Productivity is a measure of efficiency in production. It is calculated as a ratio of output to inputs. Productivity determines the efficiency of converting resources into finished goods and services. Partial productivity measures a single input or output, while total productivity takes a systematic approach integrating all factors. Improving productivity increases profits, lowers costs, and makes an organization more competitive. Methods to improve productivity include reducing ineffective time, improving products/processes, training employees, and using incentives.
Definition of Productivity, Measurement of productivity, benefits of productivity, the role of management, government and labour to improve the productivity, factors affecting the productivity
This presentation holds 15 Productivity improvement techniques required for effective management of employees and the organization as such, holds few slides for individual productivity improvement too for personal productivity. this ppt is prepared for Project planning and Implementation subject.
Definition of Productivity, Measurement of productivity, benefits of productivity, the role of management, government and labour to improve the productivity, factors affecting the productivity
This presentation holds 15 Productivity improvement techniques required for effective management of employees and the organization as such, holds few slides for individual productivity improvement too for personal productivity. this ppt is prepared for Project planning and Implementation subject.
Electric and gas companies continue to be faced with: attrition or slow growth, at best, volatile commodity prices, uncertain demand, shrinking margins, and continued competition from evolving technologies. This report examines the tools and techniques used to improve and manage productivity.
Production Planning and Control
Objective of PPC
Classification/Functions of PPC
Levels of PPC
Factors determining Production Planning Procedures
Production Planning System
Factors Determining PC procedures
Electric and gas companies continue to be faced with: attrition or slow growth, at best, volatile commodity prices, uncertain demand, shrinking margins, and continued competition from evolving technologies. This report examines the tools and techniques used to improve and manage productivity.
Production Planning and Control
Objective of PPC
Classification/Functions of PPC
Levels of PPC
Factors determining Production Planning Procedures
Production Planning System
Factors Determining PC procedures
Productivity Facts Every Employee Should KnowRobert Half
These productivity tips from Accountemps can empower you to take control of your time. Find out why your small business should save your most important tasks for Tuesdays.
Poka yoke: The Science of Mistake Proofing in SoftwareGurpreet Luthra
Presentation on Poka Yoke in Software which was delivered by Dhaval Doshi and Gurpreet Luthra at ThoughtWorks xConf in July 2012.
For details refer to Blog Post:
http://techie-notebook.blogspot.in/2012/07/poka-yoke-applying-mistake-proofing-to.html
Two costing experts discuss using direct costing techniques to understand the true cost of products or services. These ideas can help businesses be more competitive in pricing their products and services.
A business process represents a specific business need or goal, such as hiring an employee, processing a sales order, or reimbursing a business expense. Business processes are broken down into logical steps called activities, each of which can comprise one or more tasks. Tasks are assigned roles that determine which participants will perform the tasks. The transitions between activities determine the order in which they are performed and the basic workflow for the process.
WorkSpace lets you interact with business processes based on your assigned roles within your company.
Chapter 3 JIT, Value Added and Waste .docxadkinspaige22
Chapter 3: JIT, Value Added and Waste
Elimination
Part1- What is Just-In-Time (JIT)?
Continuous Improvement is a basic and important concept in modern manufacturing,
and it is a cornerstone of JIT and TOM. However, it is a very general and open-
ended concept. Another important element of the modern manufacturing and service
operations is the concept of VALUE_ADDED
Just-in-time (JIT) is an approach to manufacturing which aims to increase “value-
add” activity and eliminate waste by providing the environment to simplify and
perfect processes within an organization. Just-in-time manufacturing means
producing the necessary items, in the required quantities at the appropriate time.
JIT can deliver significant improvements in operating efficiency. Having raw
materials arrive at a manufacturing facility, just in time to enter the production
process allows an organization to minimize the amount of inventory it must hold
and store. It also minimizes the potential cost of obsolescence, which can arise due
to change in product specifications, customer demands, etc..
Putting the JIT concept into practice means a reversal of traditional thinking with
regard to managing a manufacturing process flow. In conventional production
processes, units are transported to the next production stage as soon as they are
ready. In JIT, each stage in the production process looks back to the previous stage
to pick up the exact number of units needed. Product (and services) are pulled
through the process driven by demand from customers, rather than the traditional
approach where product and services are pushed forward based on planned
schedules.
A)-The benefits associated with Just In Time Manufacturing
While the prevailing view of JIT is that of an inventory control system, it is much
more. JIT is an operational philosophy which can deliver a broad range of benefits.
Examples of the benefits associated with implementing a JIT process:
– The production of high quality, high reliability products that customers want,
resulting is satisfied and loyal customers.
– The delivery of products which match the rate that the customers require.
– Optimized manufacturing process lead-times.
– Minimized and eliminated waste of labor, material and equipment.
– All activity having a defined purpose towards meeting customer needs.
– Continuous reductions in process and equipment set-up and change-over times.
– The elimination of unnecessary inventory and improved inventory management
and control.
– Continuous reductions in supplier lead times.
– Ongoing significant improvements in organizational productivity and efficiency.
B)-IS JIT applicable only to Manufacturing?
The concepts of Just In Time are applied to all value creating organizations. While
JIT originated in .
1. What is productivity ?
• Productivity is a measure of the efficiency of
production.
• Productivity is a ratio of what is produced to
what is required to produce it.
• Productivity is the determinant of the efficiency
of an enterprise to convert its variable resources
into useful finished goods and services.
• Productivity = output/input.
2. Partial productivity
• Easiest to measure, there can be more than
one input factor but the output is one factor.
• It uses a single major input which plays an
important role to determine the productivity
ratio.
Total productivity
• It is a systematic & quantitative approach .
• It was developed by “David .J. Sumanth”.
• It is customer oriented one integrating technical
and human resources situation during the
conversion process.
3. Reasons to improve Productivity
• Increase in income & profitability.
• Lowering running costs & operational costs.
• It important to improve productivity at all
levels by an organization to be more
competitive.
• An organization is in problem when if its
human resource is not productive.
4. Methods to improve productivity
• Ineffective time in work content front.
• Product and process front.
• Labour front.
• Building trust to improve productivity.
• Incentives and bonus front.
• Use of electronics waste reduction front.
• Six sigma
5.
6. Following are Factors Affecting Productivity in
Diamond Industry-
Employees Training.
Automation.
Equipments Used by Employees-
polishing tangs.
diamond wheels.
Quality and Availability of Raw Diamonds.
Standard of Diamonds Produced by firms.
Management Policies.
7.
8. Comparison of Two Firms-
Company A Company B
Rate of Production 200 units per day 175 units per day
Polishing tangs Fully geared Semi geared
Diamond wheels Latest Latest
Automation Automation in all phases Automation in later phases
Wastage level Less More
Workload on work force Less More
No. of working days in a 28 28
month
No. of Employees 10 12
Employees Training Level same same
No. of labor hours per days 10 10
9. Analysis of Cost Pattern of Two Firms-
Cost per Unit Company A Company B
Labor Cost- Rs 70 Rs 80
Electricity Cost Rs 10 Rs 15
Capital Cost Rs 40 Rs 35
Packaging Cost Rs 05 Rs 05
Management Cost Rs 20 Rs 20
Other Cost Rs 05 Rs 05
Total Cost Per Unit Rs 150 Rs 160
10. Comparison of Two Firms-
Production cost Per 1000 units
Company B
Company A
145000 150000 155000 160000 165000
Cost of Production in Rs.
11. Comparison of Two Firms-
Productivity Ratios Company A Company B
Productivity= 200/30000=0.0067 175/32000=0.0056
Output/Input
Employee Productivity* 36000/10= Rs 3600 31500/12 = Rs 2625
=Output/No. of
Employees
Total Productivity*= 36000/30000= Rs 1.2 31500/28000= Rs1.125
Total Output/Total Input
*= Assuming selling price Rs 180 per unit
13. Introduction
• Production involves the step by step conversion
of one form of material into another through
chemical or mechanical process with a view to
enhance the utility of the product or services.
• According to Elwood Butta “production is a
process by which goods or services are created”.
14. Characteristics of production system
• Production is an organized activity.
• The production system transforms the various
inputs into useful outputs.
• Production system does not operate in isolation
from the other organizational systems.
• There exists a feed back about the activities
which is essential to control and improve system
performance.
15. Types of production
• Job production
• Batch production
• Mass production
• Continuous production
16. Functions of production management
• Production planning
• Production control
• Factory building
• Provision of plant services
• Plant layout
• Physical Environment
• Method study
• Inventory control
• Quality control
• Product department
17. How is production different from
productivity ?
• Production is related to the activity of
producing goods or services. It is a process of
converting input into value-added output.
• Productivity is related to the efficient
utilization of input resource produced in the
form of value added goods or services.
18. For example :
• “A” spends 90rs, makes 10 products
So, productivity = 10/90 = 0.111
• “B” spends 280rs, makes 30 products
So, productivity = 30/280 = 0.107
• “C” spends 350rs, makes 40 products
So, productivity = 40/350 = 0.114
19. We have understood three things from the
above example:
• Production and productivity are two different
things.
• Increase in production does not necessarily
mean increase in productivity.
• Productivity is always associated with the context
in which it is calculated.
– For example, in the above case, we have calculated
total productivity. While in another case, someone
may like to know about material productivity or
energy productivity.
20. Conclusion
• Productivity is a concept, whereas production is a fact.
• Production is achieved by means of resources,
productivity is measured through means of maximum
manpower, machinery, financial support.
• Production is a variable, dependent on many factors such
as labour availability, motive power, etc. whereas
productivity is the optimum measure of what or how
much can be achieved or realized.
22. Performance
•Performance is the accomplishment of a given task
measured against preset known standard of accuracy,
completeness, cost and speed.
•Performance is usually related to a personal matter and in
a contract is deemed to be the fulfillment of obligation in a
manner that releases the performer from all liabilities
under the contract.
23. IMPORTANCE OF PERFORMANCE
MANAGEMENT
•Wayne Eckerson of The Data Warehouse Institute
defines Performance Management as “a series of
organizational processes and applications designed to
optimize the execution of business strategy”
•Performance management is a quickly maturing business
discipline. Like its better known siblings—sales and
marketing, human resources, supply chain management,
and accounting and finance—performance management
has a key role to play in improving the overall value of an
organization.
24. SCOPE AND BENEFITS OF
PERFORMANCE
•Business performance management involves consolidation
of data from various sources, querying, and analysis of the
data, and putting the results into practice
•A good performance management system works towards
the improvement of the overall organizational performance
by managing the performances of teams and individuals for
ensuring the achievement of the overall organizational
ambitions and goals.