I NDEPENDENT UNI VERSI TY,

BANGLADES H
Pl ot 16 Bl ock B, Aft abuddi n Ah med Road

Bas hundhara R/ A, Dhaka, Bangl adesh

Re port Sub mi ssi on on

Operati ons syste m and producti vity i mprove me nt techni que

Sub mi tted by:

Tort oi se

Na me: Kazi Ani sul Isl am; I D: 193120

Na me: Hali ma Af roze; I D: 1930987

Na me: Puj a Rani Deb; I D: 1930989

Sub mi tted to:

Dr. Md. Ahas han Habi b

Associ at e Pr ofessor

Facult y of Busi ness St udies

Facult y at I UB
2 | Pag e

LETTER OF TRANS MI TTAL

10 August, 2022

Dr. Md. Ahas han Habi b

Ass oci at e Pr ofessor

School of Busi ness,

Independent Uni versit y, Bangl adesh.

Subj ect : “Sub mi ssi on of MBA 512 Fi nal Report”.

Dear Sir,

Wi t h due respect, t his is to i nf or m you t hat, I a m doi ng my MBA 512 under your sui per visi on.
It is my pl easure t o sub mit my fi nal report t o you.
In t he writi ng of t he report I have tried t o foll ow all t he gui deli nes pr ovi ded by you and tri ed
t o make my anal ysis i n an effecti ve way. I got enough support and i nf or mati on for prepari ng
my report on ti me from you and from t he i nternet as well. I have also gat hered so me
i nfor mati on on Hai er a globel brand and t heir policy, whi ch will hel p me i n my f ut ure and my
pr ofessi onal life t o i mpr ove my knowl edge.

I have strongl y beli eved that t his report will fulfill your expect ati ons and I will be ver y grat eful l
t o you if you will accept t his report. Your ki nd consi derati on will be hi oghl y appreci at ed.

Si ncerel y Yours,

On behalf of t he gr oup me mbers

Kazi Ani sul Isl a m
I D: 1931020
Dept. of Manage ment Infor mati on Syst e m
3 | Pag e

ABSTRACT
I mpl e ment ed wit h a l ow speed CPU, s mall me mory foot pri nt, l ow st ati c me mor y st orage and
devel oped specifi call y for l ow power require ment , s mall e mbedded devi ces are si gnifi cantl y
affect ed by pr ocessi ng time. By cutti ng down processi ng ti me needed t o co mpl et e a cert ai n
task, not onl y power consu mpti on coul d be reduced, but it coul d also l ead t o great er syst e m
perfor mance wit hout t he need t o redevel op t he current syst e m. In t his paper, we pr opose a
syst e m opti mi zati on t echni que t hr ough operati ng syst e m opti mi zati on i mpl eme nt ed duri ng t he
OS co mpil ati on st ages.

An array of met hodol ogies and t echni ques are availabl e ai med at addressi ng t he effecti veness
and effi ci ency of operati onal acti vities wit hi n Ent er prises. An ent er prise is an agree ment
bet ween a set of or gani zati ons t hat cooperat e t o for m a suppl y net wor k t o achi eve a mut uall y
benefi ci al goal such as t he deli ver y of pr oduct s and/ or servi ces t o cust omers.
The literat ure and engineeri ng body of knowl edge cont ai ns a wi de vari et y of t ools for
enhanci ng an ent er prise or its component s. The model s and t echni ques differ from each ot her
due t o t he engi neeri ng/t echni cal do mai n from which t hey have ori gi nat ed. The ori gi n of t he
techni que i nfl uences t he focus of t he t echni que on how i mpr ove ment shoul d be appr oached
and carri ed out.

The e mphasis is on t he appli cati on of st atistical experi ment desi gn t ool s and t echni ques t o
acco mplish conti nuous i mpr ove ment. So bot h phil osophi es e mphasi ze conti nuous
i mpr ove ment s but t he met hods and t ool s are different due t heir ori gi n i n t heir respecti ve fi el ds

In t his paper, t hese pr oducti vit y i mpr ove ment philosophi es and pr obl e msolvi ng met hodol ogi es
wi t h t heir var yi ng ai ms and i mpl e ment ati ons pr ocesses are discussed and co mpared. It beco mes
apparent from t he revi e w t hat t here are key si mil arities bet ween t he di verse appr oaches. Thi s
paper hi ghli ght s t hese key perfor mance fact ors and co mment s on t heir attribut es on t he pat h t o
pursue perfecti on and expl ores t he means by whi ch so me of t hese techni ques ma y be i nt egrat ed
for bett er ent erprise manage ment.
4 | Pag e

ACKNOWLEDGE MENT

At first I woul d li ke t o express my speci al t hanks of gratit ude t o al mi ght y All ah and my
super visor “Dr. Md. Ahas han Habi b” f or his abl e gui dance and support i n co mpl eti ng our
pr oj ect. Wit hout whose support and suggesti ons t his st udy woul d not have been possi bl e i n t he
first pl ace and for provi di ng val uabl e advi ce on t he successful compl eti on of t his proj ect. The
support t hat he gave trul y hel ps t he pr ogressi on and t he s moot hness of t he MBA 512 pr ogr a m.

I woul d also li ke t o extend my gratit ude t o my gr oup me mbers who al so hel ped me i n
co mpl eti ng my fi nal pr oject. I ca me t o know about so many ne wt hi ngs and I a mreall y t hankf ul
t o t he m.
5 | Pag e

Cont ents
LETTER OF TRANS MI TTAL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
ABSTRACT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
ACKNO WLEDGE MENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
I NTRODUCTI ON . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
OBJ ECTI VES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Br oad obj ecti ve . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Specifi c obj ecti ves . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
DESCRI PTI ON . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Pr oducti vity and Pr oducti vity I mpr ove ment Concept . . . . . . . . . . . . . . . . . . . . . . . . . . 7
I mpr oved pr oducti vity of land . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
I mpr oved pr oducti vity of mat eri al s . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
I mpr oved pr oducti vity of mac hi nes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
I mpr oved pr oducti vity of Me n (Labor) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
I mportance of Hi gher Pr oducti vity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
So me Techni ques f or Measur e ment of Pr oducti vity . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Wor k St udy as a Pr oducti vity I mpr ove ment Techni que . . . . . . . . . . . . . . . . . . . . . . . . . 10
Basi c Pr ocedur e of Wor k Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Wor k Meas ur e ment Techni ques f or Pr oducti vity I mprove ment . . . . . . . . . . . . . . . . . . 11
Techni ques of Wor k Measur e ment: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
CL ASSI FI CATI ONS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Pr oducti vity I mpr ove ment I ndi ces . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Fact or pr oducti vity or parti al pr oducti vity i ndi ces are of foll owi ng types . . . . . . . . . . . . 14
ADVANTAGE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Ma nage ment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Cust o mers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
E mpl oyee/ Wor kers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
DI SCUSSI ON . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Tot al Pr oducti ve mai nt enance ( TP M) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
CONCL USI ON . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
Bi bli ography . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
6 | Pag e

I NTRODUCTI ON
Pr oducti vit y refers t o t he physi cal rel ati onshi p between t he quantit y pr oduced (out put) and t he
quantit y of resources used i n t he course of producti on (i nput). “It is t he rati o bet ween t he out put
of goods and servi ces and t he i nput of resources consu med i n t he pr ocess of producti on. ”

Out put i mpli es t ot al producti on whil e i nput means l and, labor, capit al, manage ment, et c.
Pr oducti vit y measures the effi ci ency of t he pr oducti on syst e m. The effici ency wit h whi ch
resources are utilized is call ed pr oducti ve effi ci ency. Hi gher pr oducti vit y means pr oduci ng
mor e from a gi ven a mount of i nput s or produci ng a gi ven a mount wit h l esser i nput s.

At t he level of a pl ant or an i ndustry pr oducti vity is an out put -i nput rati o. But at t he macr o
level, producti vit y is a measure of perfor mance of an econo my or count ry. Fr om a nati on’ s
vi e wpoi nt pr oducti vit y is t he rati o of avail abl e goods and servi ces t o t he potenti al resources of
t he country.

Pr oducti vit y can be defined as t he econo mi c measure of out put per unit of i nput. It is t he
measure of how well t he resources are br ought t oget her i n an or gani zation & utilized for
acco mplishi ng a set of objecti ve. Pr oducti vit y is t he effect of effi ci ency and effecti veness. It is
t he quantitati ve rel ati onshi p bet ween what we pr oduce and what we have spent t o pr oduce. It
is i mport ant t o enhance its producti vit y so t hat t he or gani zati on can keep bal ance i n t he
co mpetiti ve worl d. Pr oducti vit y i mpr ove ment is t o do t he ri ght t hi ngs bett er and make it a part
of conti nuous pr ocess. Theref ore, it is i mport ant to adopt effi ci ent producti vit y i mpr ove ment
techni que so as t o ensure i ndi vi duals and or gani zati on’s growt h i n pr oducti vit y. The ai m of t his
report is t o i ntroduce and underst and pr oducti vit y i mpr ove ment, various t echni ques of
pr oducti vit y i mpr ove ment, wor k st udy and its rel ati on wit h pr oducti vit y i mpr ove ment.

OBJ ECTI VES

Br oad obj ecti ve

The general obj ecti ve of pr oducti vit y i mpr ove ment techni ques is t o pr ovi de a li nk bet ween t he
est ablishment of an effecti ve pr oducti vit y measure ment s syst e ms and t he hu man t ask of
i mpr ovi ng or gani zati onal perfor mance.

Specifi c obj ecti ves

1. To know about several producti vit y i mpr ove ment techni ques.

2. To obt ai n knowl edge about t he hi gher pr oducti vit y syst e m or fra me wor k.

3. To est ablish reasonable goals for i mpr ove ment.

7 | Pag e

4. To devel op pr oducti vity measure for all operation.

5. Make it cl ear t hat manage ment support and encourage pr oducti vit y i mprove ment.

6. Measure i mpr ove ment and publi ci zed t he m.

DESCRI PTI ON
Pr oducti vity and Producti vity I mpr ove ment Concept

Pr oducti vit y is not hi ng but reducti on i n wast age of resources li ke men, mat erial, machi ne, ti me,
space, capit al et c. It can be expressed as hu man efforts t o pr oduce mor e and mor e wit h l ess and
less i nput s of resources so t hat t here will be maxi mu m di stri buti on of benefits a mong maxi mu m
nu mber of peopl e. Pr oducti vit y denot es rel ati onshi p bet ween out put and one or all associ at ed
i nput s. Eur opean Pr oducti vit y Council st at es t hat „Pr oducti vit y is an attitude of mi nd. It is a
me nt alit y of progress of the const ant i mpr ove ment of t hat whi ch exi sts. It is cert ai nt y of bei ng
abl e t o do bett er t han yester day and conti nuousl y. It is const ant adopti on of econo mi c and soci al
life t o changi ng conditi ons. It is conti nual effort t o appl y ne w t echni ques and met hods. It is
fait h i n hu man pr ogress‟. In t he wor ds of Pet er Drucker pr oducti vit y means a bal ance bet ween
all fact ors of producti on t hat will gi ve t he maxi mu m out put wit h t he s mal lest effort. On t he
ot her hand, accor di ng t o Int ernati onal Labor Or gani zati on, ‘pr oducti vit y is t he rati o bet ween
t he vol ume of out put as measured by pr oducti on i ndi cat es and t he correspondi ng vol u me of
labor i nput' as measured by pr oducti on i ndi ces and t he correspondi ng vol ume of labor i nput as
measured by e mpl oy ment. Thi s defi niti on appli es t o an ent erprise, i ndustry or an econo my as
a whol e. The pr oducti vity of a cert ai n set of resources (i nput) is t heref ore the a mount of goods
or ser vi ces (out put) whi ch is produced by t he m. Land and buil di ng materi als, machi nes,
ma npo wer (l abor), technol ogy et c. are t he resources at t he disposal of a manuf act uri ng
co mpany. Theref ore, hi gher (i mpr oved) pr oductivit y means t hat more is pr oduced wit h t he
sa me expendit ure of resource i. e. at t he sa me cost i n ter ms of land, mat eri als, machi ne, ti me or
labor, alternati vel y, it means sa me a mount is produced at less cost i n ter ms of land, mat erials,
machi ne ti me or labor that is utilized. In countries where capit al and skill are short, whil e
unskilled l abor is pl entiful and poorl y pai d, it is especi all y i mport ant t hat hi gher pr oducti vit y
(i mpr oved) shoul d be l ooked for by i ncreasi ng t he out put per machi ne or piece of pl ant or per
skilled wor ker. I mpr ovi ng pr oducti vit y means i ncreasi ng or raisi ng pr oducti vit y wit h t he hel p
of usi ng sa me a mount of mat erials, machi ne ti me, land, labor or technol ogy. The foll owi ng
exa mpl es of each t ype of producti vit y may make i mpr oved or hi gher pr oducti vit y meani ng
cl earer.

I mpr oved producti vity of l and

If by usi ng bett er seed, bett er met hods of culti vation and mor e fertilizer, t he yi el d of cor n fro m
a particul ar hect are of land can be i ncreased from 4 qui nt als t o 6 qui nt als, t he pr oducti vit y of
t hat land, i n t he agri cult ural sense is i ncreased (i mpr oved) by 50 percent. The pr oducti vit y of
land used for i ndustri al pur poses is sai d t o have been i ncreased if t he out put of goods or ser vi ces
wi t hi n t hat area of land is i ncreased by what ever means.
8 | Pag e

I mpr oved producti vity of mat eri al s

A skilled t ail or is abl e t o cut 12 suits from a bal e of cl ot h where an unskilled l abor is abl e t o
cut onl y 10 suits from a bal e of cl ot h, t hen t he producti vit y of t he bal e used by skilled wor ker
is 16. 6 percent great er t han unskilled l abor.

I mpr oved producti vity of machi nes

A machi ne t ool is produci ng 90 pi eces per wor ki ng day (i. e. 8 hours). Consi deri ng t hat t hr ough
t he use of i mpr oved cutting t ools, t he out put is i ncreased t o 120 pi eces, t hen t he pr oducti vit y
of t hat machi ne will be increased by 33. 33 percent.

I mpr oved producti vity of Men (Labor)

The wor ker is produci ng 32 pl at es per hour. Consi deri ng t hat wit h t he i mpr oved met hods of
wor k, he will be abl e to pr oduce 42 pl at es per hour, t hen pr oducti vit y of wor ker will be
i mpr oved by 31. 25 percent. Thus it can be sai d t hat more out put results i nt o hi gher pr oducti vit y
or i mpr ove ment from same a mount of resources whi ch means l ower money costs and hi gher
net money ret ur ns per unit of out put. Anot her pr oducti vit y concept known as Japanese Holisti c
Vi e w of Pr oducti vit y expl ai ns pr oducti vit y as a compr ehensi ve holistic pheno menon
enco mpassi ng all el e ments required t o i mpr ove product s/ servi ces (out put). Producti vit y i n t he
fut ure must be concer n itself wit h seeki ng affl uence of a ki nd whi ch will provi de peopl e wit h
mat eri al wealt h as well as spirit ual satisfacti on. Al so t he out put s particularl y i n t he for m of
physi cal poll uti on must be controll ed i n t he cont ext of i ncreasi ng concer n of soci et y for cl ean
environ ment and sust ai nabl e devel op ment. To i mprove pr oducti vit y pr oducts must be desi gned
t o satisfy cust omer need wi t h opti mu m consu mption of resources wit hout generati on of wast e
i n t he manufact uri ng pr ocess.

I mportance of Hi gher Producti vity

Pr oducti vit y i mpr ove ment can be achi eved i n a number of ways. If t he level of out put is
i ncreased fast er t han t hat of i nput, producti vit y wi ll i ncrease. Conversel y, producti vit y will be
i ncreased if t he level of input is decreased fast er than t hat of out put. Al so, an or gani zati on may
reali ze a producti vit y i ncrease from pr oduci ng mor e out put wit h t he same l evel of i nput.
Fi nall y, produci ng more out put wit h a reduced l evel of i nput will result i n i ncreased
pr oducti vit y. Any of t hese scenari os may be realized t hr ough i mpr oved met hods, i nvest ment
i n machi ner y and t echnology, i mpr oved qualit y, and i mpr ove ment techni ques and phil osophi es
such as j ust-i n-ti me, t otal qualit y manage ment, lean pr oducti on, suppl y chai n manage ment
pri nci pl es, and t heor y of constrai nts. A fir m or depart ment may undert ake a nu mber of key
st eps t owar d i mpr ovi ng producti vit y.

Wi lli a m J. St evenson3 lists t hese st eps t o pr oductivit y i mpr ove ment:

9 | Pag e

 Devel op pr oducti vit y measures for all operati ons; measure ment is t he first st ep i n
ma nagi ng and controlli ng an or gani zati on.
 Look at t he syst e m as a whol e i n deci di ng whi ch operati ons are most critical; it is over-
all producti vit y t hat is i mport ant.
 Devel op met hods for achievi ng pr oducti vit y i mpr ove ment, such as soli citi ng i deas from
wor kers (per haps or gani zi ng t ea ms of wor kers, engi neers, and managers), studyi ng how
ot her fir ms have i ncreased pr oducti vit y, and reexami ni ng t he way wor k is done.
 Est ablish reasonabl e goals for i mpr ove ment.
 Ma ke it cl ear t hat manage ment supports and encourages pr oducti vit y impr ove ment.
Consi der i ncenti ves t o rewar d wor kers for contri buti ons.
 Me asure i mpr ove ment s and publi ci ze t he m.
 Don' t conf use pr oducti vit y wit h effi ci ency. Effici ency is a narrower concept t hat
pert ai ns t o getti ng t he most out of a gi ven set of resources; producti vit y is a br oader
concept t hat pert ai ns t o use of overall resources. For exa mpl e, an effi ci ency perspecti ve
on mo wi ng t he l a wn gi ven a hand mo wer woul d focus on t he best way t o use t he hand
mo wer; a producti vit y perspecti ve woul d i ncl ude t he possi bilit y of usi ng a power
mo wer. Theref ore, it is essenti al t o know t he i mport ance of hi gher / i mpr oved
pr oducti vit y i n manufacturi ng co mpany/ or gani zati on. Thus i mport ance of producti vit y
can be summari zed as foll ows:
 Pr oducti vit y is a key t o pr osperit y. Ri se i n pr oducti vit y results i n hi gher pr oducti on
whi ch has direct i mpact on st andar d of li vi ng.
 Hi gher pr oducti vit y leads t o econo mi c gr owt h and soci al progress. Hi gher producti vit y
hel ps t o reduce cost per pi ece whi ch make pr oduct avail abl e at cheaper rate. Thus it is
benefi ci al for consu mers.
 Hi gher pr oducti vit y requires eli mi nati on of wast e i n all for ms. It is necessar y t o
eli mi nat e wast age i n raw mat erial, wast age of ti me i n case of men and machi ner y,
wast age of space et c. t o i mpr ove pr oducti vit y. Several techni ques li ke wor k st udy,
st atistical qualit y control, i nvent or y control, operati on research, val ue anal ysis et c. are
used t o mi ni mi ze wast age of resources.
 I mpr ove ment i n pr oductivit y is i mport ant for country li ke ours because it can mi ni mi ze
level of povert y and unempl oy ment.

So me Techni ques f or Measure ment of Productivi ty

Pr oducti vit y has been defi ned as t he rati o of out put t o i nput. An i ncrease i n producti vit y means
an i ncrease i n out put t hat is proporti onall y great er t han i ncrease i n i nput. Producti vit y may be
measured eit her on an aggregat e basis or i ndi vi dual basis. On aggregate basis, out put is
co mpared wit h all i nputs taken (added) t oget her. Thi s is call ed as t ot al producti vit y. On
i ndi vi dual basis, out put is compared wit h any one of t he i nput fact or and t his is call ed as parti al
pr oducti vit y or fact or pr oducti vit y.

Tot al producti vit y = Tot al out put/ Tot al i nput = Total producti on of goods and ser vi ces/ Labor
+ Mat eri al + Capit al + Ener gy
10 | P a g e

Thi s i ndex measures t he pr oducti vit y of t he entire or gani zati on wit h use of all resources. It is a
way of eval uati ng effi ciency of entire pl ant or fir m. It has been sai d t hat t he chall enge of
pr oducti vit y has beco me a chall enge of measure ment. Pr oducti vit y is difficult t o measure and
can onl y be measured i ndirectl y, t hat is, by measuri ng ot her variabl es and t hen cal cul ati ng
pr oducti vit y from t he m. Thi s diffi cult y i n measure ment st e ms from t he fact t hat i nput s and
out put s are not onl y difficult t o defi ne but are al so diffi cult t o quantify. Any pr oducti vit y
measure ment syst e m shoul d pr oduce some sort of overall i ndex of pr oducti vit y. A s mart
measure ment pr ogra m co mbi nes pr oducti vit y measure ment s i nt o an overall rati ng of
perfor mance. Thi s t ype of syst e mshoul d be flexi ble i n or der t o acco mmodate changes i n goal s
and poli ci es over ti me. It shoul d also have t he abilit y t o aggregat e t he measure ment syst e ms of
different units i nt o a si ngle syst e m and be abl e t o co mpare pr oducti vit y across different units.
The ways i n whi ch i nput and out put are measured can pr ovi de different producti vit y measures.
Di sadvant ages of producti vit y measures have been t he dist orti on of t he measure by fi xed
expenses and also t he inabilit y of producti vit y measures t o consi der qualit y changes (e. g.,
out put per hour mi ght i ncrease, but it may cause t he defect rat e t o rise). It is easi er t o concei ve
of out put s as tangi bl e units such as nu mber of ite ms pr oduced, but ot her factors such as qualit y
shoul d be consi dered. Experts have cit ed a need for a measure ment pr ogra m t hat gi ves an equal
wei ght t o qualit y as well as pr oducti vit y. If qualit y is i ncl uded i n t he rati o, out put may have t o
be defi ned as somet hi ng li ke t he nu mber of defect-free units of producti on or t he nu mber of
units whi ch meet cust omer expect ati ons or require ment s. Theref ore, it is ver y much essenti al
t o underst and different techni ques of measuri ng t he pr oducti vit y and its i mpr ove ment. In
practi ce, t here are multi ple pr oducti vit y i mpr ove ment techni ques. Secti on 3.5 expl ai ns so me of
t he i mport ant techni ques for measure ment of producti vit y.

Wor k St udy as a Producti vity I mpr ove ment Techni que

Wor k st udy is an i mport ant manage ment t ool t o achieve hi gher pr oducti vit y. It is rel at ed t o hu man
wor k, met hod of doi ng wor k and st andar d of perfor mance. The sur vi val of any or gani zati on is
dependent on use of lat est technol ogy and effi ci ent met hods of pr oducti on. To impr ove effici ency of
pr oducti on it needs effecti ve utilizati on of pl ant, equi pme nt and l abor. Thi s can be achi eved by usi ng
wor k st udy whi ch st udi es met hod and eval uat e t he perfor mance. It di vi des wor k i nt o s mall er el e ment s,
st udi es it, and rearranges it to get sa me or great er effi ci ency at reduced cost. Wor k st udy is direct means
of risi ng or i mpr ovi ng t he producti vit y. wor k st udy ai ms t o i mpr ove pr oducti vit y t hrough t he syst e mati c
anal ysis of existi ng operations, pr ocesses and wor k met hods so as t o i mpr ove t heir effi ci ency wit h little
or no extra capit al expenditur e. To achi eve t his i mpr ove ment, it is extre mel y i mport ant t o appl y wor k
st udy conti nuousl y and t hr oughout t he or gani zati on. Thus, Int er nati onal Labor or gani zati on has cl earl y
shown t o what ext ent t here is direct rel ati onshi p of work st udy i n raisi ng t he pr oducti vit y.

The obj ecti ves of t he work st udy are as foll ows:

 Anal ysis of existi ng met hod

 Fi ndi ng weakness i n existi ng pr oducti on pr ocess
 Most effecti ve utilizati on of existi ng or pr oposed report and resources
 Setti ng and measuri ng perfor mance st andar d
 Us e of perfor mance st andar d t o pay i ncenti ves
11 | P a g e

 St andar di ze met hod, mat eri al and equi pment’s used i n t he pr oducti on pr ocess

Techni ques of Wor k St udy:

The a mount of wor k i n a gi ven j ob is referred t o as wor k cont ent. The work st udy consists of
t wo t echni ques:

(a) Met hod St udy: Met hod st udy is t he syst e mati c recor di ng and critical exa mi nati on of
exi sti ng and pr oposed ways of doi ng wor k. It is concer ned wit h t he reducti on of wor k cont ent
of a j ob or operati on.

(b) Work Meas ure me nt: Wor k Measure ment is t he appli cati on of techni ques desi gned t o
est ablish t he ti me for a qualified wor ker t o carry out a specifi ed j ob at defi ned l evel of
perfor mance. It is concerned wit h t he i nvesti gati on and reducti on of any i neffecti ve ti me
associ at ed wit h it.

Basi c Procedur e of Work St udy

Wor k st udy pr ocedure consi sts of ei ght st eps as sho wn i n Fi gure.

Wor k Measur e ment Techni ques f or Producti vity I mpr ove ment

 Me ani ng and objecti ves of Work Meas ure me nt : Basi call y t here are ei ght obj ecti ves
of wor k measure ment as me nti oned bel ow:
 Pl anni ng: Wor k measure ment dat a enabl es manage ment t o det er mi ne ma npo wer
require ment, fut ure require ment s of equi pment’s & machi nes as well as number of
machi nes a wor ker can conveni entl y handl e and to underst and st art and end ti me of a
parti cul ar process.
 Esti mati on of costs: Manufact uri ng ti me is required t o esti mat e l abor cost. Si mil arl y,
i ndirect costs li ke depreci ati on, rent, power char ges, fuel, sal ari es of st aff and
super visors et c. depends on ti me.
 ( Cost reducti on and Cost control: Wor k measure ment dat a is hel pf ul to reduce or
control cost. Effi ci ency can be i mpr oved if i nfor mati on of men, machi ne utilizati on and
ti me l ost by men and machi ne is avail abl e. It provides l abor costs st andar ds whi ch hel p
t o control labor costs.
 Basi s for i ncenti ve: Wor k measure ment dat a acts as basis for i ncenti ves t o prepare for
st andar ds t hat needs t o be achi eved by wor ker.
 I mprove me nt i n exi sti ng met hods: Wor k measure ment dat a hel ps t o bri ng
i mpr ove ment i n exi sti ng met hods by eli mi nati ng unnecessar y acti vities those results
i nt o wast e of ti me.
 Co mpari son of alternati ve met hods: When met hod st udy gi ves t wo or mor e
alt ernati ves whi ch are equall y advant ageous, work measure ment dat a helps t o sel ect
one alt ernati ve.
 Sub-st andard Workers: Wor k measure ment dat a hel ps t o set st andar ds li ke
pr oducti on per hour or per shift by wor ker. Manage ment needs t o take decisi ons about
12 | P a g e

wor kers li ke trai ni ng, transfer of ol d wor kers t o light j obs, acti on agai nst wor kers who
pur posel y wor k sl ow, et c.
 Me as uri ng e mpl oyee perf or mances: Wor k measure ment dat a is usef ul t o check
e mpl oyee perfor mance. It enabl es li ne manage ment t o fi nd out if e mpl oyee is maki ng
satisfact or y pr ogress, fully trai ned or trai ni ng peri od shoul d be ext ended or if wor ker is
suit abl e for j ob offered.

Techni ques of Work Measure ment:

The wor k measure ment is carri ed out by usi ng foll owi ng pri nci pl e t echni ques as shown i n
Fi gure.

Ti me st udy: Ti me st udy is t he techni que of wor k measure ment t o est ablish ti me for a qualifi ed
wor ker t o carry out specifi ed t ask under specified conditi ons and at defi ned l evel of
perfor mance. Basi c ti me st udy equi pment consists of – a st op- wat ch, a st udy- boar d and ti me
st udy for ms. The ti me st udy pr ocedure consists of st eps such as: (i) Selecti on of Job (ii)
St andar di zati on of Met hod (iii) Sel ect t he operat or for st udy (i v) Recordi ng of det ails (v)
Me as ure t he durati on of each el e ment (vi) Cal cul ati ng represent ati ve ti me of each el e ment (vii)
Convert obser ved ti me int o nor mal ti me (viii) Calcul at e rel axati on and other all owances (i x)
Cal cul at e St andar d ti me. Ti me st udy can be performe d dependi ng on t he accuracy of st opwat ch
met hod, ti me recor di ng machi ne and moti on pi cture ca mera.

Wor k Sa mpli ng: Wor k sa mpli ng was pi oneered by L. H. C. Ti ppet i n a British Textile Mill. It
is a met hod of fi ndi ng t he percent age occurrence of cert ai n acti vit y by st atisti cal sa mpli ng and
rando m obser vati ons. It is also known as “ Acti vity Sa mpli ng”, “Rati o- del ay st udy”, “Rando m
obser vati on met hod”, “Snap-readi ng met hod” and “ Obser vati on rati o st udy”. Wor k sa mpli ng
can be appli ed and used for -

 Wor k sa mpli ng dat a pr ovi des usef ul i nfor mati on on del ays and i nt errupti ons i n wor k
pr ocess whi ch hel ps t o simpl y wor k pr ocess.

 Al l owances t hat cannot be measured usi ng ti me st udy met hod as t hey are s mall and
i nfrequent can be economi call y measured by work sa mpli ng met hod.

 Wor k sa mpli ng is used to measure t he wor k l oad of het erogeneous wor k that i nvol ves
l ong cycl e j obs.

 The i nf or mati on deri ved from wor k sa mpli ng can be used t o co mpare t he effi ci ency of
t wo depart ment s, t o pr ovi de for a mor e equal distri buti on of wor k and reasons behi nd
i neffecti ve ti me.

St andard Dat a: Lar ge nu mbers of operati ons i n a pl ant have several common el e ment s. When
si mil ar el e ment s and j obs are present t hroughout a pl ant, t he st andar d data syst e m of wor k
measure ment can be used. St andar d dat a consist of tabl es, cur ves and charts built up fro m
vari ous basi c j ob constit uent s call ed as el e ment s. These el e ment s al ong with t he ti me are used
t o set out put st andar ds for ne w j obs for organi zati on. St andar d dat a el eme nt s must first be
13 | P a g e

measured by any of t he t hree wor k measure ment syst e ms: Ti me St udy, P MTS or wor k
sa mpli ng. Theref ore, it is i mport ant t o choose t he el e ment s used i n t hese met hods t hat can be
reused i n st andar d dat a. The st andar di zati on of times and met hods is critical usi ng st andar d
dat a. It is feasi bl e under foll owi ng conditi ons: (i) Identi cal el e ment s recur consi st entl y fro m
j ob t o j ob. (ii) The wor kload consists of si mil ar operati ons, machi nes, product s and met hods.
(iii) All si mil ar el e ment s have i denti cal st art and st op moti ons and are spread t hr oughout t he
pl ant. St andar d dat a hel ps t o reduce or eli mi nat e repr oducti on of wor k t hat is usuall y obser ved
whil e perfor mi ng ti me study as i denti cal el e ment s are ti med over and over agai n. Thi s results
i n reduced ti me st udi es, standar d setti ng ti me and st andar d setti ng costs, t hus i ncreasi ng
st andar d accuracy and consi st ency.

Predeter mi ned Moti on Ti me St udy ( PMTS): These syst e ms utilized the ti me st udy and
mi cr o moti on t echni ques of t he earlier techni ques t o det er mi ne and assi gn ti mes t o specifi ed
basi c moti ons. It is a work measure ment techni que whereby ti me est ablished for basi c hu man
e moti ons are used t o buil d up t he ti me for a j ob at a defi ned l evel of perfor mance. PMTS i s
al so call ed as Predet er mi ned Ti me St andar ds ( PTS). The moti ons and associ at ed ti mes wer e
cat al ogued. Wor k measure ment t hen beca me a matt er of est ablishi ng t he best basi c moti on
patt ern t o perfor m a certai n t ask and, from t he catal og or dat a car d, assi gni ng t he appr opri at e
predet er mi ned ti me for each basi c moti on i n t hat patt ern. Si nce ti mes for all moti ons are
predet er mi ned, it is possi bl e t o accurat el y predi ct fut ure t ask ti mes. The cat al ogs of
predet er mi ned ti mes l evel ed t o 100 % of perfor mance ti me. Of all t he predet er mi ned moti on
ti me syst e ms, t he most well-known is Met hods-Ti me Measure ment ( MTM), as devel oped by
Har ol d B. Maynar d, G. J. St ege mert en, and J. L. Schwab and published i n 1948. Because it is
a ver y det ailed syst e m and i n t he publi c do mai n, MT M has been recogni zed as t he most
accurat e and wi del y accept ed predet er mi ned moti on ti me syst e m i n use t oday. The MT M
syst e m has a det ailed data car d of basi c moti ons (reach; Move; Grasp; Positi on; Rel ease; body,
leg, and foot moti ons; and so on), each concer ned wi t h particul ar variabl es. Basi c moti ons are
i dentified, and wit h t he vari abl es consi dered t he appr opri at e ti mes are chosen from t he dat a
car d. Because of its det ail, MT M can be a ver y exact syst e m and also ver y slo w t o appl y. Al so,
basi c moti on dist ances must be accurat el y measured and correctl y cl assified because of t he
det ail, appli cat or errors can be a pr obl e m. The ti mes t hat result fro m perfor mi ng an MT M
anal ysis refl ect a 100 % perfor mance l evel, and times can be est ablished for operati ons pri or t o
pr oducti on. MT M measures ti me i n Ti me measure ment Unit ( TMU) and 1 TMU = 0. 0006
mi nut es. MT M anal yses an i ndustri al j ob i nt o basic hu man move ment s and st andar d ti me can
be cal cul at ed by addi ng suit abl e all owances.

Foll owi ng are t he avail able Predet er mi ned Ti mes and Moti on syst e ms:

 Mot i on Ti me Anal ysis (MT A)

 The Wor k Fact or Syst e m ( WOF AC)

 Met hods- Ti me- Measureme nt ( MT M)

 Basi c Moti on Ti me St udy ( BMT)

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 Di mensi onal Moti on Ti mes ( DMT)

 Ma ynar d Operati on Sequence Techni que ( MOST)

 Modul ar Arrange ment of Predet er mi ned Ti me St andar ds ( MODAPTS)

 Mast er St andar d Dat a ( MSD).

Ma ynard Operati on Sequence Techni que ( MOST): MOST was devel oped by H. B Maynar d
i n 1970. It is one of t he revol uti onar y predet er mi ned Moti on and Ti me Study t echni ques for
wor k measure ment. It allo ws t he syst e m t o measure t he wor k wit h t he help of met hod st eps
and sequence model s. MOST syst e m co mpri ses of

 MOST Wor k Measure ment Syst e ms

 MOST appli cati on Syst ems

 MOST Co mput er Syst e ms. Appli cati on of MOST results i n accurat e wor k standar d,
effi ci ent capacit y and manpo wer pl anni ng.

CLASSI FI CATI ONS

Pr oducti vity I mpr ove ment I ndi ces

Fact or producti vity or parti al producti vity i ndi ces are of foll owi ng types

 Labor producti vity: The i mport ant functi on in any pr oducti on set-up is t hat t he
budget ed quantit y of work must be achi eved over a peri od of ti me. Labor producti vit y
depends upon how Labor s are utilized. Labor producti vit y can be hi gher or l ower
dependi ng on fact ors li ke avail abilit y of wor k l oad, mat eri al, wor ki ng t ools, avail abilit y
of power, wor k effi ci ency, level of moti vati on, level of trai ni ng, level of wor ki ng
conditi on (comf ort abl e or poor) et c. Labor pr oducti vit y can be measured i n ter ms of
hours or money.

Labor pr oducti vit y= Tot al out put/ Labor i nput

Labor pr oducti vit y (i n ter ms of hours) = Tot al quantit y pr oduced/ Act ual ma n hours required
t o produce t hat quantity

Labor pr oducti vit y (i n ter ms of money) = Tot al cost (or sal es val ue) of out put produced/
Amount i n ter ms of rupees spent on wor kers

The pr oducti vit y of Labor can be i ncreased by increasi ng effi ci ency of Labor and reduci ng
Labor ti me.

 Mat eri al producti vity: Pr oducti on syst e m converts ra w mat eri al i nt o fi nished pr oduct
wi t h t he hel p of mechani cal or che mi cal processes. Mat eri al producti vit y pl ays
15 | P a g e

i mport ant rol e i n cost of pr oducti on. Mat eri al producti vit y depends upon ho w mat eri al
is effecti vel y utilized i n its conversi on i nt o fi nished pr oduct. Mat eri al pr oducti vit y
depends upon percent age of rej ecti on, creati on of scrap, level of spoil age, obsol escence,
wor k wast age et c. Mat erial producti vit y is expressed as:

Mat eri al producti vit y= Tot al out put/ Mat erial i nput

Or, Mat erial producti vit y= Nu mber of units produced/ Tot al mat erial cost

Mat erial producti vit y can be i ncreased by usi ng skill ed wor kers, adequat e machi ne t ool s, good
desi gn of pr oduct et c.

iii) Machi ne Pr oducti vity: Pr oducti on syst e m converts ra w mat erial i nto fi nished pr oduct
t hrough mechani cal or che mi cal process wit h t he hel p of machi nes and equi p ment s. Machi ne
pr oducti vit y depends upon avail abilit y of ra w mat erial, power, skill of wor kers, machi ne l ayout
et c.

Mat eri al producti vit y = tot al out put / mat erial i nput

Or, Mat erial producti vit y = Out put i n st andar d hours / Act ual machi ne hours

 Capi t al producti vity: For any pr oducti on set-up, facilities of machi nes, t ools, land et c.
are required whi ch are assets of organi zati on. Capital is needed for such assets. As huge
capit al is l ocked i n assets, t heir effecti ve utilization is absol ut el y necessary. Capit al
pr oducti vit y depends on how effecti vel y assets are utilized. Theref ore, deci si on is
necessar y t o take about repl ace ment of fi xed assets. Earl y repl ace ment of fi xed asset s
bri ngs down mai nt enance cost but requires capital expenses. On t he ot her hand, l at e
repl ace ment of fi xed asset s i mpr oves rati o of producti on t o capit al expendit ure, but it
i ncreases mai nt enance cost. Theref ore, proper bal ance is necessar y. Or gani zati on spent
large a mount (direct expendit ure) for assets li ke direct mat erial, direct wages, l and,
buil di ng, equi pment et c. But a pr oducti on syst e m i ncurs a l ot of direct expendit ure li ke
sal ari es of manpo wer e mpl oyed i n pl anni ng, st ore keepi ng, recor d keepi ng, i nspecti on
et c. Indirect Labor is also used for mat erial move ment, good housekeeping, cl eani ng
et c. Indirect expendit ure is i ncurred on i ndirect mat eri al li ke t ool s, oils, l ubricant et c.

Capit al producti vit y = t otal out put/ capit al i nput

Or, Capit al producti vit y = t ot al out put/ capit al e mpl oyed.

ADVANTAGE
Oper ati on Syst e m & Hi gher pr oducti vit y pr ovi des several benefits t o manage ment, e mpl oyee
as well as t o cust omer and ot her st akehol der rel ated t o a fir m. At t he macr oecono mi c l evel,
pr oducti vit y i mpr oves a country’s li vi ng st andards because mor e goods and ser vi ces are
pr oduced at bett er pri ces, i nfl ati on and i nt erest rat es tend t o be st abl e, and gr oss do mesti c
pr oduct ( GDP) t ends t o be hi gh and at t he mi cr oecono mi c l evel, hi gh pr oducti vit y can i ncrease
16 | P a g e

peopl e’s real i nco me and i mpr ove t heir abilit y t o purchase goods and ser vices, enj oy l eisure
acti vities, access bett er housi ng and educati on, and contri but e t o soci al and environ ment al
pr ogra ms.

At a fir m or i ndustry l evel, t he benefits of producti vit y gr owt h can be distri but ed i n a nu mber
of different ways:

 To t he wor kf orce t hrough bett er wages and conditi ons.

 To sharehol ders and superannuati on funds t hrough i ncreased pr ofits and di vi dend
di stri buti ons.

 To cust omers t hr ough l ower prices.

 To t he environ ment t hrough mor e stri ngent environ ment al prot ecti on.

 To gover n ment s t hrough i ncreases i n tax pay ments ( whi ch can be used t o fund soci al
and environ ment al progra ms).

 GDP can be det er mi ned in t hree ways, all of whi ch shoul d, i n pri nci pl e, give t he sa me
result. They are t he product (or out put) appr oach, t he i nco me appr oach, and t he
expendit ure appr oach.

Ma nage ment

Hi ghl y pr oducti ve compani es can bett er meet t heir obli gati ons t o suppli ers, wor kers,
sharehol ders, and government s whil e mai nt aini ng co mpetiti veness or i mpr ovi ng t heir
co mpetiti veness i n t he mar ket pl ace. When t he pr oducti vit y of a company i mpr oves, t he
busi ness will gai n many benefits.

 Increase i n i nco me/ pr ofitabilit y.

 Lo weri ng runni ng costs/operati onal costs.

 Ma xi mi zi ng t he use of all of t he company’s resources such as l and,

equi p ment’s/ machi neri es, fact or y, wor kers, and etc.

 Gai ni ng a great er share of t he mar ket.

 Mor e cash fl ows mean more opport unit y for t he co mpany t o expand and gro w.

 To cl ear t he debt or l oans acquired from different sources.

 To st and bett er i n t he market.

 Contri but es t o t he co mpetiti ve advant ages of fir m.

17 | P a g e

Cust omers

Most of t he hi ghl y pr oducti ve co mpani es all over t he worl d have used it t o gai n t he l oyalt y of
consu mers and meet t heir needs. Satisfacti on of cust omers will result i n t heir l oyalt y t owar ds
t he company.

 Pr oducti vit y hel pf ul i n reduced pri ce of t he articl e.

 Hi gher pr oducti vit y results i n bett er cust omer satisfacti on.
 Cust omers are pr ovi ded wi t h good qualit y pr oducts at l ow pri ces.

E mpl oyee/ Workers

When a fir m is hi ghl y pr oducti ve it beco mes successful event uall y, and because of t his,
i ncenti ves are bound t o be made avail abl e t o t he empl oyees. These i ncl ude pay raises, bonuses,
and medi cal i nsurance and so on. Thi s will also moti vat e e mpl oyees and gives t he m mor e j ob
opport unities as t he company gr ows. The e mpl oyee gets many benefits.

 Co mpany can pay hi gher sal ary and wages.

 Bett er Wor ki ng Conditi ons.

 Hi gher st andar d of li vi ng.

 Job Securit y and Satisfacti on

DI SCUSSI ON
Pr oducti vit y i mpr ove ment is t o do t he ri ght t hi ngs bett er and make it a part of conti nuous
pr ocess. Theref ore, it is import ant t o adopt effi ci ent pr oducti vit y i mpr oveme nt techni que so as
t o ensure i ndi vi dual s and organi zati on’s gr owt h i n producti vit y.

Pr oducti vit y is t he rati o bet ween out put and i nput. It is quantitati ve rel ati onshi p bet ween what
we pr oduce and what we have spent t o pr oduce.

Pr oducti vit y i mpr ove ment techni ques can be appli ed effecti vel y i n ent erprises of any si ze, fro m
one- person co mpany t o cor porati ons wit h t housands of st affs. So me of t he Pr oducti vit y
I mpr ove ment techni ques are menti oned bel ow:

 KAI ZEN Techni ques

 Fi ve SS of Housekeepi ng
 Muda eli mi nati on
 Poka- Yoke
 S MED
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KAI ZEN Techni ques: Kai zen ( Conti nuous impr ove ment) is a manage ment support ed
e mpl oyee dri ven pr ocess where, e mpl oyees make a great nu mber of conti nuous i mpr ove ment
efforts.

Fi ve SS of Housekeepi ng: A struct ured appr oach t o achi eve cl ean and or derl y wor k pl ace by
fi xi ng pl ace for ever yt hing. Fi ve SS is an abbreviati on for t he Japanese wor ds: Seiri, Seit on,
Sei so, Sei ketsu and Shitsuke.

Muda eli mi nati on: Muda means “ Wast e” Muda eli mi nati on i mpli es an “ongoi ng” and
syst e mati c reducti on or eli mi nati on of wast e.

Poka- Yoke: It is powerful and co mpr ehensi ve met hod of error pr oofi ng. A wor k pr ocess t o
eli mi nat e i nadvert ent errors t o ensure qualit y pr oduct s and servi ces. It hel ps i n defect
preventi on and defect detecti on.

S MED: Si ngl e Mi nut e Exchange of Di e ( S MED) is a techni que of perfor mi ng a set up

operati on i n lesser a mount of ti me. It affects a machi ner y set up for change over from j ob t o
anot her i n less t han 10 mi nut es expressed as a si ngle di git. It hel ps i n reduced Wor k-i n- pr ogress
bett er average dail y pr oducti on, i ncreased capacity and fast er deli ver y t o cust omers.

Tot al Producti ve mai nt enance (TP M)

TP M i s keepi ng machi nes i n good wor ki ng conditi on t hrough syst e matic mai nt enance of
equi p ment so t hat t hey fail less frequentl y and pr oducti on pr ocess conti nues wit hout
i nt errupti on.

Just-In- Ti me: The t er m JI T refers t o pr oduci ng onl y what is needed when it is needed and i n
needed quantit y. The ai mof JI Ti n a fact or y is t o reduce l ead ti mes, mi ni mi ze i nvent or y, reduce
t he defect rat e t o zer o and acco mplish all of t he above at mi ni mu m cost.

Kanban: Kanban is a ma nual pr oducti on scheduli ng t echni que controlled by a pr ocess or

machi ne operat or. Kanban means car d i n Japanese, i.e. attached t o gi ven nu mber of parts or
pr oduct s i n t he pr oduction li ne i nstructi ng t he deli ver y of gi ven quantit y. The Kanban car d
aft er all parts/ pr oduct s have been used up is ret ur ned by t he operat or t o its ori gi n.

Vi s ual manage me nt: Visual manage ment is t he met hod of provi di ng, in a cl earl y vi si bl e
ma nner, t o bot h wor kers and manage ment, i nformati on on t he current st at us i ncl udi ng t ar get
of t he vari ous operati ons perfor med as well as various wor k pi eces found at t he wor k pl ace.

Wor k St andar ds: Wor k standar ds represent t he best way of doi ng a j ob and it consists of set of
docu ment ed poli ci es, rules, directi ves and pr ocedures est ablished by t he ma nage ment for all
maj or operati ons t o enabl e e mpl oyees t o perform t heir j obs wit hout errors and t o enabl e
ma nage ment t o mi ni mi ze vari ati ons i n out put, qualit y, wor k-i n- pr ogress and cost.
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CONCL USI ON
The suggesti ve techni ques cover a compr ehensi ve series of aspect s i n mi ni mi zi ng re wor ks i n
t he i ndustri es by ensuri ng qualit y Pr oducti on also hel ps t o i mpr ove pr oducti vit y. Pr oducti vit y
hel p t o reduce t he cost of product and Qualit y is ulti mat el y gi ven cust o mer satisfacti on. Good
Qualit y i ncreases t he value of a product or servi ce, est ablishes brand na me, and buil ds up a
good reput ati on for t he export er, whi ch i n t urn results i n cons u mer satisfacti on, hi gh sal es.
Eli mi nati ng non- pr oducti ve acti vities will i mpr ove t he pr oducti vit y of the manuf act uri ng
i ndustry.
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Bi bli ography
J, S. W. ( n. d.). Producti on and Operati on Manage ment .

Ku mar, P. S. (n. d.). I ndustria Engi neeri ng and Pr oduction & Oper ati on Manage ment .

L. C., J. (n. d.). Producti on ( Oper ati on) Manage ment .

M, S. (n. d.). econo mi csdi scussion. net . Retri eved fro m

htt ps: // www. econo mi csdi scussi on. net/ manage ment/pr oducti vity- meani ng-concept-
f or mul as/32324

Vill arroel, J. (n. d.). ACADE MI A . Retri eved from

htt ps: // www. acade mi a. edu/43235993/ CHAPTER_3_PRODUCTI VI TY_I MPROVE MENT_TECHN
I QUES_AND_I TS_RELATI ONSHI P_ WI TH_ WORK_STUDY
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