20 



HARDWOOD RECORD 



April 10. 1931 



total and is converted from minutes into hours of standard time per 

 100 pieces, and from it is derived the standard production of pieces 

 per hour, by dividing the 100 pieces by the time in hours— 



100 



=150 Pes. 



.665 



Because of the fact that a man works piece work he is entitled to 

 some consideration, i. e., he should receive some definite amount 

 over what he is making working day work. This we shall name 

 the "Piece Work Factor." This is also expressed in percentage 

 and is usually accepted as 25 per cent and is added as shown, mak- 

 ing his total piece work time .831 hours. The operator's rate being 

 $ .60, the helper's $ .50 per hour, these rates multiplied by the 

 hours .831, gives .$ .50 and $ .416 per 100 pieces respectively, allow- 

 ing for fractional parts of a cent. 



Time for Operation Study 



The time required to make a complete operation study is arrived 

 at as follows: The watch is put on the moment the man moves to 

 pick up the piece from truck and noted when he lays it on the truck, 

 again after having performed the operation and is .4685 min. as 

 compared with .3185 min. for minimum time for the component 

 method. We find, by carrying out the process of calculation, (same 

 as for the component time) that the difference between the two 

 methods is .394 min. or 47.5 per cent. This may seem out of reason- 



Stl,#l 



4 39 A 



DIMENSION 



7/16" Bd. X 9 5/4" 



DESCRIPTION 



able proportion to the uninitiated but is not at all uncommon. 

 More glaring examples than this have come to the writer's atten- 

 tion and demonstrate the necessity for careful motion or time 

 study. Try it and learn how efficiently you are conducting your 

 business. You will meet with many surprises and wonder why you 

 hadn't discovered it before. Much can be done in this work to 

 make the selling price such that it will meet competition and is the 

 logical and correct means of attack when required to analyze cost 

 for competitive reason. We have already alluded to this in our in- 

 troductory remarks. 



The rate setter must be sufficiently conversant with manufactur- 

 ing and machinery so as to be able to tell at a glance whether ma- 

 chine is properly placed with respect to the work, whether running 

 slow or too fast, whether jigs or patterns can be arranged or re- 

 arranged to do the work in a more thorough and efScient manner. 

 He must also be in position to detect false motions purposely intro- 

 duced by the operator. If the Time Study is made correctly, all 

 waste motion eliminated, no "pace setter" is required, since the 





\'\\os~'V^ 



Total Hours^ 



FORM 420 



/^'5 



method makes it a standard for the average man by the introduc- 

 tion of the fatigue factor. Base rates are arranged or classified ac- 

 cording to the nature or importance of the operation, the ma- 

 chinery aud skill required to do the work. A very good plan is to 

 first of all go over the operations and machinery and assign to it 

 an hourly rate, i. e., what it is worth to you or what is the cus- 

 tomary wage scale for that particular work, requiring a higher 

 priced man to operate a shaper than a rip-saw. 



Piece work should be extended to as many operations and con- 

 ditions as possible and can be applied quite satisfactorily to such 

 operations as setting up, changing and sharpening knives, truck- 

 ing, sweeping, filing saws, in fact most any kind of work and is 

 more cheaply performed when put on piece work — provided the 

 basis or study upon which the piece work price is fixed — is correct. 

 The shop department is supplied with a record of the piece work 

 rates and operation of the piece part on Fig. 8-A. The time keep- 

 ing department sends to shop department every pay period a state- 

 ment of day work and piece work (Pig. 11), so that the foreman 

 may see how he stands compared with other departments. This 

 does much to create enthusiasm. Should a foreman find it neces- 

 sary to have a rate changed, he will make out a request for change 

 of rate (Fig. 12). He will not call for a change unless absolutely 

 necessary. Since he is required to give his estimate of output, he 

 will study the operation pretty thoroughly and make as few re- 

 quests as possible. 



The recording of the time aud cheeking of the production is 

 next in order. The time is recorded on Time Ticket (Fig. 9) and 



n.,i: \7-->^-''-t> Defective Work Report ^„ ?^U 

 P.RTNoJaii^l— "— ' ^^'-^t* 3^>v ^-^Jt *>f\ 



QUANTITY ORDEREO_ 



J^co 



^^%jj LAx)f^ vii^ >^gU, 



OPERATION DEFECTIVES 



DETAILED REPORT OF DEFECTIVE WORK 



QUANTlTr DEFECTIVE. 



10^ 



MADE IN DEPT_ 



_BY CLOCK NO 



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REPORTED BY 



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M? 



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s 



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^V.A^W 



LABOR COST OF REWORK MRS _ 



Tisz: 





* \io'\ 



SHOP TIMEKEEPER! 



QinjnAJjb 



LABOR^COST. S 



MATERIAL COST. »_ 



l^V 



DEDUCTED FROM CLOCK NO \ ^^ \ 

 PAY PERIOD^2ii5j:>JL>- AT^ 



riMEKEEPING DEPT^JUllnA-l/WUO 



M507 IM 1-21 F P 



REWORK IN DEPT. 



_1^ 



, CHARGES TO ACC 



ERROR MADE IN D(fT J-2_ 

 TOTAL COST OF ERROR. ». 



APPROVED 



APPROVED 



iM»!P 



— CHARGES TO CLOCK No » ? C> A 



Tt?-/* 



