performance improvement chapter 16 productivity and tqm - nancy hudson
Post on 20-Dec-2015
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Performance Improvement
Objective: Increased production with less human effort
Biggest and toughest challenge facing managers
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
Productivity Measurements
Quantitative measure: Quantity produced Internal measurementsExternal measurements
Qualitative measure: Concerned with the accuracy and quality of what is produced
Outcomes: Was the purpose of the product fulfilled?
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
Productivity Measurements
Outcomes are more difficult to measureOut 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
Foodservice Productivity
Quantitative: Trays per minute
Qualitative: Trays correct & complete
Outcomes: Did patient eat the tray?
Productivity Measurements
Establish a quantitative, a qualitative, and an outcome measurement:DishwasherCookServer
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 bedAble to justify staffing
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 productivityAchievement of a better bottom line of
productivity must be everybody’s business
Leadership Style
To increase productivity:General rather than detailed supervisionDevote more time to supervisory activitiesMore attention to planning of workPermit employees to participate in decision-
makingEmployee centered
Work Design
Objectives: Increase productivity Increase employee satisfaction
Provide safe work environment that allows for effective and efficient work methods
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%
Performance Improvement
A study of the environmental factors and the activities of the workers in meeting the objectives of the organization. Break down jobMotion and time studyMethods: work sampling, pathway chart,
process chart
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
Quality Management
Total quality management-TQMThroughout the organization
Strengthen areas that cross departmental lines
Focuses on problem or product to be improved
TQM Most successful businesses have a
TQM program
Objectives: Identify barriers to qualitySatisfy internal and external customersCreate an atmosphere of continuous
improvement
TQM
Five major subsystemsCustomer focusA strategic approach to operationsCommitment to human resource
developmentLong-term focusTotal employee involvement
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
TQM Team
Every department represented No management Individuals/departments submit problem Team investigates Develop solution Present to Administrative team
TQM Tools
Brainstorming Flow or process charting Fish Diagram Pareto Chart: Work of tallest bar Scatter diagrams Control and run charts Histograms