1. © 2006 Prentice Hall, Inc.10 – 1 Operations Management Chapter 10 – Human Resources and Job Design Chapter 10 – Human Resources and Job Design © 2006 Prentice Hall, Inc. PowerPoint presentation to accompany Heizer/Render Principles of Operations Management, 6e Operations Management, 8e

2. © 2006 Prentice Hall, Inc.10 – 2 Human Resource Strategy The objective of a human resource strategy is to manage labor and design jobs so people are effectively and efficiently utilized 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

3. © 2006 Prentice Hall, Inc.10 – 3 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 schedule 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

4. © 2006 Prentice Hall, Inc.10 – 4 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 6.Ergonomics and work methods 7.Visual workplace

5. © 2006 Prentice Hall, Inc.10 – 5 Job Specialization  The division of labor into unique tasks  First suggested by Adam Smith in 1776 1.Development of dexterity and faster learning 2.Less loss of time 3.Development of specialized tools

6. © 2006 Prentice Hall, Inc.10 – 6 Job Expansion  Adding more variety to jobs  Intended to reduce boredom associated with labor specialization  Job enlargement  Job rotation  Job enrichment  Employee empowerment

7. © 2006 Prentice Hall, Inc.10 – 7 Psychological Components of Job Design Human resource strategy requires consideration of the psychological components of job designHuman resource strategy requires consideration of the psychological components of job design Hawthorne Studies introduced psychology into work placeHawthorne Studies introduced psychology into work place Jobs should include the following:Jobs should include the following: Skill varietySkill variety Job identityJob identity Job significanceJob significance AutonomyAutonomy FeedbackFeedback

8. © 2006 Prentice Hall, Inc.10 – 8 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

9. © 2006 Prentice Hall, Inc.10 – 9 Motivation and Incentive Systems  Bonuses - cash or stock options  Profit-sharing - profits for distribution to employees  Incentive plans - typically based on production rates  Knowledge-based systems - reward for knowledge or skills

10. © 2006 Prentice Hall, Inc.10 – 10 Ergonomics and Work Methods  Ergonomics is the study of the interface between man and machine  The work environment  Illumination  Noise  Temperature  Humidity

11. © 2006 Prentice Hall, Inc.10 – 11 Job Design and Keyboards Figure 10.4

12. © 2006 Prentice Hall, Inc.10 – 12 Levels of Illumination Task Condition Type of Task or Area Illumination Level Type of Illumination Small detail, extreme accuracy Sewing, inspecting dark materials 100 Overhead ceiling lights and desk lamp Normal detail, prolonged periods Reading, parts assembly, general office work 20-50 Overhead ceiling lights Good contrast, fairly large objects Recreational facilities 5-10 Overhead ceiling lights Large objects Restaurants, stairways, warehouses 2-5 Overhead ceiling lights Table 10.2

13. © 2006 Prentice Hall, Inc.10 – 13 Decibel Levels EnvironmentCommon Noise NoisesSourcesDecibels Jet takeoff (200 ft)120 | Electric furnace areaPneumatic hammer100Very annoying | Printing press plantSubway train (20 ft)90 | Pneumatic drill (50 ft)80Ear protection Inside sports car| required if (50 mph)Vacuum cleaner (10 ft)70 exposed for 8 (50 mph)Vacuum cleaner (10 ft)70 exposed for 8 Near freewaySpeech (1 ft)| or more hours 60Intrusive Private business office| Light traffic (100 ft)Large transformer (200 ft)50Quiet | Minimum levels, Chicago 40 residential areas at night Soft whisper (5 ft)| residential areas at night Soft whisper (5 ft)| Studio (speech)30Very quiet Table 10.3

14. © 2006 Prentice Hall, Inc.10 – 14 Methods Analysis  Focuses on how task is performed  Used to analyze 1.Movement of individuals or material  Flow diagrams 2.Activities of human and machine and crew activity  Activity charts 3.Body movement  Micro-motion charts

15. © 2006 Prentice Hall, Inc.10 – 15 Flow Diagram Storage bins Machine 1 Mach. 2 Mach. 3Mach. 4 From press mach. Paint shop Welding Figure 10.5 (a)

16. © 2006 Prentice Hall, Inc.10 – 16 Storage bins Machine 1 Machine 2 Machine 3 Machine 4 From press mach. Paint shop Welding Flow Diagram Figure 10.5 (b)

17. © 2006 Prentice Hall, Inc.10 – 17 Other Techniques  Time Studies  Work Sampling