Copyright 2006 John Wiley & Sons, Inc. Beni Asllani University of Tennessee at Chattanooga Human Resources Operations Management Chapter 8 Roberta Russell & Bernard W. Taylor, III

Copyright 2006 John Wiley & Sons, Inc.8-2 Factors in Job Design  Task analysis how tasks fit together to form a job how tasks fit together to form a job  Worker analysis determining worker capabilities and responsibilities for a job determining worker capabilities and responsibilities for a job  Environment analysis physical characteristics and location of a job physical characteristics and location of a job  Ergonomics fitting task to person in a work environment fitting task to person in a work environment  Technology and automation broadened scope of job design broadened scope of job design

Copyright 2006 John Wiley & Sons, Inc.8-3 Process Flowchart Symbols Operation: An activity directly contributing to product or service Storage: Store of the product or service Inspection: Examining the product or service for completeness, irregularities, or quality Transportation: Moving the product or service from one location to another Delay: Process having to wait

Copyright 2006 John Wiley & Sons, Inc.8-4 Process Flowchart Date: 9/11 Analyst: Calvin Job: Copying Job Page: Desk operator fills out work order Work order placed in “waiting job” box Job picked up by operator and read Job carried to appropriate copy machine Operator waits for machine to vacate Operator loads paper Operator sets machine Operator performs and completes job Job filed alphabetically in completed shelves Job waits for pick up Job moved by cashier for pick up Cashier completes transaction Operator inspects job for irregularities Cashier packages job (bag, wrap, or box) Process DescriptionProcess Symbols

– 1 – 2 – 3 – 4 – 5 – 6 – 7 – 8 – 9 Key in customer data on card Feed data card in Position customer for photo Take picture Inspect card & trim edges Idle Photo/card processed Accept card Begin photo process Job Photo-Id CardsDate 10/14 Time (min) Operator (min) Photo Machine Worker- Machine Chart

Copyright 2006 John Wiley & Sons, Inc.8-6 Worker-Machine Chart: Summary Summary Operator Time%Photo Machine Time% Work Idle Total9.2 min100%9.2 Min100%

Copyright 2006 John Wiley & Sons, Inc.8-7 Motion Study  Frank & Lillian Gilbreth  Find one “best way” to do task  Divide task into therbligs  Search, select, grasp, hold  Use videotape to study motions

Copyright 2006 John Wiley & Sons, Inc.8-8 General Guidelines for Motion Study  Efficient Use Of Human Body  Work  simplified, rhythmic and symmetric  Hand/arm motions  coordinated and simultaneous  Employ full extent of physical capabilities  Conserve energy  use machines, minimize distances, use momentum  Tasks  simple, minimal eye contact and muscular effort, no unnecessary motions, delays or idleness

Copyright 2006 John Wiley & Sons, Inc.8-9 General Guidelines For Motion Study  Efficient Arrangement of Workplace  Tools, material, equipment - designated, easily accessible location  Comfortable and healthy seating and work area  Efficient Use of Equipment  Equipment and mechanized tools enhance worker abilities  Use foot-operated equipment to relieve hand/arm stress  Construct and arrange equipment to fit worker use

What is Job Design? Defined  Job design is the function of specifying the work activities of an individual or group in an organizational setting.  The objective of job design is to develop jobs that meet the requirements of the organization and its technology and that satisfy the jobholder’s personal and individual requirements.

Trends in Job Design  Quality control as part of the worker's job.  Cross-training workers to perform multiskilled jobs.  Employee involvement and team approaches to designing and organizing work.  "Informating" ordinary workers through telecommunication networks and computers.

Trends in Job Design (Continued)  Extensive use of temporary workers.  Automation of heavy manual work.  Organizational commitment to providing meaningful and rewarding jobs for all employees.

Copyright 2006 John Wiley & Sons, Inc.8-13 Uses of Learning Curves Internal:labor forecasting, scheduling, establishing costs and budgets External:supply chain negotiations Strategic:evaluation of company and industry performance, including costs and pricing

Copyright 2006 John Wiley & Sons, Inc. Underlying Principles of Learning Curves 1. Each time you perform a task it takes less time than the last time you performed the same task. 2. The extent of task time decreases over time. 3. The reduction in time will follow a predictable pattern.

Copyright 2006 John Wiley & Sons, Inc.8-15 Learning Curves   Illustrates improvement rate of workers as a job is repeated   Processing time per unit decreases by a constant percentage each time output doubles Units produced Processing time per unit

Copyright 2006 John Wiley & Sons, Inc.8-16 Learning Curves (cont.) t n = t 1 n b Time required for the n th unit = where: t n =time required for n th unit produced t 1 =time required for first unit produced n =cumulative number of units produced b = where r is the learning curve percentage (decimal coefficient)