06 design people system

7/31/2019 06 Design People System

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Design of People System

Henry C. Co

Technology and Operations Management,

California Polytechnic and State University


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Design of People System (Henry C. Co) 3

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 bob will be done Where the job will be done

Ergonomics: Incorporation of humanfactors in the design of the workplace


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Design of Work Systems

Specialization

Behavioral Approaches to Job Design

Teams

Methods Analysis Motions Study

Working conditions


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Decisions in Job Design

HowWhyWhenWhereWhatWho

Mental and

physical

characteristics

of the

work force

Tasks to be

performed

Geographic

locale of the

organization;

location of

work areas

Time of day;

time of

occurrence in

the work flow

Organizational

rationale for

the job; object-

ives and mot-

ivation of the

worker

Method of

performance

and

motivation

Ultimate

Job

Structure


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Approaches in Job Design

Behavioral approaches

The Hawthorn studies.

The work of Herzberg, Hackman, Oldham,and others.

Japanese management systems. Efficiency approaches

From Taylors scientific managementconcepts (Time study, work sampling,

methods. improvement study).


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Behavioral Approaches (Psycho-SocialFactors)

Job enlargement (high task variety).

Vertical (job enrichment).

To include planning, organizing, inspectingones own work.

Meaningful work, responsibility for outcomes.

Knowledge of actual results.

Horizontal (greater variety).

Job Rotation: Workers periodicallyexchange.

Taylorism (high task specialization).


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Socio-technical system

Blends the sociological concerns of theworker with modern technology of robotsand computer-controlled machines.

Design job to adjust the needs of theworkers and work group.

Skill variety.

Task variety.

Task identity.

Task autonomy.

Feedback.


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Specialization in Business (Table 7.1)

For Management:

1. Difficult to motivate

quality

2. Worker dissatisfaction,

possibly resulting in

absenteeism, high

turnover, disruptive

tactics, poor attention

to quality

For Labor:

1. Monotonous work

2. Limited opportunities

for advancement

3. Little control over work

4. Little opportunity for

self-fulfillment


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Disadvantages

For Management:

1. Difficult to motivate

quality

2. Worker dissatisfaction,

possibly resulting in

absenteeism, high

turnover, disruptive

tactics, poor attention

to quality

For Labor:

1. Monotonous work

2. Limited opportunities

for advancement

3. Little control over work

4. Little opportunity for

self-fulfillment


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Efficiency Approach (Technical-PhysicalFactors)

Work Physiology (Study of Manual Tasks)

Manual tasks entail stress on large muscle groups. Physiological Indices of Fatigue

heart rate, oxygen intake. sweat rate, lactic acid in blood, body

temperature.

Human-Factors Engineering Motor Tasks Controlled by the central nervous system. Fatigue is localized in small muscle groups (e.g.,

fingers, arms, hands).

Mental Tasks Rapid decision making based upon stimuli. Effectiveness measured by response time and

kind/number of errors.


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The Work Environment

Working ConditionsTemperature &Humidity

Ventilation

Illumination Color


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Noise & Vibration

Causes of AccidentsSafety

Work Breaks


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Work Methods The need for methods analysis can come from a

number of different sources: Changes in tools and equipment. Changes in product design or new products. Changes in materials or procedures. Other factors (e.g. accidents, quality problems).

Focus on doing the job right; poka yoke.

Select the job to be studied. Jobs that are prone to human error. High labor content; done frequently. Unsafe or tiring that offer the most potential for

improvement.

Document and analyze the present method.

Develop an improved method. Implement the improved method. Maintain and follow up on the new method.

d l


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Document and AnalyzePresent Method

Obtain production requirements.

Procure engineering data.

Procure manufacturing and cost data.

Description and sketches of work

station and tools.

Use assembly chart, flow processchart, flow diagram, worker-machine

activity chart, etc.


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Assembly Chart (Operation Process Chart)

Information conveyed

Purpose of operation Process of manufactureDesign of the part Setup and toolsTolerances and specifications Working conditionsMaterials Plant layout


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Assembly Chart (Continued)

Standard symbols:

Circle (operation)andSquare(inspection)


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Process Flowchart Symbols

Operation:

An activity directly contributing to 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:

Process having to wait


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FLOW PROCESS CHARTJob Requisition of petty cash

Details of Method

ANALYSTD. Kolb PAGE1 of 2

Requisition made by department headPut in pick-up basket

To accounting departmentAccount and signature verifiedAmount approved by treasurerAmount counted by cashierAmount recorded by bookkeeper

Petty cash sealed in envelopePetty cash carried to departmentPetty cash checked against requisitionReceipt signedPetty cash stored in safety box

Figure 7-2


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Worker-Machine Chart

Graphical model of the simultaneous

activities of a worker and theequipment he/she operates.

Helps identify idle time and costs of

both workers and machines. For analyzing alternative worker-

machine combinations to determinethe most efficient arrangement.


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1

2

3

4

5

6

7

8

9

Key in customer dataon card

Feed data card in

Position customer for photo

Take picture

Inspect card & trim edges

Idle

Idle

Idle

Idle

Photo/card processed

Accept card

Begin photo process

2.6

0.4

1.0

0.6

3.4

1.2

Job Photo-Id Cards Date 10/14

Time Time(min) Operator (min) Photo Machine

Worker-Machine

Chart


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Operation Analysis

Question every detail.

Why?

Where?

What?

Who? When?

How?


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Operation Analysis

10 Primary Approaches Purpose of the operation. Design of the part.

Tolerance and specifications.

Material.

Process of manufacture.

Setup and tools.

Working conditions.

Material handling.

Plant layout.

Principles of motion economy.


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Principles of Motion Economy

Both hands should work at the same

time.

The hands should work in oppositesymmetrical directions.

Each hand should go through as fewmotions as possible.

The work place should be designed toavoid long reaches.

Avoid using the hand as a holdingdevice.


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Work Measurement

Motion study is the systematic study of the human motionsused to perform an operation.

Work measurement: Measures time requirement to make aproduct

Time standards: The time required for a trained worker toperform a given task using a prescribed work method withnormal effort and skill.

Uses of standards

Uses of standards %

Estimating and cost 89%

Incentive compensation plans 59

Production scheduling 55

Performance appraisal 41

Staffing & capacity plans 2


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Major Methods of Work Measurement

Type of Task Major MethodsVery short interval, highlyrepetitive

Film analysis

Short interval, repetitive Stop watch time study or

predetermined dataTask in conjunction withmachinery or other fixedprocessing time equipment

Elemental data or subjectiveestimate

Infrequent work or work of a loncycle time Work sampling or subjectiveestimate


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The Critics of Work Measurement

UPS has 1000 industrial engineers (out of a work

force of 152,000) set standards for a myriad ofclosely supervised tasks. Productivity and profits arehigh.

Time study is a dark-ages technique, and itsdehumanizing to track someone around with a

stopwatch.Vice President, H.B. Maynard & Co.

UPS runs counter to the drift of many companieswho see (1) Automation (such as Roadway) or (2)Employee Involvement as better ways to higher

productivity, rather than rigid monitoring at UPS.

Wall Street Journal


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Time Study Sheet


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Elemental Standard Time Data

Develop tables of performance times

for operations that are common tomany applications.

Avoids the need for separate time

studies.


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Predetermined Motion-Time Data Systems

Uses historically developed data for timerequired for basic body movement, elementsof operation, or even an entire operation.

Very useful in estimating new product cost. Procedure

Divide total task into elements.

Rate the difficulty of each element. Look up tables for the time allowed for each

element. Add all element times together.

Systems available

Methods time measurements (MTM). Basic motion time study (BMT). Motion time survey (GE). Work factor.


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The MTMPredeterminedMotion-TimeData System


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Work Sampling

Observing an activity during a fixed duration

(e.g., a day) at random intervals to estimatethe fraction of time spent directly on somesub-activities of interest

Applications

Ratio delay = % idle time Performance measurement

Time standard

Experimental approach

Level of confidence Sample size

Accuracy of observationsMaximumprobable

error

Maximumprobableerror

Confidence

level


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Work Sampling Study

A work sample is being conducted. the

observer randomly samples 60 times in aday and notes that a particular element isperformed 12 times.

Estimate the % of the time that worker

spend on this element. Calculate the precision of the estimate (at

95% confidence interval)

Determine the appropriate sample size

required for a second set of observations ifthe acceptable numerical error is 0.02.


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MaslowsHierarchy ofNeeds


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Compensation Methods

Some reasons a company might use a

wage incentive plan Increased pay for employees

Lower total cost to the company for eachunit produced.

Many jobs do not lend themselves toan individual incentive plan.


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Wage Incentive Plans

Piecework plans.

Standard hour wage plans. Gain-sharing plans.

Recommendations for developing and implementingsuccessful wage incentive plans:

The plan should permit earnings about the base rate;good performance should pay at least a 30% bonus.

The plan should benefit both the company and theemployees.

The plan should be simple and understandable.

The standards should be protected from capricious andindiscriminate rate cutting.

Earnings should not be affected by factors beyond thecontrol of the worker.


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Group Incentive Plans

Direct-wage group.

Profit-sharing and cost-reduction plans. The Scanlon plan.

Whenever a plant-s productivity exceeds apreestablished normal level, every employeegets a bonus - the higher the level of productivity,

the bigger the bonus. The plan also involves a style of management

designed to give each worker some control overhis or her job by encouraging participation indecision making affecting it.

Productivity is increased by a well-designedemployee suggestion plan and through the use ofspecial committee that constantly prod employeesfor ideas on how to improve productivity.


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Lincoln Electric

The Lincoln Electric Plan

Average incentive bonus for the last 10years = 11 months- salary.

Job security: guaranteed minimum of 30hours- pay per week for employees who

have served the company for 2 years ormore.

Promotion from within.

Lincoln Electric


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Lincoln ElectricDisbursed Ten Year Average


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Employee Health & Safety

Several regulations and government

agencies monitor and control; OSHA - safety and health in the

workplace. Federal... proactive.

Workers Compensation - safety andhealth in the workplace. State ....reactive.

EPA - Environmental protection outside ofthe workplace. Federal... proactive.

Safety and Health departments inplant.


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Learning Curves

Illustrates

improvement rateof workers as a jobis repeated

Processing time perunit decreases by a

constantpercentage eachtime outputdoubles

Units produced

Processingtimep

erunit


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tn = time required for nth unit produced

t1 = time required for first unit producedn = cumulative number of units produced

b = , where ris the learning curve %(decimal coefficient)

2ln

ln r

Time required for the nth unit = tn = t1nb

where:

L i C Eff


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Learning Curve Effect

Contract to produce 36 computers.

t1 = 18 hours, learning rate = 80%

What is time for 9th, 18th, 36th units?

t9 = (18)(9)ln(0.8)/ln 2 = (18)(9)-0.322

= (18)/(9)0.322 = (18)(0.493) = 8.874hrs

t18 = (18)(18)ln(0.8)/ln 2 = (18)(0.394) = 7.092hrs

t36 = (18)(36)ln(0.8)/ln 2 = (18)(0.315) = 5.674hrs


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Learning Curve for Mass Production Job

Standardtime

End of improvement

Units produced

Proces

singtimeperunit


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Learning Curves (cont.)

Advantages

planning labor planning budget

determiningschedulingrequirements

Limitations

product modificationsnegate learning curveeffect

improvement can derivefrom sources besideslearning

industry-derivedlearning curve ratesmay be inappropriate

06 design people system

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