方法、標(biāo)準(zhǔn)與作業(yè)設(shè)計(jì)

前言

　　本教材系列的出版正值中國(guó)學(xué)術(shù)界工業(yè)工程學(xué)科經(jīng)歷巨大發(fā)展、實(shí)際工作中對(duì)工業(yè)工程的概念、方法和工具的使用興趣日漸濃厚之時(shí)。在實(shí)際工作中有效地應(yīng)用工業(yè)工程的手段將無疑會(huì)提高生產(chǎn)率、工作質(zhì)量、合作的滿意度和效果?！　≡撓盗兄械臅畬?duì)工業(yè)工程的本科生、研究生和工業(yè)界中需要解決工程系統(tǒng)設(shè)計(jì)、運(yùn)作和管理諸方面問題的人士最為適用。

內(nèi)容概要

本書系統(tǒng)地介紹了操作與過程分析、問題解決方法、決策方法、改善方案實(shí)施、動(dòng)作與時(shí)間研究、作業(yè)取樣及其標(biāo)準(zhǔn)化、薪酬制定、培訓(xùn)等實(shí)用性非常強(qiáng)的工業(yè)工程與現(xiàn)場(chǎng)改善的理論與方法?！　”緯鴱暮侠淼墓こ谭椒?、符合實(shí)際的作業(yè)標(biāo)準(zhǔn)以及公正的薪金報(bào)酬等3個(gè)方面為制造業(yè)和服務(wù)業(yè)等的管理提供了最基本的理論和方法，并輔以應(yīng)用案例、習(xí)題和在線支持，是一本值得推薦的教材。全書實(shí)用性強(qiáng)，語言流暢，通俗易懂，適合工程類學(xué)科的本科生、研究生以及制造業(yè)和服務(wù)業(yè)的工程技術(shù)人員與管理者學(xué)習(xí)和借鑒。

書籍目錄

Pretace Chapter 1 Methods，Standards，and Work Design：Introduction  　1.1 Productivity Importance  　1.2 Methods and Standards Scope 　1.3 Historical Developments 　Summary 　Questions  　References  　Websites Chapter 2 Problem-Solving Tools 　2.1 Exploratory Tools 　2.2 Recording and Analysis Tools　2.3 Quantitative Tools.Worker and Machine Relationships 　Summary 　Questions  　Problems 　References  　Selected Software Chpater 3 Operation Analysis 　3.1 Operation Purpose 　3.2 Part Design   3.3 TOlerances and Specifications    3.4 Material   3.5 Manufacture Sequence and Process    3.6 Setup andTools   3.7 Material Handling    3.8 Plant Layout    3.9 Work Design   Summary    Questions    Problems    References    Selected Software    Selected Videotapes/DVDSChapter 4 Manual Work Design   4.1 The Musculoskeletal System   4.2 Principles of Work Design：Human Capabilities and Morion Economy  4.3 Morion Study   4.4 Manual WOrk and Design Guidelines   Summary    Questions    Problems    References    Selected Software    Websites Chapter 5 Workplace,Equipment,and Tool DesignChapter 6 Work Environment DesignChapter 7 Design of Cognitive Work Chapter 8 Workplace and Systems SafetyChapter 9 Proposed Method ImplementationChapter 10 Time StudyChapter 11 Performance Rating and AllowancesChapter 12 Standard Data and FormulasChapter 13 Predetermined Time SystemsChapter 14 Work SamplingChapter 15 Indirect and Expense Labor StandardsChapter 16 Standards Follow-up and UsesChapter 17 Wage PaymentChapter 18 Traning and Other Management PracticesAppendix 1:GlossaryAppendix 2:Helpful FormulasAppendix 3:Special TablesIndex

章節(jié)摘錄

　　Successful methodschanges implemented included water jet cutters in place of manual trimming of thecarpets with knives, a decrease in the number of times the carpets were handledmanually with excessive pinch grips, and changes in gluing and sewing operations.In addition, the working conditions through the employees perspective were ana-lyzed with a health and safety survey, and the workers were provided with variouslevels of ergonomics training. As a result, the number of OSHA-recordable mus-culoskeletal injuries dropped from a high of 55 in the first year, to 35 in the secondyear, to 17 in the third year, and to an eventual low of 8 in the fifth year. However,more important, the ergonomics program was considered so successful by OSHAthat the abatement program oversight was terminated after the second year！SUMMARY　　Increased output and improved quality are the primary outcomes of methods andwork design changes, but methods changes also distribute the benefits of im-proved production to all workers and help develop better working conditions anda safer working environment, so the worker can do more work at the plant, do agood job, and still have enough energy to enjoy life. The examples of effectiveimplementation of methods changes clearly demonstrate the need to follow anorderly approach, as presented in Figure 2.1. The methods engineer should notethat it is not sufficient to use sophisticated mathematical algorithms or the latestsoftware tools to develop the ideal method. It is necessary to sell the plan both tomanagement and to the workers themselves. Additional interpersonal techniquesand strategies for dealing with people to better sell the method are presented in　　Chapter 18.　　QUESTIONS　　1. Compare and contrast a decision table with value engineering.　　2. How does one define the benefits especially related to health and safety in cost-benefit analysis？　　3. What are the principal concerns of management with regard to a new method that isrelatively costly to install？　　4. What is meant by the discounted cash flow method？　　5. What is meant by the payback method？ How is it related to the return oninvestment method？　　6. What is the relationship between return on capital investment and the riskassociated with the anticipated sales of the product for which a new method willbe used？　　7. What two specific subjects should be emphasized in writing the job description？　　8. Is time a common denominator of labor cost？ Why or why not？　　9. What is a job evaluation？　　10. Which four methods of job evaluation are being practiced in this country today？　　11. Explain in detail how a point plan works.

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