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Momentary Observation Method

1. Method of momentary observations, purpose, advantages and disadvantages

2. Division of labor as an element of its organization. The concept of general, private and individual division of labor

3. Practical part

Bibliography

1. Method of momentary observations, purpose, advantages and disadvantages

Today, every sane manager wants to know how effectively his subordinate employees use their working time. And there is a reason for this, because “time is money,” as Benjamin Franklin noted.

However, in practice, any audit of working hours inevitably involves expenditure of nerves, time and, accordingly, money. The question arises: what to do to minimize them? We recommend using the method of momentary observations.

The method of momentary observations (MMM) is a method that allows you to study the cost of working time, as well as determine the actual workload of workers and the degree of use of equipment at the enterprise.

The essence of the method is to conduct short and irregular observations at randomly selected points in time and establish, based on the information received, the specific gravity and absolute values of costs and losses of working time. This method is based on the law of large numbers, according to which average results with a large number of independent observations are relatively stable and depend little on the results of individual observations.

Like any other method, MMM has its advantages and disadvantages.

Advantages of MMN:

Coverage by one observer of a virtually unlimited number of objects.

Low labor intensity of observations.

The ability to carry out observations with breaks of varying duration (the next day, after one or several days, etc.) without compromising the quality of the study.

Acceptability of not informing workers about the research (conducting hidden observations).

Lack of psychological pressure on workers from observers.

Observations made by persons without special training, including the managers themselves.

Low labor intensity of processing observational materials.

Disadvantages of MMN:

Obtaining exclusively averaged results from observations.

The likelihood of incomplete reflection of the structure of working time costs.

Obtaining only partial information about the causes of downtime and lost working time.

Even a quick glance makes it easy to see that the advantages of the method in question clearly outweigh its disadvantages. Moreover, at the moment, MMM is the only method by which it is possible to carry out covert observations of the activities of employees without using special technical means (video cameras, specialized computer programs, etc.), which definitely makes the employer’s lot easier. Indeed, in such a case, he is exempt from the need to comply with a number of conditions mandatory from the point of view of current legislation. For example, such as supplementing documents regulating labor activities in an organization (Employment contract, Internal labor regulations, Collective agreement) with relevant information about the availability of tracking systems with justification for the production necessity of their installation; placement of special warning signs, etc. in rooms with installed video equipment.

Method capabilities:

The method is most effective when solving the following problems:

Determination and optimization of load of work performers/equipment;

Identification and elimination of downtime of work performers/equipment;

Development of measures to improve labor organization;

Obtaining initial data for calculating standards for preparatory and final time, time for servicing a workplace and service standards.

Necessary condition for successful use of MMN:

The volume of observations made is of decisive importance when conducting momentary observations. It must be sufficient to ensure the reliability and representativeness of the results obtained.

The value of the K coefficient is determined on the basis of previously conducted studies. If research has not been carried out and, accordingly, there is no reliable data on the value of this coefficient, then it is taken approximately or assumed to be equal to 0.5, since this value corresponds to the maximum dispersion of the share on which the sampling error depends.

Method implementation:

In practice, the method is carried out in 4 stages:

Preparing for observations.

Conducting observations.

Processing and analysis of results.

During the first stage, the goal is formulated and the objects of observation are selected; the required volume of observations, the number of rounds, and the duration of one round are determined; an observation route, a detour schedule and an observation sheet are being developed.

The observation route is established in such a way that it is possible to alternately see all performers of work/all pieces of equipment. It is optimal if it is short and does not contain idle transitions.

As for the schedule of worksite visits, it is not necessary to draw it up. The main thing is to ensure that observations are random and equally possible. After all, momentary observation is essentially a sample survey, similar to a random sample. Those. Observations can be carried out only when there is opportunity and time for this.

As part of the second stage, the observer sequentially (i.e., according to the established route) walks around the corresponding production/office area. Having reached one or another object of observation, he mentally notes what is happening at the object at the time of his visit (what type of activity). At the same time, he can record “what he saw” in writing (with a conditional code on a special form), either directly next to the object, or later, after leaving the field of view of the workers, thereby ensuring the hidden nature of the research. Observations are carried out until the established volume (M) is reached.

Important note: in the practice of momentary observations, the following situation is quite common: an observer, approaching an object, notices that one activity has ended and another has begun. In this case, the first type of activity is recorded on the observation sheet.

As part of the third stage, the number of recorded moments is calculated for each observed type of activity. Next, the total sum of observation moments for all types of activities and the specific weight (percentage expression) of each type of activity are determined. Based on data on the specific gravity and total time of observation, the absolute values of costs and losses of working time (in minutes) are calculated. The results obtained are analyzed.

As part of the fourth stage, based on the results of the analysis, the development of appropriate organizational and technical measures is carried out.

2. Division of labor as an element of its organization. The concept of general, private and individual division of labor

If you pay attention to the isolation of the types of activities that are performed by each member of society, you can see that all people, by the nature of their occupations, activities, and functions performed, are isolated in one way or another from each other. This isolation is the division of labor. Consequently, the division of labor is a historical process of separation, consolidation, modification of individual types of activity, which occurs in social forms of differentiation and implementation of various types of labor activity.

Now we know that in our lives we are doomed to perform only certain types of activities, while collectively they represent a “boundless sea” for freely choosing the method and direction of our “swimming”. But are we really so free if our activities are narrowly focused? Why does it happen that, while performing only a rather narrow and specific type of activity, we have all the necessary benefits that are in no way connected or are connected very conditionally with our work activity? After some reflection, one can come to the conclusion that people have everything (or almost everything) they need only because they exchange the results of their work activities.

The division of labor in society is constantly changing, and the system of various types of labor activity itself is becoming more and more complex, as the labor process itself becomes more complex and deepening.

By concentrating efforts on the production of any one thing and exchanging the products of his labor for the products of the labor of other people, a person soon discovered that this saves him time and effort, since the labor productivity of all participants in the exchange of goods increases. And therefore, the mechanism of expanding and deepening the division of labor, launched in ancient times, works properly to this day, helping people to use available resources most rationally and receive the greatest benefit.

The separation of various types of labor activity creates conditions for each participant in the production process to achieve high skill in their chosen business, which ensures a further improvement in the quality of manufactured products and an increase in their output.

A person’s ability to produce a certain amount of goods or services per unit of time is called labor productivity. Productivity is higher the more a person can do in the same period of time, or the less time he spends on producing each unit of output. However, it should be noted that this result can also be achieved by increasing the intensity of labor, which is measured by its costs per unit of time.

Let's say that there is some kind of conveyor that moves at a speed of 0.5 m per minute and on which workers assemble a certain product. If you increase the conveyor speed to 1 m per minute, then workers will be forced to do their operations 2 times faster. As a result, production output per hour, per shift, will also increase by 2 times. But this increase was achieved solely due to a doubling of workers’ labor costs, i.e. increase in the intensity of their work. In this case, we should talk about an increase in labor intensity, but not productivity.

An increase in labor productivity will occur if the working conditions themselves are changed and its technical equipment increases. For example, if on the same conveyor manual assembly operations are replaced by small-scale mechanization. In this case, increasing the speed of the conveyor will not cause a doubling of the labor costs of each worker. They will remain the same, but the number of products produced will double. This will be the result of an increase not in the intensity of labor, but in its productivity.

Having limited ourselves to a brief description of the division of labor, let us turn to commodity production. The expanding and deepening division of labor during the development of society objectively acted as the material basis for the origin, formation and progress of commodity production. Any isolation of one or another work activity leads to refusal to perform other types of activity or work functions. However, a person needs the whole range of goods to satisfy his needs. Moreover, these needs are constantly increasing, changing and expanding. At the same time, his work activity is increasingly concentrated on a rather narrow range of functions performed.

Consequently, in order to satisfy one’s needs for at least one product, the production of which one or another economic entity has refused, it is necessary to enter into exchange relations with other economic entities that produce this product. When entering into an exchange relationship, each commodity producer, receiving some benefit from its counterparty, is forced to make concessions and give away other benefits in return. There is an exchange of goods. Thus, commodity production is a social form of production in which products are produced not for one’s own consumption, but to satisfy the needs of others through exchange, purchase and sale on the market.

We can conclude that a commodity is a product of labor intended for exchange in order to satisfy social needs, i.e. the needs not of the commodity producer himself, but of any member of society. As already noted, any product has exchange value, or the ability to be exchanged in a certain proportion for other goods. However, all goods enter into exchange only because they can satisfy one or another need. This is the value of the good acquired by one or another economic entity.

Initially, people entered into simple commodity exchange, or such exchange relationships in which the sale and purchase of goods coincided in time and occurred without the participation of money. The form of such commodity exchange has the following form: T (commodity) - T (commodity). As a result of the development of commodity exchange, new opportunities opened up for the isolation of types of activities, because the guarantee of obtaining missing goods or products, the production of which the commodity producer consciously refused, increased. In the process of development of commodity relations, commodity exchange underwent significant transformations until it was replaced by commodity circulation, which is based on money - a universal means of purchasing that has the ability to be exchanged for any product.

With the emergence of money, exchange was divided into two opposite and complementary acts: sale and purchase. This created conditions that allowed an intermediary merchant to join in the exchange. As a result, a new major division of labor occurred (previously there was a separation of hunting from agriculture, then crafts from agriculture) - the separation of trade into a special large type of economic activity. Thus, commodity circulation is an exchange relationship that is mediated by the monetary equivalent. It has the following form: T (product) - D (money) - T (product).

To give a general idea of the division of labor system, let us characterize its various types.

Historically, the natural division of labor appeared first. The natural division of labor is the process of separating types of labor activity according to gender and age. This division of labor played a decisive role at the dawn of human society: between men and women, between teenagers, adults and old people.

This division of labor is called natural because its character stems from the very nature of man, from the differentiation of functions that each of us must perform due to our physical, intellectual and spiritual merits. We must not forget that initially each of us is most naturally adapted to perform certain types of activities. Or, as the philosopher Grigory Skovoroda said, the “affinity” of each person for a certain type of activity. So whatever type of division of labor we consider, we must remember that, visibly or invisibly, the natural division of labor is always present in it. The natural moment manifests itself most forcefully in each person’s search for ways, forms and means of self-realization, which often leads not only to a change of place of work, but also a change in the type of work activity. However, this, in turn, depends on the presence of freedom of choice of work activity, which is predetermined not only by personal factors, but also by economic, social, cultural, spiritual and political conditions of human life and society.

No socio-economic system, no matter how much progress it has achieved, can and should not abandon the natural division of labor, especially in relation to women's labor. It cannot be associated with those types of work activities that can harm a woman’s health and affect a new generation of people. Otherwise, society will suffer in the future not only colossal economic, but also moral and ethical losses, deterioration of the genetic fund of the nation.

Another type of division of labor is its technical division. The technical division of labor is a differentiation of people’s labor activity that is predetermined by the very nature of the means of production used, primarily equipment and technology. Let us consider an elementary example illustrating the development of this type of division of labor. When a person had a simple needle and thread for sewing, this tool imposed a certain system of labor organization and required a large number of employed workers. When the sewing machine replaced the needle, a different organization of labor was required, as a result of which a significant number of people engaged in this type of activity were released. As a result, they were forced to look for other areas of application of their labor. Here, the very replacement of a hand tool (a needle) with a mechanism (a sewing machine) required changes in the existing system of division of labor.

Consequently, the emergence of new types of equipment, technologies, raw materials, materials and their use in the production process dictates a new division of labor. Just as the natural division of labor is initially already imposed by the very nature of man, so the technical division of labor is imposed by the very nature of the new technical means, means of production, that have appeared.

Finally, it is necessary to dwell on the social division of labor, which represents the natural and technical division of labor, taken in their interaction and in unity with economic factors (costs, prices, profits, demand, supply, taxes, etc.), under the influence of which occurs separation, differentiation of various types of labor activity. The concept of social division of labor includes the natural and technical division of labor due to the fact that any type of activity cannot be carried out outside of humans (natural division of labor) and outside of the material and technical means (technical division of labor) that are used by people in the production process. In production activities, people use either outdated or new technology, but in both cases it will impose a corresponding system of technical division of labor.

As for the social division of labor, we can say that it is predetermined by the socio-economic conditions of production. For example, farmers, having certain plots of land, are engaged in both crop production and livestock farming. However, accumulated experience and economic calculations suggest that if some of them specialize mainly in growing and preparing feed, while others focus only on fattening animals, then production costs will be significantly reduced for both. Over time, it turns out that savings on production costs can be achieved by separately engaging in meat and dairy farming. Thus, there is a separation of crop production from livestock farming, and then within livestock farming there is a division of labor into meat and dairy areas.

Historically, the division of labor between animal husbandry and crop production initially occurred under the direct influence of natural and climatic conditions. The difference in them precisely ensured lower costs in both cases. Both industries benefited from sharing the results of their activities. It should be noted that in market conditions, the division of labor is decisively determined by economic feasibility, the receipt of additional benefits, income, and cost reduction.

Within the framework of the social division of labor, it is necessary to distinguish between the sectoral and territorial division of labor. The sectoral division of labor is predetermined by the conditions of production, the nature of the raw materials used, technology, equipment and the product produced. The territorial division of labor is characterized by the spatial distribution of various types of labor activity. Its development is determined both by differences in natural and climatic conditions and by economic factors. With the development of productive forces, transport, and communications, economic factors play a predominant role. However, the development of the mining and agricultural sectors is dictated by natural factors. Varieties of territorial division of labor are district, regional and international division of labor. But neither the sectoral nor the territorial division of labor can exist outside of each other.

From the point of view of coverage, degree of independence, as well as technical, technological and organizational-economic relationships between various types of production in the social division of labor, it is important to distinguish its three forms: general, private and individual. The general division of labor is characterized by the separation of large types (spheres) of activity, which differ from each other in the form of the product. This includes the identification of pastoral tribes, i.e. separation of animal husbandry from agriculture, crafts from agriculture (later - industry and agriculture), separation of trade from industry. In the 20th century there was a separation and isolation of such large types of activities as services, scientific production, public utilities, the agro-industrial complex, and the credit and financial sector.

Private division of labor is the process of separating individual industries within large types of production. It is characterized by the production of finished homogeneous or similar products, united by technical and technological unity. The private division of labor includes both individual industries and sub-industries and individual industries. For example, within the industry we can name such industries as mechanical engineering, metallurgy, mining, which in turn include a number of sub-sectors. Thus, in mechanical engineering there are more than seventy sub-sectors and industries, including such as machine tool building, transport engineering, electrical and electronic industries. This distinction is also typical for all the other large types of production listed above.

A single division of labor characterizes the separation of the production of individual components of finished products, as well as the separation of individual technological operations. This includes part-by-piece, unit-by-unit (production of parts, assemblies, components) and operational (technological operations for physical, electrophysical, electrochemical processing) division of labor. A single division of labor, as a rule, takes place within individual enterprises.

Historically, the development trend of the social division of labor was determined by the transition from general division to private division and from private to individual division of labor. In this regard, we can say that in its development the social division of labor went through three stages, at each of which the determining factor was the general division of labor, then the private, then the individual. However, apparently, this scheme for the development of the social division of labor should not be taken as an absolute. It will be shown below that each subsequent type of division of labor can become the initial basis for the development of historically previous types of division of labor.

3. Practical part

During an 8-hour shift, a worker produced 5 studs, 20 shafts and 19 bolts. The standard processing time for one part is: 0.8 standard hours, for a roller - 0.2, for a bolt - 0.1. determine the percentage of fulfillment of time standards per shift.

Shift duration:

The percentage of compliance with standards is:

Conclusion: the percentage of meeting time standards per shift is 2.06%.

A worker serves two objects: one turner with a shift production rate of 140 parts per shift and a team of mechanics with a shift assignment of 24 hours. Determine the monthly wage of a worker with indirect piecework wages, if in fact in a month the machine operator produced 3520 parts, and the team worked 713 labor hours. The hourly rate of a worker is 35 rubles.

Let us determine the turner’s piecework price indirectly:

Let us determine the indirect piecework price of a team of mechanics:

Let us determine the indirect piecework earnings of a worker:

Conclusion: the monthly wage of a worker with indirect piecework wages is 7676.79 rubles.

Task 3. division of labor category worker

The workshop employs 113 workers, of which 5 have 2nd qualification category, 27 have 3rd category, 45 have 4th category, 18 have 5th category, 11 have 6th category, the rest have 1st category. Determine the average category of workers.

Let's find the average category of workers:

Conclusion: the average rank of workers is 4th rank.

Wage costs per ruble of marketable products were planned at 19.4 kopecks, it was planned to produce 115,000 units. products at a price of 324.5 rubles. a piece. In fact, 9.13 million rubles were spent on wages. Product output was reduced in accordance with the plan by 3.4%, labor intensity increased: due to structural changes in the assortment by 7.2%, due to a decrease in the share of supplies by 4%. Determine the absolute and relative deviation in the expenditure of funds on labor costs.

The annual volume of marketable products should be:

Let's calculate the planned wage fund:

Actual production output:

Let us determine the absolute deviation in the expenditure of funds on labor costs:

Let us determine the relative deviation in the expenditure of funds on labor costs:

Conclusion: the absolute and relative deviation in the expenditure of funds for labor costs is respectively 1.9 million rubles. and 26.28%.

Determine the norm of piece and piece-calculation time if the main work time is 18 minutes, auxiliary work is 6 minutes, preparatory and final time is 20 minutes for a batch of 40 products.

Piece time norm:

Norm of piece-calculation time:

Conclusion: the norm for piece time is 24 minutes, the norm for piece-calculation time is 24.5 minutes.

Bibliography

1. Aliev I.M., Gorelov N.A. Labor Economics / I.M. Aliev, N.A. Gorelov. - M.: Yurayt, 2014.

2. Bychin V.B., Bobkov V.N. Labor economics: textbook / V.B. Bychin, V.N. Bobkov. M.: Infra-M, 2014.

3. Bychin V.B. Regulation and rationing of labor: Textbook / V.B. Bychin. - M.: Infra-M, 2014.

4. Vladimirova L.P. Organization, standardization and remuneration of labor at industry enterprises / L.P. Vladimirova. - M.: Dashkov and K, 2010.

5. Genkin B.M. Economics and sociology of labor / B.M. Genkin. - M.: Norma, 2010.

6. Kibanov A.Ya., Ivanovskaya L.V. Economics and sociology of labor: textbook / A.Ya. Kibanov, L.V. Ivanovskaya. - M.: Infra-M, 2014.

7. Maskaeva A.I., Amirova D.R. Economics and sociology of labor: textbook / A.I. Maskaeva, D.R. Amirova. - M.: Infra-M, 2014.

8. Pashuto V.P. Organization, standardization and remuneration of labor at the enterprise / V.P. Pashuto. - M.: Knorus, 2012.

9. Labor Economics / Ed. M.A. Vinokurova, N.A. Gorelova. - St. Petersburg: Peter, 2010.

10. Labor Economics: Social and Labor Relations / Ed. ON THE. Volgina, Yu.G. Odegova. - M.: Exam, 2013.

11. Labor Economics / Ed. A. Asalieva. - M.: Infra-M, 2014.

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Recently, the method of momentary observations has been widely used to study the cost of working time; the mathematical principles of probability theory are used. According to the general rule, the probability of repetition of a particular element over time during the observation period is directly proportional to its duration and inversely proportional to the duration of observation. This method has certain advantages over the direct measurement method. Its main advantages:

1) simplicity;

2) low labor intensity;

3) makes it possible to observe the work of a large group of workers on their equipment;

4) receive completely reliable data in a short time.

The disadvantages include:

1) the impossibility of analyzing the degree of rationality of the labor process;

2) obtaining only average values of working time costs in general for categories.

The essence of the method of momentary observations is that the state and content of the labor process is recorded at a certain point in time during a meeting. This method regulates the number of moments of time expenditure, and not its absolute values. The route, fixing points and speed of movement of the observer must be constant.

To obtain reliable data, it is necessary to establish the number of observations, i.e. number of moments or measurements. In industries with high technological process stability, fewer observations are carried out, and in industries with less stability, more observations are carried out. The number of moments (M), or measurement, depends on the average workload of workers or equipment use and is determined by the formulas:

M = 2(1 - K)*100/KR (for mass stable production);

M = 3(1 - K)*100/KR (for serial and small-scale production);

where 2, 3 is the degree of reliability of the study

K is the workload factor of the worker or equipment (the proportion of time spent performing the work, or the proportion of equipment operating time);

P is the permissible value of the relative error of the observation results, usually within the range of 3-10% (taken as a percentage of the K value).

The number of required moments can also be determined from tables based on the above formulas.

When choosing a site and observation route, a good overview of all equipment located on it and all workplaces must be ensured. The duration of the observer's movement along the route must fit within the established observation interval.

When an observer sequentially walks around all objects located in his area, the state of each of them is recorded at the moment when the observer passes by him. All marks are entered on the observation sheet.

The overall result of shift observation is determined by counting the number of marks for each index and workplace. The result is entered into the map of momentary observations.

Example

At the plastic parts pressing site, carry out momentary observations of the work of 20 pressers. The degree of reliability of the study is 2, the relative error of the observation results is 5, K - 20%. Determine the loss of working time due to organizational and technical reasons and the fault of performers.

Solution

1. Number of moment measurements to be made:

M = 2(1-K)*100/KR = 2(1-0.2)/5*0.2*10000 = 3000

2. Workplace inspections should be carried out during one shift lasting 480 minutes. For all jobs this time will be:

480*20 = 9600 minutes, then the bypass interval will be equal to:

9600/3000 = 3.2 min.

3. Out of 3000 measurements, the following were recorded: 162 measurements relate to losses due to the fault of workers and 144 measurements relate to losses due to organizational and technical reasons.

4. We determine the proportion of observed measurements in the total number of measurements taken at all workplaces:

a) loss of working time due to the fault of workers:

162/3000*100 = 5.4% (T vr)

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

144/3000*100 = 4.8% (T from)

5. The total percentage of losses will be:

5.4 + 4.8=10.2% (T = T vr + T from)

Based on the data obtained, measures should be developed aimed at increasing labor productivity.

Timing and its purpose.

Timing In technical rationing, it is a method of studying the cost of working time, based on the observation of repeatedly repeated elements of operations.

Main goal Timing is the design of a new method and methods of performing an operation, establishing the necessary time spent on its implementation. In accordance with this goal, the following tasks are solved during its implementation:

1) study actual method, method and duration of the operation;

2) identification, study and dissemination of advanced methods, techniques and work organization;

3) obtaining the necessary materials for developing standards for assets of main and auxiliary time, improving the organization of labor in production;

4) studying the time spent on performing an operation, identifying the reasons for non-compliance with labor standards and developing measures to eliminate these reasons;

5) checking current labor standards and clarifying them.

Timing is carried out in four stages:

1. Preparation for timing.

2. Conducting observation.

3. Processing of observation results.

4. Systematization of observation materials, their analysis establishing a time standard.

When preparing for observation, you must:

1. Select an observation object in accordance with the assigned tasks.

2. Familiarize the worker with the purpose and objectives of timekeeping.

3. Instruct workers on the procedure for performing the operation.

4. Familiarize yourself with the work being performed, technical regulations, equipment, and working conditions of workers.

5. Break down the operation into its component elements.

6. Establish the factors that determine the duration of the elements of the operation.

7. Determine the required number of observations.

During the observation process, the time spent on each element of the operation is measured and recorded.

To conduct and measure time spent, one-, two-, or three-hand stopwatches, photographic and film equipment, chronographs, and oscillographic units are used.

Recording of time costs is carried out in a continuous manner according to the current time from the beginning to the end of the operation. This method is used when the duration of the operation elements is more than 10 seconds. Recording of time spent can be carried out using a selective method, in which the time of individual elements of the operation is studied and taken sequentially. The second method is used when the duration of the operation elements is less than 10 seconds.

The main document for timekeeping is the observation sheet-chronocard.

When processing observation materials, the duration of the elements of the operation is determined; (in our example 18 minutes) defective measurements are identified and eliminated; The resulting time series are checked for stability. This is done by comparing the actual stability coefficient with the standard one. Stability coefficient – K set. is determined by the ratio of the maximum duration (T max) of the execution of a given element of the operation to the minimum duration (T min) of the same element of the operation, i.e.

To the established fact. = T max / T min = 12/10 = 1.2

The standard stability factor for machine work is 1.2-2; for machine-manual work 1.3-2.5; for manual work 1.5-3.0.

If the actual stability coefficient exceeds the standard one, then the chronosequence is considered unstable and observations are repeated.

Based on a stable chronological sequence, the arithmetic mean values of the duration of each element of the operation are determined, which are the basis for establishing a scientifically based labor standard.

T av = 10+11+11+12+11+10+10+11+12+10+12 /11 = 10.9 min.

In the process of analyzing observation materials, these series of observations are generalized; the average duration of each element of the operation is determined based on the data of all chronocards; an analysis of individual working time costs and the duration of individual elements of the operation is carried out; reducing the duration of their implementation; working conditions are studied, etc.

Based on the analysis, specific organizational and technical measures are developed to improve the organization and labor process in the workplace; the content and new method of performing the operation are designed and the duration of the execution of individual elements and the operation as a whole is established.

Example.

Product dehydration is carried out in two batch centrifuges. The operation gives 140 kg. dry product. The time spent on performing elements of the operation based on timing data is as follows (min.) (Table 1).

The stability coefficient for this type of operation is K mouth = 1.4. The time for preparatory and final work and maintenance of the workplace is 9 minutes. Breaks for rest and personal needs - 10 min. Determine the standard time for the operation and the standard output of a worker using centrifuges for a shift of 8.2 hours.

Table 1.

Spin

Unloading

Solution.

1. Obviously overestimated and underestimated measurements are excluded:

for 1 element - measurement "11" = 25 min.

for 2 elements - measurement "9" = 15 min.

2. Determine stability coefficients for each element of the operation:

a) Bush. 1 = 14/11 = 1.27

b) Bush. 2 = 25/22 = 1.14

c) Bush. 3 = 8/6 = 1.33

Since K mouth is lower than normal, the resulting timing series are suitable for further processing.

14x1+13x3+12x5+11x5/14=12 min.

4. Duration of the “spin” element:

25x6+24x4+23x2+22x2/14=24 min.

5. Duration of the “unloading” element:

8x5+7x5+6x5/15=7 min.

6. Duration of operation (N time):

N time =12+24+7=43 min.

7. Number of operations in 8.2 hours:

492min.-9min.-10min./43min.=11 operations.

8. Worker’s production rate (H level):

N vyr. =140x11x2 = 3080kg = 3.08t.

Enlarged methods of standardization.

Standards according to the degree of their division are divided into:

1) elemental (differentiated)

2) enlarged

Elemental standards are intended to establish technically sound standards mainly in mass and large-scale production. These standards establish the estimated duration of individual work elements (methods, labor actions) when performing various technological operations.

Integrated standards are intended to establish technical standards for performing various technological operations in conditions of different types of production.

In mass and large-scale production with a significant number of homogeneous operations, a standard technological process and standard content of labor techniques are usually established, and on this basis the calculation of operating standards is simplified.

In mass production, aggregated time standards should represent the estimated durations of complexes of techniques associated with performing operations. In this case, the techniques can be combined into complexes either based on their technological sequence (technological complexes), or on the homogeneity of factors influencing their duration (calculation complexes).

In small-scale and individual production, enlarged standards must be applied, according to which the estimated duration of the main and auxiliary time for individual technological transitions and for operations as a whole can be directly established.

The most comprehensive type of standards are standard standards established by the calculation method in accordance with standard technological processes.

Labor standards for engineers and employees.

The variety of work performed, the lack of uniformity in their implementation, and the peculiarities of the thinking process when processing the necessary information exclude the possibility of using traditional methods of direct, direct rationing of their work.

The development of the necessary system of time standards is significantly complicated, since it is impossible to study labor using traditional methods of observational study.

For engineers and employees, time standards are established indirectly based on statistical or actual data, taking into account the main factors that influence the complexity of the work being standardized.

Time standards for rationing the work of engineers and employees can be expressed in the form of labor intensity or standards for the number of performers for a certain type and volume of work performed.

Labor intensity standards for engineering and management work, depending on the method of their establishment and accuracy, can be:

1) differentiated - according to process elements and factors determining the duration;

2) enlarged, established as a whole for a certain type of work, or in the form of an allowable number of performers to perform certain functions.

in statistics, recording the presence or absence of individual elements of the process being studied at certain points in time without taking into account the duration of these elements. It is a type of sample observation (See Sample observation) and is used in studying the use of working time and the operation of production equipment in industry, consumer demand in retail trade, and the use of the rolling stock on the railway. transport. It also allows you to obtain the necessary information to calculate the main characteristics of queuing processes (flow of requests per unit of time and average level of service). The method is the most appropriate for determining the effectiveness of changes in the organization of work of engineering and technical workers and employees.

M.Sc. m. consists of conducting observations at random or constant intervals of time with notes on the state of the object under study at one time or another. During a work shift along a planned route, special recorders walk around workplaces at certain intervals and record elements of working or machine time (“work” or “downtime”). The number of observations is calculated using the formula:

Where TO- time utilization factor; Δ To- specified accuracy, i.e. the maximum relative error in determining TO with a confidence probability of 0.954 or 0.997; t- guaranteed coefficient of accuracy of momentary observation results. Under stable production conditions t= 2, then confidence probability Ф t= 0.954; in conditions of unstable production process t= 3 and F(t) = 0.997. The number of crawls is determined by dividing the number of records by the number of workstations or the number of installed equipment. The results of momentary observation are assessed using the formula:

where (1 - TO) - loss of time.

Lit.: Barnes P., Selective study of working time using instantaneous observations, in the collection: Application of statistical methods in production, M., 1963; Onoprienko G.K., Selective analysis of the use of working time, M., 1968; Ilyenkova S. D., Production reserves, M., 1973.

A. G. Shifman.

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To study the use of working time and its losses, the method of momentary observations has become widespread, in which not the absolute values of the duration of time spent on individual types of work are recorded, but the fact itself, i.e. the number of moments of these costs.

The method of momentary observations is a statistical method of obtaining average data on the actual workload of workers and equipment; it is used to study the time spent by workers and the extent to which they use equipment over the time it is running. With the help of momentary observations, the loss of working time by employees, managers and specialists is also studied.

A characteristic feature is that the observer is not continuously present at workplaces, but visits them periodically at random intervals. It is possible to analyze the structure of working time at almost any number of objects. The method is based on the application of probability theory, which confirms that one of the main conditions for the reliability of conclusions is a sufficiently large number of them.

Advantages:

At the same time, you can monitor a large group of workers or equipment;

The cost structure of all working hours can be determined;

The nature and proportion of time losses, the amount and nature of equipment downtime can be determined.

Flaws:

Obtaining only average values of time spent and time of equipment use;

Inability to obtain data on changes in working hours during work;

Inability to determine the sequence of execution of individual work elements.

Based on the results of momentary observations, you can:

Determine the degree of use of working time by a large number of performers and the degree of use of more equipment over time;

Study the structure and establish the specific weight and absolute values of individual elements of the contractor’s working time costs;

Establish the causes, determine the proportion and absolute values of downtime of workers and equipment, and also develop measures to eliminate them;

Analyze the state of labor organization and develop measures to improve them.

Momentary observations are carried out during the walk. The observer, following a certain route, records on the observation sheet with a dot, line or index what is happening at a given workplace at the time of his visit. Before observations begin, the front side of the observation sheet is filled out. The following is recorded here: the volume of observations; number of rounds, route of rounds, start time of rounds, list of working hours to be studied. In addition, the time for one round is determined, fixation points are outlined, upon reaching which the observer makes a corresponding note on the observation sheet.

Fixing points are those places along the observer’s route, upon reaching which he must establish and record on the observation sheet by making appropriate marks what the worker is currently doing or what work is being performed on the equipment.

Each round must begin exactly at the appointed moment and cannot be interrupted or left unfinished.

When studying the time spent by auxiliary and auxiliary workers who do not have permanent jobs, fixing points are not installed and time spent is recorded when the observer meets the workers while walking around the site along the established route.

When conducting momentary observations, their volume is of great importance, i.e. the number of man-moments that need to be recorded. To determine the required volume of observations, formulas derived from mathematical statistics are recommended.

Thus, for stable (mass) production, the volume of observations is determined by the formula

For unstable (single and small-scale) production, the volume of observations should be greater:

Chz =

where Chz - volume of observations, man-times;

TO- workload coefficient of performers, established as an average value based on past observations;

R- permissible error value of observation results (ranging from 3 to 10%).

2, 3 – coefficients characterizing the level of probability of finding an observation error within specified limits (2 – for mass production; 3 – for small-scale production).

In the process of processing the observation results, the number of moments recorded during the observation period for each type of working time expenditure is calculated, the overall total, the percentage expression of each element, and the actual and standard balance of working time is compiled.

Analysis of the data obtained and design of a more advanced work organization is carried out in the same way as with ordinary photography of working hours.

Today, every sane manager wants to know how effectively his subordinate employees use their working time. And there is a reason for this, because “time is money,” as Benjamin Franklin noted.

Method of moment observations (MMM) - This is a method that allows you to study the cost of working time, as well as determine the actual workload of workers and the degree of use of equipment in the enterprise.

Like any other method, MMM has its advantages and disadvantages.

Advantages of MMN:

Coverage by one observer of a virtually unlimited number of objects.
Low labor intensity of observations.
Possibility to carry out observations with breaks of varying duration (the next day, after one or more days, etc.) without compromising the quality of the study.
Acceptability of not informing workers about the research (conducting hidden observations).
Lack of psychological pressure on workers from observers.
Observations made by persons without special training, including the managers themselves.
Low labor intensity of processing observational materials.

Disadvantages of MMN:

Obtaining exclusively averaged results from observations.
The likelihood of incomplete reflection of the structure of working time costs.
Obtaining only partial information about the causes of downtime and lost working time.

Art. 21 Labor Code of the Russian Federation:

An employee has the right to full information about labor conditions and safety in the workplace.

Part 1 art. 23 of the Constitution of the Russian Federation:

Everyone has the right to privacy, personal and family secrets, protection of their honor and good name.

Part 1 art. 24 of the Constitution of the Russian Federation:

Collection, storage, use and dissemination of information about a person’s private life without his consent is prohibited.

Even a quick glance makes it easy to see that the advantages of the method in question clearly outweigh its disadvantages. Moreover, at the moment, MMM is the only method by which it is possible to carry out covert observations of the activities of employees without using special technical means (video cameras, specialized computer programs, etc.), which definitely makes the employer’s lot easier. Indeed, in such a case, he is exempt from the need to comply with a number of mandatory requirements from the point of view of current legislation. (Article 21 of the Labor Code of the Russian Federation, Part 1, Article 23, Part 1 of Article 24 of the Constitution of the Russian Federation, etc.) conditions. For example, such as adding documents, regulating labor activities in the organization (Employment contract, Internal labor regulations, Collective agreement), relevant information on the availability of tracking systems with justification for the production need for their installation; placement of special warning signs, etc. in rooms with installed video equipment.

Method capabilities:

The method is most effective when solving the following problems:

determining and optimizing the workload of work performers/equipment;
identification and elimination of downtime of work performers/equipment;
development of measures to improve labor organization;
obtaining initial data for calculating standards for preparatory and final time, time for servicing a workplace and service standards.

Necessary condition for successful use of MMN:

The volume of observations made is of decisive importance when conducting momentary observations. It must be sufficient to ensure the reliability and representativeness of the results obtained. This volume is established taking into account the rules of statistics using the following formula:

Where
M
K- approximate coefficient of useful use of working time;
(1-K)- share of breaks/downtime;
p- permissible error value of observation results, %;
t- confidence coefficient (confidence factor).

Magnitude p usually ranges from 3 to 10%. Confidence factor t for a stable production process (with frequent repetition of elements of working time costs) taken equal to 1.4 (the corresponding confidence probability is 0.84). For unstable production process (single and small-scale production) t=1.7 ( corresponding to it confidence probability - 0.92). In general, in the practice of working time research, the probability of the occurrence of a particular event is usually limited to within the range from 0.84 to 0.95. This means that in 84-95 cases out of 100 the error will not exceed the acceptable limits.

Method implementation:

In practice, the method is carried out in 4 stages:

Preparing for observations.
Conducting observations.
Processing and analysis of results.
Development of activities and recommendations.

As part of the first stage the goal is formulated and the objects of observation are selected; the required volume of observations is determined (1) , number of rounds (2), duration of one round (3) ; an observation route, a detour schedule and an observation sheet are being developed (Fig. 1).

In this case, the number of rounds is calculated using the following formula:

Where
M- required volume of observations;
N- the number of performers of work/units of equipment that are planned to be examined.

The duration of one round can be determined by direct measurements or calculated using the formula:

Where
L rev.- length of route around workplaces, m;
0,6 - average length of one step, m;
0,015 - time standard for 1 m, min.

As for the schedule of worksite visits, it is not necessary to draw it up. The main thing is to ensure that the observations are random and equally possible. After all, momentary observation is essentially a sample survey, similar to a random sample.

Those. Observations can be carried out only when there is opportunity and time for this.

As part of the second stage observer sequentially (i.e. according to the established route) walks the relevant production/office area. Having caught up with one or another object of observation, he mentally notes what is happening at the object at the time of his visit (what type of activity). At the same time, record in writing “what you saw” (conditional code in a special form) he can either be directly next to the object or later, leaving the field of view of the workers, thereby ensuring the hidden nature of the study. Observations are carried out until the established volume is reached (M).

Important Note: In the practice of momentary observations, the following situation is quite common: an observer, approaching an object, notices that one activity has ended and another has begun. In this case, the first type of activity is recorded on the observation sheet.

As part of the third stage For each observed type of activity, the number of recorded moments is calculated. Next, the total sum of observation moments for all types of activities and the proportion (percentage) each type of activity. Based on data on the specific gravity and total time of observation, the absolute values of costs and losses of working time are calculated (per minute). The results obtained are analyzed.

As part of the fourth stage Based on the results of the analysis, appropriate organizational and technical measures/recommendations are developed.

Figure 3.

Example of practical application of MMM:

The method was quite successfully used at an enterprise whose main activity is the provision of IT and communication services. In everyday life he received the name “Missaged Cossack”.

The background is this: A vacancy has arisen in the economics and finance department of this enterprise due to the dismissal of the head of the settlement and tariff department. It could not be closed for more than six months. During this period, the work of the department was simultaneously supervised by the head of the department and the deputy general director for economics and finance.

What’s interesting is that if at first the department’s specialists continued to effectively perform their functions, then two months later (from the moment the vacancy was created) Heads of related departments began to receive complaints about the work of the department (in particular, to increase the time required for calculating estimates, agreeing on contracts and estimate documentation). At the same time, specialists, fending off these accusations, referred to the sharply increased volume of work, which was indirectly confirmed by data from the working time recording system: they came to work an hour and an hour and a half before the start of the working day and/or left an hour and a half after it ended.

To resolve the current situation, one of the HR department trainees was temporarily transferred to the billing and tariff department. He was given a task behind the scenes - along with performing auxiliary work Conduct covert surveillance in the department using MMN. It was a kind of experiment, the materials and results of which formed the basis of the report (trainee) about production practice.

Brief description of the work performed:

Total operating time amounted to 23 working days, of which 5 days was spent on familiarization with the specifics of the department’s activities, the functions of employees, joining the team and preparing for observation, 15 days was occupied by direct observation, and the remaining 3 days spent on processing and analyzing the results obtained.

Required volume of observations was calculated using the formula (1) :

Number of rounds according to the formula (2) :(there are 4 employees in the department).

Observations were carried out in accordance with schedule presented below:

Table No. 1. Observation schedule

The main guideline in drawing up this schedule was the trainee’s work schedule - part-time work.

Start time for each specific round (on one or another day of observation) was established using PPP (application package) MS Excel. To do this, the RANDBETWEEN(lower_bound;upper_bound) function was used.

Table No. 2. Random number generation

Accordingly, the 1st bypass should have occurred at 09:07, the 2nd bypass at 09:32, the 3rd bypass at 11:24, etc.

Detour route was not developed, since all workplaces were within the constant visibility of the trainee (observations were carried out in a room with a total area of 20 m2). The trainee made most of the observations, as they say, without leaving his workplace.

Types of activities subject to registration were determined based on observations of employees made during the first 5 days of the trainee’s work in the department. Based on the results of these observations, Table No. 3 was compiled. It turned out to be very useful: it was convenient to refer to it in order to clarify the correctness of attributing the recorded moment to a particular type of activity. In addition, taking into account the data from this table, the front side of the observation sheet was filled out (block “Type of activity”) (Fig. 2).

Table No. 3. Composition of activities

A total of 15 observation sheets were completed. In Fig. 2, as an example, the completed observation sheet No. 1 is presented:

Figure 2.

The observation sheets were filled out directly in MS Excel, which significantly reduced the processing time and also ensured the confidentiality of the study.

The processing process consisted of counting the number of recorded moments for each type of activity in the context of a specific employee and the department as a whole, as well as determining the total sum of observation moments for all types of activities and establishing the specific weight of each type of activity. At the same time, the number of recorded moments was first calculated separately for each observation sheet. (Table No. 4 was filled in), then by summing up the results obtained, the final values for the entire observation period were formed (table no. 5).

This is how the picture of the actual working time spent by department employees gradually emerged.

Table No. 4. Number of recorded observation moments

Table No. 5. Results of observation

Analysis of the results obtained:

Based on the results of observations, it was found that (average) The working time of department employees is distributed as follows: 6% is occupied by workplace maintenance, 4% by preparatory and final activities, 39% by main activities, 12% by auxiliary activities, 22% by lost working time, 5% by rest and personal needs. As a result, the workload of one employee (average) is 55%.

Loss of working time of department employees varies from 15% to 32%. The highest percentage of losses was identified by a specialist (no category)- 32%. This is followed by a specialist of the 2nd category - 25%, a specialist of the 1st category - 18%, a leading specialist - 15%.

The largest share in the structure of working time losses is the share of losses associated with violation of labor discipline (18%) . The sad leaders among employees in terms of the level of these losses are specialist (uncategorized) (31%) and specialist of the 2nd category (21%) .

Figure 4.

In general, based on the results of observations, working time reserves due to the reduction of losses associated with violation of labor discipline and losses due to organizational and technical reasons amount to an average of 22%.

However, there are also hidden reserves (Fig. 5). These are working time reserves by reducing unforeseen work. On average for the department they are 11%.

Conclusion: An analysis of the observation results showed that the main reason for the ineffective work of the department is the irrational use of their working time by employees.

Management decisions made based on the results of the work:

A planning and reporting system has been introduced for department employees. In accordance with it, each employee at the end of the working week (Friday until 12:00) must submit to the head of the department or his deputy a report on the work performed, as well as a work plan for the next week.

Part of the management's instructions who previously entered the department through a leading specialist, began to arrive to the department through a specialist (no category) and a specialist of the 2nd category. They also began to submit to management a report on their implementation.

In order to reduce the volume of unforeseen work, calculations and adjustments of estimates for contracts began to be carried out by department specialists solely on the basis of memos from departments, and not in an emergency manner.

Table No. 6. Work plan for the week

Table No. 7. Report on the implementation of the work plan

Instead of an epilogue:

MMM is an effective and fairly easy-to-use method for identifying employee/equipment working time reserves. Its main advantages are that it does not require any special training from the observer, nor a large investment of time and money for its implementation. Therefore, any leader (company, structural unit, store, warehouse, etc.) can easily use it in his management practice.

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