Mba 8155 Slides 4
Mba 8155 Slides 4
Mba 8155 Slides 4
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
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Trends in Job Design
1. Quality control as part of the worker's job
2. Cross-training workers to perform multiskilled jobs
3. Employee involvement and team approaches to
designing and organizing work
4. "Informating" ordinary workers through
telecommunication networks and computers
5. Extensive use of temporary workers
6. Automation of heavy manual work
7. Organizational commitment to providing meaningful
and rewarding jobs for all employees
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Behavioral Considerations in
Job Design
Degree of Specialization
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Sociotechnical Systems
Skill Variety
Worker/
Process Feedback Group
Technology
Task Identity Needs
Needs
Task Autonomy
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Physical Considerations
Attitude isn’t everything
Can a worker perform physically?
Work Physiology
Sets work-rest cycles based on energy
expenditure
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Work Methods
A Production
Process
Ultimate
Workers Interacting Worker at a Fixed
with Other Workers Job Workplace
Design
Worker Interacting
with Equipment
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Work Measurement:
Why do We Need to Set Work Standards?
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Determining Standard Times
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Time Study Example Problem
You want to determine the standard time for a job.
The employee selected for the time study has
produced 20 units of product in 8 working hours.
Your observations made the employee nervous and
you estimate that the employee worked about 10
percent faster than what is a normal pace for the
job. Allowances for the job represent 25 percent of
the normal time.
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Advantage of Work Sampling over
Time Study
Several work sampling studies may be conducted
simultaneously by one observer.
The study may be temporarily delayed at any time.
The observer need not be a trained analyst unless
determining a time standard.
No timing devices are required.
Work of a long cycle time may be studied with a fewer
observer hours.
Minimizes effects of short-period variations and
influence by the operator or worker.
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Basic Compensation Systems
Hourly Pay
Straight Salary
Piece Rate
Commissions
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Financial Incentive Plans
Individual and Small-Group Plans
Output measures
Quality measures
Pay for knowledge
Organization-wide Plans
Profit sharing
Gainsharing
Bonus based on controllable costs or units of
output
May be part of participative management
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Scanlon Plan
Basic Elements
Total labor cost
Ratio =
The ratio Sales value of production
The bonus
Depends on reduction in costs below the preset
ratio
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Business Process
Reengineering
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Key Words
Fundamental
Why do we do what we do?
Radical
Business reinvention vs. business improvement
Dramatic
Reengineering should be brought in “when a need
exists for heavy blasting.”
Business Process
a collection of activities that takes inputs and
creates an output that is of value to a customer.
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Business Process Reengineering
Decide What Business
Continuous Senior We Are In
Improvement Management
Or
Reengineering? Middle Eliminate An
Existing Process
Management
Supervisory Replace An
Management Existing Process
Improve An
Workers Existing Process
Principles of Reengineering
Organize around outcomes, not tasks
Put the decision point where the work is
performed, and build control into the process
Merge information-processing work into the
work that produces the information
Treat geographically dispersed resources as
though they were centralized
Link parallel activities instead of integrating their
results
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The Reengineering Process (1 of 2)
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The Reengineering Process (2 of 2)
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Reengineering & Continuous Improvement
Source: Reprinted by permission of Harvard Business School Press from Process Innovation
Reengineering Work Through Information Technology by Thomas H. Davenport. Boston: 1993
p. 51. Copyright 1993 by The President and Fellows of Harvard College.
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Integrating Reengineering and
Continuous Improvement
Sequence Change Initiatives
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A System of Process Improvement:
Continuous Improvement & Reengineering
Productivity
time
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Re-engineering:
Current Situation
Specialization E D
F
Lots of handoffs
(“white space”) C
G
Lots of opportunity
for defects
A B
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The Re-engineered Process
Ownership
C
B D
Reduced
handoffs A
Reduced cycle
time and
G E
defects
F
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The Reengineering Process
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Six Sigma: DMAIC vs. DMADV
Define
Measure
Analyze
Continuous Improvement Reengineering
Improve Design
Control Validate
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