Transcript 15.2 Single - Factor (One - Way) Analysis of Variance

Chapter 17 - Human Resources in
Strategic Planning
 TQM recognizes importance of employees
 Education & training viewed as long-term
investments
 Employees
 Have broad latitude in jobs
 Are trained in wide range of skills
 Are empowered to improve quality & service
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Changes in HR Management
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Skilled craftspeople
Scientific management
Assembly lines
Limitations of scientific management
Behavioral influences in job design
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Behavioral Influences in Job
Design
1. Horizontal job enlargement
2. Vertical job enlargement
3. Responsibility for job reliability
and quality
4. Job rotation
5. Communications
between workers
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Trends in Job Design
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Job and task flexibility
Responsibility and empowerment
Increased skill and ability levels
Teamwork
Employee compensation and incentives
Technology and automation
Alternative workplaces
Temporary and part-time employees
Employee satisfaction
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Evolution of Job Design
1900s to 1960s
1970s to 2000s
Scientific management/
assembly lines
Current trends
Task specialization
Minimal worker skills
Repetition
Minimal job training
Mass production
Piece-rate wages
Time as efficiency
Minimal job
responsibility
Tight supervisory
control
Figure 17.1
Horizontal job
enlargement
Vertical job enlargement
Extensive job training
Job responsibility and
empowerment
Job control
Training and education
Job rotation
Higher skill levels
Team problem solving
Worker interaction
Employee involvement
Focus on quality
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Elements of Job Design
TASK ANALYSIS
 Description
of tasks to be
performed
 Task sequence
 Function of tasks
 Frequency of tasks
 Criticality of tasks
 Relationship with other
jobs/tasks
 Performance requirements
 Information requirements
 Control requirements
 Error possibilities
 Tasks duration(s)
 Equipment requirements
Table 17.1
WORKER ANALYSIS
 Capability
requirements
 Performance
requirements
 Evaluation
 Skill level
 Job training
 Physical requirements
 Mental stress
 Boredom
 Motivation
 Number of workers
 Level of responsibility
 Monitoring level
 Quality responsibility
 Empowerment level
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ENVIRONEMENTAL ANALYSIS
 Work place location
 Process location
 Temperature and humidity
 Lighting
 Ventilation
 Safety
 Logistics
 Space requirements
 Noise
 Vibration
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Job Analysis
 Study how job should be done
 Tools:
 Process flowchart - analyze
process steps
 Worker-machine chart - study time
utilization
 Motion study - study human
motions in tasks
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Process Flowchart Symbols
Operation: An activity directly contributing
to the product or service.
Transportation: Moving the product or service
from one location to another.
Inspection: Examining the product or service
for completeness, irregularities,
or quality.
Delay: The process having to wait.
Storage: Store of the product or service.
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Figure 17.2
Process Flowchart
Job:
Copying Job
Date:
9/11
Analyst:
Calvin
Page:
Process Description
Process Symbols
Desk operator fills out work order
Work order placed in “waiting job” box
Job picked up by operator and read
Job carried to appropriate copy machine
Operator waits for machine to vacate
Operator loads paper
Operator sets machine
Operator performs and completes job
Operator inspects job for irregularities
Job filed alphabetically in completed shelves
Job waits for pick up
Job moved by cashier for pick up
Cashier completes transaction
Figure 17.3
Cashier packages job (bag,
wrap, or box)
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Motion Study
 Frank & Lillian Gilbreth
 Find one “best way” to do task
 Divide task into therbligs
 Search, select, grasp, hold
 Use videotape to study motions
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General Guidelines For Motion Study
 Efficient Use Of Human Body
 Efficient Arrangement Of Workplace
 Efficient Use Of Equipment
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Work Measurement
 Estimate standard time
required to perform a task
 Methods of performing
work measurement
 Stopwatch time study
 Elemental standard
time files
 Predetermined motion times
 Work sampling
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Stopwatch Time Study Basic Steps
1. Establish the standard job
method
2. Break down the job into elements
3. Study the job
4. Rate the worker’s performance (RF)
5. Compute the average time (t )
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Stopwatch Time Study
Basic Steps
6. Compute the normal time
Normal Time = (Elemental average) x (rating factor)
Nt = (t )(RF)
Normal Cycle Time = NT = Nt
7. Compute the standard time
Standard Time = (normal cycle time) x (1 + allowance factor)
ST = (NT)(1 + AF)
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Performing a Time Study
Time Study Observation Sheet
Identification of operation
Date
Sandwich Assembly
Operator
Smith
Approval
Jones
Observer
Russell
Cycles
1
Grasp and lay
1 out bread slices
Spread mayonnaise
2 on both slices
3
4
Place ham, cheese,
and lettuce on bread
t
2
3
4
5
6
Summary
7
8
9
10
.04 .05 .05 .04 .06 .05 .06 .06 .07 .05
R .04
.38 .72 1.05 1.40 1.76 2.13 2.50 2.89 3.29
t .07
.06
R .11
.44 .79 1.13 1.47 1.83 2.21 2.60 2.98 3.37
t .12
.11
R .23 .55
.07 .08 .07 .07
.14
.12
.13
.13
5/17
.08
.13
.10
.12
.09
.14
.08
t
t
RF
Nt
.53 .053 1.05 .056
.77 .077 1.00 .077
.14 1.28 1.28 1.10 .141
.93 1.25 1.60 1.96 2.34 2.72 3.12 3.51
Place top on sandwich, t .10 .12 .08 .09 .11 .11 .10 .10 .12 .10 1.03 1.03 1.10 .113
Slice, and stack
R .33 .67 1.01 1.34 1.71 2.07 2.44 2.82 3.24 3.61
Figure 17.5
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Number of Cycles
To determine the sample size:
n=
zs
eT
2
where
z = the number of standard deviations from the mean in
a normal distribution reflecting a level of statistical
confidence
s=
(xi - x)2 = sample standard deviation from the
sample time study
n-1
T = the average job cycle time from the sample time study
e = the degree of error from the true mean of the
distribution
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Number of Cycles
Average cycle time = 0.361
Computed standard deviation = 0.03
Company wants to be 95% confident that
computed time is within 5% of true average time
n=
Example 17.5
zs
eT
2
2
(1.96)(0.03)
=
= 10.61, or 11
(0.05)(0.361)
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Work Sampling Basic Steps
1. Define the job activities
2. Determine number of observations
n=
where
z
e
2
p(1 - p)
n = the sample size (number of sample observations)
z = the number of standard deviations from the mean
for the desired level of confidence
e = the degree of allowable error in the sample estimate
p = the proportion of time spent on a work activity
estimated prior to calculating the work sample
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Work Sampling Basic Steps
3. Determine length of sampling period
4. Conduct work sampling study, record
observations
5. Periodically recompute number of
observations
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Learning Curves
 Processing time decreases with worker
learning (experience)
 Time per unit decreases by constant
percentage each time output doubles
 Use to plan labor, budget & scheduling
requirements
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Processing time per unit
Learning Curves
Units produced
Figure 17.6
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Learning Curves
Time required for the nth unit =
tn = t1nb
where
tn = time required for nth unit produced
t1 = time required for first unit produced
n = cumulative number of units produced
b = ln r/ln 2, where r is the learning curve
percentage (decimal coefficient)
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Processing time per unit
Learning Curve for Mass
Production Job
End of improvement
Standard
time
Figure 17.7
Units produced
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More on Learning Curves
 Not effective for mass production jobs
 Product modifications negate effects
 Improvement can derive from sources
besides learning
 Industry-derived learning curve rates
may be inappropriate
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