fOTOFAX
BREVARD PLANT
PHOTO PRODUCTS DEPARTMENT
PERSPEc
ON PRODUCTIVITY
By Tom McCarthy, Prod. Supt.
Fcr years, "productivity" vas generally accepted as meaning
"Do more in the same time frame". Now it seems to connote "woric
better than the ccnpetition"— specifically, the Japanese.
A great deal has beai written about hew Japanese industry
has demolished the electronics, steel and auto businesses in
the U.S., but the key ingredioits of their takeover are simply
price, quality and service to the custoner. All the other
things— the mottoes, flags and coipany songs, make interesting
reading, but the Japanese success in the international market
is due to good products, good vrorioers, sound management, modem
facilities, and a sipxrtive govemnent.
VIhere do we stand in those respects?
Leaving out government for the mcnBnt, R® ^ve us the best
product line in our history in 1982. Quality and service to
our customers are at an all-time hi^. Our performanoe has
continued to justify new investments to keep our plant modem
and efficient. The ranaining necessary ingredients for
are us— our productivity, how well we do with what we have.
The question becanes; Having everything we need to work
with, can vre do a better job than our oenpetitora? Givai
similar facilities and products, can the group of people at
Brevard,Ncxidi Carolina, do better with vAiat they have than a
gx)up of people with the same assignnent in Rochester, New
Ycrk(EK), ^fartsel, Belgitm, ex’ Fujincmiya, Japan?
Using vhat we have most effectively is the key. Raw mter-
ials, sillies, facilities, ooergy, and most precious of all,
our time and talent, fall into the "vhat vre have" c»luin.
Productivity, as measured in square feet of good p?ociuct
produced per man/hour invested, reflects hew we use these
resources.
Classically, productivity is increased by producing the same
amount with fevrer people, a? by raising line speed to make more
product with the same number of people. Another way is to do
the job in such a way that everything flows together cxrrectly,
the first time throu^.
Ihis calls for a team effort, vhere every player covers
the responsibilities of his/her position. It takes good
planning, good p?ocedures and standards, good oigineering and
maintenance woric, good work in every activity of producticxi and
testing.
Doing it right the first tine throu^ inp?oves cjuality,
•^^^ises yield and increases p?oc3uctivity by making more with
less vested time and material.
Ife are in cenpetition vo.th the world. Our success as a
txjsiness, and vd.th that, our own personal job security, vdll be
influaiced most by how well we do with vhat we have, individ
ually and as a team.
VOL. 16, NO. 2
FEB.-MAR., 1983
aaisiDMiiU:..
RESERVED PARKING: If you were roped out of your accustomed parking
slot, here’s why—Daniel Construction’s newly appointed manager for
DuPont jobs, Tom Harrison, is coming in by air to meet some of the peo
ple at Brevard.
ARE YOU AN ACCIDENT RISK?
If aU of us are willing to make safety first in '83, we can
eliminate up to 90 $ of all accidents- because 90 of all
accidents are caused by people!
The "Safety Bee" urges all employees and their families to;
1. "Bee" alert for hazards, and eliminate all you find.
2. Practice self control in spite of worries, tension, or
anger. 7- «
-C, ^ 5*
3* Use sound judgement;.-^*sself .pjSeservation versus self
destructiony>^.^ -
4. Use protective'^''equip^^t,“even if it isn't convenient.
-1
5. Set a good example and show everyone around you that
you have a desire to be safe.bs^
Preventing an accident isn't nearly as painful as having one—
or being sorry it happened!
Address Correction Requested
Box 267, Brevard, N.C. 28712
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U,S. Postage
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Brevard, l\l. C.
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