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Performance Improvement Chapter 16 Productivity and TQM - Nancy Hudson
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Performance Improvement Objective: Increased production with less human effort Biggest and toughest challenge facing managers
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What is Productivity? Measurement of accountability Measure of outputs in relation to inputs Output = product Inputs = resources used to create a product Time Money Labor Raw material
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Productivity Measurements Quantitative measure: Quantity produced Internal measurements External measurements Qualitative measure: Concerned with the accuracy and quality of what is produced Outcomes: Was the purpose of the product fulfilled?
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Productivity Measurements Qualitative measurements are integrally related to quantitative measurements Volumes produced are important only if what is produced is correct Quality must consistently meet the standards that have been set for the product
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Productivity Measurements Outcomes are more difficult to measure Out of the control of the person or group doing the production May take years to see results Dietitians becoming better at developing and documenting short-term outcomes
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Foodservice Productivity Quantitative: Trays per minute Qualitative: Trays correct & complete Outcomes: Did patient eat the tray?
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Productivity Measurements Establish a quantitative, a qualitative, and an outcome measurement: Dishwasher Cook Server
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Productivity Measurements Little value unless used Managers should monitor daily or every few days Use of computerized spreadsheets Able to make quick adjustments Sample: employee hours/occupied bed Able to justify staffing
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QWL Approach Quality of Work Life (QWL) An approach to management that takes into consideration the quality of human experiences in the workplace People are key factor to productivity Achievement of a better bottom line of productivity must be everybody’s business
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Leadership Style To increase productivity: General rather than detailed supervision Devote more time to supervisory activities More attention to planning of work Permit employees to participate in decision- making Employee centered
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Keys to Quality of Work Life Cooperation Trust Involvement Respect Rapport Openness
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Work Design Objectives: Increase productivity Increase employee satisfaction Provide safe work environment that allows for effective and efficient work methods
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Work Simplification “Work smarter, not harder” Unnecessary operations and excess motions High cost and time requirements Effective work simplification program Increase foodservice worker productivity by 20-50%
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Performance Improvement A study of the environmental factors and the activities of the workers in meeting the objectives of the organization. Break down job Motion and time study Methods: work sampling, pathway chart, process chart
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Quality Management Quality Control (QC) Quality Assurance (QA) Quality improvement process-QIP Continuous quality improvement-CQI Process of identifying areas in a department that can be strengthened and working to make those areas better Example: Patient Satisfaction surveys
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Quality Management Total quality management-TQM Throughout the organization Strengthen areas that cross departmental lines Focuses on problem or product to be improved
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TQM Most successful businesses have a TQM program Objectives: Identify barriers to quality Satisfy internal and external customers Create an atmosphere of continuous improvement
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TQM Five major subsystems Customer focus A strategic approach to operations Commitment to human resource development Long-term focus Total employee involvement
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TQM - Management Philosophy Change of processes, not people Focus on the customer-”outcomes” Empowerment of employees Team approach to accomplish change Sequential steps to control processes Long-term organizational commitment
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TQM Team Every department represented No management Individuals/departments submit problem Team investigates Develop solution Present to Administrative team
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TQM Tools Brainstorming Flow or process charting Fish Diagram Pareto Chart: Work of tallest bar Scatter diagrams Control and run charts Histograms
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