Transcript 11_Human resources
PRODUCTION AND OPERATIONS MANAGEMENT Ch. 11: Human Resources and Job Design POM - J. Galván 1
Learning Objectives Define job design Describe job design components Explain motivation theories & studies Define work measurement Describe work measurement techniques Calculate standard time POM - J. Galván 2
Objective of Human Resource Strategy To manage labor and design job s so people are effectively and efficiently utilized POM - J. Galván 3
People and Work System Goals Use people efficiently within constraints Provide reasonable quality of work life POM - J. Galván © 1995 Corel Corp.
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People and Work System Aspects
Job Design Labor Standards
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People and Work System Constraints Product strategy People & Work Design Process strategy Location strategy Layout strategy Schedules Individual differences © 1995 Corel Corp.
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Labor Planning/Stability Policies Follow demand exactly • • keeps direct labor costs tied closely to production incurs costs of hiring/firing unemployment insurance labor wage premium POM - J. Galván Hold employment constant • • maintains a trained workforce incurs costs of idle time when demand is low meeting increased demand when demand is high 7
Work Schedules Standard work schedule • five eight-hour days Flex-time • allows employees, within prescribed limits, to determine their own schedules Flexible work week • four 10-hour days Part-time • less than eight hours per day, or an irregular schedule POM - J. Galván 8
Job Classifications and Work Rules Specify • who can do what • when they can do it • under what conditions they can do it Often result of union pressure Restricts flexibility in assignments; consequently restricts efficiency of production POM - J. Galván 9
Job Design Specifying the tasks that make up a job for an individual or group Involves determining • • • What is to be done (i.e., responses) How it is to be done (i.e., tools etc.) Why it is to be done (i.e., purpose) Results in job description • Shows nature of job in task-related behaviors POM - J. Galván 10
Components of Job Design Job specialization Job expansion Psychological components Self-directed teams Motivation and incentive systems Ergonomics and work methods POM - J. Galván 11
Labor Specialization o Involves o Breaking jobs into small component parts o Assigning specialists to do each part o First noted by Adam Smith (1876) o Observed how workers in pin factory divided tasks into smaller components o Found in manufacturing & service industries POM - J. Galván 12
Labor Specialization Often Reduces Cost ¨ ¨ ¨ ¨ Greater dexterity & faster learning Less lost time changing jobs or tools Use more specialized tools Pay only for needed skills POM - J. Galván 13
Job Expansion Process of adding more variety to jobs Intended to reduce boredom associated with labor specialization Methods • • • • Job enlargement Job enrichment Job rotation Employee empowerment POM - J. Galván 14
Job Expansion/Enrichment Enriched Job Planning Enlarged Job Task #2 Present Job Task #3 Control POM - J. Galván 15
Job Expansion Constraints Higher capital cost Workers’ preferences • Example: Some people prefer simple jobs Higher wages required Smaller labor pool Increased accident rates Lack of technology POM - J. Galván 16
Maternity Job Rotation Pediatrics © 1995 Corel Corp.
POM - J. Galván © 1995 Corel Corp.
© 1995 Geriatrics Corel Corp.
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Employee Empowerment Employee Empowerment Decision-Making Control Planning POM - J. Galván 18
Job Design Continuum Enlargement Specialization Self-directed Teams Empowerment Enrichment Increasing reliance on employees contribution and increasing acceptance of responsibility by employee POM - J. Galván 19
Limitations to Job Enlargement/Job Enrichment Higher capital cost Many individuals prefer simple jobs Higher wages are required since the worker must utilize a higher level of skill A smaller labor pool exists of persons able and willing to perform enriched or enlarged jobs Increased accident rates may occur Current technology in some industries does not lend itself to job enlargement and enrichment POM - J. Galván 20
Psychological Components of Job Design ¨ ¨ ¨ Individuals have values, attitudes, and emotions that affect job results ¨ Example: Work is a social experience that affects belonging needs Effective worker behavior comes mostly from within the individual ¨ Scientific management argued for external financial rewards First examined in ‘Hawthorne studies’ 21 POM - J. Galván
Core Job Characteristics Skill variety Job identify Job significance Autonomy Feedback POM - J. Galván 22
Motivation Worker performance depends on • • Motivation Ability • Work environment Motivation is the set of forces that compel behavior Money may serve as a psychological & financial motivator POM - J. Galván 23
Motivation and Money Taylor’s scientific management (1911) • Workers are motivated mainly by money • Suggested piece-rate system Maslow’s theory (1943) • People are motivated by hierarchy of needs, which includes money Herzberg (1959) • Money either dissatisfies or is neutral in its effect POM - J. Galván 24
Monetary Incentives Bonuses: Cash & stock options Profit sharing: Distribution of profits Gain sharing: Reward for company performance (e.g., cost reduction) • Scanlon plan is most popular (cost reduction.) Incentive systems • • Measured daywork: Pay based on std. time Piece rate: Pay based on pieces done POM - J. Galván 25
Maslow’s Hierarchy of Needs
Ego Self Respect Self-Actualization Use of abilities Self-fulfillment Social Group Interaction Job Status Safety Physical Safety Job Security Physiology Food Shelter
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Herzberg’s Motivation/Hygiene Factors Job Dissatisfiers (Hygiene) Job Satisfiers (Motivators) Company policies and administration Supervision - technical Working conditions Interpersonal relations - supervision Status Job security Salary POM - J. Galván Achievement Recognition Advancement Work itself Responsibility Personal growth 27
Job Characteristics
Core Job Characteristics Psychological States Personal & Work Outcomes
¨ Motivation ¨ Satisfaction ¨ Job performance ¨ Absenteeism & turnover Hackman & Oldham (1980) 28 POM - J. Galván
Self-Directed Teams Group of empowered individuals working together for a common goal May be organized for short-term or long-term objectives Reasons for effectiveness • Provide employee empowerment • Provide core job characteristics • Meet psychological needs (e.g., belonging) POM - J. Galván 29
Ergonomics and Work Methods Worker performance depends on • • • Motivation Ability
Work environment
Foundation laid by Frederick Taylor • Match employees to task • • Develop
work methods
Establish work standards 30 POM - J. Galván
Ergonomics Study of work Also called ‘human factors’ Involves human-machine interface Examples • • Mouse Keyboard POM - J. Galván 31
Methods Analysis Focuses on how task is performed Used to analyze • • Movement of body, people, or material Activities of people & machines Tools • • • • Process chart Flow diagram Activity chart Operations chart (right-hand, left-hand) POM - J. Galván 32
Process Chart
SUBJECT: Request tool purchase Dist (ft) 75 Time (min) Symbol
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D Ñ
o
D Ñ
o
D Ñ
o
D Ñ Description Write order On desk To buyer Examine
= operation; = transport; o storage = inspect; D = delay; Ñ = POM - J. Galván 33
Flow Diagram
Buyer 75 ft.
You
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Activity Chart
1 2 3 4 5 6
Subject:
Semi-Auto Machine
Time Operator
Load machine Idle Unload
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Present Machine
Being loaded Run Being Unloaded
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Operations Chart (Left Hand/Right Hand
Left Hand Right Hand Present Method Symbol Symbol Present Method 1 Reach for bolt
o
D Ñ
o
D Ñ Idle 2 Grasp bolt 3 Hold bolt 4 Hold bolt
o
D Ñ
o
D Ñ Idle
o
D Ñ
o
D Ñ Reach for washer
o
D Ñ
o
D Ñ Assemble
= operation; = transport; o storage = inspect; D = delay; Ñ = POM - J. Galván 36
The Visual Workplace Uses low-cost visual devices to share information quickly and accurately.
Displays and graphs replace paper Provides real-time information System should focus on improvement, not merely monitoring Can provide both production and financial data 37 POM - J. Galván
What is Work Measurement?
Determining the amount of worker time required to generate one unit of output Provides labor standards • Target amount of time required to perform a job under normal working conditions POM - J. Galván 38
Uses of Labor Standards Costing labor content of products Planning staffing needs Cost & time estimates for bids Planning production Wage-incentive plans Employee efficiency POM - J. Galván 39
Sources of Labor Standards Historical experience Time studies Predetermined time standards (MTM) Work sampling POM - J. Galván 40
Labor Standards - Historical Experience Labor standards are based on how many labor-hours were needed in past Least preferred method Advantages • Easy and inexpensive to obtain standard Disadvantages • Unknown accuracy due to unusual occurrences, unknown pace etc.
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Time Studies Labor standards are based on observing worker doing task • Observe only a sample of work • Use average time & pace to set standard Disadvantages • • Require a trained & experienced analyst Standard cannot be set performed
before
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Time Study Steps Define task to be studied Break task into elements Determine number of cycles Time each element Determine pace (rating factor) Compute labor standard POM - J. Galván 43
Time Study Equations
Nonwork time Allowance factor = Total time Avg. element time = N (Element times) Number of cycles Normal time = (Avg. element time) × (Pace) Standard time = 1 Total normal time Allowance factor
Nonwork time = Personal, Fatigue, and Delay Time POM - J. Galván 44
Predetermined Time Standards Labor standards are set from times in published tables (e.g., MTM Table) Procedure • • Divide manual work into basic elements Look up basic element times in table; sum • • • Advantages Times established in laboratory setting Useful for planning tasks Widely accepted by unions POM - J. Galván 45
Work Sampling Labor standard is set using output & % of time worker spends on tasks Involves observing worker at random times over a long period Advantages • • Less expensive than time studies Observer requires little training Disadvantages • Ineffective with short cycles POM - J. Galván 46
Work Sampling Steps Take preliminary sample & estimate parameter value (e.g., percentage) Compute sample size Prepare observation schedule Observe & record worker’s activities • Rate worker’s performance Record number of units produced Compute standard time per unit POM - J. Galván 47
Work Sampling Equations
Normal Tim e = (Total Time) (%Working Rating) Units Produced Std Time = Normal Tim (1 - Allowance) e
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A Final Thought Two stonecutters were asked what they were doing. The first said, ‘I’m cutting this stone into blocks.’ The second one replied, ‘I’m on a team that’s building a cathedral.’ — Old Story POM - J. Galván © 1995 Corel Corp.
Church of the Holy Family (Barcelona)
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