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To manage labor and design jobsso people are effectively and efficiently utilized

Objective of Human ResourceStrategy

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People and Work System Goals

Use people efficiently

within constraints

Provide reasonable

quality of work life

1995 Corel Corp.

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Constraints on Human ResourceStrategy

Product strategy- Skills needed- Talents needed- Materials used- Safety

Location strategy- Climate- Temperature- Noise- Light- Air quality

Schedule- Time of day- Time of year(seasonal)- Stability of schedules

Individual differences- Strength and fatigue- Information processingand response

Layout strategy- Fixed position- Process- Assembly line- Work cell- Product

Process strategy- Technology- Machinery andequipment used- Safety

Human

Resource

Strategy

Who

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People and Work System Aspects

Job

Design

Labor

Standards

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Labor Planning

Follow demand

exactly

keeps direct labor

costs tied closely to

production

incurs costs of hiring/firing

unemployment

insurance

labor wage premium

Hold employment

constant

maintains a trainedworkforce

incurs costs of

idle time whendemand is low

meeting

increased

demand when

demand is high

1. Employment-Stability Policies

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Determining Policies of Labor

Stability

Employer policies are partly determined by

managements view of labor costs as a

fixed cost, or as a variable cost.

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2. Work Schedules

Standard work schedule five eight-hour days

Flex-time allows employees, within prescribed limits, to

determine their own schedules

Flexible work week four 10-hour days

Part-time less than eight hours per day, or an irregular

schedule

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Job Design

Specifying the tasks that make up

a job for an individual or group

Involves determining What is to be done (i.e., responses)

How it is to be done (i.e., tools etc.)

Why it is to be done (i.e., purpose)

Results in job description Shows nature of job in task-related

behaviors

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Job Specialization

Involves

Breaking jobs into small component

parts

Assigning specialists to do each part

First noted by Adam Smith (1776)

Observed how workers in pin factory

divided tasks into smallercomponents

Found in manufacturing &

service industries

1995Corel

Corp.

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Greater dexterity & faster

learning

Less lost time changing jobs ortools

Use of more specialized tools

Pay only for needed skills

Job Specialization OftenReduces Cost

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Job Expansion

Process of adding more variety to

jobs

Intended to reduce boredomassociated with labor specialization

Methods

Job enlargement

Job enrichment

Job rotation

Employee empowerment

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Job Enlargement/Job Enrichment

PresentJob

Control

Planning

Enriched Job

Task #3Task #2

Enlarged Job

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Job Enlargement/Job Enrichment

Present job

Manually insert and

solder six resistors

Task #3

Lock printed circuit into

fixture for next

operation

Task #2

Adhere labels to

printed circuit board

Control

Test circuits after

assembly

Planning

Participate in a cross-

function quality-

improvement team

Enriched job

Enlarged job

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Job Rotation

Geriatrics 1995Corel

Corp.

Pediatrics

1995 Corel

Corp.

Maternity

1995

Corel Corp.

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Employee Empowerment

Employee Empowerment

Control

Decision-Making

Planning

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Higher capital cost

Many individuals prefer simple jobs

Higher wages are required since the workermust utilize a higher level of skill

A smaller labor pool exists of persons able andwilling to perform enriched or enlarged jobs

Increased accident rates may occur

Current technology in some industries does notlend itself to job enlargement and enrichment

Limitations toJob Enlargement/Job Enrichment

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Work Measurement

Determining the amount of worker time required

to generate one unit of output

Provides labor standards

Target amount of time required to perform a

job under normal working conditions

Labour Standards

The amount of time required to perform a job or

part of a job

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Uses of Labor Standards

Costing labor content of products

Planning staffing needs

Cost & time estimates for bids Planning production

Wage-incentive plans

Employee efficiency

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Labor standards are based on observing

worker doing task

Observe only a sample of work Use average time & pace to set standard

Disadvantages

Requires a trained & experienced analyst Standard cannot be set before task is

performed

Time Studies

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Fundamental definitions

What is an ELEMENT? Element is a component of job or task

that are logical divisions with easily

identifiable starting and end points, andare repeated on a regular basis

What is a CYCLE? Cycle is the completion of the activities

(elements) required to perform the jobunder study.

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Rules for Performing Time Study

Dont comment to the worker during the task

Stand (dont sit) beside the worker

Write every event (even though it may seems

not important) Have a good position to observe

Stop the study if the worker seems to be under

pressure and it affects his/her work

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The Eight Steps to Conducting aTime Study

1. Define the task to be studied (after a methods

analysis)

2. Break down the task into precise elements

3. Decide how many times each element of the task

must be measured

4. Record the times and ratings of performance for

the task elements

5. Compute the average observed cycle time

(element times adjusted for unusual influences)

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6. Compute the normal time for each task element:Normal time = (Average actual cycletime)

x (Rating factor)

The Eight Steps to Conducting aTime Study - continued

Rating Factor : 1 for normal worker

>1 for slower worker

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7. Sum the normal times for each element to

develop a total normal time for the task

8. Compute the standard time:

The Eight Steps to Conducting aTime Study - continued

Standard time =Total normal time

1- Allowance factor

Allowance factor =Nonwork time

Total time

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Allowances

Personal time allowance - 4% - 7% of

total time - use of restroom, water

fountain, etc.

Delay allowance - based upon actual

delays that occur

Fatigue allowance - to compensate for

physical or mental strain, noise level,tediousness, heat and humidity,

assumption of an abnormal position,

etc.

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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

Standard time = = =Normal time

1 - Allowance factor

3.4

1 - .13

3.4

.87

= 3.9 minutes

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Allowance factor = 15%

Performance

Job Element 1 2 3 4 5 Rating

(A) Compose and type letter 8 10 9 21* 11 120%

(B) Type envelope address 2 3 2 1 3 105%

(C) Stuff, stamp, seal, and 2 1 5* 2 1 110%sort envelopes

Cycle Observed (in minutes)

1. Delete unusual or nonrecurring observations (marked with *)2. Compute average times 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

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3. Compute the normal time for each element

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

Normal time = (Average observed time) x (Rating)

4. Add the normal times to find the total normal time

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

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5. Compute the standard time for the job

Standard time =Total normal time

1 - Allowance factor

= = 18.07 minutes15.36

1 - .15

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Documents

HRD1