Job Design Presentation 1

8/3/2019 Job Design Presentation 1

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Job Design and Work

Measurement/HRM

By: Jason Knapper

Blair Tomlinson

Dana T. Graves Eric Nguyen


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Mission possible: improving design

and reducing costs at Boeing

Helicopter

COPYRIGHT 1997 Institute of Industrial Engineers

Inc. (IIE)


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Change is on the Way

The first Apache helicopters are known as AH-

64A which debuted in 1982.

In 1997, Boeing decided that there needed to

be a design process change, which led to the

Apache AH-64D Longbow


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The Help

Boeing incorporated a software

package titled, Design for

Manufacture and Assembly

(DFMA) that is produced by

Boothroyd Dewhurst Inc. toimprove the design process and

minimize the costs associated

with the production of its AH-

64A


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New Design

Using the new software provided a before and after

comparison of new ideas against previous models

In addition, the software enabled the teams to

consider new forms of production such as; highspeed machining, superplastic forming, and the use

of composites. This provided the team with an

analysis from which to make informed decisions.


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New Production Methods (1of 2)

High speed machining is the act of machining atspeeds higher than 10,000 RPM. It enables partcount reduction by creating complex geometricalparts which are normally mechanically fastened

parts. By the reduction of part count, you save time in the

assembly, lower fabrication time and cost, andreduced tool design costs.

More benefits include: higher quality, designflexibility, and a reduction in weight by theelimination of fasteners


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New Production Methods (2 of 2)

Superplastic forming is a process where aluminum alloys are

formed by blowing hot air against a sheet of metal and over a

tool inside of an oven.

This process has many advantages because it reduces the need

for multiple parts and thus costs less and saves weight.

Composites were also used, but they are more labor intensive

and require expensive tooling.


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The Payoff (1 of 2)

The payoff for the IPD team was in the

following: Pilots instrument panel

Parts reduction from 74 to 9

Fabrication dropped from 305 hours to 20 hours

Weight reduction from 3.00 kg to 2.74 kg

Total manufacturing time dropped from 697 hours to 181

hours

The cost decreased from $58,000 to $15,000


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The Payoff Cont. (2 of 2)

Copilot Gunner Panel- due to the complexity of itsassembly, thanks to a large number of parts and rivets,the IPD team found that this area could benefit fromusing DFMA and they were right

Benefits: Originally containing 87 parts the team used the new

software along with high-speed machining to reduce partcount to 12.

There was a total weight reduction of 8 percent

Both costs and assembly time were lowered by 74percent.


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Conclusion

Boeing had limited implementation to using DFMAfor the crew station and the integrated electricforward avionics bay

Based on the success thus far, Boeing is consideringexpanding DFMAs use into all areas of production.They are therefore focusing on the training of

their workers by nurturing

their attitudes and practicestowards the software


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Organizational Learning

At Chaparral Steel


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Chaparral Steel

Owned by parent Texas Industries (TXI)

One of the largest suppliers of structural steel in N.

America.

Operate 2 U.S. Mills; Midlothian, TX Petersburg, VA.

American Mills have combined capacity of 3 million

tons/yr.

Use all recycled materials Operate under a Zero Waste Philosophy.


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"people expand their capacity to create the

results they truly desire, where new and

expansive patterns of thinking are

nurtured, where collective aspiration is setfree, and where people continually arelearning how to learn together."


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Changing face of the work environment;

sociopsychological factors.

Employee Autonomy & Empowerment

Continual Education

Participatory Management

Trust


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Shared Vision

Communication

- Chaparral Steel operates with no proposals, memosand the like. They communicate by talking. Barriers

removed.


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Proactive vs. Reactive

Employees feel that they are part of the

product, rather then just a step along the way.

Compensation

Gainsharing

Scanlon Plan


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Chaparral Steel

Bottom-Line Benefits

At Chaparrals inception in 1975, it took 2 -3 hours

to produce 1 ton of steel

Through organizational learning and the

development of proprietary technology.. Decreased time to 1 employee hrs..

Bottom Line Benefit.Lower Costs

Industry Average is 6 employee hrs.


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Conclusion

Chaparral Steels success has come largely in part

due to their learning organization strategy. Continual

education has allowed Chaparral to develop cutting

edge proprietary technology which has solidifiedthem as a market leader. HR has allowed them to

grow into an efficient giant where their employees

have a shared sense of direction and the motivation

to succeed.


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Southwest Airlines


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Important Facts

Established in 1971 by Rollin King and Herb Kelleher Profitable for 26 years while airlines like United, Northwest,

and US Air lost billions.

Serving 44 million annually and more than 50 cities in the

southwest and beyond

Business Strategy=HRM

Culture of caring for people in the totality of their lives,

not just work


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If you get you passengers to their

destinations when they want to get there, on

time, at the lowest possible fares, and make

darn sure they have a good time doing it, theywill fly

Rollin King


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Southwest Airlines: Strategy

Simple (e.g., simple fares)

Use of under-utilized, secondary airports

No frills, food or service, but high customer satisfaction(fun travel)

Clear target market (cost sensitive traveler)

Low operating costs, high frequency

Rapid turnover times

High utilization of aircraft Equipment standardization (Boeing 737)

High productivity


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Job Design

Specifying the tasks that make up a job for an individual orgroup

Involves determining

What, Why, How a task is to be done Job description

Shows nature of job in task related

Job expansion (flexible deployment)

Variety in job tasks, few work rules

Teamwork but also supervisors important


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Performance Measurement

Measurement systems are in place to

determine the level of productivity

Primary measurement tools are aircraftutilization and cost per seat

Accomplished by enthusiastic employees and

a fast turn around 17 minutes to preparation and turn around


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Southwest uses its employees as a major

component of its sustainable competitiveadvantage.

Extensive selection process that includes

attitude based selection, peer review, and oneyear probation periods help Southwest find

employees that fit the culture, facilitate

operational efficiencies and reduce turnover.


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How Does HRM

Contribute to CompetitiveAdvantage


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HRM Contributions to Competitive

Advantage

Reward System

compressed pay and perks; executive

compensation is modest

extensive profit-sharing with holdings mostly incompany stock

Information Sharing

Openness and egalitarian Strong Emphasis on performance


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HRM Contributions to Competitive

Advantage

Training

Intensive and continuous

oriented toward culture and skills

very specific to Southwest, all training internal

University of People


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Other Contributions

Empowers employees

Wages higher than industry average

Treats employees like customers

No gimmicks-sincere employer


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Conclusion Southwests key to success has been a

compilation of savvy business strategies and

effective HR management. By aligning tasks

with technology, selecting an enthusiasticworkforce, and a strong corporate culture, the

successes and accomplishments are due to

continue.


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CBR Sets Targets for HRM Strategy

Implementation


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Location

Central Board of Revenue (CBR) is located in

many different countries.

Headquarters are located in Karachi, Lahore,

Islamabad and many other cities.


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Service/Product

Collect taxes

Facilitate

Manage taxpayers


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Goals

Implementation new strategy for Human

Resource Management

Improvement

Evolve goals for 2005


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Roles

HRM role is to focus new strategy and policy

issues.

HRM field formations will ensure timely

implementation of CBR policies.


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Implementation

Provide ongoing facilitation and guidance of

the field formation units

Customers

Sales tax on HR-related issues

Training needs identification and provision

Support to field reform units on internal job

posting Implementation


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Implementation cont

Also enhancing the web-based submissions

And Scrutiny mechanism in the future

The HRM team also reviewed the training strategy


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Benefits

Central Board of Revenue

Better tax management

Allow them to use all the resources

Minimize management errors.

Benefit taxpayers


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Reference

CBR sets targets for HRM strategy

implementation. Asia Africa Intelligence Wire

26 January 2005.

Job Design Presentation 1

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