1. 2000 by Prentice-Hall, Inc1 Chapter 17 - Human Resources in Strategic Planning  TQM recognizes importance of employees  Education & training viewed as long-term investments  Employees  Have broad latitude in jobs  Are trained in wide range of skills  Are empowered to improve quality & service

2. 2000 by Prentice-Hall, Inc2 Changes in HR Management  Skilled craftspeople  Scientific management  Assembly lines  Limitations of scientific management  Behavioral influences in job design

3. 2000 by Prentice-Hall, Inc3 Behavioral Influences in Job Design 1. Horizontal job enlargement 2. Vertical job enlargement 3. Responsibility for job reliability and quality 4. Job rotation 5. Communications between workers

4. 2000 by Prentice-Hall, Inc4 Trends in Job Design  Job and task flexibility  Responsibility and empowerment  Increased skill and ability levels  Teamwork  Employee compensation and incentives  Technology and automation  Alternative workplaces  Temporary and part-time employees  Employee satisfaction

5. 2000 by Prentice-Hall, Inc5 Evolution of Job Design 1900s to 1960s Task specialization Minimal worker skills Repetition Minimal job training Mass production Piece-rate wages Time as efficiency Minimal job responsibility Tight supervisory control Scientific management/ assembly lines 1970s to 2000s Horizontal job enlargement Vertical job enlargement Extensive job training Job responsibility and empowerment Job control Training and education Job rotation Higher skill levels Team problem solving Worker interaction Employee involvement Focus on quality Current trends Figure 17.1

6. 2000 by Prentice-Hall, Inc6 TASK ANALYSIS WORKER ANALYSIS ENVIRONEMENTAL ANALYSIS Description of tasks to be performed Description of tasks to be performed Task sequence Task sequence Function of tasks Function of tasks Frequency of tasks Frequency of tasks Criticality of tasks Criticality of tasks Relationship with other jobs/tasks Relationship with other jobs/tasks Performance requirements Performance requirements Information requirements Information requirements Control requirements Control requirements Error possibilities Error possibilities Tasks duration(s) Tasks duration(s) Equipment requirements Equipment requirements Capability requirements Capability requirements Performance requirements Performance requirements Evaluation Evaluation Skill level Skill level Job training Job training Physical requirements Physical requirements Mental stress Mental stress Boredom Boredom Motivation Motivation Number of workers Number of workers Level of responsibility Level of responsibility Monitoring level Monitoring level Quality responsibility Quality responsibility Empowerment level Empowerment level Work place location Work place location Process location Process location Temperature and humidity Temperature and humidity Lighting Lighting Ventilation Ventilation Safety Safety Logistics Logistics Space requirements Space requirements Noise Noise Vibration Vibration Elements of Job Design Table 17.1

7. 2000 by Prentice-Hall, Inc7 Job Analysis  Study how job should be done  Tools:  Process flowchart - analyze process steps  Worker-machine chart - study time utilization  Motion study - study human motions in tasks

8. 2000 by Prentice-Hall, Inc8 Process Flowchart Symbols Operation:An activity directly contributing to the 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:The process having to wait. Figure 17.2

9. 2000 by Prentice-Hall, Inc9 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 Figure 17.3

10. 2000 by Prentice-Hall, Inc10 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

11. 2000 by Prentice-Hall, Inc11 General Guidelines For Motion Study  Efficient Use Of Human Body  Efficient Arrangement Of Workplace  Efficient Use Of Equipment

12. 2000 by Prentice-Hall, Inc12 Work Measurement  Estimate standard time required to perform a task  Methods of performing work measurement  Stopwatch time study  Elemental standard time files  Predetermined motion times  Work sampling

13. 2000 by Prentice-Hall, Inc13 Stopwatch Time Study Basic Steps 1.Establish the standard job method 5.Compute the average time (t ) 4.Rate the worker’s performance (RF) 3.Study the job 2.Break down the job into elements

14. 2000 by Prentice-Hall, Inc14 Stopwatch Time Study Basic Steps ST = (NT)(1 + AF) Standard Time = (normal cycle time) x (1 + allowance factor) 7.Compute the standard time 6.Compute the normal time Normal Cycle Time = NT =  Nt Normal Time = (Elemental average) x (rating factor) Nt =(t )(RF)

15. 2000 by Prentice-Hall, Inc15 Performing a Time Study Figure 17.5

16. 2000 by Prentice-Hall, Inc16 Number of Cycles To determine the sample size: n = zseT2 where z =the number of standard deviations from the mean in a normal distribution reflecting a level of statistical confidence T =the average job cycle time from the sample time study e =the degree of error from the true mean of the distribution s = =sample standard deviation from the sample time study  (x i - x) 2 n - 1

17. 2000 by Prentice-Hall, Inc17 Number of Cycles Average cycle time = 0.361 Computed standard deviation = 0.03 Company wants to be 95% confident that computed time is within 5% of true average time Example 17.5 n = = = 10.61, or 11 zseT 2 (1.96)(0.03)(0.05)(0.361)2

18. 2000 by Prentice-Hall, Inc18 Work Sampling - Basic Steps 1.Define the job activities 2.Determine number of observations n = p(1 - p) ze2 where n = the sample size (number of sample observations) z =the number of standard deviations from the mean for the desired level of confidence e =the degree of allowable error in the sample estimate p =the proportion of time spent on a work activity estimated prior to calculating the work sample

19. 2000 by Prentice-Hall, Inc19 Work Sampling - Basic Steps 3.Determine length of sampling period 4.Conduct work sampling study, record observations 5.Periodically recompute number of observations

20. 2000 by Prentice-Hall, Inc20 Learning Curves  Processing time decreases with worker learning (experience)  Time per unit decreases by constant percentage each time output doubles  Use to plan labor, budget & scheduling requirements

21. 2000 by Prentice-Hall, Inc21 Learning Curves Units produced Processing time per unit Figure 17.6

22. 2000 by Prentice-Hall, Inc22 Learning Curves t n = t 1 n b Time required for the nth unit = where t n =time required for nth unit produced t 1 =time required for first unit produced n =cumulative number of units produced b =ln r/ln 2, where r is the learning curve percentage (decimal coefficient)

23. 2000 by Prentice-Hall, Inc23 Learning Curve for Mass Production Job Standard time End of improvement Units produced Processing time per unit Figure 17.7

24. 2000 by Prentice-Hall, Inc24 More on Learning Curves  Not effective for mass production jobs  Product modifications negate effects  Improvement can derive from sources besides learning  Industry-derived learning curve rates may be inappropriate