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Operations Management - Work, Design and Measurement

Preliminary discussion in Operations Management

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Aniza Ducay
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16 views

Operations Management - Work, Design and Measurement

Preliminary discussion in Operations Management

Uploaded by

Aniza Ducay
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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OPERATIONS

MANAGEMENT
Work, Design, and
Measurement
QUALITY OF WORK LIFE

 Quality of work life affects not only workers’


overall sense of well-being and contentment,
but also their productivity;
 Important aspects of quality of work life:
• Working conditions
• Compensation
• Job Design
WORKING CONDITIONS

Physical
1)Temperature and Humidity – work
performance tends to be adversely affected if
temperatures or humidities are outside a very
narrow comfort band.
2)Ventilation - Unpleasant and noxious odors
can be distracting and dangerous to workers.
WORKING CONDITIONS

Physical
3)Illumination - From a safety standpoint, good
lighting in halls, stairways, and other dangerous
points is important.
4)Noise and Vibrations - Noise can be
annoying or distracting, leading to errors and
accidents. It also can damage or impair hearing
if it is loud enough.
WORKING CONDITIONS

Physical
5)Work Time and Work Breaks - Reasonable
(and sometimes flexible) work hours can
provide a sense of freedom and control over
one’s work.
6)Occupational Health Care - Good worker
health contributes to productivity, minimizes
health care costs, and enhances workers’
sense of well-being.
WORKING CONDITIONS

Physical
7)Safety - Workers cannot be effectively
motivated if they feel they are in physical danger.
8)Ethical Issues - Ethical issues affect operations
through work methods, working conditions and
employee safety, accurate record keeping,
unbiased performance appraisals, fair
compensation, and opportunities for
advancement.
OPERATIONS
MANAGEMENT
Compensation
COMPENSATION

Time-based system - also known as hourly


and measured daywork systems, compensate
employees for the time the employee has
worked during a pay period. Salaried workers
also represent a form of time-based
compensation.
COMPENSATION

Output-based (incentive) system -


Compensation based on amount of output an
employee produced during a pay period.
COMPENSATION

Individual Incentive Plans – The simplest


plan is “straight piecework”. Under this plan,
a worker’s pay is a direct linear function of his
or her output. In the past, piecework plans were
fairly popular. Now minimum wage legislation
makes them somewhat impractical.
COMPENSATION

Group Incentive Plans – A variety of group


incentive plans, which stress sharing of
productivity gains with employees, are in use.
Some focus exclusively on output, while others
reward employees for output and for reductions
in material and other costs; “Team approach”.
COMPENSATION

Knowledge-Based Pay Systems – A pay


system used by organizations to reward
workers who undergo training that increases
their skills. Horizontal skills reflect the variety of
tasks the worker is capable of performing;
vertical skills reflect managerial tasks the
worker is capable of; and depth skills reflect
quality and productivity results.
COMPENSATION

Management Compensation – Many


organizations that traditionally rewarded
managers and senior executives on the basis
of output are now seriously reconsidering that
approach. With the new emphasis on customer
service and quality, reward systems are being
restructured to reflect new dimensions of
performance.
OPERATIONS
MANAGEMENT
Job Design
JOB DESIGN

Job Design
The act of specifying the contents 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.
JOB DESIGN

Specialization
Work that concentrates on some aspect of a
product or service.
describes jobs that have a very narrow scope
ADVANTAGES AND DISADVANTAGES
OF SPECIALIZATION
BEHAVIORAL APPROACHES TO
JOB DESIGN

Job enlargement
Giving a worker a larger portion of the total
task, by horizontal loading.
This constitutes horizontal loading —the
additional work is on the same level of skill and
responsibility as the original job.
The goal is to make the job more interesting
by increasing the variety of skills required.
BEHAVIORAL APPROACHES TO
JOB DESIGN

Job rotation
Workers periodically exchange jobs.
A firm can use this approach to avoid having
one or a few employees stuck in monotonous
jobs.
BEHAVIORAL APPROACHES TO
JOB DESIGN

Job enrichment
Increasing responsibility for planning and
coordination tasks, by vertical loading.
It is sometimes referred to as vertical loading.
MOTIVATION

 Motivation is a key factor in many aspects of


work life. Not only can it influence quality and
productivity, it also contributes to the work
environment.
 Other than compensation, people work for
socialization, self-actualization, status, the
physiological aspects of work, and a sense of
purpose and accomplishment.
TEAMS

Self-directed teams
 referred to as self-managed teams, are
designed to achieve a higher level of teamwork
and employee involvement.
The underlying concept is that the 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

 Incorporation of human factors in the design


of the workplace.
 Ergonomists contribute to the design and
evaluation of tasks, jobs, products,
environments and systems in order to make
them compatible with the needs, abilities and
limitations of people.
OPERATIONS
MANAGEMENT
Methods Analysis
METHODS ANALYSIS

 Analyzing how a job is done.


METHODS ANALYSIS

The need for methods analysis can come


from a number of different sources:
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 (accidents, quality problems)
METHODS ANALYSIS

The basic procedure in methods analysis is


as follows:
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.
METHODS ANALYSIS

The basic procedure in methods analysis is


as follows:
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.
METHODS ANALYSIS

The basic procedure in methods analysis is


as follows:
6)Install the new methods.
7)Follow up implementation to assure that
improvements have been achieved.
SELECTING AN OPERATION TO
STUDY

Some general guidelines for selecting a job


to study are to consider jobs that:
1)Have a high labor content.
2)Are done frequently.
3)Are unsafe, tiring, unpleasant, and/or noisy.
4)Are designated as problems (e.g., quality
problems, processing bottlenecks).
DOCUMENTING THE CURRENT
METHOD

 Use charts, graphs, and verbal descriptions


of the way the job is now being performed.
This will provide a good understanding of the
job and serve as a basis of comparison
against which revisions can be judged.
ANALYZING THE JOB AND
PROPOSING NEW METHODS

 Job analysis requires careful thought about


the what, why, when, where, and who of the
job.
 Analyzing and improving methods is
facilitated by the use of various charts such
as flow process charts and worker-machine
charts
FLOW PROCESS CHART

Flow Process Chart - Chart used to examine


the overall sequence of an operation by
focusing on movements of the operator or flow
of materials.
FORMAT OF A FLOW PROCESS
CHART
WORKER-MACHINE CHART

Worker-machine Chart
Chart used to determine portions of a work
cycle during which an operator and equipment
are busy or idle.
The analyst can easily see when the operator
and machine are working independently and
when their work overlaps or is interdependent.
WORKER-MACHINE CHART
INSTALLING THE IMPROVED
METHOD

 If workers have been consulted throughout


the process and have made suggestions that
are incorporated in the proposed changes,
this part of the task will be considerably
easier than if the analyst has assumed sole
responsibility for the development of the
proposal.
INSTALLING THE IMPROVED
METHOD

 If the proposed method constitutes a major


change from the way the job has been
performed in the past, workers may have to
undergo a certain amount of retraining, and
full implementation may take some time to
achieve.
THE FOLLOW-UP

 In order to ensure that changes have been


made and that the proposed method is
functioning as expected, the analyst should
review the operation after a reasonable
period and consult again with the operator.
OPERATIONS
MANAGEMENT
Motion Study
MOTION STUDY

 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.
MOTION STUDY

There are a number of different techniques that


motion study analysts can use to develop
efficient procedures. The most-used techniques
are the following:
1)Motion study principles.
2)Analysis of therbligs.
3)Micromotion study.
4)Charts.
MOTION STUDY

In developing work methods that are motion


efficient, the analyst 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.
MOTION STUDY

Therbligs
Basic elemental motions that make up a job.
The term therblig is Gilbreth spelled
backward (except for the th).
The approach is to break jobs down into
basic elements and base improvements on an
analysis of these basic elements by eliminating,
combining, or rearranging them.

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