7 design of work systems mcgraw-hill/irwin operations management, eighth edition, by william j....
TRANSCRIPT
7
Design of Work Systems
McGraw-Hill/IrwinOperations Management, Eighth Edition, by William J. StevensonCopyright © 2005 by The McGraw-Hill Companies, Inc. All rights
reserved.
CHAPTER 7
Major Factors Affecting Productivity Technological Development and
Raw Materials Employees’ Job Performance
Ability Motivation
Motivational Theories (Theory X, Theory Y, and Theory Z)
Technological Development and Raw Materials Technology Materials Plant Layout Job Designs
Employees’ Job Performance Ability
Skills Training Experience
Knowledge Education
Employees’ Job Performance Motivation
Economic Motivators Individual’s Needs
Hierarchy of Needs Formal Organization
Organization Structure Leadership Climate Personnel Policies
Motivation Informal
Organization Size Goals Cohesiveness
Leadership Type of
Leadership Autocratic
Close Supervison
Democratic General
Supervision
Motivation Union
Cohesiveness Goals Leadership
Maslow’s Hierarchy of Needs
PHYSICAL
SECURITY
SOCIAL
EGO
SELF
FULFILLMENT
Achievement, Creativity, Development & Advancement
Self-respect, Recognition, Prestige, Status
Friendship
Shelter & Protection
Hunger, Thirst, Sex
Theory X People lack motivation People are basically lazy People only work because they
have to
Theory Y People are interested in goal
accomplishments People have the potential for
creativity People have many skills and
potentials
Theory Z William G. Ouchi’s This theory explores the differences
between the Japanese and American management systems.
Japanese system is designated as J type American system is designated as A type U.S. organizations that have some
characteristics of the Japanese organizations as Z type Examples: IBM, Eastman-Kodak, Hewlett-Packard
Theory Z Characteristics of Z type
organizations Employment must be stabilized
This means employment security Unions must be involved but not in an
adversary relationship A system for slow evaluation and
promotion should be developed
Job design involves specifying the content and methods of job What will be done Who will do the job How the job will bob will be done Where the job will be done Ergonomics
Job Design
Design of Work Systems
Specialization Behavioral Approaches to Job
Design Teams Methods Analysis Motions Study Working conditions
Job Design Success
Successful Job Design must be: Carried out by experienced
personnel with the necessary training and background
Consistent with the goals of the organization
In written form Understood and agreed to by both
management and employees
Specialization in Business: Advantages
For Management:
1. Simplifies training
2. High productivity
3. Low wage costs
For Labor:
1. Low education andskill requirements
2. Minimumresponsibilities
3. Little mental effortneeded
Disadvantages
For Management:
1. Difficult to motivatequality
2. Worker dissatisfaction,possibly resulting inabsenteeism, highturnover, disruptivetactics, poor attentionto quality
For Labor:1. Monotonous work
2. Limited opportunitiesfor advancement
3. Little control over work
4. Little opportunity forself-fulfillment
Behavioral Approaches to Job Design
Job Enlargement Giving a worker a larger portion of the
total task by horizontal loading Job Rotation
Workers periodically exchange jobs Job Enrichment
Increasing responsibility for planning and coordination tasks, by vertical loading
Motivation and Trust Motivation
Influences quality and productivity Contributes to work environment
Trust Influences productivity and employee-
management relations
Teams Benefits of teams
Higher quality Higher productivity Greater worker satisfaction
Self-directed teams Groups of empowered to make
certain changes in their work process
Methods Analysis
Methods analysis Analyzing how a job gets done Begins with overall analysis Moves to specific details
Methods Analysis
Changes in tools and equipment Changes in product design
or new products Changes in materials or procedures Other factors (e.g. accidents,
quality problems)
The need for methods analysis can come from a number of different sources:
Methods Analysis Procedure
Identify the operation to be studied Get employee input Study and document current method Analyze the job Propose new methods Install new methods Follow-up to ensure improvements
have been achieved
Analyzing the Job
Flow process chart Chart used to examine the overall
sequence of an operation by focusing on movements of the operator or flow of materials
Worker-machine chart Chart used to determine portions of
a work cycle during which an operator and equipment are busy or idle
FLOW PROCESS CHARTJob Requisition of petty cash
Details of Method
ANALYST D. Kolb
PAGE1 of 2
Op
erat
ion
M
ove
men
t
Insp
ecti
on
Del
ay
Sto
rag
e
Requisition made by department headPut in “pick-up” basketTo accounting departmentAccount and signature verifiedAmount approved by treasurerAmount counted by cashierAmount recorded by bookkeeperPetty cash sealed in envelopePetty cash carried to departmentPetty cash checked against requisitionReceipt signedPetty cash stored in safety box
Motion Study
Motion study is the systematic study of the human motions
used to perform an operation.
Motion Study Techniques
Motion study principles - guidelines for designing motion-efficient work procedures
Analysis of therbligs - basic elemental motions into which a job can be broken down
Micromotion study - use of motion pictures and slow motion to study motions that otherwise would be too rapid to analyze
Charts
Eliminate unnecessary motions Combine activities Reduce fatigue Improve the arrangement of the
workplace Improve the design of tools and
equipment
Developing Work Methods
Working Conditions
T e m p e r a t u r e &H u m i d i t y
V e n t i l a t i o n
I l l u m i n a t i o n C o l o r
Working Conditions (cont’d)
Noise & Vibration
Causes of AccidentsSafety
Work Breaks
Work Measurement
Standard time
Stopwatch time study
Historical times
Predetermined data
Work Sampling
Compensation
Time-based system Compensation based on time an
employee has worked during a pay period
Output-based (incentive) system Compensation based on the amount
of output an employee produces during a pay period
Form of Incentive Plan
Accurate
Easy to apply
Consistent
Easy to understand
Fair
Compensation
Individual Incentive Plans
Group Incentive Plans
Knowledge-Based Pay System
Management Compensation
Learning curves: the time required to perform a task decreases with increasing repetitions
Learning Curves
Learning EffectT
ime
per
rep
etit
ion
Number of repetitions
Learning with Improvements
Tim
e p
er u
nit
Time
Average Improvements may create ascallop effect in the curve.
Applications of Learning Curves
Manpower planning and scheduling
Negotiated purchasing
Pricing new products
Budgeting, purchasing, and inventory planning
Capacity Planning
Worker Learning Curves
A (underqualified)
B (average)
C (overqualified)
Tim
e/cy
cles
One week
Standard time
Training time
Cautions and Criticisms
Learning rates may differ from organization to organization
Projections based on learning curves should be viewed as approximations
Estimates based the first unit should be checked for valid times
Cautions and Criticisms
At some point the curve might level off or even tip upward
Some improvements may be more apparent than real
For the most part, the concept does not apply to mass production