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The article explores the increase in industrial productivity in the information age. It explains the importance of workplace transformation demonstrated by modern work styles, user preferences and modern technologies. The advantages of a digital workplace are given, including effective ways of working, faster releases of new products and services, and improved communications interfaces and collaboration.

The article explains the need to simplify work in order to fulfill the potential of the fourth industrial revolution. It blames work complexity for the deteriorating innovation, productivity and employee engagement. Organizations are advised to take a design-thinking approach as a method for simplifying work. The benefits of getting to integrative problem-solving is also discussed.

Conflict in political and social spheres can also affect the workplace, leading to strife between coworkers. Managers and employers can reduce confrontation by fostering a culture of workplace civility. Through training and setting appropriate examples, conflicts in the workplace are reduced, leading to increased productivity and higher morale. [ABSTRACT FROM AUTHOR]

The article offers information on how to develop successful business cases. Topics discussed include the categories of business cases such as decrease expenses, improve productivity, and increase revenue, the significance of quantitative and financial analysis, and the importance of behavioral economics in determining the biases among individuals such as managers and analysts.

The article focuses on the significance of level scheduling for effective and efficient business or office operations. Topics discussed include the use of level scheduling in offices, its benefits like better utilization, higher productivity and lower inventory levels, and its use in the manufacturing sector.

The article focuses on some problems faced by manufacturing supervisors, and how manufacturing leaders can solve those problems. It is stated that supervisors face several challenges, including improving productivity, keeping product quality high, and maintaining machine tools. Problems related to workers include discipline, absenteeism and job assignments. It is stated that these problems can be solved by creating small groups of workers under every supervisor, and making group decisions.

The article discusses the lessons that American manufactures that aim for good employee relations, labor peace and high productivity can learn from the unsuccessful organizing drive of the labor union United Auto Workers (UAW) at the automobile plant of automotive company Volkswagen AG in Chattanooga, Tennessee in February 2014. The complexity of the four-step strategy employed by UAW is explained. The reason why the employees of the automobile plant rejected UAW is also mentioned.

The article presents a discussion on the benefits of implementing lean enterprise systems in productivity and cost reduction, adapted from the book "Capitalizing on Lean Production Systems to Win New Business" published by CRC Press LLC. The importance of a value stream map in connecting information flow with the material flow of a facility is emphasized. The factors to be considered when drawing the value stream map are outlined.

The article reports on the benefits of integrating simulation methods to supply chain management in organizations. It says that the use of a simulation model can enhance the function of an organization's distribution network since it offers a way to consolidate stochastic conditions. It notes that an effective distribution network can lead to higher productivity, cost reduction, and maximized profit models.

The article reports on a study which examines the factors that can trigger employees to increase their industrial productivity. Findings reveal that the so-called Hawthorne effect can influence the job performance of industrial workers. It also indicates the significant contribution of effective supervision on their motivation to work.

The article presents ways on how to develop and design product that would fit the company. It states the essential of product lifecycle (PLC) process as part of the company's business activities that deliver and manage products in the lifecycle. It also mentions the significant of PLC subprocess which are deliverables and projects that are outside the direct coverage of the company and PLC activity which resulted from the subprocess.

The article discusses the improvement programs for the innovation and improvement of shop-floor operations in the manufacturing industry in the U.S. It states the application of lean manufacturing in operations to improve productivity and remain competitive in the global market. It also mentions the vitality of organizational factors for companies that continuing to strive for business strategy.

The article presents initiatives from Student Education Management System (SEMS) committees to help define and develop programs and services for student members in the U.S. It provides an overview of the student initiative (SI). It also examines on the turbulent in management of dilemma performance for measurement including predictability, lack stability and long time deployment.

The article focuses on the fourth theory of employee motivation which includes three subsystems such as leadership, environment and personalities associated with core values. It explores how the motivation factors interact to establish systemic motivation and help an underperforming work shift meet expectations and improve production records. It discusses a case study that examines the motivation factors which affect a team of production workers attempting to correct a production shortfall.

Organizations interested in improving productivity and quality are increasingly looking to environmental health and safety practices and performances. Studies that examine safety performance show that organizations that perform well in safety tend to perform well across the board. Conversely, evidence points to a predictive relationship between specific organizational health metrics and safety outcomes. [ABSTRACT FROM AUTHOR]

Everyone knows that lean is all about eliminating waste, right? And that a flowing process is a process with less waste. In reality, there's more to it than that. The intention of creating flow is not about efficiency, utilization, or productivity. It is simply about being able to know when flow stops and something is wrong. [ABSTRACT FROM PUBLISHER]

The world is shrinking, and companies can no longer count on thriving, let alone surviving, by isolating themselves. Both countries and companies grow more rapidly through integration, so it behooves organizations to devise management strategies to track political developments and monitor the productivity of employees worldwide. [ABSTRACT FROM PUBLISHER]

Nanotechnology is already attracting considerable investment by both governments and private industry worldwide. When perfected, advanced nanotechnology will streamline production and reduce manufacturing costs in significant ways. The result will be a $1 trillion sales market for nanotech components in the next 15 years. INSETS: EXECUTIVE SUMMARY;12 TRENDS changing the world;MOORE'S LAW;ENERGY POTENTIAL [ABSTRACT FROM AUTHOR]

There is one reason that supply chain performance improvement is still a hot issue: Superior supply chains still deliver on the promises of improved productivity and profits. Although it's still a relatively new technique, collaborative planning, forecasting, and replenishment offers great promise. [ABSTRACT FROM AUTHOR]

Focuses on various aspects of maximizing the engineering productivity of companies. Need for enhanced engineering productivity; Ways to assess engineering competency; Information on key engineering productivity drivers; Benefits of enhanced engineering productivity; Case study on ways to enhance engineering productivity.

Focuses on the concept of industrial productivity and its importance to the survival of the business. Assumption of productivity increase; Basis for work performance; Ability of an organization to meet product demand.

Focuses on the concept of industrial productivity and its importance to the survival of the business. Assumption of productivity increase; Basis of work performance; Ability of an organization to meet product demand.

Focuses on the significance of white-collar productivity in manufacturing organizations. Analysis of direct labor costs in manufacturing organizations; Role of white-collar productivity in the improvement in overall workforce productivity; Way to improve white-collar productivity in manufacturing organizations.

Outlines ways to improve production strategy and uncover opportunities for growth. Variety of monikers for production process technology; Production and performance measurement; Bias toward over-production; Application of the economic value added system; Production economics and strategy.

Focuses on the effects of unplanned automation to productivity. Contribution of information systems (IS) to manufacturing productivity; Causes of under utilization of IS; Contributions of IS to organizational effectiveness; Evaluation of IS personnel by shop floor managers.

Focuses on the use of volume and economies of scale to benefit long-term productivity. Types of learning economies; Integration of volume and learning economies of scale; Benefits on the use of volume and economies of scale.

Focuses on a quantitative approach in measuring and improving productivity in the U.S. Steps in creating a measurement system; Basis of the productivity improvement programs of manufacturing firms; Indicators of the losses in terms of productivity improvement.

Examines the complexity of technology transfer in relation to the industry. List of technological innovations implemented by the U.S. government; Barriers of technology transfer; Impact of technology transfer on productivity.

Focuses on the sources of qualitative information in productivity measurement. Advantages of qualitative measures to environmental and interpersonal factors; Details of observation records event; Inclusions of personal and organizational document; Effectiveness of case method. INSET: Characteristics of Qualitative and Quantitative Measurement.

Provides data on quality and productivity issues that operations managers in the U.S. perceive as strategic variables and how these are implemented within their companies. Leadership, strategy and values; Information and control systems; Human resource utilization; Quality assurance; Quality management; Customer satisfaction; Organization for quality management.

Investigates bureaucracy and innovation of industries in the United States. Appointment of commissions to carry out studies on the state of industrial productivity health compared to other industrialized nations Essence of innovation on industrial productivity; Characteristics of a bureaucratic organization.

Focuses on the interfirm comparison method of corporate productivity. Phases of productive cycle; Measurement of interfirm productivity; Implication of interfirm comparison on the systematic analysis of the data.

Focuses on the development of a predictive model for the improvement of industrial productivity in the U.S. Packaging operation of the pharmaceuticals division of Abbot Laboratories; Illustrative data of the productivity index equation; Factors influencing productivity performance.

Focuses on the solution to the productivity problem in the U.S. economy. Investments in plant and equipment; Liberalization of individual retirement accounts; Goals of an industrial policy according to economist and author Lester Thurow. INSETS: Free Trade--In Theory, Anyway;A More Comprehensive View of Industrial Efficiency;A Tax Foundation.

Focuses on the improvement of productivity in service organizations in the U.S. Factors of productivity improvement; Complexities in measuring productivity; Importance of productivity improvement in the national economy.

Focuses on the planning of time-to-progress productivity improvement program. Approaches during implementation for effectiveness of the program; Assessment and analysis of need through self audit; Importance of planning for achievement of the productivity improvement program. INSET: What do IEs See As Major Obstacles to Productivity Improvement....

Describes the productivity improvement program developed by Shellburn oil refinery of Shell Canada. Approaches seeking to increase employee motivation in producing a higher-quality product; Procedures used to obtain improvements in plant productivity; Steps of the management plan.

Focuses on the difference between productivity and competitiveness. Factors of production considered in standard cost texts; Components of corporate competitiveness in the domestic scene; Hidden component in the cost of labor and factory productivity.

Examines the human performance side of productivity improvement in the U.S. Importance of technology on productive output; Impact of quality life on productivity and organizational behavior; Factors influencing human performance and productive output. INSET: Individuals' Interest Can Be the Key to New Strategy.

Reports on systems approach to improve productivity in distribution. Use of Japanese just-in-time philosophy; Application of multidisciplinary techniques; Establishment of first class repair, replacement and support process.

Discusses the responsibilities of industrial engineers in training and employee involvement programs that could improve industrial productivity. Function of industrial engineers in such programs; Basic principles and industry specifications that industrial engineers should know.

Focuses on the tasks performance of white collar workers in the U.S. Determination of productivity improvement; Categorization of white collar workers; Provision of group performance evaluations.

Examines the role of employees in industrial productivity growth in the U.S. Keys in retaining leadership; Quantitative measures of productivity; Standards of quality.

Investigates the causes of poor quality industrial management and productivity. Lack of attention and commitment by top management; Ways to improve quality management and productivity; Impact of the judgment of the customer on quality.

Examines the factors contributing to the industrial productivity growth in Japan. Types of productivity improvement activities; Explanation on Japanese management style; Impact of culture and political environment on productivity growth.

Focuses on the comprehension of human productivity. Elements of the control system; Objectives of productivity measures; Results of the combination of scientific management techniques and human motivation.

Focuses on the impact of sex-role stereotyping on industrial productivity. Exploration on power wielding practice of men and women managers; Recommendation for effective performance; Impact of stereotype on perception of managers.

Discusses factors responsible for the decline of productivity growth in the U.S. since 1947. Capital, labor and total-factor productivity in the U.S. private domestic economy between 1948 and 1979; Benefits from improved productivity; Impact of environmental trends on the productivity growth in the U.S.

Focuses on the factors affecting industrial productivity growth. Need for human motivation; Application of the lessons learned from behavioral-research experiment; Maintenance of profitable business.

Focuses on the significance of occupational longevity program as strategy to maximize the performance and life satisfaction of managers in the U.S. Strategy for industrial productivity improvement; Impact of inflation on the performance of the managers; Success of the program.