IRPMC, a wise solution to measure, compare and improve productivity indicators in Iran…
Achievements resulting from 50 years of experience in development planning, Iran critical economic situation 
specially labor force supply and demand in different important economic sections, considering vast present resources, not making most of these capacities and recourses, huge dependency upon foreign exchange income pertaining to oil export and its products and eventually Iran economic inefficiency compared with global economy growth inspire the fact that the unique way to arrive at these hurdles is to reinforce Iran 4th development plan based on productivity principles. A plan in which an appropriate way of using resources is strongly recommended instead of incessant injection of foreign exchange into the society.
Supreme leader emphasizes that productivity must be initiated in all executive organizations and also should be allocated in Iran 4th economic, social and cultural development plan approved by Iran Islamic parliament in 11/6/1383.
So as to achieve the goal of promoting quantitative indicators related to total productivity of manufacturing factors, all executive organizations are obliged to follow:
All governmental and provincial executive organs ought to prepare governmental sectional and provincial documents and determine the proportion of total productivity of manufacturing factors in related manufacturing growth. They should also specify required solutions to pave the way for replacing an entity-oriented economy with a knowledge-productivity-base economy. In this manner, proportion of total productivity of such factors in gross domestic production should reach 31.3%.
Note:
When setting the target of each section or subsection, labor force’s average of annual productivity growth and so capital and total manufacturing factors should reach 3.5% and 2.5%.
Management and programming organization is compelled to check the executive organizations performance on productivity indicators and their ranking. It is also responsible for allocation of financial resources to 4th development plan regarding estimations related to promotion of total productivity of manufacturing factors. This organization is also in charge of organizing supervision mechanism and managers’ operations and approaches based on productivity assessment.
In order to encourage industrial, agricultural, governmental and non-governmental units and also to promote productivity with quality-promotion approach in products, services and achieving productivity strategies in 4th development plan, government is allowed to present national productivity award by using organizational excellence patterns and present it during the plan by national Iranian productivity center at different levels.
Executive regulations of this article proposed by management and planning organization will be ratified by ministry cabinet.
Executive impediments
Surveying impediments on productivity indicators growth in Iran, it is demonstrated that the main problem with productivity is inaccurate computation of productivity indicators. Taking this point into account, it is infeasible to improve them. Calculated indicators are in two types: 1. too general. 2. Too exclusive. This, in turn, leads to incomparability and unreliability of these indicators.
Following reasons are of most important factors of gathering information in Iranian organizations:
_ Inexactitude of registering information mainly derived from not registering pieces of data and unprestigiousness of data resources.
_ Not using homogeneous concepts and definitions and also standard classification.
_incomplete data case covering.
_ Slow data registering
_ Inaccuracy in data transferring
_ No time covering and data continuity
_ Data variation at the level of firms
_ Geographic variation of data
_ And so forth
IRPMC features
1- Using capabilities of web-base softwares in data-gathering and data publication.
2- Gathering and compacting all pieces of data in one data base.
3- Simultaneous comparison of companies’ productivity indicators of one group.
4- analyzing indicators change process
5- analysis of indicators change reasons
6- comparing indicators with industry average
7- comparing with the best company’s in related indicator
8- forecast the trend of coming years
9- determining company ranking in group
10- being able to calculate indicators continuously
11- easy access to real productivity indicators
12- in order to enter information and use other users’ information, all organizations will have access to the site
13- apprise all members about latest news relating to indicators increase and decrease
14- Create a competitive atmosphere regarding publication of all companies’ indicators.
15- being capable of producing major national report so as to make macro policies
16- verify the effects of national policies on Iran productivity indicators
17- knowledge management and make inter-firm relationships to publish thriving experiences
18- And thousands of other facilities through web-base softwares.