2000 by Prentice-Hall, Inc1

Materi MO sesudah UTS

Human Resources Human Resources in Operations in Operations ManagementManagement

2000 by Prentice-Hall, Inc2

Human Resources in Strategic Planning

TQM recognizes importance of TQM recognizes importance of employeesemployees

Education & training viewed as long-term Education & training viewed as long-term investmentsinvestments

EmployeesEmployees Have broad latitude in jobsHave broad latitude in jobs Are trained in wide range of skillsAre trained in wide range of skills Are empowered to improve quality & serviceAre empowered to improve quality & service

2000 by Prentice-Hall, Inc3

Changes in HR Management

Skilled craftspeopleSkilled craftspeopleScientific managementScientific managementAssembly linesAssembly linesLimitations of scientific managementLimitations of scientific managementBehavioral influences in job designBehavioral influences in job design

2000 by Prentice-Hall, Inc4

Behavioral Influences in Job Design

1. Horizontal job enlargement1. Horizontal job enlargement

2. Vertical job enlargement2. Vertical job enlargement

3. Responsibility for job reliability 3. Responsibility for job reliability and qualityand quality

4. Job rotation4. Job rotation

5. Communications 5. Communications between workersbetween workers

2000 by Prentice-Hall, Inc5

Trends in Job Design Job and task flexibilityJob and task flexibility Responsibility and empowermentResponsibility and empowerment Increased skill and ability levelsIncreased skill and ability levels TeamworkTeamwork Employee compensation and Employee compensation and

incentivesincentives Technology and automationTechnology and automation Alternative workplacesAlternative workplaces Temporary and part-time employeesTemporary and part-time employees Employee satisfactionEmployee satisfaction

2000 by Prentice-Hall, Inc6

Evolution of Job Design 1900s to 1960s1900s to 1960s

Task specializationMinimal worker skillsRepetitionMinimal job trainingMass productionPiece-rate wagesTime as efficiencyMinimal job

responsibilityTight supervisory

control

Scientific management/ assembly lines

1970s to 2000s1970s to 2000s

Horizontal job enlargement

Vertical job enlargementExtensive job trainingJob responsibility and

empowermentJob controlTraining and education Job rotationHigher skill levelsTeam problem solvingWorker interactionEmployee involvementFocus on quality

Current trends

Figure 17.1Figure 17.1

2000 by Prentice-Hall, Inc7

Elements of Job Design

TASK ANALYSISTASK ANALYSIS

Description of tasks to be performedDescription of tasks to be performed Task sequenceTask sequence Function of tasksFunction of tasks Frequency of tasksFrequency of tasks Criticality of tasksCriticality of tasks Relationship with other jobs/tasksRelationship with other jobs/tasks Performance requirementsPerformance requirements Information requirementsInformation requirements Control requirementsControl requirements Error possibilitiesError possibilities Tasks duration(s)Tasks duration(s) Equipment requirementsEquipment requirementsTable 17.1Table 17.1

2000 by Prentice-Hall, Inc8

TASK ANALYSISTASK ANALYSIS WORKER ANALYSISWORKER ANALYSIS ENVIRONEMENTAL ANALYSISENVIRONEMENTAL ANALYSIS

Description of tasks to be Description of tasks to be performedperformed

Task sequenceTask sequence Function of tasksFunction of tasks Frequency of tasksFrequency of tasks Criticality of tasksCriticality of tasks Relationship with other jobs/tasksRelationship with other jobs/tasks Performance requirementsPerformance requirements Information requirementsInformation requirements Control requirementsControl requirements Error possibilitiesError possibilities Tasks duration(s)Tasks duration(s) Equipment requirementsEquipment requirements

Capability requirementsCapability requirements Performance requirementsPerformance requirements EvaluationEvaluation Skill levelSkill level Job trainingJob training Physical requirementsPhysical requirements Mental stressMental stress BoredomBoredom MotivationMotivation Number of workersNumber of workers Level of responsibilityLevel of responsibility Monitoring levelMonitoring level Quality responsibilityQuality responsibility Empowerment levelEmpowerment level

Work place locationWork place location Process locationProcess location Temperature and humidityTemperature and humidity LightingLighting VentilationVentilation SafetySafety LogisticsLogistics Space requirementsSpace requirements NoiseNoise VibrationVibration

Elements of Job Design

Table 17.1Table 17.1

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Job Analysis

Study how job should be doneStudy how job should be doneTools:Tools:

Process flowchart - analyze Process flowchart - analyze process stepsprocess steps

Worker-machine chart - study time Worker-machine chart - study time utilizationutilization

Motion study - study human Motion study - study human motions in tasksmotions in tasks

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Process Flowchart Symbols

Operation:Operation: An activity directly contributing An activity directly contributing to the product or service.to the product or service.

Storage:Storage: Store of the product or service.Store of the product or service.

Inspection:Inspection: Examining the product or service Examining the product or service for completeness, irregularities, for completeness, irregularities, or quality.or quality.

Transportation:Transportation: Moving the product or service Moving the product or service from one location to another.from one location to another.

Delay:Delay: The process having to wait.The process having to wait.

Figure 17.2Figure 17.2

2000 by Prentice-Hall, Inc11

Process FlowchartDate: 9/11

Analyst: Calvin

Job: Copying Job

Page:

Desk operator fills out work order

Work order placed in “waiting job” box

Job picked up by operator and read

Job carried to appropriate copy machine

Operator waits for machine to vacate

Operator loads paper

Operator sets machine

Operator performs and completes job

Job filed alphabetically in completed shelves

Job waits for pick up

Job moved by cashier for pick up

Cashier completes transaction

Operator inspects job for irregularities

Cashier packages job (bag, wrap, or box)

Process Description Process Symbols

Figure 17.3Figure 17.3

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Motion Study

Frank & Lillian GilbrethFrank & Lillian GilbrethFind one “best way” to do taskFind one “best way” to do taskDivide task into therbligsDivide task into therbligs

Search, select, grasp, holdSearch, select, grasp, hold

Use videotape to study motionsUse videotape to study motions

2000 by Prentice-Hall, Inc13

General Guidelines For Motion Study

Efficient Use Of Human BodyEfficient Use Of Human Body Work - simplified, rhythmic & symmetricWork - simplified, rhythmic & symmetric Hand/arm motions - coordinated and Hand/arm motions - coordinated and

simultaneoussimultaneous Employ full extent of physical Employ full extent of physical

capabilitiescapabilities Conserve energy - use Conserve energy - use

machines, minimize machines, minimize distances, use momentumdistances, use momentum

Tasks - simple, minimal eye contact & Tasks - simple, minimal eye contact & muscular effort, no unnecessary muscular effort, no unnecessary motions, delays or idlenessmotions, delays or idleness

2000 by Prentice-Hall, Inc14

General Guidelines For Motion Study

Efficient Arrangement Of WorkplaceEfficient Arrangement Of Workplace Tools, material, equipment - designated, Tools, material, equipment - designated,

easily accessible locationeasily accessible location Seating & work area - Seating & work area -

comfortable and healthycomfortable and healthy

Efficient Use Of EquipmentEfficient Use Of Equipment Equipment & mechanized Equipment & mechanized

tools enhance worker abilitiestools enhance worker abilities Use foot-operated equipment Use foot-operated equipment

to relieve hand/arm stressto relieve hand/arm stress Construct & arrange equipment to fit worker useConstruct & arrange equipment to fit worker use

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Work Measurement

Estimate standard time Estimate standard time required to perform a taskrequired to perform a task

Methods of performing Methods of performing work measurementwork measurement

Stopwatch time studyStopwatch time studyElemental standard Elemental standard

time filestime filesPredetermined motion timesPredetermined motion timesWork samplingWork sampling

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Stopwatch Time Study Basic Steps

1.1. Establish the standard job Establish the standard job methodmethod

5.5. Compute the average time (Compute the average time (tt ) )

4.4. Rate the worker’s performance (Rate the worker’s performance (RFRF))

3.3. Study the jobStudy the job

2.2. Break down the job into elementsBreak down the job into elements

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Stopwatch Time Study Basic Steps

ST = (NT)(1 + AF)ST = (NT)(1 + AF)

Standard Time = (normal cycle time) x (1 + allowance factor)Standard Time = (normal cycle time) x (1 + allowance factor)

7.7. Compute the standard timeCompute the standard time

6.6. Compute the normal timeCompute the normal time

Normal Cycle Time = NT = Normal Cycle Time = NT = NNtt

Normal Time = (Elemental average) x (rating factor)Normal Time = (Elemental average) x (rating factor)

NNtt = = ((t t )()(RFRF))

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Incentive Piece-Rate System

Piece-rate is $0.04 per sandwichPiece-rate is $0.04 per sandwich

What would average worker earn per hour?What would average worker earn per hour?

Example 17.4Example 17.4

Average wage rate = (135)(0.04) = $5.40Average wage rate = (135)(0.04) = $5.40

60 min60 min0.445 min/sandwich0.445 min/sandwich = 134.8 or 135 sandwiches= 134.8 or 135 sandwiches

Adjusted for the allowance factor–Adjusted for the allowance factor–

60 min60 min0.415 min/sandwich0.415 min/sandwich = 144.6 or 145 sandwiches= 144.6 or 145 sandwiches

Average wage rate = (145)(0.04) = $5.80Average wage rate = (145)(0.04) = $5.80

2000 by Prentice-Hall, Inc19

Number of CyclesTo determine the sample size:To determine the sample size:

n n ==zszs

eTeT

22

wherewhere

zz = =the number of standard deviations from the the number of standard deviations from the mean in a normal distribution reflecting a level of mean in a normal distribution reflecting a level of statistical confidencestatistical confidence

TT = =the average job cycle time from the sample time the average job cycle time from the sample time studystudyee = =the degree of error from the true mean of the the degree of error from the true mean of the distributiondistribution

ss = = = = sample sample standard deviation from the sample standard deviation from the sample time studytime study

((xxii -- x x))22

n n - 1- 1

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Number of Cycles

Average cycle time = 0.361Average cycle time = 0.361

Computed standard deviation = 0.03Computed standard deviation = 0.03

Company wants to be 95% confident that Company wants to be 95% confident that computed time is within 5% of true average timecomputed time is within 5% of true average time

Example 17.5Example 17.5

n n = = = 10.61, or 11= = = 10.61, or 11zszs

eTeT

22(1.96)(0.03)(1.96)(0.03)

(0.05)(0.361)(0.05)(0.361)

22

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Elemental Times

Predetermined Motion TimesUsed for micromotionsDivide tasks into micromotions

Grasp, reach, move, etc.

Time Measurement Units (TMU)0.0006 minutes, 100,000 per hour

2000 by Prentice-Hall, Inc22

Work Sampling - Basic Steps

1.1. Define the job activitiesDefine the job activities

2.2. Determine number of observationsDetermine number of observations

n n = = pp(1 - (1 - pp)) zzee

22

wherewhere

nn = = the sample size (number of sample the sample size (number of sample observations)observations)zz = =the number of standard deviations from the the number of standard deviations from the mean for the desired level of confidencemean for the desired level of confidenceee = =the degree of allowable error in the sample the degree of allowable error in the sample estimateestimatepp = =the proportion of time spent on a work activity the proportion of time spent on a work activity estimated prior to calculating the work sampleestimated prior to calculating the work sample

2000 by Prentice-Hall, Inc23

Work Sampling - Basic Steps

3.3. Determine length of sampling periodDetermine length of sampling period

4.4. Conduct work sampling study, record Conduct work sampling study, record observationsobservations

5.5. Periodically recompute number of Periodically recompute number of observationsobservations

2000 by Prentice-Hall, Inc24

Work Sampling Study

What percent of time is spent looking up What percent of time is spent looking up information? Current estimate is information? Current estimate is pp = 30% = 30%

Estimate within +/- 2%, with 95% confidenceEstimate within +/- 2%, with 95% confidence

After 280 observations, After 280 observations, pp = 38% = 38%

n n = = pp(1 - (1 - pp) = (0.3)(0.7) = 2016.84 or 2017) = (0.3)(0.7) = 2016.84 or 2017zzee

221.961.960.020.02

22

nn = = pp(1 - (1 - pp) = (0.38)(0.62) = 2263) = (0.38)(0.62) = 2263zzee

221.961.960.020.02

22

Example 17.6Example 17.6

2000 by Prentice-Hall, Inc25

Learning Curves

Processing time decreases with Processing time decreases with worker learning (experience)worker learning (experience)

Time per unit decreases by constant Time per unit decreases by constant percentage each time output percentage each time output doublesdoubles

Use to plan labor, budget & Use to plan labor, budget & scheduling requirementsscheduling requirements

2000 by Prentice-Hall, Inc26

Learning Curves

Units producedUnits produced

Pro

cess

ing

tim

e p

er u

nit

Pro

cess

ing

tim

e p

er u

nit

Figure 17.6Figure 17.6

2000 by Prentice-Hall, Inc27

Learning Curves

tn = t1nb

Time required for the Time required for the nnth unit =th unit =

where

tn =time required for nth unit producedt1 =time required for first unit producedn =cumulative number of units producedb =ln r/ln 2, where r is the learning curve percentage (decimal coefficient)

2000 by Prentice-Hall, Inc28

Learning Curve Effect

Contract to produce 36 computers.Contract to produce 36 computers.tt11 = 18 hours, learning rate = 80% = 18 hours, learning rate = 80%

What is time for 9th, 18th, 36th units?What is time for 9th, 18th, 36th units?

tt99 = (18)(9)= (18)(9)ln(0.8)/ln 2 ln(0.8)/ln 2 = (18)(9)= (18)(9)-0.322 -0.322

= (18)/(9)= (18)/(9)0.322 0.322 = (18)(0.493) = 8.874hrs= (18)(0.493) = 8.874hrs

tt1818 = (18)(18)= (18)(18)ln(0.8)/ln 2 ln(0.8)/ln 2 = (18)(0.394) = 7.092hrs= (18)(0.394) = 7.092hrs

tt3636 = (18)(36)= (18)(36)ln(0.8)/ln 2 ln(0.8)/ln 2 = (18)(0.315) = 5.674hrs= (18)(0.315) = 5.674hrs

Example 17.7Example 17.7

2000 by Prentice-Hall, Inc29

Learning Curve for Mass Production Job

Standard Standard timetime

End of improvementEnd of improvement

Units producedUnits produced

Pro

cess

ing

tim

e p

er u

nit

Pro

cess

ing

tim

e p

er u

nit

Figure 17.7Figure 17.7

2000 by Prentice-Hall, Inc30

More on Learning Curves

Not effective for mass production jobsNot effective for mass production jobsProduct modifications negate effectsProduct modifications negate effects Improvement can derive from sources Improvement can derive from sources

besides learningbesides learning Industry-derived learning curve rates Industry-derived learning curve rates

may be inappropriatemay be inappropriate