Design of Work Systems

JOB DESIGN &

WORK MEASUREMENT
Design of Work Systems

Job Design

· 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
· Ergonomics
 Design of Work Systems

Job Design Decisions

Who What Where When Why How

Organizational
Mental and Geographic
Time of day; rationale for Method of
physical locale of the
Tasks to be time of the job; object- performance
characteristics organization;
performed occurrence in ives and mot- and
of the location of
the work flow ivation of the motivation
work force work areas
worker

Ultimate
Job
Structure
Design of Work Systems

Design of Work Systems

· Specialization
· Behavioral Approaches to Job Design

· Teams

· Methods Analysis

· Motions Study

· Working conditions
Design of Work Systems

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
Design of Work Systems

Specialization in Business: Advantages

For Management: For Labor:

1. Simplifies training 1. Low education and
skill requirements
2. High productivity
2. Minimum
3. Low wage costs
responsibilities
3. Little mental effort
needed
 Design of Work Systems

Disadvantages

For Management: For Labor:

1. Difficult to motivate 1. Monotonous work
quality 2. Limited opportunities
2. Worker dissatisfaction, for advancement
possibly resulting in 3. Little control over work
absenteeism, high
4. Little opportunity for
turnover, disruptive
self-fulfillment
tactics, poor attention
to quality
Design of Work Systems

Behavioral Approaches to Job Design

· Job Enlargement
· Giving a worker a larger portion of the total
task by horizontal loading
· Job Rotation
· Workers periodically exchange jobs
· Job Enrichment
· Increasing responsibility for planning and
coordination tasks, by vertical loading
Design of Work Systems
Design of Work Systems

Job Design Continuum

Design of Work Systems

Motivation and Trust

· Motivation
· Influences quality and productivity
· Contributes to work environment

· Trust
· Influences productivity and employee-
management relations
Design of Work Systems

Teams

· Benefits of teams
· Higher quality
· Higher productivity
· Greater worker satisfaction

· Self-directed teams
· Groups are empowered to make certain
changes in their work process
Design of Work Systems

Methods Analysis

· Methods analysis
· Analyzing how a job gets done
· Begins with overall analysis
· Moves to specific details
Design of Work Systems

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)
Design of Work Systems

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
Design of Work Systems

Analyzing the Job

· Process Flow 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
Design of Work Systems

Motion Study

Motion study is the systematic

study of the human motions used
to perform an operation.
 Design of Work Systems

Physical Considerations in Job Design

· Work physiology sets work-rest cycles

according to the energy expended in various
parts of the job. The harder the work, the
more the need for rest periods.
· Ergonomics is a term used to describe the
study of the physical arrangement of the work
space together with tools used to perform a
task. Fit the work to the body rather than
forcing the body to conform to the work.
Design of Work Systems

Work Methods

A Production
Process

Ultimate
Ultimate
Workers Interacting Worker at a Fixed
with Other Workers Workplace
JobJob
Design
Design

Worker Interacting
with Equipment
Design of Work Systems

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
Design of Work Systems

Working Conditions

T e m p e ra tu re & V e n t ila t io n
H u m id it y

I llu m in a t io n C o lo r
Design of Work Systems

Working Conditions (cont’d)

Noise & Vibration Work Breaks

Safety Causes of Accidents

 Design of Work Systems

Work Measurement Defined

• Work measurement is a process of

analyzing jobs for the purpose of setting
time standards
• Why use it?
– Schedule work and allocate capacity
– Motivate and measure work performance
– Evaluate performance
– Provide benchmarks
Design of Work Systems

Work Measurement

· Standard time
· Stopwatch time study
· Historical times
· Predetermined data
· Work Sampling
Design of Work Systems

Time Studies
Design of Work Systems

Time Studies (cont)

Design of Work Systems
Design of Work Systems
Design of Work Systems
Design of Work Systems
 Design of Work Systems

Time Study Normal Time Formulas

·· Normal time(NT)=Observed performance time per unit

Normal time(NT)=Observed performance time per unit
xx (Performance
(Performancerating)*
rating)*

*The
*The Performance
Performance Rating
Rating isis usually
usually expressed
expressed in
in
decimal
decimal form
form inin these
these formulas.
formulas. SoSo aa person
person working
working
10%
10% faster
fasterthan
than normal
normal would
would have
have aa Performance
Performance
Rating
Rating of
of 1.10
1.10 or
or110%
110% of of normal
normal time.
time. Working
Working 10%
10%
slower,
slower, 0.90
0.90 or
or90%
90% of of normal.
normal.

·· NT=
NT= Time
Timeworked
worked __ xx(Performance
(Performancerating)*
rating)*
Number
Numberof
ofunits
unitsproduced
produced
 Design of Work Systems

Time Study Standard Time Formulas

·· Standard
Standard time
time == Normal
Normal time
time
++ (Allowances
(Allowances xx Normal
Normal times)
times)

·· Standard
Standard time
time == NT(1
NT(1 ++Allowances)
Allowances)

·· Standard
Standard time
time == NT
NT ..
11 --Allowances
Allowances
 Design of Work Systems

Time Study Example Problem

·· You
You want
want to
to determine
determine the
the standard
standard time
time for
foraa job.
job.
The
The employee
employee selected
selected for
forthe
the time
time study
study has
has
produced
produced 2020 units
units of
of product
product in
in an
an 88 hours
hours day.
day. Your
Your
observations
observations made
made thethe employee
employee nervous
nervous andand you
you
estimate
estimate that
that the
the employee
employee worked
worked about
about 10 10 percent
percent
faster
fasterthan
than what
what isis aa normal
normal pace
pace for
forthe
the job.
job.
Allowances
Allowances for
forthe
the job
job represent
represent 25
25 percent
percent ofof the
the
normal
normal time.
time.

·· Question:
Question:What
What are
are the
the normal
normal and
and standard
standard times
times
for
forthis
this job?
job?
 Design of Work Systems

Time Study Example Solution

Normal time = Time worked x (Performance rating)

Number of units produced

= (480 minutes/20) x (1.10)

= 26.4 minutes

Standard time = NT .
1 – Allowances

= (26.4)/(1-0.25)

= 35.2 minutes
Design of Work Systems

Latihan
 Design of Work Systems

Basic Compensation Systems

· Hourly Pay

· Straight Salary

· Piece Rate

· Commissions
Design of Work Systems

Form of Incentive Plan

· Accurate
· Easy to apply
· Consistent
· Easy to understand
· Fair
Design of Work Systems

Compensation

· Individual Incentive Plans

· Group Incentive Plans
· Knowledge-Based Pay System
· Management Compensation
 Design of Work Systems

Pay-for-Performance
· Paying employees based on their performance
works--improvements in productivity and
quality

· Pay-for-performance will become increasingly

common components of performance
management strategies and systems