Operation management 9e stevenson mcgrwhill chap007

7 Design of Work Systems McGraw-Hill/Irwin Copyright © 2007 by The McGraw-Hill Companies, Inc All Learning Objectives       Explain the importance of work design Briefly describe the two basic approaches to job design Discuss the advantages and disadvantages of specialization Explain the term knowledge-based pay Explain the purpose of methods analysis and describe how methods studies are performed Describe four commonly used techniques for motion study 7-2 Learning Objectives       Discuss the impact of working conditions on job design Define a standard time Describe and compare time study methods and perform calculations Describe work sampling and perform calculations Compare stopwatch time study and work sampling Contrast time and output pay systems 7-3 Job Design  Job design involves specifying the content and methods of job  What will be done  Who will the job  How the job will bob will be done  Where the job will be done  Ergonomics: Incorporation of human factors in the design of the workplace 7-4 Design of Work Systems  Specialization  Behavioral Approaches to Job Design  Teams  Methods Analysis  Motions Study  Working conditions 7-5 Job Design Success Successful Job Design must be:  Carried out by experienced personnel with the necessary training and background  Consistent with the goals of the organization  In written form  Understood and agreed to by both management and employees 7-6 Specialization in Business: Advantages Table 7.1 For Management: For Labor: Simplifies training Low education and High productivity Low wage costs skill requirements Minimum responsibilities Little mental effort needed 7-7 Disadvantages Table 7.1 For Management: For Labor: Difficult to motivate quality Monotonous work Limited opportunities for advancement Worker dissatisfaction, possibly resulting in Little control over work absenteeism, high Little opportunity for turnover, disruptive self-fulfillment tactics, poor attention to quality 7-8 Behavioral Approaches to Job Design  Job Enlargement  Giving a worker a larger portion of the total task by horizontal loading  Job Rotation  Workers periodically exchange jobs  Job Enrichment  Increasing responsibility for planning and coordination tasks, by vertical loading 7-9 Motivation and Trust  Motivation  Influences quality and productivity  Contributes to work environment  Trust  Influences productivity and employeemanagement relations 7-10 Motion Study Motion study is the systematic study of the human motions used to perform an operation 7-18 Motion Study Techniques  Motion study principles - guidelines for designing motion-efficient work procedures  Analysis of therbligs - basic elemental motions into which a job can be broken down  Micromotion study - use of motion pictures and slow motion to study motions that otherwise would be too rapid to analyze  Charts  Therbligs 7-19 Developing Work Methods Eliminate unnecessary motions Combine activities Reduce fatigue Improve the arrangement of the workplace Improve the design of tools and equipment 7-20 Therbligs  Therbligs: Basic elemental motions that make up a job  Search  Select  Grasp  Hold  Transport load  Release load 7-21 Working Conditions T e m p e tu re & H u m id it y I llu m in a t io n V e n t ila t io n C o lo r 7-22 Working Conditions (cont’d) Noise & Vibration Work Breaks Safety Causes of Accidents 7-23 Work Measurement  Work measurement: Determining how long it should take to a job  Standard time  Stopwatch time study  Historical times  Predetermined data  Work Sampling 7-24 Standard time Standard time: The amount of time it should take a qualified worker to complete a specific task, working at a sustainable rate, using given methods, tools and equipment, raw materials, and workplace arrangement 7-25 Stopwatch Time Study Stopwatch Time Study: Development of a time standard based on observations of one worker taken over a number of cycles  The basic steps in a time study: Define the task to be studied Determine the number of cycles to observe Time the job Compute the standard time  7-26 Standard Elemental Times Standard elemental times: Time standards derived from a firm’s historical data  Steps for standard elemental times Analyze the job Check file for historical times Modify file times if necessary Sum elemental times to get normal time  7-27 Predetermined Time Standards Predetermined time standards: Published data based on extensive research to determine standard elemental times  Advantages: Based on large number of workers under controlled conditions Analyst not requires to rate performance No disruption of the operation Standards can be established  7-28 Work Sampling  Work sampling: technique for estimating the proportion of time that a worker or machine spends on various activities and idle time  Work sampling involves making brief observations of a worker or machine at random intervals  Work sampling does not require  timing an activity  continuous observation of an activity 7-29 Compensation  Time-based system  Compensation based on time an employee has worked during a pay period  Output-based (incentive) system  Compensation based on the amount of output an employee produces during a pay period 7-30 Form of Incentive Plan  Accurate  Easy to apply  Consistent  Easy to understand  Fair 7-31 Compensation  Individual Incentive Plans  Group Incentive Plans  Knowledge-Based Pay System  Management Compensation 7-32 ... organization  In written form  Understood and agreed to by both management and employees 7-6 Specialization in Business: Advantages Table 7.1 For Management: For Labor: Simplifies training Low education... requirements Minimum responsibilities Little mental effort needed 7-7 Disadvantages Table 7.1 For Management: For Labor: Difficult to motivate quality Monotonous work Limited opportunities for advancement... and productivity  Contributes to work environment  Trust  Influences productivity and employeemanagement relations 7-10 Teams  Benefits of teams  Higher quality  Higher productivity  Greater