Work Design: The Design Process

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Work DesignThe Design Process

• Chapters 6 - 9
• IENG 311
• Fall 2005

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The Design Process

• Chapter 6 Criteria
• Chapter 7 Engineering Design
• Chapter 8 Search for Solutions
• Chapter 9 Operations Analysis

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ADA

• Americans with Disabilities Act
• 1990
• See Box 6.1

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Maslows Hierarchy of Needs
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Maslows Hierarchy of Needs
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Ego Wants

• Work can be made more challenging either by
  adding variety or by adding responsibility
• Enlargement adding variety, multi-skilling,
  horizontal extension, train workers to run more
  machines or perform more steps, worker rotation,
  reduces challenges from absenteeism, improves
  communications, less specialization, more variety
• Enrichment adding responsibility, office
  (compose letters rather than select from standard
  letters), assembly (empower an assembler to
  inspect also), not popular with unions

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Eight Foundations of Job Design

1. People vary
2. People are more educated
3. People want a say
4. The world is becoming smaller
5. Machines are becoming more capable
6. Safety health are more important
7. Job specialization is changing
8. Jobs are more interrelated

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Six Design Criteria

1. Safety is first
2. Make the machine user-friendly
3. Reduce the percent excluded by the design
4. Design jobs to be cognitive and social
5. Emphasize communication
6. Use machines to extend human performance

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The Scientific Method

• The text has a 5 step method (See next slide)
• Define the problem
• Construct a model or hypothesis
• Collect data
• Analyze data
• Develop a solution or prototype
• Evaluate
• Conclude/Report/Install
• Follow-up

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DAMES

• The five steps of engineering design
• Define the problem broadly
• Analyze in detail
• Make search of solution space
• Evaluate alternatives
• Specify and sell solution

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Other Tools

• Brainstorming
• Benchmarking
• Pareto Charts
• Cost Analysis
• Kaizen

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Benchmarking
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Pareto Analysis

• Coming attraction in Chapter 9
• The Insignificant Many and the Mighty Few

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Cost Analysis
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Return on Investment Sales
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Kaizen

• The Process of Continuous Improvement
• Never Satisfied
• Come to work each day with this attitude
• This is not a negative attitude
• A good philosophy for life also!
• Kaizen Events

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Searching for Solutions

• Unstructured Search
• Structured Search
• Systematic
• SEARCH

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Unstructured Search

• Ideas are encourages
• Criticism is discouraged
• Do not strive for consensus, but healthy
  appraisal of all ideas
• Techniques
• Brainstorming
• Nominal Group Technique
• Groupware

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Brainstorming

• Creating bigger and better ideas
• Why use it?
• To establish a common method for a team to
  creatively and efficiently generate a high volume
  of ideas on any topic by creating a process that
  is free of criticism and judgement.

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Brainstorming Steps

1. Make sure everyone understands the question,
   issue, or problem.
2. Each team member, in turn, gives an idea. No
   idea is criticized, ever!
3. Write down each idea.
4. Continue until each person passes.
5. Review list for clarity, discard duplicates.

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Nominal Group Technique

• Similar to Brainstorming, but with more emphasis
  on individuals
• Leader states the problem
• Individuals or very small groups generate ideas
  on paper
• force everyone to generate
• No criticism allowed
• Display all ideas consolidate similar ones
• Select the best ideas, rather than eliminate the
  worst

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Groupware

• Used with computer networks / email / electronic
  bulletin boards
• Communication is many to many
• Could be done anonymously

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Structured Search Systematic

• Rather than depend on inspiration, try using a
  systematic approach
• 5 Ws and an H Technique
• Who, What, Why, Where, When, and How
• See next two slides also

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Example of Systematic Structured Search
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Moraless Critical Examination Form