How to Complete the Work Distribution Chart

FACTS

Procedure

The work distribution chart is a device for arranging facts about work in a clear, understandable
form. It helps you to ask questions. It will not answer questions. We need certain facts that we will place
on the chart. We get the facts from the task lists and operations list.

The task lists have been prepared by each worker, stating in brief, specific,
and factual terms what he does. The operations list has been prepared by you,
the supervisors, and represents operations or activities which are performed
with your organization.

Having these facts, you are now ready to place the information on the Work Distribution Chart. If
you properly and accurately arrange the information on the chart, you will have a clear picture of the
way the work is now distributed. It will be easier to see where you can make improvements.

To prepare a work distribution chart, use the form supplied by Personnel or a blank sheet of
paper on which similar column headings have been prepared.

1. Fill in headings.
2. Enter first, to the left, the operations you have listed as necessary for accomplishing the
mission of the organization in their order of importance ( in some cases there will be on
significant difference between several operations). Number the operations and leave a
space between them.
3. Across the top of the chart, enter the names, job, titles, and grades of your workers. This
should be done by entering the highest grade employee to the left and listing the others,
from the left to right in descending order of grades of pay.
4. Review each task list and identify each task with of the operations listed in the left hand
column if the work distribution chart.
5. Post the appropriate operation number on the task list beside each task.
6. Then post in the workers column on the Work Distribution Chart in each of the tasks which
have been identified with Operation No. 1 For example, let us assume that the first
operation listed in the lefthand column of the work distribution was the taking inventory.
Since this entry was the first one, you will have designated it as No. 1. All tasks on the task
lists which have to do with taking inventory will have the number 1 posted adjacent to
them.
7. Then copy each of these entries on the task lists, placing them on the Work Distribution
Chart opposite the operation and in the respective columns of the workers who perform
them.
8. Record the number of hours (and work count, if available) for each entry.
9. Add the total number of hours spent by all employees for the listed operation across the
chart and enter the total to the right of the operation. Continue the procedure until the
chart has been completed.
 10. Add the time entries for each worker and for each operation. The total time for all
operations (totaled across) should equal the total time for all workers (totaled down).

Objectives of a Plant Layout

These are:
To improve operation, increase output, better services to customers, convenience and
satisfaction for company personnel.

Types of Layout
1. Fixed Position Hold the chief materials in one place and bring men and machines to it. This
layout is generally most economical when the product or materials is physically large and
heavy.
2. Process Layout It is economical when the process or nature of the operations is relatively
complex or costly. The product or materials are diversified or variable.
3. Product Layout When the quantity is large, the process fairly simple and the product or
materials are relatively standardized, constant and not too large.

Casting Dept. Drilling Dept. Grinding Brazing Dept. Inspection

Dept. Dept.

2
1
Finished Good Storage 5
Raw Materials 7
4

6
8
3

Painting Milling Dept. Packing Dept.

Dept.
 Raw Materials

Cast

Grind

Mill

Drill

Braze

Paint

Inspect

Pack

Finished Good Storage

 Production Clarks Table

Production Clarks Table

Production Control Production Planning

Production Analyst
Head Assistant

Industrial Industrial
Engineering Special Projects
Engineering Head Assistant
Assistant

Test and Standards Test And Standards Chemical Laboratory

Head Head Head

Research and
Research and
Development Secretary
Development Head
Assistant

File file
Production Staff Head Office
Foreign Literature
According to the RAND Employer Survey, the most common types of incentive triggers are
HRA completion and participation in lifestyle management interventions; each is offered by
about 30 percent of employers with a wellness program.
Incentives are typically framed as rewards, with 84 percent of employers reportedly using
rewards rather than penalties. Incentives are offered in financial form (e.g., cash or health
insurance premium surcharges) and novelty items (e.g., t-shirts or gift cards). Novelty items were
used by nearly half of all employers who offer any incentives. Gym discounts (42 percent) and
cash incentives (21 percent) were cited as common ways to reward program participants and/or
health-related behaviors. Four out of five employers in our case studies reported using some
form of financial incentive, and all five employers used novelties (e.g., t-shirts, tickets to events,
and coffee mugs) as a strategy to engage employees
According to the RAND Employer Survey, employers use incentives to increase employee
participation in wellness screening activities (31 percent for HRA completion and 20 percent for
clinical screenings) and encourage employees to join intervention programs (30 percent for
lifestyle management and 4 percent for disease management). Employers who use incentives for
screening activities report significantly higher participation rates than those who do not (63
percent versus 29 percent for HRA completion and 57 percent versus 38 percent for clinical
screenings).
Analysis of the CCA data indicates that incentives for HRA completion are effective, particularly
above a threshold of $50. Using a simulation model, we find that the incentive amount for HRA
completion had a significant effect on HRA completion rates. On average, we estimate that an
increase in the HRA incentive by $10 is associated with a 1.6 percentage point increase in the
HRA completion rate for incentives in the range of $0$100.