Increasing labor productivity at an industrial enterprise. Ways to increase labor productivity

Increasing labor productivity is one of the most pressing problems in business today. According to various studies, Russian enterprises are catastrophically behind European, Japanese and American companies in this indicator. What tools and technologies exist to improve productivity?

Methods for increasing labor productivity can be divided into economic and managerial. Economic tools are aimed at modernizing production, optimizing production processes, reducing labor costs (working time) for producing a unit of product and (or) producing an additional quantity of manufactured products per unit of time, etc.

Management tools are aimed primarily at increasing staff engagement and focusing employees on effective and productive work. One of the significant factors influencing the increase in the level of employee engagement is an effectively functioning reward system.

This is what we will talk about.

Who needs stability?

Let's consider a motivation model consisting of two main groups of factors - those that work to retain employees and those that influence their involvement in the work process.

The first includes comfortable working conditions (light, water, clean room etc.), workplace safety (this is especially important on a production site), wages, etc. These factors provide a sense of stability and security for employees.

Factors that contribute to engagement include the opportunity for professional and career growth, acquiring new knowledge and skills, gaining recognition, etc. They create drive and desire for better result and increasing efficiency.

These groups of factors influence employees at all levels to varying degrees. As a rule, we primarily expect motivation to achieve from specialists and managers. In ordinary positions, personnel are more drawn to stability, which is, in fact, the key to their comfortable existence at work.

An emphasis on factors that create stability increases employee confidence in the future and reduces staff turnover. In a company with such working conditions, people remain working for many years; in such organizations there are no problems with the transfer of knowledge from experienced specialists. Workers, in principle, are not characterized by an orientation towards frequent changes; they are ready to work at the enterprise for many years if they are confident in the employer and feel protected.

…ordinary personnel gravitate towards stability, which is the key to their comfort at work. An emphasis on stability increases employee confidence in the future and reduces turnover...

Let's look at a practical example. The management of a manufacturing company decided to introduce a new system of worker motivation. The new model involved establishing a link between compensation and employee performance, which led to more work. As a result, workers gave up the opportunity to influence the size of their wages and went to other companies for obviously less money.

This organization was faced with the fact that, having tried to solve the problem of increasing efficiency, it did not approach this issue well enough and failed. The management of this enterprise, through its actions, jeopardized the sense of stability among employees, increased staff turnover, which put the company in a situation of personnel shortage.

The fight against absenteeism

Thus, the following question arises: how, in a situation of general orientation towards increasing labor productivity, can influence the motivation of working personnel, increase the efficiency of the organization and at the same time retain employees?

The solution may be to build an effective reward system that maintains a sense of stability for employees, on the one hand, and stimulates them to work more intensively, on the other.

Let's look at a practical example. The client contacted us to find the most effective and fastest solutions in the field of increasing labor productivity. The company is part of a global structure represented in various countries world from America to Asia.

Workers in the Russian division of this organization make up almost 90% of total number. The motivation system for the company's production personnel was as follows: employees received a fixed part of the payment (salary) and a variable part (bonus). The bonus was paid if the shift achieved a record, that is, maximum labor productivity based on the results of the shift.

After going to Russian market the company faced the following problems: the lowest labor productivity compared to other countries in Eastern Europe, high turnover and high absenteeism of personnel. Absenteeism in in this case– any absence of an employee from the workplace, except for annual leave.

The company conducted a thorough analysis of the labor efficiency of workers in different countries. The study showed that labor productivity in Russia is 30% lower compared to similar industries in EU countries. At the same time, the enterprises were identical in structure, and the equipment was absolutely identical. In other words, the working conditions were the same, but production in Russia never managed to reach the level of labor productivity of European companies.

In addition, employees often simply did not go to work if they had the opportunity to earn additional income “on the side” (especially in the spring and summer). In order to prevent the risks associated with high absenteeism, the company had to keep a certain amount of reserve in the shift, which could cover the lack of personnel.

However, even with a reserve, situations could arise when there was not enough labor to ensure continuity of production. Or those who replaced them were less trained and slowed down ensuring continuity of production. Or those who replaced them were less trained and slowed down the production process. In addition, maintaining a reserve in case of employee absenteeism represented an additional expense for the company.

Motivating function of salary

The company's management faced the following questions. How can we explain the current situation and how can it be changed? How to increase employees' interest in the work they do and create their intention to do more in the same time? How can we reduce staff turnover and absenteeism?

We were invited to implement a project to identify ways to improve efficiency.

We relied on the fact that the organization of production in the company was effective, as it demonstrated its success in other countries. Therefore, when formulating hypotheses about the causes of low labor productivity, we focused on the activities of personnel.

There was an assumption that increasing the motivation of employees, their greater involvement in work and focus on results would increase labor productivity and achieve European indicators.

To maintain personnel stability, it is necessary that salaries correspond to the market, the accrual system is fair, and payments are regular.

A comparison of workers' remuneration (fixed and variable parts) with the market showed that, in general, the level of payment is at an average level, that is, it is adequate for such positions. Payments were made regularly; there were no delays in payments in the company. When surveying employees, we received data that they consider the amount of remuneration to be fair.

low transparency. The workers did not know that the company, in principle, has a system of bonuses for labor productivity, since with the existing system of remuneration for records, some employees never received a bonus during the year of work;
lack of ability to influence the amount of employee income. The organization did not have a reward system (other than a bonus for a record), which did not make it possible to reward effective employees;
disproportionality of the bonus. The amount of bonuses actually received by staff over the past six months was disproportionately less than the fixed part (approximately 3%). Thus, the bonus did not motivate workers to increase productivity.

Transformation modeling

At the solution modeling stage, it became clear that the transformation existing system rewards will create a sustainable motivational model in the company and help improve employee performance.

In order for an incentive scheme to be effective, it must be improved according to the following criteria:

transparency - employees should know what their income consists of;
the ability to influence the amount of their income - employees understanding the dependence of their income on their efforts;
proportionality - the amount of variable remuneration should be motivating, the percentage of remuneration for high efficiency employee can have the opposite, demotivating effect and discredit the entire payment system.

If the company's payment system is built transparently for employees and is aimed at the results of work, it will serve as a powerful motivational driver.

From this example It is clear that given the existing problem in the company with low staff efficiency and high stability ensured by working conditions, the implemented payment system should:

motivate employees to achieve greater results;
maintain a sense of stability among the working staff, especially at the implementation stage new system

This will allow, on the one hand, to avoid a surge in turnover and dissatisfaction with changes on the part of workers, and on the other hand, to achieve the goal: increase labor productivity.

New incentive system

Our proposed solution looked like this. The new system of monetary incentives was to consist of a fixed and variable part. It was customary for the company to increase salaries in January of each year.

Based on data from salary surveys, we proposed not to change the fixed parts of remuneration and put the remaining amounts into the bonus fund. The latter was proposed to be formed based on the parameters presented in the table.

Table. Parameters for forming a bonus fund

At the same time, it was proposed to calculate the size of the bonus based on the assessment of the immediate supervisor. A scale was developed on the basis of which the manager could assign a certain score to a subordinate. To ensure system efficiency at initial stage implementation, employees were assessed by a group of managers, which included the shift supervisor (foreman) and the shop manager.

Thus, the system made it possible for managers to influence employees, reward efficient workers and deprive less effective workers.

The main advantages of this system:

transparency of requirements for employees - evaluation criteria were communicated to workers;
proportionality – the bonus fund has been increased through annual increases;
opportunity to influence. We made the criterion for the desired result clear by replacing the basis for paying a bonus from the elusive “record” to the understandable criterion for workers of “fulfilling the production plan for the month.”

In addition, we did not tie the remuneration system to the results of individual departments, thereby maintaining the principle of shared responsibility for the result.

As a result, following the implementation of a new motivation system, worker productivity increased, which brought production in Russia closer to European indicators. In addition, workers' overall satisfaction with the company's working conditions has increased.

Risky change

Any significant change in the company carries risks. Implementing a new reward system is one of the most painful and risky changes.

Management needs to pay increased attention to the implementation process, constantly monitor the stages of the project, and monitor the situation in the team. In addition, you need to track feedback and make timely adjustments if necessary.

When implementing, the following main risks must be considered.

Low involvement of managers, lack of support for changes on their part. Since top managers are the “agents of change” within the company, their support is extremely important for any innovation. Their inclusion in the project at the stage of developing a new system will help ensure the involvement and support of managers. This will give managers a sense of ownership of the final product and ensure their loyalty during implementation.

Insufficient internal communication. In order for the reward system to start working effectively, it is necessary to convey the new “rules of the game” to the entire team in as much detail as possible. It is important to remember that in the process of communication any information changes its appearance and is distorted. Therefore, it is very important not only to inform employees, but also to spend time working with their fears, objections, and resistance to new things.

To achieve the desired result, it is necessary to use formal and informal communication channels. The first are team meetings, mailing lists, information boards, and an internal website. The second are corporate events, competitions, joint recreation, etc.

Increasing productivity is not an easy task. Domestic companies have a long way to go from modernizing production and implementing efficient systems corporate governance to changing the mentality of the employees themselves.

A competent and balanced remuneration system, taking into account all important criteria and features of personnel motivation, is a significant factor in increasing labor productivity in Russian markets.

Editorial staff of the magazine "Consultant"

The main task of any enterprise is to make money. In order to stay on modern market, you need to be able to fight competition and be as effective as possible. How to achieve this? One of the most proven and effective methods is increasing labor productivity at the enterprise. This indicator is considered relative, but it can be calculated and described in specific numbers.

What is labor productivity

In order to understand how to properly increase labor productivity (LP), you need to understand what it actually is. PT is the effectiveness of labor costs over a certain time interval.

Increasing labor productivity will allow you to reduce costs and reduce costs

The simplest example is that a worker on a machine produces 3 parts in one hour. And if for a worker it is possible to calculate productivity in pieces, then for an enterprise PT is calculated according to two indicators:

Labor intensity.
Production.

The higher the PT ratio, the greater the production volume and efficiency for the same salary.

How to count

The simplest way to calculate productivity is to find the ratio of the volume of products produced to the total number of employees involved in the process. To increase the level of productivity, the first indicator must be increased, and the second must be decreased.

Factors Affecting Performance

Labor productivity depends on:

Employee qualifications. It is often much more profitable to hire an experienced professional for a higher salary than to take two beginners and develop them to the required level. In addition, after obtaining sufficient qualifications, they will probably move to a new job.
Time management. Frankly, time management is an important skill for any company employee, from an ordinary mechanic to a top manager. Planning your working time is exactly the skill that all immigrants from the USSR lack.
Motivation systems. Everything is simple here - there are certain production standards, upon reaching which the employee receives his salary. If plans are exceeded, a bonus is provided. This system works great, the main thing is to correctly calculate the boundary limits of the norms.

As you can see, labor productivity growth factors are quite banal, but they are studiously ignored at most enterprises in the CIS.

Proper motivation will increase productivity and achieve excellent results.

How to analyze PT?

In order to understand the level of PT in your production, it needs to be analyzed somehow. It is usually carried out according to the following indicators:

Generalizing. Everything is simple here: hourly, daily, monthly and annual output per worker is determined depending on his performance.
Private. This indicator reflects how much time needs to be spent on producing one unit of product.
Auxiliary. This is the amount of time spent on producing a certain job. Roughly speaking, how much work can be done in a unit of time.

Based on this analysis, two factors can be identified:

extensive (tied to the time of work or production);
intensive (tied to reducing labor intensity through modernization and optimization).

Based on these data, it is possible to conduct a detailed analysis of increasing labor productivity at any enterprise. It is necessary to determine the current PT index and compare it with the index after the measures taken to understand how effective they were. Now let's take a look, how to increase labor productivity in an enterprise.

How to increase PT in an enterprise

In order to make the operation of an enterprise more efficient, it is necessary to reduce labor costs per unit of production. This can be achieved with different goals, but the main thing is to reduce labor costs as much as possible. It is necessary to strive to organize the operation of the enterprise so that there are no bottlenecks that cause downtime. Ultimately, all this leads to increased productivity.

The second way is to reduce product turnover time. This is quite difficult to do, but it is possible. Reducing turnover implies not only the introduction of new machines or lines that automate and speed up production, but also faster sales of goods, as well as a reduction in accounts receivable.

It is possible to improve productivity this way

The following methods are also often used:

Labor automation. This results in overall productivity being increased and costs being reduced. But you need to organize the process correctly so that the line does not stand idle.
Use mechanisms for managing and accumulating knowledge. This increases the PT of foremen, managers, and engineers.
Reducing various non-production costs. To do this, it is necessary to conduct an audit of existing expenses and remove those that can be abandoned.
Accurate understanding by the team of their tasks and job responsibilities, as well as the desire to optimize them. Roughly speaking, if a worker produces 3 parts per hour on a machine and the rest of the production depends on him, then he should not go to the warehouse and take parts, spending 20 minutes per hour on this.
Improving working conditions, creating workers comfortable conditions and stability. Specialists will work for you even for a lower salary than their competitors, if there is a friendly atmosphere in the team, there will be no constant rush jobs, hundreds of pointless meetings and conferences, and the workers will be confident in the future. The presence of recreation areas, gyms, a canteen, and medical services significantly increases the prestige of the company and improves personal care.
Motivation. All ways to increase productivity in the modern world, they provide for employee motivation. If you work better, you get more. You stay in after school hours and if you go out on weekends, you get double salary.
Increasing employee loyalty. Managers must communicate with the team, solve their problems, and involve people in discussing development issues. Of course, this should not be done in a forced form. Very often workers and managers give good recommendations to increase productivity in their workshops/departments, since they know everything about them, unlike management.
Control. It is necessary to develop a system for monitoring the final result and build on it in PT assessments.

By using these tips, you can make significant progress and increase your productivity to optimal levels.

admin

Even best employees experience when you don’t feel like working and completing tasks. As a result, company performance and labor productivity fall. To prevent this, the manager develops schemes and strategies to help stay afloat. Plus, it is important to convey to staff the meaning of performing work functions. Most people perform duties for the sake of receiving a salary, while the end result interests them little. Let's consider why this happens and how to increase labor productivity in a team?

Workflow Types

It often happens that the staff gives 100%, the manager strictly controls his subordinates. And when summing up the results, it turns out that the goal was not achieved or the project deadlines were missed. Most companies face a similar situation. There is another side - this is achieving goals, delivering projects on time and quality work. What is the difference between the two examples given. It lies in organizing the work process. There are two types:

The process of doing the work is taken as the basis. The employee comes to work and conscientiously completes the tasks assigned by the manager. This continues day after day. The boss regularly checks how the work process is carried out. Demands a report from a subordinate, praises or punishes for current results. Such a scheme does not lead to achievements. The reason is that no one understands the end result. The main thing is the work process, which includes compliance with the schedule and strict fulfillment of duties. And why specific actions are being taken, none of the subordinates knows.

Working for process is a common scenario found in almost all companies.
Work for results. This kind of thinking bears fruit, in any area: work, personal life, building relationships with friends. When you set a goal and know where you are going, you move forward and develop. There are several criteria for removing the result. Has the subordinate invested in fixed time what resources were spent to achieve the goal, the result itself. The data obtained must be checked against the plan that was drawn up before the work process. This does not mean that following such a scheme you always get motivated employees. There are also mistakes, failure to complete a task on time and other reasons that move away from the goal. It is important in such a situation to focus not on debriefing. You need to put every effort into achieving a result, adjusting your actions in connection with the current circumstances. And then sort out the mistakes and shortcomings

Work on the process: why does this happen?

This diagram represents a trap for the boss and staff. Since the outcome is unknown or unimportant, the worker focuses on the process. There is a misconception that the more tasks I complete, the more valuable an employee I am. Work on the process: why does this happen?

It is interesting that the person is not to blame for the current situation. Labor activity for the sake of the process is supported by parents and educational institutions. Anyone who has ever done homework with a child or given him chores has resorted to this method. First, we invite the student to delve into the problem independently. At the same time, we flatly refuse help. Indeed, why should parents decide for their child? The actions of adults are understandable - accustoming the child to work and the thought process. But what actually happens. The schoolchild in the 20-30 minutes allotted by adults. dreams, draws little people, looks at TV. At the end of the time, he admits that he did not understand the problem on his own. After which he receives parental help in the form of solving a problem. At the same time, adults praise the child for the process. After all, he tried, tried to solve the example, analyzed the conditions. Well, guess what, it didn’t work out.

In the described scheme there is no connection to the result. The student’s task is to sit over a notebook and depict the work process. The child received the correct answer, but attention was concentrated on the process. The habit of performing tasks in this way is instilled from childhood. Therefore, working on the process is an instilled habit. When solving problems with your child, think about what is more important to you: the process or the result.

This scheme is then projected into adulthood. An employee who fails to complete a task receives a scolding from the manager. But as soon as the employee is told that the week was spent looking for solutions, the subordinate is forgiven. The boss's anger softens significantly. But, after all, there was no result. Moreover, the work week was wasted. This behavior stops the development of the company and pushes it a couple of steps back.

The reasons for the distorted work activity have been sorted out. The main one is the worldview formed in childhood. Also, low labor productivity occurs due to a lack of goals, incorrectly formed tasks, or an employee’s lack of understanding of how to achieve results.

How to recognize that the team is working for the sake of the process?

Frequent meetings. Subordinates are invited to solve a specific task. The meeting takes place over a long period of time, but the issue remains unresolved. Employees disperse to their workplaces, not understanding what to do next. Or a grueling meeting ends with the resolution of minor issues.
No interaction between employees. The manager's acceptance of the task occurs as follows. The boss asks why the tasks were not completed, and the employee gives the reasons.
Ignorance of the product. Employees do not ask why a product or service is better than that of competing organizations. Or they attribute non-existent guarantees and give out a wide range of advantages.
Mandatory staff workload. The manager does not accept situations where employees are not busy with tasks. It doesn’t matter what a subordinate does, the main thing is that he does something. At the same time, strict control is carried out. Every day, the boss is interested in the activities of his subordinate.
Improper organization of work. The boss increases the deadlines for completing the work to be on the safe side. To ensure that employees complete tasks, he resorts to kicks. There are no documents such as a weekly, monthly plan, reports on the work done for a specific period.

These signs lead to a decrease in labor productivity in the company. Employees are not interested in the result, their ability to work decreases. Over time, the organization's work becomes paralyzed. To stay afloat, change the thinking of managers and subordinates. Only work for results brings prosperity to the company.

How to increase labor productivity?

If the company's activities are focused on process, then change the strategy. Working for results brings a number of benefits. Among them are timely identification of errors and elimination of problems, forecasting of the organization’s activities, and correct distribution of responsibilities among employees. Each subordinate feels involved in the activities of the organization. , responsibility, interest in work. The overall atmosphere in the team improves, employees cooperate with each other.

How to increase labor productivity? First you will have to make a number of changes:

The manager clearly states the goal and stages of implementation. The path to achievement is divided into tasks. He assigns a responsible employee to complete each task and conveys the final goal. Periodically checks task completion. If necessary, guides a subordinate, explains the purpose of the actions being taken, and helps find solutions in the event of force majeure situations.
Compiled clear plan taking into account the necessary expenses. Each item is described in detail. Financial and labor costs are taken into account, and the calendar period for completing tasks is calculated. A successful plan should make the employee want to get to work right away.
Purpose responsible persons, controlling the stages of work execution. A well-thought-out system of fines for late or non-fulfillment of tasks, rewards for the best employees.

If changes are introduced, but there is no result, then the first complaint is to the manager. After drawing up a plan and introducing employees to the situation, the boss is not relieved of responsibility. Failure of subordinates to complete tasks or misunderstanding of the process is the boss's fault. This means that a person holding a leadership position does not understand people, does not know how to establish a work process and give employees motivation.

How to increase productivity if employees are lazy?

The basic schemes used by the manager to conduct the work process are discussed above. But the human factor should not be excluded. An employee who regularly performs tasks burns out at some point. There are many reasons for this: loss of strength, lack of motivation, loss of interest in work, lack of understanding of the ultimate goal. Simply put, employees are lazy. How to increase labor productivity in such a situation?

Give me an assistant. So that the subordinate is guided by high result, assign a partner. It’s great if you choose an active and purposeful employee of the company as your assistant. An employee who has neglected his work will follow his partner, improving the quality of work. This method is suitable in the initial stages, when the work has not started, and the lazy employee is a responsible and talented person. The method helps.
Practice time management. Call the sloth and make a clear plan of action. Break a large task into small ones, set deadlines and milestones. Set a due date for the project. A responsible employee will not want to lose the authority he has gained, so he will complete the work on time.
Add other responsibilities, change your field of activity. There is a category of employees who are active only when performing new tasks. Gradually, interest disappears and the subordinate gets bored. In order not to lose valuable personnel, transfer such an employee to other positions, change responsibilities, and transfer them to other projects. Laziness will fade into the background, interest and energy will return to the person. Plus, new ideas and strength will help pull up tasks that are behind schedule.

Monetary motivation. Use this method if the employee is truly valuable and responsible. Talk to your subordinate and agree that everyone has downturns. Inform the employee that after the project is completed, you will pay a bonus or consider his candidacy for the position of head of the department. Another option is unplanned time off or vacation. If an employee is valuable to the company, then look for.

If the above recommendations do not help, then move on to fines. For the first time, limit yourself to a warning and make it clear that in the future you will deduct a certain amount from your salary. If such threats have no effect on the employee, then it’s time to leave. Do not forget that the laziness of one subordinate will be noticed by other employees. This relaxed atmosphere will rub off on other employees. So be consistent. Show the sloth that you are ready to meet him. But, if there is no backlash, then the scheme is the same: warning-fine-dismissal. The main thing here is to be consistent and not make concessions. Otherwise, you will lose your authority; your subordinates will understand that you can be manipulated.

January 16, 2014

How to calculate the value of labor productivity in a company.
What factors influence labor productivity.
What methods are used to assess labor productivity in a company?

The incentive for any entrepreneur is the prospect of growing his business and making a profit. The main trump card in the hands of businessmen is the available reserves and assets. A company's employees are one of the organization's most important resources, and any manager wants his subordinates to do the maximum amount of work in the minimum time.

To calculate the efficiency of employees, companies use such an indicator as labor productivity (LP) at the enterprise.

What is the importance of labor productivity in an enterprise?

Labor productivity is an indicator that allows you to evaluate the effectiveness of personnel. When labor productivity at an enterprise is high, production costs are reduced. If everything is exactly like this in your company, we can talk about high production profitability.

Labor efficiency is the achievement of the company's personnel good performance at work at low cost. Labor productivity at an enterprise is characterized by the efficiency of labor in material production, the volume of goods produced over a certain period of time and the labor costs that are necessary to produce a unit of output.

What are the benefits of calculating labor productivity?

Thanks to comparison with indicators for a specified quarter, it is possible to track the dynamics of increase or decrease and identify possible problems with productivity in individual sectors of production in the enterprise.
It is possible to assess the potential workload on employees and the company’s ability to fulfill orders in a certain volume within the planned period.
Thanks to the possibility of improving plant maintenance, it is possible to compare characteristics before and after the introduction of innovations.
A staff incentive system is established, thanks to which the work of all employees improves.
By analyzing the data, it is possible to determine the nature of the factors that negatively affect the quality of work. This is, for example, a working day in which there is no break, system breakdown, or insufficient supplies. To improve the analysis, corrections are made to regulate the working day.

How to increase productivity without investing in equipment: a company case

A three-phase project helped improve the qualifications of managers and the motivation of company workers organizational development. This strategy gave a double increase in revenue for the year.

How exactly we managed to increase labor productivity without investing in new equipment, you will learn from the article electronic journal"CEO".

Factors that influence the level of labor productivity

Natural and weather conditions. The productivity of an agricultural enterprise is determined by weather conditions - rain, cold, fog or very hot weather contribute to a decrease in labor productivity.
Political situation. When the situation in the country is unstable, labor productivity at an enterprise of one type or another also decreases.
General economic situation. The economic situation in the country affects labor productivity at the enterprise. Loans and debts can reduce it.
Making changes to the production structure. For example, previously a certain number of people were allocated to perform a specific task. After hiring new employees, responsibilities were distributed, as a result of which the solution to this issue was transferred to the shoulders of one person.
Application of various technologies. An increase in the productivity of enterprise employees also occurs due to the introduction of new technologies.
Change of management team. A change of manager can both worsen the quality of employee work and improve it. This occurs through the introduction of additions to the production process.
Availability of additional incentives. Issuing bonuses and additional payments helps to increase the productivity of enterprise employees.

As labor productivity at an enterprise increases, labor costs per unit of output should decrease. Another option is that the company’s employees must produce an additional amount of products per unit of time. Here we can talk about an increase in labor productivity at an enterprise, when the required share of living labor decreases, and the proportion of materialized labor increases.

You will learn how to overcome staff resistance when implementing a labor productivity system by attending the General Manager School.

In what forms is labor productivity manifested in an enterprise?

Reducing labor costs per unit of use value

To determine labor productivity at an enterprise, they take into account what labor costs per unit of use value and whether there is a saving in working time. It is important to reduce the labor costs required to meet certain social needs. Most managers aim to save on labor and material resources. This is possible by reducing the number of employees, as well as saving raw materials and fuel at enterprises.

Increase in use value

The manifestation of labor productivity is the same as the growth of the mass of consumer values that are created over a certain period of time. It is important not only to increase the volume of the product produced, but also to improve the quality of the product. Thus, entrepreneurs use this manifestation of labor productivity in drawing up business plans and financial incentives for approaches that reflect indicators of power, efficiency, and reliability.

Changes in labor input ratio

Labor productivity at an enterprise can also be judged by the ratio of the costs of materialized and living labor. If a company uses the first one to a greater extent, it has the opportunity to improve labor productivity and make more profits.

There are other options. Sometimes, while reducing the costs of living labor, enterprises are faced with a relative and absolute increase in the costs of materialized labor per unit of production. It happens that there is a relative increase in the costs of past labor with a fall in their absolute expression. Similar processes occur, for example, when mechanization replaces manual labor, or equipment in enterprises is modernized, or production is reconstructed in accordance with more progressive and efficient solutions.

When labor productivity at an enterprise increases, the mass and norms of surplus products increase. The basis of social, mental and political progress is the excess of the product of labor over the costs of its maintenance, as well as education and accumulation in social, production and reserve funds.

Reduced turnaround time

Reducing the time spent on the production process allows you to save calendar time in general. To achieve savings, enterprises should shorten the production and circulation cycle, thereby compressing construction time, mastering advanced technologies, and introducing new methods in the production of goods.

Therefore, a company that uses both living and material labor increases the level of labor productivity in the enterprise several times. It follows from this that the time factor is very important in the management and organization of labor, given the instability of the Russian market economy.

Output and labor intensity as the main indicators of labor productivity in an enterprise

Output and labor intensity are indicators of the level of labor productivity at enterprises. A direct indicator of labor is production. Labor intensity is the opposite indicator.

Output is an indicator of the quantity of goods, services, volume of work performed per unit of working time by one or more employees. The formula for calculating production indicators is as follows: in = V/T, where in - production output per unit of time; B - cost volume of manufactured products (rub.); T is the time it took to produce goods in a given volume.

Labor intensity is an indicator of living labor costs, expressed in working time per unit of labor product (turnover, services). Determined by the formula t = T/V, where t is the complexity of creating products.

The concepts actual and standard hours refer to an indicator of labor intensity, which has a number of advantages. It's about:

on establishing a direct relationship between production volumes and labor costs;
to exclude influence on various indicators of labor productivity;
about the possibility of closely linking changes in work efficiency with factors influencing the growth of labor productivity at the enterprise;
on comparison of labor costs for similar goods.

Depending on the nature and purpose of labor costs, standard, planned and actual labor intensity are distinguished.

Planned labor intensity. Helps to study labor at the norm of the amount of work performed, which are established taking into account changes in the production plan.

Standard labor intensity is the labor costs of an enterprise to perform compulsory work with existing standards.

Actual labor intensity is the actual labor costs to perform certain tasks.

The composition of labor costs per unit of product varies. Depending on this, five types of labor intensity are distinguished.

Technological complexity. These are the labor costs of the main workers (piece workers and temporary workers) who carry out technological influence on the objects of labor.
Labor-intensive maintenance. Includes the costs of additionally hired workers who serve the enterprise in all production processes. Their labor is calculated after each completed type of work.
Production labor intensity. Combines the labor costs of additionally hired workers and employees performing basic functions in production.
Labor intensity of management. Includes labor costs of all employees (managers, security, specialists in different areas production, etc.), except for workers performing direct work on the production of goods at the enterprise.
Total labor intensity is the labor costs of all categories of workers.

How unusual office design affects productivity

Methods for measuring labor productivity at an enterprise

There are methods by which labor productivity in an enterprise is measured. Let us present you with three main ones.

Method 1. Cost. The cost method measures labor productivity at an enterprise and is characterized by calculating the volume of work in monetary terms. The method makes it possible to compare the labor productivity of people in different fields, for example, a fitter and mechanic, a general worker and a shop worker. This method has a number of advantages: simplicity in calculation, ease of analysis, and also allows you to determine the dynamics of production in different time. The method also has significant drawback– the influence of non-price factors: inflation, market conditions, material intensity of work.

Method 2. Natural. The method allows you to measure labor productivity at an enterprise when producing goods of one direction using natural meters (liter, ton, piece, meter, etc.).

It has simplicity and clarity of calculations when determining labor productivity and drawing up work plans. But it must be said that the use of the natural method is limited. For example, in those areas of production of the enterprise where products are produced different types(machines and machines), use this method impossible, as well as when taking into account changes in work-in-process inventories.

There is a type of natural method for measuring labor productivity - conditionally natural, measuring labor using conventional units of homogeneous products. To convert into conditional meters, coefficients (conversion units) are usually used. It is worth noting the convenience of using the conditionally natural method, since thanks to the conversion units, the production (sale) of various products can be compared and brought to a common form.

Method 3. Labor. Its use allows you to correlate the actual costs of labor productivity with the expected volume of work, which is determined by current standards. If labor productivity at an enterprise is measured using this method, time standards for producing or selling a unit of product are used.

The advantage of the labor method is its versatility, which is determined by the possibility of its use in measuring any type of work and services. But there is special conditions its use: it is necessary to establish time standards for all production processes. As practice shows, the establishment of such standards is not possible at all enterprises. The scale of labor productivity in a country is determined by GDP, which accounts for the annual calculation of the number of employees.

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Why is labor productivity analyzed at an enterprise?

Determine how stressful the work productivity plan is.
Identify the real level of labor productivity at the enterprise and its changes compared to the base period.
Determine the main factors influencing the growth of labor productivity at the enterprise or contributing to its decline over a specific period of time.
Develop measures that would help identify internal reserves of labor productivity at the enterprise and production growth through a more rational use of labor.

When analyzing labor productivity, the following indicators are used:

General indicators: production of goods per year, per day and per hour (per employee). To calculate these indicators, the volume of goods (in rubles or standard hours) must be divided by the number of employees in the industrial production category.
Particular indicators show how long it takes to produce a unit of goods, how many goods of a certain type in physical terms are produced in a certain period of time.
Auxiliary indicators allow you to find out the amount of time to complete a unit of a certain type of work, and to what extent they are performed over a specific time period.

How is a comprehensive assessment of labor productivity at an enterprise carried out?

A comprehensive analysis of enterprise personnel is carried out to solve the following tasks:

Study the staffing levels of the company (structural divisions) using quantitative and qualitative parameters.
Evaluate the extensive, intensive and effective use of company employees.
Determine the reserves for the most efficient and full use of the company's employees.

To analyze labor resources, information is used from:

Data in timesheets and HR department.
Labor plan as an integral part of the business plan.
Report on labor and wages.
Explanatory note (section “Labor and wage»).
Staffing table, statistical reporting form No. 1 - labor “Report on labor and movement of workers.”
Form No. 4 – work “Report on the use of the calendar fund of working time”.

A comprehensive assessment of labor productivity at an enterprise includes:

Analysis of labor supply. Proceed as follows:

Assess the dynamics of the composition and structure of employees by category and quality indicators (age data, information about education, type of motivation).
Analyze the movement of employees (calculate the turnover ratio for hiring and dismissing employees, evaluate staff turnover and the constancy of the company’s employees, calculating the coefficients).

Analysis of intensive and extensive indicators of labor resource use. Using the analysis of extensive use of personnel, the use of working time and the factors contributing to its change are studied. During the analysis, preference is given to a factor model that allows us to determine how changes in the number of company employees, the number of days worked and the length of the working day affect the working time fund. To find out why all-day and intra-shift losses of working time occur, a comparison of data from the planned and actual balance of working time is carried out.

When analyzing the intensive use of personnel, indicators characterizing the labor intensity and productivity of labor at the enterprise are assessed. You can use output indicators for the hour, day, month, quarter and year - it all depends on which unit of measurement of working time is selected. Using these indicators, it is possible to assess labor productivity, taking into account the nature of the distribution and use of working time.

To conduct a factor analysis of labor productivity, it is necessary to find out about the influence of one or another technical and economic factor on the change in this indicator. During the analysis, the relative savings in the number of employees in the enterprise are calculated.

Analysis of the use of the wage fund. When analyzing the use of the wage fund, first of all, the absolute and relative deviation of its actual size from the planned one is calculated. To assess the effectiveness of using funds allocated to pay employees, a number of indicators are used. We are talking about revenue, the amount of net, gross, capitalized profit per ruble of wages, the volume of production of goods at current value, etc. During the analysis, the dynamics of all these indicators are subject to study, and a plan for their level is also carried out. Often preference is given to inter-plant comparative analysis, which makes it possible to find out which company operates more efficiently.

Analysis of the efficiency of use of labor resources. You can evaluate how efficiently labor resources are used using the indicator “employee profitability”, that is, how much profit from sales (the company’s net profit) falls on one employee of the company (average value).

How to calculate labor productivity at an enterprise

Here is the formula for labor productivity in a generalized form: P= O/H, where P is labor productivity at the enterprise per employee on average; О – amount of work performed (volume); H – number of company employees. The indicator is also called “production”. It shows the extent to which an employee performs his work per hour, week, month.

Example 1. The confectionery company completed 120 orders for the production of cakes (indicator in January 2017). There were 4 pastry chefs responsible for the process. To find out the labor productivity of one pastry chef, you need 120: 4 = 30 cakes per month.

Based on the same data, it is possible to determine how much labor (man-days or man-hours) is required to produce a unit of product. This indicator is called labor intensity.

Example 2. Manufacturing company household appliances released 2,500 in December 2016 electric kettles. According to the time sheet, employees worked 8,000 man-hours. To make one teapot it took 8,000: 2,500 = 3.2 man-hours.

To determine labor productivity at an enterprise, by workshop, company structure, plant for a certain period of time (year, quarter, month), use the formula PT=оС/срР, where PT is labor productivity at the enterprise of one employee for a certain period (average); оС – the total total cost of goods produced for a specific period of time; срР – average number of employees of the company.

Example 3.

The furniture workshop produced products with a total value of 38 million rubles (indicator for November 2016). The average number of employees was 400 people. 63,600 man-hours were worked. In December 2016, products were produced with a total value of 42 million rubles at average number 402 employees and 73,560 man-hours worked.

To calculate output per factory employee, labor costs per 1 million products and compare indicators for two months of work, the following calculations are carried out:

1. Output per employee.

For November - 38 million rubles: 400 = 95 thousand rubles;

For December - 42 million rubles: 402 = 104.5 thousand rubles.

The labor productivity growth rate at the enterprise was 104.5: 95 * 100% = 110%.

2. Labor intensity for the production of finished goods worth 1 million rubles:

For November: 63,600 man-hours: 38 million rubles = 1673.7 man-hours;

For December: 73,560 man-hours: 42 million rubles = 1,751.4 man-hours.

When analyzing labor indicators, it is possible to obtain data for further optimization of the number of employees, their placement, identification of shortcomings and reserves in the organization of work activities, and improvement of work processes.

An example of a staff motivation program that will increase productivity by 3.3%

How is labor productivity managed in an enterprise?

A labor productivity management system is a set of measures for measuring and assessing productivity, analyzing factors for increasing the productivity of employees of an enterprise for planning work for the short and long term, taking into account the tasks set when doing business. In this case, measures are taken to continuously monitor the implementation of planned activities, develop motivation and incentive programs for certain results in improving the productivity of enterprise employees.

There are five blocks in the labor productivity management system.

1. The first functional block in the labor productivity management mechanism includes the assessment and measurement of existing indicators of the financial and economic activity of the enterprise. Here they analyze market conditions, evaluate the position of market products, determine what quality goods and services should be to improve their competitive properties, and plan the desired results of work. Specialists compare current (or projected) prices for similar products, planned profits and determine the required amount and directions for reducing the cost of goods. It is worth noting that the most effective way to reduce the cost of goods is to increase the productivity of enterprise employees.

2. The second block includes determining the necessary increase in labor productivity to reduce costs to a competitive level, identifying areas for its improvement, and planning measures to achieve the desired productivity.

3. The third block is the organization of work to increase labor productivity, during which planned activities are implemented and distributed among responsibility centers (places of implementation).

4. The fourth block involves the development of a system for motivating employees to improve labor productivity.

5. The fifth block consists of assessing and monitoring the results of activities carried out to improve labor productivity at the enterprise. Monitoring of work performance must be regular. Final control is expressed in assessing performance results and identifying the degree of participation of certain employees in achieving the overall result with further encouragement.

Managers must take into account certain points so that company employees do not waste time on unnecessary actions and objectively evaluate the goals set by the company.

Work efficiency and effectiveness must be monitored regularly. Only in this case will management learn about the weak points of employees’ work and successfully eliminate them.
Just studying the results of assessing the quality of staff work is not enough. The level of literacy and qualifications of workers must be constantly improved, as well as favorable conditions for the work of personnel must be created.
Rewarding the best is the basis for improving the quality of work.

How to plan labor productivity in an enterprise

Labor productivity planning is one part of the productivity management process in an enterprise. It is carried out based on the data of the analysis. At the same time, they evaluate how the company’s activities should be organized, what actions should be carried out at the moment and in the future, carry out certain activities aimed at increasing the productivity of the company’s employees, and monitor their implementation and the results obtained.

There are a number of methods for planning labor productivity in an enterprise.

The direct counting method allows you to calculate the decrease in the number of company employees under the influence of certain organizational measures and track the increase in labor productivity of the company's employees. In accordance with individual categories, the planned number of employees is determined, taking into account its possible reduction after certain measures. Based on the calculated number of employees and production output in accordance with the plan, data is obtained on the level of labor productivity at the enterprise, as well as on the speed at which it is growing in comparison with the base period.
Factorial method. In this case, factors influencing the quality and growth of labor productivity at the enterprise are identified and their impact is assessed. First, the base number of employees for the planned period is determined with the condition that the basic labor productivity at the enterprise is maintained. Next, the expected change in the number of employees in the company is calculated under the influence of all factors separately. To do this, labor costs are compared with the planned volume of output under existing and planned conditions. We are talking about the total change in the base number and improvement in labor productivity at the enterprise during the planned period.

What makes it possible to increase labor productivity in an enterprise?

To increase the efficiency of a company, it is necessary to reduce labor costs per unit of production. This can be achieved different ways. The main condition is the reduction of labor costs. It is necessary that the work of the company be organized uninterruptedly, without downtime. Such ways of increasing labor productivity in an enterprise will lead to improved operational efficiency.

Another option is to reduce product turnaround time. It's quite difficult, but real. At the same time, not only new lines and machines are introduced (thanks to which the production process becomes automated, and therefore faster), but also accounts receivable are reduced, and products can be sold faster.

Often they use methods such as:

1.Labor automation. Aimed at increasing the productivity of enterprise employees and overall productivity, as well as reducing costs. Important here competent organization process and no downtime.

2.Using knowledge management and accumulation mechanism to make engineers, managers and craftsmen work more efficiently.

3. Reduction of various non-production costs. It is required to conduct an audit of existing expenses and highlight items that can be waived.

4. Accurate understanding by the team of their tasks and job responsibilities, as well as their optimization. In other words, if a worker creates four parts in an hour on a machine and the entire production process depends on this, the foreman should not take the material to the warehouse, spending additional time on this.

5.Improving working conditions, creating comfortable conditions and stability for workers. When there is a friendly atmosphere at work, craftsmen will work for you even for a lower salary compared to what competitors offer. If the microclimate in the team is favorable, your company will not have rush jobs or hold unnecessary meetings and meetings. In addition, specialists will feel confident and stable. The presence of recreation areas, canteens, gyms, as well as the possibility of medical care contribute to the prestige of your enterprise and improve labor productivity.

6.Motivation. Without motivation, there will be no increase in the productivity of the company's employees. That's how it works modern world. For example, a specialist should know that if he performs an unscheduled load or works on a day off, he will receive double pay.

7.Increasing employee loyalty. It is very important for management to establish communication with employees, show readiness to help and solve problems that arise. Employees should be united and discuss issues related to the development of the company together, of course, without coercion. Often, it is from workers and managers that one can learn what ways to increase labor productivity at an enterprise in a particular department, since it is the local personnel who are better aware of these issues than enterprise managers.

8.Control. It is necessary to develop a system for monitoring the final result. This is what you should rely on when assessing labor productivity at an enterprise.

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What are reserves for increasing labor productivity at an enterprise?

Before you start working on improving labor productivity, you should determine the reserves of labor productivity in the enterprise. We are talking about untapped opportunities to save labor costs.

Measures to improve PT in a particular organization can be carried out thanks to:

reserves for reducing labor intensity (it is necessary to automate and modernize production, introduce new technologies in work, etc.);
reserves for optimizing the use of working time (managing the production process and labor organization, improving the company structure);
improving the structure of personnel and the personnel themselves (change the ratio of management employees and workers involved in production, improve the qualifications of personnel, etc.).

You can identify existing reserves by analyzing the dynamics and level of labor productivity at the enterprise in certain areas of production or types of work for the current and past periods. The analysis methodology is based on a comparison of existing indicators with planned ones. It is important that the planned targets are verified and justified and that both features, conditions and reserves are taken into account production process in the planned period. It is also necessary to take into account a number of changes and clarifications in the plan that were made during the year, the number of employees, material resources and other indicators that affect labor productivity at the enterprise.

Increasing labor productivity at an enterprise using the example of non-standard methods

Money. Scientists from the USA conducted an experiment in which 500 people took part. The results of the study showed how to increase labor productivity in an enterprise. It turned out that PT improves several times when people think about money and consider banknotes. In addition, it helps improve relationships with the team and other people around you.

Use of Internet pagers (ICQ, QIP, etc.). Scientists from the USA have found that the use of Internet pagers does not “steal” working time, as was previously thought. On the contrary, such devices save it and are aimed at increasing the productivity of workers in the enterprise. Solving problems via ICQ is much faster compared to mail, telephone or personal communication (if an employee needs to leave the workplace, go somewhere or even travel).

Wall color. There are various ways to increase labor productivity in an enterprise. For example, scientists from Japan believe that in offices with yellow walls people get work done more efficiently and quickly. Black color also has a positive effect on employees - they work harder. In companies with red walls, people feel a surge of strength, but at the same time they become more aggressive. As for the decline in labor productivity at enterprises, then negative impact It has a blue color that contributes to depression, as well as a gray color that makes people sleepy.

Office romances. Scientists from Italy believe that novels at work serve as a kind of shake-up for the body and improve the productivity of company employees.

Humor. Scientists from the USA have found that humor has a beneficial effect on the emotional state, as a result of which a person becomes more sociable and works more efficiently.

Using 30-inch monitors instead of 17- or 19-inch monitors increases PT by 50-65%. Researchers from France think so. Experts explain this by the fact that thanks to the large monitor screen, you can work with several windows at once without closing or opening others (this takes a lot of time). At the same time, other researchers believe that using large screens improves PT by only 5%, but working with two monitors, in their opinion, increases work efficiency by 30%.

Profanity. A professor at one of the universities (New England) is sure that the ban on swearing causes a loss of communication between colleagues, which contributes to a decrease in their motivation and productivity. Conversely, does using profanity help you cope better with stressful situations?

And its divisions for up to a year. In current planning, plan targets are determined for the year with their quarterly distribution. The current plan is organically connected with the long-term plan, since it clarifies and details the tasks of the long-term plan for a given year. During the implementation of the long-term plan, additional opportunities for increasing production efficiency, increasing product output and improving its quality are identified, which are taken into account in current planning.

In small factories or factories with sequential technological scheme processing of raw materials, the main production workshop can influence the profit of the enterprise either as a result of reducing production costs, or by increasing product output. Therefore, to evaluate work, indicators such as production costs and product output in physical terms are established.

It is inappropriate to set profitability, as well as payment for production assets, to the main divisions due to the limited influence of their influence on these indicators. Issues of technical policy are expertly resolved from the position of the enterprise as a whole by its technical services. Divisions have little influence on the size of fixed and working capital. The division cannot influence the stock of raw materials and basic materials. Stocks of auxiliary materials (reagents, catalysts, etc.) are determined depending on the needs of the unit and the transportation distance. The shop can influence the need to some extent. However, it can always be controlled by general plant services, which are generally responsible for the provision of material and technical means. Therefore, the introduction of profitability to evaluate the work of profitability departments will complicate accounting and will not make significant changes to the work of the workshop. Increased interest in improving the use of fixed assets will be facilitated by bonuses for increasing product output and improving its quality.

The volume of oil refining can be increased in two ways: by building new, more powerful technological installations and by improving the use of existing ones. An analysis of the production and economic activities of oil refineries showed that in last years Due to the introduction of new, more advanced technological installations, labor productivity at these enterprises increased by more than 30%. An increase in the production of target products and an increase in their quality had a significant impact. Increase in production output per ton of oil processed from 12.5 to 15.0 rubles. increased labor productivity by more than 27%.

Reducing losses and increasing product output in excess of approved planned standards ensure an increase in output and increased labor productivity. Therefore, analysis of workers’ fulfillment of established technological modes, checking the use of equipment and organizing its care are the tasks of standardization studies conducted to establish technically sound time standards and production standards.

An analysis of materials from observing the work of the operator L.I. Stepanova showed that with some improvement in the maintenance of the workplace, the time of the main work can be increased from 207 to 306 minutes (due to the time spent to be reduced - 99 minutes). This will lead to a corresponding increase in labor productivity and increased output.

When it is necessary to simultaneously stimulate an increase in output and quality indicators (increased selection from raw materials, saving reagents, improving the use of equipment, etc.), piecework wages are inferior to time-bonus wages. With piecework payment, the worker’s earnings for each percentage of exceeding the norm increase by at least one percent. At

In addition to selection, serious attention must be paid to the so-called technological losses, since in reducing them there are reserves for increasing product output and reducing its cost.

The increase in product output in physical and value terms is characterized by its growth rate (J, P] and/chn). Growth rates are determined by the formula

The increase in the production of AI-93 and A-72 gasoline at plant No. 1 indicates the introduction of modern processes or the reconstruction of existing installations, i.e., in general, an increase in the technical level. At plant No. 2, despite a slight increase in the production of A-72 gasoline, the technical level apparently has not changed, and the plant continues to produce large quantities of an already outdated brand of gasoline.

At plant No. 1, an increase in the output of high-quality products is achieved by increasing the capacity of modern progressive processes. This characterizes an increase in the technical level of the enterprise. At plant No. 2, despite a slight increase in the capacity of similar processes, their share remains small. At the same time, the share of thermal cracking is large, which indicates the need to reconstruct plant No. 2.

As can be seen from table. 89, an increase in the production of A-72 gasoline, the profitability of which is below the average for the enterprise, led to a decrease in profit by 46 thousand rubles. At the same time, an increase in the production of highly profitable diesel fuel made it possible to receive an additional 63 thousand rubles. arrived.

The faster pace of development of mechanical engineering (1.4 times), “the development of transport - one of the largest consumers of fuel and energy resources - will require an increase in the production of gasoline, diesel fuel, oils and a number of other products.

Indicators of the availability and use of production capacity are subject to especially careful analysis, since it is the production capacity that determines the capabilities further development industry, increasing production output. To do this, they check the performance of installations, the use of their operating time, and the reasons for downtime of installations. Based on the analysis, progressive standards are developed and

Such replacement of obsolete equipment with new equipment, and new equipment with the latest, is carried out systematically and, although it requires additional capital costs, generally leads to an increase in production efficiency, since an increase in product output and a reduction in production costs due to the introduction of more progressive, high-performance processes occurs faster than growth fixed assets. The enterprise must update equipment before its physical wear and tear, if losses from early replacement old technology for a new one - less than from continuing to use old equipment.

An important stage The third period was the tenth five-year plan (1976-1980), which was characterized by the re-equipment of the technical base of the industry, the organization and accelerated development of progressive sub-sectors, and an increase in the output of chemical products. The chemical industry actively participated in the rise of agricultural production of pu-

The increase in product output in value terms is characterized by its growth rate (the first general indicator in the table of production efficiency indicators) -

One of the most important areas is the deepening of oil refining, increasing the production of motor fuels instead of heating oil, which reduces the need for oil for refining, the costs of its production and exploration, and also leads to an increase in economic indicators at oil refineries. It is known that an increase in the yield of light petroleum products from 45 to 75% leads to an increase in profit per 1 ton of oil by 2.1 times.

Let’s assume that a polyethylene production unit has been reconstructed to increase output from 24.0 to 36.0 million tons. At the same time, the cost