Chapter 7 Classroom Ppt

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7-1 Design of Work Systems

William J. Stevenson

Operations Management

8thedition


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CHAPTER

7

Design ofWork Systems

McGraw-Hill/Irwin

Operations Management, Eighth Edition, by William J. StevensonCopyright 2005 by The McGraw-Hill Companies, Inc. All rights reserved.


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Job design involves specifying the contentand methods of job

What will be done

Who will do the job How the job will bob will be done

Where the job will be done

Ergonomics

Job Design


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Design of Work Systems

Specialization Behavioral Approaches to Job Design

Teams

Methods Analysis

Motions Study

Working conditions


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Job Design Success

Successful Job Design must be: Carried out by experienced personnel with

the necessary training and background

Consistent with the goals of theorganization

In written form

Understood and agreed to by both

management and employees


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Specialization in Business: Advantages

For Management:

1. Simplifies training

2. High productivity

3. Low wage costs

For Labor:

1.Low education and

skill requirements

2.Minimumresponsibilities

3.

Little mental effortneeded

Table 7.1


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Disadvantages

ForManagement:

1. Difficult to motivate

quality

2. Worker dissatisfaction,

possibly resulting in

absenteeism, high

turnover, disruptive

tactics, poor attention

to quality

ForLabor:

1. Monotonous work

2. Limited opportunities

for advancement

3. Little control over work

4. Little opportunity for

self-fulfillment

Table 7.1

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Behavioral Approaches to Job Design

Job Enlargement Giving a worker a larger portion of the total

task by horizontal loading

Job Rotation Workers periodically exchange jobs

Job Enrichment

Increasing responsibility for planning andcoordination tasks, by vertical loading

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Motivation and Trust

Motivation Influences quality and productivity

Contributes to work environment

Trust Influences productivity and employee-

management relations

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Teams

Benefits of teams Higher quality

Higher productivity

Greater worker satisfaction Self-directed teams

Groups of empowered to make certain

changes in their work process

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Methods Analysis

Methods analysis Analyzing how a job gets done

Begins with overall analysis

Moves to specific details

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Methods Analysis

Changes in tools and equipment

Changes in product design

or new products

Changes in materials or procedures

Other factors (e.g. accidents, quality

problems)

The need for methods analysis can comefrom a number of different sources:

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Methods Analysis Procedure

1. Identify the operation to be studied2. Get employee input

3. Study and document current method

4. Analyze the job

5. Propose new methods

6. Install new methods

7. Follow-up to ensure improvements

have been achieved

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Analyzing the Job

Flow process chart Chart used to examine the overall sequence

of an operation by focusing on movements

of the operator or flow of materials Worker-machine chart

Chart used to determine portions of a work

cycle during which an operator and

equipment are busy or idle



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FLOW PROCESS CHARTJob Requisition of petty cash

Details of Method

ANALYSTD. Kolb PAGE1 of 2

Requisition made by department head

Put in pick-up basket

To accounting departmentAccount and signature verified

Amount approved by treasurer

Amount counted by cashier

Amount recorded by bookkeeper

Petty cash sealed in envelopePetty cash carried to department

Petty cash checked against requisition

Receipt signed

Petty cash stored in safety box

Figure 7-2



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Motion Study

Motion studyis the systematicstudy of the human motions used

to perform an operation.



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Motion Study Techniques

Motion study principles - guidelines fordesigning motion-efficient work procedures

Analysis of therbligs - basic elemental

motions into which a job can be brokendown

Micromotion study - use of motion pictures

and slow motion to study motions thatotherwise would be too rapid to analyze

Charts



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1. Eliminate unnecessary motions2. Combine activities

3. Reduce fatigue

4. Improve the arrangement of the workplace

5. Improve the design of tools and equipment

Developing Work Methods



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Working Conditions

Temperature &Humidity Ventilation

Illumination Color



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Working Conditions (contd)

Noise & Vibration

Causes of AccidentsSafety

Work Breaks



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Work Measurement

Standard time

Stopwatch time study

Historical times

Predetermined data

Work Sampling


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Form of Incentive Plan

Accurate Easy to apply

Consistent

Easy to understand

Fair



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Compensation

Individual Incentive Plans

Group Incentive Plans

Knowledge-Based Pay System

Management Compensation



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g f y

Gortrac Manufacturing

GTE5

Process improvement/examples/ teams



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g f y

Gortrac Manufacturing

GTE2

Teams/improvement

Documents

Chapter 7 Classroom Ppt