...Total Productive Maintenance Made by: Khaled Elsayed Hamed Supervised by: dr.Mousa Abstract Total productive maintenance (TPM) is a concept applied to improve the overall equipment efficiency (OEE) and the capabilities and skills of the workers in the plant. It is founded on eight pillars to support the concept And achieve three goals. Japan institute of plan maintenance (JIPM) is the leading body of TPM. The history of Total Productive Maintenance (TPM) TPM has been developed from the original PM (preventive maintenance or productive maintenance) concept and methodology introduced from the USA. It has been further developed and implemented in many Japanese companies, and is now rapidly becoming a method applied worldwide. In 1971, Nippon Denso Co., Ltd. first introduced and successfully implemented TPM in Japan. They won the Japan Institute of Plant Maintenance (JIPM) PM Excellent Plant Award for their activities. This was the beginning of TPM in Japan. Since then, TPM has spread progressively throughout the world and established itself as a renowned cultural improvement programme The first example of TPM used in Europe to deliver world class performance was by Volvo in Ghent, Belgium, who won the PM prize for their work in the paint shop. This was quickly followed in the early 1990s by other European automotive companies trying to close the productivity and quality gap to their Japanese competitors. Since the JIPM TPM awards were founded, over 3000 organizations...
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...The TPM Guide Total Productive Maintenance 1. TPM definition (1) • A company-wide team-based effort to build quality into equipment and to improve overall equipment effectiveness • Total • all employees are involved • it aims to eliminate all accidents, defects and breakdowns • Productive • actions are performed while production goes on • troubles for production are minimized • Maintenance • keep in good condition • repair, clean, lubricate 1. TPM definition (2) • TPM combines the traditionally American practice of preventive maintenance with Total Quality Control and Total Employee Involvement, to create a culture where operators develop ownership of their equipment, and become full partners with Maintenance, Engineering and Management to assure equipment operates properly everyday. 2. Origins of TPM • Dr. Deming introduced statistical analysis and used the resulting data to control quality during manufacturing (TQM) • Some general concepts of TQM did not work well in the maintenance environment • The need to go further than preventive maintenance was quickly recognized by those companies who were committed to TQM • Maintenance became an integral part of TQM in the early 90’s 3. TPM principles • Increase Overall Equipment Effectiveness (OEE) • Improve existing planned maintenance systems • The operator is the best condition monitor • Provide training to upgrade operations and maintenance skills • Involve everyone and utilize cross-functional teamwork ...
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...The book defines productive behavior, and counter productive behavior as follows. Productive behavior is employee behavior that contributes positively to the goals and objectives of the organization (Jex & Britt, p. Page 96, 2008). Counter productive behavior is employee behavior which explicitly runs counter to the goals of an organization (Jex & Britt, p. Page 168, 2008). In this paper I will be discussing examples of both productive and counter productive behaviors, how both impact an organization and how to increase productive behavior and decrease counter productive behavior. Productive Behavior Productive behavior is generally defined as anything an employee can do to help the organization reach their goals. Productive behavior can help an organization reach the goals that they have set because each productive employee is working toward the same goal. The end results would be that the organization’s goals become the individual employees goals, and they become more motivated to reach those goals. Having an employee be invested in the organization completely is the best way to keep an employee productive. One example of productive behavior would be an employee learning different tasks than what they were originally hired for. For example, someone who was hired to do the accounting for an organization, may step in and take phone calls, or direct a meeting when necessary. This would help the organization save money, because when every productive employee can do multiple...
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...Organizational Motivation and Leadership Paper Organizational Motivation and Leadership Paper It is quite common for employees to feel indifferent towards their jobs and this is in spite of their area of work or their social and cultural setup. This indifference is often caused by ineffective management styles, unappealing work, and poor pay. Sales jobs are probably the only exceptions where employees are driven by their commission, which is their only remuneration (Paterson, 2008, para. 6). Sales agents work diligently to meet their targets and earn gainful way. Theoretically sales positions of financial representatives at Northwestern Mutual where commission is the only remuneration, is likely to be staffed by spirited people with great enthusiasm for selling as many life insurance policies as possible. However, this is not always the case. We find indifference here as much as in any other field of work. Appropriate methods of improving employee motivation accompanied by effective management can help Northwestern Mutual reduce indifference levels so that it can broaden its service offerings and cater to larger markets. Milwaukee, Wisconsin-based Northwestern Mutual is a large financial services company. The company was able to maintain its AAA ratings even during the period of recession primarily because old-school practices (Paterson 2008 para 2). The company’s target customers are people from middle and higher income levels of society who want...
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...water seen one day is never the same as that seen the next. Some of it is constantly being evaporated and drawn up, to return as rain. From year to year these changes may be scarcely perceptible. But one day, when the banks are thoroughly weakened and the rains long and heavy, the river floods, bursts its banks, and may take a new course. This represents the dialectical part of Marx’s famous theory of dialectical (or historical) materialism." Historical materialism is a methodological approach to the study of society, economics, and history first articulated by Karl Marx (1818–1883) as the materialist conception of history. It is a theory of socioeconomic development according to which changes in material conditions (technology and productive capacity) are the primary influence on how society and the economy are organised. Historical materialism looks for the causes of developments and changes in human society in the means by which humans collectively produce the necessities of life. Social classes and the relationship between them, plus the political structures and ways of thinking in society, are founded on and reflect contemporary economic activity. Since Marx's time, the theory has been modified and expanded by thousands of Marxist thinkers. It now has many Marxist and non-Marxist variants. Objectives of Study: • To define Historical Materialism. • To discuss about the basic philosophy behind the concept of historical Materialism by Karl Marx. • To study...
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...In this paper an excerpt titled “Theoretical” from Engels’ Anti-Dhüring will be examined in reference to Engels’ ideologies regarding materialism, the social work order, and the fundamental problems confronted in the clash between the social production and capitalist appropriation. In the chapter titled Theoretical, Engels lays out the basic conflict between what we know as socialism and capitalism, doing so by first examining what he calls the “Materialist conception of history” (Engels 1939, p. 292). In his materialistic history he claims that the exchange and bartering of products, and their production is the “basis of every social order” (Engels 1939, p. 292). He states that in every society that has ever appeared in history, the distribution and production of goods and the division of society into estates and classes is “determined by what [and how it] is produced… and the exchange of [said] product.” (Engels 1939, p.292) Thus, according to Engels, the basis of our society revolves around production, and consumption, which can clearly be seen even today. Historical Materialism can then be defined as the forces of production, the exchanges of products, and the division of labor according to one’s ability to produce. However in society, often people live from the work of others often called the Bourgeoisie by Engels (p. 292), and it is because of the capitalist mode of production that such a ruling class could be created, and benefit from the work of others. It is here then...
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...maslow's hierarchy of needs Abraham Maslow's Hierarchy of Needs motivational model Abraham Maslow developed the Hierarchy of Needs model in 1940-50s USA, and the Hierarchy of Needs theory remains valid today for understanding human motivation, management training, and personal development. Indeed, Maslow's ideas surrounding the Hierarchy of Needs concerning the responsibility of employers to provide a workplace environment that encourages and enables employees to fulfil their own unique potential (self-actualization) are today more relevant than ever. Abraham Maslow's book Motivation and Personality, published in 1954 (second edition 1970) introduced the Hierarchy of Needs, and Maslow extended his ideas in other work, notably his later book Toward A Psychology Of Being, a significant and relevant commentary, which has been revised in recent times by Richard Lowry, who is in his own right a leading academic in the field of motivational psychology. Abraham Maslow was born in New York in 1908 and died in 1970, although various publications appear in Maslow's name in later years. Maslow's PhD in psychology in 1934 at the University of Wisconsin formed the basis of his motivational research, initially studying rhesus monkeys. Maslow later moved to New York's Brooklyn College. The Maslow's Hierarchy of Needs five-stage model below (structure and terminology - not the precise pyramid diagram itself) is clearly and directly attributable to Maslow; later versions of the theory with...
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...such as oil and minerals beneath it. The natural resources that is available without alteration or effort on the part of humans. Land as a resource includes only unique fertility and mineral deposits, topography, climate, water and vegetation. Trees grown are not categorized as land because they have been deliberately grown on the other hand Trees in a natural rainforest are a natural resource and thus classify as land. The reward for letting others use land is called rent. · Labor: In order to produce the things, a human resource must be used. human resources consist of the productive aid of labor made by individuals who work—for instance, miners, artists, and professional baseball players. The contribution of labor to the production process can be amplified. Whenever potential workers obtain schooling and training and whenever actual workers acquire new skills, labor’s contribution to productive output will raise. In other words it is human effort, mental or physical. The reward to labor is label wages. · Capital: When labor is applied to land to grow wheat, for instance, something else is used. Generally it is a plow or a tractor. That is to say, land and labor are shared with manufactured resources in order to produce the things that we need. These manufactured resources are called capital, which consists of machines, buildings, and tools. Additionally, capital consists of enhancement to natural resources, such as...
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...Labour Productivity in the European Union: Innovation, Education and Investment Section 1 - Introduction The unique phenomenon of the European Union has attracted much attention from academics, diplomats and policymakers ever since its founding in the 1950s as the European Coal and Steel Community, with 6 member states. In 2009 there are 27 member states, and a large number of countries around the world have association agreements with the EU, notably those countries of the Mediterranean and the developing world. The goal of the EU is to become ‘the most competitive and dynamic knowledge based economy in the world’ (El-Agraa 2004: 433). Standard economic theory dictates that innovation, education and investment will be instrumental in the achievement of this goal. It is my intention in this essay to assess the impact of these factors upon labour productivity within the European Union member states. The explanatory variables that I have decided to look at are as follows: • The percentage of adults in training • Public spending on research & development (as a percentage of GDP) • Science and technology graduates per 1000 population • Internet access at home (percentage of population) • Foreign Direct Investment (net inflows as a percentage of GDP) • Public spending on education (as a percentage of GDP) These variables will be assessed against the dependent variable of labour productivity, for which an index series is used, with 100 representing...
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...Running Header: PRODUCTIVE AND COUNTERPRODUCTIVE BEHAVIOR Productive and Counterproductive Behavior University of Phoenix Julie McLeod Jenkins July 26, 2010 Dr. Marie Tiemann What is Productive and Counterproductive Behavior Productive behavior can be defined as when a person/employee acts in a specific way that produces an effectual behavior that in turn has a positive outcome. Counterproductive behavior is when a person/employee acts in a way that goes against the ideas and goals of a group or organization. Both types of behavior can have an enormous impact on any organization, both negative and positive. Whether the effect is positive or negative depends completely upon the person or persons and the specific organization. The outcomes of both productive and counterproductive behavior can, however, are manipulated into all around positive effects with certain strategies. Productive and Counterproductive Behaviors In an organization or group there will always be people who will have either one of two behaviors. They can either be a productive or a counterproductive behavior type. Those who obtain a productive behavior are likely to have a positive effect on an organization. For example, there are two employees in a clothing store with similarities in their sale figures and they sell the same amount of a certain piece of clothing each month. The only difference in these two employees is that employee A works ten hours each day and employee...
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...You can make their day or break their day. Your choice. No kidding. Other than the decisions individuals make on their own about liking their work, you are the most powerful factor in employee motivation and morale. As a manager or supervisor, your impact on employee motivation is immeasurable. By your words, your body language, and the expression on your face, as a manager, supervisor, or leader, you telegraph your opinion of their value to the people you employ. Feeling valued by their supervisor in the workplace is key to high employee motivation and morale. Feeling valued ranks right up there for most people with liking the work, competitive pay, opportunities for training and advancement, and feeling "in" on the latest news. Building high employee motivation and morale is both challenging and yet supremely simple. Building high employee motivation and morale requires that you pay attention every day to profoundly meaningful aspects of your impact on life at work. Your Arrival at Work Sets the Employee Motivation Tone for the Day Picture Mr. Stressed-Out and Grumpy. He arrives at work with a frown on his face. His body language telegraphs "over-worked" and unhappy. He moves slowly and treats the first person who approaches him abruptly. It takes only a few minutes for the entire workplace to get the word. Stay away from Mr. Stressed-Out and Grumpy if you know what's good for you this morning. Your arrival and the first moments you spend with staff each day have an immeasurable...
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...Productive and Counterproductive Behavior in an Organization Melissa W. Imler University of Phoenix PSY/428 April 25, 2011 Judy Manning Abstract Organizations hire employees that exhibit productive behaviors in order to produce effective service within an organization. Productive behavior is referred to in three different forms. Employees that promote counterproductive behavior within the workplace can cause an organization to lose value. Counterproductive behaviors from employees run against the goals of the organization. There are four common forms of counterproductive behavior that will be discussed. Productive and counterproductive behaviors definitely impact the overall performance of the employees within an organization. There are several strategies that can increase productive behavior and strategies to decrease counterproductive behavior in an organization. Productive Behavior The definition for productive behavior is when the employee behavior positively contributes to the organizations goals and objectives. In the financial aspect, productive behavior represents the moment the organization achieves some return on the investment of the new employee. Productive behavior is classified into three forms: job performance, organizational citizenship behavior, and innovation. The first form of productive behavior is job performance, which is a representation of engaged employee behaviors while at work. Another aspect of job performance is that it represents...
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...Productive and Counterproductive Behaviors PSY/428 Organizational Psychology October 1, 2012 Productive and Counterproductive Behaviors Employee behavior can have either positive or negative effects on job performance or the performance of the organization. This writing will define productive and counterproductive employee behavior, describe the impact of these behaviors on job and organizational performance, and provide several recommendations to increase productive behavior and decrease counterproductive behavior within organizations. Definitions Employees typically exhibit behaviors that contribute to a positive pursuit of the organization’s goals and objectives. Among these positive behaviors are dedication, competency, motivation, and innovation. Sometimes employees can engage in behaviors that contribute to a negative effect on the organization’s goals. Among these behaviors is ineffectiveness, unsafe behavior, and turn over. Very destructive behavior such as sexual harassment, substance abuse, theft, and violence can become very costly to organizations according to Jex and Britt (2009). Productive behaviors also can be linked to ethics within the workplace. With the overreaching implication of ethics, good and right conduct goes beyond the express requirements of rules and laws. Accordingly, the definition can be expanded to mean productive behaviors that place the benefit of the organization above personal benefit. It also includes the dimension that...
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... Productive and Counterproductive Behaviors One of the most valuable assets to an organization is the quality of its employees. A business’s success is predicated upon its resourceful, productive employees. The essence of a growing organization is to foster structured policies and motivate employees to become more aggressive and dedicate his or her time to assisting the company to achieve its goals. This paper will define productive and counterproductive behavior, describe the impact of these behaviors on the organization, and recommend strategies to increase productive behavior while decreasing counterproductive behavior. Productive Behavior The best definition of productive behavior is having a clear understanding of a company’s goals and working hard to help achieve them. Productive behavior is defined as employee behavior that contributes positively to the goals and objectives of the organization (Jex & Britt, 2008). There are different forms of productive behavior that are essential for an organization. One form is job performance. An employee’s ability to perform effectively and productively requires that he or she have a good understand of the job description and the job requirements. Job performance is not only how well an employee performs his or her tasks, but also how he or she encompasses other forms of productive behavior. A behavior that would make up job performance and is defined as productive behavior is organizational...
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...Running head: Productive and Counterproductive Behavior * * * * * * * * Productive and Counterproductive Behavior * * * * * * * * * * * * * * * * * * Introduction * In any working environment, there are many behaviors that influence and contribute to our job performance. Some of this behavior is positive and some may be negative. Both behaviors can impact the success and environment of an organization. I will be analyzing productive and counterproductive behaviors in the work place and explaining the impact they have on employees and businesses. * Definition of Productive Behavior and Counterproductive Behavior * Productive behavior is any behavior that is performed by employees to meet organizational goals and expectations. These behaviors include being efficient with time management, performing all job duties, and ensuring work is completed in a timely manner. Employees that are productive are focused on meeting expectations and perform at their best. Counterproductive behavior is the opposite of productive behavior. Counterproductive behavior is when employees are unproductive with their time at work and not performing their assigned job duties. This behavior is influenced by many different factors that affect the organization in a negative manner. Many unsuccessful businesses are due to employees being counterproductive. * The Impact...
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