...definiciones de los diversos therbligs. Estas definiciones se incluyen, en parte, en el resumen siguiente: 1.- BUSCAR. Es el elemento básico en la operación de localizar un objeto. Es la parte del ciclo durante la cual los ojos o las manos tratan de encontrar un objeto. Comienza en el instante en que los ojos se dirigen o mueven en un intento de localizar un objeto, y termina en el instante en que se fijan en el objeto encontrado. Buscar es un therblig que el análisis debe tratar de eliminar siempre. Las estaciones de trabajo bien planeadas permitan que el trabajo se lleve a cabo continuamente, de manera que no es preciso que el operario realice este elemento. Proporcionar el sitio exacto para cada herramienta y cada pieza es el modo práctico de eliminar el elemento de busca en una estación de trabajo. Un empleado nuevo, o uno no familiarizado con el trabajo, tiene que efectuar operaciones de busca periódicamente, hasta desarrollar suficiente habilidad y acierto. El analista de movimientos experto se planteará las siguientes preguntas, tratando de reducir o eliminar el tiempo de buscar: ¿Están perfectamente identificados todos los artículos? Tal vez podrían utilizarse rótulos o colores. ¿Es posible emplear recipientes transparentes? ¿Una mejor distribución en la estación de trabajo podría eliminar las búsquedas? ¿Se emplea el alumbrado correcto? ¿Puede disponerse previamente la colocación de las herramientas y las piezas? 2.- SELECCIONAR. Este es el therblig que se efectúa cuando el...
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...Chapter Page I. Introduction 04 1. Project Study Approach 04 2. Objectives of the Study 04 3. Scope and Limitation of the Study 05 4. Brief Description of the Study 06 5. Rationale 07 II. The Product Concept 08 1. Name and Description of the Product 08 2. Functions or Purpose of Each Part 08 3. Pictorial Sketch and Orthographic Drawing 10 4. Exploded Drawing 10 III. Materials Requirement Planning 11 1. Product Structure Tree 11 3.1.2 Summary of Product Tree 11 3.2 Materials Specification 12 3.3 Parts List 15 3.4 Bill of Materials 16 IV. Facilities and Equipment 17 4.5 Tools and Equipment 17 4.6 Fixtures, Molds, Jigs 17 4.7 Materials Handling 18 V. Production Plan 19 5.1 Type of Production Process 19 5.2 Layout of Production Area 20 5.3 Process Flow Chart 21 5.4 Process Flow Diagram 23 5.5 Layout of Each Station 25-26 5.6 Assembly Process Chart 27 5.7 Operations Chart 28-29 VI. Work Measurement 30 6.1 Time ad Motion Study 30 6.2 Element Breakdown 30-31 6.2.1 Variable and Constant Elements 32-33 6.3 Timing Method 34 6.4 Number of Trials Required 35 6.5 Observation Sheet 37 6.6 Performance Rating 38 6.7 Allowance...
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...Motion Study of Gilbreths in Surgery Frank and Lillian Gilbreth are best-known for their motion study on bricklaying. However they did many other studies on various areas. They have motion studies for athletes, pianists , book keepers and fencers. All of these people were photographed when they were in action. Then those actions were divided into small micro motions to observe the unnecessary movements to eliminate. Surgeons were those people that Gilbreths studied on to improve the surgical operations by eliminating the unnecessary motions. Back in the days, the operations were taking so long because the doctors were trying to find the surgical instruments while operating. They had to stop and look for the equipment which was needed for the next action. Additionally, surgical practices and the instruments varied in the country which resulted incompetence. Gilbreths thought that the scientific management in industry can be applied to the surgical area and they decided to conduct a motion study in this area. Gilbreths observed the surgeons while they were doing the operation and saw that seeking for the surgical instrument took a great amount of time for surgeons that they always needed to stop for some time to get the next equipment. However, Gilbreths had hard time to convince the surgeons to get permission from them to attend their operations because Gilbreths needed to observe them. At first surgeons seemed willing to have Gilbreths in their surgical operations but...
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...Management Process & Organizational behavior ASSIGNMENT NO-2 Q1) Compare and contrast Taylor’s philosophy of management and Gilbreth Couple’s philosophy of management. Answer Frederick Winslow Taylor is regarded as the father of scientific management and was one of the first management consultants, and Frank and Lillian Gilbreth, are known as the ‘Gilbreth couple’. The main basis on which the management philosophies of both Taylor and The Gilbreth Couple, can be compared and contrasted is their respective work on TIME AND MOTION STUDIES, while Taylor was more concerned with ‘saving time and energy’ and focused primarily on the “saving time” aspect and the standardization of tasks, his time studies had to work in unison with the motion studies of frank and Lillian Gilbreth who included the concept of ‘fatigue’ in the time and motion studies. Time study developed in the direction of establishing standard times, while motion study evolved into a technique for improving work methods. The two techniques became integrated and refined into a widely accepted method applicable to the improvement and upgrading of work systems. This integrated approach to work system improvement is known as methods engineering, and it is applied today to industrial as well as service organizations, including banks, schools and hospitals. THE OBJECTIVE OF CONDUCTING TIME AND MOTION STUDIES The main objective of a time and motion study is to determine reliable time standards for the...
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...economics , photography , typing, dentistry, baseball, inventory control, military education, and the design and construction of automobiles. The Gilbreths contributed many things to the world of engineering and management, but they are known best for s their work on motion studies. If you're familiar with the phrase 'work smarter, not harder', then you know the goal Frank and Lillian set. In the course of their work, they developed many tools for use in the process of reducing wasted steps. One of those is the system of Therbligs, which are 18 kinds of elemental motions used in the study of motion economy in the workplace. These elements were studied by means of a motion-picture camera and a timing device which indicated the time intervals on the film as it was exposed. . A workplace task is analyzed by recording each of the therblig units for a process, with the results used for optimization of manual labor by eliminating unneeded movements. Therblig is a reversal of the name Gilbreth, with 'th' transposed. A basic motion element is one of a set of fundamental motions required for a worker to perform a manual operation or task. Another tool they developed is the flow process chart. This is a graphical and symbolic representation of the processing activities performed on the work piece. It is used when observing a physical process, to record actions as they happen, to get an accurate description of the process, and to identify and eliminate waste. In the early months...
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...For: Harry Comstock, Jim Chou, and Melissa Trifiletti Date: 4th February 2013 4 February 2013 For: Harry Comstock, Jim Chou, and Melissa Trifiletti Date: 4th February 2013 4 February 2013 Managerial Approaches Managerial Approaches Quik Clips Quik Clips EXECUTIVE SUMMARY The business proposal for Quik Clips aims to provide low-cost, quick and efficient haircuts. The business will initially open in the Perth City of Northbridge before planning to expand after one year to several salons around Perth with the long-term vision to franchise across Australia. Industry data identifies that the hairdressing industry is experiencing a skills shortage, a high turnover of staff and relies on a loyal customer base. It also identifies that overseas migration is contributing to an increasingly culturally diverse community in Perth. Given these challenges faced by Quik Clips, the objective of this report is to provide specific managerial approaches to address these challenges. This report benchmarks these managerial approaches against theoretical evidence from the classical viewpoint of ‘scientific management’ pioneered by Fredrick W Taylor and Frank and Lillian Gilbreth. Scientific management (also called ‘taylorism’) focuses on worker efficiency via the scientific study of work methods. The recommendations for Quik Clips are: 1. Divide tasks into specific jobs 2. Set job standards and procedures 3. Select employees with appropriate abilities...
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...Production and Operation Management Cheng Guoping Chapter 1 Introduction 1. Production System 2. Production and operations in the organization 3. Function and jobs of POM 4. Decision Making in POM 5. The emergence of production and operation management 1. Production System Production and operation management (POM) is the management of an organization's production system, which converts input into the organization 's products and services. 1.1 Production system model Inputs conversions subsystem output Feedback Feedback Figure 1 A production System Model 2. Common ground and differences between manufacturing and services 1.2.1 Common Ground: • Entail customer satisfaction as a key measure of effectiveness • Require demand forecasting • Require design of both the product and the process • Involve purchase of materials, supplies, and services • Require equipment, tools, buildings, and skills, etc. 1.2.2 Differences: • Customer contact Service involves a much higher degree of customer contact than manufacturing does. The performance of a service typically occurs at the point of consumption. Manufacturing allows a separation between production and consumption. • Uniformity of input Service operations are subject to more variability of inputs than manufacturing operations are. Each patient, each lawn, each TV presents a specific problem. • Labor content of jobs Manufacturing ---capital...
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...Production and Operation Management Cheng Guoping Chapter 1 Introduction 1. Production System 2. Production and operations in the organization 3. Function and jobs of POM 4. Decision Making in POM 5. The emergence of production and operation management 1. Production System Production and operation management (POM) is the management of an organization's production system, which converts input into the organization 's products and services. 1.1 Production system model Inputs conversions subsystem output Feedback Feedback Figure 1 A production System Model 2. Common ground and differences between manufacturing and services 1.2.1 Common Ground: • Entail customer satisfaction as a key measure of effectiveness • Require demand forecasting • Require design of both the product and the process • Involve purchase of materials, supplies, and services • Require equipment, tools, buildings, and skills, etc. 1.2.2 Differences: • Customer contact Service involves a much higher degree of customer contact than manufacturing does. The performance of a service typically occurs at the point of consumption. Manufacturing allows a separation between production and consumption. • Uniformity of input Service operations are subject to more variability of inputs than manufacturing operations are. Each patient, each lawn, each TV presents a specific...
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...Introduction to Management Technology BMRT 11009 - Section 300 Kent State University MANAGEMENT AMY HISSOM 10/26/2009 TABLE OF CONTENTS Introduction............................................................................................................................................ 3 Managers and Managing ........................................................................................................................ 4 What is Management?..................................................................................................................... 4 Essential Managerial Tasks............................................................................................................... 4 Levels and Skills of Managers ........................................................................................................... 4 Recent Changes in Management Practices ....................................................................................... 5 Challenges for Management in a Global Environment ...................................................................... 5 The Evolution of Management Thought ................................................................................................. 6 F. W. Taylor (1890-1940): Scientific Management ............................................................................ 6 The Gilbreths: Time-and-Motion Study ....................................................................................
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...Frank and Lillian Gilbreth and the Manufacture and Marketing of Motion Study, 1908-1924 Brian Price The Evergreen State College Evenaslarge-scale enterprises increasingly integrated manufacture the and marketing mass-produced of goodsin the late 19th and early 20th centuries, scientific managers elaborated and popularized their efficiency methods and strategies an attemptto carveout a distinctive in scientificprofessional withinthechanging niche industrial world.No oneworked more assiduously thiseffort thanFrank and Lillian Gilbreth,and no one was in moreconscious theintimate of relationship between manufacture the the and marketing an innovative of product. Indeed, central my argument thattheGilbreths' is fameandreputation is duelessto theinherent quality theirmotionstudy of techniques, to their or achievementspractical in motion study scientific and management installation, thanto theirprolificefforts publicize to boththemselves humane as scientists and their principles and techniques conducive greaterefficiency as to and workplace harmony. In fact, in a periodcharacterized rapidlychanging by business dynamics and troubledlabor-management relations, the Gilbreths found that their motion studymethods, thoughsoundin theory,at best produced partialandtemporary only efficiencies practice, moreoften in and than not exacerbated tensions, onlybetweenthe workersand managers not they were supposed reconcile,but also among scientificmanagers to themselves. Ultimately,...
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...EARLY MANAGEMENT Organizations and managers have existed for thousands of years. The Egyptian pyramids and the Great Wall of China were projects of tremendous scope and magnitude, and required good management. Regardless of the titles given to managers throughout history, someone has always had to plan what needs to be accomplished, organize people and materials, lead and direct workers, and impose controls to ensure that goals were attained as planned. Another example of early management can be found in the city of Venice, which was a major economic and trade center in 1400s. the venetians developed an early form of business enterprise and engaged in many activities common to today’s organizations. The venetians used warehouse and inventory systems to keep track of materials, human resource management functions to manage the labor force and an accounting system to keep track of revenues and costs. Two historical events significant to the study of management are work of Adam Smith, in his book,’ The Wealth of Nations’, in which he argued brilliantly for the economic advantages of division of labor (the breakdown of jobs into narrow, repetitive tasks). The Industrial Revolution is second important pre-twentieth-century influence on management. The introduction of machine powers combined with the division of labor made large, efficient factories possible. Planning, organizing, leading, and controlling became necessary activities. There are six major approaches to management...
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...Busi 310 Quiz 1 Managerial Roles Tasks a manager is expected to perform based on the position he or she holds in the organization Transformational Leader Inspires followers to achieve organizational goals Transactional Leader Clarifies Follower role and task requirements Interpersonal The managerial role of the figurehead, leader, or liaison Total Responsibility Management Groups that balance the demand for greater profits while remaining environmentally sensitive Referent Power The display of admirable characteristics that others seek to possess Managers Responsible for using resources to increase performance and profits Autocratic Manager Makes a decision and then informs the group about the decision Leadership The ability to influence others and is dependent upon whether the leader possess that which followers seek Organizational Management Applying general principles of systematic planning and problem solving to direct and supervise an organization Leaders Act as a change agents within the organization and can be classified as either Transformational or Transactional Bystanders Observe from the sidelines and disengage from their leaders and their organizations Expert Power Power an individual has when they possess a special knowledge, skill, or ability that others lack Competence Interpersonal and technical skill Planning The development of goals, which leads to the development of an overall strategy for achieving those...
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...Work Study What is Work Study? What is work?: Work is an activity in which one exerts physical and mental effort to accomplish a given task or perform a duty. Task: An amount of work that is assigned to a worker or for which a worker is responsible. Work Element: A series of work activities that are logically grouped together because they have a unified function in the task Task Work Elements Basic Motion Elements The Pyramidal Structure of Work A work element consists of multiple basic motion elements Examples: Reaching for an object, Grasping the object, Moving the object, Walking, Eye movement Work Study • • Work Study is the systematic examination of the methods of carrying out activities such as to improve the effective use of resources and to set up standards of performance for the activities carried out. A generic term for those techniques, particularly method study and work measurement, which are used in the examination of human work in all its contexts, and which lead systematically to the investigation of all the factors which affect the efficiency and economy of the situation being reviewed, in order to effect improvement. Work study Method study Work measurement Method Study Method-study concerned with “the way in which work is done (i.e., method)”. It is used to simplify the way to accomplish a work and to improve the method of production. Method-study results in a more effective use of material, plant, equipment and manpower. Method...
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...Defining the term Management Management “The word management comes from the Italian “maneggio/maneggiare” and the French word “manège”, the training ring in which horses run around encouraged by a long whip held by the horse trainer.”(Nordström and Ridderstråle, 2000) Defining management is not easy; however we can say it is generally a process by which the organisational goals are achieved by the actions of managers using human and financial means. Management has been around for thousands of years and each major civilisation has employed a form to suit their needs, from the Egyptians when constructing the great Pyramids, to the Greek and Roman Empires in order to manage their armies and conquests indeed the Catholic Church has used a hierarchical managerial structure since the second century AD, this structure utilises levels of management; Priest, Bishop, Arch-Bishop, Cardinal and Pope (Tiernan, Morley, Foley 2006,p12). Many other organisations have adopted this form including the Dublin Fire Brigade and from this we have fire-fighters, sub-officers, station officers, district officers, third officers, assistant chief fire officers and chief fire officer. Historically management was operated on a trial and error basis, prior to the industrial revolution the lack of efficient transport and communications restricted the expansion of most businesses and stifled the development of management within industry. “Management is tasks. Management is a discipline. But management...
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...LECTURE NOTES I. Basic management functions have been around “forever.” However, we learn more about management as time goes on and things change that require adjustments, or sometimes, quite different ways of doing things. This chapter studies past management thought and practice so that we can learn the things that work well, in which situations, and the reasons that they do. The chapter also encourages us to keep looking for changes that will require adjustments so that we can continue to improve our knowledge about management. II. Environmental Factors Influencing Management Thought. Major factors that influence management thought are: A. Economic influences related to the availability, production, and distribution of resources within society. B. Social influences. These are the factors that relate to the aspects of a culture that influence interpersonal relationships. C. Political influences; the factors that relate to the impact of political institutions on individuals and organizations. D. Technological influences relate to advances and refinements in any of the devices used in conjunction with conducting business. E. Global influences; those that relate to the pressures to improve quality, productivity, and costs as organizations attempt to compete in a worldwide marketplace. Note: Refer to both UPS (Facing the Challenge/Meeting the Challenge) and Harley-Davidson (At the Forefront) for examples...
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