Transcript Document
Design of Work Systems Learning Objectives • • • • Explain the importance of work design and the relationship between Job design and production planning. Explain the purpose of methods analysis and describe how methods studies are performed. describe how to use motion study for job design. Discuss the impact of working conditions on job design. What is the relationship between Job design and production planning? Job Design • 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 – Ergonomics: Incorporation of human factors in the design of the workplace Ergonomics Ergonomics is the science of designing the job, equipment, and workplace to fit the worker. Proper ergonomic design is necessary to prevent repetitive strain injuries, which can develop over time and can lead to long-term disability. Design of Work Systems • Specialization • Behavioral Approaches to Job Design (Job expansion) • Teams • Psychological components (MotivationTrust-Incentive system) • Methods Analysis – Motions Study • Working conditions Specialization Specialization: The main reason for specialization is the ability to concentrate one’s efforts and thereby become proficient at that type of work. e.g. College professors often specialize in teaching certain courses, some auto mechanics specialize in transmission repair. Specialization in Business: Advantages For Management: For Labor: 1. Simplifies training 1. Low education and 2. High productivity 3. Low wage costs skill requirements 2. Minimum responsibilities 3. Little mental effort needed Disadvantages ForManagement: ForLabor: 1. Difficult to motivate quality 1. Monotonous work 2. Limited opportunities for advancement 2. Worker dissatisfaction, possibly resulting in 3. Little control over work absenteeism, high 4. Little opportunity for turnover, disruptive self-fulfillment tactics, poor attention to quality Behavioral Approaches to Job Design • 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 Job Enlargement/Enrichment Enriched job Planning (Participate in a crossfunction quality improvement team) Enlarged job Task #3 (Lock printed circuit board into fixture for next operation) Present job (Manually insert and solder six resistors) Control (Test circuits after assembly) Task #2 (Adhere labels to printed circuit board) Teams • Benefits of teams – Higher quality – Higher productivity – Greater worker satisfaction • Self-directed teams – Groups of empowered to make certain changes in their work process Self-Directed Teams Group of empowered individuals working together to reach a common goal May be organized for long-term or short-term objectives Effective because Provide employee empowerment Ensure core job characteristics Meet individual psychological needs Self-Directed Teams To maximize effectiveness, managers should Ensure those who have legitimate contributions are on the team Provide management support Ensure the necessary training Endorse clear objectives and goals Financial and non-financial rewards Supervisors must release control Benefits of Teams and Expanded Job Designs Improved quality of work life Improved job satisfaction Increased motivation Allows employees to accept more responsibility Improved productivity and quality Reduced turnover and absenteeism Limitations of Job Expansion 1. Higher capital cost 2. Individuals may prefer simple jobs 3. Higher wages rates for greater skills 4. Smaller labor pool 5. Higher training costs Job Design Continuum Self-directed teams Empowerment Enrichment Enlargement Specialization Job expansion Increasing reliance on employee’s contribution and increasing responsibility accepted by employee Motivation and Incentive Systems Bonuses - cash or stock options Profit-sharing - profits for distribution to employees Gain sharing - rewards for improvements Incentive plans - typically based on production rates Knowledge-based systems - reward for knowledge or skills Motivation and Trust • Motivation – Influences quality and productivity – Contributes to work environment • Trust – Influences productivity and employeemanagement relations Methods Analysis Rusty Wallace’s NASCAR Racing Team NASCAR racing became very popular in the 1990s with huge sponsorship and prize money High performance pit crews are a key element of a successful race team Pit crew members can earn $100,000 per year – for changing tires! Rusty Wallace’s NASCAR Racing Team Each position has very specific work standards Pit crews are highly organized and go though rigorous physical training Pit stops are videotaped to look for improvements Methods Analysis Focuses on how task is performed Analyzing how a job gets done Begins with overall analysis Moves to specific details Used to analyze 1. Movement of individuals or material Flow diagrams and process charts 2. Activities of human and machine and crew activity Activity charts 3. Body movement Micro-motion charts Methods Analysis Procedure 1.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 Selecting an Operation • Selecting a job to study consider: – High labor content – Done frequently – Unsafe – Tiring – Unpleasant – Noisy – Designated problem (e.g. quality problems, processing bottleneck) Analyzing the Job Job analysis requires thought about “what, why, when, where, and who of 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 (it can be used to indentify nonproductive parts; e.g. delays, temporary storages) •Worker-machine chart – Chart used to determine portions of a work cycle during which an operator and equipment are busy or idle FLOW PROCESS CHART ANALYST PAGE Job Requisition of petty cash D. Kolb 1 of 2 Details of Method Requisition made by department head Put in “pick-up” basket To accounting department Account and signature verified Amount approved by treasurer Amount counted by cashier Amount recorded by bookkeeper Petty cash sealed in envelope Petty cash carried to department Petty cash checked against requisition Receipt signed Petty cash stored in safety box Flow Diagram Welding From press mach. Storage bins Mach. 3 Machine 1 Mach. 2 Mach. 4 Paint shop Flow Diagram Machine 4 Welding Machine 3 Paint shop Machine 2 Machine 1 From press mach. Storage bins Process Chart Activity Chart Operation Chart Current New Flow Chart Title: Operation Transportation Storage Dept.: Delay Inspection Analyst: Distance or Time Distance Time Symbols Activities Diff Motion Study Motion study is the systematic study of the human motions used to perform an operation. Motion Study Techniques • Motion study principles - guidelines for designing motion-efficient work procedures • Analysis of therbligs (เทอร์ บลิก) - 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 Developing Work Methods 1. Eliminate unnecessary motions 2. Combine activities 3. Reduce fatigue 4. Improve the arrangement of the workplace 5. Improve the design of tools and equipment Therbligs • Therbligs: Basic elemental motions that make up a job. – Search – Select – Grasp – Hold – Transport load – Release load Current New SIMO CHART Title: Operation Transportation Storage Dept.: Delay Inspection Analyst: Distance or Time Time left hand Symbols Right hand Diff Working Conditions Temperature & Humidity Illumination Ventilation Color Working Conditions (cont’d) Noise & Vibration Work Breaks Safety Causes of Accidents Compensation • 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