What is timekeeping for?

Timekeeping is a tool for assessing the effectiveness of employees in the form of fixing operations performed during the working day, indicating the time spent on this. Besides, this method used in measurements for purposes special evaluation labor or internal control for compliance with labor protection requirements.

The timing procedure can be divided into 4 main steps:

• preparation for observations (determining the goals and objectives of the planned observation, compiling the form of a data fixation sheet (timing sheet), choosing those responsible for timing and the employees to be observed);
• timing (data collection);
• analytics (systematization and analysis of information, calculation of time for 1 single operation);
• using the results of timekeeping (development of recommendations for managing working time and optimizing the workflow, etc.).

Thus, it is possible to designate the following goals for the timing of working hours:

• assessment of the effectiveness of the use of working time by workers;
• identification of the most and least time-consuming procedures and operations;
• determination of the most and least optimal schemes for constructing a work schedule;
• determining the class (subclass) of working conditions according to the severity of the labor process, as well as assessing the physical factors of the working environment (see clause 79 of the order of the Ministry of Labor of the Russian Federation dated January 24, 2014 No. 33n, clause 6.9 Guidelines MU 2.2.4.706-98/MU OT RM 01-98. 2.2.4).

Also, the results of the study can serve as a justification for involving an employee in disciplinary action(for example, the decision of the Trans-Baikal Regional Court dated January 20, 2016 in case No. 33-141/2016).

Timing of working hours: sample and example of filling

The procedure is not mandatory for organizations. The need for such a study is determined by each employer independently.

The current legislation does not contain any requirements for the implementation of such a procedure, the form and content of the report, in which information about the measurements made (working time timing sheet) is entered.

The report can be made:

• on paper;
• electronic.

By default, a table is selected as the form of data presentation (although this is not a mandatory requirement).

To be determined:

• What actions of the employee will be recorded. It may be necessary to consistently describe all the operations performed by the employee during the working day / shift, or only a part of them (for example, 1 production cycle, etc.). It all depends on the purpose of the observation.
• What units of measurement will be selected (minutes, fractions of an hour, etc.).
• How systematically will measurements be taken (one-time or periodically at certain intervals of time).

After that, a form of a sheet of timing of working hours is drawn up, in which you should indicate:

• the name of the organization in which the study will be conducted;
• the title of the position, last name, first name, patronymic of the employee whose working day will be timed;
• observation date.

You can find a sample work time sheet at the link below:

Features of the organization of the observation procedure

When scheduling working time, the following should be taken into account:

• The person responsible for timing must have a certain competence to observe and describe the stages of work without interacting with the employee to clarify the nature of certain of his actions.
• The work of the observer must be organized in such a way that his influence on the relevant employee is minimized or completely excluded (i.e., it is necessary to think over the location of the observer in advance, provide him with all the necessary technical means and other materials, etc.).
• All safety requirements must be observed.
• Responsibility for the accuracy of the information included in the report lies with the person recording the data. The responsible person is appointed by a special order or is selected based on the provisions of the organization's local regulations (if the observer is appointed from among the staff members). An external auditor may also be invited.
• In addition to manual or automated recording of measurements, it is possible to use photo and video shooting of individual elements or the entire production process.
• Before timing working time, the employer must issue an appropriate order, informing the employees in a timely manner in order to avoid further negative legal consequences in the event that the employee disputes the results of such observations or the legitimacy of the very fact of timing working time (see, for example, the decision of the Boksitogorsk City Court of the Leningrad Region dated June 29, 2010 in case No. 2-366 / 2010).

Is it possible for an employee to keep track of his/her working hours?

Timing of working time can be carried out by the employee himself, whose working day is being studied. However, this can lead to some difficulties, including:

• the time spent by an employee on taking measurements and recording readings;
• a certain degree of bias of the employee when taking measurements and building a work schedule in the observed period, etc.

But if the worker is directly interested in improving his own performance indicators, you can count on the maximum objectivity of the study.

It is also convenient in the sense that the employee himself can correctly differentiate his work into separate operations, which is not always possible for an outside observer. This is especially obvious when an employee works on a computer and the transition from one type of operation to another is invisible from the outside, etc.

Differences between the timing of working time and the photo of a working day

Often these measurement methods are considered one and the same process. Both the photograph of working time and the timing in the general case pursue the same ultimate goal - optimizing the employee's work schedule in terms of increasing labor productivity.

At the same time, timekeeping is more focused on calculating the time spent on performing cyclic operations in production (see paragraph 1.4 of the letter of the Ministry of Health of the USSR dated 02.10.1987 No. 02-14 / 82-14), while the photograph of working time is used to record and analyze the time spent by one or a group of employees on various types of activity during the day.

Thus, the timing of working time is more suitable for calculating the limits of established labor standards or comparing existing standards with actual indicators. The photograph of working time serves to determine the structure of the working day and calculate the total amount of rational and irrational working time used by employees.

For the above reasons, timing is recommended to be used when evaluating time indicators in production. The 2nd method is more suitable for studying the work schedule of managers, leaders, representatives creative professions etc.

As can be seen from the example of filling out the timekeeping form given in the article, the employee did not so much describe the sequence of performing certain operations in it, but rather indicated the total time spent on a particular procedure. These indicators will be analyzed in comparison with the established standards.

In the working time photograph card, the worker would describe the actions performed in their strict sequence.

So, the timing of working time is one of the ways to measure the time spent on the implementation of certain operations during the working day. It can also be used to analyze the loss of time that employees experience during the study period. It is also one of the methods of sanitary and epidemiological control within the framework of a special assessment of labor or internal production control over labor safety.

A variety of time management concepts boil down to dividing working time into work and downtime, so these sections are always marked in the sample filling when considering timekeeping. How to maintain a document, as well as finished example design - all this is described in detail in the article.

The word itself literally means "measurement of time". Literally, it should be understood that this is both the process of tracking employee activities, planning working hours, and the corresponding document where this information is recorded (a sample filling is given in the corresponding section).

The main tasks of studying the organization of working time in the company are as follows:

1. Analysis of employee productivity: maximum load hours, total downtime, labor productivity in terms of working time, etc.
2. Evaluation of equipment load, downtime.
3. Development of recommendations for saving resources (electricity, etc.).
4. General assessment of labor efficiency in terms of time resource, as well as assessment by individual employees(if necessary).

Thus, this is a procedure for inventorying working hours, and a sample of filling out the corresponding document should take into account the characteristics of a particular company.

Organization of time tracking: step by step instructions

To organize a high-quality time recording, several features should be taken into account:

1. Criteria for measuring efficiency, labor productivity.
2. Analysis of the features of the distribution of time in the work of specific employees and departments as a whole (taking into account their specifics).
3. Organization of the collection of statistical data for each employee or for departments (if we are talking about large enterprises).
4. Preparation of uniform reporting forms, as well as the development of a single form for filling.

Thus, we are talking about the fact that the enterprise must ensure a high-quality collection of information about who and how spends their time at work, as well as create specific forms for data collection and final reporting.

Accordingly, in the general case, this work consists of the following stages:

1. Development of criteria for evaluating the effectiveness of the spent working time.
2. Collection of statistical data for each department and specific employees.
3. Analysis of these data, filling in pre-prepared reporting documents.
4. Drawing up recommendations for improving the organization of working time.

NOTE. The legislation does not oblige the enterprise to use specific sample documents, therefore, management has the right to suggest using its own reporting forms.

Timing: sample filling

As a rule, it contains the following data:

1. Date of measurement.
2. Object of measurement - i.e. a description of the specific action of the employee, which he usually performs as part of the performance of his duties. This can be, for example, talking on the phone, compiling commercial offers, work with documents. Also mandatory registration all breaks that the employee actually took are subject to.
3. The main attention is paid to the duration of a particular stage - usually indicate the number of hours and minutes, less often - with an accuracy of a second. Such accuracy may be needed, for example, by employees of banking organizations or sensitive enterprises, where the work schedule provides for the exact implementation of rules down to seconds.
4. Indication of the share that each stage of the working time (as a percentage).

Specific examples of filling, which can be guided as a sample, are presented below:

This example shows that all activities at work are classified not in connection with professional duties but based on actual performance. For example, processing the transfer of an employee, preparatory work, copying documents, etc.

Features of time measurement

Before starting research, determine:

1. How exactly the work will be carried out - continuous monitoring of the department, employee (for several days, weeks, months).
2. Measurement of selective (individual) moments - for example, only the stage of repair work, only the stage of telephone conversations, distribution of commercial offers, etc.
3. Loop timing – i.e. the study of only cyclically recurring activities (preparation of reports, negotiations, etc.).

It is equally important to decide on the method of measurement:

1. The traditional method involves the organization of research using ordinary observation, i.e. the employee periodically observes others, makes notes.
2. Most often, filling out the form is based on video surveillance. This method allows you to get more objective information. Employees are less distracted by the fact that they are under video surveillance. If you control their actions "manually", this can lead to a distortion of the final results.

At the stage of the actual measurement, it is necessary to immediately classify all the actions of employees into several categories:

1. Processes that occur without cyclical repetition. These are ordinary actions that are performed one-time for a separate period. For example, an employee can copy documents once (if necessary), fill out separate papers, conduct telephone conversations with those partners with whom he usually does not communicate, etc.
2. Processes with cyclic frequency will occupy the main budget of working time. That's what it is functional responsibilities associated with the routine performance of repetitive actions. For example, repair work, employee training, telephone conversations, copying and filling out documents, working with clients, buyers, etc.
3. Rotating order - here we are talking about workers with "complex" responsibilities that include several cycles at once. These cycles can be combined and intersected. For example, a sales manager is forced to simultaneously conduct telephone conversations and immediately record the results of negotiations (including intermediate ones) by any available means.

A video commentary on this topic can be seen here.

Correctly monitor and take into account working time helps timing of working time. An example of the use of these records can be found in almost every factory or enterprise where you need to normalize the working day. Time measurements using timing is a way to study the time spent on performing an action. In this case, measurements imply a description technological process, working conditions, production methods.

Measurements will help to fix working hours

Timing as a way of studying working time depends on the conditions for its implementation and the goals for which it is done. For example, the requirements for timekeeping, which will be used to calculate wages and the price of services, differ from those that must be observed when compiling timekeeping to determine the level of staff workload.

The correct measurement of the time spent on the execution of work helps to draw up correct schedule accounting of working time, as well as to bring to full load the unoccupied capacities of both manpower and used equipment.

Who should deal with the normalization and measurements?

This is usually done by professional standardizers who are trained at enterprises. A well-trained and experienced rationing officer is an indispensable employee who helps the management to control the working time of the staff, as well as to properly distribute the workload.

What is the best place to start?

First of all, determine the purpose of the timing. For example, you need it in order to draw up a schedule for recording the working time of an employee whose remuneration does not depend on output, but is made simply on an hourly basis

Remember that such staff is not interested in working faster. There is no incentive to work more efficiently, since this does not directly affect the level wages. Therefore, the performance of such employees will also depend on the quality of the timing.

If we talk about large enterprises, then work orders are made for the working staff, which indicates the list of work that the employee must perform. Study it carefully, see which will be implemented. If you don't have an understanding about some kind of work, you need to find such a workflow. Basically, each enterprise has either a technical department or a production department that deals with this. You can contact them with a request to draw up a technological map, as well as consult on the work to be performed.

After you have decided on the list of works and the order in which they are performed, it is necessary to draw up a description of the work processes that will be measured. Make up the criteria that you need to focus on when measuring: determine the start point of the process and the point at which the process will end, the use of working time, the cyclical work, and other nuances.

After collecting all the necessary theoretical information, proceed to the measurements. You will need pre-prepared timing forms, or you can keep notes in a draft (this is more convenient to make comments on the records).

The regulation commission must observe

It is necessary for more than one person to fix working hours - examples of such fixing will not be completely objective, since an employee, being without additional control, can delay the work process. It is recommended to measure the time with the participation of representatives technical management (production department). They will control the correctness and sequence of work. It is also recommended to invite representatives of the management of the service whose employee is measuring the use of working time. Believe me, when he sees such a commission, he will immediately work much more productively, and he will be less tempted to try to outsmart you.

When taking measurements, you need to be careful. There are works that are carried out in a cycle. And there are those that happen only once. In works that are done in a cycle (for example, cutting pipes), not all work can be taken into account for each such cycle. Preparation of the workplace, setting up the machine and other equipment, installing cutters - after measurements, all these works will need to be evenly divided into each part that was produced.

Workflow cycles

Then you need to correctly fill out the form with measurements. In order to do this, you can use the following example of filling in the timing of working hours. It is not difficult to compile it if you understand the basic principles of measurements. At the same time, the process should be divided into periods of working time: operational, maintenance, preparatory and final stages, and it is also worth considering the time for rest and own needs.

Operational time of work - the period of time that it took the worker to complete the tasks. This paragraph takes into account the period of time that the worker would need if he did not leave workplace, would not be distracted, and all the equipment would be in one place and already in operation.

Service Time production process consists of the time spent on auxiliary work that is necessary so that the production process does not stop. For example, replace equipment that has worn out, change a damaged drill, replace engine oil, and the like.

The preparatory and final stage includes preparatory operations, setting up devices and other work to prepare the workplace. The following example of filling in the timing of working hours will help you correctly write down all the values.

By conducting a detailed analysis of records by measurements, you will find works that are not included in the technological map workflow. Also, they cannot be included in the list.

What is not related to the process of performing work must be excluded. Basically, these are moments such as: conversations on mobile phone, performing related work, performing urgent instructions from management and other activities not related to the performance of the measured work.

How to fill out the form correctly?

In order to grammatically display the measurements, it is necessary to draw up the timing of the working time. The form and an example of its completion are given below.

Work code	Name of the workflow	Name and sequence number of the timekeeping					Average value
		12.01.15	13.01.15	13.01.15	13.01.15	14.01.15
		1	2	3	4	5
		Duration, s
1	Get a job from the master	40	15	15	15	38	24,6
2	Bring a pipe from the warehouse	61	24	24	24	55	37,6
3	Prepare a workplace	65	21	21	21	74	40,4
4	Set up the machine	41	17	17	17	60	30,4
5	Prepare machine for cutting	20	9	9	9	25	14,4
6	cut pipe	25	15	17	21	17	19,0
7	Put pieces in place	10	12	10	11	12	11,0
8	Clean machine and clean work area	35	10	10	10	27	18,4
9	Hand over the work to the master	40	17	17	17	30	24,2
Total	seconds	337,0	140,0	140,0	145,0	338,0	220,0

As the sample of filling in the timing of working hours shows, the type of pipe cutting work was measured. Three measurements were taken on the same day. Since they were produced in a row, the worker did not spend time on each part to receive a task from the master, go to the warehouse for pipes, prepare the workplace, etc. Therefore, the time spent on the first part for these types of work is divided into two other measurements.

You want to display the average value in man-hours

After the measurements are taken, the average value is displayed. According to the data that this example of filling in the timing of working hours shows, the average duration of such work is 220 seconds. If converted to hours, you get 0.061 people / hour.

When scheduling a working day, you can use this data. For example, if you want to load an employee 100% with this work, then you can calculate how many pipes he should cut. If we consider that the working day consists of eight hours, then:

8: 0.061 = 131.15 pcs.

It turns out that the worker must cut pipes about 131 times.

Consider all factors when doing work

This is a straightforward calculation and approach to measuring working time. But when planning for an employee, there are other factors to consider. A person simply physically cannot, like a robot, stand at the machine 8 hours a day. He will be absent for personal needs, rest, from which the timing of working time may be distorted. An example is the following: for complex work behind the machine, you need at least 5 minutes of rest after each hour of work.

The skill of a particular employee also plays a significant role. It is necessary to take measurements from several workers in order to derive the real one. You cannot be guided by the results of one “experimental” one. If we talk about locksmiths, turners, repairmen, then the following pattern is often observed: the higher his discharge, the faster they do the work. An important role is played by the experience of the employee.

Other temporary losses

There are various types of lost time. For example, a locksmith can cut records, and they will come to him from another service and ask for some tools or help to complete some urgent work which cannot be postponed.

Usually such losses are difficult to describe. It is best to derive the wastage factor and multiply it by the norm of time, thereby giving employees the opportunity to take a breath while working.

For example, at enterprises that are engaged in the production of parts in workshops, rationing allow 8-10% loss of time when rationing the working day and take them into account in the schedule.

Also, before filling out the final timing, it is recommended to read all the footnotes in the already approved standard time standards - usually they describe the nuances that need to be taken into account, and describe the features of the rationing specific work.

A lot has been written about time management: books, articles, and various recommendations with detailed methods. Time management schools have again opened trainings, seminars and master classes of time management gurus... But in practice, often the efforts spent on time management do not pay off with a real increase in the efficiency of organizing working time, turning rather into another mysterious ritual, like Friday reports or singing the corporate anthem in the morning.

Why is this happening? Why is a reasonable, at first glance, the idea of ​​​​clear planning of working time and its effective organization turns into a waste of time and hidden resistance of employees? What is going wrong?

For example, after the end of the Second World War, while restoring the industry of Japan, American specialists faced an unexpected problem: the usual methods of providing High Quality products for some reason in Japan did not give results.

The techniques were revised, the famous Japanese quality circles were organized, which made the inscription "made in Japan" an international quality mark. But when, in the 1980s, American industry tried to re-export “quality technology” from Japan, the problem recurred: what worked great in Japan refused to work in the United States.

And this is not a curious exception. Virtually any cultural transfer of management techniques is almost certain to fail. Italians will not be able to work according to American standards, Latin Americans - according to Asian ones, and "what is good for a Russian is death for a German."

But for starters, it would be nice to understand what time management is.

So what is time management?

According to a strange stereotype, in practice, time management is understood as only a small and far from its main part, namely: timekeeping and strict planning.

Timing- a rather tedious occupation, distracting from work, and necessary, by and large, only for analyzing the starting conditions for the transition to time management, for two to three weeks, and even then, mainly for those unable to independently analyze their activities.

Strict planning well suited to the Western cultural tradition, the so-called monoactive culture: tasks are solved sequentially, in a unit of time - one task. But it is extremely difficult to take root in polyactive cultures, to which we Russians belong. As a result, very soon the costs, for example, of keeping the plan up to date become comparable to the costs of the main activity and begin to interfere more than help.

The basic idea of ​​time management

So what is the main idea of ​​time management? It's simple: working time management is the organization of working time in such a way that the efficiency of its use increases. Exist general principles, or stages through which time management is carried out:

• Goal setting. Definition and formulation of the goal(s).
• Planning and prioritization. Development of a plan to achieve the set goals and the allocation of priority (primary) tasks for implementation.
• Implementation - specific steps and actions in accordance with the planned plan and procedure for achieving the goal.
• Monitoring the achievement of goals and the implementation of plans.

But in what way planning or monitoring of results takes place - this is a creative process, in which it is necessary to take into account specific conditions and existing opportunities.

Common time management techniques

Several techniques that implement the basic principles of time management are most widely used in setting work time management:

• Prioritization Technique, the use of which allows you to highlight important and significant cases and decide what to do with the rest.
• Pareto Principle, or the Pareto Law, or the 20/80 principle - an empirical rule introduced by the sociologist Vilfredo Pareto, in the most general view is formulated as "20% of efforts give 80% of the result, and the remaining 80% of efforts - only 20% of the result." When applied to time management, this rule sounds like this: 20% of the cases (and the time spent) give 80% of the results; 80% of the tasks (and the time spent) give 20% of the results. In this regard, you should first select those 20% of cases that give the maximum result, and start with them.
• Gantt Chart- This is one of the most convenient and popular ways to graphically represent the execution time of tasks. Each line in the diagram represents one process overlaid on the timeline. The tasks and subtasks that make up the plan are placed vertically, and the time scale is set horizontally. The start, end, and length of the segment on the timeline correspond to the start, end, and duration of the task. As a result, a simple and very visual tool appears for time management, which in some ways has even become a symbol of time management.
• Timing- a method of studying the time spent by fixing and measuring the duration of the actions performed, which allows you to "audit" and "inventory" time, identify "time sinks" and eliminate them.

Time Management Toolkit

Well, a few words about the choice of instrument. The tool can be anything, the main thing is that it is convenient and allows you to reduce the time spent on management, and not increase them. And the main thing with any tool is the head of the leader. No time management technique will bring results if there is no adequate leadership, if there is not the same time manager concerned with the rational management of working time.

For greater clarity, let's consider a specific example of how, without special knowledge, you can start managing time using only common sense that is available. software and basic ideas about time management.

Time management by example

Initial data and typical control problems

Let's say there is some working group whose performance needs to be improved.

Photo of a working day or timing: what to choose?

The group is working on a project where there are a number of tasks that overlap in time, work on which is carried out by different employees at different stages, and issues periodically arise that require prompt management intervention.

What problems are most likely to arise if all management is in the head of the leader?

1. If there are more than two employees, and more than three tasks that are being worked on, then the manager will have difficulties with the picture of what is happening. And if at the same time work is carried out on several projects, and there are only a dozen employees, then operational management will begin to absorb a significant part of the working time of both the manager and employees. As a result, downtime while waiting for a response from management, underloaded or overloaded employees; various planning meetings and five-minute meetings take more and more time, and their effectiveness is lower and lower. In general, all the signs of inefficient time management are on the face.

2. The complexity of setting and maintaining the relevance of priorities. The performers, with all their desire, do not see the whole picture, the leader under a heap of turnover forgets to keep the priorities up to date. The classic problem of time management, when in conditions of lack of time due to errors in working time management, scarce resources are already spent on secondary tasks, and general work slows down even more.

3. Periodically there are conflict situations due to misunderstanding, misunderstanding or unfair evaluation of activities. This means that working time is spent on non-constructive showdown, and the general negative atmosphere in the team reduces work efficiency.

4. Repeatedly have to do the same job. For example, once in order to make changes in the course of work, the second time - to sort out the conflict situation, the third time - to prepare a report on the progress of work, etc. Time after time, the time manager has to delve into the same situation.

5. Complexity of processes formalization. Too much is stored in the minds, passing from mouth to mouth with inevitable distortions, delays and losses. As a result, the time spent when transferring a task to another performer increases dramatically, and the introduction of a new employee can significantly delay the completion of the project.

6. As a result, the analysis of the progress of the project execution will turn out to be difficult and often biased, which means that the likelihood of repeated mistakes and exceeding the project deadlines increases, as well as an increase in losses due to inefficient management, including working time.

And what is the result? As a result, a lot of unnecessary work is done, while the time spent on constructive activities can be even lower than on maintaining the workflow. In such circumstances, a head-on attempt, without eliminating the causes of inefficient waste of working time, to introduce a time management procedure will most likely only complicate the situation. The time spent on management will become even greater, and the forces for productive activity will become less.

On the other hand, even an attempt to identify and eliminate bottlenecks in management will give a noticeable effect, enhanced by the basics of time management. As a result, in accordance with the Pareto rule, by spending 20% ​​of the effort, the overall efficiency can be raised to 80%.

Application of @Management for effective management

Let's illustrate with an example how a similar effect can be obtained by using the basics of time management and the @Management task management system as a tool. So:

1. The manager distributes tasks among subordinates, setting priorities and dividing them into projects. So, there is no need to keep everything in your head; modifications are simple and there is an up-to-date version of what is happening at any given time.

If necessary, the manager clearly sees both the progress of the project and the workload of a particular employee. As a result, the time of all parties, but especially the manager, is significantly saved, and the efficiency of work is increased.

2. When the overall picture is clear and visible, the quality of prioritization and reprioritization improves, which means that less unnecessary work or work done at the wrong time is done.

3. The entire history of the work is saved automatically, which means that the analysis and analysis of the conflict situation requires a minimum of time and is objective for both parties.

4. Once entered information can be used repeatedly. For example, in one form - to determine the progress of the project, in the other - to analyze the workload of employees, in the third - to prepare reports on the project.

As a result, time for unproductive work is reduced, and more resources are left for the project itself.

5. The introduction of the simplest regulations for entering and presenting information on the project, as well as the history automatically accumulated by the system in the course of work, make it easy to switch employees between tasks, reduce or increase the number of performers.

In this context, time management will work, for this you do not need to complete special courses or invite consultants. A little common sense, a little bit of order and the right tool - and time management from an academic discipline becomes an everyday reality.

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Tags: time management, time management, time management, gantt chart

What helps to correctly track and account for the employee's working time

Time card. Form 5

Approved by the Decree of the Ministry of Labor and Social Protection of November 26, 2004 N 134

Form 5 ——————————————————————— ¦ Time Card N ¦ Sheet 1 ¦ +————————————————+—————-+ ¦Organization ¦ +————————————————————————+ ¦ Workers ¦ +——————————————————————————————————— ——————————————+ ¦ Surname ¦ Profession ¦Rank¦ Experience ¦% ¦Age, ¦ Gender ¦ ¦ I.О. ¦ ¦ ¦ work¦ performance¦ years ¦ ¦ ¦ ¦ ¦ ¦ ¦ norms ¦ ¦ ¦ +————+————+——+——+———-+———+——-+ ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ +————+————+——+——+——— —-+———+——-+ ¦Name of operation ¦ +——————————————————————+ ¦Information about the object of labor ¦ +——————————————————————+ ¦Equipment ¦ +——————————————————————+ ¦ Name ¦ Specifications¦ +——————+————————————————+ ¦ ¦ ¦ +——————+—————————————————+ ¦ Tool ¦ Accessories ¦ +——————————-+———————————-+ ¦ ¦ ¦ +——————————————————————————————————— —-+———————————-+ ¦Workplace maintenance procedure ¦ +———————————————————————+ ¦Workplace organization scheme ¦ +——————————————————————+ ¦Other information ¦ ————————————————————————— ————————————————————— ¦Time Card N ¦ Sheet 2 ¦ +———————————————————+———+ ¦N ——T——T——-+continue +———+——-+——+—+—+—+—+—+—+—+—-+———+ ¦1 ¦ 2 ¦ 3 ¦ 4 ¦ 5 ¦6 ¦7 ¦8 ¦ 9 ¦10¦11¦ 12 ¦ 13 ¦ —+—-+———+ ¦ ¦ ¦ ¦T min ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ sec ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ +—+———+——-+——+—+—+—+—+—+—+— +—-+———+ ¦ ¦ ¦ ¦ P ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ —-+———+——-+——+—+—+—+—+—+—+—+—-+———- —————————————————————— ¦ Time Card N ¦ Pro due ¦ ¦ ¦ sheet 2 ¦ +————————————————-+————-+ ¦N ¦Sum of time ¦Stability coefficient ¦Average ¦ ¦p/n¦measurements, s ¦chrono-series ¦duration, ¦ ¦ ¦ ¦ ¦s ¦ ¦+ —————+—————————+——————-+ ¦ ¦acti- ¦after ¦norm- ¦acti- ¦after ¦acti- ¦after ¦ ¦ ¦optimal ¦better-¦tive ¦chec ¦better- ¦optimal ¦better- ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ chrono- ¦ ¦ ¦ chrono- ¦ ¦ chrono- ¦ ¦ ¦ ¦ row ¦ ¦ ¦ row ¦ ¦ row ¦ 1 ¦ 14 ¦ 15 ¦ 16 ¦ 17 ¦ 18 ¦ 19 ¦ 20 ¦ +—+——-+——-+———+———+———+———+———+ ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ ¦ +—+——-+——-+———+———+ ———+———+———+ ¦ Observer's remarks about defective measurements ¦ ————————————————————————

Note:

T - current time,

P is the duration of the operation element execution.

Document page source: http://belforma.net/forms/Map/Time-card_Form_5

Workday photography is a way to continuously monitor the work process in an enterprise to study the use of all working time, as well as measure the time spent throughout each shift.

Sample photo of a working day

The purpose of this observation is to increase labor productivity.

A photo of a working day is necessary for solving some tasks:

• determination of the rate of production during 1 production shift;
• determining the balance of the use of time spent on work;
• definition possible causes loss of working time;
• determination of time provided for rest, time for maintenance of the workplace, as well as time for final work.

Photos of the working day depend on the purpose of their holding and therefore may be various kinds: individual, brigade, route, etc.

The enterprise independently develops the form of this document. It involves filling in all the details that are necessary for further analysis. These include:

• the date of this observation;
• name of the department;
• Document Number;
• information about the employee (last name, first name and patronymic, specialty, profession, name of the work performed by him at the enterprise);
• characteristics of the workplace;
• the name of a specific work, its code, current time (in hours, minutes), duration of work (in minutes);
• time spent on preparatory and final work;
• time spent on maintenance of the workplace;
• operational time;
• time allotted for breaks in work (regulated and unregulated);
• surname, name and patronymic of the head of the unit, as well as his signature;
• artist's signature.

Stages of taking a photo of the working day:

1. Preparation process.
2. The process of monitoring. At this stage, it is necessary to record all the actions (consecutive) of workers, as well as the cost of working time for the manufacture of a unit of output.
3. Analysis of the obtained results.
4. Development of measures aimed at eliminating the loss of working time. To do this, it is advisable to calculate the coefficients of working hours.

A photograph of a working day makes it possible to analyze the use of working time, identify outdated or erroneous norms, determine the volume of production per hour, as well as for the work shift as a whole.

Timing of working time is an increase in the personal efficiency of the manager and employees, a time management system and its distribution during the working day.

Probably, many managers are familiar with the situation when the team is actively working, but for some reason the results of their work are not visible. There are many reasons, of course. However, first of all, it is worth evaluating how effectively each employee in Moscow or any other city does his job. In this case, it is necessary to carry out the timing of the working time. Such an example of a study not only makes it clear how and where employees use their working time, but also points to the reasons for their inefficient work.

Timing of the working day: the essence of the concept

Documenting the training of employees is the timing of the working day. To obtain the true results of the study, the fixation of events must be carried out for at least one to two weeks. Based on the data obtained, it is necessary: ​​1. implement full analysis information; 2. identify which operations of surrounding employees take a lot of time, but do not give any effect; 3.

Work time tracking and how to use it?

develop innovations; 4. implement the desired changes.

In most cases, timing is used as important tool, to find out why, with intensive work, there are no expected results. Timing of working time helps to determine whether there is an effect of the work of the team and what it is.

How to keep track of time

How to keep timekeeping of working time, everyone decides for himself, the main thing is that absolutely all classes are recorded reliably and truthfully. To record classes, you can use the classic version of the journal in paper form, or keep your observations and record everything in a spreadsheet on a computer. If we are talking about a paper form, then the following indicators will be mandatory points for fixing: 1. the time the employee started work; 2. the time when the employee finished his work; 3. the name and essence of the work that he performed for a certain time.

Why paper timekeeping is rarely used today

The classical paper form of timekeeping of working time has significant disadvantages: 1. First, the recording process is laborious and time consuming. In the classical understanding of this process, three constant indicators are involved: paper, pen and timer.2. Secondly, there is an impact on the overall operation of the company. If you instruct a colleague to make the timing of his working day on his own, then he will be more distracted by recording than by work. If you allocate a separate employee for this occupation, then perhaps due to lack of competence in a particular issue, he may give an incorrect assessment of the work of his ward.3. Thirdly, mass computerization of labor. An ordinary office worker spends the whole day at a computer, so it is very difficult to assess how efficiently he works with a particular task. As you can see, there are more minuses from such work than pluses.

How to track working time among office employees

In the era of mass use of computers, both for personal use and when there is a workflow, it is advisable to carry out automated timekeeping using the Yaware.Online time tracking service. Why such a system is effective for analyzing a modern office: 1. accurate records of everything that the employee was doing on the work computer (literally up to 1 minute); 2. fixing the moment when an employee switches to another business. This result helps to evaluate the ability of an employee to focus on one thing. Indeed, in order to return to the previous task, after a pause, it will take at least 15 minutes of working time; timekeeping is carried out around the clock; 3. The user-friendly interface of the program allows you to record all indicators in the background, which will not distract employees from their normal work. Already after the first two weeks of observation, it will be possible to see the effectiveness of each of the employees of the company.

In addition to the above methods for analyzing the cost of working time, you can use another approach - timing and photography of the working day. Perhaps many perceive these two similar concepts as synonyms, but in fact there are significant differences between them.

Differences in timing and photos of the working day:

1. for timing, a self-selected period of time is used, i.e. timing of working time, for example, a day, a week, a month. Photography of working time is a more formal event, since the employer often acts as the organizer, and not you yourself; 2. during timekeeping, you have the opportunity to independently choose the option of recording data (paper or automated) and the method of analyzing the received data. The photograph provides predetermined options in the form of a table, protocols or forms. Thus, the whole process is regulated by procedures that are approved responsible persons. As you can see, in fact, timing and photography of the working day are two completely different processes. For a correct organization, the entire period of the study is divided into a number of stages: 1. Preparatory stage: study specifications conducting, determining the timing of the study, determining the object and the order of "photographing" .2. Stage of photographing: the date of the beginning of the procedure is issued by order, the staff is notified and briefing is carried out.3. Data analysis stage: identifying the most costly operations, the longest periods of inactivity or downtime, determining those actions that are currently in short supply.4. The optimization stage involves the development of solutions aimed at eliminating the defects identified in the process of research in the use of working time.

Timing of working time is an increase in the personal efficiency of the manager and employees, a time management system and its distribution during the working day.

Probably, many managers are familiar with the situation when the team is actively working, but for some reason the results of their work are not visible. There are many reasons, of course. However, first of all, it is worth evaluating how effectively each employee in Moscow or any other city does his job. In this case, it is necessary to carry out the timing of the working time. Such an example of a study not only makes it clear how and where employees use their working time, but also points to the reasons for their inefficient work.

Documenting the training of employees is the timing of the working day. To obtain the true results of the study, the fixation of events must be carried out for at least one to two weeks. Based on the data obtained, it is necessary: ​​1. carry out a complete analysis of the information; 2. identify which operations of surrounding employees take a lot of time, but do not give any effect; 3. develop innovations; 4. implement the desired changes.

In most cases, timekeeping is used as an important tool to find out why intensive work does not produce the expected results. Timing of working time helps to determine whether there is an effect of the work of the team and what it is.

How to keep track of time

How to keep timekeeping of working time, everyone decides for himself, the main thing is that absolutely all classes are recorded reliably and truthfully. To record classes, you can use the classic version of the journal in paper form, or keep your observations and record everything in a spreadsheet on a computer. If we are talking about a paper form, then the following indicators will be mandatory points for fixing: 1. the time the employee started work; 2. the time when the employee finished his work; 3. the name and essence of the work that he performed for a certain time.

Why paper timekeeping is rarely used today

The classical paper form of timekeeping of working time has significant disadvantages: 1. First, the recording process is laborious and time consuming. In the classical understanding of this process, three constant indicators are involved: paper, pen and timer.2. Secondly, there is an impact on the overall operation of the company. If you instruct a colleague to make the timing of his working day on his own, then he will be more distracted by recording than by work. If you allocate a separate employee for this occupation, then perhaps due to lack of competence in a particular issue, he may give an incorrect assessment of the work of his ward.3. Thirdly, mass computerization of labor. An ordinary office worker spends the whole day at a computer, so it is very difficult to assess how efficiently he works with a particular task. As you can see, there are more minuses from such work than pluses.

How to track working time among office employees

In the era of mass use of computers, both for personal use and when there is a workflow, it is advisable to carry out automated timekeeping using the Yaware.Online time tracking service. Why such a system is effective for analyzing a modern office: 1. accurate records of everything that the employee was doing on the work computer (literally up to 1 minute); 2. fixing the moment when an employee switches to another business. This result helps to evaluate the ability of an employee to focus on one thing. Indeed, in order to return to the previous task, after a pause, it will take at least 15 minutes of working time; timekeeping is carried out around the clock; 3. The user-friendly interface of the program allows you to record all indicators in the background, which will not distract employees from their normal work. Already after the first two weeks of observation, it will be possible to see the effectiveness of each of the employees of the company.

In addition to the above methods for analyzing the cost of working time, you can use another approach - timing and photography of the working day. Perhaps many perceive these two similar concepts as synonyms, but in fact there are significant differences between them.

Differences in timing and photos of the working day:

1. for timing, a self-selected period of time is used, i.e. timing of working time, for example, a day, a week, a month. Photography of working time is a more formal event, since the employer often acts as the organizer, and not you yourself; 2.

Killer Timing + Timing Template FREE!

during timekeeping, you have the opportunity to independently choose the option of recording data (paper or automated) and the method of analyzing the received data. The photograph provides predetermined options in the form of a table, protocols or forms. Thus, the whole process is regulated by procedures approved by responsible persons. As you can see, in fact, timing and photography of the working day are two completely different processes. For a correct organization, the entire period of the study is divided into a number of stages: 1. Preparatory stage: study of the technical conditions for conducting, determining the timing of the study, determining the object and the order of "photography" .2. Stage of photographing: the date of the beginning of the procedure is issued by order, the staff is notified and briefing is carried out.3. Data analysis stage: identifying the most costly operations, the longest periods of inactivity or downtime, determining those actions that are currently in short supply.4. The optimization stage involves the development of solutions aimed at eliminating the defects identified in the process of research in the use of working time.

Thus, the timing and photography of the working day are essential for the effective distribution of production processes during the working day among all employees of the company, in order to maximize the self-realization of each and achieve the main common goal.

Observation and measurement of time spent (timekeeping)

After filling in the front side of the card and carrying out all the preparations for timing, they begin directly timing , that is, the measurement of time spent on the elements of the operation recorded in the list of observations. Usually, for timekeeping, special one-hand or two-hand stopwatches with second and minute divisions of the dial are used, which allow more accurate counting of the duration of individual techniques.

Processing the results of observations recorded in the decimal system requires much less time.

Depending on the purpose of timing and the nature of the work being done, observation can be continuous (continuous) or selective.

At continuous timing during the observation period, all the phenomena that are studied are taken into account and measured, with selective observation - only a part of homogeneous phenomena that are detected during observation.

In the practice of timekeeping, there are three timing methods:

selective, according to separate readings of time spent;

continuous, according to the current time;

cycle.

Records of the duration of the individual elements of the operation, obtained in the process of timing, are subject to processing. If the timing was carried out according to the current time, then the duration of each reception (element of the operation) is preliminarily determined by subtracting from the readings of the current time from this reception the indications of the current time of the previous reception. At selective timing for individual readings the duration of each reception is determined in the process of observation.

As a result of the performed calculations, from each reception (element of the operation) we obtain a series of numbers, any of which represents the recorded duration of a given appointment. Such a series of durations of individual measurements is called time series (chronologically); their number is equal to the number of steps (elements of operations) into which the operation was divided for observation.

In any time series there are some fluctuations (sputtering) of its durations. In most cases, these fluctuations are inevitable and natural. They are caused by the fact that when performing certain elements of the operation, it is impossible to maintain the absolute stability of the factors that affect the duration of the movements that make up this element, as well as the repetition of these movements by the worker at exactly the same time.

On the amount of sputtering of the time series, in addition to factors that depend on the worker (qualification, degree of development of this operation by him), organizational and technical factors (type of production, repeatability of products, stability of the technological process, state of labor organization, etc.) also influence no less. Relative values these fluctuations characterize the degree of stability of the chronological series , that is stability of the conditions in which this element of the operation was performed.

The degree of stability of the time series determined time sequence stability coefficient kst, which in practical work It is customary to define as the ratio of the maximum duration of the operation element tmax to the minimum duration tmin, that is

Kst = tmax / tmin. (8.2)

The value of the stability coefficient of the time series varies depending on the duration of the operation element and the nature of the work performed.

Search results

The shorter the duration of the element of the operation, the greater the probability of sputtering of the chronological sequence and, obviously, the greater should be the normal stability coefficient. Machine operations are characterized by a more stable rhythm of work than manual operations, so the normal coefficient of resistance for machine work should be more stringent. The stability of the conditions under which one or another element of the operation is performed depends on the repeatability of the operation, that is, on the type of production. Therefore, in mass production, more stringent requirements are put forward for the stability of the time series than in serial and small-scale production. In mechanical engineering and in a number of other areas of industry, indicators are used to assess the stability of the chrono-series, given in Table. 8.1.

For elements of the main machine time, the stability factor should not exceed 1.2 for receptions less than 0.1 minutes and 1.1 for receptions more than 0.1 minutes for all types of production.

In addition to normal fluctuations in the duration of the elements of operations, significant deviations from their average duration can occur in the time series, which arose either as a result of either an inaccuracy in timekeeping made by the observer, or as a result of deviations from the normal execution of the elements of the operation. That's why measurements for which in the list of observation of timing there are marks about deviations from normal conditions performance of an element of an operation or in relation to which the observer has reason to believe that they are the result of inaccuracies in the timing, are removed from the timing.

Table 8.1

working hours sample

Normalizers then rationalize the time: if there is a possibility, a partial replacement of elements is proposed self made to the machine. The timing of the nurse's working time for making one injection showed that it is necessary to spend 2.2 minutes. The result was obtained by dividing the sum of the average duration of each element by 60 seconds. If not divided by 60, then the value will be in seconds. Timing Goals

1. Obtaining data for the development or adjustment of regulations. In 2014, in order to update industry standards in Russia, a doctor’s working hours were timed, the results of which revealed that, on average, it takes 5.5 minutes to see a patient.

Activities of a Nurse in a Treatment Room

Number of measurements 200 100 60 40 30 20 15 10 8 5 Processing of results During observation, the human factor plays a role in obtaining data and defective measurements are not excluded, which should be noted during timing. When processing the results, they must be deleted. After the defective measurements are removed from the register, the duration of each component of the operation is calculated and time series are formed. If you look at the timing of working time (a sample is given below), you can see that the time series is the time for each element of the operation and observation.

For example, for an injection by a nurse, the time series is represented by numbers in Table 2.

Nurse timesheet

In case of violation of the technology of performing manipulations, the observation number of this element of the study is entered in the column “Observer's remarks”. The average standard time is the goal of the time study. It is calculated by dividing the sum of the duration by the number of measurements taken.

Further in table. 3 shows the observation list of five days of activity of the procedural nurse of the surgical department, its second part. Table 3 Observation timekeeping sheet Name of work procedural matter Observer's remarks Average duration (min.) No. Research element Duration time (min.) 1 2 3 4 5 1. Handing over and receiving shifts 10 12 9 15 11 11.4 2.

Personnel training 21 25 15 20.3 3.

Discussion of patients' problems 8 9 8 10 9 8.8 4. Participation in morning conferences 5 7 3 4 5 4.8 5. Delivery and acceptance of instruments at the CSO 30 25 27.5 6.

Are you sure you're human?

Preparation for work 5 4 7 3 4 4.6 7. Preparation of disinfectants, washing hands, putting on a gown 5 5 6 5 6 5.4 8. Calling patients to the office 3 4 3 5 3 3.6 9. Taking blood for examination 30 25 30 20 30 27 10. Accompanying blood tests to the laboratory 10 15 13 10 14 12.4 11.

Receipt and distribution of medicines 16 20 25 20.3 12. Preparation of solutions, collection of systems 60 55 42 45 50 50.4 13. Venepuncture 40 57 45 57 52 50.2 14. Lunch 20 21 22 20 20 20.6 15.

Attention

Assistance to the doctor in placing a subclavian catheter 15 19 15 16.3 16. Calling patients to the office 5 4 5 3 5 4.4 17. Injections: s / c, / m, / in 20 25 22 20 21 21.6 18. Washing instruments, preparing for delivery to the CSO 9 13 10 9 7 9.6 19.

Office cleaning 10 10 9 15 11 11 20. Quartz treatment 10 10 10 10 10 10 21. Delivery and receipt of sterile solutions in a pharmacy 35 30 45 35 40 37 22. Short rest 15 15 15 15 15 15 23.
If a study of the time costs of all elements of the operation is carried out, this is a continuous timing of working time. An example of the use of such a labor rationing tool can be found at any plant. In the case of studying individual elements of the production process, selective timing is used.

For example, looking at labor costs medical worker, this may be an account of the time spent on making an injection. It is expedient to carry out the timing of working time half an hour after the start of the shift and one hour before its end. Then the time costs will reflect accurate information, because they were measured during the period of increased and decreased productivity.

Ancillary activities are in second place in terms of time (80.6 min.), Partially this time can be distributed among other employees. For example, the training of staff and the receipt of medicines can be carried out by a senior nurse, washing of instruments by a nurse. Next in descending order are other activities. According to estimates, it takes more than one hour to cross the territory of the hospital (CSO, pharmacy).

Unproductive lunch time, personal hygiene, rest only 35 minutes in an eight-hour work day. But even in this personal time there is some work.

Coursework timing of the working time of a procedural nurse

For effective management of resources, their analysis is necessary. In order to draw a conclusion about the rational use of the allotted time for the performance of labor duties by the employee, rationing specialists conduct timekeeping of working time. With the help of such a study, 2 tasks are solved: the actual costs of performing labor operations are determined and the structure of time costs in a work shift is established.
Based on the information received, time standards are developed. Work time Working time consists of the cost of doing labor obligations and rest breaks. The time spent on the fulfillment of labor obligations is the sum of the time for performing production tasks and the time for performing operations that are unusual for the employee, that is, those that can be avoided.
Preparation and timing

1. Familiarization with the researched operation.
2. Definition of fixing points, i.e. differentiation of an operation into elements.
3. The study of the organization of the researched workplace.
4. Creation of conditions for the continuous completion of the process.
5. Entering information in the form for the description of the operation.

The observation begins with a trial moment of the study in order to approximately know the duration of the components of the operation. The number of observations can be determined from normative tables by comparing known data: type of production, duration of operation. To time the nurse's working time and find out the number of measurements, you can use Table No. 1. Table No. 1 Operation duration, min.
Table No. 2 No. Name of the element Fixing points Observation/duration, sec 1 2 3 4 5 1 Removing the syringe from the package, connecting the body with the needle Click to install the needle 8 7 9 10 8 2 Opening the ampoule, filling the syringe with solution and removing air from the syringe Isolation of the solution from the needle 30 25 32 33 28 3 Wetting cotton with alcohol, wiping the injection site a, insertion of a needle into the muscle tissue Smell of alcohol 40 38 37 41 40 4 Injection of the solution, removal of the syringe, treatment of the place with cotton wool with alcohol Disposal of the used syringe 60 55 63 65 59 As an example, for greater clarity, the number of observations has been reduced to five.
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Introduction. Topic: “Timekeeping. The essence of timing and its varieties.

Course work

Topic: “Timekeeping. The essence of timing and its varieties.

Checked Completed

teacher student group Ek-319

Pyatyshina L.V. Guseva N.V.

Ekaterinburg

Introduction. 3

The essence and purpose of timing. 4

Stages and technique of timing. 7

Photo timing.. 15

Practical part. 17

Conclusion. 23

Introduction

The study of the cost of working time is of great importance, because. Based on the information obtained as a result of it, most of the tasks related to the organization of labor and its regulation are solved.

Research is carried out in order to determine the structure of operations, the cost of working time, rationalize methods and methods of work, identify the reasons for non-compliance with standards, wasteful costs and loss of working time, obtain data on factors affecting the execution time of elements of operations, develop normative materials, assessing the quality of norms and standards, as well as for solving other problems.

The study of the labor process involves the analysis of all its characteristics that affect labor costs and efficiency of use. production resources. The working conditions, the technology used, the organization and maintenance of the workplace, as well as the professional qualification, psychophysiological, social characteristics of workers and other factors are studied. Methods for obtaining and processing information are selected based on the objectives of the study. Optimal is the minimum of total costs associated with obtaining the necessary information and its subsequent use. Of greatest importance is the solution of two problems related to the study of labor processes. The first is related to the determination of the actual time spent on the execution of elements of operations. The second - with the establishment of the structure of time spent over work shift or parts of it. Determination of the duration of the elements of the operation is necessary for the development of time standards, the choice of the most rational methods of work, the analysis of norms and standards. The structure of working time costs is used in the development of standards for preparatory and final time, workplace maintenance time, assessment of the use of working time, analysis existing organization labor.

The essence and purpose of timing

Timing is a method of studying the cost of operational time. The study is carried out directly at the workplace by measuring the elements of time during observation and analyzing the conditions for performing cyclically repeating elements of the operation. Timing should be considered primarily as a method of studying the operations of the workflow in order to rationalize them.

In a chronometric study, the operation is divided into its constituent elements, the duration of the execution time of the elements (techniques, complexes of techniques, etc.) is measured; analyze the structure of the operation and factors affecting the duration of the execution of its elements.

The results of processing and analysis of timing data make it possible to design a rational structure of the operation, identify the most rational combination of duration factors and, on this basis, determine the optimal level of expenditure of main and auxiliary time for individual elements and the operation as a whole.

Timekeeping is widely used to study and summarize the methods and techniques of advanced workers for the purpose of dissemination; when developing operational time standards for manual and machine-manual elements of the operation; to determine the operational time in setting the norms of labor costs by analytical methods. Timing allows you to identify unnecessary and incorrect movements that increase the time spent and increase fatigue; identify the possibility of overlapping and combining individual elements of the operation. With the help of timing, the work of production lines is analyzed in order to more accurately synchronize the flow; analyze multi-machine service for its possible development; identify the reasons for non-compliance with the norms by individual workers for the cost of operational time.

Chronometric observations carried out in order to use the data obtained for the development of norms and standards must be carried out on operations performed under optimal organizational, technical, sanitary, hygienic and psychophysiological conditions by experienced workers when obtaining high-quality products. Due to the fact that the duration of the performance of elements of operations by individual workers also depends on their individual psychophysiological characteristics, since 1971, at enterprises in a number of industries of the USSR, experiments have been carried out to develop a method for processing the results of chronometric observations that take into account not only the average duration of time spent by workers on performing an operation, but also the efficiency of their work. At the same time, the level of labor efficiency of individual workers is determined on the basis of specially established physiologically justified standards. labor elements which the worker must perform at the established pace of work. It is assumed that work at the pace provided for by such standards does not affect the deterioration of his health and is regarded as normal labor efficiency (labor efficiency coefficient Keff = 1).

If a worker, due to his individual psycho-physiological abilities, works at a pace higher than that provided for by the standards, then the efficiency of his work is considered higher than normal and is estimated by a coefficient greater than one.

The use of labor efficiency coefficients in processing the results of timing involves fixing, in addition to the time spent on performing the elements of the operation, during the observation, the level of labor efficiency of the performer during the execution of these elements. The average normative intensity factor for the whole observation is determined by weighting by the number of repetitions (frequencies) in the time series.

Timekeeping of working time

The most common Kef value is taken into account to correct the actual time spent on the execution of the operation element.

The result obtained is called the normal execution time of the operation element.

With the help of labor efficiency coefficients, the time spent during chronometric observations is recalculated in order to determine the optimal duration of the operation elements.

As you can see, the most common time duration is 0.3 min and Keff = 1.1. These indicators can be taken to determine the normal duration of the elements of the operation. It is equal to: 0.3 1.1 = 0.33 min. In a similar manner, the normal time can be calculated for all other elements, and then for the operation as a whole.

There are three ways of timing:

— continuous - according to the current time, when all elements of operational time are measured, cyclically repeating in a certain order; — selective - when individual elements (methods of work) of the operation are measured, regardless of their sequential execution;

— cyclic - when the time spent by the elements of the operation, combined into groups with different composition of the elements under study, is fixed.