1 / 49

PRODUCTION AND OPERATIONS MANAGEMENT

PRODUCTION AND OPERATIONS MANAGEMENT. Ch. 11: Human Resources and Job Design. Learning Objectives. Define job design Describe job design components Explain motivation theories & studies Define work measurement Describe work measurement techniques Calculate standard time.

stanislav
Download Presentation

PRODUCTION AND OPERATIONS MANAGEMENT

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. PRODUCTION AND OPERATIONS MANAGEMENT Ch. 11: Human Resources and Job Design POM - J. Galván

  2. Learning Objectives • Define job design • Describe job design components • Explain motivation theories & studies • Define work measurement • Describe work measurement techniques • Calculate standard time POM - J. Galván

  3. Objective of Human Resource Strategy • To manage labor and design jobs so people are effectively and efficiently utilized POM - J. Galván

  4. Use people efficiently within constraints People and Work System Goals Provide reasonable quality of work life © 1995 Corel Corp. POM - J. Galván

  5. Job Design Labor Standards People and Work System Aspects POM - J. Galván

  6. Product strategy Process strategy Location strategy Layout strategy Schedules Individual differences People and Work System Constraints People & Work Design © 1995 Corel Corp. POM - J. Galván

  7. Follow demand exactly keeps direct labor costs tied closely to production incurs costs of hiring/firing unemployment insurance labor wage premium Hold employment constant maintains a trained workforce incurs costs of idle time when demand is low meeting increased demand when demand is high Labor Planning/Stability Policies POM - J. Galván

  8. Work Schedules • Standard work schedule • five eight-hour days • Flex-time • allows employees, within prescribed limits, to determine their own schedules • Flexible work week • four 10-hour days • Part-time • less than eight hours per day, or an irregular schedule POM - J. Galván

  9. Job Classifications and Work Rules • Specify • who can do what • when they can do it • under what conditions they can do it • Often result of union pressure • Restricts flexibility in assignments; consequently restricts efficiency of production POM - J. Galván

  10. Job Design • Specifying the tasks that make up a job for an individual or group • Involves determining • What is to be done (i.e., responses) • How it is to be done (i.e., tools etc.) • Why it is to be done (i.e., purpose) • Results in job description • Shows nature of job in task-related behaviors POM - J. Galván

  11. Components of Job Design • Job specialization • Job expansion • Psychological components • Self-directed teams • Motivation and incentive systems • Ergonomics and work methods POM - J. Galván

  12. Labor Specialization • Involves • Breaking jobs into small component parts • Assigning specialists to do each part • First noted by Adam Smith (1876) • Observed how workers in pin factory divided tasks into smaller components • Found in manufacturing & service industries POM - J. Galván

  13. Labor Specialization Often Reduces Cost • Greater dexterity & faster learning • Less lost time changing jobs or tools • Use more specialized tools • Pay only for needed skills POM - J. Galván

  14. Job Expansion • Process of adding more variety to jobs • Intended to reduce boredom associated with labor specialization • Methods • Job enlargement • Job enrichment • Job rotation • Employee empowerment POM - J. Galván

  15. Enriched Job Planning Enlarged Job Task #2 Task #3 Control Job Expansion/Enrichment PresentJob POM - J. Galván

  16. Job Expansion Constraints • Higher capital cost • Workers’ preferences • Example: Some people prefer simple jobs • Higher wages required • Smaller labor pool • Increased accident rates • Lack of technology POM - J. Galván

  17. Pediatrics Maternity © 1995 Corel Corp. © 1995 Corel Corp. Geriatrics © 1995 Corel Corp. Job Rotation POM - J. Galván

  18. Decision-Making Control Planning Employee Empowerment Employee Empowerment POM - J. Galván

  19. Job Design Continuum Self-directed Teams Increasing reliance on employees contribution and increasing acceptance of responsibility by employee Empowerment Enrichment Enlargement Specialization POM - J. Galván

  20. Limitations to Job Enlargement/Job Enrichment • Higher capital cost • Many individuals prefer simple jobs • Higher wages are required since the worker must utilize a higher level of skill • A smaller labor pool exists of persons able and willing to perform enriched or enlarged jobs • Increased accident rates may occur • Current technology in some industries does not lend itself to job enlargement and enrichment POM - J. Galván

  21. Psychological Components of Job Design • Individuals have values, attitudes, and emotions that affect job results • Example: Work is a social experience that affects belonging needs • Effective worker behavior comes mostly from within the individual • Scientific management argued for external financial rewards • First examined in ‘Hawthorne studies’ POM - J. Galván

  22. Core Job Characteristics • Skill variety • Job identify • Job significance • Autonomy • Feedback POM - J. Galván

  23. Motivation • Worker performance dependson • Motivation • Ability • Workenvironment • Motivationisthe set of forcesthatcompelbehavior • Money mayserve as a psychological & financialmotivator POM - J. Galván

  24. 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, which includes money • Herzberg (1959) • Money either dissatisfies or is neutral in its effect POM - J. Galván

  25. Monetary Incentives • Bonuses: Cash & stock options • Profit sharing: Distribution of profits • Gain sharing: Reward for company performance (e.g., cost reduction) • Scanlon plan is most popular (cost reduction.) • Incentive systems • Measured daywork: Pay based on std. time • Piece rate: Pay based on pieces done POM - J. Galván

  26. Maslow’s Hierarchy of Needs Self-Actualization Use of abilities Self-fulfillment Ego Self Respect Social Group Interaction Job Status Safety Physical Safety Job Security Physiology Food Shelter POM - J. Galván

  27. Herzberg’s Motivation/Hygiene Factors Job Dissatisfiers (Hygiene) Job Satisfiers (Motivators) • Company policies and administration • Supervision - technical • Working conditions • Interpersonal relations - supervision • Status • Job security • Salary • Achievement • Recognition • Advancement • Work itself • Responsibility • Personal growth POM - J. Galván

  28. Psychological States Personal & Work Outcomes Job Characteristics Core Job Characteristics • Motivation • Satisfaction • Job performance • Absenteeism & turnover Hackman & Oldham (1980) POM - J. Galván

  29. Self-Directed Teams • Group of empowered individuals working together for a common goal • May be organized for short-term or long-term objectives • Reasons for effectiveness • Provide employee empowerment • Provide core job characteristics • Meet psychological needs (e.g., belonging) POM - J. Galván

  30. Ergonomics and Work Methods • Worker performance depends on • Motivation • Ability • Work environment • Foundation laid by Frederick Taylor • Match employees to task • Developwork methods • Establish work standards POM - J. Galván

  31. Ergonomics • Study of work • Also called ‘human factors’ • Involves human-machine interface • Examples • Mouse • Keyboard POM - J. Galván

  32. Methods Analysis • Focuses on how task is performed • Used to analyze • Movement of body, people, or material • Activities of people & machines • Tools • Process chart • Flow diagram • Activity chart • Operations chart (right-hand, left-hand) POM - J. Galván

  33. Þ ¡ o D Ñ Þ ¡ o D Ñ Þ ¡ o D Ñ Þ ¡ o D Ñ Process Chart ¡ = operation; Þ = transport; o = inspect; D = delay; Ñ = storage SUBJECT: Request tool purchase Dist (ft) Time (min) Symbol Description Write order On desk 75 To buyer Examine POM - J. Galván

  34. Flow Diagram Buyer 75 ft. You POM - J. Galván

  35. Activity Chart Subject: Semi-Auto Machine Present Time Operator Machine Load machine Being loaded 1 2 3 Run Idle 4 5 Unload Being Unloaded 6 POM - J. Galván

  36. Þ ¡ o D Ñ Þ ¡ o D Ñ Þ ¡ o D Ñ Þ ¡ o D Ñ Þ ¡ o D Ñ Þ ¡ o D Ñ Þ ¡ o D Ñ Þ ¡ o D Ñ Operations Chart (Left Hand/Right Hand ¡ = operation; Þ = transport; o = inspect; D = delay; Ñ = storage Left Hand Right Hand Present Method Symbol Symbol Present Method 1 Reach for bolt Idle 2 Grasp bolt Idle 3 Hold bolt Reach for washer 4 Hold bolt Assemble POM - J. Galván

  37. The Visual Workplace • Uses low-cost visual devices to share information quickly and accurately. • Displays and graphs replace paper • Provides real-time information • System should focus on improvement, not merely monitoring • Can provide both production and financial data POM - J. Galván

  38. What is Work Measurement? • Determining the amount of worker time required to generate one unit of output • Provides labor standards • Target amount of time required to perform a job under normal working conditions POM - J. Galván

  39. Uses of Labor Standards • Costing labor content of products • Planning staffing needs • Cost & time estimates for bids • Planning production • Wage-incentive plans • Employee efficiency POM - J. Galván

  40. Sources of Labor Standards • Historical experience • Time studies • Predetermined time standards (MTM) • Work sampling POM - J. Galván

  41. Labor Standards - Historical Experience • Labor standards are based on how many labor-hours were needed in past • Least preferred method • Advantages • Easy and inexpensive to obtain standard • Disadvantages • Unknown accuracy due to unusual occurrences, unknown pace etc. POM - J. Galván

  42. Time Studies • Labor standards are based on observing worker doing task • Observe only a sample of work • Use average time & pace to set standard • Disadvantages • Require a trained & experienced analyst • Standard cannot be setbefore task is performed POM - J. Galván

  43. Time Study Steps • Define task to be studied • Break task into elements • Determine number of cycles • Time each element • Determine pace (rating factor) • Compute labor standard POM - J. Galván

  44. Time Study Equations Nonwork time = Allowance factor Total time N (Element times) Avg. element time = Number of cycles = × Normal time (Avg. element time) (Pace) Total normal time = Standard time - 1 Allowance factor Nonwork time = Personal, Fatigue, and Delay Time POM - J. Galván

  45. Predetermined Time Standards • Labor standards are set from times in published tables (e.g., MTM Table) • Procedure • Divide manual work into basic elements • Look up basic element times in table; sum • Advantages • Times established in laboratory setting • Useful for planning tasks • Widely accepted by unions POM - J. Galván

  46. Work Sampling • Labor standard is set using output & % of time worker spends on tasks • Involves observing worker at random times over a long period • Advantages • Less expensive than time studies • Observer requires little training • Disadvantages • Ineffective with short cycles POM - J. Galván

  47. Work Sampling Steps • Take preliminary sample & estimate parameter value (e.g., percentage) • Compute sample size • Prepare observation schedule • Observe & record worker’s activities • Rate worker’s performance • Record number of units produced • Compute standard time per unit POM - J. Galván

  48. Work Sampling Equations (%Working Rating) (Total Time) Normal Tim e = Units Produced Normal Tim e = Std Time (1 - Allowance) POM - J. Galván

  49. A Final Thought Two stonecutters were asked what they were doing. The first said, ‘I’m cutting this stone into blocks.’ The second one replied, ‘I’m on a team that’s building a cathedral.’ — Old Story Church of the Holy Family (Barcelona) © 1995 Corel Corp. POM - J. Galván

More Related