Edgar F Huse A group of 10 workers were responsible for assembling hotplates the

Question

Edgar F Huse A group of 10 workers were responsible for assembling hotplates the old program if t instruments for heating solutions to a given temperature) for hos- f training,each worker began to assemble the entire hotplate pital and medical laboratory use. A number of different models of hotplates were being manufactured. Some had a vibrating device ductivity climbed quickly. B so that the solution could be mixed while being heated. Others at about 84 percent higher than during the first half of th they would like to try this approach, provided they could go back to he new one did not work well. After several days The change was made at about the middle of the year. Pro y the end of the year, it had leveled off although no other changes had been made in the department or its personnel. Controllable rejects had dropped from 23 percent to ted only test tubes. Still others co uld heat solutions in a variety of different containers ith the appropriate small tools, each worker assembled part 1 percent during the same period. Absenteeism had dropped fr partially completed hotplate was placed on a 8 percent to less than 1 percent. The workers had responded posi- one assembly station to the next. tively to the change, and their morale was higher. As one person hotplate was completed, an inspector would check it put it, Now,it is my hotplate." Eventually, the reject rate dropped so low that all routine final inspection was done by the assembly over to ensure that it was working properly. Then the last worker ould place it in a specially prepared cardboard box for shipping workers themselves. The full time inspector The assembly line had been carefully balanced by industrial another job in the organization engineers, who had used a time and motion study to break the job down into subassembly tasks, each requiring about three minute to accomplish. The amount of time calculated for each subassem- 1. What changes in the work situation might account for the increas bly had also been "balanced" so that the task performed by each in productivity and the decrease in controlable rejects? Questions 2. What might account for the drop in absenteeism and the er was supposed to take almost exactly the same amount of time. The workers were paid a straight hourly rate. increase in morale? However, there were some problems. Morale seemed to be 3. What were the major changes in the situation? Which changes low, and the inspector was finding a relatively high percentage of were under the control of the manager? Which were controlled badly assembled hotplates. Controllable rejects-those "caused" by workers? by the operator rather than by faulty materials-were running 4. What might happen if the workers went back to the old assem- about 23 percent. bly line method? After discussing the situation, management decided to try Source: From Edgar Huse, The Modern Manager, 1E.1979 South-Western, something new. ge would like to build the hotplates individually. The workers decided .com/permissions. The workers were called together and asked if they a part of Cengage Learming. Inc. Reproduced by permission. www.Cenga

Explanation / Answer

(1)

The new work situation resulted in ownership and empowerment in the workplace. Unlike the previous system, each worker is now 'owning' his hotplate. This makes them accountable for the defects found in particular hotplates. This also makes them accountable for the productivity because each one of them is responsible for the entire output and by simply counting the number of hotplates produced per person, it is possible to pinpoint the productivity performance of a single person.

(2)

With the new system, it is now possible for the workers to 'showcase' their individual performances in front of the management and demonstrate that superiority compared to the other workers. Association of their names with individual products produced helps them boost their morale in the workplace. The visibility or their output and direct production loss for their absenteeism lead them to take fewer leaves and thus the absenteeism is also lower than that of the previous system.

(3)

As per the new system, a worker was producing a hotplate in its entirety. The management had to train all the workers for all the process steps so that they can produce the final output starting from the raw materials for assembling. This change of skill management plan was under the control of management. Also, motivating the workers initially for this modified system was also under the control of the management. On the other hand, the product ownership part of the change and the motivation related to that change was on the part of the workers.

(4)

The workers may not like the system to reach to its earlier state because they now have considerably developed the adequate skills to produce the final output and to go back to the earlier system means to waste the skill and talent gained. Also, it will be difficult for them to develop the team spirit and collaborative environment (which is essential for making the earlier system a success) once they know that they can work independently. However, if management support is provided to build teamwork, the gained knowledge of the product can be used even when the system is back to the previous state.

Related Questions

Navigate

• Browse (All)
• Browse E
• Subjects

---

---

Integrity-first tutoring: explanations and feedback only — we do not complete graded work. Learn more.