eth zurich | organization, work and technology group hrm a: work process design tutorial work...

ETH Zurich | Organization, Work and Technology Group

HRM A: Work Process Design

Tutorial Work Process Analysis: System Level

Johann Weichbrodt October 7, 2008

October 7, 2008 Organization, Work and Technology Group org.ar.t 2

Overview

10.15 - 11.15 Lecture Overview of the semester project Work process analysis at the system level

- Theoretical background: order process & work system

- Data collection methods

Report structure, deadlines

11.30 – 12.00 Small groups (see list) Meet your supervisor

Clarify open issues

October 7, 2008 Organization, Work and Technology Group org.ar.t

Components of the work process analysis

3

Analysis and evaluation (through interviewsand observations)

worksystem

order process

individ. job

Designrecommendations

next week


KOMPASS: Complementary System Design

4

Human• qualification

• interests and needs

Organization• workflow

• division of work• decision patterns

• communication patterns

Technology• machines

• work equipment• spatial conditions

Input OutputTransformation

Primary task

Secondary tasks

Bo

un

dary re

gu

latio

nB

ou

nd

ary

reg

ula

tio

n

variances &disturbances variances &

disturbances

problems

problems

(Grote et al., 2000)


Order process analysis

5

Input OutputTransformation

Primary taskvariances &disturbances variances &

disturbances


Variances and disturbances

Variances = deviations from the planned process that do not interrupt the process

Disturbances = deviations which lead to an interruption of work

Both in the social (e.g. conflict at workplace) or the technical (e.g. machine breakdown) part of the system.

Important information about variances and disturbances: source discovery (when & by whom) handling

6


Variances, performance and system design

7

Variances / disturbances

Performance of work system

System designTask design

reduce

buffers

reduces


Order processing

Transf. Inputs Transformation Outputs Transf.

baking of cake layers

cake layers, sugar, cream, chocolate etc.

„assembly“ and decoration of cakes

cake delivery of cake

electronic assembly

cabinet, electronic system, battery

assembly of PDA assembled PDA

testing of PDA

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main work systempreceding system subsequent system


Variances and disturbances

Description of variance / disturbance

Cause of variance disturbance

Source of variance / disturbance - where did it happen?

Where / by whom was the variance / disturbance discovered?

Where / by whom was the variance / disturbance handled?

Burnt cake layers, not usable

Temperature of oven to high

Baking of cake layers(= preceeding system)

Cake decorator(= main work system)

Baking team after notice by decorators

…

9


Results order processing and variances

Depict order processing in graphical form

(e.g., flow chart, process diagram)

Locate disturbances in the diagram

10


Examples for graphical depiction

11

Processsteps

Decision

Startprocess

Processsteps

Processsteps

Flowchart

Fancy complex diagram


System analysis

12

Human• qualification

• interests and needs

Organization• workflow

• division of work• decision patterns

• communication patterns

Technology• machines

• work equipment• spatial conditions

Bo

un

dary re

gu

latio

nB

ou

nd

ary

reg

ula

tio

n


KOMPASS criteria:

1. Task completeness

2. Independence

3. Fit of regulation requirements and opportunities

4. Polyvalence

5. Autonomy

6. Boundary regulation by superiors

13


1. Task completeness Definition: Measures whether a work system’s tasks

incorporate a variety of functions (e.g. planning – production – control)

4 sub-criteria: Vertical depth of production (range of manufacturing) Product complexity Rate of order repetition Functional integration

The completeness of work system’s task is a precondition for local control of variances and for the design of complete individual tasks

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Example: Task completeness

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2. Independence

Definition: Amount of variances and disturbances that affect the work system but are caused outside of it as well as those that are caused by the work system itself but have consequences outside of it.

3 sub-criteria: Effects of production delays Effects of deviations in quality standards Degree to which workflow between work systems can be

designed flexibly

A high degree of independence is characterised by local prevention and correction of variances and disturbances.

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3. Fit of regulation requirements and opportunities

Regulation requirements which a work system

faces (= amount of variances and disturbances)

Regulation opportunities of a work system

(determined by the chosen cooperation form)

Fit between the two: Do opportunities match

the needs?

(= work system’s ability to adapt itself

to changes and uncertainties)

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Example:Fit of regulation requirements and opportunities

Manufacturing:assembly line work

Product development:teamwork

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4. Polyvalence Definition: Measures how many of all tasks in

the work system can be performed by each

member.

Sub-criterion: How many members know how to perform less

(or more) than half of all tasks?

Design goal: as many members as possible are

able to perform as many of the system‘s tasks

as possible

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5. Autonomy

Definition: team has decision-making freedomregarding the setting of goals as well as the definitionof rules and procedures for reaching these goals

Sub-criterion: determine number of areas ofdecision-making that are subject of collectiveautonomy with regard to: Internal coordination Internal personnel issues External coordination Continous improvement processes

Important: high autonomy means that all members areinvolved in the decision-making, not just head of system

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Example: Autonomy

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6. Boundary regulation by superiors

Definition: the superior coordinates processes with other work systems or external units

4 sub-criteria: Internal (-) and external coordination (+) Frequency of coordination with external units (+) Length of time the superior is present in the work

system (-)

Supervisors of work systems should leave internal coordination as much as possible to the work system’s members.

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Results for the system analysis

KOMPASS criteria -- - ø + ++

Task completeness

Independence of work system

Fit of regulation requirements and opportunities

Polyvalence of work system members

Autonomy of work groups

Boundary regulation by superiors

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Data collection

Overview:

Interview with head of work system

Observation of work processes

For job analysis: interview with one employee

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Approach for the whole analysis

1. Make arrangements with company

2. Choose work system, order process,and individual job for analysis

3. Collect data for all analyses (about ½ - 1 day)1. Interview with head of the work system2. Observation of system and order process3. Observation interview with employee

4. Analyse and evaluate work system and task

5. Develop design recommendations

6. Write report

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Method Unit of analysis

InterviewStructure of work system: KOMPASS criteria

ObservationProcess(es) within work system:order process withvariances and disturbances

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Methods and unit of analysis

Important: Focus on those variances / disturbancesoccuring in the chosen order process.


Interview Head of work system

Topics of interview guideline: KOMPASS criteria (e.g., polyvalence of employees) Order processing Variances / disturbances

Duration: approximately 1.5 hours

Important: Tape-record interviews and take notes Analyse data only after data collection

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Observation Members of work system Observation guideline:

KOMPASS criteria Order processing Variances / disturbances

Rule of thumb for observation: Focus on the order processing Pay particular attention to differences between

information given in interview and your observation

Duration: approximately 3 h Important:

Take extensive notes Analyse data only after data collection

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Results and design recommendations

29

Analysis and evaluation (through interviewsand observations)

worksystem

order process

individ. job

Designrecommendations


Results and design recommendations

Use result sheets to summarize findings on: KOMPASS criteria Order processing with variances / disturbances

Give design recommendations to improve the

work system by linking all relevant findings

Give specific design recommendations and

illustrate them specifically with regard to the

order processing

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Writing the report

In English or German

Deadline for draft version: December 2

Feedback on draft and discussion between

groups on December 9

Deadline for final version: December 16

Send a copy to the company you studied

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Literature

Grote, G., Ryser, C., Wäfler, T., Windischer, A. & Weik, S. (2000). KOMPASS: A method for complementary function allocation in automated work systems. International Journal of Human-Computer Studies, 52, 267-287.

Wäfler, T., Grote, G., Windischer, A. & Ryser, C. (2003). KOMPASS: A method for complementary system design. In E. Hollnagel (Ed.), Handbook of Cognitive Task Design (pp.477-502). London: Lawrence Erlbaum.

Grote, G., Wäfler, T., Ryser, C., Weik, S., Zölch, U., & Windischer, A.: Wie sich Mensch und Technik sinnvoll ergänzen. Die Analyse automatisierter Produktionssysteme mit KOMPASS. In: Ulich, E. (Hrsg.): Schriftenreihe Mensch-Technik-Organisation Band 19. Zürich: vdf Hochschulverlag AG 1999

Wäfler, T., Windischer, A., Ryser, C., Weik, S., & Grote, G.: Wie sich Mensch und Technik sinnvoll ergänzen. Die Gestaltung automatisierter Produktionssysteme mit KOMPASS. In: Ulich, E. (Hrsg.): Schriftenreihe Mensch-Technik-Organisation Band 18. Zürich: vdf Hochschulverlag AG 1999

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eth zurich | organization, work and technology group hrm a: work process design tutorial work...

Documents

interruption of work

t variances

process disturbances

main work system baking

electronic system

disturbances variances

system order process

t order process analysis