NFSC 350 Productivity and Work Simplification

1. NFSC 350Productivity and Work Simplification Nancy Brenowitz, MS, RD

2. Productivity A measure or level of output of goods produced or services rendered in relation to input in terms of time, money spent or other resources used Goal is increased production with less human effort Improved through simplification of tasks and techniques designed to decrease worker fatigue Compensate for increased costs in other areas such as food, equipment, etc Meals per worked hour, meals per paid hour, meal equivalents per paid hour, transactions per worked hour, transactions per paid hour

3. Quality of Work Life (QWL) Term used to describe values that relate to the quality of human experiences in the workplace Content of job Safety, health Design of equipment Work environment Work hours Work methods

4. Quality of Work Life (QWL) Often low in foodservice People who are happy with their work tend to be more productive Make work environment more pleasant Reduce fatigue Number of hours worked per day Length of time spent walking, wasting motion Time on feet Breaks

5. The QWL Approach Improving quality of work life factors to improve productivity Time off, worker involvement in decision making,

6. Work Design To increase productivity and employee satisfaction Improve content of the job Provide a safe and healthy work environment Design a staff of fit people in an optimum work environment Design effective and efficient work methods

7. Safety and Health Accidents and job-related illness are costly in terms of productivity OSHA

8. Ergonomics Adapting tasks, equipment and working environment to the sensory, perceptual, mental and physical attributes of the human worker

9. Equipment Design Equipments use should require a minimum of effort Only essential information provided Controls should be easily identified Provide maximum productivity while utilizing the worker�s physical and mental attributes most effectively

10. Work Environment Eliminate worker fatigue Hours of work Number, length and location of rest periods The work itself Lighting, heating, ventilation, noise

11. Layout and Design of Facility Placement of equipment Organized in relation to the flow of goods through the facility

12. Work Methods To design effective and efficient work methods must first study existing work methods Standards of time, quantity, quality and cost must be set Behavioral objectives

13. Work Simplification The development of techniques for increasing production per unit time, consequently reducing the unit cost The analysis of a specific job, restructuring that job to eliminate unnecessary movements Foodservice worker productivity can be increased by as much as 20-50%

14. Motion Economy Motion Economy Both hands should do useful work at the same time, starting and stopping together Hands should be freed of any work that could be done by another part of the body Arm motions should be simultaneous and in opposite and symmetrical directions Use the fewest, shortest, simplest motion Eliminate body motion that is unproductive

15. Motion Economy Motion Economy Eliminate unnecessary walking, reaching, stretching and bending Use the available equipment that is best for the job Food, utensils and equipment should be located close to the point of use Arrange work, tools and materials in sequence of use Combine operations and eliminate all unnecessary parts of the job Standardize procedures

16. Foodservice Tasks that Can Be Streamlined Storage of floor mixer attachments near mixer; proper efficient storage of all equipment Install water outlets above range and SJK so utensils can be filled at point of use To serve food on plate at counter: pick up plate with left hand, bring to center position, while right hand grasps serving utensils, dips food, and carries it to the plate, both operations ending simultaneously

17. Work Simplification Check List Can this element be eliminated? Can this element be combined with another element? Can the sequence of elements be changed to advantage? Can this element be simplified? Can the distance be reduced? Are tools and materials found at essentially the same location every time?

18. Work Simplification Check List Are materials located in containers from which it is easy to isolate or grasp a part? Can sliding be used instead of carrying? Can two or more tools be combined? Are handles, hand wheels, knobs and levers properly designed for maximum speed and ease of operation? Can the basic operation be improved by: change of sequence, combining, simplifying or eliminating

19. Performance Improvement Program Select the job to be improved Breakdown the job in detail Challenge every detail What is done?, Why?, Who is doing it?, When is it being done?, Where is it being done? Develop a better method Put the new method into effect

20. Performance Improvement Studies Work Sampling Pathway Chart or Flow Diagram Operation Charts Process Charts

21. Work Sampling Based on the laws of probability that random samples reflect the same pattern of distribution as a large group Less costly and time consuming To measure the activities and delays of people or machines and determine the percentage of time they are working or idle

22. Work Sampling Shorter and intermittent observations are less tiring to both worker and observer Several workers can be observed simultaneiously Interruptions do not affect the results Tabulations can be made quickly

23. Pathway Chart or Flow Diagram Scale drawing of an area on which the path of a worker or movement of material during a given process can be indicated and measured No breakdown of time or details of the operation Multiply total length of lines drawn from one point to another and multiply by scale of the drawing

24. Operation Chart To record, in sequence, the elemental movements of the hands of a worker at a given station Analysis of chart gives a basis for reducing transportation to the lowest degree possible

25. Process Chart To record and analyze the breakdown of a job Graphically presents the separate steps or events by the use of symbols for a given process so that the entire picture of the job can be condensed Can present product analysis or person analysis

26. Process Chart

27. Applications of Performance Improvement Eliminate unnecessary operations, delays and moves Combine operations Change sequence of operations Reorganize equipment Improvements in design of equipment Reduction in movement of materials and equipment Use of different products

28. Total Quality Management A management strategy designed to improve the organization�s quality of products and services continuously over time Promotes positive changes in the structure and culture of the organization to allow for employee participation in decision-making and task shaping Means for assessment of the level quality improvement and whether quality standards are being met