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© 2006 Prentice Hall, Inc. 10 – 1
Operations ManagementOperations ManagementChapter 10 – Human Resources and Job Design
Chapter 10 – Human Resources and Job Design
© 2006 Prentice Hall, Inc.
PowerPoint presentation to accompanyPowerPoint presentation to accompany Heizer/Render Heizer/Render Principles of Operations Management, 6ePrinciples of Operations Management, 6eOperations Management, 8e Operations Management, 8e
© 2006 Prentice Hall, Inc. 10 – 2
Human Resource StrategyHuman Resource Strategy
The objective of a human resource The objective of a human resource strategy is to manage labor and strategy is to manage labor and
design jobs so people are effectively design jobs so people are effectively and efficiently utilizedand efficiently utilized
1.1. People should be effectively utilized People should be effectively utilized within the constraints of other within the constraints of other operations management decisionsoperations management decisions
2.2. People should have a reasonable quality People should have a reasonable quality of work life in an atmosphere of mutual of work life in an atmosphere of mutual commitment and trustcommitment and trust
© 2006 Prentice Hall, Inc. 10 – 3
Constraints on Human Constraints on Human Resource StrategyResource Strategy
Figure 10.1Figure 10.1
HUMAN RESOURCE STRATEGY
Product strategy• Skills needed• Talents needed• Materials used• Safety
What
What
Schedules• Time of day• Time of year
(seasonal)• Stability of
schedule
WhenWhen
Location strategy• Climate• Temperature• Noise• Light• Air quality
Wher
e
Wher
e
Process strategy• Technology• Machinery and
equipment used• SafetyPro
cedure
Proce
dure
Individual differences• Strength and
fatigue• Information
processing and response
WhoWho
Layout strategy• Fixed position• Process• Assembly line• Work cell• Product
HowHow
© 2006 Prentice Hall, Inc. 10 – 4
Job DesignJob Design
Specifying the tasks that constitute Specifying the tasks that constitute a job for an individual or a groupa job for an individual or a group
1.1. Job specializationJob specialization
2.2. Job expansionJob expansion
3.3. Psychological componentsPsychological components
4.4. Self-directed teamsSelf-directed teams
5.5. Motivation and incentive systemsMotivation and incentive systems
6.6. Ergonomics and work methodsErgonomics and work methods
7.7. Visual workplaceVisual workplace
© 2006 Prentice Hall, Inc. 10 – 5
Job SpecializationJob Specialization
The division of labor into unique tasksThe division of labor into unique tasks
First suggested by Adam Smith in 1776First suggested by Adam Smith in 1776
1.1. Development of dexterity and faster Development of dexterity and faster learninglearning
2.2. Less loss of timeLess loss of time
3.3. Development of specialized toolsDevelopment of specialized tools
© 2006 Prentice Hall, Inc. 10 – 6
Job ExpansionJob Expansion
Adding more variety to jobsAdding more variety to jobs
Intended to reduce boredom Intended to reduce boredom associated with labor specializationassociated with labor specialization Job enlargementJob enlargement
Job rotation Job rotation
Job enrichmentJob enrichment
Employee empowermentEmployee empowerment
© 2006 Prentice Hall, Inc. 10 – 7
Psychological Components Psychological Components of Job Designof Job Design
•Human resource strategy requires Human resource strategy requires consideration of the psychological consideration of the psychological components of job designcomponents of job design
•Hawthorne Studies introduced Hawthorne Studies introduced psychology into work placepsychology into work place
•Jobs should include the following:Jobs should include the following:• Skill varietySkill variety• Job identityJob identity• Job significanceJob significance• AutonomyAutonomy• FeedbackFeedback
© 2006 Prentice Hall, Inc. 10 – 8
Self-Directed TeamsSelf-Directed Teams
Group of empowered individuals Group of empowered individuals working together to reach a working together to reach a common goalcommon goal
May be organized for long-term or May be organized for long-term or short-term objectives short-term objectives
Effective becauseEffective because Provide employee empowermentProvide employee empowerment Ensure core job characteristicsEnsure core job characteristics Meet individual psychological needsMeet individual psychological needs
© 2006 Prentice Hall, Inc. 10 – 9
Motivation and Incentive Motivation and Incentive SystemsSystems
Bonuses - cash or stock optionsBonuses - cash or stock options
Profit-sharing - profits for distribution to Profit-sharing - profits for distribution to employeesemployees
Incentive plans - typically based on Incentive plans - typically based on production ratesproduction rates
Knowledge-based systems - reward for Knowledge-based systems - reward for knowledge or skillsknowledge or skills
© 2006 Prentice Hall, Inc. 10 – 10
Ergonomics and Work Ergonomics and Work MethodsMethods
Ergonomics is the study of the Ergonomics is the study of the interface between man and machineinterface between man and machine
The work environmentThe work environment
IlluminationIllumination
NoiseNoise
TemperatureTemperature
HumidityHumidity
© 2006 Prentice Hall, Inc. 10 – 11
Job Design and KeyboardsJob Design and Keyboards
Figure 10.4Figure 10.4
© 2006 Prentice Hall, Inc. 10 – 12
Levels of IlluminationLevels of Illumination
Task ConditionTask Condition Type of Task Type of Task or Areaor Area
Illumination Illumination LevelLevel
Type of Type of IlluminationIllumination
Small detail, Small detail, extreme extreme accuracyaccuracy
Sewing, inspecting Sewing, inspecting dark materialsdark materials
100100 Overhead Overhead ceiling lights ceiling lights and desk lampand desk lamp
Normal detail, Normal detail, prolonged prolonged periodsperiods
Reading, parts Reading, parts assembly, assembly, general office general office workwork
20-5020-50 Overhead Overhead ceiling lightsceiling lights
Good contrast, Good contrast, fairly large fairly large objectsobjects
Recreational Recreational facilitiesfacilities
5-105-10 Overhead Overhead ceiling lightsceiling lights
Large objectsLarge objects Restaurants, Restaurants, stairways, stairways, warehouseswarehouses
2-52-5 Overhead Overhead ceiling lightsceiling lights
Table 10.2Table 10.2
© 2006 Prentice Hall, Inc. 10 – 13
Decibel LevelsDecibel LevelsEnvironmentEnvironment Common NoiseCommon Noise
NoisesNoises SourcesSources DecibelsDecibels
Jet takeoff (200 ft)Jet takeoff (200 ft) 120120||
Electric furnace areaElectric furnace area Pneumatic hammerPneumatic hammer 100100 Very annoyingVery annoying||
Printing press plantPrinting press plant Subway train (20 ft)Subway train (20 ft) 9090||
Pneumatic drill (50 ft)Pneumatic drill (50 ft) 8080 Ear protectionEar protectionInside sports carInside sports car || required if required if (50 mph)(50 mph) Vacuum cleaner (10 ft)Vacuum cleaner (10 ft) 7070 exposed for 8 exposed for 8Near freewayNear freeway Speech (1 ft)Speech (1 ft) || or more hours or more hours
6060 IntrusiveIntrusivePrivate business officePrivate business office ||Light traffic (100 ft)Light traffic (100 ft) Large transformer (200 ft)Large transformer (200 ft) 5050 QuietQuiet
||Minimum levels, Chicago Minimum levels, Chicago 4040 residential areas at night residential areas at night Soft whisper (5 ft)Soft whisper (5 ft) ||Studio (speech)Studio (speech) 3030 Very quietVery quiet
Table 10.3Table 10.3
© 2006 Prentice Hall, Inc. 10 – 14
Methods AnalysisMethods Analysis
Focuses on how task is performedFocuses on how task is performed
Used to analyzeUsed to analyze
1.1. Movement of individuals or materialMovement of individuals or material Flow diagramsFlow diagrams
2.2. Activities of human and machine and Activities of human and machine and crew activitycrew activity Activity chartsActivity charts
3.3. Body movementBody movement Micro-motion chartsMicro-motion charts
© 2006 Prentice Hall, Inc. 10 – 15
Flow DiagramFlow Diagram
Storage binsStorage bins
Machine 1Machine 1
Mach. 2
Mach. 3 Mach. 4
From
press mach. Paint Paint
shopshop
WeldingWelding
Figure 10.5 (a)Figure 10.5 (a)
© 2006 Prentice Hall, Inc. 10 – 16
Storage bins
Machine 1
Machine 2
Machine 3
Machine 4
From press mach.
Paint Paint shopshop
WeldingWelding
Flow DiagramFlow Diagram
Figure 10.5 (b)Figure 10.5 (b)