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Materi MO sesudah UTS

Materi MO sesudah UTS. Human Resources in Operations Management. Human Resources in Strategic Planning. TQM recognizes importance of employees Education & training viewed as long-term investments Employees Have broad latitude in jobs Are trained in wide range of skills

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Materi MO sesudah UTS

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  1. Materi MO sesudah UTS Human Resources in Operations Management 2000 by Prentice-Hall, Inc

  2. Human Resources in Strategic Planning • TQM recognizes importance of employees • Education & training viewed as long-term investments • Employees • Have broad latitude in jobs • Are trained in wide range of skills • Are empowered to improve quality & service 2000 by Prentice-Hall, Inc

  3. Changes in HR Management • Skilled craftspeople • Scientific management • Assembly lines • Limitations of scientific management • Behavioral influences in job design 2000 by Prentice-Hall, Inc

  4. Behavioral Influences in Job Design 1. Horizontal job enlargement 2. Vertical job enlargement 3. Responsibility for job reliability and quality 4. Job rotation 5. Communications between workers 2000 by Prentice-Hall, Inc

  5. Trends in Job Design • Job and task flexibility • Responsibility and empowerment • Increased skill and ability levels • Teamwork • Employee compensation and incentives • Technology and automation • Alternative workplaces • Temporary and part-time employees • Employee satisfaction 2000 by Prentice-Hall, Inc

  6. 1900s to 1960s 1970s to 2000s Scientific management/ assembly lines Current trends Task specialization Minimal worker skills Repetition Minimal job training Mass production Piece-rate wages Time as efficiency Minimal job responsibility Tight supervisory control Horizontal job enlargement Vertical job enlargement Extensive job training Job responsibility and empowerment Job control Training and education Job rotation Higher skill levels Team problem solving Worker interaction Employee involvement Focus on quality Evolution of Job Design Figure 17.1 2000 by Prentice-Hall, Inc

  7. TASK ANALYSIS • Description of tasks to be performed • Task sequence • Function of tasks • Frequency of tasks • Criticality of tasks • Relationship with other jobs/tasks • Performance requirements • Information requirements • Control requirements • Error possibilities • Tasks duration(s) • Equipment requirements Elements of Job Design Table 17.1 2000 by Prentice-Hall, Inc

  8. Elements of Job Design Table 17.1 2000 by Prentice-Hall, Inc

  9. Job Analysis • Study how job should be done • Tools: • Process flowchart - analyze process steps • Worker-machine chart - study time utilization • Motion study - study human motions in tasks 2000 by Prentice-Hall, Inc

  10. Operation: An activity directly contributing to the product or service. Transportation: Moving the product or service from one location to another. Inspection: Examining the product or service for completeness, irregularities, or quality. Delay: The process having to wait. Storage: Store of the product or service. Process Flowchart Symbols Figure 17.2 2000 by Prentice-Hall, Inc

  11. Date: 9/11 Job: Copying Job Analyst: Calvin Page: Process Description Process Symbols Desk operator fills out work order Work order placed in “waiting job” box Job picked up by operator and read Job carried to appropriate copy machine Operator waits for machine to vacate Operator loads paper Operator sets machine Operator performs and completes job Operator inspects job for irregularities Job filed alphabetically in completed shelves Job waits for pick up Job moved by cashier for pick up Cashier completes transaction Cashier packages job (bag, wrap, or box) Process Flowchart Figure 17.3 2000 by Prentice-Hall, Inc

  12. Motion Study • Frank & Lillian Gilbreth • Find one “best way” to do task • Divide task into therbligs • Search, select, grasp, hold • Use videotape to study motions 2000 by Prentice-Hall, Inc

  13. General Guidelines For Motion Study • Efficient Use Of Human Body • Work - simplified, rhythmic & symmetric • Hand/arm motions - coordinated and simultaneous • Employ full extent of physical capabilities • Conserve energy - use machines, minimize distances, use momentum • Tasks - simple, minimal eye contact & muscular effort, no unnecessary motions, delays or idleness 2000 by Prentice-Hall, Inc

  14. General Guidelines For Motion Study • Efficient Arrangement Of Workplace • Tools, material, equipment - designated, easily accessible location • Seating & work area - comfortable and healthy • Efficient Use Of Equipment • Equipment & mechanized tools enhance worker abilities • Use foot-operated equipment to relieve hand/arm stress • Construct & arrange equipment to fit worker use 2000 by Prentice-Hall, Inc

  15. Work Measurement • Estimate standard time required to perform a task • Methods of performing work measurement • Stopwatch time study • Elemental standard time files • Predetermined motion times • Work sampling 2000 by Prentice-Hall, Inc

  16. 5. Compute the average time (t ) Stopwatch Time Study Basic Steps 1. Establish the standard job method 2. Break down the job into elements 3. Study the job 4. Rate the worker’s performance (RF) 2000 by Prentice-Hall, Inc

  17. Normal Time = (Elemental average) x (rating factor) Nt = (t )(RF) Normal Cycle Time = NT = Nt Standard Time = (normal cycle time) x (1 + allowance factor) ST = (NT)(1 + AF) Stopwatch Time Study Basic Steps 6. Compute the normal time 7. Compute the standard time 2000 by Prentice-Hall, Inc

  18. 60 min 0.445 min/sandwich = 134.8 or 135 sandwiches Average wage rate = (135)(0.04) = $5.40 60 min 0.415 min/sandwich = 144.6 or 145 sandwiches Average wage rate = (145)(0.04) = $5.80 Incentive Piece-Rate System Piece-rate is $0.04 per sandwich What would average worker earn per hour? Adjusted for the allowance factor– 2000 by Prentice-Hall, Inc Example 17.4

  19. S(xi- x)2 n - 1 where 2 zs eT n = z = the number of standard deviations from the mean in a normal distribution reflecting a level of statistical confidence s = = sample standard deviation from the sample time study T = the average job cycle time from the sample time study e = the degree of error from the true mean of the distribution Number of Cycles To determine the sample size: 2000 by Prentice-Hall, Inc

  20. 2 zs eT n = = = 10.61, or 11 2 (1.96)(0.03) (0.05)(0.361) Number of Cycles Average cycle time = 0.361 Computed standard deviation = 0.03 Company wants to be 95% confident that computed time is within 5% of true average time 2000 by Prentice-Hall, Inc Example 17.5

  21. Elemental Times • Predetermined Motion Times • Used for micromotions • Divide tasks into micromotions • Grasp, reach, move, etc. • Time Measurement Units (TMU) • 0.0006 minutes, 100,000 per hour 2000 by Prentice-Hall, Inc

  22. 2 z e n = p(1 - p) where n = the sample size (number of sample observations) z = the number of standard deviations from the mean for the desired level of confidence e = the degree of allowable error in the sample estimate p = the proportion of time spent on a work activity estimated prior to calculating the work sample Work Sampling - Basic Steps Define the job activities Determine number of observations 2000 by Prentice-Hall, Inc

  23. Work Sampling - Basic Steps Determine length of sampling period Conduct work sampling study, record observations Periodically recompute number of observations 2000 by Prentice-Hall, Inc

  24. 2 2 2 2 z e z e n = p(1 - p) = (0.3)(0.7) = 2016.84 or 2017 n= p(1 - p) = (0.38)(0.62) = 2263 1.96 0.02 1.96 0.02 Work Sampling Study What percent of time is spent looking up information? Current estimate is p = 30% Estimate within +/- 2%, with 95% confidence After 280 observations, p = 38% 2000 by Prentice-Hall, Inc Example 17.6

  25. Learning Curves • Processing time decreases with worker learning (experience) • Time per unit decreases by constant percentage each time output doubles • Use to plan labor, budget & scheduling requirements 2000 by Prentice-Hall, Inc

  26. Processing time per unit Units produced Learning Curves Figure 17.6 2000 by Prentice-Hall, Inc

  27. Time required for the nth unit = tn= t1nb where tn = time required for nth unit produced t1 = time required for first unit produced n = cumulative number of units produced b = ln r/ln 2, where r is the learning curve percentage (decimal coefficient) Learning Curves 2000 by Prentice-Hall, Inc

  28. Learning Curve Effect Contract to produce 36 computers. t1 = 18 hours, learning rate = 80% What is time for 9th, 18th, 36th units? t9 = (18)(9)ln(0.8)/ln 2 = (18)(9)-0.322 = (18)/(9)0.322 = (18)(0.493) = 8.874hrs t18 = (18)(18)ln(0.8)/ln 2 = (18)(0.394) = 7.092hrs t36 = (18)(36)ln(0.8)/ln 2 = (18)(0.315) = 5.674hrs Example 17.7 2000 by Prentice-Hall, Inc

  29. Processing time per unit End of improvement Standard time Units produced Learning Curve for Mass Production Job Figure 17.7 2000 by Prentice-Hall, Inc

  30. More on Learning Curves • Not effective for mass production jobs • Product modifications negate effects • Improvement can derive from sources besides learning • Industry-derived learning curve rates may be inappropriate 2000 by Prentice-Hall, Inc

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