REFA: time and motion studies for process optimization

REFA: A method for process optimization since 1923
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In the constantly changing business world, where efficiency and productivity have become the epitome of success, methods for process optimization play a decisive role. For as many as a century, one name has been at the center of these efforts: REFA. Originally founded in 1923 in Germany, REFA began as a movement to increase labor productivity in industry. Over the decades, however, REFA has developed into a comprehensive method for process optimization, which is used in a wide variety of industries and areas.

REFA stands for “Reich Committee for Working Time Determination,” which points to the central importance of time recording in the early stages of methodology. The aim was to create a basis for fair working conditions and efficient work organization through the standardized recording and analysis of working hours. This approach proved to be revolutionary and set standards in the organization of work processes. In 1977, it was renamed REFA-Verband für Arbeitsstudien und Betriebsorganisation e.V.

The main task of this association is to develop practicable methods to increase profitability and to promote humane work design in companies. Over time, REFA has continuously developed its concept and adapted it to the changing requirements of the working world. Today, REFA methodology comprises a wide range of tools and techniques for managing operational processes, analysing and designing work systems, time management and human resource development. REFA's core philosophy, which is based on the systematic analysis and optimization of work processes, has always been retained.

The REFA methodology places a strong focus on practical implementation and the involvement of employees in the optimization process. This participatory approach not only increases the efficiency of processes, but also promotes employee job satisfaction and motivation. REFA experts are therefore not only able to analyze and optimize processes, but also to sustainably anchor changes in the company.

REFA training and continuing education courses are now widely accepted in industry and are used by many companies for personnel development. Process analysis is an important part of every lean philosophy and helps companies improve their production processes and make them more efficient.

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Procedure of a REFA process analysis:

A process analysis according to REFA follows a structured approach that aims to optimize work processes and achieve efficiency gains. Here's a rough overview of the typical process:

1. Logging of the current situation:

First, the current situation is assessed by examining and documenting all existing work processes. All activities, working hours, material flows, information channels and resources are recorded. This step is important to understand the current state of the processes and identify opportunities for improvement.

2. Time studies:

Next, time studies are carried out to measure and document the time required for each task. This step enables a detailed analysis of processes and helps to identify areas where time can be reduced or optimized. There are various methods for carrying out time studies, such as observation, recording of work processes or the use of timing instruments. As soon as the data is collected, the work steps are analyzed in detail to identify possible bottlenecks, inefficient processes or waste.

3. Analysis of the observed work steps:

On the basis of the analysis, potential improvements are identified and evaluated. In this step, measures are developed to increase the efficiency of work processes, such as the restructuring of processes, the introduction of new technologies or the training of employees. The measures are assessed on the basis of their impact on the process and the cost-benefit analysis. As soon as the measures are planned, they are put into practice. In this step, a detailed implementation plan is created that includes resources, timelines, and milestones. Implementation can be carried out gradually so that the measures can be tested and adjusted before they are fully implemented. Finally, the measures are implemented and their effects monitored.

4. Evaluation & optimization:

In this step, the effectiveness of the measures is measured and further adjustments are made if necessary. Process analysis according to REFA is a continuous process and the measures should be reviewed regularly to ensure the efficiency of work processes.

The results of the process analysis form the basis for optimization, which aims to increase the performance of the organization. This is done by increasing effectiveness, efficiency and/or service orientation.

Effectiveness is often improved by introducing new processes and technologies, which is referred to as revolutionary or disruptive optimization. This type of optimization can interrupt the production process, but has the potential for significant improvements.

Efficiency increases, on the other hand, can take place without interrupting operational processes and are based on a continuous improvement process (CIP) using various methods such as Six Sigma, Kaizen, the Balanced Scorecard or through the use of creative techniques to generate ideas as part of integrated process management. Established approaches such as Business Process Reengineering (BPR), Lean Production, Lean Management or Total Quality Management (TQM) are used here.

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