I have seen system implemented in many organizations does not work as it should, though they are pass the requirements and get the certification from the auditor. You might not believe it but it happens. Why was that? Most of the audit focus on documentation only. They do field observation indeed, but most of them do not have sufficient knowledge on the business process of their auditee. therefore, the auditors will rely on the documentation and standard audit procedures.
Indicator to determine productivity ratio you want to monitor will play important role of your success. This is the most difficult step of improvement program we want to applied in our organization. For instance, we might take unit per labor as our productivity ratio. It would be okay when the operation hour keep stabil, meaning no over time and high turn over. When the turn over of your organization quite high, or over time fluctuate during your operation, then the indicator will mislead you. The best indicator would be unit per manhour paid that cover the over time and fluctuated turn over.
Are you agree with that? Is it realistic?
I will say I agree, and it is realistic, and this is the basic principle for productivity specialist like me. You have to do improvement continuosly, all the time, it never ended, and most important, not necessary cost so much money. When money take place, then for us, it is not an improvement, investment perhaps. So because improvement play important role for organization to win competition in the market, you need to understand the concept very well. I am very happy to share what I did during 15 years in operation management. |
AuthorMaskal Novessro is a certified productivity specialist from APS. Eager to practice and share productivity improvement of both business and life. Categories
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June 2015
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