By Aleksandar
Pudar
Technical Superintendent
and Planned Maintenance Supervisor Reederei Nord BV
Co-founder of "Out of Box
Maritime Thinker Blog" and Founder of Narenta Gestio Consilium Group
3.2.1 INTRODUCTION.
Various
work measurement methodologies aim to provide standard data determining the
time required to complete specific tasks related to vessel operation,
maintenance, or construction. The techniques remain the same whether the
resulting standards are utilised for workforce management on a straight-time
basis or for labour control alongside wage incentives. Critical methodologies
for establishing work measurement standards are discussed in terms of their
principles, procedures, advantages, and disadvantages. Examples of their
development and application in the maritime context are also provided.
3.2.1.1 PARTICIPATION
WITH MAINTENANCE ENGINEERING IN MEASURING WORK AND ESTABLISHING STANDARDS.
In the
context of the marine industry, let us consider the roles of technical
superintendents and onboard engineers (Chief Engineer, 2nd
Engineer); these two managerial groups, managerial (line) and specialised roles
(crew), share the common objective of enhancing productivity and reducing
operational costs through various management methods. However, it is not
unusual for these two groups to be at odds rather than working in harmony.
Achieving successful vessel operations and maintenance control relies on complete
cooperation and coordination between these two functional groups. Therefore, their
potential differences and conflicts should be managed effectively to meet
shared productivity and cost-efficiency goals.
3.2.1.1.1 SUPERVISOR'S OR TEAM LEADER'S ROLE (Technical Superintendent
-TSI )
As the
front-line administrator, the TSI is crucial in implementing management methods
and policies on the vessel. Imagine a shipping company with highly skilled
marine, mechanical, electrical, and chief engineers. Through their technical
expertise, these engineers consistently devise valuable improvements within
their areas of responsibility. However, these enhancements are of no use unless
they are implemented in the vessel's operations. The TSI is the only person who
can do this. They are responsible for the ship where the work is carried out,
where labour, material, and overhead costs are tangible realities, not merely
figures on a spreadsheet.
Many
former Chief Engineers hold the position of TSI within the maintenance function.
However, many of these individuals may still harbour the same resistance to
change that they had as Chief Engineers. Therefore, the management has to take
these courses of action:
·
If TSI can manage costs, they should be
trained in every aspect of management theory and control practices. The aim is
not to have them perform the control function exclusively but to appreciate and
understand management controls. They should also accept, support, and enjoy the
competitive challenge of management in the cost-reduction field within vessel
operations.
·
If the TSI is incapable of managing costs
or is resistant to changes, it might not be adaptable to progress, which is
vital for the future of any shipping company. In such cases, management should
consider assigning them to a different role where their skills could be better
utilised.
3.2.1.1.2 MAINTENANCE ENGINEER'S ( CHIEF ENGINEER, 2ND
ENGINEER) ROLE.
The
Chief Engineer and Second Engineer are technical resources to the vessel's
master and TSI.
Engineers
often have innovative ideas but must balance them with good management
practices. New projects or activities can usually be developed too far without
including the vessel team. This approach does not allow the team to contribute
their practical experience and knowledge to advance the project. A more
effective approach is to involve the vessel team via the Chief Engineer as a
point of contact early on in the process, seeking their suggestions and getting
them invested in the project so that they become willing participants.
A good
strategy is to form a small committee of the people involved in launching a
specific project, with one of the junior engineers as a chairman; this ensures
their active participation and makes them feel more committed to the project's
success.
Successful
project completion is often followed by a sense of pride, which is a part of
the job. However, a track record of success on preceding projects is necessary
to be given more challenging tasks and the freedom to work on future projects.
A letter from the TSI to the vessel team acknowledging their participation and
estimating the value of the results from the first year of operation under the
improvements will make the crew more receptive to participating in future
projects.
The
Chief Engineer and Second Engineer will only succeed when other management
personnel approach them with basic ideas or ask for assistance with trouble
spots. They are more likely to succeed when they are responding to requests for
work rather than having to convince others to participate in projects they have
initiated.
The
engineers have worked with logic and facts. The vessel team implements the
results of this logical and factual procedure. Their challenge lies in dealing
with people. A successful implementation depends upon acceptance by the
majority of the crew, which is often a more significant challenge than
obtaining results from logic and facts.
The
Chief Engineer must directly engage with crew members when introducing
work-measurement standards to demystify the process. The TSI should present
each new standard or standard-data series lead. They must explain the new
standard with a confident, forward-thinking approach rather than a hesitant,
reticent one. Through this introduction, the TSI must instil confidence and
inspire the crew members to give the standard a fair trial. Here are some
points the TSI should highlight when introducing new standards:
·
The job was time-studied under normal
operating conditions.
·
The standard was developed based on these
conditions.
·
The job will continue to be performed
under the same conditions, or the standard will be adjusted.
·
They have thoroughly reviewed the
standard and believe it to be fair and achievable.
·
The standard will be given a fair trial.
·
They hope the crew members will perform
well under the standard.
The
training program for crew should aim not to make the TSI or Chief Engineer
perform all the control functions but to help them:
·
Understand and appreciate controls.
·
Recognise the need for assistance from crew
groups.
·
Immediately call the proper crew function
when action is required.
·
Be equipped to use control functions to
evaluate their performance.
With
this outlook and method of operation, the most successful work-measurement
program requires the most participation and responsibility from the TSI or
Chief Engineer.
This
approach is not commonly adopted in the marine industry. In a recent comparison
of the advantages and disadvantages of various work measurement methods, one
disadvantage was the requirement for cooperation from the Chief Engineer and
crew; this indicates a need for a shift in the mindset and operations of
management in that company. Costs cannot be controlled without the active
participation of the person primarily responsible for material usage and work
completion.
3.2.2 METHODS
Creating
standardised work descriptions for maintenance tasks aboard tanker vessels
necessitates a holistic approach emphasising engineering best practices and
compliance with international maritime standards and regulations. Key steps in
this process include:
1.
Standardisation of
Tasks: The standardisation of tasks is fundamental to
method studies in marine maintenance. Before any task can be measured, there
needs to be a standard method of execution. Crew members must be trained in
this method. The collected data from work measurements are based on this
method, enabling the determination of crew member efficiencies against
different tasks. If there are changes in work methods, the standards must be
re-evaluated to determine the time required to accomplish the task under the
new method.
2.
Regulatory
Alignment: Standard methods and work descriptions must
comply with guidelines set by the International Maritime Organization (IMO),
Oil Companies International Marine Forum (OCIMF), Standards of Training,
Certification and Watchkeeping (STCW), and Maritime Labor Convention/International
Labor Organization (MLC/ILO).
3.
Task Analysis: Undertake a detailed analysis of tasks to ascertain the exact nature
of the work, including the necessary tools, equipment, skills and knowledge; this
should consider any specific directives or considerations set by the OCIMF,
STCW, and MLC/ILO.
4.
Standard Operating
Procedures (SOPs): Develop SOPs based on the task analysis,
which provide a precise sequence of steps for each task. These should adhere to
engineering best practices and comply with all relevant regulations.
5.
Risk Evaluation: Identify potential hazards associated with each task and formulate
strategies to mitigate these risks, adhering to any safety measures mandated by
the OCIMF, STCW, and MLC/ILO.
6.
Skill Requirements: Determine the
qualifications, training, and certifications necessary to execute each task in
line with the STCW and MLC/ILO requirements.
7.
Time and Motion
Studies: Conduct these studies to establish the time
needed for each task and optimise workflows, aiding in planning and scheduling
maintenance tasks.
8.
Feedback
Incorporation and Continuous Enhancement:
Collect and incorporate feedback from crew members performing these tasks,
using this valuable insight to refine work descriptions continuously.
9.
Documentation and
Regular Review: All work descriptions should be
documented and easily accessible to all relevant crew members. Regular reviews
and updates are necessary to keep them accurate, appropriate, and in line with
changes to engineering best practices or maritime regulations.
Standard work descriptions can facilitate safe, efficient, and compliant
maintenance operations aboard tanker vessels.
3.2.2.1 PROVIDING
HANDLING EQUIPMENT.
3.2.2.2 STANDARDISATION
OF CREWS -IMO, STCW & ILO/MLC
Standardisation
of crew roles, responsibilities, and work methods aboard marine vessels is
paramount for operational efficiency, safety, and regulatory compliance; this
involves adherence to international standards set by the International Maritime
Organization (IMO), Standards of Training, Certification and Watchkeeping
(STCW), and the International Labour Organization/Maritime Labour Convention
(ILO/MLC).
The IMO
sets global standards for international shipping safety, security, and
environmental performance, providing a universally adopted and implemented
regulatory framework. The STCW establishes comprehensive minimum training,
certification, and watchkeeping standards for seafarers, outlining mandatory
requirements for the training and qualification of masters, officers, and watch
personnel on seagoing merchant ships. The ILO/MLC sets minimum working and
living standards for all seafarers, covering various matters, including working
hours, health and safety, crew accommodation, and contractual arrangements.
Aligning
crew roles and responsibilities with these international regulations involves
several key steps:
1.
Training and
Certification: Ensuring that all crew members meet the
training and certification requirements per the STCW Convention, with ongoing
training for skill maintenance and updates.
2.
Working Conditions: Adhering to the MLC's standards for working conditions, including
work and rest hours, wage payment, onboard living conditions, health
protection, medical care, and social security.
3.
Safety Procedures: Implement safety procedures according to IMO standards, including
emergency preparedness, communication protocols, and safe operational
practices.
4.
Documentation: Update the documentation for all crew members, including their
training certifications, work contracts, and health records, ready for review
and inspection.
5.
Regular Reviews: Conduct regular reviews and audits to ensure compliance with IMO,
STCW, and ILO/MLC standards.
In
addition to standardising roles and responsibilities, it is also crucial to
standardise materials, equipment, and work methods for accurate planning,
scheduling, and measurement of maintenance work; this includes determining
optimal crew sizes based on physical limitations, safety considerations, and
task urgency, using work studies on a job, equipment, or craft basis.
For
instance, consider a repetitive job that initially required a three-person
crew. After implementing changes, the task could be completed by just the
operator and one helper, and further improvements could enable the
operator to complete the task alone.
In
areas requiring multiple pieces of equipment, the weight of the material
handled determines the crew size. Work should be scheduled by crew size, with
standard data for work measurement correlating to this. Standards for two- and
three-man crews should be provided for jobs requiring variable crew sizes.
For
craft-based tasks, determining optimal crew size might be less straightforward.
First, however, standard work methods must be established for each craft, and
the most efficient crew size is determined through a work type and quantity
review. This method then establishes the work-measurement standard.
Adhering
to these practices and standards can help shipping companies ensure safe,
efficient, and compliant operations, thereby promoting the welfare of crew
members and contributing to the overall safety and efficiency of the global
shipping industry.
3.2.2.3 EQUIPMENT
RECORDS.
Effective
management and control of marine maintenance operations, including planning,
scheduling, and work measurement, hinge on maintaining comprehensive equipment
records on board. These records streamline maintenance work and ensure
compliance with safety regulations and standards set by governing bodies such
as the International Maritime Organization (IMO) and the Standards of Training,
Certification and Watchkeeping (STCW).
Key
elements that should be featured in these marine equipment records include:
1.
Equipment
Identification and Specifications: Essential details such as the equipment's name, model, and
specification numbers should be recorded. This information is invaluable for
planning and work-measurement functions. It allows for the precise parts to be
identified and located before repair work commences, minimising delays and
nonproductive time.
2.
Installation Date: Recording when the equipment was installed can
help determine its age, which is vital for planning preventive maintenance and
estimating its remaining service life.
3.
Maintenance and Breakdown History: A
comprehensive record of all past maintenance activities and breakdowns helps
identify recurring issues and understand the causes of recurrent equipment
failure. If design or installation issues are identified, corrective measures
can be taken. If these factors are not the cause, each type of breakdown should
be analysed to assess the possibility of reducing or eliminating such issues.
4.
The preventive Maintenance Schedule and
History indicate when the following preventive maintenance is due based on the
manufacturer's recommendations or the equipment's maintenance history. If
recurrent breakdowns cannot be avoided, proactive maintenance measures may need
to be planned, and work-measurement standards can be developed based on
preventive maintenance procedures.
5.
Spare Parts Record: This includes the minimum and maximum levels of
spare parts inventory for each piece of equipment. Ensuring critical parts are
always available on board is crucial to prevent extended equipment downtime. In
addition, after analysing part requirements, ensuring enough parts are needed for
equipment repair and maintenance is vital.
6.
Certification and
Compliance Documents: Any documents or certificates demonstrating that the equipment
complies with the relevant safety and performance standards.
7.
Manufacturer's
Manual: This provides
detailed instructions on the equipment's operation, maintenance, and
troubleshooting.
Additionally,
when it comes to repairing or producing parts for equipment, a job lot approach
is often more efficient and economical; this method involves processing
multiple parts at once rather than individually, spreading job preparation and
setup costs over a larger number of pieces, and allowing for more efficient
crew scheduling.
Regularly
updating and reviewing these equipment records aids in ensuring the smooth
operation of the vessel, minimising equipment downtime, and promoting crew
safety and well-being. In addition, these records should be readily accessible
for inspection by the crew, management, and regulatory authorities as required.
3.2.2.4 PLANNING
AND SCHEDULING
In
marine engineering, effective planning and scheduling of maintenance tasks are
critical for ensuring the smooth operation of vessels and minimising downtime.
This section delves into how work measurement data is crucial for the strategic
organisation of these tasks.
Importance of Planning and Scheduling
·
Efficiency and Productivity: Proper
planning and scheduling enhance efficiency and productivity. They ensure that
tasks are completed in the most efficient order, optimally utilising the
available resources.
·
Downtime Reduction: Proactive maintenance
activity scheduling can significantly reduce unplanned downtime. This is
particularly crucial in the marine industry, where downtime can have
significant financial and operational repercussions.
Key Components
·
Resource Allocation: Involves assigning
the right personnel with the appropriate skills to specific tasks. It also
encompasses allocating necessary tools, equipment, and materials, ensuring they
are available when needed.
·
Time Management: Time management is about
setting realistic timelines for each task, considering the complexity and
urgency of the work. This involves estimating and scheduling how long tasks will take to avoid conflicts and overlaps.
·
Prioritisation of Tasks: Not all
maintenance tasks have the same level of urgency or impact. Prioritising tasks
based on their importance and urgency ensures that critical issues are
addressed first, reducing the risk of significant operational disruptions.
·
Use of Work Measurement Data: Work
measurement data, such as time studies and standard task durations, are vital
in planning. This data helps create realistic schedules and timelines, setting
achievable goals for maintenance teams.
Strategies for Effective Planning and Scheduling
·
Predictive Maintenance: Utilising
predictive maintenance techniques, such as condition monitoring and performance
data analysis, to schedule maintenance tasks before failures occur.
·
Preventive Maintenance Scheduling:
Regular, routine maintenance activities based on time intervals or usage
metrics to prevent breakdowns and extend equipment life.
·
Flexibility and Adaptability: Building
flexible schedules to accommodate unexpected changes or emergency repairs
without significantly disrupting planned activities.
·
Balancing Workload: Ensuring the workload
is evenly distributed among crew members to avoid overburdening and ensure
optimal workforce utilisation.
·
Continuous Improvement: Regularly
reviewing and adjusting schedules based on performance data, crew feedback, and
changes in operational priorities.
Challenges and Solutions
·
The unpredictability of the Marine
Environment: The marine environment presents unique challenges, such as weather
conditions and logistical constraints. Effective planning should include
contingency plans to handle such unpredictability.
·
Integration with Operational
Requirements: Maintenance schedules must be aligned with the vessel's
operational requirements, ensuring that maintenance does not interfere with
critical operations.
·
Crew Training and Competency: It is vital
to ensure that the crew is adequately trained and competent to perform
scheduled tasks. Regular training and upskilling should be part of the planning
process.
·
Technology Utilisation: Leveraging
technology, like maintenance management software, can significantly enhance the
efficiency of planning and scheduling processes.
3.2.2.5 JOB
STANDARDS—TIME STUDY
Time
study is a fundamental method of work measurement used to establish job
standards in marine engineering maintenance. It systematically measures and
records the time required to perform tasks under specified conditions. These
measurements are then analysed to develop standards that reflect how long tasks
should take when performed by qualified personnel working at an average pace.
Process of Conducting Time Studies
·
Selection of Tasks for Study: Identify
representative tasks critical to vessel maintenance and operations. These tasks
should be regular enough to warrant a time-consuming study.
·
Preparation and Planning: Understand the
task in detail before conducting the study. This includes gathering all
necessary tools, equipment, and documentation. The process might involve
preliminary observations to familiarise the task and refine the study's scope.
·
Time Measurement: Use appropriate timing
devices (like stopwatches or digital timing tools) to measure the duration of
each task element. This measurement should be repeated several times to account
for variability and ensure accuracy.
·
Recording and Analysis: Record all
observations meticulously, including the task steps, time taken, and conditions
under which the task was performed. Analyse this data to determine the average
time required for each task component.
·
Establishment of Allowances: Add
allowances for fatigue, personal needs, and delays. These allowances are
crucial to setting realistic and fair job standards that acknowledge the human
aspects of work.
·
Calculation of Standard Time: Combine the
average time for the task with the allowances to calculate the standard time
for each job.
Importance of Time Studies
·
Benchmarking and Performance Measurement:
Time studies provide a basis for benchmarking performance and measuring
productivity. They help identify best practices and areas needing improvement.
·
Resource Allocation and Scheduling:
Knowing how long tasks should take allows for more effective scheduling and
resource allocation, optimising workforce utilisation and minimising idleness
or overload.
·
Cost Estimation and Control: Job
standards derived from time studies are essential for accurate cost estimation
and control, as they provide a basis for labour cost predictions and budgeting.
·
Training and Development: Time studies
can identify the skills and techniques that lead to efficient task performance,
which can be used to guide training programs.
Challenges and Considerations
·
Variability in Work Conditions: Marine
engineering tasks might vary due to different vessel types, equipment
conditions, or environmental factors. Time studies should consider these
variations to ensure applicability across various scenarios.
·
Worker Acceptance: Employees may be
sceptical or anxious about time studies, fearing increased workload or
performance pressure. Clear communication and workforce involvement in the
process are key to gaining acceptance.
·
Continuous Improvement: Job standards
should not be static. Regular reviews and updates are necessary to reflect
technological changes, methods, equipment, and workforce skill levels.
3.2.2.6 STANDARD
DATA—TIME STUDY
Standard
data in the context of time studies refers to the quantified benchmarks derived
from the systematic analysis of work tasks. This data represents the norm or
standard time required to complete specific maintenance tasks under average
working conditions. It serves as a critical baseline for performance
evaluation, resource planning, and process improvement in marine engineering.
Collection of Standard Data
·
Identification of Key Tasks: For the time
study, select critical, repetitive, or time-consuming maintenance tasks aboard
vessels. Prioritise tasks that significantly impact operational efficiency and
safety.
·
Conducting Time Studies: Perform detailed
time studies on these tasks. This involves breaking down each task into more
minor, measurable elements and timing these elements multiple times to ensure
accuracy.
·
Observation and Recording: Record the
time taken for each task element using accurate and reliable methods, like
stopwatches or digital timekeeping tools. Ensure that the observations are made
under typical working conditions to reflect real-world scenarios.
·
Inclusion of All Relevant Factors: When
recording time, consider factors like workers' skill levels, environmental
conditions, equipment used, and work methods. These factors can significantly
impact the time taken to complete tasks.
Analysis of Time Study Data
·
Calculation of Average Time: Analyse the
collected data to calculate the average time taken for each task element. This
includes accounting for normal variations in performance.
·
Determination of Allowances: Add
allowances for personal needs, fatigue, and unavoidable delays. These
allowances ensure that the standard times are realistic and achievable.
·
Compilation of Standard Data: Combine the
average times and allowances to establish the standard time for each task. This
data forms the benchmarks for performance measurement.
Utilisation of Standard Data
·
Performance Comparison: Compare the time
taken to perform tasks against the standard times to evaluate worker
performance and identify areas for improvement.
·
Resource Allocation and Scheduling: Use
standard data to plan work schedules and allocate resources efficiently. It
helps predict the time required for maintenance activities, aiding in effective
workload distribution.
·
Cost Estimation and Budgeting: Standard
data provides a basis for accurate labour cost estimation, which is crucial for
budgeting and financial planning in vessel operations.
·
Continuous Improvement: Regularly review
and update standard data to reflect changes in work methods, technology,
equipment, or worker skill levels. This ensures that the standards remain
relevant and practical.
Challenges in Developing Standard Data
·
Variability of Marine Operations: The
dynamic nature of marine environments means that tasks might vary from one
situation to another. Standard data must be flexible enough to accommodate such
variability.
·
Worker Engagement and Acceptance:
Involving the workforce in the time study process and communicating its purpose
can help gain their acceptance and cooperation.
·
Updating Standards: The maritime industry
continually evolves, introducing new technologies and methods. Standards must
be reviewed and updated regularly to remain relevant.
3.2.2.7 EXTENSION
OF STANDARD DATA INTO JOB OR COMPONENT STANDARDS
Extending
standard time data to create specific job or component standards is critical in
operationalising the insights gained from time studies in marine engineering.
This process involves translating generalised data into precise, actionable
standards tailored to specific tasks or components on a vessel.
Process of Extending Standard Data
·
Identification of Specific Tasks or
Components: The first step is identifying the specific jobs or components
aboard the vessel that require standardisation. These can range from routine
maintenance tasks to complex repairs or installations.
·
Analysis of Generalized Standard Data:
Review the generalised standard data collected from time studies. This data is
a foundational reference point but needs to be adapted to suit specific tasks
or components.
·
Task Decomposition: Break down each
specific job or component into individual tasks or steps. This detailed
breakdown is crucial for accurately applying standard data to real-world
scenarios.
·
Adjustment for Task Specifics: Modify the
generalised standard data to account for the nuances of each specific task or
component. Factors like the job's complexity, the skill level required, particular
tools and equipment used, and environmental conditions aboard the vessel can
significantly influence the time necessary.
·
Incorporation of Technical and
Environmental Variables: Consider the technical specifications of components
and environmental factors unique to maritime settings. These variables can
affect the time and resources needed for maintenance or repair tasks.
·
Calculation of Specific Standard Times: Calculate
each task or component's standard time using the adjusted data. This
calculation should include time for preparation, actual task execution, and
post-task procedures.
Utilisation in Marine Engineering
·
Performance Measurement and Benchmarking:
Specific job or component standards provide a clear benchmark for measuring the
efficiency and effectiveness of maintenance activities. They allow for the
comparison of actual performance against predefined standards.
·
Resource Allocation and Scheduling: With
specific standards in place, resource allocation and scheduling become more
precise and efficient. Maintenance teams can be better organised, and tasks can
be scheduled to optimise workload distribution and minimise vessel downtime.
·
Training and Skill Development: These
standards serve as a guide for training programs. By understanding the expected
standards, training can be tailored to equip maintenance personnel with the
necessary skills and knowledge.
·
Continuous Improvement and Adaptation: As
specific job or component standards are used, feedback and performance data
should be collected to continuously refine and adapt these standards to
changing conditions and technological advancements.
Challenges and Solutions
·
Complexity and Diversity of Marine
Equipment: Marine vessels comprise many complex and diverse equipment.
Developing specific standards for each component can be challenging and
resource-intensive.
·
Dynamic Maritime Environment: The
constantly changing maritime environment can impact the applicability of specific
standards. Regular reviews and updates are necessary to ensure relevancy.
·
Human Factors: Factors such as
fatigue, skill variability, and crew morale must be considered in setting
realistic, achievable, and sustainable standards.
·
Integration with Technological Advances:
The rapid advancement of marine technology necessitates ongoing adaptation of
job and component standards to incorporate new techniques and equipment.
3.2.2.8 ADVANTAGES
AND DISADVANTAGES—TIME STUDY
Advantages of Time Study
·
Accuracy and Objectivity: Time study
provides an accurate and objective method for measuring work time, reducing
subjectivity in assessing performance and productivity.
·
Benchmarking and Performance Improvement:
By establishing reliable job standards, time studies enable effective
benchmarking, helping to identify areas for performance improvement and
efficiency enhancement.
·
Resource Optimisation: Organisations can
optimise resource allocation and scheduling with precise time data, ensuring
that personnel and equipment are used effectively.
·
Cost Estimation and Control: Accurate
time standards are essential for precise cost estimation and control, enabling
better budgeting and financial management.
·
Process Analysis and Improvement: Time
studies encourage a thorough analysis of work processes, often leading to process improvements and eliminating unnecessary steps.
·
Enhanced Training and Development: The
data collected can be used to identify best practices and develop targeted
training programs, improving overall workforce skill and efficiency.
Disadvantages of Time Study
·
High Initial Cost: The setup cost for
time study, including equipment and software, can be significant. This includes
the price of the time measurement tools and any associated data analysis
software.
·
Training Costs: Implementing time study
methods often requires substantial training for the study staff and those being
studied. This can incur additional costs and needs time away from regular
duties.
·
Potential Disruption to Work: Conducting
time studies can disrupt normal operations. Workers may feel pressured
or uncomfortable being observed, temporarily affecting their performance.
·
Need for Repeated Measurements: To
achieve accurate results, time studies must be repeated several times, which
can be time-consuming and require additional resources.
·
Variability in Data: Human performance
varies, and external factors can influence the time taken for tasks, leading to
variability in data that can be challenging to standardise.
·
Regular Updating Required: Time study
data can become outdated due to processes, technology, or equipment changes.
Regular updates are necessary, adding to the ongoing cost and effort.
3.2.2.8.1 HIGH INITIAL COST
The
initial cost of implementing time studies includes expenses related to
purchasing timing equipment, training personnel, and potentially hiring experts
to conduct the studies. The investment in data collection and analysis software
also contributes to the initial cost. This upfront investment can be a
significant barrier for some organisations, especially smaller ones.
3.2.2.8.2 TRAINING COSTS
Training
costs encompass not only the direct expenses of training sessions but also the
indirect costs of time spent away from regular duties. Personnel need to be
trained in conducting time studies accurately and ethically, understanding how
to record data without influencing worker performance. Additionally, workers
may require orientation to understand the purpose of time studies and alleviate
concerns about surveillance or job security.
While
time studies are powerful tools for improving efficiency and productivity in
marine engineering, they come with considerable initial and ongoing costs. The
advantages, such as enhanced accuracy and resource optimisation, must be
weighed against the disadvantages, including the high initial investment and
potential disruption to regular operations. For many organisations, the
long-term benefits of time studies in enhancing operational efficiency and cost
management justify the initial investment and effort required to implement this
method effectively.
3.2.2.9
METHODS-TIME MEASUREMENT DATA (MTM DATA)
Overview of MTM
Methods-Time
Measurement (MTM) is a predetermined motion time system which provides standard
times for basic motions (like reaching, grasping, moving, and releasing) and
specific tasks based on these motions. It's a systematic approach to breaking
down work into fundamental motions and assigning standard time values to these
motions.
Application in Marine Engineering
MTM can
be applied in marine engineering to standardise and streamline maintenance,
assembly, or complex operations. This helps establish clear performance
benchmarks and efficient work processes.
3.2.2.9.1 ADVANTAGES AND DISADVANTAGES.
Advantages of MTM
·
Consistency: MTM provides a highly
consistent method for timing tasks, as it relies on pre-determined times for
basic motions, reducing variability compared to traditional time studies.
·
Detailed Analysis: It allows for a
detailed analysis of every task aspect, helping identify and eliminate
unnecessary motions, leading to more efficient work processes.
·
Reduced Need for Extensive Time Studies:
Since MTM uses predefined times, it reduces the need for extensive, repetitive
time studies, saving time and resources in the long term.
·
Training and Standardisation: MTM data
can help train new employees, ensuring they learn the most efficient
task-performing methods. It also helps maintain a standard procedure across the
organisation.
·
Enhanced Ergonomics and Safety: By
analysing and optimising motions, MTM can improve ergonomics, reduce the risk
of injuries, and improve worker safety.
Disadvantages of MTM
·
High Initial Cost: Implementing MTM
requires a significant initial investment. Costs include purchasing MTM system
tables and software, training staff in the MTM methodology, and possibly hiring
MTM-certified analysts.
·
Training and Expertise Required: Proper
application of MTM requires specialised training and a deep understanding of
the system. This might necessitate ongoing training and development programs.
·
Complexity: MTM's detailed nature can
make it complex and time-consuming to implement, especially for intricate tasks
common in marine engineering.
·
Flexibility Issues: While MTM provides
standard times for motions, it may not account for all the variables in a
dynamic work environment like that of marine engineering, limiting its
flexibility.
·
Resistance to Change: Employees might
resist change, as MTM can be perceived as micromanaging work methods,
potentially impacting worker morale.
The MTM
approach offers a structured and consistent method for establishing time
standards in marine engineering, enhancing efficiency and productivity through
detailed analysis and optimisation of motions. However, implementing MTM
requires careful consideration due to its high initial cost, the complexity of
the system, and the need for specialised training. While MTM brings significant
long-term benefits in consistency and detailed process analysis, these must be
weighed against the potential challenges regarding flexibility and workforce
acceptance. For marine engineering operations where precision and efficiency
are paramount, the MTM system can be an invaluable tool, but it requires a
commitment to thorough implementation and ongoing management.
3.2.2.9.2 STATISTICAL OR PAST-PERFORMANCE METHOD
The
Statistical or Past-Performance Method is used in marine engineering to
establish time standards based on historical performance data. This method
involves analysing records and performance metrics to develop standards for
future tasks. It Is beneficial in environments where a significant amount of
data is available. This approach is subdivided into several categories, each
tailored to different types of jobs.
3.2.2.9.2.1
STANDING ORDERS
·
Definition: Standing orders in this
context refer to routine and standardised tasks across the industry.
·
Application: Time standards for standing
orders are established by analysing historical data on how long these tasks
have typically taken.
·
Benefits: This provides a reliable
benchmark for regular and predictable tasks, ensuring consistency in
performance.
·
Challenges: The main challenge is
ensuring that the data remains relevant, requiring regular updates to reflect
any changes in procedures or technology.
3.2.2.9.2.2
REPETITIVE JOBS
·
Definition: Repetitive jobs are tasks
performed frequently and have a relatively stable and consistent method of
execution.
·
Data Analysis: Time standards are
developed for these jobs by analysing the average time taken over many
repetitions.
·
Adaptation: The standards must be
adaptable to slight variations in the task or conditions under which it is
performed.
·
Continuous Monitoring: Ongoing monitoring
is essential to ensure accurate and relevant standards.
3.2.2.9.2.3
NONREPETITIVE JOBS
·
Definition: Nonrepetitive jobs are unique
or rarely performed tasks, making establishing standards based on past
performance challenging.
·
Approach: The method here involves analysing
similar tasks or components of the job that are more common and extrapolating
from this data to estimate the time for the nonrepetitive task.
·
Expert Judgment: Often, expert input is
required to accurately predict the time standards for these tasks, considering each
job's unique aspects.
3.2.2.9.2.4
ESTIMATED JOBS
·
Definition: Estimated jobs are tasks for
which limited or no historical data is available.
·
Methodology: Time standards for these
jobs are developed through estimates based on expert knowledge, industry norms,
and analogous tasks.
·
Refinement Over Time: These estimates are
refined as more data becomes available from internal sources or industry
benchmarks.
The
Statistical or Past-Performance Method offers a practical approach to setting
time standards in marine engineering, especially for tasks with substantial
historical data. However, the method's effectiveness varies depending on the
nature of the job. While it provides a solid foundation for repetitive and
standing tasks, it requires more expert input and estimation for nonrepetitive
and new tasks. Continual review and adaptation of these standards are crucial to
reflect current practices and technological advancements accurately. This
method underscores the importance of data collection and analysis in optimising
marine engineering operations.
3.2.2.10 RATIO
DELAY—"WORK SAMPLING."
Work
sampling, or ratio delay, is a statistical method used to estimate how time is
allocated across various activities in a work environment. It involves taking
random samples to observe whether a specific activity is occurring at the time
of observation. This technique is beneficial in environments like marine
maintenance, where tasks are varied and continuous observation is impractical.
Methodology of Work Sampling
·
Planning the Study: Define the objectives
clearly, such as which activities or areas are to be observed. Decide the
duration of the study and the frequency of observations.
·
Random Sampling: Observations are made at
random intervals to ensure unbiased data collection. The timing of these
observations is unpredictable to the workforce to avoid altered behaviour.
·
Recording Observations: Each observation
notes whether a specific activity (like repairing, cleaning, idle time) occurs.
Over time, these observations accumulate to form a picture of how time is
distributed across different tasks.
·
Data Analysis: Analyse the collected data
to calculate the percentage of time spent on each activity. This is done by
dividing the number of observations of a particular activity by the total
number of observations.
·
Estimating Time Allocations: From these
percentages, estimate the time allocations for each activity over a standard
work period.
Application in Marine Maintenance
·
Activity Analysis: Work sampling in
marine maintenance can help identify the time spent on various tasks, such as
repairs, inspections, or administrative work.
·
Resource Allocation: By understanding
time allocation, managers can make informed decisions about staffing levels,
training needs, and equipment allocation.
·
Identifying Inefficiencies: Work sampling
can reveal inefficiencies or bottlenecks in maintenance processes, highlighting
areas for process improvement.
·
Performance Monitoring: It can be used to
monitor changes in performance over time, especially after implementing new
processes or equipment.
Advantages of Work Sampling
·
Cost-Effective: Less resource-intensive
than continuous observation, as it requires fewer observer hours.
·
Minimal Interruption: The random nature
of observations minimises the impact on everyday work routines.
·
Broad Application: This can be applied to
various activities and is scalable to large operations.
Challenges and Considerations
·
Sample Size: Determining an appropriate
sample size is critical to ensure statistical validity. Too few observations
may not accurately represent the distribution of activities.
·
Observer Bias: Work sampling accuracy
relies on observers' impartiality. Training and clear guidelines are necessary
to minimise bias.
·
Data Interpretation: The results need
careful interpretation, considering the context of the observations and the
nature of the work being performed.
Work sampling is a valuable tool in marine
maintenance for understanding how time is distributed across various tasks. It
aids in resource planning, process improvement, and performance monitoring.
While it offers a cost-effective alternative to continuous observation, its
effectiveness depends on careful planning, unbiased sampling, and accurate
interpretation of results. In the dynamic environment of marine maintenance,
work sampling can provide critical insights into operational efficiency and
workforce productivity.
3.2.2.11 OBTAINING
A TRUE RANDOM SAMPLE—RATIO DELAY
In the
context of work sampling or ratio delay, obtaining a proper random sample is
crucial for the integrity and validity of the study. Accurate random sampling
ensures that each observation is independent and has an equal chance of being
selected, thereby providing an unbiased representation of how time is allocated
across various activities.
Key
Considerations in Achieving Randomness
·
Random Selection of Observation Times:
Observation times should be chosen throughout the work period. This can be
achieved using random number tables or software that generates random times.
·
Unpredictability: The randomness in
observation times should be such that workers cannot predict when they will be
observed. This unpredictability is essential to prevent any alteration in
behaviour due to the awareness of being observed.
·
Coverage of All Work Periods: The sample
should cover different times and days of the week to account for variability in
work patterns and activities.
·
Avoiding Patterns in Sampling: Care
should be taken to ensure that the pattern of observations does not
inadvertently align with specific activities or times, which could bias the
results.
Techniques for Obtaining a True Random Sample
·
Random Number Generators: Use digital
tools or apps to generate random observation times.
·
Time Interval Variation: Randomly varying
the intervals between observations to avoid predictable patterns.
·
Stratified Random Sampling: If certain
activities are known to occur only at specific times, a stratified approach can
be used where the day is divided into segments, and random samples are taken
within each segment.
Challenges in Obtaining Random Samples
·
Observer Availability: Matching random
observation times with the availability of observers can be challenging,
especially in 24/7 operations like marine maintenance.
·
Work Cycle Considerations: Work
activities may sometimes have specific cycles or patterns to consider when designing the sampling strategy.
·
Ensuring Compliance: Observing strictly
the randomly generated observation schedule requires diligent oversight.
Impact of Non-Random Sampling
If
sampling is not truly random, it can lead to skewed data, which might
misrepresent the actual distribution of activities. This can result in
erroneous conclusions and poor decision-making based on biased data.
A
proper random sample is a foundational aspect of accurate and reliable work
sampling in marine maintenance. It requires careful planning, appropriate use
of technology, and strict adherence to the sampling plan. The effort to
maintain randomness in sampling is critical in ensuring that the data collected
accurately reflects the reality of the work environment, thereby enabling
effective operational decisions and improvements.
3.2.2.12 ASSIGNED
MAINTENANCE MANNING—RATIO DELAY
Ratio
delay, or work sampling, is a valuable tool in determining the optimal number
of personnel required for maintenance tasks in marine engineering. By assessing
the time spent on various activities, management can make informed decisions
about staffing levels that align with actual work requirements.
Application in Manning Decisions
·
Assessment of Workload: Observations from
work sampling provide insights into the actual workload, helping to identify if
more or fewer personnel are needed for specific tasks.
·
Balancing Teams: The data can balance workloads
among teams, ensuring that all personnel are utilised effectively without being
overburdened.
3.2.2.12.1 WORK SIMPLIFICATION—RATIO DELAY
·
Identifying Inefficiencies: Ratio delay
studies can highlight repetitive or unnecessary activities that could be
simplified or eliminated.
·
Process Optimization: By understanding
how time is allocated, processes can be streamlined, resulting in time savings
and increased efficiency.
3.2.2.12.2 DETERMINING ALLOWANCES—RATIO DELAY
·
Setting Realistic Expectations: The data
helps set realistic time allowances for various tasks, considering factors like
fatigue, personal needs, and unavoidable delays.
·
Customized Allowances: Different tasks
might require different allowances, and work sampling data provides the
granularity needed to tailor these allowances accurately.
3.2.2.12.3 ACCURACY OF RATIO DELAY—RANDOM SAMPLING
·
Ensuring Data Integrity: The accuracy of
work sampling depends on the randomness of observations. A well-implemented
random sampling plan is critical to avoid bias.
·
Statistical Analysis: Statistical methods
are used to analyse the data, ensuring that conclusions drawn from the sampling
are reliable and representative of the actual working conditions.
3.2.2.12.4 COMMENTS ON RATIO-DELAY STUDIES
·
Versatility and Flexibility: Ratio delay
studies are versatile and can be adapted to various activities, but they
require careful planning and implementation.
·
Observer Training: Proper training for
observers is crucial to ensure that the data collected is accurate and
unbiased.
3.2.2.12.5 ESTIMATING MAINTENANCE EFFICIENCY WITH RATIO DELAY
3.2.2.12.5.1
ESTIMATING STANDARDS
·
Developing Time Standards: Work sampling
data can be used to develop time standards for maintenance tasks, providing a
benchmark for measuring efficiency.
·
Dynamic Adjustment: These standards can
be dynamically adjusted based on ongoing ratio delay data as work practices
evolve.
3.2.2.12.5.2
CONDITIONS REQUIRED FOR THE SUCCESS OF MAINTENANCE-WORK MEASUREMENT PROGRAMS.
·
Management Commitment: Successful
implementation requires strong commitment and support from management.
·
Continuous Monitoring and Adaptation:
Continuous monitoring and adaptation of the program are necessary to keep it
relevant and effective.
·
Worker Involvement and Transparency:
Involving workers in the process and maintaining transparency about the
objectives and methods used in the work measurement program can foster
acceptance and cooperation.
Applying
ratio delay or work sampling in marine maintenance is a powerful approach to optimising
manpower allocation, simplifying work processes, setting realistic allowances,
and ensuring maintenance efficiency. Its success hinges on accurate data
collection and analysis and the commitment of management and the workforce
to use the data constructively for continuous improvement.
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Disclaimer:
Out
of Box Maritime Thinker © by Narenta Gestio Consilium Group 2022 and Aleksandar
Pudar assumes no responsibility or liability for any errors or omissions in the
content of this paper. The information in this paper is provided on an "as
is" basis with no guarantees of completeness, accuracy, usefulness, or
timeliness or of the results obtained from using this information. The ideas
and strategies should never be used without assessing your company's situation
or system or consulting a consultancy professional. The content of this paper is
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