Research Paper

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Operations Management

8th edition

Chapter 9

People in Operations

Figure 9.1

This chapter examines people in operations

In Chapter 9 – People in operations – Slack et al. identify the

following key questions…

 Why are people so important in operations management?

 How do operations managers contribute to human

resource strategy?

 How can the operations function be organized?

 How do we go about designing jobs?

 How are work times allocated?

Key questions

Figure 9.2

People in operations

Figure 9.3

(a) U-form organizations give prominence to functional

groupings of resources

Figure 9.3

(b) The M-form separates the organization's resources into

separate divisions

Figure 9.3

that they have two (or more) levels of responsibility

Figure 9.3

(d) N-form organizations form loose networks internally

between groups of resources and externally with other

organizations

Figure 9.4

A typology of the ‘operations developer’ role

Some of the influences on job design

The objectives of job design

Job design

impacts on

quality of working life

quality

speed

dependability

flexibility

cost

health and safety

Dividing the total task down into smaller parts, each of which

is accomplished by a single person or team.

Promotes faster learning.

Makes automation easier.

Ensures that non-productive work is reduced.

Advantages

Leads to monotony.

Can result in physical injury.

Is not particularly robust.

Can reduce flexibility.

Disadvantages

Division of labour

Work study

Method study Work measurement

Method study is the systematic recording and critical examination of existing and proposed methods

of doing work, as a means of developing and applying easier and more effective methods and

reducing costs.

The application of techniques designed to establish the time for a qualified worker to carry

out a specified job at a defined level of performance.

Work study

A generic term for those techniques, particularly method study and work

measurement, which are used in the examination of human work in all its

contexts, and which lead systematically to the investigation of all the factors

which affect the efficiency and economy of the situations being reviewed in

order to effect improvement.

Resources and flow: Job design

Method Study: SREDIM

Method study seeks to improve methods of production –

it embraces layout, environment, material and labour

usage

Select task to be studied

Record present method – using five charting

symbols

Examine the facts critically

Develop best method

Install the new method

Maintain by regular checks

Standard performance is the rate of

output which qualified workers will achieve

without over-exertion as an average over

the working day provided they are

motivated to apply themselves to their

work.

A qualified worker is one who is

accepted as having the necessary

physical attributes, intelligence, skill,

education and knowledge to perform the

task to satisfactory standards of safety,

quality and quantity.

Work measurement

Standard times are the building blocks of process

design – they represent the time needed for a qualified

worker to carry out specific jobs at defined levels of

performance

Basic time + allowances = standard time

The stages in work measurement (1 of 2)

Basic

time for

element

Observed

time for

element

Basic

time

Observed

time

Rating

Standard rating = ×

‘Rating’ to adjust for effort

The stages in work measurement (2 of 2)

Basic

time

Standard

time = Allowances+

Basic

time for

element ‘Allowances’ for relaxation, etc.

Standard

time for

element

Standard

time for job

Element Basic time Allowances min

Standard time

0.6

0.4

0.8

0.3

2.1

0.10

0.05

0.08

0.05

0.28

0.70

0.45

0.88

0.35

2.38

Basic time

2.10

Allowance

0.28

Standard time = 2.38

Build up of standard times

A standard unit of work,

e.g. 1 standard minute

The ‘standard’ unit of work

Light job

90% work

10% relaxation

Average job

84% work

16% relaxation

Heavy job 68% work 32% relaxation

Ergonomics

How the person

interfaces with the

physical aspects of

his or her

workplace

How the person

interfaces with the

environmental conditions

prevalent in his or her

immediate working area

Ergonomics is concerned primarily with the physiological

aspects of job design – that is, with the human body and how

it fits into its surroundings

Ergonomics (1 of 5)

Ergonomics (2 of 5)

Ergonomics (3 of 5)

Forearms approximately

horizontal

Seat back adjustability

Good lumbar support

Seat height adjustability

No excess pressure on underside of thighs and backs of knees

Foot support

if needed

Space for postural change,

no obstacles under desk

Leg room and clearance to allow postural changes

Ergonomics (4 of 5)

Keyboard usable,

adjustable, detachable,

legible

Adequate

lighting

Distracting noise

minimized Software appropriate to

task, adapted to user, no undisclosed monitoring

Screen: stable image,

adjustable, readable

glare/ reflection-free

Window covering

Adequate contrast,

no glare or distracting reflections

Work surfaces: allow flexible

arrangements, spacious, glare-free

Ergonomics (5 of 5)

More tasks

which give

increased

responsibility

autonomy or

decision-

making Original

job

tasks

Job

enlargement

Job

enrichment

More tasks of the

same type

Behavioural approaches – Job enlargement and

enrichment

Division of labour

Ergonomics

Behavioural approaches

Empowerment

Team working

Flexible working Staff treated

as a resource

Staff treated as a cost

Emphasis on

managerial control

Emphasis on

commitment and

engagement of staff

Scientific management

Self-managed

method study

Control versus commitment