Work Sampling And Analysis Techniques

What is Work Sampling?

Explain what work sampling is and how it is used / might be used in workplace.

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Work sampling is used to determine the amount of time in hours   spent on various tasks by organizational employees.  In other words, it is statistically used to find out how much time is spent on different kinds of activities. This technique is mostly used in industrial Engineering companies to estimate the amount of resources used to accomplish a given task and such resources are machines and labor

Work sampling is mostly applied in the field.  A big sampling size composed of workers is used to conducta work sampling study. For one to have accuracy in the study, random observations must be taken within that study period and should also represent all kinds of work done.  Using random observations and systematic approach, data is collected from the repeated observations of the same workers.It is then correlated with the time which has elapsed between the measurements and observations.

Write down steps in collection and analysis of work sampling data.

The following are the steps used in collecting and analyzing work sampling data.

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The first procedure is to define the tasks so as the standard time can be determined. The second is to decide which task elements are to be used. These can be categorized as work being idle, absent and waiting for work. The third procedure is designing the study. Recordings and questionnaires are used to get all the information required. The fourth procedure is identifying who will conduct the sampling from the observers. After identifying the appropriate observers, begin the sampling study. Next is selecting the random visits to the organizations and collecting all the necessary information. Finally, compiling,analyzing and presenting the results after the study is complete. The analysis of the data is done using the statistical techniques. The nominal observations are then correlated between repeated outcomes. These techniques are motivated by describing the work sampling study and then comparing the results which are empirically obtained from analyses

Find the limit of accuracy achieved for each of the activities of each person, to a 95% confidence level.

John

Repairing machine

Using;

    Where, n=pq/?p2

?p= standard error of proportion

                   P= percentage of idle time

                   q= percentage of working

                    n= number of observations

=1.6

          The limit accuracy for repairing the machine is equal to 1.6

Awaiting for access permit

 =1.0

Therefore, the limiting accuracy for awaiting the access permit is 1.0

Steps in Collecting and Analyzing Work Sampling Data

Finding plant draws and information

 =0.5

The limiting accuracy for finding plant draws and information is 0.5

Not at job site

 =0.7

The limiting accuracy for not at the job site is 0.7

Awaiting supporting trades

 =0.7

The limiting accuracy for awaiting the supporting trades is 0.7

Not occupied

 =1.6

The limiting accuracy for not occupied is 1.6

Travelling

 =1.0

The limiting accuracy for travelling is 1.0

Kate

Repairing machine

 3.1

The limiting accuracy for repairing machine is 3.1

Awaiting access permit

 =1.4

The limiting accuracy for awaiting access permit is 1.4

Finding plant draws and information

 =0.6

The limiting accuracy for finding plant draws and information is 0.6

Not at the job site

 =0.4

The limiting accuracy for not at the job site is 0.4

Awaiting supporting trades

 =0.8

The limiting accuracy for awaiting supporting trades is 0.8

Not occupied

 =1.5

The limiting accuracy for not occupied is 1.5

Travelling

 =0.9

The limiting accuracy for travelling is 0.9

Paul

Repairing machine

 =3.3

The limiting accuracy for repairing machine is 3.3

Awaiting for access permit

 =1.3

The limiting accuracy for awaiting the access permit is 1.3

Finding plant drawings and information

 =0.4

The limiting accuracy for finding plant drawings and information is 0.4

Not at the job site

 =0.4

The limiting accuracy for not being at the job site is 0.4

Awaiting supporting trades

 =0.8

The limiting accuracy for awaiting supporting trades is 0.8

Not occupied

 =1.2

The limiting accuracy for not occupied is 1.2

Travelling

 =1.1

The limiting accuracy for travelling is 1.1

Eva

Repairing machine

 =2.5

The limiting accuracy for repairing machine is 2.5

Awaiting for access permit

 =1.2

The limiting accuracy for waiting for access permit is 1.2

Finding plant drawings and information

 =0.5

The limiting accuracy for finding plant drawings and information is 0.5

Not at the job site

 =0.7

The limiting accuracy for not being at the job site is 0.7

Awaiting supporting trades

 =0.7

The limiting accuracy for awaiting supporting trades is 0.7

Not occupied

 =1.4

The limiting accuracy for not occupied is 1.4

Travelling

 =1.2

The limiting accuracy for travelling is 1.2

Question 2A.3

Number of observations required;

N= Z^2pq/E^2

Where,

           E= absolute error

        P= percentage of idle

      Q= percentage of working

             Z= coefficient of the confidence level

Then;

N = (1.96^2*17.6*59.6)/0.03^2

    =4477444.4

Therefor, 4477444.4 readings are needed by John for each of the activities to be performed

Limit of Accuracy Achieved for Each Activity of Each Person

Question 2A.4

Work sampling is good based on the data since it determines the rate at which the resources like machines and workers are being used. It shows how much time is taken for the activity to be completed by the worker and also time he or she has been idle. In this case, as the manager, I would allocate the resources and time effectively to reduce idleness among workers.

Activity 2B

  1. Economic order quantity is the quantity ordered by managers with an aim of reducing the ordering and holding costs per given year.  The company orders the number ofquantity to be brought with an aim of reducing the total inventory costs such as shortage costs.
  2. Total annual cost= yearly holding cost + yearly ordering cost

                                            = Q/2 *Ch + A/Q*Cp+

Where, Ch= holding cost per unit

             Cp= cost to place a single order

            Q= quantity ordered

            A= demand for year

TAC = 100/2 *(60*96) +96/100*(50*96)

       =$292608

Comparing with;

Purchase cost (without discount) = total demand * cost of each unit = 96*60 = $5760

Ordering cost = number of orders per year * cost of placing each order.

For option 1, OC = 4 * 50 = $200

For option 2, OC = 1*50 = $50

Holding cost = Average inventory = 1/2 (EOQ for option 1 and 100 for option 2) * cost per holding one item * holding cost rate for option 1 and 54 unit cost for option 2 =1/2 (4 + 100) * 60 * 50 * 54 = $8424000

As a recommendation, I would recommend the company to minimize the total purchase costs since they appear to be larger than the ordering and holding costs.

Activity 2C

Cost of using the parts = $2000

Stockholding cost = 25% of 2000 = $500

Cost of stock out = $20000

Lead time = 6 months

Therefore, quantity to be held = {(2*annual demand *cost per order)/ (holding cost)}1/2 *lead time

                                                      = {(2*96*50)/ (500)}1/2 *6

                                                     = 26 parts should be held in store.

Activity 2D

  1. Quantity per order = [2*(annual usage costs*setup costs) /annual carrying cost per unit]1/2

                                                 = [2*(1000*75)/18.75]1/2

                                                 =89.44 number of tyres

The quantity per order should be 89 units of tyres.  

  1. Re order quantity = daily demand *lead time + safety stock

But daily demand = annual demand / number of working days = from standard deviation of daily demand = 2^2= 4

So, re order = 4*5+1000 = 1020 and reorder level = (1000/1020) *100=98.0%.

Therefore, a batch of filters should be re-ordered at the level of 98.0%

Activity 2E

Data collection tablehelps to organize the data collected into columns and rows.Data analyzing table shows how the data collected is analyzed from a table and each row corresponds to a particular record of the data.  Data recording table contains information about a single individual or item in table. Let travelling = T, Emails= E, Drawing =D, Machining =M, Cleaning =C, inspecting =I, Operating =O, programming =P, Waiting for material =W, Administration meetings =A, Planning =PL.

Question 2A.3: Number of Observations Required

From the tables below, 1- represents doing that activity and 0- not doing that activity.

Data collection table

Table1

                                                    Weeks

Activities

Mon

Tue

Wed

Thu

Fri

Sat

Sun

Mon

Tue

Wed

Thu

Fri

Sat

Sun

Sum

T

1

1

1

1

0

0

0

1

0

1

0

0

1

0

E

1

1

0

0

0

0

1

1

0

0

1

1

1

0

D

1

1

0

1

0

1

0

0

1

0

1

0

1

0

M

0

1

0

0

0

0

0

0

0

0

0

0

0

0

C

0

0

1

0

0

1

1

1

1

1

0

0

0

I

0

0

0

0

0

0

0

0

0

1

1

1

O

1

1

1

1

1

1

1

1

1

0

1

P

0

0

0

0

0

0

0

0

0

1

0

0

0

0

W

1

1

1

1

1

0

0

0

A

0

0

0

0

0

0

0

1

1

1

1

PL

1

1

1

1

1

1

1

Table2

Data recording table

Data from two weeks

 

Activities

Mon

Tue

Wed

Thu

Fri

Sat

Sun

Average

 

TE

0

1

1

1

1

1

1

 

D

1

1

1

1

0

0

0

 

M

1

1

1

1

1

1

 

C

0

0

0

0

0

 

I

1

1

1

1

1

1

1

 

O

0

0

0

1

 

P

1

1

0

0

1

0

1

W

0

0

1

1

1

0

A

1

0

1

1

0

0

PL

1

1

1

1

1

1

Data analyzing table

Table3

Activities

M

T

W

Th

Fri

Sat

Sun

Mon

Tue

Wed

Thu

Fri

Sat

Sun

Valid %

Frqu

T

1

0

1

0

1

0

1

0

1

1

0

0

1

E

1

1

1

1

1

0

1

1

0

D

1

0

0

0

1

0

0

0

0

0

0

0

0

0

0

M

0

0

1

1

1

1

1

1

0

C

0

0

1

0

0

0

0

0

0

0

0

0

0

0

0

I

0

0

0

0

1

1

1

1

0

0

0

O

1

0

0

0

0

0

0

0

0

0

1

0

P

0

0

0

1

1

1

1

0

W

1

1

0

0

0

1

1

1

0

A

1

1

0

0

0

0

0

0

0

PL

0

1

1

1

1

1

1

1

1

Time log system

Table 4

Activities

Week 1       week2

Week 1       week2

Component responsible

Working hours

Idle hours

Date               Time

Date               Time  

T

Mon                2-3pm

Mon             8-1pm

A

E

Tue                 4-5pm

Tue                9-12pm

D

D

Wed                9-1pm

Wed                     4-6pm

V

M

Thu                 8-5pm

Thu                       12-6pm

E

C

Fri                   7-4pm

Fri                         8-10am

R

I

Sat                10-2pm

Sat                          9-2pm

G

O

Sun                4-6pm

Sun                       9-12pm

G

P

Mon              8-3pm

Mon                      10-3pm

E

W

Tue                1-5pm

Tue                         3-8pm

T

A

Wed              12-5pm

Wed                      6-10pm

G

PL

Thu             10-4pm

Thu                       4-11pm

B

Memo

The memo highlights the research carried out about the log time system and data collected using the work sampling technique. From week one to week two, it is significant that the log time system is important in the utilization of individual time. The study found out that, time is very well managed using the time log system unlike in situations where it is absent. In this case the time log system is significant in time utilization by the individuals. Therefore, managers are advised to come up with their own time log systems for their workers. In this case, they will appropriately follow their time log systems not waste time in other unproductive activities.

I think there is another method of getting such data, where one could use the observational method only without involving the workers. In this method, only the researcher finds out what is taking in an areawithout the individuals knowing. The method is carried out using cameras, simple recordings and eyes of the researcher. It is a good method because correct information is obtained. Here individuals do not take part in the exercise.

References

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CARO F., and GALLIEN J. Inventory Management of a Fast-Fashion Retail Network. Operations Research, Vol. 58 (2), pp. 257-273.2010.

Eggermont, M., Brennan,  R., & Freiheit, T.  Improving A Capstone Design Course Through Mindmapping. Advances in Engineering Education, Spring. 2010, 1-26.

GUAN  W., and  REHME F . Vertical  integration  in supply  chains: Driving forces  and  consequences  for  manufacturer’s  downstream  integration.  Supply  Chain Management: An International Journal, Vol. 17 (2), pp. 187-201. (PDF) OPERATIONAL MANAGEMENT.2012.

Malakooti, B. Operations and Production Systems with Multiple Objectives. John Wiley & Sons.ISBN9781118585375.2013.STUDY.Availablefrom:https://www.researchgate.net/publication/318858943_OPERATIONAL_MANAGEMENT_STUDY [accessed Sep 01 2018].

MADAPUSI  A.,  and  D’SOUZA  D..The  influence  of  ERP  system implementation  on  the  operational  performance  of  an  organization.2012.  International Journal of Information Management, Vol. 32, pp.24-34 (PDF) OPERATIONAL MANAGEMENT STUDY. Available from:https://www.researchgate.net/publication/318858943_OPERATIONAL_MANAGEMENT_STUDY [accessed Sep 01 2018].

MARTINEZ  S.,  ERRASTI  A.,  and  RUDBERG  M..  Adapting  Zara’s  “Pronto Moda”  to  a  value  brand  retailer.  Journal  Production  Planning  &  Control:  the management of operations, Vol. 26 (9), pp. 723-737 .2015.

O Engenheiro de Produção da UFSCar está apto a” [Production Engineer UFSCar is able to] (in Portuguese). Departamento de Engenharia de Produção (DEP).2013.

SCHROEDER  G.  R.,  GOLDSTEIN  M.  S.,  and  RUNGTUSANATHAM  J.  M., . Operations  Management:  contemporary  concepts  and  cases.  5th ed.  McGraw-Hill International Edition. (PDF) OPERATIONAL MANAGEMENT STUDY.2011. Available from: https://www.researchgate.net/publication/318858943_OPERATIONAL_MANAGEMENT_STUDY [accessed Sep 01 2018].

SLACK  N.,  BRANDON-JONES  A.,  and  JOHNSTON  R., .  Operations management. 8th edition. Pearson Education.2016.

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Ssemakula, M., Liao, G.,  & Ellis, D. Closing the Competency Gap in Manufacturing Processes As It Applies To New Engineering Graduates. Advances in Engineering Education, Spring. 2010, 1-16. [7]

TOUGHNICKEL. Zara’s business operations and strategy –  How  and  why it  works.  [online].  ToughNickel,  Industries,  Manufacturing.  Available  from: https://toughnickel.com/industries/Business-Operations-of-Clothing-Retailer-Zara[Accessed 2nd May 2017]. (PDF) OPERATIONAL MANAGEMENT STUDY. 2017. Available from: https://www.researchgate.net/publication/318858943_OPERATIONAL_MANAGEMENT_STUDY [accessed Sep 01 2018].

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