WK 3 - Job Design
WK 3 - Job Design
WK 3 - Job Design
Work Measurement
10
PowerPoint presentation to accompany
Heizer and Render
Operations Management, Global Edition, Eleventh Edition
Principles of Operations Management, Global Edition, Ninth Edition
© 2014
© 2014
Pearson
Pearson
Education
Education 10 - 1
Outline
► Global Company Profile:
Rusty Wallace’s NASCAR Racing Team
► Human Resource Strategy for
Competitive Advantage
► Labor Planning
► Job Design
► Ergonomics and the Work
Environment
► Methods Analysis
► The Visual Workplace
► Labor Standards
► Ethics
Schedules
Individual differences
• Time of day When Who
HUMAN • Strength and fatigue
• Time of year
RESOURCE • Information
(seasonal)
STRATEGY processing and
• Stability of
response
schedules
Enlarged job
Task #3 Present job Task #2
(Lock printed circuit (Manually insert and (Adhere labels
board into fixture for solder six resistors) to printed circuit
next operation) board)
Control
(Test circuits after
assembly)
1. Skill variety
2. Job identity
3. Job significance
4. Autonomy
5. Feedback
© 2014 Pearson Education 10 - 22
Self-Directed Teams
▶ Group of empowered individuals working
together to reach a common goal
▶ May be organized for long-term or
short-term objectives
▶ Effective because
▶ Provide employee empowerment
▶ Ensure core job characteristics
▶ Meet individual psychological needs
Empowerment
Self-direction
Enrichment
Enlargement
Specialization
Job expansion
Figure 10.4a
Table 10.4b
Welding
From
Storage bins
press
mach. Paint
shop
Mach. 3 Mach. 4
Machine 1
Mach. 2
Machine 4 Welding
Machine 3
Paint
Machine 2 shop
Machine 1
From
press Storage
mach. bins
Figure 10.6
© 2014 Pearson Education 10 - 39
Operation Chart
Figure 10.7
Figure 10.8
© 2014 Pearson Education 10 - 43
The Visual Workplace
Visual signals at the Visual kanbans reduce
machine notify inventory and foster JIT
support personnel
Reorder
Line/machine point
stoppage
Parts/
maintenance
needed
All systems go
Part A Part B Part C
Andon
Figure 10.8
© 2014 Pearson Education 10 - 44
The Visual Workplace
Figure 10.8
© 2014 Pearson Education 10 - 45
Labor Standards
▶ Effective manpower planning is
dependent on a knowledge of the labor
required
▶ Labor standards are the amount of time
required to perform a job or part of a
job
▶ Accurate labor standards help
determine labor requirements, costs,
and fair work
1. Historical experience
2. Time studies
3. Predetermined time standards
4. Work sampling
n=ç ÷
è hx ø
æ 1.96 ´1.0 ö
2
æ zs ö
2
n =ç ÷
èeø
n=
(
z 2 p 1- p )
h2
where n = required sample size
z = standard normal deviate for desired confidence level
p = estimated value of sample proportion
h = acceptable error level in percent (as a decimal)
n=
(
z 2 p 1- p )
h2
where n = required sample size
z = 2 for a 95.45% confidence level
p = estimate of idle proportion = 25% = .25
h = acceptable error of 3% = .03
(2)2 (.25)(.75)
n= 2
= 833 observations
(.03)
© 2014 Pearson Education 10 - 75
Work Sampling Example
NO. OF
OBSERVATIONS ACTIVITY
485 On the phone or meeting with a welfare client
126 Idle
62 Personal time
23 Discussions with supervisor
137 Filing, meeting, and computer data entry
833
Sales in Travel
person 20%
20%
Telephone
sales Paperwork
12% 17%
Lunch and
personal
10%
Telephone
within firm Meetings
13% and other
8%
Figure 10.10
© 2014 Pearson Education 10 - 77
Work Sampling Time Studies
Startup/exercise
Assembly-Line 3%
Employees
Breaks and lunch
10%
Dead time
between tasks
13%
Productive Unscheduled tasks
work and downtime
67% 4%
Cleanup
3%
Figure 10.10
© 2014 Pearson Education 10 - 78
Work Sampling
▶ Advantages of work sampling
▶ Less expensive than time study
▶ Observers need little training
▶ Studies can be delayed or interrupted with
little impact on results
▶ Worker has little chance to affect results
▶ Less intrusive