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Operations Management: - Human Resources and Job Design
Operations Management: - Human Resources and Job Design
Management
Chapter 10 –
Human Resources
and Job Design
PowerPoint presentation to accompany
Heizer/Render
Principles of Operations Management, 7e
Operations Management, 9e
© 2008 Prentice Hall, Inc. 10 – 1
Outline
Global Company Profile: Rusty
Wallace’s NASCAR Racing Team
Human Resource Strategy
For Competitive Advantage
Constraints on Human Resource Strategy
Labor Planning
Employment-Stability Policies
Work Schedules
Job Classifications and Work Rules
© 2008 Prentice Hall, Inc. 10 – 2
Outline – Continued
Job Design
Labor Specialization
Job Expansion
Psychological Components of Job
Design
Self-Directed Teams
Motivation and Incentive Systems
Enlarged job
Task #3 Present job Task #2
(Lock printed circuit (Manually insert and (Adhere labels
board into fixture for solder six resistors) to printed
next operation) circuit board)
Control
(Test circuits after
assembly)
Figure 10.2
© 2008 Prentice Hall, Inc. 10 – 17
Psychological Components
of Job Design
Human resource strategy requires
consideration of the psychological
components
of job design
Skill variety
Job identity
Job significance
Autonomy
Feedback
© 2008 Prentice Hall, Inc. 10 – 20
Job Design Continuum
Self-directed
teams
Increasing
Empowerment reliance on
employee’s
Enrichment contribution
and
Enlargement
increasing
responsibility
Specialization accepted by
employee
Job expansion
Figure 10.3
Feedback to operators
The work environment
Illumination
Noise
Temperature
Humidity
Figure 10.4
Table 10.2
© 2008 Prentice Hall, Inc. 10 – 31
Decibel Levels
Environment Common Noise
Noises Sources Decibels
Jet takeoff (200 ft) 120
|
Electric furnace area Pneumatic hammer 100 Very annoying
|
Printing press plant Subway train (20 ft) 90
|
Pneumatic drill (50 ft) 80 Ear protection
Inside sports car (50 mph) | required if
Vacuum cleaner (10 ft) 70 exposed for 8
Near freeway (auto traffic) Speech (1 ft) | or more hours
60 Intrusive
Private business office |
Light traffic (100 ft) Large transformer (200 ft) 50 Quiet
|
Minimum levels, Chicago 40
residential areas at night Soft whisper (5 ft) |
Studio (speech) 30 Very quiet
Table 10.3
© 2008 Prentice Hall, Inc. 10 – 32
Methods Analysis
Focuses on how task is performed
Used to analyze
1. Movement of individuals or material
Flow diagrams and process charts
2. Activities of human and machine and
crew activity
Activity charts
3. Body movement
Micro-motion charts
© 2008 Prentice Hall, Inc. 10 – 33
Flow Diagram
Welding
From
Storage bins
press
mach. Paint
shop
Mach. 3 Mach. 4
Machine 1
Mach. 2
Machine 4 Welding
Machine 3
Paint
Machine 2 shop
Machine 1
From
press Storage
mach. bins
Figure 10.6
Figure 10.7
Figure 10.8
© 2008 Prentice Hall, Inc. 10 – 41
The Visual Workplace
Visual signals at the Visual kanbans reduce
machine notify inventory and foster JIT
support personnel
Reorder
Line/machine point
stoppage
Parts/
maintenance
needed
All systems go
Part A Part B Part C
Andon
Figure 10.8
© 2008 Prentice Hall, Inc. 10 – 42
The Visual Workplace
Figure 10.8
© 2008 Prentice Hall, Inc. 10 – 43
Ethics and the Work
Environment
Fairness, equity, and ethics are
important constraints of job design
Important issues may relate to equal
opportunity, equal pay for equal
work, and safe working conditions
Helpful to work with government
agencies, trade unions, insurers, and
employees
© 2008 Prentice Hall, Inc. 10 – 44
Labor Standards
Effective manpower planning is
dependent on a knowledge of the
labor required
Labor standards are the amount of
time required to perform a job or
part of a job
Accurate labor standards help
determine labor requirements,
costs, and fair work
© 2008 Prentice Hall, Inc. 10 – 45