02 0809 job design reviewed
TRANSCRIPT
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Job design & work organisation 1
Job design & workorganisation
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Job design & work organisation 2
The elements of job design
Whatsequence?
Whoelse?
How tointerfacewith thefacilities?
Whatenvironmentalconditions?
How muchautonomy?
Whatskills?
Where tolocate?
Whattasks?
Slack et al. OPERATIONS MANAGEMENT. Financial Times/Prentice Hall. 2001. p266.
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Job design & work organisation 3
The objectives of job design
Jobdesign
impacts on
quality of working life
quality
speed
dependability
flexibility
cost
health and safety
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The scientific management approach
Work study
Method study Work measurementMethod study is thesystematic recording andcritical examination ofexisting and proposedmethods of doing work, as a
means of developing andapplying easier and moreeffective methods andreducing costs
The application oftechniques designed toestablish the time for aqualified worker to carry outa specified job at a definedlevel of performance
Slack et al. OPERATIONS MANAGEMENT. Financial Times/Prentice Hall. 2001. p270.
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The term Work Study was
defined by BS 3138 as:-
The systematicexamination of activities inorder to improve the
effective use of human andother material sources.
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Work Study
Method Study
Better use of
Materials &
Equipment
Work Measurement
Work Study DataAnalyse data to improve productivity through:
Appropriate
Payment
Systems
Effective
Planning
& Control
Accurate
Costing &
Estimating
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Work measurement is the
application of techniquesdesigned to establish the timefor a qualified worker to carryout a job at a specified level ofperformance.
Work Measurement
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Labour content of the service performed (labourcost).
Staffing needs of the organisation (how many
people are needed on duty to meet customerdemands).
Productivity expectations (both supervisor andemployee should know what constitutes a fair dayswork).
Basis of wage-incentive plans (what provides a
reasonable incentive).
Efficiency of employees (a standard is neededagains which efficiency is determined).
Why Work Measurement?
Robert G. Murdick, Barry Render, Roberta S. Russel. SERVICE OPERATIONS MANAGEMENT. Allyn and Bacon. 1990. p269.
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Job design & work organisation 9
Experiencedworker
Trainee
Distribution of Work Times
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Performance RatingsExceptionally fast requiring intense
concentration and effort. May only
be maintained for a short period.
Very fast with well above average ofperformance. Shows high levels of
skill, coordination and speed.
The standard performance. Brisk
and accurate work to the required
quality standard.
Steady performance.
Slow, inept performance of someone
unskilled, untrained or uninterested.
Asleep
150
125
75
0
100
50
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Actual time
taken at a
performance
of less than
100
Actual time
taken at a
performance
of more than
100
Actual time
taken
adjusted for
speed and
efficiency of
working to
arrive at the
time
necessary at
100
performance
Allowance
added for
irregular
concessions
and for
contingency
Allowance
added to
cover rest
and personal
needs
S
T
A
N
D
A
R
D
T
I
M
E
Standard Time
N
O
R
M
A
L
T
I
M
E
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The ergonomics approach
Ergonomicsapproach
How the personinterfaces with thephysical aspects ofhis or her workplace
How the personinterfaces with theenvironmentalconditions prevalent inhis or her immediateworking area
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The behavioural approach
Techniquesof job design
Core jobcharacteristics
Mentalstates
Performance
Combiningtasks
Forming naturalwork units
Establishingclientrelationships
Vertical loading
Openingfeedbackchannels
Skill variety
Task identity
Task significance
Autonomy
Feedback
Meaningfulnessof the job
Responsibilityand controlover the waythe job is done
Level ofunderstanding
of the results ofefforts
Motivation
Quality of work
Turnover
Absenteeism
Slack et al. OPERATIONS MANAGEMENT. Financial Times/Prentice Hall. 2001. p287.
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Autonomy and empowermentEmphasis on
managerialcontrol
Emphasis oncommitment and
engagement of staff
Stafftreated
as a
cost
Staff treated as
a
resource
Ergonomics
Behavioural approaches
Empowerment
Division of labour
Scientific management
Slack et al. OPERATIONS MANAGEMENT. Financial Times/Prentice Hall. 2001. p295.
Team working
Flexible working
Before 1900
1900
1950
1970
1980
1990
2000
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Organizing For Product DesignMechanistic and organic organizations(Burns and Stalker, 1961)
Mechanistic:
Rational, standardized,predictable.
Operations accuratelytimed.
Long runs of identicalproducts.
Creativity and initiativenot developed inworkforce.
Work closely controlled:essential for profitabilityand elimination of risk.
Organic:
Irrational, novel,unpredictable.
Accurate timing ofactivities usuallyimpossible.
Activities frequentlychanging.
Highly creative personnelessential.
Profitability related toskill, chance, judgement,intuition, etc.
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Dichotomy When Organizing ForProduct Design/Development
The mechanistic features of an"efficient" operations unit?
versus
The organic features of aninnovative design project?
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TIM PEACOCK - NBS - DSK EUROPA - 3/22/2011 12:52
Job design & work organisation 18A CHALLENGE
CONSIDER THEDESIGNOF THE PROCESSESTHAT OPERATEIN YOUR PLACEOF WORK
THESE PROCESSESDELIVER YOUR PRODUCTSANDSERVICES
THESE PROCESSES HAVE PROBABLY BEENAROUNDFOR A LONG TIME
THESE PROCESSES ARE PROBABLY WASTINGMONEY TO THE TUNEOF 25% OF YOURINCOME
REVIEW THEM ANDMAKE THEMJUSTIFYSTAYING THESAME
ORREDESIGN THEM
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TIM PEACOCK - NBS - DSK EUROPA - 3/22/2011 12:52
Job design & work organisation 19INFLUENCINGFACTORS
Market and strategic considerations (customertastes)
Research, design & development (service & product)
Technology advances
Learning within staff
Facilities & layout Capacity management & scheduling
Information & control systems
Process design & engineering for productivity
Materials planning & stock control
Work structuring, motivation & rewards Equipment maintenance & servicing
QA
Health, safety & environmental care
Day-to-day management
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Job design & work organisation 20THINK THEUNCOMFORTABLE!!!
WORKSATURDAY -- WORKSUNDAY
OPEN TILL 9PMSOMEEVENINGS
RECRUIT STAFFFROMOVERSEAS
NONEED TO PAY UKRATE
TRAIN JUNIORSUP TODOSENIORS TASKS
MULTISKILL ALL OVER THECOMPANY
DONOT LEAVE YOURSELFOPEN TOSOMEONEMOREFLEET-OF-FOOT OR PREPARED TO THINKMOREUNCOMFORTABLE THOUGHTS THAN YOU TAKINGADVANTAGE
SOME PRIVATESECTOR PROVIDER
BE A CENTREOFEXCELLENCE
READ TOM PETERS REIMAGININGBOOK
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TIM PEACOCK - NBS - DSK EUROPA - 3/22/2011 12:52
Job design & work organisation 21PROCESSFLOW MAPPINGIS A USEFULANALYSIS TOOL
EXAMPLES:
SERVICEEXAMPLES:
MANUFACTURING
OPERATION
TRANSPORT
INSPECTION
DELAY
STORE
INTERVIEW
TAKE TO COPIER
CHECK SIGNATURE
ININ-TRAY
INFILING CABINET
DRILL HOLE
MOVE TO NEXT MACHINE
MEASURE
INSTILLAGE
INPERMANENT STORE
DECISION APPROVE LOAN REJECT COMPONENT
ACTIVITY SYMBOL
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Converging flows Diverging flows
make a copy type a memo run the machine interview applicant
send data to mainframe deliver material to next workstation transport goods to customer
verify travel requisition check time cards inspect part
Operation
Transport
Inspection
waiting time down time in the in-tray
file document copy diskette store material
is the part good? is the supplier the right one? what will we do next?
Delay
Permanent store
Decision
Workflow analysis symbols and flow diagrams
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Thenamiracleoccurs
Goodwork- ButIthinkwe
needjustalittlemoredetailrighthere!
Adapted from: Where Are We Going? Phillippa Collins. Management Services. December 1994. Page 10.
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Decision Activities
Transformation DecisionInput Output
Output
Output
Yes
No
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Loops
Loop
Accept
Reject
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Product Redesign & Value Analysis
Seeks to reduce the direct cost of a product whilstmaintaining or improving value to the customer.
Uses a multidisciplinary team approach to:
Identify the function of the product/service(and, hence, its value)
Examine alternative ways of achieving thisfunction; and
Choose ways that entail least cost.
Design should not stop with the launch of a new productor service: should continue through the life cycle withreviews, facelifts and redesigns.
Value Analysis (VA):
Paul Forrester, 2005
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Product Redesign & Value Analysis (cont.)
The stages of value analysis
Information
Speculation
Evaluation
Recommendation
Implementation
VA | redesign of existing products
Value engineering (VE) | design of new products
Also term: "value management" Paul Forrester, 2005
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Product Redesign & Value Analysis (cont.)
Benefits of Value Analysis
Paul Forrester, 2005
Direct: Product cost reduction (profitability)
More attractive/competitive products/services
Indirect: Teambuilding across different functional areas
Increased employee satisfaction
Increased product knowledge in the organization
Individual development
Greater appreciation, awareness and respect ofcolleagues' roles and responsibilities
Leads to value engineering