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Making Hotplates (Case Study Sample)

Design of Work Systems Read the “Making Hotplates” case below. Answer questions 1-4 in a two to four (2-4) page APA style paper. Your paper should be in paragraph form (avoid the use of bullet points), and supported with the concepts outlined in your text. Making Hotplates Edgar F. Huse A group of 10 workers were responsible for assembling hotplates (instruments for heating solutions to a given temperature) for hospital and medical laboratory use. A number of different models of hotplates were being manufactured. Some had a vibrating device so that the solution could be mixed while being heated. Others heated only test tubes. Still others could heat solutions in a variety of different containers. With the appropriate small tools, each worker assembled part of a hotplate. The partially completed hotplate was placed on a moving belt, to be carried from one assembly station to the next. When the hotplate was completed, an inspector would check it over to ensure that it was working properly. Then the last worker would place it in a specially prepared cardboard box for shipping. The assembly line had been carefully balanced by industrial engineers, who had used a time and motion study to break the job down into subassembly tasks, each requiring about three minutes to accomplish. The amount of time calculated for each subassembly had also been “balanced” so that the task performed by each worker was supposed to take almost exactly the same amount of time. The workers were paid a straight hourly rate. However, there were some problems. Morale seemed to be low, and the inspector was finding a relatively high percentage of badly assembled hotplates. Controllable rejects- those “caused” by the operator rather than by faulty materials- were running about 23 percent. After discussing the situation, management decided to try something new. The workers were called together and asked if they would like to build the hotplates individually. The workers decided they would like to try this approach, provided they could go back to the old program if the new one did not work well. After several days of training, each worker began to assemble the entire hotplate. The change was made at about the middle of the year. Productivity climbed quickly. By the end of the year, it had leveled off at about 84 percent higher than during the first half of the year, although no other changes had been made in the department or its personnel. Controllable rejects had dropped from about 23 percent to 1 percent during the same period. Absenteeism had dropped from 8 percent to less than 1 percent. The workers had responded positively to the change, and their moral was higher. As one person put it, “Now, this is my hotplate.” Eventually, the reject rate dropped so low that all routine final inspection was done by the assembly workers themselves. The full-time inspector was transferred to another job in the organization. 1. What changes in the work situation might account for the increase in productivity and the decrease in controllable rejects? 2. What might account for the drop in absenteeism and the increase in moral? 3. What were the major changes in the situation? Which changes were under the control of the manager? Which were controlled by workers? 4. What might happen if the workers went back to the old assembly line method? source..
Case Study: Making Hotplates Name: Course Title: Professor: University: Date Due: Making Hotplates Changes accounting for the increase in productivity and decrease in controllable rejects. Financial motivation, though important in organisational success, cannot be effective in organisational success without non-monetary motivators. Training and empowerment are among the most important motivators in the workplace as observed in the Making Hotplates case study. Here, the management realised that, there was need to empower the workers by giving them greater control over their working lives. This was achieved through training them after which, the employees were given the mandate to make their own decisions in regard to making the hotplates. Training resulted in job enlargement where the workers were added tasks to their job without changing it to reduce boredom, repetition and monotony of handling specific tasks. In addition, they were given more duties through the increased complexity of the tasks they handled. This increased worker participation, consequently strengthening the organisations` human resource. Definitely, this improved operations in the organisation leading to increased productivity and reduced number of controllable rejects. The other major contributor to the changes was the change in task performance. Previously, each worker was given a specific task that was to be accomplished within a specified period of time. After the training, each worker was allowed to handle various tasks of the same job, which resulted in increased personal responsibility. Changes in the levels of supervision also contributed to the reduced number of controllable rejects. The workers were giv...
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