1. 2000 by Prentice-Hall, Inc 1 Materi MO sesudah UTS Human Resources in Operations Management Human Resources in Operations Management

2. 2000 by Prentice-Hall, Inc 2 Human Resources in Strategic Planning TQM recognizes importance of employees TQM recognizes importance of employees Education & training viewed as long-term investments Education & training viewed as long-term investments Employees Employees Have broad latitude in jobs Have broad latitude in jobs Are trained in wide range of skills Are trained in wide range of skills Are empowered to improve quality & service Are empowered to improve quality & service

3. 2000 by Prentice-Hall, Inc 3 Changes in HR Management Skilled craftspeople Skilled craftspeople Scientific management Scientific management Assembly lines Assembly lines Limitations of scientific management Limitations of scientific management Behavioral influences in job design Behavioral influences in job design

4. 2000 by Prentice-Hall, Inc 4 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

5. 2000 by Prentice-Hall, Inc 5 Trends in Job Design Job and task flexibility Job and task flexibility Responsibility and empowerment Responsibility and empowerment Increased skill and ability levels Increased skill and ability levels Teamwork Teamwork Employee compensation and incentives Employee compensation and incentives Technology and automation Technology and automation Alternative workplaces Alternative workplaces Temporary and part-time employees Temporary and part-time employees Employee satisfaction Employee satisfaction

6. 2000 by Prentice-Hall, Inc 6 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

7. 2000 by Prentice-Hall, Inc 7 Elements of Job Design TASK 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 Table 17.1

8. 2000 by Prentice-Hall, Inc 8 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

9. 2000 by Prentice-Hall, Inc 9 Job Analysis Study how job should be done Study how job should be done Tools: Tools: Process flowchart - analyze process steps Process flowchart - analyze process steps Worker-machine chart - study time utilization Worker-machine chart - study time utilization Motion study - study human motions in tasks Motion study - study human motions in tasks

10. 2000 by Prentice-Hall, Inc 10 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

11. 2000 by Prentice-Hall, Inc 11 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

12. 2000 by Prentice-Hall, Inc 12 Motion Study Frank & Lillian Gilbreth Frank & Lillian Gilbreth Find one “best way” to do task Find one “best way” to do task Divide task into therbligs Divide task into therbligs Search, select, grasp, hold Search, select, grasp, hold Use videotape to study motions Use videotape to study motions

13. 2000 by Prentice-Hall, Inc 13 General Guidelines For Motion Study Efficient Use Of Human Body Efficient Use Of Human Body Work - simplified, rhythmic & symmetric Work - simplified, rhythmic & symmetric Hand/arm motions - coordinated and simultaneous Hand/arm motions - coordinated and simultaneous Employ full extent of physical capabilities Employ full extent of physical capabilities Conserve energy - use machines, minimize distances, use momentum Conserve energy - use machines, minimize distances, use momentum Tasks - simple, minimal eye contact & muscular effort, no unnecessary motions, delays or idleness Tasks - simple, minimal eye contact & muscular effort, no unnecessary motions, delays or idleness

14. 2000 by Prentice-Hall, Inc 14 General Guidelines For Motion Study Efficient Arrangement Of Workplace Efficient Arrangement Of Workplace Tools, material, equipment - designated, easily accessible location Tools, material, equipment - designated, easily accessible location Seating & work area - comfortable and healthy Seating & work area - comfortable and healthy Efficient Use Of Equipment Efficient Use Of Equipment Equipment & mechanized tools enhance worker abilities Equipment & mechanized tools enhance worker abilities Use foot-operated equipment to relieve hand/arm stress Use foot-operated equipment to relieve hand/arm stress Construct & arrange equipment to fit worker use Construct & arrange equipment to fit worker use

15. 2000 by Prentice-Hall, Inc 15 Work Measurement Estimate standard time required to perform a task Estimate standard time required to perform a task Methods of performing work measurement Methods of performing work measurement Stopwatch time study Stopwatch time study Elemental standard time files Elemental standard time files Predetermined motion times Predetermined motion times Work sampling Work sampling

16. 2000 by Prentice-Hall, Inc 16 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

17. 2000 by Prentice-Hall, Inc 17 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)

18. 2000 by Prentice-Hall, Inc 18 Incentive Piece-Rate System Piece-rate is $0.04 per sandwich What would average worker earn per hour? Example 17.4 Average wage rate = (135)(0.04) = $5.40 60 min 0.445 min/sandwich = 134.8 or 135 sandwiches Adjusted for the allowance factor– 60 min 0.415 min/sandwich = 144.6 or 145 sandwiches Average wage rate = (145)(0.04) = $5.80

19. 2000 by Prentice-Hall, Inc 19 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

20. 2000 by Prentice-Hall, Inc 20 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

21. 2000 by Prentice-Hall, Inc 21 Elemental Times Predetermined Motion Times Used for micromotions Divide tasks into micromotions Grasp, reach, move, etc. Time Measurement Units (TMU) 0.0006 minutes, 100,000 per hour

22. 2000 by Prentice-Hall, Inc 22 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

23. 2000 by Prentice-Hall, Inc 23 Work Sampling - Basic Steps 3.Determine length of sampling period 4.Conduct work sampling study, record observations 5.Periodically recompute number of observations

24. 2000 by Prentice-Hall, Inc 24 Work Sampling Study What percent of time is spent looking up information? Current estimate is p = 30% Estimate within +/- 2%, with 95% confidence After 280 observations, p = 38% n = p(1 - p) = (0.3)(0.7) = 2016.84 or 2017 ze 2 1.960.022 n = p(1 - p) = (0.38)(0.62) = 2263 ze 2 1.960.022 Example 17.6

25. 2000 by Prentice-Hall, Inc 25 Learning Curves Processing time decreases with worker learning (experience) Processing time decreases with worker learning (experience) Time per unit decreases by constant percentage each time output doubles Time per unit decreases by constant percentage each time output doubles Use to plan labor, budget & scheduling requirements Use to plan labor, budget & scheduling requirements

26. 2000 by Prentice-Hall, Inc 26 Learning Curves Units produced Processing time per unit Figure 17.6

27. 2000 by Prentice-Hall, Inc 27 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)

28. 2000 by Prentice-Hall, Inc 28 Learning Curve Effect Contract to produce 36 computers. t 1 = 18 hours, learning rate = 80% What is time for 9th, 18th, 36th units? t 9 = (18)(9) ln(0.8)/ln 2 = (18)(9) -0.322 = (18)/(9) 0.322 = (18)(0.493) = 8.874hrs t 18 = (18)(18) ln(0.8)/ln 2 = (18)(0.394) = 7.092hrs t 36 = (18)(36) ln(0.8)/ln 2 = (18)(0.315) = 5.674hrs Example 17.7

29. 2000 by Prentice-Hall, Inc 29 Learning Curve for Mass Production Job Standard time End of improvement Units produced Processing time per unit Figure 17.7

30. 2000 by Prentice-Hall, Inc 30 More on Learning Curves Not effective for mass production jobs Not effective for mass production jobs Product modifications negate effects Product modifications negate effects Improvement can derive from sources besides learning Improvement can derive from sources besides learning Industry-derived learning curve rates may be inappropriate Industry-derived learning curve rates may be inappropriate