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This document discusses job design and work measurement. It covers key points like how work standards are the foundation of capacity planning and different work measurement techniques. It then discusses challenges of job design like conflicts between worker and organizational needs. The document defines job design and its objectives. It also outlines decisions involved in job design and trends in job design. It discusses sociotechnical systems approaches and different work methods. Finally, it covers production processes, work at fixed workplaces, workers interacting with equipment, and work measurement techniques like time studies.
This document discusses job design and work measurement. It covers key points like how work standards are the foundation of capacity planning and different work measurement techniques. It then discusses challenges of job design like conflicts between worker and organizational needs. The document defines job design and its objectives. It also outlines decisions involved in job design and trends in job design. It discusses sociotechnical systems approaches and different work methods. Finally, it covers production processes, work at fixed workplaces, workers interacting with equipment, and work measurement techniques like time studies.
This document discusses job design and work measurement. It covers key points like how work standards are the foundation of capacity planning and different work measurement techniques. It then discusses challenges of job design like conflicts between worker and organizational needs. The document defines job design and its objectives. It also outlines decisions involved in job design and trends in job design. It discusses sociotechnical systems approaches and different work methods. Finally, it covers production processes, work at fixed workplaces, workers interacting with equipment, and work measurement techniques like time studies.
Work standards are the foundation of capacity and production planning. Work measurement techniques, particularly flow diagrams and work sampling, are widely used in services as well as manufacturing. The selection of a work measurement approach depends on what you are going to do with the results, as well as the nature of the work. In particular, standards that affect workers wages get much attention. There are significant challenges regarding job design and work measurement, including ! "ften there is inherent conflict between the needs#goals of the workers and the organi$ation ! %niqueness of people ! &hanging nature of the work force, and the work itself What do people want from their jobs? JOB DESIGN Job design is the function of specifying the work activities of an individual or group in an organi$ational setting. The objective of job design is to develop jobs that meet the requirements of the organi$ation and its technology and that satisfy the jobholders personal and individual requirements. "perations 'anagement (age ) *ob +esign and Work 'easurement Job Design Decisions How Why When Where What Who Mental and physical characteristics of the work force Tasks to be performed Geographic locale of the organization; location of work areas Time of day; time of occurrence in the work flow Organizational rationale for the job; object i!es and mot i!ation of the worker Method of performance and moti!ation How Why When Where What Who Mental and physical characteristics of the work force Tasks to be performed Geographic locale of the organization; location of work areas Time of day; time of occurrence in the work flow Organizational rationale for the job; object i!es and mot i!ation of the worker Method of performance and moti!ation "ltimate #ob $tructure "ltimate #ob $tructure Task Vaie!" Ski## Vaie!" $eedback Task Iden!i!" Task A%!ono&" Pocess Tec'no#og" Needs Woke(Go%) Needs TRENDS IN JOB DESIGN ,uality &ontrol as part of the workers job &ross!training of workers to perform multiskilled jobs -mployee involvement and team approaches to designing and organi$ing work .Informating/ ordinary workers through telecommunication networks and computers 0e1panding the nature of their work and their ability to do it2 %se of temporary workers 3utomation of heavy manual and dangerous work "rgani$ational commitment to providing meaningful and rewarding jobs for all employees BE*AVIORA+ ,ONSIDERATIONS IN JOB DESIGN +egree of 4abor 5peciali$ation 6!edged sword *ob Enrichment 0vertically, involvement in planning#organi$ing2 7s. *ob Enlargement 0hori$ontally, doing more or more varied tasks2 SO,IOTE,*NI,A+ SYSTEMS 3djusting the needs of the production process technology to the needs of the worker and work group. Work groups can handle many production problems better than management if they were allowed to make their own decisions on scheduling, workload distribution, etc. Variety 8 balance between too much and not enough Feedback 8 let workers quickly know how they are doing Task Identity 8 clearly defined, visible, meaningful Autonomy 8 e1ercise some control over the work "perations 'anagement (age 6 *ob +esign and Work 'easurement WORK MET*ODS (rimarily accomplished through charting, with method depending on the type of work implify! (roduction (rocess 8 eliminate or combine steps, shorten or eliminate transport distances and delays Worker at a 9i1ed Workplace 8 simplify method, minimi$e motions Worker Interacting with -quipment 8 minimi$e idle time: find number or combination of machines to balance cost of worker and machine idle time Workers Interacting with "ther Workers 8 ma1imi$e coordination and productivity, minimi$e interference "perations 'anagement (age ; *ob +esign and Work 'easurement Workers Interacting with "ther Workers 3 (roduction (rocess Worker at a 9i1ed Workplace Worker Interacting with -quipment "ltimate #ob %esign %ltimate *ob +esign Workers Interacting with "ther Workers Workers Interacting with "ther Workers 3 (roduction (rocess 3 (roduction (rocess Worker at a 9i1ed Workplace Worker at a 9i1ed Workplace Worker Interacting with -quipment Worker Interacting with -quipment "ltimate #ob %esign %ltimate *ob +esign PRODU,TION PRO,ESS +evelop flow process chart Identify non!value!added steps, and try to eliminate <educe time required for value!added steps Typical symbology "peration 0adds value2 Inspection Transport +elay 5torage 5pecial symbols for paper flow "riginate a form 3dd information to a form =andling operation "perations 'anagement (age > *ob +esign and Work 'easurement WORKER AT A $I-ED WORKP+A,E (rimarily manual work 0assembly, sorting, making entries2 5implify the method, make required motions few and easy %tili$e the .principles of motion economy/, e.g. ! 3llow for a natural rhythm to develop ! 5imultaneous arm motions 0opposite and symmetrical2 ! 3rrange workplace to assist performance To find the best method 9ind the best worker and adopt that method as the standard 9rederick Taylor 3naly$e several workers, create a composite method that combines the best elements of the group 9rank and 4illian ?ilbreth 0used motion pictures2 WORKERS INTERA,TING WIT* E.UIPMENT 4ook at timing of workers activity and machine operation What is the limiting factor@ Where is the idle time@ 'inimi$e it. WORKERS INTERA,TING WIT* OT*ER WORKERS (lot activities of each individual on time scale, to determine key interactions and limiting factors "perations 'anagement (age A *ob +esign and Work 'easurement WORK MEASUREMENT 3naly$ing jobs for the purpose of setting time standards, to ! 5chedule work and allocate capacity ! 'otivate and measure work performance ! -valuate performance ! (rovide benchmarks 5topwatch Time 5tudies !Break down work into definable, measurable elements !Time elements: average collected time: combine elements to produce standard !(erformance rating 0set standard at .)CCD skill and effort/2 !3dd in allowances 0(9+ 8 personal, fatigue, delay2 -lemental 5tandard Time +ata +ata in tables from previous studies 0already leveled2: often specific to company or industry Break down job: get table value: adjust for special circumstances: sum elemental times: add (9+ (redetermined 'otion!Time +ata 5ystems 0e.g., 'T'2 5tart with basic motions 0reach, open hand, grasp2 rather than specific job elements 3pply data in tables to each motion 0already leveled2 3llows focus on methods, rather than the time required &an set standards before job is being done +erivative systems that are easier to use also e1ist 0e.g., '"5T2 Work 5ampling %se inference to make statements about work activity based on a random sample of the activity Typical applications ! <atio delay 0working vs. idle time2 ! (erformance measurement 0time vs. outputs2 ! Time standards 0standard task times2 5ample si$e based on required accuracy <equires observer to know what task the worker is doing at the observation time Work of a long cycle time may be studied with fewer observer hours "perations 'anagement (age E *ob +esign and Work 'easurement TIME STUDY $ORMU+AS 5tart with the observed performance time 0elemental time2 per unit "ormal time #"T$ F "bserved performance time per unit 1 (erformance rating "r, if the worker is observed for a period of time "T F Time worked 1 (erformance rating 0Gumber of units produced2 tandard Time #T$ F Gormal time H 03llowances 1 Gormal time2 F Gormal time 0)H 3llowances2 "r, to apply allowances to the total work period 5T F Gormal time ) ! 3llowances TIME STUDY E-AMP+E ,A+,U+ATION Iou want to determine the standard time for a job. The employee selected for the time study has produced 6C units of product in an J hour day. Iour observations made the employee nervous and you estimate that the employee worked about )C percent faster than what is a normal pace for the job. 3llowances for the job represent 6A percent of the normal time. What are the normal and standard times for this job@ Gormal Time F Time worked 1 0(erformance rating2 Gumber of units produced F 0>JC minutes#6C2 1 0).)C2 F 6> 1 ).)C F 6E.> minutes "ote that since the worker was rated at % &''() the "ormal time is greater than obser*ed 5tandard Time F Gormal Time 0)H3llowances2 F 6E.> minutes 1 ).6A F ;; minutes 3lternative calculation for 5tandard Time F 6E.> # 0)!.6A2 F ;A.6 minutes "perations 'anagement (age K *ob +esign and Work 'easurement $INAN,IA+ IN,ENTIVE P+ANS Basic compensation systems include ! 5alary ! =ourly ! (iece <ate 0based on direct daily output2 ! &ommission 0sales!based piece rate2 Individual or ?roup Incentive (lans Typically use output 0often piece rates2 and quality measures 0e.g., rework2 5ome include individual skill development as well "rgani$ationwide (lans (rofit 5haring 8 distributing percentage of company profits to workers ?ainsharing 8 measures controllable costs of units of output, rewards improvement vs. established base 0and usually involves participative management2 /ON T*E SOAPBO-0 -veryone runs into work standards at some level in their professional career. There is no escapeLso be ready. Improved measurement leads to better performance and control. (eople tend to adjust their performance based on what they are being measured against. 5tandards can be used as carrots or sticks. &arrots work better. (robably the most important question is what the standard will be used for. 'ake sure the effort put into developing the standard is commensurate with its importance. There is continual debate over the benefits of financial incentive systems. &onventional thinking favors group incentives over individual incentives. Be sure to consider, though, what you really want to reward, and what happens if someone is not pulling his#her weight. For impro*ing operations) there is no substitute for watching the people at work+ "perations 'anagement (age J *ob +esign and Work 'easurement