Verimlilik ölçme ve değerlendirme modelleri ve uygulaması
An Application of productivity measurement and evaluating models
- Tez No: 46315
- Danışmanlar: DOÇ.DR. FÜSUN ÜLENGÜN
- Tez Türü: Yüksek Lisans
- Konular: Endüstri ve Endüstri Mühendisliği, Industrial and Industrial Engineering
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 1995
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Fen Bilimleri Enstitüsü
- Ana Bilim Dalı: Belirtilmemiş.
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 66
Özet
ÖZET Firmaların temel amacı kar etmektir. Günümüzde firma karının yüksek verimlilik ile sağlanabileceği gerçeği herkes tarafından kabul edilmektedir. Firmanın tüm birimleri için yüksek verimlilik sağlanması gerekmektedir. Bunun gerçekleştirilmesi verimlilik ölçme ve değerlendirme modelleri ile sağlanmaktadır. Verimliliğin en genel tanımı belli bir dönem sonunda elde edilen çıktının, o dönem içinde sözkonusu çıktıyı elde edebilmek için harcanan girdiye oranı şeklindedir. Bu nedenle de firma verimliliğinin ölçüm ve değerlendirmesinin yapılabilmesi için girdi ve çıktıların hassas ve doğru bir şekilde ölçülmesi gerekmektedir. Verimliliğin ölçümü için pekçok model geliştirilmiştir. Bu çalışmada seçilen üç model incelenmiş ve uygulamaları gerçekleştirilmiştir. Uygulama sonrasında her bir modelin ayrı ayrı sonuçlan değerlendirildiği gibi bu sonuçların birbirleri ile de karşılaştırmaları yapılmıştır. Böylece modelleri bubilerine göre üstün ve zayıf yönlerinin neler olduğu gözlenmiş, her bir modelin bakış açısına göre uygulamanın gerçekleştirildiği firmanın incelenen yıllar arasında ne yönde bir değişim gösterdiği belirlenmiştir. Uygulamanın amacı, firma yöneticilerine firmanın içinde bulunduğu durum hakkında bir fikir verebilmesinin yanısıra olumsuz etkilerin giderilmesi için ne tür önlemler alınabileceğini de göstermektedir. vıı
Özet (Çeviri)
SUMMARY (AN APPLICATION OF PRODUCTIVITY MEASUREMENT AND EVALUATING MODELS) National problems of energy, environment, inflation, material shortages, internal competion and unemployment seriously impact the engineering proffession. The industrial engineer is, and should be intimately concerned with most of these problems spesifically inflation, unemployment. These are the problems identified as those which can be solved by increasing productivity. Productivity is the recognized area of professional industrial engineering practice. If the industrial engineer is to be concerned with solving problems of inflation, unemployment and international competition, he or she needs to understand why and how these are national problems, be aware of how these problems are interrelated, and relate their effect to the national economy. It is probably not too much to say that productivity will be one of the major concerns of managers not only for the remaining part of the 1980s but also for the 1990s, and probably beyond. But this concern extends beyond the boundaries of the United States into many parts of the world. Even Japan, which is admired for productivity improvements, is now concerned about remaining competitive in the world market. Productivity is originaly defined as the principle which guides industrial activity so as to be sound in using nature to produce useful goods for human beings. There for productivity is understood to be aggregated concept of the over all efficiency / effectivenes of the organization concerned on the one hand, and at the same time it is understood to be the concept with which to evaluate the production / business activity from a human point of view on the other. Productivity is simply the relationship between the outputs generated from a system and the inputs provided to create those outputs. Inputs in the general form of labour (Human Resources), capital (Physical and financial capital assets), energy, materials and data are brought into a system. These resources are transformed into outputs (goods and services). Productivity is the relationship of the amount produced by a given system during a given period of time, and the quantity of resources consumed to create our produce those outputs over the same period of time. Regardless of perspective (political, economic, phychological, engineering managerial and so forth) the basic definition for productivity always remains the same. What does change, based on perspective, are the bounderies, size, type and scope of the system being examined. Most politicians and many economists are interested in a macro systems perspective. They focus on a vmnation, a region, a state or an industry. This complicates the productivity issue somewhat because those are so many organizations within the boundaries of each of these systems, with so many different types of inputs transformations, and outputs. Neverthless, much effort is and has been expended to analyse reationships among outputs and inputs for such systems as a nation, a state and an industry. The task of measuring productivity is also essentialy the same regardless of the system being investigated. The economist or politician interested in measuring the productivity of a nation has to operationalise the same relationship of output to input that the plant manager must to measure the productivity of a plant. Of course data sources, collections methods and devices, analysis approach, and so forth, will vary from a system to system, however the same basic relationship is being operationalised. Although the primary focus uf this study at the level of a firm. Productivity implies measurement, which, in turn, is a eessential step in the control process. Although there is general agreement about the need for improving productivity, there is a little concensus about the foundamental couses of the problem and what to do about them. The blame has been attributed to various factors. Some people place it on the greater proportion of less - skilled workers in respect to the total labour force, but others disagree. There are those who see the cutback in research and the emphasis on immediate results as the main culprit. Another reason given for the productivity dilemma is the growing affluence of people, which makes them less ambitious. Still others cite the breakdown in family structure, the workers' attitudes, and gowernment policies and regulations. Increasing the attantion shifts to management as the couse of the problem - as well as the solution, which will be our focus. We can define that the productivity, as the input - output ratio within a time period with due consideration for qualty. This definition, can be applied to the productivity of organisations, managers, staff personel and workers. Measurement of skills work is relatively easy, but it becomes more difficult for knowledge work. The difference between the two kinds of work is the relative use of knowledge and skills. Thus a person, on the production lin would be considered a skill worker while the assistant to the manager with planning as his or her main function would be a knowledge worker. Managers, engineers and programmers are knowleddge workers because the relative amount of their work does not consist of utilizing skills, as would be te case for others. It is clear that, in general the productivity of the knowledge worker is more difficult to measure than that of the skill worker (Note also that worker productivity measurement is somewhat artificial because it often ignores the cost of caapital). IXOne difficulty in measuring the productivity of knowledge workers is that some outputs are realy activities that help to achieve end results. Thuse, the engineer contributes in directly to the final product. Another difficulty is that knowledge workers often assists other organizational units. The advertising manager's efforts should improve sales. But its hard to say for sure what the exact contribution is. Still another difficulty is that the quality of the knowledge workers' outputs are often ifficult to measure. The effects of a strategic decision, for example, may not be evident for several years, and even the success or failure of new strategic direction may depand on many external forces beyond the control of the manager. There is not one best approach to productivity measurement and improvement, but there are many. It is evident, then, that productivity improvemant is achieved by good management practices advocated troughout this study. This study is an attempt to define productivity in a generic fashion. There can and always will be a different views of productivity, but there must be a mechanism for integrating those views into a common definition. In this study, part two presents the definitional of productivity concept. Categories analogous with productivity, such as efficiency, effectiveness, performance, etc., are logicaly located in the comprehensive structure of company productivity or organizational productivity in general. Business resources, business culture, organizational climate, and entrepreneurial creativity, the productivity of administrative function, the information function, etc. are also located in this structure. The term of efficiency was used in various ways. In measuring the performance of production activity and business activity in general based on a standard value, e.g. a standard time in the performance management of workers. So - called performance analiyses and management at the work site in the office or went is one variant of efficiency management. Performance = Standard Value Realized Value An example of efficiency in performance control at the work site is shown below: The efficiency of the workers = The Standard Time In Performance Control The Realized Number Of Man - Hours To this category of performance it would be better to add a ratio such as the average value or target value, derived throuh statistical analysis or through other organizational procedures, to the realized value.Effectivenes is another term defined in part two. EflFectivenes is defined as an extensive potential value viewed with finality, whereas efficiecy is defined as an inttensively realized value of a quality relating to the goal of the activity or the situation concerned. Another definition can be made as; effectivenes s suitable for expressing a quantity by using an absolute value having a certain level of quality of as aa target, such as net output, bu effiiciency is more suitable for expressing an intensive quantity of by using a relative value or ratio with a technical meaning, such as the ratio of output to input, the ratio of standard value to realized value, etc. The above mentioned figure is named as“surrounding structure of effectivenes in terms of purpose”. In addition to the definition of the terms related with the productivity, the historical background the importance of productivity are also examined than fundamental definitions are discussed. Productivity and some concepts' relationships are studied. In part three, four models for productivity measurement are presented. These models are Alan Lawlor Model, David J. Sumanth Model, American Productivity Center Model and a Japanese approach to productivity by Kazukiyo Kurosawa. These four models are classified into two categories. First three models given below, are in Classical Productivity Approach. The fourth model is a new approach which is XIeffected by Kurosawa. In this part all these four models are presented by some figures, formulas etc. Part four presents a practical study by application of these four models to a financial tables between the years of 1 989 - 1 993 of a cement plant After the application, the results are discussed. In part five the results of the models are compared with each other. Also the idea for the productivity of this plant which are measured by each of these four models, are given to the managers. So, using these results, the managers may generate some solutions for the problems. xu
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