Measuring efficiency through Takt time, Capacity, Scheduling and Cycle Time
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Measuring efficiency through Takt time, Capacity, Scheduling and Cycle Time
- 1. “ Working managers, not managed workers,” is the way of the future.
- 3. Set Goals Define the Tasks Set the Timeline Understand the Objectives Create a Vision
- 5. Objectives A process of agreeing upon the common goals within an organization so that management and employees agree and understand what they expect from their team and within the organization. Ideally, when employees themselves have been involved with the goal setting and choosing the course of action to be followed by them, they are more likely to fulfill their responsibilities.
- 10. Define Cycle Time Is often perceived in two measures, production biased and customer biased. Production Biased Cycle Time The average number of calendar days elapsed from the date the vehicle was received at your business, to the date the repairs were completed. (Formula: Date Received / Repairs Completed) NOTE: Production biased is the traditional (read: “old school”) method of calculating the average calendar days for auto repairs. Customer Biased Cycle Time The average number of calendar days elapsed from the date the vehicle was received at your business, to the date the customer took delivery. This is also commonly referred to as keys-to-keys. (Formula: Date Received / Date Delivered)
- 11. Helpful tools to aid you in leveling your schedule and workload SUMMIT WORKLOAD SCHEDULE VIEW
- 12. Helpful tools to aid your team to manage their workload Visual Control System Project teams need information to help keep the project on track in order to meet objectives. By doing so, this will allow the team to take corrective action and reallocate team resources to where they are needed. SUMMIT SCORE BOARD
- 14. 5 MAN TEAM What does it look like?
- 17. Intrinsic Vs. Extrinsic Rewards Extrinsic Rewards Intrinsic = Inside Feeling of Job Well Done Pride Sense of Achievement Extrinsic = Outside Praise Salary Increase Status Recognition Promotions Gifts
- 18. Employee PAINTER A TEC BLUEPINTER B TECH PAINT PREP Hrs Worked Commission Share Share % Pay Due Effective Hrly Rate 40.00 28.0 28.0% 1,552.32 $38.81 40.00 25.0 25.0% 1,386.00 $34.65 40.00 25.0 25.0% 1,386.00 $34.65 40.00 13.0 13.0% 720.72 $18.02 40.00 9.0 9.0% 498.96 $12.47 - 0.0% 0.00 $0.00 - 0.0% 0.00 $0.00 0.0% 0.00 $0.00 0.0% 0.00 $0.00 0.0% 0.00 $0.00 200.00 100.0 100.0% 5,544.00 $138.60 Target Payroll Cost % 42.0% Billed hours (this period) 300 Average Bill Rate/Hour $44.00 Actual labor sales $13,200 Payroll Due $5,544
- 19. Thank you for giving me the opportunity to train your company in the Creating and Implementing Team . PRESENTED BY: RANDY S FERRESE SR 824 BLUEBIRD CIRCLE MAYS LANDING ,NJ 08330 [email_address] 609 553 4244
Hinweis der Redaktion
- Early Management Theory The Principles of Scientific Management Studying workers to find the most efficient ways of doing things and then teaching people those techniques The goal of Scientific Management was to increase worker productivity to the benefit of both the worker and firm Principal of motion economy Theory developed by Frank and Lillian Gilbreth that every job can be broken down into a series of elementary motions Time- motion studies As productivity increased, the worker could get paid more and the firm would be more productive Scientific Management assumed that people would be motivated by pay. To this day time-motion studies are useful in situations where repetitive tasks are done, but pay is not seen as the only motivation for work
- Also available on a Transparency Acetate See Learning Goal 1: Explain Taylor’s scientific management. Intrinsic vs. Extrinsic Rewards This slide illustrates visually to students that intrinsic rewards come from within an individual, whereas extrinsic rewards come from outside a person. Intrinsic means from within, when you have a drive to succeed whereby workers are motivated by purpose, passion, and mission. Extrinsic rewards are often temporary and driven by money, recognition and results. Explain to the students that intrinsic rewards are long-lasting and managers should promote the following environment to foster those feelings: Work is more fun. Employees know the work they do is meaningful and worthwhile. Problems are viewed as challenges, not as restraints. It’s OK for employees to try new ways of doing tasks and to do new tasks that interest them. Employees know when they’ve done a good job. Empowerment increases motivation by giving the authority to set goals, make decisions, and solve problems. (Source: Issacous)