Design of Work Systems 1 Learning Objectives Explain

Design of Work Systems 1

Learning Objectives • • Explain the importance of work design and the relationship between Job design and production planning. Explain the purpose of methods analysis and describe how methods studies are performed. describe how to use motion study for job design. Discuss the impact of working conditions on job design. 2

What is the relationship between Job design and production planning? 3

Job Design • Job design involves specifying the content and methods of job – What will be done – Who will do the job – How the job will be done – Where the job will be done – Ergonomics: Incorporation of human factors in the design of the workplace 4

Ergonomics is the science of designing the job, equipment, and workplace to fit the worker. Proper ergonomic design is necessary to prevent repetitive strain 5 injuries, which can develop over time and can lead to long-term disability.

Design of Work Systems • Specialization • Behavioral Approaches to Job Design (Job expansion) • Teams • Psychological components (Motivation-Trust -Incentive system) • Methods Analysis – Motions Study • Working conditions 6

Specialization: The main reason for specialization is the ability to concentrate one’s efforts and thereby become proficient at that type of work. e. g. College professors often specialize in teaching certain courses, some auto mechanics specialize in transmission repair. 7

Specialization in Business: Advantages For Management: For Labor: 1. Simplifies training 1. Low education and 2. High productivity 3. Low wage costs skill requirements 2. Minimum responsibilities 3. Little mental effort needed 8

Disadvantages For Management: For Labor: 1. Difficult to motivate quality 1. Monotonous work 2. Limited opportunities for advancement 2. Worker dissatisfaction, possibly resulting in 3. Little control over work absenteeism, high 4. Little opportunity for turnover, disruptive self-fulfillment tactics, poor attention to quality 9

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 10

Job Enlargement/Enrichment Enriched job Planning (Participate in a crossfunction quality improvement team) Enlarged job Task #3 (Lock printed circuit board into fixture for next operation) Present job (Manually insert and solder six resistors) Task #2 (Adhere labels to printed circuit board) Control (Test circuits after assembly) 11

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 12

Self-Directed Teams þ Group of empowered individuals working together to reach a common goal þ May be organized for long-term or short-term objectives þ Effective because þ Provide employee empowerment þ Ensure core job characteristics þ Meet individual psychological needs 13

Self-Directed Teams To maximize effectiveness, managers should þ Ensure those who have legitimate contributions are on the team þ Provide management support þ Ensure the necessary training þ Endorse clear objectives and goals þ Financial and non-financial rewards þ Supervisors must release control 14

Benefits of Teams and Expanded Job Designs þ Improved quality of work life þ Improved job satisfaction þ Increased motivation þ Allows employees to accept more responsibility þ Improved productivity and quality þ Reduced turnover and absenteeism 15

Limitations of Job Expansion 1. Higher capital cost ge Annual 2. Individuals may prefer simple Averajobs Training Hours/ 3. Higher wages rates for greater ployee Emskills 4. 5. Smaller labor pool Higher training costs U. S. Sweden Japan 7 170 200 16

Job Design Continuum Self-directed teams Empowerment Enrichment Enlargement Specialization Increasing reliance on employee’s contribution and increasing responsibility accepted by employee Job expansion 17

Motivation and Incentive Systems § § Bonuses - cash or stock options 0 00 1 Profit-sharing - profits for distribution to employees 00 10 § Gain sharing - rewards for improvements § Incentive plans - typically based on production rates § Knowledge-based systems - reward for knowledge or skills 18

Motivation and Trust • Motivation – Influences quality and productivity – Contributes to work environment • Trust – Influences productivity and employeemanagement relations 19

Methods Analysis 20

Rusty Wallace’s NASCAR Racing Team þ NASCAR racing became very popular in the 1990 s with huge sponsorship and prize money þ High performance pit crews are a key element of a successful race team þ Pit crew members can earn $100, 000 per year – for changing tires! 21

Rusty Wallace’s NASCAR Racing Team þ Each position has very specific work standards þ Pit crews are highly organized and go though rigorous physical training þ Pit stops are videotaped to look for improvements 22

Methods Analysis þ Focuses on how task is performed þ Analyzing how a job gets done þ Begins with overall analysis þ Moves to specific details þ Used to analyze 1. Movement of individuals or material þ Flow diagrams and process charts 2. Activities of human and machine and crew activity þ Activity charts 3. Body movement þ Micro-motion charts 23

Methods Analysis Procedure 1. Identify the operation to be studied 2. Get employee input 3. Study and document current method 4. Analyze the job 5. Propose new methods 6. Install new methods 7. Follow-up to ensure improvements have been achieved 24

Selecting an Operation • Selecting a job to study consider: – High labor content – Done frequently – Unsafe – Tiring – Unpleasant – Noisy – Designated problem (e. g. quality problems, processing bottleneck) 25

Analyzing the Job analysis requires thought about “what, why, when, where, and who of 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 (it can be used to indentify nonproductive parts; e. g. delays, temporary storages) • Worker-machine chart – Chart used to determine portions of a work cycle during which an operator and equipment are busy 26 or idle

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age Stor Del ay tion Ins pec ent tion vem Mo Details of Method Op era FLOW PROCESS CHART ANALYST PAGE Job Requisition of petty cash D. Kolb 1 of 2 Requisition made by department head Put in “pick-up” basket To accounting department Account and signature verified Amount approved by treasurer Amount counted by cashier Amount recorded by bookkeeper Petty cash sealed in envelope Petty cash carried to department Petty cash checked against requisition Receipt signed Petty cash stored in safety box 28

Flow Diagram Welding From press mach. Storage bins Mach. 3 Mach. 4 Paint shop Machine 1 Mach. 2 29

Flow Diagram Machine 4 Welding Machine 3 Paint shop Machine 2 Machine 1 From press mach. Storage bins 30

Process Chart 31

Activity Chart 32

Operation Chart 33

Current New Flow Chart Title: Diff Operation Transportation Storage Dept. : Delay Inspection Analyst: Distance or Time Distance Time Symbols Activities 34

Motion Study Motion study is the systematic study of the human motions used to perform an operation. 35

Motion Study Techniques • Motion study principles - guidelines for designing motion-efficient work procedures • Analysis of therbligs )เทอรบลก ) - 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 • Therbligs 36

Developing Work Methods 1. Eliminate unnecessary motions 2. Combine activities 3. Reduce fatigue 4. Improve the arrangement of the workplace 5. Improve the design of tools and equipment 37

Therbligs • Therbligs: Basic elemental motions that make up a job. – Search – Select – Grasp – Hold – Transport load – Release load 38

Current New SIMO CHART Title: Diff Operation Transportation Storage Dept. : Delay Inspection Analyst: Distance or Time left hand Symbols Right hand 39

Working Conditions 40

Working Conditions (cont’d) Noise & Vibration Work Breaks Safety Causes of Accidents 41

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 42