Bài giảng Operations Management - Chapter 7 Work Design and Measurement

Work Design and MeasurementChapter 7Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.You should be able to:LO 7.1 Explain the importance of work designLO 7.2 Compare and contrast the two basic approaches to job designLO 7.3 Discuss the advantages and disadvantages of standardizationLO 7.4 Describe behavioral approaches to job designLO 7.5 Discuss the impact of working conditions on job designLO 7.6 Compare the advantages and disadvantages of time-based and output-based pay systemsLO 7.7 Explain the purpose of methods analysis and describe how methods studies are performedLO 7.8 Describe four commonly used techniques for motion studyLO 7.9 Define a standard timeLO 7.10 Describe and compare time study methods and perform calculationsLO 7.11 Describe work sampling and perform calculationsLO 7.12 Compare stopwatch time study and work samplingChapter 7: Learning ObjectivesJob DesignJob designThe act of specifying the contents and methods of jobsWhat will be done in a jobWho will do the jobHow the job will be doneWhere the job will be doneImportanceOrganization’s are dependent on human efforts to accomplish their goalsMany job design topics are relevant to continuous and productivity improvementObjectivesProductivitySafetyQuality of work lifeLO 7.1Efficiency vs. Behavioral Job DesignEfficiency SchoolEmphasizes a systematic, logical approach to job designA refinement of Frederick Winslow Taylor’s scientific management conceptsBehavioral SchoolEmphasizes satisfaction of needs and wants of employeesLO 7.2SpecializationSpecializationWork that concentrates on some aspect of a product or serviceAdvantagesFor management:Simplifies trainingHigh productivityLow wage costsFor employees:Low education and skill requirementsMinimum responsibilityLittle mental effort neededDisadvantagesFor management:Difficult to motivate qualityWorker dissatisfaction, possibly resulting in absenteeism, high turnover, disruptive tactics, poor attention to qualityFor employees:Monotonous workLimited opportunities for advancementLittle control over workLittle opportunity for self-fulfillmentLO 7.3Behavioral Approaches to Job DesignJob EnlargementGiving a worker a larger portion of the total task by horizontal loadingJob RotationWorkers periodically exchange jobsJob EnrichmentIncreasing responsibility for planning and coordination tasks, by vertical loadingLO 7.4Quality of Work LifeQuality of work life affects not only workers’ overall sense of well-being and contentment, but also their productivityImportant aspects of quality of work life:How a worker gets along with co-workersQuality of managementWorking conditionsCompensationLO 7.5 Comparing Compensation ApproachesManagementWorkerTIME-BASEDAdvantagesStable labor costsEasy to administerSimple to compute payStable OutputStable payLess pressure to produce than under output systemDisadvantagesNo incentive for workers to increase outputExtra efforts not rewardedOUTPUT-BASEDAdvantagesLower cost per unitGreater outputPay related to effortsOpportunity to earn moreDisadvantagesWage computation more difficultNeed to measure outputQuality may sufferDifficult to incorporate wage increasesIncreased problems with schedulingPay fluctuatesWorkers may be penalized because of factors beyond their control (e.g., machine breakdown)LO 7.6 Methods AnalysisAnalyzing how a job gets doneIt begins with an analysis of the overall operationIt then moves from general to specific details of the job concentrating onWorkplace arrangementMovement of workers and/or materialsMethods AnalysisLO 7.7 Motion studySystematic study of the human motions used to perform an operationMotion Study TechniquesMotion study principles – guidelines for designing motion-efficient work proceduresAnalysis of therbligs – basic elemental motions into which a job can be broken downMicromotion study – use of motion pictures and slow motion to study motions that otherwise would be too rapid to analyzeCharts – activity or process charts, simo charts (simultaneous motions)Motion StudyLO 7.8 Work MeasurementStandard timeThe amount of time it should take a qualified worker to complete a specified task, working at a sustainable rate, using given methods, tools and equipment, raw material inputs, and workplace arrangement.Commonly used work measurement techniquesStopwatch time studyHistorical timesPredetermined dataWork samplingLO 7.9 Stopwatch Time StudyUsed to develop a time standard based on observations of one worker taken over a number of cycles.Standard Elemental Timesare derived from a firm’s own historical time study data.Predetermined time standards involve the use of published data on standard elemental times.Work sampling a technique for estimating the proportion of time that a worker or machine spends on various activities and idle time.Work Measurement TechniquesLO 7.10 Stopwatch Time StudyUsed to develop a time standard based on observations of one worker taken over a number of cycles.Basic steps in a time study:Define the task to be studied and inform the worker who will be studiedDetermine the number of cycles to observeTime the job, and rate the worker’s performanceCompute the standard timeLO 7.10 Work sampling is a technique for estimating the proportion of time that a worker or machine spends on various activities and the idle time.Work sampling does not require timing an activity or involve continuous observation of the activityUses:ratio-delay studies which concern the percentage of a worker’s time that involves unavoidable delays or the proportion of time a machine is idle.analysis of non-repetitive jobs.Work SamplingLO 7.11 Work Sampling vs. Stopwatch Time StudiesAdvantagesObservations are spread out over a period of time, making results less susceptible to short-term fluctuationsThere is little or no disruption of workWorkers are less resentfulStudies are less costly and less time-consuming, and the skill requirements of the analyst are much lessStudies can be interrupted without affecting the resultsNo timing device is requiredIt is well suited for nonrepetitive tasksDisadvantagesThere is much less detail on the elements of a jobWorkers may alter their work patterns when they spot the observer, thereby invalidating the resultsIn many cases, there is no record of the method used by the workerObservers may fail to adhere to a random schedule of observationsIt is not well suited for short, repetitive tasksMuch time may be required to move from one workplace to another and back to satisfy the randomness requirementLO 7.12