1. Introduction Chapter 1 Sections: The Nature of Work
Defining Work Systems
Types of Occupations
Productivity
Organization of the Book
Chapter 1
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

2. Historical Figures Related to Work
Industrial Revolution (1770’s)
James Watt
steam engine
Henry Maudslay
screw-cutting lathe
(Factories)
Machines started to replace workers
Produce more quickly and accurately
Specialization of labor
Use of large numbers of unskilled labors who works long hours for low pay (including women & children)
Interchangeable parts manufacture
Eli Whitney ( )
produces muskets for the US government
Standard parts
Special tools, fixtures etc.
Unique products replaces custom-fabricate products
Mass production (assembly line)
Henry Ford ( )
Model T for less than $500 in 1916
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

3. Historical Figures Related to Work
Scientific management (late 1800s)
Frederick W. Taylor ( )
Father of scientific management
Frank ( ) & Lillian Gilbreth ( )
Father (mother) of motion study
All works are composed of basic motion elements (therbligs)
There is one best method to perform a certain task.
Cheaper by the Dozen
Motion study (finding the best method to perform a task)
Time study to establish work standards for a job
Use of standards in industry
Labor incentives (bonus payments for higher outputs)
Use of data collection, record keeping, cost accounting
The objective is to improve the (labor) productivity
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

4. Work Is our primary means of livelihood
Serves an important economic function in the global world of commerce
Creates opportunities for social interactions and friendships
Provides the products and services that sustain and improve our standard of living
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

5. The Nature of Work
Work is an activity in which one exerts physical and mental effort to accomplish a given task or perform a duty
Task or duty has some useful objective
Worker applies skills and knowledge for successful completion
The activity has commercial value
The worker is compensated
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

6. Work (Physics Definition)
The displacement (distance) that an object moves in a certain direction multiplied by the force acting on the object in the same direction.
W=F.d (Newton-meter)
Units of measurement:
Newton-meters (N-m) in the International System of Units (metric system)
Foot-pounds (ft-lb) in U.S. customary units
Work is more than muscular applications.
Combination of physical and cognitive work.
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

7. The Pyramidal Structure of Work
Work consists of tasks
Tasks consist of work elements
Work elements consist of basic motion elements
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

8. Task Time required = 30 seconds to several minutes
An amount of work that is assigned to a worker or for which a worker is responsible
Repetitive task – as in mass production
Time required = 30 seconds to several minutes
Non-repetitive task – performed periodically, infrequently, or only once
Time required usually much longer than for repetitive task
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

9. Work Element
A series of work activities that are logically grouped together because they have a unified function in the task
Example: assembling a component to a base part using several nuts and bolts
Required time = six seconds or longer
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

10. Basic Motion Elements Examples:
Reaching for an object
Grasping the object
Moving the object
Walking
Eye movement
A work element consists of multiple basic motion elements
Less than a second
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

11. Pyramidal Structure of Work
Extended to a worker’s career
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

12. Importance of Time In many human activities, “time is of the essence”
In sports
In daily living
In business and industry
In work
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

13. Importance of Time in Business and Industry
New product introduction
Product cost (reduced time means reduced labor costs)
Delivery time
Overnight delivery
Competitive bidding (proposals should be submitted by a specific date)
Production scheduling (being on time)
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

14. Importance of Time in Work
Time is the most frequently used measure of work (not Newton-meter)
How many minutes or hours are required to perform a given task?
Most workers are paid by the time they work
Hourly wage rate
Salary
Time=Money
Workers must arrive at work on time
Otherwise his/her absence may handicap the rest of the team
Labor and staffing requirements computed in units of time
Aggeragate unit
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

15. Work System Defined (manual, machine system buraya)
As a physical entity, a work system is a system consisting of humans, information, and equipment designed to perform useful work
Results of the useful work contributes to the production of a product or delivery of a service
Examples:
Worker operating a machine tool in a factory
An assembly line consists of a dozen of workers at seperate work stations along a moving conveyor
Parcel service agent driving a delivery truck to make customer deliveries
Designer working at a CAD workstation
A receptionist answering incoming phone calls
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

16. A Work System as a Physical Entity
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

17. Work System Defined
As a field of professional practice, work systems include:
Work methods - analysis and design of tasks and jobs involving human work activity
Operations analysis & methods engineering
Work measurement – analysis of a task to determine the time that should be allowed to perform the task
Time study
Product costs
Worker performance
Worker requirements
Standard time
How long it takes to accomplish a given work
(Time=Money)
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

18. Work System Defined
As a field of professional practice, work systems include (cont.)
Work management – organizational and administrative functions that must be accomplished to achieve high productivity and effective supervision of workers
Organizing workers
Motivating workers
Evaluating jobs
Evaluating performances
Compensating workers (labor wages)
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

19. Comparisons: Industries and Workers
It is convinient to group occupations into the following four groups although there are more types of occupations
Production workers
Making products
Manufacturing, construction, agriculture
Logistics workers
Moving materials, products, people
Transportation, distribution, material handling
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

20. Comparisons: Industries and Workers
It is convinient to group occupations into the following four groups although there are more types of occupations (cont.)
Service workers
Providing service, applying existing information knowledge, communicate
Banking, retail, government, health care
Knowledge workers
Creating knowledge, solving problems, managing
Management, engineering, legal, consulting, education
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

21. Comparison of Work Characteristics
Physical activities
Cognitive activities
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

22. Relative Percentages of Occupations in the U.S. Workforce 1900-1998
TR 2007 28 26 54 46
In one century the proportions have reversed.
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

23. Productivity Individual production or service operations
The level of output of a given process relative to the level of input (output/input)
Process can refer to
Individual production or service operations
Can be used in the context of a national economy
Productivity is an important metric in work systems because Improving productivity means
saving scarce natural and human made resources
worker compensation can be increased without increasing the costs of products and services they produce
Products and services at lower prices for consumers which improves standard of living
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

24. Labor Productivity
The most common productivity measure is labor productivity, defined by the following ratio:
LPR =
where LPR = labor productivity ratio, WU = work units of output, LH = labor hours of input
The definition of output depends on the process under consideration
Steel industry : ton
Automobile industry: number of cars
Labor hour (aggregate unit)
Makes it possible to make comparisions accross different industries
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

25. Labor Factor in Productivity
Labor itself does not contribute much to improving productivity
More important factors:
Capital - substitution of machines for human labor
Investing an automated production m/c to replace a manually operated m/c
Technology - fundamental change in the way some activity or function is accomplished
It is more than using a m/c in place of a human worker
A technologically more developed m/c replaces the previous one.
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

26. Examples of Technology Changes
Horse-drawn carts
Steam locomotive
Telephone operator
Manually operated milling machine
Railroad trains
Diesel locomotive
Dial phone
Numerically controlled (NC) milling machine
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

27. Increasing Productivity
Important to recognize important gains in productivity are more likely to be made
By the introduction of capital and technology in a work process
Than by attempting to get more work in less time out of the workers
For example, in construction industry, mortar in mixers pumped into molds rather than workers mixing by shovels
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

28. Measuring Productivity
Not as easy as it seems because of the following problems:
Nonhomogeneous output units (Polo vs Golf)
Multiple input factors
Labor, capital, technology, materials, energy
Productivity comparisons are not easy for:
Price and cost changes due to economic forces and these effect the worth of the output
If prices decrease but costs increase productivity may be less meaningful
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

29. Labor Productivity Index
Measure that compares output/input ratio from one year to the next
LPI =
where LPI = labor productivity index, LPRt = labor productivity ratio for period t, and LPRb = labor productivity ratio for base period
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

30. Example: Productivity Measurement
During the base year in a small steel mill, 326,000 tons of steel were produced using 203,000 labor hours. In the next year, the output was 341,000 tons using 246,000 labor hours.
Determine: (a) the labor productivity ratio for the base year, (b) the labor productivity ratio for the second year, and (c) the productivity index for the second year.
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

31. Example: Solution (a) In the base year, LPR = 326,000 / 203,000
= tons per labor hour
(b) In the second year, LPR = 341,000 / 246,000
= tons per labor hour
(c) Productivity index for the second year
LPI = / = 0.863
Comment: No matter how it’s measured, productivity went down in the second year.
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

32. Organization of the Book
8, 9, 10
29, 30
12, 13, 14
22, 23, 24, 25, 26
Lean production, six sigma
will not be covered
1, 2, 3, 4
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

33. Work Systems and How They Work
Chapters:
Manual Work and Worker-Machine Systems
Work Flow and Batch Processing
Manual Assembly Lines
Logistics Operations
Service Operations and Office Work
Projects and Project Management
Part I
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

34. Manual Work & Worker-Machine Systems
Sections:
Manual Work Systems
Worker-Machine Systems
Automated Work Systems
Determining Worker and Machine Requirements
Machine Clusters
Chapter 2
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

35. Three Categories of Work Systems
Manual work system
Worker performs one or more tasks without the aid of powered tools (e.g. hammers, screwdrivers, shovels)
Worker-machine system
Human worker operates powered equipment (e.g. a machine tool)
Physical effort (less)
Machine power(more)
Automated work system
Process performed without the direct participation of a human worker
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

36. Manual Work System
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

37. Worker-Machine System
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

38. Automated System
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

39. Some Definitions
Work unit – the object that is processed by the work system
Workpiece being machined (production work)
Material being moved (logistics work)
Customer in a store (service work)
Product being designed (knowledge work)
Unit operations – tasks and processes that are treated as being independent of other work activities
As opposed to sequential operations (sequence of operations required to manufacture a product or deliver a service)
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

40. Manual Work Systems
Most basic form of work in which human body is used to accomplish some physical task without an external source of power
With or without hand tools
Even if hand tools are used, the power to operate them is derived from the strength and stamina of a human worker
Hairbrush vs hair dryer
Of course other human faculties are also required, such as hand-eye coordination and mental effort
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

41. Pure Manual Work
Involves only the physical and mental capabilities of the human worker without machines or tools.
Material handler moving cartons in a warehouse
Workers loading furniture into a moving van without the use of dollies
Dealer at a casino table dealing cards
Office worker filing documents
Assembly worker snap-fitting two parts together
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

42. Manual Work with Hand Tools
Manual tasks are commonly augmented by use of hand tools.
Tool is a device for making changes to objects (formally work units) such as cutting, grinding,striking, sequeezing
Scissor, screwdriver, shovel
Tools can also be used for measurement and/or analysis purposes
Workholder to grasp or poisiton work units
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

43. Manual Work with Hand Tools
Machinist filing a part
Assembly worker using screwdriver
Painter using paintbrush to paint door trim
QC inspector using micrometer to measure the diameter of a shaft
Material handling worker using a dolly to move furniture
Office worker writing with a pen
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.

44. Repetitive vs. Nonrepetitive Tasks
Work cycle is relatively short (usually a few minutes or less)
High degree of similarity from one cycle to the next
Nonrepetitive Task
Work cycle takes a long time
Work cycles are not similar
In either case, the task can be divided into work elements that consist of logical groupings of motions
Work Systems and the Methods, Measurement, and Management of Work
by Mikell P. Groover, ISBN
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.