Design of Work Systems
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Design of Work Systems






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    Design of Work Systems Design of Work Systems Presentation Transcript

    • Specialization  Behavioral Approaches to Job Design  Teams  Methods Analysis  Motions Study  Working conditions 
    •  Job design involves specifying the content and methods of job • • • • What will be done? Who will do the job? How the job will be done? Where the job will be done?
    • 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
    • For Management:Labor: For 1. Low education a 1. Simplifies training skill requirement 2. High productivity 2.Minimum 3. Low wage costs responsibilities 3.Little mental effo needed
    • For anagement: Labor: M For 1. 1. Difficult to motivateMonotonous work quality 2. Limited opportuni for advancement 2. Worker dissatisfaction, possibly resulting3. Little control over in absenteeism, high Little opportunity 4. turnover, disruptiveself-fulfillment tactics, poor attention to quality
    •  Job Enlargement - giving a worker a larger portion of the total task by horizontal loading  Job Rotation - workers  Job Enrichment - increasing periodically exchange jobs responsibility for planning and coordination tasks, by vertical
    •  Motivation ◦Influences quality and productivity ◦Contributes to work environment  Trust ◦Influences productivity and employee-management relations
    •  Benefits of teams ◦Higher quality ◦Higher productivity ◦Greater worker satisfaction  Self-directed teams ◦Groups of empowered to make certain changes in their work process
    • Analyzing how a job gets done Begins with overall analysis Moves to specific details
    • The need for methods analysis can come from a number of different sources:     Changes in tools and equipment Changes in product design or new products Changes in materials or procedures Other factors (e.g. accidents, quality problems)
    • Identify the operation to be studied 2.Get employee input 3.Study and document current method 4.Analyze the job 5.Propose new methods 6.Install new methods 7.Follow-up to ensure improvements have been achieved 1.
    • Selecting a job to study consider: ◦ High labor content ◦ Done frequently ◦ Unsafe ◦ Tiring ◦ Unpleasant ◦ Noisy ◦ Designated problem
    •  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
    • Motion study - is the systematic study of the human motions used to perform an
    •    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
    • Eliminate unnecessary motions 2. Combine activities 3. Reduce fatigue 4. Improve the arrangement of the workplace 5. Improve the design of tools 1.
    • Therbligs - basic elemental motions that make up a job. ◦ Search ◦ Select ◦ Grasp ◦ Hold ◦ Transport load ◦ Release load
    • Temperature & Humidity Illumination Ventilation Color
    • Noise & Vibration Safety Work Breaks Causes of Accidents
    • Work measurement - determining how long it should take to do a job. ◦ Standard time ◦ Stopwatch time study ◦ Historical times ◦ Predetermined data ◦ Work Sampling
    • 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
    • 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. 2. 3. 4. Define the task to be studied Determine the number of cycles to observe Time the job Compute the standard time
    • Standard elemental times - time standards derived from a firm’s historical data. Steps for standard elemental times 1. Analyze the job 2. Check file for historical times 3. Modify file times if necessary
    • 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
    • Work sampling - technique for estimating the proportion of time that a worker or machine spends on various activities and idle time. - involves making brief observations of a worker or machine at random intervals Work sampling does not require ◦ timing an activity
    •  Accurate  Easy to apply  Consistent  Easy to understand  Fair
    •  Time-based system ◦Compensation based on time an employee has worked during a pay period  Output-based (incentive) system ◦Compensation based on the
    •  Individual Incentive Plans  Group Plans Incentive  Knowledge-Based Pay System  Management