Niu Xiaobai sat in his executive chair, straightened his back, put his hands clasped on the table, and explained with a serious face: "Mr. Hu, this is a plan to evaluate your key performance indicators.
.I come to you this time to discuss this matter with you formally. You also know that to evaluate whether an employee is qualified for his job, whether he is doing well or not, you cannot just listen to everyone's empty mouths.
Rather, it needs to be supported by some objective and real performance data, just like we assess the output, quality, 5S, discipline and attendance of front-line operators, etc. As a senior production engineer in a machine shop, you don’t
exception."
Hu Xiuping lowered his head and read the contents of the document carefully, then threw the document on the table, put down his legs, crossed his arms, and said angrily: "Haha! Bullshit.
Manager, I understand, do you want to put a tight spell on me? Let me tell you, we Chinese have an old saying, which is called 'Don't use people you doubt, don't trust people you employ'. Since you don't believe me, put me
Just get rid of it, why are you still playing with this set of hypocritical things?"
"Gong Hu, I think you have misunderstood... It is a requirement of the company's management system to conduct performance appraisals for all employees. This appraisal is not an end in itself, but a means of motivation, which can promote performance improvement and improvement.
The quality and ability of employees. Performance management and performance improvement are carried out following the PDCA cycle to continuously improve and improve work quality and work results."
Having said this, Niu Xiaobai leaned forward slightly and continued with a stronger tone: "From the bottom of our hearts, the general manager and I believe that you are a qualified engineer. But, how can we prove that you are qualified?
, or even an excellent engineer? This needs to be supported by some objective data. Through this quantified performance data, my colleagues and I can easily and clearly make a judgment immediately: You can do better than Lu Minghui.
Good or bad. Since Lu Minghui can prove himself outstandingly under this key performance indicator assessment system, why can't you?"
What Niu Xiaobai said just now hit Hu Xiuping's Achilles' heel. Hu Xiuping has always looked down on Lu Minghui from the bottom of his heart. He always thought that he was many times better than Lu Minghui. But, how to prove it?
What? Maybe this set of key performance indicator assessments mentioned by Niu Xiaobai can provide him with some strong evidence. Thinking of this, Hu Xiuping said with an indifferent expression: "Manager Niu, you are my leader now.
It’s up to you. Tell me, how are you going to assess me next?”
Niu Xiaobai pointed to a table on the document and said: "Key performance indicators are evaluation indicators that reflect the key performance contributions of a department or employee, that is, they measure the amount of performance contribution; from another perspective, they measure the degree to which goals are achieved.
I plan to evaluate your work on four key performance indicators, and these key performance indicators are strictly formulated in accordance with the SMART principle."
The SMART principle is to help employees work more clearly and efficiently, and it also provides assessment goals and assessment standards for managers to implement performance assessments of employees in the future, making the assessment more scientific and standardized, and ensuring the fairness, openness and fairness of the assessment.
The SMART principle means that performance indicators must be specific, measurable, achievable, relevant to other goals, and have clear deadlines.
I saw Hu Xiuping was serious
Listening, Niu Xiaobai continued to point to the table and said: "The four key performance indicators I have set for you will be evaluated every one month, and then summarized annually."
The first item is process document management, with a weight of 20%. It is mainly to assess the completeness and accuracy of engineers’ process documents. The goal is 100%. The source of the assessment data comes from the production planner. The purpose of this assessment is to
Ensure that the process documents required during the production process are well managed. All process documents for products in production should be prepared at least one day in advance before the planned start of work;
The second item is the solution of engineering problems, with a weight of 20%. It mainly assesses the speed and quality of engineers in finding problems, analyzing problems, and solving problems. The goal is to 100% solve all processes that affect the normal production of each process within two working days.
Question. The data source for the assessment comes from the production planner. The purpose of this assessment is to require engineers to ensure that process problems that arise during the production process are resolved quickly and effectively, thereby ensuring the delivery time and production efficiency of the machine shop;
The third item, management of production equipment, has a weight of 20%. It mainly assesses the human failure rate and safe operation level of production equipment. The goal is zero safety accidents and a comprehensive equipment utilization rate of 85%. The assessment data source comes from the engineering department. This item
The purpose of the assessment is to reduce the occurrence of man-made equipment failures through effective on-the-job training and effective process management of production engineers.
Hearing this, Hu Xiuping interrupted Niu Xiaobai: "I can understand the first three assessments, and these data can be very objective; but what about the fourth item? What is 'team member satisfaction'
?Isn’t this just letting others make random comments about me? How can I be objective and fair? And the weight of this item is actually 40%, which is the highest among all items! Why is this?"
"Gong Hu, let me tell you the truth. Through communication and contact with you during this period of time, I found that your advantages are as outstanding as your shortcomings. Your advantage is that you have a good understanding of machining technology and excellent professional skills.
, can help us quickly analyze problems and then propose feasible and effective solutions; but as for your shortcomings, I don’t know if you are aware of it. Your ability to communicate and cooperate with others in a team needs to be improved - that’s right.
To put it more bluntly, you lack the spirit of teamwork."
After hearing what Niu Xiaobai said, Hu Xiuping obviously felt very unconvinced, with a disdainful expression on his face: "I am a senior production engineer, do you still ask me to talk to those operators in a low voice?
Just like the operator who was unwilling to cooperate with my work, he actually dared to challenge my authority at the work site! If I didn't suppress his arrogance, but let it go, in the end I wouldn't be able to work in the workshop at all.
.Is this the team spirit you want?"
"Mr. Hu, first of all I want to make a correction: In today's society, every employee in the company is equal. It's just that the division of labor is different. There is no question of who is noble and who is low. There is no need for anyone to do so.
Talk down to the colleagues around you; secondly, don’t speak loudly when you are justified. When we talk about work, we only talk about the work itself and cannot personally attack other colleagues. Using swear words to abuse employees is not allowed in the company’s "Employee Handbook"
;The last and most important point is that the machine shop team is an organic whole and requires the joint efforts of all colleagues to do a good job.
Instead of relying on one person or a few people. You should have a strong awareness that you are part of the machine shop team and you should contribute to the good operation of the entire team..."
"Okay, okay... Manager Niu, you are my boss anyway, so you can say whatever you want. Then tell me, what should I do next?" Hu Xiuping was obviously a little impatient.
"Going back to the key performance indicators, the weight of the 'Team Member Satisfaction' assessment is 40%, which I decided upon after careful consideration. The purpose of the assessment, as I just explained, is to
Let you value the spirit of teamwork, communicate well with other colleagues in the team, and cooperate tacitly. The target value is a satisfaction level of more than 85%. The source of assessment data comes from the Human Resources Department, who will organize an anonymous satisfaction survey every month.
After the data is compiled, it will be fed back to me..."
…
After more than an hour of communication, Niu Xiaobai finally told him clearly and completely her expectations for Hu Xiuping. During the communication process, Hu Xiuping was sometimes very emotional and even stood up and shouted loudly.
He retorted; sometimes he became very quiet, lowering his head in silence and thinking seriously, as if he had listened to some of Niu Xiaobai's words.
When Hu Xiuping signed the key performance indicator assessment plan and left with one copy, Niu Xiaobai breathed a long sigh of relief and murmured: "I hope this guy can understand me."
What I said today can change in the future!"
…
Busy days always pass very quickly.
In addition to ensuring the normal daily operations of the machine shop, Niu Xiaobai and his team also focused on studying how to reduce the inventory level of work-in-progress during this period to reduce the backlog of company funds. After cold stone's remote guidance, Niu Xiaobai
Xiaobai believes that the machine shop should implement lean production-related practices as soon as possible and use a pull method to arrange production plans. Of course, this will also be a major change. In addition to the supporting hardware, the changes in the employees' thinking are obvious.
Especially important.
Lean production was proposed by the Massachusetts Institute of Technology in the United States in a research project called the "International Automotive Initiative." They did a lot of investigations and comparative studies and concluded that the production method of the Japanese Toyota Motor Company is the most suitable for modern times.
A production organization and management method in the manufacturing industry, and it is called "lean production". "Jing" means excellence, precision, and exquisiteness, and "yi" means interests and benefits. The guiding ideology of this production method is: through the entire production process
Optimize, improve technology, streamline logistics, eliminate overproduction, eliminate ineffective labor and waste, effectively use existing resources to reduce manufacturing costs, improve product quality, and achieve maximum output with minimum input.
The lean production method pursues the rationality and efficiency of production, hoping to flexibly produce high-quality products suitable for various needs. Many of its principles and methods have positive guiding significance for the manufacturing industry. According to research by relevant experts,
Compared with the mass production model: using the lean production model, the new product development cycle can be reduced by more than half; the work-in-progress inventory during the production process is about one-tenth of the mass production model; the factory space occupied can be reduced by more than half; the finished product inventory
The level is about a quarter of the average inventory level of mass production methods; whether it is product development, production systems, or other departments of the factory, the human resources required can be reduced to more than half.