Garment Productivity Management

1
Garment Productivity Management

• The purpose of the course is to create ability
  among the participants to develop productivity
  improvement plans and their execution.

2
Rationale of Studying Garment Productivity

• The only way of survival for Pakistan
• Better Performance of Garment Industry

3
Textile Contribution in Economy of Pakistan

• Exports 67 of total exports (US 7.5
  Billion)
• Manufacturing 46 of total manufacturing
• Employment 38 of total employment
• GDP 11 of total GDP
• Investment 31 of total
  investment
• Market Capitalisation 8 of total market
  capitalisation
• Taxes Rs. 4.5 Billion per Annum
• Salaries and Wages Rs. 44 Billion per annum
• Contribution to RD Rs 148 million per annum

4
Significance of Garment Industry

• Value added
• Labour intensive
• Use of infrastructure
• Foreign exchange earning
• Ancillary industry

5
Our position in international market

• Table One
• Table Two

6
Value added product and our garments

• Designer wear
• Ladies
• Kids wear
• Formal suiting
• Formal shirts and trousers
• Leisure wear
• Made ups

7
What we are exporting?

• Made ups
• Major share bed sheets
• Lowest possible price
• Throw away products
• Not of high quality
• Daily used items

8
Why we are Exporting low priced Items?

• Technology?
• Designing ?
• Machinery?
• Raw Material?
• Quota?
• Duties?

9
Actual Reasons

• Lack of professionalism
• Lack of transparency
• Lack of skilled management
• Lack of honest traders
• Lack of commitment
• Lack of infrastructure
• Or
• Poor productivity

10
For improvement

• We have to study productivity since this is the
  only way to achieve honorable position
• We can do a lot since

11
Scope of Pakistan Textile Industry

• Pakistan has 9 share in total worlds cotton
  production.
• Pakistan is a major exporter of yarn and enjoying
  a share of 28 in the total world yarn trade.
• Pakistan has a 9.9 share in the total world
  export of cotton cloth.
• Growth rate of clothing exports is quite
  encouraging. In 1970-71 clothing export (Bed
  Wear, Made Ups, Woven and Knitted garments) share
  was only 1.43 of the total Pakistan exports,
  which is 38.97 in 2003-04.
• There are 64 million people between the age of 20
  and 60 capable to work in a Labour-intensive
  industry And finally Pakistan has no other choice

12
Lecture 02

• Productivity Fundamentals

13
Garment Productivity Means?

• More production
• Less rejection
• More efficient
• Less labor cost
• Less pollution
• More profit
• Satisfied customer
• In time delivery
• High price

14

• Increased output increased productivity
• Profit and productivity are synonymous
• Cutting cost improve productivity
• Profit today and tomorrow are possible
• Partial productivity improvement is worthwhile
• Productivity applies only to production.

15
Productivity?

• A mind set to produce more with less
• An approach to keep planet intact
• An effort to keep all stake holders smiling

16
Stakeholders

• Client
• Supplier
• Government
• Society
• Employees

17
Confrontation in interests

• Government --- more taxes
• Customer less rate and quick supplies
• Society less pollution, more employment
• Owner --- more profits
• Employees ---- more benefits

18
Target achievable or not achievable

• Yes-----yes ---- yes ---
• But how

19
Through Better Productivity

• Productivity is a continuous growth phenomenon
• Growth
• Negative or positive
• No chance of zero growth

20
Control and Growth

• Growth is an inevitable phenomenon
• One has to control it and make it according to
  his or her desires and demands

21
Some Classical Productivity Definition

• Productivity is the measure of how well resources
  are brought together in organizations and
  utilized for accomplishing a set of results.
  Productivity is the name of reaching the higher
  level of performance with the least expenditures
  of resources
• Mali

22

• Productivity is measured by the goods and
  services produced by per unit of national
  resources.

23

• The concept that productivity is a relationship
  between outputs from a given system during or
  over a given period in time, and inputs to that
  system during that same period, should be generic
  and universal
• Sink

24

• Productivity is a comprehensive measure about how
  efficiently and effectively organisations satisfy
  the following five aims
• Objective achievements
• Efficiency of the process
• Effectiveness-
• Comparability with other organisations
• Trend- productivity measured over a period
• Lawlor

25

• Productivity is about making the most efficient
  use of all resources and gaining maximum added
  value from them
• Prokopenko North

26

• Doing things right at the least possible cost in
  least possible time with the highest possible
  quality and to the maximum level of satisfaction
  of the customers and employees
• Ayesha Baig

27

• Productivity is a road to competitive
  enterprises, the economic development of
  countries and welfare and well being of nations
• Gharneh

28

• In a nutshell, productivity reflects results as a
  function of effort. If productivity improves, it
  means that more results are being gained from a
  given amount of effort. In a classical sense,
  productivity is defined as a ratio such that the
  output of an effort under investigation is
  divided by the input required to produce the
  output.
• Brinkerhoff and Dressler

29

• Productivity is a measure of the capacity of
  individuals, firms, industries or entire
  economies to transform input into output. More
  specifically productivity is a measure of the
  rate at which output (of goods and service) are
  produced from given amount of input.
• Industry Commission

30

• Productivity is an approach, a mindset, and a way
  of thinking to do more with less by observing the
  business ethics, caring the risk of stakeholders
  and keeping the planet clean.
• Mushtaq Mangat

31
Lecture 03

• Garment Industry Practices

32
Garment Productivity Management

• A blue print for productivity improvement

33
Management of whole process

• Input
• Process
• Output
• Feed Back

34
Input

• Raw material
• Human Resources
• Utilities
• Time
• Information
• System
• Support of society

35
Process

• Merchandising
• Planning
• Procurements
• Production
• Finishing
• Packing and export

36

• Quality assurance
• Quality control
• Quality checking
• Quality departments

37
Output

• 14 rejected garments
• Every fifth shipment by air
• Cancellation of order
• 13 hour average working hour
• Under pressure
• Job insecurity
• No personal life

38

• A few new industries in last 10 years, where as
  many closed down
• Delay in salary
• Long over due of suppliers
• Bank loan problem

39
Reason

• Technical
• Managerial

40
Technical

• Not common
• Industry is order bases
• Order is confirmed after having approval of
  samples
• All technical problems are solved at sample level
• But still there are problems

41

• Sample is ok but bulk production problem
• Small quantities are under control where as big
  quantities are problematic
• Parameters are noted properly noted during
  sampling
• Many things are over looked during sampling

42
Why so?

• Want to get order at any cost
• Show efficiency before customer
• Do not make customer unhappy
• There is a gap in production
• Want to meet over heads
• Want to achieve scales of economies

43
Managerial

• Top management
• Middle management
• Front line management
• Workers

44
Top Management

• CEO
• GM

45
Top management and low productivity

• Duty of top management
• 1- Resource availability
• 2- Helping in difficult situation
• 3- Motivating
• 4- Monitoring
• 5- Guiding
• 6- Leading in difficult situation

46
But what they do?

• Raw material, Very common --- no cushion of raw
  material
• Late delivery of accessories
• Poor quality of accessories
• Short quantity of accessories
• Seen many times garments are packed and waiting
  for cartons

47
Guidance and helping

• Helpless
• Only two person qualified in textile not in
  garments
• Shortage of funds
• No money for storage
• Working on zero inventory cost but with poor
  relations with suppliers

48
Motivation

• No long term association
• Termination quickly
• Harsh wording
• No friendship and interaction
• No dine together
• Lack of trust on employees

49
Result

• No feel of participation
• Lack of commitment
• Looking for other jobs all the times
• Back biting very common
• No sense of ownership
• No work pride

50
Middle Management

• Not qualified in textile
• Learned on job
• Lack of confidence
• Application of authority
• Spend more time in office calling people working
  on floor
• No help in work
• Getting job by order

51
Out come

• Lack of interaction
• No team work
• Less trust

52
What you can do?

• Being employee
• Limited decision power
• Limited authority
• Limited information
• Lack of vision
• Lack of trust

53
Options

• Look and count sinking of ship
• Work hard to save it

54
Sinking of Ship

• Results
• Job lose
• Confidence lose
• Un-employment
• Loss of the nation
• More poverty

55
Only option

• Have to give shoulder to ship
• How?
• Keeping company interest first
• Putting more efforts
• Working hard
• Increasing commitment level
• Being confident
• Seeking help and guidance from Allah

56
Lecture 04

• Productivity and Economic Prosperity

57
Productivity and Economic Prosperity

• Prosperity is a function of productivity

58
Economic Prosperity ultimate goal

• Basic demand of human being
• Provides comfort
• Gives leadership
• A way to get respect
• Independence
• Sovereignty provision

59
Means of Economic Prosperity

• Reach to resources
• Use of resources
• Development of resources
• Provision of resources
• Getting benefit of resources

60
Get work done by others

• Economic prosperity depends upon
• Knowledge
• Skill
• Hard work
• Use of latest technology
• Generation of value added products and services

61
Developed Countries and productivity

• A proof that better productivity is a guarantee
  of economic prosperity
• They achieved through better productivity
• Resources scarcity did not hinder
• They used resources more wisely

62
Personal Prosperity and Productivity

• More knowledge and more gain
• High skill and better life
• More hard work and prosperity
• Prosperity is a function of productivity

63
Productivity Measuring Application
64
Lecture 05

• Productivity Measurement application

65
Application of PM

• It is not only an indicator of actual
  performance, but also of potential areas of
  improvement
• Highlights the degree of efficiency in the use of
  economic resources and facilities of an
  organisation and the ability to control these
  resources and facilities
• Helps to clarify linkages between strategic
  planning, capital allocation, and performance
• Offers an opportunity to compare, forecast,
  analyse and control different operations

66
Conti----

• Spotting productivity declines for early warning
• Comparing productivity across individuals, units,
  organisations, and industry to make management
  decisions.
• Linking management and labour productivity
  improvement efforts to build common awareness
  and responsibilities
• Demonstrate productivity gains to stakeholders
• Conducting research and evaluation related to new
  or experimental methods
• Supporting incentives and bonus plans with
  objective productivity data

67
Conti---

• Profit
• Customer Satisfaction
• Sales Revenue
• Market Share
• Costs
• Quality, defects
• Response time
• Units Produced

68
Conti---

• For strategic purpose in order to make a
  comparison with other firms
• For tactical purpose, to enable management to
  control the performance
• For planning purpose to compare the relative
  benefit
• For internal purpose so that management can take
  help for collective bargaining
• To measure the work content and reward for labour
• To determine the staffing level
• For appraisal of management performance
• To measure the organisation effectiveness

69
PM Issues

• Data Collection
• Labour productivity
• Partial and total productivity
• Simple and compound productivity
• Primary and secondary productivity

70
Lecture 06

• PM models and approaches

71
PM Approaches

• The range of measurement approaches and
  measurement tools is quite large. As with other
  productivity tools, the choice of an appropriate
  tool depends on the nature, scale, level and
  phase of the investigation. There are even
  political considerations.

72
Conti---

• Control panels
• The Objectives Matrix -OMAX
• The Balanced Scorecard
• Productivity accounting
• Throughput costing
• Economic Value Added -EVA.
• Integrated Business Control - IBC

73
Conti---

• Growth models attribute increased economic growth
  either to accumulation of physical or human
  capital or to increase efficiency of their use
• Neoclassical growth models view technical
  progress as exogenously determined
• Endogenous models consider a range of structural
  and policy variables which contributes to
  differences in technology endowment, investment,
  and knowledge accumulation among countries

74
Total and Partial Productivity

• It provides both aggregate (firm level) and
  detailed (operational unit-level) productivity
  indices.
• It points out which operational units are profit
  making and which are not
• It shows which particular input resources are
  being utilised inefficiently so that corrective
  action can be taken
• It lends itself to mathematical treatment so that
  sensitivity analysis and model validity become
  easier.

75

• It is integrated with evaluation, planning, and
  improvement phases of the productivity cycle.
  That is to say the TPM offers for the first time,
  a way of not only measuring but also evaluating,
  planning and improving the over all productivity
  of the an organization as a whole and as well as
  its operation units.

76

• It offers the advantages of management by
  exception by providing, a means to more tightly
  control the total productivity of major operation
  units, while providing routine control for the
  less critical operation units.
• It provides valuable information to strategic
  planners in making decisions related to
  diversification and phase-outs
• of product or services.

77
Lecture 07

• Garment Productivity Measuring Factors
  Contributing in Productivity

78
Factors

• Raw Material
• Utilities
• Human Resources
• Time
• Capital
• Infrastructure

79
Significance of Factors

• Different factors have different share
• Some factors are controllable
• Some factors are out of control
• Some factors easily controllable
• Some factors have less significant

80
Selection of Factors

• Most important
• Most critical
• Be sensitive in selection the factors
• Be critical in selection the factors
• Be wise in selection of factors

81
Raw Material

• Yarn 40 to 50 of the cost
• Dyed Fabric 50 to 60 --------
• Trims 10 to 15----------
• Labour 5 to 15 ----------
• Over Head 10 to 20 ---------
• Utility Bills 5 to 10 ----------
• Misc 5 to 10 ----------

82
Raw Material

• 60 to 70 of the total cost
• Minor change in RM consumption can save a lot
• Easy to save little
• How one can save RM?
• Next Class

83
Raw Material

• Fabric
• Trims
• Accessories

84
Fabric

• Main fabric
• Fusing

85
Potential Productivity Indicator

• What can be produced what has been produced?

86
Potential

• Potential calculation
• Problems
• Variation in product
• Variation in style
• Variation in quantity
• Any other change

87
How to calculate the Production Potential

• From previous record
• By doing experiments
• Market practice
• Machine manufacturers recommendation

88
Production Departments

• Cutting
• Stitching
• Clipping
• Pressing
• Packing

89

• Develop potential of every department
• Keeping in view the product, facilities and skill
  of the people

90
Cutting Department Potential

• How much pieces can be cut with same number of
  people?
• What is current level of production?
• What is the variation level?
• Why there is a variation?
• Who is responsible?
• Workers.. Machines.. System..

91
Workers

• Lack of skill
• Lack of motivation
• Lack of awareness
• Lack of guidance
• Lack of commitment
• No personal growth plan
• Any other

92
System

• Poor environment
• Poor planning
• Non-availability of material
• No incentive
• Less control
• Poor management
• Any other

93
Machines

• Old technology
• Poor maintenance of machines
• Less quantity of machines than required
• No skill to operate the machines
• Any other

94
How you can improve?

• First identify the problem
• Then search it solution with the help of people
  working
• Apply
• Keep an eye during application process

95

• We know where most of the creativity, the
  innovation, the stuff that drives productivity
  lies -- in the minds of those closest to the
  work. John F. Welch, Jr.

96

• Time management is life management.  Everybody
  manages time.  It's not optional. Some people
  just do it better than others."

97

• If you use your head more, you'll use your feet
  less."

98

• Do not spend time.  Invest it. You spend time in
  your sleep.  Investing time requires conscious
  thought.

99
Lecture 08

• Resource Productivity

100

• One learns by asking questions. Author Ali ibn
  Abi Talib (r.a)

101

• Men are born to succeed, not fail."- Henry David
  Thoreau

102

• The growth development of people is the highest
  calling of leadership."- Harvey S. Fireston

103

• I know the price of success dedication, hard
  work, and a devotion to the things you want to
  see happen." - Frank Lloyd Wright

104

• "Purpose is what gives life a meaning." -- C. H.
  Parkhurst

105
(No Transcript)
106
(No Transcript)
107
(No Transcript)
108
Cares For Consumption Planning

• Must be accurate
• No extra ordinary margins

109
Planned Requirement

• Planning can lead you to any destination
• Planed Consumption
• Basis for Planned consumption
• Old record
• Markers
• Sampling

110
Raw Material

• Fabric
• Selection of fabric supplier
• Quality checking of fabric
• Quantity
• Delivery time
• And finally price

111
Analysis of Consumed RM

• Actual verses Planned
• Variation is possible
• Reasons of variation
• This comparison will help in calculating the
  reason of variation
• Variation may be plus or minus
• In both cases it is not acceptable

112
Variation Reasons

• Quantity variation
• Cost variation

113
Quantity Variation Reasons

• Quality more defects in fabric
• Width variation
• Length variation
• Grammage variation
• Color shading

114
Cost variation

• Price fluctuation
• Other cost like transportation , storage
• Re processing
• Sorting

115
Productivity Indicator

• Raw material per garment
• One has to control
• During production
• And has to make a comparison after competition

116
Lecture 09

• Cutting Department Potential Productivity

117
Cutting Department Function

• Receiving of fabric
• Checking of quality of fabric
• Quantity verification
• Assurance of all required accessories
• Placing of goods in order
• Avoiding mixing of goods with other lots

118
Laying of fabric

• Length of lay decision
• Proper length
• Control of wastage
• Use of margins
• Avoiding mixing of different rolls
• Proper bundling

119
Cutting Process

• Cutting can add faults
• Cutting can save losses
• Cutting is irrecoverable
• Loss is multiplied by high numbers

120
Cutting Productivity Parameters

• Consumption per garment
• Number of pieces cut in a shift
• Rejection of panels and piece percentage
• Reasons of rejection
• Analysis of rejections
• Remedy of rejected panels

121
Waste analysis

• Large waste
• Small waste
• Front and end pieces
• Panels wastage

122
Lecture 10

• Stitching Process
• Assembling of Cut pieces

123

• Receiving from cutting department and induction
• Stitching of cut pieces according to design
• Checking of quality

124
Stitching Productivity

• Garments per machine
• Garments per head
• Garments per square meter

125
Productivity per operation

• Different machines are used for stitching
• Productivity of different stitching machines
• Productivity of different operators
• Productivity of line checkers

126
Re-work enemy of productivity

• Re-work percentage
• Reasons of re-work
• Remedies of re-work
• Record of re-work

127
Finishing Department

• Receiving from stitching
• Clipping
• Pressing and checking
• Packing

128
Finishing Productivity

• Pressing per day
• Packing per day
• Percentage of wrong packing
• Percentage of repacking
• Packing per person
• Packing per hour

129
Packing problems

• Wrong packing
• Assortment disturbance
• Mishandling of pieces
• Addition of stains during packing

130
Better Packing can Add Product Value
131
Lecture 11

• Garments Quality and Productivity We need quality
  products with high productivity

132
(No Transcript)
133
 Nothing in the world can take the place of
persistence. Talent will not nothing is more
common than unsuccessful men with talent. Genius
will not unrewarded genius is almost a proverb.
Education will not the world is full of educated
derelicts. Persistence and determination are
omnipotent. The slogan press on has solved and
always will solve the problems of the human race.
No person was ever honored for what he received.
Honor has been the reward for what he gave. 
   Author (John) Calvin Coolidge (1872-1933),
30th US President, Republican
134
Quality

• Goods as per demand of the customer
• 1-Time
• 2-Product
• 3-Quantity
• 4- Specification

135
Productivity

• At minimum cost--- efficiency
• Maximum Production--- efficiency
• Minimum Rejection rates--- effectiveness
• High value ---- performance
• Optimum production--- maximum capacity
  utilization
• No loss to the nature--- environmental friendly

136

• Wise use of resources--- resource productivity
• Application of latest technology--- less utility
  and Labour bills

137
What we need?

• Quality products
• High productivity
• What do you think?

138
Quality?

• Is it demanded?
• Is it built in?
• Can some one compromise?
• Can we live without it?
• Then why some one discuss it?

139
Just to remind
140
Productivity

• Can one live with low productivity?
• Was in past it was less important?
• Can we hire a less productive manager?
• Price of slaves in ancient times mainly depends
  upon his or her productivity?
• People move one area to other area based on
  productivity of land
• Command, authority, leadership depends upon
  productivity

141
What is your Answer?

• Productivity
• Quality
• Or Both
• Then
• How?
• It is the question needs your answer

142
(No Transcript)
143

• Only growth can ensure your success and happiness

144
Lecture 12

• Resource Productivity

145
Post Shipment Analysis

• This will help you in finalizing the strategies

146
Planned and Consumed

• Post shipment analysis
• Reasons of variation
• Remedied for variation
• Future planning
• Record of previous shipments
• Meeting on order closing

147

• Involvement of whole team
• Distribution of information to all persons
  concerned

148
Significance of Post shipment analysis

• In most of the cases orders are accepted which
  have profit margin
• It is very rare that orders are accepted for
  loss might be some hidden agenda
• But
• In most of the cases there is a loss after
  completion of order----------
• Reasons?

149
Reasons Identification

• Most significant process
• Needs to avoid such loss in future
• To have more profit in future
• To reduce price for better marketing
• To know the potential loss

150
Steps in post shipment analysis

• Identification of most significant factors
• Classification of factors on the basis of their
  origin
• Comparison of actual verses plan
• Reasons of variation
• Cause and affect diagram

151
Results Analysis

• Discussion about outcome with other team members
• Fixing the responsibilities on departments not on
  persons
• Estimating share of different departments
• Conclusion

152
Lecture 13

• Productivity is a comparison Phenomenon
  Evaluation and comparison

153
(No Transcript)
154
(No Transcript)
155
Evaluation

• What we have done?
• What was our capacity?
• How many resources we have used?
• What could be done?
• For this we have to compare

156
Comparison

• With potential
• With competitors
• With market
• With old record
• With trail run

157
How to compare

• For comparison
• 1- Maximum similarity
• 2- High players of the market
• 3- In a simplest way
• 4- Frequently
• 5- Periodically

158
Evaluation Level

• Personnel
• Department
• Firm
• Industry
• Country
• World

159
Who can evaluate?

• Must have knowledge about the process
• Must have experience to measure
• Must have the ability to correlate different
  factors
• Must be able to understand affect of any factor

160
When to Measure?

• Before start
• During
• After completion
• Or
• ??????

161
Conclusion

• May be biased
• May be not true
• May be misleading
• Can lead to some way far

162
Explanation of results

• Much important
• Much crucial
• Must be done with lot of care

163
Actions should be based upon results
164
(No Transcript)
165

• The intelligent man is whoever knows how to be
  happier today than yesterday

166

• He is honoured who frequents the intelligent

167

• No one who possesses intelligence is ever reduced
  to poverty

168
Application of Evaluation in Textiles

• Evaluate yourself before you are evaluated by
  customers
• Early evaluation will help you in improving
• Late evolution just intimation of failure
• Better evaluate yourself every day and every
  moment

169

• Internal audit is better than audit by the
  customer

170
Lecture 14

• Productivity Planning
• Third Step of Productivity Cycle

171
Planning Objective

• For Better Productivity

172
Micro Planning

• Major Areas

173
Stop the leakage

• Most important
• Much crucial
• No development is possible
• You cant fill the glass with a hole in the bottom

174
Rejection Reduction Planning

• Rejection measurement
• Rejection is a symptom not reason
• Reason is some where else

175
Identification of reasons

• It is difficult to assess difference between
  reason and symptom
• No improvement is possible with out addressing
  symptom
• This needs a skill and quite clear vision
• Spend maximum time at this step

176
Addressing of symptom

• Involve people
• Take their observation
• Ask them for solution
• Encourage their participation
• Encourage to have experiments
• Help in experimentation
• Give support for difficult decisions

177
Lecture 15

• Productivity Application

178
Implementation the fourth step

• Apply your decisions
• Gradually and be vigilant in assessing the
  results
• Give extra time and resources to your team during
  implementation
• Do not resist for change during implementation
• Celebrate minor and major success

179

• Actions will be judged according to intentions
• Muhammed PCBH
• The world will be your best counselor, if you
  follow its advice
• Hazrat Al

180
Lecture 16

• Productivity Reviewing

181

• More Coming Soon ... We are working on this
  category.

182
Productivity Reviewing

• Change is an ever last phenomenon

183
Why Review

• Have to improve targets
• Environment has changed
• Demands have been changed
• Culture has been changed
• Technology has been changed

184
How to Review

• Compare targets and achievements
• Analyze the out come
• Do micro analysis
• Consult the relevant people
• Make graphic representation
• Intimate to every one about results
• Do not hide the truth

185
Reviewing and Planning

• Reviewing is not the target
• Objective is to make base for next planning
• Planning needs some basis

186
Lecture 17

• Personal Productivity

187
PERSONAL PRODUCTIVITY and Organizational
Performance

• Productivity
• Concept and meaning
• Doing more with less
• Ratio of output to input
• Doing right first time
• Less wastage
• More yields
• More wise use of resources
• Helping increased productivity of others

188
In ones lifeOutput

• Work
• Result
• Gain
• Develop
• Grow
• Increased in knowledge
• Helpful for others

189
Input

• Time
• Resources
• Wealth
• Others time
• Place
• Material (books, food, energy etc)

190
Process

• Doing things
• Reading
• Learning
• Writing
• Listening
• Having meetings
• Remembering
• Results are directly proportional to the level of
  self organising

191
Self-organising

• Only to have more with less
• How in can be increased?
• Clear goals
• Priorities
• Daily plan
• Elimination of Procrastination
• Avoiding Personal disorganisation
• Looking for Perfectionism
• Avoiding Interruption

192
Goal pyramid

• Long term- medium rang and short term
• Be realistic when setting your goals
• Be realistic about your expectations
• Do not give up very easily
• Prefer those areas that offer the best chance for
  improvement
• Monitor your achievements
• And resetting your goals

193
Organising Study Life --------------------learni
ng is life

• Create study environment
• Study group
• Where you should study- library, home, and
  friends home
• When you should study
• Study when you are best
• Consider your sleep habits
• Study when you can

194
Evaluate your study area

• Have a drink
• Turn down the heat
• Shake a leg
• Change your schedule

195
Be selective in study

• Why study
• What to study
• How much to study
• After study
• Remember
• Take notes
• Put notes properly for future references

196
Your Productivity is Organizational Prosperity

• Direct link between your performance and company
  performance
• Company performance is sum of individual
  performance
• It is the duty of company to improve personal
  performance
• And it is the duty of individuals to improve
  company performance

197

• Interest is common
• Threat is common
• Goals are common
• Targets are common
• Duties are different

198

• Your personal improvement will help you in your
  personal growth
• Be selfish in personal productivity

199
Lecture 18

• Application of Productivity Improvement Program

200
We Have Studied

• Productivity Cycle
• Measure
• Evaluate
• Plan
• Action

201
This lecture will cover

• Guideline to start productivity program in a
  firm
• Discussion about possible confrontations
• Issues related to this program
• Support required
• Cost and benefit analysis
• Win-Win position

202
Justification of Productivity Program

• Low profits
• Heavy loss
• More stress on management
• Quick change of customers
• Always in hurry
• Spoil personal life of management
• No good name in market

203
Are these rationale are significant?

• supposed to be some where else
• should be market leader
• have a credit in market
• should earn more profits
• should have a balance in business and personal
  life
• should have time for prayers

204
Convinced Team--- Basic Requirement for Change

• How you can Convince team?
• By telling them the truth. May be they are
  thinking that situation is quite healthy
• By sharing secret--- so called secrets with them
• By gaining their confidence
• By telling them successful stories of winners
• By showing them worst scenario--- if there is no
  improvement
• By promising for a better share of fruits

205
Be Ready for Confrontation

• You may face severe confrontation like,
• Criticism
• Mistrust
• Working alone
• No action on your advice
• Blames
• Discriminated behavior

206
Issues Might Come

• No data is available
• Wrong reporting
• Double reports
• Fake figures
• Hidden agenda
• Taking personal grudge
• Using your office for personal gains
• Any thing ----

207
You Need

• Support
• Authority

208
Support Required From

• Top management
• Middle Management
• Front line management
• Workers

209
Support is not your Right

• But you need it
• How you can get it?
• A big question?

210
Qualities Required

• Interpersonal skills
• Be fair
• Be trustworthy
• Do not indulge in their private and personal
  matters
• Be neutral
• Focus on your own job
• Do not be part of any group
• Do not be personal

211
Cost and Benefit Analysis

• Need of funds for improvement never appreciated
• Start such activities where no money is required
• Prove that you are saving some thing
• Plan to invest part of savings
• Be conscious in investing money

212
Who will Be benefited?

• Firms
• Society
• Government
• Community
• Or employees themselves

213
Who will get Benefit First?

• Employees
• Elaborate this phenomenon
• This is the motivation point

214
Productivity--- unending process

• Never stop productivity program
• It is for ever since
• Competition
• is for ever

215
Lecture 19

• Productivity Measurement

216
Measurement

• We have studied the significance of productivity
  measurements and methods to measure productivity.
  Now we will measure change in productivity
  indicators

217
TFP is a sum of partial productivity

• Example

Total Pieces Produced 25890
Total Pieces Rejected 2356
Rejected Due to Knitting Faults 650
Rejected Due to Dyeing Faults 560
Rejected Due to Stitching faults 1050
Misc 96
218
Detail of Knitting Faults
Small Holes 150
Needle line 250
Press off 50
Oil stain 150
Double stitch 50
219
Calculate

• If needle line problem improve 50 what will be
  the impact on total rejection

220
Lecture 20

• Productivity Measurement and its analysis

221
Analysis

• For Improvement
• For addressing the weak areas
• Finalizing increment
• Hiring and firing decisions
• Making strategic decisions
• Forming policies

222
Un attended

• If results are not derived and action actions are
  not taking --- then people will ignore its
  importance

223
Analysis and People Involvement

• Development depends upon the level of people
  involvement