A step-by-step channeling of the thought processes, ingenuity, and inventiveness of people is necessary to design ideal systems to reach the objectives of system effectiveness and productivity The Work Design approach integrates the engineering knowledge, design philosophy, work system design philosophy, and work system design program into a dynamic design of work systems.
The work design approach has ten steps.
1. Function determination.
2. Ideal system development.
3. Information gathering.
4. Alternative system suggestions.
5. Select the feasible solution.
6. Formulate the work system.
7. Review the work system design.
8. Test the work system design.
9. Install the work systems and methods.
10. Performance criteria established.
The design approach can be characterized as a process for handling, transforming, organizing, creating, evaluating, etc., information that appears pertinent to a specific system function. Each step prepares the information for the next step along with the new information and questions it generates. The applications approach for systems design is an iterative process. Certain decisions are made at one step which are used for proceeding to the next step, even though the complete range of decisions at the former step has not been made. The latter step frequently provides information which requires a return to the former step for modification of the original decision and of decisions about other phases.
A deeper look at each step in the applications approach would reveal that each step is performed by the iterative process of applying the whole ten-step approach to the individual step. For example, in case of the third step, information gathering, the first thing to do is to determine the function for the activity of information gathering (what is the function and what minimum limitations). Then what is the ideal system for achieving the function of information gathering, what information is needed to implement the ideal system of gathering information, what alternatives can be suggested for the ideal system of gathering information, what is the feasible solution for gathering information, review and test this information gathering solution, install the feasible solution for gathering information by gathering the required data, and finally evaluating the performance of the information gathered to determine if a feedback to a previous step is essential or move to the next step in work design approach can be made.
1.Function Determination
For design of new work, management actions should automatically bring new work system requirements to the attention of the proper workshop group or project team. The steps to be taken by the project team are: (1) specification of the system function, (2) the definition of the minimum limitations to be placed on the design of the ideal system for the function, and, if the system is large and/or complex, (3) the establishment of the functional components of the work system
The first step, defining the function specification, establishes what is desired from the system. By including additional systems of which the selected system is a part, the function specification will be broader and will usually involve fewer limitations on the system design. Some limitations or constraints are almost certain to remain.
To enable design to take place, functional components need to be established for assignment to separate groups or individuals who will use the applications approach right from function specification for their component. The function specification should also look horizontally in both directions beyond the organization, to organizations for whom the service or product is intended and from whom input items are received.
2. Ideal System Development
The principles of Work Design are used by project teams and workshop groups to generate several ideal systems to accomplish the function, within the limitations on the system. All parts of all the system characteristics must be designed in this step. Each characteristic is not designed independent of the others for every characteristic interacts with every other one. Compatibility among the characteristics is obtained by balancing and optimizing the various component and system ideal suggestions. The ideal systems are actually designed, most often in block form. The minimum restrictions must always be questioned in this step to eliminate them if possible. Ideal system designs beyond the system level selected should be encouraged. The fundamental ideal work system for any function will balance the design for all system characteristics to arrive at complete automation. The only way to get the best practical recommendation is to design the automatic system first. If the devices cannot be used because of cost or other factors, manual work can be introduced to perform only those sections of automation not yet feasible. The several ideal systems are divided into ultimate and technologically workable ideal systems. The ultimate ideal systems are sent to research and development to determine potential feasibility and future research projects, some of which may change the function specifications. One technologically workable ideal system is selected as the model to use for the rest of the applications approach. It should be defined sufficiently to be included in the final report on the project. The other technologically workable systems are used as alternatives should the first selection prove too difficult to implement.
3.Information Gathering
The process of selecting the technologically workable ideal system to be used as the model for the rest of the approach raises many questions related to the design of the system, its manner of implementation, basic organizational data (sales, costs), and so forth. By this time, much information needs to be gathered about the questions which are raised. This step seeks out the basic information necessary to put the ideal system model from step 2 into operation. The information to be gathered is more useful and therefore must make the ideal system more practical, or supply answers to the questions raised by the ideal system development.
4.Alternative System Suggestions
Some of the information gathered in Step 3 will show that aspects of the technologically workable ideal system model will not be feasible as designed. However, with this system as a model from which minimum departure should be made, possible alternatives are developed. Ingenuity, imagination, and creative thinking of everyone in the teams and groups are needed to determine how the ideal system can be accomplished with the least backing away.
5. Select the Feasible Solution
The basic evaluation factors, economics, hazard, control, and psychological, are used to select the one workable or practical system or combination of suggestions which comes closest to the ideal system model and best fits the situation. The key objective of this step is expressed by the word “feasible.” Feasibility in Work Design concerns two aspects, the evaluation factors with economic considerations usually most important, and the minimum departure from the ideal system model.
6. Formulate the Work System
The process of selecting a feasible solution usually involves a rough determination of the final system to be used. In this step, the exact details of the system are formulated. All parts of all system characteristics must be specified. Several design parameters within the feasible system context may, need optimizing techniques to make the final selection and detailing. Formulation may even be concerned with preparing the instructions for putting the work system into operation.
7. Review the Work System Design
Rather than assume that all design details have been completed and questions have been answered in Step 6, this step advises a stop-for-a-moment attitude to re-examine the work system designs. This avoids the premature installation of a system. In addition to checking details for corrections, substitutions, and omissions, review serves to determine if it is at all possible to move further toward the ideal system. This step should force another comparison with the ideal system to achieve still better results. In some cases, another evaluation of the basic objectives and the function specification is made.
8. Test the Work Design
The review step is the mental approach to the same objective that this step approaches mechanically or physically. This step is another deterrent to taking action too rapidly. In many cases an actual trial of the proposed work system will not be possible or feasible. Designs that can be tested by pilot setup, mock-up, trial equipment, simulation, and so forth, have an added chance of success after installation.
9. Install the Work Systems and Methods
If the work system has been successfully carried through the design, review, and test of Steps 6, 7, and 8, the system is ready to be installed. The installation requires authorizing construction of facilities, purchases of equipment, tooling, materials and provision of power and utilities. People are to be recruited and have to be trained in the desired procedure, and instructed in the care and set-up of the equipment. Supervision must be assigned to make the installation and to make certain that the new procedures are being followed. Debugging and shakedown of equipment, methods, and procedures must be anticipated. Adequate plans must be made for the installation step to avoid wasting all the work of the other steps.
10. Performance Criteria Established
A work system that is newly installed should be evaluated to determine how well the goal has been met, and to establish the operating expectations of the system. Performance criteria serve these purposes and also become the measures used in the betterment program to make the application of Work Design a continuing process.
Adapted from:
Chapter 23 BASIC STEPS IN APPLYING WORK DESIGN
Nadler, Gerald, Work design, R.D. Irwin, Homewood, Ill.,1963.
Redesigning Work Design Theories: The Rise of Relational and Proactive Perspectives
January 2009The Academy of Management Annals 3(1):317-375
DOI:10.1080/19416520903047327
Project: Proactivity in the work place
Authors:
Adam M Grant
University of Pennsylvania
Sharon K Parker
Curtin University
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