Part One Understanding the Supervisor’s Role
The conversation between Mike and Valerie points toward a modern understanding of productivity. The term has always, meant accomplishing more with the same amount, or fewer, resources. Productivity is often expressed as the ratio between output and input. A productive person accomplishes a lot (achieves output) without consuming too many resources (input).
A modern approach to understanding productivity takes into account the quantity and quality of what is produced in relation to the resources consumed. Productivity is thus the ratio of output to input, taking into account both quantity and quality. Quality is conformance to requirements.¹ If a product or service does what it is intended to do, it is said to be of high. quality. A high-quality computer printer is one that prints accurately, legibly, and reliably (or dependably).
The definition of productivity just presented allows the supervisor to recognize that a methodical worker can sometimes be highly productive. This is true because very high quality can sometimes compensate for low quantity. Assume that a service technician takes eight hours to repair an improperly functioning valve on an industrial pump. If the valve problem were not solved, the customer might demand a refund on the $550 000 pump in question. Solving this problem was a high-quality job even if it took all day!
A substantial proportion of this book presents information the supervi¬sor can use in helping workers achieve high productivity. For example the motivational techniques described in Chapter 12 can be used to spur em¬ployees on to achieve high quality and quantity. The information in Chapter 15 about control techniques is designed to help supervisors en¬sure that productivity goals are being achieved. And Chapter 16 describes how substandard performers can become productive members of the work force.
