8

Operations Management

Design of Work Systems

 Learning outcomes
§ Explain the importance of work (job) design.
§ Briefly describe the two basic approaches to job design.
§ Discuss the advantages and disadvantages of
specialization.
§ Explain the purpose of methods analysis and describe
how methods studies are performed.
§ Discuss the impact of working conditions on job design.
§ Define a standard time.
§ Describe time study methods and perform calculations.

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Constraints on human resource strategy

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 Why do people go to work?
§ Link:https://app.sli.do/event/3CDAkMVe6TUj
e1PxWpqn1n
§ QR code

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Why do people work?

7-5
 Quality of work life
§ The favorableness or unfavorableness of a
job environment for the people working in an
organization.
§ Covers a person’s feelings about every
dimension of work including economic
rewards and benefits, security, working
conditions, organizational and interpersonal
relationships and its intrinsic meaning in a
person’s life

7-6
 Quality of work life (QWL)
§ QWL affects:
§ Worker’s overall sense of well-being and
contentment.
§ Worker productivity
ØLabor retention rate, organization’s
productivity, quality, profit …

7-7
 Quality of work life (QWL)
§ Job satisfaction
§ working environment,
§ people at work,
§ job security,
§ work responsibilities
§ Rewards, pay, and benefits
§ …
§ Workplace stress
§ Workload (46%)
§ People issue (28%) stress.org

§ Work-life balance (20%)

§ Lack of job security (6%)

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 Quality of work life (QWL)
§ Financial Reimbursement
§ Rewards, pay, and benefits
§ Work-Life Balance
§ Flexible working hours
§ Work from home
§ Remote working
§ Part time
§ …
§ Working Conditions / Job Environment

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 Working Conditions
Temperature & Ventilation
Humidity

Illumination Color

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 Working Conditions (cont’d)
Noise & Vibration Work Breaks

Safety Causes of Accidents

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Working condition
§ Temperature and Humidity
§ Ventilation
§ Illumination
§ Noise and Vibrations
§ Work Time and Work Breaks
§ Occupational Health Care
§ Safety
§ Ethical Issues

Typical sounds (db)

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 Working condition regulations
§ Quy chuẩn kỹ thuật quốc gia QCVN 24/2016/BYT về tiếng ồn
§ Quy chuẩn kỹ thuật quốc gia QCVN 22/2016/BYT về chiếu
sáng
§ Quy chuẩn kỹ thuật quốc gia QCVN 26/2016/BYTvề vi khí hậu
§ Quy chuẩn kỹ thuật quốc gia QCVN 21/2016/BYT về điện từ
trường tần số cao
§ Quy chuẩn kỹ thuật quốc gia QCVN 23/2016/BYT về Bức xạ tử
ngoại
§ Quy chuẩn kỹ thuật quốc gia QCVN 25/2016/BYT về điện từ
trường tần số công nghiệp
§ Quy chuẩn kỹ thuật quốc gia QCVN 27/2016/BYT về rung
§ Quy chuẩn kỹ thuật quốc gia QCVN 29/2016/BYT về bức xạ ion
hóaQuy chuẩn kỹ thuật quốc gia QCVN 30/2016/BYT về bức
xạ tia X

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Working conditions regulations
§ Quy chuẩn kỹ thuật quốc gia QCVN 22:2016/BYT được ban hành kèm
theo Thông tư 22/2016/TT-BYT quy định về chiếu sáng – mức chiếu sáng
cho phép nơi làm việc; trong đó quy định độ rọi duy trì tối thiểu cho các
phòng, khu vực làm việc như sau:

§ Khu vực chung trong nhà:

- Tiền sảnh, khu vực lưu thông và hành lang: độ rọi duy trì tối thiểu là 100
Lux
- Cầu thang (máy, bộ), thang cuốn: độ rọi duy trì tối thiểu là 150 Lux
- Phòng gửi đồ, phòng rửa mặt, phòng tắm, nhà vệ sinh: độ rọi duy trì tối
thiểu là 200 Lux.

§ Văn phòng, công sở:

- Các phòng làm việc chung, phòng hồ sơ, photocopy, phòng họp, hội
nghị: độ rọi duy trì tối thiểu là 300 Lux
- Phòng đánh máy, xử lý dữ liệu: độ rọi duy trì tối thiểu là 500 Lux.

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 Working conditions
§ QCVN 24:2016/BYT được ban hành kèm theo Thông tư 24/2016/TT-BYT

§ quy định mức tiếp xúc cho phép tiếng ồn tại nơi làm việc như sau:

- Giới hạn cho phép mức áp suất âm theo thời gian tiếp xúc:
+ Trong 01 phút: không được vượt quá 112 dBA
+ Trong 01 giờ: không được vượt quá 94 dBA
+ Trong 08 giờ: không được vượt quá 85 dBA.

- Giới hạn cho phép mức áp suất âm tại các vị trí lao động:
+ Tại vị trí làm việc, lao động, sản xuất trực tiếp: không được vượt quá 85 dBA
+ Các phòng chức năng, hành chính, kế toán, kế hoạch: không được vượt quá 65
dBA
+ Các phòng lao động trí óc, nghiên cứu thiết kế, thống kê, lập chương trình máy tính,
phòng thí nghiệm lý thuyết: không vượt quá 55 dBA.

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 Working conditions
§ QCVN 26:2016/BYT QUY CHUẨN KỸ THUẬT QUỐC GIA VỀ VI KHÍ HẬU - GIÁ
TRỊ CHO PHÉP VI KHÍ HẬU TẠI NƠI LÀM VIỆC
§ Quy chuẩn này quy định điều kiện về nhiệt độ, độ ẩm, tốc độ chuyển động của
không khí, cường độ bức xạ nhiệt tại nơi làm việc

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 Ethical issues
§ Affects operations through:
§ Work methods
§ Working conditions
§ Employee safety
§ Unbiased performance appraisal system
§ Fair compensation
§ Opportunity for advancement

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 Compensation
§ Time based system
§ Compensation based on time employee has worked during a
pay period.
§ Output based (incentive) system
§ Compensation based on amount of output an employee
produced during a pay period.
§ Individual incentive plan:
§ Base rate
§ Bonus
§ Group incentive plan
§ Knowledge based system
§ Used by organizations to reward workers who undergo
training that increase their skills.

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Compensation

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 Form of Incentive Plan
§ Accurate
§ Easy to apply
§ Consistent
§ Easy to understand
§ Fair

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 Work design
§ Work/job Design: the systematic examination of the methods of doing
work with an aim of:
§ finding the means of effective and efficient use of resources and
§ setting up of standards of performance for the work being carried
out.
§ Job design is an approach that specifies the tasks that constitute a job
for an individual or a group.
§ Job design involves specifying the content and methods of job:
§ What will be done
§ Who will do the job
§ How the job will be done
§ Where the job will be done
§ What is the standard time to do the work

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Ferrari F1 Pit Stop Perfection

The fastest F1 pit stop is 1.82 seconds, achieved by Red Bull Racing (Austria) during
the 2019 Brazilian Grand Prix
7-22
1990s

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 Work design
§ A properly designed job guarantees that the qualified worker
is able to accomplish what is required in a safe and healthy
fashion, and thereby reduce physical and psychological
strain.
§ It helps with the organization of work, e.g. in identifying
issues such as: work overload, repetitiveness, and limited
control over work; and thereby improve on occupational
safety and health (OSH) within organizations
§ A well-designed job could result in more engaged, healthy
and productive employees, and these outcomes would
benefit both employees and organizations

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 Job design

Standard time

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Job design

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 Watch the video clip and discuss:
§ how jobs are assigned to workers
§ Advantages and disadvantages of such assignment.

Activity
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 Specialization
§ Specialization: Work that concentrates on some aspect of
a product or service

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 Job enlargement
§ Job enlargement: increasing the scope of a
job through extending the range of its job
duties and responsibility generally within the
same level.
§ Job enlargement involves combining various
activities at the same level in the organization
and adding them to the existing job.
§ It is also called the horizontal expansion of job
activities.

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 Job enrichment
§ Job enrichment: adding dimensions to
existing jobs to make them more motivating.
§ increasing skill variety, adding meaning to jobs,
creating autonomy, and giving feedback.
§ The goal of job enrichment is to create a
motivating job
§ Example:
§ Increasing responsibility for planning and
coordination tasks, by vertical loading

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 Job rotation
§ Job Rotation is a management approach
where employees are shifted between two or
more assignments or jobs at regular intervals
of time in order to expose them to all
verticals of an organization.
§ Workers periodically exchange jobs

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 Job Design Success
Successful Job Design must be:
§ Carried out by experienced personnel with
the necessary training and background
§ Consistent with the goals of the organization
§ In written form
§ Understood and agreed to by both
management and employees

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 Ergonomics
§ Ergonomics: Incorporation of human
factors in the design of the
workplace.

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 Methods Analysis
§ Methods analysis
§ Analyzing how a job gets done
§ Begins with overall analysis
§ Moves to specific details
§ Good source of productivity
improvement

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 Methods Analysis
The need for methods analysis can come
from a number of different sources:
§ Changes in tools and equipment
§ Changes in product design
or new products
§ Changes in materials or procedures
§ Other factors (e.g. accidents, quality
problems)

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Methods Analysis Procedure
1.Identify the operation to be studied
2.Get employee input
3.Study and document current
method
4.Analyze the job
5.Propose new methods
6.Install new methods
7.Follow-up to ensure improvements
have been achieved
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 Selecting an Operation
§ Selecting a job to study consider:
§ High labor content
§ Done frequently
§ Unsafe
§ Tiring
§ Unpleasant
§ Noisy
§ Designated problem

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 Analyzing the Job
§ Flow process chart
§ Chart used to examine the overall
sequence of an operation by focusing on
movements of the operator or flow of
materials
§ Worker-machine chart
§ Chart used to determine portions of a
work cycle during which an operator and
equipment are busy or idle

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Process chart symbols

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1.Why is there a delay or storage at this point?
2.How can travel distances be shortened or avoided?
3.Can materials handling be reduced?
4.Would a rearrangement of the workplace result in
greater efficiency?
5.Can similar activities be grouped?
6.Would the use of additional or improved equipment
be helpful?
7.Does the worker have any ideas for improvements?

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Worker-machine chart Chart used to determine portions of a work cycle
during which an operator and equipment are busy or idle.

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 Motion Study
Motion study is the systematic study of the
human motions used to perform an operation.
Purpose: to eliminate unnecessary motions and
to identify the best sequence of motions for
maximum efficiency.

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 Motion Study Techniques
§ Motion study principles - guidelines for
designing motion-efficient work procedures
§ Analysis of therbligs - basic elemental
motions into which a job can be broken down
§ Micromotion study - use of motion pictures
and slow motion to study motions that
otherwise would be too rapid to analyze
§ Charts
§ Therbligs

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 Developing Work Methods
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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 Therbligs
§ Therbligs: Basic elemental motions that
make up a job.
§ Search
§ Select
§ Grasp
§ Hold
§ Transport load
§ Release load
Frank Gilbreth

7-49
 Work Measurement
§ Work measurement: Determining how
long it should take to do a job.
§ Standard time
§ Stopwatch time study
§ Historical times
§ Predetermined data
§ Work Sampling

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 Standard time

Standard time:
The amount of time it should take a qualified
worker to complete a specific task, working at a
sustainable rate, using given methods, tools and
equipment, raw materials, and workplace
arrangement.

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 Stopwatch Time Study
§ Stopwatch Time Study: Development of a
time standard based on observations of one
worker taken over a number of cycles.
§ The basic steps in a time study:
1. Define the task to be studied
2. Determine the number of cycles to observe
3. Time the job
4. Compute the standard time

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Calculate standard time

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7-54
Exercise

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 Standard Elemental Times
§ Standard elemental times: Time
standards derived from a firm’s historical
data.
§ Steps for standard elemental times
1. Analyze the job
2. Check file for historical times
3. Modify file times if necessary
4. Sum elemental times to get normal time

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 Predetermined Time Standards
§ Predetermined time standards: Published
data based on extensive research to
determine standard elemental times.
§ Advantages:
1. Based on large number of workers under
controlled conditions
2. Analyst not requires to rate performance
3. No disruption of the operation
4. Standards can be established

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 Work Sampling
§ Work sampling: technique for estimating the
proportion of time that a worker or machine
spends on various activities and idle time.
§ Work sampling involves making brief
observations of a worker or machine at
random intervals
§ Work sampling does not require
§ timing an activity
§ continuous observation of an activity

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