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TEXT OVERVIEW OF 13 BASIC LAWS OF PRODUCTIVITY
In order’s to keep production firms at constant and predictable running cycle of quality output so as to counterbalance productivity over production. Manufactures are alternatively left with focal option of evaluating the term and condition related to constant output of measure quality determine by its quantity.
The “13 basic law of productivity” is an Anti-factory eye-service that enable manufacturing company to ascertain the concerned factory related performance in term of quality output. In common logic, no production, no operation and thus human activities in a factory is justify by the quality of output. These laws “13 basic law of productivity” lays foundation on the basic principle for production engagement and monitoring, including the implication of individual action in production command via.
LAW 1: Downtime equivalent. Why downtime treated as” sin” in production management??
= planned and unplanned downtime categories and effect in production management, cause of production downtime, the need and evaluating formular for machine downtime. Steps to limit production downtime. Reduction of downtime through preventive maintenance. Seizing control of downtime.
LAW 2: performance equivalent. Why we measure employee performance to output??
= employee performance vs output, output optimization. Why to analyse production data and improvement of action.
LAW 3: Incentive equivalent: why we adopt incentive for productive catalyst??
= Effect of production incentive in production management. It impact and benefit of production incentive including it importance. The disclaimer of productivity incentive to unhealthy competition. The contribution of productivity incentive on preferential treatment. The tips for implementing productivity incentive in the workforce.
LAW 4: over time equivalent: why we exclude overtime from production priority???
= The basic economics of scale in production analysis. The cumulative fatigue effect in long term employee working condition. Supply chain issues and analysis. Overtime consequence in term of employee motivation.
LAW 5: shifting equivalents: why we prioritize shifting for production option??
= Application of operational shifting and pros-coins. The steps for initiating operational shifting. Actionable tips for operational shifting. Remarks.
LAW 6: power equivalent: why we prioritize power over factory investment??
=power as catalyst for economic growth. The basic role of power in manufactory process. The energy efficiency measure for optimal productivity.
LAW 7: automation equivalent: why we apply automation for production backup??
= The benefit of automating factories. Application of factories automation. Remark.
LAW 8: Redundancy equivalent. Why we considered redundancy along production line??
= redundancy basement of consideration: redundancy categories along production line. Redundancy for safety. Redundancy for reliability. Redundancy for quality. Type of redundancy. Industries that rely upon redundancy.
LAW 9: idle time equivalent: why we track off idle time for minimal tolerance:??
= cause of idle time. Types of idle time. Examples of idle time in production management. Ways to reduce idle time.
LAW 10: real time process equivalent: why we engage in real time process monitoring??
=Benefit of factory production monitoring.
LAW 11: indicator equivalent: why we apply indicator for asset production performance??
= important of maintenance indicator. Main types of performance indicator.
LAW 12: Wages equivalent: why we reward performance with wage over salary??
= benefit of evaluating wages over salary performance reward. The total drawback analysis. Tips for making performance related pay work. Consideration of performance related metrics. Remark.
LAW 13: Salary equivalent: why we pay salary as soon as possible??
=Effect of delaying salary on employers’ reputation. Validation of employers pay to employee performance. Stop involved in employee performance evaluation.
Text content of 13 Basic Laws of Productivity
⇛General effect of downtime in production management
⇛Description of planned, downtime
⇛Cause of production downtime
⇛Effect of production downtime
⇛Evaluating the cost of machine downtime
⇛Steps to limit production downtime
⇛Reduce downtime with preventive maintenance
⇛Seizing control of downtime
⇛Measurement of employee output
⇛Measurement of employee performance
⇛Optimizing output by performance
⇛Analyzing production data
⇛Productivity incentive
⇛Important of productivity incentive
⇛Impact and benefit of productivity incentives
⇛Disclaimers of productivity insentivity to unhealthy competition preferential treatment.
⇛Tips for implementing productivity incentive in the workplace
⇛overtime from production priority
⇛Economics of scale
⇛Cumulative fatigue sets in
⇛Supply chain issues
⇛Impact on motivation
⇛Shifting for production option
⇛Application of operational shifting
⇛pros and cons of operational shifting
⇛steps of initiating operational shifting
⇛Actionable tips for operational shifting
⇛Power to factory investment
⇛Power as catalyst for economic growth
⇛ Role of power in manufacturing process.
⇛ Energy efficiency measure for optimal productivity.
⇛Automation for production backup.
⇛ Benefit of automating factories.
⇛ Application factories automation.
⇛ Redundancy along production line.
⇛ General redundant consideration.
⇛ Redundant categories along production line.
⇛ Redundancy for safely, reliable and quality.
⇛ Types of redundancy.
⇛ Industries that rely minimal tolerance.
⇛ Times of idle time and its example in production management.
⇛ Ways to reduce idle time.
⇛ Real time process monitoring.
⇛ Benefit of factory production monitoring.
⇛ Indicator for asset production performance.
⇛ Important of maintenance indicator.
⇛ Main type of performance indicator.
⇛ Benefit of evaluating wages over salary for performance reward.
⇛ Tips for making performance related metrics.
⇛ Effect of delaying salaries on employers reputation.
⇛ Employers pay to employee performance corresponding to its step of evaluating productivity.
⇛ General productivity remark.
LAWS OF PRODUCTIVITY
LAW 1: Downtime is a sin in production management.
In production management, we evaluate and treated downtime as production demons and thus evaluate the possible means for its elimination. Production downtime is a manufacturing term that refers to any period of time when a machine or work station is not in production which can result in a delay to production. The total amount of downtime a factory experiences includes any steps during production that cause a loss of revenue for the company.
In the fasts placed world of production, time is money. Any description in the operation flow can lead to significant losses. This brings us to the critical concept of downtime a period during which a system is unavailable descripting the normal course of production. It is the opposite of uptime, when machinery operates as intended. Understanding the nuances of downtime is vital for ensuring efficiency, maintaining revenue streams, and building a resilient operational environment.
Let dive in to the different events that create downtime, distinguishing between planned and scenarios. By understanding the common cause, effects, and strategies to mitigate downtime, organization in any production industry can proactively shape a more robust and proactive future.
PLANNED AND UNPLANNED PRODUCTION DOWNTIME
We can divide downtime in to two distinct categories. Planned and unplanned.
⇒planned downtime: this intentional production line pause is a strategies choice. Planned downtime a flow for scheduled maintenance, upgrades, and adjustment. Manufacturers often leverage scheduled downtime when change over occurs, or to optimize performance, prevent unplanned shutdowns, and keep workflows running smoothly.
⇒unplanned downtime: the disruptive intruder, unplanned downtime arrives unannounced. The cause of unplanned downtime often includes unexpected events like jams, equipment failures or other operational issues. It brings bottom line financial impact, customer disruption, and operational stress. Achieving balance is crucial. Embracing planned downtime for improvement while implementing measure to minimize the impact of planned disruption is key for a seamless and efficient production process.
CAUSES OF PRODUCTION DOWNTIME
Production downtime especially, the unplanned variety is a complication that can disrupt the rhythm of production. Many factors can invite this unwelcome guest, each playing a role in the flow of production operation.
Poor planning: in the hustle of daily operation, inadequate planning can lead to downtime. Whether it’s a shortage of raw materials, insufficient staffing or inadequate contingency plans, poor planning sets the stage for all types of production disruption.
Poor communication: smooth operations rely on effective communication. Failure to convey crucial information like scheduling changes, updates to equipment status, or revamped safety protocol can result in confusion and ultimately, downtime.
Poor maintenance planning/scheduling: when machines experience unexpected downtime, unplanned or inefficient planned maintenance task is a common culprit. Regular maintenance is the backbone of preventing unforeseen breakdowns. When maintenance get overlooked, you pave the way for equipment failures and subsequent downtime.
Equipment failures: the inevitable wear and tear on machinery can lead to unexpected breakdowns. A lack of proactive monitoring and timely repairs can turn minor issues in to major main functions, resulting in unplanned downtime.
External factors: manufacturing operation are not isolated from external influences, supply chain disruptions, power outages natural disasters, and cybersecurity threats are among the external factors that can abruptly halt production.
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