JASHORE UNIVERSITY OF SCIENCE AND TECHNOLOGY (JUST)
IPE- 3211: Industrial and Operations Management (2 credit
hours)
Dr. Md Mahfuzur Rahman
Assistant Professor, Dept. of IPE 2nd Nov, 2020
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Intended Learning Outcomes (ILOs)
❖ Review of previous class
❖ Work System Design
– ILO 1: Explain why it is imperative to design jobs that are safe and ethical, and
promote adequate work/life balance.
– ILO 2: Identify the aspects of job design in particular that are affected by the
volume–variety characteristics of a process.
– ILO 3: Compare and contrast the two basic approaches to job design.
– ILO 4: Define Standard time and normal time.
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Process Planning Sheet
The whole information determined by the process planning is recorded in a tabular form in a sheet called
process planning sheet. This document is provided to the shop personnel for their use.
Following data is listed for each component of the product in the process sheet:
1) Information regarding the main product, of which the component being manufactured is a part i.e.,
name and part number of the main product.
1) Name, part number, drawing number of the component and number off i.e., no. of components required
per product.
2) Information concerning the blank i.e., raw material used, size and weight of stock.
3) Operations are listed in proper sequence along with the shops in which these operations will be
performed.
4) Information regarding machines used for each operation.
5) Data on jigs, fixtures and other special tools required.
6) Inspection devices needed for inspection.
7) Cutting data i.e., speeds, feeds & depth of cut for each machining operation.
8) Elements of standard time such as set-up time, handling time and machining time for the job.
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A Sample Process Planning Sheet
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A Sample Routing Sheet
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Job Design
• Job design specifies the contents of the job Three additional factors should be
i.e. the work activities of an individual or a considered in job design:
group in support of an organization’s
objectives. It denotes the way a set of tasks, or a) Technical feasibility: The job
an entire job, is organized. must be physically and
mentally doable.
• A job is designed by answering questions b) Economic feasibility: The
such as cost of the job should be less
– What is your description of the job? than the value it adds.
– What is the purpose of the job?
c) Behavioral feasibility: The
– Where is the job done? degree to which an employee
derives intrinsic satisfaction
– Who does the job?
from doing the job.
– What background, training, or skills
does an employee need to do the job?
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Why it is imperative to design jobs that are safe and
ethical, and promote adequate work/life balance?
Job Design
➢Job design is about how people carry out their tasks within a process. It defines the
way they go about their working lives.
➢It positions the expectations of what is required of them, and it influences their
perceptions of how they contribute to the organization.
➢It also defines their activities in relation to their work colleagues and it channels the
flows of communication between different parts of the operation.
➢Job design helps to develop the culture of the organization – its shared values, beliefs
and assumptions.
➢Inappropriately designed jobs can destroy the potential of a process to fulfil its
objectives, no matter how appropriate its layout or process technology.
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Why it is imperative to design jobs that are safe and
ethical, and promote adequate work/life balance?
It is imperative to consider following aspects during job design:
• Safety:The primary and universal objective of job design is to ensure that all staff
performing any task within a process are protected against the possibility of physical or
mental harm.
• Ethical issues. No individual should be asked to perform any task that either is illegal
or (within limits) conflicts with strongly held ethical beliefs.
• Work/life balance. All jobs should be structured so as to promote a healthy balance
between time spent at work and time away from work.
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Aspects of Job design affected by the volume–variety
Three aspects of job design in particular are affected by the volume–variety characteristics of a
process:
✓ How tasks are to be allocated to each person in the process: the division of labor.
o Separating tasks into smaller parts between individuals is called the
division of labour
o This is the predominant model of job design in most high volume–low
variety processes.
✓ The degree of job definition: job definition.
o Some degree of job definition is usually possible and advisable, but it
may be stated in terms of the ‘outcome’ from the task rather than in
terms of the activities within the task. For example, the architect’s job
may be defined in terms of ‘achieving overall co-ordination, taking
responsibility for articulating the overall vision of the project, ensuring
stakeholders are comfortable with the process, etc.’.
o By contrast, a process with less variety and higher volume is likely to
be defined more closely, with the exact nature of each activity defined
and individual staff trained to follow a job step-by-step.
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Aspects of Job design affected by the volume–variety
✓ And the methods used to maintain job commitment: job commitment
o In high-variety processes, especially those with a high degree of staff
discretion, job commitment is likely to come from the intrinsic nature
of the task itself.
o Commitment can be enhanced through extra responsibility, flexibility
in working times and so on, but the main motivator is the job itself.
o By contrast, low variety–high volume jobs, especially those designed
with a high division of labour and little discretion, can be highly
alienating. Such jobs have relatively little intrinsic task satisfaction. It
has to be ‘designed into’ the process by emphasizing the satisfaction to
be gained from the performance of the process as a whole.
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Aspects of Job design affected by the volume–variety
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Job Design Approaches
Two approaches of job design are follows:
a) One might be called the efficiency school because it emphasizes a systematic, logical
approach to job design-Efficiency approach.
b) Other is called the behavioral school because it emphasizes satisfaction of wants and needs:
Behavioral approach.
Efficiency approach
– Efficiency approach centers on constant evaluation of all elements of the production process.
This approach is very effective for standardized production with simple tasks.
– Efficiency approach is based on the control. In this case, the job process is usually divided
into small elements which are easy to check up and control. Tasks are usually simple and
assume little responsibility. High job specialization is a peculiar characteristic of the
efficiency approach.
– Usually employees repeatedly perform specific and very simple task. The training used for
this kind of job design is simple and cost-effective.
– Obedience and following instructions is very important in the efficiency approach. Employees
in this case are aware of only their part of the work and have no idea about the whole process.
Punishment and different bonuses are the main motivational factors in efficiency approach. 12
Job Design Approaches
Behavioral Approach:
– Motivational approach assumes that the employees should be able to take responsibility and
show initiative. In motivational approaches employees should be ready to meet challenges and
find new solutions. Motivation is an extremely important factor in this approach. Employees
should be willing to make their input in the working process.
– In an effort to make jobs more interesting and meaningful, job designers frequently consider
job enlargement, job rotation, job enrichment, and increased use of mechanization.
• Job enlargement: Giving a worker a larger portion of the total task, by
horizontal loading.
• Job rotation: Workers periodically exchange jobs.
• Job enrichment: Increasing responsibility for planning and
coordination tasks, by vertical loading.
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Standard Time and Normal Time
Normal Time:
• Normal time or basic time is the time for carrying out a work or an element of work at
standard rating, i.e.,
❖ The normal time for an operation does not contain any allowances for the worker.
❖ The normal time per cycle is the time that a qualified worker would take just to
perform the job.
❖ There is no provision, in the normal time, for the interruptions that occur on every
job each day, such as time required by the worker for personal needs and rest and
for delays due to reasons beyond his control.
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Performance Rating
• The crucial element in the methodology is, then, the performance rating process because it enters
standards determination as a factor and is based on judgment and experience.
• Direct observation techniques (such as time study and analytical estimating) include a process for
converting observed times to times for the ‘qualified worker working at a defined level of
performance.’ The commonest of these processes is known as rating.
• The process follows
– A pace or performance level is selected as standard
– And the analyst observes this pace, comparing it with other paces and learning to judge pace
level in percent of the standard pace.
This involves the observer (after appropriate training) making an assessment of the worker’s
rate of working relative to the observer’s concept of the rate corresponding to standard
rating. This assessment is based on the factors involved in the work - such as effort, dexterity,
speed of movement, and consistency.
The assessment is made on a rating scale, of which there are three or four in common usage. Thus
on the 0-100 scale, the observer makes a judgment of the worker’s rate of working as a percentage
of the standard rate of working (100).
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Standard Time and Normal Time
Standard Time:
• Standard time is the total time in which a job should be completed at standard level of
performance.
• The length of time it should take a qualified worker using appropriate process and tools
to complete a specific job, allowing time for personal fatigue and unavoidable delays.
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Standard time
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Standard Time
Observed time: Observe and record the actual time taken by the operator for each
element of the job. Different time readings for each element are recorded on the record
sheet. Average time for each element is calculated after eliminating the abnormal values.
The average observed time is the arithmetic mean of the times for each element
measured, adjusted for unusual influence for each element:
• Normal time: The average observed time, adjusted for pace.
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The Essence of the Standards Determination Problem
• Setting production standards: it would be necessary to know the distribution of performance
times (or production rates) for the entire working population for each specific job. to establish
the standard at some particular point in the distribution, (e.g., either at the average of the
distribution or possibly at a level that would accommodate perhaps 95% of the working
population).
• Ordinarily, however, there may be only one or two individuals on the job whose work can be
measured. The problem, therefore, is to estimate the nature of the entire distribution based on
sample data from only one or two workers on the job.
• This is done by measuring the time actually taken during work performance while rating that
performance. The actual time is then adjusted by the performance rating to produce the so-called
normal time.
• The normal time is then augmented by allowances for personal time, delays, and fatigue to
produce the standard time.
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Example 01
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Example 02
Solution:
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WORK STUDY
“Work study is a generic term for those techniques, 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 situation being reviewed, in order to effect improvement.”
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Homework
❖ Chapter 11 from Reid_Sanders-Operations Management_ An Integrated
Approach.
❖ Ch-01, 02 and Ch-07 of Production and Operations Management by Anil
Kumar.
❖ Ch-07 from Operations Management by Stevenson
✓ Solve examples and exercise problems.
✓ Reading materials on process planning will be uploaded at LMS.
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