Project Management Performance

While hospital budgets are stretched, hospital foodservices are looking for areas that can yield greater productivity and cost savings. If managed correctly, cost can be reduced and the foodservice area can be a source of profitability to the overall healthcare organization. In order to operate efficiently, hospital foodservice must gain better control over the many variables that are involved. Effective labor productive management programs are one way to reduce bottom-line cost, control expenses, and improve productivity. Even more important is fostering efficient labor practices without resorting to workforce reductions (U.S. Newswire, 2010)

In the case of Trinity General Hospital a sustainable labor management solution is needed. Trinity General Hospital has six cashiers in its foodservice operations, three cooks, four prep technicians and two supervisors. The average hourly wage is $7, and each employee averages about 8 hours per day. Total food supply expense is $500 per day and more than 1400 patient and guest meals are severed every day (Langabeer, 2008). There are several variables to begin to examine a productivity solution: use of benchmarking data to identify areas of improvement; measurement of productivity performances against goals; and training and support to achieve productivity and performance. All of which will help control labor costs and improve workforce productivity

Measuring Constraints

Labor productivity, defined as value added per worker, is the most common measure of productivity (Spring Singapore, 2010). Measuring productivity is vital in this process and but there are constraints For one, there is a lack of training in administrative matters, thus leaders within healthcare organizations don’t see the importance of managing productivity (Langabeer, 2008). Other common issues are the lack of available data due to inefficient tracking tools, and quality. “While outputs might not have changed, the level of quality of the output...