Productivity Improvements a) The Parties to this Agreement are committed to the process of continuous improvement. As such, the Parties agree to implement the initiatives outlined below, to enable ongoing improvements in productivity. During the life of the Agreement and through the process of consultation, the Parties will introduce further measures to improve productivity.
b) Employees are required to start and finish work on the job at the designated starting and finishing times.
c) Timesheets are to be completed by Employees and submitted on a daily basis. Employees are responsible for the accurate and timely completion and provision of timesheets and production records. Failure to complete or submit timesheets and/or records may result in payment delays.
d) Employees agree to complete all job documentation and service / safety reports in accordance with Company policy and procedure.
e) The Company agrees to regularly meet with Employees and communicate the performance of the section to devise ways of continually improving service levels and productivity.
Productivity Improvements. NPWS-wide policy and procedures will be put in place within six (6) months of the commencement of this Agreement to enable all employees to have an avenue by which they can suggest improvements in workplace practices and ways of improving productivity. This will include a system of rewards to employees who suggest improvements that are successfully implemented.
Productivity Improvements. 4.1 The parties agree to increase the production capacity at Solar's Houston Facility in two phases as set forth below.
Productivity Improvements. Productivity improvements are changes which increase the efficiency and effectiveness of Tambellup District Hospital in meeting its agreed and contracted service programs and outcomes. Productivity improvements may be related to work practices or arrangements. They may be things which go to minimise the cost of what is done, to the way things are done, to when they are done, to the quality of what is done or to improve the ability of the provider to meet patient and customer needs. They may or may not require changes from Award conditions. Without limiting any of the above, in practice, the primary focus of Enterprise Bargaining in the workplace is likely to be on best practice, efficiency, effectiveness, competitiveness, cost savings, and quality of employment.
Productivity Improvements. Productivity improvements are changes which increases the efficiency and effectiveness of the provider in meeting its agreed and contracted service programs and outcomes. Productivity improvements may be related to work practices or arrangements. They may be things which go to minimise the cost of what is done, to the way things are done, to when they are done, to the quality of what is done or to improve the ability of the provider to meet patient and customer needs. They may or may not require changes from Award conditions. Without limiting any of the above, in practice, the primary focus of Enterprise Bargaining in the workplace is likely to be on best practice, efficiency, effectiveness, competitiveness, cost savings, and quality of employment.
Productivity Improvements. The parties are committed to the implementation of real productivity and efficiency improvements;
Productivity Improvements. 33.1 The par-ties therefore commit themselves to a process of continuous improvement and agree that performance indicators and standards are the means of measuring what has been achieved and the need for further improvements. The primary role of performance indicators is to assist in the attainment of corporate goals in the interest of the customers, employees and the company in improving the quality of service and are a means of identifying trends and efficiencies to enable the identification of areas where there is capacity for further improvements.
33.2 Performance indicators will be developed in consultation with the Workplace Consultative Committee with a view to setting agreed and separate targets for the warehouse and factory and such targets will be periodically reviewed. The measurement of agreed targets will include, but is not limited to, minimising waste, reduction in the use of electricity, gas, water, detergents and cleaning materials, reduction in damage, improvement in first time product acceptance, reduction in time to produce completed product, improvement in work flow and quality processes.
Productivity Improvements. DECCW-wide policy and procedures will be put in place within six (6) months of the commencement of this Agreement to enable all employees to have an avenue by which they can suggest improvements in workplace practices and ways of improving productivity. This will include a system of rewards to employees who suggest improvements that are successfully implemented.
Productivity Improvements. During recent collective bargaining negotiations, the issue of productivity was discussed and it was agreed that, within the terms of the Agreement, the Company and the Association would work cooperatively toward productivity and efficiency improvements to promote job security in the St. Catharines operation.
Productivity Improvements. The parties have agreed that in order to develop a more efficient and productive enterprise it is necessary to create a co-operative work environment and appropriate consultative mechanisms involving the company, the TWU and employees. It is a term of this agreement that the company shall allow EBA Committee delegates and representatives of management to attend a training course run by the company and the Union in relation to the implementation of this agreement.
18.1 Self-Managed Work Teams All employees are to adopt the principle and contribute to the introduction and building of Self- Management Work Teams. The implementation of the Work Teams will create far greater harmony within the operations group as well as providing a more rewarding and satisfying work environment. Team Leaders will play a more guiding and advisory role, rather than their current directive role. The following is a list of issues that may be addressed by Work Teams. Achieve specified targets of 1% or less service failures. Share work within Team on most equitable and efficient basis. Achieve operational and budget goals. Maintain housekeeping standards. Conform to health and safety standards. Minimise wastage.
18.2 All the employees who are involved in handling freight shall:- Handle customers’ products in a correct and proper manner and agree that the practice of ‘throwing freight’ should be eliminated. Aim to improve the quality of loading, for example by eliminating misdirects, damages and achieving improved linehaul utilisation and linehaul departure deadlines are maintained. Particularly this means that the last Brisbane unit must depart by 9.30pm, Melbourne by 10.00pm and Tamworth, Coffs Harbour and Wagga by 10.30pm. Our mutual objective is to improve Linehaul Utilisation. Employees shall perform their duties using any new technology that they are properly trained to use and that is within their level of skill and competence. All employees shall work to improve our current productivity by focusing on the best possible result.
18.3 The Employees shall start work at the time agreed upon for their classification and by way of example this shall mean that casuals, depot staff and drivers shall commence immediately at the point of duty.
18.4 The Employees who are drivers shall have as their prime objective to achieve the earliest possible departure and arrival times from and back to the company’s terminal. Our mutual objective is to achieve fleet inbound times of 70% by 6.00pm, 9...
