İşletmelerde verimliliğin ölçülmesi, değerlendirilmesi ve arttırılmasına sistematik yaklaşım
A Systematic approach for productivity measurement, evaluation and improvement
- Tez No: 14385
- Danışmanlar: PROF.DR. AYHAN TORAMAN
- Tez Türü: Yüksek Lisans
- Konular: İşletme, Business Administration
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 1991
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Fen Bilimleri Enstitüsü
- Ana Bilim Dalı: Belirtilmemiş.
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 301
Özet
ÖZET Verimlilik ölçümü, organizasyonel sistemlerin genel yöne tim sürecinde önemli bir yer tutar. Günümüzde,“verimlilik”giderek yaygılaşan bir başarı ölçütü durumuna gelmiştir. An cak, bu terimin kullanımı, ölçüm yöntem ve tekniklerinin ta nımlanmış olduğu bir bilimsel temele dayandırılmalıdır. Çalışmanın birinci bölümünde verimlilik ile ilgili temel kavram ve tanımlar ikinci bölümde üretim fonksiyonları ve ve rimlilik üçüncü bölümde verimlilik ölçme çeşitleri ve seçimi, dördüncü bölümde işletme düzeyinde verimlilik ölçümü yaklaşımı, beş, altı, yedi, sekizinci bölümlerde işçi, ürün, iş, malzeme bazında verimlilik artırma teknikleri, dokuzuncu bölümde uy gulama ile ilgili bilgiler, onuncu bölümde verimlilik ölçüm sistemi, onbirinci bölümde teorik bölümler, onikinci bölümde verimlilik analizi konuları incelenmiştir. Çalışmada verimlilik ölçüm, değerlendirme ve artırma faaliyetlerine sistemsel bir yaklaşım çerçevesinde bir verim lilik artırma yöntemi, önerilmiş beraberinde oluşturulan ve rimlilik ölçümüne yönelik bir metod ilede bir uygulama yapıl mıştır. Ayrıca, verimliliği belirleyen ve artırılması açısın dan önem taşıyan faktörlerin saptama yöntemleri analitik olarak incelenmiştir. Verimlilik artışından çok bu artışın sürekliliğini sağla manın önemi üzerinde durulmuştur. - XI
Özet (Çeviri)
A SYSTEMATIC APPROACH FOR PRODUCTIVITY MEASUREMENT, EVALUATION AND IMPROVEMENT SUMMARY Organizational systems performance measurement is a critical component in the general management process. Being one of the performance measures, productivity has an increasing popularity nowadays. Usage of the term“ productivity ”should be based on an analytical framework including methodologies and techniques of measurement. This thesis covers a systematic approach for productivity measurement, evaluation and improvement. These three phases are continous process in the productivity cycle. A productivity improvement procedure is suggested. The procedure includes a methodology for productivity measurement with the application on data. Furthermore, ways of specifying dominant factors of productivity and potential factors of productivity improvement were investigated analytically. Usage of the term“productivity”, by almost every discipline and professiion to promote and market their solutions to the organizational problems, has an increasing trend nowadays. Due to the competition aroused from the implementation of export oriented new monetary policies:“productivity appears to be aterm and concept capturing the attention of managers in all types of organizations and at all levels within those organizations”. However, it is still a confused and misused term. Construction of a conceptual framework, including disciplined definitions of related terms and systematic descriptions of related concepts is necessary. Improvement starts with measurement »evaluation and control, which necessitates a sound analytical framework (including methodologies and techniques of measurement, evaluation and control) based on the above mentioned conceptual framework.“Organizational systems performance measurement”can be thought as a component in the general management process. Depending upon the definition of boundaries, an organizational system can be, a nation, a region, an industry, a firm, a division, a work group or even an indiviual. - XII -We can measure the performance of an organizational system for strategic purposes, for tactical purposes, for planning purposes or for other managerial purposes. Although measurement purposes are common, evaluation criteria change in accordance with the position and the responsibilities of the decision maker in the organizational system. Investors, long ra concerned with strictly managerial control rati and the balance sheet a the operating manager o performance criteria an conversion process of f He has to differentiate determinats of aggregat controlled and external he is interested in the of performance criteria system. nge and shor financial m os, derived re their eva f the firm i d measures r inancial inf between sho e performanc ly imposed a extension o to lower le t range easures on the luative s conce elated low to rt-term e and s d justme f the i vels of lender. Class income criter rned wi to the f inanci and lo pecif y nts. F ntegrat the or s are ical statement ia. However th the whole al outflow. ng-term internally urthermore ed structure ganizational In general, we can classify the measures of organizational system performance in seven distinct but not mutually exclusive categories: effectiveness, efficiency, productivity, quality, profitability, quality of worklife, innovation. Obviously, managers will weigh the measures differently, partly because of their different subjective judgements and partly because of the different organizational characteristics. Performance measurement system, is a decision support system monitoring the organizational system performance by the indicators of the above mentioned performance measures, Production is a transformation process of inputs to outputs while productivity is a measure on the relationship of the two and can be expressed in terms of effectiveness and efficiency measures. - XIII -From another point of view: a commonly accepted definition is“Productivity is a relationship (usually a ratio or an index) between quantities of outputs (goods and/or services) produced by a given organizational system and quantities of inputs (resources) utilized by that organizational system to produce those same outputs”That is, Outputs Productivity = Inputs The main problem in quantifying outputs and inputs of an organizational system is the absence of common physical units. This is solved by expressing outputs and inputs by their value in terms of the commonly used monetary unit. However, the decreasing purchasing power of money through time in inflationary economic circumstances leads to extensive usage of various deflators in index calculations. Other problems of productivity analysis which should be pointed out (at least conceptually) are: dealing with qualitative changes in particular inputs or outputs through time and combining different product (or input) types into meaningful aggregates. First, there are two major categories of productivity measure: static productivity ratios and dynamic productivity indexes. The ratio of output quantities to input quantities (both referring to the same period of time) is called a static productivity ratio, e.g. Outputs 1990 Inputs 1990 Dynamic productivity indexes represent ratio of the measurements of two time periods. - XIV -For example : Productivity ratio 1990 Productivity ratio 1989 Furthermore, productivity measures are categorized according to the number of inputs included in the denominator of the productivity equation. If all of the inputs are included, it is called a total factor productivity measure whereas if some of the inputs are included, it is called a multi-factor productivity measure and if only one input is included it is called a partial productivity measure. All of the outputs are included in total factor, all or some of the outputs are included in multi and partial factor productivity measures. Total Outputs Total Inputs Outputs and Output Labor, Capital, Material, Energy Labor are good examples of total, multi and partial factor productivity measures respectively. Increasing the number of input/output factors included in the productivity measures results in meeting the managements need“to understand the linkages between partial effects and combined effects in order to identify causes of improvements as well as the factors limiting their benefits”. In this study, firstchapter covers the, Basic Concepts and Definitions about productivity and related terms. - XV -Second chapter covers relation between the production functions and productivity. Also some general information about the productivity improvement, factors affected the productivity, analytical productivity improvement model and reasons of unnecessary costs which reduced the productivity. In the third chapter, types of productivity measurement and selection is examined. Fourth chapter covers the approach to productivity measurement in organization level. In this chapter,, the headings are : - The advantages of higher productivity and productivity measurement in the organizations - The approaches of productivity measurement in organization level - The classification of main approaches related with methods; and measurement techniques. - Productivity Managment In the fifth, sixth, seventh and eighth chapters cover the following subjects respectively. Productivity Improvement Technques on the basis of workers, product, job and material. In the nineth chapter, a productivity improvement procedure is suggested and this procedure includes a methodology for productivity measurement with application on data. In this chapter headings are : - Operations flowchart of the organizational system. - Parameters of the model - XVI -- Data Collection - Modeling In the tenth chapter productivity measurement system is examined. In this concept; the following headings are examined, - Productivity Measurement formulas - Data refinement - Information flow in productivity measurement system - Analysis Sheets Eleventh chapter covers the theoretical issues, these are; - Productivity Matrix - Productivity Weights - Total Productivity of products - Relative Sensitivity Twelfth chapter cover the productivity analysis, In this chapter headings are: - Model Validation - Determination of Dominant Factors - Determination of Potential Factors In conclusion part some organization dicsiplines for productivity programs are advised. - XVII -
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