Construction Management - Work Study

SBQ 4612 Construction Management – Work Study GROUP 5

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FACULTY OF BUILT ENVIRONMENT
DEPARTMENT OF QUANTITY SURVEYING
SEM I 2010/2011

SBQ 4612
CONSTRUCTION MANAGEMENT

WORK STUDY
Topic: Apply a production improvement method using work study to
identify a standard time of a construction activity

GROUP MEMBERS:
1. JESSYNTHA WILLIAMS D/O SOOSAY WILLIAMS 881129-01-6736
2. MOTHILAL S/O MUNIANDY 880718-56-5093
3. NUR FADILAH BINTI DARMANSAH 870118-49-5328
4. NURKHAIRANI BINTI MOHD RUSDI 881207-26-5210
5. SAMIDAH BINTI SAMLAWI 880921-01-5222

LECTURER: ASSOC. PROF DR RAZALI BIN ADUL HAMID
SUBMISSION DATE: 11
TH
OCTOBER 2010

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TABLE OF CONTENT

NO. ITEM PAGE
1.0 Work study
1.1 Why is Work Study Valuable? 4
1.2 Objective of Work Study 7
1.3 Techniques of Work Study and Their Relationship 7
1.4 Basic Procedure of Work Study 9
1.5 Work Study and Production Management 10

2.0 Method Study
2.1 Procedure of Method Study 13
2.2 Factor considered in the Method Study 14
2.2.1 Economic Considerations 14
2.2.2 Technical Consideration 16
2.2.3 Human Reactions 17
2.3 Recording Technique
2.3.1 Flow Process Charts 18
2.3.2 Flow Diagrams 21
2.3.3 String Diagrams 21
2.3.4 Models and Templates 22
2.4 Critical examination
2.4.1 Site Layout Problems 23
2.4.2 Multiple Activity Chart 23

3.0 Work Measurement
3.1 General Remarks on Work Measurement 24
3.2 Definition 25
3.3 The Purpose of Work Measurement 27
3.4 The Uses of Work Measurement 27
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3.5 The Basic Procedure 28
3.6 The Technique of Work Measurement 29

4.0 Time Study
4.1 What is Time Study? 30
4.2 Time Study Equipment 30
4.2.1 Stop Watch 30
4.2.2 Study Board 31
4.3 Step in Making a Time Study 31
4.4 Breaking the Job Into Elements 32
4.5 Deciding on The Elements 32
4.6 Sample Size 33
4.7 Factors Affecting the Rate of Working 34
4.7.1 Effectiveness 34
4.7.2 Speed 35
4.8 Terminology Explained 36

5.0 Case Study
5.1 Ceiling Skim Coating 38 – 55
5.2 Cement Rendering 56 – 73
5.3 Electrical Trunking 74 – 91
5.4 Plastering On Beam 92 – 103
5.5 Tiling Works 104 – 127

6.0 References 128




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1.0 WORK STUDY
1.1 Why is Work Study Valuable?

There is nothing new about the investigation and improvement of operation at
workplace; good managers have been investigating and improving ever since human effort
was first organized on a large scale. Managers of outstanding ability have always been able to
make notable advances. Unfortunately, no country seems to have adequate supply of
competent managers. The prime value of work study lies in the fact that, by carrying out it
systematic procedures, a manager can achieve results as good as or better than the less
systematic procedures, a manager can achieve results as good as or better than the less
systematic genius was able to achieve in the past.

Work study succeeds because it is systematic both in the investigation of the problem
being considered and in the development in the solution. Systematic investigation takes time.
It is therefore necessary, in all but the smallest firms, to separate the job of making work
studies from the task of management. Factory managers or supervisors, in their day-to- day
work, with its many human and material problems, are never free from interruption for log.
However capable they may be, managers can rarely afford to devote a long time, without
interruption to the study of a single activity on the factory floor in a working area.

This means that it is almost always impossible for them to obtain all the facts about
what is happening in the course of that activity. Unless all the facts are known, it is impossible
to be sure that any alterations in procedure which are made are based on accurate information
and will be fully effective. It is only by continuous observation and study at the workplace or
in the area where the activity is taking place that the facts can be obtained. This means that the
work study must always be the responsibility of someone who is able to undertake it full time,
without direct management duties: someone in a staff and not a line position. Work study is a
service to management and supervision.

Jessyntha
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We now discussed, very briefly, some aspects of the nature of the work and study and
why it is such a valuable “tool” of management. There are other reasons to be added to the
above. These may be summarized as follows:
a) It is means of raising the productivity of a plant or operating unit by the reorganization
of work, a method which normally involves little or no capital expenditure on facilities
and equipment.
b) It is systematic. This ensures no factor affecting the efficiency of an operation is
overlooked, whether in analyzing the original practices or in developing the new, and
all the facts about that operation are available.
c) It is the most accurate means evolved of setting standards of performance, on which
the effective planning and control of production depends.
d) It can contribute to the improvement of safety and working conditions at work by
exposing hazardous operations and developing safer methods of performing
operations.
e) The savings resulting from properly applied work study start at once and continue as
long as the operation continues in the improved form.
f) It is a “tool” which can be applied everywhere. It can be used with success wherever
work is done or plant is operated, not only in manufacturing shops but also in offices,
stores, laboratories and service industries such as wholesale and retail distribution and
restaurants, and on farms.
g) It is relatively cheap and easy to apply.
h) It is one of the most penetrating tools of investigation available to management. This
makes it an excellent weapon for starting on attack on inefficiency in any organization
since, in investigating one set of problems, the weakness of all the other functions
affecting them will be gradually be laid bare.

This last point is worth further discussion. Because work study is systematic, and
because it involves investigation by direct observation, it will show up any shortcomings in all
activities affecting that operation. For example, observation may show that the time of an
operative on a production job is being wasted through having to wait for supplies of materials
or to remain idle through the breakdown of the machine. This point at once to a failure of
material control or a failure on the part of the maintenance engineer to carry out proper
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maintenance procedures. Similarly, time may be wasted through short batches of work,
necessitating the constant resetting of machines, on a scale which may only become apparent
after prolonged study. This point to poor production planning or marketing policy which
requires looking into.

Work study acts like a surgeon‟s knife, laying bare the activities of a company and
their functioning, good or bad, for all to see. It can therefore “show up” people. For this
reason it must be handled, like the surgeon‟s knife with skill and care. Nobody likes being
shown up, and unless the work study specialist displays great tactic in handling people he or
she may arouse the animosity of management and workers alike, which will make it
impossible to do the job properly.

Managers and supervisors have generally failed to achieve the savings and
improvements which can be affected by work study because they have been unable to apply
themselves continuously to such things, even when they have been trained. It is not enough
for work study to be systematic. To achieve really important results it must be applied
continuously, and throughout the organization. It is no use work study practitioners doing a
good job and then sitting back and congratulating themselves, or being transferred shortly
afterwards by management to something else.

The savings achieved on individual jobs, although sometimes large in them, are
generally small when compared with the activity of the company as a whole. The full effect is
felt in an organization only when work study is applied everywhere, and when everyone
becomes imbued with the attitude of mind which is the basis of successful work study:
intolerance of waste in any form, whether of material, time, effort or human ability: and the
refusal to accept without question that things must be done in a certain way “because that is
the way they have always be done”.


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1.2 Objectives of Work Study

Work study has contributed immeasurably to the search for better method, and the
effective utilisation of this management tool has helped in the accomplishment of higher
productivity. Work study is a management tool to achieve higher productivity in any
organisation whether manufacturing tangible products or offering services to its customers.
The objectives of work study are:
a) To analyse the present method of doing a job, systematically in order to develop a new
and better method.
b) To measure the work content of a job by measuring the time required to do the job for
a qualified worker and hence to establish standard time.
c) To increase the productivity by ensuring the best possible use of human, machine and
material resources and to achieve best quality product/ service at minimum possible
cost .
d) To improve operational efficiency.

1.3 Techniques of work study and their relationship

The term “work study” embraces several techniques, but in particular method study
and work measurement. What are these two techniques and what is their relationship to one
another?





Method study is the systematic recording and critical examination of ways
of doing things in order to make improvements.
Work measurement is the application of techniques designed to establish
the time for a qualified worker to carry out a task at a defined rate of
working.
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Method study and work measurement are therefore, closely linked. Method study is
concerned with the reduction of the work content of a job or operation, while work
measurement is mostly concerned with the investigation and of any ineffective time
associated it; and with the subsequent establishment of time standards for the operation when
carried out in the improved fashion, as determined by method study. The relationship of
method to work measurement when time standards for output are being set, it is often
necessary to use one of the technique or work measurement, such as work sampling. In order
to determine why ineffective time is occurring and what is its extent, so that management can
take action to reduce it before method study is begun. Again time study used to compare the
effectiveness of alternative methods of work before deciding on the best method to install.

Work Study















Work Study
Method study
To simply the job and
develop more economical
methods of doing it.
Work Measurement
To determine how long
it should take to carry
out.
Higher Productivity
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These techniques will be dealt with in detail in the chapters devoted to them. For the
present we must consider the basic procedure of work study which applies to every study,
whatever the operation of process being examined whether in industry, in a service enterprise
or in the office. This procedure is fundamental to the whole of work study. There is no short
cut.

1.4 Basic Procedures of Work Study

There are eight steps in performing a complete work study. They are:
a) Select the job or process to be studied.
b) Record or collect all relevant data about the job or process, using the most suitable
data collection techniques, so that the data will be in the most convenient form to be
analyzed.
c) Examine the recorded facts critically and challenge everything that is done,
considering in turn: the purpose of the activity; the place where it is performed; the
sequence in which it is done; the person who is doing it; the means by which it is
done.
d) Develop the most economic method, taking into account all the circumstances and
drawing as appropriate on various production management techniques, as well as on
the contributions of managers, supervisors, workers and other specialists with whom
new approaches should be explored.
e) Evaluate the results attained by the improved method compared with the quantity of
work involved and calculate a standard time for it.
f) Define the new method and the related time and present it to all those concerned,
either verbally or in writing, using demonstrations.
g) Install the new method, training those involved, as an agreed practice with the allotted
time of operation.
h) Maintain the new standard practice by monitoring the results and comparing them
with the original targets.

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Steps i, ii and iii occur in every study, whether the technique being used is method
study or work measurement. Step iv is part of method study practice, while step iv calls for
the use of work measurement. It is possible that after a certain time the new method may
prove to be in need of modification, in which case it would be re-examined again using the
above sequence.

1.5 Work Study and Production Management

When work study emerged in the early part of this century as a technique aimed at
rationalizing and measuring work, the emphasis was on economy of motion and movement.
Because of that it was called time and motion study. Later on, it began to encompass other
aspects of observing and analyzing work, and the earlier term was abandoned in favor of
“work study”. Simultaneously, in the late 1940‟s and later on in the 1960‟s other disciples
were developed, namely industrial engineering and production management respectively.
These disciplines differed from work study in the sense that they were devoted to increasing
the efficiency of a production operation as a whole, not just the methods of work.

Thus modern production management looks at various aspects of production such as
product design, quality control, layout and materials handling, production planning and
control, maintenance management and invariably work study. These techniques may be
applied, singly or in combination, in the enterprise. Furthermore, with time many of them
began to rely increasingly on sophisticated quantitative methods such as operations research
to solve ever more complicated operational problems. Advances I the fields of computers and
information systems helped to boost production management techniques to the level attained
at present.




Jessyntha
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The Approach of Work Study






















SELECT
the job to be studied
RECORD
by collecting data or
by direct observation
EXAMINE
by challenging purpose, place,
sequence and method of work
EVALUATE
results of different alternative
solutions
DEFINE
new method and present it
Install
new method and train person in
applying it
Maintain
and establish control procedures
DEVELOP
new method, drawing on
contributions of those concerned
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While work study has continued to be a relatively simple and cheap method of
rationalizing methods of work, it has also continued to develop. Thus, many work study
trained specialists realize that several of the existing production management techniques can
also be used advantageously by them to help develop improved methods of work. In a sense
they provide an array of techniques that cannot and need not be ignored.


2.0 METHOD STUDY

Method study is the systematic recording, analysis and critical examination of the
methods and movement involve in the performance of existing or proposed ways of
doing work, as a mean of developing easier and more productive methods.

Method study is essentially concerned with finding better ways of doing things, and it
contributes to improved efficiency by getting rid of necessary work, available delays, and
others forms of waste. This is achieving through:
a) Improved the layout and design of factory, plant and work place
b) Improved working procedures
c) Improved use of material, plant and equipment and manpower
d) Improved working environment
e) Improved design or specification of the end product

The technique of method study aim at doing 3 things:
a) To reveal and analyse the true facts concerning the situations
b) To examine those facts critically
c) To develop from the examination of the facts the best answer possible under the
circumstances.

Nurkhairani
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2.1 Procedure of Method Study

Method-study is a well established approach for systematic recording and critical
examination of existing and proposed ways of doing work, as a means of developing and
applying easier and more effective methods and reducing cost. Still, the greatest thing about
this approach is its flexibility with which it may be used in different situations. Following
sequence of phases are involved in it:

















Phase 6:
FOLLOW UP (the implementation)

Phase 5:
IMPLEMENT (the solution)

Phase 4:
CONSIDER (the alternative course of actions, and
solutions and deliberate on which way to follow)

Phase 3:
EXAMINE (the facts critically but impartially)

Phase 2:
RECORD (all facts relevant to the problem)

Phase 1:
DEFINE (the problem)

Nurkhairani

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2.2 Factors Considered In the Method Study

Three important factors, which govern the selection process, are:
a) Economic considerations
b) Technical considerations
c) Human reactions


2.2.1 Economic Considerations

Economic considerations in method-study include:
a) Cost of study
b) Time loss due to investigation
c) Costs associated with the implementation of changes in the present methods.

The considerations for above three costs are important, as the method-study is
primarily based on the principle of economic use of resources (such as human effort, machine
utilization, material handling, efforts, etc.). Some process, though poorly planned, may not fit
into the economic viability of motion-study. An example could be processes for a product,
which is unlikely to have repeat order. On the contrary, a process in an assembly line, which
is likely to be repeated for next few years, would score better on economic viability, despite
offering marginal improvements.




Nurkhairani

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Features warranting need to undertake method-study
Item Features warranting need to undertake method-study
Job Production bottleneck
Poor design for assembly
High reject rate
High fatigue
Labour intensive job
Labor High labor turn-over
Excessive overt-time needed
High relaxation allowance needed
Labor complaining about difficulty in handling job, machines, etc.
Order Repetitive, long-running
Quality High variation in quality
Unsafe working conditions
Productivity Inefficient use of resources (man, machine, material space, etc.)
Long distance for material movement between processes
High work-in-process inventory
Lack of balance in labor-intensive team-work jobs, like assembly line
System Poor production planning and control
No previous method-study conducted
Recurrent dispute in incentive/wage schemes


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2.2.2 Technical Considerations

It is important to understand that requisite technical know-how must be available to suggest
improvements. In this, we must consider two areas.

Technical Considerations
Area Purpose Example
Skill, competence and
training of work-study
practitioners
To handle the present assignment The assembly line is running
poorly due to bad line
balancing. The work-study
experts must have the
expertise in individual work-
element and line balancing at
the bottleneck station.
Technical limitation of
process
Avoid landing at unworkable
alternates.
No need to invent a new
process/machine.
Establishing the non-availability
of appropriate technical expertise
The machine tool is not
cutting at optimal condition
of speed. There is a need to
devise new tools, but tool
material is not available in
market. Hence, expert advice
is needed, otherwise abandon
this item from study.




Nurkhairani

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2.2.3 Human Reactions

A lot of emphasis is needed in the selection step on understanding the human reactions
to the task undertaken. Work-study can only be implemented with active cooperation with
workers and supervisors. For this, some understanding of human reactions to work-study is
needed. One need is to handle mental and emotional blocks in the mind of worker. Proper
scheme to handle resistance-to-change is needed. For this, we need to do the following:
a) Consultation, meeting with workers and union
b) Defining objectives scope and needs
c) Proper written and oral communication with workers
d) Dispelling fears related to cut in wages, firing of workers, more efforts in work, higher
target, etc.


2.3 Recording Techniques

There are 3 main group of recording technique available for setting down the problem. There
are:
a) The Flow Diagram.
b) The String Diagram.
c) Models and Templates.





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Charts

Outline process charts
Flow process charts (man-type, equiment material and
material type)
Multiple activity charts
Two- handed process charts

Diagrams and models (2 & 3
dimensional)

String diagrams
Flow diagrams
Models (Three-dimensional)
Cut- out templates (Two- dimensional models)

Photographic

Photographs
Films



2.3.1 Flow Process Charts

This technique can be useful in helping to solve problems of layout such as those in
site workshop areas where the operationas are likely to be repetitive.

All activities are shown by means of symbols, with a description against each. This is
very simple method of showing a sequence of work, and employs the following symbols:





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Operation


The result of this is to further the process, such as changing the
shape, assembling, repairing part of a plant. The symbol also
covers the operation of a chemical reaction, or, in office work,
filling up a form.



Inspection


The result of this is to verify quantity and or quality, such as
counting, measuring, weighing, testing and grading.



Transport

The result of this is to move, either the operator having to go to the
stores for material, or the material being transported through the
factory by any means.



Storage

This will include tools or materials awaiting issue and use,
documents filed in a cabinet, and finished products in a warehouse.



Delay

This symbol is used when work is delayed, such as when an
operator is waiting for work to be delivered to him, or when an
operation is held up because of a shortage of components. With the
use of these standard symbols, process charts may be made out.
These are of two kinds: The Operation Process Chart and the Flow
Process Chart.

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The movements of men, materials or equipment are followed through a process, and
the symbols are used to indicate what is happening at the various stages. The distance
travelled maybe shown on the transport activities, and the time for each element can be given.

The operation Process Chart “is a graphic representation of the points at which
materials are introduced into the process, and the sequence of inspections and all operations
expect those involved in material handling.” Provision is made in the chart for recording units
of time and quantity, but the chart does not indicate where the activities take place or who
performs them. This chart therefore employs two symbols only, Operation and Inspection.
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These process charts show the sequence of movements and not the path of movement.
The latter can be shown by three other recording techniques.

2.3.2 Flow Diagrams

This is usually linked to a Flow Process Chart, and is a scale drawing of the area,
showing the location of the various activities represented by their numbered symbols. The
route followed is shown by joining the symbols together by a line corresponding to the actual
path of movement followed. The direction of movement is indicated by using numbered
transportation symbols and including them in the flow-line.

2.3.3 String Diagrams

This is a refinement of the above. It consists of scale drawing of the area, fixed to a
board. Pins are inserted to represent the various machines or processes involved, and a thread
is wound round the pins in the sequence in which the operations are carried out. Different
processes can be distinguished by the use of different coloured pins and the corresponding
coloured thread. The distance travelled can be measured by the length of the thread. The main
uses of this technique are:
a) To test the relative value of different layouts.
b) To investigate the movement of a team of operators.
c) To investigate the movement of one operator minding a number of machines.

This technique is very useful in solving problems of movement. It is applied to repetitive
situations, and is therefore most useful is working areas such as factories producing
industrialised components, machine shops, precasting yards, and steel-bending areas on site.
The diagram will show points of congestion and any excessive distance travelled.
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The procedure for improving a layout is first to draw to scale a plan of the area under
consideration with the work places or stackign areas etc, and all changes in direction denoted
by pins. String or thread is then tied round the starting point and passed from pin to pin
showing movement. Men, mateials or machine can be denoted by different coloured string. If
the string is then measured, any excessive distances travelled will be obvious and pay points
of congestion will be seen on the diagram.

Routes that are travelled regularly should be kept as short as possible and alternative
methods can be examined to obviate the faults of the first.

2.3.4 Models and Templates

These are particularly useful when dealing with major method changes or alterations
in plant layout. The movement can be shown on the model, and the latter is more easily
understood than is a diagram.


2.4 Critical Examination

The next step is to examine them. This calls for a critical analysis, which must be
carried out thoroughly and logically. Much will depend on the investigator, as it is on
efficiency of his analysis that the whole success will depend. He must:
a) Examine the facts as they are and not as they appear to be
b) Avoid the influence of preconceived ideas.
c) Challenge every detail of the chart, accepting no answer until he is thoroughly
satisfied that is correct.
d) Avoid jumping to conclusions
e) Give close attention to detail
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f) Reserve ‘bright’ ideas until the appropriate time
g) Not consider improving the method until he has thoroughly studied the existing
method.

The step „Examine‟ is the key step in method studies, and consists of a detailed
examination of every aspect of the work. The purpose is to:
a) Establish the true facts surrounding the problem;
b) Establish the reasons for these facts and determine whether they are valid;
c) On this foundation, to consider all the possible alternatives and hence the optimum
solutions.

2.4.1 Site Layout Problems

When deciding in the relative positions of plant, working areas and storage areas on
sites, reference has to be made to various activities to be performed; that is, the number and
types of activity and the minimum transports and storages required. This basic information
can be provided from materials flow process charts, which may be used in conjunction with a
scale drawing of the site layout and paper templates. String diagrams can then be used either
to evaluate or represent visually the movement intensity for the alternative arrangement of the
templates.

2.4.2 Multiple Activity Chart

This technique is used to help solve problems when a number of subjects (operatives,
machines or equipment) are dependent on each other. It shows the occupied time (divided into
elements of work if necessary) and unoccupied time for the subjects in both the present and
the proposed methods. The subjects are recorded on a common time scale and periods of
unoccupied time can be readily seen. Alternatives may then be considered, the aim being to
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balance the work content for the subjects. It is necessary to plot more than one cycle of work,
as the first taken may not be representative.


3.0 WORK MEASUREMENT

3.1 General Remarks on Work Measurement

There remains the aspect of how long jobs should take, which is the field of „work
measurement‟. To be more precise, and following the British Standards Institution
recommendations, it seeks „to establish the time for a qualified worker to carry out a specified
job at a defined level of performance‟. This is related to average performance over the
working day or shift, to be achieved without over-exertion, by qualified workers who are
motivated to apply themselves to their work, using the correct methods.

Why should we need to know how long a job should take? The answer to this question
lies in the importance of time in our everyday life. We need to know how long it should take
to walk to the train station in the morning, one needs to schedule the day's work and even
when to take out the dinner from the oven.
In the business world these standard times are needed for:
a) planning the work of a workforce,
b) manning jobs, to decide how many workers it would need to complete certain jobs,
c) scheduling the tasks allocated to people
d) costing the work for estimating contract prices and costing the labour content in
general
e) calculating the efficiency or productivity of workers - and from this:
f) providing fair returns on possible incentive bonus payment schemes.
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The standard times are set, not on how long a certain individual would take to complete a
task but on how long a trained, experienced worker would take to do the task at a defined
level of pace or performance. Specially trained and qualified observers set these standard
times, using the most appropriate methods or techniques for the purpose.

3.2 Definition

Work measurement is the application of techniques designed to establish the time for a
qualified worker to carry out specified jobs at a defined level of performance. It covers
several different ways of finding out how long a job or part of a job should take to complete.
It can be defined as the systematic determination, through the use of various techniques, of the
amount of effective physical and mental work in terms of work units in a specified task.

The work units usually are given in standard minutes or standard hours. Work
measurement (WM) is concerned with investigating, reducing and eliminating ineffective
time, whatever may be the cause. In practice, proving existence of the ineffective time is the
most difficult task. After existence is proved, nature and extent is easy to see.

WM is also used to set standard times to carry out the work, so that any ineffective
time is not included later. Any addition the standard time would show up as excess time and
thus can be brought to attention. Since, standard times are set for all the activities through
WM; it has earned bad reputation amongst workers. Major reason for that has been the initial
focus of the WM methods, which essentially targeted only the worker controllable ineffective
times. Management controllable ineffective times were ignored traditionally.

It is usually considered logical for work measurement to follow the establishment of
correct methods for a job, otherwise the time standards would need revision; but it is possible
to study the times for similar elements of similar jobs, done, perhaps in different factories, to
obtain guidance as to where improvements may be made. After selection of the job to be
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studied and the definition of the method by which it is to be done, the work is broken into
elements, which, in the case of repetitive work, are parts of the work cycle selected to be
convenient to observe, measure and analyze. These are not the same as their bilges used in
used method study. A common technique is the timing of elements by means of a stopwatch
over several cycles of the work. The times for like elements in the various cycles will be
totaled and averaged.

The difficulties of establishing standards in connection with such personal matters as
the rate at which a man works and the effort he gives are obvious. To a limited extent people
may be pulled along by a production system geared for a certain rate of working, and it has
not been unknown for moving belts to be run at speeds corresponding to the psychological
changes that take place throughout the day, related to factors such as meal breaks, and seem to
cause workers to respond to different rates of working. In work measurement the observer is
trained to gauge the standard rate of working and he records how the worker‟s rate compares
with this by estimating a number from the rating scale when performing the study.

As an alternative to observing a job, records of predetermined standard data may be
used to produce synthetics studies, especially useful for new jobs and for non-repetitive work.
Analytical estimating brings in the use of synthetics, so far as these are available,
supplemented by estimates based on knowledge or experience of the time likely to be taken.
Various „predetermined motion time systems‟ (PMTS) have been evolved, in which the time
is built up from times established for basic human motions done under specified conditions.
„Method time measurement‟ (MTM) and the „work factor system‟, which both had their
origins in the early 1930s, are probably the best known examples.





Mothilal

SBQ 4612 Construction Management – Work Study GROUP 5

27

3.3 The purpose of work measurement
The purpose of this work measurement is:
a) To reveal the nature and extent of ineffective time, from whatever cause
b) So that action can be taken to eliminate it; and then,
c) To set standards of performance that are attainable only if all avoidable ineffective
time is eliminated and work is performed by the best method available.

In another word, the aim of work measurement is to determine the time it takes for a
qualified worker to carry out a specific job at a defined level of performance and to eliminate
ineffective elements of works it seeks to provide the standard times for jobs and thus supplies
basic, essential data for management.

3.4 The uses of work measurement

The use of the work measurement is to compare the efficiency of alternative methods.
Other conditions being equal, the method which takes the least time will be the best method.
It can also balance the work of members of teams, in association with the multiple activity
charts, so that, as far as possible, each member has tasks taking an equal time. WM is also
important to determine, in association with man and machine multiple activity charts, the
number of machines a worker can run.

In summation, WM will be found to have the following uses:
a) to assist in method study by comparison of time for alternative methods, and for
allocating labor to jobs in proportion to the work involved so that the labor on
the job is properly balanced
b) to enable realistic schedules of work to prepare by relating reasonably accurate
assessments of human work to plant capacity.
c) as the basis of realistic and fair incentive schemes
Mothilal

SBQ 4612 Construction Management – Work Study GROUP 5

28

d) to assist in the organization of labor by enabling a daily comparison to be made
between actual times and target times.
e) as a basis for labor budgeting and budgetary control systems
f) to enable estimate to prepared of future labor requirement

3.5 The basic procedure

The method chosen for each individual situation to be measured depends on several
factors which include:
a) the length on the job to be measured in time units
b) the precision which is appropriate for the type of work in terms of time units (i.e.
should it be in minutes, hundredths or thousandths of a minute)
c) the general cycle-time of the work, i.e. does it take seconds, minutes or days to
complete

The length of time necessary for the completion of the range of jobs can vary from a
few seconds in highly repetitive factory work to several weeks or months for large projects
such as major shutdown maintenance work on an oil refinery. It is quite clear that using a
stop-watch, for example, on the latter work would take several man-years to time to measure.
Thus, more "overall" large-scale methods of timing must be employed.

The precision is an important factor, too. This can vary from setting times of the order
of "to the nearest thousandth of a minute" (e.g. short cycle factory work) to the other end of
the scale of "to the nearest week" (e.g. for large project work).



Mothilal

SBQ 4612 Construction Management – Work Study GROUP 5

29

3.6 The technique of work measurement

For the purpose of the work measurement, work maybe regarded as repetitive or on
repetitive. By repetitive i.e. meant that type of work in which the main operation or group of
operations recurs continuously during the time spent at the job. This applies equally to work
cycles of extremely short duration as, for instance, light press work jobs and to those of
several minutes „or even hours „duration.

Non-repetitive work includes some types of maintenance and construction work,
where the work cycle itself is hardly ever repeated identically. Even in such work, which are
same small movements and groups of movements occurring repeatedly, and are often
common to quite different jobs, such as painting and bricklaying. It is this fact which has
made it possible to apply certain work measurement techniques to this type of work.

Following is the lists of techniques used to measure WM:
a) Time study
b) Activity sampling; and rated activity sampling
c) Synthesis from standard data
d) Pre-determined motion time system
e) Estimating
f) Analytical estimating
g) Comparative estimating.





Mothilal

SBQ 4612 Construction Management – Work Study GROUP 5

30

4.0 TIME STUDY

4.1 What Is Time Study?

Time study is a tried and tested method of work measurement for setting basic times
and hence standard times for carrying out specified work. Its roots are back to the period
between the two World Wars.

The aim of time study is to establish a time for a qualified worker to perform specified
work under stated conditions and at a defined rate of working.

This is achieved by a qualified practitioner observing the work, recording what is done
and then timing (using a time measuring device) and simultaneously rating (assessing) the
pace of working.


4.2 Time Study Equipment

4.2.1 Stop watch

The stop watch. In the design of watch recommended, whatever the time scale used,
the winding knob return both hands to zero when pressed and immediately pressure is
released, the watch restart. This is known as a fly back types of watch. If it is desired to stop
the watch completely, this can be done by means of a slide along side the winder which halts
the hands at the position they were in at the moment of bringing the slide into action.

Fadilah

SBQ 4612 Construction Management – Work Study GROUP 5

31

Whatever types of watch are used, it is important that it should be checked for
accuracy at regular intervals. After use the watch should be allowed to run down to preserve
the spring. For safety in use, the stop watch should be clipped to the study board, or held by a
thong round the finger.

4.2.2 Study board

A study board is used to hold the study summary record sheet ant the observation
record continuation sheets. It is made to give a good surface for writing whitout being large
enough to interfere with observation of the worker being studied. The top may be shaped to
facilities holding in the left hand and have a clip fitted into which the stop watch can be
securely fixed.


4.3 Steps in making a time study

When the work to measured has been selected, the making of a time study usually consists of
eight steps:
a) Obtaining and recording all the information available about the job, the operatives and
the surrounding conditions, which is likely affect the carrying out of the work.
b) Recording a complete description of the method, breaking down the method into
elements
c) Examining the detailed breakdown to ensure that the most effective method and
motion are being , and determining the sample size.
d) Measuring a the timing device (usually a stop-watch)and recording the time taken by
the operative to perform each „element‟ of the operation.
e) At the same time, assessing the effective speed of working of the operative relative to
the observed concept of the rate corresponding to standing rating.
f) Extending the observed times to „basic time‟.
Fadilah

SBQ 4612 Construction Management – Work Study GROUP 5

32

g) Determining the allowances to be made over and above the basic time for the
operation.
h) Determining the „standard time‟ for the operation

4.4 Breaking the Job into Elements

When breaking the job into elements it is essential that they should each be clearly
distinguishable. Observation of the following principles will be assistance
a) Separate elements which are identical from those which are variable in the work they
comprise
b) Separate heavy work from light work
c) When convenient use audible points in the work, such as the snap of a switch or the
sound of an article dropping into a container, as element break point

4.5 Deciding on the Elements

Time study is the way in which the accuracy of results obtained improves as the
number of occasions upon which the operation is observed increase. It is matter of economics
as to whether time study is merited on jobs which is likely to be short duration or in which the
repetitive element is small. It is possible to establish formulae relating estimated job duration
to average cost of production time study, which will be of assistance in making the decision in
the case of border line examples.





Fadilah

SBQ 4612 Construction Management – Work Study GROUP 5

33

4.6 Sample Size

a) Fly back timing –
As the worker commences the first element the watch is clicked back to zero, the time
which has elapsed between taking the time check and the start of the first element being
entered in the column headed “ineffective or check time” on the observation record sheet.
This entry is marked „check time‟ in the column scale watch, time should expressed in one or
two figure only, the watch is zeroed similarly at the conclusion of each element.

b) Cumulative timing –
By this method the position of the stop watch and is recorded at the commencement of
the study and at the end of each element without ever returning it to zero. The individual
element times are afterwards arrived at by substation of successive readings.

Toward the end of the first element its number and rating are entered in the appropriate
columns, and at the arrival of the breakpoint the time indicated is put down. Any unusual
happening during or between the elements, such as fumble by the worker, must be mentioned
in the elements should be recorded in the ineffective time column of the study sheet and a
note made of the cause of the delay.

c) Ineffective time –
Period during which the man is not working, or is doing work not forming a necessary
part of the particular job being studied. Whatever the causes of the ineffective time are as
follow-
a) Management responsible. Waiting for work, instructions, material or equipment .
b) Worker responsible. Stopping work to talk unnecessarily with neighbour, etc.
c) Contingencies. Construction with supervision, fellow workers, other department.
Obtaining special equipment, instructions, drawings.etc.
Fadilah

SBQ 4612 Construction Management – Work Study GROUP 5

34

The remaining elements are then treated in the same way. Between cycles the work study
officer should change his opinion his position so as to be sure that he is getting a full view of
the work.

It should be an inflexible rule that to erasures are permitted on time study sheets. If an
error in a time or rating figure is noticed at the time is made, it should be struck out
immediately and the right value inserted alongside. If it is not noticed until some time later it
can be regarded as suspect and not valid for inclusion in the subsequent calculations. No
attempt should ever be made to alter an observed time or rating figure after completion of the
study


4.7 Factors Affecting the Rate of Working

4.7.1 Effectiveness

Factor which will influence the effectiveness of a man‟s work must be clearly recognized
according to whether or n not they are within the worker control:
a) Outsides the worker control

 Variation in quality of specification of the materials used, although these materials
are within prescribed tolerance limits.
 Changes in the operating efficiency of tools and equipment within their useful life.
 Minor changes in methods or conditions of operation.
 Changes in lighting, temperature, climate and other temporary condition of
environment.
 Variation in the mental attention necessary for the performance of certain elements
of the work.

Fadilah

SBQ 4612 Construction Management – Work Study GROUP 5

35

b) Dependent on the worker

 Variations in the quality of work within specification.
 The degree to which the worker is suited and accustomed to his work, determined
not only by his physical and mental faculties but also his past training, acquired
skill and knowledge.
 The attitude of mind of the worker which still affect his desire to get the work
done quickly. This includes interest and pride in the job. The opinion held of
supervisor and many others psychological factors, some of which may have
nothing to do with the job.

4.7.2 Speed

Factor which will affect the speed are-
a) The types of effort demanded by the job
Generally the demand for increases physical effort will lead to a slower speed.
For example, the speed turning a particular hand wheel will largely depend on the
resistance to be overcome. The facility with which physical effort can be increased to
overcome harsher resistance must influence rating, which is considering speed of
working in terms of expenditure of energy. For example, there is difference in carrying
a heavy load comfortably balanced on the shoulder and carrying the same load by
hand.

b) The care required on the part of the worker
A need for increased care in carrying out an element of work will also reduce
speed. For example, threading a piece of string through a curtain ring can easily be
done using rapid movements, but if the string is to be threaded through the eye of a
bagging needle it is necessary to control the movements carefully, and in consequence
they are made rapidly, even though no less effort may be involved
Fadilah

SBQ 4612 Construction Management – Work Study GROUP 5

36

4.8 Terminology Explained

a) Timing - The observer records the actual time taken to do the element or operation.
This usually is in centiminutes (0.01 min.) and is recorded, using a stop-watch or
computerized study board.

b) Rating - When someone is doing work his/her way of working will vary throughout
the working period and will be different from others doing the same work. This is due
to differing speeds of movement, effort, dexterity and consistency. Thus, the time
taken for one person to do the work may not be the same as that for others and may or
may not be 'reasonable' anyway. The purpose of rating is to adjust the actual time to a
standardized basic time that is appropriate and at a defined level of performance.
Rating is on a scale with 100 as its standard rating

c) Elements - A complete job usually will be too long and variable to time and rate in one
go, so it would be analysed into several smaller parts (elements) which, separately,
will each be timed and rated.

d) Basic time - This is the standardised time for carrying out an element of work at
standard rating.
Example: An observer times an element as 30 centiminutes (cm) and because it
is performed more slowly than the standard 100, he rates it as 95. Thus the basic time
is 95% of 30 or 28.5 basic cm. The formula is: (actual time x rating)/100.

e) Allowances - Extra time is allowed for various conditions which obtain, the main ones
being relaxation allowance for:

Fadilah

SBQ 4612 Construction Management – Work Study GROUP 5

37

 recovery from the effort of carrying out specified work under specified conditions
(fatigue allowance)
 attention to personal needs
 adverse environmental conditions,
plus:
 others concerned with machine operations

f) Frequency - The basic time is the time for a complete cycle to be performed but as not
all elements are repeated in every cycle their times per average cycle must be pro
rata. In the example which follows, element 2 only occurs once every eight cycles so
its basic time is one eighth of the element time, per cycle. Similar treatment for
element 7 (one twelfth).


5.0 CASE STUDY
Work Activity Standard Minutes
1 Ceiling Skim Coating 58.56
2 Cement Rendering at Staircase 16.24
3 Electrical Trunking 3.02
4 Plastering on Beam 3.61
5 Tiling Works 4.23






Fadilah

SBQ 4612 Construction Management – Work Study GROUP 5

38




























CONSTRUCTION MANAGEMENT
WORK STUDY
WORK 1: Ceiling Skim Coating
BY: Jessyntha Williams

SBQ 4612 Construction Management – Work Study GROUP 5

39

WORK 1: CEILING SKIM COATING
Table 1 - Operation: Ceiling Skim Coating

1
Element Rating
Cumulative Observed

time (min) time (min)

Check time 2.00 2.00



A .Fix Scaffolding 75 6.02 4.02



B. Mix skim coat 60 10.34 4.32



C. Clean and level ceiling 80 12.36 2.02



D. Apply first layer skim coating 100 37.36 25.00



E. Apply final layer skim coating 85 53.36 16.00

53.36





2
Element Rating
Cumulative Observed

time (min) time (min)

Check time 2.00 2.00



A .Fix Scaffolding 75 6.00 4.00



B. Mix skim coat 60 10.50 4.50



C. Clean and level ceiling 80 12.50 2.00



D. Apply first layer skim coating 100 32.50 20.00



E. Apply final layer skim coating 85 47.50 15.00

47.50






SBQ 4612 Construction Management – Work Study GROUP 5

40


3
Element Rating
Cumulative Observed

time (min) time (min)

Check time 2.00 2.00



A .Fix Scaffolding 75 6.02 4.02



B. Mix skim coat 60 10.32 4.30



C. Clean and level ceiling 80 11.89 1.57



D. Apply first layer skim coating 100 41.89 30.00



E. Apply final layer skim coating 85 56.89 15.00

56.89





4
Element Rating
Cumulative Observed

time (min) time (min)

Check time 2.00 2.00



A .Fix Scaffolding 75 5.55 3.55



B. Mix skim coat 60 9.75 4.20



C. Clean and level ceiling 80 11.75 2.00



D. Apply first layer skim coating 100 36.75 25.00



E. Apply final layer skim coating 85 52.75 16.00

52.75







SBQ 4612 Construction Management – Work Study GROUP 5

41


5
Element Rating
Cumulative Observed

time (min) time (min)

Check time 2.00 2.00



A .Fix Scaffolding 75 6.00 4.00



B. Mix skim coat 60 10.30 4.30



C. Clean and level ceiling 80 12.30 2.00



D. Apply first layer skim coating 100 36.30 24.00



E. Apply final layer skim coating 85 51.38 15.08

51.38





6
Element Rating
Cumulative Observed

time (min) time (min)

Check time 2.00 2.00



A .Fix Scaffolding 75 6.02 4.02



B. Mix skim coat 60 10.34 4.32



C. Clean and level ceiling 80 12.36 2.02



D. Apply first layer skim coating 100 37.36 25.00



E. Apply final layer skim coating 85 52.36 15.00

52.36







SBQ 4612 Construction Management – Work Study GROUP 5

42


7
Element Rating
Cumulative Observed

time (min) time (min)

Check time 2.00 2.00



A .Fix Scaffolding 75 5.54 3.54



B. Mix skim coat 60 10.07 4.53



C. Clean and level ceiling 80 14.07 4.00



D. Apply first layer skim coating 100 34.07 20.00



E. Apply final layer skim coating 85 52.07 18.00

52.07





8
Element Rating
Cumulative Observed

time (min) time (min)

Check time 2.00 2.00



A .Fix Scaffolding 75 6.02 4.02



B. Mix skim coat 60 10.17 4.15



C. Clean and level ceiling 80 13.17 3.00



D. Apply first layer skim coating 100 33.17 20.00



E. Apply final layer skim coating 85 52.17 19.00

52.17







SBQ 4612 Construction Management – Work Study GROUP 5

43


9
Element Rating
Cumulative Observed

time (min) time (min)

Check time 2.00 2.00



A .Fix Scaffolding 75 7.00 5.00



B. Mix skim coat 60 10.00 3.00



C. Clean and level ceiling 80 11.49 1.49



D. Apply first layer skim coating 100 36.59 25.10



E. Apply final layer skim coating 85 52.59 16.00

52.59





10
Element Rating
Cumulative Observed

time (min) time (min)

Check time 2.00 2.00



A .Fix Scaffolding 75 7.00 5.00



B. Mix skim coat 60 13.00 6.00



C. Clean and level ceiling 80 15.00 2.00



D. Apply first layer skim coating 100 38.00 23.00



E. Apply final layer skim coating 85 52.50 14.50

52.50







SBQ 4612 Construction Management – Work Study GROUP 5

44


11
Element Rating
Cumulative Observed

time (min) time (min)

Check time 2.00 2.00



A .Fix Scaffolding 75 5.30 3.30



B. Mix skim coat 60 9.30 4.00



C. Clean and level ceiling 80 10.75 1.45



D. Apply first layer skim coating 100 33.75 23.00



E. Apply final layer skim coating 85 48.75 15.00

48.75





12
Element Rating
Cumulative Observed

time (min) time (min)

Check time 2.00 2.00



A .Fix Scaffolding 75 5.40 3.40



B. Mix skim coat 60 9.70 4.30



C. Clean and level ceiling 80 11.70 2.00



D. Apply first layer skim coating 100 38.70 27.00



E. Apply final layer skim coating 85 58.70 20.00

58.70







SBQ 4612 Construction Management – Work Study GROUP 5

45


13
Element Rating
Cumulative Observed

time (min) time (min)

Check time 2.00 2.00



A .Fix Scaffolding 75 5.00 3.00



B. Mix skim coat 60 11.00 6.00



C. Clean and level ceiling 80 12.45 1.45



D. Apply first layer skim coating 100 32.45 20.00



E. Apply final layer skim coating 85 48.45 16.00

48.45





14
Element Rating
Cumulative Observed

time (min) time (min)

Check time 2.00 2.00



A .Fix Scaffolding 75 6.02 4.02



B. Mix skim coat 60 10.34 4.32



C. Clean and level ceiling 80 12.44 2.10



D. Apply first layer skim coating 100 40.44 28.00



E. Apply final layer skim coating 85 55.44 15.00

55.44







SBQ 4612 Construction Management – Work Study GROUP 5

46


15
Element Rating
Cumulative Observed

time (min) time (min)

Check time 2.00 2.00



A .Fix Scaffolding 75 6.02 4.02



B. Mix skim coat 60 10.34 4.32



C. Clean and level ceiling 80 12.36 2.02



D. Apply first layer skim coating 100 37.36 25.00



E. Apply final layer skim coating 85 53.36 16.00

53.36




Total Observed Time (min)

Summary for A) Fix Scaffolding

58.91
Summary for B) Mix skim coat

66.56
Summary for C) Clean and level ceiling

31.12
Summary for D) Apply first layer skim coating 360.10
Summary for E) Apply final layer skim coating 204.58

721.27



Total Cumulative Time (min)

Summary for A) Fix Scaffolding

88.91
Summary for B) Mix skim coat

155.47
Summary for C) Clean and level ceiling

186.59
Summary for D) Apply first layer skim coating 546.69
Summary for E) Apply final layer skim coating 788.27

1,765.93



SBQ 4612 Construction Management – Work Study GROUP 5

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Table 2 - Extend observed times to basic times

1
Element Rating
Cumulative
time (min)
Observed
Basic time (min)

time
(min)

Check time 2.00 2.00



A. Fix Scaffolding 75 6.02 4.02 4.02 x 72 = 2.89



100

B. Mix skim coat 60 10.34 4.32 4.32 x 60 = 2.59



100

C. Clean and level ceiling 80 12.36 2.02 2.02 x 80 = 1.62



100

D. Apply first layer skim coating 100 37.36 25.00 25.00 x 100 = 25.00



100

E. Apply final layer skim coating 85 53.36 16.00 16.00 x 85 = 13.60



100



53.36




2
Element Rating
Cumulative
time (min)
Observed
Basic time (min)

time
(min)

Check time 2.00 2.00



A. Fix Scaffolding 75 6.00 4.00 4.00 x 75 = 3.00



100

B. Mix skim coat 60 10.50 4.50 4.50 x 60 = 2.70



100

C. Clean and level ceiling 80 12.50 2.00 2.00 x 80 = 1.60



100

D. Apply first layer skim coating 100 32.50 20.00 20.00 x 100 = 20.00



100

E. Apply final layer skim coating 85 47.50 15.00 15.00 x 85 = 12.75



100



47.50







SBQ 4612 Construction Management – Work Study GROUP 5

48

3
Element Rating
Cumulative
time (min)
Observed
Basic time (min)

time
(min)

Check time 2.00 2.00



A. Fix Scaffolding 75 6.02 4.02 4.02 x 75 = 3.02



100

B. Mix skim coat 60 10.32 4.30 4.30 x 60 = 2.58



100

C. Clean and level ceiling 80 11.89 1.57 1.57 x 80 = 1.26



100

D. Apply first layer skim coating 100 41.89 30.00 30.00 x 100 = 30.00



100

E. Apply final layer skim coating 85 56.89 15.00 15.00 x 85 = 12.75



100



56.89




4
Element Rating
Cumulative
time (min)
Observed
Basic time (min)

time
(min)

Check time 2.00 2.00



A. Fix Scaffolding 75 5.55 3.55 3.55 x 75 = 2.66



100

B. Mix skim coat 60 9.75 4.20 4.20x 60 =2.52



100

C. Clean and level ceiling 80 11.75 2.00 2.00 x 80 = 1.60



100

D. Apply first layer skim coating 100 36.75 25.00 25.00 x 100 = 25.00



100

E. Apply final layer skim coating 85 52.75 16.00 16.00 x 85 = 13.60



100



52.75








SBQ 4612 Construction Management – Work Study GROUP 5

49

5
Element Rating
Cumulative
time (min)
Observed
Basic time (min)

time
(min)

Check time 2.00 2.00



A. Fix Scaffolding 75 6.00 4.00 4.00 x 75 = 3.00



100

B. Mix skim coat 60 10.30 4.30 4.30 x 60 = 2.58



100

C. Clean and level ceiling 80 12.30 2.00 2.00 x 80 = 1.60



100

D. Apply first layer skim coating 100 36.30 24.00 24.00 x 100 = 24.00



100

E. Apply final layer skim coating 85 51.38 15.08 15.08 x 85 = 12.82



100



51.38




6
Element Rating
Cumulative
time (min)
Observed
Basic time (min)

time
(min)

Check time 2.00 2.00



A. Fix Scaffolding 75 6.02 4.02 4.02 x 75 = 3.02



100

B. Mix skim coat 60 10.34 4.32 4.32 x 60 = 2.59



100

C. Clean and level ceiling 80 12.36 2.02 2.02 x 80 = 1.62



100

D. Apply first layer skim coating 100 37.36 25.00 25 x 100 = 25.00



100

E. Apply final layer skim coating 85 52.36 15.00 15 x 85 = 12.75



100



52.36








SBQ 4612 Construction Management – Work Study GROUP 5

50

7
Element Rating
Cumulative
time (min)
Observed
Basic time (min)

time
(min)

Check time 2.00 2.00



A. Fix Scaffolding 75 5.54 3.54 3.54 x 75 = 2.66



100

B. Mix skim coat 60 10.07 4.53 4.53 x 60 = 2.72



100

C. Clean and level ceiling 80 14.07 4.00 4.00 x 80 = 3.20



100

D. Apply first layer skim coating 100 34.07 20.00 20.00 x 100 = 20.00



100

E. Apply final layer skim coating 85 52.07 18.00 18.00 x 85 = 15.30



100



52.07




8
Element Rating
Cumulative
time (min)
Observed
Basic time (min)

time
(min)

Check time 2.00 2.00



A. Fix Scaffolding 75 6.02 4.02 4.02 x 75 = 3.02



100

B. Mix skim coat 60 10.17 4.15 4.15 x 60 = 2.49



100

C. Clean and level ceiling 80 13.17 3.00 3.00 x 80 = 2.40



100

D. Apply first layer skim coating 100 33.17 20.00 20.00 x 100 = 20.00



100

E. Apply final layer skim coating 85 52.17 19.00 19.00 x 85 = 16.15



100



52.17








SBQ 4612 Construction Management – Work Study GROUP 5

51

9
Element Rating
Cumulative
time (min)
Observed
Basic time (min)

time
(min)

Check time 2.00 2.00



A. Fix Scaffolding 75 7.00 5.00 5.00 x 75 = 3.75



100

B. Mix skim coat 60 10.00 3.00 3.00 x 60 = 1.80



100

C. Clean and level ceiling 80 11.49 1.49 1.49 x 80 = 1.19



100

D. Apply first layer skim coating 100 36.59 25.10 25.10 x 100 = 25.10



100

E. Apply final layer skim coating 85 52.59 16.00 16.00 x 85 = 13.60



100



52.59




10
Element Rating
Cumulative
time (min)
Observed
Basic time (min)

time
(min)

Check time 2.00 2.00



A. Fix Scaffolding 75 7.00 5.00 5.00 x 75 = 3.75



100

B. Mix skim coat 60 13.00 6.00 6.00 x 60 = 3.60



100

C. Clean and level ceiling 80 15.00 2.00 2.00 x 80 = 1.60



100

D. Apply first layer skim coating 100 38.00 23.00 23.00 x 100 = 23.00



100

E. Apply final layer skim coating 85 52.50 14.50 14.50 x 85 = 12.33



100



52.50








SBQ 4612 Construction Management – Work Study GROUP 5

52

11
Element Rating
Cumulative
time (min)
Observed
Basic time (min)

time
(min)

Check time 2.00 2.00



A. Fix Scaffolding 75 5.30 3.30 3.30 x 75 = 2.48



100

B. Mix skim coat 60 9.30 4.00 4.00 x 60 = 2.40



100

C. Clean and level ceiling 80 10.75 1.45 1.45 x 80 = 1.16



100

D. Apply first layer skim coating 100 33.75 23.00 23.00 x 100 = 23.00



100

E. Apply final layer skim coating 85 48.75 15.00 15.00 x 85 = 12.75



100



48.75




12
Element Rating
Cumulative
time (min)
Observed
Basic time (min)

time
(min)

Check time 2.00 2.00



A. Fix Scaffolding 75 5.40 3.40 3.40 x 75 = 2.55



100

B. Mix skim coat 60 9.70 4.30 4.30 x 60 = 2.58



100

C. Clean and level ceiling 80 11.70 2.00 2.00 x 80 = 1.60



100

D. Apply first layer skim coating 100 38.70 27.00 27.00 x 100 = 27.00



100

E. Apply final layer skim coating 85 58.70 20.00 20.00 x 85 = 17.00



100



58.70








SBQ 4612 Construction Management – Work Study GROUP 5

53

13
Element Rating
Cumulative
time (min)
Observed
Basic time (min)

time
(min)

Check time 2.00 2.00



A. Fix Scaffolding 75 5.00 3.00 3.00 x 75 = 2.25



100

B. Mix skim coat 60 11.00 6.00 6.00 x 60 = 3.60



100

C. Clean and level ceiling 80 12.45 1.45 1.45 x 80 = 1.16



100

D. Apply first layer skim coating 100 32.45 20.00 20.00 x 100 = 20.00



100

E. Apply final layer skim coating 85 48.45 16.00 16.00 x 85 = 13.60



100



48.45




14
Element Rating
Cumulative
time (min)
Observed
Basic time (min)

time
(min)

Check time 2.00 2.00



A. Fix Scaffolding 75 6.02 4.02 4.02 x 75 = 3.02



100

B. Mix skim coat 60 10.34 4.32 4.32 x 60 = 2.59



100

C. Clean and level ceiling 80 12.44 2.10 2.10 x 80 = 1.68



100

D. Apply first layer skim coating 100 40.44 28.00 28 x 100 = 28.00



100

E. Apply final layer skim coating 85 55.44 15.00 15.00 x 85 = 12.75



100



55.44








SBQ 4612 Construction Management – Work Study GROUP 5

54

15
Element Rating
Cumulative
time (min)
Observed
Basic time (min)

time
(min)

Check time 2.00 2.00



A. Fix Scaffolding 75 6.02 4.02 4.02 x 75 = 3.02



100

B. Mix skim coat 60 10.34 4.32 4.32 x 60 = 2.59



100

C. Clean and level ceiling 80 12.36 2.02 2.02 x 80 = 1.62



100

D. Apply first layer skim coating 100 37.36 25.00 25.00 x 100 = 25.00



100

E. Apply final layer skim coating 85 53.36 16.00 16.00 x 85 = 13.60



100



53.36




Table 3 - Calculate average of basic times

Element Basic time (min)
Total
basic
Frequency
Average
(min) times
(min)
A. Fix Scaffolding
2.89, 3.00, 3.02, 2.66, 3.00, 3.02, 2.66, 3.02, 3.75, 3.75,
2.48, 2.55, 2.25, 3.02, 3.02
44.09 15 2.94







B. Mix skim coat
2.59, 2.70, 2.58, 2.52, 2.58, 2.59, 2.72, 2.49, 1.80, 3.60,
2.40, 2.58, 3.60, 2.59, 2.59
39.93 15 2.66







C. Clean and level
ceiling
1.62, 1.60, 1.26, 1.60, 1.60, 1.62, 3.20, 2.40, 1.19, 1.60,
1.16, 1.60, 1.16, 1.68, 1.62 24.91 15 1.66



D. Apply first layer
skim coating
25.00, 20.00, 30.00, 25.00, 24.00, 25.00, 20.00, 20.00,
25.10, 23.00, 23.00, 27.00, 20.00, 28.00, 25.00 360.10 15 24.01



E. Apply final layer
skim coating
13.60, 12.75, 12.75, 13.60, 12.82, 12.75, 15.30, 16.15,
13.60, 12.33, 12.75, 17.00, 13.60, 12.75, 13.60
205.35 15 13.69






SBQ 4612 Construction Management – Work Study GROUP 5

55

Table 4 - Total relaxation allowance and contingency allowance

Element
Basic
time
(min)
Total
relaxation
allowance %
Contingency Total
allowances
(%)
Standard time (min)
allowance
%

A. Fix Scaffolding 2.94 27 5 32 2.94 x 132 = 3.88
100

B. Mix skim coat 2.66 25 5 30 2.66 x 130 = 3.46
100

C. Clean and level ceiling 1.66 35 5 40 1.66 x 140 = 2.32
100
D. Apply first layer skim
coating 24.01 20 5 25 24.01 x 125
=
30.01
100
E. Apply final layer skim
coating 13.69 33 5 38 13.69 X 138
=
18.89
100

The total relaxation allowance and contingency allowance are assumed as in Table 4.
The standard time for the operation is 3.88 + 3.46 + 2.32 + 30.01 + 18.89 = 58.56 minutes


8%
7%
5%
41%
39%
Elements of Work
Fix Scaffolding Mix skim coat Clean and level ceiling
Apply first layer skim coating Apply final layer skim coating
SBQ 4612 Construction Management – Work Study GROUP 5

56




















CONSTRUCTION MANAGEMENT
WORK STUDY
WORK 2: Cement Rendering at Staircase
BY: Samidah Samlawi

SBQ 4612 Construction Management – Work Study GROUP 5

57

WORK 2: CEMENT RENDERING AT STAIRCASE
Table 1 - Operation: Cement Rendering at Staircase

1
Element Rating
Cumulative Observed

time (min) time (min)

Check time 1.00 1.00



a. Cleaning the staircase 85 1.28 0.28



b. Prepare gam 75 2.18 0.90



c. Mix mortar 65 2.70 0.52



d. 1st Layer of rendering 80 6.95 4.25



e. Final Layer 100 13.42 6.47



f. Touch up 60 13.84 0.42



13.84




2
Element Rating
Cumulative Observed

time (min) time (min)

Check time 1.00 1.00



a. Cleaning the staircase 85 1.33 0.33



b. Prepare gam 75 2.25 0.92



c. Mix mortar 65 2.74 0.49



d. 1st Layer of rendering 80 7.36 4.62



e. Final Layer 100 13.77 6.41



f. Touch up 60 13.98 0.21



13.98




SBQ 4612 Construction Management – Work Study GROUP 5

58

3
Element Rating
Cumulative Observed

time (min) time (min)

Check time 1.00 1.00



a. Cleaning the staircase 85 1.31 0.31



b. Prepare gam 75 2.20 0.89



c. Mix mortar 65 2.73 0.53



d. 1st Layer of rendering 80 7.34 4.61



e. Final Layer 100 13.76 6.42



f. Touch up 60 13.95 0.19



13.95




4
Element Rating
Cumulative Observed

time (min) time (min)

Check time 1.00 1.00



a. Cleaning the staircase 85 1.34 0.34



b. Prepare gam 75 2.29 0.95



c. Mix mortar 65 2.86 0.57



d. 1st Layer of rendering 80 7.36 4.50



e. Final Layer 100 13.85 6.49



f. Touch up 60 14.08 0.23



14.08






SBQ 4612 Construction Management – Work Study GROUP 5

59

5
Element Rating
Cumulative Observed

time (min) time (min)

Check time 1.00 1.00



a. Cleaning the staircase 85 1.28 0.28



b. Prepare gam 75 2.16 0.88



c. Mix mortar 65 2.66 0.50



d. 1st Layer of rendering 80 7.15 4.49



e. Final Layer 100 13.42 6.27



f. Touch up 60 13.84 0.42



13.84




6
Element Rating
Cumulative Observed

time (min) time (min)

Check time 1.00 1.00



a. Cleaning the staircase 85 1.40 0.40



b. Prepare gam 75 2.27 0.87



c. Mix mortar 65 2.89 0.62



d. 1st Layer of rendering 80 7.71 4.82



e. Final Layer 100 14.33 6.62



f. Touch up 60 14.58 0.25



14.58






SBQ 4612 Construction Management – Work Study GROUP 5

60

7
Element Rating
Cumulative Observed

time (min) time (min)

Check time 1.00 1.00



a. Cleaning the staircase 85 1.25 0.25



b. Prepare gam 75 2.22 0.97



c. Mix mortar 65 2.73 0.51



d. 1st Layer of rendering 80 7.22 4.49



e. Final Layer 100 13.61 6.39



f. Touch up 60 13.85 0.24



13.85




8
Element Rating
Cumulative Observed

time (min) time (min)

Check time 1.00 1.00



a. Cleaning the staircase 85 1.28 0.28



b. Prepare gam 75 2.19 0.91



c. Mix mortar 65 2.72 0.53



d. 1st Layer of rendering 80 7.26 4.54



e. Final Layer 100 13.70 6.44



f. Touch up 60 13.90 0.20



13.90






SBQ 4612 Construction Management – Work Study GROUP 5

61

9
Element Rating
Cumulative Observed

time (min) time (min)

Check time 1.00 1.00



a. Cleaning the staircase 85 1.32 0.32



b. Prepare gam 75 2.27 0.95



c. Mix mortar 65 2.85 0.58



d. 1st Layer of rendering 80 7.29 4.44



e. Final Layer 100 13.60 6.31



f. Touch up 60 13.81 0.21



13.81




10
Element Rating
Cumulative Observed

time (min) time (min)

Check time 1.00 1.00



a. Cleaning the staircase 85 1.45 0.45



b. Prepare gam 75 2.40 0.95



c. Mix mortar 65 3.03 0.63



d. 1st Layer of rendering 80 7.70 4.67



e. Final Layer 100 14.29 6.59



f. Touch up 60 14.59 0.30



14.59






SBQ 4612 Construction Management – Work Study GROUP 5

62

11
Element Rating
Cumulative Observed

time (min) time (min)

Check time 1.00 1.00



a. Cleaning the staircase 85 1.46 0.46



b. Prepare gam 75 2.43 0.97



c. Mix mortar 65 3.03 0.60



d. 1st Layer of rendering 80 7.56 4.53



e. Final Layer 100 14.14 6.58



f. Touch up 60 14.34 0.20



14.34




12
Element Rating
Cumulative Observed

time (min) time (min)

Check time 1.00 1.00



a. Cleaning the staircase 85 1.25 0.25



b. Prepare gam 75 2.10 0.85



c. Mix mortar 65 2.59 0.49



d. 1st Layer of rendering 80 7.37 4.78



e. Final Layer 100 13.86 6.49



f. Touch up 60 14.26 0.40



14.26






SBQ 4612 Construction Management – Work Study GROUP 5

63

13
Element Rating
Cumulative Observed

time (min) time (min)

Check time 1.00 1.00



a. Cleaning the staircase 85 1.29 0.29



b. Prepare gam 75 2.19 0.90



c. Mix mortar 65 2.74 0.55



d. 1st Layer of rendering 80 7.27 4.53



e. Final Layer 100 14.17 6.90



f. Touch up 60 14.42 0.25



14.42




14
Element Rating
Cumulative Observed

time (min) time (min)

Check time 1.00 1.00



a. Cleaning the staircase 85 1.32 0.32



b. Prepare gam 75 2.12 0.80



c. Mix mortar 65 2.76 0.64



d. 1st Layer of rendering 80 7.25 4.49



e. Final Layer 100 13.35 6.10



f. Touch up 60 13.55 0.20



13.55






SBQ 4612 Construction Management – Work Study GROUP 5

64

15
Element Rating
Cumulative Observed

time (min) time (min)

Check time 1.00 1.00



a. Cleaning the staircase 85 1.28 0.28



b. Prepare gam 75 2.18 0.90



c. Mix mortar 65 2.70 0.52



d. 1st Layer of rendering 80 7.22 4.52



e. Final Layer 100 13.69 6.47



f. Touch up 60 13.89 0.20



13.89




Total Observed Time (min)

Summary for A) Cleaning the staircase 4.84
Summary for B) Prepare gam 13.61
Summary for C) Mix mortar 8.28
Summary for D) 1st Layer of rendering 68.28
Summary for E) Final layer 96.95
Summary for F) Touch up 3.92

195.88


Total Cumulative Time (min)

Summary for A) Cleaning the staircase 19.84
Summary for B) Prepare gam 33.45
Summary for C) Mix mortar 41.73
Summary for D) 1st Layer of rendering 110.01
Summary for E) Final layer 206.96
Summary for F) Touch up 210.88

622.87




SBQ 4612 Construction Management – Work Study GROUP 5

65

Table 2 - Extend observed times to basic times

Element Rating
Cumulative
time (min)
Observed
Basic time (min)

time
(min)
1 Check time 1.00 1.00








a. Cleaning the staircase

85 1.28 0.28 0.28 x 85 0.24



100
b. Prepare gam 75 2.18 0.90 0.90 x 75 0.68



100
c. Mix mortar 65 2.70 0.52 0.52 x 65 0.34



100
d. 1st Layer of rendering 80 6.95 4.25 4.25 x 80 3.40



100
e. Final Layer 100 13.42 6.47 6.47 x 100 6.47



100
f. Touch up

60 13.84 0.42 0.42 x 60 0.25



100



13.84



Element Rating
Cumulative
time (min)
Observed
Basic time (min)

time
(min)
2 Check time 1.00 1.00








a. Cleaning the staircase

85 1.33 0.33 0.33 x 85 0.28



100
b. Prepare gam 75 2.25 0.92 0.92 x 75 0.69



100
c. Mix mortar 65 2.74 0.49 0.49 x 65 0.32



100
d. 1st Layer of rendering 80 7.36 4.62 4.62 x 80 3.70



100
e. Final Layer 100 13.77 6.41 6.41 x 100 6.41



100
f. Touch up

60 13.98 0.21 0.21 x 60 0.13



100



13.98






SBQ 4612 Construction Management – Work Study GROUP 5

66

Element Rating
Cumulative
time (min)
Observed
Basic time (min)

time
(min)
3 Check time 1.00 1.00








a. Cleaning the staircase

85 1.31 0.31 0.31 x 85 0.26



100
b. Prepare gam 75 2.20 0.89 0.89 x 75 0.67



100
c. Mix mortar 65 2.73 0.53 0.53 x 65 0.34



100
d. 1st Layer of rendering 80 7.34 4.61 4.61 x 80 3.69



100
e. Final Layer 100 13.76 6.42 6.42 x 100 6.42



100
f. Touch up

60 13.95 0.19 0.19 x 60 0.11



100



13.95



Element Rating
Cumulative
time (min)
Observed
Basic time (min)

time
(min)
4 Check time 1.00 1.00








a. Cleaning the staircase

85 1.34 0.34 0.34 x 85 0.29



100
b. Prepare gam 75 2.29 0.95 0.95 x 75 0.71



100
c. Mix mortar 65 2.86 0.57 0.57 x 65 0.37



100
d. 1st Layer of rendering 80 7.36 4.50 4.50 x 80 3.60



100
e. Final Layer 100 13.85 6.49 6.49 x 100 6.49



100
f. Touch up

60 14.08 0.23 0.23 x 60 0.14



100



14.08








SBQ 4612 Construction Management – Work Study GROUP 5

67

Element Rating
Cumulative
time (min)
Observed
Basic time (min)

time
(min)
5 Check time 1.00 1.00








a. Cleaning the staircase

85 1.28 0.28 0.28 x 85 0.24



100
b. Prepare gam 75 2.16 0.88 0.88 x 75 0.66



100
c. Mix mortar 65 2.66 0.50 0.50 x 65 0.33



100
d. 1st Layer of rendering 80 7.15 4.49 4.49 x 80 3.52



100
e. Final Layer 100 13.42 6.27 6.27 x 100 6.27



100
f. Touch up

60 13.84 0.42 0.42 x 60 0.25



100



13.84



Element Rating
Cumulative
time (min)
Observed
Basic time (min)

time
(min)
6 Check time 1.00 1.00








a. Cleaning the staircase

85 1.40 0.40 0.40x 85 0.34



100
b. Prepare gam 75 2.27 0.87 0.87 x 75 0.65



100
c. Mix mortar 65 2.89 0.62 0.62 x 65 0.40



100
d. 1st Layer of rendering 80 7.71 4.82 4.82 x 80 3.86



100
e. Final Layer 100 14.33 6.62 6.62 x 100 6.62



100
f. Touch up

60 14.58 0.25 0.42 x 60 0.15



100



14.58








SBQ 4612 Construction Management – Work Study GROUP 5

68

Element Rating
Cumulative
time (min)
Observed
Basic time (min)

time
(min)
7 Check time 1.00 1.00








a. Cleaning the staircase

85 1.25 0.25 0.25x 85 0.21



100
b. Prepare gam 75 2.22 0.97 0.97 x 75 0.73



100
c. Mix mortar 65 2.73 0.51 0.51x 65 0.33



100
d. 1st Layer of rendering 80 7.22 4.49 4.49 x 80 3.59



100
e. Final Layer 100 13.61 6.39 6.39 x 100 6.39



100
f. Touch up

60 13.85 0.24 0.24 x 60 0.14



100



13.85



Element Rating
Cumulative
time (min)
Observed
Basic time (min)

time
(min)
8 Check time 1.00 1.00








a. Cleaning the staircase

85 1.28 0.28 0.28x 85 0.24



100
b. Prepare gam 75 2.19 0.91 0.91 x 75 0.68



100
c. Mix mortar 65 2.72 0.53 0.53x 65 0.34



100
d. 1st Layer of rendering 80 7.26 4.54 4.54 x 80 3.63



100
e. Final Layer 100 13.70 6.44 6.44 x 100 6.44



100
f. Touch up

60 13.90 0.20 0.20 x 60 0.12



100



13.90








SBQ 4612 Construction Management – Work Study GROUP 5

69

Element Rating
Cumulative
time (min)
Observed
Basic time (min)

time
(min)
9 Check time 1.00 1.00








a. Cleaning the staircase

85 1.32 0.32 0.32x 85 0.27



100
b. Prepare gam 75 2.27 0.95 0.95 x 75 0.71



100
c. Mix mortar 65 2.85 0.58 0.58x 65 0.38



100
d. 1st Layer of rendering 80 7.29 4.44 4.44 x 80 3.55



100
e. Final Layer 100 13.60 6.31 6.31 x 100 6.31



100
f. Touch up

60 13.81 0.21 0.21 x 60 0.13



100



13.81



Element Rating
Cumulative
time (min)
Observed
Basic time (min)

time
(min)
10 Check time 1.00 1.00








a. Cleaning the staircase

85 1.45 0.45 0.45x 85 0.38



100
b. Prepare gam 75 2.40 0.95 0.95 x 75 0.71



100
c. Mix mortar 65 3.03 0.63 0.63x 65 0.41



100
d. 1st Layer of rendering 80 7.70 4.67 4.67 x 80 3.74



100
e. Final Layer 100 14.29 6.59 6.59 x 100 6.59



100
f. Touch up

60 14.59 0.30 0.30 x 60 0.18



100



14.59








SBQ 4612 Construction Management – Work Study GROUP 5

70

Element Rating
Cumulative
time (min)
Observed
Basic time (min)

time
(min)
11 Check time 1.00 1.00








a. Cleaning the staircase

85 1.46 0.46 0.46x 85 0.39



100
b. Prepare gam 75 2.43 0.97 0.97 x 75 0.73



100
c. Mix mortar 65 3.03 0.60 0.60x 65 0.39



100
d. 1st Layer of rendering 80 7.56 4.53 4.53 x 80 3.62



100
e. Final Layer 100 14.14 6.58 6.58 x 100 6.58



100
f. Touch up

60 14.34 0.20 0.20 x 60 0.12



100



14.34



Element Rating
Cumulative
time (min)
Observed
Basic time (min)

time
(min)
12 Check time 1.00 1.00








a. Cleaning the staircase

85 1.25 0.25 0.25x 85 0.21



100
b. Prepare gam 75 2.10 0.85 0.85 x 75 0.64



100
c. Mix mortar 65 2.59 0.49 0.49x 65 0.32



100
d. 1st Layer of rendering 80 7.37 4.78 4.78 x 80 3.82



100
e. Final Layer 100 13.86 6.49 6.49 x 100 6.49



100
f. Touch up

60 14.26 0.40 0.40 x 60 0.24



100



14.26








SBQ 4612 Construction Management – Work Study GROUP 5

71

Element Rating
Cumulative
time (min)
Observed
Basic time (min)

time
(min)
13 Check time 1.00 1.00








a. Cleaning the staircase

85 1.29 0.29 0.29x 85 0.25



100
b. Prepare gam 75 2.19 0.90 0.90 x 75 0.68



100
c. Mix mortar 65 2.74 0.55 0.55 x 65 0.36



100
d. 1st Layer of rendering 80 7.27 4.53 4.53 x 80 3.62



100
e. Final Layer 100 14.17 6.90 6.90 x 100 6.90



100
f. Touch up

60 14.42 0.25 0.25 x 60 0.15



100



14.42



Element Rating
Cumulative
time (min)
Observed
Basic time (min)

time
(min)
14 Check time 1.00 1.00








a. Cleaning the staircase

85 1.32 0.32 0.32 x 85 0.27



100
b. Prepare gam 75 2.12 0.80 0.80 x 75 0.60



100
c. Mix mortar 65 2.76 0.64 0.64 x 65 0.42



100
d. 1st Layer of rendering 80 7.25 4.49 4.49 x 80 3.59



100
e. Final Layer 100 13.35 6.10 6.10 x 100 6.10



100
f. Touch up

60 13.55 0.20 0.20 x 60 0.12



100



13.55








SBQ 4612 Construction Management – Work Study GROUP 5

72

Element Rating
Cumulative
time (min)
Observed
Basic time (min)

time
(min)
15 Check time 1.00 1.00








a. Cleaning the staircase

85 1.28 0.28 0.28 x 85 0.24



100
b. Prepare gam 75 2.18 0.90 0.90 x 75 0.68



100
c. Mix mortar 65 2.70 0.52 0.52 x 65 0.34



100
d. 1st Layer of rendering 80 7.22 4.52 4.52 x 80 3.62



100
e. Final Layer 100 13.69 6.47 6.47 x 100 6.47



100
f. Touch up

60 13.89 0.20 0.20 x 60 0.12



100



13.89



Table 3 - Calculate average of basic times


Element Basic time (min)
Total
basic
Frequency
Average
(min)

times
(min)
a. Cleaning the staircase 0.28, 0.28, 0.26, 0.29, 0.24, 0.34, 0.21, 0.24, 4.11 15 0.27


0.27, 0.38, 0.39, 0.21, 0.25, 0.27, 0.24

b. Prepare gam 0.68, 0.69, 0.67, 0.71, 0.66, 0.65, 0.73, 0.68, 10.21 15 0.68


0.71, 0.71, 0.73, 0.64, 0.68, 0.60, 0.68

c. Mix mortar 0.34,0.32, 0.34, 0.37, 0.33, 0.40, 0.33, 0.34, 5.38 15 0.36


0.38, 0.41, 0.39, 0.32, 0.36, 0.42, 0.34

d. 1st Layer of rendering 3.40, 3.70, 3.69, 3.60, 3.52, 3.86, 3.59, 3.63, 54.55 15 3.64


3.55, 3.74, 3.62, 3.82, 3.62, 3.59, 3.62

e. Final Layer 6.47, 6.41, 6.42, 6.49, 6.27, 6.62, 6.39, 6.44 96.95 15 6.46


6.31, 6.59, 6.58, 6.49, 6.90, 6.10, 6.47

f. Touch up 0.25, 0.13, 0.11, 0.14, 0.25, 0.15, 0.14, 0.12, 2.35 15 0.16

0.13, 0.18, 0.12, 0,24, 0.15, 0.12, 0.12




SBQ 4612 Construction Management – Work Study GROUP 5

73

Table 4 - Total relaxation allowance and contingency allowance


Element
Basic time
Total
relaxation Contingency
allowance %
Total
allowances (%)
Standard time
(min)

(min)
allowance
%






a. Cleaning the
staircase 0.27 25 5 30 0.27 x 130 0.35



100
b. Prepare gam 0.68 30 5 35 0.68 x 135 0.92



100
c. Mix mortar 0.36 26 5 31 0.36 x 131 0.47



100
d. 1st Layer of
rendering 3.64 30 5 35 3.64 x 135 4.91



100
e. Final Layer 6.46 38 5 43 6.46 x 143 9.24



100
f. Touch up 0.16 29 5 34 0.26 x 134 0.35

100


Assume that the total relaxation allowance and contingency allowance are as shown in Table 4.
The standard time for the operation is 0.35 + 0.92 + 0.47 + 4.91 + 9.24 + 0.35 = 16.24 standard
minutes.


2%
6%
3%
30%
57%
2%
Elements of Works
Cleaning the staircase
Prepare gam
Mix mortar
1st Layer of rendering
Final Layer
Touch up
SBQ 4612 Construction Management – Work Study GROUP 5

74




























CONSTRUCTION MANAGEMENT
WORK STUDY
WORK 3: Electrical Trunking
BY: Nurkhairani Mohd Rusdi

SBQ 4612 Construction Management – Work Study GROUP 5

75

WORK 3: ELECTRICAL TRUNKING
Table 1 - Operation: Electrical Trunking

1
Element Rating
Cumulative
time (min)
Observed

time
(min)

Check time 2.00 2.00



A. Measure the trunking 80 2.17 0.17



B. Cut the trunking 90 2.71 0.54



C. Fix and drill to wall 100 3.88 1.17



D. Screw 70 4.10 0.22





4.10






2
Element Rating
Cumulative
time (min)
Observed

time
(min)

Check time 2.00 2.00



A. Measure the trunking 80 2.23 0.23



B. Cut the trunking 90 2.71 0.48



C. Fix and drill to wall 100 3.75 1.04



D. Screw 70 4.00 0.25





4.00









SBQ 4612 Construction Management – Work Study GROUP 5

76

3
Element Rating
Cumulative
time (min)
Observed

time
(min)

Check time 2.00 2.00



A. Measure the trunking 80 2.35 0.35



B. Cut the trunking 90 2.90 0.55



C. Fix and drill to wall 100 4.47 1.57



D. Screw 70 4.77 0.30





4.77






4
Element Rating
Cumulative
time (min)
Observed

time
(min)

Check time 2.00 2.00



A. Measure the trunking 80 2.46 0.46



B. Cut the trunking 90 2.79 0.33



C. Fix and drill to wall 100 4.08 1.29



D. Screw 70 4.30 0.22





4.30








SBQ 4612 Construction Management – Work Study GROUP 5

77

5
Element Rating
Cumulative
time (min)
Observed

time
(min)

Check time 2.00 2.00



A. Measure the trunking 80 2.38 0.38



B. Cut the trunking 90 2.85 0.47



C. Fix and drill to wall 100 4.30 1.45



D. Screw 70 4.65 0.35





4.65




6
Element Rating
Cumulative
time (min)
Observed

time
(min)

Check time 2.00 2.00



A. Measure the trunking 80 2.25 0.25



B. Cut the trunking 90 2.60 0.35



C. Fix and drill to wall 100 3.98 1.38



D. Screw 70 4.38 0.40





4.38








SBQ 4612 Construction Management – Work Study GROUP 5

78

7
Element Rating
Cumulative
time (min)
Observed

time
(min)

Check time 2.00 2.00



A. Measure the trunking 80 2.30 0.30



B. Cut the trunking 90 2.72 0.42



C. Fix and drill to wall 100 3.80 1.08



D. Screw 70 4.50 0.70





4.50




8
Element Rating
Cumulative
time (min)
Observed

time
(min)

Check time 2.00 2.00



A. Measure the trunking 80 2.29 0.29



B. Cut the trunking 90 2.67 0.38



C. Fix and drill to wall 100 3.92 1.25



D. Screw 70 4.18 0.26





4.18








SBQ 4612 Construction Management – Work Study GROUP 5

79

9
Element Rating
Cumulative
time (min)
Observed

time
(min)

Check time 2.00 2.00



A. Measure the trunking 80 2.40 0.40



B. Cut the trunking 90 2.70 0.30



C. Fix and drill to wall 100 4.20 1.50



D. Screw 70 4.70 0.50





4.70




10
Element Rating
Cumulative
time (min)
Observed

time
(min)

Check time 2.00 2.00



A. Measure the trunking 80 2.36 0.36



B. Cut the trunking 90 2.80 0.44



C. Fix and drill to wall 100 4.02 1.22



D. Screw 70 4.51 0.49





4.51








SBQ 4612 Construction Management – Work Study GROUP 5

80

11
Element Rating
Cumulative
time (min)
Observed

time
(min)

Check time 2.00 2.00



A. Measure the trunking 80 2.39 0.39



B. Cut the trunking 90 2.72 0.33



C. Fix and drill to wall 100 4.08 1.36



D. Screw 70 4.52 0.44





4.52




12
Element Rating
Cumulative
time (min)
Observed

time
(min)

Check time 2.00 2.00



A. Measure the trunking 80 2.33 0.33



B. Cut the trunking 90 2.82 0.49



C. Fix and drill to wall 100 4.01 1.19



D. Screw 70 4.53 0.52





4.53








SBQ 4612 Construction Management – Work Study GROUP 5

81

13
Element Rating
Cumulative
time (min)
Observed

time
(min)

Check time 2.00 2.00



A. Measure the trunking 80 2.26 0.26



B. Cut the trunking 90 2.81 0.55



C. Fix and drill to wall 100 4.24 1.43



D. Screw 70 4.69 0.45





4.69




14
Element Rating
Cumulative
time (min)
Observed

time
(min)

Check time 2.00 2.00



A. Measure the trunking 80 2.31 0.31



B. Cut the trunking 90 2.82 0.51



C. Fix and drill to wall 100 4.09 1.27



D. Screw 70 4.51 0.42





4.51








SBQ 4612 Construction Management – Work Study GROUP 5

82

15
Element Rating
Cumulative
time (min)
Observed

time
(min)

Check time 2.00 2.00



A. Measure the trunking 80 2.31 0.31



B. Cut the trunking 90 2.87 0.56



C. Fix and drill to wall 100 4.12 1.25



D. Screw 70 4.51 0.39





4.51




Total Observed Time (min)

Summary for A) Measure the trunking

4.79
Summary for B) Cut the trunking

6.70
Summary for C) Fix and drill to wall

19.45
Summary for D) Screw

5.91

36.85


Total Cumulative Time (min)

Summary for A) Measure the trunking 34.79
Summary for B) Cut the trunking 41.49
Summary for C) Fix and drill to wall 60.94
Summary for D) Screw 66.85

204.07






SBQ 4612 Construction Management – Work Study GROUP 5

83

Table 2 - Extend observed times to basic times

1
Element Rating
Cumulative Observed
Basic Time (min)

time (min) time (min)

Check time 2.00 2.00













A. Measure the trunking 80 2.17 0.17 0.17 x 80 = 0.14



100











B. Cut the trunking 90 2.71 0.54 0.54 x 90 = 0.49



100











C. Fix and drill to wall 100 3.88 1.17 1.17 x 100 = 1.17



100











D. Screw 70 4.10 0.22 0.22 x 70 = 0.15



100













4.10








2
Element Rating
Cumulative Observed
Basic Time (min)

time (min) time (min)

Check time 2.00 2.00













A. Measure the trunking 80 2.23 0.23 0.23 x 80 = 0.18



100











B. Cut the trunking 90 2.71 0.48 0.48 x 90 = 0.43



100











C. Fix and drill to wall 100 3.75 1.04 1.04 x 100 = 1.04



100











D. Screw 70 4.00 0.25 0.25 x 70 = 0.18



100













4.00








SBQ 4612 Construction Management – Work Study GROUP 5

84

3
Element Rating
Cumulative Observed
Basic Time (min)

time (min) time (min)

Check time 2.00 2.00









A. Measure the trunking 80 2.35 0.35 0.35 x 80 = 0.28



100







B. Cut the trunking 90 2.90 0.55 0.55 x 90 = 0.50



100







C. Fix and drill to wall 100 4.47 1.57 1.57 x 100 = 1.57



100







D. Screw 70 4.77 0.30 0.30 x 70 = 0.21



100









4.77






4
Element Rating
Cumulative Observed
Basic Time (min)

time (min) time (min)

Check time 2.00 2.00









A. Measure the trunking 80 2.46 0.46 0.46 x 80 = 0.37



100







B. Cut the trunking 90 2.79 0.33 0.33 x 90 = 0.30



100







C. Fix and drill to wall 100 4.08 1.29 1.29 x 100 = 1.29



100







D. Screw 70 4.30 0.22 0.22 x 70 = 0.15



100









4.30








SBQ 4612 Construction Management – Work Study GROUP 5

85

5
Element Rating
Cumulative Observed
Basic Time (min)

time (min) time (min)

Check time 2.00 2.00









A. Measure the trunking 80 2.38 0.38 0.38 x 80 = 0.30



100







B. Cut the trunking 90 2.85 0.47 0.47 x 90 = 0.42



100







C. Fix and drill to wall 100 4.30 1.45 1.45 x 100 = 1.45



100







D. Screw 70 4.65 0.35 0.35 x 70 = 0.25



100









4.65






6
Element Rating
Cumulative Observed
Basic Time (min)

time (min) time (min)

Check time 2.00 2.00









A. Measure the trunking 80 2.25 0.25 0.25 x 80 = 0.20



100







B. Cut the trunking 90 2.60 0.35 0.35 x 90 = 0.32



100







C. Fix and drill to wall 100 3.98 1.38 1.38 x 100 = 1.38



100







D. Screw 70 4.38 0.40 0.40 x 70 = 0.28



100









4.38








SBQ 4612 Construction Management – Work Study GROUP 5

86

7
Element Rating
Cumulative Observed
Basic Time (min)

time (min) time (min)

Check time 2.00 2.00









A. Measure the trunking 80 2.30 0.30 0.30 x 80 = 0.24



100







B. Cut the trunking 90 2.72 0.42 0.42 x 90 = 0.38



100







C. Fix and drill to wall 100 3.80 1.08 1.08 x 100 = 1.08



100







D. Screw 70 4.50 0.70 0.70 x 70 = 0.49



100









4.50






8
Element Rating
Cumulative Observed
Basic Time (min)

time (min) time (min)

Check time 2.00 2.00









A. Measure the trunking 80 2.29 0.29 0.29 x 80 = 0.23



100







B. Cut the trunking 90 2.67 0.38 0.38 x 90 = 0.34



100







C. Fix and drill to wall 100 3.92 1.25 1.25 x 100 = 1.25



100







D. Screw 70 4.18 0.26 0.26 x 70 = 0.18



100









4.18








SBQ 4612 Construction Management – Work Study GROUP 5

87

9
Element Rating
Cumulative Observed
Basic Time (min)

time (min) time (min)

Check time 2.00 2.00









A. Measure the trunking 80 2.40 0.40 0.40 x 80 = 0.32



100







B. Cut the trunking 90 2.70 0.30 0.30 x 90 = 0.27



100







C. Fix and drill to wall 100 4.20 1.50 1.50 x 100 = 1.50



100







D. Screw 70 4.70 0.50 0.50 x 70 = 0.35



100









4.70






10
Element Rating
Cumulative Observed
Basic Time (min)

time (min) time (min)

Check time 2.00 2.00









A. Measure the trunking 80 2.36 0.36 0.36 x 80 = 0.29



100







B. Cut the trunking 90 2.80 0.44 0.44 x 90 = 0.40



100







C. Fix and drill to wall 100 4.02 1.22 1.22 x 100 = 1.22



100







D. Screw 70 4.51 0.49 0.49 x 70 = 0.34



100









4.51








SBQ 4612 Construction Management – Work Study GROUP 5

88

11
Element Rating
Cumulative Observed
Basic Time (min)

time (min) time (min)

Check time 2.00 2.00









A. Measure the trunking 80 2.39 0.39 0.39 x 80 = 0.31



100







B. Cut the trunking 90 2.72 0.33 0.33 x 90 = 0.30



100







C. Fix and drill to wall 100 4.08 1.36 1.36 x 100 = 1.36



100







D. Screw 70 4.52 0.44 0.44 x 70 = 0.31



100









4.52






12
Element Rating
Cumulative Observed
Basic Time (min)

time (min) time (min)

Check time 2.00 2.00









A. Measure the trunking 80 2.33 0.33 0.33 x 80 = 0.26



100







B. Cut the trunking 90 2.82 0.49 0.49 x 90 = 0.44



100







C. Fix and drill to wall 100 4.01 1.19 1.19 x 100 = 1.19



100







D. Screw 70 4.53 0.52 0.52 x 70 = 0.36



100









4.53








SBQ 4612 Construction Management – Work Study GROUP 5

89

13
Element Rating
Cumulative Observed
Basic Time (min)

time (min) time (min)

Check time 2.00 2.00









A. Measure the trunking 80 2.26 0.26 0.26 x 80 = 0.21



100







B. Cut the trunking 90 2.81 0.55 0.55 x 90 = 0.50



100







C. Fix and drill to wall 100 4.24 1.43 1.43 x 100 = 1.43



100







D. Screw 70 4.69 0.45 0.45 x 70 = 0.32



100









4.69






14
Element Rating
Cumulative Observed
Basic Time (min)

time (min) time (min)

Check time 2.00 2.00









A. Measure the trunking 80 2.31 0.31 0.31 x 80 = 0.25



100







B. Cut the trunking 90 2.82 0.51 0.51 x 90 = 0.46



100







C. Fix and drill to wall 100 4.09 1.27 1.27 x 100 = 1.27



100







D. Screw 70 4.51 0.42 0.42 x 70 = 0.29



100









4.51








SBQ 4612 Construction Management – Work Study GROUP 5

90

15
Element Rating
Cumulative Observed
Basic Time (min)

time (min) time (min)

Check time 2.00 2.00











A. Measure the trunking 80 2.31 0.31 0.31 x 80 = 0.25



100











B. Cut the trunking 90 2.87 0.56 0.56 x 90 = 0.50



100











C. Fix and drill to wall 100 4.12 1.25 1.25 x 100 = 1.25



100











D. Screw 70 4.51 0.39 0.39 x 70 = 0.27



100













4.51









Table 3 - Calculate average of basic times

Element Basic time (min)
Total
basic
Frequency
Average
times
(min) (min)

A. Measure the trunking
0.14, 0.18, 0.28, 0.37, 0.30, 0.20, 0.24, 0.23,
0.32, 0.29, 0.31, 0.26, 0.21, 0.25, 0.25
3.83 15 0.26






B. Cut the trunking
0.49, 0.43, 0.50, 0.30, 0.42, 0.32, 0.38, 0.34,
0.27, 0.40, 0.30, 0.44, 0.50, 0.46, 0.50
6.03 15 0.40






C. Fix and drill to wall
1.17, 1.04, 1.57, 1.29, 1.45, 1.38, 1.08, 1.25,
1.50, 1.22, 1.36, 1.19, 1.43, 1.27, 1.25
19.45 15 1.30






D. Screw
0.15, 0.18, 0.21, 0.15, 0.25, 0.28, 0.49, 0.18,
0.35, 0.34, 0.31, 0.36, 0.32, 0.29, 0.27
4.14 15 0.28











SBQ 4612 Construction Management – Work Study GROUP 5

91

Table 4 - Total relaxation allowance and contingency allowance

Element
Basic
time
(min)
Total
relaxation
allowance %
Contingency
allowance
%
Total
allowanc
es (%)
Standard time (min)



A. Measure the trunking 0.26 27 5 32 0.26 x 132 = 0.34
100





B. Cut the trunking 0.40 25 5 30 0.40 x 130 = 0.52
100





C. Fix and drill to wall 1.30 35 5 40 1.30 x 140 = 1.82
100





D. Screw 0.28 20 5 25 0.28 x 125 = 0.34
100




The total relaxation allowance and contingency allowance are assumed as in Table 4.
The standard time for the operation is 0.34 + 0.52+ 1.82 + 0.34 = 3.02 minutes


11%
17%
61%
11%
Elements of Work
Measure the trunking Cutting the trunking Fix and drill to wall Screw
SBQ 4612 Construction Management – Work Study GROUP 5

92




























CONSTRUCTION MANAGEMENT
WORK STUDY
WORK 4: Plastering on Beam
BY: NURFADILAH

SBQ 4612 Construction Management – Work Study GROUP 5

93

WORK 4: PLASTERING ON BEAM
Table 1 - Operation: Plastering

1
Element Rating
Cumulative Observed

time (min) time (min)

Check time 2.00 2.00



A. Plastering 90 3.48 1.48



B. Plastering (flat) 70 3.93 0.45



3.93




2
Element Rating
Cumulative Observed

time (min) time (min)

Check time 2.00 2.00



A. Plastering 80 4.05 2.05



B. Plastering (flat) 90 4.54 0.49



4.54




3
Element Rating
Cumulative Observed

time (min) time (min)

Check time 2.00 2.00



A. Plastering 80 3.45 1.45



B. Plastering (flat) 90 3.84 0.39



3.84




SBQ 4612 Construction Management – Work Study GROUP 5

94

4
Element Rating
Cumulative Observed

time (min) time (min)

Check time 2.00 2.00



A. Plastering 80 4.05 2.05



B. Plastering (flat) 90 4.50 0.45



4.50




5
Element Rating
Cumulative Observed

time (min) time (min)

Check time 2.00 2.00



A. Plastering 80 5.00 3.00



B. Plastering (flat) 90 5.50 0.50



5.50




6
Element Rating
Cumulative Observed

time (min) time (min)

Check time 2.00 2.00



A. Plastering 80 4.54 2.54



B. Plastering (flat) 90 4.99 0.45



4.99







SBQ 4612 Construction Management – Work Study GROUP 5

95

7
Element Rating
Cumulative Observed

time (min) time (min)

Check time 2.00 2.00



A. Plastering 80 5.15 3.15



B. Plastering (flat) 90 6.40 1.25



6.40




8
Element Rating
Cumulative Observed

time (min) time (min)

Check time 2.00 2.00



A. Plastering 80 5.10 3.10



B. Plastering (flat) 90 5.68 0.58



5.68




9
Element Rating
Cumulative Observed

time (min) time (min)

Check time 2.00 2.00



A. Plastering 80 5.05 3.05



B. Plastering (flat) 90 6.09 1.04



6.09







SBQ 4612 Construction Management – Work Study GROUP 5

96

10
Element Rating
Cumulative Observed

time (min) time (min)

Check time 2.00 2.00



A. Plastering 80 5.14 3.14



B. Plastering (flat) 90 5.70 0.56



5.70




11
Element Rating
Cumulative Observed

time (min) time (min)

Check time 2.00 2.00



A. Plastering 80 4.43 2.43



B. Plastering (flat) 90 5.01 0.58



5.01




12
Element Rating
Cumulative Observed

time (min) time (min)

Check time 2.00 2.00



A. Plastering 80 4.45 2.45



B. Plastering (flat) 90 5.01 0.56



5.01







SBQ 4612 Construction Management – Work Study GROUP 5

97

13
Element Rating
Cumulative Observed

time (min) time (min)

Check time 2.00 2.00



A. Plastering 80 5.01 3.01



B. Plastering (flat) 90 6.07 1.06



6.07




14
Element Rating
Cumulative Observed

time (min) time (min)

Check time 2.00 2.00



A. Plastering 80 4.57 2.57



B. Plastering (flat) 90 5.16 0.59



5.16




15
Element Rating
Cumulative Observed

time (min) time (min)

Check time 2.00 2.00



A. Plastering 80 4.35 2.35



B. Plastering (flat) 90 5.41 1.06



5.41




Total Cumulative Time (min)

Summary for A) Plastering 67.82
Summary for B) Plastering(flat) 77.83

145.65
Total Observed Time (min)

Summary for A) Plastering 37.82
Summary for B) Plastering(flat) 10.01

47.83
SBQ 4612 Construction Management – Work Study GROUP 5

98

Table 2 - Extend observed times to basic times

1
Element Rating
Cumulative Observed
Basic Time (min)

time (min) time (min)

Check time 2.00 2.00













A. Plastering 90 3.48 1.48 1.48 x 90 = 1.33



100











B. Plastering (flat) 70 3.93 0.45 0.45 x 70 = 0.32



100













3.93








2
Element Rating
Cumulative Observed
Basic Time (min)

time (min) time (min)

Check time 2.00 2.00













A. Plastering 90 4.05 2.05 2.05 x 90 = 1.85



100











B. Plastering (flat) 70 4.54 0.49 0.49 x 70 = 0.34



100













4.54








3
Element Rating
Cumulative Observed
Basic Time (min)

time (min) time (min)

Check time 2.00 2.00









A. Plastering 90 3.45 1.45 1.45 x 90 = 1.31



100







B. Plastering (flat) 70 3.84 0.39 0.39 x 70 = 0.27



100









3.84




SBQ 4612 Construction Management – Work Study GROUP 5

99


4
Element Rating
Cumulative Observed
Basic Time (min)

time (min) time (min)

Check time 2.00 2.00









A. Plastering 90 4.05 2.05 2.05 x 90 = 1.85



100







B. Plastering (flat) 70 4.50 0.45 0.45 x 70 = 0.32



100









4.50






5
Element Rating
Cumulative Observed
Basic Time (min)

time (min) time (min)

Check time 2.00 2.00









A. Plastering 90 5.00 3.00 3.00 x 90 = 2.70



100







B. Plastering (flat) 70 5.50 0.50 0.50 x 70 = 0.35



100









5.50






6
Element Rating
Cumulative Observed
Basic Time (min)

time (min) time (min)

Check time 2.00 2.00









A. Plastering 90 4.54 2.54 2.54 x 90 = 2.29



100







B. Plastering (flat) 70 4.99 0.45 0.45 x 70 = 0.32



100









4.99




SBQ 4612 Construction Management – Work Study GROUP 5

100


7
Element Rating
Cumulative Observed
Basic Time (min)

time (min) time (min)

Check time 2.00 2.00









A. Plastering 90 5.15 3.15 3.15 x 90 = 2.84



100







B. Plastering (flat) 70 6.40 1.25 1.25 x 70 = 0.88



100









6.40






8
Element Rating
Cumulative Observed
Basic Time (min)

time (min) time (min)

Check time 2.00 2.00









A. Plastering 90 5.10 3.10 3.10 x 90 = 2.79



100







B. Plastering (flat) 70 5.68 0.58 0.58 x 70 = 0.41



100









5.68






9
Element Rating
Cumulative Observed
Basic Time (min)

time (min) time (min)

Check time 2.00 2.00









A. Plastering 90 5.05 3.05 3.05 x 90 = 2.75



100







B. Plastering (flat) 70 6.09 1.04 1.04 x 70 = 0.73



100









6.09




SBQ 4612 Construction Management – Work Study GROUP 5

101


10
Element Rating
Cumulative Observed
Basic Time (min)

time (min) time (min)

Check time 2.00 2.00









A. Plastering 90 5.14 3.14 3.14 x 90 = 2.83



100







B. Plastering (flat) 70 5.70 0.56 0.56 x 70 = 0.39



100









5.70






11
Element Rating
Cumulative Observed
Basic Time (min)

time (min) time (min)

Check time 2.00 2.00









A. Plastering 90 4.43 2.43 2.43 x 90 = 2.19



100







B. Plastering (flat) 70 5.01 0.58 0.58 x 70 = 0.41



100









5.01






12
Element Rating
Cumulative Observed
Basic Time (min)

time (min) time (min)

Check time 2.00 2.00









A. Plastering 90 4.45 2.45 2.45 x 90 = 2.21



100







B. Plastering (flat) 70 5.01 0.56 0.56 x 70 = 0.39



100









5.01




SBQ 4612 Construction Management – Work Study GROUP 5

102


13
Element Rating
Cumulative Observed
Basic Time (min)

time (min) time (min)

Check time 2.00 2.00









A. Plastering 90 5.01 3.01 3.01 x 90 = 2.71



100







B. Plastering (flat) 70 6.07 1.06 1.06 x 70 = 0.74



100









6.07






14
Element Rating
Cumulative Observed
Basic Time (min)

time (min) time (min)

Check time 2.00 2.00









A. Plastering 90 4.57 2.57 2.57 x 90 = 2.31



100







B. Plastering (flat) 70 5.16 0.59 0.59 x 70 = 0.41



100









5.16






15
Element Rating
Cumulative Observed
Basic Time (min)

time (min) time (min)

Check time 2.00 2.00











A. Plastering 90 4.35 2.35 2.35 x 90 = 2.12



100











B. Plastering (flat) 70 5.41 1.06 1.06 x 70 = 0.74



100













5.41






SBQ 4612 Construction Management – Work Study GROUP 5

103


Table 3 - Calculate average of basic time

Element Basic time (min)
Total basic
Frequency
Average
times (min) (min)
A. Plastering
0.14, 0.18, 0.28, 0.37, 0.30, 0.20, 0.24, 0.23,
0.32, 0.29, 0.31, 0.26, 0.21, 0.25, 0.25
34.04 15 2.27






B. Plastering (flat)
0.49, 0.43, 0.50, 0.30, 0.42, 0.32, 0.38, 0.34,
0.27, 0.40, 0.30, 0.44, 0.50, 0.46, 0.50
7.01 15 0.47










Table 4 - Total relaxation allowance and contingency allowance

Element
Basic
time
(min)
Total
relaxation
allowance %
Contingency Total
allowances
(%)
Standard time (min)
allowance
%



A. Plastering 2.27 27 5 32 2.27 x 132 = 3.00
100





B. Plastering
(flat) 0.47 25 5 30 0.47 x 130 = 0.61
100




The total relaxation allowance and contingency allowance are assumed as in Table 4.
The standard time for the operation is 3.00 + 0.61= 3.61 minutes


83%
17%
Elements of Work
Plastering Plastering(flat)
SBQ 4612 Construction Management – Work Study GROUP 5

104




























CONSTRUCTION MANAGEMENT
WORK STUDY
WORK 5: Tiling Works
BY: Mothilal A/L Muniandy

SBQ 4612 Construction Management – Work Study GROUP 5

105

WORK 5: TILING WORKS
1 Table 1 - Operation: Floor Tiling Works
Table 2 - Extend observed times
to basic times

Element Rating
Cumulative
time (min)
Observed
time (min)
Basic time (min)

Check time 1.00 1.00



A. Marking tile 65 1.58 0.58 0.58X65 0.38

100



B. Cutting tile 80 3.19 2.19 2.19X80 1.75

100



C. Matching tile 65 1.45 0.45 0.45X65 0.29

100



D. Rendering 100 2.55 1.55 1.55X100 1.55

100



E. Adhesive
milk 60 1.12 0.12 0.12X60 0.07

100



F. Paste tile 70 1.55 0.55 0.55X70 0.39

100



6.44











SBQ 4612 Construction Management – Work Study GROUP 5

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2 Table 1 - Operation: Floor Tiling Works
Table 2 - Extend observed times
to basic times

Element Rating
Cumulative
time (min)
Observed
time (min)
Basic time (min)

Check time 1.00 1.00







A. Marking tile 65 1.12 0.12
0.12X65
0.08


100






B. Cutting tile 80 2.05 1.05
1.05X80
0.84


100






C. Matching tile 65 1.03 0.03
0.03X65
0.02


100






D. Rendering 100 4.30 3.30
3.30X100
3.30


100






E. Adhesive
milk 60 1.07 0.07
0.07X60
0.04


100






F. Paste tile 70 1.40 0.40
0.40X70
0.28


100






5.97
















SBQ 4612 Construction Management – Work Study GROUP 5

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3
Table 1 - Operation: Floor Tiling Works
Table 2 - Extend observed times
to basic times

Element Rating
Cumulative
time (min)
Observed
time (min)
Basic time (min)

Check time 1.00 1.00



A. Marking tile 65 1.11 0.11 0.11X65 0.07

100



B. Cutting tile 80 2.05 1.05 1.05X80 0.84

100



C. Matching tile 65 1.23 0.23 0.23X65 0.15

100



D. Rendering 100 1.48 0.48 0.48X100 0.48

100



E. Adhesive
milk 60 1.06 0.06 0.06X60 0.04

100



F. Paste tile 70 2.58 1.58 1.58X70 1.11

100



4.51












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4 Table 1 - Operation: Floor Tiling Works
Table 2 - Extend observed times
to basic times

Element Rating
Cumulative
time (min)
Observed
time (min)
Basic time (min)

Check time 1.00 1.00







A. Marking tile 65 1.11 0.11
0.11X65
0.07


100






B. Cutting tile 80 2.30 1.30
1.30X80
1.04


100






C. Matching tile 65 1.20 0.20
0.20X65
0.13


100






D. Rendering 100 2.45 1.45
1.45X100
1.45


100






E. Adhesive
milk 60 1.08 0.08
0.08X60
0.05


100






F. Paste tile 70 2.10 1.10
1.10X70
0.77


100






5.24
















SBQ 4612 Construction Management – Work Study GROUP 5

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5
Table 1 - Operation: Floor Tiling Works
Table 2 - Extend observed times
to basic times

Element Rating
Cumulative
time (min)
Observed
time (min)
Basic time (min)

Check time 1.00 1.00



A. Marking tile 65 1.06 0.06 0.06X65 0.04

100



B. Cutting tile 80 1.46 0.46 0.46X80 0.37

100



C. Matching tile 65 2.33 1.33 1.33X65 0.86

100



D. Rendering 100 1.32 0.32 0.32X100 0.32

100



E. Adhesive
milk 60 1.12 0.12 0.12X60 0.07

100



F. Paste tile 70 2.50 1.50 1.50X70 1.05

100



4.79












SBQ 4612 Construction Management – Work Study GROUP 5

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6 Table 1 - Operation: Floor Tiling Works
Table 2 - Extend observed times
to basic times

Element Rating
Cumulative
time (min)
Observed
time (min)
Basic time (min)

Check time 1.00 1.00







A. Marking tile 65 1.30 0.30
0.30X65
0.20

100





B. Cutting tile 80 1.45 0.45
0.45X80
0.36

100





C. Matching tile 65 1.16 0.16
0.16X65
0.10

100





D. Rendering 100 2.50 1.50
1.50X100
1.50

100





E. Adhesive
milk 60 1.09 0.09
0.09X60
0.05

100





F. Paste tile 70 1.30 0.30
0.30X70
0.21

100





3.80
















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7
Table 1 - Operation: Floor Tiling Works
Table 2 - Extend observed times
to basic times

Element Rating
Cumulative
time (min)
Observed
time (min)
Basic time (min)

Check time 1.00 1.00



A. Marking tile 65 1.07 0.07 0.07X65 0.05

100



B. Cutting tile 80 1.32 0.32 0.32X80 0.26

100



C. Matching tile 65 1.20 0.20 0.20X65 0.13

100



D. Rendering 100 3.47 2.47 2.47X100 2.47

100



E. Adhesive
milk 60 1.04 0.04 0.04X60 0.02

100



F. Paste tile 70 2.49 1.49 1.49X70 1.04

100



5.59












SBQ 4612 Construction Management – Work Study GROUP 5

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8 Table 1 - Operation: Floor Tiling Works
Table 2 - Extend observed times
to basic times

Element Rating
Cumulative
time (min)
Observed
time (min)
Basic time (min)

Check time 1.00 1.00



A. Marking tile 65 1.10 0.10 0.10X65 0.07

100



B. Cutting tile 80 2.50 1.50 1.50X80 1.20

100



C. Matching tile 65 1.16 0.16 0.16X65 0.10

100



D. Rendering 100 3.30 2.30 2.30X100 2.30

100



E. Adhesive
milk 60 1.05 0.05 0.05X60 0.03

100



F. Paste tile 70 1.04 0.04 0.04X70 0.03

100



5.15












SBQ 4612 Construction Management – Work Study GROUP 5

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9
Table 1 - Operation: Floor Tiling Works
Table 2 - Extend observed times
to basic times

Element Rating
Cumulative
time (min)
Observed
time (min)
Basic time (min)

Check time 1.00 1.00



A. Marking tile 65 1.04 0.04 0.04X65 0.03

100



B. Cutting tile 80 2.53 1.53 1.53X80 1.22

100



C. Matching tile 65 1.16 0.16 0.16X65 0.10

100



D. Rendering 100 3.05 2.05 2.05X100 2.05

100



E. Adhesive
milk 60 1.04 0.04 0.04X60 0.02

100



F. Paste tile 70 1.25 0.25 0.25X70 0.18

100



5.07












SBQ 4612 Construction Management – Work Study GROUP 5

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10 Table 1 - Operation: Floor Tiling Works
Table 2 - Extend observed times
to basic times

Element Rating
Cumulative
time (min)
Observed
time (min)
Basic time (min)

Check time 1.00 1.00



A. Marking tile 65 1.06 0.06 0.06X65 0.04

100



B. Cutting tile 80 2.05 1.05 1.05X80 0.84

100



C. Matching tile 65 2.05 1.05 1.05X65 0.68

100



D. Rendering 100 1.50 0.50 0.50X100 0.50

100



E. Adhesive
milk 60 1.04 0.04 0.04X60 0.02

100



F. Paste tile 70 1.51 0.51 0.51X70 0.36

100



4.21












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11
Table 1 - Operation: Floor Tiling Works
Table 2 - Extend observed times
to basic times

Element Rating
Cumulative
time (min)
Observed
time (min)
Basic time (min)

Check time 1.00 1.00



A. Marking tile 65 1.08 0.08 0.08X65 0.05

100



B. Cutting tile 80 2.50 1.50 1.50X80 1.20

100



C. Matching tile 65 1.56 0.56 0.56X65 0.36

100



D. Rendering 100 1.46 0.46 0.46X100 0.46

100



E. Adhesive
milk 60 1.03 0.03 0.03X60 0.02

100



F. Paste tile 70 1.51 0.51 0.51X70 0.36

100



4.14












SBQ 4612 Construction Management – Work Study GROUP 5

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12 Table 1 - Operation: Floor Tiling Works
Table 2 - Extend observed times
to basic times

Element Rating
Cumulative
time (min)
Observed
time (min)
Basic time (min)

Check time 1.00 1.00







A. Marking tile 65 1.12 0.12
0.12X65
0.08

100



B. Cutting tile 80 1.50 0.50 0.50X80 0.40

100



C. Matching tile 65 1.25 0.25 0.25X65 0.16

100



D. Rendering 100 2.10 1.10 1.10X100 1.10

100



E. Adhesive
milk 60 1.04 0.04 0.04X60 0.02

100



F. Paste tile 70 1.34 0.34 0.34X70 0.24

100





3.35
















SBQ 4612 Construction Management – Work Study GROUP 5

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13
Table 1 - Operation: Floor Tiling Works
Table 2 - Extend observed times
to basic times

Element Rating
Cumulative
time (min)
Observed
time (min)
Basic time (min)

Check time 1.00 1.00



A. Marking tile 65 1.16 0.16 0.16X65 0.10

100



B. Cutting tile 80 3.18 2.18 2.18X80 1.74

100



C. Matching tile 65 1.32 0.32 0.32X65 0.21

100



D. Rendering 100 4.00 3.00 3X100 3.00

100



E. Adhesive
milk 60 1.13 0.13 0.13X60 0.08

100



F. Paste tile 70 1.34 0.34 0.34X70 0.24

100



7.13












SBQ 4612 Construction Management – Work Study GROUP 5

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14
Table 1 - Operation: Floor Tiling Works
Table 2 - Extend observed times
to basic times

Element Rating
Cumulative
time (min)
Observed
time (min)
Basic time (min)

Check time 1.00 1.00







A. Marking tile 65 1.11 0.11
0.11X65
0.07

100



B. Cutting tile 80 1.50 0.50 0.50X80 0.40

100



C. Matching tile 65 1.35 0.35 0.35X65 0.23

100



D. Rendering 100 2.20 1.20 1.20X100 1.20

100



E. Adhesive
milk 60 1.05 0.05 0.05X60 0.03

100



F. Paste tile 70 1.25 0.25 0.25X70 0.18

100





3.46
















SBQ 4612 Construction Management – Work Study GROUP 5

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15
Table 1 - Operation: Floor Tiling Works
Table 2 - Extend observed times
to basic times

Element Rating
Cumulative
time (min)
Observed
time (min)
Basic time (min)

Check time 1.00 1.00



A. Marking tile 65 1.17 0.17 0.17X65 0.11

100



B. Cutting tile 80 2.48 1.48 1.48X80 1.18

100



C. Matching tile 65 1.53 0.53 0.53X65 0.34

100



D. Rendering 100 2.25 1.25 1.25X100 1.25

100



E. Adhesive
milk 60 1.11 0.11 0.11X60 0.07

100



F. Paste tile 70 1.21 0.21 0.21X70 0.15

100



4.75












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16
Table 1 - Operation: Floor Tiling Works
Table 2 - Extend observed times
to basic times

Element Rating
Cumulative
time (min)
Observed
time (min)
Basic time (min)

Check time 1.00 1.00







A. Marking tile 65 1.18 0.18 0.18X65 0.12

100



B. Cutting tile 80 2.45 1.45 1.45X80 1.16

100



C. Matching tile 65 1.20 0.20 0.20X65 0.13

100



D. Rendering 100 1.40 0.40 0.40X100 0.40

100



E. Adhesive
milk 60 1.06 0.06 0.06X60 0.04

100



F. Paste tile 70 2.30 1.30 1.30X70 0.91

100





4.59
















SBQ 4612 Construction Management – Work Study GROUP 5

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17
Table 1 - Operation: Floor Tiling Works
Table 2 - Extend observed times
to basic times

Element Rating
Cumulative
time (min)
Observed
time (min)
Basic time (min)

Check time 1.00 1.00



A. Marking tile 65 1.06 0.06 0.06X65 0.04

100



B. Cutting tile 80 2.20 1.20 1.20X80 0.96

100



C. Matching tile 65 1.40 0.40 0.40X65 0.26

100



D. Rendering 100 2.30 1.30 1.30X100 1.30

100



E. Adhesive
milk 60 1.08 0.08 0.08X60 0.05

100



F. Paste tile 70 1.40 0.40 0.40X70 0.28

100



4.44












SBQ 4612 Construction Management – Work Study GROUP 5

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18
Table 1 - Operation: Floor Tiling Works
Table 2 - Extend observed times
to basic times

Element Rating
Cumulative
time (min)
Observed
time (min)
Basic time (min)

Check time 1.00 1.00







A. Marking tile 65 1.14 0.14 0.14X65 0.09

100



B. Cutting tile 80 2.10 1.10 1.10X80 0.88

100



C. Matching tile 65 1.15 0.15 0.15X65 0.10

100



D. Rendering 100 2.50 1.50 1.50X100 1.50

100



E. Adhesive
milk 60 1.07 0.07 0.07X60 0.04

100



F. Paste tile 70 1.45 0.45 0.45X70 0.32

100





4.41
















SBQ 4612 Construction Management – Work Study GROUP 5

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19
Table 1 - Operation: Floor Tiling Works
Table 2 - Extend observed times
to basic times

Element Rating
Cumulative
time (min)
Observed
time (min)
Basic time (min)

Check time 1.00 1.00



A. Marking tile 65 1.06 0.06 0.06X65 0.04

100



B. Cutting tile 80 2.57 1.57 1.57X80 1.26

100



C. Matching tile 65 1.30 0.30 0.30X65 0.20

100



D. Rendering 100 1.45 0.45 0.45X100 0.45

100



E. Adhesive
milk 60 1.09 0.09 0.09X60 0.05

100



F. Paste tile 70 2.05 1.05 1.05X70 0.74

100



4.52












SBQ 4612 Construction Management – Work Study GROUP 5

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20
Table 1 - Operation: Floor Tiling Works
Table 2 - Extend observed times
to basic times

Element Rating
Cumulative
time (min)
Observed
time (min)
Basic time (min)

Check time 1.00 1.00







A. Marking tile 65 1.11 0.11
0.11X65
0.07

100



B. Cutting tile 80 1.51 0.51 0.51X80 0.41

100



C. Matching tile 65 1.11 0.11 0.11X65 0.07

100



D. Rendering 100 2.55 1.55 1.55X100 1.55

100



E. Adhesive
milk 60 1.04 0.04 0.04X60 0.02

100



F. Paste tile 70 2.03 1.03 1.03X70 0.72

100





4.35













Total Cumulative Time (min)

A. Marking tile 22.74
B. Cutting tile 42.89
C. Matching tile 27.14
D. Rendering 48.13
E. Adhesive milk 21.41
F. Paste tile 33.60

195.91
Total Observed Time (min)

A. Marking tile 2.74
B. Cutting tile 22.89
C. Matching tile 7.14
D. Rendering 28.13
E. Adhesive milk 1.41
F. Paste tile 13.6

75.91
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Table 3 - Calculate average of basic times

Element Basic time (min)
Total basic
times
(min)
Frequency
Average
(min)
A. Marking tile
0.38, 0.08, 0.07, 0.07, 0.04, 0.20, 0.05, 0.07,
0.03, 0.04, 0.05, 0.08, 0.10, 0.07, 0.11, 0.12,
0.04, 0.09, 0.04, 0.07
1.80 20 0.09


B. Cutting tile
1.75, 0.84, 0.84, 1.04, 0.37, 0.36, 0.26, 1.20,
1.22, 0.84, 1.20, 0.40, 1.74, 0.40, 1.18, 1.16,
0.96, 0.88, 1.26, 0.41
18.31 20 0.92


C. Matching tile
0.29, 0.02, 0.15, 0.13, 0.86, 0.10, 0.13, 0.10,
0.10, 0.68, 0.36, 0.16, 0.21, 0.23, 0.34, 0.13,
0.26, 0.10, 0.20, 0.07
4.62 20 0.23


D. Rendering
1.55, 3.30, 0.48, 1.45, 0.32, 1.50, 2.47, 2.30,
2.05, 0.50, 0.46, 1.10, 3.00, 1.20, 1.25, 0.40,
1.30, 1.50, 0.45, 1.55
28.13 20 1.41


E. Adhesive milk
0.07, 0.04, 0.04, 0.05, 0.07, 0.05, 0.02, 0.03,
0.02, 0.02, 0.02, 0.02, 0.08, 0.03, 0.07, 0.04,
0.05, 0.04, 0.05, 0.02
0.83 20 0.04


F. Paste tile
0.39, 0.28, 1.11, 0.77, 1.05, 0.21, 1.04, 0.03,
0.18, 0.36, 0.36, 0.24, 0.24, 0.18, 0.15, 0.91,
0.28, 0.32, 0.74, 0.72
9.56 20 0.48












SBQ 4612 Construction Management – Work Study GROUP 5

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Table 4 - Total relaxation allowance and contingency allowance

Element
Basic time
(min)
Total
relaxation
allowance %
Contingency
allowance %
Total
allowances
(%)
Standard time (min)

A. Marking tile 0.09 25 5 30 0.09X130 0.12
100

B. Cutting tile 0.92 30 5 35 0.92X135 1.24
100

C. Matching tile 0.23 25 5 30 0.23X130 0.30
100

D. Rendering 1.41 30 5 35 1.41X135 1.90
100

E. Adhesive milk 0.04 10 5 15 0.04X115 0.05
100

F. Paste tile 0.48 25 5 30 0.48X130 0.62
100

4.23


Assume that the total relaxation allowance and contingency allowance are as shown in Table 4.
The standard time for the operation is 0.12 + 1.24 + 0.30 + 1.90 + 0.05 + 0.62 = 4.23 standard minutes.

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3%
29%
7%
45%
1%
15%
Elements of Works
Marking tile Cutting tile Matching tile Rendering Adhesive milk Paste tile
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REFERENCE

1. George Kanawaty (1992). Introduction to Work Study, International Labour
Organization
2. http://www.managers-net.com/rating.html
3. http://www.managers-net.com/timestudy.html
4. http://www.transtutors.com/homework-
help/Industrial+Management/Work+Study/work-study-objectives.aspx
5. http://www.transtutors.com/homework-
help/Industrial+Management/Work+Study/method-study-procedure.aspx