Productivity, efficiency, effectiveness, quality, quality of work life, and innovation are all interrelated factors that can impact overall productivity.
Improving one area can positively influence others. For example:
- Increased efficiency (doing more with less) and effectiveness (achieving goals) can directly improve productivity.
- Higher quality outputs that meet customer needs build reputation and demand, leading to greater productivity.
- A positive quality of work life makes employees more satisfied, innovative, and productive.
- Innovation in products/services and work processes can boost quality, efficiency, and productivity over time.
So while productivity specifically measures outputs per input, optimizing those other performance dimensions tends to mutually reinforce gains in overall
This document provides an overview of operations management and related topics. It discusses what operations managers do, including transforming inputs into outputs through various processes. The evolution of operations management is reviewed from craft production to modern concepts like lean production. Key events and innovators in operations management history are identified. The impact of e-business and globalization on operations is examined, including issues around competitiveness and productivity. Finally, primary topics in operations management are listed.
LEAN Management:
It is a customer focused waste elimination method that makes the process and there by organization lean (eliminating Fat)
In a Lean company, employees always look to improve their skills and improve the processes. Products and Services are driven in right amounts, to right location, at the right time and in the right condition.
Lean Thinking
The Goal of Lean Thinking is the creation of a continuous stream which delivers customer value with the least waste of resources within the shortest possible time.
The Building blocks of Lean Management are 5s, 8 Wastes, Visual Management and Standardized work
This document discusses productivity and operation management. It defines productivity as the output of any production process per unit of input. The goal of production and operation management is to produce the right quality, quantity, and time at a pre-established cost. Productivity can be measured at the partial level looking at individual inputs like labor, capital, and materials, or at the total factor and total levels considering all inputs. Factors that affect productivity include product development, specialization, research, value analysis, process planning, and training. Improving productivity increases efficiency and leads to lower costs, higher sales, and greater profits.
This document discusses production and operations management. It begins with definitions of production management and operations management. It then provides a historical overview of the evolution of the field from Adam Smith's specialization of labor to more modern contributions. The rest of the document defines concepts related to production systems including inputs, transformation processes, outputs, and classifications like job shop, batch, mass, and continuous production.
The document provides an overview of operations management. It discusses what operations management is, its key functions like production and operations, and why studying it is important. It also summarizes some of the main areas operations management covers such as process design, quality management, forecasting, and product design.
The document provides an overview of operations management concepts including:
1) It defines operations management as managing the processes that transform inputs into outputs in the form of goods and services.
2) It discusses the differences between goods and services, noting services are intangible, produced and consumed simultaneously, and have inconsistent quality definitions.
3) It outlines 10 critical decision areas operations managers must address such as design, quality management, and supply chain management.
Productivity measurement and benchmarking are important for improving construction productivity. Benchmarking involves comparing a company's performance metrics to other companies' best practices. This allows identification of improvement areas and investment in new technologies. Independent studies found over $20 billion was wasted annually in construction due to inefficiencies. Benchmarking categories include internal, external with competitors and non-competitors, data-based, domestic, global, qualitative, and quantitative.
The document discusses World Class Manufacturing (WCM), providing details on:
1. WCM principles focus on eliminating all types of losses through standards, methods, and employee involvement to achieve zero defects, waste, and downtime.
2. Tofaş, a Turkish automaker, achieved a "Silver Level" WCM rating, making it the first Fiat factory to reach this level based on quality, safety, and manufacturing excellence.
3. Main WCM activities include implementing basics like safety training, developing leaders, improving processes for quality, maintenance, and logistics, and making plant investments to increase efficiency and utilization.
Industrial engineering is concerned with optimizing complex processes and systems. Industrial engineers work to eliminate waste and improve quality and productivity across various domains. They apply principles of engineering, business, and management science. Some key goals of industrial engineering include developing integrated systems involving people, equipment, and processes, and specifying and evaluating results. Modern industrial engineering utilizes tools like simulation, mathematical modeling, and computational methods to analyze, evaluate, and optimize systems.
The document discusses overall equipment effectiveness (OEE) and its calculation. It defines OEE as the product of availability, performance, and quality. Availability accounts for downtime losses. Performance considers speed losses. Quality looks at good units produced. The document provides an example calculation of OEE for a machine with a 77.4% effectiveness rate. It also modifies the OEE calculation to include usability which accounts for stop time losses.
PRODUCTION AND OPERATIONS
MANAGEMENT
-Management function responsible for producing goods & services
-Objectives of production management
-Functions of production management
-Production system & models
Industrial Engineering is concerned with designing integrated systems involving people, materials, equipment and energy. Some significant events in its development include the division of labor, standardized parts, scientific management, the assembly line, and quality control methods. Productivity is a measure of output over input, with higher productivity indicating more output is generated from the same level of inputs. Factors like technology, capacity utilization, and training can affect productivity levels in an organization.
This document discusses productivity in a group project setting. It lists the group members and their roll numbers. It then provides definitions and examples of productivity, ways to measure productivity, and factors that can impact productivity. Key topics covered include partial and total productivity, benefits of productivity improvement, and quality management approaches like TQM, 5S, Six Sigma, and Kaizen.
This document discusses different types and measures of productivity. It begins by defining productivity as a ratio of output to inputs used. There are three main types of productivity measures discussed: partial factor productivity, which looks at output relative to a single input; multi-factor productivity, which considers multiple inputs; and total factor productivity, which incorporates all inputs. The document then examines factors that can impact productivity and different productivity indexes used for comparison purposes over time. Productivity is an important metric for monitoring organizational performance and identifying areas for improvement.
This document discusses Lean Management and the three types of waste (muda, muri, mura) that Lean aims to eliminate.
1) Lean Management focuses on removing waste and improving flow to provide more value with less work. It is based on the Toyota Production System (TPS).
2) The TPS aims to eliminate muda (waste), muri (overburden), and mura (unevenness). Muda includes unnecessary motions, waiting, transportation, overproduction, and defects.
3) Muri refers to overburdening equipment, facilities, and people. Mura is uneven or inconsistent work processes that create excess capacity.
Operations management involves planning, scheduling, and controlling activities that transform inputs like raw materials, capital, and labor into higher-value outputs like products and services. Key decision areas include quality management, product/process design, location/layout strategies, human resources, supply chain management, inventory management, scheduling, and maintenance. Operations management aims to maximize efficiency and productivity through techniques like lean manufacturing, total quality management, and continuous improvement processes.
Lean Manufacturing (Concepts, Tools and Quality Management)Mohammad Azam Khan
Lean manufacturing began in Japanese manufacturing in the late 1980s and early 1990s. It is most often associated with Toyota. Its basic usefulness is in providing the tools to identify and eliminate waste throughout the manufacturing process, thereby increasing efficiency and profit. Quality improves as production time and cost are reduced. Toyota added an additional element, evenness of work flow, which helps expose inefficiencies in production that allow companies to redesign manufacturing processes for maximum profit.
This document summarizes a talk on productivity. The talk discusses how work boundaries are blurred and jobs are constantly changing. It recommends capturing all unfinished tasks outside the mind, clarifying the next action, and regularly reviewing reminders. The talk also describes a five stage workflow process of collect, process, organize, review, and do. It emphasizes the importance of the weekly review to gather and process materials and update lists.
The document provides an overview of theories explaining economic growth and development. It discusses several theories:
- The "Invisible Hand" principle proposes that economic development is brought about by individuals pursuing their self-interest through a free market.
- Cultural diffusion theory views economic development as resulting from the spread of ideas between cultures.
- Other theories discussed include those attributing development to racial heritage, climatic conditions, challenges of the natural environment, technological improvements, population changes, and socio-psychological factors.
The document also covers economic development and entrepreneurship theories. It discusses the importance of entrepreneurship in creating jobs, improving standards of living, and mobilizing resources. Government programs to support small businesses in
This is a Webinar Done in December 2009 by Nirmalya Banerjee, Principal Consultant at BMGI India about application of Lean in the Construction space. The same concepts apply to any kind of Project Environment.
For any questions regarding the webinar and business enquiries, please mail akhilm@bmgindia.com
A brief introduction to understand Lean's natural development through human evolution, how it was scientifically documented and developed in manufacturing and how it is transforming the construction sector
Quality Function Deployment (QFD) is a systematic approach to product development that involves understanding customer needs and translating them throughout the development process. QFD provides a framework to capture customer requirements, technical specifications, and competitive analysis in a matrix called a House of Quality. This helps prioritize design characteristics, set targets for the product, and ensure the final design satisfies customer needs.
Quality Function Deployment (QFD) Seminar PresentationOrange Slides
Quality Function Deployment (QFD) is a method to translate customer needs into technical requirements for new product development. It was developed in Japan in the 1970s and involves capturing customer needs, prioritizing them, benchmarking competitors, and setting target values. The process results in a comprehensive product specification. Key tools include affinity diagrams, relations diagrams, matrices, and the House of Quality which maps customer and technical requirements. QFD aims to design products that meet customer needs and satisfy them better than competitors.
Productivity is defined as the relationship between outputs and inputs, where outputs are the goods and services produced from a system and inputs are the resources like labor, materials, and equipment used to produce those outputs. Productivity can be improved by increasing outputs or decreasing inputs. Productivity is important to measure at various levels including individual, group, department, corporate, national, and global levels. At the national level, higher productivity leads to economic growth, lower inflation, and greater international competitiveness.
Productivity is defined as the relationship between outputs and inputs, where outputs are the goods and services produced from a system and inputs are the resources like labor, materials, and equipment used to produce those outputs. Productivity can be improved by increasing outputs or decreasing inputs. Productivity is important to measure at various levels including individual, group, department, corporate, national, and global levels. At the national level, higher productivity leads to economic growth, lower inflation, and greater international competitiveness.
Productivity is a measure of the efficiency of a system in converting inputs to outputs. It can be measured at different levels from individual to national. At the national level, productivity is important for economic growth and competitiveness. A country's productivity is often measured using GDP per capita or labor productivity. Factors like education, technology, policies and investments affect national productivity. Maintaining and improving productivity is crucial for countries to compete globally and improve standards of living.
Productivity is the relationship between the outputs generated from a system and the inputs that are used to create those outputs. Mathematically
O
P =
I
8. chapter 7 work study (time and motion study)sundar sivam
The document discusses work study, which aims to improve work methods and establish standard times for work. It is comprised of two techniques: method study, which examines existing and proposed ways of doing work to develop easier and more effective methods; and work measurement, which establishes time standards for jobs. There is a close relationship between method study, which focuses on reducing work content and establishing the best method, and work measurement, which investigates ineffective time and establishes time standards. Productivity, work study techniques, method study procedures, and factors influencing productivity are also covered at a high level.
This document discusses productivity and ways to measure and improve it. It defines productivity as the relationship between output and inputs. Productivity can be measured in various ways, including partial productivity (output to a single input like labor), total factor productivity (output to multiple inputs like labor and capital), and total productivity (output to all inputs). Improving productivity involves factors within a company's control like equipment, technology, materials, and methods as well as external factors like the economy, resources and policies.
This document defines productivity and discusses types of productivity like partial and total productivity. It also discusses productivity measurements and commonly used ratios. It defines concepts like efficiency and effectiveness and discusses measurement problems. Factors affecting productivity improvement in healthcare are also outlined, including education, technology, methods, and capacity utilization. Constraints on increasing productivity include government regulations, union rules, management limitations, and equipment issues.
This document discusses productivity, which is a measure of output relative to inputs. It can be measured partially based on a single input like labor, or multifactor which considers multiple inputs. Productivity is important for companies, non-profits, and countries. It relates to competitiveness and standards of living. Factors that can affect productivity include methods, capital, quality, technology, management, and more. Productivity growth measures changes over time. The document provides examples of productivity calculations and discusses improving productivity.
This document defines productivity and discusses different types of productivity measures. It begins by defining productivity as a measure of output per unit of input, with outputs including revenues and GDP components and inputs including labor and capital. It then discusses various types of productivity measures including partial productivity (output against a specific input), multifactor productivity (output against multiple inputs), and total productivity (output against all organizational inputs). The document also discusses how productivity is a measure of efficiently managing resources to achieve objectives and defines it as a ratio of outputs to inputs. It provides examples of different productivity measures including labor, machine, energy, and capital productivity. It discusses single-factor and multifactor productivity measures and ends by discussing factors that influence productivity levels.
Exploring the Dynamics of Production Functions.pdfTEWMAGAZINE
Production Functions it represents the technological relationship between inputs and outputs in the production process. It specifies the maximum quantity of output
This document discusses concepts related to sustainable operations management. It defines sustainability as meeting present needs without compromising future generations' ability to meet their own needs. Key aspects of sustainability discussed include green supply chain management, waste management, and ISO standards. Green supply chain management aims to improve environmental performance and include reverse logistics. Waste management is important, as various types of wastes are generated from power plants, medical facilities, and townships that need proper handling.
Productivity is a ratio that relates the quantity of output to the quantity of inputs. It can be measured in different ways depending on the sector, such as the number of hours to produce a good in a factory or revenue per employee in a service sector. Productivity growth is important for nations and refers to the increase in productivity from one period to the next relative to the preceding period. Productivity can be measured based on a single input, multiple inputs, or all inputs. Formulas are provided to calculate labor, machine, capital, and energy productivity.
This document discusses productivity, including its definition, types, importance, measurement, and factors affecting it. Productivity is defined as the ratio of output to input. There are two types of productivity: partial, which measures individual resources, and total, which considers all resources. Improving productivity is important because it increases standards of living and efficient resource use. Productivity can be measured by changes in output per input unit or input per output unit. Factors influencing productivity include employee efforts, training, technology, management practices, and the external business environment. The document recommends better employee training, use of time studies, updated technology, incentives, and competition to increase productivity.
The document discusses definitions and concepts of productivity. It provides several definitions of productivity, including classical definitions that measure outputs relative to inputs needed. Productivity can be measured in various ways depending on the sector, such as hours to produce goods in a factory or revenue per employee in services. Higher productivity is important for economic growth and competitive advantage at the individual, organizational and national levels.
Unit - IV discusses production functions and the laws of production. It explains that a production function shows the relationship between inputs like labor, capital, land and the output produced. The laws of variable proportions and returns to scale are then covered. The law of variable proportions explains how output changes when one input is varied while others stay fixed. Returns to scale looks at what happens to output when all inputs change proportionately. Economies and diseconomies of scale are also discussed.
This document discusses performance management and measurement. It covers:
1. The functions and processes of performance management including planning, coordinating, controlling, measurement, analysis/evaluation, and improvement.
2. Key aspects of measurement including identifying key performance indicators (KPIs), understanding trends, benchmarking, and root cause analysis to drive continuous improvement.
3. The importance of measurement for management control, continuous improvement, and ensuring decisions are fact-based. Measurement should be integrated into management systems and processes.
Unit 1 production and operation managementAbu Bashar
This document provides an overview of production and operations management. It discusses key concepts like the objectives of production management being producing quality products at the right quantity, time, and cost. It also compares manufacturing and services, noting differences in things like customer contact, uniformity of inputs/outputs, and ability to store products. The scope of production management is outlined as including activities like facility location, plant layout, product/process design, production planning/control, and quality control.
Measuring Impact of Cost on Bioprocessingpasinclair
1) The document discusses measuring manufacturing costs and their impact on organizations. It examines how companies assess costs in making process and technology choices for biologic drug manufacturing.
2) Companies need cost models to understand how choices influence manufacturing costs, required investments, and risk management. Cost of goods models are commonly used but have limitations.
3) To optimize decision making, companies need consistent cost modeling approaches that define boundaries, use standard data, and can be shared across organizations. This will help companies drive down costs early in development.
This document discusses productivity and capacity planning. It defines productivity as the ratio of output to input. Productivity can be measured partially based on a single input like labor, or multifactor based on multiple inputs like labor, materials, and overhead. Many factors can affect productivity, both positively like standardization and technology, and negatively like labor turnover or shortages. Improving productivity involves developing measures, identifying bottlenecks, soliciting improvement ideas, setting goals, and measuring and publicizing results.
2. Productivity: Definition
Productivity is the relationship between the
outputs generated from a system and the
inputs that are used to create those
outputs. Mathematically
O
P =
I
3. Systems Concept
inputs outputs
transformations Customers
Land Goods
people SYSTEM and
capital services
facilities
equipment
tools O
energy I
materials
information productivity
6. Measuring Productivity
Static: P=O/I in a given period of time (t).
Useful for benchmarking purposes.
Dynamic: p(1)=O(1)/I(1); p(2)=O(2)/I(2);
then p(2)/p(1) yields a dimensionless index
that reflects change in productivity between
periods. ((p(2)-p(1))/p(1))*100 yields the
percentage change between periods.
7. Measuring Productivity
(Continued)
Partial-Factor: Uses a single “I” factor;
e.g., output/labor-hour, sales/employee
Multi-Factor: Uses more than one “I”
factor; e.g. output/direct costs (labor,
materials, and overhead).
Total-Factor: Uses all “I” factors.
(Note: Total-Factor captures “trade-offs”
between input factors.)
9. Application of Productivity
Measures
Individual level
Group level
Department level
Corporate level
National level
Global level
10. Global-Level Productivity
Why are global-level productivity measures
important?
How do we compare productivity among
nations?
How can a nation increase productivity in a
global economy?
11. Importance of Global-Level
Productivity Measures
Measure
and compare competitiveness
among nations.
Contribute
to the development of a nation’s
economic, social, and political policies.
Develop global cooperation among nations.
Helpbusiness organizations make
investment decisions.
12. Global-Level Productivity
Measures
Organisationfor Economic Co-operation
and Development (OECD) –
http://www.oecd.org/home/
GDP per capita (labor productivity * fraction
of people who work) is widely regarded as
the best measure.
Acommon currency is used to measure the
GDP.
13. Factors Affecting Productivity
Improvement at Global Level
Education
Technology
Macroeconomic policies
Social and culture environments
Foreign aids
Foreign investments
Industry policies & competition
15. Competing on Productivity
At the national level, growing productivity
• leads to a higher standard of living
• holds inflation in check
• enhances international competitiveness.
The annual GDP growth is partially due to
• growth in productivity
• growth in inflation
16. National Productivity Measures
(http://www.bls.gov/)
Comparisons within a segment of
economy over time
Comparisons of specific productivity
measures
International comparisons
18. Other Measures Affecting
Productivity
Efficiency
Effectiveness
Quality
Quality of Work Life
Innovation
19. Efficiency
Measures the resources expected to be
consumed to the resources actually
consumed.
Hence, it focuses on the input side of the
system. (To what degree did the system
utilize the “right” things.)
20. Effectiveness
Measures what the system sets out to
accomplish (objective) with what was
actually accomplished; plan vs. actual
Hence, effectiveness is an output measure.
(Is the output “right” - right quality, right
quantity, on time, etc.)
21. Quality
Degree to which the outputs (products and
services) from the system conform to
requirements or meet customer
expectations.
Thefocus is on quality attributes (e.g.,
conformance, performance, convenience,
responsiveness, perceived quality.)
22. Quality of Work Life (QWL)
Measures the way that employees in a
system respond to the sociotechnical
aspects of that system.
23. Innovation
Measures the applied creativity of the
system.
Relates
to the design and development of
improved products, services, and
processes.
24. How Do Those Other Measures
Affect Productivity?