An analysis of clerical work standards for control of office costs in a large organization. - Page 53 |
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1+5 ii
In comparing the e ffe ctiv en e ss of the preceding
i
three methods, three fa c to rs were considered: namely,
the accuracy of the standard, the re sista n c e encountered,
and the time required to make the study* Regarding the
f i r s t item, i t was f e l t th a t the r e la tiv e accuracy of
j
each method was quite d i f f i c u l t to judge. On sh o rt, I
ro utine operations time study appeared to be s a tis f a c to r y j
although non-routine elements presented a problem due to j
the infrequency of occurrence in many cases. On more com- ;
plex operations, work sampling seemed to give more con- 1
s is te n t r e s u lts with the main advantage being more eer- II
]
ta in ty th a t a l l unusual occurrences had been included. j
i
In general, work sampling standards were higher than the j
corresponding time study standards fo r three reasons: i
1. Method was more d i f f i c u l t to control in the
work sampling technique than in time study. Certain
changes In routine were i n s t it u t e d during the i n i t i a l
systems and procedures' study but some operators would
switch back occasionally. Such ex tra steps eould be
eliminated from the time study standard but work
sampling automatically included them, j
2 . A c le a r-c u t d is tin c tio n did not always e x is t i
between ’’idle** time and ^productive*1 time. D iffic u lty
was experienced in both time study and work sampling
when work ran low and employees would s tr e tc h or
slow down the time.
3* The accuracy of le v e lin g as done by the observers
on seventeen operators was d i f f i c u l t to
e s ta b lis h . Here again, the workload and pacing p resented
a problem. ^5
^ I b i d . , p . 8 .
/
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| Title | An analysis of clerical work standards for control of office costs in a large organization. - Page 53 |
| Repository email | cisadmin@lib.usc.edu |
| Full text | 1+5 ii In comparing the e ffe ctiv en e ss of the preceding i three methods, three fa c to rs were considered: namely, the accuracy of the standard, the re sista n c e encountered, and the time required to make the study* Regarding the f i r s t item, i t was f e l t th a t the r e la tiv e accuracy of j each method was quite d i f f i c u l t to judge. On sh o rt, I ro utine operations time study appeared to be s a tis f a c to r y j although non-routine elements presented a problem due to j the infrequency of occurrence in many cases. On more com- ; plex operations, work sampling seemed to give more con- 1 s is te n t r e s u lts with the main advantage being more eer- II ] ta in ty th a t a l l unusual occurrences had been included. j i In general, work sampling standards were higher than the j corresponding time study standards fo r three reasons: i 1. Method was more d i f f i c u l t to control in the work sampling technique than in time study. Certain changes In routine were i n s t it u t e d during the i n i t i a l systems and procedures' study but some operators would switch back occasionally. Such ex tra steps eould be eliminated from the time study standard but work sampling automatically included them, j 2 . A c le a r-c u t d is tin c tio n did not always e x is t i between ’’idle** time and ^productive*1 time. D iffic u lty was experienced in both time study and work sampling when work ran low and employees would s tr e tc h or slow down the time. 3* The accuracy of le v e lin g as done by the observers on seventeen operators was d i f f i c u l t to e s ta b lis h . Here again, the workload and pacing p resented a problem. ^5 ^ I b i d . , p . 8 . / |
