Transcript Introduction to

Chapter 7
Design of Work Systems
Managing labor and designing jobs so
people are effectively and efficiently utilized
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Job Design
• Job design involves specifying the content and methods of jobs
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What will be done
How will it be done
Who will do it
Where will the job be done
Ergonomics:
Incorporation of human factors in the design of the workplace
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Job Specialization
Breaking jobs into small parts and assigning specialists to them.
First noted by Adam Smith (1776).
Advantages
For Management
Simplifies training
Higher Productivity
Lower wages
For Labor
No need for high skills
Minimal responsibility
No mental stress
Disadvantages
For Management
Difficult to motivate
Dealing with absenteeism…
For Labor
Monotonous work
No advancement opportunities
No decision making
Little control
Not self-fulfilling
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Work Methods & Ergonomics
Continuation of Specialization:
Foundation laid by Frederick Taylor
Match employees to task
Develop work methods
Establish work standards
Worker performance depends on:
Motivation
Ability
Work environment
Ergonomics:
Also called ‘human factors’
Involves human-machine interface
(Mouse, Keyboard)
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Behavioral Approaches to Job Design
• Job Enlargement
• Job Enrichment
• Job Rotation
• Employee Empowerment
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Self-Directed Teams
• Empowered individuals working for a common goal
• May be organized for short or long-term objectives
• Reasons for effectiveness:
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Provide employee empowerment
Meet psychological needs (e.g., belonging)
Greater work satisfaction
Typically higher quality
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Motivation and Money
Taylor’s scientific management (1911)
- Workers are motivated mainly by money
- Suggested piece-rate system
Maslow’s theory (1943)
People are motivated by hierarchy of needs, including money
Self-Actualization
Use of abilities, Self-fulfillment
Ego
Self Respect
Social
Group Interaction, Job Status
Safety
Physical Safety, Job Security
Physiology
Food, Shelter
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Analyzing the Job
Flow process chart
Focuses on movements of the operator or flow of materials.
Worker-machine chart
Focuses on idle and busy time for machines and operators.
Motion study
The systematic study of human motions while performing an
operation.
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Flow Process Chart
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Activity Chart
(Two Persons) and (Person-Machine)
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Operations Chart
(Left Hand/Right Hand) and (Simo Chart)
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Basic Principles for Motion Study
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A Therblig
TMU
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Working Conditions
Temperature and humidity
Ventilation
Illumination
Color
Noise and vibration
Work breaks
Safety
Accident rate (Freq.& Severity)
7-14
Impact of Breaks
7-15
The Visual Workplace
Uses low-cost visual devices to
share information quickly and
accurately.
System should focus on
improvement, not merely
monitoring.
Provides real-time information.
Can provide both production
and financial data.
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Work Measurement - Labor Standards
Standard time:
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 materials,
and workplace arrangement.
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Costing labor content of products
Bidding
Planning staffing needs
Estimating expected production
Basing wage-incentive plans
Determining employee efficiency
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Repairing a
dent in a car
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Time Measurement
Sources of Labor Standards
1. Time studies (Stopwatch)
2. Predetermined Time Standards
(Methods Time Measurement Association - MTM)
3. Historical experience OR
Standard Elemental Times
4. Work sampling
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1. Time Studies (Stopwatch)
Labor standards are based on observing worker doing task
Observe only a sample of work
Use average time & pace to set standard
Disadvantages
Requires a trained & experienced analyst
Standard cannot be set before task is performed
Observed time
Normal Time
Standard Time
Standard Time
= Total Time / Number of observations
= Observed Time x Performance Rating Factor
= Normal Time x (1 + Allowance Factor)
= Normal Time / (1 - Allowance Factor)
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[based on % of day]
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1a. Time Studies (Stopwatch)
Sample Size
 zs 
Sample size, n   
 hx 
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C.L.
Z-Value
68.27
1.00
90.11
1.65
95.00
1.96
95.45
2.00
h = acceptable percentage error in measurement
99.11
2.58
x = mean of the initial (trial) sample
99.73
3.00
z = z value for the desired confidence level
s = standard deviation of the initial (trial) sample
Therefore hx is the absolute acceptable error
Note : s 
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2

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x
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x
 i
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n 1
2. Predetermined Time Standards
Determined from times in published tables and data bases.
Most common: Method Time Measurement (MTM) Association
Thirbligs (Frank and Lillian) – MTM – TMU
1 TMU (Time Measurement Unit) = 0.00001 hr. = 0.0006 minute
Procedure:
Divide manual work into basic elements.
Look up basic element times in table.
Sum.
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2a. Sample MTM Table for: GET and PLACE
TMU
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3. Historical Experience OR
Standard Elemental Times
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Relatively easy, convenient, and inexpensive
From existing company files
Unknown accuracy
Need updating for time and productivity
Valuable for firms with no other sources of information
Companies protect this information very carefully
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4. Work Sampling
Labor standard is set using output and % of time a worker
spends on tasks.
Involves observing worker at random times over a long
period.
Advantages
Less expensive than time studies
Observer requires little training
Does not require timing and continuous observation
Disadvantages
Ineffective with short cycles
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