This study (1) determines the information managers commonly need to make decisions and initiate actions to improve performance, based on selected case studies, (2) investigates and explains the features and issues involved with how the different versions of TFPM address these information needs, and (3) develops a teaching model of TFPM. Based on the literature review, interviews with experts, and experiences with applications, the features and differences of the available TFPM versions were explained, providing sample applications whenever necessary. Using four selected cases, common user information needs were identified and compared with results of previous surveys. Alternative TFPM applications for each case were developed and evaluated using Archer's (1978) Design Process as implemented with VPC's (1990) PRFORM software. Based on the evaluations of the TFPM applications in each of the case studies, a teaching TFPM model was developed incorporating the features of the available TFPM versions that most appropriately responded to the common information needs. Some other features not portrayed in the available TFPM versions were added to facilitate portrayal, understanding, and acceptance for new users. There are basically two models of TFPM - the Productivity Indices (PI) Model and the Profitability = Productivity + Price Recovery (PPPR) Model. I proved that as implemented with discrete variables, Gollop's Model is equivalent to the PPPR Model. Various versions of these two models feature differences in deflation, aggregation of Outputs, inputs, and/or organizational units, treatment of capital, computation of dollar effects of changes in performance, and how to use TFPM for planning. The common information needs identified were (1) measures of a firm's past performance using physical productivity related to profitability; (2) measures of individual organizational units’ productivity aggregated into plant, division, or firm level productivity; (3) partial measures to explain what factors dr.ve the total performance measures; and (4) evaluations of plans/budgets to ensure performance improvement. Based on the evaluations of possible TFPM versions appropriate for each application, REALST stands out as the most advanced and flexible version. However, it has become too complicated for first-time users. Hence, the teaching TFPM model I have developed is a simplified version of REALST. / Ph. D.

A productivity monitoring system is developed to incorporate productivity measurement at various organizational levels within manufacturing plants into the general information system. Classical productivity measures, defined as ratios of inputs and outputs of production, are used in the developed system. In addition to measuring the total and partial productivity, the system compiles the total factor productivity which is often applied in manufacturing to represent operational efficiency. In the developed system, reporting of productivity information is based on the organizational structure such that productivity measures are provided only when the corresponding organizational (work) units exist. Thus, the productivity monitoring system provides not only the responsibility-based productivity information, but is flexible in the aggregation of productivity performances of organizational units. The system is executed on the MARK IV File Management System (Informatics Inc.), and a real-world case is studied. Since the data required in the productivity monitoring system are commonly available and shared by other manufacturing subsystems, the system can be implemented as a subsystem of the general information system. / Ph. D.

In this work I integrate some of my recent research developments in the theory and practice of Productivity and Efficiency Analysis of Economic Systems. In particular, I present some new theoretical relationships between various measures of efficiency and productivity, propose new solutions to some aggregation problems in efficiency analysis and apply the existing theory and the new findings to empirical analysis in Industrial Organization. / Graduation date: 2003

Reliable engineering productivity measurement is a critical element of predictable project performance and continuous improvement. Despite the fact that engineering costs have risen to levels approaching 20 percent of total project cost on some industrial projects, engineering productivity is less well understood and has received less study than construction productivity. Furthermore, engineering productivity is a critical determinant of the final cost and schedule performance of a project (Chang et al. 2001). For these reasons, metrics for assessing productivity to drive improvement are essential, especially considering trends toward offshore engineering. Applicable industry standard engineering productivity measurements must first be established and then applied to present day work processes before significant improvement and predictability of performance can be established (CII 2001). Over the years, a number of different approaches for engineering productivity measurement have been proposed. These approaches are discussed and the development of the CII Benchmarking and Metrics approach, a direct measurement approach, is presented for this research. This research: (1) identifies critical issues for the implementation of engineering productivity measurement; (2) develops an Engineering Productivity Measurement System (EPMS) based on real project data; and, finally (3) recommends a framework for future studies. / text

published_or_final_version / Public Administration / Master / Master of Social Sciences

Research in strategic performance measurements has focused mostly on large organisations. In the last few years, there has been a widespread adoption and implementation of balanced strategic performance measurements that no longer narrowly focus on financial measurements but include other non-financial measures. Again, such improvements have focused on large organisations. This study aims to assess strategic performance measurement practices in the Small and Medium Enterprises within the construction industry. The Balanced Scorecard is used as a generic measurement framework to ascertain the current strategic performance measurements within this sector. The four perspectives of measurement; namely, financial, customer, internal process and learning and growth are used to determine the generic measurements within the construction industry. These are then used to determine to what the extent Small and Medium Enterprises in the construction industry have adopted the measurements outlined in these four perspectives. The nature and extent of strategic planning and perceived relevance of various sets of balanced measurements were also assessed. A survey was conducted in the form of a questionnaire in order to obtain primary data from a selected sample group. Using qualitative and quantitative techniques, the data was analysed to get a clear picture of current practice. From the results obtained from the respondents in the sample group, it seemed that there was some strategic planning within this sector although the process was mostly unstructured. The results also showed that the owner-manager is still solely responsible for strategic planning with little or no inclusion of other managers or employees.

This research provides a basis to explore the relationship between Just-In-Time (m) and performance of the manufacturing system using a systems approach. Specifically, a conceptual model that captures system-wide performance of the manufacturing system was built using system dynamics in an effort to investigate the relationship between JIT and performance of the manufacturing system. The model was designed and built to measure total-factor productivity (TFP) which represents a global performance measure of the manufacturing system. TFP captures the integrated, synergistic effect of the system variables and functions on global system performance. A major part of the research was devoted to building and testing the system dynamics model. The model consists of four sectors: production-inventory, labor, machine, and material. The labor, machine, and material sectors represent the input classes used to produce the finished goods. The production-inventory sector contains a variable representing the finished goods (output of the system). It also contains the TFP variable which relates all the input classes and the output, and calculates the TFP value simulated under a specific system state. / Ph. D.

No description available.

M.Ing. / The aim of this research is to develop a Project Management Maturity Measurement Model to evaluate project management efficiency in a large Parastatal such as Eskom Distribution. This model will identify areas of improvement to assist a large Parastatal in improving their project management performance. It will eventually assist the organisation to build a culture of project management excellence. The hypotheses for the study were that firstly, the Parastatal does implement project management practice processes as advocated by project management bodies of knowledge. Secondly, a Project Management Maturity Measurement Model can be successfully implemented at a large Parastatal and help the Parastatal to identify project management grey areas that require improvement. Thirdly, a Project Management Maturity Measurement Model could assist a large Parastatal with project management improvement as a result of areas of recommendations. The method used to collect the required data for analysis and interpretation was the descriptive survey method. A customised survey questionnaire was developed to obtain data from research sample. Data was analysed using appropriate statistical techniques. The research sample was defined as the people who are primarily responsible for project, programme and portfolio management at a large Parastatal. The results of the data analysed pin pointed project management process weaknesses and possible improvement opportunities. Three main areas of improvement have been identified, namely applying lessons learned from previous project into future project, performing benchmarking to improve performance and project control processes. The findings of this study support the abovementioned hypotheses, and the insights provided and recommendations made will be of great help to a large Parastatal on its road to continuous improvement and building a culture of project management excellence.

Submitted in fulfillment of the requirements for Degree of Master of Management Sciences: Human Resource Management, Durban University of Technology, Durban, South Africa, 2017. / The study presented in this thesis is centred around three research questions: (1) How have labour standards changed in South Africa over time? (2) What is the relationship between labour standards and performance? (3) What is the causal direction of the relationship between labour standards and performance? In addition to these questions the study tests the hypothesis that there is a relationship between retail performance and labour costs. To address the research questions and to test the hypothesis the study empirically examines South African labour productivity and labour costs data covering the years 1970-2014. The study utilises 184 data points pulled from 1967 to 2014. Analysis is done using the linear regression method (OLS), Ordinary Least Squares and error correction time series model. The study highlights the connectedness between productivity, performance and labour standards within the South African context. Productivity is used through-out the document as a proxy for performance. The findings show that labour costs drive (performance) in the retail sector. The study also showed that there is statistically significant and positive relationship between labour standards and performance. The policy implications of this study is prioritisation of incentives that are tied to labour standards that motivate employees in the retail sector. / M