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Design of Work Systems

CHAPTER. 7. Design of Work Systems. Four Aspects of Job Design. Worker Efficiency Worker Satisfaction Worker Comfort Psychological Physical Worker Safety . Worker Safety. Management’s Responsibility Two Causes of Safety Problems Hazardous Conditions Worker Carelessness

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Design of Work Systems

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  1. CHAPTER 7 Design of Work Systems

  2. Four Aspects of Job Design • Worker Efficiency • Worker Satisfaction • Worker Comfort • Psychological • Physical • Worker Safety

  3. Worker Safety • Management’s Responsibility • Two Causes of Safety Problems • Hazardous Conditions • Worker Carelessness • The Role of OSHA

  4. Job Design • Specifying the jobs/tasks for an individual or group (usually lower levels) • Determines- What, How, and Why - of jobs • Results in job description/duties)

  5. Successful Job Design • Done by experienced personnel • Consistent with goals • In written form • Agreed to by management and employees

  6. Job Design • Past (Specialists) vs. Present (Self-Managed Teams) • Specialization • Behavioral Approaches • Methods Analysis • Motion Study • Re-engineering

  7. Job Specialization • Involves • Breaking jobs into tasks • Assigning specialists • Lower costs • Faster learning • Pay for needed skills © 1995 Corel Corp.

  8. Behavioral Approaches to Job Design • Job Enlargement • Giving a worker more of total task (horizontal expansion) • Job Rotation • Workers periodically exchange jobs • Job Enrichment • Responsibility for planning and coordination (vertical expansion)

  9. Methods Analysis/Motion Study • Work Improvement/Efficiency • Traditional, “Common Sense” Procedures • Questioning Attitude/Approach • Who?, What?, When?, Where?, Why? • Charting for Documentation/Analysis • Done before Work Measurement

  10. Methods Analysis • Changes in tools and equipment • New products/product designs • Changes in materials or processes • Other factors (e.g. accidents, quality problems) • Macro Approach-Broad Activities/Flow • The need for methods analysis:

  11. Requisition made by department head Put in “pick-up” basket To accounting department Account and signature verified Amount approved by treasurer Amount counted by cashier Amount recorded by bookkeeper Petty cash sealed in envelope Petty cash carried to department Petty cash checked against requisition Receipt signed Petty cash stored in safety box ANALYST D. Kolb PAGE 1 of 2 FLOW PROCESS CHART Job Requisition of petty cash Operation Storage Movement Inspection Delay Details of method

  12. Flow Process Chart for Axle-Stand Production Line (Methods Analysis)

  13. Activity Chart for Two-Person Oil Change Crew (Methods Analysis)

  14. Motion Study • Motion study - systematic study of human motions used to perform operations • Micro approach, one worker in workstation .

  15. Motion Study Techniques • Motion study principles - guidelines for motion-efficient work • Analysis of therbligs - breaking job into elemental motions • Micromotion study - use of motion pictures and slow motion to study minute motions • Charts • Done before work measurement

  16.                                D D D D D D D D Operations Chart or Left-Hand/ Right-Hand Chart (Motion Study)  = operation;  = transport;  = inspect; D = delay;  = 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

  17. What is Re-Engineering? • the fundamental rethinking and radical redesign of business processes to achieve dramatic improvement in critical, contemporary measures of performance, such as cost, quality, service and speed. • Michael S. Hammer and James Champy

  18. Re-Engineering Basics • Fundamental Rethinking • Customer View • What Should Be, not What Is • Radical Redesign • A Clean Sheet of Paper • Obliterate the Present • Create the Ideal

  19. Re-Engineering Basics • Dramatic Improvement • Quantum Leaps • Stretch Goals • Business Processes • Collection of Activities • Cross Functional • Input-Output

  20. Work Measurement Basics • Objective: • Labor Standards/Time Standards • Time per Cycle of a Job • Timing: • Comes after methods analysis/motion study • Focus: • Proper Method • Average Pace • Average Worker

  21. Work Measurement Uses • Estimating Work Force/Capacity Requirements • Costing Production Operations • Worker Performance/Wage Incentive Systems • Scheduling Production

  22. Work Measurement Techniques • Stopwatch Time Study • Compiled from Observations • Historical Experience • Rough Estimates-Tables/ Formulas • Work Sampling • Statistical Estimate-Percentage of Occurrence • Predetermined Time Standards • Commercial Systems • Standard Tasks/Movements

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