HRM A: Work Process Design

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HRM A Work Process Design

• Tutorial Work Process Analysis System Level

Johann Weichbrodt
October 7, 2008
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Overview

• 10.15 - 11.15 Lecture
• Overview of the semester project
• Work process analysis at the system level
• Theoretical background order process work
  system
• Data collection methods
• Report structure, deadlines
• 11.30 12.00 Small groups (see list)
• Meet your supervisor
• Clarify open issues

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Components of the work process analysis
next week
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KOMPASS Complementary System Design
(Grote et al., 2000)

• Human
• qualification
• interests and needs

Boundary regulation
Primary task
Input
Output
Transformation
Secondary tasks
Boundary regulation

• Organization
• workflow
• division of work
• decision patterns
• communication patterns

• Technology
• machines
• work equipment
• spatial conditions

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Order process analysis
Primary task
Input
Output
Transformation
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Variances and disturbances

• Variances deviations from the planned process
  that do not interrupt the process
• Disturbances deviations which lead to an
  interruption of work
• Both in the social (e.g. conflict at workplace)
  or the technical (e.g. machine breakdown) part of
  the system.
• Important information about variances and
  disturbances
• source
• discovery (when by whom)
• handling

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Variances, performance and system design
reduce
Variances / disturbances
Performance of work system
buffers
reduces
System designTask design
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Order processing
main work system
preceding system
subsequent system
Transf. Inputs Transformation Outputs Transf.
baking of cake layers cake layers, sugar, cream, chocolate etc. assembly and decoration of cakes cake delivery of cake
electronic assembly cabinet, electronic system, battery assembly of PDA assembled PDA testing of PDA
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Variances and disturbances
Description of variance / disturbance Cause of variance disturbance Source of variance / disturbance - where did it happen? Where / by whom was the variance / disturbance discovered? Where / by whom was the variance / disturbance handled?
Burnt cake layers, not usable Temperature of oven to high Baking of cake layers( preceeding system) Cake decorator( main work system) Baking team after notice by decorators

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Results order processing and variances

• Depict order processing in graphical form(e.g.,
  flow chart, process diagram)
• Locate disturbances in the diagram

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Examples for graphical depiction
Flowchart
Fancy complex diagram
Start process
Process steps
Decision
Process steps
Process steps
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System analysis

• Human
• qualification
• interests and needs

Boundary regulation
Boundary regulation

• Organization
• workflow
• division of work
• decision patterns
• communication patterns

• Technology
• machines
• work equipment
• spatial conditions

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KOMPASS criteria

• Task completeness
• Independence
• Fit of regulation requirements and opportunities
• Polyvalence
• Autonomy
• Boundary regulation by superiors

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1. Task completeness

• Definition Measures whether a work systems
  tasks incorporate a variety of functions (e.g.
  planning production control)
• 4 sub-criteria
• Vertical depth of production (range of
  manufacturing)
• Product complexity
• Rate of order repetition
• Functional integration
• The completeness of work systems task is a
  precondition for local control of variances and
  for the design of complete individual tasks

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Example Task completeness
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2. Independence

• Definition Amount of variances and disturbances
  that affect the work system but are caused
  outside of it as well as those that are caused by
  the work system itself but have consequences
  outside of it.
• 3 sub-criteria
• Effects of production delays
• Effects of deviations in quality standards
• Degree to which workflow between work systems can
  be designed flexibly
• A high degree of independence is characterised by
  local prevention and correction of variances and
  disturbances.

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3. Fit of regulation requirements and
opportunities

• Regulation requirements which a work system faces
  ( amount of variances and disturbances)
• Regulation opportunities of a work
  system(determined by the chosen cooperation
  form)
• Fit between the two Do opportunities matchthe
  needs?( work systems ability to adapt
  itselfto changes and uncertainties)

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ExampleFit of regulation requirements and
opportunities

• Manufacturingassembly line work

• Product developmentteamwork

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4. Polyvalence

• Definition Measures how many of all tasks in the
  work system can be performed by each member.
• Sub-criterion
• How many members know how to perform less(or
  more) than half of all tasks?
• Design goal as many members as possible are able
  to perform as many of the systems tasks as
  possible

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5. Autonomy

• Definition team has decision-making
  freedomregarding the setting of goals as well as
  the definitionof rules and procedures for
  reaching these goals
• Sub-criterion determine number of areas
  ofdecision-making that are subject of
  collectiveautonomy with regard to
• Internal coordination
• Internal personnel issues
• External coordination
• Continous improvement processes
• Important high autonomy means that all members
  areinvolved in the decision-making, not just
  head of system

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Example Autonomy
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6. Boundary regulation by superiors

• Definition the superior coordinates processes
  with other work systems or external units
• 4 sub-criteria
• Internal (-) and external coordination ()
• Frequency of coordination with external units ()
• Length of time the superior is present in the
  work system (-)
• Supervisors of work systems should leave internal
  coordination as much as possible to the work
  systems members.

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Results for the system analysis
KOMPASS criteria -- - ø
Task completeness          
Independence of work system          
Fit of regulation requirements and opportunities          
Polyvalence of work system members          
Autonomy of work groups          
Boundary regulation by superiors          
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Data collection

• Overview
• Interview with head of work system
• Observation of work processes
• For job analysis interview with one employee

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Approach for the whole analysis

1. Make arrangements with company
2. Choose work system, order process,and individual
   job for analysis
3. Collect data for all analyses (about ½ - 1 day)
4. Interview with head of the work system
5. Observation of system and order process
6. Observation interview with employee
7. Analyse and evaluate work system and task
8. Develop design recommendations
9. Write report

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Methods and unit of analysis
Method Unit of analysis
Interview Structure of work system KOMPASS criteria
Observation Process(es) within work systemorder process withvariances and disturbances
Important Focus on those variances /
disturbancesoccuring in the chosen order process.
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Interview

• Head of work system
• Topics of interview guideline
• KOMPASS criteria (e.g., polyvalence of employees)
• Order processing
• Variances / disturbances
• Duration approximately 1.5 hours
• Important
• Tape-record interviews and take notes
• Analyse data only after data collection

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Observation

• Members of work system
• Observation guideline
• KOMPASS criteria
• Order processing
• Variances / disturbances
• Rule of thumb for observation
• Focus on the order processing
• Pay particular attention to differences
  betweeninformation given in interview and your
  observation
• Duration approximately 3 h
• Important
• Take extensive notes
• Analyse data only after data collection

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Results and design recommendations
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Results and design recommendations

• Use result sheets to summarize findings on
• KOMPASS criteria
• Order processing with variances / disturbances
• Give design recommendations to improve the work
  system by linking all relevant findings
• Give specific design recommendations and
  illustrate them specifically with regard to the
  order processing

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Writing the report

• In English or German
• Deadline for draft version December 2
• Feedback on draft and discussion between groups
  on December 9
• Deadline for final version December 16
• Send a copy to the company you studied

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Literature

• Grote, G., Ryser, C., Wäfler, T., Windischer, A.
  Weik, S. (2000). KOMPASS A method for
  complementary function allocation in automated
  work systems. International Journal of
  Human-Computer Studies, 52, 267-287.
• Wäfler, T., Grote, G., Windischer, A. Ryser, C.
  (2003). KOMPASS A method for complementary
  system design. In E. Hollnagel (Ed.), Handbook of
  Cognitive Task Design (pp.477-502). London
  Lawrence Erlbaum.
• Grote, G., Wäfler, T., Ryser, C., Weik, S.,
  Zölch, U., Windischer, A. Wie sich Mensch und
  Technik sinnvoll ergänzen. Die Analyse
  automatisierter Produktionssysteme mit KOMPASS.
  In Ulich, E. (Hrsg.) Schriftenreihe
  Mensch-Technik-Organisation Band 19. Zürich vdf
  Hochschulverlag AG 1999
• Wäfler, T., Windischer, A., Ryser, C., Weik, S.,
  Grote, G. Wie sich Mensch und Technik sinnvoll
  ergänzen. Die Gestaltung automatisierter
  Produktionssysteme mit KOMPASS. In Ulich, E.
  (Hrsg.) Schriftenreihe Mensch-Technik-Organisatio
  n Band 18. Zürich vdf Hochschulverlag AG 1999