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GMS401
Chapter 5: Work Design and Measurement
| Term | Definition |
|---|---|
| Job Design | Involves specifying the content and methods of a job |
| Job Design Objectives | Productivity, Safety, Quality of work life |
| Efficiency School | A refinement of Frederick Taylor's scientific management. It's a systematic, logical approach with an aim for labour cost reduction. |
| Behavioural School | Emerged during the 1950s. Emphasis of wants and need. It reminded managers of the complexity of human beings. |
| Specialization | Focusing the job to a narrow scope |
| Advantages of specialization | Simplifies training, high productivity, low wage costs, low education requirements, minimum responsibility, little mental effort |
| Disadvantages of specialization | Difficult to motivate quality, worker dissatisfaction, absenteeism, high turnover, disruptive tactics, monotonous work, limited opportunities for advancement, little control over work, little self-fulfillment |
| Behavioural Approach | Awareness of motivational factors. May include: Job enlargement, job rotation, job enrichment |
| Job Enlargement | Giving a worker a larger portion of the total activity by horizontal loading |
| Job Rotation | Workers periodically exchange jobs |
| Job Enrichment | Increasing employee responsibility for planning, execution and control of tasks, by vertical loading |
| Self-Directed Teams | Groups who perform the same function and are empowered to make certain decisions and changes in their work |
| Methods Analysis | Breaks down the job into sequence of tasks/elements/motions and improves it |
| Basic procedure of methods analysis | 1. Identify the job to be studied and gather information. 2. Discuss the job with the worker and supervisor 2. Document and analyze the present method. 3. Question the present method and propose a new one |
| Process Charts | Chart used to examine the sequence of tasks by focusing on movements of the worker or flow of materials |
| Worker-machine chart | Helps to see portions of work cycle during which a worker and equipment are busy or idle. Can help to determine how many machines one operator can manage. |
| Motion Study | The systematic study of the human motions used to perform an operation. This is used to eliminate unnecessary motions and to identify the best sequence of motions. |
| Motion economy principles | Guidelines for designing motion - efficient work procedures |
| Analysis of elemental motions (therbligs) | Basic elemental motions into which a job can be broken down |
| Micro motion study | Use of motion pictures and slow motion to study motions that otherwise would be too rapid to analyze |
| Simo/two hand process chart | A chart that shows the elements performed by each hand, side by side, over time |
| Canadian Labour Code | Safety and other work standard. Workers have rights to refuse dangerous work, participate in improving health & safety, know about hazards in the workplace |
| Workplace Hazardous Materials Information System (WHMIS) | mandates proper labeling of hazardous material. Making available material safety data sheets |
| Working Conditions | Temperature&Humidity, Ventilation, Illumination, Ergonomics, Noise&Vibration, Work Breaks&Hours, Safety, Causes of Accidents |
| Ergonomics | Involves fitting the job to the worker's capability and size |
| Standard Time | The amount of time it should take a qualified worker to complete a specific task |
| Stopwatch Time Study | Development of a time standard based on observations of one worker taken over a number of cycles |
| Basic steps in a time study | 1. Define the task to be studied. 2. Determine the number of cycles to observe. 3. Time the job. 4. Compute the standard time |
| Work Sampling | Technique for estimating the proportion of time that a worker or machine spends on each activity or is idle |
Created by:
13rallie
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