Checklists for Productivity Improvement

For improving productivity, there are a number of fundamental aspects which should be borne in
mind. These are:

No organization is too small or too large, whether it be in the public or private sector, to
rule out the attractive possibilities of improving productivity.
Productivity is a state of mind and should be promoted as such.
Involve as many employees as possible in the search to improve productivity.
Psychologically it is sound to spread the degree of participation so that as many as
possible feel that, to some extent, the success of the program rests with them.
It should be a continuing program, for it is never finished. A product line that is
competitive today needs analysis to remain competitive tomorrow. Improving
productivity should therefore be a permanent, alive and part of the organization at all
levels.
Concentration should be made on controlling the controllable. Unless care is exercised,
much time and money can be wasted in endeavoring to control the uncontrollable. Much
of the success in improving productivity comes from judgment exercised in relation to
categories in which various expenses lie and the respective opportunities offered.
Although the day - to - day approach is that every cost reduction tool should be used
wherever practicable, over the years, improved productivity has come from better
METHODS and better EQUIPMENT.
Improving productivity is not achieved by raising voices against people. Often there is
too much talk about productivity and too little planning and concentrated effort.
Improving productivity is the real key to national prosperity under a rising standard of
living.
No concern can afford to ignore the concept and practice of productivity improvement.
The competition will not do so and certain national economies in the East have not and
will continue to hold certain advantages, which have to be challenged in a competitive
global economy.
Money must often be spent in one place to save in another.
Improving productivity requires resourcefulness, imagination, and enthusiasm. Success in
affecting savings today merely presages extra effort tomorrow.
Productivity leadership flows from the top down. It rarely seeps up from the bottom.

Space Utilization
Productivity Improvement

Checklists
Searching for causes of poor space utilization
Some common causes of excessive cost relating to poor utilization and planning of space at work
are given below. Each cause is fertile ground for improving productivity. Apply the job
knowledge and experiences of your team members, together with this checklist to reveal problem
areas and work up a ideas for each highlighted problem. Build this checklist into your team
building activities to make an improvement to productivity, and therefore job security, in your
organization.

TIP: Measure the before and after effect wherever possible. That is, you should attempt to
quantify each cause of waste you attack, in terms of money, time and material. This way you can
objectively assess the difference you have made.

Causes of poor space utilization

Improper stacking and storage of materials

Not enough attention to routing of materials through processes
Wrong placement of machines and other permanent equipment
Allowing employees to leave portable tools, ladders, etc., in the way of other employees
Failure to keep passage ways clear
Keeping materials which should be scrapped
Lockers, oil tanks, stock supplies, etc., in inconvenient places
Letting unused machinery and equipment take up valuable space
Leaving needed space unused for want of needed repairs to roof floor, etc.
Allowing dark spots in plant and office; ineffective lighting
Failure to maintain order and good housekeeping
Keeping unnecessary materials at the workplace

Checklists
Improving poor time utilization

Here is a checklist of common causes of poor / low time utilization (time wasters.) These are
prime targets when seeking to improve productivity. The old addage, "money is time" is no more
true, than in business. Apply your team members job knowledge, together with this checklist to
identify areas for improvement.

Rigorously examine each item using the questions contained in this PDF.

TIP: Measure the before and after effect wherever possible. That is, you should attempt to
quantify each cause of waste time you attack, in terms of money, time and material. This way
you can objectively assess the difference you have made.

Waste of Time

Lack of proper planning, keeping workers waiting between jobs or waiting for material
 Failure on the supervisor's part to thoroughly understand orders and instructions received
Lack of knowledge of what constitutes a full day's work
Failure to make orders and instructions clear to workers
Failure to insist that tools supplies, and portable equipment be kept in proper places
Ordering overtime work that could be avoided
Not seeing that workers are supplied with proper tools and equipment for every job
Allowing workers intentionally to do less work than they can
Failure to inform human resouces department when more labour is required
Keeping too many workers
Failure to write records and requisitions intelligibly
Failure to question and correct workers who lay off
Allowing workers to get habit of talking, visiting, killing time
Failure to get workers to start on time, slack supervision
Delay in making decisions
Unnecessary absenteeism or tardiness on the supervisor's part
Being late with reports
Not investigating immediately when repairs are needed
Unnecessary visiting and conversation on the job
Failure on the supervisors's part to organize his / her time and work
Lack of proper planning, keeping workers waiting between jobs or waiting for material

Checklists
Ignoring new ideas that could lead to increased productivity

The list below are symptomatic of lost productivity through not being receptive to new ideas and
thinking. Have your team members apply their job knowledge, and experience together with this
checklist to determine if this has happened in the past. How can new ideas in the future be fully
evaluated?

Build this checklist into your team building activities to make an improvement to productivity,
and therefore job security, in your organization. Stress that it is every ones interest to be alert to
new thinking and where appropriate install such thinking into processes and methods. Be alert to
questions along the lines of 'What's in it for us?' Would fair and equitable financial reward be in
order?

TIP: Measure the before and after effect wherever possible. That is, you should attempt to
quantify each cause of waste you attack, in terms of money, time and material. This way you can
objectively assess the difference you have made.

Ignoring Potentially Good Ideas

Failure to listen and comment when workers offer suggestions.

Failure to encourage workers to offer suggestions.
Not asking workers advice on problems.
 Failure to read and study about the work and about business methods.
Failure to get from new employees helpful ideas which they may bring from previous
employment.
Not consulting enough with other departments, such as engineering, etc.
Failure to consider or refer to the proper person all usable suggestions no matter where
they come from.
Failure to take proper interest in meetings.
Failure to benchmark performance of organization with other similar organizations and
the sector as a whole.
Methods and Resources

Checklists
Searching for improved business methods and resources to increase productivity

The checklist below lists some common causes of waste in organizations relating to the business
process methods and materials used. Apply your team members job knowledge and experience,
together with this checklist to improve problems highlighted during team meetings. Build this
checklist into your team building activities to make an improvement to productivity, and
therefore job security, in your organization.

TIP: Measure the before and after effect wherever possible. That is, you should attempt to
quantify each cause of waste you attack, in terms of money, time and material. This way you can
objectively assess the difference you have made.

Waste of methods and resources

Failure to explain money value of materials and supplies to employees

Inadequate supervision resulting in spoilage of material
New employees not instructed properly
Employees not instructed on new work
Procedures, blueprints, sketches, diagrams, etc. torn or illegible
Machines out of order or not adjusted or out of date
Failure to follow each job through
Failure to give clear instructions and orders
Permitting improper or rough handling of material and supplies.
Not paying attention to workers' eyesight and health as possible cause of spoiled work
Lack of discipline among workers, thereby encouraging carelessness and sub standard
work
Allowing employees to use supplies unsuited to work; too good or not good enough
Inability to trace defective work to the person who did it so that it can be corrected
Taking employees ability for granted; not making sure employees are qualified for the
work they are doing, especially new ones
Not knowing the right kind of supplies to order
Ordering more materials and supplies than necessary and not returning excess stock
Failure to see materials are stored appropriately
Failure to investigate all bare wires, leaky valves, pipes, fittings on steam, water, gas,
electric, and compressed air lines, etc.
Allowing workers to use oil, compressed air, small tools, chemicals, etc. for personal use
Letting defective material go through as standard
Lack of system to control outgoing supplies to prevent loss / theft
Scrapping material that could be salvaged
Permitting the waste or abuse of such supplies as brooms, stationary, oilers, light bulbs,
shovels, rubber hose etc.
Non-cooperation

Checklists
Searching for causes of poor interpersonal relationships / non-cooperation

Here is a checklist of common causes of poor interpersonal relationships and a lack of

cooperation at work. Apply your job knowledge, together with this checklist to make a difference
over time. Build this checklist into your team building activities to make an improvement to
productivity, and therefore job security, in your organization.

TIP: Measure the before and after effect wherever possible. That is, you should attempt to
quantify each cause of waste you attack, in terms of money, time and material. This way you can
objectively assess the difference you have made.

Failure to cooperate

With other others at the same level in other departments

With clerical, engineering, sales, personnel departments, etc.
Lack of a thorough understanding of company policies and failure to explain them to
employees
Failure to deal with gossip and rumors
Passing the buck; up, across or down the organization
Not adequately representing the employees
Permitting disgruntled employees to agitate and unsettle other employees
Failure to give support to unpopular company policies
Failure to promote friendliness and cooperation among employees
Thoughtless criticism by the supervisor himself/ herself of any company policy or of any
individual in the organization
Not cooperating whole heartily with management in its educational activities such as
apprentice training, bulletin boards, customer ralationship management intitatives,
employees magazines, suggestions schemes, safety meetings