What areas should be covered in the pna 1 common data

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What areas should be covered in the PNA? 1. Common data. It consists of the turnover of the business. Profits and bonuses should be taken into consideration, as well as staff leaving. Energy costs and customer service are to be identified too. 2. Customers. This is getting feedback from the customers, finding out if they are happy with the product, if any complaints have been made or any products have been returned. 3. Delivery. This offers information about the frequency of successful deliveries, the costs incurred with the deliveries and whether there were any unsatisfied customers regarding the waiting time. 4. Overheads. This could be because of delaying the delivery of the service or the product which could cause contract penalties. Also, the floor space utilisation. 5. Quality. By finding all measurable defects and identifying their type, their reason of appearance and whether they can be fixed or not. 6. People. Knowing more about the staff is essential. If they are happy with their job, if they have any illness records, what qualifications they posses or what their learning abilities are. 7. Safety. This focuses on accidents, why these happen, how does it happen and if there`s any time loss because of it. Also checking if any of the activities are done in a repetitive mode. 8. Costs. This analyses the costs of the product, the costs of the service per hour and all payments to suppliers. It also checks for any outstanding days. © Vision2learn (part of Knowledgepool). All rights reserved 6
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Level 2 Certificate in Lean Organisation Management Techniques Unit 1: Lean organisation techniques in business 2. Undertake a Productivity Needs Analysis (PNA) for the organisation in the case study below. [2.2] You must remember to follow the steps of the PNA: Measuring relevant areas Prioritise measures Set objectives Processes to reach objectives (across scales of the organisation) Case study A small-scale but rapidly growing cereal manufacturer, Rise Right, is considering adopting lean organisation techniques to improve its business. Currently, the organisation produces over five types of different breakfast cereals although they would like to develop the range further. Rise Right’s production plant is too small to meet the demands of the business’ growth. In addition, it struggles to accommodate the frequent deliveries of incoming materials and outgoing finished goods. The plant itself is inconveniently 30 miles away from the organisation’s storage depots. Therefore, the transport costs to move produce to storage is an unwanted financial burden for Rise Right. If this cost and delivery issue isn’t resolved soon, Rise Right will see a considerable dip in their profits. The Product Development team at Rise Right is aware of how competitive the cereal market is. There are plans to trial two new cereal bars. If the campaign is successful and well received Rise Right will look to permanently produce the bars alongside their traditional cereal. However, this will depend on customer satisfaction of price, consistency and taste.
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