Professional Documents
Culture Documents
MANAGEMENT
DME 842: Operations Management
Instructor:
Dr. Shamraiz Ahmad, Assistant Professor
PhD Mechanical Engineering (Sustainable
Manufacturing)
Email: shamraiz.ahmad@smme.nust.edu.pk
(Week-05)
Today’s Lecture
Topics covered:
• Job design
Job specialization
Job expansion
• Work measurement
Time Study
Pre-determined Motion Time Systems
(Therbligs)
Work Sampling
• Work Analysis
Process charts
Flow diagrams
Activity charts
Objective of Human Resource
Strategy
4
People and Work System Goals
5
Constraints on Human Resource
Strategy
Many decisions made about people are constrained by other decisions.
First, the product mix may determine seasonality and stability of employment.
Second, technology, equipment, and processes may have implications for safety and job
content.
Third, the location decision may have an impact on the ambient environment in which the
employees work.
Finally, layout decisions, such as assembly line versus work cell, influence job content.
Technology decisions impose substantial constraints. For instance, some of the jobs in
foundries are dirty, noisy, and dangerous; slaughterhouse jobs may be stressful and subject
workers to stomach-crunching stench; assembly-line jobs are often boring and mind
numbing; and high capital investments such as those required for manufacturing
semiconductor chips may require 24-hour, 7-day-a-week operation in restrictive clothing.
Constraints on Human Resource
Strategy
Product strategy Process strategy
- Skills needed - Technology
- Talents needed - Machinery and
- Materials used
- Safety
Wha
t r oc edure equipment used
- Safety
P
Schedule
- Time of day Human Individual differences
- Strength and fatigue
- Time of year
(seasonal)
When Resource Who - Information processing
and response
- Stability of schedules Strategy
7
What is Job Design?
Job Design involves:
Specifying the content of jobs (what will be
done?)
Specifying the methods of doing the jobs (how
will be done?)
Designing the work environment (where will
be done?)
For an individual or group of people.
8
What is the Objective of Job Design?
9
Job Design Decisions
Who What Where When Why How
Organizational
Mental and Geographic
Time of day; rationale for
physical locale of the
Tasks to be time of the job,
characteristics organization; Method
performed occurrence in objectives and
of the location of
the work flow motivation of
work force work areas
the worker
Ultimate
Job
Structure
10
Trends in Job Design
Quality control as part of the worker's job,
Quality at source
Organizational commitment to
providing meaningful and rewarding jobs
for all employees
12
Job Design
Components/Strategies/Approaches
Job/Labor Specialization
The division of labor into unique (“special”) tasks.
Involves
Breaking jobs into small component parts
Assigning specialists to do each part
First noted by Adam Smith (1776)
Observed how workers in pin factory divided tasks into © 1995
smaller components
Corel
Corp.
15
Specialization in Business: Advantages
16
Disadvantages
Methods
Job enlargement
Job enrichment
Job rotation
Employee empowerment
18
Job Expansion
Job Enlargement: Giving a worker a larger portion of the total task
Tasks are added that require similar skill to an existing job
Job Enrichment: Increasing responsibility for planning, coordination
and control
19
Job Enlargement/Job Enrichment
Enriched Job
Planning
Enlarged Job
Task #2 Present Task #3
Job
Control
20
Job Enlargement/Job Enrichment
Planning
Participate in a cross- Enriched job
function quality-
improvement team
22
Job Rotation
Job rotation is the systematic movement of employees from one
job to another within the organization to achieve various human
resources objectives such as orienting new employees, training
employees, enhancing career development, and preventing job
boredom or burnout.
Pediatrics
Maternity
© 1995
Corel Corp.
© 1995 Corel
Corp.
Geriatrics
23
Job Rotation
Employee Empowerment
Employee empowerment is
defined as the ways in which Employee Empowerment
organizations provide their
employees with a certain
degree of autonomy and
control in their day-to-day
Decision-Making
activities
Control
Planning
25
Employee Empowerment
Self-Directed Teams
Group of empowered individuals working together for a common
goal. They are empowered to make certain changes in their work
process
May be organized for short-term or long-term objectives
27
Benefits of Teams
Higher quality
Higher productivity
Greater worker satisfaction
28
Job Design Continuum
Self-directed Teams
Increasing reliance
Empowerment
on employees’
contribution and
increasing
Enrichment
acceptance of
responsibility by
Enlargement employee
Specialization
Job Expansion
29
Five core characteristics of job design
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Time and Motion study
Work Measurement
31
Work (definition)
■ Work is an activity in which one exerts physical and mental effort to accomplish
a given task or perform a duty
■ Work is more than muscular applications.
32
The Pyramidal Structure of Work
■ Work consists of tasks
■ Tasks consist of work elements
■ Work elements consist of basic motion elements
33
Task
■ An amount of work that is assigned to a worker or for which a worker is
responsible
34
Work Element
■ A series of work activities that are logically grouped together because they have a
unified function in the task
■ Example: assembling a component to a base part using several nuts and bolts
35
Basic Motion Elements
■ Examples:
– Reaching for an object
– Grasping the object
– Moving the object
– Walking
– Eye movement
36
A Work System as a Physical Entity
37
Three Categories of Work Systems
1. Manual work system
– Worker performs one or more tasks without the aid of powered
tools (e.g. hammers, screwdrivers, shovels)
2. Worker-machine system
– Human worker operates powered equipment (e.g. a machine
tool)
■ Physical effort (less)
■ Machine power(more)
39
Worker-Machine System
40
Automated System
41
Work measurement
■ Work measurement – evaluation of a task in terms of
the time that should be allowed by an average worker to
perform the task
– 4 techniques
– Focus on human work
– Standard time/Time standard (allowed time) – amount of time that
should be allowed for an average worker to process one work unit
using the standard method and working at normal pace
– Iincludes allowance
■ Time study all the ways in which time is analyzed in
work situations
42
When Are Time Standards Beneficial?
Characteristics of industrial situations in which time standards would be
beneficial
■ Low productivity: significant opportunities for improvement
■ Repeat orders: once the time standard is set for the first, it can be used for
successive ones
■ Long production runs: reduced average cost of work measurement
■ Repetitive work cycles: work measurement can be justified more readily
■ Short cycle times: requires less time to set standards
43
Methods to Determine Time Standards
44
Techniques
Which to Use:
1. Direct Time Study
The classical stopwatch study, or time study , originally proposed by Frederick W. Taylor in1881
■ Standard time
Tstd=Tn(1+Apfd)
46
Standard Time vs Normal Time
2. Predetermined Motion Time Systems
■ A database of normal times of basic motion elements (therbligs)
such as reach, grasp, move etc.
■ Conditions under which the motion elements (work variables) are
performed are important.
■ Example: normal time for TL
– Distance moved
– Weight of the object being moved
■ The analyst list all of the basic motion elements that comprise the
task; then normal times for basic motion elements are summed up to
obtain the normal time for the task
■ Advantages:
– No need for performance rating
– Can be applied before production starts
48
“Therblig”s – 17 basic motion elements
1. Transport empty (TE) – reach for an object with empty hand – today
we call it “reach”
2. Grasp (G) – grasp an object by contacting and closing the fingers until
control has been achived
3. Transport loaded (TL) – move an object with hand and arm – today we
call it “move”
4. Hold (H) – hold an object with one hand
5. Release load (RL) – release control of an object
6. Use (U) – manipulate/use a tool
49
“Therblig”s – 17 basic motion elements
7. Pre-position (PP) – position object for next operation
8. Position (P) – position object in defined location
9. Assemble (A) – join two parts
10. Disassemble (DA) – seperate multiple parts that were previously joined
11. Search (Sh) – attempt to find an object using eyes or hand
50
“Therblig”s – 17 basic motion elements
12. Select (St) – choose among several objects in a group (hand-eye
coordination is involved)
13. Plan (Pn) – decide on an action (a short pause or hesitation in the
motions)
14. Inspect (I) – determine quality of object using the eyes
15. Unavoidable delay (UD) – waiting due to factors beyond worker
control
16. Avoidable delay (AD) – worker waiting
17. Rest (R) – resting to overcome fatigue
51
3. Work Sampling
■ A random sampling technique to estimate the proportions of
time spent in different activities
■ Identify activities clearly. Example: machine setup, production,
idleness
■ Multiple subjects (entities) can be included
■ Observations
– Random: minimize bias
– Large in number: to achieve statistical accuracy
■ Objectives:
– Setting time standards: Statistical estimation error is high
– Estimating resource utilization (different from other techniques)
– Determining allowance factors (different from other techniques)
52
Allowances in Time Standards
■ Normal time is adjusted by an allowance factor Apfd to obtain the standard
time
■ Standard time:
Tstd = Tn(1 + Apfd)
where pfd = personal time, fatigue, and delays
53
Allowances in Time Standards
■ Personal time
– Rest room breaks, phone calls, water fountain stops, cigarette breaks (5% typical)
– For example: A larger value will be approporiate if the work environment is hot
■ Fatigue
– Rest allowance to overcome fatigue due to work-related stresses and conditions
(5% or more)
– For example: If the work is physiologically very demanding, then relaxation time
should be allowed periodically for the body to recover (in this case use 20%
allowance)
■ Delays
– Random, unavoidable interruptions
– Machine breakdowns, foreman instructions (5% typical)
– Usually management is responsible for these delays.
54
EXAMPLE -01
59
Standard Hours and Worker Efficiency
Hstd = Q Tstd
where
Hstd =standard hours accomplished, hr
Q = quantity of work units completed during the period, pc
Tstd =standard time per work unit, hr/pc
60
Example 3: Determining Standard Time and Standard Output
■ Given: The normal time to perform the regular work cycle is 3.23 min. In
addition, an irregular work element with a normal time = 1.25 min is
performed every 5 cycles. The PFD allowance factor is 15%.
■ Determine
(a) the standard time
(b) the number of work units produced during an 8-hr shift if the worker's
pace is consistent with standard performance.
61
Example 3:Solution
(a) Normal time Tn = 3.23 + 1.25/5
= 3.48 min
Standard time Tstd = 3.48 (1 + 0.15)
= 4.00 min
(b) Number of work units produced during an 8-hr shift
Qstd = 8.0(60)/4.00 = 120 work units
■ Normal time of a task involves normal times for regular and irregular
work elements
62
Method Analysis
■ Method Analysis is a system that involves developing work procedures that are safe and
produce quality products efficiently.
Tools of Methods Analysis
Process charts
Flow diagrams
Activity (worker-machine) charts
Operations charts (right-hand, left-hand charts)
64
Process Chart
Graphic representations that depict a sequence of steps for a process.
65
tion
FLOW PROCESS CHART ANALYST PAGE
ent
n
at i o
age
Job Requisition of petty cash D. Kolb 1 of 2
ve m
pec
ay
er
Stor
Del
Ins
Mo
Op
Details of Method
Requisition made by department head
Put in “pick-up” basket
To accounting department
Account and signature verified
Amount approved by treasurer
Amount counted by cashier
Amount recorded by bookkeeper
Petty cash sealed in envelope
Petty cash carried to department
Petty cash checked against requisition
Receipt signed
Petty cash stored in safety box
66
Flow Diagram
Flow diagrams are schematics (drawings) used to investigate movement of people
or material.
Buyer
75 ft.
You
67
Flow Diagram and Process Chart of Axle-
Stand Production Line
68
Activity Chart for Two-Person
Oil-Change Crew
Activity charts are used to study
and improve the utilization of
an operator and a machine or
some combination of operators
(a “crew”) and machines.
69
Activity Chart
70
Operations Chart
(Left Hand/Right Hand)
Body movement is analyzed
by an operations chart . It is
designed to show economy
of motion
by pointing out wasted
motion and idle time
(delay).
71
Designing the Work Environment
72
Designing the Work Environment
Illumination, noise and vibration, temperature, humidity, and air quality are work-
environment factors under the control of the organization and the operations manager.
Illumination is necessary, but the proper level depends on the work being performed.
other lighting factors are important. These include reflective ability, contrast of the
work surface with surroundings, glare, and shadows.
Noise of some form is usually present in the work area, and most employees seem to
adjust well. However, high levels of sound will damage hearing. Extended periods of
exposure to decibel levels above 85 dB are permanently damaging.
Working Conditions
Temperature & Ventilation
Humidity
Illumination Color
74
Working Conditions (cont’d)
Noise & Vibration Work Breaks
75