An analysis of clerical work standards for control of office costs in a large organization. - Page 51 |
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k 3 :i
I
The work measurement phase was, of course, the i
I
most important. Three methods were used to develop labor 1
t
standards; namely, time study, work sampling, and batch, j
j
A b r ie f explanation of each of these methods i s h e lp fu l J
in gaining an understanding of the advantages and d is -
i
advantages of each,
I
1, Time study, Using time study, the p i lo t team ;
covered twenty-one operations, which included 6 l per cent j
| of the work of seventeen people. Each job was studied j
t ! ■ using a sweep-second w rist watch and each element was j
i
: w ritten down as the operator performed i t . Any unusual
| occurrences were noted, as were performance le v e ls f r e -
! quently. Next, lik e elements were summarized and averaged i
\
and the occurrence of n o n -rep e titiv e elements, as a percentage,
was determined. An average le v e l of performance
Ij
was then estimated and a ^normal tim e,H or the time fo r
an average worker to do the job, was e sta b lish e d . Allowances
fo r personal time, r e s t period s, and delays were
then calcu lated and standard times e s ta b lis h e d . This
p a r tic u la r portio n of the study required th ree weeks f o r
three men, or nine man-weeks, a f t e r one month spent on
systems and procedures work. Step by step d e ta ils and
worksheets are shown in the o rig in a l study.
2. Work sampling. In using th is method, an ae-
I
curate d escrip tio n of each job to be studied was f i r s t prepared.
All elements were included but separated between
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| Title | An analysis of clerical work standards for control of office costs in a large organization. - Page 51 |
| Repository email | cisadmin@lib.usc.edu |
| Full text | k 3 :i I The work measurement phase was, of course, the i I most important. Three methods were used to develop labor 1 t standards; namely, time study, work sampling, and batch, j j A b r ie f explanation of each of these methods i s h e lp fu l J in gaining an understanding of the advantages and d is - i advantages of each, I 1, Time study, Using time study, the p i lo t team ; covered twenty-one operations, which included 6 l per cent j | of the work of seventeen people. Each job was studied j t ! ■ using a sweep-second w rist watch and each element was j i : w ritten down as the operator performed i t . Any unusual | occurrences were noted, as were performance le v e ls f r e - ! quently. Next, lik e elements were summarized and averaged i \ and the occurrence of n o n -rep e titiv e elements, as a percentage, was determined. An average le v e l of performance Ij was then estimated and a ^normal tim e,H or the time fo r an average worker to do the job, was e sta b lish e d . Allowances fo r personal time, r e s t period s, and delays were then calcu lated and standard times e s ta b lis h e d . This p a r tic u la r portio n of the study required th ree weeks f o r three men, or nine man-weeks, a f t e r one month spent on systems and procedures work. Step by step d e ta ils and worksheets are shown in the o rig in a l study. 2. Work sampling. In using th is method, an ae- I curate d escrip tio n of each job to be studied was f i r s t prepared. All elements were included but separated between |
