Time Study according to REFA
Time study or time recording according to REFA is a method of time measurement and describes the determination of target times by measuring and evaluating actual times. The performance of a time recording may only be undertaken by someone who has proven their qualification through appropriate training. This qualification is a basic requirement for our employees. Due to many years of practical experience in various industries our team is able to meet every challenge. In doing so, it goes without saying that we work in a spirit of partnership with our local employees. We use the time management software PROCESS TM for the analysis of the process on site, and the following evaluation of our time recording.
PERFORMANCE LEVEL ASSESSMENT DURING TIME STUDIES
When two people do the same work, there is often a difference in the results of what has been produced or done. If such work performance is to be measured, then, in addition to the measurement of performance and time, a factor must be assessed to compensate for these differences. This factor is the degree of performance, and is assessed during the time input.
By applying such an efficiency rate to measured work performed, a reference performance (100% performance or normal performance) is generated that can be used as a standard time for other employees, as a basis for remuneration determination, and as a target time for similar tasks. The following is an example of normalization through performance assessment:
STANDARD TIME DETERMINATION AFTER A COMPLETED TIME RECORDING
Results for a wide range of applications can be derived from a time recording. The determined target times are used, among other things, for the calculation of processes, for performance -based remuneration, for process analysis or for internal and external benchmarking. We use process analysis to identify weak points and rationalisation potentials.
In the process analysis, the process segments of the time studies are calculated or evaluated without reference to a unit with regard to their share in the total recording time, and their value added in the process.
While the proportion is to be clearly defined mathematically, the allocation to the criteria main process, secondary process (partly value-adding) or not value-adding is to be regarded as a “flowing transition”. First, the following definition applies:
Main process: Activities that are directly related to the performance of the work task. As a rule, these activities offer little potential for improvement.
Secondary process (partly value-adding): Activities that indirectly belong to the fulfilment of the work task and are variable in their expenditure. These activities offer rationalization approaches that can be realized through varying degrees of effort.
Non-value-adding activities: Activities that do not directly belong to the work task and usually cause additional work. These activities have the greatest potential for improvement, often through organisational changes or small investments.