WORK DESIGN AND MEASUREMENT

Introduction
to Work
Design

Dr. Titis Wijayanto

01 The Code established a minimum wage for workers
Hammurabi
Code
02 Job classification
Ancient
China
03
• The scientific management movement in the late 1800s in the
Scientific US.
management ⚬ The need to plan and control the growing numbers of
movement production workers.

• The principal approaches of scientific management

• motion study to find the best method to perform a given
task
• time study to establish work standards for a job
• standards in industry
• the piece-rate system and labor incentive plans
• use of data collection, record keeping, and cost
accounting in factory operations.
04
Frederick W.
Taylor

The father of scientific management

 Taylor’s shoveling experiment
04
Frederick W.
Taylor
 Taylor’s pig iron experiment
04
Frederick W.
Taylor
04 Four principles of Taylor's scientific management

Frederick W. 1. Replace rule-of-thumb work methods

with methods based on a scientific
Taylor
study of the tasks.
2. Scientifically select, train, and
develop each worker rather than
passively leaving them to train
themselves.
3. Cooperate with the workers to
ensure that the scientifically
developed methods are being
followed.
4. Divide work nearly equally between
managers and workers
05
Frank and
Lilian The father of Motion study
Gilbreth
an
d
The first lady of
Engineering
 The Therblig's basic motion elements
05
Frank and
Lilian
Gilbreth
 The bricklaying methods
05
Frank and
Lilian
Gilbreth

Analyzed the work

elements that were
required in bricklaying
to simplify the task and
eliminate wasted
motions.
05
Frank and
Lilian
Gilbreth
06 Productivity of car making from
Henry Ford 12 h/car to 93 min/car

Introducing the assembly line in 1913

07 • Work is an activity in which a person exerts physical
The nature of and mental effort to accomplish a given task or
work perform a duty.
• The task or duty has some useful objectives.
–It may involve one or more steps in making a product or
delivering a service.
• There is usually
–a commercial value in the work activity
–the worker is compensated for performing it.
07 The Pyramidal Structure of Work

The nature of
work
Work consists of tasks.

Each task consists of several work

elements

Each work element consists

of basic motion elements.
07 The Pyramidal Structure of Work

The nature of
Task is an amount of work that is assigned to a worker
work or for which a worker responsible

Repetitive task – as in mass production

➤ Time required = 30 seconds to several minutes

Non-repetitive task – performed periodically, infrequently, or only once

➤ Time required usually much longer than for repetitive task
07 The Pyramidal Structure of Work

The nature of
work Work element is a series of work activities that
are logically grouped together because they have
a unified function within the task

Example: assembling a component to a base part using several

nuts and bolts
➤Required time = six seconds or longer for each work element
07 The Pyramidal Structure of Work

The nature of
Basic motion elements: the actuations of
work the limbs and other body parts while
engaged in performing a task

A work element consists of multiple basic motion elements

Example:
➤ Reaching for an object
➤ Grasping the object

➤ Moving the object

➤ Walking

➤ Eye movement

➤ etc.
07 The Pyramidal Structure of Work

The nature of
Basic motion elements: the actuations of
work the limbs and other body parts while
engaged in performing a task

A work element consists of multiple basic motion elements

Example:
➤ Reaching for an object
➤ Grasping the object

➤ Moving the object

➤ Walking

➤ Eye movement

➤ etc.
08
Time
• New product introduction.
• Product costing
• Delivery time
• Overnight delivery
• Competitive bidding
• Production scheduling
08
Time and
work
• Measure of work is time
• Paid according to the amount of time they work
• Workers must arrive at work on time.
• In some case workers earn their bonuses based
on how much time they can save
• Labour and staffing requirements are computed
using workloads measured in units of time
 As a physical entity:
09 work system is a system consisting of humans, information, and
equipment that is designed to perform useful work
Work system

information

Useful works
workers
09 As a professional practice:
work systems include (1) work methods, (2) work
Work system measurement, and (3) work management.

Work methods - analysis and design of tasks and jobs

involving human work activity

Work measurement – analysis of a task to determine the

time that should be allowed to perform the task

Work management – organizational and administrative

functions that must be accomplished to achieve high
productivity and effective supervision of workers
10
• Four broad categories that reflect
Jobs and the work content and job function:
occupations –Production workers - make products
–Logistics workers - move materials,
products, or people
–Service – provide a service, apply
existing information and knowledge,
communicate
–Knowledge workers - create new
knowledge, solve problems, manage
10
Jobs and
occupations
11
• The level of output of a given process relative
Productivity to the level of input
• Process can refer to
–Individual production or service operations
–A national economy
• Productivity is an important metric in work
systems because
Improving productivity is the means by which worker
compensation can be increased without increasing the
costs of products and services they produce
11
Productivity • The most common productivity measure is labor
productivity, defined by the following ratio:
11 • Labor itself does not contribute much to improving
Productivity productivity
• More important factors:
–Capital - substitution of machines for human labor
–Technology - fundamental change in the way some activity or
function is accomplished
11 Capital versus Technology

Productivity
• Distinctions between capital improvements and
technology improvements are often subtle
–New technologies almost always require capital investments
• Important to recognize important gains in productivity are
more likely to be made
–By the introduction of capital and technology in a work process
–Than by attempting to get more work in less time out of the
workers
11
Measuring • Not as easy as it seems because of the following
Productivity problems:
–Nonhomogeneous output units
–Multiple input factors
• Labor, capital, technology, materials, energy
–Price and cost changes due to economic forces
–Product mix changes
• Relative proportions of products that a company sells
change over time
11
• Measure that compares input/output ratio from one
Measuring year to the next year
Productivity

• where
• LPI = labor productivity index,
• LPR = labor productivity ratio for period t, and
t

• LPR = labor productivity ratio for base period

b
 Example:
11
• During the base year in a small mill, 326,000 tons of steel
Measuring were produced using 203,000 labor hours. In the next year,
Productivity the output was 341,000 tons using 246,000 labor hours.
• Determine: (a) the labor productivity ratio for the base year,
(b) the labor productivity ratio for the second year, and (c) the
productivity index for the second year.
 Example: Solution
11
(a) In the base year, LPR = 326,000 / 203,000
Measuring = 1.606 tons per labor hour
Productivity (b) In the second year, LPR = 341,000 / 246,000
= 1.386 tons per labor hour
(c) Productivity index for the second year
LPI = 1.386 / 1.606 = 0.863

Comment: No matter how it’s measured, productivity went down in the

second year.
11 Productive Work Content

Productivity A given task performed by a worker can be considered to

consist of
• Basic productive work content
–Theoretical minimum amount of work required to accomplish
the task
• Excess nonproductive activities
–Extra physical and mental actions of worker
–Do not add value to the task
–Do not facilitate the productive work content
–Take time
 Excess Nonproductive Activities
11
Can be classified into three categories:
Productivity
• Excess activities due to poor design of product or service
• Excess activities caused by inefficient methods, poor
workplace layout, and interruptions
• Excessive activities cause by the human factor
11 Poor Design of Product or Service
Productivity • Products with more parts than necessary, causing excess
assembly time
• Product proliferation
• Frequent design changes
• Waste of materials
• Quality standards too stringent
 Inefficient Methods, Layout, Etc.
11
Productivity • Inefficient layout that increases material handling
activities
• Inefficient workplace layout that increases hand, arm, and
body motions
• Methods that include unnecessary work elements that
waste time
• Long setup times in batch production
• Frequent equipment breakdowns
• Workers waiting for work
 The Human Factor
11
Productivity • Absenteeism
• Tardiness
• Workers spending too much time socializing
• Workers deliberately working slowly
• Inadequate training of workers
• Industrial accidents caused by human error
• Hazardous materials that cause occupational
illnesses
11 Way to improve productivity

Productivity