Sunday, December 31, 2017

Product Productivity Engineering



22 December 2017

Product Productivity Engineering - Definition and Explanation


Developing and Designing products that promise higher productivity in processes at the user end is product productivity engineering.  (Narayana Rao K.V.S.S., 22 December 2017)
(IISE Linkedin Group Topic:  https://www.linkedin.com/groups/75670/75670-6349880422469603328)


Examples of High Productivity Equipment and Machines


CNC Lathe for High-Productivity Vertical Turning of Flange-Type Workpieces


Extreme rigidity, high rapid traverse speeds and short strokes, together with the integral coolant system, guarantee precision, high productivity levels and short idle times for the VSC 250 production machine.
http://www.emag.com/machines/turning-machines/production-vsc/vsc-250.html

Okuma’s new 2SP-2500H CNC lathe featuring smart machine productivity

24 October, 2017
Okuma has launched the 2SP-2500H two-spindle CNC lathe, with innovative front-facing twin spindles to provide much higher levels of productivity and far greater reliability, for auto parts and other mass production applications. The 2SP-2500H is an automation-ready machine that integrates two lathes into one unit with a standard loader that feeds blanks for continuous front and back work.
https://www.cnctimes.com/editorial/okumas-new-2sp-2500h-cnc-lathe-featuring-smart-machine-productivity


In industrial engineering, product productivity engineering has to develop as an area of practice. Industrial engineers focus on increasing the productivity of processes and in that process identify improvements in machines and equipment that increase the productivity of the process under evaluation. This knowledge can be used in the development and design stages of machines and equipment. Hence within the industrial engineering profession, product productivity engineers and process productivity engineers can interact and exchange ideas and take up new development and design projects to create machines and equipment that provide higher productivity.


More Examples of High Productivity Equipment and Machines


Innovative, High Productivity Fiber Laser Tube Cutting

TruLaser Tube 5000 fiber laser tube cutting machine from TRUMPF is the world’s first tube cutting machine with a solid-state laser to eliminate the need for a fully enclosed housing, making it quick and easy to load individual tubes and profiles or to remove finished parts while the machine is in operation.
December 30, 2017
http://www.fabricatingandmetalworking.com/2017/12/innovative-high-productivity-fiber-laser-tube-cutting/

The W 250 from Wirtgen: world class in performance and productivity

The strength of the W 250 lies in its ability to mill large job sites on motorways or airports at top speed. The Wirtgen large milling machine can remove asphalt layers with a milling depth of up to 350 mm and hard concrete surfaces at a high advance rate. In addition to removing complete roadway sections in a single pass, individual layers can also be removed extremely economically.
https://www.wirtgen.de/en/news-media/press-releases/article_detail.2567.php

CNC LATHE M06D-II/M08D-II

High rigidity and high productivity turning machine Milling series
Overwhelming cost performance
http://www.tsugami.co.jp/eng/product/lathe/post1299/

HyperSync™ - eIMC™ in-mold closing technology – up to 20% improvement in productivity
2016


All-new high-performance, fully integrated system for specialty closure manufacturing -The HyperSync™

HyperSync™ uses the revolutionary new eIMC™ in-mold closing technology. This servo-driven technology allows for the safe overlapping of mold functions, providing precise, controlled closing of flip-top closures while still in the warm position. The speed of closing is carefully controlled, allowing for quick closing movements with precision; this ensures the fastest closing speed while maintaining the ideal force required and ensuring optimal part quality. The use of eIMC™ in-mold closing technology provides up to 20% increase in productivity, with nearly two seconds saved per cycle depending on the application.
http://www.husky.co/News.aspx?id=6442451075


High Productivity Machines - Marketing Advantage


High productivity machines have  marketing advantages. They are rationally desirable and hence demand exists for high productivity machines. There is also the communication advantage. You can advertise high productivity machines, get immediate sales and also create brand value. Your company will be associated with innovativeness and high productivity. Whenever, machines are being replaced buyers look at your catalogues and include your company in the product request notifications.





22 December - National Mathematics Day - India

http://nraonid.blogspot.com/2012/12/22-december-national-mathematics-day.html


Updated  31 December 2017,  25 December 2017, 23 December 2017, 22 December 2017
First published on 22 December 2017

December - Industrial Engineering Knowledge Revision Plan



BEST WISHES FOR A HAPPY AND PROSPEROUS 2018

Remember The Best Events of 2017 and Feel Happy. Feel Good About Past and Hope will Appear for the Future



Positive events provide energy to do good.

Positive thoughts beget positive resolve, positive resolve takes you forward towards auspicious results - Prime Minister Narendra Modi

#PositiveIndia  Positive India -  Bulletin Board

http://guide-india.blogspot.com/2017/12/positiveindia-bulletin-board.html


Top 10 Blogs on Industrial Engineering


Applied Industrial Engineering

IE in New Technologies - IE with New Technologies


Implementation of  Industrial Engineering Principles and Techninques in New Technologies (Engineering Processes) and Business Processes

1. Additive Manufacturing Productivity


Assembly Design Framework for Additive Manufacturing Based on Axiomatic Design Concept
https://www.xcdsystem.com/iise/abstract/File7673/UploadFinalPaper_2655.pdf
Yosep Oh, University at Buffalo; Sara Behdad, University at Buffalo, SUNY

Abstract:

AM productivity

According to the design for assembly (DFA) concept, design features should be integrated into a few physical parts to reduce design complexity.  However, building up a single product can have some negative effects on the AM productivity by increasing buildup time and cost. In this paper, a design framework using the assembly concept is proposed with the aim of letting the AM productivity reach an allowable level. The design framework is developed based on an Axiomatic Design (AD) approach, where AM productivity elements including buildup time, assembly time and the amount of support are considered as non-functional requirements (nFRs). The AM productivity is assessed by the Information Axiom to choose the best design. The proposed design framework can help engineers design and evaluate AM products.

Interesting references cited in the paper

* Thomas, D.S. and Gilbert, S.W., 2014, Costs and Cost Effectiveness of Additive Manufacturing - A Literature Review and Discussion, NIST.
* Oh, Y. and Behdad, S., 2016, Assembly Based Part Design to Improve the Additive Manufacturing
Productivity: Process Time, Cost and Surface Roughness, ASME IDETC, Charlotte, NC, USA.
* Zhang, Y., Bernard, A., Gupta, R.K. and Harik, R., 2014, Evaluating the Design for Additive Manufacturing: A
Process Planning Perspective, Procedia CIRP, 21, 144–150.
* Thompson, M.K., 2013, Improving the Requirements Process in Axiomatic Design Theory, CIRP Annals - Manufacturing Technology, 62, 115–118.


2. Biomanufacturing (Biotechnology) Productivity

Productivity in Biomanufacturing

Researchers are examining the possibility of taking  advantage of the natural differences in productivity among cells that are used in biomanufacturing. They foster mutations to create genetic variability and then use microchips to analyze the behavior of individual cells, choosing the most prolific for larger-scale production.

https://www.technologyreview.com/s/424695/why-is-biomanufacturing-so-hard/


3. Productivity and Nanotech

Productive Nanotech Systems
https://www.foresight.org/roadmaps/Nanotech_Roadmap_2007_main.pdf

Related

OSRAM Boosts LED Chip Productivity With Nanotechnology
Aug 27, 2014
https://www.nanowerk.com/nanotechnology-news/newsid=37099.php

4. Electric Batteries and Productivity Applications

Nano One Enhances Pilot Productivity and Files a New Patent

Vancouver B.C. Dr. Stephen Campbell, Principal Scientist at Nano One Materials, today announced that Nano One has filed a patent related to yield improvements in its process for the manufacture of lithium metal oxide cathode materials for use in advanced lithium ion batteries.
August 2017

https://nanoone.ca/nano-one-enhances-pilot-productivity-files-new-patent/


5. IoT and Productivity

McKinsey Global Institute Report
THE INTERNET OF THINGS: MAPPING THE VALUE BEYOND THE HYPE
JUNE 2015
You can donwload the report from the web
(Link)


How the Internet of Things will reshape future production systems
By Vineet Gupta and Rainer Ulrich
September 2017
https://www.mckinsey.com/business-functions/operations/our-insights/how-the-internet-of-things-will-reshape-future-production-systems


6. New Technology and Equipment for Productivity

PONSSE INTRODUCES NEW TECHNOLOGY FOR PRODUCTIVITY AND ERGONOMICS
Virtual reality (VR) training simulator.
http://www.ponsse.com/fr/media-archive/nouvelles/ponsse-introduces-new-technology-for-productivity-and-ergonomics

How Does Technology Affect Productivity?
Apr 9, 2014

 AIM's March 2014 Business Confidence Survey asked two questions.
1. "Has technology allowed your company to produce more goods or provide more services than a decade ago with the same or fewer employees?
2. Can you quantify the economic effect?"


62 percent of the employers who responded said "yes" to the first question.

Among them only some could quantify the benefits. The gains reported in productivity were in  the 10-25 percent range. At the limits,  one manufacturer doubled output without adding workers, and a non-profit service provider more than tripled productivity.

Regarding profit improvement, some manufacturers remarked  that productivity improvements did not strengthen their bottom lines due to downward pressure on prices.  Some  companies in services industries cited offsetting costs from new regulations.
https://blog.aimnet.org/AIM-IssueConnect/bid/103010/How-Does-Technology-Affect-Productivity

Trend 5: Technology enables greater productivity in infrastructure industry
https://home.kpmg.com/xx/en/home/insights/2017/01/trend-5-technology-increases-productivity-risk.html


7. Productivity in Hotels

New JW Marriott hotel rides on technology for productivity
25 March 2017

The 634-room luxury hotel has "taken the initiative to implement new technologies and processes to improve the efficiency of its operations, as well as the overall guest experience" One of the systems  is the (hotel's) use of the Knowledge Touch rostering system to better manage and allocate manpower during peak periods by analysing business volume and needs. the hotel has also adopted Radio Frequency Identification (RFID) technology to track and replace worn-out items such as linen in hotel rooms and  has freed up valuable manpower for more productive uses .
http://www.asiahoreca.com/news/1164711/new-jw-marriott-hotel-rides-on-technology-for-productivity

JW Marriott Resort Saves $100K with Push-to-Talk Tech
12/09/2010
https://hospitalitytech.com/jw-marriott-resort-saves-100k-push-talk-tech

Articles on Industrial Engineering - Toyota Production System Innovations (Lean System)


Toyota Production system (lean manufacturing system) is built on Industrial engineering with the additional focus on rational reduction of inventory. The flow process chart used in IE has two columns for temporary delay and permanent delay. But these were not tackled aggressively earlier. In Toyota, these two wastes were tackled with special attention and focus and systems with less inventory and also other resources came into existence.


Toyota Production System Industrial Engineering - Shigeo Shingo
Introducing and Implementing the Toyota Production System - Shiego Shingo

The SMED System: Shigeo Shingo's Explanation
 Fundamentals of Lean - MIT Courseware

Lean Manufacturing - MIT Courseware

Enterprise Transition to Lean - Road Map -  MIT Courseware
Lean Supply Chain Management -  MIT Courseware

Lean Product Development - MIT Courseware
Lean Engineering  - MIT Courseware



PRODUCTIVITY IMPROVEMENT OF A PRESTRESS CONCRETE POLE PLANT USING WORK STUDY TECHNIQUE
http://ijates.com/images/short_pdf/1417439517_P496-508.pdf

A Case Study Improvement of a Testing Process by Combining Lean Management, Industrial Engineering and Automation Methods
2013
http://sparc.nfu.edu.tw/~ijeti/download/V3-no3-134-143.pdf


More Articles on Lean

11. Enterprise Interactions - Wastes -  MIT Courseware

12. People and Organization Issues in Lean Enterprises - MIT Courseware

13. Strategy and Enterprise in Lean Enterprises - MIT Courseware

14. Lean Enterprise - Self Assessment Tools - MIT Courseware

15. Information Systems - MIT Courseware

16. Knowledge Management - MIT Courseware

17. Leadership  - MIT Courseware

18. Lean Enterprise Integration - MIT Courseware

19. Lean Enterprise Architecting  - MIT Courseware

20 Lean Enterprise Case - Lockheed Martin -




One Year Industrial Engineering Knowledge Revision Plan

January - February - March - April - May - June

July - August - September - October - November - December


Updated  1 December 2017,  11 September 2016,  4 January 2015


Sunday, December 24, 2017

Productivity Innovations



Productivity Innovations

Lowering the price can signal innovation in processes. A company can communicate that with convincing story of the innovation involved.
(https://www.linkedin.com/feed/update/urn:li:activity:6350893724993712128)  25 December 2017

Sunday, December 17, 2017

New Technology - Understanding, Analysis and Improvement by Industrial Engineers


Understanding the New Technology - Engineering Economic Analysis - Productivity Assessment and Improvement



"Industrial engineers design, improve, and install integrated systems of people, materials, information, equipment, and energy." Key among these things we do are improvement and integration. "Industrial engineers are involved in products, processes, and services, from "hard-core" manufacturing to health care and insurance"

Source: "Technology's Impact on the Future of Industrial Engineering"
C. Patrick Koelling, Mario G. Beruvides, and Kriengkrai Tankoonsombut,
Computers ind. Engng VoL 31, No. 1/'2, pp. 5 - 8,1996
19th International Conference on Computers and Industrial Engineering

Industrial engineering improves productivity of production and other engineering systems through redesigning products, processes and optimizing using mathematical and statistical methods. It also uses economic analysis to identify and reject non economic engineering ideas or designs. It measures work, cost and productivity to understand the current performance of engineering systems. It redesign human work to improve productivity. It examines the productivity impact of  management methods and redesigns them also. It also takes responsibility for productivity management of the organization. So whenever a new technology emerges in an organization or a potentially useful technology emerges in the environment industrial engineers have the responsibility to understand it, analyze it and improve it.

Understanding the New Technology


The is the starting point. Because industrial engineers are responsible for productivity measurement and improvement of the use of new technology in the organization, they have to begin understanding it the moment they become aware of it. They have to start reading the articles, the brochures distributed by the sellers of the technology or developers of the technology, attend seminars on technology, and utilise the opportunities to observe the technology in use etc.  

Engineering Economic Analysis


The next step after adequate understanding is the engineering economic analysis. Whenever a new technology appears, industrial engineers have to identify the defender technology in the organization and see whether in the economic analysis the new technology wins or the defender technology wins. If the new technology wins, they have to recommend its adoption. To do engineering economic analysis, industrial engineers have to estimate the costs and benefits of the new technology and defender technology. This forces them to go into more details of the new technology and as they complete the engineering economic analysis, they will have much better grasp of the new technology. 

In case the defender technology wins, the adoption of the new technology is postponed. But industrial engineers have to monitor developments in new technology that are going to improve cost parameters of the new technology. So, industrial engineers have redo engineering economic analysis of new technology versus defender technology periodically to check and find time at which the new technology becomes economically the appropriate choice. In this exercise, industrial engineers become more and more conversant with the technology.

Productivity Assessment and Improvement


Engineering economic analysis is a strategical level analysis in the problem of technology adoption. As the technology is being implemented in the organization various problems crop up and technology implementors come out with various adhoc solutions to solve the teething problems that are more location specific. When  the production bugs are sorted out and commercial production starts, the project of technology implementation is declared success and closed. Now the responsibility of running the facilities with the new technology is transferred to the operations function. Industrial engineers now have the responsibility of recording the actual processes being used by the operations people and evaluate the productivity implications of them. This particular studies can be categorised as "operations industrial engineering analysis." Operation analysis is the term used by H.B. Maynard to study the production process of a component or product. It involves the study of every resource used in the production process to identify waste, come out with an engineering idea to eliminate the waste and do the required design or arrange for the required development and design so that low cost alternatives that eliminate the waste are implemented in the process. This is the productivity improvement contribution by industrial engineers. Productivity improvement studies of a process are to be conducted periodically and also whenever IEs feel that there is a technological development that has the potential to improve productivity of a process. This makes the industrial engineering department responsible for monitoring technology developments that have productivity benefits for the organization.

Updated on 18 December 2017, 4 May 2017

Sunday, December 10, 2017

Applied Industrial Engineering - 2017 Bulletin



Applied Industrial Engineering

IE in New Technologies - IE with New Technologies


Implementation of  Industrial Engineering Principles and Techninques in New Technologies (Engineering Processes) and Business Processes

1. Additive Manufacturing Productivity


Assembly Design Framework for Additive Manufacturing Based on Axiomatic Design Concept
https://www.xcdsystem.com/iise/abstract/File7673/UploadFinalPaper_2655.pdf
Yosep Oh, University at Buffalo; Sara Behdad, University at Buffalo, SUNY

Abstract:

AM productivity

According to the design for assembly (DFA) concept, design features should be integrated into a few physical parts to reduce design complexity.  However, building up a single product can have some negative effects on the AM productivity by increasing buildup time and cost. In this paper, a design framework using the assembly concept is proposed with the aim of letting the AM productivity reach an allowable level. The design framework is developed based on an Axiomatic Design (AD) approach, where AM productivity elements including buildup time, assembly time and the amount of support are considered as non-functional requirements (nFRs). The AM productivity is assessed by the Information Axiom to choose the best design. The proposed design framework can help engineers design and evaluate AM products.

Interesting references cited in the paper

* Thomas, D.S. and Gilbert, S.W., 2014, Costs and Cost Effectiveness of Additive Manufacturing - A Literature Review and Discussion, NIST.
* Oh, Y. and Behdad, S., 2016, Assembly Based Part Design to Improve the Additive Manufacturing
Productivity: Process Time, Cost and Surface Roughness, ASME IDETC, Charlotte, NC, USA.
* Zhang, Y., Bernard, A., Gupta, R.K. and Harik, R., 2014, Evaluating the Design for Additive Manufacturing: A
Process Planning Perspective, Procedia CIRP, 21, 144–150.
* Thompson, M.K., 2013, Improving the Requirements Process in Axiomatic Design Theory, CIRP Annals - Manufacturing Technology, 62, 115–118.


2. Biomanufacturing (Biotechnology) Productivity

Productivity in Biomanufacturing

Researchers are examining the possibility of taking  advantage of the natural differences in productivity among cells that are used in biomanufacturing. They foster mutations to create genetic variability and then use microchips to analyze the behavior of individual cells, choosing the most prolific for larger-scale production.

https://www.technologyreview.com/s/424695/why-is-biomanufacturing-so-hard/


3. Productivity and Nanotech

Productive Nanotech Systems
https://www.foresight.org/roadmaps/Nanotech_Roadmap_2007_main.pdf

Related

OSRAM Boosts LED Chip Productivity With Nanotechnology
Aug 27, 2014
https://www.nanowerk.com/nanotechnology-news/newsid=37099.php

4. Electric Batteries and Productivity Applications

Nano One Enhances Pilot Productivity and Files a New Patent

Vancouver B.C. Dr. Stephen Campbell, Principal Scientist at Nano One Materials, today announced that Nano One has filed a patent related to yield improvements in its process for the manufacture of lithium metal oxide cathode materials for use in advanced lithium ion batteries.
August 2017

https://nanoone.ca/nano-one-enhances-pilot-productivity-files-new-patent/


5. IoT and Productivity

McKinsey Global Institute Report
THE INTERNET OF THINGS: MAPPING THE VALUE BEYOND THE HYPE
JUNE 2015
You can donwload the report from the web
(Link)


How the Internet of Things will reshape future production systems
By Vineet Gupta and Rainer Ulrich
September 2017
https://www.mckinsey.com/business-functions/operations/our-insights/how-the-internet-of-things-will-reshape-future-production-systems


6. New Technology and Equipment for Productivity

PONSSE INTRODUCES NEW TECHNOLOGY FOR PRODUCTIVITY AND ERGONOMICS
Virtual reality (VR) training simulator.
http://www.ponsse.com/fr/media-archive/nouvelles/ponsse-introduces-new-technology-for-productivity-and-ergonomics

How Does Technology Affect Productivity?
Apr 9, 2014

 AIM's March 2014 Business Confidence Survey asked two questions.
1. "Has technology allowed your company to produce more goods or provide more services than a decade ago with the same or fewer employees?
2. Can you quantify the economic effect?"


62 percent of the employers who responded said "yes" to the first question.

Among them only some could quantify the benefits. The gains reported in productivity were in  the 10-25 percent range. At the limits,  one manufacturer doubled output without adding workers, and a non-profit service provider more than tripled productivity.

Regarding profit improvement, some manufacturers remarked  that productivity improvements did not strengthen their bottom lines due to downward pressure on prices.  Some  companies in services industries cited offsetting costs from new regulations.
https://blog.aimnet.org/AIM-IssueConnect/bid/103010/How-Does-Technology-Affect-Productivity

Trend 5: Technology enables greater productivity in infrastructure industry
https://home.kpmg.com/xx/en/home/insights/2017/01/trend-5-technology-increases-productivity-risk.html


7. Productivity in Hotels

New JW Marriott hotel rides on technology for productivity
25 March 2017

The 634-room luxury hotel has "taken the initiative to implement new technologies and processes to improve the efficiency of its operations, as well as the overall guest experience" One of the systems  is the (hotel's) use of the Knowledge Touch rostering system to better manage and allocate manpower during peak periods by analysing business volume and needs. the hotel has also adopted Radio Frequency Identification (RFID) technology to track and replace worn-out items such as linen in hotel rooms and  has freed up valuable manpower for more productive uses .
http://www.asiahoreca.com/news/1164711/new-jw-marriott-hotel-rides-on-technology-for-productivity

JW Marriott Resort Saves $100K with Push-to-Talk Tech
12/09/2010
https://hospitalitytech.com/jw-marriott-resort-saves-100k-push-talk-tech

Friday, December 8, 2017

Soft Skills for Industrial Engineers



At the 1972 CONARC (US Army) Soft Skills Conference Dr. Whitmore presented a report  aimed at figuring out how the term "soft skills" (in the areas of command, supersivion, counceling and leadership) is understood in various CONARC schools. Based on this research study,  the following definition was formulated:

"Soft skills are important job-related skills that involve little or no interaction with machines and whose application on the job is quite generalized.

It was also highlighted that hard skills are related to machines, and we understand laws and operations related to machines well. But, we do not the laws related to fellow human beings that well and hence in the case of soft skills, education and training is not that straight forward.

It can be said and simplified that soft skills are people skills. In Industrial Engineering curriculums, we include subjects related to organizational behavior, and the content of this subject must have the objective of increasing the knowledge and skills involved in the interacting with people in cooperative ventures.




Kantrowitz classified soft skills into seven main clusters

1. self management and self performance management skills.

2. Managing others and Managing others' performance management.

3. Organization/leadership skills

4. Interpersonal skills

5. Communication/Persuasion skills

6. Political/Cultural skills

7. Counterproductive skills

You can read more about each of these skill categories in

Organizational Behavior - Review Notes - Based on Fred Luthans Book


Negotiation skills

Negotiations - Knowledge, Research and Skills
http://nraomtr.blogspot.com/2017/12/negotiations-knowledge-research-and.html

IEMS 345: NEGOTIATION
https://www.mccormick.northwestern.edu/industrial/courses/descriptions/345.html

Listening and Negotiation
2016 ASEE Annual Conference & Exposition
https://www.asee.org/public/conferences/64/papers/15160/view


https://ipfs.io/ipfs/QmXoypizjW3WknFiJnKLwHCnL72vedxjQkDDP1mXWo6uco/wiki/Soft_skills.html

Cost Reduction and Optimization for Manufacturing and Industrial Companies - Joseph Berk - Book Information



http://as.wiley.com/WileyCDA/WileyTitle/productCd-0470609575,descCd-tableOfContents.html


Introduction.
Chapter 1: Organizing a Cost-Reduction Program.

Part I Labor.

Chapter 2: Head Count.

Chapter 3: Time Standards.

Chapter 4: Efficiency.

Chapter 5: Utilization.

Chapter 6: Overtime.

Chapter 7: Multiple Shifts.

Chapter 8: Lost Time.

Chapter 9: The Learning Curve.

Part II Material.

Chapter 10: Make-versus-Buy Determinations.

Chapter 11: Inventory Minimization.

Chapter 12: Material Utilization.

Chapter 13: Minimizing Supplier Costs.

Chapter 14: Supplier Negotiation.

Chapter 15: Supplier Competition.

Part III Process.

Chapter 16: Work-Flow Optimization.

Chapter 17: Setup Time Reduction.

Chapter 18: Material-Handling Improvements.

Chapter 19: Scrap and Rework Reduction.

Chapter 20: Cleanliness.

Part IV Design.

Chapter 21: The Design Approach.

Chapter 22: Requirements Relaxation.

Chapter 23: Tolerance Relaxation.

Chapter 24: Materials Substitution.

Chapter 25: Packaging.

Part V Overhead.

Chapter 26: General Overhead Expenses.

Chapter 27: Travel.

Chapter 28: Inspection.

Part VI Gaining Disciples and Measuring Progress.

Chapter 29: Suggestion Programs.

Chapter 30: Measuring Progress.

Index.


Google Book Link with Preview facility
http://books.google.co.in/books?id=1Tc6YlglMUkC




14. Supplier Negotiation

Chapter sections:

The Bottom Line

Key Questions

The Supplier Negotiation Road Map

Planning

The First Offer

Multiple Issues

Concessions

Tracking Progress

Negotiation Traps

Impasses

Negotiation Power

Conclude Negotiations Professionally

Training

Who Should Do This Work

Risks

http://onlinelibrary.wiley.com/doi/10.1002/9780470643815.ch14/summary



Updated 9 December 2017, 29 June 2013

Industrial Engineering - Health Care Partnership

Evolution of Industrial Engineering - 1908 to 2017 - Shop Management to Productivity Science, Engineering and Management



The motivation to write this article is provided by the paper, Sahney VK, Evolution of hospital industrial engineering: from scientific management to total quality management.
J Soc Health Syst. 1993;4(1):3-17.
https://www.ncbi.nlm.nih.gov/pubmed/8268467


Shop management paper/book has the objective low cost product and high income employees. The focus of the book is achieving low cost of production and high income provision to employees (from the existing position at that time) in engineering production shops. Industrial engineering became the subject that was developed to educate and train engineers in a specialized subject dealing with productivity and cost reduction. Very quickly it became a full fledged four year degree based curriculum as productivity and cost reduction are important dimensions of engineering organizations.

In the course of evolution, emphasis on redesign of the products and processes using engineering knowledge to provide cost reduction and productivity became less. This led to industrial engineering being labelled as imaginary engineering (a branch wherein engineering is nonexistent). The erosion of engineering focus also resulted in IE's narrow reach. Industrial engineering is applicable in all engineering branches that have engineering products or services and processes producing those products and services. Therefore, industrial engineering needs to be used in civil engineering, electrical engineering, electronics engineering, biomedical engineering and biotechnology. Engineering is an essential knowledge discipline in the world and industrial engineering has to focus on all engineering branches and improve productivity.

Prof. Narayana Rao, brought out this shortcoming clearly in a paper and also proposed principles of industrial engineering.  Principles of industrial engineering were derived from Principles of Scientific Management of Taylor. The principles of reflect the current concerns and areas of focus of the discipline. 


Industrial Engineering Scholars (Academic, Researching and Practicing Industrial Engineers)

F.W. Taylor
Frank Gilbreth
Lilian Gilbreth
Harrington Emerson
Henri Gantt
Alan Mogensen
R.L. Barnes
Marvin Mundel
H.B. Maynard
Shigeo Shingo
David Sumanth
D. Scott Sink
Gavriel Salvendy
Yamashina
Narayana Rao, K.V.S.S.

Thursday, November 30, 2017

Culture and Productivity - Bibliography


2017


Culture and productivity – an equation for success
KPMG
2017
https://assets.kpmg.com/content/dam/kpmg/au/pdf/2017/organisational-culture-productivity-for-success.pdf

2016

National Culture, Creativity, and Productivity: What’s the Relationship with Student Achievement?
Zheng Fang, Xianxuan Xu, Leslie W. Grant, James H. Stronge & Thomas J. Ward
Pages 395-406 | Published online: 14 Nov 2016
Journal
Creativity Research Journal
Volume 28, 2016 - Issue 4
http://www.tandfonline.com/doi/abs/10.1080/10400419.2016.1229976?journalCode=hcrj20

Culture, religion and productivity: Evidence from European regions
Anneli Kaasa
BEH - Business and Economic Horizons
Volume 12 | Issue 1 | 2016 |pp.11-28
https://academicpublishingplatforms.com/downloads/pdfs/beh/volume21/201612010102_02_BEH_Vol12_Issue1_2016_Kaasa_Culture_religion_and_productivity_evidence_from_European_regions_pp.11-28.pdf


2015

Proof That Positive Work Cultures Are More Productive
Emma SeppalaKim Cameron
DECEMBER 01, 2015
Harvard Business Review
https://hbr.org/2015/12/proof-that-positive-work-cultures-are-more-productive

Impact of Organizational Culture on Productivity and Quality
Management: a Case Study in Diamond Operations Unit, DTC
Botswana
Kabelo Kelepile
International Journal of Research in Business Studies and Management
Volume 2, Issue 9, September 2015, PP 35-45
ISSN 2394-5923 (Print) & ISSN 2394-5931 (Online)
https://pdfs.semanticscholar.org/d891/20dd6dd561c7d028f93d31d2930d119a3f47.pdf

The impact of work-life culture on organizational productivity
Isabel de Sivatte, Judith R. Gordon, Pilar Rojo, Ricardo Olmos, (2015) "The impact of work-life culture on organizational productivity", Personnel Review, Vol. 44 Issue: 6, pp.883-905, https://doi.org/10.1108/PR-12-2013-0226
http://www.emeraldinsight.com/doi/abs/10.1108/PR-12-2013-0226


2014

Investigate the Relationship between Organizational Culture and Human
Resources Productivity (Case study: Arman Credit Institute)
Hamed Mohammadi, and Ahmed Raza Shekarchizadeh
International Journal of Management and Humanity Sciences. Vol., 3 (8), 2744-2751, 2014
Available online at http://www.ijmhsjournal.com

The Influences of organisational cultural practices on productivity in
prison farms in Zimbabwe
David D. Madzikanda and Tinashe Muroiwa
University of Zimbabwe Business Review, Volume 2, No. 2, 2014
http://ir.uz.ac.zw/xmlui/bitstream/handle/10646/2744/Madzikanda_The_influence_of_organisational_cultural_practices_on_productivity_in_prison_farms.pdf?sequence=1


2013

2013

The impact of culture and employee-focused criteria on productivity: A structural equation modelling approach
AIP Conference Proceedings 1522, 1442 (2013); https://doi.org/10.1063/1.4801299
Mohd Rashid Ab Hamid

Culture and employee-focus are factors that have an impact on productivity and they have to be aligned with the productivity initiatives in the organization in order to increase productivity.  Therefore, this article investigated the impact of culture and employee-focused criteria on productivity in Higher Education Institutions (HEIs) in Malaysia using intangible indicators through core values.
http://aip.scitation.org/doi/pdf/10.1063/1.4801299

Improving workplace productivity and corporate culture: perceptions and experiences of the
effects of workplace massage
Deborah Nicola Lane
Submitted to satisfy the requirement for the degree of Doctor of Philosophy
College of Sport and Exercise Science
Victoria University
March 2013
http://vuir.vu.edu.au/21896/1/Deborah%20Nicola%20Lane.pdf



2012

Organizational Culture and its effect on productivity; the case study of
La Community Bank
by
Dwirantwi, Eric Addo
(PG.4159710)
A thesis submitted to the Institute Of Distance Learning, Kwame Nkrumah
University of Science and Technology in partial fulfillment of the requirements
for the degree of
COMMONWEALTH EXECUTIVE MASTERS OF PUBLIC ADMINISTRATION
September, 2012
http://ir.knust.edu.gh/bitstream/123456789/4818/1/Dwirantwi%2C%20Eric%20Addo.pdf



How Participative Leadership Powers a Culture of Productivity
© 2012 WorldatWork.  | www.worldatwork.org
https://www.worldatwork.org/waw/adimLink?id=65388



IZA DP No. 6845
Cultural Diversity and Plant‐Level Productivity
September 2012
Michaela Trax
Stephan Brunow
Jens Suedekum
http://ftp.iza.org/dp6845.pdf

2011


Organizational culture and productivity
Ahmadi, Ebadollaha
Procedia Social and Behavioral Sciences 15 (2011) 772–776
https://www.sciencedirect.com/science/article/pii/S1877042811003612




2006
Organisational Culture, Productivity and the South African Work Place: A Case Study of Cranco Metals Ltd.
Alternation, 13,2, 2006
http://alternation.ukzn.ac.za/Files/docs/13.2/02%20Map.pdf

2002

Productivity, Culture and Society: The Essential Contribution of Psychology as a
Social Science
ISBN #: 189653872X
This paper was prepared for the Scientific Affairs Committee of the Canadian Psychological Association
by Dr. John Service, Executive Director, and Dr. Patrick O’Neill, Chair, Scientific Affairs.
http://www.cpa.ca/documents/Productivity_Culture_Society.pdf


1996

CULTURE AND PRODUCTIVITY IN THE HOTEL INDUSTRY
A STUDY OF ORGANIZATION BEHAVIOUR OF CHINESE FINANCIAL
CONTROLLERS IN HONG KONG HOTELS.
A Thesis submifted by
Duncan Andrew GIBSON
in fulfilment of the requirements for the award of the Degree of Ph. D.
Surrey European Management School
University of Surrey
1996
http://epubs.surrey.ac.uk/875/1/fulltext.pdf


Is group productivity loss the rule or the exception? Effects of culture and Group based Motivation
Erez, Miriam; Somech, Anit
Academy of Management Journal; Dec 1996; 39, 6;

Culture, Productivity and Structure: A Singapore Study
Foo Check-Teck
Volume: 13 issue: 4, page(s): 589-609
Issue published: October 1, 1992
http://journals.sagepub.com/doi/abs/10.1177/017084069201300404


1986

Finding the culture of productivity.

Akin, G., & Hopelain, D. (1986). Finding the culture of productivity. Organizational Dynamics, 14(3), 19-32.


Investigates factors related to productivity from work culture perspective. Environments that encourage productivity are described.   The worker perceptions of the structures and elements that constitute work culture and the qualities that make for a strong culture of productivity are elicited.

The term "culture of productivity" refers to the shared understandings of workers in highly productive settings and the commonly known procedures and rules these workers use to understand productivity and to be productive.

Results and findings from the investigation suggest that productivity occurs when management, supervisors, and workers focus primarily on the work being produced and factors influencing successful outcomes. It is concluded that essential qualities of productive cultures are legibility, coherence, and adaptation/flexibility in the workplace.
http://psycnet.apa.org/record/1986-31490-001



Wednesday, November 29, 2017

Graduate Certificate in Productivity Improvement - Oakland University

Department of Industrial and Systems Engineering
502 Engineering Center  (map)
(248) 370-2989 • Fax (248) 370-2699
www.oakland.edu/ise





Coordinator for the year 2014 -2015
Robert Van Til
502B Engineering Center
(248) 370-2211
vantil@oakland.edu



Program Description:

The Graduate Certificate in Productivity Improvement program is designed for any engineer (mechanical, electrical, civil, computer, etc.) who wants access to the productivity tools needed for their current job, or to upgrade their skills to help get a promotion or a better job.

Admission terms and application deadlines

Before an applicant’s file can be reviewed for full program admission, all application documents must be received in Graduate Study and Lifelong Learning by the semester deadlines listed below. Incomplete applications will not be sent to departments for admission review.

July 15 for fall semester
November 15 for winter semester
March 15 for summer semester
International applicants
Application requirements

To be considered for graduate admission, applicants must submit all Graduate Application Requirements and additional department requirements by the published application deadlines:

Graduate Application Requirements

Additional department application requirements
     
B.S. in any engineering discipline. Applicants from other disciplines such as computer science, engineering technology, information technology and software engineering, would be considered after successfully completing appropriate prerequisite courses.

Grade point average of 3.0 or better.
Official Graduate Record Examination (GRE) results are required for those international applicants whose undergraduate cumulative grade point average is less than 3.0 on a 0.0 - 4.0 scale or their international institution is not accredited by a regional accrediting agency of the USA. The Department of Industrial and Systems Engineering may choose to waive the GRE requirement if at least one of the following special circumstances is met:
Applicant’s last degree is from a U.S. institution accredited by a regional accrediting agency.
Applicant’s overall GPA from last degree is at least 3.0.
Applicant has worked in the USA for at least two years in the engineering profession.


Certificate requirements

To fulfill the certificate requirements, a student must

complete at least 16 credits of graduate-level work as described below under Course requirements,
earn a cumulative GPA of at least 3.0 in courses applied toward the certificate, satisfy all requirements concerning academic progress

Course requirements

a. Required courses (12 credits)

Students are required to select at least three courses from:

ISE 510 - Supply Chain Modeling and Analysis (4 credits)
ISE 517 - Statistical Methods in Engineering (4 credits)
*  ISE 530 - Engineering Operations Research - Stochastic Models (4 credits)
*  ISE 569 - Computer Simulation of Discrete Event Systems (4 credits)
*  ISE 580 - E-Commerce and ERP (4 credits)
ISE 581 - Lean Principles and Application (4 credits)
*  ISE 583 - Production Systems and Workflow Analysis (4 credits)
*  ISE 585 - Statistical Quality Analysis (4 credits)
*  ISE 587 - Foundations of Systems Engineering I (4 credits)
ISE 680 - Engineering Decision Analysis (4 credits)
ISE 684 - Computer-Integrated Manufacturing Systems (4 credits)



b. Elective course (4 credits)

Select any one 500-level or higher ISE course, including any additional course from the list of required courses above (except ISE 501, 502, 503, 594, 690, 691, 794 and 795).


Latest web page for the course

http://catalog.oakland.edu/preview_program.php?catoid=30&poid=4902&returnto=3279


http://catalog.oakland.edu/preview_program.php?catoid=18&poid=2183&returnto=1298&print


Updated 1 December 2017, 24 February 2015

Sunday, November 19, 2017

Friday, November 17, 2017

2016 - Productivity Research - Information and Important Points - Part 1







Accounting for Productivity Dispersion over the Business Cycle

Robert J. Kurtzman and David Zeke
2016-045




T h e J o u r n a l o f D e v e l o p i n g A r e a s
Volume 50 No. 2 Spring 2016

AGRICULTURAL PRODUCTIVITY GROWTH IN INDIA: AN ANALYSIS ACCOUNTING FOR
DIFFERENT LAND TYPES

Varun Kumar Das*
Indira Gandhi Institute of Development Research, India


Australian Economic History Review, Vol. 56, No. 2 July 2016

ASPECTS OF PRODUCTIVITY

BY MARTIN SHANAHAN* & RAJABRATA BANERJEE
University of South Australia (Martin.shanahan@unisa.edu.au)
JEL categories: C18, O39, O40
While research into the determinants of growth is ongoing, assessing the
productivity of factor inputs, including technological progress, remains a key to
understanding what drives economic growth and how this process can be sustained
in the long run.


Increasing productivity is fundamental to increasing material well-being, and
in world with a growing population, vital to the living standards of millions of people.
Assessing and measuring what contributes to productivity improvement are,
however, difficult. While technological change or change in technical efficiency is
frequently cited (especially in the growth literature) as critical to productivity, other
elements, including human capital, scale economies, changes in organisational or
managerial methods, and institutional change (covering everything from legal
regimes to the level of community trust), are also known to be contributing factors.

In the economic growth literature, the productivity of factor inputs is a major
contributing factor to long run growth.

In recent years, some researchers have increased the number of intermediary
inputs used in their productivity estimates to include materials (M), energy (E),
and services (S). The aim is to better isolate the impact of technology (the residual
in most growth equations) more precisely.22 These KLEMS models are less
applicable in studies using pre 1950 data as accurate information on the inputs is
highly variable or missing.

22. Pilat, D., and P. Schreyer. (2002) Measuring productivity. OECD Economic Studies, Vol. 2001/2. 10.1787/
eco_studies-v2001-art13-en [accessed 2 /1/2016]



CAPACITY PLANNING AND CORPORATE PRODUCTIVITY PERFORMANCE IN THE NIGERIAN AVIATION INDUSTRY

G. I. Umoh
Sylva Waribugo
University of Port Harcourt, Rivers State, Nigeria

Yabing and Abraham (2013) carried out a research on capacity planning and performance
in capital intensive service facilities and found out that when firms plan their capacity through the
integration of service resources and incentive contract design, they can better cope with market
uncertainty and also increase their profitability. They further argued that while firms with high
capacity utilization are likely to have increased profitability and cope with uncertainty in market
demand, they have to also maintain a reasonable service level and shorter waiting periods so as to
have competitive advantage. Alberto and Roberto (2007) carried out a similar study on plant
capacity planning and productivity and submitted that several indices of capacity like gross
utilization, net utilization, working efficiency, availability and saturation have influence on the
aggregate productivity of the system.

Also, Umoh, Wokocha, and Amah (2013) did a study on production planning and
corporate productivity performance in the Nigerian manufacturing industry. Their study reveals
that production planning has a positive influence on cost minimization, return on equity capital
and growth. Adegbuyi and Asapo (2010) followed a similar scholarly trajectory by studying the
effect of production planning and budgeting on organizational productivity in a food and
beverage firm. The result of their study shows that there is a significant relationship between
production planning operations and organizational productivity.

Mahmood, et al. (2014), in their
study, postulated that when policies are directed towards knowledge and technology management
capability, idea management capability, project development capability and commercialization
capability which are dimensions of innovation capacity planning–organizations stand to increase
their productivity.

Maishanu and Kadiri (2012) conducted a study on workers satisfaction and organizational
productivity in the Nigerian aviation sector and concluded that the productivity of the sector is
greatly influenced by the level of satisfaction of workers.





*  Connecting empowerment-focused HRM and labour productivity to work engagement: the
mediating role of job demands and resources

Karina Van De Voorde and Marc Van Veldhoven, Tilburg University
Monique Veld, Open University in the Netherlands
Human Resource Management Journal, Vol 26, no 2, 2016, pages 192–210

The paper does not investigate the effect of any variable on productivity

* Estudios de Economía. Vol. 43 - N° 2, Diciembre 2016. Págs. 199-215 199

Corruption, provincial institutions and manufacturing firm productivity: New evidence from a transitional economy*

Corrupción, instituciones provinciales y productividad manufacturera:
Nueva evidencia para una economía en transición
Tran Quang Tuyen**
Vu Van Huong***
Doan Thanh Tinh****

*  Explaining Cross-Country Productivity Differences in Retail Trade

David Lagakos
University of California, San Diego, and National Bureau of Economic Research

It is regarding productivity in retail trade emphasizing car ownership and tax evasion in traditional
retailing.

*  Kaasa A., 2016.

"Culture, religion and productivity: Evidence from European regions”, 

Business
and Economic Horizons, Vol.12(1), pp.11-28, http://dx.doi.org/10.15208/beh.2016.02



Productivity plays an important role for economic growth and the welfare of people.
Hence, there is no doubt that the possible determinants of productivity deserve to be
studied. When looking at the determinants of productivity at the aggregate (society) level,
the research has mainly focussed on factors like human capital, R&D, innovations etc. that
have been shown to be positively related to productivity and economic growth. However,
it has been argued that these factors may not be sufficient for explaining differences in the
levels of productivity in different countries (Sayes, 2011). Hence, the research has to go
beyond these standard factors of productivity and explore other possible factors
(Beugelsdijk and van Schaik, 2005).

Culture comprises people’s  values, beliefs, attitudes, behaviour, etc.. In addition,
religion is something that often guides people’s choices and behaviour. As productivity
can be expected to be related to the everyday performance of the workforce, cultural and
religion-related differences may prove quite useful in explaining differences in productivity
levels between countries or regions.

While the possible impact of culture and/or religion on productivity has been theoretically addressed more or less directly in many studies, only a few studies have examined these relationships empirically (Hall and Jones, 1999; Islam, 2008; Grafton et al., 2002; Gorodnichenko and Roland,
2010).

Both the correlation and regression analysis showed individualism to be positively and
power distance to be negatively related to labour productivity, confirming the
expectations. Masculinity also turned out to be negatively related to productivity,
confirming the positive impact of feminine values rather than masculine values.
Uncertainty avoidance, although negatively related to productivity according to the
correlation analysis, appeared to be insignificant in the regression analysis. Both general
religiosity and the achievement motivation indicator capturing the values of a strong work
ethic turned out to be insignificant after cultural dimensions were added, indicating that
cultural dimensions seem to capture the sources of labour productivity better than
religiosity or values associated with religiosity.



*  PERSONNEL PSYCHOLOGY
2016, 69, 3–66

CUMULATIVE ADVANTAGE: CONDUCTORS AND INSULATORS OF HEAVY-TAILED PRODUCTIVITY DISTRIBUTIONS AND PRODUCTIVITY STARS


HERMAN AGUINIS
Indiana University
ERNEST O’BOYLE, JR.
University of Iowa
ERIK GONZALEZ-MUL´E
University of Iowa
HARRY JOO
Indiana University

marginal costs also vary at the individual level
of analysis across occupations and measures of productivity.
Given such, the extent to which the context allows productivity stars
to keep their marginal costs low will serve as a conductor of cumulative
advantage exhibited in that productivity distribution. We refer to this
source of cumulative advantage as multiplicity of productivity.Multiplicity
of productivity is a conductor because it makes it easier to draw on past
success to create future success.

Hypothesis 1: Multiplicity of productivity will be a conductor of cumulative
advantage, such that the end result of higher
multiplicity work contexts will be a greater likelihood
of a power law distribution and a greater proportion of
productivity stars (i.e., heavier tail).

Productivity stars, wittingly or unwittingly, are able to dominate through
monopolistic means (e.g., Borghans & Groot, 1998; Franck & N¨uesch,
2012). Accordingly, we offer the following hypothesis involving monopolistic
productivity as a conductor for cumulative advantage:
Hypothesis 2: Monopolistic productivity will be a conductor of cumulative
advantage, such that the end result of higher
monopolistic work contexts will be a greater likelihood
of a power law distribution and a greater proportion of
productivity stars (i.e., heavier tail).

Empirically, job autonomy generally has a positive relation with productivity
(Humphrey, Nahrgang, & Morgeson, 2007).

job autonomy provides the discretion that can allow stars to
show their creativity and innovation (Ohly & Fritz, 2010) as well as
allowing them to more fully utilize their unique competencies (McIver,
Lengnick-Hall, Lengnick-Hall, & Ramachandran, 2013).

Hypothesis 3: Job autonomy will be a conductor of cumulative advantage,
such that the end result of jobs with greater
autonomy will be a greater likelihood of a power law
distribution and a greater proportion of productivity
stars (i.e., heavier tail).

a highly complex job such
as that of a academic researcher has long been known to demonstrate a
heavy-tailed productivity distribution in terms of number of publications
as well as citations (Shockley, 1957), as have other prototypically complex
jobs that have become so pervasive in today’s knowledge economy (e.g.,
software engineers; Curtis, Sheppard, Milliman, Borst, & Love, 1979;
Darcy & Ma, 2005). On the other hand, less complex jobs from the manufacturing
sector exhibit little variance in outputs (Schmidt & Hunter,
1983).

resource-based theory, which usually focuses on productivity at the firm and not the
individual level of analysis, describes complex output, especially output at the tails of the distribution, as more difficult to imitate and less likely to be substituted by even slightly less productive firms (Barney, Ketchen, & Wright, 2011).

Hypothesis 4: Job complexity will be a conductor of cumulative advantage, such that the end result of jobs with greater complexity will be a greater likelihood of a power law distribution and a greater proportion of productivity stars (i.e., heavier tail).

Hypothesis 5: Productivity ceiling will be an insulator of cumulative advantage, such that the end result of jobs with lower productivity ceilings will be a smaller likelihood of a power law distribution and a smaller proportion of productivity stars (i.e., lighter tail).

becoming aware of the shape of the productivity distribution, and not assuming normality, is a necessary first step before such decisions can be made.

The presence of nonnormal productivity distributions also has implications
for compensation practices. In particular, pay dispersion may be
seen as more acceptable and fair to employees if they are aware that the
distribution has a heavy tail (i.e., a large proportion of productivity stars).
Thus, it may be beneficial to share information on the shape of the productivity
distribution with various organizational members. However, if
the compensation system does not offer additional rewards to productivity
stars, productivity information may lead to dissatisfaction among those
individuals who are the top producers—possibly leading to a decrease in
their productivity or even departure from the organization. Thus, it is important
to consider the anticipated consequences of making information
on productivity distributions available.

Barney JB, Ketchen DJ, Wright M. (2011). The future of resource-based theory:
Revitalization or decline? Journal of Management, 37, 1299–1315.
doi:10.1177/0149206310391805

Buzacott JA (2002).
The impact of worker differences on production system output.
International Journal of Production Economics, 78, 37–44. doi:10.1016/S0925-
5273(00)00086-4



* RAND Journal of Economics
Vol. 47, No. 3, Fall 2016
pp. 608–630

Demand or productivity: what determines firm growth?

Andrea Pozzi∗
and
Fabiano Schivardi∗∗

Modern theories of industry dynamics assume that firms are heterogeneous along a single
unobserved dimension, productivity, which determines the firm’s performance and growth
(Jovanovic, 1982; Hopenhayn, 1992).

the assumption that all firms look alike to consumers fails to capture an important ingredient of
firm performance.

We start our analysis by setting up a standard model of monopolistic competition on the
demand side and Cobb-Douglas technology on the production side, each with its own stochastic
shifter. 

Productivity shocks are then identified as residuals of the production function equation, with output deflated with firm-level prices.

To explain our findings, we rely on insights from scholars emphasizing the role of managerial ability
and corporate practices in the exploitation of technology shocks (Bloom, Sadun, and Van Reenen,
2012; Dranove et al., 2014). Our results show that managerial practices are important for not only
within-firm productivity growth, but also to enhance the process of efficient factors allocation
across firms.

Foster, Haltiwanger, and Syverson (2008) were the first to separately
identify demand and productivity shocks. They show that failing to disentangle demand and TFP
shocks leads to an underestimation of new entrants’ contribution to productivity growth. Foster,
Haltiwanger, and Syverson (2016) study the process of accumulation of idiosyncratic demand,
finding that demand shock builds up slowly and that it depends on past firm sales. Our results
complement theirs: though it takes time to build idiosyncratic demand, we show that reacting to
its fluctuations is easier than reacting to changes in productivity.

Our theoretical framework relies on a model of monopolistic competitionwhere firms choose
inputs to produce output, subject to a CES demand and a Cobb-Douglas production function as in
Melitz (2000).

The market appeal component ( i t ) picks up heterogeneity in firms’ demand driven by
differences in the perceived quality of the product, controlling for its physical attributes. It relates
to similar concepts introduced by Foster, Haltiwanger, and Syverson (2016) and Gourio and
Rudanko (2014), who link it to the stock of consumers who have tried the product in the past (the
“customer base”). Other instances of demand shocks consistent with our setting are spreading of
good word-of-mouth, improvements in the brand image, and the perception or the visibility of
the products, for example, as a result of advertising.

The idea behind this postulate is
that TFP shocks represent a shift in the production technology, and responding to them likely
entails shifting the way things are done within the firm: for instance, a change in the skill mix
of the employees or the use of different types of capital inputs. If the firm’s management lacks
the expertise to implement these complementary reorganizations, the adjustment of the scale
of operation following a TFP shock will be incomplete. This scenario might be less likely for
demand shocks, where the need to cater to a larger mass of customers can be met by simply
scaling up production without necessarily requiring reorganization.

The framework sketched in Section 5 delivers an empirical prediction for the presence
of a managerial ability friction: the size of the untransmitted component of TFP should be
smaller for firms with better managerial ability, as they are more likely to be able to reorganize
their activities to take full advantage of the productivity shock.18

Our results imply that managerial practices
are not only important for within-firm productivity growth, but also for the process of efficient
factors allocation across firms. Improving our understanding of the determinants of firms’ reaction
to shocks of different nature may contribute in an innovative way to the debate on the efficient
allocation of resources.


* J Prod Anal (2016) 45:131–155

The determinants of productivity in Chinese large and medium-sized industrial firms, 1998–2007

Sai Ding, • Alessandra Guariglia • Richard Harris

The average TFP growth in Chinese industries is 9.6 % per annum during the period
1998–2007, and is mainly driven by firm entry. The subsector decomposition exercises show that the inter-firm
resource reallocations are more prominent across industries than across provinces.

Productivity is viewed as the most important long-run
driver of economic growth in both economic theory and
empirical research. According to Klenow and Rodrı´guez-
Clare (1997), total factor productivity (TFP) growth
accounts for 90 % of the international variation in output
growth. Easterly and Levine (2001) argue that the major
empirical regularities of economic growth indicate an
important role for the residual rather than for factor accumulation.

Second, unlike most previous
studies, which rely on the method of Olley and Pakes
(1996) or Levinsohn and Petrin (2003) to construct TFP,
we use a system Generalized Method of Moments (GMM)
estimator (Blundell and Bond 1998). We believe it is
important to use this approach as many studies have shown
that firms have (unmeasured) productivity advantages that
persist over time, which need to be captured.

Our results indicate increasing returns to scale in the
majority of industries and a (usually large) positive time
trend representing technical change.

we calculate TFP using a Cobb-Douglas log-linear
production function approach including fixed effects. The
inclusion of fixed effects is necessary as empirical evidence
using firm-level panel data consistently shows that firms
are heterogeneous (productivity distributions are significantly
‘spread’ out with large ‘tails’ of firms with low
TFP), but more importantly that the distribution is persistent—
firms typically spend long periods in the same part of
the distribution (see, for instance, Bartelsman and Dhrymes
1998; Haskel 2000; and Martin 2008). Such persistence
suggests that firms have ‘fixed’ characteristics (associated
with access to different path dependent (in)tangible
resources, managerial and other capabilities) that change
little through time, and thus need to be modeled. In the
light of these considerations, we estimate the following
model:


** Younger firms more productive

Firm age is found to affect TFP significantly and negatively
for most industries. This is consistent with the
belief that younger firms produce with greater efficiency
and better technology than older firms. Obviously the
hypothesis that productivity increases as the firm ages
through learning-by-doing is not supported by our data for
China.

(Interesting articles with many references on productivty determinants)

FACTOR DETERMINANTS OF TOTAL FACTOR PRODUCTIVITY GROWTH FOR THE JAPANESE MANUFACTURING INDUSTRY

SANGHO KIM∗
Contemporary Economic Policy (ISSN 1465-7287)
Vol. 34, No. 3, July 2016, 572–586
Online Early publication October 23,

the measured TFP fails to provide true technology shocks if one of the assumptions is violated.

This section summarizes the theoretical background of estimating embodied technical
progress simultaneously with disembodied technical progress when there are scale economies
and imperfect competition. An empirical framework developed here will extend the model of
Kim (2014) to include a variety of factors that have influence on technical change.


We use the Japan Industrial Productivity (JIP)
Database 2011, which comprises various variables
necessary to estimate TFP for the Japanese
economy. Based on the database, we compile a
panel of 52 manufacturing industries for the year
1973–2010, from which we can construct all the
variables required for estimation.

Estimates of Determinants for Japanese Durable Manufacturing Productivity

Average TFP growth (Δ¯a)
Impact of trade
Interindustry externality
Embodied technology
Technology and market environment

The results suggest significant influence of
embodied technical progress on productivity
growth for the Japanese manufacturing industry,
which should be isolated from disembodied
technical progress in estimating the impact of
factor determinants of the productivity growth.


Technology embodied in the physical capital,
not the capital itself, determines productivity
growth. On the other hand, coefficient estimates
of R&D investment are statistically insignificant
in every model, suggesting technology acquired
from R&D investment generates productivity
growth when embodied into physical and
human capital.
For interindustry externality, IT investment of
the total manufacturing industry has positively
significant effects on productivity growth,

For globalization and trade, openness has a
negative and significant influence on productivity
growth,

Estimation results show that coefficient
estimates of technologies embodied in human
capital, physical capital, and IT capital are all
positively significant, suggesting the existence
of considerable embodied technical progress for
the Japanese manufacturing industry. Furthermore,
including embodied technical progress
renders the impact of physical and R&D capital
on productivity growth insignificant, implying
that R&D impacts are realized only after being
embodied into other capitals.

The Economic Journal, 126 (May), 654–681.Doi: 10.1111/ecoj.12373©2016 Royal Economic Society. Published by

JohnWiley & Sons, 9600 Garsington
Road, Oxford OX4 2DQ, UK and 350 Main Street, Malden, MA 02148, USA.

DO PERSONALITY TRAITS AFFECT PRODUCTIVITY? EVIDENCE FROM THE LABORATORY*

Maria Cubel, Ana Nuevo-Chiquero, Santiago Sanchez-Pages and Marian Vidal-Fernandez


Despite the large body of literature on the determinants of labour force earnings, a substantial part of the wage inequality across and even within a range of demographic characteristics and occupations still remains unexplained. In his seminal work, Becker (1964) highlighted the relevance of cognitive skills in explaining earning differences. However, variations in cognitive abilities fail to account fully for the residual wage inequality.

Within the set of non-cognitive skills, personality traits are one of the most relevant instruments in the study of differences in earnings. Mueller and Plug (2006) show that the effect of personality traits on earnings is of similar magnitude to the one of cognitive skills.


Recent studies have linked job performance and wages to the so-called ‘Big Five’ personality traits: openness, conscientiousness, extraversion, agreeableness and neuroticism (Heckman et al., 2006; Fletcher, 2013).


This article uses a laboratory experiment to directly test the relationship between the Big Five personality traits and individual productivity (claimed as the first article to use the methodology in this area).

 Nyhus and Pons (2005) report a negative correlation between neuroticism and wages for
both men and women, and a negative correlation of agreeableness with wages for women only.

To summarise the literature reviewed, the take home messages are:

(i) neuroticism and agreeableness are consistently correlated with lower earnings while more conscientious individuals present better labour market outcomes;
(ii) gender differences in the effects of personality traits can contribute to explain the gender wage gap; and
(iii) the estimated effect of personality is of comparable magnitude to that of cognitive skills.

Hypotheses

Neuroticism
This trait is defined as lack of emotional stability and predictability and by the presence of mood changes, anxiety and insecurity. Neuroticism has been consistently found to hinder wages.
Hence, hypothesis is that high levels of neuroticism should be correlated with low
performance in our experiment.

Conscientiousness
This trait measures the extent to which individuals are careful, responsible and hard
working. Because it is associated to efficient, organised, achievement-oriented and selfdisciplined
individuals, conscientiousness shows a consistent positive relation with labour market outcomes. In a similar way, we expect a positive relationship between conscientiousness and performance in our experiment, because being careful, efficient and focused should improve accuracy in the task.

Openness
Individuals who are open to new experiences are typically imaginative, artistic, curious,
creative and intellectually oriented. In their laboratory study, M€uller and Schwieren (2012) observe a negative correlation between openness and performance in the same addition task under piece-rate payment, albeit in a five-minute round. Our conjecture is that this  result might be driven by creative and artistic individuals who are likely to find the task repetitive and boring. They might also be more likely to engage in the experiment, as a new experience, but the characteristics of the task are likely to countervail this initial positive effect. Therefore, we expect a negative net effect of openness on performance in our task.

Survey evidence suggests that the overall effect of agreeableness on labour market outcomes is negative.

The facet of extraversion associated to ambition could have a positive impact on performance.

The hypotheses tested in the paper are:
HYPOTHESIS 1. Neuroticism is negatively associated with performance.
HYPOTHESIS 2. Conscientiousness is positively associated with performance.
HYPOTHESIS 3. Openness has a negative relationship with perforitude.

Results

The Big Five personality traits are jointly significant and the individual scores are largely consistent with our hypotheses. As in the previous literature using survey data and in line with our hypothesis H1, more neurotic subjects perform significantly worse in our task:

Our hypothesis regarding conscientiousness (H2) is also supported. We find a positive and significant effect of this trait on performance, in line with the results obtained in both the economics and the psychology literatures. The coefficients for agreeableness and openness are, although insignificant, negative and of sizeable magnitude




































Sunday, November 12, 2017

Vanadium Redox-Flow Storage Batteries



The patent for this battery was filed in 1986 by inventors - Maria Skyllas-Kazacos, Miron Rychick, Robert Robins

https://www.google.com/patents/US4786567


2017

In the Chinese port city of Dalian, a plant is opened by Rongke Power to manufacture 300 MWs of storage batteries based on this technology. The plant has expansion plans to increase capacity to 3 GWs per year.
http://uclengins.org/external/its-big-and-long-lived-and-it-wont-catch-fire-the-vanadium-redox-%E2%81%A0flow-battery/view/


Saturday, November 11, 2017

Empowerment and Productivity



Empowerment and Productivity


empowerment can be used to increase employee productivity, organizational commitment, job
satisfaction, and innovativeness (Spreitzer, 1995; Lawler, Mohrman, and Ledford, 1992, 1995;
Neilsen and Pedersen, 2003; Kirkman and Rosen, 1999; Guthrie, 2001).

Sergio Fernandez and Tima Moldogaziev  "A Causal Model of the Empowerment Process: Exploring the Links between Empowerment Practices, Employee Cognitions, and Behavioral Outcomes"
Paper presented at the 11th National Public Management Research Conference,
Maxwell School, Syracuse University, Syracuse, New York, June 2-4, 2011.

Human resource productivity: Altin and Lars (2005) believed that productivity index in the services sector depends on human factors (human resource). Japan productivity center (JPC) introduced to increase productivity of employees in three factors: development of employees is included empowerment and their education, participative management, justice and equitable distribution (understanding of employees from equitable distribution and productivity growth); likewise, this center (JPC) knows factors of speed of operations, quality of operations, unit cost, job flexibility, people commitment, right communications, understanding of productivity, satisfaction and
quality of work life and goodness of people participation as indexes of people productivity (Stainer, 1997). Savery (1998) in the his study was stated main factors of people productivity in organization:
satisfaction of people from work and work life, flexible work-time, participative of employees with managers, motivation and attempt of managers and employees, continuous planning and up-date technology, education and empowerment o people, effective management, intelligence of people, pay and reward systems, view ofmanagement about productivity (positive or negative / continuous or sort-term) and finally the moral and commitment of employees about their job, careers and organization and responsibility. Ozbiligin (2005) knows the most important factors of human resource productivity are included creativity, pay levels, capability and skills of people, how to job path and position of people in organization, kind of management on them and organizational
flexibility. Wysocki & et al. (2006) were expressed that influence of human resource productivity in the today’s world is as a fact and also were said about factors which can affect on this face that are included: nature of  job and personality (appropriation of job and employee), motivation (financial and spirituality), job awareness and understanding, job satisfaction, QWL and participating people in organization activities, participating people in action and activity, importance to employees by CEO and not just important to work and finally having fair treatment with employees. Create areas of participation and corporation, use follower commands in creating objectives and pay attention to human behaviors, removing confrontations and contradictions, removing communication barriers are factors which cause to increase productivity in organization, likewise observing performance standards and attempt to improvement it, pay attention to satisfaction from kind of work and job,
knowing the important of work and understanding the beneficial of work are agents which increasing productivity(Khaki, 2007).

J. Basic. Appl. Sci. Res., 1(10)1603-1610, 2011
Journal of Basic and AppliedScientific Research

The Relationship between Empowerment and Human Resource Productivity in Organization
Noor-Mohammad Yaghoobi, Jamshid Moloudi , Omolbanin Azadikhah



Advantages of employee empowerment include: increased employee education and training;
employees participate in creating their own goals; increased employee contribution; increased
respect among employees secondary to teamwork; increased power equals lower absenteeism
and better productivity; employees have more satisfying work; an increased depth of competence among employees secondary to cross-training; less conflict with administration and managers; fewer middle management positions means decreased cost to the company. Employees are more likely to agree with changes if they participate in decision making.

Proceedings of the International Conference on Global Business, Economics, Finance and
Social Sciences (GB15_Thai Conference) ISBN: 978-1-941505-22-9
Bangkok, Thailand, 20-22 February 2015 Paper ID: T567

Empowerment as a New Approach in the Management
Hamid Saremi,
Department of Accounting,
Islamic Azad University,
Quchan, Iran.