op management 6a

function of specifying the work activities of an individual or group in an organizational setting

sets work-rest cycles according to the energy expended in various parts of the job. the harder the work, the more the need for rest periods

describe the study of the physical arrangement of the work space together with tools used to perform a task. fit the work to the body rather than forcing the body to conform to the work

a process of analyzing jobs for the purpose of setting time standards

• Schedule work and allocate capacity
• Motivate and measure work performance
• Evaluate performance
• Provide benchmarks

use interference to make statements about work activity based on a sample of the activity

activity time percentage for workers or equipment

relates work time to output (performance index)

standard task times

Hourly pay, straight salary, pieces rate, commissions

paying employees bsed on their performance works- improvements in productivity and quality

simple, repetitive jobs are assigned to each worker

specialized work is made more interesting by giving the worker a greater variety of tasks (horizontally) or by getting a worker involved in planning, organization and inspection (vertically)

job enrichment

philosophy that focuses more on the interaction between technology and the work group. attempts to develop jobs that adjust the production process technology to the needs of the worker and work group

separation of a job into measurable parts with each element timed individually. individual times are then combined and allowances are added to calculate a standard time

systems for deriving a time for a job by summing data from tables of generic movement times developed in the laboratory

used to derive a job time by summing times from a database of similar combinations

time that a normal operator would be expected to take to complete a job without the consideration of allowances