Work simplification assumes
that work can be broken down into simple, repetitive tasks that maximize
efficiency. This approach to job design assigns most of the thinking aspects of
work (such as planning and organizing) to managers and supervisors, while
giving the employee a narrowly defined task to perform. Work simplification can
utilize labor effectively to produce a large amount of a standardized product.
The automobile assembly line, where workers engage in highly mechanical and
repetitive tasks, exemplifies the work simplification approach.
Although work
simplification can be efficient in a stable environment, it is less effective
in a changing environment where customers demand custom-built products of high
quality. Moreover, work simplification often leads to high levels of employee
turnover and low levels of employee satisfaction. (In fact, where work
simplification is used, employees may feel the need to form unions to gain some
control over their work.) Finally, higher-level professionals subjected to work
simplification may become so specialized in what they do that they cannot see
how their job affects the organization’s overall product or service. The result
can be employees doing work that has no value to the customer. Many
professional employees in highly specialized jobs became casualties of
corporate restructurings over the last decade because organizations discovered
such work did not provide value to consumers.
Work simplification is
not to be confused with work elimination. Companies trying to eliminate work
challenge every task and every step within a task to see if there is a better
way to get the work done. Even if parts of the work cannot be eliminated, some
aspect of the job may be simplified or combined with another job. Oryx—a
Dallas, Texas–based oil and gas producer— saved $70 million in operating costs
in one year after it set up teams to take a fresh look at its operations. The
teams discovered many procedures, reviews, reports, and approvals that had little
to do with Oryx’s business and could easily be eliminated. Work elimination is
similar to BPR, though it differs in that work elimination typically focuses on
particular jobs and processes rather than on overhauling the entire company.