Comparing time and motion methods to study personnel time in the context of a family planning supply chain intervention in Senegal

Table 3 Statistical analysis of the mean difference of stockroom manager’s time between CO and ST for all categories (paired t test)

Stockroom managers’ relative time	Mean (μ)		Mean difference (MD)
Stockroom managers’ relative time	[95% CI]		x̄_CO − x̄_ST [95% CI]
All categories	CO	ST	ST − CO
FP productive stockroom activities	4.1%	9.8%	5.7% [3.6–7.8%]*
FP productive stockroom activities	[2.1–6.1%]	[7.3–12.3%]	5.7% [3.6–7.8%]*
Other productive stockroom activities	47.0%	65.7%	18.7% [11.9–25.5%]*
Other productive stockroom activities	[38.9–55.1%]	[60.1–71.3%]	18.7% [11.9–25.5%]*
Productive other	9.5%	15.1%	5.6% [0.4–10.9%]‡
Productive other	[6.5–12.4%]	[9.7–20.5%]	5.6% [0.4–10.9%]‡
Waiting time	36.3%	5.3%	− 31.0% [− 38.4 to − 23.5%]*
Waiting time	[27.7–44.8%]	[1.5–9.1%]	− 31.0% [− 38.4 to − 23.5%]*
Non-productive	3.2%	4.1%	− 1.0% [− 1.9 to 3.8%]‡
Non-productive	[0.6–5.7%]	[2.5–5.7%]	− 1.0% [− 1.9 to 3.8%]‡

ISSN: 1478-4491