Management Studies (ISSN 2328-2185), Vol.3, No.11-12, 2015 (original) (raw)
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A Review on Productivity and its Effect in Industrial Manufacturing
International Journal of Advanced Science and Engineering, 2020
Productivity is a widely discussed topic in companies and by leaders, as productivity is directly linked to the GDP growth and the quality of life. However, research suggests that Productivity is one of the most ambiguous terminologies that exist. Even though, productivity is closely related to profitability, efficiency and effectiveness, all these terminologies are used in a different context. In this review, the author will clearly highlight the differences in these terminologies and provide insights in the context of enhancing performance. In the United Kingdom, manufacturing productivity is on par with Germany however, in other sectors there is a downfall. This review is focused on providing fundamental knowledge on Productivity and why it is important for all sectors?
An International Comparison of Factory Productivity
International Journal of Operations & Production Management, 1990
Table I. Independent Variables Collected (cont.) Product and Product Changes Major product lines manufactured. Number of product lines manufactured. Per cent of output and longevity of three major product lines at plant. Product-related changes over the previous five years: Breadth of product line Extent of product mix change Change in complexity of product Frequency of change to product design Degree of engineering change orders Extent of materials substitution. Whether these product lines are also manufactured at other company plants. Whether this plant's products are "inputs" to other company plants. Whether this plant receives as input the output of other company plants. Per cent of this plant's supply needs satisfied from other company plants. How major product line competes (e.g., rapid new product introduction, product performance features, product customisation, quick delivery, reliable delivery, low cost, production rate flexibility). Whether other product lines compete differently. Approximate number of active part numbers at plant. Degree of new product introduction at the plant. Production Process and Process Changes Per cent to which direct labour at plant is devoted to the following process types: job shop-batch flow versus line flow-continuous flow. Whether plant is controlled as a profit centre or a cost centre. Whether the following functions are performed at the plant: new product design or redesign, process engineering, methods engineering, all production planning and scheduling, purchasing of all major raw materials, direct receipt of customer orders, warehousing and distribution of finished goods. Which of the following functions are viewed as the three strongest and which the two weakest: factory floor supervision, maintenance, materials handling/logistics, labour relations, personnel, quality control/assurance, purchasing, production planning/ scheduling, inventory control, production control, methods engineering, process engineering, product design engineering, management information systems. Last year's capacity utilisation estimate. Change in capacity utilisation, now versus five years ago. How similar the production technologies at the plant are. Degree of month-to-month fluctuation in production volumes. Frequency of occurrence of: order expediting through plant, materials expediting from vendors, product mix changes, shortages, engineering change orders. Production through-put time (receipt of first materials through shipment). Change in production through-put time, now versus five years ago. Per cent of equipment in various age categories. What kinds of process hardware advances the plant has pursued: "hard" automation; computer-related advances such as CNC, DNC, CAD, CAD/CAM, FMS, programmable controllers, automated test equipment; robots; automatic insertion and feeds; complex conveyors; AS/RS; group technology. Degree of involvement by plant in process hardware advances. How proprietary is production process or equipment. Direction of process-related change, if any, during the previous five years, in the following: nature of process flow, plant layout, materials handling, materials scrap rate, degree of rework, quality complaints, engineering changes, release of new products, parts shortages, vendor expediting, expediting in plant, work-in-process inventory, materials tracking, design engineering/manufacturing interface.
A REVIEW OF PRODUCTIVITY COST ANALYSIS
The automotive industry has been experiencing a competitive environment and striving hard to find methods to reduce manufacturing cost, waste and improve quality. Lean manufacturing concepts are used by the industries to reduce work in progress inventories and also to reduce the waste for competing in the global market. The ultimate goal is to speed up the process there by increasing productivity through a proper utilization of man and machin e. In a manufacturing industry, the layout and material flow in the shop floor decides its productivity. Material handling system also plays a key role in influencing productivity, throughput time and cost of the product. This research work has been carri ed out as a case study in an automotive industry with the objective of waste reduction. Efforts are made to reduce the motion wast in the shop floor. The problems in the current layout are identified and analyzed through simulation. Then the layout is mo dified, simulated and the results are compared with the current layout. The results revealed an improvement of s omething 20% in productivity.
International Journal of Engineering Research and Technology (IJERT), 2014
https://www.ijert.org/review-of-productivity-measurement-and-improvement-procedures-in-small-and-medium-scale-manufacturing-industries https://www.ijert.org/research/review-of-productivity-measurement-and-improvement-procedures-in-small-and-medium-scale-manufacturing-industries-IJERTV3IS061695.pdf Most performance information in organizations is traditionally based on financial result measurements. These models are excessively complicated methods and are not widely used. Partial productivity ratios are widely used in industry but as such they are too narrow to give a comprehensive picture of the productivity improvements at the business unit level. The article is a review of productivity measurement and improvement procedures in small and medium scale manufacturing industries in the area of management in small and medium scale manufacturing industries at the business unit level.
A CASE STUDY OF PRODUCTIVITY ENHANCEMENT IN INDUSTRIES BY USING INDUSTRIAL METHODOLOGIES
Reduction of the time by some following methodoloy to enhance the productivity through this research paper so we are using such type of methodology to make products in lesser periode of time.todays we number of defects is important to any company since it influence their outputs and profits.he aim of this methodologies is to study the implementation of industrial engineering tools in a manufacturing recycle tools company. This study starts with reading the standard operation procedures and analyzing the process flow to get the whole idea on how to manufacture paper industrial engineering tools to get better products. At the same time, observations at the production line were made to identify problem occurs in the production line.We made some methodology to produced large production and in efficient manner to increase productivity level in indusrial engineering tools.using proposed layout to time requred to make production in industries and systematically procedure are applied in this paper to acheive different approaches to production within time limit. concepts: Productivity is a fateful factor in the production of product in production industries and nations. It can raise the living standard of human due to true income improves, people's ability to purchase goods and services, enjoy leisure, improve housing and education and contribute to social and environmental programs. Productivity enhancement can also help businesses to be more profitable. This paper presents a case study in the development and application of different methodologies of Industrial Engineering like Automatic packing machine, improved layout etc. Mostly these types of methodologies are adopted in different small medium scale enterprises (SMEs). The motivation for this study was the need to tackle the problem of productivity per shift between the employee-association and the management of the company regarding questions of productivity. In this study, the two products form similar production processes and different processes for same types of product have organized.
Productivity reconsidered: Critical assessment of investments
International Journal of Production Economics, 1998
and analysis are applied to understand a wide range of issues. It is essential to realise that the appropriate approach differs depending on the scope of interest. Classical per capita productivity analysis is relevant when concerned with social change or technological advancements.
At many companies, workers associate productivity or efficiency increase with something negative, it is interpreted as an increase in speed and the " sweat factor ". Productivity is not only made up of the speed factor, but these misconceptions and lack of knowledge tend to put " a wet blanket " on all attempts to increase productivity. It is therefore important to clarify what productivity is and especially how it can be improved. In general, the productivity at shop-floor level can be improved through improving the method, increasing the performance, and increasing the utilization. The design of the products and the amount of scraped products also affects the productivity in both manual tasks as well as work performed by machines. These aspects of productivity will be elaborated in the theoretical model and the industrial applications presented in this article.
Overview of productivity analysis: history, issues and perspectives
2018
This chapter provides a wide-ranging interdisciplinary overview of productivity analysis, which also serves to introduce the chapters in the Handbook. It begins with an exploration into the significance of productivity growth, for business, for the economy, and for social economic progress. The chapter continues with a treatment of how productivity is defined, measured, and implemented. It then addresses two important empirical issues. The first involves productivity dispersion, and the productivity dynamics that would either lead to a reallocation of resources that would reduce dispersion and increase aggregate productivity, or allow dispersion to persist behind barriers to productivity-enhancing reallocation. The second involves a search for the drivers of (or impediments to) productivity growth, some of which are organizational in nature and under management control, and others of which are institutional in nature and beyond management control but subject to public policy intervention.
Evaluation of factors important to enhance productivity
Productivity as a measure for output is important to industry and academia. In this research, factors to enhance productivity have been identified from the literature by reviewing various international and national sources to explore this evergreen field of research that is "productivity," which has always been an increasingly interesting area of research for researchers over decades or perhaps over centuries. In total, 15 number of factors have been identified to enhance productivity. Analytic hierarchy process approach has been appropriately chosen to rank these factors because of its simplicity and effectiveness. The tool has been used by taking perception of experts from the Indian manufacturing industry. Positive attitude and involvement of management, proactive employees, and good working conditions have been ranked as top three factors as per the experts' opinion. The ranking of factors to enhance productivity, categorization of the factors into four perspectives, and hierarchy of perspective and action plan as a final outcome of the paper may help academia and operations managers toward effective management of "operations and production activities of firms/supply chains."