02 0809 Job design REVIEWED

8/7/2019 02 0809 Job design REVIEWED

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TIM PEACOCK - NBS - DSK EUROPA - 3/22/2011 12:52

Job design & work organisation 1

Job design & workorganisation


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The elements of job design

Whatsequence?

Whoelse?

How tointerfacewith thefacilities?

Whatenvironmentalconditions?

How muchautonomy?

Whatskills?

Where tolocate?

Whattasks?

Slack et al. OPERATIONS MANAGEMENT. Financial Times/Prentice Hall. 2001. p266.


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The objectives of job design

Jobdesign

impacts on

quality of working life

quality

speed

dependability

flexibility

cost

health and safety


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The scientific management approach

Work study

Method study Work measurementMethod study is thesystematic recording andcritical examination ofexisting and proposedmethods of doing work, as a

means of developing andapplying easier and moreeffective methods andreducing costs

The application oftechniques designed toestablish the time for aqualified worker to carry outa specified job at a definedlevel of performance



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The term Work Study was

defined by BS 3138 as:-

The systematicexamination of activities inorder to improve the

effective use of human andother material sources.


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Work Study

Method Study

Better use of

Materials &

Equipment

Work Measurement

Work Study DataAnalyse data to improve productivity through:

Appropriate

Payment

Systems

Effective

Planning

& Control

Accurate

Costing &

Estimating


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Work measurement is the

application of techniquesdesigned to establish the timefor a qualified worker to carryout a job at a specified level ofperformance.

Work Measurement


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Labour content of the service performed (labourcost).

Staffing needs of the organisation (how many

people are needed on duty to meet customerdemands).

Productivity expectations (both supervisor andemployee should know what constitutes a fair dayswork).

Basis of wage-incentive plans (what provides a

reasonable incentive).

Efficiency of employees (a standard is neededagains which efficiency is determined).

Why Work Measurement?

Robert G. Murdick, Barry Render, Roberta S. Russel. SERVICE OPERATIONS MANAGEMENT. Allyn and Bacon. 1990. p269.


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Experiencedworker

Trainee

Distribution of Work Times


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Performance RatingsExceptionally fast requiring intense

concentration and effort. May only

be maintained for a short period.

Very fast with well above average ofperformance. Shows high levels of

skill, coordination and speed.

The standard performance. Brisk

and accurate work to the required

quality standard.

Steady performance.

Slow, inept performance of someone

unskilled, untrained or uninterested.

Asleep

150

125

75

0

100

50


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Actual time

taken at a

performance

of less than

100

Actual time

taken at a

performance

of more than

100

Actual time

taken

adjusted for

speed and

efficiency of

working to

arrive at the

time

necessary at

100

performance

Allowance

added for

irregular

concessions

and for

contingency

Allowance

added to

cover rest

and personal

needs

S

T

A

N

D

A

R

D

T

I

M

E

Standard Time

N

O

R

M

A

L

T

I

M

E


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The ergonomics approach

Ergonomicsapproach

How the personinterfaces with thephysical aspects ofhis or her workplace

How the personinterfaces with theenvironmentalconditions prevalent inhis or her immediateworking area


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The behavioural approach

Techniquesof job design

Core jobcharacteristics

Mentalstates

Performance

Combiningtasks

Forming naturalwork units

Establishingclientrelationships

Vertical loading

Openingfeedbackchannels

Skill variety

Task identity

Task significance

Autonomy

Feedback

Meaningfulnessof the job

Responsibilityand controlover the waythe job is done

Level ofunderstanding

of the results ofefforts

Motivation

Quality of work

Turnover

Absenteeism



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Autonomy and empowermentEmphasis on

managerialcontrol

Emphasis oncommitment and

engagement of staff

Stafftreated

as a

cost

Staff treated as

a

resource

Ergonomics

Behavioural approaches

Empowerment

Division of labour

Scientific management


Team working

Flexible working

Before 1900

1900

1950

1970

1980

1990

2000


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Organizing For Product DesignMechanistic and organic organizations(Burns and Stalker, 1961)

Mechanistic:

Rational, standardized,predictable.

Operations accuratelytimed.

Long runs of identicalproducts.

Creativity and initiativenot developed inworkforce.

Work closely controlled:essential for profitabilityand elimination of risk.

Organic:

Irrational, novel,unpredictable.

Accurate timing ofactivities usuallyimpossible.

Activities frequentlychanging.

Highly creative personnelessential.

Profitability related toskill, chance, judgement,intuition, etc.


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Dichotomy When Organizing ForProduct Design/Development

The mechanistic features of an"efficient" operations unit?

versus

The organic features of aninnovative design project?


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Job design & work organisation 18A CHALLENGE

CONSIDER THEDESIGNOF THE PROCESSESTHAT OPERATEIN YOUR PLACEOF WORK

THESE PROCESSESDELIVER YOUR PRODUCTSANDSERVICES

THESE PROCESSES HAVE PROBABLY BEENAROUNDFOR A LONG TIME

THESE PROCESSES ARE PROBABLY WASTINGMONEY TO THE TUNEOF 25% OF YOURINCOME

REVIEW THEM ANDMAKE THEMJUSTIFYSTAYING THESAME

ORREDESIGN THEM


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Job design & work organisation 19INFLUENCINGFACTORS

Market and strategic considerations (customertastes)

Research, design & development (service & product)

Technology advances

Learning within staff

Facilities & layout Capacity management & scheduling

Information & control systems

Process design & engineering for productivity

Materials planning & stock control

Work structuring, motivation & rewards Equipment maintenance & servicing

QA

Health, safety & environmental care

Day-to-day management


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Job design & work organisation 20THINK THEUNCOMFORTABLE!!!

WORKSATURDAY -- WORKSUNDAY

OPEN TILL 9PMSOMEEVENINGS

RECRUIT STAFFFROMOVERSEAS

NONEED TO PAY UKRATE

TRAIN JUNIORSUP TODOSENIORS TASKS

MULTISKILL ALL OVER THECOMPANY

DONOT LEAVE YOURSELFOPEN TOSOMEONEMOREFLEET-OF-FOOT OR PREPARED TO THINKMOREUNCOMFORTABLE THOUGHTS THAN YOU TAKINGADVANTAGE

SOME PRIVATESECTOR PROVIDER

BE A CENTREOFEXCELLENCE

READ TOM PETERS REIMAGININGBOOK


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Job design & work organisation 21PROCESSFLOW MAPPINGIS A USEFULANALYSIS TOOL

EXAMPLES:

SERVICEEXAMPLES:

MANUFACTURING

OPERATION

TRANSPORT

INSPECTION

DELAY

STORE

INTERVIEW

TAKE TO COPIER

CHECK SIGNATURE

ININ-TRAY

INFILING CABINET

DRILL HOLE

MOVE TO NEXT MACHINE

MEASURE

INSTILLAGE

INPERMANENT STORE

DECISION APPROVE LOAN REJECT COMPONENT

ACTIVITY SYMBOL


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Converging flows Diverging flows

make a copy type a memo run the machine interview applicant

send data to mainframe deliver material to next workstation transport goods to customer

verify travel requisition check time cards inspect part

Operation

Transport

Inspection

waiting time down time in the in-tray

file document copy diskette store material

is the part good? is the supplier the right one? what will we do next?

Delay

Permanent store

Decision

Workflow analysis symbols and flow diagrams


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Thenamiracleoccurs

Goodwork- ButIthinkwe

needjustalittlemoredetailrighthere!

Adapted from: Where Are We Going? Phillippa Collins. Management Services. December 1994. Page 10.


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Decision Activities

Transformation DecisionInput Output

Output

Output

Yes

No


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Loops

Loop

Accept

Reject


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Product Redesign & Value Analysis

Seeks to reduce the direct cost of a product whilstmaintaining or improving value to the customer.

Uses a multidisciplinary team approach to:

Identify the function of the product/service(and, hence, its value)

Examine alternative ways of achieving thisfunction; and

Choose ways that entail least cost.

Design should not stop with the launch of a new productor service: should continue through the life cycle withreviews, facelifts and redesigns.

Value Analysis (VA):

Paul Forrester, 2005


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Product Redesign & Value Analysis (cont.)

The stages of value analysis

Information

Speculation

Evaluation

Recommendation

Implementation

VA | redesign of existing products

Value engineering (VE) | design of new products

Also term: "value management" Paul Forrester, 2005


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Product Redesign & Value Analysis (cont.)

Benefits of Value Analysis

Paul Forrester, 2005

Direct: Product cost reduction (profitability)

More attractive/competitive products/services

Indirect: Teambuilding across different functional areas

Increased employee satisfaction

Increased product knowledge in the organization

Individual development

Greater appreciation, awareness and respect ofcolleagues' roles and responsibilities

Leads to value engineering

02 0809 Job design REVIEWED

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