I REFER to the recent push by the authorities and labour unions to improve productivity.

Productivity improvement is embraced by many big corporations around the world, but by only some companies in Singapore.

In good times, many companies concentrate on maximising profits. And, to stay profitable in an economic crisis, many typically focus on cutting labour costs.

There is little attempt to raise productivity by considering new training techniques, management methods and the use of technology.

Having steered improvement projects in my career, I have experienced the challenges involved in implementing workplace changes.

Increasing productivity depends on the motivation of the management and the participation of all employees.

As a successful outcome boosts output levels and makes a significant impact on the organisation's bottom line, it is usually easier to motivate the management to make changes. Conversely, not many workers are willing to stray from conventional work practices. Coupled with mature systems, it can be difficult to change the mindset of the workforce.

Sentiments may range from 'what do we get for changing the way we work?', to 'so what if we meet the goals set?'

Without linking tangible benefits to efforts put in, it is an immense task to win workers over to change their work practices.

For Singapore to be more competitive, retraining of the workers on the latest methods and skills is a must.

A change in the culture of labour and management personnel is also essential. We have to pursue operational excellence to remain competitive worldwide.

This is an investment that promises handsome long-term rewards.

While the economy shows signs of a recovery, it is timely to re-engineer and revamp the approach of driving productivity, so as to make a quantum leap in our skills and capabilities.

Mr Teng Qinghui

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