| We choose productivity as the basis for
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| | establish an information flow and
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| success because it offers the greatest
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| | communication system between the various
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| opportunity for a better work environment
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| | business unit general managers and the
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| and a better, also lower, cost way of
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| | technical disciplines. The technical
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| doing things. All but a very few
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| | disciplines have "subject matter
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| organizations can benefit from
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| | experts" (SME) who are responsible insure
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| improvements in their productivity.
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| | that the general managers understand how
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| As an example of the size of the
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| | the technical issues affect their
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| opportunity available through
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| | business units. The impact could be to
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| productivity improvement, its cost
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| | open areas for new product development.
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| reduction area dwarfs the size of the
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| | It could present competition. It could
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| current rage, outsourcing. Outsourcing
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| | also offer opportunities to improve the
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| of certain functional areas can in fact
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| | production of existing products.
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| be harmful to the reputation and
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| | The communication between the general
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| effectiveness of the enterprise which
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| | managers and the SME's is proactive in
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| does the outsourcing. This especially
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| | both directions. This produces a cross
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| true of customer service applications.
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| | transfer of concepts and ideas within the
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| That portion of the customer service
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| | organization.
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| function which deals with customer
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| | The second type of productivity
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| complaints is uniquely positioned to
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| | improvement is a change in the way in
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| assist the organization to improve its
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| | which a function or process is performed
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| ways of doing things. The complaints of
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| | which makes the function or task simpler
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| the customer are often based upon poorly
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| | or reduces the labor content of the task.
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| designed internal processing systems.
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| | An example of this type improvement would
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| In the author's experience as a full
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| | be to change a report layout of a
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| time consultant over a 10 year period,
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| | warehouse pick ticket from item number
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| virtually every enterprise has the
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| | sequence to physical location sequence.
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| capability to obtain between 5 per cent
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| | This change will require less travel
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| and 25 percent cost reductions as a
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| | activity to pick an order than the former
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| result of full implementation of
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| | sequance. In this instance we have made
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| productivity enhancement programs for
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| | the task simpler and more organized to
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| existing systems.
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| | preform.
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| There are two types of productivity
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| | It is in the second example that we see
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| improvement. The first is technology
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| | the opportunities which are present in
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| improvement. A very good example of
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| | the vast majority of organizations. It is
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| technology improvement is word
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| | important to note that this kind of
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| processing. Before word processing came
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| | opportunity is within the control of the
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| into existence, the way a business letter
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| | organization and as such can be used
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| was created was for the writer to write
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| | extensively as a management tool. These
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| out the letter by hand, give it to
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| | opportunities are often visible to the
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| someone to type, proof read, correct and
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| | workers who are engaged in performing the
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| return to the writer. The writer then
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| | various tasks.
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| proof read the letter again and then sent
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| | Their observations can be converted to
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| it out. With word processing, the writer
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| | specific approaches which can improve the
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| prepares the letter on the word
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| | process.
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| processor. After the word processor
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| | The various skills and tools which we
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| checks the spelling, the letter is proof
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| | will be discussing here are all needed
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| read by the writer who thens prints out
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| | to obtain the data and present
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| the letter and sends it out. Technology
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| | operational practices. Once that
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| has made this task simpler and quicker.
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| | information is available, we use the same
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| Technology improvements most often
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| | tools to develop and test the proposed
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| appear as new products. Your systems have
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| | new methods for the enterprise. It is
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| to be adjusted to incorporate the new
| |
| | because the tools and methods are missing
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| product. Often this results in a hidden
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| | from present curriculum that we include
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| cost factor in adopting the new
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| | them in this discussion. The development
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| technology.
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| | of better productivity becomes more
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| Large, well managed organizations, are
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| | efficient when these tools are applied to
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| very sensitive to the need to keep up to
| |
| | this subject.
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| date with technical developments. They
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| |
|
