1. This chapter covers both job design and work measurement; it brings together both qualitative and the quantitative aspects of designing a job and the working environment so as to achieve employee satisfaction and high productivity.

2. Job design specifies the content of a job and the methods used, job design has significant effect upon the efficiency and productivity of the working force.

3. Job enlargement, which is sometimes called "horizontal loading," means diversifying tasks assigned to a worker. Job enrichment, which is also called "vertical loading," means increasing the skill level within the present job. Both job enlargement and job enrichment help sustain morale and improve efficiency and productivity, if the worker understands the reasons for the changes made in his assignments.

4. Specialization is essential, because without it there would not be enough skill to sustain competitive position in the marketplace for goods or services. However, if specialization is too narrow, the employee does not learn very much about the production and operation system. For that reason, managers are frequently rotated in their assignments to provide depth as well as breadth.

5. Motion study provides guidelines for interfacing the worker, his tasks, and the environment. If there are substantial changes in the tasks or environment, new methods analysis may become necessary.

6. Flow process charts, work-machine charts and multiactivity charts are useful for methods analysis and balancing the workflow.

7. Properly scheduled work breaks help improve efficiency and morale.

8. The operations manager must ever be mindful of his or her responsibility to provide a safe working environment. The pressures that make this necessary are personal responsibility, public opinion, potential legal liabilities, OSHA (Occupational Safety and Health Administration) rules, and possible interference with production due to lost-time accidents, industrial grievances,

9. Time studies provide information on how much time a job can take. Since these studies involve repeated observations and measurements, the cost is justified if the task is repeated frequently and if there is substantial evidence that pre-existing time standards are not adequate. One of the problems of time study is worker resistance or non-cooperation, for example, by deliberately slowing down to give the analyst the impression that the job takes more time than it actually does.

10. In work sampling, a worker is observed at random times during working hours. Work sampling provides a measure of employee efficiency by showing what proportion of the time is spent working. It can be used to study nonrepetitive jobs. The sample size is a function of the proportion of idle time and how much confidence we want to have in the results.