Productivity Employment: Improving Modern Productivity Enhancement Methods

HRODC Postgraduate Training Institute
In Birmingham (England), Amsterdam, Netherlands (Netherlands), Caracas, Venezuela (Venezuela) and 5 other venues

Higher than Rs 100000

Important information


Limited Objectives: At the conclusion of specified learning and development activities, delegates will be able to: Identify the different job designs and differentiate each form the others. Explain the concept of modern control systems. Discuss the management information system. Know how computerised information systems helps toward productivity improvement. Have a view on the import-conversion-export process.
Suitable for: Productivity Engineers. Production Engineers. Human Factors Engineers. Production Supervisors. Production Managers. Product Engineers. Motion Engineers. Performance Managers. All others with a desire to improve productivity

Important information

Requirements: degere or Work Experience


Where and when

Starts Location
Amsterdam, Netherlands
Damrak 1-5, 1012, Noord Holland, Netherlands
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B5 4st Birmingham, B5 4ST, West Midlands, England
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Caracas, Venezuela
Avenue Casanova, 1050, Miranda, Venezuela
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Central London
Carburton Street, W1W 5EE, London, England
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Dubai, Uae
Al Muraqqabat Street, Diera, 82999, Dubai, United Arab Emirates
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Durban, South Africa
Walnut Road, 40001, Johannesburg, South Africa
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See all (8)

What you'll learn on the course

Information Systems
Team Training
Quality Training
IT Development
IT Management
Skills and Training

Course programme

Job Design and Productivity Improvement

v  Job Design: An Introduction

v  Mechanistic Job Design

v  Biological Job Design

v  Perceptual Job Design

v  Motivational Job Design

Organisational Control Systems: Towards Productivity Improvement

v  Modern Control Systems

v  Management Information System

v  Computerised Information Systems

v  Information Speed

v  Information Retrieval

v  Management Accounting System

v  The Import- Conversion –Export Process

v  The Import Process

v  The Conversion Process

v  The Export Process

v  Operational Control System

v  Service Operation

v  Process Scheduling

v  Loading

v  Sequencing

v  Detailed Scheduling

v  Inventory Control

v  Cost Control

v  Quality Control

v  Controlling Utilisation of Organisational Resources

v  Co-Ordaining As a Control Mechanism

v  Mutual Adjustment

v  Direct Supervision

v  Standardisation of Work Process

v  Standardisation of Input-Skills, Knowledge and Attitudes

v  Standardisation of Output

v  Organisational Structure as a Control Function

v  Communication Dissemination

v  Decision Making Involvement

v  The ‘In’ Inventory

v  The ‘Out’ Inventory

v  The ‘JIT’ Inventory System

v  The KANBAN System

v  The Relationship between Quality and Productivity Improvement

v  Establishing Quality Objectives

v  Stating Precise Objective

v  Setting Productivity Objectives in Relation to Other Organisational Objectives

v  Relating Objectives to Specific Actions

v  Pinpointing Expected Results

v  Specifying When Goals Are Expected To Be Achieved

v  Distinguishing Between Strategic, Tactical and Operational Objectives

v  Establishing a ‘Quality-Throughput Accounting Balance’

v  Continuous Improvement Programme

v  Just-In-Time (JIT) Compared With Material Requirements Planning (MRP)

v  JIT vs. MRP: Component & Material Sourcing Strategy

v  The Quality Benefits of JIT vs. MRP

v  The Quality Issues Involved In JIT and MRP

v  Kaizen or Continuous Improvement

v  Quality as a Benchmark for Productivity Improvement

v  Focus on the Advocacy of:

ü  Philip B. Crosby,

ü  W. Edwards Deming,

ü  Joseph M. Juran,

ü  Shigeo Shingo,

ü  Armand V. Eeigenbaum

v  Internal and External Environmental Analysis

v  Productivity and Strategic Operational Review (SOR)

v  Incremental Productivity Improvement

v  Communication for Productivity Improvement

v  Researches and Development for Productivity Improvement

Understanding the Human Factor, Its Ergonomic Symbiosis and Productivity Improvement

v  The Job in Content and Context

v  The Individual in an Organisational Context

v  The Worker as an Internal Customer

v  The Organizational Context

v  The Nature of the Task,

v  Workload and Productivity Implications,

v  The Working Environment,

v  The Design of Displays and Controls, And –

v  The Role of Procedures

v  Competence and Productivity;

v  Workforce Skills: Deskilling or Reskilling and Productivity Implications;

v  Personality Factors and Productivity;

v  Attitude and Productivity Implications;

v  Aptitude as Trainability: A Productive Enhancer;

v  Nurturing Productivity Enhancers of:

v  Skills;

v  Attitude;

v  Disposition -

v  The Organisational Context of:

v  Work Patterns;

v  The Embedded Culture;

v  Available Resources;

v  Communications Systems and Patterns;

v  Predominant Leadership Styles;

v  Employing Productivity Risk Analysis towards Productivity Improvement

v  The Symbiotic Relationship between Ergonomics and Productivity Improvement: Exploring the Productivity Benefits of Ergonomic Job Design

How Proper Motivation Leads to Productivity

v  The Concept of Motivation

v  Theories of Motivation

v  Content Theories & Some of Their Contributors

v  Maslow’s Hierarchy of Needs

v  Analysis of Maslow’s Claims

v  McClelland's Studies

v  Taylor: Money & Motivation

v  Motivator-Hygiene Factor: Herzberg’s Contribution

v  Equitable Reward Systems

v  Designing an Effective Motivation Strategy

v  Intrinsic and Extrinsic Values of Motivation

v  Motivation and Worker Behaviour

v  The Extent to Which Salary or Wages Inducement Motivate Workers

v  Performance Related Pay (PRP)

v  Productivity Bonuses

v  Efficiency Gains

v  Profit Share

Organisational Benefits of High Performance Team Management

v  Instituting High-Performance Teamsv  Empowering High-Performance Teamsv  Inevitable Issues of Reward and Equityv  Internal And External Organisational Development (OD) Consultant’s Role in the Formation, Development, Support and Maintenance of High Performance Teams

Diversifying Elements of Team Dynamics to Enhance Productivity

v  The Type and Permanence of the Leadership of a Team

v  When Does a Situational Leader Emerge?

v  Team Dynamics

v  Command Team, Committees, Task Forces and Boards

Performance Management towards Employee Development and Productivity   v  Definition of Performance Management (PM) v  Disadvantages/Dangers of Poorly Implemented PM Systems v  Characteristics of an Ideal PM System v  Approaches to Measuring Performance v  Personal Developmental Plans v  Direct Supervisor’s Role v  360-Degree Feedback Systems