Chapter 7 Design of Work Systems

1. Chapter 7Design of Work Systems Managing labor and designing jobs so people are effectively and efficiently utilized Saba Bahouth – UCO

2. Job Design • Job designinvolves specifying the content and methods of jobs • What will be done • How will it be done • Who will do it • Where will the job be done Ergonomics: Incorporation of human factors in the design of the workplace Saba Bahouth – UCO

3. Job Specialization Breaking jobs into small parts and assigning specialists to them. First noted by Adam Smith (1776). Saba Bahouth – UCO

4. Work Methods & Ergonomics Continuation of Specialization: Foundation laid by Frederick Taylor Match employees to task Developwork methods Establish work standards Worker performance depends on: Motivation Ability Work environment Ergonomics: Also called ‘human factors’ Involves human-machine interface (Mouse, Keyboard) Saba Bahouth – UCO

5. Behavioral Approaches to Job Design • Job Enlargement • Job Enrichment • Job Rotation • Employee Empowerment Saba Bahouth – UCO

6. Self-Directed Teams • Empowered individuals working for a common goal • May be organized for short or long-term objectives • Reasons for effectiveness: • Provide employee empowerment • Meet psychological needs (e.g., belonging) • Greater work satisfaction • Typically higher quality Saba Bahouth – UCO

7. Motivation and Money Taylor’s scientific management (1911) - Workers are motivated mainly by money - Suggested piece-rate system Maslow’s theory (1943) People are motivated by hierarchy of needs, including money Self-Actualization Use of abilities, Self-fulfillment Ego Self Respect Social Group Interaction, Job Status Safety Physical Safety, Job Security Physiology Food, Shelter Saba Bahouth – UCO

8. Analyzing the Job Flow process chart Focuses on movements of the operator or flow of materials. Worker-machine chart Focuses on idle and busy time for machines and operators. Motion study The systematic study of human motions while performing an operation. Saba Bahouth – UCO

9. Flow Process Chart Saba Bahouth – UCO

10. Activity Chart (Two Persons) and (Person-Machine) Saba Bahouth – UCO

11. Operations Chart (Left Hand/Right Hand) and (Simo Chart) Saba Bahouth – UCO

12. Basic Principles for Motion Study Saba Bahouth – UCO

13. A Therblig TMU Saba Bahouth – UCO

14. Working Conditions Temperature and humidity Ventilation Illumination Color Noise and vibration Work breaks Safety Accident rate (Freq.& Severity)

15. Impact of Breaks

16. The Visual Workplace Uses low-cost visual devices to share information quickly and accurately. System should focus on improvement, not merely monitoring. Provides real-time information. Can provide both production and financial data. Saba Bahouth – UCO

17. Saba Bahouth – UCO

18. Work Measurement - Labor Standards Standard time: The amount of time it should take a qualified worker to complete a specific task, working at a sustainable rate, using given methods, tools and equipment, raw materials, and workplace arrangement. • Costing labor content of products • Bidding • Planning staffing needs • Estimating expected production • Basing wage-incentive plans • Determining employee efficiency Repairing a dent in a car Saba Bahouth – UCO

19. Time MeasurementSources of Labor Standards 1. Time studies (Stopwatch) 2. Predetermined Time Standards (Methods Time Measurement Association - MTM) 3. Historical experience OR Standard Elemental Times 4. Work sampling Saba Bahouth – UCO

20. 1. Time Studies (Stopwatch) Labor standards are based on observing worker doing task Observe only a sample of work Use average time & pace to set standard Disadvantages Requires a trained & experienced analyst Standard cannot be set before task is performed Observed time = Total Time / Number of observations Normal Time = Observed Time x Performance Rating Factor Standard Time = Normal Time x (1 + Allowance Factor) Standard Time = Normal Time / (1 - Allowance Factor) [based on % of day] Saba Bahouth – UCO

21. 1a. Time Studies (Stopwatch)Sample Size z = z value for the desired confidence level s = standard deviation of the initial (trial) sample h = acceptable percentage error in measurement = mean of the initial (trial) sample Therefore is the absolute acceptable error Saba Bahouth – UCO

22. 2. Predetermined Time Standards Determined from times in published tables and data bases. Most common: Method Time Measurement (MTM) Association Thirbligs (Frank and Lillian) – MTM – TMU 1 TMU (Time Measurement Unit) = 0.00001 hr. = 0.0006 minute Procedure: Divide manual work into basic elements. Look up basic element times in table. Sum. Saba Bahouth – UCO

23. 2a. Sample MTM Table for: GET and PLACE TMU Saba Bahouth – UCO

24. 3. Historical Experience ORStandard Elemental Times • Relatively easy, convenient, and inexpensive • From existing company files • Unknown accuracy • Need updating for time and productivity • Valuable for firms with no other sources of information • Companies protect this information very carefully Saba Bahouth – UCO

25. 4. Work Sampling Labor standard is set using output and % of time a worker spends on tasks. Involves observing worker at random times over a long period. Advantages Less expensive than time studies Observer requires little training Does not require timing and continuous observation Disadvantages Ineffective with short cycles Saba Bahouth – UCO