CHAPTER 6. WORK DESIGN and ORGANIZATIONAL PERFORMANCE, WORK MEASUREMENT

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1 CHAPTER 6 WORK DESIGN and ORGANIZATIONAL PERFORMANCE, WORK MEASUREMENT 1

2 Organizational productivity is simply a measurement of an organization s ability to turn inputs into outputs. Productiv ity = Outputs Inputs 2

3 Efficiency Innovation Effectiveness Productivity Profitability (Organizational performance) Quality Quality of working life Work measurement and design Fig.6.1. Total organization performance 3

4 Productivity is affected by efficiency, effectiveness, and quality. Productivity, together with innovation and quality of working life, determines the total organizational performance, which is usually measured by profitability in the freeenterprise system. 4

5 Work study Method study Work measurement Method study is the first stage of work study. Measure efficiency 5

6 Where does work design and measurement fit? Work measurement is the standard by which we measure efficiency. Similarly, work design helps determine efficiency. Work measurement and design can be distinguished from total organizational performance through considerations of focus and scope. 6

7 Effectiveness is the degree to which goals are achieved Doing the right thing! It is concerned with the results or the outputs of a system. These outputs may be total sales of a company or of a salesperson, for example. Efficiency is a measure of the use of inputs (or resources) to achieve outputs Doing the thing right! (for example, how much money is used to generate a certain level of sales) 7

8 METHODS IMPROVEMENT Work simplification / Methods improvement/ Method study/ Work design 8

9 Methods Improvement is A systematic approach to finding easier and better ways to accomplish a task. The basic objective is to avoid waste of any kind (time, human effort, materials, capital, etc.) or, as often quoted: WORK SMART, NOT HARD 9

10 To do work methods improvement correctly, a systematic approach is necessary. 1. Selecting a job. 2. Getting and recording the facts. 3. Questioning every detail. 4. Developing and testing a better method. 5. Installing and maintaining improvements. 10

11 When we design a work, charts help us 1. Operations Process Chart 2. Flow Process Charts 3. Left-Hand-Right-Hand Chart 4. Flow Diagram 5. Multiple Activity Chart 6. Work Distribution Chart 7. Gantt Chart 11

12 Flow Process Chart for Axle-Stand Production Line (Methods Analysis) 12

13 Example Of a Flow Process Chart 13

Example 6.2. Process: Prepare Spaghetti Man or Material X Noodles Begins: In Storage Ends: Ready to Serve Charter: Ind. Eng. Date: 7/24 Present X Proposed 1. Noodles on Shelf 2. Carried to Cooker 3.

14 Example 6.2. Process: Prepare Spaghetti Man or Material X Noodles Begins: In Storage Ends: Ready to Serve Charter: Ind. Eng. Date: 7/24 Present X Proposed 1. Noodles on Shelf 2. Carried to Cooker 3. Cooked Steps Symbol Notes 4. Placed in Bowl Wash in Cooker? 5. Carried to Sink Very Heavy 6. Washed 7. Bowl Carried to Work Area Very Heavy 8. Placed in Serving Pans Six Pans-Full 9. Meat and Sauce Added to Pans Repeated Six Times 10. Pans Carried to Heater Repeated Six Times 11. Warmed 12. Carried to Serving Line Repeated Six Times 14

15 3. Left-Hand-Right- Hand Charts Left-hand-right-hand charts are useful in analyzing the work performed by one person at one specific workstation. As the name implies, the chart follows the motion of the left and right hands of one operator. Consequently, it is applicable only when one operator is performing repetitive workusually at one station. 15

16 The symbols are similar to those of a flow process chart: Operation: a hand is doing some productive work Transportation: a hand is moving from one place to another Delay: a hand is not accomplishing anything but is waiting Hold: a hand is holding an object 16

17 4. Flow Diagram A flow diagram is essentially a flow process chart drawn to show the layout of a facility. Only the symbols and the step numbers are shown. Usually the objective is to look for spatial relationship. 17

18 5. Multiple Activity Chart Similar to a left-hand-right hand chart Shows the activities of a worker and those of one or more machines he is operating Objective is to obtain good balanceminimizing the total cycle time and subsequently the waiting time of any of the components. 18

19 6. Work distribution chart is a listing of all activities or responsiblilities of every person in a department or group. is similar to multiple activity chart except that the activities are nor required to be performed. Objective is to obtain proper balance of assignments and to be certain that the proper level of employment is performing the function. 19

20 7. Operation process Chart An operations process chart depicts the flow of the material through the various processes. It shows only operations and inspections; it does not show transportations, storages, or delays. 20

21 8. Gannt Chart is a horizontal time bar chart that shows relative timing of various activities. İs not often used in work simplification but may be used in scheduling. Objective is usually to perform all activities in the least amount of total time 21

22 Principles of motion economy The principles of motion economy is a list of thoughts or concepts that have proven helpful in designing efficient work methods. A. Elimination B. Combination C. Rearrangement D. Simplification 22

23 Principles are providing a basis for improving the efficiency and reducing the fatigue in manual work 1. Related to the use of Human Body 2. Related to the Arrangement of the Workplace 3. Related to the Design of Tools and Equipment 23

Human Engineering (Ergonomics) May be defined as the design of the human-machine interface so that workers and machines may function more effectively and efficiently as integrated systems.

24 Human Engineering (Ergonomics) May be defined as the design of the human-machine interface so that workers and machines may function more effectively and efficiently as integrated systems. Much work in Human Engineering is done in design and location of dials for maximum effectiveness and efficiency. E.g the design of a cockpit for a large modern jet Design the workstation for the average person. It is useful to apply to day-to-day operations. E.g. At an individual workstation it is important that all work be located close to and in front of the worker, as implied by the principles of motion economy. 24

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26 Work Zones 26

27 On this microwave oven assembly, the work process has been designed to fit the worker rather than forcing the employees to conform to the work. 27

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Pliers and scissors with curved handles are results of human

34 Another example of human engineering is the design of tools for more effective use. Pliers and scissors with curved handles are results of human engineering studies in which it was found that correctly designed curved handles are easier for human beings to use. 34

35 WORK MEASUREMENT 35

36 The objective of any work measurement system is to determine the time it should take an average, trained person to perform a task if he or she were doing that over an 8-hour day under usual working conditions and working at a normal pace. This time is called standard time. 36

37 Normal time: The time required for an average, trained operator to perform a task under usual working conditions and working at a normal pace. (It does not include allowances for personel needs and delays that would be necessary if the task were done all 8 hours) Normal pace: The pace of an average, trained, and conscientious operator working over an 8-hour day. 37

38 Actual time: The observed time required for an operator to perform a task. Allowances: The amount of time added to the normal time to provide for personal needs, unavoidable delays, and fatigue. 38

39 The possible methods of determining standard times: 1. Direct time study 2. Time study standard data 3. Predetermined time systems 4. Predetermined time systems standard data 5. Work sampling 39

40 Direct time study Direct time study is a work measurement technique in which a physical measurement is made of the actual time required to do a task by using a watch or some other timing device. The measured time is then modified by considering the operator s pace, and finally, allowances are added. 40

41 Time Study Steps Define task to be studied Break task into elements Determine number of cycles Time each element Determine pace (rating factor) Compute labor standard 41

42 Stop Watch Time Study 1. Using work methods, develop the best way to perform the job. 2. Select an average worker to observe. 3. Time the worker over a suitable number of cycles. 4. Find the average time for the job. (AT) 5. Estimate the performance rating of the worker while under observation. 6. Calculate Normal Time (NT) = AT * Perf. Rating (%)/ Assign allowances for the job depending on its nature. 8. Calculate Standard Time (ST) ST = NT * (100 + Allowance (%))/100 (if allowance is given as part of the job time) ST = NT * 100 / (100 - Allowance (%)) (if allowance is given as part of the total time) 42

43 ST=NT X AF Allowances can be based on either job time or time worked (e.g., a workday) If allowances are based on the job time, the allowance factor is computed using the formula AF job = 1 + A A: Allowance percentage based on job time This is used when different jobs have different allowances. 43

44 ST=NT X AF If allowances are based on a percentage of the time worked (i.e., the workday), the appropriate formula is AF day = 1 / (1-A) A: Allowance percentage based on workday This is used when jobs are the same or similar and have the same allowance factors. 44

45 Time Study Equations 45

46 Time Study Equations Allowance factor = Nonwork time Total time 46

47 Time Study Equations Allowance factor = Nonwork time Total time Avg.element time = ( Element times) Number of cycles 47

48 Time Study Equations Allowance factor = Nonwork time Total time Avg.element time = ( Element times) Number of cycles Normal time = ( Avg.element time) ( Pace) 48

49 Time Study Equations Allowance factor = Nonwork time Total time Avg.element time = ( Element times) Number of cycles Normal time = ( Avg.element time) ( Pace) Standard time = Total normal time 1 Allowance factor 49

After observation, you reduce the operation to several elements.

50 Time Study Example You re a time-study analyst. You want to develop a time standard for an envelope stuffing operation. After observation, you reduce the operation to several elements. You time 3 cycles. The work day is 8 hours less 60 min. for breaks and lunch. Calculate the standard time Corel Corp. 50

51 Time Study Solution: Operations 51

52 Time Study Solution: Operations 52

53 Time Study Solution: Operations 1995 Corel Corp. Touch paper 53

54 Time Study Solution: Operations 1995 Corel Corp. Staple Touch paper 54

55 Time Study Solution: Operations 1995 Corel Corp. Staple Touch paper Fold Corel Corp.

56 Time Study Solution: Operations 1995 Corel Corp. Staple Touch paper Fold 1995 Corel Corp. Stuff Envelope 1995 Corel Corp. 56

57 Time Study Solution: Observations 57

58 Time Study Solution: Observations Cycles Summary Element T Avg RF NT (Breakpoint) 1 T R 2 T R 3 T R 58

59 Time Study Solution: Observations Cycles Summary Element T Avg RF NT (Breakpoint) 1 Staple 2 papers T (drop stapler) R 2 T R 3 T R 59

60 Time Study Solution: Observations Cycles Summary Element T Avg RF NT (Breakpoint) 1 Staple 2 papers T (drop stapler) R 2 Fold papers T (touch envelope) R 3 T R 60

61 Time Study Solution: Observations Cycles Summary Element T Avg RF NT (Breakpoint) 1 Staple 2 papers T (drop stapler) R 2 Fold papers T (touch envelope) R 3 Insert papers T (touch paper) R 61

Time Study Solution: Observations Touch paper Cycles Summary Element 1 2 3 T Avg RF NT (Breakpoint) 0.

62 Time Study Solution: Observations Touch paper Cycles Summary Element T Avg RF NT (Breakpoint) Staple 2 papers T (drop stapler) R 2 Fold papers T (touch envelope) R 3 Insert papers T (touch paper) R 62

63 Time Study Solution: Observations Cycles Summary Element T Avg RF NT (Breakpoint) Staple 2 papers T (drop stapler) R Fold papers T (touch envelope) R 3 Insert papers T (touch paper) R Run Time 63

64 Time Study Solution: Observations Cycles Summary Element T Avg RF NT (Breakpoint) Staple 2 papers T (drop stapler) R Fold papers T (touch envelope) R Insert papers T (touch paper) R Run Time 64

Time Study Solution: Observations Cycles Summary Element 1 2 3 T Avg RF NT (Breakpoint) 0.

65 Time Study Solution: Observations Cycles Summary Element T Avg RF NT (Breakpoint) Staple 2 papers T (drop stapler) R Fold papers T (touch envelope) R 3.0 Run Time 3 Insert papers T (touch paper) R

66 Time Study Solution: Observations Cycles Summary Element T Avg RF NT (Breakpoint) Staple 2 papers T (drop stapler) R Fold papers T (touch envelope) R Insert papers T (touch paper) R

67 Time Study Solution: Observations Cycles Summary Element T Avg RF NT (Breakpoint) Staple 2 papers T (drop stapler) R Fold papers T (touch envelope) R Insert papers T (touch paper) R

68 Time Study Solution: Observations Cycles Summary Element T Avg RF NT (Breakpoint) Staple 2 papers T.90 (drop stapler) R Fold papers T 1.5 (touch envelope) R Insert papers T 1.0 (touch paper) R

69 Time Study Solution: Elapsed Time Cycles Summary Element T Avg RF NT (Breakpoint) Staple 2 papers T (drop stapler) R Fold papers T 1.5 Time = (touch envelope) R Insert papers T 1.0 (touch paper) R

70 Time Study Solution: Elapsed Time Cycles Summary Element T Avg RF NT (Breakpoint) Staple 2 papers T (drop stapler) R Fold papers T 2.0 Time = (touch envelope) R Insert papers T 1.0 (touch paper) R

71 Time Study Solution: Elapsed Time Cycles Summary Element T Avg RF NT (Breakpoint) Staple 2 papers T (drop stapler) R Fold papers T Time = (touch envelope) R Insert papers T (touch paper) R

72 Time Study Solution: Elapsed Time Cycles Summary Element T Avg RF NT (Breakpoint) Staple 2 papers T (drop stapler) R Fold papers T (touch envelope) R Insert papers T (touch paper) R

Time Study Solution: Average Elapsed Time Cycles Summary Element 1 2 3 T Avg RF NT (Breakpoint) 0.0 1 Staple 2 papers T 1.0 1.2 1.1 3.3 1.1.90 (drop stapler) R 1.

73 Time Study Solution: Average Elapsed Time Cycles Summary Element T Avg RF NT (Breakpoint) Staple 2 papers T (drop stapler) R Fold papers T (touch envelope) R Insert papers T (touch paper) R

Time Study Solution: Normal Time Cycles Summary Element 1 2 3 T Avg RF NT (Breakpoint) 0.0 1 Staple 2 papers T 1.0 1.2 1.1 3.3 1.1.90 1.0 (drop stapler) R 1.0 7.5 13.

74 Time Study Solution: Normal Time Cycles Summary Element T Avg RF NT (Breakpoint) Staple 2 papers T (drop stapler) R Fold papers T (touch envelope) R Insert papers T (touch paper) R NT = (Avg. Time) x (Rating Factor) 74

75 Time Study Solution: Standard Time 75

76 Time Study Solution: Standard Time Allowance factor = Nonwork time Total time = ( )( 8) =

Time Study Solution: Standard Time Allowance factor = Nonwork time Total time = 60 60 ( )(

77 Time Study Solution: Standard Time Allowance factor = Nonwork time Total time = ( )( 8) =.125 Standard time = Total normal time 1 Allowance factor = =

Examples Total actual time = 15 + 7 + 5 + 8 = 35 Performance rating = 115% Normal

78 Examples Total actual time = = 35 Performance rating = 115% Normal time = (35)(1.15) = Allowances = 12% Standard time = (40.25)(1.12) =

79 Time Study You re a junior industrial engineer for Joseph A. Banks Clothiers. The average cycle time of a sewing machine operator was 2.0 min. The worker was rated at 90%. The allowance factor is 15%. What is the standard time? 1995 Corel Corp. 79

80 Time Study Solution* 80

81 Time Study Solution* Average Cycle Time = 2.0 min 81

82 Time Study Solution* Avg.cycle time Normal time = = = 2.0 min. ( Avg.cycle time) ( RF ) ( 2.0) (.90) = 1.8 min. 82

83 Time Study Solution* Avg.cycle time Normal time = = = 2.0 min. ( Avg.cycle time) ( RF ) ( 2.0) (.90) = 1.8 min. Standard time = 1 Normal time Allowance factor = = 2.12 min. 83

84 WORK SAMPLING 84

85 Work Sampling Labor standard is set using output & % of time worker spends on tasks Involves observing worker at random times over a long period Advantages Less expensive than time studies Observer requires little training Disadvantages Ineffective with short cycles 85

86 Work Sampling Steps Take preliminary sample & estimate parameter value (e.g., percentage) Compute sample size Prepare observation schedule Observe & record worker s activities Rate worker s performance Record number of units produced Compute standard time per unit 86

87 Work Sampling Equations Normal Time = ( )( )( ) Total Time % Working Units Produced Rating Std Time = 1 Normal Time ( Allowance ) 87

88 Work Sampling Example In a work sampling study, 12 parts were produced in 40 hours. The worker was rated at 85%. Idle time was 10%. Allowance factor was 12%. What is the standard time? 1995 Corel Corp. 88

89 Work Sampling Solution Normal Time = = ( )( )( ) Total Time ( 40)(.90)(.85) 12 Units % Working Produced = 2.55 Rating 89

90 Work Sampling Solution Normal Time Std Time = = = = ( )( )( ) Total Time ( 40)(.90)(.85) ( 1 Allowance ) Normal Time = Units 2.90 % Working Produced = Rating

UNIT 4 : Minimum Rational Work Element:

UNIT 4 : Minimum Rational Work Element: In order to spread the job to be done on the line among its stations, the job must be divided into its component tasks. The minimum rational work elements are the