Principled Productivity: Why Ethical Treatment of Everyone in an Organization Will Result in Increased Productivity

Cover
Half Title
Title Page
Copyright Page
Dedication
Table of Contents
List of Figures
List of Tables
Foreword
Preface
Acknowledgments
My Motivation
About the Author
About the Illustrator
Introduction
Chapter 1 Business Ethics
	1.1 What Is Business Ethics?
	1.2 What Is the Origin of Business Ethics?
	1.3 What Laws Exist to Prevent or Reduce the Potential of Illegal Behavior?
	1.4 Why Have Business Ethics Changed over Time?
	1.5 What Are Some Examples of Illegal Behavior?
		1.5.1 Enron
		1.5.2 WorldCom
		1.5.3 Tyco International
		1.5.4 Theranos
		1.5.5 U.S. Bank
		1.5.6 Dollar General
	References
Chapter 2 Ethical Leadership
	2.1 What Is Ethical Leadership?
	2.2 What Are Some Examples of Decisions Made by Ethical Leadership?
		2.2.1 Installation of an individual incentive system in the sewing department of a furniture plant
		2.2.2 Management response to a misquoted sales price due to a computational error
		2.2.3 The action of management after a misquoted price due to the failure of the salesman to ask relevant questions
		2.2.4 The acknowledgement of a vendor that failed to deliver material handling equipment to specification
		2.2.5 The purchase of livestock and reimbursement of farmers due to the improper installation of a change in a manufacturing process
		2.2.6 The shifting of production to take advantage of lower off-peak rates
		2.2.7 The establishment of a safety team
	2.3 What Are the Requirements for Ethical Decisions?
		2.3.1 The ethical decision-maker must consider all the ramifications of the decision
		2.3.2 The ethical decision-maker must prioritize the benefits and costs of all decisions
	2.4 What Are Some Examples of Decisions Made by Unethical Leaders?
		2.4.1 The unethical installation of an incentive system
		2.4.2 The unethical and illegal attempt to install an incentive sales program
	References
Chapter 3 Productivity, Efficiency, and Machine Downtime
	3.1 Brief Explanation of Productivity, Efficiency, and Machine Downtime
	3.2 Definitions of Productivity, Efficiency, and Machine Downtime
	3.3 The Meaning of X Percent Productivity, Efficiency, and Machine Downtime
	3.4 The Computation and Interpretation of Productivity, Efficiency, and Machine Downtime
	3.5 An Example to Demonstrate the Calculation of Productivity, Efficiency, and Machine Downtime
		3.5.1 The calculation of productivity
		3.5.2 The calculation of efficiency
		3.5.3 The calculation of downtime
	3.6 Methods to Measure Work
		3.6.1 The formal time study which is the preferred method of the author
		3.6.2 Work sampling which is frequently referred to as “Activity Sampling”
		3.6.3 Group timing techniques
		3.6.4 Predetermined time systems
		3.6.5 Input from employees
	3.7 What Are Some Applications of Direct Labor Standards?
	3.8 What Are Some of the Factors That Affect the Calculation of Productivity or Any KPI?
		3.8.1 Ethical data collection and standardized definitions of inputs and outputs
		3.8.2 The selection and hiring of employees
		3.8.3 Training of new and existing employees
		3.8.4 The level of involvement, work-related attitudes, and leadership
		3.8.5 Product design
		3.8.6 Technology and investment of capital
		3.8.7 Machinery and equipment
	3.9 Examples to Illustrate the Criticality of Ethical Leadership
		3.9.1 An automobile dealership
		3.9.2 Cooking the books
	References
Chapter 4 Improved Productivity, Efficiency, and Reduced Downtime
	4.1 Requirements for Continual Improvements in Productivity, Efficiency, and Reductions in Downtime Are as Follows:
	4.2 The Establishment of Continuous Improvement Teams
	4.3 The Implementation of Lean Manufacturing
	4.4 The Implementation of Additive Manufacturing (AM) Where Feasible
	4.5 The Holding of Kaizen Events
	References
Chapter 5 Successful Examples from Experience That Illustrate Improvements
	5.1 The Relocation of a Workstation to Reduce the Excessive Motion of an Employee with a Leg Brace
	5.2 An Improvement Due to Increasing the Length of a Hose Line Dispensing Gasoline
	5.3 Improvements Due to Workplace Redesign in an Automobile Dealership
	5.4 An Improvement Due to the Addition of a Work Cell in the Metal Fabrication Department of a Furniture Plant
	5.5 An Improvement Due to the Relocation of a Refrigerator in a Public Health Department
	5.6 Improvement Due to the Relocation of a Sewing Department in a Furniture Plant
	5.7 An Example That Resulted in Reduced Motion of Indirect Labor in a Furniture Plant
	5.8 Improvement Due to the Installation of MRP in a Furniture Plant That Manufactured Modular Kitchen Cabinets and Bathroom Vanities
	5.9 Improvement Due to the Elimination of a Process in a Paper Converting Plant
	5.10 Improvement Due to the Elimination of Waste in a Paper Converting Plant
	5.11 A Suggested Improvement Due to Inventory Reduction of Finished Goods in a Plant That Manufactured Woven Labels
	5.12 An Example of Improvement Due to the Quick Exchange of Dies in the Metal Fabrication Department of a Furniture Plant
	References
Index