JOB DESIGN, REENGINEERING and WORK MEASUREMENT

1. Margie R. Capitle
UCC MBA
05 February 2017
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2. Specification of the
work activities for an
individual or group in an
organizational setting.
Element
Task
Job
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3. FACTORS IN JOB DESIGN
WHO
Mental and
physical
characteristi
cs of the
work force
WHAT
Task(s) to
be
performed
WHERE
Geographic
locale of
organization;
location of
work areas
WHEN
Time of day;
Time of
occurrence
in the work
flow
WHY
Organizationa
l rationale for
the job;
objectives
and
motivation of
the worker
HOW
Method of
perfor-
mance
Ultimate
job
structure
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4. DEGREE OF LABOR
SPECIALIZATION
High Speed Specialization
-low-cost production, and
from a materialistic
standpoint, has a greatly
enhanced our standard of
living.
Extreme Specialization
- encountered on assembly lines in mass-production industries,
often has serious adverse effects on workers, which in turn are
often passed on to the production systems in the form of low-quality
or defective workers.
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5. To Management
1. Rapid training of the
work force
2. Ease in recruiting new
workers
3. High output due to
simple and repetitive
work
4. Low wages due to ease
of substitutability of labor
5. Close control over work
flow and work loads
ADVANTAGES OF SPECIALIZATION
To Labor
1. Little or no education
required to obtain work
2. Ease in learning job
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6. To Management
1. Difficult in controlling quality
since no one person has
responsibility for entire
product
2. “Hidden” costs or worker
dissatisfaction, arising from
a. Turnover
b. Absenteeism
c. Tardiness
d. Grievances
e. Intentional disruption
of production process
3. Reduced likelihood of
obtaining improvement in the
process because of worker’s
limited perspective
DISADVANTAGES OF SPECIALIZATION
To Labor
1. Boredom stemming from
repetitive nature of work
2. Little gratification from work
itself
3. Little or no control over the
work pace, leading to
frustration and fatigue
4. Little opportunity to progress
to a betters job
5. Little opportunity to show
initiative
6. Local muscular fatigue
7. Little opportunity for
communication with co-
workers
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7. JOB ENLARGEMENT AND ENRICHMENT
Job enlargement means
increasing the scope of job
quantitatively by adding up
more tasks
Job enrichment means
improvement in the quality of
job such that employees are
more satisfied and fulfilled
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8. Process of rethinking and
restructuring an
organization.
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9. 1. Several jobs are combined into one
2. Workers make decisions
3. The steps in the process are
performed in natural order
1. Process have multiple versions
2. Work is performed where it makes the most sense
3. Checks and controls are reduced
4. Reconciliation is minimized
5. A case manager provides a single point of contact
6. Hybrid centralized/ decentralized operations are
prevalent
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10. TRADITIONAL VALUES
1. My boss pays my salary: for all the
talk about serving customers, the
real objective is to keep the boss
happy
2. I’m just a cog in the wheel: My best
strategy is to keep my head down
and not make waves.
3. If something goes wrong, I dump the
problem onto someone else: Why be
identified with trouble?
4. The more direct reports I have, the
more important I am: The one with
the biggest empire.
5. Tomorrow will be just like today: It
always has been, so the company’s
past tells me all I need to know.
REENGINEERED VALUES
1. Customers pay all our
salaries: I must do whatever
it takes to please them.
2. Every job in this company is
essential and important: I get
paid for the value I create.
3. The buck stops here: I must
accept ownership of the
problems and get them
solved
4. I belong to a team: We fail or
succeed together, and if we
fail, nobody’s empire is
winner.
5. Nobody knows what
tomorrow holds: Constant
learning is part of my job.
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12. We wish to consider:
1. How the work should
be accomplisehd
2. How performance may
be evaluated
3. How workers should be
compensated
(work methods)
(work measurement)
(work payment plans)
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13. ACTIVITY OBJECTIVE OF STUDY STUDY TECHNIQUES
Overall production
system
Eliminate or combine
steps; shorten transport
distance; identify delays
Flow diagram, service
blueprint, process chart
Worker at fixed
workplace
Simplify method;
minimize motions
Operations charts, simo
charts; apply principles
of motion economy
Worker interacts with
equipment
Minimize idle time; find
number or combination
of machines to balance
cost of worker and
machine idle time
Activity chart, worker-
machine chart
Worker interacts with
other workers
Maximize productivity;
minimize interference
Activity charts, gang
process charts
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14. TYPE OF WORK MAJOR METHOD OF
DETERMINING TASK TIME
Very short interval, highly repetitive Videotape analysis
Short interval, repetitive Stopwatch time stud: predetermined
motion-time data
Task in conjunction with machinery
or other fixed-processing-time
equipmemt
Elemental data
Infrequent work or work of a long
cycle time
Work sampling
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15. TIME STUDY
An operator performs a task in 2 minutes and the time study analyst estimates
him/her to be performing about 20% faster than normal, the normal time would be
computed as
2 minutes + 0.20(2minutes), or 2.4 minutes
In equation form,
Normal time = observed performance time per unit x Performance rating
NT = 2(1.2) = 2.4 minutes
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16. TIME STUDY
Suppose that the normal time to perform a task is 1minute and that allowances for
personal needs, delay and fatigue total 15% of the job time;
EQ(1) Standard Time = NT(1 + Allowances)
= 1(1 + 0.15) = 1.15 minutes
EQ(2) ST = NT
1-Allowances
= 1 = 1.18 minutes
1 - 0.15
8hr/day, a worker produce 8 x 60 / 1.15 = 417 units.
417 x 1min/unit (normal time) = 417 minutes working;
481 -417 = 63 minutes for allowances
8hr/day, a worker produce 8 x 60 / 1.18 = 407 units.
407 x 1min/unit (normal time) = 407 minutes working;
481 -407 = 72 minutes for allowances
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17. WORK SAMPLING
- it is concerned with how long it takes to
perform a specific task or activity.
- primarily concerned with how workers
spend their time among several tasks or activities.
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18. 1. Basic
Compensation
Systems
2. Individual or Small
Group Incentive
Plan
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19. 3. Organizational Plan
4. Scanlon Plan
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