“I am not in this world to live up to your expectations…”
Beyond wages and motivational rewards, there are other ways to improve efficiency in your office. Here are some ideas:
· Learn what your employees need on a regular basis and make it available to them. If many employees head down to the building’s cafeteria for a soft drink, why not put a vending machine right in your office? If employees leave their desk to use the office stapler, put a stapler on their desk.
<!— /* Font Definitions */ @font-face {font-family:”Arial Unicode MS”; panose-1:2 11 6 4 2 2 2 2 2 4; mso-font-charset:0; mso-generic-font-family:roman; mso-font-format:other; mso-font-pitch:variable; mso-font-signature:3 0 0 0 1 0;} /* Style Definitions */ p.MsoNormal, li.MsoNormal, div.MsoNormal {mso-style-parent:”“; margin:0in; margin-bottom:.0001pt; mso-pagination:none; mso-hyphenate:none; font-size:12.0pt; font-family:”Times New Roman”; mso-fareast-font-family:”Arial Unicode MS”; mso-font-kerning:.5pt; mso-fareast-language:#00FF;} p.MsoBodyText, li.MsoBodyText, div.MsoBodyText {margin-top:0in; margin-right:0in; margin-bottom:6.0pt; margin-left:0in; mso-pagination:none; mso-hyphenate:none; font-size:12.0pt; font-family:”Times New Roman”; mso-fareast-font-family:”Arial Unicode MS”; mso-font-kerning:.5pt; mso-fareast-language:#00FF;} @page Section1 {size:8.5in 11.0in; margin:1.0in 1.25in 1.0in 1.25in; mso-header-margin:.5in; mso-footer-margin:.5in; mso-paper-source:0;} div.Section1 {page:Section1;} —>
ROOT CAUSES OF THE PROBLEM
Machine
Computer/Technical problem
Few cashiers are open
Man Power
Only few employees are assisting the students
Wrong training with the cashier personnel
Material
Incomplete info or payment slip
Methods
Slow system/slow cashier personnel
Problem statement
Long lines are always occurring during paying tuition fees
Computer/technical problems are arising during payment process
Only few cashiers are open during payment process
Only few employees are assisting the students
Cashier personals are not property trained
ROOT CAUSES OF THE PROBLEM
Machine
· Computer/Technical problem
· Few cashiers are open
Man Power
· Only few employees are assisting the students
· Wrong training with the cashier personnel
Material
· Incomplete info or payment slip
Methods
· Slow system/slow cashier personnel
Problem statement
· Long lines are always occurring during paying tuition fees
· Computer/technical problems are arising during payment process
· Only few cashiers are open during payment process
· Only few employees are assisting the students
· Cashier personals are not property trained
Title: Proposed on Efficiency of Cashiers during Enrollment.
Background of the Study:
Employee efficiency is an employee characteristic and relate to the speed and accuracy of an employee at the job task. The concept relates to employeee productivity - the more efficient they are the more productive they will be if managed correctly.
The production line method has no place in the modern day workplace. Employees are expected to have skills in managing their jobs, which have grown complex in nature.
Employees, whatever position they occupy in an organization and however simple their jobs are, always exercise some aspect of management function that most people would relate to top echelon executives.
Management of any enterprise or business is essentially organizing resources, both human and non-human, and developing capacities towards the efficient accomplishment of desired goals and objectives. Organizing resources are everyday jobs of managers. They are expected to take the lead in formulating long term and immediate plans, take care of staffing needs, provide direction to implementation, and render general supervisory functions. All these require the identification of specific tasks and the establishment of control mechanisms to ensure that daily activities are accomplished according to plan and employee performance is at par with expectations.
It is not only managers who make use of task setting, control, and management techniques to improve the quality of every day work. Even ordinary employees, however simple their jobs are, need these tools as they have deadline to fulfill and co-employees and superiors to deal with. These are likewise helpful to employees who have heavy workloads. It is seldom that an employee is left on his own and allowed to set his own work pace. Such a practice would only result to chaos.
Any job performed in a company setting is part of the larger scheme of things. The job of a particular employee is usually connected to the jobs of other employees. For example, a staff assigned to put out advertising campaigns works closely with sales people who have their own targets to accomplish. Planning, setting tasks and managing specific tasks and establishing control over the use of resources such as budgets, materials and time, and coordinating with other departments are everyday processes that are necessary for the jobs to progress and become easier to accomplish.
Organizing the various and numerous details of specific jobs through task setting and control are potent tools in promoting job performance improvement and efficiency. They can be used to effectively reduce the most intricate and time consuming jobs into daily routines that are performed automatically. At the start of the day, a list of tasks according to importance, accompanied by strategies for accomplishment, people involved, and resources needed to accomplish them can do a lot in minimizing time spent on doing unessential things.
The benefits of employing management tools for every day jobs are obvious and even jobs that do not demand frequent interfacing with other offices or co-employees would benefit from them. These tools help individuals manage their jobs efficiently and help improve performance.
Without exception, all employees make use of management techniques in the performance of their daily duties. Many people think that only those belonging to the upper echelons of management have a need for them. The truth is that these processes are as important to executives as they are to ordinary employees. When institutionalized, they are tools that reduce the most difficult tasks into mere routines that are done automatically, with less effort but with results that are worthy of praise and reward.
In the epic movie Ben Hur, Charlton Heston and his fellow slaves had to row a Roman galley in time with the beating of a drum. When they needed to row faster, the drummer would drum faster.
Your business doesn’t use drums to motivate employees, although that might be nice at times. Employees bring their own agendas with them and are only motivated to get as much work done as will benefit them. That’s certainly not to suggest that employees don’t work hard or try to advance, but there needs to be a tangible benefit to push them on.
As you review your motivation tactics, look to see if you are rewarding them for completing a lot of good work or for just showing up.
Your payment system is the first step in rewarding employee efficiency (or inefficiency). If you pay a salary without any other kind of incentive, you’re inviting the possibility that the employee will only do the minimum amount required. After all, there is no reward for doing more.
Instead, consider a reward for efficiency or an incentive to complete more. For example, if your employees can complete a week’s worth of assigned work in just 4 days, they don’t have to come in on Friday. Another additional incentive might be to tie a commission-based wage to the profitability of the company, giving them a sense of ownership.
There’s a (possibly) apocryphal account of doctors in ancient China who were paid not for the number of sick people they treated, but rather for the number of healthy people living in their territory. Regardless of whether this is true or not, it’s a great example of shifting the focus of rewards and motivation to the work you actually want done.
The production line method has no place in the modern day workplace. Employees are expected to have skills in managing their jobs, which have grown complex in nature.
Employees, whatever position they occupy in an organization and however simple their jobs are, always exercise some aspect of management function that most people would relate to top echelon executives.
Management of any enterprise or business is essentially organizing resources, both human and non-human, and developing capacities towards the efficient accomplishment of desired goals and objectives. Organizing resources are everyday jobs of managers. They are expected to take the lead in formulating long term and immediate plans, take care of staffing needs, provide direction to implementation, and render general supervisory functions. All these require the identification of specific tasks and the establishment of control mechanisms to ensure that daily activities are accomplished according to plan and employee performance is at par with expectations.
It is not only managers who make use of task setting, control, and management techniques to improve the quality of every day work. Even ordinary employees, however simple their jobs are, need these tools as they have deadline to fulfill and co-employees and superiors to deal with. These are likewise helpful to employees who have heavy workloads. It is seldom that an employee is left on his own and allowed to set his own work pace. Such a practice would only result to chaos.
Any job performed in a company setting is part of the larger scheme of things. The job of a particular employee is usually connected to the jobs of other employees. For example, a staff assigned to put out advertising campaigns works closely with sales people who have their own targets to accomplish. Planning, setting tasks and managing specific tasks and establishing control over the use of resources such as budgets, materials and time, and coordinating with other departments are everyday processes that are necessary for the jobs to progress and become easier to accomplish.
Organizing the various and numerous details of specific jobs through task setting and control are potent tools in promoting job performance improvement and efficiency. They can be used to effectively reduce the most intricate and time consuming jobs into daily routines that are performed automatically. At the start of the day, a list of tasks according to importance, accompanied by strategies for accomplishment, people involved, and resources needed to accomplish them can do a lot in minimizing time spent on doing unessential things.
The benefits of employing management tools for every day jobs are obvious and even jobs that do not demand frequent interfacing with other offices or co-employees would benefit from them. These tools help individuals manage their jobs efficiently and help improve performance.
Without exception, all employees make use of management techniques in the performance of their daily duties. Many people think that only those belonging to the upper echelons of management have a need for them. The truth is that these processes are
In the epic movie Ben Hur, Charlton Heston and his fellow slaves had to row a Roman galley in time with the beating of a drum. When they needed to row faster, the drummer would drum faster.
Your business doesn’t use drums to motivate employees, although that might be nice at times. Employees bring their own agendas with them and are only motivated to get as much work done as will benefit them. That’s certainly not to suggest that employees don’t work hard or try to advance, but there needs to be a tangible benefit to push them on.
As you review your motivation tactics, look to see if you are rewarding them for completing a lot of good work or for just showing up.
Your payment system is the first step in rewarding employee efficiency (or inefficiency). If you pay a salary without any other kind of incentive, you’re inviting the possibility that the employee will only do the minimum amount required. After all, there is no reward for doing more.
Instead, consider a reward for efficiency or an incentive to complete more. For example, if your employees can complete a week’s worth of assigned work in just 4 days, they don’t have to come in on Friday. Another additional incentive might be to tie a commission-based wage to the profitability of the company, giving them a sense of ownership.
There’s a (possibly) apocryphal account of doctors in ancient China who were paid not for the number of sick people they treated, but rather for the number of healthy people living in their territory. Regardless of whether this is true or not, it’s a great example of shifting the focus of rewards and motivation to the work you actually want done.
Beyond wages and motivational rewards, there are other ways to improve efficiency in your office. Here are some ideas:
· Make it a fun place. This will keep people’s attitudes positive and they’ll want to come to work.
· Be flexible with shifts. If possible, don’t have everyone come in from 9-5 (or whatever your hours are). Offer employees other options, including flextime (minimum of 8 hours worked in a 15 hour window), split shifts, or even work-at-home arrangements. These options often end up saving you money!
· Learn what your employees need on a regular basis and make it available to them. If many employees head down to the building’s cafeteria for a soft drink, why not put a vending machine right in your office? If employees leave their desk to use the office stapler, put a stapler on their desk.
· Use time tracking, collaboration, and project management software to keep everyone “on task” and aware of what they’re doing and what they’ll need to do next.
· Make people aware of the system and how they fit into it. Often, people under-perform when they don’t realize that others are relying on them. If they understand that they fit into a system like a gear in a clock, they’ll contribute more for the sake of the team.
· Use a flowchart to track the workflow in your office. Are people touching papers or packages more than once? Is a document going through unnecessary steps? If it’s been a while since you reviewed your workflow, do it now because workflow can change and become inefficient quickly, even if you initially set it up to be very efficient.
Root cause analysis (RCA) is a class of problem solving methods aimed at identifying the root causes of problems or events. The practice of RCA is predicated on the belief that problems are best solved by attempting to correct or eliminate root causes, as opposed to merely addressing the immediately obvious symptoms. By directing corrective measures at root causes, it is hoped that the likelihood of problem recurrence will be minimized. However, it is recognized that complete prevention of recurrence by a single intervention is not always possible. Thus, RCA is often considered to be an iterative process, and is frequently viewed as a tool of continuous improvement. RCA, initially is a reactive method of problem detection and solving. This means that the analysis is done after an event has occurred. By gaining expertise in RCA it becomes a pro-active method. This means that RCA is able to forecast the possibility of an event even before it could occur. Root cause analysis is not a single, sharply defined methodology; there are many different tools, processes, and philosophies of RCA in existence. However, most of these can be classed into five, very-broadly defined “schools” that are named here by their basic fields of origin: safety-based, production-based, process-based, failure-based, and systems-based. * Safety-based RCA descends from the fields of accident analysis and occupational safety and health. * Production-based RCA has its origins in the field of quality control for industrial manufacturing. * Process-based RCA is basically a follow-on to production-based RCA, but with a scope that has been expanded to include business processes. * Failure-based RCA is rooted in the practice of failure analysis as employed in engineering and maintenance. * Systems-based RCA has emerged as an amalgamation of the preceding schools, along with ideas taken from fields such as change management, risk management, and systems analysis. Despite the seeming disparity in purpose and definition among the various schools of root cause analysis, there are some general principles that could be considered as universal. Similarly, it is possible to define a general process for performing RCA.
1. Aiming performance improvement measures at root causes is more effective than merely treating the symptoms of a problem. 2. To be effective, RCA must be performed systematically, with conclusions and causes backed up by documented evidence. 3. There is usually more than one potential root cause for any given problem. 4. To be effective the analysis must establish all known causal relationships between the root cause(s) and the defined problem. 5. Root cause analysis transforms an old culture that reacts to problems to a new culture that solves problems before they escalate, creating a variability reduction and risk avoidance mindset.
Notice that RCA (in steps 3, 4 and 5) forms the most critical part of successful corrective action, because it directs the corrective action at the root of the problem. That is to say, it is effective solutions we seek, not root causes. Root causes are secondary to the goal of prevention, and are only revealed after we decide which solutions to implement.
1. Define the problem.
2. Gather data/evidence.
3. Ask why and identify the causal relationships associated with the defined problem.
4. Identify which causes if removed or changed will prevent recurrence.
5. Identify effective solutions that prevent recurrence, are within your control, meet your goals and objectives and do not cause other problems.
6. Implement the recommendations.
7. Observe the recommended solutions to ensure effectiveness.
8. Variability Reduction methodology for problem solving and problem avoidance.
