How do I develop performance management as the manager of the mold department?

Design of performance indicators.

Article 1 Determination of KPI assessment indicators.

1) KPI (Key Performance Index) is a key performance indicator, which represents the core responsibilities of the department and the key work of the current period.

2) The company's departmental KPI system is based on the layer-by-layer decomposition of the company's goals, which is a dynamic and organic combination between the company's internal operations and external market requirements, results and execution drivers.

3) First of all, according to the company's annual development goals, the company-level KPIs are refined, the department-level KPIs are refined in combination with the department's annual work objectives, and then the KPIs refined by the department's responsibilities are integrated to form the departmental KPI index library, and the most important evaluation indicators that can reflect the current performance of the assessed department are selected as the departmental assessment indicators.

4) The company's annual plan and task book constitute the bottom line value, benchmark value, and effort value of KPI indicators.

5) According to the actual needs of the company's development and organizational changes, the General Management Department will take the lead in organizing the revision of the KPI indicator system on a regular basis (about 1 year or according to the actual situation), and submit the results to the company's salary performance leading group for approval and approval, which will be used as the basis for the performance indicators of the next year.

Article 2 The principle of selecting KPIs.

1) The principle of less but fine: KPI indicators should be able to reflect the main requirements of the work, and the simple structure can shorten the process of management information processing and evaluation and improve the efficiency of the assessment work; The sum of KPIs should explain more than 80% of the workload of the department being assessed;

2) Result-oriented principle: The selection of KPI indicators should reflect the principle of result priority, first consider the work output of the position, analyze and determine the main and secondary projects from the work output, and then screen according to their importance, and finally determine the KPI indicators;

3) Measurability principle: KPI indicators should be measurable and verifiable, and can be measured from at least one of the following four dimensions: time, quantity, quality, and cost;

4) Principle of consistency: KPI indicators are consistent with strategic objectives and business priorities.

Article 3 The number and weight of KPI indicators are set.

1) The number of KPI indicators is generally controlled between 5 and 8;

2) The weight of each KPI should not be higher than 40 and not less than 5;

3) The weight is generally taken as an integer multiple of 5.

Article 4 Classification of KPI indicators: quantitative indicators and qualitative indicators.

1) Quantitative indicators are performance evaluation indicators based on statistical data, with statistical data as the main evaluation information, and finally obtain quantitative results through direct extraction of quantitative index information corresponding to the calculation formula of quantitative indicators;

2) Qualitative assessment indicators are performance appraisal indicators that are rated by the direct superior of the assessed department on the performance of the assessed department; Both parties need to agree on the baseline behavior description of the qualitative indicators in advance;

3) When formulating departmental KPI indicators, a combination of quantitative and qualitative indicators should be adopted to conduct a comprehensive evaluation of the evaluated department, which is helpful to measure the overall performance of the evaluated department.

Code of conduct, work completion, mold test results, and refine each part to formulate relevant regulations.

The performance appraisal of the manager of the mold department should be a transition in the process of enterprise development. In fact, setting up the mold department itself is a misunderstanding, whether from the perspective of management functions, or from the perspective of the product chain, there is no basis for setting up the mold department. In fact, it is caused by the dependence on the "mold manager", which is the helplessness of investors.

Here are the following suggestions based on my practice:

1. If it is a mold manufacturing enterprise: mainly start from the customer's response, such as: delivery time, solution of problems in the use of barriers, customer return rate, customer satisfaction with technical support, etc.

Second, if Hong Li Hu is a self-use enterprise in the manufacturing industry: mainly from the following aspects: 1

The management of the mold, such as: whether there are management regulations suitable for the enterprise and conscientiously implemented, the main assessment: method, execution, effect three aspects.

2.The degree of support for production, such as: the failure rate and severity in the use process, the intact rate of the mold to be used (generally 100%), the impact of the production schedule due to the mold, the evaluation and satisfaction of the mold user on the mold itself and the mold department personnel, etc.

3.The development and manufacture of new molds, such as: the development and manufacturing cycle of new molds, manufacturing costs, the acceptance rate of new molds, and the cooperation evaluation of the mold department and the manager of the development and designer of new products or new molds.

4.The renewal and scrapping of the mold should be reflected in the "management of the mold", and it can also be assessed separately