What were your oganisation’s productivity improvement initiative/strategy’s 5 most important focus areas (strategic goals) during the 3 yar period(1 January 2013 to 31 December 2015)

2. PRODUCTIVITY APPROACH: 10

SCORELIST THE 5 MOST IMPORTANT STRATEGIC GOALS OF YOUR ORGANISATIONS’SPRODUCTIVITY IMPROVEMENT PROGRAM (1 January 2013 to 31 December 2015)

TOTAL POINTS = /10

TOTAL POINTS = /20

3.1 RESULTS ACCORDING TO THE 5 MOST IMPORTANT PRODUCTIVITY RATIOS USED IN YOUR ORGANISATION’S PRODUCTIVITYIMPROVEMENT INITIATIVE:20(For eample, but not limited to productivity ratios contained in approaches, entrants may wish too select from, such as: Work Place Challenge Program, 20Keys for continuous improvement, Constraint Analysis, Turn-around Solutions, Critical Thinking Processes, Productivity Oganisational Solutions, Realst[Resource Allocation Strategist], Value Chain Competitiveness Programs and others).

3. RESULTS AND IMPACT (3.1 & 3.2: 40)

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LIST YOUR ORGANISATIONS 5 MOST IMPORTANTPRODUCTIVITY PERFORMANCE RATIOS BELOW

A

Before &Afterimprovementratio %

BEFORE

(1 JANUARY 2013)

AFTER

(31 DECEMBER 2015)

NO

SCORE

Before and After productivity

performance

B

Ratio formula:Year B - Year A %

Year B

1

2

4

3

5

4

4

4

4

4

EXAMPLE

EX

AM

PLE

EXAMPLE WASTAGE:

WASTAGE: CLUTCH PLATES:PRODUCTION

During year A (beginning of 2013) 20 800 clutch plateswere produced a cost of R22 per unit (20800 x R22= R 475 600).

Cost of the 430 lost units valued at a priceof R58/unit = R24940.

In year B (end of 2015) 32 000 clutch plates wereproduced at a cost of R31 per unit = R992 000.

The cost of 255 lost units valued at a priceof R70/unit = 17 850

BEFORE(YEAR A)

WASTAGE:

Lost aritclesAvailable articles

= 24940 % 476600

= 5.2 %

Cost of Wastage:

= 430 x R 58

= R 24 940

AFTER(YEAR B)

WASTAGE:

Lost aritclesAvailable articles

= 30 100 % 992000

= 3.0 %

Cost of Wastage:

= 255 x R 70

= R 17 850

Year B - Year A %Year B

17850 - 2494017850

= -37.7 %

COST OFWASTAGE ISDOWN BY:

37.7 %

Were there challenges and obstacles? Describe how these were overcome. Include technical, human resources and operational aspects where applicable.

Challenges and Obstacles

• Human resources obstacles 3

• Rising cost of material, capital & labour 2

• Outdated machinery and equipment 2

• Management competencies 3

• Any other challenges 1

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YES NO

4. IDENTIFY CHALLENGES AND OBSTACLES AND HOW YOU OVERCAME THEM: 10

EVIDENCE/JUSTIFICATIONFOR ALLOCATION

OF POINTS

3.2 ESSENTIAL PRODUCTIVITY MEASUREMENTS REQUIRED FOR ADJUDICATION PURPOSES : 20

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ESSENTIA PRODUCTIVITY MEASUREMENTSREQUIRED FOR ADJUDICATION PURPOSES

A

Before &Afterimprovementratio %

BEFORE

(1 JANUARY 2013)

AFTER

(31 DECEMBER 2015)

RATIO

SCORE

Before and After productivity

performance

B

Year B - Year A %Year B

1

2

4

3

5

Absenteeism

LOST HOURS %

POSSIBLE HOURS

Number of employees

Customer SatisfactionIndex CSI -Total rating %

Profitability

NETT PROFFIT AFTER TAX %

TOTAL ASSESTS

Total income/total expenditure

RAND TURNOVER %TOTAL OGANISATIONALEXPENDITURE

Sales turn over% year-on-year growth6Net profit as % of sales turnover7Industrial action: People days lost8Annual Labour turnover

NUMBER OF LEAVERS %NUMBER OF HUMANRESOURCES EMPLOYED

9

Total Productivity (Pt)

TOTAL OUTBAND (RAND) %HR (LABOUR) INPUT +CAPITAL INPUT + MATERIALSINPUT (RAND)

10

TOTAL POINTS = /20

Describe the social impact, jobs created, benefits to stakeholders, health and safety practices, employment security, remuneration policy, sharing of benefitsimpact on empowerment.

NO

6. SOCIAL IMPACT: 10

YES

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EVIDENCE/JUSTIFICATIONFOR ALLOCATION

OF POINTS

List the social impacts (givefigures where possible):• Were additional jobs created? (Permanent vs. Temporary) 3

• Is there a gain sharing scheme? 2

• How did the community benefit from the initiative? Is the 2initiative relevant.

• CSI / Donations / Sponsorships (Total amount spent ondonations made to institutions e.g. NGO’s; schools,universities, hospitals etc.), and sponsorships for sportevent and sport teams as a % of revenue) 3

TOTAL POINTS = /10

Create a work environment that enhances employee health and satisfaction, adherence to safety standards as dictated by the industry.

• Level of safety awareness among workers• Do you have safety rating?• If yes, what rating? If no what initiatives do you have

in placeSafety Measures

• Do you have safety officer/s? 1• Fire drills? 1• Disaster recovery plans and Accident Report? 1• Protective Clothing? 1• Better organised working enviroment (Demarcations,

cleanliness, signage, etc.) 1

YES NO

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7. SAFETY AND WORKING ENVIRONMENT: 5

EVIDENCE/JUSTIFICATIONFOR ALLOCATION

OF POINTS

TOTAL POINTS = /5

Conformity to set industry standards (eg ISO, SABS), customer satisfaction and improvement

Production to set standards• Any recoginised quality certificate - ISO - Rated? 2

• If you do not have a recognised certification pleaseanswer below questions.

• Show quality improvement (percentages) 1

• Customer satisfaction index (survey) 1

• Quality department (quality measurement and quality 1report)

• Other

YES NO

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8. QUALITY: 5

EVIDENCE/JUSTIFICATIONFOR ALLOCATION

OF POINTS

TOTAL POINTS = /5

Is the productivity initiative sustainable?• Effective Management and control of productivity initiative. 1• Management commitment and funds to ensure initiative 1

sustainable.• Productive capacity building and skills transfer. 3• Evaluate and improve the strategic planning process. 1

• Will it be possible for other institutions, individuals and 1communties to implement your ideas and achieve thesame or similar results - (is there a mentorship programme)

• Affiliation with professional bodies. 1

• Does the company have a staff member who is its 2productivity champion?

Is the initiative sustainable, has it been institutionalised; what happens if the people in the organization are repositioned? Will it be possible for otherinstitutions, individuals and communities to implement your ideas and achieve the same or similar results? This is not about competitive advantage but aboutlessons, others could learn from your organisation.

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5. SUSTAINABILITY AND TRANSFERABILITY: 10

YES NO EVIDENCE/JUSTIFICATIONFOR ALLOCATION

OF POINTS

TOTAL POINTS = /10

9. ENVIRONMENTAL IMPACT: 5MEASUREMENT SCORE

Energy Footprint

Water Footprint

DESCRIPTION

Energy efficient methodology, (renewable energy, solar, wind etc.)

Water efficient methodology (Preventing pollution, water treatmentplant, renewable water)

Chemical Footprint (Projects aimed at reducing or even eliminating EDCs (Endocrinedisrupting chemicals) so that you do not pollute

Paper usage methodoly (Recycle, projects aimed at reducing theamount of paper used during production process)

1

1

1

1Reduce the amount of plastics used in production process(Recycle, Reuse)

1

TOTAL POINTS = /5

Paper Footprint

Plastic Footprint

10. GROWTH AND DEVELOPMENT: 5

PeopleInvestment

MEASUREMENTS DESCRIPTIONS %

All costs associated with the provision of Training & Development to specific jobgroupings as % of total Training & Development costs

– Managers

– Supervisors

– Operators / shop floor

– Professionals

– Administrative / support

% Market share Increase / decrease in market share over the previous financial year. Indicate adecrease by a minus.Impact, how have they increased their market shares

Product / serviceinnovation

Revenue generated by newly introduced products / services (products / servicesyounger than 3 years) as a percentage of total revenue.

Business renewal /Diversification /Market Epansion

Total amount of money spent on strategic change interventions (e.g. new technology,restructuring, re-engineering), as % of total revenue over past 3 years.

TOTAL POINTS = /5

1

1

1

2