Operating Management Sustainability and Supply Chain Management

Operations Management: Sustainability
and Supply Chain Management

Fourteenth Edition, Global Edition
Chapter 10
Human Resources, Job
Design, and Work
Measurement
Copyright © 2023 Pearson Education, Ltd. All Rights Reserved

High-Performance Pit Crew Yüksek Performanslı Pit Ekibi
Teamwork Makes the Difference between Winning and

Losing (Takım Çalışması Kazanmak ve Kaybetmek Arasındaki Farkı Yaratır)
• New century brought new popularity to NASCA R with

increased sponsorship and prize money
• High performance pit crews are a key element of a
successful race team
• Yeni yüzyıl, artan sponsorluk ve para ödülüyle N A S C A R'a yeni bir popülerlik
kazandırdı
• Yüksek performanslı pit ekipleri başarılı bir yarış takımının temel unsurudur

Human Resource Strategy
The objective of a human resource strategy is to

manage labor and design jobs so people are
effectively and efficiently utilized
İnsan kaynakları stratejisinin amacı, işgücünü yönetmek ve işleri

tasarlamak, böylece insanlardan etkili ve verimli bir şekilde
yararlanmaktır.

Human Resource Strategy (continued)
• Ensure that people:
1. Are efficiently utilized within the constraints of
other operations management decisions
2. Have a reasonable quality of work life in an
atmosphere of mutual commitment and trust
1) Diğer operasyon yönetimi kararlarının kısıtlamaları dahilinde

verimli bir şekilde kullanılır
2) Karşılıklı bağlılık ve güven atmosferinde makul bir iş yaşamı
kalitesine sahip olmak

Constraints on Human
Resource Strategy Figure 10.1

Labor Planning
Employment-Stability Policies İstihdam-İstikrar Politikaları
1. Follow demand exactly

– Matches direct labor costs to production
– Incurs costs in hiring and termination,
unemployment insurance, and premium wages
– Labor is treated as a variable cost
– Doğrudan işçilik maliyetlerini üretimle eşleştirir

– İşe alma ve işten çıkarma, işsizlik sigortası ve prim ücretlerinde
maliyetlere neden olur
– İşçilik değişken bir maliyet olarak ele alınır

Labor Planning (continued)
Employment-Stability Policies
2. Hold employment constant İstihdamı sabit tutmak
– Maintains trained workforce
– Minimizes hiring, layoff, and unemployment costs
– Employees may be underutilized during slack periods
or overworked during busy periods
– Labor is treated as a fixed cost
– Eğitimli işgücünü korur

– İşe alma, işten çıkarma ve işsizlik maliyetlerini en aza indirir
– Çalışanlar, boş dönemlerde yeterince kullanılamıyor veya yoğun dönemlerde
fazla çalıştırılıyor olabilir.
– İşçilik sabit bir maliyet olarak kabul edilir
Work Schedules Çalışma Programları
• Standard work Schedule Standart çalışma programı

– Five eight-hour days
• Flextime Esnek zaman
– Allows employees, within limits, to determine their own
schedules Çalışanların belirli sınırlar dahilinde kendi programlarını belirlemesine izin verir
• Flexible workweek/compressed workweek
– Fewer but longer days
• Part-time status
– Fewer, possibly irregular, hours

Job Classification and Work Rules
• Specify who can do what
• Specify when they can do it
• Specify under what conditions they can do it
• Often result of union contracts
• Restricts flexibility in assignments and consequently
efficiency of production
Kimin ne yapabileceğini belirtin

Bunu ne zaman yapabileceklerini belirtin
Hangi koşullar altında yapabileceklerini belirtin
Çoğunlukla sendika sözleşmelerinin sonucu
Görevlerdeki esnekliği ve dolayısıyla üretim verimliliğini kısıtlar
Job Design
• Specifying the tasks that constitute a job for an individual
or a group
1. Job specialization
2. Job expansion
3. Psychological components
4. Self-directed teams
5. Motivation and incentive systems
• Bir birey veya grup için iş teşkil eden görevlerin belirlenmesi

-İş uzmanlığı
-İş genişletme
-Psikolojik bileşenler
-Kendi kendini yöneten ekipler
-Motivasyon ve teşvik sistemleri

 Job Expansion İş Genişletme
• Adding more variety to jobs

• Intended to reduce boredom associated with labor
specialization
– Job enlargement
– Job rotation
– Job enrichment
– Employee empowerment
• İşlere daha fazla çeşitlilik eklemek

• İşgücü uzmanlaşmasından kaynaklanan can sıkıntısını azaltmayı amaçlamaktadır
-İş büyütme
-İş rotasyonu
-İş zenginleştirme
-Çalışanların yetkilendirilmesi
Core Job Characteristics
Jobs should include the following characteristics

1. Skill variety Yetenek çeşitliliği
2. Job identity İş kimliği
3. Job significance İşin önemi
4. Autonomy Özerklik
5. Feedback Geri bildirim

Self-Directed Teams Kendini Yöneten Ekipler
• Group of empowered individuals working together to

reach a common goal
• May be organized for long-term or short-term objectives
• Effective because:
– Provide employee empowerment
– Ensure core job characteristics
– Meet individual psychological needs
• Ortak bir hedefe ulaşmak için birlikte çalışan güçlü bireylerden oluşan bir grup
• Uzun vadeli veya kısa vadeli hedefler için organize edilebilir
• Etkili çünkü:
– Çalışanların yetkilendirilmesini sağlayın
– Temel iş özelliklerini sağlayın
– Bireysel psikolojik ihtiyaçları karşılayın

Self-Directed Teams (continued)
To maximize effectiveness, managers should:
– Ensure those who have legitimate contributions are on the
team
– Provide management support
– Ensure the necessary training
– Endorse clear objectives and goals
– Employ financial and non-financial rewards
– Reduce supervisory control
Etkinliği en üst düzeye çıkarmak için yöneticilerin yapması gerekenler:

– Meşru katkıları olanların takımda olmasını sağlayın
– Yönetim desteği sağlayın
– Gerekli eğitimin sağlanması
– Açık amaç ve hedefleri onaylayın
– Mali ve mali olmayan ödülleri kullanın
– Denetim kontrolünü azaltın

Job Design Continuum Figure 10.3

Benefits of Teams and Expanded Job Designs
Ekiplerin ve Genişletilmiş İş Tasarımlarının Faydaları
• Improved quality of work life

• Improved job satisfaction
• Increased motivation
• Allows employees to accept more responsibility
• Improved productivity and quality
• Reduced turnover and absenteeism
• İş yaşamının kalitesinin artması

• Geliştirilmiş iş tatmini
• Artan motivasyon
• Çalışanların daha fazla sorumluluk almasına olanak tanır
• Geliştirilmiş üretkenlik ve kalite
• Daha az ciro ve devamsızlık
Limitations of Job Expansion
İş Genişletmenin Sınırlamaları
• Higher capital cost
• Individual differences
• Higher wage rates
• Smaller labor pool
• Higher training costs
• Daha yüksek sermaye maliyeti
• Bireysel farklılıklar
• Daha yüksek ücret oranları
• Daha küçük işgücü havuzu
• Daha yüksek eğitim maliyetleri

Motivation and Incentive Systems
Motivasyon ve Teşvik Sistemleri
• Bonuses – cash or stock options

• Profit-sharing – profits for distribution to employees
• Gain sharing – rewards for improvements
• Incentive systems – typically based on production rates
• Knowledge-based systems – reward for knowledge or
skills
• Bonuslar – nakit veya hisse senedi opsiyonları

• Kâr paylaşımı – çalışanlara dağıtılacak kârlar
• Paylaşım kazanın – iyileştirmeler için ödüller
• Teşvik sistemleri – genellikle üretim oranlarına dayalıdır
• Bilgiye dayalı sistemler – bilgi veya beceriler için ödül

Ergonomics and the Work
Environment Ergonomi ve Çalışma Ortamı
• Ergonomics is the study of the
human interface with the
environment and machines
– Often called human factors
• Operator input to machines needs
to be carefully evaluated
• Ergonomi, insanın çevre ve makinelerle

olan arayüzünün incelenmesidir
- Genellikle insan faktörleri denir
• Operatörün makinelere girişinin dikkatli bir
şekilde değerlendirilmesi gerekir

Ergonomics and Work Methods
• Feedback to operators
• The work environment
– Illumination
– Noise
– Temperature
– Humidity
• Operatörlere geri bildirim

• Çalışma ortamı
– Aydınlatma
– Gürültü
– Sıcaklık
– Nem
Decibel Levels
Figure 10.4b

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
 Operations charts

The Visual Workplace (1 of 3)
• Use low-cost visual devices to share information quickly
and accurately
• Displays and graphs root out confusion and replace
printouts and paperwork
• Able to provide timely information in a dynamic
environment
• Can eliminate nonvalue-added activities
• Supervision is reduced

The Visual Workplace (2 of 3)
Visual signals can take many forms and serve many
functions
– Present the big picture
– Performance
– Housekeeping

The Visual Workplace (3 of 3) Figure 10.8

Labor Standards
• Effective workforce 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
• Started early in the 20th century
• Etkili işgücü planlaması, gerekli işgücü bilgisine bağlıdır

• Çalışma standartları, bir işi veya işin bir kısmını gerçekleştirmek için gereken
süreyi ifade eder
• Doğru çalışma standartları, işgücü gereksinimlerinin, maliyetlerin ve adil
çalışmanın belirlenmesine yardımcı olur
• 20. yüzyılın başlarında başladı

Labor Standards-Necessity and
Importance
• Important to both manufacturing and service
organizations
• Necessary for determining staffing
requirements
• Important to labor incentive systems
• Hem üretim hem de hizmet organizasyonları için önemlidir

• Personel ihtiyacının belirlenmesi için gerekli
• İşgücü teşvik sistemleri açısından önemli

Meaningful Labor Standards Help
Determine
1. Labor content of items produced Üretilen öğelerin işçilik içeriği
2. Staffing needs Personel ihtiyaçları
3. Cost and time estimates Maliyet ve zaman tahminleri
4. Crew size and work balance Mürettebat büyüklüğü ve iş dengesi
5. Expected production Beklenen üretim
6. Basis of wage-incentive plans Ücret teşvik planlarının temeli
7. Efficiency of employees Çalışanların verimliliği

Setting Labor Standards
May be set in four ways:

1. Historical experience Tarihsel deneyim
2. Time studies Zaman çalışmaları
3. Predetermined time standards Önceden belirlenmiş

zaman standartları
4. Work sampling Örnek çalışma

Historical Experience
• How the task was performed last time
• Easy and inexpensive
• Data available from production records or time cards
• Data are not objective and may be inaccurate
• Not recommended
• Görevin en son nasıl gerçekleştirildiği

• Kolay ve ucuz
• Üretim kayıtlarından veya zaman kartlarından elde edilebilen veriler
• Veriler objektif değildir ve hatalı olabilir
• Tavsiye edilmez

Time Studies (1 of 4)
• Involves timing a sample of a worker's performance and
using it to set a standard
• Requires trained and experienced observers
• Cannot be set before the work is performed

1. Define the task to be studied
2. Divide the task into precise elements
3. Decide how many times to measure the task
4. Time and record element times and ratings of
performance

5. Compute average observed time
Sum of the times recorded to

Average perform each element
observed 
time Number of observations
6. Determine performance rating and normal time
Average
Normal time  observed  Performance
time rating factor

7. Add the normal times for each element to develop the
total normal time for the task
8. Compute the standard time
Total normal time

Standard time =
1  Allowance factor

Rest Allowances (1 of 4)
• Personal time allowances
– 4% – 7% of total time for use of restroom, water
fountain, etc.
• Delay allowance
– Based upon actual delays that occur
• Fatigue allowance
– Based on our knowledge of human energy expenditure

Table 10.1 Allowance Factors (in percentage) for Various
Classes of Work
Blank
1. Constant allowances:
(A) Personal allowance …………………………………….. 5
(B) Basic fatigue allowance ………………………………... 4
Blank
2. Variable allowances:
(A) Standing allowance …………………………………….. 2
Blank
(B) Abnormal position

(i) Awkward (bending) …………………………………. 2
(ii) Very awkward (lying, stretching) ………………….. 7

Classes of Work
Blank
(C) Use of force or muscular energy in lifting, pulling,

pushing Weight lifted (pounds)
20 ……………………………………………………….. 3
40 ……………………………….................................. 9
60 ………………………………………………………. 17

Classes of Work
Blank
(D) Bad light:

(i) Well below recommended ………………………… 2
(ii) Quite inadequate …………………………………… 5
Blank
(E) Noise level:

(i) Intermittent–loud …………………………..………. 2
(ii) Intermittent–very loud or high pitched ..…………. 5

Time Study Example 1
Average observed time = 4.0 minutes
Worker rating = 85%
Allowance factor = 13%
Normal time   Average observed time  x Rating factor 

  4.0 .85 
 3.4 minutes
Normal time 3.4 3.4

Standard time   
1 – Allowance factor 1 – .13 .87
 3.9 minutes

Time Study Example 2 (1 of 3)
Allowance factor = 15%
1. Delete unusual or nonrecurring observations (marked

with *)
2. Compute average time for each element
Average time for A  8  10  9  11 / 4  9.5 minutes
Average time for B   2  3  2  1  3  / 5  2.2 minutes
Average time for C   2  1  2  1 / 4  1.5 minutes
3. Compute the normal time for each element
Normal time = (Average observed time)  (Rating)

Normal time for A = 9.5 1.2  = 11.4 minutes
Normal time for B =  2.2 1.05  = 2.31 minutes
Normal time for C = 1.5 1.10  = 1.65 minutes
4. Add the normal times to find the total normal time

Total normal time = 11.40  2.31  1.65
= 15.36 minutes

5. Compute the standard time for the job
Total normal time

Standard time =
1  Allowance factor
15.36
= = 18.07 minutes
1 – .15

Determine Sample Size (1 of 3)
1. How accurate we want to be
2. The desired level of confidence
3. How much variation exists within the job elements

2
 zs 
Required sample size = n =  
 hx 
where h = accuracy level (acceptable error) desired in
percent of the job element expressed as a
decimal
z = number of standard deviations required for the
desired level of confidence
s = standard deviation of the initial sample
x = mean of the initial sample
n = required sample size

2
 zs 
Required sample size = n =  
 hx 
where h = accuracy level (acceptable error) desired in percent of the job element
expressed as a decimal
z = number of standard deviations required for the desired level of confidence
s = standard deviation of the initial sample
x = mean of the initial sample
n = required sample size
Table 10.2 Common z-Values
DESIRED z-VALUE (STANDARD DEVIATION REQUIRED FOR DESIRED LEVEL OF

CONFIDENCE (%) CONFIDENCE)
90.0 1.65
95.0 1.95
95.45 2.00
99.0 2.58
99.73 3.00
Desired accuracy with 5%
Confidence level = 95%
Sample standard deviation = 1.0
Sample mean = 3.00
h = .05 x = 3.00 s = 1.0

z = 1.96 ( from Table 10.2 or Appendix I)
2
 zs 
n= 
 hx 
2
 1.96 × 1.0 
n=  = 170.74  171
 .05 × 3 
Variations
• If desired accuracy h is expressed as an absolute
amount, substitute e for hx where e is the
absolute amount of acceptable error
2
 zs 
n= 
 e 

Variations
• When the standard deviation s is not provided, it must be
computed
2 2
  xi  x   Each sample observation  x 
s 
n 1 Number in sample  1
where
xi = value of each observation
x= mean of the observations
n = number of observations in the sample

Predetermined Time Standards
• Divide manual work into small basic elements that have
established times
• Can be done in a laboratory away from the actual
production operation
• Can be set before the work is actually performed
• No performance ratings are necessary
• Unions tend to accept them

MT M Table Figure 10.9

MT M Example
Weight–less than 1 kg Place accuracy–approximate
Conditions of GET–easy Distance range–20 to 50 cm
Table 10.3 MTM-UAS Analysis: Pouring Tube Specimen

Work Sampling
• Estimates percentage of time a worker spends on various
tasks
• Requires random observations to record worker activity
• Determines how employees allocate their time
• Can be used to set staffing levels, reassign duties,
estimate costs, and set delay allowances

Work Sampling Steps
1. Take a preliminary sample to obtain estimates of
parameter values
2. Compute the sample size required
3. Prepare a schedule for random observations at
appropriate times
4. Observe and record worker activities
5. Determine how workers spend their time

Work Sampling Sample Size
Determination
z 2 p 1  p 
n=
h2
where n = required sample size
z = standard normal deviate for
desired confidence level
p = estimated value of sample proportion
h = acceptable error level in percent (as a
decimal)

Work Sampling Example
Estimates employees idle 25% of the time
Sample should be accurate within 3%
Wants to have 95.45% confidence in the results
z 2 p 1  p 
n=
h2
where n = required sample size
z = 2 for a 95.45% confidence level
p = estimate of idle proportion = 25% = .25
h = acceptable error of 3% = .03
(2)2 (.25)(.75)
n 2
 833 observations
(.03)
Work Sampling Example (continued)
All but idle and personal time are work related.

Percentage idle time = (126 + 62)/833 = 22.6%.
Since this is less than the target value of 25%, the
workload needs to be adjusted.
Work Sampling Time Studies
Figure 10.10

Work Sampling Time
Studies (continued) Figure 10.10

Work Sampling Advantages
• Less expensive than time study
• Observers need little training
• Studies can be delayed or interrupted with little impact on
results
• Worker has little chance to affect results
• Less intrusive

Work Sampling Disadvantages
• Does not divide work elements as completely as time

study
• Can yield biased results if observer does not follow
random pattern
• Less accurate, especially when job element times are
short

Digital Monitoring Techniques
• Computer-oriented jobs are now tracked by software
• Similarly, for many physical tasks, labor standards are
now built into software that tracks, monitors, and rates
individual performance
• Hospitals installing sensors to detect everything from the
location of nurses to handwashing practices
• Restaurant software continues to be refined to track
multiple metrics —all in real time

Ethics
• 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, unions, trade
associations, insurers, and employees

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Operations Management: Sustainability

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Teamwork Makes the Difference between Winning and

• New century brought new popularity to NASCA R with

Copyright © 2023 Pearson Education, Ltd. All Rights Reserved

The objective of a human resource strategy is to

İnsan kaynakları stratejisinin amacı, işgücünü yönetmek ve işleri

Copyright © 2023 Pearson Education, Ltd. All Rights Reserved

1) Diğer operasyon yönetimi kararlarının kısıtlamaları dahilinde

Copyright © 2023 Pearson Education, Ltd. All Rights Reserved

Copyright © 2023 Pearson Education, Ltd. All Rights Reserved

1. Follow demand exactly

– Doğrudan işçilik maliyetlerini üretimle eşleştirir

Copyright © 2023 Pearson Education, Ltd. All Rights Reserved

– Eğitimli işgücünü korur

• Standard work Schedule Standart çalışma programı

Copyright © 2023 Pearson Education, Ltd. All Rights Reserved

Kimin ne yapabileceğini belirtin

• Bir birey veya grup için iş teşkil eden görevlerin belirlenmesi

Copyright © 2023 Pearson Education, Ltd. All Rights Reserved

• Adding more variety to jobs

• İşlere daha fazla çeşitlilik eklemek

Jobs should include the following characteristics

2. Job identity İş kimliği

3. Job significance İşin önemi

5. Feedback Geri bildirim

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• Group of empowered individuals working together to

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Etkinliği en üst düzeye çıkarmak için yöneticilerin yapması gerekenler:

Copyright © 2023 Pearson Education, Ltd. All Rights Reserved

Copyright © 2023 Pearson Education, Ltd. All Rights Reserved

• Improved quality of work life

• İş yaşamının kalitesinin artması

• Daha yüksek sermaye maliyeti

• Daha yüksek ücret oranları

• Daha küçük işgücü havuzu

• Daha yüksek eğitim maliyetleri

• Bonuses – cash or stock options

• Bonuslar – nakit veya hisse senedi opsiyonları

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• Ergonomi, insanın çevre ve makinelerle

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• Operatörlere geri bildirim

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Copyright © 2023 Pearson Education, Ltd. All Rights Reserved

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• Etkili işgücü planlaması, gerekli işgücü bilgisine bağlıdır

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• Hem üretim hem de hizmet organizasyonları için önemlidir

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Copyright © 2023 Pearson Education, Ltd. All Rights Reserved

May be set in four ways:

2. Time studies Zaman çalışmaları

3. Predetermined time standards Önceden belirlenmiş

4. Work sampling Örnek çalışma

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• Görevin en son nasıl gerçekleştirildiği

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Copyright © 2023 Pearson Education, Ltd. All Rights Reserved