1. 10 - 1© 2011 Pearson Education 10 Job Design and Work Measurement PowerPoint presentation to accompany Heizer and Render Operations Management, 10e, Global Edition Principles of Operations Management, 8e, Global Edition PowerPoint slides by Jeff Heyl

2. 10 - 2© 2011 Pearson Education Outline  Global Company Profile: Rusty Wallace’s NASCAR Racing Team  Human Resource Strategy for Competitive Advantage  Constraints on Human Resource Strategy  Labor Planning  Employment-Stability Policies  Work Schedules  Job Classifications and Work Rules

3. 10 - 3© 2011 Pearson Education Outline – Continued  Job Design  Labor Specialization  Job Expansion  Psychological Components of Job Design  Self-Directed Teams  Motivation and Incentive Systems  Ergonomics and the Work Environment

4. 10 - 4© 2011 Pearson Education Outline – Continued  Methods Analysis  The Visual Workplace  Labor Standards  Historical Experience  Time Studies  Predetermined Time Standards  Work Sampling  Ethics

5. 10 - 5© 2011 Pearson Education Learning Objectives When you complete this chapter you should be able to: 1.Describe labor planning policies 2.Identify the major issues in job design 3.Identify major ergonomic and work environment issues 4.Use the tools of methods analysis

6. 10 - 6© 2011 Pearson Education Learning Objectives When you complete this chapter you should be able to: 5.Identify four ways of establishing labor standards 6.Compute the normal and standard times in a time study 7.Find the proper sample size for a time study

7. 10 - 7© 2011 Pearson Education 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!

8. 10 - 8© 2011 Pearson Education 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

9. 10 - 9© 2011 Pearson Education Rusty Wallace’s NASCAR Racing Team

10. 10 - 10© 2011 Pearson Education Human Resource Strategy The objective of a human resource strategy is to manage labor and design jobs so people are effectively and efficiently utilized

11. 10 - 11© 2011 Pearson Education Human Resource Strategy 1.People should be effectively utilized within the constraints of other operations management decisions 2.People should have a reasonable quality of work life in an atmosphere of mutual commitment and trust

12. 10 - 12© 2011 Pearson Education Constraints on Human Resource Strategy Figure 10.1 HUMAN RESOURCE STRATEGY Product strategy Skills needed Talents needed Materials used Safety What Schedules Time of day Time of year (seasonal) Stability of schedules When Location strategy Climate Temperature Noise Light Air quality Where Process strategy Technology Machinery and equipment used Safety Procedure Individual differences Strength and fatigue Information processing and response Who Layout strategy Fixed position Process Assembly line Work cell Product How

13. 10 - 13© 2011 Pearson Education Labor Planning 1.Follow demand exactly  Matches direct labor costs to production  Incurs costs in hiring and termination, unemployment insurance, and premium wages  Labor is treated as a variable cost Employment Stability Policies

14. 10 - 14© 2011 Pearson Education Labor Planning 2.Hold employment constant  Maintains trained workforce  Minimizes hiring, termination, and unemployment costs  Employees may be underutilized during slack periods  Labor is treated as a fixed cost Employment Stability Policies

15. 10 - 15© 2011 Pearson Education Work Schedules  Standard work schedule  Five eight-hour days  Flex-time  Allows employees, within limits, to determine their own schedules  Flexible work week  Fewer but longer days  Part-time  Fewer, possibly irregular, hours

16. 10 - 16© 2011 Pearson Education Job Classification and Work Rules  Specify who can do what  Specify when they can do it  Specify under what conditions they can do it  Often result of union contracts  Restricts flexibility in assignments and consequently efficiency of production

17. 10 - 17© 2011 Pearson Education Job Design  Specifying the tasks that constitute a job for an individual or a group 1.Job specialization 2.Job expansion 3.Psychological components 4.Self-directed teams 5.Motivation and incentive systems

18. 10 - 18© 2011 Pearson Education Labor Specialization  The division of labor into unique tasks  First suggested by Adam Smith in 1776 1.Development of dexterity 2.Less loss of time 3.Development of specialized tools  Later Charles Babbage (1832) added another consideration 1.Wages exactly fit the required skill required

19. 10 - 19© 2011 Pearson Education Job Expansion  Adding more variety to jobs  Intended to reduce boredom associated with labor specialization  Job enlargement  Job rotation  Job enrichment  Employee empowerment

20. 10 - 20© 2011 Pearson Education Job Enlargement Figure 10.2 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)

21. 10 - 21© 2011 Pearson Education Psychological Components of Job Design Human resource strategy requires consideration of the psychological components of job design

22. 10 - 22© 2011 Pearson Education Hawthorne Studies  They studied light levels, but discovered productivity improvement was independent from lighting levels  Introduced psychology into the workplace  The workplace social system and distinct roles played by individuals may be more important than physical factors  Individual differences may be dominant in job expectation and contribution

23. 10 - 23© 2011 Pearson Education Core Job Characteristics 1.Skill variety 2.Job identity 3.Job significance 4.Autonomy 5.Feedback Jobs should include the following characteristics

24. 10 - 24© 2011 Pearson Education Specialization Enlargement Self-directed teams Empowerment Enrichment Job Design Continuum Figure 10.3 Job expansion Self-direction

25. 10 - 25© 2011 Pearson Education 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

26. 10 - 26© 2011 Pearson Education Self-Directed Teams  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 To maximize effectiveness, managers should

27. 10 - 27© 2011 Pearson Education 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

28. 10 - 28© 2011 Pearson Education 1.Higher capital cost 2.Individuals may prefer simple jobs 3.Higher wages rates for greater skills 4.Smaller labor pool 5.Higher training costs Limitations of Job Expansion

29. 10 - 29© 2011 Pearson Education 1.Higher capital cost 2.Individuals may prefer simple jobs 3.Higher wages rates for greater skills 4.Smaller labor pool 5.Higher training costs Limitations of Job Expansion Average Annual Training Hours/ Employee U.S.7 Sweden170 Japan200

30. 10 - 30© 2011 Pearson Education Motivation and Incentive Systems  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

31. 10 - 31© 2011 Pearson Education Ergonomics and the Work Environment  Ergonomics is the study of the interface between man and machine  Often called human factors  Operator input to machines

32. 10 - 32© 2011 Pearson Education Ergonomics and Work Methods  Feedback to operators  The work environment  Illumination  Noise  Temperature  Humidity

33. 10 - 33© 2011 Pearson Education Recommended Levels of Illumination Figure 10.4A

34. 10 - 34© 2011 Pearson Education Levels of Illumination Task ConditionType of Task or Area Illumination Level Type of Illumination Small detail, extreme accuracy Sewing, inspecting dark materials 100Overhead ceiling lights and desk lamp Normal detail, prolonged periods Reading, parts assembly, general office work 20-50Overhead ceiling lights Good contrast, fairly large objects Recreational facilities 5-10Overhead ceiling lights Large objectsRestaurants, stairways, warehouses 2-5Overhead ceiling lights

35. 10 - 35© 2011 Pearson Education Decibel Levels Table 10.4B

36. 10 - 36© 2011 Pearson Education Methods Analysis  Focuses on how task is performed  Used to analyze 1.Movement of individuals or material  Flow diagrams and process charts 2.Activities of human and machine and crew activity  Activity charts 3.Body movement  Operations charts

37. 10 - 37© 2011 Pearson Education Flow Diagram Storage bins Machine 1 Mach. 2 Mach. 3Mach. 4 From press mach. Paint shop Welding Figure 10.5 (a)

38. 10 - 38© 2011 Pearson Education Storage bins Machine 1 Machine 2 Machine 3 Machine 4 From press mach. Paint shop Welding Flow Diagram Figure 10.5 (b)

39. 10 - 39© 2011 Pearson Education Process Chart Figure 10.5 (c)

40. 10 - 40© 2011 Pearson Education Activity Chart Figure 10.6

41. 10 - 41© 2011 Pearson Education Operation Chart Figure 10.7

42. 10 - 42© 2011 Pearson Education The Visual Workplace  Use low-cost visual devices to share information quickly and accurately  Displays and graphs replace printouts and paperwork  Able to provide timely information in a dynamic environment  System should focus on improvement

43. 10 - 43© 2011 Pearson Education The Visual Workplace  Present the big picture  Performance  Housekeeping Visual signals can take many forms and serve many functions

44. 10 - 44© 2011 Pearson Education The Visual Workplace Visual utensil holder encourages housekeeping A “3-minute service” clock reminds employees of the goal Figure 10.8

45. 10 - 45© 2011 Pearson Education The Visual Workplace Visual signals at the machine notify support personnel Visual kanbans reduce inventory and foster JIT Andon Line/machine stoppage Parts/ maintenance needed All systems go Part APart BPart C Reorder point Figure 10.8

46. 10 - 46© 2011 Pearson Education The Visual Workplace Quantities in bins indicate ongoing daily requirements and clipboards provide information on schedule changes Process specifications and operating procedures are posted in each work area Figure 10.8

47. 10 - 47© 2011 Pearson Education Labor Standards  Effective manpower planning is dependent on a knowledge of the labor required  Labor standards are the amount of time required to perform a job or part of a job  Accurate labor standards help determine labor requirements, costs, and fair work

48. 10 - 48© 2011 Pearson Education Labor Standards  Started early in the 20th century  Important to both manufacturing and service organizations  Necessary for determining staffing requirements  Important to labor incentive systems

49. 10 - 49© 2011 Pearson Education Meaningful Standards Help Determine 1.Labor content of items produced 2.Staffing needs 3.Cost and time estimates 4.Crew size and work balance 5.Expected production 6.Basis of wage incentive plans 7.Efficiency of employees

50. 10 - 50© 2011 Pearson Education Labor Standards May be set in four ways: 1.Historical experience 2.Time studies 3.Predetermined time standards 4.Work sampling

51. 10 - 51© 2011 Pearson Education Historical Experience  How the task was performed last time  Easy and inexpensive  Data available from production records or time cards  Data is not objective and may be inaccurate  Not recommended