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Operations Management, Seventh Edition, by William J. StevensonCopyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

Design of Work Systems

Chapter 7

Design ofWork Systems

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Operations Management, Seventh Edition, by William J. StevensonCopyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

Design of Work Systems

Job design involves specifying thecontent and 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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Operations Management, Seventh Edition, by William J. StevensonCopyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

Design of Work Systems

Design of Work Systems

Specialization Behavioral Approaches to Job

Design

Teams Methods Analysis

Motions Study

Working conditions

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Operations Management, Seventh Edition, by William J. StevensonCopyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

Design of Work Systems

Job Design Success

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

the necessary training and background Consistent with the goals of the

organization In written form Understood and agreed to by both

management and employees

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Operations Management, Seventh Edition, by William J. StevensonCopyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

Design of Work Systems

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. Minimum responsibilities

3. Little mental effort

needed

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Operations Management, Seventh Edition, by William J. StevensonCopyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

Design of Work Systems

Disadvantages

For Management :

1. Difficult to motivate

quality

2. Worker dissatisfaction, possibly resulting in absenteeism, high

turnover, disruptive tactics, poor attention to quality

For Labor :

1. Monotonous work

2. Limited opportunities

for advancement

3. Little control over work

4. Little opportunity for self-fulfillment

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Operations Management, Seventh Edition, by William J. StevensonCopyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

Design of Work Systems

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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Operations Management, Seventh Edition, by William J. StevensonCopyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

Design of Work Systems

Methods Analysis

Changes in tools and equipment

Changes in product designor new products

Changes in materials or procedures

Other factors (e.g. accidents, qualityproblems)

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

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Operations Management, Seventh Edition, by William J. StevensonCopyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

Design of Work Systems

FLOW PROCESS CHART

Job Requisition of petty cash

Details of Method

ANALYST

D. Kolb

PAGE

1 of 2

Requisition made by department headPut in pick -up basket

To accounting departmentAccount and signature verifiedAmount approved by treasurerAmount counted by cashierAmount recorded by bookkeeperPetty cash sealed in envelopePetty cash carried to departmentPetty cash checked against requisitionReceipt signedPetty cash stored in safety box

Figure 7-2

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Operations Management, Seventh Edition, by William J. StevensonCopyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

Design of Work Systems

Motion Study

Motion study is the systematicstudy of the human motions used

to perform an operation.

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Operations Management, Seventh Edition, by William J. StevensonCopyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

Design of Work Systems

Motion Study Techniques

Motion study principles - guidelines fordesigning motion-efficient work procedures Analysis of therbligs - basic elemental

motions into which a job can be broken

down Micromotion study - use of motion pictures

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

Charts

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Operations Management, Seventh Edition, by William J. StevensonCopyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

Design of Work Systems

Eliminate unnecessary motions Combine activities Reduce fatigue Improve the arrangement of the

workplace Improve the design of tools and

equipment

Developing Work Methods

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Operations Management, Seventh Edition, by William J. StevensonCopyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

Design of Work Systems

Working Conditions

Temperature &Humidity

Ventilation

Illumination Color

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Operations Management, Seventh Edition, by William J. StevensonCopyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

Design of Work Systems

Working Conditions (contd)

Noise & Vibration

Causes of AccidentsSafety

Work Breaks

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Operations Management, Seventh Edition, by William J. StevensonCopyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

Design of Work Systems

Work Measurement

Stopwatch Time Study

Standard Elemental Times

Predetermined TimeStandards

Work Sampling

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Operations Management, Seventh Edition, by William J. StevensonCopyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

Design of Work Systems

Compensation

Individual Incentive Plans Group Incentive Plans

Knowledge-Based PaySystem

Management

Compensation

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Operations Management, Seventh Edition, by William J. StevensonCopyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

Design of Work Systems

Form of Incentive Plan

Accurate Easy to apply

Consistent Easy to understand

Fair

f k

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Operations Management, Seventh Edition, by William J. StevensonCopyright 2002 by The McGraw-Hill Companies Inc All rights reserved

Design of Work Systems

Group Incentive Plans

Scanlon Plan Encourage reductions in labor costs Kaiser Plan

Committees suggest ways of reducingcosts

Lincoln Plan Profit sharing, job enlargement, and

participative management Kodak Plan

Wages/bonus related to profits