Productivity Improvement: Employing Modern Productivity Enhancement Methods (Kuala Lumpur)

HRODC Postgraduate Training Institute
En Central London (Inglaterra), Caracas, Venezuela (Venezuela), Dublin, Ireland (Irlanda) y 2 sedes más

Más de $ 9000

Información importante

  • Curso
  • En 5 sedes
  • Duración:
    10 Days
  • Cuándo:
    A definir

Suitable for: This course is designed for: Productivity Engineers. Production Engineers. Human Factor Engineers. Production Supervisors or Managers. Operation Managers. Product or Motion Engineers. Performance Managers. All others with a desire to improve productivity

Información importante

Requisitos: Degree or Work Experience


Dónde se enseña y en qué fechas

inicio Ubicación
A definir
Caracas, Venezuela
Avenue Casanova, 1050, Miranda, Venezuela
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Central London
Carburton Street, W1W 5EE, London, Inglaterra
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Dublin, Ireland
Upper Merion Street, Dublin, Irlanda
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Kuala Lumpur, Malaysia
Jalan Ampang Hilir, 68, Malaysia, Malasia
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122a Bhylls Lane, WV3 8DZ, West Midlands, Inglaterra

¿Qué aprendés en este curso?

Quality Training
Skills and Training


Course Contents, Concepts and Issues

Job Design and Productivity Improvement

  • Job Design: An Introduction
  • Mechanistic Job Design
  • Biological Job Design
  • Perceptual Job Design
  • Motivational Job Design

Organisational Control Systems: Towards Productivity Improvement

  • Modern Control Systems
  • Management Information System
  • Computerised Information Systems
  • Information Speed
  • Information Retrieval
  • Management Accounting System
  • The Import- Conversion –Export Process
  • The Import Process
  • The Conversion Process
  • The Export Process
  • Operational Control System
  • Service Operation
  • Process Scheduling
  • Loading
  • Sequencing
  • Detailed Scheduling
  • Inventory Control
  • Cost Control
  • Quality Control
  • Controlling Utilisation of Organisational Resources
  • Co-Ordaining As a Control Mechanism
  • Mutual Adjustment
  • Direct Supervision
  • Standardisation of Work Process
  • Standardisation of Input-Skills, Knowledge and Attitudes
  • Standardisation of Output
  • Organisational Structure as a Control Function
  • Communication Dissemination
  • Decision Making Involvement
  • The ‘In’ Inventory
  • The ‘Out’ Inventory
  • The ‘JIT’ Inventory System
  • The KANBAN System
  • The Relationship between Quality and Productivity Improvement
  • Establishing Quality Objectives
  • Stating Precise Objective
  • Setting Productivity Objectives in Relation to Other Organisational Objectives
  • Relating Objectives to Specific Actions
  • Pinpointing Expected Results
  • Specifying When Goals Are Expected To Be Achieved
  • Distinguishing Between Strategic, Tactical and Operational Objectives
  • Establishing a ‘Quality-Throughput Accounting Balance’
  • Continuous Improvement Programme
  • Just-In-Time (JIT) Compared With Material Requirements Planning (MRP)
  • JIT vs. MRP: Component & Material Sourcing Strategy
  • The Quality Benefits of JIT vs. MRP
  • The Quality Issues Involved In JIT and MRP
  • Kaizen or Continuous Improvement
  • Quality as a Benchmark for Productivity Improvement
  • Focus on the Advocacy of:
  •  Philip B. Crosby,
  •  W. Edwards Deming,
  •  Joseph M. Juran,
  •  Shigeo Shingo,
  •  Armand V. Eeigenbaum
  • Internal and External Environmental Analysis
  • Productivity and Strategic Operational Review (SOR)
  • Incremental Productivity Improvement
  • Communication for Productivity Improvement
  • Researches and Development for Productivity Improvement

Understanding the Human Factor, Its Ergonomic Symbiosis and Productivity Improvement

  • The Job in Content and Context
  • The Individual in an Organisational Context
  • The Worker as an Internal Customer
  • The Organizational Context
  • The Nature of the Task,
  • Workload and Productivity Implications,
  • The Working Environment,
  • The Design of Displays and Controls, And –
  • The Role of Procedures
  • Competence and Productivity;
  • Workforce Skills: Deskilling or Reskilling and Productivity Implications;
  • Personality Factors and Productivity;
  • Attitude and Productivity Implications;
  • Aptitude as Trainability: A Productive Enhancer;
  • Nurturing Productivity Enhancers of:
  • Skills;
  • Attitude;
  • Disposition -
  • The Organisational Context of:
  • Work Patterns;
  • The Embedded Culture;
  • Available Resources;
  • Communications Systems and Patterns;
  • Predominant Leadership Styles;
  • Employing Productivity Risk Analysis towards Productivity Improvement
  • The Symbiotic Relationship between Ergonomics and Productivity Improvement: Exploring the Productivity Benefits of Ergonomic Job Design