Job Design and Work Measurement/HRM

By:
Jason Knapper Blair Tomlinson Dana T. Graves Eric Nguyen

Mission possible: improving design and reducing costs at Boeing Helicopter

COPYRIGHT 1997 Institute of Industrial Engineers Inc. (IIE)

About Boeing
Formerly McDonnell Douglas Helicopter Systems, Boeing Helicopter is located in Mesa, Arizona They are well known for producing helicopters like the AH64D Apache Longbow multi-mission combat helicopter for the United States Army.

Some 1,400 Apaches have been delivered to customers around the world since the Apache went into production in the early 1980s.

Change is on the Way

The first Apache helicopters are known as AH64A 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

The Help
Boeing incorporated a software package titled, Design for Manufacture and Assembly (DFMA) that is produced by Boothroyd Dewhurst Inc. to improve the design process and minimize the costs associated with the production of its AH64A

Team Work
In order to meet the Armys performance and volume cost targets for the AH-64D, it was necessary to form a strong commitment to teamwork, a focus on engineering, and a willingness to embrace the changes in the design and manufacturing technology Boeing formed a special team called Integrated Product Development (IPD) which uses group experience and field experience based on the individuals of the team to better facilitate the design process.

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; high speed machining, superplastic forming, and the use of composites. This provided the team with an analysis from which to make informed decisions.

New Production Methods (1of 2)

High speed machining is the act of machining at speeds higher than 10,000 RPM. It enables part count reduction by creating complex geometrical parts which are normally mechanically fastened parts. By the reduction of part count, you save time in the assembly, lower fabrication time and cost, and reduced tool design costs. More benefits include: higher quality, design flexibility, and a reduction in weight by the elimination of fasteners

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.

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

The Payoff Cont. (2 of 2)

Copilot Gunner Panel- due to the complexity of its assembly, thanks to a large number of parts and rivets, the IPD team found that this area could benefit from using DFMA and they were right
Benefits: Originally containing 87 parts the team used the new software along with high-speed machining to reduce part count to 12. There was a total weight reduction of 8 percent Both costs and assembly time were lowered by 74 percent.

Conclusion
Boeing had limited implementation to using DFMA for the crew station and the integrated electric forward avionics bay Based on the success thus far, Boeing is considering expanding DFMAs use into all areas of production. They are therefore focusing on the training of their workers by nurturing their attitudes and practices towards the software

Organizational Learning

At Chaparral Steel

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.

Organizational Learning
"people expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people continually are learning how to learn together."

Organizational Learning
Changing face of the work environment; sociopsychological factors. Employee Autonomy & Empowerment Continual Education Participatory Management Trust

Organizational Learning
Shared Vision Communication - Chaparral Steel operates with no proposals, memos
and the like. They communicate by talking. Barriers removed.

Organizational Learning
Proactive vs. Reactive Employees feel that they are part of the product, rather then just a step along the way. Compensation Gainsharing Scanlon Plan

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.

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 solidified them 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.

Southwest Airlines

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

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, they will fly Rollin King

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

Job Design
Specifying the tasks that make up a job for an individual or group 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

Performance Measurement
Measurement systems are in place to determine the level of productivity Primary measurement tools are aircraft utilization and cost per seat Accomplished by enthusiastic employees and a fast turn around
17 minutes to preparation and turn around

 Southwest uses its employees as a major component of its sustainable competitive advantage. Extensive selection process that includes attitude based selection, peer review, and one year probation periods help Southwest find employees that fit the culture, facilitate operational efficiencies and reduce turnover.

How Does HRM Contribute to Competitive Advantage

HRM Contributions to Competitive Advantage

Reward System
compressed pay and perks; executive compensation is modest extensive profit-sharing with holdings mostly in company stock

Information Sharing
Openness and egalitarian Strong Emphasis on performance

HRM Contribution to Competitive Advantages

Ownership
Broad employee ownership (11 Percent of company stock)

Selection
Highly selective Tap networks of existing employees

Employment Stability
High retention; low 7.5% turnover rate

HRM Contributions to Competitive Advantage

Training
Intensive and continuous oriented toward culture and skills very specific to Southwest, all training internal University of People

Other Contributions
Empowers employees Wages higher than industry average Treats employees like customers No gimmicks-sincere employer

Conclusion
Southwests key to success has been a compilation of savvy business strategies and effective HR management. By aligning tasks with technology, selecting an enthusiastic workforce, and a strong corporate culture, the successes and accomplishments are due to continue.

CBR Sets Targets for HRM Strategy Implementation

Location
Central Board of Revenue (CBR) is located in many different countries.
Headquarters are located in Karachi, Lahore, Islamabad and many other cities.

Service/Product
Collect taxes Facilitate Manage taxpayers

Goals
Implementation new strategy for Human Resource Management
Improvement Evolve goals for 2005

Roles
HRM role is to focus new strategy and policy issues. HRM field formations will ensure timely implementation of CBR policies.

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

Implementation cont
Also enhancing the web-based submissions And Scrutiny mechanism in the future The HRM team also reviewed the training strategy

Benefits
Central Board of Revenue
Better tax management Allow them to use all the resources Minimize management errors. Benefit taxpayers

Reference
CBR sets targets for HRM strategy implementation. Asia Africa Intelligence Wire 26 January 2005.