abhishreshthaa
Abhijeet S
Stages in Job Rotation
Exploration:-
Job rotation should be initiated only after there has been an ergonomic assessment and engineering solutions to musculoskeletal risk factors have been implemented.
In particular, it should be initiated only after the peak loads have been addressed. Job rotation can work with jobs with similar levels of risk and difficulty. It can be used to provide variety in jobs that are highly repetitive and monotonous or jobs that can be adjusted to different workers.
Planning:-
The jobs, sequencing, and supervision should be planned to accommodate foreseeable circumstances such as a range of training, skills, and capacities of workers in the rotation sequence. The reintroduction of injured workers should in particular be considered.
Training:-
An important and often forgotten requirement is the need for retraining. There needs to be an adequate training and a phase-in time.
Implementation:- There is the potential for a decrease in quality and productivity at start up, and initial difficulties in formalizing the schedule. These need to be planned for.
Evaluation:
It is important to treat each new job rotation as if it was a pilot study. Given the difficulty of performing controlled evaluations of job rotation effectiveness in each workplace, it is suggested to measure a baseline of what the situation was like before the rotation (injuries, , worker satisfaction, absenteeism, etc.) so that you can have a before and- after picture of the effect.
Another way to assess the effectiveness would be to monitor the effect on the workers who were being rotated out of the “easy” jobs; use them as the “canaries” to make sure that the rotation was not increasing output. After implementation, listen to feedback to modify the process
Exploration:-
Job rotation should be initiated only after there has been an ergonomic assessment and engineering solutions to musculoskeletal risk factors have been implemented.
In particular, it should be initiated only after the peak loads have been addressed. Job rotation can work with jobs with similar levels of risk and difficulty. It can be used to provide variety in jobs that are highly repetitive and monotonous or jobs that can be adjusted to different workers.
Planning:-
The jobs, sequencing, and supervision should be planned to accommodate foreseeable circumstances such as a range of training, skills, and capacities of workers in the rotation sequence. The reintroduction of injured workers should in particular be considered.
Training:-
An important and often forgotten requirement is the need for retraining. There needs to be an adequate training and a phase-in time.
Implementation:- There is the potential for a decrease in quality and productivity at start up, and initial difficulties in formalizing the schedule. These need to be planned for.
Evaluation:
It is important to treat each new job rotation as if it was a pilot study. Given the difficulty of performing controlled evaluations of job rotation effectiveness in each workplace, it is suggested to measure a baseline of what the situation was like before the rotation (injuries, , worker satisfaction, absenteeism, etc.) so that you can have a before and- after picture of the effect.
Another way to assess the effectiveness would be to monitor the effect on the workers who were being rotated out of the “easy” jobs; use them as the “canaries” to make sure that the rotation was not increasing output. After implementation, listen to feedback to modify the process