilot study) to identify suitable elements which can be clearly recognised on subsequent occasions and are of convenient length for measurement. Subsequent studies are taken during which the observer times each occurrence of each element using a stopwatch or other timing device while at the same time making an assessment of the worker's rate of working on an agreed rating scale. One of the prime reasons

Six Sigma, 6σ The ideas behind the Six Sigma concept arose from a realisation that technology changes the way we should think about quality and especially about manufacturing non-conformance rates. When automated processes are responsible for much of current manufacturing, quality levels should be very high. Thus, a change was required in the way organisations think about what is acceptable in terms of non-conformance to agreed quality levels. That change was to move from expressing and measuring quality levels in percentages, or parts per hundred to one of adopting parts per million or even parts per billion. From this concept and statistical underpinning Six Sigma has developed into a highly disciplined process used to help an organisation focus on developing and delivering near-perfect products and services. The basic approach is to identify and evaluate a defect, analyse the causes, make improvements, and then control those improvements. Many of the tools of Six Sigma (and

Process Charts The charting of work flows, working processes, systems and procedures is a useful way of recording the essential features of a work situation for subsequent analysis. Process Charts are one of the simpler forms of workflow charting and are still in regular usage but are less common than they once were. This is unfortunate since it was the ubiquitous nature of the process chart that made it a common "language" between different groups of people and across different industries. A variety of process charts has been designed to meet the needs of a particular level or stage of analysis; they can be used at a detailed level (recording activity at a specific work station or workplace), but also at the wider system, process or procedure level. The different kinds of process chart share a common core set of symbols, though some have additional symbols for specific and specialised process steps. The common symbols (of which there are only five) were first promul

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