Performance and Project Management

Running head: PROJECT AND PERFORMANCE MANAGEMENT

Project and performance management

Allison L. Sutton

OPS/HC 571

John R. Watson, M.B.A

November 8, 2010

CERTIFICATE OF ORIGINALITY: I certify that the attached paper is my original work. I affirm that I have not submitted any portion of this paper to any previous course, and neither has anyone else. I confirm that I have cited all sources from which I used language, ideas, and information, whether quoted verbatim or paraphrased. Any assistance I received while producing this paper has been acknowledged in the References section. I have obtained written permission from the copyright holder for any trademarked material, logos, images from the Internet, or other sources. I further agree that my name typed on the line below is intended to have, and shall have, the same validity as my handwritten signature.

Student's signature (name typed here is equivalent to a signature):

  Allison L Sutton .

Introduction

Trinity hospital food service management is searching for ways to improve productivity and achieve better profit outcomes. Productivity is the amount of outputs produced relative to the number of resources put into production. Enhancing staff productivity, improving business processes, and streamlining logistics ensures the department productivity will increase over time. The purpose of measuring the hospital’s productivity is to identify the constraints present, describe an effective project management application, determine the figures to monitor over time, and calculate a breakeven point. An evaluation of how this information can be used is paramount for operations managers to make better decisions.

Several constraints can occur when measuring productivity. Trinity hospital employs six cashiers, three cooks, four prep workers, and two supervisors. Each employee is paid the same wage therefore the hospital may face constraints of decreased motivation to improve....