work design taylor
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Work Design &Measurement
Engineering 3020
David Bowen
CSU East Bay
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WELCOME!
Agenda
Introductions & Announcements
Course goals and emphasis
Course Requirements and Syllabus
Overview
Historical perspective: The Beginning of I.E.
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Announcements
Office Hours / Location
Contact Information
Other?
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What are the goals for Work
Design and Measurement? We want to design new work systems that
are efficient
We want to improve existing work systemsthrough redesign
To accomplish this, we need to measure,
analyze and improve how work is done
The following film clip shows an early
attempt at work design
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Emphasis
In this course, we will emphasize the
consideration of people, tools, workspace,
processes and methods Consideration of materials, facility layout
and ergonomics are equally important, but
for the most part will be covered in-depth inother courses
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Syllabus
Texts
Grading
Topics
Questions
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Course Description:
Principles of work simplification and motion analysis.
Recording of work flow and methods. Work measurement
and standards, time study, synthetic data, predetermined
time systems, and work sampling. Allowances andperformance rating, productivity measures. Work design
improvement. Prereq: ENGR 2070.
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Course Objectives and Content
Students will learn how to record work flow and methods,
and how to apply work measurement and standards, time
study, synthetic data, predetermined time systems, and
work sampling to design and improve work systems
Students will understand meaning, use and application of
allowances, performance ratings, learning curves, incentive
systems and work design improvement
Students will understand implications and strategies forworker acceptance of work design process and results
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Schedule (Tentative)
Week Topics Readings Labs
0 Introduction - Historical Perspective/FWTaylorCh1, Principles of Scientific
Managementnone
1 Computer Assembly Part 1 Ch 2 and Ch 3 Part 2
2 Problem Solving Tools & Operations Analysis Ch 2 and Ch 3Quality Assessment /Flow
Process Chart
3 Time Study Ch 9 Quick Oil Change
4 Performance Rating and Allowances Ch 10 & Ch 11 Performance Rating
5 Exam -- Consultant Simulation
6 Learning Curve Ch 18 Learning Curve
7 Standards and Predetermined Time Systems Ch 12, Ch 13 and Ch 14 Plane Manufacturing
8 Studies & Incentive Systems Ch 14 and Ch 17 Work Sampling
9 Field Study (1) -- Field Study (2)
10 Assembly (1) (Two Labs) Assembly (2)
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Grading
35% - Labs & Exercises
25% - Midterm 40% - Final
Texts
The Principles of Scientific Management, F.W. Taylor; http://www.marxists.org/reference/subject/economics/taylor/principles
/index.htm
Methods, Standards and Work Design, Niebel and Freivalds
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Frederick Winslow Taylor
Most people credit the beginning of the
field of industrial engineering with the
publishing of F.W. Taylor's The Principlesof Scientific Management in 1911.
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What do you know or have you
heard about Taylor?
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F.W. Taylor Life and Times
Taylor born 1856, d. 1915,
Quaker parents, wealthy land owners
Father lawyer-poet, mother from whaling
abolitionist family
Taylor's bad eyes lead from law to
engineering
Grew up (and participated in) a golden age
of science and engineering
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F.W. Taylor Life and Times
Held over 100 patents
Most Notable--discoverer of high speed steel
(with Maunsel White)
$150-200k investment, the equivalent of over 15
million current dollars
also steam hammer, tool grinding machine,
boring/turning mill, improved chuck, tool
feeding mechanism, tennis racket, net postsand golf putter
numerous innovations not patented
Taylor Equation
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Taylors tool life model
Fredrick Taylor1907 (ASME)
VTn = C (.08
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The Principles of Scientific
Management Written by Fredrick Winslow Taylor
Originally published at Taylors own
expense
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Fundamentals of Scientific
Management The principal object of management should
be to secure the maximum prosperity for the
employer coupled with the maximumprosperity for each employee
It should be perfectly clear thatthe
greatest prosperity can exist only as the resultof the greatest possible productivity of the
men and machines of the establishment
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The Facts of Life
Sports - Strains every nerve to secure
victory. Failure to do so breeds contempt,
labels individual as a quitter Work - Soldiering deliberately plans to do
as little work as he safely can. If he did
more, he would be abused by his fellowworkers, more so than being a quitter
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Impact of Elimination of
Soldiering Doubling of output
Reduction of poverty and alleviating
suffering
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Causes of Soldiering
Belief that a material increase in the output
of each man or each machine in the trade
would result in the end in throwing a largenumber of men out of work (shoe example)
Defective systems of management
requiring soldiering to protect his own bestinterests (lazy co-worker example)
Inefficient rule-of-thumb methods
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The Four Principles of Scientific
Management
1) Development of a true science
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The 2nd Principle
2) Scientific selection of the worker
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The 3rd Principle
3) His (workers) scientific education and
development
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The 4th Principle
4) Intimate and friendly cooperation between
management and the men (This constitutes
a mental revolution)
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Examples
Pig iron loading
(http://www.archive.org/details/OriginalFilm_2) minute 4:30
Coal shoveling
Ball bearing inspection
http://www.archive.org/details/OriginalFilm_2http://www.archive.org/details/OriginalFilm_2 -
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Accomplishments
12.5->47.5 tons
35 do the work of 120, accuracy 2/3 better
workers, management get more
consumers get price reduction
$1.15->1.85 per day
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Discussion
We have heard some of the benefits and
accomplishments of Scientific Management
Are there drawbacks or other negativeaspects to Scientific Management? What are
they?
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Criticisms of S.M.
Divides job into meaningless and
dehumanizing work units
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Response
Adam Smith 1776
Babbage 1835
Division of Labor increases
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Adam Smith 1723-1790
Division of Labor increases
output by
-increasing dexterity
-saving time previously lost inpassing from one species of
work to another
-inventions of machines
allowing one man to do thework of many
The invisible hand - People
acting in their own self-interestends up being an efficient
system, accomplishing a
societally beneficial
distribution of goods.
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Charles Babbage
1791-1871
By dividing work into
different processes requiring
different degrees of skill, theprecise quantity of each
skill can be purchased.
Without this division, the
skilled person must possesssufficient skill to perform
the most difficult and
strength to perform the most
laborious of the operations
into which the art is
divided.
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Criticisms of S.M. (cont.)
Worker bonus not commensurate with
increase in productivity.
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Response
Increases to
develop science,
benefit management/owner, and
consumer
Belief that workers who got too much too
quick would work irregularly and become
'shiftless, extravagant and dissipated
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Criticisms of S.M. (cont.)
Worker turned into automaton - no
individuality allowed
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Response
Surgeon example (strike @ Water town
arsenal - national security - hearings)