7-1Design of Work Systems  Job design involves specifying the content and methods of job. IN general the goal of the job design is to create a work system that is not only productive but also efficient.  Job designers are concerned with:- 1. What will be done? 2. Who will do the job? 3. How the job will be done? 4. Where the job will be done? 5. Ergonomics. Job Design

7-2Design of Work Systems  To be successful Job design must be 1. Carried out by experienced personnel who have the necessary training and background. 2. Consistent with the goals of the organization. 3. In documented form. 4. Understood and agreed by both management and employees. 5. Shared with the new employees. Job Design

7-3Design of Work Systems  FACTORS that affect Job design include 1. Lack of knowledge of the employees. 2. Lack of Management support. 3. Lack of documented job design which often leads to poor audit review and referral. 4. Job Design can be carried out in 2 ways the Efficient School and the Behavior School. 5. Efficiency School was popular in 1950s based on Frederick W Taylor's Scientific Management principles. 6. Behavior school is relatively new concept and focused on ways to eliminate workers dissatisfaction and incorporate the feeling of control in work. Factors that affect Job Design

7-4Design of Work Systems 1. Specialization 2. Behavioral Approaches to Job Design 3. Teams 4. Methods Analysis 5. Motions Study 6. Working conditions

7-5Design of Work Systems 1 Specialization  The term specialization refers to work that concentrates on some aspect of a product or service.  Jobs that have a narrow scope.  Specialization jobs tend to yield high productivity, low unit costs and lead to high standard of living in most of the industrial nations.

7-6Design of Work Systems Specialization in Business: Advantages ForManagement: 1. Simplifies training 2. High productivity 3. Low wage costs ForLabor: 1. Low education and skill requirements 2. Minimum responsibilities 3. Little mental effort needed Table 7.1

7-7Design of Work Systems 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

7-8Design of Work Systems 2. Behavioral Approaches to Job Design 1. Job Enlargement  Giving a worker a larger portion of the total task by horizontal loading 2. Job Rotation  Workers periodically exchange jobs 3. Job Enrichment  Increasing responsibility for planning and coordination tasks, by vertical loading

7-9Design of Work Systems Motivation and Trust Motivation  Influences quality and productivity.  Contributes to work environment. Trust  Influences productivity and employee- management relations.

7-10Design of Work Systems Teams 1. Benefits of teams:  Higher quality  Higher productivity  Greater worker satisfaction 2. Self-directed teams:  Groups of empowered to make certain changes in their work process.

7-11Design of Work Systems Methods Analysis Methods analysis  Analyzing how a job gets done  Begins with overall analysis  Moves to specific details

7-12Design of Work Systems Methods Analysis 1. Changes in tools and equipment 2. Changes in product design or new products 3. Changes in materials or procedures 4. Other factors (e.g. accidents, quality problems) The need for methods analysis can come from a number of different sources:

7-13Design of Work Systems Methods Analysis Procedure 1. Identify the operation to be studied 2. 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

7-14Design of Work Systems Selecting an Operations to study The guidelines for studying a job would include  A high labor content.  Repeated frequently.  Unsafe, tiring, unpleasant, noisy and environmentally poor.  Quality problems, scheduling bottlenecks etc.  Sometimes a supervisor or a foreman may request an operations or part of the operations to be studied.

7-15Design of Work Systems Analyzing the Job 1. Flow process chart  Chart used to examine the overall sequence of an operation by focusing on movements of the operator or flow of materials 2. Worker-machine chart  Chart used to determine portions of a work cycle during which an operator and equipment are busy or idle

7-16Design of Work Systems Motion Study Motion study is the systematic study of the human motions used to perform an operation.

7-17Design of Work Systems Motion Study 1. The purpose is to eliminate /weed-out unnecessary motions and identify the best sequence of operations for maximum efficiency. 2. Motion study forms an important part in productivity improvements.

7-18Design of Work Systems Motion Study Techniques 1. Motion study principles 2. Analysis of therbligs 3. Micromotion study