INTRODUCTION:

It is obvious that in any organization the efforts have to be taken to Improve the productivity at all levels. In a motivated atmosphere.All are Keen to improve productivity. The organization is towards trouble when People stop the productivity activities. Use of all the resources like Money & men, material, time, machine, place etc, have to be minimized From time to time. In countries like Japan, Korea and now in China continuous efforts to Improve productivity are taken. Mary places in the china enormous Unconventional methods are taken up to cut expenses and increase the Productivity. It is understood that whatever job a trained worker does in one shift, Chinese worker does the same in half a shift. Also the wages of the Chinese worker are much lesser than that of Indian. This makes Chinese Products cost very low. This helps China in the global competition. Many products in India like Motorbike; Battery cells etc have big threat, From Chinese products even to the extent like closing down the factories. ILO has.-proposed different productivity improvement techniques. They are like work-study, methods study, and work measurement, Reducing ineffective time in the work content. Product and process improvement are the areas where major cost Savings can be generated. In new product development cycle, time Reduction is identified as most important requirement for improvement. On labor front, low cost automation to avoid manual efforts and Fatigue; have been used along with number of common sense Management techniques by Japanese. Number of techniques like TQM, JIT, Kaizen, Quality circles, etc. have emerged. These gave rise to Elimination of non-value added activities. It was realized that excepting Production shop there is number of areas where expenses need Attention. Many areas are identified like incentives, bonus, etc where employees Will be sharing the gains. Japanese have employed electronics at number of places to eliminate Or help manual work to speed up and produce accurate work. This has Given birth to new technology of FMS, CAD, CAM, CIM, unmanned Production lines etc. Productivity is taken as improving health or profitability of the company. It must be kept in mind that now since the concept of global village has come, it has become the question of life and death of the organization. In this respect, efforts are to be made to solve the union Problems to improve the productivity of an organization. Productivity improvement is the aim of any organization. It is not possible. To achieve Growth without improving productivity. Achieving growth by increasing resources like Land, labor, energy etc. to increase production is not healthy for the company. There are methods to improve the productivity of the organizations. The methods can be broadly divided in two types such as: (A) Conventional methods -These are generally the technical matters. (B) Recent developments - These are the new management systems. (A) CONVENTIONAL, (EARLIER) METHODS: Conventional methods of improving productivity are as follows: 1) Increasing the yield from workers: Basically efforts are oracle to Extract more and more work from the labor to increase the Production from same labor force. Also the salary reduction is Other method employed to get same amount of production by less

Expenses. This technique is followed by many Japanese companies to compete in the worldwide industrial competition. The Japanese Iabour is also responsive to accept the unconventional method. Today China is doing similar methodology by which the products are cheaper in the world market giving the competitive edge to the China. The methods have to be generated by each company in view of Concept of "global village". The days are gone when the there were Companies which were in monopoly and selling poor quality of Product at any high cost, the companies are no more belonging to any nation but they have to compete with global rivals. These methods have certain limitations. The people cannot work their capacity beyond. Also they cannot accept the reduction in the wages for the sake of company. They will agitate, fall sick, and Remain unhappy, we cannot expect such employee to work Efficiently and creatively in the interest of the company. 2) Low cost automation: The workers are provided with good tools, Jigs, fixtures etc. which helps them in using better ergonomics, MTM, methods to give better yield of the products. These are the production aids. They do not need many investments. They Help the working person quite a lot and Needless time to locate the product and Reduce the manual work. So the output Per person increases, These aids are useful in processes Assembly work, etc where the operations are messy. 3) Modernization of plant and machinery: The work at the factories Becomes very difficult when the market demand goes up heavily. The plant and machinery needs up-gradation. New machine is erected the production units to increase production and also improve quality of the output. These are the machines such as SPM (Special Purpose Machines), CAD (Compuier Aided Design), CAM (Computer Aided Manufacturing), FMS (Flexible Manufacturing Systems), AGV (Automatic Guided vehicles), Unmanned Fabrication system, etc. These machines are developed to reduce drastically the manual working or eliminate totally. More important is that production quantity is very high or many folds, the quality of the produce is also very high. However, the expenses required for erecting such machines is very high. This is due to the fact that the high powered computers are used in the systems, in which the machine building is done with very high precision and sturdy structures. Due to the cost factor Involved it is highly essential to study in good depth the need of high level of production, unless the unless high volumes are require these machines will be found as unjustifiable. The labor productivity will go up heavily, but the capital productivity will go down heavily. So the evaluation will have to done to balance the two sides properly and gain the total productivity for the company. Example In the control panel manufacturing plant about 20 tones sheet metal was processed in a day by using 8 to 9 conventional machines. The company planned to get one CNC turret press to do the job. When the CNC machine was established it was seen that single machine was processing about 150 tons of sheet metal per day. For such high production yield of about 7 to 8 times the product market has to be available. Such CNC machines are not dedicated for particular product. Different New products can be processed on these machines, But in case of SPM (Special Purpose Machines) not only the expenses Involved are more but also they cannot be used for producing any other product. These are totally dedicated machines. So while developing such machines it is highly essential to evaluate their Justification. (B) RECENT METHODS: There are new methods which have emerged. Many of them came up due to concept of global village. Some of these have come as quality systems. Many of them have come to improve product-quality, many of Them have come for the intention of customer satisfaction.

The management gurus all over the world are trying their level best to innovate new quality systems. The organizations have to accept these from the point of global competition. These new systems specifically need the employees' participation. So they need a typical "culture and attitude from employees. T&eatmosphere for such matters is good in The country like Japan. Many of the techniques and tools have taken birth In Japan. A number of resources like men, raw material, and land are scarce. By making the use of scare resources efficiently, Japan has become a leadingnation to provide quality products in almost every field like electronicgoods, watches, ship building, automobiles, cameras, mobiles etc. Whole world's wealth has been pulled byJapan. (26)Sma1l country like Japan is.one of the largest producersof the steel in the worId. They import steel, coal, cock etcand make finest steel to produce qualrty products like cars, machine tools, computers, etc. (1) Employee Productivity: Who does work in the organization? It is the person working on the job.-The good companies like GE, TCS, Infosys, etc, have identified this fruthand got good fruits of working for the employees. . For improving employee productivity at GE Mr. ]ackWelch was highlyconcerned. The goal was to make GE the world's most competitive enterprise. He said the productivity comes from challenged, empowered, excited, rewarded teams of people. welch knew thaithe cuffentbusiness environment requires *-er,eigired, energizing leader. He has to be in live action all the day. You should be able to -energize others. You cannot be this thoughtful, in-the-comer-office guru. You cannot be a moderate, balanced, thoughtful, careful articulator of pollcy. You've got to be on the lunatic fringe.', (2t Employee Performance Improvement: Select any performance problem in yonrarea concerning substandard performance, either with an individualemployee or group of employees, apply this approach and improve it! . The performance improvement is directly linked with the improvement in productivity. After all who is running the organization? They are only the employees. For improving productivity, pErformance ofthe ernployees needs to be improved. For this, -*,age-e"thas to see that the employees are well satisfied. (3) Systems Analysie: Part of any imgrovementprocess begforsin developing a sound conceptual model of what it is you're tryin{g b improve. Developing an accurateconccptualmodel of the oryanizafion, the departnentand-the resourcesaIlocatedleads to improved decision making, planning, control, and coordination capabilities. For this pu{pose dl d.'esysE* &prceduresare analisedand corrective actions are telccru (4) Personal Etriciency rhisis a simple and e+cuogrd&b orrercomethe problems that comestm-" ryay at trid- lt6ercfrre oyersthe age-otdproblem of how to fit all the ffrfoEEre hm b do irbtwenty four hours, how to (27)1il1ll:'"1ril:ilx'"J*i,iJ"fl :?fi"1;;; ,ceI Gl_fmployeeSurvey: "'l *ffi'1il;::f|jlflX,?:d.instrumentto measure the norms or varues There are six type, qr"l;il;il#ff: of activities to improve the producrivityrarioof an .: rImmpprroovveebasic process by research ""0 Jr.",l"j:]']-::::i and developmenr(tong rerm) t"ririI ! srrsvrovidenew plant' equipment, and machinery

$ong ' Simplifyproduct and redrrcor,.?i6r.,/_ - r , r. Imbrovoavic#-- 11,tt1*t variety (medium term) Improve existinemeth"r. -rri pr".:.) rr"Jffi'"11til*l ' I$fl|* the pilnning of *ori. "rJ,r.,. useof manpower (short Increase the overall effectiveness of employees (short term) 3:P:ll: Improve prrar.*i",ryEurPruY Ielearchindicares*ri-#r"'irr_ ryonentsof t ust..,rnr. srrr -::'^:"-"i tTolgcorrelation between ductiviry, culturato,ril.*.f*,::3Tu"ic1tiin .n""i#".Jo" r"a :#i:,:#lltt'iltffi::ffi'#li":I?*;tri.",'i:','J"';,,i:i ntcultures.. _---!rLr,! wayu, oflclmeans different things in 3XfiUU ffl:",#$rry, horisticconcept,, rt.acrivetyhas human menr, inregritu. *",;-t;fl11i13 manner *rat not orityffi;d:, #,'i&no"rTde?rt:o'Y-d#ev'-e#lo,o" ,',lysr'*rtu*rfalE'e;s, :m#oitvl;id?ua#lTan#d}teiaTm* a;,:il.,:o :#"'1f5,1r,iff:ff"#liT:l;1{t rraysof productivify: Six Sigma: I! Ouputp"r**tu, ofthe improving System: tasicoperating principreof the ConfinuousImprovement Firm L*1r'ffi:::fil;; * ;;;; [1",,,, ortenproduce rbaghemelepnhthIenwthoerkfiersrt, staqpm.-o tltsu',luttagementshould make every r, roi*,.l"il"ffirl1oovf tihdeew osrkuegrg,sesjotibonasn, dntohmea;t;terrdh;o;:w (28)This will help the workers look at the way they are doing their jobs. (b) Education: In the second stage, management should sfess employee education so that employees can provide better suggestions. [rorder for the workers to provide better suggestions, th+ should be equipped to analyze problems and the environment. This requires education. (c) Efficiency: Only in the third stage, after the workers are both interestedand educated, should management be concerned with the economic impact of the suggestions, ,. You'll encounter difficulties if you try to skip stages one and and move straight to the third stage. Methodefor improvement: ' (1) Improvement in one's own work (2) Savings in energy, material, and other resources (3) Improvement in the working environment (4) Improvements in machines and Processes (5) Improvements in jigs and tools (6) Improvements in office work (7)Improvements in prodqctquality (8) Ideas for new products (9) Customer services and customers relations (10) Others According to the ]apanHuman Relations Association, most of suggestionsthat have economic impact come from grouPs/ individual-basedsuggestions servq as morale boosters and educati exPeriences. The aim of this guide is tg provide a basic understanding of how improveproductivity in any business organization. You don't need seaichfoiopportunities for productivity lmprovement- they exist every workplace situation all of the time. It is for managers/ hainersand employees at any lgvelwho wish to develop understanding of productivity and their ability to improve the andutilization of resources in their organizations and who see targets and budgets as merely minimum starting standards. (7)Employee importance in Productivity Improvement: Increased worker motivation and satisfaction can increase output. Progressive, innovative managers now achieve prod increaseswith human resource management techniques that go beyond payincentives.

(29)Iot^1T-r_-loring theemployee- productivity, employers need to staff fu?t.t,e,.df:,f% iMTay,xi:i?m,jriiznfef .h"u*mllalnrtc|a.p.itaytill"; ;, # ip,,io#au*cfdf,v,e", 'fsfkii:rr1edff ia1nd tchpeoprewirhthe **:*j.r, :*If'"-yiq'i" :, li*ldf;iIr., ;;irel:d: Jeimli'p,r,o,yre:e:- #m:ofrai:r'ei. Il},ll-::::."1,1y::::,.;.,;;; tiiu,. inspecincjobs. putthe ;;l';1. jil:".;u.oposirion,rn"*i"f***;fiil:1?11;11ffi nan Resources Management: fi;r,fff*i,,:lf.+*,J|;,f,.,:1c;'_of the.emproyeeon the job ffilEll:]l:11:l1 lllI :ll:::ll:,ll::l ll. l. l :llrllll hasto be ensured, potahrrweegsaaeoynnrgcifzreaoanmtoiiozfanteht'mieoInpniol'o gbyHo.eoHeed3se. 1,* ciuisoii.m mrjr;ipo"-a,t" ni*v iei"ilsii;. a"lrfrhtff""f'itirr ;.*u;".d: ip:on" aerhitwele{ agirnno"dot!hdne{ et ih*wii"nlirlgre_ scuoHfiorrd"rgsfthiooe;fr -ireoE*emblmclrpwlpuYlolihotyiycneeheehewse' v Talpeirunlaeiregvrnsreoostphvn,eeetro-rhso_ oenc^ n rotcghswoaetemn a;:iszprIaaydntniJootyhn'ei *iiraa;gsnfsiJ,m, ijoo,aisnrp wooeutanhrdye^ r tqhhcueimoitemem topapi pnrfo,ifciy.ik erwenusnopedr ,sno.aymn* r,oeoetua,I ,rmroPlcI( uP kpEtrIhseTamaret3thtipphc]erliiop-hsafay,i"/tmtem"he"eeotr.iesBnSnppatghatrhrcereoerrksisecgsisio p ferbraaoodntaumidofn_fn a dwiCri,hs" oi.gcincrih"rrfe"ltie*rc*rn"t.i:il*n uifigif]i:,puI";rI-.ort"- byirhset. re ium,ercxporopfo*me.rrrcre,ltaseppq.drero,orrbnsoloe tknmhnesoc,bwaawnswhisnihcooahttf"' t*t"-u*;;;; ; supervisor,s concern to ffiHr.t;* the skesses,nacoJictsir,.ruthe emptoyeesare ueplPislmkaoeicnopteerlgosd,Jysoeaiinbetnts i taF'ut h idHpfeeiai sgIortrhlioacilsyfcue ttsheauelr.yp, hij.eho*grpbrvyr,ifsisoaTo,yrhr,E"'wsa.- 'i o, p r*rar";ko,J.i,bo. r#i.-erliim;"in]i turgt.o"rrle.oycr et gimatoehliranezn t,ephwe.trhrb,eorenspbre serfhsrsoooeumneladn r rihtbayese, somepersonr*ul' b: l"r: q"arl-.jiJi"rna typicajrobpriasceexopfecthteedir. ilffilthevwill 6*..ri" L"it.f "r,";,;" the one who is quariried fbocPryuouomstsoskepriandaAiteonipnry tpgmhhliearacynsapdateteigoospenbamoerfeytmrndThtoe,einrnre,te" *tpmy:r"lortk.r;Ssui,i*y ;i;os#iitlre;#u;mi;rr,yss,:',* iHt'aiancnfNiodtnholisenagsd.hep_opeouarrsrrudtomtnbierseinr it,tnrgka etnhonde (30) Poor customeiservice: At any place and occasion customer service should be perfectly provided. In the ne* world of competition the customer service is important. For every person there is some customer' There are two types of customers, such as internal customerand external customer, The external customer is the one whopurchases products. The internal customer is the one who takes theservices of any person's services within the company. The internalcustomer should not be ignored in the company-. This will helpto improve the productivify, rPoor Employee Hiring Practices: TbsJecruitmentpractices in the organization should be fair and good. Thdre should be professional approachto take up the person, Right person selection can only give p.roductivity improvement. Every person,sevaluation for the-job shouldbe done in proper method. Completely revise the way you undertake employee evaluation andselection using profile analysis. Take any job, or group of employee'sprofile of the job or jobs, determine the iob-holder,s skills, knowledge, qualities etc, and then compare and get an instant picture. , Poor Employee Motivation: Whether you work in an office or on the shop-floor, in for profit or not for profit organizatiorythe bottom line isproductivity. Y.oucan achieve this with and through people. As a manageryou are responsibiefor your people and the organizational resources entrusted. It is job of management to see that the employee is motivated to givegood results. Motivated persons feel that their participation, suggestionsand actions are being observed and properly conJidered and noted by the seniors as well as the others concerned, Such a personwill feel like giving his best. Poor Team DevelopmenhEach section and department shourdbe workingas a good team. suchteams will work in the assertive mannerand give good results, personal conflicts will kill participativespirit. withoutparticipative spirit the productivity

improvementsare not possible. successfulteam building has far reaching ramifications in an organization. Improve the way team members interact and you improvetheir_abilityto solve problems. Better problem-solving meansbetter efficiency in general. Increased efficiency tends to boost moraleand productivity. Workforce Development Each and everyperson in the organization has specific job to be performed. For that job the person has to be (31)}u,:","fr"# .#"gf:::;.y:I':,*d otherwise the person wi, nor ilr**l:f''rnrTii".,.:xi iTtri,T,'tr#1n;:i,;{m** ilffix"['Lx:?l?,rj:j:-"1# i:?ffffi#:ii,:i:f':'iffi :h,ffi:"[,,T;::;"1*;:::**#,"fffif,.' j#;'"J'"i"[:l; fffigrn;tfelir;vgie,w,s,$wifthfic i*it-*i.;#rff+iilili::q:Ulf* **i5:u,*r* ;:,fffT",ff#.:lff.._T; il:""rr.."#li:Xn"", p.;i;;;;:; "#i,u,ionmethods. iuroad_ arn"ri"gi"tff'}, mapping framework, was deveto;J# outline .h.!were ,;o*""utturingcomnlexity, ,"i 6;;;i *rr*g H:l"d,trr r#f*Ii,1r.,",n,"* ::;d t,.#;, #:i::Ittlff'il'1il':"#il'*:;*1,;*r",,,r"5,Iai,,1ia.,r ff'#n;'3,ig1r,::r:1""'^e'o''l'P!:'"'T':?11ffi:f ;ffi:l: *a ruiiuli; ;1;;,,,""unce, and process cu{aanityiiJr." iinuri"artiviries;;'il.,ffi:g.,,*rdli:fiffi_'i:,:f h*#*i outsourced. Changes in degree ";;;; fli:,:"ffi1,,',1::mxyi,,#tl*#fl tx3"ff * *r'1ffid:J::ffo" ii.' i"ai'u'i*i,,po*., "ffil#,*i has been achieved oonrrzeennttrryyiimmppr reemmeneno"tiglj,jihff"ll t.^TifJfroidu;cit[i' onT ;t;?;iLl;H; :#ri l*i lIii:*il,,,:, #JffiX':*ffi;'": * ;ffiffiil;,,,iqu,i,ry;;;;;i "' ' Thespeed of the reader is the speed of the team. A confinuousffi:r:H:ifEn'o*h .'"q,i"5'"- lommitmen, r,J*"' ,op qganilzation, *,1, ;I:T':lf,*,,:ill, it -lY 4ity""iu aa",, l!r,ttDcesses.. To do this. .o,r"ono-io-n.{;.-i^ -^: ::-- :-' "',j ' trmpeccabileimprovement ffixffiT"t;i:.1*r?:::*TL=+:il,:l'nli*:#llu Fi,:' ffi,'"#f [t" g",r' #',ffil;:"fi*H!"ffiTffiffi rnprcation, as rhis# -I*,Y"1:^:l'""'stiur-],', rprcation/ this wiilbring i*irr"r.j'1r," ii'u'Jr,"r, "*"ri uesrnthe business stomersafisfaction. p"^"".".'I'-]sutrrnPloyeemorale and higher ,X:T:,*r,*,*,,llJo"ill',,##r;li#,il:TJ';Y*lfl1,, Do lead by examolrgq vvcrsr or ume' p"rror-ui.'. rfi;""'" andset clear deployment targets and (32)Do practice a collaborative approach of management. oDo facilitate transparency and empowerment, oDon't rindertakemore improvement initiatives where change ,f\ management will be a challenge. tr f tvlanage Change: Change must inaoltsepeople - change must not be V' imp.osedupon people, Change management-is a process designed to +. assistteams in telling the process improvement story from initia[ actions. Do conduct post-implementation reviews to verify whether the changesucceeded or not. Do identify impacted entities. Don't put people in who can spare tlme. Donltcreate a separate organization structure in isolation. Organize and Plan: Planning: The catalyst for ffictioedryloyment, Planning includes: setting a strategic direction; deterrhiningthe monitoringmechanism; making estimaHons; people managemenf identifyingtools and techniques; and building trust and leadership inthe organization. The Deming cycle of "Plan,| "Do," "Check/' "Act," when applied aievery phase of the project life cycle, keep the cycleoiled and running. oDo reprioritize the plan due to the changes, o Don't forget to pay attention to the early warning signals,bPeople are the agsete: Reward people and girsepoeitive reinforcement to drioesuccess.Peopleare the key factors to bring in any change.

Genbrally, organizations that commit to process improvement ior improvingtheir processes rely heavily on its most valuable - i.e., people, Havinga good process improvement framework placeprobably will not solve all of the problems that an orga has; it must have good people who are process oriented io the process framework that has been laid down. y Do create a career growth path. y Do "reprimand irlprivatg, but reward in public." y Do hold events and celebrate success to spread the best y andmotivate others. y Do foster integrifyand trust in the work environment. y Don't introduce bias. y Don't compromise on excellence for rewards. Organizational TrainingzTruining is an inaestment, not an ouerhead. Create buy-in within key leadership team for process training. Develop a training plan in alignment with the organization's vision (33)Pursotecneasnsceis' Tthheefbra1m1kebwonoerk,:fporrocpersos."itJtf,rastructureis the foundation for sucha wavthat it best suits ani*".ir"falre"pour"g" a,rn.,ir"a"iiu#*.frfrio".suernr" rin. patThelhrorei{suoagwrdmhyitlil n wlb.eseoa -dnaoenrrigsafahcniiidpiz . ,ar.Hitrgi-iaohiolnrfr. p tTh,rrhe;te."u; -;ou;]tfr"ft;itam"tiieoo,wnp,orsorckseesins,ioirm. rmipoarronevanegembmeyennttth,ises-*.-irui.*ort business, technorogy, and peopre needs. The foschuosuisrdtoaidodvre" saswtahye t a3M -pe*et:rrirfcorsrrmlBsaanemecadenAamgpeepamro'ueafnectmha:enTndrta mcskoy,vsmeteomtnoiwttohar,ara,tr,imippmrorao.nv.areg, seiputheeriffobfimio"-fitnroc,met,. ltitnies plle_r.to^rTm-a1n"c.et "mgeapsruorceemsesntcsoysstte ma nadrowimsparroigvniinfiggrplrrro;dilulccttiivviittyi.esA I th: * fdpineeafrilnmlye,ist s spKtrrropaevItaseidlgeaidcsnedpoorn*raoLlinyntme oicerfsn",;ft" . o"t;pifr- ti"sh r;eJ.;,r i t;s",;ttru;ia;"tut" e.s."g ,; yrUphro-foe"ng? rme.a.sEisrcia,oosanrun,tirdn,. ,*uai.otlreiu,'rtgst'sry;,braatnsid*s,; Assess and EvaluatetEoaluatewhat aouwant _ measured gqts produced. T.h1s pro..rJis the.ruqbreirc.amus.er rwf'hoartguer,tys |1{ustrybbapIruraraoeidmlctee heisrnseswtheoaosidprtkrheae etrdhceapoenierngdovtnradutirrushushceeatetdtsaepdornamo,rndcgoidectadsoiansesnpiezrufpsain,drr3fciiecooe ra,nLr,ot,..ar""w"irnA*oernJihltnr.q; iiiw;.n"r uh jtaJtraihni;tt1e y;dd, , pi.aoarcrsesos'csXl;ueti.ir.lsoasr;snrn* ". c't-tfehhu,e"L'tpt' epr',acsrucostrirjc.et*e.t,ntse",r bettefsrhheormyveuotusewbtpynrreelyigrdemgeothsahhn'vttictsnsieoaohg,idnnlmalf f erioescmianerronbemelumiodnLnaouegmircefnnsiuaondkt,sntndnia obi oiocninnywTragd- cl aoe,bth* idiraseoniggt,c.dnr1felors,i" in toiacferg,infonu" v,, m*.dte-r oii'rmriorin"ryr"u;dft*?io,n*J,;r'riio3 icifijvilragpaf-tat toir#io.,.oegonnenlr, T".rt, ih, h"os*peIeirnrt'rroti.,sahrricucicseme"ctasrs"cetcrseiiar.eois ns"dInsnt" e.at ,sorirpnavf'relffloirlp*rtu"ynairs,emomelu ncrale*r eciiontnnseahutksgses, ]d nro{ultivityimprovement demands communication with and 1*org all the organiiationmembers, ,rpptiur., ""a .rrr"*"rr. *,":l-l:i:!y ,gr,: is .the r,oitl* tine. Mosr often themleeadoefrtshheipp rtoecaemrj/ sip*opn;ro;i, lu;fr*. ;in#te0reTste"d" ** t""*rtllslutionscan be implemented. The ri.,"tf,oJotogy and approach us,end" (34) hEE p'roiects are essential only to the extent of arriving at the urclusionsand capturing their attention in the beginning. The hereis to translate project results into hard bottomlinesavings a. tomandate savings in thlimprovementefforts across all busi .and technology plftfor*s.Ir - ----(C) NEWMANAGEMENfrYSTEMS:The new management systems / techniques have been over last 30 years. These have helped to improve overall productivity theorganization. The techniques are as follows: (1) TQM - Total Quality Management (2:,7 QC tools - To improve the quality and productivity (3) House keeping (4) Kaizen (5) Poka-yoke (6) SMED - Single Minute Setting of Dies (71 JIT -Just In Time (8) "5S" Principles (9) 5 sigma activity (10) BPR - Business Process Reengineering

(11) ISO - International Organization for Standards