human aspects of production management

7/31/2019 Human Aspects of Production Management

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Human Aspects of Production

Management


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Production Management

Production management is the process, which

combines and transforms various resources

used in the production subsystem of the

organization into value added products in a

controlled manner as per the policies of the

organization.


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Ms of Production Management

Man

Machine

Material Money

Method


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Men

Human aspects in operating systems.

People management is very important.

Optimum utilization of human resources. Double role within the Production

Management :

Managed Resources

Managing Resources


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Manufacturing Enterprise

3 classes of activities

Decide what ME should do

Decide how ME should operate

Do those activities needed to realize products and services.

Requires the deployment of Human and Technical

Systems.

Human Systems - form ad hoc groups, teams,

business units, departments and the complete

ME.


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Human Resource Planning

HRP is the process of forecasting the

organizations future demand for and supply

of, the right type of people in the right

number.


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Factors affecting HRP

Type and

Strategy of

Organization

Organizational

Growth Cycleand Planning

Environmental

uncertainties

Outsourcing

Nature of

jobs being

Filled

Type and

quality

of Forecasting

Information

Time

Horizons HRP


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Techniques

Managerial Judgment Ratio trend analysis

Delphi technique

Job AnalysisThe systematic process of gathering and examining andinterpreting data regarding the specific tasks comprising a

job.

Competence required for the job should be analyzed.


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Employee Demotivation - Non-fulfillment of

competence requirements as well as

assignment contrary to employee preference.

Workplace reqirements.

Hours of work per day

Number of workdays in a week

Operational Safety Building Safety

Office Space


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Competency

Activity

Required Output

Human Systems that come to work Natural traits

Acquired Competency

Adaption Competency

Performing Competency

ME need to define Required Competencies.


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Job Rotation

Systematically moving workers from one job

to another to enhance work team

performance and to broaden his or her

experience and identify strong and weak

points to prepare the person for an enhanced

role in with the company.


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Change Management

3 elements :- The content for the change programme

The process of change programme

The context in which changes occur.

Failures

Lack of time and effort required

Lack of IT support

Lack of accuracy and timeliness of information Lack of senior management drive and

commitment.


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Change Management

Provide necessary training for employees.

Communicate perceived benefits to makepeople realize about the importance of the

change. Up-to-date information presented in real time.

Facilitating open communication.

Overcome resistance. Initiate team culture.

Empower people in making decisions.


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Development of Human Resources

To cope up with technology and product

changes.

Changes demand a quick and flexible

adaptation of machinery resources andexisting work force.

Development measures should be co-

ordinated with the planned product andtechnology changes .


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Job Enrichment

Redesigning jobs in a way that increases the

oppurtunities for the worker to experience

feelings of responsibility, achievement, growth

and recognition.


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Continuous Product Changes

To remain competitive further development

of a MEs palette of available products.

Quantitative personnel demands increases.

More comlpex work requirements.

Requirement of Qualitative personnal

development.


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3 aspects of Human Issues

Proposed by Kjellberg as constituents of a

better working organization for manufacturing

systems.


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Activation

Uses a physiological perspective.

Refers to the amount of stimulation.

Related to : Level of activity

Stress

Ability to focus

Vigilance

Task variations


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TECHNICAL PREDICTABILITY

Level of unpredictability that exists in themanufacturing system in which the human isoperating.

Related to : attention

understanding

mental readiness

flexibility

creativity


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85% of the Quality problems in companies are

related to poor organization and leadership.

Apart from process capabilities, the bigger

factor controlling quality in manufacturing

systems depends on the Operators'

competence, Motivation, Flexibility and on the

Personnel Stability at the organization.


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What Management Should do

Identifying weaknesses of the business.

Facilitating continuous improvement.

Facilitating pro- active decision making. Improving positive behavior of the people.


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What Should be Done

The effective combination of human resource andautomation is very important to ensure continuousqualitative improvement.

The best fit is recruited or selected for employment.

For the existing work force - their job performanceshould be well accessed, appreciated and celebrated.

Human resource assembled as a work teams must bewell built, capable, skilled, swiftly efficient, united,strategically autonomous, fully focused, brilliantlydirected and adequately motivated.

human aspects of production management

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