Productivity

To be honest, many of those who make improvements just review what has already been designed.
Often real-time business managers say:

we need an improvement in price competitiveness on the basis of a continuous and flexible reduction of unit costs;

we would like to reform the current profit structure so we can inte […]

The basic goal of MCPD thinking is to ensure a sustainable competitive supremacy through cost-competitiveness improvement to achieve real structural profit reform based on productivity reform.
At the beginning of the MCPD projects, managers and practitioners are concerned about:

concomitant reconciliation between the […]

Often, one of the first questions that I ask top managers is about the current and future production capacity needed in connection with the vision and mission of productivity.
Successful planning and implementation of strategic Kaizen and Kaikaku for cost improvement requires answers to questions such as:

What is the s […]

As it is known, companies want to make improvements to ensure a continuous transformation process for the synchronization with market demands (shareholders, customers, suppliers and competitors).
Nonetheless, many barriers in companies often encounter this harmonious transformation to market demands, especially at the level of: policy dep […]

Industry 4.0: best practice, the role of man and the future of productivity in factories
Increasingly, it is believed that Industry 4.0 will significantly transform the design, manufacture, operation, services and manufacturing systems as a whole. As some of you already know, Industry 4.0 has 9 pillars: (1) Big data and analytics; (2) Aut […]

As is well known, productivity is also closely linked to the operator, equipment, and/ or line time cycle. Over time, significant time cycle variations (standard cycle time vs. real cycle time) result in amplification of the non-synchronization of the flow precesses (work centers) and, implicitly, a disturbance to the standardization of t […]

Productivity and quality are two primary dimensions of any organization. However, efforts and measurable results are sporadic and/ or inconsistent in many organizations.
More details on LinkedIn.
 

Basicly, Return On Investment (ROI) is an indicator that investigates the profit value of an investment. Normally, the higher productivity is and consequently the lower costs are, the higher ROI is as a percentage. However, many managers are obsessively watching this indicator and they often exaggerate the short-term productivity (especia […]

The continuous improvement of productivity and quality requires first a continuous process measurement. Some companies measure losses and waste in order to identify ways for improvement. In this context, what are the most common definitions for losses in connection with waste? Also, how are losses measured in connection with waste?
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