Introducción a la productividad, El Taylorismo

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Del curso dictado por University of Pennsylvania

Introducción a la Gestión de Operaciones

38 calificaciones

University of Pennsylvania

Introducción a la Gestión de Operaciones

38 calificaciones

Curso 3 de 5 en SpecializationFundamentos Empresariales

Aprende a analizar y a mejorar los procesos empresariales en servicios o en la industria. Aprende cómo incrementar la productividad y a ofrecer niveles de calidad mayores. Después de que finalices con éxito este curso, podrás aplicar estas habilidades en un reto empresarial del mundo real como parte de la Programa Especializado de Fundamentos Empresariales de Wharton.

De la lección

Productividad

En este módulo aprenderás los componentes clave de la productividad. Comenzando con las definiciones académicas de productividad, continuarás con los inhibidores comunes, medidas, indicadores de efectividad, técnicas de mejora y valores financieros. Al final de este módulo, serás capaz de identificar, describir y medir la relación entre las aportaciones y el rendimiento y también podrás desarrollar estrategias para disminuir las aportaciones, a la vez que aumentas los beneficios, y de este modo aumentar la productividad cuando veas que existe la necesidad de hacerlo.

Introducción a la productividad, El Taylorismo7:56

Las siete fuentes de residuos9:38

Valor financiero de la productividad6:44

Indicadores clave de desempeño y graficas ICD6:21

Equipo de eficacia general12:34

Tiempo takt8:28

Análisis decuartillas9:11

Proporción de productividad9:59

Revisión de Productividad19:57

Conoce a los instructores

Christian Terwiesch
Andrew M. Heller Professor at the Wharton School, Senior Fellow Leonard Davis Institute for Health Economics Co-Director, Mack Institute of Innovation Management
The Wharton School

I would like to start this module on productivity

by sharing a little quote with you.

I will read the quote and you'll have to guess the person who said this.

Here we go.

The conservation of our national resources is only preliminary to the larger question

of national efficiency.

I'll give you a hint, it was a U.S. President.

Obama?

George W.?

Ronald Reagan?

Turns out the person who said this was Theodore Roosevelt.

More than a hundred years ago, Frederick Winslow Taylor wrote a wonderful book

known as The Principals of Scientific Management.

This was the opening line of the book.

Productivity was a major theme a hundred years ago, and

is still a very current topic today.

We will start out our module on productivity with this first session

in which I will introduce some more academic definitions of productivity.

What I love about Taylor's work though,

it's very much driven by observing people in action.

And so the rest of module, I promise you, will be much more hands on.

As mentioned previously, we can define productivity as the ratio

between the units of output produced and the input that is used.

For example, we can define labor productivity as 4 units per labor hour.

Units might be insurance claims, it might be vehicles or it might be patients.

And so that you can think about the output produced, the vehicles,

the insurance claims, or the patients per labor hour as a productivity measure.

Notice that those are exactly the processing time that we discussed

previously.

The beauty of this example is that the only input is labor time.

If you think about affirmative very high level perspective,

there are many other input factors including capital,

labor, materials, services that the firm uses and energy.

People refer to the multifactor productivity as the output divided

by the dollar values of all of these input factors.

Now stick with the example for labor productivity a little longer.

What keeps us from having a perfect productivity?

Think about the output in the productivity definition as productive time or

value add time and the input as the total time.

Productivity is then simply the percentage of labor time that is spent productively.

Now clearly,

you cannot have a productivity in this case of higher than 100%.

You can never get more than 60 productive minutes out of a worker per hour.

Similarly, if you think about the energy efficiency of your house,

you might measure the output as

the temperature gains that you have in your living room and

the input as the amount of oil or gas that you burn in the basement in the heater.

Again, you will never generate more heat in the living room

than you have consumed in terms of primary energy in the basement.

The interesting question on both of these examples

are really what we'd use as the productivity.

This gets us to the idea of waste and inefficiency.

Wastes are those things that are driving down productivity and

are really at the heart of understanding the productivity in an operation.

With the concept of inefficiency in mind,

let's revisit the example from the introduction.

This was a group of call centers that we benchmarked along the dimensions

of responsiveness and productivity.

For a call center, it is easier to achieve a high productivity.

Just staff so that your utilization is really, really high.

Now the problem with that of course, is that your responsiveness

will be very poor if you have a very high level of utilization.

On the other hand,

you can increase your responsiveness if you keep your utilization very, very low.

Good for your responsiveness, bad however, for your productivity that

there exists a tension between those two forces, responsiveness and productivity.

Now consider call centers A, B and C.

All of these call centers are in a line that we've previously defined as

The Efficient Frontier in the industry.

This means that there is no player, no company,

no call center that dominates competitor A, B or C.

When I say dominates, I mean firms that are both faster than we are,

and at the same time also cheaper.

Now you notice that competitor D is not on the frontier.

For competitor D we have a distance to the frontier, and

that is what an inefficiency looks like at this very high level perspective.

Let's bring the concept of the efficient frontier to life

by looking at some data from The US Airline Industry.

What I'm showing here is on the X axis,

I'm plotting the efficiency of the major U.S. carriers.

Here efficiency is measured by how much it costs an airline to produce a certain

number of seat miles.

On the Y axis I'm showing

what the airline is able to command in terms of its prices for these miles.

Observe the Frontier.

Observe how these airlines are lining up on a line that looks like this.

On the one extreme, you have Hawaiian, which is not able to get high prices,

but because of its very focused route structures,

able to provide an amazing efficiency.

On the other extreme, you have US Airways.

The company is clearly able to command high prices, but

has a horrible efficiency.

You notice here how Southwest has been able to break that Frontier and

shifted upwards to a new level.

Southwest entered this market in many routes by providing its superior

operations, allowing it to charge almost the same prices as these legacy carriers,

yet operating at an amazing level of productivity.

Now the data that I just showed you was data for the year 1996.

Let's take a look what has happened in the airline industry since then.

This is updated data from 2011.

We have the same X axis, the Efficiency, and the same Y axis, the Yield.

Notice how Southwest, previously a star on the productivity side,

is now simply in the middle of the pack.

We'll explore the reasons of Southwest's decline in productivity

later on in this module.

You'll also notice how the legacy carriers, American,

United, US Airways, Continental,

Delta, have basically suffered an enormous loss in pricing power.

They have kept more or less efficiency, but

they have dropped down on the revenue side.

The new darlings from an operational perspective

are companies such as JetBlue and Virgin America.

They have redefined the Frontier and the operations of the airline industry.

We define productivity as the ratio between output and input.

We will pick up that definition later on in this module

when I introduce a concept of productivity ratios, which is a very powerful

tool that can help you analyze aggregate firm-level data and compare your

productivity with the productivity of peer companies in your industry.

We also observe the enemy of productivity, inefficiencies and waste.

We defined inefficiencies and waste as the distance

between your operational performance and the efficient frontier in an industry.

At present, these inefficiencies, this waste looks like a very abstract

almost ivory tower-like concept.

I promise you that in the next session this will become much more

tangible and hands on.

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