Design of Work Systems

Learning Objectives Explain the importance of work design and the relationship between Job design and production planning. Explain the purpose of methods analysis and describe how methods studies are performed. describe how to use motion study for job design. Discuss the impact of working conditions on job design.

What is the relationship between Job design and production planning?

Job Design Job design involves specifying the content and methods of job What will be done Who will do the job How the job will be done Where the job will be done Ergonomics: Incorporation of human factors in the design of the workplace

Ergonomics Ergonomics is the science of designing the job, equipment, and workplace to fit the worker. Proper ergonomic design is necessary to prevent repetitive strain injuries, which can develop over time and can lead to long-term disability.

Design of Work Systems Specialization Behavioral Approaches to Job Design (Job expansion) Teams Psychological components (Motivation-Trust-Incentive system) Methods Analysis Motions Study Working conditions

Specialization Specialization: The main reason for specialization is the ability to concentrate one’s efforts and thereby become proficient at that type of work. e.g. College professors often specialize in teaching certain courses, some auto mechanics specialize in transmission repair.

Specialization in Business: Advantages For Management: 1. Simplifies training 2. High productivity 3. Low wage costs Labor: 1 . Low education and skill requirements 2. Minimum responsibilities 3. Little mental effort needed

Disadvantages For Management: Labor: 1. 1. Monotonous work Difficult to motivate quality 2. Worker dissatisfaction, possibly resulting in absenteeism, high turnover, disruptive tactics, poor attention to quality Labor: 1. Monotonous work 2. Limited opportunities for advancement 3. Little control over work 4. Little opportunity for self-fulfillment

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 and coordination tasks, by vertical loading

Job Enlargement/Enrichment Task #3 (Lock printed circuit board into fixture for next operation) Present job (Manually insert and solder six resistors) Task #2 (Adhere labels to printed circuit board) Enlarged job Enriched job Planning (Participate in a cross-function quality improvement team) Control (Test circuits after assembly)

Teams Benefits of teams Self-directed teams Higher quality Higher productivity Greater worker satisfaction Self-directed teams Groups of empowered to make certain changes in their work process

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

Self-Directed Teams To maximize effectiveness, managers should Ensure those who have legitimate contributions are on the team Provide management support Ensure the necessary training Endorse clear objectives and goals Financial and non-financial rewards Supervisors must release control

Benefits of Teams and Expanded Job Designs Improved quality of work life Improved job satisfaction Increased motivation Allows employees to accept more responsibility Improved productivity and quality Reduced turnover and absenteeism

Limitations of Job Expansion Higher capital cost Individuals may prefer simple jobs Higher wages rates for greater skills Smaller labor pool Higher training costs Average Annual Training Hours/ Employee U.S. 7 Sweden 170 Japan 200

Job Design Continuum Self-directed teams Increasing reliance on employee’s contribution and increasing responsibility accepted by employee Specialization Enlargement Self-directed teams Empowerment Enrichment Job expansion

Motivation and Incentive Systems 1000 Bonuses - cash or stock options Profit-sharing - profits for distribution to employees Gain sharing - rewards for improvements Incentive plans - typically based on production rates Knowledge-based systems - reward for knowledge or skills

Motivation and Trust Motivation Trust Influences quality and productivity Contributes to work environment Trust Influences productivity and employee-management relations

Methods Analysis

Rusty Wallace’s NASCAR Racing Team NASCAR racing became very popular in the 1990s with huge sponsorship and prize money High performance pit crews are a key element of a successful race team Pit crew members can earn $100,000 per year – for changing tires!

Rusty Wallace’s NASCAR Racing Team Each position has very specific work standards Pit crews are highly organized and go though rigorous physical training Pit stops are videotaped to look for improvements

Methods Analysis Focuses on how task is performed Used to analyze Analyzing how a job gets done Begins with overall analysis Moves to specific details Used to analyze Movement of individuals or material Flow diagrams and process charts Activities of human and machine and crew activity Activity charts Body movement Micro-motion charts

Methods Analysis Procedure Identify the operation to be studied Get employee input Study and document current method Analyze the job Propose new methods Install new methods Follow-up to ensure improvements have been achieved

Selecting an Operation Selecting a job to study consider: High labor content Done frequently Unsafe Tiring Unpleasant Noisy Designated problem (e.g. quality problems, processing bottleneck)

Analyzing the Job Flow process chart Job analysis requires thought about “what, why, when, where, and who of the job”. Flow process chart Chart used to examine the overall sequence of an operation by focusing on movements of the operator or flow of materials (it can be used to indentify nonproductive parts; e.g. delays, temporary storages) Worker-machine chart Chart used to determine portions of a work cycle during which an operator and equipment are busy or idle

Details of Method FLOW PROCESS CHART ANALYST D. Kolb PAGE 1 of 2 Job Requisition of petty cash Details of Method ANALYST D. Kolb PAGE 1 of 2 Operation Movement Inspection Delay Storage Requisition made by department head Put in “pick-up” basket To accounting department Account and signature verified Amount approved by treasurer Amount counted by cashier Amount recorded by bookkeeper Petty cash sealed in envelope Petty cash carried to department Petty cash checked against requisition Receipt signed Petty cash stored in safety box

Flow Diagram Storage bins Machine 1 Mach. 2 Mach. 3 Mach. 4 From press mach. Paint shop Welding

Flow Diagram Machine 4 Welding Machine 3 Paint shop Machine 2 Storage bins Machine 1 Machine 2 Machine 3 Machine 4 From press mach. Paint shop Welding

Process Chart

Activity Chart

Operation Chart

Flow Chart Title: Dept.: Analyst: Current New Diff Operation Transportation Storage Delay Inspection Distance or Time Distance Time Symbols Activities

Motion Study Motion study is the systematic study of the human motions used to perform an operation.

Motion Study Techniques Motion study principles - guidelines for designing motion-efficient work procedures Analysis of therbligs (เทอร์บลิก) - basic elemental motions into which a job can be broken down Micromotion study - use of motion pictures and slow motion to study motions that otherwise would be too rapid to analyze Charts Therbligs

Developing Work Methods Eliminate unnecessary motions Combine activities Reduce fatigue Improve the arrangement of the workplace Improve the design of tools and equipment

Therbligs Therbligs: Basic elemental motions that make up a job. Search Select Grasp Hold Transport load Release load

SIMO CHART Title: Dept.: Analyst: Current New Diff Operation Transportation Storage Delay Inspection Distance or Time Time left hand Symbols Right hand

Working Conditions

Working Conditions (cont’d) Noise & Vibration Causes of Accidents Safety Work Breaks

Compensation Time-based system Output-based (incentive) system Compensation based on time an employee has worked during a pay period Output-based (incentive) system Compensation based on the amount of output an employee produces during a pay period