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Chapter 7

Design of Work System

Roboam Kakap
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

Workers motivation and compensation

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4
Job Design
Involves specifying the content and methods of jobs.

Job designers focus on;

What will be done in the job

Who will do the job

How the job will be done

Where the job will be done

Objectives of job design

Productivity

Safety

Quality of work life

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5 Ergonomics

Incorporation of human factors in the design of the workplace.

Relates to;

Design of equipment

Design of work methods

Overall design of workplace

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6 Schools of thoughts: Job Design
2 schools of thoughts;

1. Efficiency school

Emphasizes on a systematic, logical approach to job design

2. Behavioural school

Emphasizes satisfaction of wants and needs

Specialisation is a primary issue of disagreement between the efficiency and

behavioural approaches.

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7
Specialisation

work that concentrates on some aspects of a product or service

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8 Advantages of Specialisation: Job Design
For management

1. Simplifies training

2. High productivity

3. Low wage cost

For labour

1. Low education and skill requirement

2. Minimum responsibilities

3. Little mental effort needed

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9 Disadvantages of Specialisation: Job Design
For management

1. Difficult to motivate quality

2. Worker dissatisfaction, results in absenteeism, high turnover, disruptive


tactics, poor attention to quality

For labour

1. Monotonous work

2. Limited opportunities for advancement

3. Little control over work

4. Little opportunity for self fulfilment

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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
11

Influence quality, productivity and work environment

Reasons for people working

Socialisation

Self- actualisation

Status

Physiological aspect of work

Sense of purpose and accomplishment

TRUST
12 Teams
Productivity

Competitive

Customer oriented

Types of teams

Short term teams

Long term 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.

Designed to achieve a higher level of team work

Employee involvement

Benefits of self-directed teams

Higher quality

Higher productivity

Greater worker satisfaction

Less turnover and absenteeism

Lower costs of training

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14 Requirements for successful team building
1. Clearly stated and commonly held vision and goals

2. Talent and skills required to meet goals

3. Clear understanding of team members roles and functions

4. Efficient and shared understanding of procedures and norms

5. Effective and skilled interpersonal relations

6. A system of reinforcement and celebration

7. Clear understanding of the teams relationship to the greater organisation.

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15 Methods Analysis
Analysing how a job is done.

Job design beings with overall operation analysis

General to specific details of the job

Concentrating on arrangement of the workplace, movement of materials

and/or workers

A good source of productivity improvement

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16 Sources of method analysis
1. Changes in tools and equipment

2. Changes in product design or introduction of new products

3. Changes in materials or procedures

4. Government regulations or contractual agreements

5. Other factors (e.g. accidents, quality problems)

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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

4. Analyse the job

5. Propose new methods

6. Install the new methods

7. Follow up implementation to assure that improvements have been achieved

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18 Motion Study
Systematic study of the human motions used to perform an operation.

Purpose of motion study

Eliminate unnecessary motions

Identify the best sequence of motions for maximum efficiency

Improved productivity

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19 Techniques to study motion

1. Motion study principles

2. Analysis of therbligs

3. Micro motion study

4. Charts

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20 Motion study principles
Guidelines for designing motion-efficient work procedures.

The analysis tries to:

1. Eliminate unnecessary motions

2. Combine activities

3. Reduce fatigue

4. Improve the arrangement of the workplace

5. Improve the design of tools and equipment

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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

Select choose from a group of objects

Grasp take hold of an object

Hold retention of an object after it has be grasp

Transport load movement of an object after hold

Release load to deposit the object

Others: inspect, position, plan, rest, delay


23 Micromotion study: (Lillian Gilbreth)
use of motion pictures and slow motion to study motions that otherwise

would be too rapid to analyse

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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

1. Stopwatch time study

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

1. Stable labour costs

2. Easy to administer

3. Simple to compute pay

4. Stable output

Worker

1. Stable pay

2. Less pressure to produce than under output system

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29 Time-based system: Disadvantages

Management

1. No incentive for workers to increase output

Worker

1. Extra effort is not rewarded

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30 Output-based System : Advantages
Management

1. Lower cot per unit

2. Greater output

Worker

1. pay related to efforts

2. Opportunity to ear more

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31 Output-based System : Disadvantages
Management

1. Wage computation more difficult

2. Need to measure output

3. Quality may suffer

4. Difficult to incorporate wage increases

5. Increased problems with scheduling

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

* Relationship between effort and reward

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33 Compensation

Individual Incentive Plans

Group Incentive Plans (teams not individuals)

Knowledge based pay systems

Management Compensation

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