The detailed procedures/steps involved in any Method Study investigation may be taken as:
1. Selection of the Job:
The first step, once the Method Study idea is conceived, is the orientation and determination of objectives. The problem must be defined. Some common problems the Method Study investigator faces and is usually required to solve are:
(a) Bottlenecks that disrupt smooth flow of materials or processes
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(b) Products that need to be produced economically by the application of cost-reducing techniques
(c) Economic utilization of space, including land and buildings
(d) Economic utilization of labour, material and plant
(e) Elimination of idle item or non-value adding time caused by problems of flow, queues and congestion
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While selecting the subjects for study, firstly, it is essential to remember that the ultimate objective of the Method Study is to improve achievement by raising the level of productivity and increasing satisfaction at work. Secondly, the term ‘select’ should not be taken in its narrow sense, i.e., to choose from among others. It must include a preliminary survey, which enables the investigator to decide on the continuity of the study. The same holds true for the selection of the job; it must also include the selection of the appropriate techniques to achieve the end result.
2. Record the Facts:
Adequate facts about the existing system must be collected before discarding the method or procedure. This is to ensure an objective record of the way the job is carried out is maintained. To eliminate the chance of bias, this record is based on direct observation by the concerned investigator. It is not compiled from second-hand accounts, the manager’s version on how he thinks the job is done or an operator’s description of how the job is done.
3. Critically Examine the Facts:
This is an important stage of Method Study; the information that is being collected is scrutinized, and each part of the job is critically examined to determine whether any part may be:
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(a) Eliminated altogether
(b) Combined with another part of the job
(c) Changed in sequence
(d) Simplified to reduce the content of work involved
For effective examination of the facts, the following questions are generally asked:
(a) What is done and why?
(b) Who does it and why that person?
(c) Where is it done and why there?
(d) When is it done and why then?
(e) How is it done and why this way?
Rearranging, simplifying, combining, eliminating or modifying the facts or records obtains a base for an improved method.
4. Develop the New Method:
The alternatives selected are used to reshape and develop the new method, layout or procedure. These may require test runs to determine their feasibility. It is preferable that tests of this nature are carried out at a place away from the work site, if possible. It is good to involve the departmental officers to ease the problems of acceptance for the new method in the department. The end result must be an improved method. It must be acceptable to the departmental staff and workers. It must meet all their practical requirements and technical specifications.
5. Install the Method:
Prior to installing the new method, decisions must be taken on:
(a) Ordering of new plants or materials (if any)
(b) Phasing in changes in the production process
(c) Deciding the extent of redeployment
(d) Introducing new documentation procedures
(e) Setting new quality standards and test procedures
(f) A detailed timetable for effecting these changes
The end product of the installation stage is that the new method is in operation at the work site; there is a complete control of line management; and finally, all members of the department are fully conversant with the method.
6. Maintaining the Method:
When a method has been installed, it tends to change slowly as a result of minor alterations made by the operators or supervisors. To detect any alterations, a reference standard (job instruction sheet) is needed against which the job can be compared. Likewise, a corresponding document for an incentive scheme, which also contains details of the standard time for each job, called a job specification, is prepared.
With this data, changes in method can be detected. If changes are considered to be useful, the instruction sheet can be amended to incorporate them. If they are thought undesirable, they can be removed through line management.
