Mark M. Davis
Janelle Heineke
OPERATIONS MANAGEMENT
INTEGRATING MANUFACTURING AND SERVICES
FIFTH EDITION
PowerPoint Presentation by
Charlie Cook, The University of West Alabama
Copyright ©2005, The McGraw-Hill Companies, Inc.
SUPPLEMENT
S8
Job Design and Work
Performance
Measurement
PowerPoint Presentation by Charlie Cook
The University of West Alabama
Copyright © 2005 The McGraw-Hill Companies. All rights reserved.
SUPPLEMENT OBJECTIVES
• Define the concept of employee empowerment and show
how it affects management and the organization.
• Introduce behavioral and physical factors that should be
considered when designing jobs.
• Introduce the more common types of work methods that
are practiced in the workplace.
• Understand the fundamental issues involved in
developing work measurements.
• Identify the basic elements of a time study.
• Determine how to design a work sampling study and
apply it to an actual operation.
Copyright © 2005 The McGraw-Hill Companies. All rights reserved.
McGraw-Hill/Irwin S8–3
The “New” Workplace
• Worker empowerment that provides employees
with authority to make decisions pertaining to the
organization.
– Those workers who do the work know best how to
achieve efficiency and quality in their work.
• Work performance standards are necessary in
determining labor costs, setting manpower
levels, and in identifying workers whose
contributions are to be recognized and properly
rewarded.
Copyright © 2005 The McGraw-Hill Companies. All rights reserved.
McGraw-Hill/Irwin S8–4
Job Design
• Issues in Job Design
– Quality as part of the worker’s job.
– Cross-training workers for multi-skilled jobs.
– Employee involvement and team approaches to
designing and organizing work.
– “Informating” ordinary workers through
telecommunications network and computers.
– Any time, any place production.
– Automation of heavy manual work.
– Organizational commitment to providing. meaningful
and rewarding jobs for employees.
Copyright © 2005 The McGraw-Hill Companies. All rights reserved.
McGraw-Hill/Irwin S8–5
Job Design (cont’d)
• Job Design
–Tasks and sequences that have to be accomplished and
are within an individual’s job assignment.
• Micromotion: the smallest work activity.
• Element: two or more micromotions.
• Task: two or more elements that comprise a complete
activity.
• Job: A set of all the tasks that must be performed by
a worker.
Copyright © 2005 The McGraw-Hill Companies. All rights reserved.
McGraw-Hill/Irwin S8–6
Factors in Job Design
Exhibit S8.1
Copyright © 2005 The McGraw-Hill Companies. All rights reserved.
McGraw-Hill/Irwin S8–7
Behavioral Considerations in Job Design
• Degree of Labor Specialization
–Dividing tasks into small increments of work, resulting
in efficient operations due to highly repetitive tasks.
–Job Enlargement (Horizontal Enlargement)
• Redesigning a job, usually by increasing the number
of tasks, to make it more interesting.
–Job Enrichment
• Broadening a job description to include both more
tasks and greater worker involvement in the planning
and design of the work to be done.
Copyright © 2005 The McGraw-Hill Companies. All rights reserved.
McGraw-Hill/Irwin S8–8
Advantages of Specialization of Labor
Exhibit S8.2
Copyright © 2005 The McGraw-Hill Companies. All rights reserved.
McGraw-Hill/Irwin S8–9
Disadvantages of Specialization of Labor
Exhibit S8.2 (cont’d)
Copyright © 2005 The McGraw-Hill Companies. All rights reserved.
McGraw-Hill/Irwin S8–10
Physical Considerations in Job Design
• Work Task Continuum
–Manual tasks
• Put stress on large muscle groups, causing fatigue.
–Motor tasks
• Involve speed and precision in physical movements.
–Mental tasks
• Involve rapid decision making base on certain types
of stimuli.
Copyright © 2005 The McGraw-Hill Companies. All rights reserved.
McGraw-Hill/Irwin S8–11
Work Task Continuum (Human Work)
Exhibit S8.3
Copyright © 2005 The McGraw-Hill Companies. All rights reserved.
McGraw-Hill/Irwin S8–12
Work Methods
• Studying the production
system to:
–Identify non-valued-added
time delays, transport
distances, process and
processing time requirements
–Simplify the entire operation
by eliminating any step that
does not add value to the
product.
Copyright © 2005 The McGraw-Hill Companies. All rights reserved.
McGraw-Hill/Irwin S8–13
Work Methods and Design Aids
Exhibit S8.4
Copyright © 2005 The McGraw-Hill Companies. All rights reserved.
McGraw-Hill/Irwin S8–14
Flow Diagram of an Office Procedure—
Present Method*
*Requisition is written by supervisor, typed by secretary, approved by superintendent, and approved by
purchasing agent; then a purchase order is prepared by a stenographer.
Source: Ralph M. Barnes, Motion and Time Study, 8th ed. (New York: John Wiley & Sons, 1980), pp. 76–79.
Copyright © John Wiley & Sons. This material is used by permission of John Wiley & Sons, Inc.
Copyright © 2005 The McGraw-Hill Companies. All rights reserved.
Exhibit S8.5
McGraw-Hill/Irwin S8–15
Process Chart of
an Office
Procedure—
Present Method*
*Requisition is written by
supervisor, typed by
secretary, approved by
superintendent, and
approved by purchasing
agent; then a purchase
order is prepared by a
stenographer.
Source: Ralph M. Barnes, Motion and
Time Study, 8th ed. (New York: John
Wiley & Sons, 1980), pp. 76–79.
Copyright © John Wiley & Sons. This
material is used by permission of
John Wiley & Sons, Inc.
Exhibit S8.5 (cont’d)
Copyright © 2005 The McGraw-Hill Companies. All rights reserved.
McGraw-Hill/Irwin S8–16
Common Notation in Process Charting
Exhibit S8.6
Copyright © 2005 The McGraw-Hill Companies. All rights reserved.
McGraw-Hill/Irwin S8–17
Gilbreth’s Principles of Motion Economy
• Using the human body the way it works best:
1. The work should be arranged to provide a natural
rhythm that can become automatic.
2. The symmetrical nature of the body should be
considered:
a. The motions of arms should be simultaneous,
beginning and completing their motions at the
same time.
b. Motions of the arms should be opposite and
symmetrical.
Source: Frank C. Barnes, “Principles of Motion Economy: Revisited, Reviewed, and Restored, Proceedings of
the Southern Management Association Annual Meeting, Atlanta, GA, 1983, p. 298. Reprinted by permission.
Copyright © 2005 The McGraw-Hill Companies. All rights reserved.
Exhibit S8.7
McGraw-Hill/Irwin S8–18
Gilbreth’s Principles of Motion Economy
(cont’d)
• Using the human body the way it works best:
3. The human body is an ultimate machine and its full
capabilities should be employed:
a. Neither hand should ever be idle.
b. Work should be distributed to other parts of the
body in line with their ability.
c. The safe design limits of the body should be
observed.
d. The human should be employed at its highest
use.
Source: Frank C. Barnes, “Principles of Motion Economy: Revisited, Reviewed, and Restored, Proceedings of
the Southern Management Association Annual Meeting, Atlanta, GA, 1983, p. 298. Reprinted by permission.
Copyright © 2005 The McGraw-Hill Companies. All rights reserved.
Exhibit S8.7 (cont’d)
McGraw-Hill/Irwin S8–19
Gilbreth’s Principles… (cont’d)
• Arranging the workplace to assist performance:
– There should be a definite place for all tools and materials.
– Tools, materials, and controls should be located close to the point
of use.
– Tools, materials, and controls should be located to permit the
best sequence and path of motions.
• Using mechanical devices to reduce human effort:
– Vises and clamps can hold the work precisely where needed.
– Guides can assist in positioning the work without close operator
attention.
– Controls and foot-operated devices can relieve the hands of work.
– Mechanical devices can multiply human abilities.
– Mechanical systems should be fitted to human use.
Source: Frank C. Barnes, “Principles of Motion Economy: Revisited, Reviewed, and Restored, Proceedings of
the Southern Management Association Annual Meeting, Atlanta, GA, 1983, p. 298. Reprinted by permission.
Copyright © 2005 The McGraw-Hill Companies. All rights reserved.
Exhibit S8.7 (cont’d)
McGraw-Hill/Irwin S8–20
WorkerMachine
Chart
for a
Gourmet
Coffee
Store
Exhibit S8.8
Copyright © 2005 The McGraw-Hill Companies. All rights reserved.
McGraw-Hill/Irwin S8–21
Worker-Machine Chart for
a Gourmet Coffee Store
The customer, the clerk, and the coffee grinder (machine) are involved in this operation. It
required 1 minute and 10 seconds for the customer to purchase a pound of coffee in this
particular store. During this time the customer spent 22 seconds, or 31 percent of the time,
giving the clerk his order, receiving the ground coffee, and paying the clerk for it. He was
idle during the remaining 69 percent of the time. The clerk worked 49 seconds, or 70
percent of the time, and was idle 21 seconds, or 30 percent of the time. The coffee grinder
was in operation 21 seconds, or 30 percent of the time, and was idle 70 percent of the time.
Exhibit S8.8 (cont’d)
Copyright © 2005 The McGraw-Hill Companies. All rights reserved.
McGraw-Hill/Irwin S8–22
Activity Chart of
Emergency
Tracheotomy
Source: Data taken from Harold E. Smalley and John Freeman,
Hospital Industrial Engineering (New York: Reinhold, 1966), p. 409.
Copyright © 2005 The McGraw-Hill Companies. All rights reserved.
Exhibit S8.9
McGraw-Hill/Irwin S8–23
Work Measurement
• Work Measurement
–The methodology used for establishing time standards.
• Basic Industrial Engineering Methods
–Time study
–Elemental standard time data
–Predetermined motion-time data
–Work sampling
Copyright © 2005 The McGraw-Hill Companies. All rights reserved.
McGraw-Hill/Irwin S8–24
Types of Work Measurement
Applied to Different Tasks
Exhibit S8.10
Copyright © 2005 The McGraw-Hill Companies. All rights reserved.
McGraw-Hill/Irwin S8–25
Time Study
• Time Study
–The determination, with the use of a stopwatch, of how
long it takes to complete a task or set of tasks.
–Normal time = Observed performance time per unit x
Performance rating
–Piece rate is the rate paid for work completed.
–Break down tasks by:
• Conducting an overall methods analysis
• Defining each work element to be timed.
• Separating human work from machine work.
• Defining operator and machine delays separately.
Copyright © 2005 The McGraw-Hill Companies. All rights reserved.
McGraw-Hill/Irwin S8–26
Elemental Standard-Time Data
• Time Standard
–The established time for completing a job, used in
determining labor costs for making a product.
–Steps
• Breakdown the new job into its elements
• Match elements to the time for similar job-specific
elements in the elemental table.
• Adjust elements for special characteristics of the job.
• Add element times together and add delay and
fatigue allowances.
Copyright © 2005 The McGraw-Hill Companies. All rights reserved.
McGraw-Hill/Irwin S8–27
Predetermined Motion-Time Data
• Predetermined Motion-Time Tables
–Create a time standard for a job or task based on
standard times for basic motions (therbligs).
–Can be applied to a wide-variety of tasks.
Copyright © 2005 The McGraw-Hill Companies. All rights reserved.
McGraw-Hill/Irwin S8–28
Work Sampling
• Work Sampling
–A statistical technique for estimating how workers
allocate their time among various activities throughout
a workday.
–Issues involved:
• What level of statistical confidence is desired in the
results?
• How many observations are necessary?
• When should the observations be made?
Copyright © 2005 The McGraw-Hill Companies. All rights reserved.
McGraw-Hill/Irwin S8–29
Work Sampling (cont’d)
• Determining the Required Number of Samples:
N
Z 2 p(1  p)
E2
N = Number of observations to be made
Z = Number of standard deviations associated
with a given confidence level
p = Estimated proportion of time that the activity
being measured occurs
E = Absolute error that is desired
Copyright © 2005 The McGraw-Hill Companies. All rights reserved.
McGraw-Hill/Irwin S8–30
Work Sampling (cont’d)
• Steps in Conducting a Work Sampling Study:
–Identify the activities for study.
–Estimate the proportion of time of the activity of
interest to the total time.
–State the desired accuracy in the study results.
–Determine the specific time when each observation is
to be made.
–If using an estimated time, recompute the required
samples size at intervals during the study and adjust
the number of observations.
Copyright © 2005 The McGraw-Hill Companies. All rights reserved.
McGraw-Hill/Irwin S8–31
Assignment of Numbers to
Corresponding Minutes
Exhibit S8.11
Copyright © 2005 The McGraw-Hill Companies. All rights reserved.
McGraw-Hill/Irwin S8–32
Determination of Observation Times
Exhibit S8.12
Copyright © 2005 The McGraw-Hill Companies. All rights reserved.
McGraw-Hill/Irwin S8–33
Observation Schedule
Exhibit S8.13
Copyright © 2005 The McGraw-Hill Companies. All rights reserved.
McGraw-Hill/Irwin S8–34