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1、BRITISH STANDARD BS 3375-2: 1993 Management services Part 2: Guide to method study UDC 65.015 + 06.049:65.015.1 Licensed Copy: sheffieldun sheffieldun, na, Wed Nov 29 03:21:57 GMT+00:00 2006, Uncontrolled Copy, (c) BSI BS 3375-2:1993 This British Standard, having been prepared under the direction of
2、 the Quality Management and Statistics Standards Policy Committee, was published under the authority of the Standards Board and comes into effect on 15 December 1993 BSI 03-1999 First published January 1986 Second edition December 1993 The following BSI references relate to the work on this standard
3、: Committee reference QMS/31 Draft for comment 93/408035 DC ISBN 0 580 22204 7 Committees responsible for this British Standard The preparation of this British Standard was entrusted by the Quality Management and Statistics Standards Policy Committee (QMS/-) to Technical Committee QMS/31, upon which
4、 the following bodies were represented: British Gas plc Civil Service College Ergonomics Society GAMBICA (BEAMA Ltd.) HM Treasury Institute of Administrative Management Institute of Management Services Institute of Quality Assurance Loughborough University of Technology Methods Time Measurement Asso
5、ciation Ltd. Ministry of Defence Trades Union Congress Amendments issued since publication Amd. No.DateComments Licensed Copy: sheffieldun sheffieldun, na, Wed Nov 29 03:21:57 GMT+00:00 2006, Uncontrolled Copy, (c) BSI BS 3375-2:1993 BSI 03-1999i Contents Page Committees responsibleInside front cove
6、r Forewordii 0Introduction1 1Scope1 2Normative references1 3Definitions1 4Approach1 5The SREDIM procedure2 6The evolved procedure6 7Techniques9 8Install16 9Maintain17 10Training17 Figure 1 Method study3 Figure 2 The method study sequence7 Figure 3 Process chart (ASME) symbols10 Figure 4 Additional f
7、lowchart symbols12 Table 1 Method study techniques6 Table 2 Summary of techniques9 Table 3 Critical examination sheet: the questioning procedure14 List of referencesInside back cover Licensed Copy: sheffieldun sheffieldun, na, Wed Nov 29 03:21:57 GMT+00:00 2006, Uncontrolled Copy, (c) BSI BS 3375-2:
8、1993 ii BSI 03-1999 Foreword This Part of BS 3375 has been prepared under the direction of the Quality, Management and Statistics Standards Policy Committee. It supersedes BS 3375-2:1986 which is withdrawn. BS 3375 comprises a series of standards published in response to a demand for information and
9、 guidance on how the various terms contained in BS 3138 Glossary of terms used in management services, interrelate. This revision of BS 3375 results from the publication of the fourth edition of BS 3138 in 1992. In recent years there has been considerable development of the techniques and broadening
10、 of the areas of application of work study and organization and methods. The revision of this standard reflects the fact that these methodologies are now used across the entire spectrum of commercial and non-commercial activity and are applied to all types of work and work situation. This sphere of
11、activity and practice of techniques has become known as “management services” and consequently it has also been decided to retitle BS 3375 as Management services. This series of standards comprises the following Parts: Part 1: Guide to organization study; Part 2: Guide to method study; Part 3: Guide
12、 to work measurement; Part 4: Guide to work performance control. When using this Part of BS 3375 it is also important to refer to the terms listed in BS 3138:1992. A British Standard does not purport to include all the necessary provisions of a contract. Users of British Standards are responsible fo
13、r their correct application. Compliance with a British Standard does not of itself confer immunity from legal obligations. Summary of pages This document comprises a front cover, an inside front cover, pages i and ii, pages 1 to 18, an inside back cover and a back cover. This standard has been updat
14、ed (see copyright date) and may have had amendments incorporated. This will be indicated in the amendment table on the inside front cover. Licensed Copy: sheffieldun sheffieldun, na, Wed Nov 29 03:21:57 GMT+00:00 2006, Uncontrolled Copy, (c) BSI BS 3375-2:1993 BSI 03-19991 0 Introduction 0.1 Purpose
15、 of the guide The objective of this Part of this British Standard is to give guidance on the way in which method study should be carried out in any appropriate circumstance, as a general problem-solving methodology and how method study may make use of the wide range of techniques that are available.
16、 This standard should be used in conjunction with BS 3138:1992. 0.2 Objectives of method study The principal objective of method study is to assist management in solving its problems so as to make the most efficient and safe use of available resources, including land, buildings, people, equipment, m
17、aterials, energy, information and its own organization. 0.3 Application of method study Method study is the systematic recording and critical examination of ways of doing things in order to make improvements. As such, its application is virtually unlimited. Although it was originally devised for ana
18、lysing and improving repetitive manual work, it can be used at all levels across the complete spectrum of organizations in all types of activity. Problems range from “hard” to “soft”. Hard problems refer to relatively visible or tangible activities, in that the activity can be seen, traced and recor
19、ded quite easily. Soft problems are those where it is much more difficult to see what is going on and where people and their interactions are substantial ingredients of the situation. Since it encompasses both formal analytical techniques and the soft systems methodology, method study is applicable
20、across the spectrum. Method study is used as a specialist procedure by practitioners in management services, but is open to use by anyone as a problem solving methodology. 0.4 Benefits accruing from method study The benefits that can be gained from method study are as follows: a) reduction in costs;
21、 b) increased throughput/output; c) improvements in quality and associated reduction in scrap/wastage/error rates; d) reduction in operator fatigue; e) increased job satisfaction; f) improved working environment; g) more effective decision-making; h) more effective and disciplined approach to the so
22、lution of problems of any kind; i) for the practitioner, enhanced personal awareness and understanding of own thought processes. 1 Scope This Part of BS 3375 gives guidance on procedures and techniques of method study. It recommends the overall approach that should be adopted when attempting to impr
23、ove structures, methods, systems and procedures. It is a disciplined approach that can be used when attempting to obtain an understanding and solution of problems that are complex and difficult to unravel by less formal approaches. 2 Normative references This Part of BS 3375 incorporates, by referen
24、ce, provisions from specific editions of other publications. These normative references are cited at the appropriate points in the text and the publications are listed on the inside back cover. Subsequent amendments to, or revisions of, any of these publications apply to this Part of BS 3375 only wh
25、en incorporated in it by updating or revision. 3 Definitions For the purposes of this Part of BS 3375, the definitions given in BS 3138:1992 apply. 4 Approach Method study is often seen as a step-by-step process. This basic procedure is, however, simply a convenient way of expressing the traditional
26、 method study approach to problems and situations that tends to be rather analytical by nature. Method study should not be a mechanistic procedure that is followed from beginning to end; it is much more a circular process requiring constant re-evaluation of basic assumptions and constant re-examinat
27、ion of each stage in thinking and progress in the problem solving. Philosophical development of the basic procedure over the years has led to a clearer recognition of the inherent circularity of problem solving. This is embodied in the method study sequence that is discussed in clause 6. This approa
28、ch to problem solving should be of a more creative nature than the basic procedure. The difference is more of degree than kind and the practical handling of a problem will reflect the nature of the problem itself. These two interpretations of method study procedure are not incompatible. They represe
29、nt two stages and levels of evolution of understanding of the general problem-solving process used by human beings in all contexts. Licensed Copy: sheffieldun sheffieldun, na, Wed Nov 29 03:21:57 GMT+00:00 2006, Uncontrolled Copy, (c) BSI BS 3375-2:1993 2 BSI 03-1999 5 The SREDIM procedure 5.1 Gener
30、al The basic procedure of method study, which is commonly referred to by the acronym SREDIM, includes the following distinct phases: SELECT RECORD EXAMINE DEVELOP INSTALL MAINTAIN Application of this basic procedure should lead to a systematic approach being followed by those undertaking a method st
31、udy (see Figure 1). 5.2 Select 5.2.1 General The “select” stage of the basic procedure consists of the identification of problem or opportunity areas, the definition of the problem or opportunity and the establishment of terms of reference for the method study project. 5.2.2 Identification of proble
32、ms or opportunities There are three basic ways in which areas or situations should be selected as targets for method study. a) Reporting by, for example, management, unions, operators or customers, normally because of dissatisfaction with an existing situation. For example low performance levels, in
33、consistent quality, late deliveries or high accident rates. b) A systematic review of existing practices and procedures. This may involve the analysis of historical records or other research procedures. c) Identification by management as part of, for example, a change in policy, a new initiative, a
34、physical relocation or changes in available technology. 5.2.3 Establishing priorities The factors that may influence the setting of priorities for method study investigations are as follows. a) Legislative/contractual. For example a problem reported under the Health and Safety at Work etc. Act 1974
35、or under employer-employee agreements. b) Levels of dissatisfaction. If a situation is causing high levels of dissatisfaction which may result in industrial relations breakdown or customer losses, that itself is justification for the committing of resources to its investigation. c) Potential costs a
36、nd benefits. It may be necessary to undertake a preliminary method study to provide estimates of the likely costs in carrying out the full method study and the potential benefits arising from the method study. Where these estimated costs and benefits can readily be expressed in comparable units (e.g
37、. money), this greatly assists the establishment of priorities. Where this is not possible (e.g. to quantify the effects of improved job satisfaction), management needs to be aware of the qualitative benefits. d) Urgency. Although method study is often identified with major, long-term projects invol
38、ving repetitive operations, it is also often used for urgent investigations to solve immediate, one-off problems. 5.2.4 Terms of reference Before a method study project is started, the terms of reference for the project should be established. These terms of reference should enable the objectives, sc
39、ale and scope of the method study to be determined, within the specified constraints. Such constraints will commonly be related to organizational, financial and time limitations. For example the method study might be limited to certain parts or levels of the organization. The person undertaking the
40、method study should accept these terms of reference or challenge them on the basis of reason or factual evidence. Formulation of the terms of reference should lead to a plan of action aimed at meeting the objectives within the constraints. This plan will not necessarily be fully detailed, but though
41、t should be given to the broad strategy, the techniques to be employed, the personnel involved and the scheduling of activities. Thought should also be given at this stage to industrial relations and relevant implications of the method study and its results. For small projects, the process of establ
42、ishing terms of reference should take no more than a short meeting with those involved. For large, complex projects it may be necessary to undertake pilot or feasibility studies to establish basic data and help formulate the basic strategic approach. The terms of reference, however established, serv
43、e to act as a stabilizing influence on the method study proper and should be amended later only with very good cause. Licensed Copy: sheffieldun sheffieldun, na, Wed Nov 29 03:21:57 GMT+00:00 2006, Uncontrolled Copy, (c) BSI BS 3375-2:1993 BSI 03-19993 Figure 1 Method study Licensed Copy: sheffieldu
44、n sheffieldun, na, Wed Nov 29 03:21:57 GMT+00:00 2006, Uncontrolled Copy, (c) BSI BS 3375-2:1993 4 BSI 03-1999 5.3 Record 5.3.1 General Data should be continually collected and updated throughout all stages of a method study investigation. However, in the context of the basic procedure, “record” has
45、 a special meaning which is to record how things are done in the present situation. The recording is used as the basis for subsequent examination and also allows comparison with proposed methods and procedures to demonstrate improvements. The number of techniques available to assist in the recording
46、 process is large and continually growing. The necessary aim is to record data in a form most suitable for subsequent analysis and development of improvements. The various techniques are convenient ways of representing the recorded data. The important part of the exercise is the derivation and valid
47、ation of the facts, normally via observation and interview. 5.3.2 Level of detail The aim of recording is to obtain a complete record of the existing methods, procedures and situations, but care should be taken to establish the level of detail required in the recording. Insufficient detail may resul
48、t in vital factors being overlooked or wrong assumptions being made. Too much detail may complicate or confuse at the examination stage. In practice, recording is often an iterative process; a broad recording is made and examination is started, but additional recording may be required to focus on ce
49、rtain areas and provide greater detail. 5.3.3 Choice of technique Many of the available recording techniques can be classified according to the level of activity they are designed to record (e.g. operator motion pattern, workplace layout or procedure flow), or the cycle time of the process they are recording. Choice of technique should thus be dependent on the nature of the problem or opportunity, the level of activity concerned in the problem or opportunity area and on the cycle time of the process under study. 5.3.4 The use of computers Increasing