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Because of the exponential and unprecedented growth of technology during the last 30 years, we have seen major changes in management thinking both in manufacturing companies as well as in the service-oriented firms, local-, state-, and... more
Because of the exponential and unprecedented growth of technology during the last 30 years, we have seen major changes in management thinking both in manufacturing companies as well as in the service-oriented firms, local-, state-, and federal governments, and even judicial systems. Yet, the rate of assimilation of such thinking is far behind the rate of growth in complexity and uncertainty of socio-economic-technical systems in companies and organizations both in the well-developed and in the developing countries. The traditional emphasis on labor productivity needs to be replaced by a more systemic, total-systems oriented “total productivity” thinking. This paper presents a number of arguments in favor of the author's “Total Productivity Management” as opposed to labor productivity management. Many elements of this concept have been implemented during the last 10 years in many types of manufacturing and service organizations. The appropriateness of this management approach to the 1990's and beyond is well defended here.
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Traditionally, transit managers have relied on partial productivity measures such as vehicle miles per operator or vehicle revenue miles per operator. Unfortunately, such measures are suboptimal because they overemphasize direct labor... more
Traditionally, transit managers have relied on partial productivity measures such as vehicle miles per operator or vehicle revenue miles per operator. Unfortunately, such measures are suboptimal because they overemphasize direct labor input without considering the enormous savings potential in better utilizing other input resources such as materials, equipment, energy, and so forth. This paper presents a total productivity perspective for transit managers, by providing them with a well‐proven measurement model—the Total Productivity Model (TPM), which takes into consideration a total productivity measure, along with five partial productivity measures. This model considers all the tangible outputs and inputs in a bus system. This model relates profitability to total productivity, making the model very powerful in both strategic and tactical planning. A step‐by‐step procedure is outlined for implementation of the TPM in a bus system. Also, a reallife example is presented for clarifying the procedure steps. ...
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The fact that quality and productivity go hand–in–hand and not against each other has gained much support in the literature. There is a need to develop a conceptual framework that analyses transitions in quality and productivity... more
The fact that quality and productivity go hand–in–hand and not against each other has gained much support in the literature. There is a need to develop a conceptual framework that analyses transitions in quality and productivity simultaneously and establishes a rationale to demonstrate their relationship explicitly. Companies keep investing in quality–related activities, in pursuit of excellence to a point that these investments become counter– productive. Such a conceptual framework can help management decision–making in quality–related investments. The primary objective of this paper is to develop a conceptual framework linking quality and total productivity which can act as a yardstick for management in quality–related decisions. The application of this conceptual framework is demonstrated by a hypothetical example.
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Traditionally, transit managers have relied on partial productivity measures such as vehicle miles per operator or vehicle revenue miles per operator. Unfortunately, such measures are suboptimal because they overemphasize direct labor... more
Traditionally, transit managers have relied on partial productivity measures such as vehicle miles per operator or vehicle revenue miles per operator. Unfortunately, such measures are suboptimal because they overemphasize direct labor input without considering the enormous savings potential in better utilizing other input resources such as materials, equipment, energy, and so forth. This paper presents a total productivity perspective for transit managers, by providing them with a well‐proven measurement model—the Total Productivity Model (TPM), which takes into consideration a total productivity measure, along with five partial productivity measures. This model considers all the tangible outputs and inputs in a bus system. This model relates profitability to total productivity, making the model very powerful in both strategic and tactical planning. A step‐by‐step procedure is outlined for implementation of the TPM in a bus system. Also, a reallife example is presented for clarifying the procedure steps. ...
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xx, 547 hal.: 23 cm
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With the rapid growth in employment in the service economies of the world, we are increasingly facing the challenge of measuring and improving the productivity of white–collar and knowledge work. In reviewing the state of the art in... more
With the rapid growth in employment in the service economies of the world, we are increasingly facing the challenge of measuring and improving the productivity of white–collar and knowledge work. In reviewing the state of the art in research in this field, the authors have found a lack of synthesis of opinion and research–based concepts that could form the basis of an agenda for present and future research on white–collar and knowledge–work productivity. In order to develop such a synthesis, they have compiled a 'state–of–the–art matrix' of the open literature, presented here, which identifies the main research issues and challenges.
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ing is permitted with credit to the source. Instructors are permitted to photocopy isolated articles for noncommercial classroom use without fee. For other copying, reprint, or republication permission, write to IIE, Permissions Editor,... more
ing is permitted with credit to the source. Instructors are permitted to photocopy isolated articles for noncommercial classroom use without fee. For other copying, reprint, or republication permission, write to IIE, Permissions Editor, 25 Technology Park, Norcross, GA 30092, USA. Additional copies may be obtained by contacting: IIE, Customer Service Center, 25 Technology Park, Norcross, GA 30092, USA. 1-404-449-0460 (phone) or 1-404-263-8532 (FAX). TA
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... Sutton 61. Swain & Sink 62. Zoch & Weiner 63. ... 197-200 Armentrout, DR (December 1986) 'Engineering productivity management and performance... more
... Sutton 61. Swain & Sink 62. Zoch & Weiner 63. ... 197-200 Armentrout, DR (December 1986) 'Engineering productivity management and performance measurement' Journal of Management Engineering pp. ... Page 14. 350 DJ Sumanth. V. K. Omachonu and M. G. Beruvides ...