PRODUCTION

AND
PRODUCTIVITY
what is productivity flow?
- the optimal state of productivity where an individual or team
is fully immersed and focused on their tasks, leading to efficient
work output.
 Certain theories and formulas in productivity focus on understanding and
improving this flow
1. Gannt Chart

• A type of bar chart that illustrates a project schedule, showing the start and finish dates of various elements of the
project. Gantt charts help in planning, scheduling, and tracking progress in project management.

2. Pareto Principle (80/20 Rule):

• This principle suggests that roughly 80% of results come from 20% of efforts. In productivity, it can be applied to
prioritize tasks and focus on the most impactful activities that yield the greatest results.

3. Eisenhower Matrix
• This productivity tool, attributed to former U.S. President Dwight D. Eisenhower, categorizes tasks based on urgenc
y and importance. It helps individuals prioritize tasks by distinguishing between what is urgent and what is truly im
portant.
 Certain theories and formulas in productivity focus on understanding and
improving this flow

4. Pomodoro Technique
• A time management method developed by Francesco Cirillo, the Pomodoro Technique involves breaking work into i
ntervals, typically 25 minutes in length, separated by short breaks. This method aims to enhance focus and productiv
ity by working in short, concentrated bursts.

5. Kanban Method
• Originating from Toyota's manufacturing processes, the Kanban method visualizes workflow on a board with cards
representing tasks. It emphasizes limiting work in progress (WIP) to improve efficiency and flow.
THANK YOU VERY
MUCH!
1. Gannt Chart (Gannett Chart)
the Gantt chart itself doesn't have a fixed formula, its construction typically involves th
e following components:

• Tasks: List of all the tasks that need to be completed for the project.
• Timeline:
Horizontal axis representing time, usually broken down into days, weeks, or mont
hs, depending on the project's duration and granularity.
• Bars:
Bars or rectangles represent individual tasks. The length of each bar corresponds t
o the duration of the task, and the position of the bar on the timeline indicates whe
n the task starts and finishes.
• Dependencies
: Arrows or lines between tasks indicate dependencies, showing which tasks must b
e completed before others can start.
• Milestones
: Significant points in the project, such as project kick-off, major deliverables, or p
roject completion, are represented by diamond shapes or other markers.

Gantt charts can ecance productivity in several ways:

• Clarity of schedule:
making it easier for team understand needs to be done and when.
• Task Allocation: Help in distributing work among team members effectively.
• Progress Tracking: Identifying potential delays
• Communication:
Allowing project managers to easily share project status and timelines with stakeh
olders, fostering collaboration and alignment among team members.
 2. Pareto Principle (80/20 Rule):
In an example from Perry Marshall in a primer to the Pareto principle,

He writes:
“If you have 1000 customers, 80%
of your business comes from 200 of them. But if we now look at those 200 best ones, 80/20 is still true. 80% of business from those 200 will come from 20% of the 200, which is 40.
If you now look at the top 20% of the top 40 customers, it will leave you with 8 customers. Nearly half of your entire business will come from those 8!”

How does it work? Let's do the math. If 80% of 80% of business comes from 20% of the 20% of the customers, it's (0.80 x 0.80) / (0.20 x 0.20). This means that 64% of business comes from
4% of the customers. That is 80/20 squared or (80/20)2.

Understanding and applying the Pareto Principle can lead to more efficient resource allocation and better decision-making. Here are a f
ew ways you can use it to boost productivity:

• Identify the Vital few: Focus on the 20% of tasks or activities that yield the most significant results. By identifying these critical
few, you can prioritize your efforts to maximize productivity.
• Eliminate or Delegate the Trivial Many: Recognize the less productive 80% of tasks that contribute minimally to your goals.
Consider delegating these tasks to others or eliminating them altogether to free up time and resources for more impactful activities.
• Optimize Processes: Analyze where the majority of your resources are spent and look for ways to streamline processes. By
optimizing workflows and eliminating inefficiencies, you can improve productivity and achieve better results with less effort.
• Continuous Improvement: Apply the Pareto Principle to ongoing improvement efforts. Focus on the 20% of changes that will
deliver 80% of the benefits, rather than getting bogged down in minor optimizations that yield minimal results.
• Time Management: The 80/20 rule in time management emphasizes focusing on tasks that contribute the most to your goals,
allowing you to prioritize effectively. By identifying and prioritizing these tasks, you can avoid being overwhelmed by less
important activities and maximize your productivity.
 3. Eisenhower Matrix
The Matrix categorizes tasks into four quadrants:

• Urgent and Important: Tasks that are both urgent and important. These are the top priority and require immediate attention.
• Important but Not Urgent: Tasks that are important but not urgent. These should be scheduled and worked on later.
• Urgent but Not Important: Tasks that are urgent but not important. These can often be delegated or minimized.
• Not Urgent and Not Important: Tasks that are neither urgent nor important. These tasks should be eliminated or minimized.

The formula for productivity using the Eisenhower Matrix lies in identifying tasks correctly an
d allocating time and resources accordingly. Here's how you can leverage the matrix for produc
tivity:

1. Prioritize tasks:
Start by listing all your tasks and categorizing them into the four quadrants based on their
urgency and importance.
2. Focus on Quadrant 1:
Attend to tasks in Quadrant 1 first, as they are both urgent and important. These tasks are u
sually related to deadlines, emergencies, or critical issues.
3. Schedule tasks from Quadrant 2:
Allocate time for tasks in Quadrant 2, which are important but not urgent. This includes ac
tivities like long-term planning, skill development, and relationship-building.
4. Delegate or minimize Quadrant 3 tasks:
Delegate tasks in Quadrant 3 that are urgent but not important, whenever possible. If deleg
ation isn't an option, try to minimize time spent on these tasks.
5. Eliminate or minimize Quadrant 4 tasks:
Tasks in Quadrant 4 are neither urgent nor important. These tasks often serve as distractio
ns and can be eliminated or reduced to free up time for more meaningful activities.
 4. Pomodoro Technique:
It's designed to improve productivity by breaking work into intervals, traditionally 25 minutes in length, separated by short breaks. Here's a breakdown of the technique:

1. Choose a Task: Select a task you want to work on.

2. Set a Timer: Set a timer for 25 minutes, known as a "Pomodoro".
3. Work on the Task: Work on the task until the timer rings. Focus exclusively on the task during this time. If you have a distracting thought, write it down and get back to the
task.
4. Take a Short Break: When the timer rings, take a short break (usually 5 minutes). This break is important to rest and recharge.
5. Repeat: Repeat the process. After completing four Pomodoros, take a longer break, typically 15-30 minutes.

To enhance productivity using the Pomodoro Technique, you can:

• Prioritize Tasks:
Start with the most important tasks and use Pomodoros to tackle them one by one.
• Eliminate Distractions: Duri
ng Pomodoros, minimize distractions like phone calls, emails, or social media.
• Adjust Pomodoro Lengths:
While 25 minutes is standard, you can adjust the length of Pomodoros and breaks based o
n your preferences and what works best for you.
• Review and Reflect:
After each Pomodoro or at the end of the day, review what you accomplished and reflect o
n areas for improvement.
• Experiment:
Everyone's productivity rhythms are different. Experiment with variations of the techniqu
e to find what works best for you.
 5. Kanban Method:
The Kanban Method doesn't adhere to a strict formula per se, but it does have core principles and practices that guide its implementation. At its essence, Kanban is a visual
system for managing work as it moves through a process. Here's a simplified breakdown:

1. Visualize Workflow:
Map out your workflow stages visually, often on a Kanban board with col
umns representing each stage of the process.
2. Limit Work in Progress (WIP):
Set limits on how many items can be in progress at each stage of the wor
kflow to prevent overloading the system and encourage focus on completi
ng tasks.
3. Manage Flow: Keep work movi
ng smoothly through the system, from start to finish, by monitoring and o
ptimizing flow. This involves identifying bottlenecks and addressing them
to improve efficiency.
4. Make Policies Explicit:
Clearly define the rules and policies that govern the workflow, including
how work is prioritized, how tasks are pulled from one stage to the next, a
nd any other relevant guidelines.
5. Implement Feedback Loops
: Use data and feedback to continuously improve the process. This may in
volve regular meetings, metrics analysis, and experimentation to identify a
reas for improvement.
6. Improve Collaboratively, Evolve Experimentally
Encourage collaboration and experimentation within the team to find bette
r ways of working.
 Types of production system
A. Job production system

• Job production- sometimes called jobbing or one-off production, it is characterised by manufacturing of one or few
quality of products designed and produced as per the customer specification within prefixed time and cost.

B. Batch production system

• Batch production- as a form of manufacturing in which the job passes throigh the functional department in lots or
batches and each lot may have a different routing.

C. Mass production system

• Mass production- manufacturing of discrete parts or assemblies using a continuous process are called mass
production.