Revised overall labour effectiveness

Abstract

PurposeThe paper proposes a new workforce effectiveness metric that is a sophisticated evolution of a pre-existing overall labour effectiveness (OLE) indicator. The KPI, named revised OLE (ROLE), provides a structured methodology to measure in a holistic way the losses relating to labour, maintaining some formal similitude to the overall equipment effectiveness (OEE)Design/methodology/approachA new structure of losses is proposed to overcome the drawbacks and the difficulties that usually affect the data collection stage, referring to directly measurable quantities or, when this is not the case, suggesting a viable method to quantify the loss. Besides, this approach facilitates the comprehension of labour-related issues, suggesting potential countermeasures. The novel ROLE indicator has been defined, based on this new structure, to evaluate the labour effectiveness in batch process industries. A real case study is provided, which explains the methodology and illustrates the capability of the corresponding KPI.FindingsThe present work analyses the labour performance indexes available in literature, with the aim of evidencing those aspects that can be properly observed and quantified and, at the same time, categorizing them to identify their possible drawbacks. A new structure of losses is derived, with respect to four different categories, which may help to measure the losses themselves more effectivelyOriginality/valueThe paper investigates some important KPIs dealing with labour performance and individuates some significant drawbacks. Then it suggests a new, inclusive structure of losses and a modified KPI that not only measures effectiveness but also allows to identify viable countermeasures.

Aplicação da Eficiência Global do Trabalhador (Ole) em Setores de uma Empresa Fabricante de Ônibus

“…Nota-se que a partir do dia 13/12, além do aumento de colaboradores, passando de 17 para 22 funcionários no setor de peças internas e de 12 para 16 funcionários no setor de peças externas, também houve aumento de cerca de 30% da produção planejada da empresa, entretanto a produção real não acompanhou de forma proporcional. Kronos (2007) e Braglia et al (2021) destacaram que habilidades, atitude, motivação e falta de instruções aos operadores são os principais fatores que impactam na componente performance. A referência mundial é de 95%, segundo Yani e Lina ( 2015), e, pelo levantamento de dados desta pesquisa, a empresa não alcançou, no primeiro momento, este nível em 44% do tempo amostral no setor de peças internas e em 52% do tempo no setor de peças externas, resultando em uma média final de 90,02% e 88,79% nos setores, respectivamente.…”

“…Campos (2014) destaca que os recursos dos sistemas de manufatura se organizam em três elementos-chave, sendo eles, recursos materiais, compreendendo máquinas, equipamentos e instalações; recursos técnicos e administrativos, que abrangem todos os procedimentos necessários para a operacionalização do sistema; e os recursos humanos, relacionados à mão de obra envolvida na produção. De forma complementar, Braglia et al (2021) destacam que os principais fatores que afetam o desempenho da produção são os equipamentos, a energia, os materiais e a mão de obra.…”

A scientometric analysis and review of construction labour productivity research

“…Aina (2014) cautioned that project managers should understand the need of workers before adopting any motivation system as individuals' needs may vary considerably. Braglia et al. (2020) buttress that motivation is a personal characteristic, while their interdependence is hard to be evaluated and measured.…”

Developing and Implementing a Lean Performance Indicator: Overall Process Effectiveness to Measure the Effectiveness in an Operation Process

“…Several authors define the OEE depending on the application and situation. Table 1 presents a comparison between [29,31] variables definition. Nakajima defined the variables depending on equipment performance on the other hand Braglia established the variable based on the labor performance.…”