1. Enhancing Organizational Productivity Delivered by Revd. ‘Kayode Oyebode FCIPM, MNITAD Managing Partner/CEO bod-karon consulting

2. 1 - 1 Induction Ceremony- Institute of Professional Managers & Administrators of Nigeria – Friday 20 th June 2014 Mainland Hotel Oyingbo

3. PRODUCTIVITY What is it? Why do we need it? How do we measure it? How do we improve it? How do we implement it ? 1 - 2

4. SIMPLY PUT!! Productivity is the amount of results (output) an organization gets for a given amount of inputs such as labor and machinery.  Many organizations are trying to improve productivity because of the stiff competition industry wide both local and overseas.

5. Definition of Organizations An organization is a collection of people working together in a coordinated and structured fashion to achieve one or more goals. The word is derived from the Greek word organon, itself derived from the word ergon meaning "organ".

6. Organizations Role in Society Organizations exist to allow accomplishment of work that could not be achieved by people alone. As long as the goals of an organization are appropriate, society will allow them to exist and they can contribute to society.

7. Organizations and People Organizations are strongly influenced by the people that form part of them. Organizations can take in part of the personality of the people within them and their attitudes, perceptions and behaviors affect how an organization will operate.

8. Organizations Require Management Organizations use management to accomplish the work that is required to achieve the goals. The Nature of the Organizational Environment The external environment is everything outside an organization that might affect it. The internal environment consists of conditions and forces within the organization.

9. The Internal Environment Board of Directors Employees Culture

10. Board of Directors A board of directors is only required of organizations that are incorporated; however, many other firms have them. The board of directors is elected by the stockholders and is charged with overseeing the general management of the firm to ensure that it is being run in a way that best serves the stockholders' interests.

11. Employees When the organization's employees hold the same values and goals as its management, everyone wins. However, when managers and employees work toward different goals everyone suffers. The composition of the organization's employees is changing, and managers must learn how to deal effectively with these changes.

12. Culture The culture of an organization is the set of values that helps its members understand what the organization stands for, how it does things, and what it considers important. A strong organizational culture can shape the firm's overall effectiveness and long-term success and help employees to be more productive.

13. The Nature of Management Management is a set of activities directed at an organization’s resources with the aim of achieving organizational goals in an efficient and effective manner.

14. Management Activities Planning Decision Making Organizing Leading Controlling

15. Organizations Resources Human Financial Physical Information

16. Efficient and Effective Efficient means using resources wisely and without unnecessary waste. Effective means doing the right things successfully.

17. The Management Process (1) Planning: Setting an organization’s goals and deciding how best to achieve them. Decision Making: Selecting a course of action from a set of alternatives. Organizing: Grouping activities and resources in a logical fashion.

18. The Management Process (2) Leading: The set of processes used to get people to work together to advance the interests of the organization. Controlling: Monitoring the progress of the organization as it works toward its goal to ensure that it is effectively and efficiently achieving them.

19. Resources of an Organization Whether Public or Private; The resources that are available to them are: Land & Buildings Materials Plant, Machines & Equipment Energy People Money 18

20. Definition of Productivity Very simply, Productivity = Output Input For any type of organization

21. EXAMPLES OF OUTPUT Whether the organization is public or private the outputs are ; Accomplishment of a taskAccomplishment of a task Length of an outputLength of an output Distance travelledDistance travelled Number of pieces producedNumber of pieces produced Weight of productionWeight of production

22. Examples of Output Volume of output Value of output No. of documents processed Time taken to carry out a job No of jobs attended No. of customers served Examples of Input Labour force or man hours, man days. Etc. Labour cost (Naira) Area of land(in hectares) Kg. Of material or material cost in Rs. Volume of material or fluid Length of material square area of space Units of power Time etc. 21

23. IMPROVING PRODUCTIVITY Output = Input Methods of improving ProductivityMethods of improving Productivity Increase output while input remains same Decrease input while output remains same Increase input resulting in a very large increase in output Decrease input by a very large amount with a resultant small reduction in output

24. Types of Productivity measures Single Factor productivitySingle Factor productivity Multi Factor ProductivityMulti Factor Productivity Total Factor ProductivityTotal Factor Productivity

25. Other thoughts on Productivity Productivity is an attitude of mind”“Productivity is an attitude of mind” “Productivity means doing something better today than yesterday”“Productivity means doing something better today than yesterday” “Productivity means continuous improvement”“Productivity means continuous improvement”

26. “…The wealthy nations they are the productive nations…” “…Productivity makes you wealthy, it allows you to support high wages, it allows you to support high returns on capital…” Michael Porter

27. The need of the hour Massive Investment ! Massive increases in productivity !

28. Basic Approaches to Productivity Improvement Investment in high output and modern plant & equipment and new technology - capital intensive approach Improving the efficiency and effectiveness of existing resources - better management approach

29. The two aspects of Productivity The “soft” or qualitative aspects - to create an environment - to create an environment conducive to productivity The technical or quantitative aspect - to measure productivity

30. The ‘soft’ aspects of Productivity Productivity culture Team work Quality work “Delighting” customers Work ethic Caring for the work force

31. The quantitative aspects of Productivity By this is meant the concepts behind productivity measurement and their application to performance measurement at the economy and company level

32. Productivity Levels National ProductivityNational Productivity Industry ProductivityIndustry Productivity Company ProductivityCompany Productivity Divisional ProductivityDivisional Productivity Branch ProductivityBranch Productivity Individual ProductivityIndividual Productivity

33. National Productivity = GDP EMPLOYED WORK FORCE This is a single factor productivity measure and therefore wrong inferences may be made by comparing one country with another

34. Productivity of Nigeria How do we compare with others in Africa and World What inferences can we draw

35. Organization Productivity- how to measure ? best method The best method is to use Added Value( as output) per single factor of output (Added value measures the wealth creation)

36. Calculating Added Value The subtraction method: (Wealth Generation Approach) Added Value = Total output less Bought-in materials and services The Addition method (Wealth Distribution Approach) Added Value = Labour cost + Depreciation + Taxes + Interest + Profit

37. Examples of added value Added Value per employee Added Value per Naira of labour cost Added Value per Kg of material Added Value per KWH of power Added Value per litre of fuel

38. PRODUCTIVITY IS ALSO... EFFICIENCY (Doing things right) + EFFECTIVENESS (Doing the right things) “Do the right thing and do it right now”

39. Misconceptions about Productivity People fear, hate, feel let down, complain about productivity, very often because they have misunderstood it. misconceptions There are several misconceptions about Productivity

40. MISCONCEPTION - I Productivity = ProductionProductivity = Production Productivity is merely a more “sophisticated” word for production

41. MISCONCEPTION - II Productivity means Productivity means only only Labour Productivity Labour Productivity

42. MISCONCEPTION - 3 Productivity can be increased by getting people to work harder TRUE TO SOME EXTENT But this is labour intensity NOT real productivity. Real productivity means working more intelligently not harder

43. MISCONCEPTION -4 Higher productivity causes retrenchment and large scale loss of jobs This may happen in the short term but the long term benefits outweigh this disadvantage

44. Misconception -4(Contd.) If there is low productivity then in the long term there will be severe, large scale loss of jobs. large scale loss of jobs.

45. MISCONCEPTION - 5 Productivity is relevant only in manufacturing and not relevant elsewhere

46. MISCONCEPTION - 6 Productivity can be increased by cutting costs across the board

47. MISCONCEPTION - 7 Productivity and Quality are trade offs. Quality are trade offs. You cannot increase one without affecting the other You cannot increase one without affecting the other

48. MISCONCEPTION - 8 Productivity is directly related to profits. In other words a profitable organization is always a productive one

49. MISCONCEPTION - 9 Productivity is relevant only in an open economy

50. MISCONCEPTION- 10 MISCONCEPTION - 10 Productivity is only for commercial enterprises and not for the public sector

51. MISCONCEPTION - 11 Productivity is for organizations and not for you and me

52. SO DON’T BE MISLED BY THESE MISCONCEPTIONS

53. Remember!! Productivity:The amount of results (output) an organization gets for a given amount of inputs. Productivity is calculated as a comparison of outputs to inputs.

54. It is not an absolute number of items produced.  Producing a higher number of items will not necessarily result in higher productivity, because if both the inputs and outputs go up or down at the same rate, productivity will remain the same.

55. Productivity is the result of a complex combination of inputs and outputs.  Productivity is a measure used to evaluate the overall output of an organization.  It is a ratio which can be used to compare units of work. Some may confuse productivity with being productive, or working to fill some type of quota or standard.

56. Productivity can refer to  the amount of acceptable work employees do for each dollar they earn or  the number of acceptable products manufactured with a given amount of resources. Productivity is also used to compare the competitiveness of companies and countries.

57. How do we improve Productivity First point to remember is the M I G cycle

58. The M I G CYCLE MEASURE IMPROVE GAIN SHARE

59. The PROFIT GOAL PROFIT = REVENUE - COSTS

60. Major Steps Analyze the Revenues Analyze the Costs And then Prioritize Find the Vital Few Components of cost

61. ANALYZE REVENUE SOURCES

62. ANALYZE COSTS

63. CLOSELY LOOK AT Labour costs Material costs Energy costs Finance costs Overhead costs

64. Improving labour productivity Improving working conditions- lighting, ventilation, noise(music), temperature, work times Using appropriate and better tools Ergonomics and better work station layout. Improving factory, stores & office layout. Improving the method/process - use 5Ws & IH Who is it about?, What happened? Where did it take place? When did it take place? Why did it happen? How did it happen? Improving the nutritional status of workers

65. Improving labour productivity Improving industrial housekeeping(5s) and safety 1. Seiri Remove unnecessary items and dispose of them properly Make work easier by eliminating obstacles Reduce chance of being disturbed with unnecessary items Prevent accumulation of unnecessary items Evaluate necessary items with regard to dept/cost/other factors.

66. Improving labour productivity 2. Seiton (straighten or streamline) Arrange all necessary items in order so they can be easily picked for use Prevent loss and waste of time Make it easy to find and pick up necessary items Ensure first-come-first-serve basis Make work flow smooth and easy Can also be translated as "set in order“ 3. Seiso (shine) Clean your workplace completely Use cleaning as inspection Prevent machinery and equipment deterioration Keep workplace safe and easy to work Can also be translated as "sweep"

67. Improving labour productivity 4. Seiketsu (standardize) Maintain high standards of housekeeping and workplace organization at all times Maintain cleanliness and orderliness Maintain everything in order and according to its standard. 5. Shitsuke (sustain) To keep in working order Also translates to "Self-Discipline" meaning to do without being told Improving welfare facilities and worker motivation

68. Use the brains of the worker Quality Circles Staff Suggestion Schemes Kaizen System of continuous improvement (Seiri-sort, Seiton-Set-order, Seiso-clean- up-Shine Seiketsu- standardize, Shitsuke-Sustain-Training & Discipline) Self Directed Work Teams 3 Mu – Muda (Waste), Muri (Strain), Mura(Discrepancy)

69. Improving Capital Productivity Implement TQM Reduce Working capital Reduce floor space Utilize machinery & equipment better etc..

70. Improving material productivity Cheaper material Alternative material Cheaper sources Better utilization

71. Improving energy productivity Improve power factor Reduce wastage Change processes where required for improved performance Study working procedures etc.

72. Productivity starts with you Think of productivity every minute Be organized Implement “1 is best campaign” »One hour meetings »One page memos »One copy documents »One minute telephone calls

73. Make Productivity a way of life Think Productivity Talk Productivity Demonstrate Productivity Be Productive at Home, on the Road, and in Office

74. REMEMBER! Productivity starts with starts with You ! You !

75. -Essence of Productivity Improvement WHAT IS IT ALL ABOUT !

76. Competitive level of productivity jNO ORGANIZATION CAN CONTINUE TO EXIST UNLESS IT MAINTAINS A COMPETITIVE LEVEL OF PRODUCTIVITY jORGANIZATIONS WHICH DO NOT SUCCEED IN THIS ARE DOOMED TO FAIL THROUGH STAGNATION FOLLOWED BY BANKRUPTCY OR CLOSURE

77. what is productivity improvement what is productivity improvement? Productivity improvement is not just doing things better More importantly, it is doing right things better It’s a process of change To improve Productivity it is therefore necessary to manage change

78. Productivity as a measure of success Productivity is the most important long term resource Not only for the success of the organizations & individuals but also for national economic & social development It is also a measure of the efficiency of the Managers

79. Limits to Productivity Management could also limit productivity when it does not seem truly committed to improving it.  One of the ways management appears to be not committed to improving productivity is when they send mixed messages, such as withholding permission to improve methods of doing the work.

80. Other Limits Employee attitudes and skills can also limit productivity.  Employees may be unable or unwilling to meet standards. Government regulations and work rules defined by union contracts are other limits to productivity.

81. Basic Ways to improve productivity The two basic ways of improving productivity are  to increase the amount of output without a similar increase in inputs or costs, or  to decrease costs without decreasing the amount of output.

82. Productivity Improvement  Cost-cutting methods of improving productivity include improving methods or the way things get done; reducing overhead; minimizing waste, including idle time and physical resources; installing modern equipment; and minimizing –tardiness, –absenteeism, and –turnover.

83. Why the Fears for PI Many employees are fearful of productivity improvements because many organizations make them by  laying off some employees and  giving extra work to the remaining employees.

84. Way Out!! Supervisors can respond to these fears by  keeping employees informed about the organization’s plans,  emphasizing the benefits of productivity, and  listening to employees.

85. Constraints on Productivity There are several constraints on productivity that limit the impact of a supervisor or even of higher management.  Some of the most important constraints on productivity are management limitations, employee attitudes and skills, government regulations, and union rules.

86. Management limitations For employees to contribute to improving productivity, they must believe that management is truly committed to this objective.  All too often, employees believe that management is more interested in the next quarter’s profits than in producing high-quality goods or services as efficiently as possible.

87. Supervisors should set a good example by demonstrating through actions and words that they are interested in the department’s productivity. Jobs that are done right the first time and the effective use of resources are general ways to develop productive departments.

88. To assure jobs are done right the first time, it’s necessary to have trained employees who have adequate information available to do the job.  Supervisors should be aware of what resources are needed & how effectively they are utilized.  They must communicate both up & down the organization to assure adequate resources are available.  Employees need to be informed about the use and care of resources.

89. Upper management needs information about resource requirements and be assured supervisors are using them in a manner that will maximize the organization’s goals.

90. Employee Attitudes and Skills Improving Productivity involves making changes.  If you always do what you always did, you’ll always get what you always got. Some changes may seem relatively small, such as adding one small task to a person’s job or changing the way a form is filled out

91. Employees will not be motivated to change if they have negative attitudes about productivity improvements.  Part of the supervisor s job is to identify employee attitudes and, when necessary, to help employees take a more positive view.

92. Employees’ negative attitudes toward the best level of productivity are not always associated with improvement.  When business is slow, employees may “stretch” the work to fill the time.  If the loss of overtime seems likely employees may slow down or “forget” to do something on time to increase the probability that overtime will be available.

93. Employee skill level will also influence how effective productivity-building efforts will be.  Working at a difference pace or different method may require new skills.  When employees are either unwilling or unable to learn, this constraint is more difficult to overcome.

94. Government Regulations Businesses & other organizations. Laws determine  the payment of overtime wages,  the provisions that must be made for disabled persons,  limits on polluting the environment,  minimum safety standards for goods produced, the use of child labor, etc.

95. Union Rules Many union contracts specify rules for what  tasks particular employees may do,  hours they may work, or  other restrictions on how organization use employees.

96. Sometimes an organization’s managers see a way to improve productivity that violates one of these rules.  Sometimes it is possible to overcome such constraints, although that usually takes time. It may be in the best interest of both the company and the union to negotiate a change in the work rules. However, this is not the job of the supervisor.

97. Measuring Productivity Remember we said Productivity is based upon the equation:  Productivity = Outputs/Inputs which states that productivity is the amount of output produced with the inputs used. This formula can be used to evaluate or compare the productivity of individuals, departments or work units, organizations, and countries.

98. Ways to Improve Productivity Since the equation is expressed as a fraction, productivity can be increased by either increasing the top, or numerator of a fraction, or decreasing the bottom, or denominator of a fraction. To increase productivity, the supervisor needs to increase outputs, reduce inputs, or both.

99. Productivity can be improved by improving quality if the improved quality is the result of reducing the amount of rework or repair to the product or service.  Improving productivity through improved quality means that products and services must be right the first time without increasing the input part of the equation.

100. Cost-Control Strategies Productivity improves when  the department or organization can do as much work at a lower cost or  when output rises without a cost increase. When starting a cost improvement approach to productivity, the supervisor must know what the costs are.

101. The most important source of such information is budget reports.  Budget reports reveal what the highest costs are and where the variance indicates more money is spent than budgeted.

102. The efforts can be aimed at those areas where the biggest improvements are possible.  In addition, the supervisor should spend time with workers, observing how they use the department’s resources, including their time.  The process of gathering information about costs and identifying needed improvements is part of the supervisor’s control function.

103. Cost-control strategies include such things as  increasing output,  improving methods,  reducing overhead,  minimizing waste,  regulating or leveling work flow,  upgrading to modernize equipment, and  minimizing tardiness, absenteeism, and turnover.

104. Before trying anything drastic, be sure to determine which of these strategies will and will not appeal to higher management.  For example, leveling work load may be inconsistent with upper management philosophy or it may violate union contract work rules.  Also, supervisors may only be able to suggest upgrading equipment to upper management. They will probably not be able to purchase new equipment without upper management approval.

105. Supervisors should not focus on strategies that are not under their control, but instead should use those that are available to them.

106. Another important resource to cost reduction are employee suggestions, whether or not there is a formal suggestion program.  Employees have a close-up view of how things are done.  This enables them to see the shortcomings of the way the organization does things.  They have personal experience with what works and what doesn’t.

107. Cost-cutting strategies include  Increase output  Improve methods  Reduce overhead  Minimize waste  Regulate or level the work flow  Install modern equipment  Train and motivate employees  Minimize tardiness, absenteeism, and turnover

108. Increase Output Be sure employees are working up to their potential.  Usually employees don’t go around asking for more work.  Supervisors need to be aware of the work that needs to be done and see to it that employees are working up to speed.

109.  When employees are asked to do more they may become unhappy. Setting goals for higher production rates should be made with targets that are reasonable and perhaps include employees in the decision-making process. The supervisor must also communicate the new goals carefully.

110. Improve Methods A less stressful way to do more with a given amount of resources is to improve methods.  Major improvements result from finding a better way to do the job. Supervisors should constantly look for ways to improve methods. Employees see the problems of their jobs and often have excellent ideas on how to improve them. –Therefore, supervisors should keep lines of communication open and actively seek new ideas.

111. Reduce Overhead Overhead includes such things as  rent,  utilites,  staff support,  company cafeteria,  janitorial services, and  other indirect expenses expenses not directly related to producing goods and services.

112. Staff departments in particular can be guilty of contributing too much to the cost of overhead by generating unnecessary paperwork  Supervisors and their employees who produce or handle reports and forms should evaluate this paperwork to make sure it is needed.

113. Minimize Waste Waste occurs in all kinds of operations.  For example. a factory may create a lot of waste through poor manufacturing processes and poor material handling.  An office may make too many photocopies or needlessly long proposals, contributing more to landfills than to the company’s profits.

114. Another costly waste is downtime or idle time.  For example, in a factory idle time occurs while a machine is shut down for repairs or workers are waiting for parts.  In an office, idle time occurs when employees are waiting for instructions.

115. Another form of wasted time results from detour behavior, or tactics for postponing or avoiding work.  Time is wasted when supervisors and employees stop to talk or go get a cup of coffee at times other than when breaks are scheduled.

116. Regulate or Level the Work Flow An uneven flow of work can be costly.  At low times, employees are idle.  When demand is up employees have to work extra hours to keep up resulting in the need to pay overtime.

117. Steps a supervisor can take to regulate the work flow in his or her department:  (1) Make sure that he or she is doing an adequate job of planning for the work that is required.  (2)Work with your boss and peers in other departments or form teams of employees to examine and solve the problems with work flow.

118.  (3) If the work flow must remain uneven, the supervisor may find it best to use temporary employees during peak periods. This approach can work if the temporary employees have enough training in the needed skills.

119. Install modern equipment Work may be slowed because employees are using worn or outdated equipment.  If that is the case, the supervisor may find it worthwhile to replace it with modern equipment.

120. A supervisor needs to determine whether the expense of buying new equipment, or recommending its purchase, is worthwhile.  One way to do this is to figure out how much money per year the new equipment will save. Consider such things as lower repair costs, less down time, and more goods produced. Then compute the number of years it will take before the savings will offset the cost of buying the equipment. –This is known as the payback period.

121. Train & motivate employees For employees to work efficiently, they need a good understanding of how to do their jobs.  Training alone does not lead to superior performance;  employees also must be motivated to do good work.

122. Minimize tardiness, absenteeism, and turnover Lack of motivation often is the problem underlying time lost to tardiness and absenteeism. Low morale is another reason. Employees who do not find their jobs rewarding personally are more likely to find excuses not to show up.

123. The extra costs are paid for someone who is not working.  Even if wages are not paid, the organization still must pay the employees’ benefits.  Other employees may not be able to work efficiently when other employees are not there. Obviously, this means that customers may not be served adequately in a timely manner. The cost of disappointing a customer is unknown and unmeasurable.

124. The rate at which employees leave an organization is known as turnover.  Any turnover adds costs because the organization must spend a lot of money to recruit and train new employees. Of course, the costs go up when the rate of turnover goes up. The company also absorbs other costs such as lower productivity of employees while they are gaining knowledge and skills associated with the job. The risk of failing to meet organizational objectives is also increased.

125. Overhead Expenses not directly related to producing goods and services;  examples are rent, utilizes, and staff support. Overhead expenses will be incurred whether or not the company is producing goods or services.

126. When productivity is low, overhead expenses may be an excessive burden.  E.g., under a standard level of production, each item of product or each incident of service is priced to contribute to the profit of the organization.  When productivity is low, the overhead is spread over fewer goods and services, resulting in a higher percentage of overhead (input) being absorbed by each.

127. Down Time or Idle Time Time during which employees or machines are not producing goods or services.  Down time of machinery, both scheduled and unscheduled, is likely to be recorded. Idle time for employees is often unknown. –During employee idle time a special effort may be made to look busy and stay out of the way of observing management.

128. Detour Behavior Tactics for postponing or avoiding work.

129. Payback Period The length of time it will take for a benefit generated by an investment (such as cost savings from machinery) to offset the cost of the investment.

130.  Although a supervisor may have limited control over these costs, he or she should be mindful of waste and attempt to reduce these costs.

131. Employee Fears about Productivity Improvement A highly productive organization is in an ideal position to thrive and grow.  Thus, employees can benefit from productivity improvements.  Even so, many employees react with fear when managers start talking about improving productivity.

132. Increases in productivity are often coupled with  less overtime,  layoffs,  more work because less idle time, and  change in work methods.

133. When layoffs occur, the people who are left behind often have to struggle to keep up with the work that still has to be done. Supervisors must respond to these fears.

134. If a supervisor does not understand the types of changes to be made and the reasons for the changes,  the supervisor should discuss the matter with his or her boss as soon as possible. After obtaining a clear view of the organization’s plans and goals,  the supervisor should present this information to the employees.

135. Emphasize the benefits and avoid dwelling on the negatives. Answer employee questions and seek to get information for them. While information alone will not make employees enthusiastic, uninformed employees will almost certainly suffer from low morale.

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