Operational efficiency

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In a business context, operational efficiency is a measurement of resource allocation and can be defined as the ratio between an output gained from the business and an input to run a business operation. When improving operational efficiency, the output to input ratio improves.

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Inputs would typically be money (cost), people (measured either as headcount or as the number of full-time equivalents) or time/effort. Outputs would typically be money (revenue, margin, cash), new customers, customer loyalty, market differentiation, production, innovation, quality, speed & agility, complexity or opportunities.

The terms "operational efficiency", "efficiency" and "productivity" are often used interchangeably. An explanation of the difference between efficiency and (total factor) productivity is found in "An Introduction to Efficiency and Productivity Analysis". [1] To complicate the meaning, operational excellence, which is about continuous improvement, not limited to efficiency, is occasionally used when meaning operational efficiency. Occasionally, operating excellence is also used with the same meaning as operational efficiency.

Measuring operational efficiency

Improving operational efficiency begins with measuring it. Since operational efficiency is about the output to input ratio, it must be measured on both the input and output side. Quite often, company management is measuring primarily on the input side, e.g., the unit production cost or the man hours required to produce one unit. Even though important, input indicators like the unit production cost should not be seen as sole indicators of operational efficiency. When measuring operational efficiency, a company should define, measure and track a number of performance indicators on both the input and output side. The exact definition of these performance indicators varies between industries, but typically covers these categories:

Comparing operational efficiency

If the intention is to compare numbers with others through benchmarking it is important to define, measure and track performance indicators for load and complexity as well. Even within the same industry, customer behaviour might e.g. be significantly different between two markets (or two countries) leading to one company having to assign more resources and cost to handling of customers. Not measuring such load and complexity factors might lead to incorrect conclusions on operational efficiency.

When interpreting the quantitative results of the benchmarking, it is important to consider the strategic differentiation:

"Cost is generated by performing activities, and cost advantage arises from performing particular activities more efficiently than competitors. Similarly, differentiation arises from both the choice of activities and how they are performed." [2]

When qualitatively interpreting the quantitative results of the benchmarking, one has to take the company strategy into consideration - as well as the individual strategies of the other members of the peer group. If not done, quantitative results that are a consequence of strategy, not of inefficiency, can't be eliminated.

One company might have a strategy to differentiate with low price. For that company, it is critical to have low unit production costs and high efficiency in distribution. For another company, differentiating with premium quality, the unit production cost is not that critical (but still important to know, of course). Instead, it is critical to have satisfied and loyal customers and a high absolute revenue per customer. Understanding actual quality levels is also key.

Improving operational efficiency

When improving operational efficiency, companies have a few alternatives. The most common are: [3]

It is a common misconception that costs, in absolute terms, are always cut when improving operational efficiency. It is true for the "same for less" alternative, but not for the two other alternatives. It can be operationally efficient to increase cost - as long as the output is increasing more.

One example of a same for less alternative is when a manufacturing company reduces its total personnel (and thereby personnel cost) while still producing the same volume of goods. This can e.g. be achieved through centralization, automation or optimization of working processes.

An example of a more for same alternative is a manufacturing company reducing its output of faulty products (and thereby reducing after sales cost) without using more money or resources. This can e.g. be achieved through use of quality management systems, addressing quality in existing training programs for personnel or introduction of higher quality requirements when prolonging subcontractor agreements.

An example of a much more for more alternative is when a manufacturing company invests in a new production plant that lets them produce products with more refinement than what they could produce in the old plants. They can sell these products at a premium that more than compensates for the additional cost. Another example of "much more for more" is when a service company invests in expanding its customer service to increase customer satisfaction and customer loyalty.

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Economies of scale Cost advantages obtained via scale of operation

In microeconomics, economies of scale are the cost advantages that enterprises obtain due to their scale of operation, with cost per unit of output decreasing which causes scale increasing. At the basis of economies of scale there may be technical, statistical, organizational or related factors to the degree of market control.

In computer science, algorithmic efficiency is a property of an algorithm which relates to the amount of computational resources used by the algorithm. An algorithm must be analyzed to determine its resource usage, and the efficiency of an algorithm can be measured based on the usage of different resources. Algorithmic efficiency can be thought of as analogous to engineering productivity for a repeating or continuous process.

Benchmarking is the practice of comparing business processes and performance metrics to industry bests and best practices from other companies. Dimensions typically measured are quality, time and cost.

Efficiency is the ability to avoid wasting materials, energy, efforts, money, and time in doing something or in producing a desired result. In a more general sense, it is the ability to do things well, successfully, and without waste. "Efficiency is thus not a goal in itself. It is not something we want for its own sake, but rather because it helps us attain more of the things we value". In more mathematical or scientific terms, signifies the level of performance that uses the least amount of inputs to achieve the highest amount of output. It often specifically comprises the capability of a specific application of effort to produce a specific outcome with a minimum amount or quantity of waste, expense, or unnecessary effort. Efficiency refers to very different inputs and outputs in different fields and industries.

Production function

In economics, a production function gives the technological relation between quantities of physical inputs and quantities of output of goods. The production function is one of the key concepts of mainstream neoclassical theories, used to define marginal product and to distinguish allocative efficiency, a key focus of economics. One important purpose of the production function is to address allocative efficiency in the use of factor inputs in production and the resulting distribution of income to those factors, while abstracting away from the technological problems of achieving technical efficiency, as an engineer or professional manager might understand it.

Productivity is the efficiency of production of goods or services expressed by some measure. Measurements of productivity are often expressed as a ratio of an aggregate output to a single input or an aggregate input used in a production process, i.e. output per unit of input, typically over a specific period of time. The most common example is the (aggregate) labour productivity measure, e.g., such as GDP per worker. There are many different definitions of productivity and the choice among them depends on the purpose of the productivity measurement and/or data availability. The key source of difference between various productivity measures is also usually related to how the outputs and the inputs are aggregated into scalars to obtain such a ratio-type measure of productivity. Types of production are mass production and batch production.

Allocative efficiency is a state of the economy in which production is aligned with consumer preferences; in particular, every good or service is produced up to the point where the last unit provides a marginal benefit to consumers equal to the marginal cost of producing.

Data envelopment analysis (DEA) is a nonparametric method in operations research and economics for the estimation of production frontiers. It is used to empirically measure productive efficiency of decision making units (DMUs). Although DEA has a strong link to production theory in economics, the tool is also used for benchmarking in operations management, where a set of measures is selected to benchmark the performance of manufacturing and service operations. In benchmarking, the efficient DMUs, as defined by DEA, may not necessarily form a “production frontier”, but rather lead to a “best-practice frontier”.

Performance indicator Measurement that evaluates the success of an organization

A performance indicator or key performance indicator (KPI) is a type of performance measurement. KPIs evaluate the success of an organization or of a particular activity in which it engages.

In economics, total-factor productivity (TFP), also called multi-factor productivity, is usually measured as the ratio of aggregate output to aggregate inputs. Under some simplifying assumptions about the production technology, growth in TFP becomes the portion of growth in output not explained by growth in traditionally measured inputs of labour and capital used in production. TFP is calculated by dividing output by the weighted geometric average of labour and capital input, with the standard weighting of 0.7 for labour and 0.3 for capital. Total factor productivity is a measure of productive efficiency in that it measures how much output can be produced from a certain amount of inputs. It accounts for part of the differences in cross-country per-capita income. For relatively small percentage changes, the rate of TFP growth can be estimated by subtracting growth rates of labor and capital inputs from the growth rate of output.

Quality, cost, delivery (QCD), sometimes expanded to QCDMS, is a management approach originally developed to help companies within the British automobile sector. Make it work. QCD analysis is used to assess different components of the production process. It also provides feedback in the form of facts and figures that help managers make logical decisions. By using the gathered data it is easier for organizations to prioritize their future goals.

Productive efficiency

Productive efficiency is a situation in which the economy or an economic system could not produce any more of one good without sacrificing production of another good and without improving the production technology. In other words, productive efficiency occurs when a good or a service is produced at the lowest possible cost. In simple terms, the concept is illustrated on a production possibility frontier (PPF), where all points on the curve are points of productive efficiency. An equilibrium may be productively efficient without being allocatively efficient— i.e. it may result in a distribution of goods where social welfare is not maximized. It is one type of economic efficiency.

In computing, computer performance is the amount of useful work accomplished by a computer system. Outside of specific contexts, computer performance is estimated in terms of accuracy, efficiency and speed of executing computer program instructions. When it comes to high computer performance, one or more of the following factors might be involved:

Programming productivity describes the degree of the ability of individual programmers or development teams to build and evolve software systems. Productivity traditionally refers to the ratio between the quantity of software produced and the cost spent for it. Here the delicacy lies in finding a reasonable way to define software quantity.

Control is a function of management which helps to check errors in order to take corrective actions. This is done to minimize deviation from standards and ensure that the stated goals of the organization are achieved in a desired manner.

Production (economics)

Production is a process of combining various material inputs and immaterial inputs in order to make something for consumption (output). It is the act of creating an output, a good or service which has value and contributes to the utility of individuals. The area of economics that focuses on production is referred to as production theory, which in many respects is similar to the consumption theory in economics.

Productivity in economics is usually measures as the ratio of what is produced to what is used in producing it. Productivity is closely related to the measure of production efficiency. A productivity model is a measurement method which is used in practice for measuring productivity. A productivity model must be able to compute Output / Input when there are many different outputs and inputs.

Service blueprint

The service blueprint is a technique originally used for service design, but has also found applications in diagnosing problems with operational efficiency. The technique was first described by G. Lynn Shostack, a bank executive, in the Harvard Business Review in 1984. The service blueprint is an applied process chart which shows the service delivery process from the customer's perspective. The service blueprint has become one of the most widely used tools to manage service operations, service design and service positioning.

Partial productivity

Measurement of partial productivity refers to the measurement solutions which do not meet the requirements of total productivity measurement, yet, being practicable as indicators of total productivity. In practice, measurement in production means measures of partial productivity. In that case, the objects of measurement are components of total productivity, and interpreted correctly, these components are indicative of productivity development. The term of partial productivity illustrates well the fact that total productivity is only measured partially – or approximately. In a way, measurements are defective but, by understanding the logic of total productivity, it is possible to interpret correctly the results of partial productivity and to benefit from them in practical situations.

Performance-based regulation (PBR) is an approach to utility regulation designed to strengthen utility performance incentives. Thus defined, the term PBR is synonymous with incentive regulation. The two most common forms of PBR are award-penalty mechanisms (“APMs”) and multiyear rate plans (“MRPs”). Both involve mathematical formulas that can lower regulatory cost at the same time that they encourage better performance. This constitutes a remarkable potential advance in the “technology” of regulation. Economic theorists whose work has supported the development of PBR include Nobel prize-winning economist Jean Tirole.

References

  1. Timothy J. Coelli, D.S. Prasada Rao, Christopher J. O’Donnell and George E. Battese: "An Introduction to Efficiency and Productivity Analysis", Springer, 2005
  2. Michael E Porter: "What is Strategy?", Harvard Business Review, November 1996
  3. "Efficiency and beyond - Forward-thinking solutions for improving efficiency", Nokia Siemens Networks, 2009