İşletmelerde verimlilik ölçme ve değerlendirme
Başlık çevirisi mevcut değil.
- Tez No: 55526
- Danışmanlar: Y.DOÇ.DR. TURAN V. KOÇ
- Tez Türü: Yüksek Lisans
- Konular: Endüstri ve Endüstri Mühendisliği, Industrial and Industrial Engineering
- Anahtar Kelimeler: Verimlilik ölçümü, İşletmeler, Productivity measurement, Businesses
- Yıl: 1996
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Fen Bilimleri Enstitüsü
- Ana Bilim Dalı: Belirtilmemiş.
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: Belirtilmemiş.
Özet
ÖZET Bir işletmenin faaliyetleri ile ilgili bilgilerin sürekli, sağlıklı, doğru ve zamanında alınarak, işletmenin bilgi yapısının ve işletmeyi oluşturan sistemin tüm davranışlarının güçlü ve zayıf yönlerinin ortaya konularak işletme amaçlan doğrultusunda geliştirilmesinde verimlilik ölçümü ve analizi işletme yönetimi için doğal ve vazgeçilmez bir araçtır. Bir verimlilik ölçme sistemi, ölçümün yapılacağı şirketin ya da kuruluşun spesifik ihtiyaçlarına cevap vermek üzere biçimlendirilmelidir; kuruluşun değişen ihtiyaçlarına uyum sağlayacak kadar esnek olmalıdır ve kuruluşun şirket yapısı içinde birbirinden çok farklı işlemsel birimlerim kapsamasına imkan vermelidir. Yukarıda, önemi kısaca vurgulanan verimlilik ölçme ve değerlendirme sistemleri (modelleri) çalışmanın konusunu oluşturmaktadır. Çalışmanın ikinci bölümünde verimlilik tanım ve prensipleri üzerinde durulmuştur. Üçüncü bölümde çok detaylı olarak işletmelerde verimliliği artıran faktörler açıklanmıştır. Verimlilik performansın bir parçasını oluşturduğundan, çalışmanın dördüncü bölümünde işletmelerde performans kavramı ve değerlendirme sistemleri'ne yer verilmiştir. Çalışmanın esasını teşkil eden verimlilik ölçme ve değerlendirme modelleri literatürden irdelenmiş, ve seçilen bazı modellerin tanıtımı beşinci bölümde yapılmıştır. Ve son olarak, tanıtılan modellerden birinin uygulaması çalışmanın altıncı bölümünde yer almıştır. -A
Özet (Çeviri)
SUMMARY PRODUCTIVITY MEASUREMENT AND ANALYSIS AT COMPANIES Any nation undergoing development has a keen interest in understanding the importance of the role of productivity. It is an indusputable fact that, a low level of productivity is generally one of the major obstacles to the development of a nation. The problem is particularly serious at the present time, when productivity problems are compounded by the scarcity of resources and serious inflation. In some countries, a lack of ideas as to how to improve the productivity of a nation, rather than a lack of natural resources, has been the major obstacle to improvement. According to the author's fundamental philosophy on productivity, without having such an ideal / critical proposition as the productivity - humanity principle it must be either in vain or a waste of time and energy to devise any kind of tools and mechanism to improve the performance of the enterprise or of industry, or sometimes it can be dangerous to encourage working people to cooperate with maniacs who exploit people's energy, or conversely to encourage laziness among the working people in the name of humanity. Considering the problem from a theoretical standpoint, productivity science is not only a system of scientific knowledge concerning productivity problems and an accumulation of the wisdom of productivitists and the leaders and vangards of the productivity movement, but also a system of policy and action for productivity improvement. This work aims mainly to discuss methods of analysing and measuring productivity at the firm level. Sence, needless to say, the problems of productivity in enterprises are extremely complicated, it is not appropriate to discuss these problems in one sweep. However, as the measurement and analysis of productivity goes a long way towards understanding and tackling such multilateral problems, they should be carried out from the first stage and XIconstantly executed at all stages of planning, management and auditing. In this context, the measurement of productivity is an absolute necessity in studying productivity problems or the practice of productivity. On the other hand, the measurement of productivity should never be measurement for the measurement's sake and should be performed dependent upon its objectives, its structure, its forms and requirements and the purpose of such measurements in general. Fundamentally, productivity represents the output of goods and services which can obtained from a given input of employees. Within the firm, productivity should be monitored by using such measures as employment costs per unit of output, employment costs at a ratio of sales value, added value per employee, sales value per employee, tons of product handled per man hour, or labour costs as a percentage of added value. Internal and external comparisons may then reveal areas where improvement is required by mechanization, automation, improved management, a more flexible approach to resourcing or other means. To manage productivity is a true sense of term, four formal phases must be recognized: - measurement, - evaluation, - planning, - improvement. These four phases form a continuous productivity process“the productivity”cycle. Once the productivity level of an organization is measured in the current time period (for example, the current month, quarter or year), it must be compared with the target level setup in the preceeding period. Based on this evaluation, a new productivity, improvement must be take place in the next period. To determine if the planned level has in fact been achieved, productivity must be measured again in the next period, The entire cyclic process repeats for as long as an organization formally manages its productivity level and growth rate. 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. ?«:iiIn this study, chapter two presents the definitional of productivity concept. There are given some author's, organization's definitions of productivity such as, Francois Quenay, Adam Smith, Karl Marx, OECD, ILO, EPA, JPC. Added to this, there are Peter Drucker's, Alan Lawlor's, Prokopenko's definitions. Productivity is simply the relations between 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 (good and services). We can define that the productivity, as the input - output ratio within a time period with due consideration for quality. This definition, can be applied to the productivity of organizations, managers, staff personel and workers. Productivity increase factors studied in Chapter 3. Some definitions of the performance concept are given in fourth Chapter and the following seven performance dimensions are explained: - Effectiveness - Activity - Productivity - Quality - Innovation - Quality of labor life - Profitableness. This work is primarily concerned with“productivity”, on facet of performance, with attention focussed primarily on on-site activities or others which directly affect it. It is important at the outset to make a distinction between performance and productivity. XlllAlso, in Chapter 4, performance measurement systems are stressed on. In Chapter 5, classifications of models and seven models for productivity measurement are presented. These models are: - Norwagian POSPAC Model - Alan Lawlor Model - American Productivity Center (APC) Model - Kazukiyo Kurosawa Models There three K. Kurosawa models are given: - WPMR - Worker Productivity Management by Ratios. - Added Value Productivity - A1PR - Aggregate Index of Productivity and Rentability. In WPMR, workshop productivity or work-site productivity is discussed. At the front line of production where activities which bestow value on goods and services are carried out, worker productivity, plant productivity and resource productivity are operated. At this stage of management, as a core topic, attention is focussed on the worker productivity measurement system. Added value is, needless to say, an aggregated result of all the effects not only of the activities of the enterprise but also of the influences beyond the control management and it is an intermediate category between macro or socio-economic performance and micro or enterprise performance. The importance of this category lies in the fackt that the amount of added value is only the fund form which agents who are related to the enterprise activity get their remuneration or shares. Secondly, the concept of added value examined from a theoretical viewpoint could be treated as a reasonable measure to evaluate the performance of the enterprise from socio-economic considerations. Although a system of financial ratios is one of the most traditional tools for analysing the business conditions of the firm. XIVIn AIPR, the total performance of the firm activity is analysed under the title of total productivity and profitability nexus. In this system, not only the so-called total productivity and rentability in global terms but also further disaggregated effects of major elements such as technological - engineering advance, economies of scale, price effects of outputs and inputs, rate of operation, and profitability of capital are analysed. Chapter 6 is an application of AIPR - K. Kurosawa's model in a company. M.
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