Workload Analysis to Determine Number of Workers and Warehouse Labor Incentives

To be able to compete, companies or organizations must be able to utilize the limited resources they have to maximize company revenues. One of the social organizations in Indonesia has philanthropy program that collect used-cooking-oil (UCO). To support this program, they use a warehouse to accommodate the used-cooking-oil. There are four employees working in the warehouse. There are many work activities in the warehouse, but the organization does not yet have guidelines for determining the standard time for each activity. Along with the development of the used cooking oil collection program, their workload has also increased. This paper investigates the standard time and the workload of the employees working in the warehouse. Work Sampling and Workload Analysis (WLA) methods are used to calculate standard time and workload. The workload found will be used as the basis for providing warehouse employee incentives. The result of this study indicates that the standard time for cleaning and affixing stickers is 45 minutes, picking up jerry cans is 7.27 hours, loading and unloading jerry cans from cars to the warehouse is 19.6 minutes, and washing cars is 11.2 minutes. The workload results also show that three out of four employees have a workload above 100%, and one is below 100%. Proposed recommendations for improvement related to high workload conditions are not to increase the number of workers but to provide incentives for workers who receive workloads above 100%.