© 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

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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

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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)

© 2006 Prentice Hall, Inc. 10 – 17

Other TechniquesOther Techniques

Time StudiesTime Studies

Work SamplingWork Sampling