Produtividade para o século XXI (parte II)

Parte I.

"What is meant by productivity?The productivity of an operation is related to how effectively input resources in a process (manufacturing process, service process) are transformed into economic results for the service provider and value for its customers. As a consequence of high productivity, a favorable profit impact should be achieved for the service provider and good value created for the customers. This productivity concept is normally stated in a simplified form as the effective transformation of input resources into outputs, the quality of which is unchanged (a constant quality assumption). In services, especially for two reasons, it has turned out to be difficult to use such a productivity concept. First of all, it is seldom possible to clearly define ‘‘one unit of a service.’’ Because of this, productivity measurements in services are normally only partial measurements, such as how many customers are served per period by one waiter in a restaurant or how many phone calls are dispatched by one employee in a call centre.
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However, cost-cutting changes in the resources used may equally well have the opposite effect. They may create a servicescape and service process where the perceived quality deteriorates, and customers become dissatisfied with the value they get and start to look for other options. In that case, as less value for customers than before is created in the service process, the service provider’s revenue-generating capability declines. Using a traditional productivity concept, Anderson et al.  studied the relationship between customer satisfaction, productivity and profits in manufacturing and service industries, respectively. [Moi ici: É pensar no hara-kiri em curso dos bancos, por exemplo] They found that in services a high level of either customer satisfaction with quality or productivity measured in a traditional way was associated with higher profit, but not both simultaneously. In manufacturing higher customer satisfaction and productivity levels were found to be associated with improved profits.
In manufacturing, productivity is a concept related to production efficiency. However, the problem with being an effective service organization is that productivity and perceived quality are inseparable phenomena. Improving productivity may have a neutral or positive impact on quality, but equally well it may reduce perceived quality. If the latter happens, satisfaction with quality declines, customer value goes down, and the risk that the firm will lose customers increases. Revenues go down and this may have a negative effect on the economic result, in spite of the fact that costs may have been reduced as well."

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