Working time concept

Working time is measured in different ways. This could be a shift, a day, a week, a month or a year. This time is a measure of labor evaluation. Work shift lengths vary depending on different countries and by different types labor activity, working conditions and professions.

The purpose of classifying working time costs

This classification makes it possible to establish optimal amounts of working time, identify the proportion of wasted time, and determine directions for increasing labor productivity at the enterprise.

Classification of working time costs

Working time costs are divided into separate categories and types. When compiling the classification, the proportions and sizes of the constituent elements of the entire working time are taken into account.

Work time, in general – divided into:

• time spent on completing a production task (working time);
• time spent on a break from work.

In turn, working time is divided into:

• preparatory and final time;
• operational time;
• workplace service time.

Preparatory-final time involves spending time preparing for the start of the labor process and for the end of such a process. For example, a worker performs the quota of a certain task (producing products) using some equipment. Before starting work, the worker must prepare workplace(starting equipment, warming up, etc.). At the end of the work task, the worker must put the equipment in proper condition (remove, lubricate, wipe, etc.).

Note 1

It is worth noting that the length of time spent on preparation and completion of work does not depend on the standards for completing the task. For example, one hundred units need to be produced or three hundred units - the time spent on preparation and completion of work will be invariably constant. In this regard, the highest possible standards are being developed that will justify the costs of preparing and completing the work.

Operating time is the time directly spent on completing a production task (compliance with standards).

In turn, operational time is divided into:

• main time;
• auxiliary time.

Basic time is the time during which the actual production of the object of labor occurs.

Auxiliary time is time that ensures quality time spent on primary time. This could be the installation or replacement of some parts in the equipment, stopping most of the time to control the quality of manufactured products, etc.

Workplace maintenance time involves spending time on maintaining the workplace in proper order.

In turn, such time is divided into:

• Maintenance;
• organizational services.

Worksite maintenance ensures the smooth operation of equipment and tools.

Organizational services include maintenance of the workplace (layout, layout, etc.).

In addition to these types of working time costs, there may be other types.

Work time that is not provided for by the production task. IN in this case This refers to random and unforeseen tasks. For example, during a power outage, it is necessary to spend time starting the generator.

Also, time can be spent on non-productive work, that is, on tasks that are in no way related to production requirements.

The time of breaks in work can be regulated or unregulated.

Unscheduled breaks can occur for both production and non-production reasons.

In the practice of technical labor regulation, the time during which a given job is performed is divided into separate elements. For this purpose, a unified classification of working time is used, which serves as the basis for studying and analyzing its structure, determining the duration of the elements of the labor process, identifying reserves for increasing labor productivity, and establishing standards. The classification of working time costs is shown in Fig. 13. Working time is understood as part of the calendar time during which the employee, in accordance with the rules internal regulations enterprise is obliged to be at the workplace and perform job duties efficiently. Its duration norm is a regulated amount of working time that a worker (employee) needs to work during a certain calendar time (working day, shift, week).

Work time is divided into work time - the period during which the employee performs useful labor movements and actions, and the time of breaks when the labor process is not carried out. Work time includes time spent both on completing a production task (its preparation and direct execution), and on work not provided for by the task - the time of random and unproductive work, the implementation of which does not increase production or improve its quality, both in the main technological process, as well as for accidentally performed work. The work time to complete a production task, in turn, is divided into preparatory and final, operational and workplace maintenance time.

Preparatory and final time is spent by the performer on preparing to perform a given job and on actions related to its completion. This, for example, is time for harvesting, inspection, fastening, filling, lubrication and other operations, testing equipment at idle speed. It is usually installed throughout work shift. It does not depend on the amount of work performed on a given assignment.

Operational- this is the time directly spent by the performer on performing the operations for which the workplace is intended. It is divided into primary, spent on qualitative and quantitative changes in the subject of labor - its size, properties, composition, quantity, shape or position in space, and auxiliary - on creating conditions for performing the main work.

Workplace service time- time for the contractor to maintain the workplace in a condition that ensures productive work - includes time Maintenance, spent, for example, on sharpening tools and replacing them, readjusting, repairing, lubricating equipment during operation, and organizational maintenance time - on maintaining the workplace clean and in order, on supplying labor items and cleaning finished products during the work shift.

Figure 13 - Classification of working time costs

Breaks for rest and personal needs, as well as those caused by technology and organization production process, form the time of regulated breaks, and those caused by a violation of the normal course of the production process and labor discipline - the time of unregulated breaks.

The time of breaks established by the technology and organization of production processes depends on the specific conditions of their implementation, for example, periodic downtime of the driver of vehicles during loading and unloading. The time of unregulated (removable) breaks includes breaks caused by disruption of the normal course of the production process and violation of labor discipline. The first include interruptions in work for organizational and technical reasons, resulting from poor work organization, for example, due to untimely delivery of materials to the workplace, due to malfunction of machinery and equipment, etc.; the second - breaks due to workers violating the rules of the labor process, being late for work, unauthorized absences from the workplace and premature care from work, etc.

All types of working time costs are divided into standardized and non-standardized. IN technical standard include only standardized working time costs and in the amount that allows you to perform the most productive work this work. Regulated breaks are included in the norm in strictly required amounts, unregulated breaks are completely excluded and must be eliminated proper organization labor and strengthening labor discipline.

When analyzing working time costs, it is customary to determine the coefficient of working time utilization - the ratio of shift operational time (actual or standard) to the duration of the work shift (actual or standard). An indicator of the use of working time is also a coefficient determined by the ratio of useful time spent - the sum of preparatory and final, operational, maintenance of the workplace and time of breaks for rest and personal needs - to the normal duration of the working day (shift).

Classification of working time costs allows for a systematic analysis of it, identifying losses and outlining measures to improve its use by eliminating organizational and technical problems, improving technological processes and strengthening labor discipline. Using indicators (coefficients) of working time use, its structure is assessed and the internal reserves for growth in labor productivity are quantitatively revealed.

The production process can be viewed as a process of increasing the time spent on manufactured products. In this regard, the first question that arises when organizing labor is to determine what time expenditure is necessary and should be included in the norm. It is also important to determine

Rice. 2.6.1.

efficient use of employee time and equipment. All these issues are resolved based on the classification of working time costs.

Classification of time costs can be carried out in relation to three elements of the production process: the subject of labor, workers and equipment. Classification in relation to the subject of labor (Fig. 2.6.1) is also a classification in relation to the production process, because in this case we are talking about the time required to transform the subject of labor into a product of labor. Based on this classification, the composition of time spent included in the standards is established.

When calculating labor standards, the costs of working time are established: preparatory and final, operational, workplace maintenance, rest and personal needs, and regulated (standardized) breaks.

Preparatory and final is called the time spent preparing for execution of this assignment and actions associated with its completion: obtaining tools, devices, technological and planning documentation; familiarization with the work, drawing; instructions on how to perform the work; installation of fixtures and tools; equipment adjustment; removing fixtures and tools after completing the work; delivery of devices, tools, documentation. The peculiarity of the preparatory-final time is that it is spent once on a job (a batch of objects of labor) and does not depend on the amount of work performed on a given task. In some productions, preparatory and final time is not allocated.

Operational is the time spent on changing the shape, size, properties of the object of labor, as well as on performing auxiliary actions necessary to implement these changes. Operating time costs are repeated with each unit of production or a certain amount of work. It is divided into main and auxiliary.

Basic (technological) time is spent on a purposeful change in the subject of labor (its size, shape, composition, properties, condition and position). Auxiliary - the time during which raw materials and workpieces are loaded, finished products are removed, equipment is controlled, its operating modes are changed, progress is monitored technological process and product quality.

Workplace service time refers to the time spent by a worker on caring for equipment and maintaining the workplace in good condition. Workplace maintenance time is divided into technical and organizational. Maintenance time workplace is spent on caring for equipment when performing this specific work. In particular, this category includes the time for replacing worn out tools, adjusting equipment, removing chips, etc. Organizational service time is spent on workplace maintenance associated with performing work throughout the entire shift. This category includes the time spent on setting up tools at the beginning and cleaning up at the end of a work shift, and on cleaning and lubricating equipment.

Time of regulated breaks includes time for rest and personal needs and time for breaks for organizational and technical reasons. Time for rest and personal needs installed to maintain normal performance and for personal hygiene. The length of rest breaks depends on working conditions. Rest time also includes time for industrial exercises. Time of regulated (standardized) breaks for organizational and technical reasons objectively determined by the nature of the interaction between workers and equipment. Eliminating these interruptions is practically impossible or economically impractical. For example, if one worker operates several machines, then in many cases it is impossible to completely synchronize the worker's time with the machine time. The consequence of this is breaks, which must be included in the time standard.

Time for unregulated breaks includes downtime of equipment and workers caused by violations of established technology and production organization. These breaks are not included in the time standard.

When analyzing the time spent by workers, first of all, the time of their employment and the time of breaks are highlighted. Employee's busy time includes the time it takes to complete a production task and the time you are busy with other work. The latter includes the time of casual work outside the established schedule and the time of unproductive work (correcting defects, searching for materials, tools, devices, etc.).

Busy time can also be divided into time of direct work, transitions(for example, during multi-machine operation) and active surveillance over the course of the technological process, which is necessary in order to ensure its normal course. If a worker is engaged in active surveillance, he should not perform other functions. In addition to active, it is also possible passive observation, which is one of the types of breaks in a worker’s employment for organizational and technical reasons. Passive observation time may occur during maintenance automatic lines, devices, during multi-machine operation. The economic feasibility of passive observation is established as a result of calculations optimal standards service and numbers. If possible, passive observation time should be used to perform simple functions (laying out tools, cleaning the workplace, etc.), the execution of which is stopped if employee intervention in the production process is necessary.

When analyzing working time costs, we highlight unregulated breaks for organizational and technical reasons and the fault of the employee. The time of unregulated breaks for organizational and technical reasons includes downtime of equipment and workers due to waiting for workpieces, documentation, tools, etc., as well as excess time of breaks associated with non-synchronization of the production process. The time of breaks due to violation of labor discipline (through the fault of the employee) is due to the late start and premature completion of work, excess rest time, etc.

To calculate labor standards, it is essential to divide the time spent into overlapping and non-overlapping.

TO overlapped usually refers to the time a worker performs those elements of the labor process that are carried out during the period of automatic operation of the equipment. Non-overlapping is the time for performing labor techniques (installation of workpieces, quality control, etc.) with stopped (non-working) equipment and the time for machine-manual techniques.

In a broader sense, overlapping (combinable) should include the time spent on all work that is performed simultaneously (in parallel) with those elements of the operation that determine its duration. It is especially important to consider the overlapping time costs when an operation is performed by several workers.

The time that the equipment operates without any participation of workers is called free machine (hardware) time. It is necessary to strive to ensure that this time is used for multi-machine maintenance, combining functions and professions.

When establishing labor standards and analyzing working time costs, the latter are divided into standardized And non-standardized. Standardized ones include required for data specific conditions the amount of costs of main, auxiliary time, time for servicing the workplace, for rest and personal needs, regulated breaks for organizational and technical reasons, preparatory and final time. The total amount of time spent per unit of production is usually called piece-calculation time(/shk):

Where t w - piece time; T t - preparatory and final time for a batch of items of labor; P - batch size; t 0 - main time; t in - auxiliary time; / 0 b - workplace servicing time; t ml - time for rest and personal needs; t m - time of standardized breaks for organizational and technical reasons; / P z - preparatory and final time per unit of production.

Main time is included t mK completely, and for the remaining terms of formula (2.6.1) only their non-overlapping parts are taken into account.

Since formula (2.6.1) contains terms that are not repeated with each unit of production (for example, t Qb, f 0 ™), the value / shk determines the average cost of normalized time per unit of production for this operation.

The classification of working time costs can be carried out in relation to three elements of the production process: the subject of labor, workers and equipment. The basis of these classifications is the identification of two components; the time of implementation of the production process (or the functioning of a given production element) and the time of breaks. Classification in relation to the subject of labor is also a classification in relation to the production process, because in this case we are talking about the time required to transform objects of labor into a product of labor. Based on this classification, the composition of time spent included in the standards is established.

Work time

Time of implementation of the technological process - basic (technological time)

Break times during the process

Machine (hardware)

Machine-manual

Manual

Time of regulated breaks

Time of unregulated breaks

Auxiliary time

Working hours service time

Time for rest and personal needs

Break times for organizational and technical reasons

Preparation and final time

Scheme of classification of working time costs in relation to and subject of labor

When calculating labor standards, time costs are established: preparatory and final, operational, workplace maintenance, rest and personal needs, and regulated (standardized) breaks.

Preparatory and final - this is the time spent preparing for the execution of a given task and actions associated with its completion: obtaining tools, devices, technological and planning documentation; familiarization with the work, drawings; instructions on how to perform the work; installation of fixtures and tools; setting up equipment, removing fixtures and tools after completing the work; delivery of devices, tools, documentation. Its peculiarity is that it is spent once on a job (a batch of objects of labor) and does not depend on the amount of work performed on a given task.

Operational- this is the time spent on changing the shape, size, properties of objects of labor, as well as on performing auxiliary actions necessary to implement these changes. Operating time costs are repeated with each unit of production or a certain amount of work. It is divided into main and auxiliary.

Basics(technological) time is spent on purposefully changing the subject of labor.

During auxiliary time raw materials are loaded, blanks are removed, finished products are removed, equipment is controlled, its operating modes are changed, the progress of the technological process and product quality are monitored.

Workplace service time - this is the time spent by workers on caring for equipment and maintaining the workplace in good condition. It is divided into technical and organizational. Job site maintenance time is spent looking after the equipment for that specific job. For example, the time to replace worn tools, adjust equipment, remove chips, etc. Organizational maintenance time is spent on workplace maintenance associated with performing work throughout the entire shift. This category includes the time spent on setting up tools at the beginning and cleaning up at the end of a work shift, and on cleaning and lubricating equipment.

Time for rest and personal needs installed to maintain normal performance and for personal hygiene. The duration of such breaks depends on working conditions. The time of regulated (standardized) breaks for organizational and technical reasons is objectively determined by the nature of the interaction between workers and equipment. Eliminating these interruptions is practically impossible or economically impractical. For example, if one worker operates several machines, then in many cases it is impossible to completely synchronize the worker's time with the machine time. The consequence of this is breaks, which must be included in the time standard.

Time for unregulated breaks - this is downtime of equipment and workers caused by violations of the established technology and production organization. These breaks are not included in the time standard:

When analyzing the time spent by workers, first of all, the time of their employment and the time of breaks are highlighted. An employee's time of employment includes the time he performs a production task and the time he is engaged in other work. The latter includes time of random work outside the established schedule and time of unproductive work (correcting defects, searching for materials, tools, devices, etc.).

Busy time can also be divided into the time of direct work, transitions (for example, during multi-machine work) and active monitoring of the progress of the technological process, which is necessary in order to ensure its normal progress. If a worker is engaged in active observation, then he should not perform other functions. In addition to active, passive observation is also possible; a cohort is one of the types of breaks in a worker’s employment for organizational and technical reasons.

When analyzing working time costs, unregulated breaks are identified for organizational and technical reasons and due to the fault of the employee. The time of unregulated breaks for organizational and technical reasons includes downtime of equipment and workers due to waiting for workpieces, documentation, tools, etc., as well as excess time of breaks associated with non-synchronization of the production process. The time of breaks due to violation of labor discipline is due to the late start and premature completion of work, excess rest time, etc.

To calculate labor standards, it is essential to divide the time spent into overlapping and non-overlapping. Overlapping usually includes the time a worker performs those elements of the labor process that are carried out during the period of automatic operation of the equipment. Non-overlapping is the time for performing labor techniques (installation of workpieces, quality control, etc.) when the equipment is stopped (non-working) and the time for machine-manual techniques.

Labor rationing, its main tasks

Working time structure

Methodology for recording working hours

Labor rationing- one of the main functions of production management, which includes establishing the time required to perform work by specific workers and establishing labor standards, that is, time standards, output standards, number standards, etc., established in accordance with the achieved level of technology, technology, organization of production and labor .

The most important tasks of labor standardization are:

• improving organization and productivity;
• reducing the labor intensity of products;
• increase in production volumes;
• effective use of the labor potential of employees, etc.

Labor rationing also makes it possible to determine the amount of individual remuneration for each employee, taking into account the quality of the work he performs and to assess the loss of working time and their impact on the performance of the employee’s main tasks.

Before moving on to studying the methodology for calculating time standards for performing a particular job, it is necessary to understand the structure of working time.

Work time- this is the time during which the employee must perform his job duties in accordance with the work schedule and his job description(the structure of working hours is shown in the figure).

Working time structure

Working time consists of work time and break time.

Working hours- this is the part of the working time during which the employee performs certain work in accordance with the order of management or according to the job description.

3 components of operating time:

1) preparatory and final time;

2) operating time;

3) workplace servicing time.

Preparatory and final time- this is the time spent by a worker preparing to perform a given job and the actions associated with its completion. The peculiarity of the preparatory-final time is that its value does not depend on the volume of work, therefore, when the same work is being performed for a long time, the preparatory-final time per unit of work will be insignificant.

Operating time- this is the time spent directly on performing a given job. It is divided into main and auxiliary time.

Main time- This is the time spent by a worker on performing his main job. Moreover, this process can be performed directly by the worker or under his supervision (for example, time for lifting, moving and lowering a load; time for actively monitoring the progress of the instrumental process and adjusting it).

Auxiliary time- this is the time spent by a worker on activities that ensure the completion of the main job. It is repeated with a certain amount of work. The time spent on the worker’s movements necessary to perform operations and other similar work is also auxiliary.

Workplace service time- This is the time spent by a worker on caring for the workplace and maintaining it in a condition that ensures productive work during the shift.

Break times— time, which includes regulated (time for rest and personal needs) and unregulated breaks (violations of labor discipline, violations of the sequence of the production process, etc.).

You can organize the recording of working time using a methodology that is designed to calculate the labor intensity of work performed at enterprises, is based on the study of working time costs through observations and includes time-keeping observations and photographic observations (photography of working time).

For your information

The lunch break is not included in working hours.

Timing observations- this is the study of an operation by observing and studying the cost of working time to perform individual components of the operation, which are repeated many times during the work.

Note!

The purpose of timekeeping is to obtain initial data for developing time standards and establishing time standards for individual operations.

Photo surveillance (working time photography)- observation and measurements of all working time costs without exception during a shift in the order of the actual sequence of these costs. A photograph of working time allows you to accumulate required material to standardize preparatory and final time, time for servicing the workplace, and rest time.

Time tracking: methods and stages

Tracking working hours using a photo of the working day

Let's consider the features of using a photograph of a working day to standardize the work of the main production workers of industrial enterprises.

Stage 1. Determine the purpose of photo surveillance

The purpose of photo surveillance is to establish standards for preparatory and final time, time for servicing the workplace and time for rest and personal needs.

For your information

Photographs of working time are not used to standardize operational time - time-keeping observations are used for this.

Stage 2. Select the object of observation

It is important to choose the right employees when conducting observations, on the basis of which standards will be established and standards will be developed. The intensity of work varies among different employees due to their psychophysical characteristics, and the standard should provide for an average intensity of work.

Observations should be carried out on employees whose qualifications correspond to the type of work and who have work experience of at least 2 years.

Stage 3. Determine the number of observations

To ensure sufficient accuracy of the results, depending on the type of production, it is recommended to carry out from 5 (for single and small-scale) to 20 (for mass) photo observations, summarizing the results obtained.

Stage 4. We carry out photo surveillance

Carrying out photographic surveillance involves a detailed and consistent declaration of all operations performed by an employee in the workplace. Photographing is carried out from the moment the work shift begins, and the start time and end time of the observed operations are recorded. Recording can also be done using a video surveillance system.

To obtain results with a high degree of reliability, it is recommended to conduct observations on different performers.

Stage 5. Processing the results of the working time photograph

Processing the results of photographs of working hours involves analyzing the material, as well as entering the results of the observation into an observation sheet (Table 1).

Table 1

Observation sheet No. 1

No.		Current time		Duration in minutes	Index
		watch	minutes
	Preparation of tools and equipment.
	Cleaning the workplace at the end of the working day
	Time for natural needs

The observation sheet indicates all the actions of the performer and breaks in work in the order in which they actually occurred, while simultaneously recording the current end time of each type of time expenditure, which, in turn, is the beginning of the next type of expenditure. Each entry shows either what the performer did or what caused his inaction.

Paragraphs 1, 7, 23, 24, 25 reflect preparatory and final work, work to maintain the workplace, and time for personal needs. All other time costs relate to operational time. These points are needed to determine the ratio of these types of time to operational time.

After filling out columns 1-4 of the observation sheet, the duration of each element is calculated by subtracting the previous measurements from each subsequent measurement of the current time. The results are entered in column 5. Column 6 indicates the time expenditure index, that is, a characteristic of the type of working time expenditure in accordance with the classification (Table 2).

table 2

Indexation of working time costs

Index	Decoding
	Time (duration) of work
	Time (duration) of breaks
	Preparatory and final time
	Operating time
	Main time
	Auxiliary time
	Workplace service time
	Time to rest
	Time for natural needs
	Time for rest and natural needs
	Time of breaks due to reasons beyond the control of the worker
	Break times due to work-related reasons

Based on the results of observations, a summary of the elements of preparatory and final time, time for servicing the workplace and time for rest and personal needs is compiled (Table 3).

Table 3

Summary of elements of preparatory and final time (time for maintaining the workplace, time for rest and personal needs)

No.	Index	Name of working time costs	Observation sheet no.					Average value
			23.11.2015	25.11.2015	26.11.2015	08.12.2015	16.12.2015
			Duration, min
		Preparation of tools and equipment
		Cleaning the workplace
		Cleaning tools and equipment. Delivery to warehouse
		Time for natural needs (total per day)

Using a photograph of working time, the percentage of preparatory and final time (time for servicing the workplace and time for rest and personal needs) of operational time is determined.

Let us carry out calculations based on the fact that the working day is 8 hours:

• preparatory and final time - 0.11 of operational time:

45 min. / (8 hours - 30 minutes - 15 minutes - 15 minutes - 10 minutes);

• time for servicing the workplace - 0.037 of the operational time:

15 minutes. / (8 hours - 30 minutes - 15 minutes - 15 minutes - 10 minutes);

• time for personal needs - 0.024 of operational time:

10 min. / (8 hours - 30 min. - 15 min. - 15 min. - 10 min.

Working time tracking using time-keeping observations

Stage 1. We analyze the list of work performed and divide the studied standardized types of work into their component elements - operations, elements of operations, techniques, sets of techniques, actions, etc.

Stage 2. Establishing precise boundaries (fixing points) for the operations being studied

Fixing points— these are the moments of the beginning and end of the execution of an operation (operation element). It is at these moments that time measurements begin and end.

Fixing points must be clearly identified by external signs(visible or audible).

Stage 3. Determine the number of time-lapse observations

The number of necessary observations depends on the serial production:

• mass - 8-12 observations;
• large-scale - 6-10 observations;
• serial - 5-8 observations;
• small-scale - 4-6 observations.

Stage 4. Determine the object of observation

To identify the best practices, frontline employees should be observed.

If it is necessary to establish time standards for work performed by several employees, then from among them several people are selected who have an average level of fulfillment of production standards for the group and work experience in their specialty of at least 2 years.

If there are 2-3 people in a group, it is enough to watch one; if there are 4-5 people - two; if there are 6-8 people, then three, etc.

Stage 5. Timing observations

They should be carried out every 50-60 minutes. after the start of work and 1.5-2 hours before the end of work. It is not advisable to take measurements on the first and last day of the work week.

Let us consider the procedure for conducting timing observations using the example of small-scale production with an average number of observations of 5.

The observer counts the results of measurements visually according to the indicators of the stopwatch hand and enters the results of the observations into a time map (Table 4).

Primary data is entered in the “hours:minutes:seconds” format. Later, when processing the observation results, they are converted into decimal format (person-hour; person-minute; person-sec.).

Table 4

Time card

No.

Name of the operation (operation element)

Results of timing observations (hour:min:sec)

Number of results taken into account

Defective measurements, their cause and duration

Average operation time (hour:min:sec)

Stability coefficient, K mouth

norm

fact

Operation: Dismantling sensor A-712.11

Unscrew the 4 bolts and open the compartment hatch

Disconnect the electrical connector cable from the sensor

Unscrew the 12 sensor mounting screws

Remove the sensor along with the rubber gasket

Install the plug where the sensor was removed

Wrap the sensor with plastic film

Close the compartment hatch

TOTAL average duration of the operation “Removal of sensor A-712.11”:

After all measurements are taken, a number of values ​​are obtained characterizing the duration of operations (elements of operations), which is usually called time series.

Stage 6. Analyze the quality of the results obtained

First, we identify and exclude erroneous (defective) measurements from further analysis.

For your information

Erroneous (defective) measurements are those measurements whose duration is much longer than the average duration of the operation or, conversely, much less than its value.

Secondly, we analyze the quality of the results obtained through the magnitude of fluctuations in values ​​- through the stability coefficient (K st), which shows the ratio of the maximum and minimum measurement results:

To mouth = T max / T min,

where T max is the maximum duration of execution of this element of the operation;

T min - the minimum duration of execution of this element of the operation.

By comparing the actual values ​​of the stability coefficients for each element of the operation with its standard value, the quality of the timing is determined:

if K mouth fact ≤ To mouth standards, observation was performed qualitatively;

if K mouth fact > By mouth norms, then from the series of observational results obtained it is necessary to exclude one or both extreme values ​​(maximum or minimum), provided that they were not repeated more than once.

Note!

The number of excluded values, including erroneous (defective) ones, cannot exceed 15%. If the number of exceptions is exceeded, observations should be made again.

After excluding one or two extreme observation values, it is necessary to re-calculate K mouth and compare it with the standard value. If these results show that the observations were performed poorly and K mouth. fact ≤ To mouth norms, observations must be repeated first, further exclusion of values ​​is impossible.

Standard values ​​of the stability coefficient are presented in table. 5.

Table 5

Standard values ​​of the stability coefficient depending on the serial production and duration of the operation

Duration of the studied element of the operation, seconds.	Standard values ​​of the stability coefficient
	during machine operation	with machine- handmade	when working manually
Mass production
From 6 sec. up to 15 sec.
Over 15 sec.
Large-scale production
From 6 sec. up to 15 sec.
Over 15 sec.
Mass production
Over 6 sec.
Small-scale production
Small-scale production

For the small-scale production we analyzed with manual work normative meaning Kst = 3, its calculated value does not exceed 1.9 (0:02:30 / 0:01:19).

Thus, timing observations make it possible to establish the average value for the operational time of work performed by production workers for the operation “dismantling the A-712.11 sensor” - 0:12:00, or 0.2 man-hours.

Stage 7. Process the results obtained

Based on the remaining observation results (except for erroneous ones), it is necessary to establish the average duration of the operation elements by adding up the recorded results and dividing them by the number of observations made.

The classification of working time is presented in table. 6.

Table 6

Classification of time

Time	Types of jobs
Preparatory and final time t pz	Receiving tools, preparing them for work at the beginning of the shift and handing them over at the end of the shift; preparation of documentation necessary to perform the operation; receiving Supplies and spare parts needed to complete the operation. Preparatory and final time is determined based on photo surveillance data and is set as a percentage of operational time
The main execution time of the operation is t O	The list of works related to the section “Main time for performing work” is determined by the technology for performing the work. The main time for performing the operation is determined according to timing observations
Auxiliary operation time, t V	The time required for the worker to move to perform the operation. The auxiliary time for performing the operation is determined from photographic observations.
Workplace service time, t orm	Inspection; cleaning the workplace after work is completed. Workplace maintenance time is determined based on photo surveillance data and is set as a percentage of operational time
Time for rest and personal needs, t He	Time for rest and personal needs is determined based on photographic surveillance data and is set as a percentage of operational time. In addition, rest time is also provided in accordance with the nature of the work performed: performing work in cramped conditions; taking into account temperature when performing work; taking into account the explosive hazard of the environment when performing work; working posture; pace of work, etc.

We determine the norms for spending time on regulated breaks

Rest time should not be less than 10 minutes. per shift. In addition, all workers, regardless of the type of work, are allocated 10 minutes. for personal needs. Where there are places common use are located at a distance, time for personal needs increases to 15 minutes. per shift.

Thus, without applying correction factors to take into account working conditions, time for rest and personal needs should not be less than 20 minutes. per shift.

The time for regulated breaks, allocated depending on working conditions, is determined as a percentage or in minutes for an 8-hour work shift.

For your information

With a shorter or longer work shift, the time for regulated breaks increases or decreases proportionally.

Rest time allocated for nervous tension. Nervous tension is caused by nervous stress, one of the psychophysiological elements of working conditions, and is caused by a high pace of work, the need for concentration and constant attention, lack of time to complete work, the need to ensure safe work, etc. (Table 7).

Table 7

Rest time allocated for nervous tension

Characteristics of work	Rest time per shift
		% of operational time
Medium precision work. The size of the discrimination object is 1.1-0.51 mm Work on scaffolds with fencing Work related to hearing strain (radio operators, telephone operators, etc.) Work in underground mines
High precision work. The size of the discrimination object is 0.5-0.31 mm Work with responsibility for material assets Driving work Work at low heights without fencing, or with fencing above molten metal, the red-hot hearth of metallurgical units Work on downloading slag, draining and pouring hot metal, marking, cutting hot metal in a rolling stream
Works of special precision. The size of the discrimination object is 0.3-0.15 mm Work at heights or on scaffolds without guardrails, when the use individual funds safety is not taken into account by labor standards Work with responsibility for the safety of others, with the risk of injury
Works of the highest precision. The size of the discrimination object is less than 0.15 mm Work involving high personal risk

For an uncomfortable working position time is also allocated for rest (Table 8).

Table 8

Rest time allocated for a working position

Characteristics of the main working postures and movements in space	Rest time per shift
		% of operational time
Fixed, "sitting"
Standing, frequent bending and turning of the body
Standing with arms outstretched
Huddled in tight places, lying down, on your knees, squatting
Walking from 11 to 16 km per shift
Walking over 16 km per shift

Rest time allocated due to meteorological conditions. Meteorological conditions at work include:

• temperature (in °C);
• humidity (in%);
• air mobility (m/sec);
• infrared (thermal) radiation (cal/cm 2 × min.).

Rest time is allocated for work with elevated air temperatures (Table 9).

Table 9

Rest time depending on the air temperature in the work area

Air temperature, ºС	Rest time per shift
		% of operational time

When the relative humidity decreases to 20% and increases to more than 75%, the time for rest should be increased by 1.2 times; when humidity decreases to 10% and increases above 80% - 1.3 times.

During heavy physical work, the rest time allocated for elevated temperature increases by 4 times.

Those working in open work areas at low temperatures are provided with breaks to warm up. During this period, the employee naturally rests. Therefore, additional breaks are not advisable. It is recommended to allocate time for heating for those working in conditions that cause hypothermia.

Time to rest when working with hazardous substances. Harmful substances are substances that, when in contact with the human body in case of violation of safety requirements, can cause industrial injuries, occupational diseases or health abnormalities detected modern methods both in the process of work and in the long term of the life of the present and subsequent generations (GOST 12.1.007-76).

Rest time allocated for lighting. There is no time for rest due to insufficient lighting, with the exception of work performed in complete darkness - in this case, 15-20 minutes are allocated for rest. per shift.

Rest time allocated to employees of mental activities with varying work intensity. At 5 days working week and an 8-hour shift, the duration of the lunch break is 30-60 minutes, and it is recommended to set regulated breaks 2 hours from the start of the work shift and 2 hours after a lunch break lasting 5-10 minutes. each (Table 10).

During regulated breaks, in order to reduce neuro-emotional stress, fatigue of the visual and other analyzers, it is advisable to perform sets of physical exercises, including eye exercises.

	Break	Time spending	Duration
				% of operational time
Morning shift
	Regulated break	2 hours after the start of work
	Lunch break	4 hours after the start of work
	Regulated break	6 hours after the start of work
	Micropauses		40 sec.-3 min.
Evening shift
	Regulated break	After 1.5-2 hours from the start of work
	Lunch break	After 3.5-4 hours from the start of work
	Regulated break	6 hours after the start of work
	Micropauses	Individually as needed	40 sec.-3 min.
Night shift
	Meal break	After 2.5-3 hours from the start of work
	Regulated break. Alternate individual rest when replacing the resting person with an adjuster or another operator	Deep hours of the night
	Micropauses	Individually as needed. Every hour (one and a half) of work	40 sec.-3 min.

The organization of work and rest regimes when working with a PC is carried out in accordance with SanPiN 2.2.2/2.4.1340-03 “Hygienic requirements for personal electronic computers and work organization: sanitary and epidemiological rules and standards” depending on the type and category of work activities.

Types of work activities are divided into 3 groups:

• group A - work on reading information from the screen;
• group B - work on entering information;
• group B - creative work in dialogue mode with a personal computer.

When performing functions related to different types of work activity during a work shift, the main work with a PC should be taken to be that which takes up at least 50% of the time during a work shift or working day.

For types of work activities, 3 categories of severity and intensity of work with a PC are established, which are determined:

• for group A - according to the total number of characters read per work shift, but not more than 60,000 characters per shift;
• for group B - according to the total number of characters read or entered per work shift, but not more than 40,000 characters per shift;
• for group B - based on the total time of direct work with a PC per work shift, but not more than 6 hours per shift.

Table 11

Total time of regulated breaks depending on the duration of work, type and category of work activity with a PC

	Load level per shift when working with a PC			Total break time
	group A, number of characters	group B, number of characters	group B, h		% of operational time

For your information

When working with a PC in night shift(from 10 p.m. to 6 a.m.), regardless of the category and type of work activity, the duration of regulated breaks should be increased by 30%.

In general operating mode, the following regulations should be adhered to: at 120 min. 10 minutes of work are provided. break for rest and personal needs.

Calculation of indicators of standard time standards

Indicators of standard time standards are calculated using the following formula:

N in = t pz + t o + t in + t orm + t he + t y,

where N in is the time standard;

t pz - preparatory-final time;

t o is the main time for performing the operation;

t c - auxiliary time for performing work;

t orm - workplace servicing time;

t he is time for rest and personal needs;

t y is the time for rest allocated depending on working conditions.

Preparatory and final time, time for servicing the workplace and time for rest and personal needs are determined according to the photograph of working time as a percentage of operational time.

Rest time allocated depending on working conditions can be determined as a percentage of operational time:

t y = t op × K he,

Where t op - operational time for completing work ( t op = t o + t V);

K is a coefficient that takes into account the time for rest allocated depending on working conditions.

Based on the results of the research, indicators of the labor intensity of each operation within the work are determined. In this case, the total coefficient taking into account the conditions of work (∑K ur), which is calculated using the following formula, is applied to the results obtained:

∑K control = K 1 + K 2 + K 3 + . . . + K n,

where K 1, K 2, K 3, ..., K n are coefficients for taking into account the conditions of work.

Let us apply coefficients taking into account the conditions of work. Then the formula for calculating the time norm will take the following form:

N in = t pz + t o + t orm + t he + ( t op × ∑K control).

Example

Let us calculate the time standard for the operation “dismantling unit A-712.11”:

• operational time - 12 minutes. (0.2 person-hour), established by conducting time-lapse observations;
• preparatory and final time - 0.11 of the operational time, established by conducting photo observations; 0.11 × 0.2 = 0.022 person-hour;
• time for servicing the workplace - 0.037 of the operational time, established by conducting photographic observations; 0.037 × 0.2 = 0.0074 person-hour;
• time for rest and personal needs - 0.024 of operational time, established by conducting photo observations; 0.024 × 0.2 = 0.0048 person-hours

Now we will apply increasing coefficients to take into account working conditions.

The work of dismantling the A-712.11 unit involves:

• work with responsibility for material assets (from the section “Rest time allocated for nervous tension”), which is 2% of operational time;
• work standing with arms extended upward (from the section “Rest time allocated for working position”) - 2.5% of operating time;
• work at a temperature of 25 ºС (from the section “Rest time depending on the air temperature in the work area”) - 1% of the operating time.

The total factor taking into account working conditions is:

0,02 + 0,025 + 0,01 = 0,055.

Thus, the standard time for dismantling the A-712.11 unit will be:

0.022 + 0.2 + 0.0074 + 0.0048 + (0.2 × 0.055) = 0.25 person-hour, which is approximately 15 minutes.

Thus, the operational time for dismantling work spent by the production worker and associated with the direct implementation of dismantling work is 12 minutes, and the remaining 3 minutes. distributed among work site maintenance, preparatory and final work, rest time, personal needs, etc.

conclusions

Accounting labor resources mandatory, but impossible without a labor standardization system.

Using the considered methodology for accounting for working time costs, it is possible to determine reasonable and, most importantly, labor standards that are closest to reality.

In conclusion, let us summarize the basic principles of labor regulation:

• proper organization of work and rest schedules for enterprise employees;
• mandatory classification of working time with a clear definition of the list of works belonging to each group;
• determination of the type of enterprise depending on the serial production of products;
• determination of working time groups that will be standardized using photo and timing observations;
• determination of a group of specialists who will be monitored;
• conducting observations with a clear recording of their results minute by minute in the appropriate document forms (you can use those presented in the article or develop your own forms, securing them normative act enterprises);
• analysis of results with an emphasis on average values ​​of indicators.

A. N. Dubonosova,
Deputy Head of PEO