2000 by Prentice-Hall, Inc1
Materi MO sesudah UTS
Human Resources Human Resources in Operations in Operations ManagementManagement
2000 by Prentice-Hall, Inc2
Human Resources in Strategic Planning
TQM recognizes importance of TQM recognizes importance of employeesemployees
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, Inc3
Changes in HR Management
Skilled craftspeopleSkilled craftspeopleScientific managementScientific managementAssembly linesAssembly linesLimitations of scientific managementLimitations of scientific managementBehavioral influences in job designBehavioral influences in job design
2000 by Prentice-Hall, Inc4
Behavioral Influences in Job 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, Inc5
Trends 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 Employee compensation and
incentivesincentives Technology and automationTechnology and automation Alternative workplacesAlternative workplaces Temporary and part-time employeesTemporary and part-time employees Employee satisfactionEmployee satisfaction
2000 by Prentice-Hall, Inc6
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, Inc7
Elements of Job Design
TASK ANALYSISTASK ANALYSIS
Description of tasks to be performedDescription of tasks to be performed Task sequenceTask sequence Function of tasksFunction of tasks Frequency of tasksFrequency of tasks Criticality of tasksCriticality of tasks Relationship with other jobs/tasksRelationship with other jobs/tasks Performance requirementsPerformance requirements Information requirementsInformation requirements Control requirementsControl requirements Error possibilitiesError possibilities Tasks duration(s)Tasks duration(s) Equipment requirementsEquipment requirementsTable 17.1Table 17.1
2000 by Prentice-Hall, Inc8
TASK ANALYSISTASK ANALYSIS WORKER ANALYSISWORKER ANALYSIS ENVIRONEMENTAL ANALYSISENVIRONEMENTAL ANALYSIS
Description of tasks to be Description of tasks to be performedperformed
Task sequenceTask sequence Function of tasksFunction of tasks Frequency of tasksFrequency of tasks Criticality of tasksCriticality of tasks Relationship with other jobs/tasksRelationship with other jobs/tasks Performance requirementsPerformance requirements Information requirementsInformation requirements Control requirementsControl requirements Error possibilitiesError possibilities Tasks duration(s)Tasks duration(s) Equipment requirementsEquipment requirements
Capability requirementsCapability requirements Performance requirementsPerformance requirements EvaluationEvaluation Skill levelSkill level Job trainingJob training Physical requirementsPhysical requirements Mental stressMental stress BoredomBoredom MotivationMotivation Number of workersNumber of workers Level of responsibilityLevel of responsibility Monitoring levelMonitoring level Quality responsibilityQuality responsibility Empowerment levelEmpowerment level
Work place locationWork place location Process locationProcess location Temperature and humidityTemperature and humidity LightingLighting VentilationVentilation SafetySafety LogisticsLogistics Space requirementsSpace requirements NoiseNoise VibrationVibration
Elements of Job Design
Table 17.1Table 17.1
2000 by Prentice-Hall, Inc9
Job Analysis
Study how job should be doneStudy how job should be doneTools: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
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Process 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, Inc11
Process 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
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Motion Study
Frank & Lillian GilbrethFrank & Lillian GilbrethFind one “best way” to do taskFind one “best way” to do taskDivide 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, Inc13
General Guidelines For Motion Study
Efficient Use Of Human BodyEfficient Use Of Human Body Work - simplified, rhythmic & symmetricWork - simplified, rhythmic & symmetric Hand/arm motions - coordinated and Hand/arm motions - coordinated and
simultaneoussimultaneous Employ full extent of physical Employ full extent of physical
capabilitiescapabilities Conserve energy - use Conserve energy - use
machines, minimize machines, minimize distances, use momentumdistances, use momentum
Tasks - simple, minimal eye contact & Tasks - simple, minimal eye contact & muscular effort, no unnecessary muscular effort, no unnecessary motions, delays or idlenessmotions, delays or idleness
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General Guidelines For Motion Study
Efficient Arrangement Of WorkplaceEfficient Arrangement Of Workplace Tools, material, equipment - designated, Tools, material, equipment - designated,
easily accessible locationeasily accessible location Seating & work area - Seating & work area -
comfortable and healthycomfortable and healthy
Efficient Use Of EquipmentEfficient Use Of Equipment Equipment & mechanized Equipment & mechanized
tools enhance worker abilitiestools enhance worker abilities Use foot-operated equipment Use foot-operated equipment
to relieve hand/arm stressto relieve hand/arm stress Construct & arrange equipment to fit worker useConstruct & arrange equipment to fit worker use
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Work 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 studyElemental standard Elemental standard
time filestime filesPredetermined motion timesPredetermined motion timesWork samplingWork sampling
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Stopwatch 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
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Stopwatch Time Study Basic 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))
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Incentive Piece-Rate System
Piece-rate is $0.04 per sandwichPiece-rate is $0.04 per sandwich
What would average worker earn per hour?What would average worker earn per hour?
Example 17.4Example 17.4
Average wage rate = (135)(0.04) = $5.40Average wage rate = (135)(0.04) = $5.40
60 min60 min0.445 min/sandwich0.445 min/sandwich = 134.8 or 135 sandwiches= 134.8 or 135 sandwiches
Adjusted for the allowance factor–Adjusted for the allowance factor–
60 min60 min0.415 min/sandwich0.415 min/sandwich = 144.6 or 145 sandwiches= 144.6 or 145 sandwiches
Average wage rate = (145)(0.04) = $5.80Average wage rate = (145)(0.04) = $5.80
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Number 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
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Number 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
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Elemental Times
Predetermined Motion TimesUsed for micromotionsDivide tasks into micromotions
Grasp, reach, move, etc.
Time Measurement Units (TMU)0.0006 minutes, 100,000 per hour
2000 by Prentice-Hall, Inc22
Work Sampling - Basic 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, Inc23
Work Sampling - Basic 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
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Work Sampling Study
What percent of time is spent looking up What percent of time is spent looking up information? Current estimate is information? Current estimate is pp = 30% = 30%
Estimate within +/- 2%, with 95% confidenceEstimate within +/- 2%, with 95% confidence
After 280 observations, After 280 observations, pp = 38% = 38%
n n = = pp(1 - (1 - pp) = (0.3)(0.7) = 2016.84 or 2017) = (0.3)(0.7) = 2016.84 or 2017zzee
221.961.960.020.02
22
nn = = pp(1 - (1 - pp) = (0.38)(0.62) = 2263) = (0.38)(0.62) = 2263zzee
221.961.960.020.02
22
Example 17.6Example 17.6
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Learning Curves
Processing time decreases with Processing time decreases with worker learning (experience)worker learning (experience)
Time per unit decreases by constant Time per unit decreases by constant percentage each time output percentage each time output doublesdoubles
Use to plan labor, budget & Use to plan labor, budget & scheduling requirementsscheduling requirements
2000 by Prentice-Hall, Inc26
Learning 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, Inc27
Learning 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, Inc28
Learning Curve Effect
Contract to produce 36 computers.Contract to produce 36 computers.tt11 = 18 hours, learning rate = 80% = 18 hours, learning rate = 80%
What is time for 9th, 18th, 36th units?What is time for 9th, 18th, 36th units?
tt99 = (18)(9)= (18)(9)ln(0.8)/ln 2 ln(0.8)/ln 2 = (18)(9)= (18)(9)-0.322 -0.322
= (18)/(9)= (18)/(9)0.322 0.322 = (18)(0.493) = 8.874hrs= (18)(0.493) = 8.874hrs
tt1818 = (18)(18)= (18)(18)ln(0.8)/ln 2 ln(0.8)/ln 2 = (18)(0.394) = 7.092hrs= (18)(0.394) = 7.092hrs
tt3636 = (18)(36)= (18)(36)ln(0.8)/ln 2 ln(0.8)/ln 2 = (18)(0.315) = 5.674hrs= (18)(0.315) = 5.674hrs
Example 17.7Example 17.7
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Learning Curve for Mass Production 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, Inc30
More on Learning Curves
Not effective for mass production jobsNot effective for mass production jobsProduct 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