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Deals with the construction of a strategic framework for improving the productivity of firms. Productivity improvement (PI) has become an important aspect of organizations striving for a major share in international markets. New productivity improvement strategies facilitate an increase in the awareness of PI in present day organizations and help to set‐up an appropriate framework for the management of productivity. Presents a strategic approach for improving productivity and guidelines for establishing productivity measurement criteria.

This study examines the initiatives that would enable contractors in Singapore to improve the level of construction productivity.

A two-pronged research method was employed: questionnaire survey with contractors (109 responses received) and in-depth interviews with 12 subject matter experts. The questionnaire covered questions such as the current and future improvement measures.

The results show that the top three motives for achieving high productivity (increase profitability, on time delivery and enhance corporate competitiveness) are underpinned by profit maximization. Factor analysis revealed several categories of productivity improvement strategies. Among these, only site operations category is under the control of contractors. Other important categories include government's initiatives and design factors.

While contractors are the producers of built products, their productivity is very much dependent on other factors and other parties. The long-standing exhortation to contractors to improve productivity is necessary but not a sufficient condition to improve it.

Recommendations are provided for the government, designers, contractors and other stakeholders on what can be done to improve productivity.

This research adds to knowledge by showing that contractors' top motives for high productivity relate to self-seeking behavior to maximize profit. Prior to this study, productivity improvement is considered the responsibility of contractors. This study shows that two other stakeholders also hold the key to productivity improvement – government and designers. Government controls the supply of foreign labor, has the capacity to offer incentives and has the muscle to enact regulations to improve productivity. Consultants' upstream designs must be buildable.

The productivity movement has been around for over 50 years. In this time a number of techniques, methodologies and productivity strategies have been developed. However, the pursuit of improved productivity still seems an imperfect science: even the term itself seems to be interpreted differently by different organizations and in different countries. Attempts to explain the reasons behind this lack of effective application of productivity improvement techniques by setting productivity improvement within a systems framework and providing a set of simple guidelines for designing an effective productivity improvement programme that is holistic, inclusive and set within the corporate strategy.

The apparel industry is truly global in nature. Apparel manufacturing being labour intensive has been migrating from the high wage developed world to developing countries. However, the developing countries will need to have efficient manufacturing operations if they are to retain their competitiveness in the apparel industry. This paper attempts to evaluate the productivity levels achieved by Indian apparel manufacturers vis‐à‐vis their counterparts from the rest of the world; to ascertain factors associated with productivity performance; and to recommend strategies for productivity improvement.

The purpose of this paper is to compare a range of quality and continuous improvement strategies and to investigate whether there is a best choice of strategy for use within the medical devices sector.

A brief literature‐based review of a number of continuous improvement strategies. Comparison of these strategies and a subsequent discussion of the rationale that guides the choice of strategy based on the prevailing conditions. An overview of this process in the context of the medical devices sector is provided.

Quality and continuous improvement strategies can be differentiated in terms of their cultural or process focus. Moreover, the favoured leadership style of an organisation may play a part in determining which strategies are likely to be most appropriate. From the medical device and healthcare product perspective, regulatory and purchasing considerations will have a role in determining the strategy adopted.

For managers seeking to implement a strategy for continuous improvement, a review of organisational leadership styles may help the decision–making process. For the medical devices sector, in particular, the need to align the strategy adopted with regulatory requirements is perhaps self‐evident. However, only by a detailed understanding of the issues involved in continuous improvement, can all of the attendant benefits be gained.

The paper proposes a link between a given organisation's favoured leadership style and the applicability of a particular continuous improvement strategy. The implications for the medical device and healthcare technologies sector are specifically addressed.

The introduction of efficiency improvements and enterprise bargaining into local authorities has been severely hampered by a failure to agree on a method of measuring service productivity. This paper develops an outcomes measure of productivity which, it argues, meets both externally imposed cost efficiency requirements and clients’ needs for service effectiveness in terms of quality and equity in delivery. Applications of this measure to library and statutory planning services are provided.

Small and medium enterprises (SMEs) play an important role in modern economies because of their flexibility and ability to innovate. In nearly every country, SMEs play a significant role in providing employment opportunities and supporting large scale manufacturing firms. However, there are not many studies reported in the literature that deal with productivity problems in SMEs. Considering the importance of SMEs, the experiences of a small company engaged in continuous improvement and a related conceptual model are discussed here to highlight how productivity can be improved with limited resources. The case study presented in this paper was conducted at Valeo; a French company located in England that produces wiper systems for the automotive industry in the UK. The wiper systems include containers, pumps, jets and hoses. Valeo produces a wide variety of low volume parts for various customers in a job shop environment. The objective of the project was to improve productivity in two cells of the company, namely the Honda/Rover cell and the headlamp cleaning cell. Next, the aim was to identify potential areas for cost savings resulting from productivity gains. Finally, implementation issues associated with productivity improvement strategies in a small company are discussed.

The purpose of this paper is to develop a spatial intelligent decision support system (SIDSS) for increasing productivity in the rubber agroindustry by green productivity (GP) approach. The SIDSS was used to measure the productivity of rubber plantation and rubber agroindustry by GP approach, and select the best strategies for increasing the productivity of rubber agroindustry.

This system was developed by combining spatial analysis, GP, and fuzzy analytic network process (ANP) with the model-based management system, which is able to provide comprehensive and meaningful decision alternatives for the development of natural rubber agroindustry. Rubber plantation productivity measurement model was used to find the productivity level of rubber plantation with fuzzy logic, and also to provide information and decision alternatives to all stakeholders regarding spatial condition of rubber agroindustry, production process flow, and analysis of the seven green wastes at each production process flow using the geographic information system. GP measurement model was used to determine the productivity performance of the rubber agroindustry with the green productivity index (GPI). The best strategy for increasing the productivity was determined with fuzzy ANP.

Rubber plantation measurement model showed that the average of plantation productivity was 6.25 kg/ha/day. GP measurement model showed that the GPI value of ribbed smoked sheet (RSS) was 0.730, whereas of crumb rubber (CR) was 0.126. The best strategy for increasing the productivity of rubber agroindustry was raw material characteristics control. Based on the best strategy, the GPI value of RSS was 1.340, whereas of CR was 0.228.

This decision support system is still limited as it is based on static data; it needs further development so that it can be more dynamically based on developments in the rubber agroindustry related levels of productivity and environmental impact. In addition, details regarding the decision to increase the productivity of the rubber section by benchmarking efforts should be studied further, both among plantation as well as among countries such as Thailand so that the productivity of rubber plantation and agroindustry can be integrated.

This research can help the planters to select superior clones for rubber trees, to improve the technique of tapping latex, and to use a better coagulant. The good quality and quantity of raw material is a key factor in increasing the productivity of rubber agroindustry; if the quality of latex is good then the resulting product will also have a good quality and production cost can be reduced. In addition, the application of GP through the calculation of GPI value using improvement scenarios can be used as a reference and comparison for evaluating the performance of rubber agroindustry to reduce the waste generated by the activities of rubber processing plant.

Reduction of waste generated by production activities can improve the quality of life of the workforce and the environment. The calculation of GPI value can also be used as a basis to use raw materials, water, and electricity more efficiently.

This system was developed by combining spatial analysis, GP, and fuzzy ANP with the model-based management system, which is able to provide comprehensive and meaningful decision alternatives for the development of natural rubber agroindustry.

Recent New Zealand reports have identified the nursing workforce for its potential to make a significant contribution to increased productivity in health services. The purpose of this paper is to review critically the recent and current labour approaches to improve nursing productivity in New Zealand, in a context of international research and experience.

An examination of government documents regarding productivity, and a review of New Zealand and international literature and research on nursing productivity and its measurement form the basis of the paper.

It is found that productivity improvement strategies are influenced by theories of labour economics and scientific management that conceptualise a nurse as a labour unit and a cost to the organisation. Nursing productivity rose significantly with the health reforms of the 1990s that reduced nursing input costs but impacts on patient safety and nurses were negative. Current approaches to increasing nursing productivity, including the “productive ward” and reconfiguration of nursing teams, also draw on manufacturing innovations. Emerging thinking considers productivity in the context of the work environment and changing professional roles, and proposes reconceptualising the nurse as an intellectual asset to knowledge‐intensive health organisations.

Strategies that take a systems approach to nursing productivity, that view nursing as a capital asset, that focus on the interface between nurse and working environment and measure patient and nurse outcomes are advocated.

The paper shows that reframing nursing productivity brings into focus management strategies to raise productivity while protecting nursing and patient outcomes.

This study aims to investigate how to identify and address production levelling problems in assembly lines utilising an intensive manual workforce when higher productivity levels are urgently requested to meet market demands.

A mixed-methods approach was used in the research design, integrating case study analysis, interviews and qualitative/quantitative data collection and analysis. The methodology implemented also introduces to the literature on operational performance a novel combination of data analysis methods by introducing the use of the Natural Language Understanding (NLU) methods.

First, the findings unveil the impacts on operational performance that transportation, limited documentation and waiting times play in assembly lines composed of an intensive workforce. Second, the paper unveils the understanding of the role that a limited understanding of how the assembly line functions play in productivity. Finally, the authors provide actionable insights into the levelling problems in manual assembly lines.

This research supports industries operating assembly lines with intensive utilisation of manual workforce to improve operational performance. The paper also proposed a novel conceptual model prescriptively guiding quick and long-term improvements in intensive manual workforce assembly lines. The article assists industrial decision-makers with subsequent turnaround strategies to ensure higher efficiency levels requested by the market.

The paper offers actionable findings relevant to other manual assembly lines utilising an intensive workforce looking to improve operational performance. Some of the methods and strategies examined in this study to improve productivity require minimal capital investments. Lastly, the study contributes to the empirical literature by identifying production levelling problems in a real context.