Production rate. Technical time standard. Auxiliary time. Basic (technological) time.

Technical standardization establishes a time standard, i.e., the time required to perform a given operation under certain production conditions.

According to the time standard for an operation, the time spent on the entire program for producing parts is calculated, the required number of workers, machines, the amount of electricity is determined, the needs for grinding wheels are determined, etc.

In accordance with time standards, a production plan for the site, workshop, and plant as a whole is drawn up. Workers are paid based on time spent. The time spent on an operation characterizes labor productivity. The less time spent on one operation, the more parts will be processed per hour or shift, i.e., the higher labor productivity.

The production rate is understood as the number of operations (volume of work) that a worker can perform per unit of time (per shift, per hour). Knowing the duration of the shift (420 minutes, with a 7-hour working day or 480 minutes, with an 8-hour working day) and the standard time for one operation (T), determine the production rate (420: T or 480: T).

The time standard is not a constant value, since with an increase in labor productivity the time standard decreases and the production rate increases.

When determining the norm, the best organization of labor and maintenance of the workplace is provided for, i.e., the norm should not include loss of time due to organizational problems in servicing the workplace.

The worker's qualifications must correspond to the work performed; The machine operator must not perform the kind of work that auxiliary workers are required to do.

The norm should also not include wasting time on correcting defects or manufacturing parts to replace rejected ones.

When calculating the time standard, the actual cutting conditions for a given operation, normal processing allowances, and the use of a specific tool and device must be taken into account.

The technical time standard for an operation consists of two main parts: the piece time standard and the preparatory-final time standard.

The standard piece time refers to the time spent processing a part on a machine.

The norm of preparatory-final time is understood as the time spent on familiarization with the drawing or operational sketch and the technological process of performing the operation, on setting up the machine, installing and removing tools (grinding wheels) and devices, as well as on performing all the techniques associated with completing a given task. work - handing over finished products to the inspector, handing over tools to the tool store, etc.

Preparatory and final time is spent once for the entire batch of simultaneously processed parts. In mass production, the same operations are performed on machines. Therefore, the worker should not change the device, tools, or familiarize himself with the drawings and technological maps for the manufacture of the part multiple times. He does this once before performing this operation.

Consequently, in mass production, the preparatory and final time is not included in the technical norm. The processing time for a batch of parts in mass production is determined by the formula

T desks =T pcs n +T pz,

where T desks is the standard time for a batch, min; T piece - piece time, min;

n - number of parts in the batch, pcs.; T pz - preparatory and final time, min. From this formula you can determine the time to manufacture one part if you divide the right and left parts by the number of parts in the batch

where T pcs is the norm for piece-calculation time, i.e. time for an operation, taking into account the preparatory and final time. The value of T pz can be taken from standardization reference books.

From the formula it is clear that the larger the batch of parts processed on the machine, the smaller the fraction and, therefore, the smaller the T piece.

The standard piece time includes the following values:

T pcs =T o +T in +T obsl + T from,

where T o - main (technological) time, min; T in - auxiliary time, min; T service - workplace service time, min; T from - time of breaks for rest and natural needs, min.

The main (technological) time T o is the time during which the shape and dimensions of the workpiece change. The main time can be:

a) machine, if the change in shape and size is carried out on a machine without the direct physical influence of the worker, for example, grinding on a machine with automatic feed of the grinding head;

b) machine-manual, if the change in shape and size is carried out on equipment with the direct participation of a worker, for example, grinding on a machine with manual feed of the grinding head;

c) manual, if changing the shape and dimensions of the part is done manually by a worker, for example, metalwork - scraping, filing the surface, etc.

The main machine time when grinding using the multiple passes method is calculated using the formula

The main machine time when grinding using the plunge method is determined by the formula

In these formulas the following designations are adopted: l - stroke length of the work table when grinding a given part, mm; q - allowance per side, mm; n is the number of revolutions of the part per minute; s pr - longitudinal feed per revolution of the part, mm/rev; s pp - transverse feed per table stroke (depth of cut), mm/stroke or mm/min, for plunge-cut grinding;

K - coefficient taking into account the time to produce a spark, is taken from 1.1 to 1.5. The length of the working stroke l when grinding with longitudinal feed is determined by the formula l=l d -(1-2m)*B, where l d is the length of the grinding surface in the direction of the longitudinal feed, mm; m is the overtravel of the wheel beyond the surface being ground in fractions of the wheel height; B - height of the circle, mm. If you need to determine the number of double table strokes per minute n dx, then you need to find the minute longitudinal feed and the length of the working stroke, and then use the formula

where s pr is the longitudinal feed per revolution of the part; n d - number of revolutions of the part. In turn, between the reverse feed s in mm/rev and the feed in fractions of the circle height s d for one revolution of the part there is a relationship s in = s d B.

Substituting the indicated values ​​into the formula, for s m we obtain:

s m =s pr *n d =s d *B*n d mm/min.

When determining the number of revolutions of a part, when its diameter and rotation speed are known, use the formula

where v d is the rotation speed of the part, m/min;

d d - part diameter, mm.

Auxiliary time T in is the time spent on various techniques used in performing the main work and repeated with each workpiece, i.e., feeding the workpiece to the machine, installing, aligning and clamping the workpiece, unclamping and removing the part, controlling the machine, control measurements of the part.

Auxiliary time is determined by timing. There are reference books that indicate auxiliary time for various cases of processing parts.

According to the Experimental Research Institute of Metal-Cutting Machine Tools (ENIMS), auxiliary time is distributed approximately as follows:

For supplying blanks to the machine 5-10%

For installation, fastening, unfastening and removal of parts 15-25%

For machine control, including manual supply (retraction) of the grinding headstock 35-50%

For measuring a part on a machine 20-40%

Auxiliary time should be reduced through the use of high-speed devices, mechanization and automation of monitoring and control of the machine. The less auxiliary time, the better the machine will be used.

Workplace maintenance time T serv is the time that a worker spends on caring for his workplace throughout the entire shift. It includes the time for changing the tool (grinding wheel), which, according to ENIMS, is 5-7% of the total amount of time spent on adjusting and adjusting the machine during operation, and for dressing the grinding wheel with diamond or diamond substitutes, which is 5-10% of the total amount of working time spent on removing chips during work, on arranging and cleaning cutting and auxiliary tools at the beginning and end of a shift, on lubrication and cleaning of the machine.

To reduce maintenance time, it is essential to reduce the time for editing, achieved by using diamond mandrels, pencils, plates, rollers, disks, automatic devices for sending commands for editing and automation of editing (automatic adjusters).

Time for rest and breaks from work for natural needs is determined for the entire shift. The time for servicing the workplace and for natural needs is set as a percentage of operational time, i.e., the sum of T o + T c.

Based on a study of the work experience of grinders, it has been established that from 30 to 75% of the total working time is spent on the main time. The rest consists of auxiliary time, time for maintaining the workplace, natural needs and preparatory and final time.

With a decrease in T in, T obs, T from, T pz, T pcs and T pcs decreases, labor productivity increases.

Having calculated all the components of the time standards T o, T in, T obsl, T from, T pz and knowing the batch of simultaneously processed parts, T pieces are determined.

Knowing the T pcs and the number of hours of work per shift, you can set the production rate per shift:

where 480 is the number of minutes in a shift for an 8-hour working day.

From these formulas it is clear that the lower the time standard T pcs, the greater the output per hour and shift. With well-organized work, workers fulfill and exceed production standards, which leads to the fulfillment and exceeding of the production plan and an increase in labor productivity.

In addition to the design and technical time standards, experimental statistical time standards are used in individual production. Such standards are obtained as a result of mathematical processing of the actual time spent on performing the entire operation. These time standards do not take into account all the possibilities for increasing labor productivity, and therefore it is not recommended to use them.

Since working time costs are varied, they are classified for the purposes of study and analysis. The classification is the basis for studying the actual expenditure of working time, comparing and analyzing observation results in order to identify reserves for growth in labor productivity, determining the required time expenditure for elements of the labor process and establishing standards.

Under working hours refers to the time during which the employee, in accordance with the internal labor regulations and the terms of the employment contract, must perform labor duties, as well as the time that the worker is at the enterprise in connection with the work he performs. 1

Depending on the purpose, working time is divided into working hours And break time(Fig. 1.1).

Rice. 3.1. Classification of working time costs

Working hours– the period of time during which the performer performs actions related to the work he performs, is divided into: work to fulfill the production task (T pz) and work not provided for by the production task ( T nz).

Work not determined by a production task includes odd jobs, caused by production needs (going for orders, technical documentation, raw materials, blanks, tools; searching for a foreman, service technician, tools and devices; performing auxiliary and repair work not provided for by the task, etc.). This category also includes unproductive work, which do not provide an increase in production or improve its quality: manufacturing and correcting defects, removing excess allowance from a workpiece, etc.

The time required to complete a production task according to the type of working time spent is divided into preparatory and final time, operational time and workplace maintenance time (Fig. 1.2).

Rice. 1.2. Classification of working time by types of working time costs

Preparatory and final time(T pz) - time spent preparing oneself and the means of production to perform a production task and its completion:

receiving an assignment (order) of materials, tools, devices, technical documentation;

familiarization with the work and documentation;

installation of tools, devices, adjustment of equipment to the required technological mode, removal of tools and devices after completing a certain job.

delivery of finished work, preparation of documentation for completed work.

The peculiarity of the preparatory-final time is that its value is determined by the type of production and the level of labor organization, and not by the volume of work. For example, in single and small-scale production, T pz is 11-15% of working time, which is explained by the frequent changeover of equipment for other products and the lack of workload for a permanent work station. In mass production it makes up only 1 - 2% and is usually not separated out separately.

Operating time(T op) - time spent on directly changing the shape, size or properties of the object of labor. It is divided into main and auxiliary.

Basics(T os), or technological, time- this is the time spent directly on changing the subject of labor.

During auxiliary time(T all) the actions necessary to carry out the main work are performed. Includes: feeding machines and devices with raw materials, installing and removing parts, removing finished products, managing equipment, changing tools, control measurements.

Workplace servicing time (T obs ) – time spent by an employee on maintaining cleanliness and order in the workplace, caring for equipment during work. For machine and machine-manual work, it is divided into the time of technical and organizational maintenance.

Maintenance time (T obstekh ) – time spent on adjustment of equipment during operation, replacement of worn-out tools, sharpening, cleaning, lubrication of equipment.

Organizational service time (T obsorg ) – the time spent by the employee on maintaining cleanliness and order in the workplace includes: laying out and cleaning tools, documentation, cleaning up waste, the workplace at the end of the shift, moving containers with parts within the workplace.

Break times- the time during which the performer does not take part in the work; the time of breaks is divided into two types - regulated and unregulated breaks.

Let's consider the classification of work interruption time (Fig. 1.3.)

Scheduled breaks– break time established by regulatory materials for certain types of work, included in the time standard. These include:

Rice. 1.3. Classification of break times

breaks for rest and personal needs (T exc) are used for employee rest in order to maintain normal performance and personal hygiene;

interruptions of an organizational and technical nature are determined by the established technology and organization of production and their characteristics.

Unscheduled breaks– interruptions caused by various production problems that cause suspension of production processes. These include:

interruptions due to disruption of the production process (T pnt) – interruptions due to equipment breakdowns, lack of raw materials, materials, workpieces, tools, energy, etc.;

breaks due to violations of labor discipline (T pm) - lateness to work and early departure, unauthorized absences, extraneous conversations.

In the next chapter, we will consider methods by which you can study the above-listed working time costs.

Timing. By means of timing, observations and measurements of working time spent on performing individual periodically repeating elements of an operation are carried out. Timing is used only to study main and auxiliary time (operational time). It allows you to establish the most rational implementation of the techniques included in the operation, their normal duration and the operation as a whole. The normal duration of admission is called the elemental norm of operative time, the norm of operative time for an operation.

The work of timing is divided into four stages: 1) preparation for observation 2) observation (direct timing) 3) processing of observation materials and establishing elemental standards 4) analysis of observation data and establishing operational time standards for an operation.

Analysis of timing observation data makes it possible to establish the most rational sequence of performing surgical techniques and determine operative time. The norm of operational time for an operation is equal to the sum of elemental norms when performing techniques sequentially, to the maximum elemental norm when performing parallel techniques, to the maximum elemental norm when performing parallel-sequential techniques, minus the time that falls on techniques performed simultaneously with some other technique.

The main purpose of timekeeping is to study the time spent on individual techniques of manual and machine-manual work for the development of time standards for the purpose of designing operational time standards for the operation as a whole. The time spent on preparatory and final work, random and unproductive work, as well as downtime is not studied by timing.

Timing is used primarily to study operational, main and auxiliary time. It allows you to establish the most rational techniques included in the operation, determine the normal duration of it as a whole and individual techniques. The normal duration of an appointment is called the elemental norm of operative time, and the normal duration of the operation is called the norm of operative time for the operation.

Timing is a type of observation with the help of which the operational time (main and auxiliary) of frequently repeated elements of operations is studied. Time measurements are carried out with an accuracy of 1 s. The main purpose of timekeeping is to study the time spent on performing individual techniques of manual and machine-manual work in order to develop time standards for designing operational time standards for the operation as a whole. Time for preparatory and final work, random and unproductive work, as well as downtime is not studied by timing. Timing is usually used to check time standards established by calculation, to find out the reasons for non-compliance with standards by individual workers or shifts, as well as to study the work methods of advanced workers and innovators of production for the purpose of disseminating them.

The standard duration of the studied element of the operation is defined as the arithmetic mean value of a stable timing series. The norm of operational time for an operation as a whole is equal to the sequential performance of techniques - the sum of the elements of the norms when performing techniques in parallel - the maximum elemental norm when performing parallel-sequential techniques - the sum of the elemental norms minus the time that falls on techniques performed simultaneously with other techniques of the operation.

The first two terms represent the standard operating time for the operation

The first stage of calculating the norm of piece time is to determine, from standard tables, the duration of individual techniques and complexes of work techniques and sum them up to establish the operating time for the operation as a whole.

This duration, calculated from a stable chronology for each element of the operation, is taken as the normal duration of the elements being studied and is used as initial data when developing or adjusting standards or norms of operational time for manual, manual mechanized, machine-manual work.

Further, the component of the piece-calculation time standard value /piece, in turn, consists of three values ​​of the operational time spent on the operation /op, the time spent on servicing the workplace /both, the time spent on the worker’s rest /department.

When timing, observation is made of the use of working time to perform only the main and auxiliary work (i.e. operational time). In this case, the work process is divided into work operations, and work operations into work techniques. With the help of timing, only such work operations are studied, all elements of which are constantly repeated in a certain sequence. Timing provides the initial data for designing operational time standards for work operations and for calculating standards for elements of manual and machine-manual work. It also makes it possible to check and clarify time standards established by calculations, and to study advanced methods and techniques of work.

This type of piece time formula is most convenient for practical calculations. However, with a team organization of labor, the standard piece time for each operation included in the team set can only consist of the standard operational time. Then the time for servicing the workplace and breaks for rest and personal needs will be taken into account when determining the complex production rate.

As a result of the research, the institute's staff compiled a special table of coefficients that are used to obtain partial operational time (without time for installing and removing the part). According to differentiated standards, the time for installing and removing a part on machines, depending on its weight, is added to the incomplete operational time. The final result will be the standard operating time for this operation. However, it is inappropriate to use the specified coefficients to standardize auxiliary time in serial and mass production, since this leads to errors when establishing operating time standards. In these types of production, it is recommended to use differentiated standards or materials from analytical timing studies of the performance of individual operations.

In locksmith work, the operations performed change frequently. Essentially, preparatory and final time is spent on each operation. Since these costs are usually small and determining T for individual work is difficult, the average value of preparatory and final time during a shift is established. This value is then taken into account in the standard time for the operation. Thus, the time for preparatory and final work is 3% of the operational time T, consisting of main and auxiliary.

Process timing data. Determine the norm of operational, piece and piece-calculation time for an operation. Calculate the production rate for a 6-hour shift.

Summary methods, which include experimental, experimental-statistical methods and the comparison method, involve the establishment of time standards for the operation as a whole (in total), and not for its component elements. The labor process, as a rule, is not analyzed, the rationality of performing techniques and the time spent on their implementation are not studied. The determination of the norm is based on the use of data from operational and statistical accounting of the actual costs of working time and the experience of norm setters. When using this method, labor standards are established in the following ways: 1) with the experimental (expert) method, standards are determined on the basis of the experience of the standard setter (foreman, technologist, shop manager), when there is no information about the actual costs of similar work in the past 2) with the experimental-statistical method standards are established on the basis of statistical data (based on primary documentation, reports, records) on the average actual labor costs for the same work in previous periods 3) with the comparison (analogy) method, the work subject to standardization is compared with similar work performed previously, at which time standards were determined.

CHRONOMETRY - a method for studying the time spent on performing cyclically repeating manual and machine-manual operations. X. is carried out to study advanced methods and techniques of work, check current time standards, establish the duration of operational time and obtain data necessary for the development of standards and regulatory materials.

Photochronometry. Through this type of observation, the same problems can be solved as through photographs of the working day and timekeeping. As a result of photographic timing, simultaneously with the data that is used to determine time standards for individual elements of operations and for the operation as a whole, information is obtained on the use of working time, as well as on available reserves for increasing labor productivity. Photo timing is carried out in the same way as photography of working time, but operational time is measured not in total, but by cost elements, as with timing. The work of conducting observations is divided into the same stages as in the case of timing and photography of working time.

If the preparatory and final time norm is not allocated separately, but is given as a percentage of the operational time ton, then the time norm is determined for the entire operation using the formula

Analysis of data from time-sensitive observations allows us to establish the most rational sequence of performing surgical techniques. The sequence of techniques determines the operating time. The rate of operational time for an operation is equal, when performing techniques sequentially, to the sum of elemental standards in parallel - the maximum elemental rate to parallel-sequential - the sum of elemental standards minus the time that falls on techniques performed simultaneously with any technique. From here it is clear that in order to reduce operational time it is necessary to ensure not only the maximum reduction, but also the combination of the time for performing techniques.

Standard time to complete an operation represents the total time for performing different types of work, breaks and other actions related to the processing of a unit of product at the workplace. The time norm has a certain structure (Fig. 1.2).

Preparatory and final time– time to prepare and complete processing of a batch of products or a shift (receiving a task and becoming familiar with the work, studying technical documentation, installing special devices and tools, setting up a machine and establishing a processing mode; handing over the work to a foreman or inspector).

Operating time– time of direct execution of the technological operation; includes main and auxiliary time. Basic (technological) time – the time during which the technological goal of the work is realized (shape formation, change in the state, quality, properties of the object of labor); can be manual, machine, machine-handed. Auxiliary time - time for actions that ensure the completion of the main work (installation and removal of a part, approaching and removing a tool, starting and stopping a machine, measuring a part); It can also be manual, machine and machine-manual.

Workplace service time– time to care for the workplace during a given job and the entire shift; includes technical and organizational maintenance time. Maintenance time - time to change tools when worn or broken, adjusting equipment during operation. Organizational maintenance time - time for arranging and cleaning tools at the beginning and end of a shift, for lubricating and cleaning the machine, and cleaning the workplace during the shift.

Time of regulated breaks– time of breaks that are inevitable when performing a given job. Includes time for organizational and technological breaks, breaks for rest and natural needs. The time of organizational and technological breaks is the time of breaks caused by the progress of the technological process and insufficient synchronization of operations. Time for breaks for rest and natural needs - time for lunch breaks, industrial exercises, rest and personal needs. All other breaks are considered unproductive losses and are not standardized. Also, the work time costs that overlap the main time (i.e., actual

Rice. 1.2.

Rice. 1.3.

developments that are performed in parallel and do not require additional time).

As is obvious from Fig. 1.3, the full time norm for an operation (piece-calculation norm) Tshk is determined as follows:

Where t w = t on + t obsl + t nep – standard piece time; t pe – standard preparatory and final time for a game; P– batch size, pcs.; t o – main time; t*в – auxiliary time not overlapped by the main one; t*then is the maintenance time not covered by the main one; t*oo – organizational service time not covered by the main one; t techn – time of organizational and technological breaks; t dept – time for breaks for rest and natural needs.

Operating cycle

Operating cycle– this is the total time for processing a batch of products in an operation. Let us recall that the technological cycle is the sum of operating cycles.

Operating cycle time depends on the time of performing the operation on a unit of production (piece) - s;; from the number of product units in the batch entering the operation - P; from the number of workstations per operation (number of service channels in a multi-channel device) – q.

So the operating cycle is

In this case, it is possible to organize a different order for the batch to pass through the operation: transitional or operational. Thus, an operation may have a complex structure and consist of many transitions performed at one workplace. Under transition refers to a part of the operation performed on one or more surfaces of a part by one or more tools simultaneously in one mode. In this case, the operating cycle is influenced by the order in which the batch passes through the operation, since this determines the time spent, in particular, on the installation and removal of parts in the equipment, as well as on the readjustment of equipment when alternating transitions.

In Fig. Figure 1.4 shows two possible types of batch passage through the operation:

• A) transitional passage, in which the entire number of objects of labor passes first through the first transition, then through the second transition, then through the third, and so on until the last transition of the operation. The process of performing an operation for individual units of production is discontinuous, but for the batch as a whole it is continuous;
• b) surgical progression, in which first the first object of labor passes through all transitions, then the second, third, and so on until the last unit of the production batch. The process of performing an operation for a unit of production is continuous, but for the batch as a whole it is discontinuous.

The expediency of choosing one or another type of batch processing is determined by which of them the total time to perform an operation on the batch (operational cycle To) will be minimal. With a transitional passage, the time for installing and removing each part for each transition increases; with a step-by-step passage, the time for readjusting the workplace after each transition increases. If we accept

Rice. 1.4.

A– transitional; b – operational

To simplify, the time for processing transitions, installation and removal of parts is the same for both types of passage, then the difference in the duration of the operating cycle for transition T oL and surgical T oIn the passage, according to the cyclic graphs in Fig. 1.4, will be equal

Where P– product batch size; P – number of transitions in this operation; t y – time for installing and removing the part; Тп – time of readjustment of the workplace when alternating transitions.

Labor rationing, its main tasks

Working time structure

Methodology for recording working hours

Labor rationing- one of the main functions of production management, which includes establishing the time required to perform work by specific workers and establishing labor standards, that is, time standards, output standards, number standards, etc., established in accordance with the achieved level of technology, technology, organization of production and labor .

The most important tasks of labor standardization are:

• improving organization and productivity;
• reducing the labor intensity of products;
• increase in production volumes;
• effective use of the labor potential of employees, etc.

Labor rationing also makes it possible to determine the amount of individual remuneration for each employee, taking into account the quality of the work he performs and to assess the loss of working time and their impact on the performance of the employee’s main tasks.

Before moving on to studying the methodology for calculating time standards for performing a particular job, it is necessary to understand the structure of working time.

Work time- this is the time during which the employee must perform his job duties in accordance with the work schedule and his job description (the structure of working time is shown in the figure).

Working time structure

Working time consists of work time and break time.

Working hours- this is the part of the working time during which the employee performs certain work in accordance with the order of management or according to the job description.

3 components of operating time:

1) preparatory and final time;

2) operating time;

3) workplace servicing time.

Preparatory and final time- this is the time spent by a worker preparing to perform a given job and the actions associated with its completion. The peculiarity of the preparatory-final time is that its value does not depend on the volume of work, therefore, when the same work is being performed for a long time, the preparatory-final time per unit of work will be insignificant.

Operating time- this is the time spent directly on performing a given job. It is divided into main and auxiliary time.

Main time- This is the time spent by a worker on performing his main job. Moreover, this process can be performed directly by the worker or under his supervision (for example, time for lifting, moving and lowering a load; time for actively monitoring the progress of the instrumental process and adjusting it).

Auxiliary time- this is the time spent by a worker on activities that ensure the completion of the main job. It is repeated with a certain amount of work. The time spent on the worker’s movements necessary to perform operations and other similar work is also auxiliary.

Workplace service time- This is the time spent by a worker on caring for the workplace and maintaining it in a condition that ensures productive work during the shift.

Break times— time, which includes regulated (time for rest and personal needs) and unregulated breaks (violations of labor discipline, violations of the sequence of the production process, etc.).

You can organize the recording of working time using a methodology that is designed to calculate the labor intensity of work performed at enterprises, is based on the study of working time costs through observations and includes time-keeping observations and photographic observations (photography of working time).

For your information

The lunch break is not included in working hours.

Timing observations- this is the study of an operation by observing and studying the cost of working time to perform individual components of the operation, which are repeated many times during the work.

Note!

The purpose of timekeeping is to obtain initial data for developing time standards and establishing time standards for individual operations.

Photo surveillance (working time photography)- observation and measurements of all working time costs without exception during a shift in the order of the actual sequence of these costs. A photograph of working time allows you to accumulate the necessary material for standardizing preparatory and final time, time for servicing the workplace, and rest time.

Time tracking: methods and stages

Tracking working hours using a photo of the working day

Let's consider the features of using a photograph of a working day to standardize the work of the main production workers of industrial enterprises.

Stage 1. Determine the purpose of photo surveillance

The purpose of photo surveillance is to establish standards for preparatory and final time, time for servicing the workplace and time for rest and personal needs.

For your information

Photographs of working time are not used to standardize operational time - time-keeping observations are used for this.

Stage 2. Select the object of observation

It is important to choose the right employees when conducting observations, on the basis of which standards will be established and standards will be developed. The intensity of work varies among different employees due to their psychophysical characteristics, and the standard should provide for an average intensity of work.

Observations should be carried out on employees whose qualifications correspond to the type of work and who have work experience of at least 2 years.

Stage 3. Determine the number of observations

To ensure sufficient accuracy of the results, depending on the type of production, it is recommended to carry out from 5 (for single and small-scale) to 20 (for mass) photo observations, summarizing the results obtained.

Stage 4. We carry out photo surveillance

Carrying out photographic surveillance involves a detailed and consistent declaration of all operations performed by an employee in the workplace. Photographing is carried out from the moment the work shift begins, and the start time and end time of the observed operations are recorded. Recording can also be done using a video surveillance system.

To obtain results with a high degree of reliability, it is recommended to conduct observations on different performers.

Stage 5. Processing the results of the working time photograph

Processing the results of photographs of working hours involves analyzing the material, as well as entering the results of the observation into an observation sheet (Table 1).

Table 1

Observation sheet No. 1

No.		Current time		Duration in minutes	Index
		watch	minutes
	Preparation of tools and equipment.
	Cleaning the workplace at the end of the working day
	Time for natural needs

The observation sheet indicates all the actions of the performer and breaks in work in the order in which they actually occurred, while simultaneously recording the current end time of each type of time expenditure, which, in turn, is the beginning of the next type of expenditure. Each entry shows either what the performer did or what caused his inaction.

Paragraphs 1, 7, 23, 24, 25 reflect preparatory and final work, work to maintain the workplace, and time for personal needs. All other time costs relate to operational time. These points are needed to determine the ratio of these types of time to operational time.

After filling out columns 1-4 of the observation sheet, the duration of each element is calculated by subtracting the previous measurements from each subsequent measurement of the current time. The results are entered in column 5. Column 6 indicates the time expenditure index, that is, a characteristic of the type of working time expenditure in accordance with the classification (Table 2).

table 2

Indexation of working time costs

Index	Decoding
	Time (duration) of work
	Time (duration) of breaks
	Preparatory and final time
	Operating time
	Main time
	Auxiliary time
	Workplace service time
	Time to rest
	Time for natural needs
	Time for rest and natural needs
	Time of breaks due to reasons beyond the control of the worker
	Break times due to work-related reasons

Based on the results of observations, a summary of the elements of preparatory and final time, time for servicing the workplace and time for rest and personal needs is compiled (Table 3).

Table 3

Summary of elements of preparatory and final time (time for maintaining the workplace, time for rest and personal needs)

No.	Index	Name of working time costs	Observation sheet no.					Average value
			23.11.2015	25.11.2015	26.11.2015	08.12.2015	16.12.2015
			Duration, min
		Preparation of tools and equipment
		Cleaning the workplace
		Cleaning tools and equipment. Delivery to warehouse
		Time for natural needs (total per day)

Using a photograph of working time, the percentage of preparatory and final time (time for servicing the workplace and time for rest and personal needs) of operational time is determined.

Let us carry out calculations based on the fact that the working day is 8 hours:

• preparatory and final time - 0.11 of operational time:

45 min. / (8 hours - 30 minutes - 15 minutes - 15 minutes - 10 minutes);

• time for servicing the workplace - 0.037 of the operational time:

15 minutes. / (8 hours - 30 minutes - 15 minutes - 15 minutes - 10 minutes);

• time for personal needs - 0.024 of operational time:

10 min. / (8 hours - 30 min. - 15 min. - 15 min. - 10 min.

Working time tracking using time-keeping observations

Stage 1. We analyze the list of work performed and divide the studied standardized types of work into their component elements - operations, elements of operations, techniques, sets of techniques, actions, etc.

Stage 2. Establishing precise boundaries (fixing points) for the operations being studied

Fixing points— these are the moments of the beginning and end of the execution of an operation (operation element). It is at these moments that time measurements begin and end.

Fixation points must be clearly identified by external signs (visible or audible).

Stage 3. Determine the number of time-lapse observations

The number of necessary observations depends on the serial production:

• mass - 8-12 observations;
• large-scale - 6-10 observations;
• serial - 5-8 observations;
• small-scale - 4-6 observations.

Stage 4. Determine the object of observation

To identify the best practices, frontline employees should be observed.

If it is necessary to establish time standards for work performed by several employees, then from among them several people are selected who have an average level of fulfillment of production standards for the group and work experience in their specialty of at least 2 years.

If there are 2-3 people in a group, it is enough to watch one; if there are 4-5 people - two; if there are 6-8 people, then three, etc.

Stage 5. Timing observations

They should be carried out every 50-60 minutes. after the start of work and 1.5-2 hours before the end of work. It is not advisable to take measurements on the first and last day of the work week.

Let us consider the procedure for conducting timing observations using the example of small-scale production with an average number of observations of 5.

The observer counts the results of measurements visually according to the indicators of the stopwatch hand and enters the results of the observations into a time map (Table 4).

Primary data is entered in the “hours:minutes:seconds” format. Later, when processing the observation results, they are converted into decimal format (person-hour; person-minute; person-sec.).

Table 4

Time card

No.

Name of the operation (operation element)

Results of timing observations (hour:min:sec)

Number of results taken into account

Defective measurements, their cause and duration

Average operation time (hour:min:sec)

Stability coefficient, K mouth

norm

fact

Operation: Dismantling sensor A-712.11

Unscrew the 4 bolts and open the compartment hatch

Disconnect the electrical connector cable from the sensor

Unscrew the 12 sensor mounting screws

Remove the sensor along with the rubber gasket

Install the plug where the sensor was removed

Wrap the sensor with plastic film

Close the compartment hatch

TOTAL average duration of the operation “Removal of sensor A-712.11”:

After all measurements are taken, a number of values ​​are obtained characterizing the duration of operations (elements of operations), which is usually called time series.

Stage 6. Analyze the quality of the results obtained

First, we identify and exclude erroneous (defective) measurements from further analysis.

For your information

Erroneous (defective) measurements are those measurements whose duration is much longer than the average duration of the operation or, conversely, much lower than its value.

Secondly, we analyze the quality of the results obtained through the magnitude of fluctuations in values ​​- through the stability coefficient (K st), which shows the ratio of the maximum and minimum measurement results:

To mouth = T max / T min,

where T max is the maximum duration of execution of this element of the operation;

T min - the minimum duration of execution of this element of the operation.

By comparing the actual values ​​of the stability coefficients for each element of the operation with its standard value, the quality of the timing is determined:

if K mouth fact ≤ To mouth standards, observation was performed qualitatively;

if K mouth fact > By mouth norms, then from the series of observational results obtained it is necessary to exclude one or both extreme values ​​(maximum or minimum), provided that they were not repeated more than once.

Note!

The number of excluded values, including erroneous (defective) ones, cannot exceed 15%. If the number of exceptions is exceeded, observations should be made again.

After excluding one or two extreme observation values, it is necessary to re-calculate K mouth and compare it with the standard value. If these results show that the observations were performed poorly and K mouth. fact ≤ To mouth norms, observations must be repeated first, further exclusion of values ​​is impossible.

Standard values ​​of the stability coefficient are presented in table. 5.

Table 5

Standard values ​​of the stability coefficient depending on the serial production and duration of the operation

Duration of the studied element of the operation, seconds.	Standard values ​​of the stability coefficient
	during machine operation	during machine-manual work	when working manually
Mass production
From 6 sec. up to 15 sec.
Over 15 sec.
Large-scale production
From 6 sec. up to 15 sec.
Over 15 sec.
Mass production
Over 6 sec.
Small-scale production
Small-scale production

For the small-scale production we are analyzing with manual work, the standard value of Kst = 3, its calculated value does not exceed 1.9 (0:02:30 / 0:01:19).

Thus, timing observations make it possible to establish the average value for the operational time of work performed by production workers for the operation “dismantling the A-712.11 sensor” - 0:12:00, or 0.2 man-hours.

Stage 7. Process the results obtained

Based on the remaining observation results (except for erroneous ones), it is necessary to establish the average duration of the operation elements by adding up the recorded results and dividing them by the number of observations made.

The classification of working time is presented in table. 6.

Table 6

Classification of time

Time	Types of jobs
Preparatory and final time t pz	Receiving tools, preparing them for work at the beginning of the shift and handing them over at the end of the shift; preparation of documentation necessary to perform the operation; obtaining consumables and spare parts necessary to complete the operation. Preparatory and final time is determined based on photo surveillance data and is set as a percentage of operational time
The main execution time of the operation is t O	The list of works related to the section “Main time for performing work” is determined by the technology for performing the work. The main time for performing the operation is determined according to timing observations
Auxiliary operation time, t V	The time required for the worker to move to perform the operation. The auxiliary time for performing the operation is determined from photographic observations.
Workplace service time, t orm	Inspection; cleaning the workplace after work is completed. Workplace maintenance time is determined based on photo surveillance data and is set as a percentage of operational time
Time for rest and personal needs, t He	Time for rest and personal needs is determined based on photographic surveillance data and is set as a percentage of operational time. In addition, rest time is also provided in accordance with the nature of the work performed: performing work in cramped conditions; taking into account temperature when performing work; taking into account the explosive hazard of the environment when performing work; working posture; pace of work, etc.

We determine the norms for spending time on regulated breaks

Rest time should not be less than 10 minutes. per shift. In addition, all workers, regardless of the type of work, are allocated 10 minutes. for personal needs. Where public areas are located at a distance, the time for personal needs increases to 15 minutes. per shift.

Thus, without applying correction factors to take into account working conditions, time for rest and personal needs should not be less than 20 minutes. per shift.

The time for regulated breaks, allocated depending on working conditions, is determined as a percentage or in minutes for an 8-hour work shift.

For your information

With a shorter or longer work shift, the time for regulated breaks increases or decreases proportionally.

Rest time allocated for nervous tension. Nervous tension is caused by nervous stress, one of the psychophysiological elements of working conditions, and is caused by a high pace of work, the need for concentration and constant attention, lack of time to complete work, the need to ensure safe work, etc. (Table 7).

Table 7

Rest time allocated for nervous tension

Characteristics of work	Rest time per shift
		% of operational time
Medium precision work. The size of the discrimination object is 1.1-0.51 mm Work on scaffolds with fencing Work related to hearing strain (radio operators, telephone operators, etc.) Work in underground mines
High precision work. The size of the discrimination object is 0.5-0.31 mm Work with responsibility for material assets Driving work Work at low heights without fencing, or with fencing above molten metal, the red-hot hearth of metallurgical units Work on downloading slag, draining and pouring hot metal, marking, cutting hot metal in a rolling stream
Works of special precision. The size of the discrimination object is 0.3-0.15 mm Work at heights or on scaffolds without fencing, when the use of personal safety equipment is not taken into account by labor standards Work with responsibility for the safety of others, with the risk of injury
Works of the highest precision. The size of the discrimination object is less than 0.15 mm Work involving high personal risk

For an uncomfortable working position time is also allocated for rest (Table 8).

Table 8

Rest time allocated for a working position

Characteristics of the main working postures and movements in space	Rest time per shift
		% of operational time
Fixed, "sitting"
Standing, frequent bending and turning of the body
Standing with arms outstretched
Huddled in tight places, lying down, on your knees, squatting
Walking from 11 to 16 km per shift
Walking over 16 km per shift

Rest time allocated due to meteorological conditions. Meteorological conditions at work include:

• temperature (in °C);
• humidity (in%);
• air mobility (m/sec);
• infrared (thermal) radiation (cal/cm 2 × min.).

Rest time is allocated for work with elevated air temperatures (Table 9).

Table 9

Rest time depending on the air temperature in the work area

Air temperature, ºС	Rest time per shift
		% of operational time

When the relative humidity decreases to 20% and increases to more than 75%, the time for rest should be increased by 1.2 times; when humidity decreases to 10% and increases above 80% - 1.3 times.

During heavy physical work, the rest time allocated for elevated temperature increases by 4 times.

Those working in open work areas at low temperatures are provided with breaks to warm up. During this period, the employee naturally rests. Therefore, additional breaks are not advisable. It is recommended to allocate time for heating for those working in conditions that cause hypothermia.

Time to rest when working with hazardous substances. Harmful substances are substances that, when in contact with the human body in case of violation of safety requirements, can cause occupational injuries, occupational diseases or deviations in health, detected by modern methods both during work and in the long-term life of the present and subsequent generations (GOST 12.1 .007-76).

Rest time allocated for lighting. There is no time for rest due to insufficient lighting, with the exception of work performed in complete darkness - in this case, 15-20 minutes are allocated for rest. per shift.

Rest time allocated to employees of mental activities with varying work intensity. With a 5-day work week and an 8-hour shift, the duration of the lunch break is 30-60 minutes, and it is recommended to set regulated breaks 2 hours from the start of the work shift and 2 hours after a lunch break lasting 5-10 minutes. each (Table 10).

During regulated breaks, in order to reduce neuro-emotional stress, fatigue of the visual and other analyzers, it is advisable to perform sets of physical exercises, including eye exercises.

	Break	Time spending	Duration
				% of operational time
Morning shift
	Regulated break	2 hours after the start of work
	Lunch break	4 hours after the start of work
	Regulated break	6 hours after the start of work
	Micropauses		40 sec.-3 min.
Evening shift
	Regulated break	After 1.5-2 hours from the start of work
	Lunch break	After 3.5-4 hours from the start of work
	Regulated break	6 hours after the start of work
	Micropauses	Individually as needed	40 sec.-3 min.
Night shift
	Meal break	After 2.5-3 hours from the start of work
	Regulated break. Alternate individual rest when replacing the resting person with an adjuster or another operator	Deep hours of the night
	Micropauses	Individually as needed. Every hour (one and a half) of work	40 sec.-3 min.

The organization of work and rest regimes when working with a PC is carried out in accordance with SanPiN 2.2.2/2.4.1340-03 “Hygienic requirements for personal electronic computers and work organization: sanitary and epidemiological rules and standards” depending on the type and category of work activities.

Types of work activities are divided into 3 groups:

• group A - work on reading information from the screen;
• group B - work on entering information;
• group B - creative work in dialogue mode with a personal computer.

When performing functions related to different types of work activity during a work shift, the main work with a PC should be taken to be that which takes up at least 50% of the time during a work shift or working day.

For types of work activities, 3 categories of severity and intensity of work with a PC are established, which are determined:

• for group A - according to the total number of characters read per work shift, but not more than 60,000 characters per shift;
• for group B - according to the total number of characters read or entered per work shift, but not more than 40,000 characters per shift;
• for group B - based on the total time of direct work with a PC per work shift, but not more than 6 hours per shift.

Table 11

Total time of regulated breaks depending on the duration of work, type and category of work activity with a PC

	Load level per shift when working with a PC			Total break time
	group A, number of characters	group B, number of characters	group B, h		% of operational time

For your information

When working with a PC on the night shift (from 10 p.m. to 6 a.m.), regardless of the category and type of work activity, the duration of regulated breaks should be increased by 30%.

In general operating mode, the following regulations should be adhered to: at 120 min. 10 minutes of work are provided. break for rest and personal needs.

Calculation of indicators of standard time standards

Indicators of standard time standards are calculated using the following formula:

N in = t pz + t o + t in + t orm + t he + t y,

where N in is the time standard;

t pz - preparatory-final time;

t o is the main time for performing the operation;

t c - auxiliary time for performing work;

t orm - workplace servicing time;

t he is time for rest and personal needs;

t y is the time for rest allocated depending on working conditions.

Preparatory and final time, time for servicing the workplace and time for rest and personal needs are determined according to the photograph of working time as a percentage of operational time.

Rest time allocated depending on working conditions can be determined as a percentage of operational time:

t y = t op × K he,

Where t op - operational time for completing work ( t op = t o + t V);

K is a coefficient that takes into account the time for rest allocated depending on working conditions.

Based on the results of the research, indicators of the labor intensity of each operation within the work are determined. In this case, the total coefficient taking into account the conditions of work (∑K ur), which is calculated using the following formula, is applied to the results obtained:

∑K control = K 1 + K 2 + K 3 + . . . + K n,

where K 1, K 2, K 3, ..., K n are coefficients for taking into account the conditions of work.

Let us apply coefficients taking into account the conditions of work. Then the formula for calculating the time norm will take the following form:

N in = t pz + t o + t orm + t he + ( t op × ∑K control).

Example

Let us calculate the time standard for the operation “dismantling unit A-712.11”:

• operational time - 12 minutes. (0.2 person-hour), established by conducting time-lapse observations;
• preparatory and final time - 0.11 of the operational time, established by conducting photo observations; 0.11 × 0.2 = 0.022 person-hour;
• time for servicing the workplace - 0.037 of the operational time, established by conducting photographic observations; 0.037 × 0.2 = 0.0074 person-hour;
• time for rest and personal needs - 0.024 of operational time, established by conducting photo observations; 0.024 × 0.2 = 0.0048 person-hours

Now we will apply increasing coefficients to take into account working conditions.

The work of dismantling the A-712.11 unit involves:

• work with responsibility for material assets (from the section “Rest time allocated for nervous tension”), which is 2% of operational time;
• work standing with arms extended upward (from the section “Rest time allocated for working position”) - 2.5% of operating time;
• work at a temperature of 25 ºС (from the section “Rest time depending on the air temperature in the work area”) - 1% of the operating time.

The total factor taking into account working conditions is:

0,02 + 0,025 + 0,01 = 0,055.

Thus, the standard time for dismantling the A-712.11 unit will be:

0.022 + 0.2 + 0.0074 + 0.0048 + (0.2 × 0.055) = 0.25 person-hour, which is approximately 15 minutes.

Thus, the operational time for dismantling work spent by the production worker and associated with the direct implementation of dismantling work is 12 minutes, and the remaining 3 minutes. distributed among work site maintenance, preparatory and final work, rest time, personal needs, etc.

conclusions

Labor resource accounting is mandatory, but impossible without a labor standardization system.

Using the considered methodology for accounting for working time costs, it is possible to determine reasonable and, most importantly, labor standards that are closest to reality.

In conclusion, let us summarize the basic principles of labor regulation:

• proper organization of work and rest schedules for enterprise employees;
• mandatory classification of working time with a clear definition of the list of works belonging to each group;
• determination of the type of enterprise depending on the serial production of products;
• determination of working time groups that will be standardized using photo and timing observations;
• determination of a group of specialists who will be monitored;
• conducting observations with a clear recording of their results minute by minute in the appropriate document forms (you can use those presented in the article or develop your own forms, securing them in a regulatory act of the enterprise);
• analysis of results with an emphasis on average values ​​of indicators.

A. N. Dubonosova,
Deputy Head of PEO