MTM Drives Method Improvement Beyond Time Savings

This conversation with Simon Woodfield and Ed Thompson on the ReThink Productivity Podcast offers a powerful, albeit often overlooked, perspective on Method Time Measurement (MTM). Beyond its reputation as a tool for setting labor budgets or balancing assembly lines, the true value of MTM, as they reveal, lies in its capacity to drive profound method improvement. The hidden consequence of focusing solely on time is the missed opportunity to fundamentally redesign how work is done. This exploration uncovers how MTM, when wielded as a method-centric tool, can reveal ergonomic risks, optimize layouts, and even validate new technologies before costly rollouts. Anyone involved in operational efficiency, process design, or supply chain management will find an advantage in understanding how to leverage MTM for deep-seated improvements, not just superficial time savings.

The Unseen Gains: How MTM Unlocks Method Innovation

The prevailing wisdom around Method Time Measurement (MTM) often casts it as a stopwatch’s more sophisticated cousin--a tool for precisely calculating how long a task should take. Simon Woodfield and Ed Thompson, however, argue for a more fundamental application: using MTM to redesign how the task is performed in the first place. This isn't about squeezing more output from the same old methods; it's about uncovering inefficiencies and ergonomic hazards that, when addressed, lead to both time savings and a better working environment. The real advantage, they suggest, comes not from measuring time, but from using that measurement process to engineer better methods, a concept that often gets lost in the pursuit of immediate, quantifiable results.

Beyond the Stopwatch: MTM as a Method Engineering Engine

The core idea presented is that "method determines the time." This isn't a platitude; it's the foundational principle that allows MTM to transcend its role as a mere time-setting tool. By meticulously coding the actions an operator takes--the reaches, grasps, and movements--MTM provides a granular view of the existing method. This detailed breakdown then becomes the canvas for "what if" scenarios. Imagine a packing bench: simply moving tools and materials closer to the operator, reducing an 80-centimeter reach to 20, can yield significant time savings when multiplied by hundreds of repetitions daily. But the benefit extends beyond pure speed.

"If you think of having to do that a lot of times, 100 times a day, there could be an ergonomic risk there. So that'll help on that. And then we can look at what the impact would be by moving it closer together. What's the time saving? Does that make life easy?"

-- Simon Woodfield

This highlights a crucial downstream effect: improved ergonomics. MTM analysis can flag repetitive motions or awkward reaches that contribute to strain and potential injury. By modeling the impact of changes--like repositioning tools or exploring alternatives such as pre-cut tape versus a roll dispenser--businesses can build robust business cases. This isn't just about saving seconds; it's about quantifying the cost of poor ergonomic design and the return on investment for improvements. The ability to model these changes virtually, without the expense and disruption of physically reconfiguring a workspace, is a significant advantage.

The Pizza Principle: Layouts Driven by Data, Not Guesswork

Ed Thompson offers a compelling example from a supermarket pizza-making operation. The initial layout was arbitrary. By applying MTM, they analyzed the sales data for the most popular pizzas and rearranged the toppings accordingly. This meant placing the most frequently used ingredients, like salami or pepperoni, within easier reach. The result? Reduced reach distances, leading to faster pizza assembly. This illustrates a direct causal chain: sales data informs method design, which MTM quantifies, leading to tangible time savings.

This approach is particularly valuable when considering new layouts or technologies. Instead of rolling out a new system across an entire chain, MTM allows for the testing of proof-of-concept layouts. This proactive analysis can identify further efficiencies or potential pitfalls before mass deployment. Thompson also touches on the integration of new technology, such as touchscreens versus keyboards. While touchscreens might seem slower in isolation, MTM can reveal gains in other areas, like easier execution of smaller tasks or the elimination of the need for precise mouse movements. This nuanced analysis avoids the trap of adopting technology for its own sake, instead focusing on its true impact on the method and, consequently, the time.

Unforeseen Benefits: The Pallet Decanting Revelation

Simon Woodfield shares an anecdote that perfectly encapsulates the power of MTM to uncover hidden advantages. A client requested an analysis of a new warehouse layout designed to centralize pallet pickup. The expected benefit was a significant time saving in putting away and stacking pallets. However, the MTM analysis revealed that the projected time saving was only a modest seven seconds per pallet--far less than anticipated.

The unexpected discovery came from analyzing an activity outside the original scope. The old layout was pallet-size specific for each pickup location, requiring decanting of some pallets to meet client requirements. The new, centralized layout, however, could accommodate various pallet sizes. This seemingly minor change eliminated the need for decanting, resulting in a massive two-and-a-half-hour saving per articulated lorry load. This illustrates a critical system-level insight: focusing too narrowly on the intended outcome can blind you to more significant, emergent benefits. The method of handling pallets, not just the pickup location, was the true source of inefficiency.

"So that was a great piece of news for them, which they weren't expecting. So it's not just about poor layouts, it's about other methods that can be derived there as well."

-- Simon Woodfield

Addressing the Human Element: MTM and Employee Buy-In

A common concern with any time-measurement system is the fear of its misuse as a punitive tool. Both Woodfield and Thompson address this head-on. MTM, they emphasize, is not about "rating" performance or penalizing workers. It’s about objectively coding the observed method. Because MTM assigns uniform times to specific actions regardless of the operator's speed, it normalizes the analysis. This makes it a valuable tool for understanding process times without the inherent biases introduced by direct observation of speed.

Furthermore, the process of MTM analysis itself can foster acceptance. By involving operators in the review of coded methods and presenting proposed changes, businesses can gain crucial buy-in. Thompson describes a client who, after coding and analysis, presented the proposed new method to the operators. This allowed for feedback and iterative refinement, giving operators a sense of ownership.

"And it comes back again to what's at the core of MTM is it's about a better method for the individual who's completing the process, and the result of that is the times going down or your output goes up."

-- Ed Thompson

This approach shifts the focus from time reduction as a management directive to method improvement as a collaborative effort, ultimately leading to better outcomes for both the individual and the business. The goal, as Thompson states, is the "best method for that operator to complete so they can do the best job possible."

Actionable Takeaways for Method Mastery

• Reframe MTM: Shift focus from setting times to improving methods. Recognize that time is a result of the method, not the primary target. (Immediate Action)
• Analyze Ergonomics: Use MTM to identify and quantify reaches, awkward movements, and repetitive strains. Model the impact of reducing these factors. (Immediate Action)
• Validate Layouts and Technology: Before implementing new warehouse layouts, workstation designs, or technologies (e.g., touchscreens vs. keyboards), use MTM to model the impact on operator methods and time. (Immediate Action)
• Quantify "What Ifs": Leverage MTM's ability to simulate changes virtually. Model the impact of tool placement, material presentation, or process sequence adjustments to build robust business cases for improvement. (Over the next quarter)
• Involve Operators: Present MTM analysis and proposed method changes to the operators performing the work. Incorporate their feedback to ensure buy-in and uncover unintended consequences. (Over the next quarter)
• Seek Hidden Benefits: Look beyond the obvious time savings. Analyze how method changes might impact other areas, such as decanting, material handling, or error reduction, as demonstrated by the pallet example. (This pays off in 6-12 months)
• Invest in Training: Allocate resources for MTM training for key personnel. A few weeks of training can unlock significant continuous improvement capabilities for repeatable tasks. (This pays off in 12-18 months)