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Performance Improvement

Performance Improvement. Chapter 16 Productivity and TQM - Nancy Hudson. Performance Improvement. Objective: Increased production with less human effort Biggest and toughest challenge facing managers. What is Productivity?. Measurement of accountability

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Performance Improvement

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  1. Performance Improvement Chapter 16 Productivity and TQM - Nancy Hudson

  2. Performance Improvement • Objective: • Increased production with less human effort • Biggest and toughest challenge facing managers

  3. 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

  4. Productivity Measurements • Quantitative measure: Quantity produced • Internal measurements • External measurements • Qualitative measure: Concerned with the accuracy and quality of what is produced • Outcomes: Was the purpose of the product fulfilled?

  5. 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

  6. Productivity Measurements • Outcomes are more difficult to measure • Out 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

  7. Foodservice Productivity • Quantitative: Trays per minute • Qualitative: Trays correct & complete • Outcomes: Did patient eat the tray?

  8. Productivity Measurements • Establish a quantitative, a qualitative, and an outcome measurement: • Dishwasher • Cook • Server

  9. 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 bed • Able to justify staffing

  10. 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 productivity • Achievement of a better bottom line of productivity must be everybody’s business

  11. Leadership Style • To increase productivity: • General rather than detailed supervision • Devote more time to supervisory activities • More attention to planning of work • Permit employees to participate in decision-making • Employee centered

  12. Keys to Quality of Work Life • Cooperation • Trust • Involvement • Respect • Rapport • Openness

  13. Work Design • Objectives: • Increase productivity • Increase employee satisfaction • Provide safe work environment that allows for effective and efficient work methods

  14. 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%

  15. Performance Improvement • A study of the environmental factors and the activities of the workers in meeting the objectives of the organization. • Break down job • Motion and time study • Methods: work sampling, pathway chart, process chart

  16. 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

  17. Quality Management • Total quality management-TQM • Throughout the organization • Strengthen areas that cross departmental lines • Focuses on problem or product to be improved

  18. TQM • Most successful businesses have a TQM program • Objectives: • Identify barriers to quality • Satisfy internal and external customers • Create an atmosphere of continuous improvement

  19. TQM • Five major subsystems • Customer focus • A strategic approach to operations • Commitment to human resource development • Long-term focus • Total employee involvement

  20. 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

  21. TQM Team • Every department represented • No management • Individuals/departments submit problem • Team investigates • Develop solution • Present to Administrative team

  22. TQM Tools • Brainstorming • Flow or process charting • Fish Diagram • Pareto Chart: Work of tallest bar • Scatter diagrams • Control and run charts • Histograms

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