Project Management Performance
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- Date Submitted: 03/17/2012 07:30 PM
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Project Management Performance
OPS/HC 571
March 12, 2012
Christopher Madden
Project Management Performance
Hospitals continually have to “tighten their belts” and operate on smaller budgets. This has caused operational managers to discover ways to reduce operating cost and “manage productivity across all areas and job categories” (Langabeer, 2008, 129). Hospital foodservices can reduce cost and make the service profitable, if managed properly. To operate efficiently, it is essential for foodservice to enhance and retain better control over the many variables that exist. Organizations can reduce bottom-line cost, manage expenses, and advance employee productivity by developing and implementing effective labor management programs. A major factor is that management must focus on promoting professional labor practices without any workforce reductions.
Trinity General Hospital is seeking to improve the foodservices process and a solution to labor management. The foodservice department has a total of six cashiers, four food preps, three cooks, and two supervisors. Each employee works an average eight hours day and paid $7 per hour. The food supply expenses are $500 per day and serves more than 1400 patient and guest meals (Langabeer, 2008). There are many factors examined prior to any plans implementation regarding a productivity solution. These factors involve identifying those areas of improvement using benchmarking data, measuring productivity performances against department and organizations goals, and increasing productivity, and performance with increased training and support. Once data is collected and evaluated plans are implemented that will aid in controlling labor costs and improving workforce productivity.
Identifying Constraints Present When Measuring Productivity
“In most industries the quantity of labor input in production is measured by hours worked and its price by average compensation per hour” (Steiger, 2009, p. 730)....
OPS/HC 571
March 12, 2012
Christopher Madden
Project Management Performance
Hospitals continually have to “tighten their belts” and operate on smaller budgets. This has caused operational managers to discover ways to reduce operating cost and “manage productivity across all areas and job categories” (Langabeer, 2008, 129). Hospital foodservices can reduce cost and make the service profitable, if managed properly. To operate efficiently, it is essential for foodservice to enhance and retain better control over the many variables that exist. Organizations can reduce bottom-line cost, manage expenses, and advance employee productivity by developing and implementing effective labor management programs. A major factor is that management must focus on promoting professional labor practices without any workforce reductions.
Trinity General Hospital is seeking to improve the foodservices process and a solution to labor management. The foodservice department has a total of six cashiers, four food preps, three cooks, and two supervisors. Each employee works an average eight hours day and paid $7 per hour. The food supply expenses are $500 per day and serves more than 1400 patient and guest meals (Langabeer, 2008). There are many factors examined prior to any plans implementation regarding a productivity solution. These factors involve identifying those areas of improvement using benchmarking data, measuring productivity performances against department and organizations goals, and increasing productivity, and performance with increased training and support. Once data is collected and evaluated plans are implemented that will aid in controlling labor costs and improving workforce productivity.
Identifying Constraints Present When Measuring Productivity
“In most industries the quantity of labor input in production is measured by hours worked and its price by average compensation per hour” (Steiger, 2009, p. 730)....