Job Design and Work Measurement Ch08s

OPERATIONS MANAGEMENTOPERATIONS MANAGEMENTINTEGRATING MANUFACTURING AND SERVICESINTEGRATING MANUFACTURING AND SERVICES

FIFTH EDITIONFIFTH EDITION

Mark M. DavisMark M. DavisJanelle HeinekeJanelle HeinekeMark M. DavisMark M. Davis

Janelle HeinekeJanelle Heineke

Copyright ©2005, The McGraw-Hill Companies, Inc.Copyright ©2005, The McGraw-Hill Companies, Inc.

PowerPoint Presentation by PowerPoint Presentation by Charlie Cook, The University of West AlabamaCharlie Cook, The University of West Alabama

SUPPLEMENT

PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West Alabama

Copyright Copyright © © 2005 The McGraw-Hill Companies. All rights reserved.2005 The McGraw-Hill Companies. All rights reserved.

Job Design and Work Performance Measurement

S8

Copyright Copyright © © 2005 The McGraw-Hill Companies. All rights reserved. 2005 The McGraw-Hill Companies. All rights reserved. McGraw-Hill/Irwin S8McGraw-Hill/Irwin S8––33

SUPPLEMENT OBJECTIVES• Define the concept of employee empowerment and show

how it affects management and the organization.

• Introduce behavioral and physical factors that should be considered when designing jobs.

• Introduce the more common types of work methods that are practiced in the workplace.

• Understand the fundamental issues involved in developing work measurements.

• Identify the basic elements of a time study.

• Determine how to design a work sampling study and apply it to an actual operation.


The “New” Workplace

• Worker empowerment that provides employees with authority to make decisions pertaining to the organization.

– Those workers who do the work know best how to achieve efficiency and quality in their work.

• Work performance standards are necessary in determining labor costs, setting manpower levels, and in identifying workers whose contributions are to be recognized and properly rewarded.


Job Design

• Issues in Job Design– Quality as part of the worker’s job.– Cross-training workers for multi-skilled jobs.– Employee involvement and team approaches

to designing and organizing work.– “Informating” ordinary workers through

telecommunications network and computers.– Any time, any place production.– Automation of heavy manual work.– Organizational commitment to providing.

meaningful and rewarding jobs for employees.


Job Design (cont’d)

• Job Design

–Tasks and sequences that have to be accomplished and are within an individual’s job assignment.

• Micromotion: the smallest work activity.

• Element: two or more micromotions.

• Task: two or more elements that comprise a complete activity.

• Job: A set of all the tasks that must be performed by a worker.


Factors in Job Design

Exhibit S8.1


Behavioral Considerations in Job Design

• Degree of Labor Specialization–Dividing tasks into small increments of work, resulting in efficient operations due to highly repetitive tasks.

–Job Enlargement (Horizontal Enlargement)• Redesigning a job, usually by increasing the number

of tasks, to make it more interesting.–Job Enrichment

• Broadening a job description to include both more tasks and greater worker involvement in the planning and design of the work to be done.


Advantages of Specialization of Labor

Exhibit S8.2


Disadvantages of Specialization of Labor

Exhibit S8.2 (cont’d)


Physical Considerations in Job Design

• Work Task Continuum–Manual tasks

• Put stress on large muscle groups, causing fatigue.–Motor tasks

• Involve speed and precision in physical movements.–Mental tasks

• Involve rapid decision making base on certain types of stimuli.


Work Task Continuum (Human Work)

Exhibit S8.3


Work Methods

• Studying the production system to:

–Identify non-valued-added time delays, transport distances, process and processing time requirements

–Simplify the entire operation by eliminating any step that does not add value to the product.


Work Methods and Design Aids

Exhibit S8.4


Flow Diagram of an Office Procedure—Present Method*

Exhibit S8.5Source: Ralph M. Barnes, Motion and Time Study, 8th ed. (New York: John Wiley & Sons, 1980), pp. 76–79. Copyright © John Wiley & Sons. This material is used by permission of John Wiley & Sons, Inc.

*Requisition is written by supervisor, typed by secretary, approved by superintendent, and approved by purchasing agent; then a purchase order is prepared by a stenographer.


Process Chart of an Office

Procedure—Present Method*


Source: Ralph M. Barnes, Motion and Time Study, 8th ed. (New York: John Wiley & Sons, 1980), pp. 76–79. Copyright © John Wiley & Sons. This material is used by permission of John Wiley & Sons, Inc.

*Requisition is written by supervisor, typed by secretary, approved by superintendent, and approved by purchasing agent; then a purchase order is prepared by a stenographer.


Common Notation in Process Charting

Exhibit S8.6


Gilbreth’s Principles of Motion Economy

• Using the human body the way it works best:1. The work should be arranged to provide a

natural rhythm that can become automatic.2. The symmetrical nature of the body should be

considered:a. The motions of arms should be simultaneous,

beginning and completing their motions at the same time.

b. Motions of the arms should be opposite and symmetrical.

Exhibit S8.7Source: Frank C. Barnes, “Principles of Motion Economy: Revisited, Reviewed, and Restored, Proceedings of the Southern Management Association Annual Meeting, Atlanta, GA, 1983, p. 298. Reprinted by permission.


Gilbreth’s Principles of Motion Economy (cont’d)• Using the human body the way it works best:

3. The human body is an ultimate machine and its full capabilities should be employed:a. Neither hand should ever be idle.

b. Work should be distributed to other parts of the body in line with their ability.

c. The safe design limits of the body should be observed.

d. The human should be employed at its highest use.

Exhibit S8.7 (cont’d)Source: Frank C. Barnes, “Principles of Motion Economy: Revisited, Reviewed, and Restored, Proceedings of the Southern Management Association Annual Meeting, Atlanta, GA, 1983, p. 298. Reprinted by permission.


Gilbreth’s Principles… (cont’d)• Arranging the workplace to assist performance:

– There should be a definite place for all tools and materials.– Tools, materials, and controls should be located close to the

point of use.– Tools, materials, and controls should be located to permit

the best sequence and path of motions.

• Using mechanical devices to reduce human effort:– Vises and clamps can hold the work precisely where needed.– Guides can assist in positioning the work without close

operator attention.– Controls and foot-operated devices can relieve the hands of

work.– Mechanical devices can multiply human abilities.– Mechanical systems should be fitted to human use.

Exhibit S8.7 (cont’d)Source: Frank C. Barnes, “Principles of Motion Economy: Revisited, Reviewed, and Restored, Proceedings of the Southern Management Association Annual Meeting, Atlanta, GA, 1983, p. 298. Reprinted by permission.


Worker-Machine Chart for a

Gourmet Coffee Store

Exhibit S8.8


Worker-Machine Chart for a Gourmet Coffee Store


The customer, the clerk, and the coffee grinder (machine) are involved in this operation. It required 1 minute and 10 seconds for the customer to purchase a pound of coffee in this particular store. During this time the customer spent 22 seconds, or 31 percent of the time, giving the clerk his order, receiving the ground coffee, and paying the clerk for it. He was idle during the remaining 69 percent of the time. The clerk worked 49 seconds, or 70 percent of the time, and was idle 21 seconds, or 30 percent of the time. The coffee grinder was in operation 21 seconds, or 30 percent of the time, and was idle 70 percent of the time.


Activity Chart of Emergency

Tracheotomy

Activity Chart of Emergency

Tracheotomy

Exhibit S8.9Source: Data taken from Harold E. Smalley and John Freeman, Hospital Industrial Engineering (New York: Reinhold, 1966), p. 409.


Work Measurement

• Work Measurement–The methodology used for establishing time standards.

• Basic Industrial Engineering Methods–Time study–Elemental standard time data–Predetermined motion-time data–Work sampling


Types of Work Measurement Applied to Different Tasks

Exhibit S8.10


Time Study

• Time Study–The determination, with the use of a stopwatch, of how long it takes to complete a task or set of tasks.

–Normal time = Observed performance time per unit x Performance rating

–Piece rate is the rate paid for work completed.–Break down tasks by:

• Conducting an overall methods analysis• Defining each work element to be timed.• Separating human work from machine work.• Defining operator and machine delays separately.


Elemental Standard-Time Data

• Time Standard–The established time for completing a job, used in determining labor costs for making a product.

–Steps

• Breakdown the new job into its elements

• Match elements to the time for similar job-specific elements in the elemental table.

• Adjust elements for special characteristics of the job.

• Add element times together and add delay and fatigue allowances.


Predetermined Motion-Time Data

• Predetermined Motion-Time Tables

–Create a time standard for a job or task based on standard times for basic motions (therbligs).

–Can be applied to a wide-variety of tasks.


Work Sampling

• Work Sampling–A statistical technique for estimating how workers allocate their time among various activities throughout a workday.

–Issues involved:• What level of statistical confidence is desired in the

results?• How many observations are necessary?• When should the observations be made?


Work Sampling (cont’d)

• Determining the Required Number of Samples:

2

2 )1(

E

ppZN

N = Number of observations to be made

Z = Number of standard deviations associated with a given confidence level

p = Estimated proportion of time that the activitybeing measured occurs

E = Absolute error that is desired


Work Sampling (cont’d)

• Steps in Conducting a Work Sampling Study:–Identify the activities for study.

–Estimate the proportion of time of the activity of interest to the total time.

–State the desired accuracy in the study results.

–Determine the specific time when each observation is to be made.

–If using an estimated time, recompute the required samples size at intervals during the study and adjust the number of observations.


Assignment of Numbers to Corresponding Minutes

Exhibit S8.11


Determination of Observation Times

Exhibit S8.12


Observation Schedule

Exhibit S8.13

Documents

Job Design and Work Measurement Ch08s