Work Design Taylor

7/28/2019 Work Design Taylor

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Work Design &Measurement

Engineering 3020

David Bowen

CSU East Bay


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WELCOME!

Agenda

Introductions & Announcements

Course goals and emphasis

Course Requirements and Syllabus

Overview

Historical perspective: The Beginning of I.E.


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Announcements

Office Hours / Location

Contact Information

Other?


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What are the goals for Work

Design and Measurement? We want to design new work systems that

are efficient

We want to improve existing work systemsthrough redesign

To accomplish this, we need to measure,

analyze and improve how work is done

The following film clip shows an early

attempt at work design


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Emphasis

In this course, we will emphasize the

consideration of people, tools, workspace,

processes and methods Consideration of materials, facility layout

and ergonomics are equally important, but

for the most part will be covered in-depth inother courses


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Syllabus

Texts

Grading

Topics

Questions


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Course Description:

Principles of work simplification and motion analysis.

Recording of work flow and methods. Work measurement

and standards, time study, synthetic data, predetermined

time systems, and work sampling. Allowances andperformance rating, productivity measures. Work design

improvement. Prereq: ENGR 2070.


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Course Objectives and Content

Students will learn how to record work flow and methods,

and how to apply work measurement and standards, time

study, synthetic data, predetermined time systems, and

work sampling to design and improve work systems

Students will understand meaning, use and application of

allowances, performance ratings, learning curves, incentive

systems and work design improvement

Students will understand implications and strategies forworker acceptance of work design process and results


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Schedule (Tentative)

Week Topics Readings Labs

0 Introduction - Historical Perspective/FWTaylorCh1, Principles of Scientific

Managementnone

1 Computer Assembly Part 1 Ch 2 and Ch 3 Part 2

2 Problem Solving Tools & Operations Analysis Ch 2 and Ch 3Quality Assessment /Flow

Process Chart

3 Time Study Ch 9 Quick Oil Change

4 Performance Rating and Allowances Ch 10 & Ch 11 Performance Rating

5 Exam -- Consultant Simulation

6 Learning Curve Ch 18 Learning Curve

7 Standards and Predetermined Time Systems Ch 12, Ch 13 and Ch 14 Plane Manufacturing

8 Studies & Incentive Systems Ch 14 and Ch 17 Work Sampling

9 Field Study (1) -- Field Study (2)

10 Assembly (1) (Two Labs) Assembly (2)


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Grading

35% - Labs & Exercises

25% - Midterm 40% - Final

Texts

The Principles of Scientific Management, F.W. Taylor; http://www.marxists.org/reference/subject/economics/taylor/principles

/index.htm

Methods, Standards and Work Design, Niebel and Freivalds


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Frederick Winslow Taylor

Most people credit the beginning of the

field of industrial engineering with the

publishing of F.W. Taylor's The Principlesof Scientific Management in 1911.


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What do you know or have you

heard about Taylor?


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F.W. Taylor Life and Times

Taylor born 1856, d. 1915,

Quaker parents, wealthy land owners

Father lawyer-poet, mother from whaling

abolitionist family

Taylor's bad eyes lead from law to

engineering

Grew up (and participated in) a golden age

of science and engineering


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F.W. Taylor Life and Times

Held over 100 patents

Most Notable--discoverer of high speed steel

(with Maunsel White)

$150-200k investment, the equivalent of over 15

million current dollars

also steam hammer, tool grinding machine,

boring/turning mill, improved chuck, tool

feeding mechanism, tennis racket, net postsand golf putter

numerous innovations not patented

Taylor Equation


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Taylors tool life model

Fredrick Taylor1907 (ASME)

VTn = C (.08


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The Principles of Scientific

Management Written by Fredrick Winslow Taylor

Originally published at Taylors own

expense


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Fundamentals of Scientific

Management The principal object of management should

be to secure the maximum prosperity for the

employer coupled with the maximumprosperity for each employee

It should be perfectly clear thatthe

greatest prosperity can exist only as the resultof the greatest possible productivity of the

men and machines of the establishment


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The Facts of Life

Sports - Strains every nerve to secure

victory. Failure to do so breeds contempt,

labels individual as a quitter Work - Soldiering deliberately plans to do

as little work as he safely can. If he did

more, he would be abused by his fellowworkers, more so than being a quitter


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Impact of Elimination of

Soldiering Doubling of output

Reduction of poverty and alleviating

suffering


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Causes of Soldiering

Belief that a material increase in the output

of each man or each machine in the trade

would result in the end in throwing a largenumber of men out of work (shoe example)

Defective systems of management

requiring soldiering to protect his own bestinterests (lazy co-worker example)

Inefficient rule-of-thumb methods


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The Four Principles of Scientific

Management

1) Development of a true science


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The 2nd Principle

2) Scientific selection of the worker


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The 3rd Principle

3) His (workers) scientific education and

development


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The 4th Principle

4) Intimate and friendly cooperation between

management and the men (This constitutes

a mental revolution)


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Examples

Pig iron loading

(http://www.archive.org/details/OriginalFilm_2) minute 4:30

Coal shoveling

Ball bearing inspection
http://www.archive.org/details/OriginalFilm_2http://www.archive.org/details/OriginalFilm_2


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Accomplishments

12.5->47.5 tons

35 do the work of 120, accuracy 2/3 better

workers, management get more

consumers get price reduction

$1.15->1.85 per day


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Discussion

We have heard some of the benefits and

accomplishments of Scientific Management

Are there drawbacks or other negativeaspects to Scientific Management? What are

they?


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Criticisms of S.M.

Divides job into meaningless and

dehumanizing work units


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Response

Adam Smith 1776

Babbage 1835

Division of Labor increases


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Adam Smith 1723-1790

Division of Labor increases

output by

-increasing dexterity

-saving time previously lost inpassing from one species of

work to another

-inventions of machines

allowing one man to do thework of many

The invisible hand - People

acting in their own self-interestends up being an efficient

system, accomplishing a

societally beneficial

distribution of goods.


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Charles Babbage

1791-1871

By dividing work into

different processes requiring

different degrees of skill, theprecise quantity of each

skill can be purchased.

Without this division, the

skilled person must possesssufficient skill to perform

the most difficult and

strength to perform the most

laborious of the operations

into which the art is

divided.


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Criticisms of S.M. (cont.)

Worker bonus not commensurate with

increase in productivity.


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Response

Increases to

develop science,

benefit management/owner, and

consumer

Belief that workers who got too much too

quick would work irregularly and become

'shiftless, extravagant and dissipated


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Criticisms of S.M. (cont.)

Worker turned into automaton - no

individuality allowed


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Response

Surgeon example (strike @ Water town

arsenal - national security - hearings)

Documents

Work Design Taylor