Taking photographs of the working day and analyzing it. What is a working time photograph and how to work with it. FRD technology

INTRODUCTION

In market conditions and competition, it is of great importance for every enterprise to reduce production costs and thereby obtain greater profits. An important area of ​​reducing production costs is improving labor processes and reducing lost working time. Based on the information obtained as a result of research into labor processes, most problems related to the design of labor organization and its standardization are solved.

The relevance of this topic is due to the search for new approaches to labor management of enterprise personnel in modern conditions; the need to improve professional levels in order to change traditional management systems of social and labor relations, personnel and production, using more effective forms and methods of management. Labor problems affect the interests of all categories and groups of the population in matters of organization and regulation of labor, its payment and other issues considered by economics and the sociology of labor.

The study of the labor process involves an analysis of all its characteristics that affect labor costs and the efficiency of use of production resources. The design and technological parameters of the equipment, its compliance with the manufactured products and ergonomic requirements are studied; professional qualifications, psychophysiological and social characteristics of workers; working conditions, technology used, organization of the workplace, its maintenance, etc.

Based on the objectives of the study, methods for obtaining and processing information are selected. The optimality criterion is the minimum total costs associated with obtaining the necessary information and its subsequent use.

When organizing labor, two tasks related to the study of labor processes are of greatest importance:

1) determination of the actual time spent on performing elements of operations (labor movements, actions, techniques, etc.);

2) establishing the structure of time spent during a work shift or part of it.

Determining the duration of the elements of operations is necessary for developing time standards, choosing the most rational labor methods, establishing the components of time standards, and analyzing the quality of standards and standards.

Data on the structure of working time costs are used in developing standards for workplace service time and preparatory and final time, assessing the efficiency of using working time, and analyzing the existing organization of labor and production. Thus, this topic remains quite relevant today.

The purpose of the work is to study the problem of studying labor processes and working time costs. To do this, it is necessary to identify the types and classification of labor processes, methods for studying labor processes, such as photography of working hours, etc.

1. General characteristics of methods for studying labor processes

It is possible to rationally design the labor process and ensure the validity of labor standards only on the basis of initial information and special research. The main goals of such studies are:

Analysis of the operation structure and working time costs;

Obtaining information about factors affecting working time costs;

Determination of the magnitude and causes of losses and waste of working time;

Obtaining data for the development of norms and regulations;

Assessment of the quality of applied norms and standards, reasons for non-compliance (over-fulfillment) of norms;

Comparative assessment of the rationality of the techniques and methods of work used;

Obtaining initial data for the development of instructional and technological maps.

The main object of rationing is the production operation.

An operation is understood as a part of the production process performed on a specific object of labor by one or a group of workers at one workplace. The production operation is divided into its component parts:

A) Labor movement. It is the initial element of the labor process and represents one-time actions of the worker.

b) Working technique. It is a complete set of worker actions, characterized by a purpose.

V) Set of techniques. A group of techniques combined according to technological characteristics.

G) Passage - repeated actions carried out on the same object of labor at one workplace.

d) Transition- part of the surface treatment operation with the same tool used and equipment setup. There are several transitions in an operation - roughing, finishing, trimming, etc.

For scientific and organizational work and the establishment of technically sound standards in production, it is necessary to study the content of the work and the time spent on its implementation by workers and equipment. This allows:

Identify and eliminate losses of working time due to more complete use of reserves of equipment, technology, organization of labor and production;

Achieve an optimal relationship between man and machine in the workplace;

Summarize and specify the main directions for improving the organization of labor and production, as well as mobilize workers’ initiatives to increase production efficiency.

The objects of research on working time costs can be:

All types of costs and losses of working time, highlighting elements of operations and operational time;

Preparatory and final time;

Working hours for servicing workplaces;

Certain types of lost working time;

Time to complete individual elements of operations.

Methods for studying the labor process are divided into two groups: single-factor, in which one indicator is studied and recorded (for example, time), and multifactorial ( complex), in which not one, but a whole series of production indicators directly related to the studied process are studied and recorded.

For example, when studying the work process of a team, the quality of products, the employment of each member of the team, and the degree of use of equipment are recorded. Such a comprehensive study of working time costs is one of the main means of identifying and using reserves for increasing labor productivity through further compaction of the working day, better use of technology, improvement of technology, organization of labor and production.

In the course of studying the labor process and its standardization, two problems are solved: determining the actual time spent on performing the operation and its elements; determining the structure of time spent during a shift (or part of it). Methods for studying working time costs implemented through direct measurements and momentary observations. Direct measurement method consists of continuous monitoring of the labor process, operation or its parts and recording current time readings or the duration of individual elements of the operation.

The study of labor processes is carried out taking into account the fact that the time spent on performing an element of an operation or a certain type of work depends on many organizational, technical and psychophysiological factors that usually cannot be completely controlled. In particular, measuring the duration of the same element of an operation under the same conditions gives a number of values ​​that in most cases do not coincide with each other, i.e. the results of this measurement will form a variation series. Therefore, in order to obtain reliable conclusions about the duration of elements of operations and the structure of working time costs, methods of organizing and processing observations should be used that allow taking into account the probabilistic nature of the processes under study.

To obtain the necessary information at minimal cost, it is very important to justify the number of observations. Methods for studying labor processes can be classified according to: the purpose of the study, the number of objects observed, the method of conducting observation, the form of recording its data, etc. Depending on the purposes and technique of observation, the following are distinguished: basic methods: photograph of working hours, method of momentary observations, timing. 1

Timing serves to analyze labor techniques and determine the duration of repetitive elements of operations. Working Time Photography (FWP) used to establish the structure of its costs during a work shift or part of it. The term “photography” quite accurately reflects the essence of this method. If in case of timing the object of study, as a rule, is the elements of operational time for a specific type of product, then in case of FW the time spent on all types of work and breaks that were observed during a certain period of time is recorded. In this case, the elements of operational time are allocated enlarged (before techniques or complexes of techniques).

The structure of time spent during FRF can be established according to various classification schemes. Photochronometry used to simultaneously determine the structure of time costs and duration of individual elements of a production operation.

Based on the number of objects observed, individual, group, and route observations are distinguished.

Individual is the observation of one object (worker, machine).

Group- for several objects. Types of group observation: brigade (over the workers of the team) and multi-machine (over workers and machines at a multi-machine workplace) observation.

Route is considered to be the observation of an object that moves along a specific route, or of several objects located relatively far from each other and for which the observer moves along the corresponding route.

Depending on the objectives of the study and the characteristics of labor processes, there are various methods for conducting timekeeping, photography of working time, and phototiming.

Timing may be continuous(current time), selective and cyclic. When conducting timing observations based on the current time, all elements of the work are examined in the order in which they are performed. Selective timing is used to study individual elements of operations, regardless of their sequence. In cases where it is difficult to accurately measure the time spent on elements of an operation that have a short duration (3-5 s), cyclic timing is used. It lies in the fact that successive techniques are combined into groups with different compositions of the elements being studied. Based on measurements of the duration of execution of groups of elements, the duration of each element of the operation included in them is determined.

Photographs of working hours differ in two main ways: the objects observed and the methods of conducting and processing observations. Based on the first criterion, photographs of the use of workers’ time are identified ( individual, group, self-photography), equipment, as well as a photograph of the production process. At individual photograph, the observer studies how time is used by one worker during a work shift or other period of time. Group photography is carried out in cases where work is performed by several workers, in particular with a team organization of work. One of the important tasks of this type of FW is to study the correctness of the existing division and cooperation of labor in the team. The main purpose of the self-photographs- involving workers and employees in active participation in identifying and eliminating lost working time. Self-photography is carried out by the workers themselves, who record the amount of lost working time and the reasons for their occurrence.

Photo of equipment usage time- this is an observation of the elements of his work and breaks in it. It is carried out to determine the efficiency of equipment use and the time spent on its maintenance by workers of various groups. When photographing the production process, a study is simultaneously carried out of the working hours of the performers, the time of use of the equipment and its operating modes. This type of photography is sometimes called two-way observation.

There are different methods for conducting FRF: direct measurements of time, when the duration of observed time expenditure elements is recorded, and momentary observations, when the states of jobs are recorded, and the structure of time spent is established by the number of moments when the corresponding states were noted.

Depending on the purposes of labor process analysis, technical means are used: stopwatches, chronoscopes, movie cameras, television cameras, etc.

All methods for studying working time costs include the following main stages: preparation for observation, its conduct, data processing, analysis of results and preparation of proposals for improving the organization of work . The content of work at each of these stages depends on the method of studying working time costs.

1.2 Classification of working time costs

To analyze and rationalize the labor process and develop labor cost standards, it is necessary to carefully study the working hours of the work performer and the time of use of equipment. The basis for such a study is the appropriate classification of these costs into categories. It creates a certain uniformity, which allows the use of uniform methods for studying and analyzing costs or loss of working time, unified regulatory materials and methods of labor standardization. Differentiated classifications of the contractor's working time costs have been adopted as satisfying the requirements of all industries.

The working time of a shift for a performer of work is divided into the time of work of the performer (during which the worker performs one or another work provided for or not provided for by the production task) and the time of breaks in the work of the performer (during which the worker does not work). The classification of worker's working time costs is shown in Figure 1.

Figure 1. – Classification of working time costs for workers.

Working time to complete a production task(VPZ) consists

Preparatory - final time (PF) is spent on preparing

preparation for completing this task and actions associated with its completion: obtaining tools, devices, technological and planning documentation; familiarization with the work, drawing; instructions on how to perform the work; installation of fixtures and tools; equipment adjustment; removing fixtures and tools after completing the work; delivery of devices, tools, documentation. The peculiarity of the preparatory-final time is that it is spent once on a job (a batch of objects of labor) and does not depend on the amount of work performed on a given task. In some productions, preparatory and final time is not allocated.

Operational (OP)- time spent on changing the shape, size, properties of the object of labor, as well as on performing auxiliary actions necessary to implement these changes. Operating time costs are repeated with each unit of production or a certain amount of work. It is divided into main and auxiliary.

The main (technological) time is spent on purposeful changes in the subject of labor (its size, shape, composition, properties, condition and position).

Auxiliary - the time during which the following are carried out: loading raw materials, workpieces, removing finished products, controlling equipment, changing its operating modes, monitoring the progress of the technological process and product quality.

Workplace maintenance (WM) time is spent by workers on caring for equipment and maintaining the workplace in good condition. Workplace maintenance time is divided into technical and organizational.

Job site maintenance time is spent looking after the equipment for that specific job. In particular, this category includes the time for replacing worn out tools, setting up equipment, removing chips, etc.

Organizational maintenance time is spent on workplace maintenance associated with performing work throughout the entire shift. To this category

includes time spent on setting up at the beginning and cleaning at the end of the work shift

tools, cleaning and lubrication of equipment.

Work time not included in the task(VNZ) provides for the following categories:

- Random work time (CP), it includes the time spent on performing work not provided for by the production task, but caused by production necessity (for example, you need to transport used parts instead of auxiliary workers, deliver lubricants and cooling materials to the workplace under conditions of centralized lubrication, etc. Further).

- Non-Productive Time (NPT) - this is the time spent on performing work that does not increase production or improve its quality (repair of equipment caused by its unsatisfactory technical condition, removal of excess allowance from workpieces, correction of defects, etc.).

3. Regulated breaks(PR) provide:

Time for rest and personal needs (Ex) is established to maintain normal performance and for personal hygiene. The length of rest breaks depends on working conditions. Rest time also includes time for industrial exercises.

The time of breaks provided for by technology and production organization (PPT) is objectively determined by the nature of the interaction between workers and equipment. Eliminating these interruptions is practically impossible or economically impractical. For example, if one worker operates several machines, then in many cases it is impossible to completely synchronize the worker's time with the machine time. The consequence of this is breaks, which must be included in the time standard.

4. Unregulated breaks(MON) include:

- Losses due to violations of labor discipline (IVA) may be associated with being late for work or leaving work early, unauthorized absence from the workplace, extraneous conversations, and activities not related to work. These include excessive (compared to the established regime and standards) rest time for workers.

- Downtime for organizational and technical reasons (PNT) may be caused by organizational problems and technical reasons.

The time required to complete a production task includes the work time to complete it, the time of regulated breaks established by the technology and organization of the production process, as well as time for rest and personal needs of the performer during the working day. These working time costs, as a rule, are regulated by the standard time for producing a unit of product or the volume of work performed within the limits of standard values ​​and represent socially necessary costs.

When analyzing and establishing labor standards, working time costs are divided into standardized and non-standardized.

To the normalized time expenditure include the costs of primary and auxiliary time required for given specific conditions, time for servicing the workplace, time for rest and personal needs, regulated breaks for organizational and technical reasons, preparatory and final time

1.4 Individual photograph of working hours.

Working time photography (WPH) refers to a method of studying the labor process in order to identify the expenditure of working time during the studied period (usually an entire shift). The following tasks are solved with the help of the PDF:

Identification of losses of working time, indicating their causes and the subsequent development of organizational and technical measures to eliminate losses;

Designing a normal working time balance;

Studying costs and drawing up the actual balance of working time by category and assessing current standards and norms on this basis;

Accumulation of materials for the development of standards for preparatory and final time, time for servicing the workplace, time for rest and personal needs;

Determining the number and standards of service for various categories of main and auxiliary workers, establishing the level of use of working time and the appropriate distribution of responsibilities between foremen, foremen, technologists and other line managers.

Observations are carried out on one worker or a group of workers; accordingly, individual and group photographs of working time are distinguished. The PDF consists of four stages.

Preparation for observation consists of establishing the purpose of observation, selecting objects and method of observation, becoming familiar with the object of observation and the system for organizing the maintenance of workplaces, preparing everything necessary for conducting observation (observation sheets, time devices, etc.). When conducting individual FW, observations and recordings are carried out according to the current time, when all the worker’s actions are recorded with a time stamp for the start of each next action. In case of deviations, the observer records comments on defective records; the worker’s actions are also recorded on the observation sheet, allowing him to reveal (or hide) shortcomings in the organization of work.

When processing observation data, an index is placed next to the recording of time costs in the observation sheet and the value of these costs is determined by subtracting the previous time from the subsequent one. Based on this data, a summary of the worker's time spent is compiled. Next, the observation results are analyzed. At the same time, irrational costs and losses of working time are determined. Their reasons are established.

When photographing individual working hours, the object of study is the worker working at a specific workplace. This allows for the most complete and comprehensive study and measurement of worker time expenditure.

Observation begins after preparatory work has been carried out at the beginning of the work shift or the segment of the shift selected for study. Considering that the worker can start work or prepare it before the start of the work shift, the observer should be at the workplace 10-15 minutes before. before the start of the shift.

Observation and measurement are carried out according to the current time. The observation sheet (Table 1.1) indicates all the performer’s actions and work breaks in the order in which they actually occur, while simultaneously recording the current end time of each type of cost or loss, which in turn is the beginning of the next type of cost. It is especially clear to distinguish between the elements of preparatory and final work from operational work and work to maintain the workplace, as well as breaks of an organizational and technical nature from breaks that depend on the worker.

Table 1.1 - Observation sheet for an individual photograph of a worker

	Name of time spent	Current time	Duration, min
	Start of observation
	Came to work place
	Tool layout
	Conversation with a neighbor
	Machine lubrication
	Receives a task from the master
	Setting up the machine
	Operational work
	Gone to get the tool
	Changes instrument
	Lack of electricity
	Operational work	10 h 10 min
	Counts details	10 hours 15 minutes
	Sweeps away shavings	10 hours 20 minutes
	Personal care	10 hours 30 minutes
Break from 10:30 to 11:30
	Came from lunch	11 hours 30 minutes
	Operational work	12 hours 42 minutes
	Left for an electrician	12 hours 50 minutes
	Electrical wiring repair	13:00
	Operational work	13 h 42 min
	Personal care	14:00
	Operational work	14 h 35 min
	Conversation with the master	14 h 50 min
	Operational work
	Cleans the workplace	15 h 40 min
	Hands over the parts to the Quality Control Department employee	15 h 46 min
	Hands over the shift and leaves	15 h 52 min
	End of shift	16:00

To obtain results with a high degree of reliability, observations should be carried out for 3-5 days. In this case, the beginning, middle and end of the working week are observed.

When establishing standards for preparatory and final time and maintenance of the workplace, it is recommended to monitor different

performers.

Processing the observation results consists of calculating the duration of working hours for each of the marked cost categories by subtracting the current time of the previous measurement from the current time of each subsequent measurement. After this, for all measurements in the “Index” column, according to the accepted classification, a brief designation of this type of cost or loss of working time is entered. Further processing consists of sampling and compiling a summary of the same working time costs (Table 1.2).

Table 1.2 - Summary of the same working time costs

	Name of time spent	Repeatability per shift	Duration per shift, min
	Receives a task from the master
	Receives tools and workpieces
	Setting up the machine
	Counts details
	Hands over the parts to the Quality Control Department employee
	Conversation with the master
	Operational work
	Tool layout
	Machine lubrication
	Tool change
	Chip removal
	Cleaning the workplace
	Shift handover
	Instrument care
	Lack of electricity
	Electrician care
	Electrical wiring repair
	Late for work
	Side conversation
	Leaving work early
	Personal care

For analysis, actual and standard working time balances are compiled (Table 1.3). When drawing up a regulatory balance, all irrational costs and direct losses of working time are eliminated, thereby increasing operational time. Preparatory and final time, organizational and technical service time, time for rest and personal needs are calculated as a percentage of the operational time received according to the relevant standards (Table 1.4).

Time spent	Duration
Preparatory and final work
Operational work
Workplace maintenance
Rest and personal needs
Loss of working time due to violation of labor discipline
Lost working time for organizational and technical reasons

Table 1.3 – Actual working time balance

Table 1.4 – Balance of working time costs

	Actual		Projected balance
working hours

As a result of comparing the actual time spent with the standard ones, unnecessary costs of preparatory and final time, time of organizational and technical services, time for rest and personal needs are identified that need to be reduced. The reasons that caused irrational and unnecessary costs and loss of working time are studied, and the truly necessary costs are established, taking into account the amount of work that could be performed by a worker during the observed period in the absence of unnecessary costs and loss of working time.

By comparing data from actual and standard working time balances, the following coefficients are determined:

1) useful use of working time:

, (1)

			preparatory and final time according to normal balance, min.;
			actual operational time, min;
			standard time for servicing a workplace, min;
			standard time for rest and personal needs, min;
			shift duration, min.

2) loss of working time depending on the worker:

, (2)

3) loss of working time for organizational and technical reasons:

, (3)

Where
- downtime for organizational and technical reasons, min.

The possible increase in labor productivity over time is also determined.

by eliminating losses and waste of working time:

, (4)

The analysis of data from individual photographs of working time ends with the development of organizational and technical measures to eliminate the causes of loss of working time and to improve the organization and standardization of labor. Activities must be formalized by order for the workshop or included in the general plant plan, indicating the deadline for their implementation and responsible performers.

2. ANALYSIS OF PHOTOS OF WORKING TIME AT

EXAMPLELLC "ZVEK"Progress"

This course work examines the working time costs of a 5th category turner.

A turner is a worker, a specialist in turning - cutting rotating workpieces or a rotating cutting tool (turner-borer) for processing wood, metal, plastic, plexiglass.

The turner submits to and receives orders and work instructions directly from the head of the technical workshop, and is operationally subordinate to the shift (section) foreman of the technical workshop.

The professional functions of a 5-6th grade turner include:

Independent processing of complex, particularly complex and critical parts, assemblies, tools according to 6-7 qualifications (2-3 accuracy classes) on screw-cutting lathes of various models and systems. Carrying out work according to drawings and technical specifications in compliance with time standards for processing parts. Knowledge of safety and health regulations in the turning group. As well as the ability to make the right decision in non-standard situations of the technological process.

The turner must know:

Design features and rules for checking the accuracy of turning

machines of various designs, universal and special devices;

Technical characteristics and operating features of the plasma heating installation; methods of installation and alignment of parts;

Geometry, rules of heat treatment, sharpening and finishing of various cutting tools; fundamentals of the theory of metal cutting within the scope of the work performed;

Basic principles of calibration of complex profiles;

Rules for setting up and regulating instrumentation and instrumentation;

Rules for determining the cutting mode using the reference book and machine passport;

Rules and regulations of labor protection, safety and fire protection.

The turner is assigned the following functions:

Turning and finishing of complex parts and tools with a large number of transitions across 6-7 qualifications, requiring rearrangements and

combined fastening using various devices and precise alignment in several planes;

Grinding of external and internal shaped surfaces and surfaces associated with curved cylindrical surfaces, in places difficult to reach for processing and measurements;

Turning of long shafts and screws using several steady rests;

Cutting and rolling of multi-start threads of various profiles and pitches;

Final cutting of worms to 8-9 degrees of accuracy;

Performing operations to refine a tool that has several mating surfaces;

Turning of complex large-sized parts and assemblies using universal equipment;

Turning of new and regrinding of worn out rolling rolls with

calibration of complex profiles, including the implementation of the specified work on processing parts and tools made of difficult-to-process high-alloy and heat-resistant materials using the method of combined plasma-mechanical processing.

Below are the working time costs of a turner in the technical transport workshop using the example of ZVEK Progress LLC.

The analysis is carried out on the basis of three observation sheets of photographs of the working day (Tables 2.1 -2.3).

Enterprise: ZVEK Progress LLC

Full name: Khrebtov G. N.

Position: turner

Rank: 5

Work experience: 9 years

Date of observation: 07/05/2010

Observation start time: 7.00

Table 2.1 – Observation sheet for individual photographs of working hours No. 1

№ p/p	Naming of expenditures time	Current time		Duration, min.	Index	Note
	Start of observation
	Receives instruction
	Receives blanks
	Receives a tool
	Setting up the machine
	Grins the details
	Changes the cutter
	Lubricates the machine
	Grins the details
	Removes chips
	Brings up the next item
	Receives a new technological map
	Receives blanks
	Returning old tools and receiving new ones
	Resets the machine
	Talking to other workers
	Grins the details
	Awaiting renovation
	Troubleshooting by a mechanic
	Grins the details
	Changes the cutter
	Grins the details
	Cleans the workplace
	Hands over parts to quality control department
	Hands over the shift
	Going home
	End of observation

Full name: Khrebtov G. N.

Position: turner

Rank: 5

Work experience: 9 years

Date of observation: 07/06/2010

Observation start time: 7.00

End time of observation: 16.00

Observation duration: 480 minutes

Table 2.2 – Observation sheet for individual photographs of working hours No. 2

№ p/p	Naming of expenditures time	Current Time		Duration, min.	Index	Note
	Start of observation
	Machine lubrication
	Receives a drawing and assignment
	Receives a tool
	Receives instruction
	Receives blanks
	Setting up the machine
	Parts processing
	Changing the cutter
	Parts processing
	Conversation with other workers
	Leaving for lunch
	Tool change
	Parts processing
	Tool change
	Parts processing
	Delivery of parts to Quality Control Department
	Chip removal
	Cleaning the workplace
	Hands over a shift
	Going home
	End of observation

Enterprise: ZVEK Progress LLC

Full name: Khrebtov G. N.

Position: turner

Rank: 5

Work experience: 9 years

Date of observation: 07/07/2010

Observation start time: 7.00

End time of observation: 16.00

Observation duration: 480 minutes

Table 2.3 – Observation sheet for individual photographs of working hours No. 3

№ p/p	Naming of expenditures time	Current Time		Duration, min.	Index	Note
	Start of observation
	Receiving a task
	Getting the tool
	Master's instruction
	Setting up the machine
	Receiving blanks
	Parts processing
	Changing the cutter
	Lubricates the machine
	Parts processing
	Conversation with other workers
	Tool change
	Parts processing
	Personal needs
	Changes the cutter
	Parts processing
	Delivery of parts to Quality Control Department
	Hands over the shift
	Cleaning the workplace
	Going home
	End of observation

Based on the observation sheets, we compile a summary of the same

working time costs, which is presented in table 2.4.

Table 2.4 - Summary of the same working time costs

	Cost structure working hours	Index	Duration, min			Average continued activity,
	Work to complete the production task: Preparatory and final time Operating time Workplace maintenance
	Work not related to the task: Odd job Unproductive work
	Regulated breaks: Rest and personal needs Breaks provided for by technology and production organization
	Unregulated breaks: Losses due to violation of labor discipline Downtime for organizational and technical reasons

To analyze working time costs, based on a summary of costs of the same name, we draw up actual and standard working time balances.

To calculate the standard balance of working time, time standards for preparatory and final operations, workplace maintenance, rest and personal needs approved for this type of work are used.

At ZVEK Progress LLC, the standard time for preparatory and concluding

full-time work - 25 minutes, workplace maintenance - 8%, rest and personal needs - 7% of operational work time (based on general machine-building time standards for turning work).

Standard operational time:

(1)

Time for servicing the workplace and time for rest and personal needs are calculated as a percentage of the received operational time according to the relevant standards.

Workplace maintenance time:

, (2)

Time for rest and personal needs is calculated according to the norm in the same way:

, (3)

All standard costs must add up to the duration of the working day in minutes.

Let's make calculations using the above formulas and determine the standard indicators for a turner at ZVEK Progress LLC.

Based on the data from the summary of costs of the same name, we will draw up the actual balance of working time, along with these we will calculate the standard costs and the standard balance of working time. By comparing the data of the actual and standard balances, we will identify unnecessary and irrational time spent to be reduced (Table 2.5).

Table 2.5 – Balance of working time costs

№ p/p	Index	Actual balance		Extra Expenses		Designed Balance
				23 -43 +77 -11			91,2 5,2 82,5 6,5
Total costs

It can be seen from the table data that the preparatory and final time actually amounted to 68 minutes (14.2% of the observation time), operational time - 319 minutes (66.5%), workplace maintenance time - 42 minutes (8.7%), time of breaks of an organizational and technical nature (not through the fault of the worker) - 10 minutes (2.1%), time of breaks due to the fault of the worker - 29 minutes (6%), time for rest and personal needs - 12 minutes (2.5%) .

The data obtained give a fairly clear idea of ​​the structure of working time costs and their quantitative characteristics.

By comparing the data of the actual and standard balances of working time, we determine the coefficient of useful use of working time:

Since the standard worker utilization factor is 1, we can conclude that the turner’s working time is underutilized by 16%.

Let us also determine the maximum possible increase in labor productivity:

Taking into account the elimination of direct losses and excess losses, labor productivity can be increased by 24.1%.

Table 2.6 – Measures to reduce loss of working time

CONCLUSION

Based on all of the above, we can conclude that the rational use of working time is very important for the operation of an enterprise. By reducing working hours, productivity increases and unnecessary energy costs are reduced.

Lost working time has adverse consequences.

The analysis allows us to formulate several basic recommendations for more efficient use of working time:

1.It is necessary to improve labor discipline

2. Eliminate excessive use of working time for rest and personal needs

Achieving high efficiency in the use of working time is impossible without the active support of management, a competent motivation system, and an appropriate attitude to safety, labor protection, and labor discipline.

At the enterprise, working time is not used effectively enough. There are violations of labor discipline, use of working time for rest and personal needs, useless use of working time in connection with waiting for equipment to be repaired, and troubleshooting by a mechanic.

To increase the efficiency of an enterprise, it is necessary to improve the structure of the use of working time.

It is necessary to reduce intra-shift and whole-day losses of working time:

Introduce organizational measures;

Increase labor discipline:

Follow safety regulations;

Improve working conditions;

Carry out labor protection measures;

Reduce morbidity;

Eliminate absenteeism and equipment downtime;

Reduce absenteeism with the permission of the administration to the planned level;

Reduce absenteeism permitted by law to the planned level.

All these measures will help reduce lost working time.

BIBLIOGRAPHY

Abakumov, V.V. Fundamentals of management. Textbook / V.V. Abakumov, A.A. Golubev, V.P. Kustarev, V.I. Podlesnykh and others; Ed. IN AND. Podlesnykh. - M.: Business press, 2006. - 240 p.

worker time and photographic timing. Completed by: Kaplun... and cost measurement worker time in production Classification worker time Working time is classified for...

1. Photo and timing worker time

   Report >> Other works

   ... worker day or a certain part of it ( photo worker time). Main objectives of the event photos:3 Identifying losses worker time... observations (individual, team, route) photo worker time no different from timing...

2. Fund worker time

   Abstract >> Economics

   Groups of study methods worker time. This group includes: photo worker time; self photography worker time; moment observation method...

Many managers notice that over time the productivity of their staff decreases. If employees or individual departments do not have time to cope with the tasks assigned to them, this cannot but affect the final result of the company's activities. The reason may be either a high workload of workers or insufficient qualifications of the employee. In order to find an objective reason, a photograph of a working day is used.

A working day photograph is a type of observation of the activities of an individual employee: an accountant, a cook, a manager, a secretary, a storekeeper, or a group of workers: engineers, economists, electric welders, in order to determine how much time they spend working.

Such an observation is intended to be transferred to paper and to see with your own eyes the real time spent on the work process. When compiling a map, even telephone conversations that took several minutes are included in it. As a result, the manager sees what his staff is actually doing throughout the working day and week.

Important! Observation periods may vary. They are determined based on the complexity of the situation and the tasks assigned to the observer.

The main goals of compiling a report based on the results of a working day photograph:

• determine the structure of working time. It helps to identify the most time-consuming operation, type of work and determine the employee’s priorities, that is, if he spends more time on one task, then it is more important to him;
• study the experience of specialists who produce the best results. It will be useful for young staff. The experience and characteristics of setting and performing the tasks of the best employees helps to optimally organize the work of the rest;
• set standards. Having analyzed the working hours of several employees, it will be easier to determine the development of standards for the rest. This is especially important for such professions as: a master of various machines, canteen workers and others. This technique helps determine why previously established standards were not met;
• determine losses in the work process. The results will show what the employee did during the day and what percentage of time he spent on performing his job duties;
• employee performance assessment helps assess the level of professionalism of employees and their motivation to work.

Important! There are no restrictions on the applicability of this method; it will help to examine very carefully the working day of both the cleaning lady, the chief accountant, and even the manager.

Timekeeping or photo of the working day?

These methods are often compared, but they differ from each other. Thus, the timing lasts from a week to one month, the period is determined by the employee himself. That is, he knows about observation and can do everything, as they say, correctly.

Regarding the method in question, namely photography of the working day, it is considered more official and effective. It is initiated exclusively by the leader. In addition, the observer is often introduced into the work team as an agent, that is, none of the employees knows what he will actually do.

When taking photographs of a working day, all data is entered into a special form, followed by their processing and analysis. Based on this data, the manager receives a report according to the established template. The method is quite old, but still does not lose its relevance, especially with the emergence of new professions.

The need to use the technique is useful for everyone:

• the manager/owner of the company receives information regarding the workload of personnel and the rational use of resources in the workplace. Using this method, you can even calculate wages for a particular work;
• HR manager Observation helps representatives of the HR department draw up optimal job descriptions, as well as formulate the need for workers, which is especially important for team specialties;
• for employees interested in improving their work efficiency.

Kinds

There are several types of DDFs; the division takes into account the number of observation objects.

Individual

An individual photograph of the working day is used when certifying employees. In this case, the working day of only one employee is considered, in production or in the office, taking into account the assessment of the efficiency of using working time. Observation is carried out over one working day, less than a week.

Group

This type is more often called mass. A group of employees or an entire structural unit, sometimes a shift, is under the radar of observers. The procedure for conducting and recording is the same as in the previous method, as a result of which it is possible to obtain a picture of the working time spent by each employee in the link.

If fixation is carried out for a group of more than 3 employees, then the instant fixation method is used. This technique has its own characteristics, namely:

• the observer determines the specific type of work that he will record for each of the group members. However, it is impossible to keep track of everyone at once and enter correct data;
• observation periods are divided into intervals with precise time intervals;
• when recording the results on the form, write using abbreviations.

Brigade

This method is used to study a large group of workers. Often this technique is used by employees divided into teams.

Disadvantages of the FRD technique

Although a photograph of a working day provides comprehensive data on time spent in the process of work, however, certain disadvantages still exist. Firstly, it is necessary to conduct observation over several days. Fixed results for one day are, to put it mildly, incorrect.

Secondly, involving an individual in observation is also a disadvantage of the method. Of course, you can hire a specialist in this area, but it is far from cheap. If you use the available resources and assign your own employee as an observer, then he will also have to be taken away from his main work. And if self-photography is used, the results may not be the most plausible. It is unlikely that an employee will fill out a report in which he voluntarily indicates how many times he smoked per day or how many hours he spent on the Internet, visiting social networks. networks.

Algorithm for taking photographs of a working day

However, with the correct organization of the process, the method under consideration gives a positive result.

Setting goals

Conducting any research, including this one, requires a specific goal setting. Otherwise it is useless. The goals may be different, so the first step is to make a list of them, indicating which results should be displayed in the report. It could be:

• compiling a list of actually performed tasks by a specific employee or group;
• searching for opportunities to optimize labor;
• determination of loss of efficiency;
• development of standards for working hours;
• identifying low-qualified employees who cannot cope with the tasks assigned to them.

Determination of the target group of those studied, time frame

It is optimal if the duration of the study is such that it covers the entire working cycle, however, in practice this is not always possible. When the goal is to determine the structure of working time costs, the photographing procedure should be carried out over at least 1-2 weeks, with short breaks possible.

To determine production standards for certain types of work, it is necessary to record each type of work at least 10-15 times, in which case the duration of the study will increase to 3-4 weeks.

When determining the study group, there may be the following options:

• For a team of less than ten people, the FDD is carried out for each employee separately. At the same time, the following may remain without supervision: employees on a probationary period, if there are any in production;
• if the number of personnel is more than ten people, then only the most experienced workers can be examined. Of course, in this case, everything depends on the goals set by management.

Preparing and filling out the form

Another important stage, on which the convenience of recording data, and subsequently analyzing it, depends, is the preparation and correct entry of information into the form. You can download the completed observation form below:

You can also create such a form manually in Word or Excel.

Depending on the chosen photographing option, the form is filled out by a specially appointed employee or by the subject himself. This can be done on a printed sheet or you can enter the data digitally and print it out later.

Important! When photographing, the time of the beginning of the action and its completion are recorded. There should be no “white spots”, that is, if one action is completed at 8:45, then the next operation should begin at 8:45. Even if an employee is just sitting at his desk doing nothing, this is also indicated.

The person who will be photographing must be instructed in how to correctly fill out the forms. In some cases, training is required. For this purpose it is issued.

If your goal is to obtain the most reliable information, it is advisable to introduce the employee who will take the photographs into the team under some kind of legend. In this case, the subjects behave as usual, which is especially important for identifying the reasons for a decrease in labor efficiency.

Working with results

After all stages of photographing have been completed, the results obtained are analyzed. If a group was studied, then data for each employee can be presented individually. The analysis is presented in the form of a table displaying working time costs by position, type of work, departments and other necessary criteria.

Report preparation procedure

All analysis results are entered into a special form, which must be completed in accordance with the rules. It states:

• name of the enterprise and structural unit;
• FULL NAME. employee(s);
• level of education and qualifications;
• position held;
• name of the work performed;
• brief description of the work;
• the table records information on stages and time costs;
• additional data obtained as a result of photographing is entered into the “note” column;
• Below the table, the coefficients are summarized: in general, the costs of the work process, as well as the time spent on quickly solving problems and the time of a break in work of any type (smoke break, lunch, reading literature not related to work).

The report must be submitted for signature by the immediate supervisor, and then for consideration by senior management.

Conclusion

Time photography is an effective method for tracking actual time spent on work, as well as an ideal tool for organizing the entire work process. This close examination will help identify performance issues and help optimize your workflow.

Photography of working time is carried out for the purpose of studying and measuring all time spent without exception during a shift or other period, namely with the aim of identifying losses of working time and their causes and, on this basis, developing measures to eliminate shortcomings and introduce scientific organization of labor; studying, generalizing and disseminating the experience of advanced workers; establishing standards for preparatory and final time, time for servicing the workplace, time for rest and personal needs, as well as obtaining initial data for determining operational time for manual work; establishing equipment maintenance standards and staffing standards; identifying the reasons for non-compliance with standards; development of organizational and technical measures. Depending on the objects of observation, there are individual, group, brigade, mass and route photography of working hours (WWF). With an individual FW, the object of observation is one worker at one workplace, with a group FW, observation is carried out over a group of workers, each of whom performs a separate operation at his own workplace, and with a team FW, with a team of workers engaged in one common operation. Route FWF is carried out at a large number of workplaces by walking around them along a certain route or when the object of observation (worker) is in motion, and with a mass one - one observer studies the work of a large number of workers (group, brigade, section, workshop, etc.) .

Photography of working hours is divided into photographs of the working day (WPD), production process (PP), time of use of equipment and self-photography. With the help of FRD, all types of working time expenditure are studied, including breaks; the duration of observation is equal to the duration of the performer’s working day. With FPP, the cost of working time, the time of use of equipment and the actual modes of its operation are simultaneously studied, and with FIO, observation is carried out over the operation of equipment in order to study and analyze its use during a shift or other period of time. In the process of processing FW data, in each observation sheet, their index (letter designation) or code is placed next to the recording of time expenditures and the duration of the time expenditure is determined. Costs of the same name are grouped, then a consolidated balance of working time for all observations is compiled by cost category (actual and standard).

In our case, we will limit ourselves to photographing the working day of one worker (machine operator). Its results are displayed in table 3.1:

Table 3.1 Observation sheet photograph of a machine operator’s working day

	Name of time spent			Duration
Start of shift
	Receiving a technological map and task
	Receiving blanks
	Getting the tool
	Setting up the machine
	Operational work
	Changing cutting tools
	Machine lubrication
	Operational work
	Cleaning up chips and waste
	Delivery of products by quality control department
	Receiving a new task and technological map
	Receiving blanks
	Returning old and receiving new tools
	Machine readjustment
	Conversation with another worker
	Operational work
	Lunch break
	Operational work
	Troubleshooting the machine by a mechanic on duty
	Tool change
	Operational work
	Machine adjustment
	Operational work
	Tool change
	Operational work
	Cleaning the workplace
	Delivery of products by quality control department
	Premature leaving the workplace

where pz is preparatory and final time;

op - operational time;

obs - workplace servicing time;

exc - time for rest and personal needs;

Mon - time of breaks for technical reasons;

Monday - time of breaks caused by violation of labor discipline.

Now, based on the data from the observation sheet of the photograph of the machine operator’s working day, we will develop actual and standard time balances:

Table 3.2 Actual and standard balances of working time costs

Cost index	Actual balance	Regulatory balance	Change in costs

Based on the analysis of the actual and normative balances of working time costs, we calculate the working time utilization rate:

To Spanish =(T pz +T op +T obs +T exc)/T cm

To Spanish =(63+294+47+29)/480=0.902 or 90.2%

The share of breaks for technical reasons from the nominal working time is:

K pnt = T pnt / T cm

To pnt =28/480=0.058 or 5.8%.

The share of breaks caused by violation of labor discipline from the nominal working time is:

K pnd = T pnd / T cm

To mon =19/480=0.04 or 4%.

A possible increase in labor productivity due to the elimination of technical and organizational time losses is calculated using the formulas:

R pnt =(T pnt /T op)*100%

R pnd = (T pnd / T op) * 100%

R pnt =(28/294)*100%=9.5%;

R pnd =(19/294)*100%=6.5%.

The total increase in labor productivity or output P total will be:

Rototal=Rpnt+Rpnd

P total =9.5+6.5=16%.

During the analysis of working time costs, breaks caused by violations of labor discipline were identified. In order to completely eliminate them, it is proposed to carry out the following organizational and technical measures:

The Department of Labor Organization and Wages should include in the regulations on wages a clause providing for the use of reduction factors for violation of labor discipline when calculating wages to workers. If, at the end of the month, breaks of this nature amount to up to 10% of the nominal working time, then the monthly salary of this worker is reduced by 10%.

In connection with a possible increase in labor productivity by 6.5% due to the elimination of breaks caused by violations of labor discipline, increase the production rate for one worker by 6.5%. Before the introduction of measures to improve labor organization, the number of workers at the site (Part 1) was 15 people, the annual output of one worker (In 1 year) was 3200 thousand tenge, the cost of 1 tenge of products (Zt/t) was 0.73 tenge/tenge, the share of PPR in the cost is 31%. After the implementation of organizational and technical measures to improve the organization of labor, the increase in production will be:

P=(IZRV/OP f)*100%

where IWP is the change in actual working time costs compared to standard;

OP f - the value of the actual operational time.

P=(81.6/294)*100%=27.76%.

The annual production volume before the introduction of OTM was:

B 1 =B 1 year *H 1

In 1 =3200*15=48 million tenge.

Increased production volume, excluding labor time costs:

V=V 1 *P/100%

В=48*27.76/100%=13.32 million tenge.

Annual economic effect of the UPR in the cost of production:

E year control =B*W t/t *K control

E year management =13.32*0.73*0.31=3.014 million tenge.

Annual economic effect:

E year =E year control - E n *KV

where E n is the standard coefficient of comparative economic efficiency.

E year =3.014 - 0.15*2=2.714 million tenge.

The payback period for the investments made will be:

T ok =KV/E year control

T ok =2/2.714=0.74 years.

Standard payback period for capital investments:

T n =1/0.15=6.6 years

Due to the lack of need for additional products, we calculate the amount of reduction in the number of workers using the formula:

H=B/B 1 year

H=13.32/3.2= 4.125 or 4 people

Conclusion:

As a result of the implementation of the proposed organizational and technical measures to improve labor organization, the increase in production amounted to 38.4%. The annual economic effect amounted to 105.83 thousand. tenge The payback period for capital investments is 3.9 years. Due to the lack of need for additional products, due to the increase in labor productivity, it is possible to lay off four people who most maliciously violated labor discipline.

financier, project manager FinProject

Katya Yanyshena is a financier with experience in various positions from cashier and accountant to finder. The site's editor, Anna Pechernaya, met with Katya to talk about what tasks a tool such as a working day photograph (hereinafter referred to as FDP) helped her solve in her work.

In particular, this is an ideal option to find out why an employee is not coping with his tasks and make a decision - hire another employee or optimize work.

How and who can check the workload

Let's say an employee comes to his boss asking for a salary increase because he is very busy. But a promotion will not add either strength or time in the day. It will give you motivation for a short period of time, but it is not a long-term solution (like hiring an assistant or optimizing your working hours).

“Quite often, managers, especially if we are talking about small businesses with a linear structure, simply do not have the physical ability to understand whether employees are really as busy as they say or are resorting to manipulation.”

To deal with an employee’s workload, you need to independently, or better yet engage an independent expert, to break down the staff’s workday into components. This must be a specialist in a certain profile or an experienced HR person in this field.

“To analyze an employee’s working day, engage an independent specialist in the field. He is not biased and will express his opinion, because he values ​​​​his reputation and is not involved in behind-the-scenes games. And, as a rule, such a specialist is then turned to for complex projects. The employment problem is often just the tip of the iceberg.”

Features of the photo of the day for different fields of activity

If there is an inspector or boss nearby, the employee works differently than when no one is nearby. So FRD is perfectly applicable in areas where people have direct contact with consumers. The employees behave at ease, not knowing that an inspector has arrived.

When it comes, for example, to finance and accounting, it’s enough to sit next to a person for a couple of days, says Katya. For the first 2-3 hours, he tries to somehow remember that a stranger is sitting next to him. And then he gets used to it, starts calling the nanny, husband, etc.

For creative professions, FRD is not used; timing here is ineffective. But sometimes it is needed here too to estimate labor costs and correctly formulate the cost of the services offered. The obtained figures can be used in negotiations with the client about the price, and also to understand whether there are enough human resources to complete the project or whether additional people need to be attracted.

FDF analysis

The invited specialist records all actions and their duration. Then distributes into groups:

Communications,

Performing specialized work

Subtracting non-core, one gets the time when the person actually worked.

When a person’s communication takes up the majority of his time, there is a desire to help, to do something for someone, then it is quite possible that the person lacks communication and is out of place.

“Workday photography is not taken to remove the stigma from employees that they are doing something wrong, but to find the reason for what is not going as it should.”

If the FDD was carried out for a department, then you can track where functions are duplicated and at what stages there is extra paperwork.

The most interesting thing is that FRD can show that the reason is not in one person, but in improperly organized processes in the company.

Example: Katya made an FRD in the company where she worked as a finder. Employees were dissatisfied with the financial service, which allegedly slowed down processes. The FRD showed that processes are slowed down before entering the financial department. It is not the accountant who issues documents late, but the managers who do not submit documents or information on time, and not through their own fault, but because the production department did not fit into the schedule, etc. The problem was not in the financial service, not in the managers, and not even in production , but much deeper, and changes had to start from the top echelon of management.

After analyzing the EDF, the consultant suggests actions to improve the situation. To understand the effectiveness of the introduced changes after the first FED, you need to do it several times to see the dynamics of whether the proposed changes were successfully introduced.

“It only makes sense to invite a specialist and do FRD when management is ready for changes. If you are not ready, then identifying the cause will not change the situation itself. If the problem has been building up for years, it will not be solved in one day. The problem can be understood in half an hour, but in order to propose a solution, work must be done.”

Causes of overload identified by FRD

1. Non-core use of working time.

Example. The owner of one small company invited Katya to analyze a situation in which the accountant complained that she “wasn’t getting anything done.” FRD found that it was ineffective in performing a number of operations. Katya suggested options for solving problems faster. But the answer was: “Leave me alone. I'm so used to it." Further more. After subtracting unproductive actions, it turned out that out of 8 hours a person works only 2 hours. The owner was ready to automate the processes and hire an assistant, but all this was rejected; there was manipulation on the part of the employee.

1. Incorrectly organized workday due to the fault of the employee or the employer.

“As a specialist with some experience, I understand how long this or that operation or action takes. And if a person does something in Excel and uses a calculator at the same time, then I understand what kind of productivity we are talking about. The problem here is not only the ineffective use of working time, but also a lack of knowledge or an unwillingness to use it.”

1. Perform additional functions.

Katya noted that hybrid positions such as secretary-driver, finder-cashier or office manager with the functions of a personal assistant have now become popular.

“If a person spends most of his time doing non-core work, then he degrades as a specialist. The priority for a person is important here - loss of qualifications or short-term additional income. You can agree to this only if the additional work does not affect the main work and if there are internal reserves.”

1. Real overload.

Example. There were cases in Katya’s practice when the accountant was really overworked: “The accounting department was in perfect condition, which I have not seen in 16 years. The chief accountant coped with such a volume of work with two more assistants that 2-3 more people were needed.”

Tags: ,

In the process of working with personnel, a manager often has to resort to using various methods and tools. One of them is “working day photography”.

What is it and the purpose of it?

"Photography of a working day"(or "work time photograph", « timing of working hours") is a study of how rationally a specific employee, department or team as a whole spends working time. This happens through continuous observation, measurement and detailed recording of all time spent on any action, operation, smoke break, etc. within one working day (shift).

The main purpose of using the “working day photograph” tool is to identify reserves for increasing labor productivity.

Problems solved using “working day photography”:

• Identification of temporary losses during a work shift, analysis of their causes
• Determination of volumes and rates of task completion (manufactured products, etc.)
• Obtaining data for calculating standards (workplace maintenance time, rest break, etc.)

Ways to take a “working day photograph”:

• Using pre-installed video equipment

The “advantages” of this method: people who are not informed about the ongoing shooting will behave naturally.

“Disadvantages”: for subsequent analysis of the results, it is necessary to transcribe the video recording on paper (time, human action).

• Personal observation by a staff member

“Disadvantages”: employees, not understanding why a “working day photograph” is needed, suspecting that the employer is simply “digging” under them, and fearing sanctions (especially a reduction in wages), behave inappropriately. Either extremely aggressively, or too diligently, or even refuse to start working under the watchful eye of the “photographer”. As a result, the data obtained becomes biased.

Therefore, before starting the research, we advise you to carry out explanatory work among the company’s personnel.

• “Self-photographing” - the employee independently describes each of his actions

Stages of taking a “working day photograph”:

• Preparation
• Conducting research during a selected period of time + sequential recording of all actions of the object of observation
• Analysis of results
• Development of measures aimed at improving the situation and eliminating lost working time

"Photography of a working day." Sample and work procedure

Decor

To conduct the research, prepare a form in advance where you will enter the information received. What does it include?

Background information:

• Date of the “working day photograph”
• Full name of the employee
• Name of position and department (place of work)

Table with four columns:

• What was observed (any employee action, event, etc.)
• Current time (hours, minutes)
• Duration (minutes)
• Cost index

Be sure to indicate the start time of observation in the first line of the table, and the end time in the last line.

How to record information?

A specially trained employee of the personnel management service monitors the employee and writes down the action and time on the form (the first and second columns are filled in). For example,

Employee Ivanov Oleg Mikhailovich

Corporate Account Manager, Commercial Department

Observation start time: 9.00

Arrival at the workplace - 9.00

Meeting with the head of the department - 9.05

Call to client - 9.15

Parsing emails – 9.22

Reading and editing the contract - 9.33

Leaving the office for personal matters – 9.45

Telephone conversation with a delivery service employee – 9.52

Assisting a new client in preparing an application – 9.58

Client call – 10.15

Smoke break – 10.23

Preparation of a commercial proposal – 10.29

Completion of observation – 18.00

Further work procedure

Then the third column of the form is filled in, that is, the time spent on each action is calculated (in minutes). And fourth, a cost index is entered according to a unified system for classifying time costs (table “Indexation of working time costs”).

A summary of the same costs and working time balances (both actual and normal) is compiled. The obtained data is calculated and analyzed. Conclusions are drawn.

“Working day photography” is a necessary tool for any enterprise!

Taking a “working day photograph” allows you to solve many problems and optimize the work process as much as possible. With its help, outdated or erroneous standards and the level of workload of an employee, department or team as a whole are identified. And based on its results, it is possible to redistribute responsibilities, increase labor productivity, improve standards, and maybe pay a bonus.

“Photography of a working day”, in addition to timing work, allows you to analyze the relationships between the organization’s services and optimize business flows.