ASSIGNMENT

Group 4 ID
Hamse Abdiaziz Mohamoud 548
Hamse Jama Dahir 654
Hamse Mohamoud Ahmed 524
Khalid Abdilahi Abdi 620
Khalid Farhan Mohamed 549
Suhaib Ali ismail 562
Mohamed Khadar Hussein

OPERATIONAL MANAGEMENT
 CHAPTER 7 - Work Design and Measurement
LEARNING OBJECTIVES:-
 Explain the importance of work design.
 Compare and contrast the two basic approaches to job design.
 Discuss the advantages and disadvantages of specialization.
 Describe behavioral approaches to job design.
 Discuss the impact of working conditions on job design.
 Compare the advantages and disadvantages of time-based and output-based pay systems

INTRODUCTION
This chapter has four major sections: job design, quality of work life, methods analysis, and
work measurement. The importance of work design is underscored by an organization’s
dependence on human efforts (i.e., work) to accomplish its goals. Furthermore, many of the
topics in this chapter are especially relevant for productivity improvement and continuous
improvement.

JOB DESIGN
Job design involves specifying the content and methods of jobs. Job designers focus on what will
be done in a job, who will do the job, how the job will be done and where the job will be done.
The objectives of job design include productivity, safety, and quality of work life.

Specialization
 Describes jobs that have a very narrow scope.
 Ability to concentrate one’s efforts and thereby become proficient at that type of work.
Highly specialized jobs
 High productivity and relatively low unit costs
Lower-level jobs

 Monotonous or downright boring, and are the source of much of the dissatisfaction
among many industrial workers.
 Behavioral Approaches to Job Design
Job enlargement
o Means giving a worker a larger portion of the total task.
o The goal is to make the job more interesting by increasing the variety of skills required
and by providing the worker with a more recognizable contribution to the overall output.

Job rotation
o Means having workers periodically exchange jobs.
o Job rotation allows workers to broaden their learning experience and enables them to fill in for
others in the event of sickness or absenteeism.

Job enrichment
o involves an increase in the level of responsibility for planning and coordination tasks.
o The job enrichment approach focuses on the motivating potential of worker satisfaction.

Motivation
 reasons include socialization, self-actualization, status, the physiological aspects of work, and a
sense of purpose and accomplishment.

Teams
 The efforts of business organizations to become more productive, competitive, and customer-
oriented have caused them to rethink how work is accomplished.
Different forms of teams
o Short-term team - formed to collaborate on a topic such as quality improvement, product or
service design, or solving a problem.
o Long term – used especially in lean production settings, is the self-directed team.

Self-directed teams
o sometimes referred to as self-managed teams
o workers, who are close to the process and have the best knowledge of it, are better suited
than management to make the most effective changes to improve the process

Ergonomics
 scientific discipline concerned with the understand- ing of interactions among humans and other
elements of a system, and the profession that applies theory, principles, data, and methods to
design in order to optimize human well-being and overall system performance

Three domains
- Physical (e.g., repetitive movements, layout, health, and safety)

- Cognitive (mental workload, decision making, human–computer interaction, and work stress)
- Organizational (e.g., communication, teamwork, work design, and telework).

“Frederick Winslow Taylor, known as the father of scientific management, found that the
amount of coal that workers could shovel could be increased substantially by reducing the size
and weight of the shovels. “

QUALITY OF WORK LIFE

 Quality of work life affects not only workers’ overall sense of well-being and
contentment, but also worker productivity.
Working Conditions
o Temperature (the more strenuous the work, the lower the comfort range.)
o humidity
o ventilation
o illumination (the more detailed the work, the higher the level of illumination needed for
adequate performance )
o noise
o Work Time and Work Breaks
o Occupational Health Care.

Compensation
Time-based systems
o Also known as hourly and measured day work systems compensate employees for the
time the employee has worked during a pay period. Salaried workers also represent a
form of time- based compensation.
o In the case of assembly lines, the use of individual incentives could disrupt the even flow
of work; however, group incentives are sometimes used successfully in such cases.
Output-based (incentive) systems
o compensate employees according to the amount of output they produce during a pay
period, thereby tying pay directly to performance.
Knowledge-Based Pay Systems
o Organizations are increasingly recognizing this, and they are setting up pay systems to
reward workers who undergo training that increases their skill levels. Horizontal skills
reflect the variety of tasks the worker is capable of performing Vertical skills reflect
managerial tasks the worker is capable of Depth skills reflect quality and productivity
results.

METHODS ANALYSIS
 Analyzing how a job is done
  done for both existing jobs and new jobs
Different sources: -

o Changes in tools and equipment

o changes in product design or introduction of new products
o changes in materials or procedures,
o government regulations or contractual agreements
o incidents such as accidents and quality problems.
Basic procedure
1. Identify the operation to be studied, and gather all pertinent facts about tools, equipment,
materials, and so on.
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 process charts. For new
jobs, develop charts based on information about the activities involved.
4. Analyze the job.
5. Propose new methods.
6. Install the new methods.
7. Follow up implementation to assure that improvements have been achieved.
Worker-machine chart
 Chart used to determine portions of a work cycle during which an operator and
equipment are busy or idle.
Motion study
 Is the systematic study of the human motions used to perform an operation. The purpose
is to eliminate unnecessary motions and to identify the best sequence of motions for
maximum efficiency from the work of Frank Gilbreth
Motion study principles
o principles for use of the body,
o principles for arrangement of the workplace
o Principles for the design of tools and equipment.
Therbligs
 Basic elemental motions that make up a job. Example: Search implies hunting for an item
with the hands and/or the eyes. Select means to choose from a group of objects.
Work measurement
  concerned with determining the length of time it should take to complete the job.
Standard time
 The time it should take a fully trained and qualified worker to complete a specific task,
working at an efficient, yet sustainable pace, using specific methods, tools and
equipment, raw materials, and workplace arrangement.
Methods of work measurement
(1) Stopwatch time study
(2) Historical times
(3) Predetermined data
(4) Work sampling

Stopwatch time study

 Is used to develop a time standard based on observations of one worker taken over a
number of cycles.
 The basic steps in a time study are the following:
1. Define the task to be studied, and inform the worker who will be studied.
2. Determine the number of cycles to observe.
3. Time the job and rate the worker’s performance.
4. Compute the standard time
 The sample size needed to achieve that goal can be determined using this formula

( )
2
zs
n= ~ Use this formula when desired accuracy is a percent.
ax
where:- z = Number of normal standard deviations needed for desired confidence
s = Sample standard deviation
a = Desired accuracy percentage
x¯ = Sample mean

( )
2
n= z 5 Use this formula when desired accuracy is a time.
e

e = Maximum acceptable amount of time error

Example 1
A time study analyst wants to estimate the time required to perform a certain job. A preliminary
study yielded a mean of 6.4 minutes and a standard deviation of 2.1 minutes. The desired
confidence is 95 percent. How many observations will he need (including those already taken) if
the desired maximum error is:
a. ±10 percent of the sample mean.
b. One-half minute?
a. given S=2.1minutes Z=51.96 x =6.4 a=10% e = 5 minutes

( ) = 41.36 or 42
2

( ) 51⋅ 96 ( 2.1 )
2
zs
n= =
a~
x 10 ( 6 ⋅ 4 )

= ( )
2
1⋅ 96 ( 2.1 )
( )
2
b. n= z 5 = 67.77 or 68
e 5

Observed Time
 The observed time is simply the average of the recorded times. Thus
∑ ẋi˙
OT= OT = Observed time ∑xi = Sum of recorded times n = Number of observations
n

Normal Time
 The normal time is the observed time adjusted for worker performance. It is computed by
multiplying the observed time by a performance rating. That is,

NT = OT × PR NT = Normal time PR = Performance rating

NT = ∑(x¯ j × PRj ) x¯ j = Average time for element j PRj =Performance rating for element

Standard Time

 The standard time for a job is the normal time multiplied by an allowance factor for
these delays
ST = NT × AF ST = Standard time AF = Allowance factor

EXAMPLE 2
2- A time study of an assembly operation yielded the following observed times for one element
of the job, for which the analyst gave a performance rating of 1.13. Using an allowance of 20
percent of job time, determine the appropriate standard time for this operation.

Observation {I} time {X} minute’s observation time{X} minutes

1 1.12 6 1.18

2 1.15 7 1.14

3 1.16 8 1.14

4 1.12 9 1.19

5 1.15 TOTEL= 10.35

a. OT b. PR c. ST GIVEN n=9 PR = 1.13 A = .20

∑ ẋi˙ 10⋅35
a. OT=
n
= 9
= 1.15 minutes
b. NT = OT × PR = 1.15*1.13 = 1.30 minutes
c. ST = NT × (1 + A) = 1.30*{1+0.20} = 1.56

Standard Elemental Times

Standard elemental times are derived from a firm’s own historical time study data. Over the
years, a time study department can accumulate a file of elemental times that are common to
many jobs. After a while, many elemental times can be simply retrieved from the file,
eliminating the need for analysts to go through a complete time study to obtain them.

The procedure for using standard elemental times consists of the following steps:
1. Analyze the job to identify the standard elements.
2. Check the file for elements that have historical times, and record them. Use time study to
obtain others, if necessary.
3. Modify the file times if necessary (explained as follows).
4. Sum the elemental times to obtain the normal time, and factor in allowances to obtain the
standard time.

Predetermined Time Standards

  Predetermined time standards involve the use of published data on standard elemental
times. A commonly used system is methods-time measurement (MTM), which was
developed by the Methods Engineering Council. The MTM tables are based on extensive
research of basic elemental motions and times.

the advantages of predetermined time standards are the following:

• They are based on large numbers of workers under controlled conditions.
• The analyst is not required to rate performance in developing the standard.
• There is no disruption of the operation.
• Standards can be established even before a job is done.

Work Sampling
 Work sampling is a technique for estimating the proportion of time that a worker or
machine spends on various activities and in idle time.
 Although work sampling is occasionally used to set time standards, its two primary uses
are in (1) ratio-delay studies (2) analysis of no repetitive jobs
 The amount of maximum probable error is a function of both the sample size and the
desired level of confidence.
 For large samples, the maximum error percent e can be computed using the following
formula:

e=z ( ^p ( 1−^
n
p)
) z = Number of standard deviations needed to achieve desired confidence p^ =

Sample proportion (the number of occurrences divided by the sample size) n = Sample size
 The appropriate value for n can be determined by solving Formula for n, which yields

( ⅇ ) ^p ( 1− ^p)
2
z
n=

OPERATIONS STRATEGY
It is important for management to make the design of work systems a key element
of its operations strategy. Despite the major advances in computers and operations
technology, people are still the heart of a business. Workers can be a valuable
source of insight and creativity because they actually perform the jobs and are
closest to the problems that arise.