Post on 19-Jan-2015
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Design of People System
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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 bob will be done Where the job will be done Ergonomics: Incorporation of human
factors in the design of the workplace
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Design of Work Systems Specialization Behavioral Approaches to Job Design Teams Methods Analysis Motions Study Working conditions
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Decisions in Job Design
HowWhyWhenWhereWhatWho
Mental andphysicalcharacteristicsof the work force
Tasks to beperformed
Geographiclocale of theorganization;location of work areas
Time of day;time of occurrence inthe work flow
Organizationalrationale forthe job; object-ives and mot-ivation of theworker
Method of performanceandmotivation
UltimateJob
Structure
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Approaches in Job Design Behavioral approaches
The Hawthorn studies. The work of Herzberg, Hackman, Oldham,
and others. Japanese management systems.
Efficiency approaches From Taylor’s scientific management
concepts (Time study, work sampling, methods. improvement study).
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Behavioral Approaches (Psycho-Social Factors)
Job enlargement (high task variety). Vertical (job enrichment).
To include planning, organizing, inspecting one’s own work.
Meaningful work, responsibility for outcomes. Knowledge of actual results.
Horizontal (greater variety). Job Rotation: Workers periodically
exchange. Taylorism (high task specialization).
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Socio-technical system Blends the sociological concerns of the
worker with modern technology of robots and computer-controlled machines.
Design job to adjust the needs of the workers and work group.
Skill variety. Task variety. Task identity. Task autonomy. Feedback.
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Specialization in Business (Table 7.1)
For Management:
1. Difficult to motivate
quality
2. Worker dissatisfaction,
possibly resulting in
absenteeism, high
turnover, disruptive
tactics, poor attention
to quality
For Labor:
1. Monotonous work
2. Limited opportunities
for advancement
3. Little control over work
4. Little opportunity for
self-fulfillment
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Disadvantages
For Management:
1. Difficult to motivate
quality
2. Worker dissatisfaction,
possibly resulting in
absenteeism, high
turnover, disruptive
tactics, poor attention
to quality
For Labor:
1. Monotonous work
2. Limited opportunities
for advancement
3. Little control over work
4. Little opportunity for
self-fulfillment
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Efficiency Approach (Technical-Physical Factors) Work Physiology (Study of Manual Tasks)
Manual tasks entail stress on large muscle groups. Physiological Indices of Fatigue
heart rate, oxygen intake. sweat rate, lactic acid in blood, body
temperature. Human-Factors Engineering
Motor Tasks Controlled by the central nervous system. Fatigue is localized in small muscle groups (e.g.,
fingers, arms, hands). Mental Tasks
Rapid decision making based upon stimuli. Effectiveness measured by response time and
kind/number of errors.
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The Work Environment
Working ConditionsTemperature &Humidity
Ventilation
Illumination Color
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Noise & Vibration
Causes of AccidentsSafety
Work Breaks
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Work Methods 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).
Focus on doing the job right; poka yoke. Select the job to be studied.
Jobs that are prone to human error. High labor content; done frequently. Unsafe or tiring that offer the most potential for
improvement. Document and analyze the present method. Develop an improved method. Implement the improved method. Maintain and follow up on the new method.
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Document and AnalyzePresent Method
Obtain production requirements. Procure engineering data. Procure manufacturing and cost data. Description and sketches of work
station and tools. Use assembly chart, flow process
chart, flow diagram, worker-machine activity chart, etc.
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Assembly Chart (Operation Process Chart) Information conveyed
Purpose of operation Process of manufactureDesign of the part Setup and toolsTolerances and specifications Working conditionsMaterials Plant layout
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Assembly Chart … (Continued) Standard symbols:
Circle (operation) and Square(inspection)
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Process Flowchart Symbols
Operation:Operation:An activity directly contributing to product or serviceAn activity directly contributing to product or service
Storage:Storage:Store of the product or serviceStore of the product or service
Inspection:Inspection:Examining the product or service for completeness, Examining the product or service for completeness, irregularities, or qualityirregularities, or quality
Transportation:Transportation:Moving the product or service from one location to anotherMoving the product or service from one location to another
Delay:Delay:Process having to waitProcess having to wait
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FLOW PROCESS CHARTJob Requisition of petty cash
Details of Method
ANALYST D. Kolb
PAGE1 of 2
Op
erat
ion
M
ove
men
t
Insp
ecti
on
Del
ay
Sto
rag
e
Requisition made by department headPut in “pick-up” basketTo accounting departmentAccount and signature verifiedAmount approved by treasurerAmount counted by cashierAmount recorded by bookkeeperPetty cash sealed in envelopePetty cash carried to departmentPetty cash checked against requisitionReceipt signedPetty cash stored in safety box
Figure 7-2
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Worker-Machine Chart Graphical model of the simultaneous
activities of a worker and the equipment he/she operates.
Helps identify idle time and costs of both workers and machines.
For analyzing alternative worker-machine combinations to determine the most efficient arrangement.
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– 1
– 2
– 3
– 4
– 5
– 6
– 7
– 8
– 9
Key in customer dataon card
Feed data card in
Position customer for photo
Take picture
Inspect card & trim edges
Idle
Idle
Idle
Idle
Photo/card processed
Accept card
Begin photo process
2.6
0.4
1.0
0.6
3.4
1.2
Job Photo-Id Cards Date 10/14Time Time(min) Operator (min) Photo Machine
Worker-Machine
Chart
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Operation Analysis Question every detail.
Why? Where? What? Who? When? How?
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Operation Analysis 10 Primary Approaches
Purpose of the operation. Design of the part. Tolerance and specifications. Material. Process of manufacture. Setup and tools. Working conditions. Material handling. Plant layout. Principles of motion economy.
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Principles of Motion Economy Both hands should work at the same
time. The hands should work in opposite
symmetrical directions. Each hand should go through as few
motions as possible. The work place should be designed to
avoid long reaches. Avoid using the hand as a holding
device.
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Work Measurement Motion study is the systematic study of the human motions
used to perform an operation. Work measurement: Measures time requirement to make a
product Time standards: The time required for a trained worker to
perform a given task using a prescribed work method with normal effort and skill.
Uses of standards
Uses of standards %
Estimating and cost 89%
Incentive compensation plans 59
Production scheduling 55
Performance appraisal 41
Staffing & capacity plans 2
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Major Methods of Work Measurement
Type of Task Major Methods
Very short interval, highlyrepetitive
Film analysis
Short interval, repetitive Stop watch time study orpredetermined data
Task in conjunction withmachinery or other fixedprocessing time equipment
Elemental data or subjectiveestimate
Infrequent work or work of a longcycle time
Work sampling or subjectiveestimate
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The Critics of Work Measurement UPS has 1000 industrial engineers (out of a work
force of 152,000) set standards for a myriad of closely supervised tasks. Productivity and profits are high.
“Time study is a dark-ages technique, and it’s dehumanizing to track someone around with a stopwatch.”
Vice President, H.B. Maynard & Co. “UPS runs counter to the drift of many companies
who see (1) Automation (such as Roadway) or (2) Employee Involvement as better ways to higher productivity, rather than rigid monitoring at UPS.”
Wall Street Journal
Time Study Sheet
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Elemental Standard Time Data Develop tables of performance times
for operations that are common to many applications.
Avoids the need for separate time studies.
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Predetermined Motion-Time Data Systems Uses historically developed data for time
required for basic body movement, elements of operation, or even an entire operation.
Very useful in estimating new product cost. Procedure
Divide total task into elements. Rate the difficulty of each element. Look up tables for the time allowed for each
element. Add all element times together.
Systems available Methods time measurements (MTM). Basic motion time study (BMT). Motion time survey (GE). Work factor.
The MTM Predetermined
Motion-Time Data System
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Work Sampling Observing an activity during a fixed duration
(e.g., a day) at random intervals to estimate the fraction of time spent directly on some sub-activities of interest
Applications Ratio delay = % idle time Performance measurement Time standard
Experimental approach Level of confidence Sample size Accuracy of observations
Maxim um probable error
Maxim um probable error
Confidencelevel
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Work Sampling Study A work sample is being conducted. the
observer randomly samples 60 times in a day and notes that a particular element is performed 12 times.
Estimate the % of the time that worker spend on this element.
Calculate the precision of the estimate (at 95% confidence interval)
Determine the appropriate sample size required for a second set of observations if the acceptable numerical error is 0.02.
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Maslow’s Hierarchy of Needs
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Compensation Methods Some reasons a company might use a
wage incentive plan Increased pay for employees Lower total cost to the company for each
unit produced. Many jobs do not lend themselves to
an individual incentive plan.
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Wage Incentive Plans Piecework plans. Standard hour wage plans. Gain-sharing plans. Recommendations for developing and implementing
successful wage incentive plans: The plan should permit earnings about the base rate;
good performance should pay at least a 30% bonus. The plan should benefit both the company and the
employees. The plan should be simple and understandable. The standards should be protected from capricious and
indiscriminate rate cutting. Earnings should not be affected by factors beyond the
control of the worker.
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Group Incentive Plans Direct-wage group. Profit-sharing and cost-reduction plans. The Scanlon plan.
Whenever a plant-s productivity exceeds a preestablished “normal” level, every employee gets a bonus - the higher the level of productivity, the bigger the bonus.
The plan also involves a style of management designed to give each worker some control over his or her job by encouraging participation in decision making affecting it.
Productivity is increased by a well-designed employee suggestion plan and through the use of special committee that constantly prod employees for ideas on how to improve productivity.
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Lincoln Electric The Lincoln Electric Plan
Average incentive bonus for the last 10 years = 11 months- salary.
Job security: guaranteed minimum of 30 hours- pay per week for employees who have served the company for 2 years or more.
Promotion from within.
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Lincoln ElectricDisbursed Ten Year Average
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Employee Health & Safety Several regulations and government
agencies monitor and control; OSHA - safety and health in the workplace.
Federal... proactive. Worker’s Compensation - safety and
health in the workplace. State .... reactive. EPA - Environmental protection outside of
the workplace. Federal... proactive. Safety and Health departments in
plant.
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Learning Curves Illustrates
improvement rate of workers as a job is repeated
Processing time per unit decreases by a constant percentage each time output doubles
Units producedUnits produced
Pro
cess
ing
tim
e p
er u
nit
Pro
cess
ing
tim
e p
er u
nit
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tn = time required for nth unit producedt1 = time required for first unit producedn = cumulative number of units produced
b = , where r is the learning curve % (decimal coefficient)
2ln
ln r
Time required for the Time required for the nnth unit =th unit = tn = t1nb
where:
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Learning Curve Effect
Contract to produce 36 computers.Contract to produce 36 computers.tt11 = 18 hours, learning rate = 80% = 18 hours, learning rate = 80%
What is time for 9th, 18th, 36th units?What is time for 9th, 18th, 36th units?
tt99 = (18)(9)= (18)(9)ln(0.8)/ln 2 ln(0.8)/ln 2 = (18)(9)= (18)(9)-0.322 -0.322
= (18)/(9)= (18)/(9)0.322 0.322 = (18)(0.493) = 8.874hrs= (18)(0.493) = 8.874hrs
tt1818 = (18)(18)= (18)(18)ln(0.8)/ln 2 ln(0.8)/ln 2 = (18)(0.394) = 7.092hrs= (18)(0.394) = 7.092hrs
tt3636 = (18)(36)= (18)(36)ln(0.8)/ln 2 ln(0.8)/ln 2 = (18)(0.315) = 5.674hrs= (18)(0.315) = 5.674hrs
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Learning Curve for Mass Production Job
Standard Standard timetime
End of improvementEnd of improvement
Units producedUnits produced
Pro
cess
ing
time
per
unit
Pro
cess
ing
time
per
unit
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Learning Curves (cont.)
Advantages planning labor planning budget determining
scheduling requirements
Limitations product modifications
negate learning curve effect
improvement can derive from sources besides learning
industry-derived learning curve rates may be inappropriate