Productivity management
The productivity management is a methodical approach of Industrial Engineering with the overriding objective of controlling and improving productivity . The application of productivity management takes place mainly in the manufacturing areas of industrial companies. In order to maintain and further expand the productivity level achieved in the company , corresponding productivity indicators are defined and collected as part of productivity management . These form the basis for being able to measure and display productivity development in the long term. Thanks to the key figure survey, industrial engineering succeeds in ensuring a high level of transparency in the individual company areas. In the event of deviations from the standard, countermeasures can be taken in good time. The operational improvement of productivity and the management-oriented collection of the key figure are linked via an iterative control loop .
In the English-language literature, the term productivity management was used in connection with industrial engineering as early as the early 1980s. In a publication by Sumanth, in addition to approaches to productivity improvements, the management process is also described, which includes the steps of measurement, evaluation and planning . This management-based process of productivity management is also described at Sink and includes the steps of planning, organization , management , control and adaptation . In Germany, productivity management was first examined more closely in publication at the beginning of the 1990s. In the model of industrial engineering productivity management by Dorner and Stowasser , four central steps of the control loop are named:
- Productivity planning with strategic and operational planning
- Management-based control with the organization, personnel deployment and management
- Implementation to improve productivity with process design, control of personnel deployment, fault management and employee management
- Productivity control with the target / actual comparison of the productivity key figure
Productivity controlling is defined in this model representation for the supportive coordination of the management-related functions, namely planning, management and control. In many cases, the time-economically determined process times can be used as a weighting factor for the collection of key figures on labor productivity . Bokranz and Landau show the basics for collecting this indicator of labor productivity required for controlling. Productivity management for tracking productivity development is now used successfully in many manufacturing companies. A comprehensive description of the introduction and application of productivity management in a mechanical engineering company is described in a practical way by Sauter and von Killisch-Horn. Here five modules are named for the concept of productivity management: the goals module, the methods module, the organization module, the shop floor module and the controlling and change management module. A productivity indicator is collected to track productivity. This consists in the numerator of the production output multiplied by a weighting factor and in the denominator of the total hours of attendance of the employees. The default time, which is determined using time management methods of industrial engineering, is used as a weighting factor. With regard to the introduction of productivity management in industrial engineering in a company, the following procedural steps are listed at Sauter and von Killisch-Horn:
- Execution of potential audits and review of work and time management
- Definition of goals for the organizational structure
- Organizational structure of the industrial engineering employees
- Qualification of employees for work and time management
- Introduction of methods and tools (e.g. MTM , REFA , tool for productivity tracking and employment accounting)
- Securing work and time management and productivity management
In addition to its use in the manufacturing areas of industrial companies, it can also be used conceptually in administrative areas. An example of a general application of productivity management for an insurance company is described in Scharpf's dissertation.
literature
- Stowasser, S. (2011). Productivity management as a core task of modern work organization and industrial engineering. Journal of Ergonomics, 65 (1), 63–66.
- Dorner, M. (2014). Productivity management in industrial engineering with a particular focus on labor productivity and the indirect areas. Dissertation. Karlsruher Institute for Technology.
Individual evidence
- ↑ Dorner, M., & Stowasser, S. (2012). The productivity management of industrial engineering. Zeitschrift für Arbeitswissenschaft, 66 (2–3), p. 223
- ↑ Sumanth, DJ (1984). Productivity Engineering and Management. New York: McGraw-Hill
- ^ Sink, DS (1985). Productivity Management: Planning, Measurement and Evaluation, Control and Improvement. New York: John Wiley & Sons
- ↑ Dorner, M., & Stowasser, S. (2012). The productivity management of industrial engineering. Journal of Ergonomics, 66 (2–3), 212–225
- ↑ Bokranz, R., & Landau, K. (2006). Productivity management of work systems. Stuttgart: Schäffer Poeschel
- ↑ a b Sauter, M., Killisch-Horn, G. von (2011). Productivity management in a multi-variant production. Bergisch-Gladbach: Heider Verlag
- ↑ Scharpf, M. (2008). Productivity management in the German pension insurance. Berlin: LiT-Verlag