PowerPoint to accompany
Methods, Standards, and Work Design 12th Edition
Niebel/Freivalds
Outline 1.1 Productivity Importance 1.2 Methods and Standards Scope 1.3 Historical Developments
Learning Objectives When you complete this chapter you should be able to: •
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To determine the importance of productivity in any industry. To learn the value of worker health and safety. To understand how methods engineering simplifies work. To understand how work design fits work to the operator. To determine the basic concept of how time study measures work and sets standards.
Productivity Importance Productivity is the ratio of outputs (goods and services) divided by the inputs (resources such as labor and capital) The objective is to improve productivity! Important Note! Production is a measure of output only and not a measure of efficiency
The Economic System Inputs
Labor, capital, management
Transformation
The U.S. economic system transforms inputs to outputs at about an annual 2.5% increase in productivity per year. The
Outputs
Goods and services
productivity increase is the result of a mix of capital (38% of 2.5%), labor (10% of 2.5%), and management (52% of 2.5%) .
Feedback loop Figure 1.6
1.2 Methods and Standards Scope
Methods Engineering A technique for increasing the production per unit of time or decreasing the cost per unit output – in other words, productivity improvement. Entails analyses at two different times: 1.designing and developing the various works centers where the product will be produced. 2. Continual restudy of the work centers to find a better way to produce the product and/or improve its quality.
Improving Productivity at Starbucks A team of 10 analysts continually look for ways to shave time. Some improvements: Stop requiring signatures on credit card purchases under $25
Saved 8 seconds per transaction
Change the size of the ice scoop
Saved 14 seconds per drink
New espresso machines
Saved 12 seconds per shot
Improving Productivity at Starbucks A team of 10 analysts continually look for ways to shave time. Some improvements:
Operations improvements have helped Starbucks increaseSaved yearly revenue per Stop requiring signatures 8 seconds outlet by $250,000per to $1,000,000 on credit card purchases transactionin seven years. under $25 by seconds 27%, or Change the size Productivity of the ice has improved Saved 14 about 4.5% per year. scoop per drink
New espresso machines
Saved 12 seconds per shot
Systematic Procedure
Methods Engineering A technique for increasing the production per unit of time or decreasing the cost per unit output – in other words, productivity improvement. Entails analyses at two different times: 1.designing and developing the various works centers where the product will be produced. 2. Continual restudy of the work centers to find a better way to produce the product and/or improve its quality.
Objectives of Methods, Standards, and Work Design MINIMIZE
COST
IMPROVE
EMPLOYEES
CONSERVE
TIME
LOWER
RESOURCES
MAXIMIZE
ENVIRONMENT
PROTECT
SAFETY AND HEALTH
SATISFY
QUALITY
1.3 Historical Developments
Scientific Management •
Frederick Taylor (1856 –1915) –
Replaced old work methods with scientifically-based work methods. •
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Eliminated “soldiering,” where employees deliberately worked at a pace slower than their capabilities.
Believed in selecting, training, teaching, and developing workers. Used time studies of jobs, standards planning, exception rule of management, slide-rules, instruction cards, and piece-work pay systems to control and motivate employees.
Scientific Management Pioneers •
Frank and Lillian Gilbreth –
Both developed techniques and strategies for eliminating inefficiency. •
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Frank reduced bricklaying movements, resulting in increased output of 200%. Lillian made substantive contributions to the fields of industrial psychology and personnel management.
Work Design •
1950s, Military Ergonomics
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1960s, Industrial Ergonomics
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1970s, Ergonomics of Consumer goods and services
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1980s, Computer Ergonomics
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1990s, Macro- and Cognitive Ergonomics
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2000s, Maturation of Ergonomics into a distinct, stand‐alone discipline
Other References •
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Notes of Dr. Aura Matias, Dean, Engineering, UPD Griffin, R. W.. Fundamentals of Management, 7th ed. Heizer and Render. Operations Management, Global Edition, 11th ed.
Links •
The Ergonomics Society: http://www.ergonomics.org.uk/ Human Factors and Ergonomics Society: http://hfes.org/ Institute of Industrial Engineers: http://www.iienet.org/ International Ergonomics Association: http://www.iea.cc/ Occupational Safety & Health Association (OSHA): http://www.osha.gov/ United Nations Industrial Development Organization (UNIDO): http://www.unido.org/ Frederick W. Taylor: http://www.cftech.com/BrainBank/TRIVIABITS/FredWTaylor. html American Society of Mechanical Engineers (ASME): http://www.asme.org NIOSH homepage: http://www.cdc.gov/niosh/homepage.html
