The various prevalent concepts and measures of productivity (whether singlefactor or multifactor), however, fail to satisfy the manager's need for manufacturing performance analysis because of their inherent shortcomings. First, they are at best 'efficiency' indicators, which focus on the conversion ratio of tangible inputs to outputs; they do not indicate whether the output produced is sold and generates profits. In other words, productivity does not measure the manufacturing 'effectiveness' (Richardson and Gordon 1980, Richardson et al. 1985, Son and Park 1987, Son 1990a). Second, productivity is a 'static' input-output measure, which assumes that manufacturing subsystems and elements are fixed for a given period, as mentioned above (Richardson et al. 1985). Third, productivity measures neither help in optimizing input so that the cost of operation is minimized (Mohanty and Rastogi 1986) nor separate variances due to external changes such as demand rate from those due to internal changes such as manufacturing efficiencies (Kaplan 1983). Fourth, productivity measures are a posteriorimeasures which 'record' actual manufacturing performance and compare the 'actual' with the 'actual' in the previous period; therefore they are not useful for strategic purposes. Fifth, productivity measures are all 'average' measures and do not provide information on the 'marginal'contribution of each input resource.
The various prevalent concepts and measures of productivity (whether singlefactor or multifactor), however, fail to satisfy the manager's need for manufacturing performance analysis because of their inherent shortcomings. First, they are at best 'efficiency' indicators, which focus on the conversion ratio of tangible inputs to outputs; they do not indicate whether the output produced is sold and generates profits. In other words, productivity does not measure the manufacturing 'effectiveness' (Richardson and Gordon 1980, Richardson et al. 1985, Son and Park 1987, Son 1990a). Second, productivity is a 'static' input-output measure, which assumes that manufacturing subsystems and elements are fixed for a given period, as mentioned above (Richardson et al. 1985). Third, productivity measures neither help in optimizing input so that the cost of operation is minimized (Mohanty and Rastogi 1986) nor separate variances due to external changes such as demand rate from those due to internal changes such as manufacturing efficiencies (Kaplan 1983). Fourth, productivity measures are a posteriorimeasures which 'record' actual manufacturing performance and compare the 'actual' with the 'actual' in the previous period; therefore they are not useful for strategic purposes. Fifth, productivity measures are all 'average' measures and do not provide information on the 'marginal'contribution of each input resource.
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