Productivity Analysis at the Organizational Level by Nabil R. Adam, Ali Dogramaci

By Nabil R. Adam, Ali Dogramaci

1 Nabil R. Adam and Ali Dogramaci Measuring, reading, and bettering productiveness in a given association is a fancy strategy that comprises the contributions of economists, business engineers, operations researchers, administration scientists, and attorneys. the target of this publication is to supply the reader with a pattern of unique papers that relate to those productiveness themes on the organizational point. within the e-book, the notice association refers to company enterprises and municipal agencies. The hook is split into 3 components: views on productiveness mea­ surement, various reviews on the micro point, and a few productiveness matters in public agencies. half I, which is composed of 3 chapters, offers with productiveness dimension. the 1st chapters of this half conceal a large framework of dimension strategies and strategies; the final bankruptcy, nevertheless, presents the reader with an instance of productiveness dimension for a selected (in this example, foodstuff retail­ ing). therefore, a spectrum of productiveness dimension matters is roofed during this a part of the book.

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Value analysis, based on the bottom line of ultimate service, may well be very much in order. It may be objected that some of the modern staff 44 JOHN E. ULLMANN functions are mandated by government regulations; these too might be cut, however, if more attention were focused on a modus vivendi, rather than on spending much of the effort in fighting the government. Certainly, there are enough reasons for worrying about the growth and proliferation of overhead functions (for a set of case studies, see Ullmann, 1978b and 1980b).

ULLMANN The amount of invested capital may also be inflated or understated because of prior reorganizations, mergers, and even bankruptcies; it may be no indication of the utility of production facilities because these may be (and not infrequently are) quite old and thus no longer carried on the books. Yet they clunk, chug, or grind away day after day and clearly fulfill a viable function. The investment credits and rapid write-offs have further contributed to this pool of useful but "zero" capital.

What better way of reducing labor than by having the customer do the job! Of course, sometimes the customers are not exactly willing. There is a long history of trouble in the auto industry arising from cars so incompletely assembled that dealers call them do-it-yourself kits. The dealers then have to assemble them as part of their "dealer-prep" work for which the customers are charged an increasingly handsome fee. Even at that the dealers complain about being insufficiently compensated. There is need for some real studies of how much of the productivity gains in various areas is due precisely to this "laying off" of what had at one time been very much a part of the process of making the product concerned.

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