Maynard's Industrial Engineering Handbook, Fifth Edition

Section 2: Productivity, Performance, and Ethics

CHAPTER LIST

Chapter 2.1: The Concept and Importance of Productivity
Chapter 2.2: Productivity Improvement Through Business Process Reengineering
Chapter 2.3: Total Productivity Management
Chapter 2.4: Performance Management a Key Role for Supervisors and Team Leaders
Chapter 2.5: Managing Change Through Teams
Chapter 2.6: Involvement, Empowerment, and Motivation
Chapter 2.7: Engineering Ethics Applications to Industrial Engineering
Chapter 2.8: Case Study Productivity Improvement Through Employee Participation
Chapter 2.9: Case Study Reducing Labor Costs Using Industrial Engineering Techniques
Chapter 2.10: Case Study Practical Teamworking as a Contributor to Global Success
Chapter 2.11: Case Study Company Turnaround Using Industrial Engineering Techniques
Chapter 2.12: Case Study Improving Response to Customer Demand
Chapter 2.13: Case Study Transforming a Company in Central Europe Using Industrial Engineering Methods
Kenneth E. Smith,
H. B. Maynard and Company, Inc.
Pittsburgh, Pennsylvania

OVERVIEW

Productivity is generally considered to be the ratio of output to input. The concept is simple, yet the ability to measure and analyze productivity often proves to be elusive. Historically, it has been the variety of input that has made it difficult to develop a meaningful measure. Today, we realize that the output side of the equation may be even more difficult. We cannot simply produce for the sake of producing, but rather must produce to meet customer needs. Those needs reflect not only quantity, but also quality and time of delivery.

The potential complexity of the equation may discourage us from even attempting to measure and analyze productivity. However, a common understanding that it is improvements in productivity that lead to increases in our standard...

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