1. Design of Work Systems

2. 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.

3. What is the relationship between Job design and production planning?

4. 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

5. 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.

6. 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

7. 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.

8. 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

9. 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

10. 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

11. 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)

12. 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

13. 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

14. 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

15. 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

16. 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

17. 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

18. 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

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

20. Methods Analysis

21. 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!

22. 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

23. 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

24. 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

25. 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)

26. 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

28. 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

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

30. 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

31. Process Chart

32. Activity Chart

33. Operation Chart

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

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

36. 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

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

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

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

40. Working Conditions

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

42. 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