- 2 1 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Copyright © 2014 by McGraw-Hill Education (Asia). All rights reserved. 7 Design of Work Systems.
-
Upload
chester-mckenzie -
Category
Documents
-
view
212 -
download
0
Transcript of Copyright © 2014 by McGraw-Hill Education (Asia). All rights reserved. 7 Design of Work Systems.
Copyright © 2014 by McGraw-Hill Education (Asia). All rights reserved.
77
Design of Work Systems
7-2
Learning ObjectivesLearning 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.
7-3
Learning ObjectivesLearning 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.
7-4
Job design involves specifying the content and methods of a job What will be done Who will do the job How the job will be done Where the job will be done Ergonomics: Incorporation of human factors
in the design of the workplace
Job DesignJob Design
7-5
Design of Work SystemsDesign of Work Systems
Specialization
Behavioral approaches to job design
Motivations
Teams
Methods analysis
Motions study
Working conditions
7-6
Job Design SuccessJob 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
7-7
Specialization in Business: AdvantagesSpecialization in Business: Advantages
Low education andskill requirements
responsibilities
Little mental effort
For Management:
1. Simplifies training
2. High productivity
3. Low wage costs
For Labor:
1.
2. Minimum
3. needed
Table 7.1
7-8
Specialization in Business: DisadvantagesSpecialization in Business: Disadvantages
1. Monotonous work
2. Limited opportunitiesfor advancement
3. Little control over work
4. Little opportunity for
For Management:
1. Difficult to motivatequality
2. Worker dissatisfaction,possibly resulting inabsenteeism, highturnover, disruptivetactics, poor attentionto quality
For Labor:
self-fulfillment
Table 7.1
7-9
Behavioral Approaches to Behavioral Approaches to Job DesignJob 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
7-10
Motivation and TrustMotivation and Trust
Motivation Influences quality and productivity Contributes to work environment
Trust Influences productivity and employee-
management relations
7-11
TeamsTeams
Benefits of teams Higher quality Higher productivity Greater worker satisfaction
Self-directed teams Groups are empowered to make certain
changes in their work process
7-12
Methods AnalysisMethods Analysis
Methods analysis Analyzing how a job gets done Begins with overall analysis Moves to specific details
7-13
Methods AnalysisMethods Analysis
Changes in tools and equipment
Changes in product designor new products
Changes in materials or procedures
Other factors (e.g. accidents, quality problems)
The need for methods analysis can come from a number of different sources:
7-14
Methods Analysis ProcedureMethods Analysis Procedure
1. Identify the operation to be studied2. Get employee input3. Study and document current
method4. Analyze the job5. Propose new methods6. Install new methods7. Follow-up to ensure improvements
have been achieved
7-15
Selecting an OperationSelecting an Operation
Selecting a job to study: High labor content Done frequently Unsafe Tiring Unpleasant Noisy Designated problem
7-16
Analyzing the JobAnalyzing the Job
Flow process chart Chart used to examine the overall
sequence of an operation by focusing on movements of the operator or flow of materials
Worker-machine chart Chart used to determine portions of a
work cycle during which an operator and equipment are busy or idle
7-17
Mo
vem
ent
In
spec
tio
n
FLOW PROCESS CHARTJob Requisition of petty cash
Details of MethodRequisition made by department headPut in “pick-up” basketTo accounting departmentAccount and signature verifiedAmount approved by treasurerAmount counted by cashierAmount recorded by bookkeeperPetty cash sealed in envelopePetty cash carried to departmentPetty cash checked against requisitionReceipt signedPetty cash stored in safety box
ANALYST D. Kolb
PAGE1 of 2
Op
erat
ion
Del
ay
Sto
rag
e
Figure 7.2
7-18
Motion StudyMotion Study
Motion study is the systematic
study of the human motions used
to perform an operation.
7-19
Motion Study TechniquesMotion 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
7-20
1. Eliminate unnecessary motions
2. Combine activities
3. Reduce fatigue
4. Improve the arrangement of the workplace
5. Improve the design of tools and equipment
Developing Work MethodsDeveloping Work Methods
7-21
TherbligsTherbligs
Therbligs: Basic elemental motions that make up a job. Search Select Grasp Hold Transport load Release load
7-22
Working ConditionsWorking Conditions
T e m p e r a t u r e &H u m i d i t y
V e n t i l a t i o n
I l l u m i n a t i o n C o l o r
7-23
Working ConditionsWorking Conditions
Noise & Vibration
Causes of AccidentsSafety
Work Breaks
7-24
Work MeasurementWork Measurement
Work measurement: Determining how long it should take to do a job.
Standard time
Stopwatch time study
Historical times
Predetermined data
Work sampling
7-25
Standard timeStandard time
Standard time: Standard time: The amount of time it should take a qualified The amount of time it should take a qualified worker to complete a specific task, working at a worker to complete a specific task, working at a sustainable rate, using given methods, tools and sustainable rate, using given methods, tools and equipment, raw materials, and workplace equipment, raw materials, and workplace arrangement.arrangement.
7-26
Stopwatch Time StudyStopwatch 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:1. Define the task to be studied
2. Determine the number of cycles to observe
3. Time the job
4. Compute the standard time
7-27
Standard Elemental TimesStandard Elemental Times
Standard elemental times: Time standards derived from a firm’s historical data.
Steps for standard elemental times1. Analyze the job
2. Check file for historical times
3. Modify file times if necessary
4. Sum elemental times to get normal time
7-28
Predetermined Time StandardsPredetermined Time Standards
Predetermined time standards: Published data based on extensive research to determine standard elemental times.
Advantages:1. Based on large number of workers under
controlled conditions
2. Analyst not requires to rate performance
3. No disruption of the operation
4. Standards can be established
7-29
Work SamplingWork 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
7-30
CompensationCompensation
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
7-31
Incentive PlanIncentive Plan
Characteristics of good plan: Accurate
Easy to apply
Consistent
Easy to understand
Fair
7-32
CompensationCompensation
Individual incentive plans
Group incentive plans
Knowledge-based pay system
Management compensation