JOB DESIGN, REENGINEERING and WORK MEASUREMENT

UCC MBA Margie Capitle

1

JOB DESIGN, REENGINEERING and

WORK MEASUREMENT

Margie R. CapitleUCC MBA

05 February 2017


2JOB DESIGNSpecification of the work activities for an individual or group in an organizational setting.

Micromotion

Element

Task

Job


3JOB DESIGNFACTORS IN JOB DESIGN

WHO

Mental and physical characteristics of the work force

WHAT

Task(s) to be performed

WHERE

Geographic locale of organization; location of work areas

WHEN

Time of day;Time of occurrence in the work flow

WHYOrganizational rationale for the job; objectives and motivation of the worker

HOW

Method of perfor-mance

Ultimate job

structure


4

BEHAVIORAL CONSIDERATION IN JOB DESIGN

DEGREE OF LABOR SPECIALIZATION

High Speed Specialization-low-cost production, and from a materialistic standpoint, has a greatly enhanced our standard of living.Extreme Specialization- encountered on assembly lines in mass-production industries, often has serious adverse effects on workers, which in turn are often passed on to the production systems in the form of low-quality or defective workers.


5

To Management1. Rapid training of the

work force2. Ease in recruiting new

workers3. High output due to

simple and repetitive work

4. Low wages due to ease of substitutability of labor

5. Close control over work flow and work loads

ADVANTAGES OF SPECIALIZATIONTo Labor

1. Little or no education required to obtain work

2. Ease in learning job



6


To Management1. Difficult in controlling

quality since no one person has responsibility for entire product

2. “Hidden” costs or worker dissatisfaction, arising from

a. Turnoverb. Absenteeismc. Tardinessd. Grievancese. Intentional

disruption of production process

3. Reduced likelihood of obtaining improvement in the process because of worker’s limited perspective

DISADVANTAGES OF SPECIALIZATIONTo Labor

1. Boredom stemming from repetitive nature of work

2. Little gratification from work itself

3. Little or no control over the work pace, leading to frustration and fatigue

4. Little opportunity to progress to a betters job

5. Little opportunity to show initiative

6. Local muscular fatigue7. Little opportunity for

communication with co-workers


7


JOB ENLARGEMENT AND ENRICHMENT

Job enlargement means increasing the scope of job quantitatively by adding up more tasks

Job enrichment means improvement in the quality of job such that employees are more satisfied and fulfilled


8REENGINEERINGProcess of rethinking and restructuring an organization.


9

CHARACTERISTICS OF REENGINEERED PROCESS

1. Several jobs are combined into one2. Workers make decisions3. The steps in the process are

performed in natural order4. Process have multiple versions5. Work is performed where it makes the most

sense6. Checks and controls are reduced7. Reconciliation is minimized8. A case manager provides a single point of

contact9. Hybrid centralized/ decentralized operations are

prevalent


10TRADITIONAL VALUES1. My boss pays my salary: for all

the talk about serving customers, the real objective is to keep the boss happy

2. I’m just a cog in the wheel: My best strategy is to keep my head down and not make waves.

3. If something goes wrong, I dump the problem onto someone else: Why be identified with trouble?

4. The more direct reports I have, the more important I am: The one with the biggest empire.

5. Tomorrow will be just like today: It always has been, so the company’s past tells me all I need to know.

REENGINEERED VALUES1. Customers pay all our

salaries: I must do whatever it takes to please them.

2. Every job in this company is essential and important: I get paid for the value I create.

3. The buck stops here: I must accept ownership of the problems and get them solved

4. I belong to a team: We fail or succeed together, and if we fail, nobody’s empire is winner.

5. Nobody knows what tomorrow holds: Constant learning is part of my job.


11PHYSICAL CONSIDERATION IN JOB DESIGN


12METHODS, MEASUREMENT AND PAYMENTWe wish to consider:

1. How the work should be accomplisehd

2. How performance may be evaluated

3. How workers should be compensated

(work methods)

(work measurement)

(work payment plans)


13

WORK METHODSACTIVITY OBJECTIVE OF

STUDYSTUDY TECHNIQUES

Overall production system

Eliminate or combine steps; shorten transport distance; identify delays

Flow diagram, service blueprint, process chart

Worker at fixed workplace

Simplify method; minimize motions

Operations charts, simo charts; apply principles of motion economy

Worker interacts with equipment

Minimize idle time; find number or combination of machines to balance cost of worker and machine idle time

Activity chart, worker-machine chart

Worker interacts with other workers

Maximize productivity; minimize interference

Activity charts, gang process charts


14TYPE OF WORK MAJOR METHOD OF

DETERMINING TASK TIMEVery short interval, highly repetitive

Videotape analysis

Short interval, repetitive Stopwatch time stud: predetermined motion-time data

Task in conjunction with machinery or other fixed-processing-time equipmemt

Elemental data

Infrequent work or work of a long cycle time

Work sampling

WORK MEASUREMENT


15

WORK MEASUREMENT TIME STUDY

An operator performs a task in 2 minutes and the time study analyst estimates him/her to be performing about 20% faster than normal, the normal time would be computed as

2 minutes + 0.20(2minutes), or 2.4 minutes

In equation form,

Normal time = observed performance time per unit x Performance rating

NT = 2(1.2) = 2.4 minutes


16

WORK MEASUREMENT TIME STUDY

Suppose that the normal time to perform a task is 1minute and that allowances for personal needs, delay and fatigue total 15% of the job time;

EQ(1) Standard Time = NT(1 + Allowances)

= 1(1 + 0.15) = 1.15 minutes

EQ(2) ST = NT 1-Allowances

= 1 = 1.18 minutes 1 - 0.15

8hr/day, a worker produce 8 x 60 / 1.15 = 417 units.417 x 1min/unit (normal time) = 417 minutes working; 481 -417 = 63 minutes for allowances

8hr/day, a worker produce 8 x 60 / 1.18 = 407 units.407 x 1min/unit (normal time) = 407 minutes working; 481 -407 = 72 minutes for allowances


17

WORK MEASUREMENTWORK SAMPLING- it is concerned with how long it takes

to perform a specific task or activity.

- primarily concerned with how workers spend their time among several tasks or activities.


19FINANCIAL INCENTIVE PLAN1. Basic

Compensation Systems

2. Individual or Small Group Incentive Plan


20FINANCIAL INCENTIVE PLAN3. Organizational

Plan

4. Scanlon Plan


21

Education

JOB DESIGN, REENGINEERING and WORK MEASUREMENT