Production, Productivity & Efficiency (Edexcel A Level Business)

Revision Note

Lisa Eades

Written by: Lisa Eades

Reviewed by: Steve Vorster

Methods of Production

  • Production is the transformation of resources (e.g. raw materials components and processes) into finished goods or services

    • Goods are physical products, such as bicycles and T-shirts

    • Services are non-physical items such as hairdressing, tourism and manicures

  • Businesses can organise their production processes in a variety of ways

Flowchart showing 'Methods of Production' in the centre, connected to 'Job Production', 'Batch Production', 'Flow Production', and 'Cell Production'.

The main methods of production
 

  • The method of production used by a business will depend upon a number of factors

    • The level of output required to be produced

    • The nature of the product

    • Whether the product is standardised or customised

    • The level of automation used in production

Methods of production

Job production

  • Producing one item at a time, as ordered by the customer

    • Advantages

      • High quality product

      • Motivated and highly skilled workers

      • Customised products can be produced

    • Disadvantages

      • Production is slow

      • Labour costs are high

Batch production

  • Groups of the same product are produced, before moving on to a group of different products

    • Advantages

      • Workers can specialise

      • Production can take place as the previous 'batch' starts running out

    • Disadvantages

      • Requires careful coordination to avoid shortages

      • Money is tied up in stock as completed products need to be stored

Flow production

  • Continuous manufacturing of standardised products, usually on a production line

    • Advantages

      • Low unit costs due to economies of scale

      • Rapid production

      • Usually highly automated (capital intensive)

    • Disadvantages

      • Customisation is difficult

      • Capital equipment can be expensive to purchase

Cell production

  • This involves workers being organised into multi-skilled teams, with each team responsible for a particular part of the production process

    • Advantages

      • Cell production is often more efficient than other methods as workers share their skills and expertise

      • Motivation is usually high as employees work as a team

    • Disadvantages

      • Requires extensive reorganisation of production processes

      • Teams efficiency may be reduced by weaker workers

Worked Example

Blush Cosmetics uses batch production to make its range of soaps and bath bombs, with a variety of unique ingredients and scents. The business sells its products in its own high street store and online and has recently started supplying its products in small quantities to a chain of exclusive hotels.

Explain one likely reason why Blush Cosmetics chooses to use batch production. (4)

Step 1 - Identify a reason for the business to use batch production

One reason for Blush Cosmetics to use batch production is that it allows groups of products with varied ingredients to be manufactured. (1 mark)

Step 2 - Include a reference to the business scenario

Blush cosmetics sells a range of bath bombs and soaps which have different fragrances, colours and ingredients. (1 mark)

Step 3 - Develop the reason using a connective

Blush Cosmetics needs to produce significant quantities of output to meet increasing demand and batch production, as well as providing the opportunity to change ingredients between batches (1 mark), can allow quite large quantities to be produced for their high street and online stores (1 mark).

Or

Using batch production can allow Blush Cosmetics to produce smaller quantities of unique products for the exclusive hotel customer (1 mark), meeting their specific needs (1 mark).

Examiner Tips and Tricks

Carefully consider the needs of the customers to which a business sells when recommending a suitable method of production. Where the selling price is a key driver of consumer demand, flow production (where unit costs are minimised) is likely to be very suitable. Where demand is driven by quality or where customisation is required, job or batch production are likely to be better choices.

Calculating Productivity

  • Productivity is the output per input (person or machine) per hour e.g. an Ikea worker is able to produce 2 Poāng chairs per hour

    • This is not production, which is the total amount of output produced in a time period, e.g. IKEA produced 300 Poāng chairs in February

  • The labour productivity of a business is measure of the output per worker during a specified period of time

  • Labour productivity is calculated using the formula

fraction numerator Output over denominator Number space of space Workers end fraction

  • Capital productivity is a measure of the output of capital employed (e.g. machinery) during a specified period of time

  • Capital productivity is calculated using the formula

begin mathsize 14px style fraction numerator Output space over denominator Number space of space Machines end fraction end style
 

Worked Example

The table shows the number of pairs of luxury wool socks produced by Scotty Socks Ltd in 2021 and 2022. 

Year

Units Produced

2021

46,000

2022

69,000

In 2021 Scotty Socks employed 50 staff. In 2022 the number of staff employed by the business increased by 20%.

Calculate the percentage change in labour productivity between 2021 and 2022.   (4)
 

Step 1 - Calculate the labour productivity for 2021

fraction numerator 46 comma 000 space units over denominator 50 space workers end fraction space space space space space

equals 920 space units space per space worker          (1 mark)

Step 2 - Calculate the labour productivity for 2022

fraction numerator 69 comma 000 space units over denominator space 60 space workers end fraction space space space space space

equals 1 comma 150 space units space per space worker         (1 mark)

Step 3 - Calculate the percentage difference between the two years ((new-old) / old)

fraction numerator space 1 comma 150 space minus space 920 space units over denominator 920 space units end fraction space space space cross times space space space space space 100 space space space

equals space 25 space percent sign space space space space      (1 mark)

Step 4 - Identify whether the percentage difference is an increase or decrease

Labour productivity has increased from 920 to 1,150 units so it is a 25% percentage increase  (1 mark)

Worked Example

Rolvo Ltd forecasts that by the end of the year it will produce 250,800 units and that capital productivity will be 1,100 units per machine.

Calculate the number of machines Rolvo Ltd has in use. (2)

Step 1 - Divide the Output by the Capital Productivity

fraction numerator 250 comma 800 space units over denominator space 1 comma 100 space units end fraction space space space space

equals space 228 space machines

(1 mark for rearranging the formula, 2 marks for the correct answer)

Factors that Influence Productivity

  •  The productivity within a business can often be improved

  • When productivity increases, business costs decrease

  • When business costs decrease, the firm can either pass on this decrease to consumers in the form of lower prices - or maintain the selling prices and enjoy higher profit margins

Factors that Influence Productivity

Factor

Explanation

Employee motivation

  • Motivated workers tend to be more productive

    • Financial incentives linked to output may increase worker productivity

    • Non-financial incentives may include workers in decision-making and increase their commitment and productivity

Skills, education & training staff

  • Well-trained and educated workers are likely to be able to make useful contributions to decisions that improve productivity

    • Workers are more autonomous so the need for supervision is reduced

    • Contributions from knowledgeable staff are likely to lead to improvements in productivity

Business organisation & working practices

  • Flexible and adaptable workplaces can improve the commitment of workers and allow a business to respond to changes in demand

  • Hours and locations of work can be adapted to better meet the needs of workers and demand

  • Workstations may be used for various purposes with careful planning and training

Investment in capital equipment

  • Increased automation can improve levels of output and quality

    • Well chosen machinery is less likely to make mistakes than humans

    • Machinery and technology can operate for long periods without a break as long as it is properly maintained

  • Competitiveness refers to the ability of a business to maintain or grow its sales and market share given the presence and actions of rivals

  • Businesses that increase their level of productivity (e.g. of workers or capital equipment) are likely to be more competitive

Diagram showing strategies to raise productivity by training staff and competitiveness by reducing costs. Arrows link productivity to competitiveness.

The link between productivity & competitiveness  

  • Businesses that are competitive are likely to have the financial resources required to continue investing in improvements to their productivity

Understanding Efficiency

  • Efficiency refers to the ability of a business to use its production resources as cost-effectively as possible

    • Efficiency is often measured in terms of the average cost per unit

    • The average cost per unit is calculated using the formula

fraction numerator Total space Costs space space over denominator space space Number space of space Units end fraction

  • Maximum efficiency is achieved when the cost per unit is at its lowest

Graph depicting economies and diseconomies of scale, showing a U-shaped curve with average cost on the Y-axis and output on the X-axis.

Maximum efficiency occurs at the point where the costs are at their lowest

  • The average cost curve shows that the most efficient level of production is achieved where

    • Economies of scale are maximised

    • Total costs are spread across an optimum level of output

    • Diseconomies of scale are minimised

Factors that Influence Efficiency

The Range of Factors that can Influence Business Efficiency

Factor

Explanation

Standardisation of the production process

  • Occurs when all staff use the same components and techniques in the production process

    • Training of workers is minimised

    • Bulk-buying of components reduces variable costs

    • Production lead time is reduced

    • BUT customisation of products is not usually possible

Relocation or downsizing

  • Moving production to a cheaper or smaller location can reduce fixed costs

    • Labour-intensive businesses may look for lower wage locations

    • Capital-intensive locations may look for lower rents or land costs

    • However, relocation is very disruptive and will incur significant short-term costs

Investment in capital equipment

  • Purchasing or upgrading machinery and technology can increase the rate of output, lower costs and improve quality

Organisational restructuring

  • Reducing the level of staff or reorganising staff can better match labour to output needs

    • Delayering reduces labour costs as levels of management are removed

    • Redeployment can motivate workers by providing opportunities for staff to take on a new role, which will develop their skills and experience

Outsourcing

  • Tasks may be given to other specialist businesses that can complete it at a lower cost

    • Outsourcing allows a business to focus on improving the efficiency of its core competencies

Adoption of lean production techniques

  • An approach to production that involves the reduction of all types of wastage (time, resources and space)

    • Kaizen means that improvements are made continuously

    • Just in Time involves the holding little or no stock which minimises storage costs

Capital Intensive & Labour Intensive Production

  • Labour-intensive production predominantly uses physical labour in the production of goods/services

    • The delivery of services is usually more labour-intensive than manufacturing

    • In countries where labour costs are low (e.g. Bangladesh) labour-intensive production is common

    • Small-scale production is likely to be labour-intensive

    • E.g. UK schools are labour-intensive operations as teachers plan and deliver lessons and provide pastoral support

  • Capital-intensive production predominately uses machinery and technology in the production of goods and services

    • Large-scale production of standardised products is likely to be capital-intensive

    • Manufacturing in developed countries where labour costs are relatively high is likely to be capital intensive

    • E.g. Automative manufacturers such as Ford use robots and other production technology to manufacture vehicles with supervisors overseeing the quality of output

The Advantages & Disadvantages of Labour Intensive and Capital Intensive Production

Type of Production

Advantages

Disadvantages

Capital Intensive

  • Low-cost production where output is high

  • Machines are usually consistent and precise

  • Machines can run without breaks

  • Significant set-up and maintenance costs

  • Breakdowns can severely delay production

  • May not provide flexibility in production

Labour Intensive

  • Low-cost production where labour costs are low

  • Provides opportunities for workers to be creative

  • Workers are flexible (e.g. they can be retrained)

  • Workers may be unreliable and need regular breaks

  • Incentives may be needed to motivate staff

  • Training costs can be significant

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Lisa Eades

Author: Lisa Eades

Expertise: Business Content Creator

Lisa has taught A Level, GCSE, BTEC and IBDP Business for over 20 years and is a senior Examiner for Edexcel. Lisa has been a successful Head of Department in Kent and has offered private Business tuition to students across the UK. Lisa loves to create imaginative and accessible resources which engage learners and build their passion for the subject.

Steve Vorster

Author: Steve Vorster

Expertise: Economics & Business Subject Lead

Steve has taught A Level, GCSE, IGCSE Business and Economics - as well as IBDP Economics and Business Management. He is an IBDP Examiner and IGCSE textbook author. His students regularly achieve 90-100% in their final exams. Steve has been the Assistant Head of Sixth Form for a school in Devon, and Head of Economics at the world's largest International school in Singapore. He loves to create resources which speed up student learning and are easily accessible by all.