Operation management 6e by russel and taylor ch08

Human Resources and Quality Management  Employees play important role in quality management  Malcolm Baldrige National Quality Award winners have a pervasive human resource focus  Emp

Human Resources

Operations Management - 6th Edition

Operations Management - 6th Edition

Chapter 8

Roberta Russell & Bernard W Taylor, III

Lecture Outline

Human Resources and Quality

Management

 Employees play important

role in quality management

 Malcolm Baldrige National

Quality Award winners have a

pervasive human resource

focus

 Employee training and

education are recognized as

necessary long-term

investments

 Employees have power to make decisions that will improve quality and customer service

 Strategic goals for quality and customer satisfaction require teamwork and group

participation

Changing Nature of Human

Resources Management

 Breaking down jobs into

elemental activities and

simplifying job design

 Comprise a set of tasks,

elements, and job motions

Employee Motivation

 Motivation

willingness to work hard because

that effort satisfies an employee

fair treatment of people

satisfaction of employee needs

setting of work-related goals

 Improving Motivation (cont.)

design of jobs to fit employee

Evolution of Theories of Employee Motivation

actualization

Self-EsteemSocialSafety/Security

Contemporary Trends in

Human Resources Management

 extensive and varied

 two of Deming’s 14 points

refer to employee

education and training

 an employee learns more

than one job

 group of employees work

on problems in their immediate work area

Contemporary Trends in Human

Resources Management (cont.)

employees can choose time

of arrival and departure

 nontraditional work location

 employees work electronically from a location they choose

employees

 mostly in fast-food and restaurant chains, retail companies, package delivery services, and financial firms

Employee Compensation

 Types of pay

 the longer someone works, the more s/he is paid

 individual incentive or piece rate

 employees are paid for the number of units they produce during the workday

 Gainsharing

 an incentive plan joins employees

in a common effort to achieve company goals in which they share in the gains

Managing Diversity in

Workplace

the decade from 1998 to 2008 will be members of minority groups

primarily Hispanic and Asian, are becoming

majorities

to managing diversity

participation by women and

minorities to attain parity

to their full potential in order to achieve a company’s goals

 voluntary in nature, not mandated

 seeks to improve internal communications and

interpersonal relationships, resolve conflict, and

increase product quality, productivity, and efficiency

Diversity Management Programs

Global Diversity Issues

 significant barriers to managing a globally diverse workforce

 E-mails, faxes, Internet, phones, air travel

 make managing a global workforce possible but not

necessarily effective

 identify critical cultural elements

 learn informal rules of communication

 use a third party who is better able to bridge cultural gap

 become culturally aware and learn foreign language

teach employees cultural norm of organization

Attributes of Good Job Design

decisions and discretion

their own job

 Goals and achievement feedback

 A perceived contribution

to a useful product or service

 Opportunities for personal relationships and friendships

 Some influence over the way work is carried out

in groups

 Use of skills

Factors in Job Design

 fitting task to person in a work environment

 broadened scope of job design

Elements of Job Design

Job Analysis

the job to see how it should be done

illustrate in different ways how a job or work process is done

Process Flowchart Symbols

Process Flowchart

– 1 – 2 – 3 – 4 – 5 – 6 – 7 – 8 – 9

Key in customer data

on card Feed data card in Position customer for photo Take picture

Inspect card & trim edges

Idle

Idle

Idle Idle

Worker-Machine Chart: Summary

Summary Operator Time % Photo Machine Time %

Motion Study

a job

General Guidelines for

coordinated and simultaneous

 Employ full extent of physical capabilities

General Guidelines for Motion Study

accessible location

each time output

Learning Curves (cont.)

tn = t1nb

where:

tn = time required for nth unit produced

t1 = time required for first unit produced

produced

ln

ln 2

r

Learning Curve Effect

Contract to produce 36 computers.

t1 = 18 hours, learning rate = 80%

What is time for 9th, 18th, 36th units?

t9 = (18)(9)ln(0.8)/ln 2 = (18)(9)-0.322

= (18)/(9)0.322 = (18)(0.493) = 8.874hrs

t18 = (18)(18)ln(0.8)/ln 2 = (18)(0.394) = 7.092hrs

t = (18)(36)ln(0.8)/ln 2 = (18)(0.315) = 5.674hrs

Learning Curve for Mass

Learning Curves (cont.)

from sources besides learning

 industry-derived learning curve rates may be

inappropriate

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