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2000 by Prentice-Hall, Inc2000 by Prentice-Hall, Inc 11
Chapter 17 - Human Resources Chapter 17 - Human Resources in Strategic Planningin Strategic Planning
TQM recognizes importance of employeesTQM recognizes importance of employees Education & training viewed as long-term Education & training viewed as long-term
investmentsinvestments EmployeesEmployees
Have broad latitude in jobsHave broad latitude in jobs Are trained in wide range of skillsAre trained in wide range of skills Are empowered to improve quality & serviceAre empowered to improve quality & service
2000 by Prentice-Hall, Inc2000 by Prentice-Hall, Inc 22
Changes in HR Changes in HR ManagementManagement
Skilled craftspeopleSkilled craftspeople Scientific managementScientific management Assembly linesAssembly lines Limitations of scientific managementLimitations of scientific management Behavioral influences in job designBehavioral influences in job design
2000 by Prentice-Hall, Inc2000 by Prentice-Hall, Inc 33
Behavioral Influences in Behavioral Influences in Job DesignJob Design
1. Horizontal job enlargement1. Horizontal job enlargement
2. Vertical job enlargement2. Vertical job enlargement
3. Responsibility for job reliability 3. Responsibility for job reliability and qualityand quality
4. Job rotation4. Job rotation
5. Communications 5. Communications between workersbetween workers
2000 by Prentice-Hall, Inc2000 by Prentice-Hall, Inc 44
Trends in Job DesignTrends in Job Design
Job and task flexibilityJob and task flexibility Responsibility and empowermentResponsibility and empowerment Increased skill and ability levelsIncreased skill and ability levels TeamworkTeamwork Employee compensation and incentivesEmployee compensation and incentives Technology and automationTechnology and automation Alternative workplacesAlternative workplaces Temporary and part-time employeesTemporary and part-time employees Employee satisfactionEmployee satisfaction
2000 by Prentice-Hall, Inc2000 by Prentice-Hall, Inc 55
Evolution of Job Design Evolution of Job Design 1900s to 1960s1900s to 1960s
Task specializationMinimal worker skillsRepetitionMinimal job trainingMass productionPiece-rate wagesTime as efficiencyMinimal job
responsibilityTight supervisory
control
Scientific management/ assembly lines
1970s to 2000s1970s to 2000s
Horizontal job enlargement
Vertical job enlargementExtensive job trainingJob responsibility and
empowermentJob controlTraining and education Job rotationHigher skill levelsTeam problem solvingWorker interactionEmployee involvementFocus on quality
Current trends
Figure 17.1Figure 17.1
2000 by Prentice-Hall, Inc2000 by Prentice-Hall, Inc 66
TASK ANALYSISTASK ANALYSIS WORKER ANALYSISWORKER ANALYSIS ENVIRONEMENTAL ENVIRONEMENTAL ANALYSISANALYSIS
Description of tasks to Description of tasks to be performedbe performed
Task sequenceTask sequence Function of tasksFunction of tasks Frequency of tasksFrequency of tasks Criticality of tasksCriticality of tasks Relationship with other Relationship with other
jobs/tasksjobs/tasks Performance Performance
requirementsrequirements Information Information
requirementsrequirements Control requirementsControl requirements Error possibilitiesError possibilities Tasks duration(s)Tasks duration(s) Equipment requirementsEquipment requirements
Capability Capability requirementsrequirements
Performance Performance requirementsrequirements
EvaluationEvaluation Skill levelSkill level Job trainingJob training Physical Physical
requirementsrequirements Mental stressMental stress BoredomBoredom MotivationMotivation Number of workersNumber of workers Level of Level of
responsibilityresponsibility Monitoring levelMonitoring level Quality Quality
responsibilityresponsibility Empowerment Empowerment
levellevel
Work place locationWork place location Process locationProcess location Temperature and Temperature and
humidityhumidity LightingLighting VentilationVentilation SafetySafety LogisticsLogistics Space requirementsSpace requirements NoiseNoise VibrationVibration
Elements of Job DesignElements of Job Design
Table 17.1Table 17.1
2000 by Prentice-Hall, Inc2000 by Prentice-Hall, Inc 77
Job AnalysisJob Analysis
Study how job should be doneStudy how job should be done Tools:Tools:
Process flowchart - analyze Process flowchart - analyze process stepsprocess steps
Worker-machine chart - study time Worker-machine chart - study time utilizationutilization
Motion study - study human Motion study - study human motions in tasksmotions in tasks
2000 by Prentice-Hall, Inc2000 by Prentice-Hall, Inc 88
Process Flowchart SymbolsProcess Flowchart Symbols
Operation:Operation: An activity directly contributing An activity directly contributing to the product or service.to the product or service.
Storage:Storage: Store of the product or service.Store of the product or service.
Inspection:Inspection: Examining the product or service Examining the product or service for completeness, irregularities, for completeness, irregularities, or quality.or quality.
Transportation:Transportation: Moving the product or service Moving the product or service from one location to another.from one location to another.
Delay:Delay: The process having to wait.The process having to wait.
Figure 17.2Figure 17.2
2000 by Prentice-Hall, Inc2000 by Prentice-Hall, Inc 99
Process FlowchartProcess FlowchartDate: 9/11
Analyst: Calvin
Job: Copying Job
Page:
Desk operator fills out work order
Work order placed in “waiting job” box
Job picked up by operator and read
Job carried to appropriate copy machine
Operator waits for machine to vacate
Operator loads paper
Operator sets machine
Operator performs and completes job
Job filed alphabetically in completed shelves
Job waits for pick up
Job moved by cashier for pick up
Cashier completes transaction
Operator inspects job for irregularities
Cashier packages job (bag, wrap, or box)
Process Description Process Symbols
Figure 17.3Figure 17.3
2000 by Prentice-Hall, Inc2000 by Prentice-Hall, Inc 1010
Motion StudyMotion Study
Frank & Lillian GilbrethFrank & Lillian Gilbreth Find one “best way” to do taskFind one “best way” to do task Divide task into therbligsDivide task into therbligs
Search, select, grasp, holdSearch, select, grasp, hold
Use videotape to study motionsUse videotape to study motions
2000 by Prentice-Hall, Inc2000 by Prentice-Hall, Inc 1111
General Guidelines For Motion General Guidelines For Motion StudyStudy
Efficient Use Of Human BodyEfficient Use Of Human Body Efficient Arrangement Of WorkplaceEfficient Arrangement Of Workplace
Efficient Use Of EquipmentEfficient Use Of Equipment
2000 by Prentice-Hall, Inc2000 by Prentice-Hall, Inc 1212
Work MeasurementWork Measurement
Estimate standard time Estimate standard time required to perform a taskrequired to perform a task
Methods of performing Methods of performing work measurementwork measurement
Stopwatch time studyStopwatch time study Elemental standard Elemental standard
time filestime files Predetermined motion timesPredetermined motion times Work samplingWork sampling
2000 by Prentice-Hall, Inc2000 by Prentice-Hall, Inc 1313
Stopwatch Time Study Basic StepsStopwatch Time Study Basic Steps
1.1. Establish the standard job Establish the standard job methodmethod
5.5. Compute the average time (Compute the average time (tt ) )
4.4. Rate the worker’s performance (Rate the worker’s performance (RFRF))
3.3. Study the jobStudy the job
2.2. Break down the job into elementsBreak down the job into elements
2000 by Prentice-Hall, Inc2000 by Prentice-Hall, Inc 1414
Stopwatch Time Study Stopwatch Time Study Basic StepsBasic Steps
ST = (NT)(1 + AF)ST = (NT)(1 + AF)
Standard Time = (normal cycle time) x (1 + allowance factor)Standard Time = (normal cycle time) x (1 + allowance factor)
7.7. Compute the standard timeCompute the standard time
6.6. Compute the normal timeCompute the normal time
Normal Cycle Time = NT = Normal Cycle Time = NT = NNtt
Normal Time = (Elemental average) x (rating factor)Normal Time = (Elemental average) x (rating factor)
NNtt = = ((t t )()(RFRF))
2000 by Prentice-Hall, Inc2000 by Prentice-Hall, Inc 1515
Performing a Time StudyPerforming a Time StudyTime Study Observation Sheet
Identification of operation Sandwich Assembly Date 5/17
Operator Approval ObserverSmith Jones Russell
Cycles Summary
1 2 3 4 5 6 7 8 9 10 t NtRFt
Place ham, cheese, and lettuce on bread
1
2
3
4
Grasp and lay out bread slices
Spread mayonnaiseon both slices
Place top on sandwich,Slice, and stack
t
t
t
t
R
R
R
R
.11 .44 .79 1.13 1.47 1.83 2.21 2.60 2.98 3.37
.04 .05 .05 .04 .06 .05 .06 .06 .07 .05 .53 .053 1.05 .056
.04 .38 .72 1.05 1.40 1.76 2.13 2.50 2.89 3.29
.07 .06 .07 .08 .08 .08.07 .07 .10 .09 .77 .077 .0771.00
.11.12 .14 .12 .12.13.13.13 .14 .14 1.28 1.28 1.10 .141
.93.23 .55 1.25 1.60 1.96 2.34 2.72 3.12 3.51
.12.10 .08 .09 .12 .10.11 .11 .10.10 1.03 1.03 1.10 .113
.33 .67 1.01 1.34 1.71 2.07 2.44 2.82 3.24 3.61
Figure 17.5Figure 17.5
2000 by Prentice-Hall, Inc2000 by Prentice-Hall, Inc 1616
Number of CyclesNumber of CyclesTo determine the sample size:To determine the sample size:
n n ==zszs
eTeT
22
wherewhere
zz = =the number of standard deviations from the the number of standard deviations from the mean in a normal distribution reflecting a level of mean in a normal distribution reflecting a level of statistical confidencestatistical confidence
TT = =the average job cycle time from the sample time the average job cycle time from the sample time studystudyee = =the degree of error from the true mean of the the degree of error from the true mean of the distributiondistribution
ss = = = = sample sample standard deviation from the sample standard deviation from the sample time studytime study
((xxii -- x x))22
n n - 1- 1
2000 by Prentice-Hall, Inc2000 by Prentice-Hall, Inc 1717
Number of CyclesNumber of Cycles
Average cycle time = 0.361Average cycle time = 0.361
Computed standard deviation = 0.03Computed standard deviation = 0.03
Company wants to be 95% confident that Company wants to be 95% confident that computed time is within 5% of true average timecomputed time is within 5% of true average time
Example 17.5Example 17.5
n n = = = 10.61, or 11= = = 10.61, or 11zszs
eTeT
22(1.96)(0.03)(1.96)(0.03)
(0.05)(0.361)(0.05)(0.361)
22
2000 by Prentice-Hall, Inc2000 by Prentice-Hall, Inc 1818
Work Sampling - Work Sampling - Basic StepsBasic Steps
1.1. Define the job activitiesDefine the job activities
2.2. Determine number of observationsDetermine number of observations
n n = = pp(1 - (1 - pp) ) zzee
22
wherewhere
nn = = the sample size (number of sample the sample size (number of sample observations)observations)zz = =the number of standard deviations from the the number of standard deviations from the mean for the desired level of confidencemean for the desired level of confidenceee = =the degree of allowable error in the sample the degree of allowable error in the sample estimateestimatepp = =the proportion of time spent on a work activity the proportion of time spent on a work activity estimated prior to calculating the work sampleestimated prior to calculating the work sample
2000 by Prentice-Hall, Inc2000 by Prentice-Hall, Inc 1919
Work Sampling - Work Sampling - Basic StepsBasic Steps
3.3. Determine length of sampling periodDetermine length of sampling period
4.4. Conduct work sampling study, record Conduct work sampling study, record observationsobservations
5.5. Periodically recompute number of Periodically recompute number of observationsobservations
2000 by Prentice-Hall, Inc2000 by Prentice-Hall, Inc 2020
Learning CurvesLearning Curves
Processing time decreases with worker Processing time decreases with worker learning (experience)learning (experience)
Time per unit decreases by constant Time per unit decreases by constant percentage each time output doublespercentage each time output doubles
Use to plan labor, budget & scheduling Use to plan labor, budget & scheduling requirementsrequirements
2000 by Prentice-Hall, Inc2000 by Prentice-Hall, Inc 2121
Learning CurvesLearning Curves
Units producedUnits produced
Pro
cess
ing
tim
e p
er u
nit
Pro
cess
ing
tim
e p
er u
nit
Figure 17.6Figure 17.6
2000 by Prentice-Hall, Inc2000 by Prentice-Hall, Inc 2222
Learning CurvesLearning Curves
tn = t1nb
Time required for the Time required for the nnth unit =th unit =
where
tn =time required for nth unit producedt1 =time required for first unit producedn =cumulative number of units producedb =ln r/ln 2, where r is the learning curve percentage (decimal coefficient)
2000 by Prentice-Hall, Inc2000 by Prentice-Hall, Inc 2323
Learning Curve for Mass Learning Curve for Mass Production JobProduction Job
Standard Standard timetime
End of improvementEnd of improvement
Units producedUnits produced
Pro
cess
ing
tim
e p
er u
nit
Pro
cess
ing
tim
e p
er u
nit
Figure 17.7Figure 17.7
2000 by Prentice-Hall, Inc2000 by Prentice-Hall, Inc 2424
More on Learning CurvesMore on Learning Curves
Not effective for mass production jobsNot effective for mass production jobs Product modifications negate effectsProduct modifications negate effects Improvement can derive from sources Improvement can derive from sources
besides learningbesides learning Industry-derived learning curve rates Industry-derived learning curve rates
may be inappropriatemay be inappropriate