Measuring totalproductivity in manufacturing organizations
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Measuring totalproductivity in manufacturing organizations algorithms and PC programs by Marvin Everett Mundel

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Published by UNIPUB/Kraus International Publications in White Plains, N.Y .
Written in English

Subjects:

  • Industrial productivity -- Measurement -- Data processing.,
  • Algorithms.

Book details:

Edition Notes

StatementMarvin E. Mundel.
Classifications
LC ClassificationsHD56.25
The Physical Object
Paginationvi, 155 p. ;
Number of Pages155
ID Numbers
Open LibraryOL22321615M
ISBN 100527916250
OCLC/WorldCa15162383

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DIFFERENCES BETWEEN MANUFACTURING AND SERVICE ORGANIZATIONS Organizations can be divided into two broad categories: manufacturing organizations and service organizations, each posing unique challenges for the operations function. There are - Selection from Operations Management: An Integrated Approach, 5th Edition [Book]. Productivity has become a national priority. Its effects are being felt on all levels--national, industrial, and individual. An organization must be able to measure productivity before effectively improving it. This volume is the first practical guide for developing productivity measurement systems. It describes the use of the Productivity Measurement and Enhancement System (ProMES) designed 5/5(1). review of manufacturing performance measures and measurement in an organizational context: a framework and direction for future research", Journal of Manufacturing Technology Management, Vol. As shown in Fig. 1, a good distribution of sizes of companies was achieved, with the modal group being less than would be expected, larger companies had more resources dedicated to design and development. Download: Download full-size image Fig. of design and development employees against total number of by:

No single solution will fi t all manufacturing organizations. A company’s industry, markets, customers, products, internal capabilities, competitive position, and overall strategy will inform any decisions—and there will always be tradeoff s. But an eff ective manufacturing organization requires three things: an optimal organization. @article{osti_, title = {Measuring total manufacturing performance}, author = {Richardson, P R and Gordon, J R.M.}, abstractNote = {Although firms typically use simple productivity measures to evaluate production performance, there is evidence that their use is inappropriate and can, in some circumstances, lead to corporate disaster. The Measuring Productivity OECD Manualis the first comprehensive guide to the various productivity measures aimed at statisticians, permission to reproduce or translate all or part of this book should be made to OECD Publications, 2, rue Andr é-Pascal, Paris Ce France. 3File Size: KB. This book describes a series of cases where ProMES was applied to improve productivity in service and manufacturing organizations in a variety of different organizations in different countries. Results indicate very large increases in productivity, much larger than those typically found.

Measuring the productivity of product designers is a much more subtle problem. Defining output as simply the number of models or prototypes completed does not begin to capture these workers. Method 7: Measuring Productivity by Profit. Profit can be used as an effective tool for measuring team productivity. In fact, measuring productivity purely in terms of profit gained is becoming the preferred type of measurement for many small to mid-size businesses. Various lean manufacturing tools have been applied to make improvements in the productivity and reliability of the production process. Methods such as Total Productive Maintenance (TPM), launched by Nakajima (), have been implemented by many firms to . Measure non-manufacturing productivity in dollars instead of units This formula works well in a factory-type setting, where each unit is of equal size and value. But in other types of businesses, it can fail to take into account complex jobs, different types of roles and working styles, and other factors.