Design of People System. Henry C. Co. Technology an

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Design of People System

• Henry C. Co
• Technology and Operations Management,
• California Polytechnic and State University

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(No Transcript)
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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 human factors 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
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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 management concepts
  (Time study, work sampling, methods. improvement
  study).

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Behavioral Approaches (Psycho-Social Factors)

• Job enlargement (high task variety).
• Vertical (job enrichment).
• To include planning, organizing, inspecting ones
  own work.
• Meaningful work, responsibility for outcomes.
• Knowledge of actual results.
• Horizontal (greater variety).
• Job Rotation Workers periodically exchange.
• Taylorism (high task specialization).

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• Socio-technical system
• Blends the sociological concerns of the worker
  with modern technology of robots and
  computer-controlled machines.
• Design job to adjust the needs of the workers and
  work group.
• Skill variety.
• Task variety.
• Task identity.
• Task autonomy.
• Feedback.

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Specialization in Business (Table 7.1)
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Disadvantages
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Efficiency Approach (Technical-Physical Factors)

• 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
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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.

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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 process chart, flow
  diagram, worker-machine activity chart, etc.

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Assembly Chart (Operation Process Chart)

• Information conveyed

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Assembly Chart (Continued)

• Standard symbols Circle (operation) and
  Square(inspection)

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Process Flowchart Symbols
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Figure 7-2
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Worker-Machine Chart

• Graphical model of the simultaneous activities of
  a worker and the equipment he/she operates.
• Helps identify idle time and costs of both
  workers and machines.
• For analyzing alternative worker-machine
  combinations to determine the most efficient
  arrangement.

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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 opposite symmetrical
  directions.
• Each hand should go through as few motions as
  possible.
• The work place should be designed to avoid long
  reaches.
• Avoid using the hand as a holding device.

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Work Measurement

• Motion study is the systematic study of the human
  motions used to perform an operation.
• Work measurement Measures time requirement to
  make a product
• Time standards The time required for a trained
  worker to perform a given task using a prescribed
  work method with normal effort and skill.
• Uses of standards

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Major Methods of Work Measurement
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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 of
  closely supervised tasks. Productivity and
  profits are high.
• Time study is a dark-ages technique, and its
  dehumanizing to track someone around with a
  stopwatch.
• Vice President, H.B. Maynard Co.
• UPS runs counter to the drift of many companies
  who 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 to many applications.
• Avoids the need for separate time studies.

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Predetermined Motion-Time Data Systems

• Uses historically developed data for time
  required for basic body movement, elements of
  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 MTM Predetermined Motion-Time Data System
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Work Sampling

• Observing an activity during a fixed duration
  (e.g., a day) at random intervals to estimate the
  fraction of time spent directly on some
  sub-activities of interest
• Applications
• Ratio delay idle time
• Performance measurement
• Time standard
• Experimental approach
• Level of confidence
• Sample size
• Accuracy of observations

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Work Sampling Study

• A work sample is being conducted. the observer
  randomly samples 60 times in a day and notes that
  a particular element is performed 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 if the
  acceptable numerical error is 0.02.

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Maslows Hierarchy of Needs
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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 each unit
  produced.
• Many jobs do not lend themselves to an individual
  incentive plan.

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Wage Incentive Plans

• Piecework plans.
• Standard hour wage plans.
• Gain-sharing plans.
• Recommendations for developing and implementing
  successful 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 the
  employees.
• The plan should be simple and understandable.
• The standards should be protected from capricious
  and indiscriminate rate cutting.
• Earnings should not be affected by factors beyond
  the control 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 a
  preestablished normal level, every employee
  gets 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 over
  his or her job by encouraging participation in
  decision making affecting it.
• Productivity is increased by a well-designed
  employee suggestion plan and through the use of
  special committee that constantly prod employees
  for ideas on how to improve productivity.

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Lincoln Electric

• The Lincoln Electric Plan
• Average incentive bonus for the last 10 years
  11 months- salary.
• Job security guaranteed minimum of 30 hours- pay
  per week for employees who have served the
  company for 2 years or more.
• Promotion from within.

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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 and health in the
  workplace. State .... reactive.
• EPA - Environmental protection outside of the
  workplace. Federal... proactive.
• Safety and Health departments in plant.

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Learning Curves

• Illustrates improvement rate of workers as a job
  is repeated
• Processing time per unit decreases by a constant
  percentage each time output doubles

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Time required for the nth unit
tn t1nb
where
tn time required for nth unit produced t1
time required for first unit produced n
cumulative number of units produced b
, where r is the learning curve
(decimal coefficient)
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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
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Learning Curves (cont.)

• Advantages
• planning labor
• planning budget
• determining scheduling requirements

• Limitations
• product modifications negate learning curve
  effect
• improvement can derive from sources besides
  learning
• industry-derived learning curve rates may be
  inappropriate