1-Introduction To Quality and Productivity (General) : Quality in Business, Engineering and Manufacturing Has A
1-Introduction To Quality and Productivity (General) : Quality in Business, Engineering and Manufacturing Has A
1-Introduction To Quality and Productivity (General) : Quality in Business, Engineering and Manufacturing Has A
productivity(general)
Quality in business, engineering and manufacturing has a pragmatic interpretation as the non-
inferiority or superiority of something. Quality is a perceptual, conditional and somewhat subjective
attribute and may be understood differently by different people. Consumers may focus on
the specification quality of a product/service, or how it compares to competitors in the marketplace.
Producers might measure the conformance quality, or degree to which the product/service
was produced correctly.
Numerous definitions and methodologies have been created to assist in managing the quality-affecting
aspects of business operations. Many different techniques and concepts have evolved to improve product
or service quality. There are two common quality-related functions within a business. One is quality
assurance which is the prevention of defects, such as by the deployment of a quality management
system and preventative activities like failure mode and effects analysis (FMEA). The other is quality
control which is the detection of defects, most commonly associated with testing which takes place within
a quality management system typically referred to as verification and validation.
Productivity is a measure of output from a production process, per unit of input. For example, labor
productivity is typically measured as a ratio of output per labor-hour, an input. Productivity may be
conceived of as a metric of the technical or engineering efficiency of production. As such, the emphasis is
on quantitative metrics of input, and sometimes output. Productivity is distinct from metrics ofallocative
efficiency, which take into account both the monetary value (price) of what is produced and the cost of
inputs used, and also distinct from metrics of profitability, which address the difference between the
revenues obtained from output and the expense associated with consumption of inputs.[1]
2-Green productivity
• increases profitability
• improves health and safety
• makes quality products
• promotes environmental protection
• ensures regulatory compliance
• enhances company image
• raises morale
• leads to sustainable development
• Competitive advantage
• Better working environment
• Better employee participation and teamwork
• Greater job satisfaction
8-conclusion
The concept of ‘green productivity’ is an attempt to show that productivity can be enhanced
whilst maintaining a concern for the environment. The concept stems from the 1992 Earth
Summit and was picked up enthusiastically by the Asian Productivity Organization, a body
which brings together productivity centres and institutes from throughout the Asia-Pacific
region.
The challenge, of course, is to operationalize the concept – to show how green productivity
works in practice. In particular to demonstrate that a concern for the environment is not a drain
on business – an additional cost – but an opportunity to change businesses practises AND
increase productivity.
One key element of green productivity – which helps distinguish it from ‘simple’
environmentalism – is the realisation that it is necessary to move from attempting to clean up
the damage created by a particular process ( a so-called ‘end of pipe’ approach) to focus
‘beginning of pipe’ and ‘all pipe’ prevention. For example rather than focus on scrubbers at the
top of the smokestack to prevent air pollution, change the characteristics of the incoming fuel
that will eliminate the need for the scrubbers.
This line of reasoning is directly comparable to the lessons learned in the quality revolution. In
the initial phase of quality, end of the line inspectors sorted good product from bad product. As
we moved into the era of quality control, the focus was on prevention so we moved inspection
from the end of the process to the beginning of the process (e.g. incoming inspection) and
added the use of statistical sampling methodology. Further improvement led to the elimination of
inspection of incoming parts altogether by choosing and certifying suppliers who demonstrate
the ability to deliver error-free parts and components on time.
It is possible to 'go green' and still run a successful business. In fact, your business can be more
successful by ‘going green’.
If you don't do it voluntarily now, you might in the future have to play 'catch up' as compliance rules
toughen.
If you want to do it effectively, you have to take a holistic view of the entire organization and all of its
processes