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The Impact of Work Design Concept on Manufacturing
              Performance : A Process Sector Case Study
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IEEM 2011 - Poster Presentation of "Impact of Work Design Concept on Manufacturing Performance" Slide 1
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IEEM 2011 - Poster Presentation of "Impact of Work Design Concept on Manufacturing Performance"

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IEEM 2011 - Poster Presentation of "Impact of Work Design Concept on Manufacturing Performance"

  1. 1. The Impact of Work Design Concept on Manufacturing Performance : A Process Sector Case Study P. P. G. N. Vilasini, U. P. Kahangamage, J. R. Gamage & W. V. R. Kosala BACKGROUND METHOD This study presents findings from a case study carried out in a leading Research plan soft drink manufacturing company in Sri Lanka. It is a well-established Initial Data Refine data Analysis Synthesis large company with a mature workforce. The key objectives of the study were to resolve a conflict between the company management investigation collection of data of model and the labour union on manning levels of work centers of production plant and to create conducive environment for overall productivity Feedback to participants improvement of the company. Techniques used The standard work design methods such as time study, activity Initial process sampling and Method Time Measurement (MTM ) data were used for this study. However, the nature of the company operation and the presence of a strong labour union presented with numerous challenges that prevented the direct use of those techniques. A Methods engineering strategic method that combines the scientific management approaches, work design concept and company operating practices which blends with the unique culture of the company was developed Work measurement to overcome those challenges. The results obtained from the Time study Activity sampling successful implementation of the developed methodology on two MTM data selected work centers of the company is presented. The method presented can be extended to organizations with similar characteristics. Final process RESULTS Table 1 & 2 : Manning level analysis – Full bottle unloading and empty bottle loading work centers Production in 000’s No. of Manning level Production in 00’s No.of Cases/hr Manning level (bottle/hr) packs/hr Current Time study MTM (bottle/hr) Current Time study MTM 10(100%) 1667 10-12 2.50[3] 4.3[5] 400 330 (100%) 1375 10-12 1.4 [2] 3.2[4] 8 (80%) 1334 10-12 2.00[2] 3.4[4] ml 264 (80%) 1100 10-12 1.1[2] 2.5[3] 5 (50%) 834 10-12 1.25[2] 2.2[3] 250 360 (100%) 1500 10-12 1.5[2] 3.4[4] ml 288 (80%) 1200 10-12 1.2[2] 2.8[3] 200 420 (100%) 1750 10-12 1.7[2] 4.0[4] ml 336(80%) 1400 10-12 1.4[2] 3.2[4] Table 3 : Efficiency improvements in selected work centres Work centre Initial Final efficiency efficiency Full bottle unloading 25% 42% Figure 1: Generic model for work Empty bottle loading 42% 63% design concept CONCLUSION The application of work design generic model that take into account unique culture of the company helped to reveal the non-value added activities and idle time of worker groups during the production process. In general, there is around 25% excess labour in each production line. Having considered the results and suggestions from the study, the management altered the manning levels of selected work stations on experimental basis. The changes were done with a mutual understanding between the labour union and the management. It was proved that the work centres with newly defined manning levels can be operated without any hindrance to the process flow even with a higher productivity. The study created a conducive environment within the company to implement further productivity improvement activities that bring about benefits for both company management and the workers.

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