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Learning Objectives
2
1. Explain the importance of work design
2. Briefly describe two basic approaches to job design
3. Discuss the advantages and disadvantages of specialisation
4. Explain the term knowledge base pay
5. Explain the purpose of methods analysis and describe how methods studies are
performed
6. Describe four commonly used techniques for motion study
7. Discuss the impact of working conditions on job design
8. Define a standard time
9. Describe and compare time study methods and perform calculations
10. Describe work sampling and perform calculations
11. Compare stopwatch time study and work sampling
12. Contrast time and output pay system
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3 Introduction
Work design
Work design involves job design, work measurement and the establishment
of time standards
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4
Job Design
Involves specifying the content and methods of jobs.
Productivity
Safety
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5 Ergonomics
Relates to;
Design of equipment
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6 Schools of thoughts: Job Design
2 schools of thoughts;
1. Efficiency school
2. Behavioural school
behavioural approaches.
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7
Specialisation
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8 Advantages of Specialisation: Job Design
For management
1. Simplifies training
2. High productivity
For labour
2. Minimum responsibilities
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9 Disadvantages of Specialisation: Job Design
For management
For labour
1. Monotonous work
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10 Behavioural Approaches to Job Design
1. Job enlargement
2. Job rotation
3. Job enrichment
https://www.youtube.com/watch?v=Ys7F8HNmi20
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Motivation
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Socialisation
Self- actualisation
Status
TRUST
12 Teams
Productivity
Competitive
Customer oriented
Types of teams
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13 Self- directed teams
Referred to as self managing teams: groups empowered to make certain
changes in their work processes.
Employee involvement
Higher quality
Higher productivity
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14 Requirements for successful team building
1. Clearly stated and commonly held vision and goals
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15 Methods Analysis
Analysing how a job is done.
and/or workers
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16 Sources of method analysis
1. Changes in tools and equipment
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17
Procedures in methods analysis
1. Identify the operation to be studied and gather all pertinent facts about tools,
equipment, materials etc.
2. For existing jobs, discuss the job with the operator and supervisor to get their input
3. Study and document the present method of an existing job using the process charts.
For new job, develop charts based on information about the activities involved
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18 Motion Study
Systematic study of the human motions used to perform an operation.
Improved productivity
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19 Techniques to study motion
2. Analysis of therbligs
4. Charts
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20 Motion study principles
Guidelines for designing motion-efficient work procedures.
2. Combine activities
3. Reduce fatigue
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21 Analysis of therbligs
Basic elemental motions that make up the job.
Therbligs is Gilbreth spelled backwards except for the th. (Frank Gilbreth)
The approach is to break jobs down into basic elements and base
improvements on an analysis of these basic elements by;
a. Eliminating
b. Combining
c. Rearranging them
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22 Basic elemental motions
Search hunting for an item with hands/or the eyes
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24 Working Conditions
1. Temperature
2. Humidity
3. Ventilation
4. Illumination
5. Noise
6. Work breaks
7. Safety
8. Ethical Issues
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25
Work Measurement
Determining how long it should take to do a job
Length of time.
Standard time
The 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 materials
and workplace arrangement.
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26 Work Measurement
2. Historical times
3. Predetermined data
4. Work sampling
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27
Compensation
1. Time- based systems
2. Output-based systems
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28 Time-based system: Advantages
Management
2. Easy to administer
4. Stable output
Worker
1. Stable pay
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29 Time-based system: Disadvantages
Management
Worker
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30 Output-based System : Advantages
Management
2. Greater output
Worker
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31 Output-based System : Disadvantages
Management
Worker
1. pay fluctuate
2. Workers maybe penalised because of factors beyond their control (e.g. machine breakdown)
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32 Incentive plan
1. Accurate
2. Easy to apply
3. Consistent
4. Easy to understand
5. Fair
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33 Compensation
Management Compensation
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