Productivity Improvement

:
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Productivity is NOT ...

.1 Productivity is not equivalent to production

.2 Productivity is not a mere pursuit of

efficiency

Input factor

Work Smarter Not Harder

.3 Productivity is not equivalent to productive

capacity

.Rejected by customers

.4 Productivity is not equivalent to profitability

: Productivity: A Measure of

= +
Productivity = Efficiency + Effectiveness
=
Efficiency = Doing things right
=
Effectiveness = Doing the right things
= +
Productivity = Doing things right + Doing the right things
Efficiency

The Ratio of Actual Output Attained to Standard Output Expected
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 Effectiveness

The degree of accomplishment of objectives

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PRODUCTIVITY MEASUREMENT

If You Cannot Measure Productivity, You Cannot Manage It.
* : .
.

* :
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) (.

( Partial Productivity

:
= PP

Total Output/ (1) Input

.1 :Labour Productivity

.2 :Material Productivity

.3 :Machine Productivity


.4 :Capital Productivity

( :Multi-factor Productivity

=MFP Total Output/ 1 Input + 2 Input

) (Benchmarking
.

( )Total Factor Productivity (TFP

) (

=TFP
)Total Output/ (1 Input + 2 Input + 3 Input .
: Productivity Analysis
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:Productivity Evaluation

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:
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:Productivity Planning
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 :Productivity Improvement
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:Ways of Improving Productivity

Achieving the same output from less input

Achieving more output for the same input

Achieving much more output for slightly more input

Getting slightly less output for much less input

Achieving more output from less input

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Breakdown .

.24 Capacity Utilization Rate

.25 .Labor Utilization Rate

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Bottlenecks & Backlogs

Queue Time

""First- in, first- out

" Just-in-time Inventory System

Idle Time

Economic Order
Quantity

Plant Layout Design

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Types of Layout

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.1 Fixed Position Layout

.2 Product Layout

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.2 :Process Layout

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.3 :Hybrid Layout

)
(Product-Process Layout Design

:Modular Layout Design .4

Modules

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.5 :Cellular Layout

Group Technology .

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Flexibility Efficiency
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Material Handling

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""Space is money

stow

Work in process

Higher inventory turnover

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Line Balancing

) (Work Station

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Bottleneck )( .Slack Time

) (Cycle Time

).(Bottleneck

.1 Backlog
Bottleneck .

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Work Study
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Idle Time .Unproductive Time

) (.
.1 Method Study

Work Element
.

:
)(a

)(b

)(d

)(c
)(e

Method Study Steps

Select the work to be studied : :

Record :

Critical Examination :

:Develop .

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Define : :

Install : :

Standard Practice .

Maintain : :

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TIME AND MOTION STUDY
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( - MOTION STUDY

.1
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.2

.3 Foreman
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( - TIME STUDY

) (Work Measurement

) (
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) (.
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- Analysis Phase Elements

- Measurement Phase )

( .Work Element

- Synthesis

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) (

Standard Time .

Methods Alternative

Planning

Manning

Scheduling and balancing

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Time Study Steps

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: :Standard Time

:
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Allowances

= ) -1 (.

Ergonomics

Interacts
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Common Risk Factors

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Awkward Position
Repetitiveness

Sustained Exertions

Extreme temperatures and hand-arm vibration

Poorly fitted gloves

Continuous repitition of the same motions

"

." Carpal tunnel syndrome

. .
.Eyestrain
.

. Keyboard .

Total Quality Management

)

( )

( )

( .
.

.Total Quality Control

) "Total Quality Management (TQM

1985 .

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"
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People Focus

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Quality Control Circles

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12-4

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Potential Benefits of a Quality Control Circles

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.10 .Upward and downward communication

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.14 Evolve
participation activities

.Employee

Brainstorming

Generating a long

list of ideas Collective thinking

in a relative short period

of time

Potential root causes

12-6

.
:

: .
:

.1

.2 ""No idea is a bad idea

.3 "The best way to have a good idea is to

"have a lot of ideas

The Seven Tools of Quality Control

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 .Kaoru Ishikawa
%95 .

:
X :Check Sheets

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.1 )(Distinguishing between fact and opinion

.2
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.4 in a systematic format
.

.5 .
Y )Pareto Chart (Pareto Diagram

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.

) (

) (.

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 (20/80) Pareto Principle

%80 %20 . .20/80

%80 - %20 %80 %20

. 20/80 .
%20 %80 %80 %20

. %20 %80 .

) ( %80

%20 .

Z ) ( Cause & Effect Diagram or Ishikawa Diagram

)(Fishbone Diagram

Visual tool

Graphically . Explore

Identifying root causes .

. .

) ( .

.Fish Skeleton
[ GRAPHS

. .

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 2001

6 0%

; %49
5 0%

; %42

4 0%

3 0%

2 0%

; %9
1 0%

0%

\ ) Scatter Diagram (
- ).(x, y

) (x : .. Cause

- ) (y .Result

- .

Predict The strength of relationship .

.
:Correlation

) (

. "

."Correlation Analysis

] Process Control Charts

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 :Control Chart Concepts

. .
:

.1 Dispersions due to Accidental, Common, Normal Causes

Chance,

- %100
.

.2 Dispersions due to Abnormal, Special,

Assignable,Causes

. .

.Inadequate standards
.

Center Line

) Upper Control Limit (UCL

).Lower Control Limit (LCL

Center Line Process Average

Controlled Condition

Uncontrolled

.Condition
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^ Histogram

Variations

Operating Standards

) (

FIVE "S" PRACTICES

Seiri Seiton

Seiso Seitketsu
.Shitsuke

.
)(Making workplace more user friendly, cleaner and better organized

.
:The Origin of the Term 5S

) (5S ) (S:
26

Seiri, Seiton, Seiso, Seiketsu, and Shitsuke

- Put things in order (Seiri) .1
out .

- Proper Arrangement, Simplifying (Seiton) .2

- Systematic Cleaning (Seiso) .3 .

- Standardize (Seiketsu) .4
.( Seiri-Seiton-Seiso.) 3 2 1

-Sustain (Shitsuke) .5
Self-disciplined
) (Seiri, Seiton, Seiso, Seiketsu

):(5S

.1
.2

.3 .

.4 ) (5S Cycle .
:

.1 Improve on-time delivery

.2 Improve quality/ reduced defects

.3 )
( Reduce lead times

.4 )( Reduce waste in materials, space

and time
.5 Reduce inventory and storage costs
.6 Reduce of a specific machine
changeover time
.7 -
Reduce Equipment Downtime, caused by malfunction

.8 Improve Safety

.9 ) Waste
(.

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 .10 Improve productivity

KAIZEN

" " " "Kai Change " "Zen

For the better " " .

- .

) (Taiichi Ohno & Shigeo Shingo

" "Kaizen
.Use your knowledge not your money

Eliminate Waste

:
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.1 :Large-Scale Improvements

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.2 :Small-Scale Improvements
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 .
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Kaizen
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. "

" . .

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Kaizen

. Kaizen
.

:
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Processes Creates results

Man Machine Methods Materials

.Environment
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Total System Focus Vs.

Departmental Focus
Non-blaming and Non-judgmental

Waste :

.1 - ) (
Overproduction
.2 ) ( Waste in Inventory

Waste of

.3 - Waste of Defects
.

.4 Waste of Movement
Waste of Motion

.5 ) Waste of
)(Excess processing) Processing (Inappropriate Processing

.6 Waste of Waiting or Delay

.7 Waste of Transportation

POKA-YOKE

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 " " .

" "Poke-Yoke

Shigeo Shingo 1961

TMC

Error Defect .

" "Poka ) ( . " "Yoke )(.

Poka-yoke

. " "
.

" Shingo

".

" Shingo

.

" "Poka-Yoke :

.1 Prevention device

.2 Detection device

Just-In-Time

.

.
).(TMC

) (

) (

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. JIT

.
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Total Productive Maintenance

TPM

.
. TPM

Improve Productivity

.Asset availability

TPM .
Breakdown Rework
Rejected Defects .

TPM
.

TPM
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 .

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TPM :

.1

.2 " "

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.

.5 .

Zero downtime of






.6
machinery/equipment zero defects zero accidents
.

.7
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SIX SIGMA
6
6 .
3.4 Defect

)(Defects Per Million Opportunities DPMO

-

1983

6 Centerline 3.4

6.

Eliminate Wastes Rework Mistakes

Six Sigma
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 Service -related

Processes Exceed Customer Expectations .

Six Sigma

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Six Sigma .

Six Sigma
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6 1983
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Six Sigma
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Six Sigma

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Six Sigma 3.4 .

Six Sigma .

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Six Sigma:
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.Six Sigma
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BENCHMARKING

- -
Best-in-class
33

: .
The Search for those best practice that will lead to the superior performance of a
company.
:

Xerox .

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Benchmarking Partner

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.1 World class status

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