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ABSTRACT

WORK SAMPLING AND VIDEO TAPE ANALYSIS OF
PALLET MANUFACTURING OPERATIONS

by Winton A. Ross

Selected pallet manufacturing operations are
examined with respect to work methods, work station lay-
out and efficient use of machinery and manpower. They
are six cut-off saws, two nailing machines, three block
pallet nailing tables and two U. J. wire stapling
machines. Another objective is to use a portable video
tape recorder in time study analysis and comment on its
performance.

Work sampling is the primary tool used to measure
and describe the present situation on the four operations.
Time data are obtained through video tape analysis and
conventional stop watch time study techniques. Specific
time studies are reported on to describe the work methods
in use and the working relationships between crew members.

A considerable number of opportunities for improve-
ment were discovered. Recommended changes to realize
improvement and their effects are given and discussed.
Method changes are Justified by decreases in delay time

since no or very minimal capital expenditures are needed.

Winton A. Ross

By using a video tape recorder (VTR), valuable in-
sight as to its use as a work study tool was also gained.
The model of VTR used worked out very well in time study
applications.

Shortcomings in the work methods used on the four
operations are typical of many small— to medium-sized
pallet plants. An objective analysis of the particular
operations provides useful information to these other
mills as well as showing the mill studied the way to make

definite cost-saving improvements.

WORK SAMPLING AND VIDEO TAPE ANALYSIS OF
PALLET MANUFACTURING OPERATIONS

By

A"
4\ \

Winton AAbRoss

A THESIS

Submitted to
Michigan State University
in partial fulfillment of the requirements
for the degree of

MASTER OF SCIENCE

Forest Products Department

1968

ACKNOWLEDGMENTS

The author expresses his sincere gratitude to
Dr. Aubrey Wylie for his guidance and suggestions
throughout this study. I also thank Mr. w. R._Parks
for giving me the Opportunity to conduct a study at
Spring Arbor Industries, Inc. and Mr. Bud Gray and
Mr. Leon Smith for all of their assistance at the
plant.

Last, but by no means least, I thank Dr. Otto
Suchsland and Dr. Donald Bowersox (Marketing, Transpor-
tation and Administration) for their effort in reading

and commenting on the paper.

ii

TABLE OF CONTENTS

ACKNOWLEDGMENTS . . . . . . . .
LIST OF TABLES . . . . . . . .

LIST OF FIGURES . . . . . . .

LIST OF APPENDICES . . . . .
PART
I. INTRODUCTION . . . . . . .

The Wooden Pallet Industry.
Subject of Study . . . . .
Objectives of Study . . .
Literature Review. . . . .
Tools of the Work Study Analyst
Limitations and Assumptions .

II. METHODOLOGY. . . . . . .
III. RESULTS . . . . . . . . .

Work Sampling . . . . . .
Time Study . . . . . . .
Other. 0 O 0 O O O O 0

IV. SUGGESTIONS FOR IMPROVEMENT . .

Cut-Off Saw Operation-—Saws #1,
and A. . . . . . . .
Block Saws #5 and 6 . . .
Nailing Machine Operation .
Block Pallet Assembly Operation
Wire Stapling Operation. . .
General to the Firm . . .

V. CONCLUSIONS. . . . . . .
BIBLIOGRAPHY . . . . . . . .
APPENDICES . . . . . . . . .

iii

Page
ii
iv
vi

Vii

H

OCIDO\O\J:’[\J

2O

21
31
39

Al

A2
AA

A5

A8
50

52
59
62

Table

10.

ll.

12.

13.

1A.

150

16.

LIST OF TABLES

Summary of four Operations in study

Work sampling summary--(cut—Off saws 1,
2 , 3’ H-Operator) o o o o o

WONcsampling summary--(block cut—off saws
5 and 6-Operator). . . .

Work sampling summary--(nailing machines 1
and 2--2 man crew)

Work sampling summary--(block nailing tables
1, 2 and 3- nail crew) . . . . . .

Work sampling summary--(block nailing tables
1, 2 and 3-lay up crew).

Work sampling summary --(U. J.

machines 1

and 2—-Operator) . . . .

Running average
(operator)

Running average
(operator)

Running average
(Operator)

Running average
(Operator)

Running average
(Operator)

Running average
(Operator)

Running average
(2-man crew)

Running average
(2—man crew)

Running average

#1 (nail crew).

chart--cut-Off saw #1

chart--cut-Off saw #2

saw #3

chart--cut-Off

chart--cut-off saw #A

chart--block cut-Off saw #5

chart--block cut-Off saw #6

chart--nailing machine #1

chart—-nailing machine #2

chart--block nailing table

iv

Page

23

2A

26

27

28

3O

72

73

7A

75

76

77

78

79

80

Table
17.

18.

19.

20.

21.

22.

23.

2A.
25.
26.

27.

Running average chart--block nailing table
lay up crew #l. . . . . . . . .

Running average chart--block nailing table
nail crew #2 . . . . . . .

Running average chart--block nailing table
lay up crew #2. . '

Running average chart--block nailing table
nail crew #34 . . . . .

Running average chart-—block nailing table
lay up crew #3. . .

Running average chart--U. J. machine #1
(Operator, 3-man crew) . . .

Running average chart--U. J. machine #2
(Operator, 3-man crew)

Machinery specifications-—cut-off saws
Machinery specifications-—nailing machines

Nailing table information—-block palle
tables . . . . . . . . . .

Machinery specifications--wire stapling
machines. . . . . . . . . .

Page

81

82

83

8A

85

86

87
89
95

98

99

Figure

l.

10.
ll.
12.

13.
1A.

15.

16.

l7.

l8.

19.

20.

LIST OF FIGURES

Assembly Building Layout
Council's Analysis Sheet . . . . .
Example Of Work Sampling Form

Analyzing video tape with micro-timer. .

Multiple Activity Chart——Nailing Machine #2.

Multiple Activity Chart-—Block Pallet
Table #30 o o o o o o o 0

Multiple Activity Chart--U. J. Machine .
Typical Cut-Off Saw Layout . . . . .
Typical Block Cut-Off Saw Layout . .
Typical Nailing Machine Layout

Typical Block Nailing Table Layout.
Typical U. J. Machine Layout.

Time Study Report--Cut-Off Saw #1

Time Study Report--Block Cut-Off Saw #5
(Operator) . . . . . . . . .

Time Study Report-—Nailing Machine #1
(2-man crew) . . . . .

Time Study Report--Nailing Machine #2
(2-man crew) . . . . . .

Time Study Report--Block Nailing Table #3
(LL-man CI’GW) o o o o o o o o 0

Time Study Report-—Block Nailing Table #3
(A-man crew) . . . . . . . . .

Time Study Report--U. J. Machine #1
(3-man CI’GW) o o o o o o 0

Time Study Report--U. J. Machine #1
(3-man crew) . . . . .

vi

Page
13
1A
l7
19
3A

35
38
91
92
9A
97
100

103

10A

105

106

107

108

109

110

Appendix
I.
II.
III.

IV.

LIST OF APPENDICES

Work Sampling Reports . . .
Description of Four Operations .
Time Study Reports . . . . .

Description of Video Tape Recorder.

vii

Page
63
88

102

111

PART I

INTRODUCTION

The Wooden Pallet Industry

 

The importance of the wooden pallet industry is
exemplified by the fact that over 7 per cent of all lumber
or 20 per cent of all hardwood lumber produced in the
United States in 1967 was used in the manufacture of
pallets and containers. Pallet lumber consumption was
estimated at 2,586,550,000 board feet (1). In Michigan,
the pallet industry includes over one-hundred firms with
combined annual sales of $25 million.

There are two economic factors of importance in
the develOpment of a large and growing pallet industry in
Michigan. For one, there is an abundant supply of low to
good quality hardwood timber in the state. Two, the food
and automotive industries, two of the heaviest users of
pallets, have many plants located in the southern half Of
the state.

Wooden pallets are simple in design, can be pro-
duced with a minimum investment in machinery and can be
constructed using inexpensive, otherwise hard to market,
low grade material. Many pallet plants have been started
by a father and his sons nailing up pallets in their back-
yard during their spare time. As a result, there are

many people in the pallet industry who are unfamiliar

with the wood industry and/or with efficient methods of
manufacturing.

Marginal profit situations are characteristic Of
most pallet plants, Michigan plants included. Low pro-
duction rates, high labor costs, inefficient use of
machinery and excessive waste are a few of the reasons
for this situation. Quite Often Opportunities for im-
provement are overlooked because plant managers:

1) have a limited amount of money to spend on

technical assistance,

2) have very little knowledge of Industrial
Engineering techniques,

3) do not know that a limited number Of research
publications on efficient pallet manufacturing
methods are available through government
agencies, and

A) quite Often do not realize that their plants
have inefficient production methods.

The general objective Of this study is to investigate
selected Operations in a Michigan pallet plant in order to
identify areas for greatest improvement and make suggestions
to that effect. Many pallet plants have similar Operations
to the ones studied in this report. Therefore, the techni-
ques used and results obtained here will apply to a sub-

stantial number of other plants.

Subject of Study

 

The subject of this study is Spring Arbor Industries,
Inc., a pallet, skid and box mill located in Spring Arbor,
Michigan. Their manufacturing facilities are located in
two separate buildings--Assembly (Figure l) and box line.
The majority of their products are sold within a thirty-
mile radius Of the plant. Approximately forty full-time
and one—hundred-forty part—time employees make up the
total labor force. The plant Operates fourteen hours
per day, five days a week and usually five hours on Satur-
day.

Spring Arbor purchases crating grade lumber, cant
stock and a small amount of pre-cut pallet stock from sur—
rounding sawmills. The lumber and cant stock are processed
into various components. All of this material is then
assembled into pallets, boxes, bases and skids.

The writer's specific area of interest at Spring
Arbor concerns four operations (thirteen work stations)
located in the assembly building. They are six cut-off
saws, three nailing tables, two nailing machines and two
U. J. wire stapling machines (Table 1). Thirty—six men
are required to completely staff these operations. Using
a fourteen—hour working day--five days a week, this repre-
sents 126,000 man-hours Of direct labor per year (assuming
250 working days per year). Because of the high labor
content any increase in productivity on these Operations

could amount to a considerable cost savings.

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Objectives of Study

 

The purpose of this study is to systematically investi—
gate important factors affecting the efficiency and economy
of four selected pallet plant Operations in order to effect
improvement and reduce manufacturing costs. The main Ob—
jectives are to:

1. Improve the work methods at each Operation.

2. Obtain more efficient manpower and equipment

usage.

3. Use a portable video tape recorder for time

and motion study analysis and comment on its

performance and applications (Appendix IV).

Literature Review

 

Work Study

 

Organized work study procedures have been in existence
since the turn of the century. Gilbreth, Taylor, Emerson
and Tippet were most prominent in laying the early ground-
work (A, 6, 10). These men developed specific work study
techniques that were applied to solve many manufacturing
problems of the period.

Currie (6) states that "work study may be regarded
principally as a procedure for determining the truth about
the activities of existing people and existing plant and
equipment as a means to the improvement of those activities."

The techniques of work study provide a means of recording

in convenient form the pertinent facts about how an organ—
ization is using its resources. These records then can be
analyzed to ascertain where waste and unnecessary effort
occur so that steps can be taken to eliminate them (6).

There are in existence many research publications
on work study and operations improvement in all industries.
In the following paragraphs specific research publications
in the forest products industries, pallet plants in
particular, are discussed in brief.

In an article by Keppler, Huxster and Dyson (8)
work sampling methods and time study techniques are dis-
cussed. Its purpose is to give the forest products
specialists an appreciation and working knowledge of the
subject. Specific applications of industrial engineering
in the wood industry are shown.

In a 1958, U. S. Forest Service study by Heebink
and Forbes (7), a typical pallet plant is described. All
of the factors relevant to hardwood pallet manufacturing
are discussed and an "ideal" plant layout is developed.

A report by Koch (9) describes a proposed integrated
pallet plant for the utilization of Michigan low grade
hardwood. He discusses market potential, the manufactur-
ing process, cost data and the expected annual profit Of
such a plant. But, this research along with the work Of
Heebink and Forbes, involved the establishment of a new

mill, rather than the improvement of an existing one.

Probably the most important work involving improve-
ment Of an existing pallet plant operation was done by
Bowyer (5). His thesis includes discussion of appli-
cations and results Of work sampling and time study in a
Michigan pallet plant and two layout change proposals.

A report by Wheeler, Harold and Wylie (15) in-
cludes the economic factors of converting wood residues
into animal and poultry bedding. Work study techniques
are applied to Obtain cost and production data for the

particular pallet plant studied.

Tools of the Work Study Analyst

 

To study any industrial process there must be a
system of measuring performance and a universal criterion
for expressing those measurements. Since the most widely
accepted basis of payment for services is time it is most
logical to measure work with time (8). Therefore the
basic tool of the work study analyst is a timing device.

There are many types of stop watches, micro-timers,
etc. that an analyst may employ. Time can also be mea-
sured through the use of motion picture analysis either
by counting frames while viewing the film or inserting a
timing device in the picture during the filming.

One Of the newest work study tools is the video
tape recorder (VTR). VTR was developed in 1956 for
television broadcasting station use (13). By 1962, with

the rapid advancement in technology, it was simplified

and its cost reduced. This prompted many individuals to
consider its applications in fields other than TV broad-
casting.

In the April, 1966, issue Of the Journal Of In—
dustrial Engineering, Sakuma (12) reports that there are
many applications for the video tape recorder in the in-
dustrial engineering field. He lists such things as
work study, time study, work sampling, motion study and
employee training.

The use Of the video tape recorder closely parallels
the motion picture camera in work study analysis. But,
according to Sakuma, VTR has definite advantages over
motion pictures. Listed below are six advantages dis-
cussed by Sakuma.

1. NO film develOping is required--immediate
reproduction is possible by simply rewinding
and playing back the video tape.

2. Video tape can be used repeatedly at least
1000 times--this is a decided cost advantage
for the VTR.

3. VTR has a longer maximum continuous recording
time--ranges from sixty to ninety—three minutes.

A. Recording can be monitored-—eliminates the
chances for a recording mistake.

5. Larger number of fields (frames) per second

(higher accuracy).

10

6. Same recording can be used for micromotion and

memomotion studies.

A search reveals that there are no research publi—
cations On the direct application Of this new tool in
work study in wood products industries. A major Objective
in this study is to apply the VTR in time study work at

a pallet plant and comment on its performance.

Limitations and Assumptions
A study of this type is only a small segment Of
what would be needed to evaluate the total pallet manu-
facturing process. This research is limited to the
examination of only four Operations within the total pro—
cess. With that in mind, follOwing is a list Of specific
limitations and assumptions.

1. Any improvements suggested deal primarily with
work methods and the machinery currently in use
at the four Operations. The Objective is to
increase productivity on the machines pre-
sently in use-~not to increase production by
buying more or better equipment.

2. Assume any increase in production can be
marketed without lowering price.

3. Assume additional raw material procurement
will be no problem.

A. Assume product designs adequately satisfy end-
use requirements and can be produced with

minimum wastage.

PART II

METHODOLOGY

At the outset of the study the Objectives and pro-
cedures were explained to the management of Spring Arbor
Industries. During an employee meeting, Bud Gray,
accountant for the firm, explained to the day work
employees what I would be doing and asked for their
COOperation. Also, before making a video tape record—
ing Of an Operation, the plant superintendent and I ex-
plained to the men involved the reasons for the study
and what we wanted them to do.

Before making any detailed analysis of the four
operations, measurements were taken Of the entire assembly
building layout; all room dimensions, doorway and machinery
locations were recorded. Detailed work place layout mea—
surements and machinery specifications of the cut—Off
saws, block nailing tables, nailing machines and U. J.
stapling machines were also recorded. These data were
brought to the laboratory and a scale drawing of the
entire assembly building made (Figure 1).

An Operation analysis, using the Methods Engineer—
ing Council's Analysis Sheet, Form NO. 101, was performed
next (Figure 2). Its only purposes were to give a com-
plete View of the manufacturing processes and to serve
as a study guide; so the important factors affecting

production would not be overlooked.

12

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DETERMINE AND ammo!

DETAILS OF ANALYSIS

 

I. PUNI OF OPERATION

 

3. COMM: LI" 0' ALL OPERATION. PERFORMED ON PART
No. Ducn'pdoo Work Sta Dept,

 

 

 

 

 

 

 

 

 

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3

 

Can purpose be accompllshed
better otherwue?

 

Can oprn. bung analyzed
be eliminated?
be combmed wnth another"

be performed dunng Idle
penod of another?

Is sequence of oprns. best
porslblt'"

Should oprn he done in another
dept to saw: t0~t or handling?

 

3. INIPIC‘I'ION REQUIREMENTS
a--OI previous open.

br-OI due oprn.

c—OI neu oprn.

 

4. MATERIAL

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3. MATERIAL HANDLING
e—Brought by

h» — Removed by

_c— -Handled at work union by

 

0' SET-U? (Accompany deteripuon with sketch“ II neat-cry)

 

 

Arc tolerance. allowance. finish
and other requucmcnts
necessary?
too costly?

surtable to purpose?

 

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ttralglxtncss, and condItIon

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~ub~ututcd7

 

Should crane, pmutv tomeyon.
lott‘pans, or special trutlu be
used?

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LllrlJI.-€ rIIIVCLl

 

How are dwgs and tools
secured“

Can set-up be Improved"

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TOOLS
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Prnvrded?
Pram Ratchet Tools
Power Tools
Spl Purpose Tools
- Jags. Vtscs
Sufl‘m‘m’ Special Clamps
Futures
MultlplC
Duplicate
Mommi- Engineering Councll ANALYII. CHE"
Penn filo. “I

Figure 2.

l5

 

7. CONSIDER THE FOLLOWHNG POSS’IEIILJ'IES.

1. Install gravity delivery chutes.

2. Ute drop delivery.

3. Compare method: if more than one operator is working on same job.

4. Provide correct chair for operator.

I. Improve jigs or fixtures by providing electors, QUle-idlng clamps, etc.

6. Ute foot-operated mechanisms.

7. Arrange for two'handed operation.

8. Arrange tools and parts within normal working area,

9. Change layout to eliminate back tracking and to permit coupling of machmm
l0 Utilize all improvements developed for other job

 

0. WORKING CONDITIONS.

1- ‘Other Conditions

 

D. METHOD (Accompany With :k-‘tt'lItK or Pro-(er Chum if neceuary )

a Bt‘lt-It' Analysis: and Motion Study

b—After Analysis and Motion Study

 

 

RECOMMENDED ACTION

 

Light

Heat

Ventilation. Fumes

Drinking Fountains

Wash Rooms

Safety Aspectt

Duran Ll Part

Clerical \Vork chmred (to fill

out time cards. etc )
Probability oi Delays
Probable Mfg Quantitiel

 

Arrangement of \b'ufk Area
Placement of

Tools

Matenalr

Supplies
\Vorking Posture

0”“ mrthml follow liwa of
thmn Ek'llli|l|l\”)

An: lowest clau'cs .if' llll)\lm(7|[$
used’

See Su pplementary Report
Entitled

Date

 

OBSERVER .....................................

APPROVED BY

 

16

The next task was to conduct a work sampling study
of the four operations. It should be noted at this time
that work sampling has two main uses. It may be used to
measure activities and delays and/or to establish a time
standard for an Operation. In this study it is used to
measure activities and delays.

Probable activities and delays at each of the four
operations were classified into elements and defined
(Appendix I). A work sampling study form was also pre-
pared for each work station. Refer to Figure 3 for an
example.

An observation (one sample) consisted of looking at
a particular work station at a given point in time and
recording what was happening under the appropriate ele-
ment. Individual Observations were made at one—half
minute intervals; the time interval between observations
on the same work station ranged from approximately six to
fifteen minutes. After collection these data were con-
verted to percentage figures showing the portion Of time
spent performing each element (activity) at each work
station (Tables 8 through 23, Appendix I).

Every attempt was made to keep the Observations
random and unbiased. For example:

1. Each day the sampling forms were arranged in

random order. This determined the daily

observational sequence.

17

 

 

 

 

 

 

 

 

 

Study Subject Cut-Off Saw # Description
Operator
Date
Observer Winton Ross
Item Repetitions

 

Normal Cycle

 

Setting Up

 

Idle-avoidable

 

Wait on Handler

Wait on Off-bearer

 

Receive Instructions

 

Delay-Move in Lumber

 

Delay—Move out boards

 

Personal

 

 

 

Not Operate

 

 

 

 

 

Figure 3.——Examp1e of Work Sampling Form.

18

The Observer tried to be inconspicuous as
possible in order to keep the workers from
determining the exact instant that they were
being Observed.

Since all operation cycle times were con-
siderably less than the six—minute minimum
interval discussed above, individual Obser-

vations were independent.

The next phase of the study was to record the Oper—

ations on video tape for the purposes of: (1) time and

motion study analysis, and (2) evaluation of the video

tape system as a work study tool. These tapes were

brought back to the laboratory and played back through

the monitor to answer these questions:

1.

What is the present work method at each
operation?

What are the element and cycle times of a
given job?

What is the production efficiency of a given
crew or operator and why?

What types of data can be obtained with the
video tape recording system and how does it
compare with conventional stop watch time

study and motion picture analysis?

19

Time study data were Obtained from the video tape
by using a micro-timer while watching the playback on
the TV monitor (Figure A). Some time study data were
also Obtained with conventional stop watch study

techniques.

 

Figure A.——Analyzing video tape with micro—timer.

On the basis of all this information (layout draw—
ings, operation analysis forms, work sampling results
and time study data) problem areas are assessed and
suggestions for improvement made for the four Operations.
Comparisons of current to proposed production methods
are based on percentage increases in production.

A subjective evaluation of the video tape recorder's

performance as a work study tool is also made.

PART III

RESULTS

Work Sampling

As stated earlier, work sampling data were kept
separately for each work station within each Operation.
Also noted earlier was the fact that all work stations
within an Operation were, for all practical purposes,
identical with respect to kind of machinery, crew size
and work methods (Appendix II).

There was no attempt made in the work sampling
study to keep track Of individual employees and what
operation they were working on for several reasons.

For one, Spring Arbor Industries has a unique labor
situation. They hire a substantial number of part—time
workers and as a result have a high labor turnover rate.
One man may operate a U. J. machine one day, Off-bear

for a cut-Off saw the next day, work in a nail crew the
third day and not be there at all the fourth day. One
can imagine the difficulties this would cause in attempt—
ing to classify data by employees.

Two, it is assumed, since work methods employed
at similar work stations are basically the same, that
individual worker's effort rate and skill differences
would have little effect on work sampling results.

While it is possible that the length of a given work

21

22

cycle might be different for different Operators or
crews, the chances are good that the length of time

used to perform each element of the cycle will be changed
a prOportional amount. Thus, when elemental times are
expressed as a percentage of the total cycle time, the
results should be the same regardless of the individual
cycle times.

Another reason has to do with the objective Of the
work sampling study. The objective was not to determine
the effect of different employees on production efficiency,
but to describe the present situation and discover areas
where improvements are needed. It is realized that the
labor turnover situation may be a large factor in causing
specific production problems, but this is extremely
difficult to measure objectively.

For convenience Of discussion and ease of calcu-
lation the sampling data for the work stations within
each Operation have been combined (Tables 2 through 7).
By doing this one can refer to an average cut—off saw,
block cut-Off saw, nailing machine, block pallet nailing

table or U. J. machine for discussion purposes.

Cut-Off Saw Operation

 

Referring to Table 2, a number Of interesting facts
become immediately apparent. Note the large percentage
of time used in getting material to and from an average
saw (10.A%). Also note the large amount Of lost time

dUe to the Operator waiting on the Off-bearer (9.3%).

23

TABLE 2.--Work sampling summary--(cut-Off saws 1, 2, 3,
A-operator).

 

 

Number of Percent of

Element Observations Operating Time
Normal cycle 595 72.8
Setting up 25 3.1
Move in lumber 52 6.A
Move out boards 33 A.0
Wait on handler 6 0.7
Wait on off-bearer 76 9.3
Receive instructions 6 0.7
Personal 8 1.0
Idle—avoidable . 12 1.5
Miscellaneous A 0.5

Operate Total 817 (6A.21) 100.0%

Total Observations 1273

 

The average saw Operates only 6A.2 per cent of a
day. If 6A.2 is multiplied by four we get an estimate
of the utilization of the four saws (2.57 of a possible
A.OO).. In essence this means, that at Spring Arbor's
current production rate, three saws would more than do
the job.

A description of all elements is found in Appendix

Data in Table 3 clearly indicate that the block

saws are very inefficient--only 59.5 per cent productive

2A

(normal cycle). Actually the basic production method and
machinery used are efficient; other factors cause the low
productivity.

TABLE 3.—-Work sampling summary--(block cut-off saws 5
.ianda6eoperator).

 

 

Element Obggggzgiggs cpgiitgigtoige
Normal cycle 1A3 59.5
Setting up 6 2.5
Move in cants 20 8.3
Move out blocks 21 8.8
Level blocks 5 22 9.2
Receive instructions 1 0.A
Clean up station 11 A.6
Idle-avoidable 5 2.1
Personal 7 2.9
Miscellaneous A 1.7

Operate Total 2A0 (37.7%) 100.0%
Total Observations 636

 

Too much time is spent by the operator leveling
blocks in the bins (9.2%). However, because of the way
blocks dump into the bins, some time is undoubtedly
needed for this task. The reason for such a high
figure is that the Operator is overly concerned about

getting as many blocks into the bin as possible. As

25

can be seen, this is a costly task just to get an extra
seventy-five or so blocks in a block bin.

Note the low machine capacity utilization (37.7%).
This means that a great many more blocks than needed can
be produced. As a result there is little attention given
to this Operation concerning scheduling or efficiency.
If, for example, more cant material is needed at a saw
and other problems are pressing within the plant, nobody
gets too concerned about it. This is also true about

moving out full block bins.

Nailing Machine Operation

Material handling activities on the average nailing
machine involve only a small portion of the total time
(2.A% and l.A%). This is not a critical problem area but
it still deserves some discussion. A majority Of the 3J3per
cent delay is the fault of the crew, not of the material
handling system. It was mentioned in Appendix II that
finished pallets were stacked to a specified height
before being moved to storage. When this height is
reached, production on the nailing machine comes to a
complete halt until they have been completely moved out
of the way. This is not necessary because there is
plenty of room to start another stack and continue

production.

26

TABLE A.—-Work sampling summary-~(nailing machines 1 and
2-=--.-.2..m=an CREW) o

 

 

Element Obggggzgiggs 0p£i§tiigtTi£e
Normal cycle A22 73.3
Setting up 21 3.7
Move material in 1A 2.A
Move pallets out 8 1.A
Repair pallets A0 6.9
Adjust machine 11 1.9
Nail jam 15 2.6
Fill nail hopper 7 1.2
Receive instructions 2 0.3
Idle-avoidable 25 A.A
Personal 7 1.2
Miscellaneous A 0.7

Operate Total 57A (90.A%) 100.0%
Total Observations 635

 

Other problem areas are: (l) a lot of time spent
repairing pallets, (2) nail jamming, and (3) just plain
loafing (idle—avoidable). The major causes of these
delays are respectively slat thickness variations, use
of poor quality nails and lack of a real incentive to
work harder than necessary to get by. They account for

13.9 per cent of the total working time.

27

The machine utilization is fairly high (90.A%),
but there is still time available if production require-
ments increase.
Block Pallet Assembly
Operation

Since the nail and lay up crews perform two separate
functions (Appendix II) they were kept separate for work
sampling (Tables 5 and 6). Both crews on a given table

TABLE 5.——Work sampling summary—-(block nailing tables
1, 2 and 3-nail crew).

 

 

Element Number Of Per Cent of
Observations Operating Time
Normal cycle A06 53.5
Setting up 12 1.6
Move out pallets A 0.5
Wait on lay up crew 205 27.1
Lay up blocks 86 11.3
Repair pallets 32 A.2
Receive instructions A 0.5
Idle-avoidable 5 0.7
Personal A 0.5
Miscellaneous 1 0.1
Operate Total 759 (87.7%) 100.0%

Total Observations 865

 

28

TABLE 6.--Work sampling summary—-(block nailing tables
1, 2 and 3-1ay up crew).

 

 

Element o§§$3$§t§§ns opiiitiigtoiie
Normal cycle 587 77.A
Setting up 11 1.A
Move out pallets 6 0.8
Wait on nail crew 15 2.0
Lay up blocks 91 12.0
Repair pallet 16 2.1
Receive instructions A 0.5
Idle—avoidable 13 1.7
Personal 7 0.9
Miscellaneous 9 1.2

Operate Total 759 (87.7%) 100.0%

Total Observations 865

 

were not observed at the same time. During the study
each nail crew and then each lay up crew were Observed.
Therefore, Observations on each crew at each table are
independent. SO, these data should represent what each
crew is doing independently Of the other on an average
table.
It is very interesting to note that an average

nail crew is waiting a large portion of the time on the

lay up crew (27.1%). That indicates a considerable

29

work imbalance and may be the reason for the difference
in idle—avoidable times between crews. This will be
discussed later in more detail in the time study section.

A considerable portion of the Operating time is
used by both crews to lay up blocks (11.3% and 12.0%).
One might expect that the time should be equal for both
crews but, after close examination it was discovered
that the lay up crew actually does Spend more time on
this element. When the blocks in the jig are used up
they start tossing more into the jig. The nail crew
finish nailing on the last pallet before they assist
them.

The only other delay of interest on this Operation
is repair pallets. It is caused by "sloppy" nailing
procedures and less frequently by blocks splitting when
nailed. As expected the nail crew spends the most time
on this delay (A.2%). Sometimes they are assisted by
the lay up crew (2.1%).

A considerable portion of time is available for

increased production requirements (12.3%).

Wire Stapling Operation

Table 7 indicates that the largest delay occurrence
is wait on lay up man (12.7%). As with the block nailing
tables, this illustrates an unbalanced assignment of work
activities. Ideally the Operator should be feeding jigs
through the machine one after the other. He also has

to wait on the Off-bearer 3.2 per cent of the time.

30

TABLE 7.--Work sampling summary--(U. J. machines 1 and
2--Operator).

 

 

Element 0b§2$3§iig§s OpgiztgggtTiie
Normal cycle 268 62.1
Setting up 37 8.6
Move material in 17 3.9
Move material out 6 1.A
Wait on lay up man 55 12.7
Wait on off-bearer 1A 3.2
Receive instructions 1 0.2
Out of wire 13 3.0
Idle—avoidable 5 1.2
Personal A 0.9
Miscellaneous 12 2.8

Operate Total A32 (75.9%) 100.0%
Total Observations 569

 

The same type of material handling problems occur
here as on the nailing machines. Production does not
necessarily have to stop when material is moved in or
out but it often does (3.9% and 1.A%). It is simply
used as an excuse for an unauthorized rest period.

Three per cent lost time is due to changing wire
spools. This is not an important delay, but it could

be reduced by a slight change in method.

31

A considerable portion Of time is available for

increased production requirements (2A.1%).

Time Study

 

Work sampling data in the preceding section and
Appendix I give an overall picture Of how crew Operating
time is used at the four operations. The time study
data (video tape and stop watch) discussed below provide
an insight into the coordinated working and waiting time
of the crews. It illustrates the work methods in use
at each Operation more clearly than the work sampling
data. This is necessary before any recommendations for
method change can be made.

It is also intended that these data represent the
kinds Of information that can be obtained through video
tape analysis. When this is known specific statements
concerning the possible applications of this "new tool"
can be made (Part V).

A great number of different sizes, styles and
types Of products are manufactured at Spring Arbor. An
attempt was made to pick the highest volume or most
typical products to time study. This was determined
from discussions with the plant superintendent. Specific

time study reports are in Appendix III.

Cut-Off Saw Operation
Due to the large number of variables in cut-Off

saw operations, no attempt is made to estimate overall

32

production rates on saws #1, 2, 3 and A. The primary
objective in their analysis is to demonstrate the kinds
of information that can be obtained from video tape
analysis. A specific production run is reported on
(Figure 13, Appendix III).

Figure 1A is a report of a typical production run
on block saw #5. It is used to substantiate the state—
ment made earlier about the block producing capacity of
this operation. For example, the production rate given
is 16,660 blocks per eight-hour day (includes 20% allow-
ance). At this rate enough blocks for 1,851 pallets
could be produced (nine blocks per pallet--an average
of A62 pallets for each of the four tables). Even if
all tables were used 100 per cent of the time, which
they are not (work sampling data), enough blocks could

be produced on just one saw.

Nailing Machine Operation

The number Of steps or work elements performed by
a nailing crew depends on the style of pallet. Double
face pallets require six more steps than single face
(Figures 15 and 16, Appendix III).

The repair pallet element previously discussed as
a problem area (page 26) is further substantiated by
time study (Figure 15, Appendix III). On the JDF #2
base it represents 5.5 per cent of the average cycle

time. When slat material is not of uniform thickness

33

the nailing machine can not drive all nails flush with
the wood surface. The nails "sticking up" must be
driven down with hammers (repair pallet).

Figure 5 gives a graphic representation of the
crew's working relationship. Note how each man works
together very well and the lack of any apparent work
method problems.

Block Pallet Assembly
Operation

 

From work sampling it was determined that a con-
siderable work imbalance existed between the nail and
lay up crews. Time study data bears this out. The
average cycle time (15 cycles) for block pallet-H is
0.82 minutes (Figure 17, Appendix 111). During this
time the lay up crew is constantly busy while the nail
crew is idle 0.32 minutes per pallet (39.0% of the
average cycle time).

A new method was devised that re-arranged the work
duties. It was explained to the four men on Table #3.
After allowing them to become familiar with the new work
method, another time study was taken. Results show a
decrease in cycle time to 0.69 minutes (production in-
crease Of 18.8%). Figure 6 is a graphic comparison of

the two methods.

in

 

 

 

a.

Operator. FE) Helper
Set Backstop 0.03 .00 » I.
1 - l0.10 Handle U Stri era (3)
Handle Up TOp Slate (A) 0.08 p as I

 

 

 
   

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

L" —*_l_—n--‘ A, Luigi": ~1..:
wait On Helper m-ue-.. . , 0.09 PositiOn Stringers
W ---: -. ...-.:~a~...-_ ,7... , '
In: ' .1 M '.‘.__-.-__- 3.9.3.}. {$1.4-
b.20‘
Lay Up Top Slate 3 0.10 ' 0.10 Lay Up Top Slate
.30‘
Nail Top (3 strokes) 0.15 .. -0:15. Nail Top (3 strokes)
'-.A0'I
Turn-Pallet 0.0L ' ' o 03 Turn Pallet
Set Backstop 0.03 '. 0°03...L9"?Ti519
.50..I
andle Up 0 05 . M
~Bottom Slate (2) ' ‘ 30° 05, “a” °n.,£PP”t°r&;# 49:“
Lay Up . '
ottom Slate 0-05 Mb 0.05- Lay Up Bottom Slate
lNail Bottom (3 strokes) 0.08 : Io,08 Nail Bottom (3 strokes)
. p.701 . . ‘ .
Stack Pallet 0.08 , 0.08 Stack Pallet
n80i
=90:—
Avg. Net Time/lallet - 0.76 Min.
' ' I
*l.0 ‘
'1. l

 

 

 

 

 

Figure 5. —-Multiple Activity Chart.
(Net Times)

3A" x 314";
lire l6, Ap

2—Way Pallet
pendix,III.

Nailing Machine #2
Source: Fig-

35

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Method #1 Method #2
. Time .
Lay Up Crew Nail Crew (Min‘ Lay Up Crew Nail Crew
Walk To -QO o 06 Walk To
Right 0.07 . Right Nail
Nail Top - Lift
Lift 0 07 Slats 0'19 ».lo 0'05 Pallet 0-19 TOPt
Pallet ' . Sla s
0 ll Position
Position 0 13 PO . BlOCkS
\ . 'lurn M an #—
Blocks Pallet 0.03 0.03figjfiet ‘
81k TO 0 oh '
lg '
, Lay Up 0 l2 itack
.. a _ M ' allet
La U Wait For '30 0'18 Bitzom
y p Lay Up 0.18 ‘ S a S
Bottom 0.17 . .
Crew 2 0 06 Lay Down
Slats N0 ° Pallet
.. 0. h Walk To Walk To
0 Left 0°0h Right
Walk To
Nall , ~50 0.19 gay Egat" Nail
Stack 0.11 Bottom 0.8]. ‘ Op U - O 0.21 BOttom
Pallet Slats ' Slats
Lay Down 0 Oh h'60‘
Ballet ' ' - W 't 0 .
E - t al n ,
Ngilggp 0'03 - ~Q'Q6QNail Gregg 0.0h {2%E To
Lay Up 3a~* - ‘ -’ ‘.70‘
Top 0.18 Wait On .
Slats Lay Up 0.1h
Crew, " - '
'” ~.80—
#- .90-4
fvg. Net Time/Pallet - 0.82 Min. Avg. Net Time/Pallet - 0.69 Min.
'l.0‘

 

 

 

 

 

 

 

Figure 6.--Multiple Activity Chart. Block Pallet Table
#3 — Block Pallet-H (Net Times) Source: Figure 17,
.Appendix III.

36

Two general types of block pallets are made. On one
type individual slats are placed and nailed to the blocks
at the table. The other involves the use of a pre-
assembled slat top-—the top is stapled together on a
U. J. machine. One would expect the cycle time to be
shorter on the pallet with the pre-assembled top. This
was found to be untrue (0.85 min. as compared to 0.82
min. per cycle, Figures 17 and 18) for several reasons.

When making the first type of pallet the blocks
are positioned in the Jig to the exact dimensions of the
pallet. The Jig is not used to help position blocks on
the pre-assembled tOp type——but rather, they are positioned
by estimate. They then have to be re-positioned when the
top is placed on them. This is time consuming, eSpecially
when there are a lot of blocks on the table. This ac-
counts for the large difference in average times for
element #4 (Figures 17 and 18, Appendix III) which in-
crease the cycle time for the 36" x 36" red code pallet.

An interesting sidelight is the fact that the red
code pallet is priced ten cents lower than the H pallet.
Not only does it take longer on the block nailing table
to make; it also has the extra cost of stapling the tOp
assembly on the U. J. machine. This is Just one example
of the inaccuracy of pricing pallets primarily according
tO their lumber content (pallet red code has 8.1 bd. ft.--

pallet H has 8.14 bd. ft.).

37

Wire Stapling Operation

 

Work sampling data (page 30) showed a 12.7 per cent
delay due to the lay up man. This delay does not occur
on every product manufactured because it is strongly re—
lated to the number of boards that the lay up man must
handle and to how fasteach,creWMmember works. On one
panel (Figure 19, Appendix III) the operator has no
waiting time because of trouble he is having keeping the
boards in the Jig. Normally he would on this panel.

The panel reported on in Figure 20 is more normal and
shows an operator waiting time of 0.11 minutes. To
eliminate this idle time a change in the work method is
necessary.

These two time studies illustrate some of the
problems associated with this Operation. On certain box
panels the boards must be placed edge to edge in the Jig.
If the combination of boards for each panel have been
cut oversize they will not easily fit into the Jig.

This problem directly accounted for an increase in cycle
time of 0.23 minutes on the panel in Figure 19. Also
note how this increased the waiting time of the lay up
man and off-bearer.

The working relationships of the crew are more

clearly illustrated in Figure 7.

 

 

 

 

  
  

 

 

Time
Operator Off-bearer [Min] [my Up Man
R Pi '00
Position emove ece ° 1
O 08 . Place
t 1 ' From Ji 0.08
To 8 ap-e g . Boards In
b.1040.2l Jig a
9 Push To
Stack 0 . 17 - Operator
Re—align '
Boards &
Prepare 0‘36
To Staple . .
Foaltlon .0.05
._118
Place Runner
& Push To 0.11

 

 

 

 

 

Staple 0.27 *$°- -1

 

 

 

 

 

.70, - Place
C‘t - Boards In
0 Op 0 Oh ' .
Get Board ' . , 0-39 Jls &

j‘: . Push To

P h fag '.a- g;_ ev~flp 80‘ Operator
USL 1 :utlh-QI ‘t. - :1'3' '~ . a
Down ' 'f
Buckle _T
Finish
Staple

 

 

 

 

vs. Net Time/Subvaése bly - 0.99 Min.

 

 

 

 

 

Figure 7.--Multiple Activity Chart. U. J. Machine -
15 3/8" x 1M 3/8" Box Siding Sub—assembly (3 Jigs)
(Net Times) Source: Figure 19, Appendix III.

39

war.

During the data collection period a number of
plant-wide problem areas were discovered. This infor-
mation was obtained from personal observation and
through discussions with employees and management.

The general attitude of the employees is satis-
factory, but there is a definite lack of motivation to
work harder than necessary to get by. This was pointed
out in the work sampling results as a cause for some of
the material handling and idle-avoidable delays. During
a conversation with one employee he said, "I get paid
the same whether we make 100 pallets or 500 pallets a
day. So, why should I work very hard?"

Scheduling production runs is difficult because of
the large number of part-time employees that are hired.
These men come and go, working to their own schedule.
The plant superintendent seems to have little advance
notice as to how many men will be available at given
times of the day. The wire stapling machines act as a
"catch-all" for men that can not be assigned to other
operations. This is one of the reasons for using four
lnan crews on the U. J. machines at times.

Training of Operators and crew members is also
difficult with part-time help. As mentioned before,
one man may work on four or five operations for one
month and then quit. As a result an individual

employee may never become proficient at any one Job.

A0

Employee restroom, drinking fountain and canteen
facilities are adequate. But, men that smoke must step
outside the north entrance to the assembly building
during breaks. This is extremely uncomfortable during

foul weather.

Further discussion on these items is in Part IV.

PART IV

SUGGESTIONS FOR IMPROVEMENT

There are an unlimited number of suggestions for
improvement that can be made after any plant study. In
this report, attention is primarily given to the maJor
problem areas that can be improved upon without invest-
ing any money.

Cut-Off Saw Operation
(Saws #1, 2,’3 and A)

1. Sell one of the saws or operate all four saws
eight to nine hours per day instead of four-
teen hours.

Idle machinery is an expense in depreciation and
Opportunity cost. In Spring Arbor's case it also takes
up much needed floor space. Work sampling data indicated
an average saw operating time of only 6A.2 per cent.
With better scheduling of production it may be possible
to eliminate the night shift on these saws.

2. Instruct operators to move out of the way
cut-to-length pieces and continue production
when an off—bearer gets behind in his work.
(Reduce delay time by 9.0%.)

As discussed in the work sampling section the

Operator stops work when this happens. He could easily

push the piece on down the conveyor and continue working.

U2

“3

One other point needs attention. The Off-bearer
has to do a lot of walking in stacking pieces on the
carts and pallets. A special effort should be made by
the sawroom foreman to see that the most numerous length
pieces are stacked on the pallets and carts closest to
the Off-bearer. This would help considerably in keeping
the Off—bearer from getting behind in his work.

3. Use one lumber handler for two saws.

This would eliminate two Jobs when all four saws
are Operating. In fact, at any one time the maximum
number Of handlers would be two. Production would not
increase but labor cost would go down.

A. Install a more readily readable backguage.

A common metal measuring tape is currently in use.
This is hard to read, thereby causing an undue amount of
decision time for the Operators. One approach is to use
a piece of angle iron set behind and parallel to the
infeed gauge fence. Magnets may be color-coded red,
green, blue or other colors to correspond to a sequence
of cuts. When the Operator sets the stops, which are
also color-coded, on the outfeed gauge fence he sets the
magnets up on the angle iron. This simple backgauge
reduces the mental gymnastics required of the Operator
in choosing the combinations Of cuttings tO utilize the

entire board.

A“

Block Saws #5 and 6

1. Tell the operators to stop filling the block
bins so full. (Reduce delay time by 7.0%.)

This was discussed in the work sampling section
(p. 2b) as a maJor cause of lost time. There is no need
to spend that much time (9.2%) in leveling blocks Just
to fill a bin to capacity. Time could be better spent
in cutting more blocks.

2. Sell one of the block saws.

Since the average utilization of both saws is only
37.7 per cent it should be quite apparent that one saw
could do the Job, even if production requirements increased
by 25 per cent. This would also make available much
needed room around the block saw work station.

3. Install a buzzer system to give warning that
more cant material is needed or a full block
bin needs to be removed. (Reduce delay time
by 10.0%.)

When the operator is running low on material or
has a full block bin, he could simply press the buzzer.
A similar system is working very well at the nailing and
U. J. machines.

Currently 17.1 per cent of the operating time, of
which a good part is actual waiting time, is spent in

moving in cants and moving out blocks. A buzzer system

should reduce this to a more reasonable 5 to 10 per cent.

“5

3. Management should give more attention to this

operation.

Just because it is not a production bottleneck, it
should not be considered unimportant. This was discussed
in the work sampling section (page 25). Block cost could
be substantially reduced Just by looking at this operation

in a different light and making a few minor improvements.

Nailing Machine Operation
1. Discontinue use of Brand X nails--start using

Brand Y nails—-less expensive nail. (Reduce

delay time by H.0%.)

Most of the nail Jamming (2.6%) is the result of
poorly machined nails becoming stuck in the feed mechanism.
If it is not fixed immediately, the machine does not drive
the required number of nails in a pallet. These nails
must then be driven in with a hammer. This activity
causes a part of the 6.9 per cent repair pallet delay.

2. Establish and maintain thickness control on

slat material for nailing machines--at least
: 1/16". (Reduce delay time 5%.)

Material that does not meet this specification should
be scheduled for the U. J. machines or other Operations
'where thickness variation is not so critical. If this
is not possible Spring Arbor's management should investi-
gate the possibility Of planing some of the lumber or

'working with their suppliers more closely.

A6

3. Add a third man to the crew when making two—
sided pallets with less than four bottom slats.
(Would reduce man minutes from 1.52 down to
1.32 minutes on the 34" x 3h" pallet time
studied [Figure 16, Appendix III].)

The extra man would be placed at the back of the
machine. The original two—man crew would push a pallet
through the machine after nailing the top slats. They
would start another pallet while the third man turned
the last one over, nailed the bottom slats on with a
nailing gun and stacked it.

Caution should be used in determining when to assign
a third man. If the two-man crew can complete the first
half of the pallet in less time than the extra man can
finish the last half, the extra man will turn out to be
a production "bottleneck." This may cause an undesirable
increase in total man minutes. The possibility of this
occurring is a function Of the number of bottom slats and
the size (weight) of the pallet.

A. Instruct crews that they are not to stop pro-

duction when a stack reaches its specified
height. (Reduce delay time by l.A%.)

There is ample room to start another stack until

the lift truck removes the full one. Actually, there is

enough room to have two stacks at the same time.

47'

Block Pallet Assembly Operation

 

1. Change the work method of the two crews.
(Decrease cycle time by 15.8%--increase pro-
ductivity Of nail crew 27.1%.)

The effect of this on pallet-H has already been
discussed. Since the maJority of the block pallets are
similar in design their cycle times will be reduced
proportionally.

2. Alter the procedure of tossing blocks from

the bin onto the table. (Reduce delay time
by 5%.)

Instead of using four men for this task use only
two. Throw up only fifty or so blocks at a time instead Of
tossing up as many blocks as possible (presently 200 plus).
It is impossible to exactly balance the work load of the
two crews, therefore, one Of the crews will have some
idle time during which they can toss blocks up. With
fewer blocks on the table at any one time there will be
less trouble with positioning them in the Jig.

Another possibility is to have one man throw up
blocks for all four tables. He would travel from table
to table tossing fifty plus blocks up on each table.

This may work out very well using only part-time employees.
With this procedure the nail and lay up crews could spend

the maJority of their time making pallets.

48

3. Instruct the men in the importance Of good
nailing procedures. (Reduce delay time by
2.0%.)

Most of the “.2 per cent repair pallet delay is a
result of "sloppy" use Of the air nailing guns. As a
result nails are not driven completely into the wood and
must be driven down with hammers. This problem could be
lessened if the nail crew would take more care in using
the air guns. Some Of the block splitting would also be

reduced.

Wire Stapling Operation
1. When making panels with more than six boards
(slats) a four-man crew may reduce panel cost.
Use three men on all other panels.

The operator "waiting" on the lay up man varies
from almost zero to considerably more than 12.7 per cent
depending on the panel. It was noted during the work
sampling study that this delay was small when panels
with less than six boards or block pallet tops were
being made.

Although no specific data were taken on four-man
crews, it was observed that each man spent a lot of time
waiting for a Jig. Four Jigs instead of three should
be used to reduce this delay.

When three-man crews are used, it may be better

to position the lay up man and slat material in the

“9

general area Of the Off-bearer. They both could assist
each other in placing slats and runners in the Jig.
Jigs would then be pushed to the other end of the table
within reach of the Operator.

One basic time relationship must be satisfied be-
fore assigning four men to this operation. The cycle
time per panel must be reduced by more than 25 per cent
before a four—man crew would reduce the cost of a panel.
The total man minutes per panel for both crew sizes must
be known then before making a final decision. Just be-
cause the operator is waiting does not mean that a fourth
man would always be better.

2. Train the OperatOrs in a new method of handling

the "out of wire" situation. (Reduce delay
time by 2.0%.)

At the present time all of the wire on a spOOl is
used before a new one is installed. The new spool must
then be partly rolled out and fed into the staple forming
heads. The Operators should stop production before a
roll is completely used up. Then, by installing a new
spool and splicing the ends tOgether it would feed it-
self through the heads. The splicing would have to be
done in such a way as to allow the splice to go through
the heads without binding up. Some type of thin metal

collar that could be crimped at both ends would do the

Job.

50

Larger wire spools should be purchased. This
would also reduce the "out of wire" delay because each

spool would last longer.

General to the Firm
1. Establish some type of wage incentive program.
General effort rates or employee motivation are
below average based on experience from observing other
plants. It is felt that a wage incentive program that
would directly award an employee for harder than normal
work would greatly reduce their direct labor to sales

cost ratio.

2. Set up a formal training program for cut-Off
saw Operators.

Such a program, for example, could cover end
trimming procedures, how to use a backgauge, and how
much defect Of what types should be removed from boards.
All Of the lumber that Spring Arbor purchases is processed
on this Operation. Therefore, the saw Operators can
have a great effect upon the total cost picture, they
can "make or break" a pallet plant. For this reason
it is felt that a formal training program would reap

many benefits.

51

3. Establish "safe" indoor smoking facilities.

This suggestion really needs no further discussion.

A. Effort should be made in using full-time
employees as machine Operators. A real
serious look should be taken at the ad—
vantages and disadvantages of using part-

time help.

PART V

CONCLUSIONS

Four Operations (thirteen work stations) have been
described and analyzed according to limited obJectives.
Specific problem areas have been pointed out and sug-
gestions for improvement made. The maJority of the
suggestions deal only with method changes which involve
no capital expenditures. Therefore, percentage decreases
in delay time sufficiently Justify making the suggested
changes. These are given where applicable in Part IV.

One obJective of this report was to use a portable
video tape recorder (VTR) for time study work and com—
ment on its performance. By using a VTR some insight has
been acquired into its value as "a new industrial
engineering tool."

The maJority of time study information reported on
was obtained from video tape analysis. It is basically
the same as could have been extracted from standard movie
film analysis. But, one real advantage Of using VTR in-
stead Of a movie camera was direct cost. A total of
eight hours of video tape was used. Cost Of the tape
was $320 ($AO/one hour reel of tape). It would have
taken 120-100 foot rools of 16 MM film to make eight
hours of motion pictures. This would have cost $1050

for film and developing ($8.75/roll—black and white,

53

 

5H

filmed at sixteen frames per second). The video tape
is reusable and the film is not which gives an even
better cost advantage for VTR.

The initial cost Of a VTR system is higher than
a 16 MM motion picture system. But, as illustrated above,
savings in film cost alone would pay for the VTR in a
short time.

Ease Of Operation and convenience are two other
"plus" factors for the VTR. It can be set up and operating
in less than ten minutes. With the use of a monitor
there is very little chance Of ever making a mistake in
exposure settings or failing to get on tape exactly what
is wanted. If one is not satisfied he can simply erase
the tape and record the activity over again. With movie
film one has to wait until it is developed before deter-
mining if a mistake has been made. If one has been made,
the equipment must be set up again and the activity re-
filmed.

With VTR less attention has to be given to lighting
problems in a plant. The subJects can be in a poorly
lighted area and still be video taped without the aid of
floodlights.

Elemental times of 0.01 minutes were easy to Obtain
‘with the VTR used in this study. Shorter elements could
be timed with film analysis but this is unnecessary

'unless a very detailed (micromotion) time study is desired.

 

55

The method used to Obtain time data from the tapes
was crude when one considers all of the sophisticated
equipment that has been designed specifically for time
analysis of motion picture film. Video recorders were
not designed specifically for work study. Just recently
they have been applied in that regard, therefore, little
attention has been given to designing time measuring
equipment for VTR time study work.

Compared with conventional stop watch time study
VTR also has definite advantages. More attention can be
given to accuracy and the breakdown of elements when an
Operation is analyzed in the laboratory. If mistakes
are made or elements are missed the tape can be re-run.
If an element is missed in the plant with the stop watch
one must wait until it re-occurs.

When more than one man is working at an Operation
each person must be time studied separately. On an
operation like the block nailing tables, this would mean
that each crew's cycle times would be computed for differ-
ent pallets. By putting the operation on video tape each
crew's cycle times are computed for the same pallets.
'Therefore, work interrelationships between crews or
ivorkers can be more accurately determined with fewer
cycles. Also, less time is needed in the plant gathering
‘the time study data. There is always the possibility Of
llsing a time study engineer for each worker, but this

iJicreases the cost considerably.

 

56

There are numerous applications for VTR in the
field Of industrial engineering besides time study. Its
use in employee training probably represents the most
attractive one at this time. VTR training tapes can be
produced in less time than films primarily due to the
shortening of the planning phase. Tape cost is lower
than film by a 3.29 factor (one minute of film cost 3.29'
times as much as one minute of tape). }

VTR training can be used for a wide range of pur-

poses such as guidance in standard work methods, training

 

new employees, explanation Of principles and handling
of production machines, and training in correct safety
procedures.

No specific statement can be made as to who should
buy or use a VTR system. It depends completely upon the
individual situation and the needs of the people con-
sidering its purchase. One thing is certain. With
further research and development of VTR's, they will
eventually replace the motion picture camera as a work
study tool.

A secondary obJective of this report, beyond
satisfying the requirements for a Master Of Science
Degree, has been to demonstrate to Spring Arbor In—
dustries and other pallet firms the value of work study
analysis. The intent is to provide this company with
"facts and figures" about specific Opportunities for

improvement.

57

Many small firms in the forest products industry
simply have no basis other than personal opinion to guide
them in making management decisions. This is usually
due to their lack of knowledge of work study principles
and Of the savings that can be realized with better
work methods. Related to this is their belief that,
due to low profit margins, they cannot afford to pay
for professional help. The tragedy of this reasoning
is that they actually cannot afford not to get help.

For example, Spring Arbor Industries annual sales
is around $1,000,000. Direct labor cost for the whole
plant is 32 per cent of sales or $320,000. If delay
time on all operations in the plant was reduced an
average of 5 per cent, the direct labor cost would be
reduced by $16,000. This is assuming that the number
of units sold remains constant, therefore, the total
hours needed to produce the units would be reduced. If
the market would absorb increased production, the $16,000
‘would increase by the amount of profit that would be made
on the extra production. Therefore, the $16,000 increased
3profit is a fairly conservative estimate, especially
when one considers that the average delay time reduction
cnl the four operations is well over 5 per cent. It
SrKNlld be quite apparent from this example that Spring
.Arbcnr, and many other pallet plants in Michigan for that
rmitterg could easily pay for the services of at least

one Industrial Engineer .

58

In conclusion, it is the opinion of the writer
that if plant managers would apply work study techniques
in their plants (work sampling in particular) the
characteristically low profit margins in pallet plants

would be a thing Of the past.

BIBLIOGRAPHY

59

10.

ll.

BIBLIOGRAPHY

Baldwin, W. C. 1968. "Pallets from Low Grade
Hardwoods," Forest Products Journal, XVIII
(March, 1968), 11-13.

Barnes, Ralph M. 1931. Industrial Engineering
and Management. New York and London:
McGraw-Hill Book CO. 366 pp.

 

. 1957. Work Sampling. New York: John
Wiley & Sons, Inc. 283 pp.

 

. 1958. Motion and Time Study. New York:
John Wiley & Sons, Inc. 655 pp.

Bowyer, James. 1966. "An Analysis Of a Pallet
Manufacturing Process." Unpublished
Master's thesis, Michigan State University.

Currie, R. M. 1959. Work Study. London: Sir
Isaac Pitman & Sons, Ltd. 232 pp.

 

Heebink, Thomas B. and Fobes, Eugene W. 1958.
"Hardwood Pallet Manufacturing," U. S.
Forest Service, Forest Products Laboratory
Report NO. 2132. 32 pp.

Keppler, William E., Huxster, William T. and Dyson,
Peter J. 1962. "Work Measurements," North
Carolina State University Agr. Ext. Service
Report. 35 pp.

Koch, Peter. 1964. "Using Low-Grade Hardwood-—
A Proposed Integrated Plant Design,"
Michigan State University Cooperative
Extension Service Bulletin NO. 460. 28 pp.

Maynard, H. B. (Ed.). 1963. Industrial Engineering
Handbook. New York, Toronto and London:
McGraw-Hill Book CO. 1699 pp.

Niebel, BenJamin W. 1955. Motion and Time Study.
Homewood, Illinois: Richard D. Irwin, Inc.

“33 pp-

60

l2.

l3.

1“.

15.

61

Sakuma, Akiyuki. 1966. "A New Industrial Engineer-
ing TOOl: The Use of the Video Tape Re-
corder," The Journal of Industrial Engineering,
XVII (June, 1966), 209-216.

Weiler, H. D. 1966. "Art of Video Recording and
Its Pioneers," Audio, L (February, 1966),
39-1410

. 1966. "Application for Video Recording
and Closed Circuit TV," Audio, L (December,
1966), 60-61. ""'

Wheeler, Edwin Y., Harold, Monte R. and Wylie,
Aubrey E. 1967. "Animal and Poultry Bedding
from Residues of Primary Wood Conversion,"
Michigan State University Agr. Experiment
Station Report 60. 12 pp.

APPENDICES

62

APPENDIX I

WORK SAMPLING REPORTS

63

Work Sampling

 

Presentation of Data

As described in Part II, periodic Observations
were made at thirteen work stations in an attempt to
determine the use of time in an average work day. On
the cut—Off saws and U. J. machines only the Operators
were Observed-—they were considered the "key" as to
what activity was occurring. The two—man crews on each
nailing machine were Observed as one unit. The nail
crew and lay up crew on each block nailing table were
also Observed as one unit.

Sampling was done for eight days spaced over the
period from February 12, 1968, to April 17, 1968. Raw
data were converted to percentage figures for the first
day and accumulated daily into running average charts
(Tables 8 through 23). Under the eighth day column are
estimates Of the amount Of time each work station was
attended by an Operator or crew and the proportion of
the attended time given to various tasks. The per cent
Of time sums may not come out to exactly 100 per cent

because Of rounding errors.

64

65

Accuracy of Data

In any work sampling study there is always the
question of how many observations to take. The purpose
Of a study will suggest the degree of accuracy desired
and therefore the number Of Observations needed. There
should be a balance between the accuracy desired and
the economics (time) involved in taking a large sample.

The purpose Of work sampling in this report is to
define areas for improvement. NO attempt is made to
statistically Justify any Of these data.

It was decided in advance of the study that an
accumulated (running) average chart would be employed to
serve as a guide for determining the sample size. When
the accumulated average per cent occurrence Of a given
activity (element) varied less than i 2 per cent it was
assumed that enough samples had been taken. For example,
the normal cycle element in Table 8 ranges from 72 per
cent to 7A per cent over the last four days of study and
appears to level Off at 74 per cent. Realistically

speaking the eighth day of observations added very little

value to the study.

Description Of Work Sampling Elements

Elements Common to All
Operations

 

Normal Cycle.—-This includes all normal (productive)

 

work that is carried on at a particular work station. At
the cut-off saws and U. J. machines the Operator is Ob—
served; he is the "key" as tO what is happening at the
work station. At the nailing machines and block nailing
tables each two—man crew is considered as one person or
unit.

Both men in a crew must be non-productive before
the crew is considered non-productive. For example, if
one man is working and the other waiting, the crew is
Observed as working. This holds for all elements.

Setting Up.--This includes all work that is necessary

 

to change over what is being produced at a given Operation.
Such tasks as moving in new material, changing Jigs, re-
setting machines, etc., fall into this element.

Receive Instructions.--This element occurs when an
Operation or crew is non—productive because someone with
authority is giving them oral or written instructions.

Personal.—-When an Operation is non—productive or

delayed because one or more men is (are) getting a drink,

66

67

going to the restroom, etc. If the personal time does
not disrupt the productivity Of a given operation, it
is not recorded as personal time.

Idle-Avoidable.—-This basically involves loafing

 

by an Operator or crew member when it causes an operation

to be non-productive.

Miscellaneous.--This includes various unimportant

 

elements that occur sporatically and infrequently such

as talking, walking, etc.

Not Qperate.--When a particular Operation is idle

 

because of no crew or no work to be done.

Elements Specific to
An Operation
Cut-Off Saws #1, 2, 3 and A

Wait on Handler.--When the Operator can not complete
his next task because of the handler being behind in his
work.

Wait on Off-Bearer.--When the Operator can not com—
plete his next task because of the off—bearer being behind
in his work. This usually occurs when the off—bearer gets
behind in stacking and sorting the boards. Before the
operator cuts another board, he waits for the off-bearer
to return to his station.

Move in Lumber.--Includes all the time that a cut—

 

off‘saw is out of material (lumber). At least the three-

Inan crew at a saw and sometimes up to six or seven men

68

are involved in pushing the empty cart out and pushing
in another load. Production is assumed to begin when
the Operator starts up his saw again.

Move Out Boards.--This is similar to the Move in

 

Lumber element except here a full pallet or cart of pro-
cessed boards is removed from the work station and a new

one placed in.

Cut-Off Saws #5 and 6

Move In Cants.-—The period of time from when the

 

operation is out of cant material to when a new cart of
cants is rolled in and the Operation is back to a normal
cycle. This includes waiting for the cants to be delivered
from storage when applicable.

Clean Up Station.-—Time spent by the Operator sweep—

 

ing and doing general clean up work around the cut-off
saw. This is normally done when block production is
caught up.

Move Out Blocks.--Includes the time from when the

 

Operator stops cutting blocks because of a full storage
bin (box) until it is replaced with an empty one and
production is back to normal.

Level Blocks.--When the block storage bin is almost

 

full the blocks pile up and start falling onto the floor.
The Operator stops production and levels out the pile so

more blocks can be added.

69

U. J. Machines #1 and 2

Move Material In.—-Inc1udes all the time from when
the Operation is out Of material until new material is
moved in and production back to normal.

Move Material Out.—-The finished products (pallet
tops, box sides, etc.) are stacked to a specified height
or number. If the stack is not removed immediately the
crew stops work until it is.

Wait on Lay Up Man.--When the Operator is idle be-
cause the lay up man is behind in his work.

Wait on OffeBearer.--When the operator is idle
because the off-bearer has not removed the finished assembly
from the machine.

Out Of Wire.--This includes all lost time due to

 

changing an empty wire spool.

Nailing Machines #1 and 2

Move Material In.-—Same as U. J. Machines #1 and 2.

Move Pallets 0ut.--The finished pallets are stacked
to a specified height or number. If the stack is not
removed immediately the crew stops work until it is.

Repair Pallets.--One or both crew members use a
Ihammer to drive in nails not driven all the way in or
Inissed by the nailing machine. Normal production stops
(hiring this time. A

AdJust Machine.—-This is lost time due to the

 

(noerator making minor adJustments on the nailing machine

70

such as table height. It has nothing to do with the
setting up element.

Nail Jam.--Lost production due to nails Jamming
in nail tracks or nail feed heads. The operator must
climb up on machine and unJam it. If it is not unJammed
nails will be missing causing the Repair Pallet element
to occur.

Fill Nail Hopper.--Lost time due to dumping more
nails into the hopper.

Block Nailing Tables
#1, 2 and 3 (Lay up
Crew)

Move Out Pallets.--When the finished block pallet
stack is at a certain height (given number of pallets)
production stops until this stack is removed. All lay
up crew lost time because of this occurrence is in-
cluded under this element.

Wait on Nail Crew.--This occurs when the lay up

 

crew is waiting on the nail crew to complete its task.

Lay Up Blocks.--Production stops when there are

 

no more blocks on the nailing table (inside the Jig). All
four men at a table toss up and place blocks in the Jig
from the block storage bin located at the end of the
table. This element consists Of the time necessary to
complete this task.

Repair Pallet.--This consists Of re-nailing slats

 

to blocks or driving down nails that are not flush with

71

the wood. Hammers located on the table are usually used.
All four men stop production but usually only two men are
actively involved in making the repair.
Block Nailing Tables
#1, 2 and 3 (Nail
Crew)

Move Out Pallets.—-Same as the lay up crew Move
Out Pallets element. Again, all four men (both crews)
are idle during this time.

Wait on Lay Up Crew.--The nail crew must wait until
the lay up crew lays out the slats before they can nail.

This idle time is included under this element.

 

Lay Up Blocks.—-Same as lay up crew Lay up Blocks.
Repair Pallets.--Same as lay up crew Repair Pallets.
Most often the nail crew is actively involved making the

repair.

 

'72

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m N m N H N N N N e N H m H meamom ego m>oz
N NH a NH N NH N HH N N N m N H teeEaH cH m>oz
N a N N m N N a H m a H - - a: NcHeemm
ea NNN me NNH Na NNH me oeH He NN Na NN Na Na HN NH oHeNo Hastoz
meHe .meo msHs .meo msHe .meo meHe .aao aeHe .meo msHe .mao meHe .mp0 peHe .meo
No No No No No No No No No No No No No no No N0
N .02 H .02 a .02 N .02 a 0 .02 N .02 a .02 a .02
mnemEOHm
NNNNHN enea>mm NHNHN NNNHN ransom etHee emceem eatHN

 

2mm

 

.HLOHNLOQOV 2* 3mm ago-p50II.pamno meao>m wchcomII.HH MHm¢B

76

 

 

 

 

NHN NNN NHN NNH NNH HN NN NN Haeoe
OHH NN NN NN NN NN ON N oeaemao eoz
NN NON NN ONH NN NNH NN NNH ON NN HN NN ON N: NN NN Hmeoe memtmao
H N H H II II .II II II II II II II II II II mdomcmHHmomHE
m N N N N H N H N N N N a N N H HNeONNON
N N N N N N N N N N N N - - - - OHONOHoea-NHOH
: N H N N N N N N N N N N N N NI OOHONON a: ONNHO
II II II II II II II II II II II II II II II II mCOHuodermCH ®>Hmo®m
OH ON N NH N NH OH NH N N N N HH N - - -NNOoHN HN>OH
N NH N NH NH NH NH NH HH OH N N N N N N mNOoHN Ono m>oz
OH ON N NH N .NH N N N N N N HH N N N mecmo :H p>oz
N H N N H H H H H H N H N H N H a: NOHNONN
ON aNH ON NOH ON NN NN HN NN ON NN NN ON NN HN :H mH0NO Hastoz
msHN .mpO aeHe .NOO meHe .NOO OEHN .maO NEHN .NOO NEHN .meO NEHN .mOO NEHN .meO
No No No No No No No No No No No No No No No O0
N .02 N .02 N .02 N .0: N .02 N .02 N .02 N .02 madeNHm
NONNHN Necpeem seme NNNHN ceaaoa ONHNN Ocoopm OatHa
. Nmm

 

.HLOONLOOOV mm 3mm NNOquo xooHnIIupmco ommam>m wchcsmII.mH mqmaB

77

 

 

 

 

NHN NNN NHN NNH NNH HNH NN NN Hmeoe
NNN NNN NNH NNH NNH HOH NN NH apatmao poz
OH NN NH NN HH NN NH NN NH NH NH NH HN NH NN N Hmpoe ONNNNNO
N N N N N N N N NH N NH N NH N NN N maoacNHHOONHz
II II II II II II II II II II II II II II II II HNCONLOm
- - - - - - - - - - - - - - - - NHONOHoea-NHOH
N N N N NH N NH N NH N NH N N H NH H coHONON a: cNaHO
m H m H a H a H II II II II II II II II mcoHpostpmcH o>HoOmm
N N N N - - - - - - - - - - - - NNOoHN HN>NH
N N N N NH N NH N NH N NH N NH N NH H NNOOHN use o>oz
II II II II II II II II II II II II II II II II mpcmo CH m>OE
N N N N N N N N NH N NH N HH N NN N a: NOHHOON
NN NH NN NH NN NH NN NH H: N H: N ON N NN N NHONO Hastoz
NEHN .NOO NEHN .NOO meHN .NOO meHN .NOO meHN .NNO NEHN .NOO NEHN .NNO NEHN .NOO
no No NO NO NO no NO NO NO No NO No mo no no No
N .02 N .02 N .02 N .o: N .o: N .o: N .02 N .02 NOONENHN
NONNHN Neca>mm NONHN NONHN Neeaoa ONHNN OOOONN ONNHN
zmQ

 

.Aaoumaooov mm 3mm NNOIpzo xooHnIIupmco owmao>m wchcomII.MH mqm¢9

'78

 

 

 

 

NHN NNN NHN NNH NNH HNH NN NN HNNoN
NH NH NH NH N N N N mumpmao poz
NN NNN NN NNN NN NNN NN NNH NC NNH “N NHH NN NN NN NN HNNON NNNNNNO
H N H N H N H N H N H H N H N H NaomcmHHmomHz
H .H H m m m N a II II II II II II II II HmCOmchm
N NH N NH N N N N N N N N N N NH N NHNNNHO><INHNH
H N H H H H H H II II II II II II II II mcoHNosmecH m>HmomN
H N H N H N H H H H H H II II II II pmgao: HHNz HHHN
N N N N N N .N N H N N N N H II II ENN HHmz
H N H N H N H N H N H H N H II II Nchomz NNNNNN
N ON N NH N NH N HH N N N N N N N H NNNHHNN NHNNNN
H N H N H N N N N N N N N N N H use NNNHHNN m>oz
N N N N N N N N N N N N N H N H cH HNHNNNNE m>oz
N N N N N N N N N N N N N N II II a: NcHNNmm
NN NNN NN NNH NN NNH NN NNH NN . NNH NN HN NN NN NN NH mHoNN HNENoz
NEHN .mpo NEHN .mNo NEHN .mp0 NEHN .mno meHN .mno meHN .mNo EH9 .mNo NEHN mno
NO NO no no no No No no no no No No No no No no
N .02 N .02 N .o: N .02 N .o: N .o: N .02 N .02
LNNNHN cpcm>mm NNNHN NNNHN cpgsom NLHNN Neoomm NNN N mpcm5mHm
Nag

 

.Azmpo :mEImV HN mcflzome mQNNNNCIIuLmno mwmpm>m wcficczmll.za mHm<B

'79

 

 

 

 

NHN NNN NHN NNH NNH HNH NN NN Hmpoe
NN NN NN NN NN NN NN N mpmgoao poz
NN NNN NN NNN NN HNH NN NNH NN NNH HN NN NN NN NN NN HNNoN mpmgmao
H m H N H H H H II II II II II II II II msomcmHHmomHz
H N H N H N H H H H N H N H N H HchNNmN
N NH N N N N N N N N N N N N N H NHNNNH0>< mHNH
II II II II II II II II II II II II II II II II mcoHpozppmcH m>Hmomm
H N N N N N N N H H N H II II II II gmaaox HHNz HHHN
N N N N N N N N N N II II II II II II ENN HHNz
N N N N N N N N N N N N HH N NH N mchomz NNNNNN
N 0N N NH N NH N N .N N N N N N N H mpmHHmN NHNNNN
N N N N N N N N N N N N N H II II pso mpmHHmN m>oz
N N N N N N N N N N N N II II II II cH HNHpmpmz m>oz
N NH N NH N NH N NH N NH N N N N N N a: Nchpom
NN NNH NN NNH NN NHH NN NOH NN NN NN NN NN NN NN NH «HoNo HNENoz
oeHa .mno msHe .mno NEHN .mno NEHN .mp0 meHe .mpo NEHN .mNo NEHN .mNo NEHN .mpo
no no no no no mo No 90 go No No No No no no No
u .02 N .02 N .02 N .02 N .02 N .02 N .02 N .02 mucmEmHm
:pnNHm npcm>om cprm NNNHN cupsom NNHNN Ncoomm NNNHN
Nan

 

.Azmpo cmEImv mm wcficoms wcHHchleLmno mwmpm>m wchcsmII.mH mam<9

8C>

 

 

 

NNN NNN NNN NNH NNH NHH NN NN Hmuoe
HN HN mm mm NH NH II II mumpmao poz
NN NNN NN NNH NN NNH NN NHH NN NHH NN NN CNH NN NNH NN Hmpoe mumpmao
Hv H H H H H H H II II II II II II II II mzomcmHHmomHz
Hv H II. II II II II .II II II II II II II II I... Hmcomhmm
H N H N H N N N N N N N II II II II memNHo><ImHNH
H N H N H H H H H H H H N H N H mcoHpoNNpmcH m>Hmomm
N OH N N N N N N N N N N N N N H NmHHwN NHNQNN
HH NN HH HN NH NH NH NH NH NH HH CH NH N N H mNoon a: NNN
NN NN NN NN NN NN HN NN NN NN oN NN NN NN NN NH .3mpo a: NNN co NHN:
Hv H H H H H H H H H H H N H N H mNmHHmN use o>oz
N N H N H N N N N N N N N N N H as wcHNNmN
HN HNH ON NN NN NN NN NN NN . NN NN NN NN ON oN OH mHoNo Haggoz
NEHN .mno NEHN .mp0 NEHN .mno NEHN .mpo NEHN .mpo EHN moo NEHN .mpo NENN .mpo
No No. No No No No No No No No No No No No No N0
N .02 N . .02 N .02 N .02 N .02 N .02 N .02 N .02 mpcmEmHm
cuanm zucm>mm NNNHN NNNHN cpgsom NNHNN Ncoomm ungHm

 

mam

 

.Azmpo HHch Hm mHnmu mcHHHmc xooHnIIprno ownpm>m wcficcsmII.mH mqmds

81

 

 

 

 

NNN NNN NNN NNH NNH NHH NN NN Hmpop
HN HN . mm mm mH mH II II mumpmqo p02
NN NNN NN NNH NN NNH NN NHH NN NHH NN NN NoH NN NNH NN Hmpoe mumpmao
N N N N N N N N N N N N N N N N msomcmHHmomHz
Hv H H H Hv H H H H H N H II II II II HNCONLNN
N N N N N N N N N N N N N N N H memNNo><ImHNH
H N H N H N N N H N N N N H N H mcoHposppmcH m>HmomN
N N N N N N N N N N N N N N N H pmHHmN NHNNNN
NH NN HH HN HH NH HH NH ,NH NH NH N N N N H mNoon a: NNN
N N N N N N N N N N N N N N N H . gage HHmz co NHN;
H N N N H N N N H , N N N N N II II mpmHHmN use m>oz
N N H N H N N N H N N N N N II II a: NchpmN
NN HNH NN HNH NN NNH HN NN NN . HN NN NN NN NN NN NH mHoNo Hmagoz
mEHN .mpo NEHN .mpo NEHN .mp0 NEHN .mno NEHN .wpo NEHN .mNN NEHN .mNo NEHN .mno
N0 N0 No No no No No No N0 N0 No No No No No No
N .02. N .o: N .o: N .02 N .o: N .o: N .02 N .0:
mucmEmHm
NNNNHN Npcm>mm :prN NNNNN Nppsom NLHNN cacomm NNNHN
NmQ

 

.HN 3mpo a: NmH mHnmp mcHHNm: xooHpIImeno mmmpm>m mchczmII.NH mqm<e

822

 

 

 

 

NNN NHN HNH NNH NN NN NN NN H30N
N II II II II II II II mumpmao poz
NN NNN OOH NHN OOH HNH OOH NNH OOH NN OOH NN OOH NN OOH NN HNNON mpmnmgo
II II II II II II II II II II II II II II msomcwHHmomHz
H N Hv H H H H H m H H II II II II Hmcomgmm
H N Hv H II II II II w II II II II II II NHNNNHO><IQHNH
II II II II II II II II m“ II II II II II II mcoflposgumcH m>Hmomm
N OH N N N N N N m N N N N II II pmHHmN pfimamm
OH NN N NH N NH N NH m N N N N NH N NNOOHN a: NNN
NN NN NN ON NN NN NN NN m NN NN NN NH ON N .szO a: NNN co NHN:
H N H N H N H N m N N N N N H mNmHHNN NNO m>oz
H N H N N N H N s N N II II II II NO NcHNpmN
NN NNH ON NNH ON NN HN NN NN NN HN HN NN NH mHoNO HmeNoz
NEHN .mpo mEHN .mpo mafia .mOO meHe .mno NEHN .NNO mENN .mNO NEHN .mpo NEHN .mpO
No No No No No No No No No No No No No No No No
N .02. N . .02 N .02 N .02 N .02 N .02 N .02 N .02 mpcmENHm
spcme zucm>mm chHN NNNNN NNNNON NLNNN Ocoomm NNNNN ,
_ Nam

 

.NN 3NNO HHN: mHnmu wcHHHNc NooHnIIppNno mwmpo>m wchcsmII.NH mHmNB

 

 

 

NNN NHN HNH NNH Na NN NN NN Hmpoa
m II . II II II II II II mumpmao uoz
NN NNN OOH NHN OOH HNH OOH NNH OOH NN OOH NN ONH NN OOH NN Hmpoe mumpmao
H N H N H H H H H H H H II II mzomcmHHmomHz
H N H N N N H N m N N II II II II HNCONNNN
H N H N H N H N m N N N N II II meNOHo>NImHNH
Nv H II II II II II II m“ II II II II II II mcoflposppmcH m>Hmowm
U
H N H N H N H N NH N N N N II II NNHHNN NHNQNN
NH ON HH NN NH NH NH NH m NH NH N N N N mNooHN NO NNN
N N H N H N H N m II II II II II II . 3mNO HHNz co NHN:
H N H N H N H N m k N N N N H mpmHHNN pso m>oz
Hv . H Hv H H H II II m II II II II II II a: NcHuOmm
ON NON HN NNH ON NNH ON NNH I NN NN HN NN NN NN mHoNO Hmspoz
NEHN .mno NEHN .mpo NEHB .mNO NEHN .NNO mE.N .NOO wave .NNO NEHN .mNO NEHN .mOo
No No No No No No No No No No No No No No No N0
N .02. N .02 N .o: N .o: N .o: N .o: N .02 N .02 mpcmemHm
NNNNHN cpcm>mm, cprm NNNNN cppzom NNHNN Ncoomm NNNHN

 

\o

>NQ

 

.mN zmpo a: NNN mama» MCNHNNC xooHnIIuLMCQ mwmpm>w wcaczsmII.mH mqm<B

84

 

 

 

 

OON ONN NON NNH NNH NHH ON NN Hmpoe
N N NN NN NN NN NN II mumpmqo No2
NN NNN NN NHN NN HNH NN HNH NN NHH HN NN Np NN OOH NN Hmpoe mpmgmqo
II II II II II II II II II II II II II II II II msomcmaamomfiz
Hv H H H H H H H II II II II II II II II HNCONNNN
Hv H H H H H H H H H H H N H II II oHONoNo><ImHnH
H N H H H H .H H H H H H N H N H mcoHposppmcH m>HoomN
N NH N HH N N N N N N N N N N II II NNHHNN LNNNNN
NH NN NH NN OH NH OH NH OH HH HH NH HH N NH N NNOOHN a: NNN
NN NN NN NN NN NN NN NN N NN NN Hm NN NH NN N szO a: NNN co NHN:
II II II II II II II II II II II II II II II II mumfiamm p30 m>oz
N N H N N N H N N N N N N H N H a: NchNmm
HN NNH HN HHH NN NN NN NN NN NN ON HN ON NH ON OH «HONO Hmagoz
meHe .mpo meHe .mOO NENN .NNO NEHN .mNO mENe .mpo NEHN .NNO NEHN NNO NEHN .mOO
MO ho .HO MO .HO MO .HO 90 two (HO «HO (HO (H «HO .HO @O
N .02. N .02 N .o: N .02 N .02 N .O: N .02 N .02 mpcmEmHm
NNNNHN cucm>mm NNNNN NNNHN NNNNON ONHNN Ocoomm NNNHN
NNQ

 

.MN zmpo NNN: manmp chHHmc xooHpIImeco mwmpm>w

chcczmII.ON NNNNN

85

 

 

 

 

OON ONN NON NNH NNH NHH ON NN a Hmpoe
NN NN NN NN NN NN NN II NNNNNNO Noz
NN NNN NN NHN NN HNH NN HNH NN NHH HN NN NO NN OOH NN HNNON NNNNNNO
H N H N H N H N H H H H N H N H msomcmHHmomHz
H N H N N N N N N N H H II II II II Hmcomgmm
N N N N N N N N N N H H II II II II NHNNOHO><INHNH
II II II II II II II II II II II II II II II II mcoNpUSmecH m>fimomm
N N N N H N H N H H H H II II II II NNHHNN NHNNNN
NH NN NH NN NH NN NH HN NH NH NH NH NH N NH N mNOOHN NO NNN
N N N N N N N N N N N N N N N N NNNO HNNz co NHN:
Hv H Hv H H H H H H H N H N H II II mNmHHmN N30 m>oz
N N N N N N N N N N N N N H N H NO Ncflppmm
NN NON NN NNH NN NNH NN HNH NN . HN NN NN NN NN NN NH oHoNO Hmeuoz
NEHB .mpo meHe .mpo NEHN .mpo NEHN .mNO NEHN .mNO NEHN .NNO NEHN .mNO meHe .mNO
No No No No No No No No No No No No No No No N0
N .02. N A .02 N .02 N .o: N .02 N .02 N .02 N .02 mucmEmHm
Npcmflm Npcm>mm NNNHN NNNHN NNNNON ONNNN Naoomm NNNHN
Nam

 

.MN 3wpo a: NNN mNnmp mCHHch xooHnIImeco mwmpm>m mcflccsmII.Hm mqm¢e

86

 

 

 

 

NNN NHN NNH NNH ONH NN NN Hmpoe
mm m: N N N H N mumpmqo p02
NN NON NN NNH NN NNH NN NNH NN NHH NN NN NN NN proe mumpmao
m N N N N m WW m m m m II II II II mzomcmaamomfiz
H m NV H N H m N H N H H II II II II Hmcompmm
H N N N N N WW N N N N N H II II NHONESNINHOH
N N N N N N Wm N N N N N N NH N 8H: No NNO
Hv H Hv H H H “Wm H H H H II II II II mOoHpozppmcH m>flmomm
N NH N HH N HH WWW. N OH N O N N N H I NNNNNNINNO co NNN:
N NH N NH OH NH WNW HH NH NH NH NH HH NH N cm: NO.NNN co NHN;
H N N N N N “NW. N N N N II II II II NOO HNHNNNNE m>oz
N OH N N N N W N N N N H H N H OH HNHNmNmz m>oz
N NH OH NH OH NH mw N HH N N N N II II NO wchpmm
NN NNH NN NN NN NN NN NN NN HN NN ON NN NH NHONO stuoz
meHe .mOo meHe .mNO NONE .mOO NEHO .mp0 msHe .mOO NENN .NNO NONE .mOO NEHN .mOO
mo no no mo No no go go no no No no no no no no
u .02. N .02 N .02 N .02 N .02 N .02 N .02 N .02 mpcmEmHm
anme ONcm>mm :Nme ONNHN NNNOON ONHOO Ocoomm NNNHN
. awn

 

.Azmpo cwEIm .LOmeonv Hm mcflcomE .h .DIngmzo mwmnm>m mcficcsmll.mm mqm<9

 

87'

mom mmm mom mmH mmH mofi :m mm pr09

NN ON . N: NN NN N HH HH mumpmao poz
NN ONN NN NNH NN NNH NN ONH NN OOH NN NN ON N: NN :H Hmpoe mumpoao
N N N . N N N N N N N z N N H II II wsomcmHHmomHz
H N H N H H H H H H H H N H II II HNCONNNN
H N H H H H H H II II II II II II II II «HOmoHo><ImHoH
N N N . N N N N N H H H H II II I» II . NNH: No pso

II II II II II II II II II II II II II II II II mcoHposapmcH m>Nmomm

H N H H H H H H H H II II II II II II pmpmmmwNNO co NHN;
NH NN NH NN NH NN NH NN NH NH NH NH NN HH ON N cm: NO Nag :0 pHmz
H N N N N N N N N I N II II II II II II . use HmHampwz m>oz
N N N N N N a N N N N ,N II II II II cH Hmemumz o>oz
N HN HH HN N NH N NH NH NH NH NH N N II II a: wchpmN
NN . NNH HN NHH HN NN HN HN ON . ON NN N: NN NN ON N «HONO Hmsgoz

 

msHN .mno msHN .mno msHN .mno meHN .mOo NENN .NOO NEHN .mOO mEHN .mpo oeHN .moo

 

 

no no. no No No No no No No No No no No No no No
u .02 u _ .02 R .02 u .02 a .02 N .02 a .02 n .02
I mpcmEmHm
npcmHm nucm>mm cprm :uNHN appsom ONHcN Ncoomm pmNHm I
. Nam

 

.Azwpo cNEIN .NONNNNQON NN chcoms .N .DIIupmco mwmpm>w wchcsmII.mN mgm<a

APPENDIX II

DESCRIPTION OF FOUR OPERATIONS

88

89

Present Methods

 

Cut-off Saw Operation

There are six Porter automatic hydracut saws in use
at Spring Arbor (Table 2a). Four saws (Nos. 1, 2, 3, 4)
are located in parallel production lines (Figure 1) and
are primarily used for cutting into specified lengths,
2/4", “/4", 5/4" and 6/H" x W" x L' lumber. Of this,
approximately 95 per cent is green crating grade mixed
hardwood and 5 per cent No. 3 common spruce. Saws No. S
and 6 are also located together but separated from the
battery of four saws. They are only used for cutting
blocks for the block pallet assembly operation. All cant
(timber) stock is aspen.

TABLE 2U.--Machinery specifications--cut-off saws (Source:
in plant observation and manufacturers' specs.)

 

 

Saws #l,2,3,u Block Saws #5,6

Porter Model 43Jl-20" stroke Same

length
Motor 7 1/2 H.P. 10 H. P.
Saw Arbor Speed 3600 RPM 3M80 RPM
Saw Blade 18" Dia.--carbide Same

teeth
Height 55" Same
Miscellaneous ‘ Hand pedal control Foot pedal control

Metal tape backgauge

 

9O

Sawlines #l, 2, 3 and A are operated by a three—man
crew (Figure 8). Basic work methods of the crews are
identical. Each crew consists of a lumber handler, oper-
ator and off-bearer. The lumber handler unstacks the
lumber from a cart, turns the poor side up and places it
on the dead roll conveyor within reach of the operator.
The operator positions each board for the trim cut and
after squaring the end, proceeds to cut it up into speci-
fied lengths. Defect and end trim cuttings over four
inches in length are tossed into the scrap box. All
other trimmings fall into a small box under the dead
roll conveyor. As the lumber is being processed the
off-bearer stacks the cut-to-length pieces on two-wheel
factory carts and/or pallets located near the saw.

Lumber to be cut on these saws is placed on four-
wheel carts located Just outside the large door south of
the saws. When needed, the carts are pushed by at least
three men and most generally up to six men, through the
doorway and into position between saws #1 and 2 or #3 and
A. One lumber cart will serve two saws. When a cart or
pallet is loaded with cut-to—length pieces it is removed
by an electric hand fork lift or pushed away by manpower.

Block saws #5 and 6 are each operated by one man
(Figure 9). He unstacks cants from a cart, positions
two to four cants on the dead roll conveyor, trims the

ends and then proceeds to cut them into blocks.

91

.ACONpmpmdo ZNN mmowpzov usommH 2mm NNOINSO NNOHQNBII.N ogszm

 

 

 

 

 

 

 

 

 

 

.rrmu z: mmEfi—[IIIV

A , : _ _>

955 MEANS

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

o m o A o

 

 

 

 

 

 

 

Mmaunwn nmnasq I AUV . . .3<m
Mohwm I I

p I: O @ xom NEON ISO N58

NOpwtho I ‘ .

pomp : u :N meom
“me

 

 

 

 

 

 

92

.ACOprmeo 3mm NMOIpzov psozma 3am NNOIpdo gooao HNOHQNBII.N opzwflm

 

 

 

 

Hmdo zo mfiz<o

 

 

 

 

 

F

Noumpmmo I ‘

pmmm : u :N mawom
Cami

0H5 moem

 

Q<Hommm

 

N210,

 

 

 

 

 

N

 

 

E_:_:::I_MI_M_ DD

 

 

 

 

 

3<m
who
IBDO

 

 

. % ZHm
mowm>zoo eqmm m>H — mooqm

 

 

93

Special steel Jigs for cutting different length
blocks are used. They enable the operator to simply push
the cants up flush with the backstop, activate the foot
pedal to make one saw pass and repeat that process until
the cants (two-four @ a time) are cut up. Blocks fall
onto a moving belt conveyor which dumps into a block
bin. End trimmings are tossed into the scrap barrel.

Cant material on carts is positioned between these
saws in a manner similar to the way lumber is moved into
the battery of four cut-off saws. It usually takes only
one man (block saw operator) to do this Job. When a
block bin is full it is replaced with an empty one and

then removed to storage by an electric hand fork lift.

Nailing Machine Operation

Spring Arbor operates two Morgan nailing machines
(Table 25). They are used only for assembling and nailing
stringer type pallets. Work methods used and general
work station layouts are for all practical purposes
identical (Figure 10). The material used consists of
various sizes of mixed hardwood stringers and slats
(deckboards) depending upon the pallet being manufactured.

The crew at each machine consists of an Operator
and helper. Such tasks as laying up slats, feeding
pallets into the machine, turning over pallets if they
Iare two-sided and stacking the finished pallets are

performed simultaneously by both men. The operator is

9A

 

 

NAI LING

 

MACHINE

FINISHED PALLET
STACK

 

 

 

 

 

 

 

 

TR INGERS

   

Key:
Scale 1" = h feet
‘ - Operator

A - Helper

Figure lO.——Typica1 nailing machine layout
(Nailing machine Operation).

95

TABLE 25.--Machinery specifications--nailing machines.
(Source: in plant observation and manufacturers' specs.)

 

 

Nailing Machine Nailing Machine
#1 #2

Morgan Model 30 nail tracks--72" 26 nail tracks—-48"

opening opening
Motor—main
drive 10 H. P. 7 1/2 H. P.
Motor-table
raising 3 H. P. 2 H. P.
Nail driving
force 60,000 lbs. “0,000 lbs.
Working table
height nu" 43"
Overall
height , 9'5" 9'3"
Miscellaneous Foot pedal control Same

for activating nail

stroke

 

responsible.for handling up slats to the table and oper-
ating all machine controls except the table height and
nail bin oscilation. His helper is responsible for handling
up and positioning stringers on the table and operating the
two controls mentioned above.

Stringer and slat stock are brought to the machines
by an electric hand fork lift. Finished pallets are
stacked to a specified height and then moved to temporary
dock storage by the same kind of fork lift. No special
Jigs for pallet assembly are required--machines can be

set for a wide range of pallet sizes.

96

Block Pallet Assembly
Operation

 

Presently there are four block pallet nailing
tables in use at the plant. Only three of the four were
in use during most of the data collection period. For
that reason only three tables are reported on (Table 26).
The work methods, crew sizes and general layouts are the
same on Tables #1, 2 and 3 (Figure ll).

The purpose of this operation is to assemble blocks
and slats into finished block pallets. All of the block
material is aspen; slats are of mixed hardwood. The two
most common block sizes are 3 l/2" x 3 1/2" x 2 5/8" and
3" x 3" x 3 l/2". Slats are l/2" thick but come in a
variety of widths and lengths. An adjustable metal Jig
clamped to each table is used to assist in block and slat
placement and control the outside dimensions and square-
ness of the pallets.

Each table has a four-man crew--two nail gun oper—
ators and two lay up men. For discussion purposes they
are referred to as nail crew and lay up crew. These two
crews switch off Jobs periodically.

Positioning blocks in the Jig, handling up and
laying out slats, turning the pallet over and stacking
finished pallet are the major tasks of the lay up crew.
The nail crew's only Job is to nail the top and bottom

slats to the blocks.

97

 

 

SLATS SLATS

 

 

 

 

 

 

 

FINISHED '
PALLET BLOCK
STACK BIN

 

 

 

 

 

 

SLATS SLATS

 

 

 

 

 

 

Key:
Scale 1" = h feet
— Nailing crew member

A — Lay up crew member

* - 2 air nailing guns hang from the ceiling

Figure ll.--Typical block nailing table layout*
(Block pallet assembly operation).

98

TABLE 26.--Nailing table information--block pallet tables.
(Source: in plant observations).

 

 

Item Tables #l,2,3

Size 4' x 13'--33" tall (steel)

Jigs One metal rod--adJustable Jig/
table--one steel turn over
rack/table

Tools Two Paslode air nailing guns/

table with a clip capacity of
106 6d nails

 

All four men at a table toss up blocks from the
block bin and place them in the Jig. The purpose is to
get as many blocks in the Jig (one layer) as possible.
When the blocks are used up in the making of pallets,
production stOps again and the Jig is re—filled. The
blocks are usually tossed out of the bin by the lay up
crew and placed in the Jig by the nail crew. A more de-
tailed discussion of the work relationships between these
two crews is given in Part III.

Material handling of the slats, blocks and finished
pallets is accomplished in a manner similar to the nailing
machines. Finished pallets are stacked to a specified
height before being moved to storage.

Wire Stapling Machine
Operation

 

This operation consists of two Saranac wire stapling

machines (U. J. machines) (Table 27). They are used to

99

TABLE 27.—-Machinery specifications——wire stapling machines.
(Source: in plant observation and manufacturers specs.)

 

 

U. J. Machine U. J. Machine
#1 #2
Saranac Model 52" capacity 70" capacity
Motor 3 H. P. Same
Working Table
Height HO" Same
No. of Stapling
Heads 3 A
Miscellaneous Foot pedal control Same
Hand feed

 

produce panel box sides and ends, pre—assembled block
pallet tOps, bases and other similar parts. Raw materials
used are various sizes of slats and runners depending on
the product to be produced. Saranac machines make their
own staples from inexpensive coils of wire as they oper—
ate.

Basically, the only difference in the two machines
is the size of the work that can be fed through. Each
machine is usually operated by a three-man crew: (l)
operator, (2) off—bearer, and (3) lay up man (Figure 12).
It should be noted that another lay up man is added to
this crew on certain Jobs. Since this happened only
occasionally during the study no work sampling data was

taken on four-man crews.

100

Key:
Scale 1" = h feet

‘ - Operator
- Off—bearer

A

Lay up man

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

RUNNERS
OR SLATS
FINISHED g:
SUB—ASSEMBLY
STACK
- —
U.J. MACHINE
ll
:: TABLE
II
.J [>
SLATS
* — 3 Jigs are used for assembly —— for example:
the operator is feeding one jig thru the

 

 

 

machine, the off-bearer is taking an assembled

piece from a Jig and the lay up man is placing
slats in the third jig.

Figure l2.——Typical U.J. machine layout* (Wire stapling
Operation).

101

Three Jigs are employed on each Job at a machine.
They are stored in the Jig storage racks when not in use.
On a typical set up they are passed in "merry-go-round"
fashion through the machine.

The slats or cross pieces are placed in the Jig by
the lay up man. He slides the Jig to the operator who
feeds it through the machine to drive the staples. At
the machine's out-feed end, the off—bearer removes the
finished piece from the Jig, stacks it and places the
required runners in the empty Jig. He then slides it
to the lay up man and the process is repeated.

Material handling of the slats, runners, and
finished panels is similar to the nailing machine and
block pallet operations. Finished panels, bases, etc.
are stacked to a specified height before being moved to

storage.

APPENDIX III

TIME STUDY REPORTS

102

107

 

 

 

 

 

Material Cut-TO—Length Pieces
1" x “" x 16'11" Code
Lumber--Oak EEEEEE
l 8“"
2 “1 1/2”
3 27"
“ 35 1/“"
5 31"
6 2“"
D Defect Cut
T Trim Cut
Time study summary--(net times--de1ays removed).

Board Cutting Waste Time/Board
Number Sequence (inches) (minutes)
1 TlDD2D6 53.5 0.56
2 T115 “.0 0.38
3 TlDl 35.0 0.“1
“ T11D6 11.0 0.“6
5 T113 8.0 0.37
6 T115 “.0 0.39
7 T1233 23.5 0.67
8 TlDl 35.0 0.37
9 TlDDD“3 56.7 0.52
10 T115 “.0 0.39
11 T115 “.0 0.38
12 T115 “.0 0.37
13 T1Dl 35.0 0.39
1“ T113 8.0 0.“5
15 -T116 11.0 0.“5
16 T115 “.0 0.36
17 T115 “.0 0.“1
18 T115 “.0 O.“2
l9 T115 “.0 0.36
20 T115 “.0 0.38
21 TlD“DD6 59.7 0.73
22 T2222 6.0 0.35
23 T22225 6.0 0.“1
2“ T22223 10.0 0.“6
25 T2DDD2D2 78 5 0.50

25 “76.9 inches 10.9“ min.
Material Used: l“l Bd. Ft. Avg. Time/bd: 0.““ min.

Material Yield: 128 Ed. Ft.
Waste Factor: 10% Avg. Production Rate:

702 Ed. Ft./hr

Figure 13.--Time study report--cut-off saw #1
(3-man crew)*

*Data obtained from video tape analysis.
work station layout.

Refer to Figure 8 for

10“

Material Blocks

Aspen Cants (Timbers)-- 3 1/2" x 3 1/2" x 2 5/8"
3 1/2" x 3 l/2" x 8'“" 2 blocks are cut per saw
2 cants are loaded @ pass

a time

Element times (net).

 

No. Range Avg. Time Per
Element Obs. (min.) Two Cants

 

(Operator-~100% Effort)

1. Load 2 cants l6 0.16-0.37 0.2“
2. Saw (36 passes) 16 l.23—l.“0 1.33
3. Toss end trim
(intermittent) 13 0.06—0.22 + 16 — M
1.66 min.

1.66 min/72 blocks
26.56 min/32 cants

26.56 min/1152 blocks or
23.05 min/1000 blocks

Production for 8—hour day (20% delay allowance) is 16,660
blocks.

Element Breakdown

 

1. Move toward cants on cart—-activate foot pedal.
2. Activate foot pedal--release foot pedal.

3. Release foot pedal—-move toward cants.

 

Figure l“.--Time study report——block cut—off saw
#5 (operator)*

*Data obtained from stop watch time study. Refer to Figure 9
for work station layout.

Material

Stringers:

3--5/n" x 3 3/u" x-38 1/2"

Variable No.-;
1/2" x random width" x 31"

Top Slats:

Nails:

per stringer

Element times (net).

18--l2 x 1 5/8"

l()5

Pallet

31" x 38 1/2"--2 way, single

face (solid)

Non-reversible-JDF #2 base

 

 

No. Range Avg. Time Per
Element Obs. (min) Pallet (min)
(Operator--90% Effort)
1. Set backstop - l7 0.03-0.07 0.05
2. Handle up slats l7 0.12-0321 0.16
3. Lay up slats l7 0.22-0.5“ 0.35
“. Nail pallet-
3 strokes l7 0.21-0.36- 0.26
5. Stack pallet 17 0.07-0.11 0.09
6. Repair pallet
(intermittent) 6 0.02-0.35 % l7 - 0.05
0.91 min.
(Helper-~90% Effort)
l-A. Handle up
stringers l7 0.05-0.11 0.08
l-B. Position
.stringers l7 0.05-0.13 0.08
l-C. Wait on
operator l7 0.03-0.09 0.05
3. Lay up slats (Same as operator) 0.35
“. Nail pallet-
3 strokes (Same as operator) 0.26
5. Stack pallet (Same as operator) 0.09
6. Repair pallet
(intermittent) (Same as operator) 0.05
0.91 min.

Element Breakdown

1.
2.
1"Ao
1.8.
.CO
3.
n

SI

H

Operator release pallet--remove hand from backstOp control handle.
Operator remove hand--set slots on stringers.

Helper release pallet--set stringers on machine table.

Helper set stringers on table--release last stringer.

Helper release last stringer--start slat lay up.
-Operator and helper start slat lay up--activate foot pedal.
Activate foot pedal--pull pallet from machine.

Pull pallet from machine-~both men release pallet.

This element occurs intermittently after the pallet is pulled
from the machine and before it is stacked.

 

'Data obtained from video tape analysis.

Figure 15. --Time study report--nailing machine #1

work station layout.

(2—man crew)*

Refer to Figure 10 for

106

Material Pallet
Strin ers: , -3“" x 3“"--2 way, double face
3--6/ " x 3 3/“" x 3“" Non-reversible

Tovalats:
u__l_/2" X )4" X 3“"

Bottom Slats:
2__1/2n X “H X 314"

Nails: Top-4
8/stringer, Bottom--
“/stringer 12 x 1 5/8"

Element times (net)

 

 

NO. Range Ave. Time Per
Element Obs. (min) Pallet (min)
(Operator—-110% Effort)
1. Set backstop 2“ 0.02-0.0“ 0.03
2. Handle up top slats 2“ 0.06—0.13 0.08
3. Wait on helper 2“ 0.03-0.18 0.08
“. Lay up top slats 2“ 0.08-0.19 0.10
5. Nail top (3 strokes) 2“ 0.13-0.20 0.15
6. Turn pallet over 2“ 0.03-0.0“ 0.03
7. Set backstop 2“ 0.02-0.05 0.03
8. Handle up bottom
slats 2“ 0.03-0.09 0.05
9. Lay up bottom
slats - 2“ 0.0“—0.07 0.05
10. Nail bottom (3
strokes) 2“ 0.07—0.11 0.08
11. Stack pallet . 2“ 0.06-0.10 0.08
0.76
(Helper--110% Effort)
l-A. Handle up stringers 2“ 0.07-0.18 0.10
l-B. Position stringers 2“ 0.06-0.13 0.09
“. Lay up slats (Same as Operator) 0.10
5. Nail top (Same as operator) 0.15
6. Turn pallet over (Same as operator) 0.03
7-A. Lower table 2“ 0.02—0.05 0.03
7-B. Wait on operator 2“ 0.03-0.09 0.05
9. Lay up bottom slats (Same as operator) 0.05
10. Nail bottom (Same as operator) 0.08
11. Stack pallet (Same as operator) 0 08

O
\1
- ON

Element Breakdown

Elements 1, 2, “, 5, and 11 are the same as 1, 2, 3, “, and 5 in Figure 15
for the operator. Elements l—A, l-B, “, 5, and 11 are the same as l-A,
l-B, 3, “, and 5 in Figure 15 for the helper.

3. Operator set slats on table-estart slat lay up.

6. Operator and helper pull pallet from machine--release pallet.

7. Operator release pallet-~remove hand from backstop control.
7-A. Helper release pallet--release table height control.

8. Operator remove hand-—set slats on pallet.
7-B. Helper remove hand--operator set.slats on pallet.

9. Operator set slats on pallet--activate foot pedal.

10. Activate foot pedal--pull pallet from machine.

Figure l6-—Time study report--nailing machine #2
(2-man crew)*

“Data obtained from video tape analysis.

107

Material , . Pallet

Blocks: ’ 38" x 51"--2 sided-reversible
9—-3 1/2" x 3 1/2" x 2 5/8" block pallet-Code H

Top Slats:

3--1/2" x 3" x 38"
3--1/2" x 3 3/“" x 51"

Bottom Slats: Same
as top slats

Nails: 36 6d

Element times (net)--present method.

 

 

 

No. Range Avg. Time Per
Element Obs. (min) Pallet (min)

(Lay Up Crew--1001 Effort)

1. Walk to right (Jig) l5 0.05-0.08 0.07

2. Lift pallet (set in rack) 15 0.05—0.09 0.07

3. Position blocks 15 0.10-0.18 0.13

“. Lay up bottom slats 15 0.13-0.22 0.17

5. Walk to left ‘1 ' . 15 0.0“—0.06 0.05

6. Stack pallet 15 0.08—0.13 0.11

7. Lay down pallet from rack 15 0.03-0.0“ 0.0“

8. Lay up top slats 15 0.15—0.23 0.18

- 0.82 min.

(Nail Crew--100% Effort)

A. Nail top slats 15 0.15-0.23 0.19

8. Turn pallet 90° 15 0.02—0.0“ 0.03

C. Walk to Jig (right) 15 0.03—0.06 0.0“

D. Wait on lay up crew 15 0.1“—0.21 0.18

E. Nail bottom slats 15 0.15-0.28 0.21

F. Walk to nail top (left) 15 0.03-0.0“ 0.03

6. Wait on lay up crew 15 0.10-0.20 0.1“
0.82 min.

Element times (net)--new method.

(Lay Up Crew—-100$ Effort)

1. walk to right (Jig) 15 0.0u_c.07 0.06

2. Lift pallet (set in rack) 15 0.0“-0.0t 0.05

3. Position blocks 15 0.09-0.13 0.1g

“. Lay up bottom slats 15 0.12-0.2 0.10

5. Walk to left 15 0.03-0.05 0.0“

8. Lay up top slats 15 O.l“-O.2 0.19

9. Wait on nail crew 15 0.0“-0.07 0.00
0.69 min.

(Nail Crew--lOOS Effort)

A. Hall top slats 15 0.15—0.26 0.19

B. Turn pallet 90° 15 0.03-0.0“ 0.03

6. Stack pallet 15 0.09-0.15 0.12

7. Lay down pallet from rack 15 0.03-0.09 0.06

C. Walk to Jig (right) 15 0.02-0.05 0.0“

E. Nail bottom slats 15 0.18-0.25 0.21

F. Walk to nail top (left) 15 0.02-0.05 0.0“
0.69 min.

Element Breakdown

(Lay Up Crew)

1. Move toward right--touch pallet in Jig.

Touch pallet in Jig--touch blocks.

Touch blocks--release blocks.

Release blocks--move toward left.

Move toward left--touch finished pallet.

Touch pallet--touch half finished pallet in rack.
Touch pallet in rack—-release pallet.

. Release pallet—-move toward right.

. Finish lay up top slats--move toward right.

\OCDNmU'iS-‘WN

(Nail Crew)

Start nail--finish nail.

Finish nail--release pallet.

Release pallet-~arrive at Jig (right).
Arrive at Jig—~start nail. '
Start nail--finish nail.

Finish na11--arrive at left end of table.
Arrive at left--start nail.

Q’UMUOCDI’

 

Figure l7.-vTime study report--block nailing table #3
(“-man crew)‘

“Data obtained from video tape analysis. Refer to Figure 11 for work station
layout.

Material

Blocks:
9__3n X 3" X 3 1/2"

Top Slats:

(Pre-assembled top)-stapled
u--1/2" x 3 3/u" x 36"
3--1/2" X 3 3/“" X 36"

Bottom Slats:
3__1/2" X 3 3/“1! X 36"
3__1/2n X 3 3/“" X 36"

Nails: 36 6d

1118

Element Times (net)--Present Method

36" x 36"--2 sided, non-reversible
block pallet—code-Red

 

 

No. Range . Avg. Time Per
Element _ Obs. (min) Pallet (min)
(Lay Up Crew--100% Effort)
1. Walk to right (jig) 27 0.0u—0.07 0.06
2. Lift pallet (set in rack) 26 0.0“-0.07 0.05
3. Position blocks 2“ 0.0“-0.15 0.08
“. Place top assembly 25 0.18—O.“5 0.2
5. Walk to left 2“ 0.0“-0.07 0.05
6. Turn over and stack pallet 2“ 0.10—0.17 0.1“
7. Lay down pallet from rack 16 0.0“-0.06 0.0“
8. Lay up bottom slats 20 0.16-0.2 0.19
0.85 min.
(Nail Crew-—100% Effort)
A. Nail bottom slats 25 0 19—0. 2 0.2“
B. walk to Jig (right) 25 0 03-0.05 0.0“
C. Wait on lay up crew 2“ 0 09—0 20 0.12
D. Nail top assembly 26 O O3-0.2 0.17
E. Walk to left 25 0 02-0.05 0.0“
F. Wait on lay up crew 2“ 0 20-0.30 0.2“
0.85 min

Element Breakdown

 

(Lay Up Crew)

Touch blocks--release blocks.

OTQChU1£10RJH

(Nail Crew)
. Start nail-—finish nail.

Arrive at Jig--start nail.
Start nail--finish nail.
Finish nail--arrive at left.
Arrive at left-~start nail.

'IJCUUOK'Dtb

I

Figure 18--Time study report—-block nailing table #3
(“—man crew)*

*Data obtained from video tape analysis.

layout.

Move toward right--touch pallet in Jig.
Touch pallet in Jig--touch blocks.

Release blocks—~move toward left.

Move toward left—-touch finished pallet.

Touch pallet--touch half finished pallet in rack.
Touch pallet in rack--release pallet.

. Release pallet--move toward right.

. Finish nail--arrive at Jig (right).

Refer to Figure 11 for work station

 

109

 

Material Box Side Panel

Runners: 15 3/8" x ““ 3/8"—-boards are placed
1--l" x 2 3/“" x ““ 3/8" edge to edge.

Boards:

12 avg.--l/2" X'W" x 15 3/8"

(slats)_

Staples: 2 per slat--formed
by machine

Element times (net)—-present method.

 

 

NO. Range Avg. Time Per
Element _Obs. (min) Panel (min)
(Operator--80% Effort)
1. Operate machine (staple) 16 0.12—0.33 0.27
2. Get board (intermittent) 3 0.10-0.37 % 16 — 0.0“
3. Push down buckle (inter- _
mittent) 10 0.11-0.72 % l6 - 0.19
“. Operate machine (finish) 10 0.05—0.2 % 16 - 0.05
5. Position to staple l6 0.07-0.12 0.08
6. Re-align boards 16 0.10-0.7 0.36
0.99 min.
(Off-bearer--80% Effort)
A. Remove piece from jig l7 0.05—0.12 0.08
B. Stack ' l7 0.12-0.29 0.17
C. Position Jig 0.08-0.07 0. 5
D. Place runner and push l7 0.08—0.16 0.11
E. Wait for next piece 17 0.10-1.26 0.58

6

 

0.99 min.
(Lay Up Man--801 Effort)

I. Position Jig (inter-

mittent) 11 0.02—0 12 19 - 0 03

II. Get boards 19 0.06-0 32 C 16

III. Place boards in Jig 19 0.38-0 88 0 t0
IV. Wait for next Jig (inter-

ittent) 9 0.0“—O.86 % 19 - 0.20

Element Breakdown

 

Activate foot pedal-—release foot pedal.
Release foot pedal-—touch Jig.

Touch Jig--activate foot pedal.

Activate foot pedal-~release foot pedal.
Release foot peda1--touch boards.

Touch boards--activate foot pedal.

Operator release foot pedal—-move toward stock.
Move toward stack-—release panel.

Release panel—«release Jig.

Release Jig--push to lay up man.

Push to lay up man——operator release foot pedal.

WUOCDI‘D OHJ'I.1:'L.;..)r\.H—-l

H

Touch Jig from off—bearer--release Jig.

Release Jig-—set boards on table.

Set boards on table--push Jig from off—bearer.
IV. Push Jig to operator—-touch Jig from off-bearer.

H
HH
HH
0.

 

Figure l9.-—Time study report--U. J. machine #1
(3-man crew)*

*Data obtained from video tape analysis. Refer to Figure 12 for work station
layout.

110

 

Material Box End Panel

Runners: 30" x 39"-R.H. code-l/2" gap between
2"]... X 3" X 39" . _ boards

l--l/2" x 3" x 39"--middle —

Boards:

5--1/2" X 6 1/2" x 30"
1--l/2" x 3 3/“" x 30"

Staples: 18 strokes/panel

Element times (net).

 

 

A No. Range 7 Avg. Time Per
Element Obs. (min) Panel (min)
(Operator--100% Effort)
1. Position to staple ' l7 0.19-0.“5 0.31
2. Operate machine (staple) l7 0.17—0.25 0.20
3. Wait for next Jig l7 0.03—0.26 0.11
0.62 min.
(Off-bearer--100% Effort)
A. Remove piece from Jig l6 0.05—0.17 0.12
B. Stack l6 0.12-0.25 0.18
0. Place runners & push l6 - 0.22-0.50 0.28
D. Wait for next piece
(intermittent) 3 0.10-0.15 % l6 - 0.02
0.60 min.
(Lay Up Man--100% Effort)
I. Position Jig (inter-
mittent) l2 0.03-0.16 % 17 - 0.05
II. Get boards 17 0.06—0.20 0.12
III. Place boards in Jig l7 _ 0.29-0.67 0.““
A 0.61 min.

Element Breakdown

. Touch Jig--activate foot pedal.
Activate foot pedal--release foot pedal.
Release foot pedal--touch Jig.

Operator release foot pedal-~move toward stack.
Move toward stack--release panel.

Release panel-—push Jig to lay up man.

Push Jig--operator release foot pedal.

I. Touch Jig from off-bearer—-release Jig.
. Release Jig--set boards on table. ‘
III. Set boards on table--push to operator and touch Jig from off-bearer.

 

Figure 20.--Time study report--U. J. machine #1
.(3-man crew)“

”Data obtained from stop watch time studym-crew member cydm times are not the
same because each man was time studied individually. Refer to Figure 12 for
work station layout.

APPENDIX IV

DESCRIPTION OF VIDEO TAPE RECORDER

lll

 

112

"Sony Home Videocorder Specifications

 

(Videocorder CV 2000)

Video recording system:

Recording time:

Tape speed:
Tape width:
Resolution:
Power requirements:
Power consumption:
Dimensions:

Weight:

Rotary two-head slant-track scanning

60 minutes, continuously, using
V-32 tape (2370 ft.)

7 1/2" I. P. S.

1/2"

Greater than 200 lines

115-120 volts, 60-cycle, i 0.“ cps AC
80 watts

18" x 10 7/8" x 15 5/8"

“6 lbs.

(Video Camera Kit VCK-2000)

Video tube:

Lens:

Horizontal resolution:
Automatic sensitivity
control range:

Power requirements:
Power consumptions:
Dimensions:

Weight:

Sony high sensitivity vidicon type,
M-3016

f.l.9, 25 mm, telephoto f.l.9 75 mm
“00 lines

100 lux to near infinity (with

f.l.9 lens)

AC 115-120v, 60 cls

10w

3 1/8" (w) x 5 1/2" (h) x 9 7/8" (1)
5 lbs. 15 ozs.

113

(CVM-51UWP Monitor)

System: American TV standards
Channel coverage: VHF channels 2—13

UHF channels l“—83
Picture tube: 8-inch picture measured diagonally
Power requirements: AC 115—120 V, 60 cls.

23 W (Maximum)

DC 12V, 15 W (Maximum)
Dimensions: 9" (W) X 10" (h) X 8 5/8" (d)

Weight: 10 lbs.

 

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