Design of Work Systems
description
Transcript of Design of Work Systems
McGraw-Hill/Irwin Copyright © 2007 by The McGraw-Hill Companies, Inc. 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 job What will be done Who will do 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
Job DesignJob Design
7-5
Design of Work SystemsDesign of Work Systems
Specialization Behavioral Approaches to Job Design 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
For Management:1. Simplifies training2. High productivity3. Low wage costs
For Labor:
1. Low education andskill requirements
2. Minimumresponsibilities
3. Little mental effortneeded
Table 7.1
7-8
DisadvantagesDisadvantages
For Management:1. Difficult to motivate
quality 2. Worker dissatisfaction,
possibly resulting inabsenteeism, highturnover, disruptivetactics, poor attentionto quality
For Labor:1. Monotonous work2. Limited opportunities
for advancement3. Little control over work4. Little opportunity for
self-fulfillment
Table 7.1
7-9
Behavioral Approaches to Job Behavioral Approaches to Job DesignDesign
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 of 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 equipmentChanges in product design
or new productsChanges in materials or proceduresOther 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 consider: 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
FLOW PROCESS CHARTJob Requisition of petty cash
Details of Method
ANALYST D. Kolb
PAGE1 of 2
Ope
ratio
n
Mov
emen
t
Insp
ectio
nDe
lay
Stor
age
Requisition 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
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 motions2. Combine activities3. Reduce fatigue4. Improve the arrangement of the
workplace5. 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 ConditionsT 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 Conditions (cont’d)Working Conditions (cont’d)
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 studied2. Determine the number of cycles to observe3. Time the job4. 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 job2. Check file for historical times3. Modify file times if necessary4. 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 conditions2. Analyst not requires to rate performance3. No disruption of the operation4. 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
Form of Incentive PlanForm of Incentive 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