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Work Improvement and Productivity: Outline

Work Improvement and Productivity: Outline. Productivity definition measures People as key resource Quality of Work Life Work design job content work environment work methods T otal Q uality M anagement philosophy. Productivity. Productivity = measure of ______________________

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Work Improvement and Productivity: Outline

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  1. Work Improvement and Productivity: Outline • Productivity • definition • measures • People as key resource • Quality of Work Life • Work design • job content • work environment • work methods • Total Quality Management • philosophy

  2. Productivity • Productivity = measure of ______________________ • What are some measures of productivity? • How can you increase productivity? P =

  3. Increasing Productivity • Increase ___________ • Decrease __________ • Increase ___________

  4. Quality of Work Life • Recognition of ______ as highest order resource • Guided by ____________________ • ______________, _________, and _____________ increase productivity • Take an__________ approach to employee satisfaction

  5. Improving Work Design/EE Satisfaction • Job content • use ______________ • delegate ____________ • Work environment • comfort • safety and health • reduce ___________ • _____________ planning • Work methods

  6. Equipment design • minimize ____________ • directions for use: ________ • consider _______________ constraints • group ingredients and equipment according to ______ • design environment for comfort, satisfaction, prevent fatigue

  7. Ergonomics • Principles of motioneconomy (see text pp. 566-567) • Use of the human body • Arrangement of the workplace • Design of tools and equipment

  8. Improving Work Methods • Benefits • ____________ • better, safer working conditions • ___________ control • productivity, maybe _______ standard hrs actual hrs X 100 _________ =

  9. Improving Work Methods • Determine ___________ • use same tools as for evaluation • Set standards • develop from objectives • benchmarking • Plan and implement improvements • _________ and _________

  10. Setting Standards • Determine __________ time required for a task = a + 4m + b 6 • a = “least” time needed • b = “most” time needed • m = “most likely time” • Use __________________ • labor minutes/meal • can’t apply universally • ___________ = comparison to other organizations

  11. These are often quoted benchmarks: • Meal equivalents/Labor hours • Minutes labor/total meals • Total meals served/day divided by labor hours/day • Trays/minute • Payroll cost/meals served • Sales/square foot • FTEs/day or FTEs/week • Food cost % • Labor cost % • Clinical consults/patient day

  12. Work SimplificationTools • work sampling • continuous • intermittent • pathway chart • operation chart • process chart • product • person • micromotion studies

  13. Tools • Pareto chart to decide #1 problem • Fish diagram for cause and effect • Critical Path Method • PERT: Program Evaluation and Review Technique

  14. Work Simplification • “Work smarter, not harder” • How? • “We can’t solve problems by using the same kind of thinking we used when we created them.” --Albert Einstein • “There is always a better way”

  15. Performance improvement vs. Problem solving • Select task to be improved • Analyze current method • Challenge each detail • Develop a better approach • Implement new plan • *Follow up* • Define the problem • Determine the root cause • Determine alternative solutions & consequences • Select best alternative • Develop action plan • Implement action plan • Document results • Follow up National Restaurant Assc. Educational Foundation. (2007) Manage First Program, Pearson Prentice Hall, Upper Saddle River, NJ, chapter 9.

  16. Tools for problem-solving • identify main problem • check sheets • Pareto charts • scatter plots, histograms • cause-and-effect diagrams • brainstorming • analyze charts

  17. Finding the Better Way • Eliminate the unnecessary • Combine operations • Change sequence • Use multi-use equipment • Relocate equipment • Reduce need for transport • Use a different product • Change procedures

  18. Total Quality Management Philosophy • Focus on _______ rather than _________ • Focus on _________ rather than __________ • Key strategies: • manage for CQI: ________________________ • employees participate in decision-making • ________________

  19. TQM • seeks to identify and remove barriers to performance • seeks to reduce _________in the process • takes a _________ approach • looks at the long-term

  20. TQM managers must: • build open, trusting relationships • build _________ • base tools on facts • support results through ______________ • create a ___________ environment

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