İşletmelerde verimlilik arttırma teknikleri

Abstract

Bilindiği gibi genelde "verimlilik" girdinin çıktıya oranı olarak tanımlanmakta olup, girdi yani kaynakların iyi bir şekilde kulanımıyla ilgilidir. Tanımı yapan kişinin ilgilendiği alandan alana verimlilik tanımı çeşitlilikler arzetmekte ise de, temelde ortak olan noktalar ve standart tanımların gerekliliği apışından genelde üç tip standart verimlilik tanımı yapılmaktadır. Bunlar : Kısmi Verimlilik, - Toplam Faktör Verimliliği ve - Toplam Verimlilik'dir. Mikro işlem, Global Pazar, öğrenim Eğrisi, Gizlilik, Ürün Karışımı, Rekabet, Verimlilik Kazancının Bölüşümü, önderlik Yapan Rakip, Uyum, Uluslararası Görüş, Birleşik Araştırma ve Verimililk Prosesi gibi Verimlilik Arttırma ilkeleri ikinci bölümde anlatılmıştır. Sırasıyla Malzeme, Ürün, Çalışan, iş ve Teknoloji bazında verimlilik arttırma teknikleri takibeden bölümlerde yeralmaktadır. Son bölümde ise Analitik bir Verimlilik Artış Modeli yeralmakta olup bu modelle ilgili bir örnek uygulama verilmektedir.

A nation's efforts to improve productivity must begin with basic economic units, namely manufacturing and ser vice organizations. To manage productivity is a true sense of term, four formal phases must be recognized: - measurement, - evaluation - planning and - improvement. These four phases form a continuous productivity process "the productivity" cycle. Once the productivity level of an organization is measured in the current time period (for example, the current month, quarter or year), it must be compared with the target level setup in the preceeding period. Based on this evaluation, a new productivity, improvement must take place in the next period. To determine if the planned level has in fact been achieved, productivity must be measured again in the next period. The entire cyclic process repeats for as long as an organization formally manages its productivity level and growth rate. The few books that are available today (with emphasis on organization-level productivity) have been exclusively concerned with either productivity improvement but not with a systematic phase-by-phase exposition of measurement, evaluation, planning, and improvement of productivity. Generally, they emphasize the classical labor productivity measure, which can be very misleading if interpreted out side the context of a total productivity measure (the ratio of total tangible output produced to total tangible input consumed). A few of the available books emphasize the quality dimension exclusively, whereas others integ rate nonheterogeneous input and output elements, thereby making the productivity concept more difficult to under stand. In reality, the quality aspect is integral to the VII total productivity concept. For example, if the workman ship quality is poor, this will directly affect the total productivity level. Likewise, the quality of raw materials and purchased components will affect the total tangible input and/or total tangible output, thereby increasing or decraasing the total productivity level. In this study, Productivity Improvement Techniques in Organizations are presented, but the material in available texts is not sufficent to cover all details. In the first chapter, introduction, the importance and basic definitions of productivity are given. They are; - First usage of the term productivity - Related terms and differences: - Production - Efficiency - Effectivenes - Basic definations of productivity: - Partial Productivity - Total-Factor Productivity - Total Productivity. Chapter two includes principles of productivity improvement technics in the following sequence: - Microprocessor Principle - Global-Market Principle - Learning Curve Principle - Secrecy Principle - Product-Mix Principle - Emulation Principle - Productivity Gain-Sharing Principle - Leading Competitor Principle - Harmony Principle - International Outlook Principle - Cooperative Research Principle - Productivity Process Principle Chapter Three includes some of the well- established Material-Based Productivity Improvement Techniques: VIII - Inventory Control - Types of inventory Control Systems - The ABC Analysis - Material Requirement Planning - Materials Management - Quality Control - Material Handling Systems Improvement - Material Reuse and Recycling In the fourth chapter, some of the Product-Based Productivity Improvement Techniques are explained. Those techniques that affect total productivity level in a positive manner by reducing the cost of designing manufac turing, distributing, or selling a product. All techniques discussed in this chapter are eqully applicable to service oriented organisations, since they can reduce the cost of designing, delivering, or promoting a service. The techniques are in the in following sequence: - Value Analysis / Value Engineering - Product Diversification - Product Simplification - Product Standardization - Research and Development - Reliability Improvement - Emulation - Advertising and Promotion In chapter five some of the productivity improvement techniques from the points of view of human productivity and total productivity are given. Such 26 techniques are considered. Since the nature of these; techniques is such that numerical impact on productivity is difficult to judge because of lack of sufficent emprival evidence, numerical examples are provided for only some of these 26 techniques. The techniques are' the following': - Financial Incentives (Individual) - Piecework Plan - Standard Hour Plan - Measured Daywork Plan - Financial Incentives (Group) IX - Scanlon Plan - Rucker Plan - Kaiser Plan - Tonnage Plan - Dollar Sales Plan - Profit-Sharing Plan - Improshare Fringe Benefits Employee Promotion Job Enrichment Job Enlargement Job Rotation IVorker Participation Skill Enhancement Management By Objectives Learning Curve Communication Working Condition Improvement Training Education Role Perception Quality of Supervision Recognition Punishment Quality Circles PQ Teams. Zero l Defects Time Management Flextime Compressed Workweek Harmonization Chapter six includes seven of well-established, task related techniques for productivity improvement from the total productivity perspective. Traditionally, these have been used to improve human productivity, in general, and direct labor productivity, in particular. - Methods Engineering / Work Simplification - Work Measurement - Job Design - Job Evaluation - Ranking Method - Classification (Grade Description Method) - Factor Comparison Method - Point Rating Method Job Safety Design Human Factors Engineering Production Scheduling X In the seventh chapter, some Technology-Based manage ment techniques will be presented. The technics described here are only the better known ones. Also, they are discussed primarily from the productivity point of view. The headings are: - Computer Aided Design - Computer Aided Manif acturing - Computer Integrated Manif acturing - Robotics - Laser Technology - Energy Technology - Group Technology - Computer Graphics - Maintenance Management - Rebuilding Old Machinery - Energy Conservation Technology Chapter eight includes an Analytical Productivity Improvement Model and a numerical example by using this model. This model has a six-step procedure which is aimed at improving the productivity of an organization: - Data collection - Computation of productivity changes and data file compilation. - Determination of productivity improvement coef f icents.