Individual vs group incentives
•
0 likes•67 views
This document discusses individual and group incentive systems, comparing their pros and cons. Individual systems directly impact motivation but make performance evaluation and teamwork difficult. Group systems encourage teamwork and directly observe revenue, but impact motivation indirectly. The document recommends blending systems by linking individual incentives to line or departmental goals with regular payouts that balance effort and results.
Report
Share
Report
Share
Recommended
Microsoft posters2 A4
Exam Replay provides two options to help individuals pass Microsoft certification exams: Exam Replay allows a retake of the same MCP exam if needed, while Exam Replay with Practice Test includes an additional Microsoft Official Practice Test to prepare for the exam. Both retakes and practice tests must be used within one year of purchase. These options give certification seekers an additional chance to pass their exam and earn a Microsoft credential.
Benefits of lean
Benefits of Lean
1. Better Management of Changing Priorities
Mapping upcoming actions according to their priority is a great way to build a better management practice.
2. Increased Team Productivity
Due to avoiding unnecessary packed workload.
3. Reduced Costs
Cost reduction comes along with reasonable waste management.
4. Sustainability
Less waste and omission of non-vital tasks, actions, activities creates a sustainable atmosphere of stability.
5. Employee satisfaction
This one is a direct result of sustained stability and increased productivity.
6. Increased product quality
Constant improvement ensures quality increase at all times.
7. Predictable Delivery of Customer Value
Reaching the end goal - customer satisfaction through delivering the expected value becomes more predictable.
Performance based appraisal system
The document discusses a performance-based appraisal system called LOOP that aims to motivate employees by linking incentives like higher remuneration to achieving key performance indicators (KPIs). The methodology involves deciding relevant KPIs for each designation, assigning weights to internal and external factors, regularly capturing performance, and providing transparent feedback as well as rewards to high performers and addressing low performers. A case study example shows sample KPIs, weights, and factors for different designations like Fabric In-Charge, Supervisor, and HR Executive.
Consulting challenge 2
The document proposes a collaborative change management approach for Patterson Companies to adopt a new HR software called MyTalent. It recommends implementing acculturation champions and launch lunches to generate buy-in. Training would include teaching employees and managers how to use MyTalent and provide performance reviews. Incentives and assessing outcomes would help sustain the changes. If successful, the approach could improve goal alignment, performance, and effectively manage talent at Patterson Companies.
Impact+ tool (text) en v1.0 2016
What is your project’s impact and how do you measure it? The UK National Agency has developed the Impact+ Exercise to help you and your project partners evaluate the impact of your project.
The Employee TV Network
Employee engagement is strongly linked to financial performance, with companies that communicate effectively to employees obtaining higher engagement levels. An outsourced employee TV network solution can help companies communicate important information to employees through various content like employee recognition, training videos, company updates and special events. This solution eliminates capital costs, increases efficiency, and allows companies to focus on their core business while maintaining control over internal communications.
Team Based Migration
The document describes the process of migrating a production process management system from a supervisor-controlled model to a self-managed team-based model. It involves shifting from direct supervisor involvement to an indirect, facilitative role. The migration path moves from tight supervisor control to team leaders taking on more responsibility and accountability. It aims to better align individual, team and organizational objectives to ultimately improve efficiency, motivation and continuous improvement.
Hypothetical Management Case
Solutions to a hypothetical management problem regarding employee consumption and hostility at a pizza restaurant chain. This was created for one of my management courses at the University of Washington.
Recommended
Microsoft posters2 A4
Exam Replay provides two options to help individuals pass Microsoft certification exams: Exam Replay allows a retake of the same MCP exam if needed, while Exam Replay with Practice Test includes an additional Microsoft Official Practice Test to prepare for the exam. Both retakes and practice tests must be used within one year of purchase. These options give certification seekers an additional chance to pass their exam and earn a Microsoft credential.
Benefits of lean
Benefits of Lean
1. Better Management of Changing Priorities
Mapping upcoming actions according to their priority is a great way to build a better management practice.
2. Increased Team Productivity
Due to avoiding unnecessary packed workload.
3. Reduced Costs
Cost reduction comes along with reasonable waste management.
4. Sustainability
Less waste and omission of non-vital tasks, actions, activities creates a sustainable atmosphere of stability.
5. Employee satisfaction
This one is a direct result of sustained stability and increased productivity.
6. Increased product quality
Constant improvement ensures quality increase at all times.
7. Predictable Delivery of Customer Value
Reaching the end goal - customer satisfaction through delivering the expected value becomes more predictable.
Performance based appraisal system
The document discusses a performance-based appraisal system called LOOP that aims to motivate employees by linking incentives like higher remuneration to achieving key performance indicators (KPIs). The methodology involves deciding relevant KPIs for each designation, assigning weights to internal and external factors, regularly capturing performance, and providing transparent feedback as well as rewards to high performers and addressing low performers. A case study example shows sample KPIs, weights, and factors for different designations like Fabric In-Charge, Supervisor, and HR Executive.
Consulting challenge 2
The document proposes a collaborative change management approach for Patterson Companies to adopt a new HR software called MyTalent. It recommends implementing acculturation champions and launch lunches to generate buy-in. Training would include teaching employees and managers how to use MyTalent and provide performance reviews. Incentives and assessing outcomes would help sustain the changes. If successful, the approach could improve goal alignment, performance, and effectively manage talent at Patterson Companies.
Impact+ tool (text) en v1.0 2016
What is your project’s impact and how do you measure it? The UK National Agency has developed the Impact+ Exercise to help you and your project partners evaluate the impact of your project.
The Employee TV Network
Employee engagement is strongly linked to financial performance, with companies that communicate effectively to employees obtaining higher engagement levels. An outsourced employee TV network solution can help companies communicate important information to employees through various content like employee recognition, training videos, company updates and special events. This solution eliminates capital costs, increases efficiency, and allows companies to focus on their core business while maintaining control over internal communications.
Team Based Migration
The document describes the process of migrating a production process management system from a supervisor-controlled model to a self-managed team-based model. It involves shifting from direct supervisor involvement to an indirect, facilitative role. The migration path moves from tight supervisor control to team leaders taking on more responsibility and accountability. It aims to better align individual, team and organizational objectives to ultimately improve efficiency, motivation and continuous improvement.
Hypothetical Management Case
Solutions to a hypothetical management problem regarding employee consumption and hostility at a pizza restaurant chain. This was created for one of my management courses at the University of Washington.
Incentive systems
This document discusses incentive systems used to motivate and reward employee performance. It defines incentives as compensation beyond normal expectations that motivates employees. The goals of incentives are motivation, retention, cost savings, and goal achievement. There are three types of incentive systems: individual incentives that directly link rewards to individual performance using methods like piecework and commissions; group incentives that link rewards to group performance; and organizational incentives that link rewards to overall organization performance using methods like profit sharing, suggestion plans, and employee stock ownership. The document provides examples of different incentive systems used for individual, group, and organizational rewards.
Overall Employee Effectiveness
This document discusses an incentive system for employees that uses Overall Equipment Effectiveness (OEE) as a metric to calculate monthly incentives. OEE measures availability, performance rate, and quality. It is calculated based on factors like absenteeism, lateness, productivity, and errors. The incentive framework sets individual incentive rates based on departmental key performance indicators and an employee's OEE score. This aims to motivate employees to contribute towards organizational goals while differentiating performance levels. A sample calculation shows how an employee's monthly incentive is computed based on their OEE, department KPI achievement, and basic salary.
Reward Management
This document discusses reward and motivation in the workplace. It defines reward as strategies and policies that aim to compensate people fairly based on their value. Performance can be measured at individual, group, and organizational levels using performance appraisal systems. There are different approaches to linking performance and compensation, including individual and team-based compensation systems. Effective compensation management positively impacts both employees and organizations by increasing satisfaction, engagement, motivation, quality, and productivity.
Leading high performance teams
The document discusses behaviors common among high-performing team leaders. It identifies five key behaviors: 1) sharing goals by including individuals in establishing team goals and having individuals share in the team goals, 2) aligning goals with individuals' strengths and aspirations, 3) measuring performance fairly by including individuals in creating measures and focusing on individual impact, 4) delegating authority by empowering the team and avoiding micromanagement, and 5) recognizing results through frequent communication of individual and team achievements. High-performing leaders display these behaviors to develop shared goals, leverage strengths, and engage and reward team members.
Leading High Performance Teams
The document discusses behaviors common among high-performing team leaders. It identifies five key behaviors: 1) sharing goals by including individuals in establishing team goals and having individuals share in the team goals, 2) aligning goals with individuals' strengths and aspirations, 3) measuring performance fairly by including individuals in creating measures and focusing on individual impact, 4) delegating authority by empowering the team and avoiding micromanagement, and 5) recognizing results through frequent communication of individual and team achievements. High-performing leaders display these behaviors to develop shared goals, leverage strengths, and engage and reward team members.
Pay for perfomance (Pros&Cons) presentation
Pay for performance (PFP) uses incentive pay to encourage employees to meet production goals. PFP can increase productivity when goals are clear, rewards are desired, and it focuses on whole-company success rather than individual performance. However, PFP may decrease intrinsic motivation, quality, and teamwork if it pits employees against each other. For PFP to be effective, expectations must be communicated clearly and regularly evaluated, and both financial and non-financial rewards should be used to motivate employees.
Week 6 ch 7
This document discusses performance evaluation, feedback, and rewards. It covers:
1) The purposes of performance evaluation which are judgmental (for rewards, promotion) and developmental (improve performance). Continuous evaluation should focus on job performance, not the individual.
2) The cognitive model of feedback and how evaluated individuals process feedback. Multisource feedback involves input from multiple stakeholders.
3) Reinforcement theory which posits that behaviors are controlled by their consequences. Positive reinforcement increases behaviors while punishment suppresses them.
4) Reward programs aim to attract, retain, and motivate high performance. Satisfaction depends on rewards received relative to expectations and peers. A "line of sight" between performance and rewards is important
Mba i ob u 3.2 motivation and its applications
This document discusses various ways to motivate employees in the workplace, including through job design, alternative work arrangements, rewards, and recognition. It describes the job characteristics model which evaluates five core job dimensions: skill variety, task identity, task significance, autonomy, and feedback. Alternative work arrangements like flextime, job sharing and telecommuting are explored. Variable pay programs including piece-rate pay, bonuses and profit sharing are also summarized as motivational tools. The importance of intrinsic rewards through recognition programs and flexible benefits is highlighted. Managerial implications focus on recognizing individual differences, using goals/feedback, allowing participation, linking rewards to performance, and ensuring equity.
HRM comp n ben.pdf
The document discusses compensation and total rewards. It defines compensation as the total payments provided to employees in exchange for work performed, including pay, incentives, and benefits. Total rewards refers to all aspects of an employee's work experience, including compensation, benefits, work environment, career development opportunities, and recognition. The purpose of a total rewards approach is to attract, motivate, and retain talented staff through an effective compensation strategy.
6. create feedback loops
The document discusses feedback loops and how they can be used to build good habits and moderate bad habits. It provides examples of feedback loops in various systems like a car's speedometer, the body, bank accounts, and social media. It emphasizes setting up automatic measurements, making relevant comparisons to goals, and enabling quick adjustments to behavior in order to create effective feedback loops that can guide self-improvement. The key takeaways are that feedback loops are essential for any system or habits to work, they require proactive measurement and monitoring, and enabling fast adaptation is important for the feedback to shape new behaviors.
Final presentation
The document discusses an offseason training program implemented by the Women's Basketball team at Saint Mary's University. The 8-week program was designed to make efficient use of the athletes' limited time in the offseason. An evaluation of the program aims to determine its effects on the athletes and whether the desired results were achieved. This will help improve the program for future years and potentially give the team a competitive advantage.
Incentive Pay
Incentive pay is a critical aspect of variable pay. Employee compensation mainly depends on Fixed and variable pay portion.
Continuos Quality Mx.ppt
This document provides an overview of continuous quality improvement (CQI) and how it can be applied to professional development activities. It introduces CQI and the Plan-Do-Study-Act (PDSA) cycle. Key aspects covered include using data to establish performance standards and measures, analyzing data to report progress, and making improvements. The upcoming self-assessment survey is intended to evaluate professional development and identify areas for a PDSA cycle to optimize activities using CQI principles.
Dr. Tafline Murnane & Dr. Stuart Reid - Practical Approaches to Motivating Te...
EuroSTAR Software Testing Conference 2011 presentation on Practical Approaches to Motivating Testers by Dr. Tafline Murnane & Dr. Stuart Reid . See more at conferences.eurostarsoftwaretesting.com/past-presentations/
CFBSA PowerPoint Presentation FINAL VERSION
The document outlines several potential frameworks for evaluating the Community Food Bank of Southern Arizona's feed the line programs and tracking outcomes over the long term. It discusses applying the RE-AIM framework which focuses on reach, effectiveness, adoption, implementation and maintenance. It also discusses a results-based accountability approach which starts with defining desired outcomes and works backward to identify programs and measures. Both approaches emphasize using data to drive decision making and involve partners. The document does not recommend one framework over the other.
Compensation and benefits
Compensation plays an important role in attracting and retaining employees while ensuring optimal performance. It includes direct compensation like wages and salaries as well as indirect compensation like benefits. Equity theory and expectancy theory provide frameworks for understanding what motivates employees regarding compensation. Compensation approaches include job-based systems that consider the position as well as individual skill/knowledge-based systems that consider the person. Key decisions involve balancing fixed vs variable pay and using individual vs team-based incentives.
Chapeter 6 appraising and rewarding performance
Chapeter 6 appraising and rewarding performanceSan Antonio de Padua - Center for Alternative Mathematics
This document discusses performance appraisal and reward systems. It provides learning objectives about understanding the role of money as a motivator and examines behavioral considerations in performance evaluations. It describes characteristics of effective feedback programs and the process of attribution. It discusses linking pay to performance through profit sharing, gain sharing and skill-based programs. The document provides an overview of different components of a complete reward program and discusses economic incentive systems for motivating employees.Reward system - motivation
Organizational behavior
Motivation
reward system
performance implication of reward system
financial reward system
non financial reward system
Learning
1. Learning is a relatively permanent change in behavior or knowledge that results from experience or practice. There are three main types of learning: classical conditioning, operant conditioning, and social learning.
2. Operant conditioning involves modifying behavior through positive or negative consequences. Reinforcement increases the likelihood of behaviors occurring again in the future, while punishment decreases behaviors.
3. Social learning occurs through observation and imitation of others. Managers can influence behavior and performance through controlling environmental factors and consequences.
Training and learning in Organisational Psychology
- Industrial/organizational psychology applies psychological principles to business problems like hiring, training, and management. I/O psychologists help improve company performance through practices like training programs.
- Effective training includes all employees, teaches new skills related to performance, and can result in increased productivity and satisfaction. Training methods include orientation, on-the-job, and technical training.
- Learning is the acquisition of knowledge through experience and being taught. Learning principles that maximize efficiency include knowledge of results, distributed practice, transfer of training, motivation, and part vs. whole training.
Cost Per Minute mind map
This document discusses key metrics and operational aspects of a factory. It covers topics such as cost per minute, operating costs, efficiency metrics like line, factory and operator efficiency. It also covers manpower costs, overhead costs, man-machine ratio, industrial engineering quality, floaters, skill levels, hiring process, training programs, motivation levels, remuneration, work environment, grievance handling, line balancing, reduction of idle and downtime, style changeover time, performance incentives, health and safety, maintenance efficiency, productive versus non-productive idle time, skill gaps, absenteeism, attrition, skill inventory, energy efficiency, working capital, depreciation, consumables and more.
Design of a simple performance based approval system
The document proposes a simple performance-based incentive system where 65% of efficiency gains above breakeven are shared with operating and non-operating employees, with 45% going to operators and 20% to non-operators such as line supervisors, quality checkers, industrial engineers, mechanics, and managers. The remaining 35% of gains are retained by the employer. The incentive system is designed to distribute gains from improved performance across employee groups.
More Related Content
Similar to Individual vs group incentives
Incentive systems
This document discusses incentive systems used to motivate and reward employee performance. It defines incentives as compensation beyond normal expectations that motivates employees. The goals of incentives are motivation, retention, cost savings, and goal achievement. There are three types of incentive systems: individual incentives that directly link rewards to individual performance using methods like piecework and commissions; group incentives that link rewards to group performance; and organizational incentives that link rewards to overall organization performance using methods like profit sharing, suggestion plans, and employee stock ownership. The document provides examples of different incentive systems used for individual, group, and organizational rewards.
Overall Employee Effectiveness
This document discusses an incentive system for employees that uses Overall Equipment Effectiveness (OEE) as a metric to calculate monthly incentives. OEE measures availability, performance rate, and quality. It is calculated based on factors like absenteeism, lateness, productivity, and errors. The incentive framework sets individual incentive rates based on departmental key performance indicators and an employee's OEE score. This aims to motivate employees to contribute towards organizational goals while differentiating performance levels. A sample calculation shows how an employee's monthly incentive is computed based on their OEE, department KPI achievement, and basic salary.
Reward Management
This document discusses reward and motivation in the workplace. It defines reward as strategies and policies that aim to compensate people fairly based on their value. Performance can be measured at individual, group, and organizational levels using performance appraisal systems. There are different approaches to linking performance and compensation, including individual and team-based compensation systems. Effective compensation management positively impacts both employees and organizations by increasing satisfaction, engagement, motivation, quality, and productivity.
Leading high performance teams
The document discusses behaviors common among high-performing team leaders. It identifies five key behaviors: 1) sharing goals by including individuals in establishing team goals and having individuals share in the team goals, 2) aligning goals with individuals' strengths and aspirations, 3) measuring performance fairly by including individuals in creating measures and focusing on individual impact, 4) delegating authority by empowering the team and avoiding micromanagement, and 5) recognizing results through frequent communication of individual and team achievements. High-performing leaders display these behaviors to develop shared goals, leverage strengths, and engage and reward team members.
Leading High Performance Teams
The document discusses behaviors common among high-performing team leaders. It identifies five key behaviors: 1) sharing goals by including individuals in establishing team goals and having individuals share in the team goals, 2) aligning goals with individuals' strengths and aspirations, 3) measuring performance fairly by including individuals in creating measures and focusing on individual impact, 4) delegating authority by empowering the team and avoiding micromanagement, and 5) recognizing results through frequent communication of individual and team achievements. High-performing leaders display these behaviors to develop shared goals, leverage strengths, and engage and reward team members.
Pay for perfomance (Pros&Cons) presentation
Pay for performance (PFP) uses incentive pay to encourage employees to meet production goals. PFP can increase productivity when goals are clear, rewards are desired, and it focuses on whole-company success rather than individual performance. However, PFP may decrease intrinsic motivation, quality, and teamwork if it pits employees against each other. For PFP to be effective, expectations must be communicated clearly and regularly evaluated, and both financial and non-financial rewards should be used to motivate employees.
Week 6 ch 7
This document discusses performance evaluation, feedback, and rewards. It covers:
1) The purposes of performance evaluation which are judgmental (for rewards, promotion) and developmental (improve performance). Continuous evaluation should focus on job performance, not the individual.
2) The cognitive model of feedback and how evaluated individuals process feedback. Multisource feedback involves input from multiple stakeholders.
3) Reinforcement theory which posits that behaviors are controlled by their consequences. Positive reinforcement increases behaviors while punishment suppresses them.
4) Reward programs aim to attract, retain, and motivate high performance. Satisfaction depends on rewards received relative to expectations and peers. A "line of sight" between performance and rewards is important
Mba i ob u 3.2 motivation and its applications
This document discusses various ways to motivate employees in the workplace, including through job design, alternative work arrangements, rewards, and recognition. It describes the job characteristics model which evaluates five core job dimensions: skill variety, task identity, task significance, autonomy, and feedback. Alternative work arrangements like flextime, job sharing and telecommuting are explored. Variable pay programs including piece-rate pay, bonuses and profit sharing are also summarized as motivational tools. The importance of intrinsic rewards through recognition programs and flexible benefits is highlighted. Managerial implications focus on recognizing individual differences, using goals/feedback, allowing participation, linking rewards to performance, and ensuring equity.
HRM comp n ben.pdf
The document discusses compensation and total rewards. It defines compensation as the total payments provided to employees in exchange for work performed, including pay, incentives, and benefits. Total rewards refers to all aspects of an employee's work experience, including compensation, benefits, work environment, career development opportunities, and recognition. The purpose of a total rewards approach is to attract, motivate, and retain talented staff through an effective compensation strategy.
6. create feedback loops
The document discusses feedback loops and how they can be used to build good habits and moderate bad habits. It provides examples of feedback loops in various systems like a car's speedometer, the body, bank accounts, and social media. It emphasizes setting up automatic measurements, making relevant comparisons to goals, and enabling quick adjustments to behavior in order to create effective feedback loops that can guide self-improvement. The key takeaways are that feedback loops are essential for any system or habits to work, they require proactive measurement and monitoring, and enabling fast adaptation is important for the feedback to shape new behaviors.
Final presentation
The document discusses an offseason training program implemented by the Women's Basketball team at Saint Mary's University. The 8-week program was designed to make efficient use of the athletes' limited time in the offseason. An evaluation of the program aims to determine its effects on the athletes and whether the desired results were achieved. This will help improve the program for future years and potentially give the team a competitive advantage.
Incentive Pay
Incentive pay is a critical aspect of variable pay. Employee compensation mainly depends on Fixed and variable pay portion.
Continuos Quality Mx.ppt
This document provides an overview of continuous quality improvement (CQI) and how it can be applied to professional development activities. It introduces CQI and the Plan-Do-Study-Act (PDSA) cycle. Key aspects covered include using data to establish performance standards and measures, analyzing data to report progress, and making improvements. The upcoming self-assessment survey is intended to evaluate professional development and identify areas for a PDSA cycle to optimize activities using CQI principles.
Dr. Tafline Murnane & Dr. Stuart Reid - Practical Approaches to Motivating Te...
EuroSTAR Software Testing Conference 2011 presentation on Practical Approaches to Motivating Testers by Dr. Tafline Murnane & Dr. Stuart Reid . See more at conferences.eurostarsoftwaretesting.com/past-presentations/
CFBSA PowerPoint Presentation FINAL VERSION
The document outlines several potential frameworks for evaluating the Community Food Bank of Southern Arizona's feed the line programs and tracking outcomes over the long term. It discusses applying the RE-AIM framework which focuses on reach, effectiveness, adoption, implementation and maintenance. It also discusses a results-based accountability approach which starts with defining desired outcomes and works backward to identify programs and measures. Both approaches emphasize using data to drive decision making and involve partners. The document does not recommend one framework over the other.
Compensation and benefits
Compensation plays an important role in attracting and retaining employees while ensuring optimal performance. It includes direct compensation like wages and salaries as well as indirect compensation like benefits. Equity theory and expectancy theory provide frameworks for understanding what motivates employees regarding compensation. Compensation approaches include job-based systems that consider the position as well as individual skill/knowledge-based systems that consider the person. Key decisions involve balancing fixed vs variable pay and using individual vs team-based incentives.
Chapeter 6 appraising and rewarding performance
Chapeter 6 appraising and rewarding performanceSan Antonio de Padua - Center for Alternative Mathematics
This document discusses performance appraisal and reward systems. It provides learning objectives about understanding the role of money as a motivator and examines behavioral considerations in performance evaluations. It describes characteristics of effective feedback programs and the process of attribution. It discusses linking pay to performance through profit sharing, gain sharing and skill-based programs. The document provides an overview of different components of a complete reward program and discusses economic incentive systems for motivating employees.Reward system - motivation
Organizational behavior
Motivation
reward system
performance implication of reward system
financial reward system
non financial reward system
Learning
1. Learning is a relatively permanent change in behavior or knowledge that results from experience or practice. There are three main types of learning: classical conditioning, operant conditioning, and social learning.
2. Operant conditioning involves modifying behavior through positive or negative consequences. Reinforcement increases the likelihood of behaviors occurring again in the future, while punishment decreases behaviors.
3. Social learning occurs through observation and imitation of others. Managers can influence behavior and performance through controlling environmental factors and consequences.
Training and learning in Organisational Psychology
- Industrial/organizational psychology applies psychological principles to business problems like hiring, training, and management. I/O psychologists help improve company performance through practices like training programs.
- Effective training includes all employees, teaches new skills related to performance, and can result in increased productivity and satisfaction. Training methods include orientation, on-the-job, and technical training.
- Learning is the acquisition of knowledge through experience and being taught. Learning principles that maximize efficiency include knowledge of results, distributed practice, transfer of training, motivation, and part vs. whole training.
Similar to Individual vs group incentives (20)
Dr. Tafline Murnane & Dr. Stuart Reid - Practical Approaches to Motivating Te...
Dr. Tafline Murnane & Dr. Stuart Reid - Practical Approaches to Motivating Te...
Training and learning in Organisational Psychology
Training and learning in Organisational Psychology
More from Sandeep Raghuwanshi
Cost Per Minute mind map
This document discusses key metrics and operational aspects of a factory. It covers topics such as cost per minute, operating costs, efficiency metrics like line, factory and operator efficiency. It also covers manpower costs, overhead costs, man-machine ratio, industrial engineering quality, floaters, skill levels, hiring process, training programs, motivation levels, remuneration, work environment, grievance handling, line balancing, reduction of idle and downtime, style changeover time, performance incentives, health and safety, maintenance efficiency, productive versus non-productive idle time, skill gaps, absenteeism, attrition, skill inventory, energy efficiency, working capital, depreciation, consumables and more.
Design of a simple performance based approval system
The document proposes a simple performance-based incentive system where 65% of efficiency gains above breakeven are shared with operating and non-operating employees, with 45% going to operators and 20% to non-operators such as line supervisors, quality checkers, industrial engineers, mechanics, and managers. The remaining 35% of gains are retained by the employer. The incentive system is designed to distribute gains from improved performance across employee groups.
Understanding grievance
This document discusses employee grievances and what leads to them. It provides data from a case study of a garment factory where the most common grievances were related to seating/tables, the dispensary, lighting, and transport/bus facilities. By department, the highest percentage of workers having grievances was in Department 1, and employees in Department 2 on average had the most complaints per month. The document also lists what employees generally want, such as respect, equality, safety, communication, and financial rewards.
Handling grievance
This document outlines a grievance handling procedure and case study. It describes the typical flow of a grievance process from employee raising it to following up on resolution. Key components of grievance handling include preventative actions, tracking resolutions, escalation protocols, and corrective measures. A case study shows improvements in informed leave, absenteeism, and attrition rates after implementing an effective grievance handling process.
Skill matrix
The document discusses tools for managing skill gaps in the workplace. It describes skill matrix/inventory as a record of employees' past performance on various tasks, typically shown as efficiency percentages. Maintaining up-to-date skill matrix records allows management to efficiently select employees for tasks and plan operations based on skill levels. Advanced tools now use sensors and real-time data to automatically monitor performance and update skill matrix information.
Managing skill gaps
The document discusses managing skill gaps in the workplace. It addresses skill gaps due to absenteeism, attrition, and new requirements. For absenteeism, it recommends advance notification, RFID attendance tracking, and predicting line-wise gaps. For attrition, it suggests culture changes for informed departures, reasonable notice periods, and incentives. And for new requirements, it advises preparing skill requirements early, mapping them to employee skills, and maintaining a skill development plan.
Addressinng skill gaps
Skill gaps in employees can arise for various reasons and need to be addressed properly. Organizations should plan for floaters based on the absenteeism rate, provide preparatory training to floaters, and ensure the training department gives preparatory training according to skill requirements and new skills training. Inline trainers also help by actively monitoring individual worker performance, providing targeted training on the production floor, and facilitating incremental and minor improvements.
Reasons for skill gaps
Skill gaps within an organization can arise due to unplanned absenteeism, uninformed attrition, or new skill requirements. The LOOP Initiative provides a framework for understanding, managing, and addressing skill gaps through three steps: understanding the reasons for skill gaps, managing existing skill gaps, and addressing future skill gaps. The training module aims to help organizations effectively deal with changing skill needs.
Solid Waste Management Definitions
This document defines key terms related to solid waste management. It provides definitions for over 30 terms including biodegradable waste, composting, disposal, handling, incineration, landfilling, materials recovery, processing, recycling, segregation, transportation, and treatment. The definitions cover waste types, processes, facilities, roles, and concepts important for managing solid waste in an environmentally sound manner.
More from Sandeep Raghuwanshi (9)
Design of a simple performance based approval system
Design of a simple performance based approval system
Recently uploaded
The Python for beginners. This is an advance computer language.
Python language is very important language at this time. we can easily understand this language by these notes.
2008 BUILDING CONSTRUCTION Illustrated - Ching Chapter 02 The Building.pdf
2008 BUILDING CONSTRUCTION Illustrated - Ching Chapter 02 The Building
Literature Review Basics and Understanding Reference Management.pptx
Three-day training on academic research focuses on analytical tools at United Technical College, supported by the University Grant Commission, Nepal. 24-26 May 2024
Harnessing WebAssembly for Real-time Stateless Streaming Pipelines
Traditionally, dealing with real-time data pipelines has involved significant overhead, even for straightforward tasks like data transformation or masking. However, in this talk, we’ll venture into the dynamic realm of WebAssembly (WASM) and discover how it can revolutionize the creation of stateless streaming pipelines within a Kafka (Redpanda) broker. These pipelines are adept at managing low-latency, high-data-volume scenarios.
官方认证美国密歇根州立大学毕业证学位证书原版一模一样
原版一模一样【微信：741003700 】【美国密歇根州立大学毕业证学位证书】【微信：741003700 】学位证，留信认证（真实可查，永久存档）offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原海外各大学 Bachelor Diploma degree, Master Degree Diploma
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Recycled Concrete Aggregate in Construction Part III
Using recycled concrete aggregates (RCA) for pavements is crucial to achieving sustainability. Implementing RCA for new pavement can minimize carbon footprint, conserve natural resources, reduce harmful emissions, and lower life cycle costs. Compared to natural aggregate (NA), RCA pavement has fewer comprehensive studies and sustainability assessments.
22CYT12-Unit-V-E Waste and its Management.ppt
Introduction- e - waste – definition - sources of e-waste– hazardous substances in e-waste - effects of e-waste on environment and human health- need for e-waste management– e-waste handling rules - waste minimization techniques for managing e-waste – recycling of e-waste - disposal treatment methods of e- waste – mechanism of extraction of precious metal from leaching solution-global Scenario of E-waste – E-waste in India- case studies.
Recycled Concrete Aggregate in Construction Part II
Using recycled concrete aggregates (RCA) for pavements is crucial to achieving sustainability. Implementing RCA for new pavement can minimize carbon footprint, conserve natural resources, reduce harmful emissions, and lower life cycle costs. Compared to natural aggregate (NA), RCA pavement has fewer comprehensive studies and sustainability assessments.
ISPM 15 Heat Treated Wood Stamps and why your shipping must have one
For International shipping and maritime laws all wood must contain the ISPM 15 Stamp. Here is how and why.
International Conference on NLP, Artificial Intelligence, Machine Learning an...
International Conference on NLP, Artificial Intelligence, Machine Learning and Applications (NLAIM 2024) offers a premier global platform for exchanging insights and findings in the theory, methodology, and applications of NLP, Artificial Intelligence, Machine Learning, and their applications. The conference seeks substantial contributions across all key domains of NLP, Artificial Intelligence, Machine Learning, and their practical applications, aiming to foster both theoretical advancements and real-world implementations. With a focus on facilitating collaboration between researchers and practitioners from academia and industry, the conference serves as a nexus for sharing the latest developments in the field.
5214-1693458878915-Unit 6 2023 to 2024 academic year assignment (AutoRecovere...
Bigdata of technology
Unit-III-ELECTROCHEMICAL STORAGE DEVICES.ppt
Batteries -Introduction – Types of Batteries – discharging and charging of battery - characteristics of battery –battery rating- various tests on battery- – Primary battery: silver button cell- Secondary battery :Ni-Cd battery-modern battery: lithium ion battery-maintenance of batteries-choices of batteries for electric vehicle applications.
Fuel Cells: Introduction- importance and classification of fuel cells - description, principle, components, applications of fuel cells: H2-O2 fuel cell, alkaline fuel cell, molten carbonate fuel cell and direct methanol fuel cells.
CHINA’S GEO-ECONOMIC OUTREACH IN CENTRAL ASIAN COUNTRIES AND FUTURE PROSPECT
The rivalry between prominent international actors for dominance over Central Asia's hydrocarbon
reserves and the ancient silk trade route, along with China's diplomatic endeavours in the area, has been
referred to as the "New Great Game." This research centres on the power struggle, considering
geopolitical, geostrategic, and geoeconomic variables. Topics including trade, political hegemony, oil
politics, and conventional and nontraditional security are all explored and explained by the researcher.
Using Mackinder's Heartland, Spykman Rimland, and Hegemonic Stability theories, examines China's role
in Central Asia. This study adheres to the empirical epistemological method and has taken care of
objectivity. This study analyze primary and secondary research documents critically to elaborate role of
china’s geo economic outreach in central Asian countries and its future prospect. China is thriving in trade,
pipeline politics, and winning states, according to this study, thanks to important instruments like the
Shanghai Cooperation Organisation and the Belt and Road Economic Initiative. According to this study,
China is seeing significant success in commerce, pipeline politics, and gaining influence on other
governments. This success may be attributed to the effective utilisation of key tools such as the Shanghai
Cooperation Organisation and the Belt and Road Economic Initiative.
Optimizing Gradle Builds - Gradle DPE Tour Berlin 2024
Sinan from the Delivery Hero mobile infrastructure engineering team shares a deep dive into performance acceleration with Gradle build cache optimizations. Sinan shares their journey into solving complex build-cache problems that affect Gradle builds. By understanding the challenges and solutions found in our journey, we aim to demonstrate the possibilities for faster builds. The case study reveals how overlapping outputs and cache misconfigurations led to significant increases in build times, especially as the project scaled up with numerous modules using Paparazzi tests. The journey from diagnosing to defeating cache issues offers invaluable lessons on maintaining cache integrity without sacrificing functionality.
Casting-Defect-inSlab continuous casting.pdf
Casting-Defect-inSlab continuous casting. Casting-Defect-inSlab continuous casting. Casting-Defect-inSlab continuous casting. Casting-Defect-inSlab continuous casting. Casting-Defect-inSlab continuous casting. Casting-Defect-inSlab continuous casting. Casting-Defect-inSlab continuous casting. Casting-Defect-inSlab continuous casting
KuberTENes Birthday Bash Guadalajara - K8sGPT first impressions
K8sGPT is a tool that analyzes and diagnoses Kubernetes clusters. This presentation was used to share the requirements and dependencies to deploy K8sGPT in a local environment.
Electric vehicle and photovoltaic advanced roles in enhancing the financial p...
Climate change's impact on the planet forced the United Nations and governments to promote green energies and electric transportation. The deployments of photovoltaic (PV) and electric vehicle (EV) systems gained stronger momentum due to their numerous advantages over fossil fuel types. The advantages go beyond sustainability to reach financial support and stability. The work in this paper introduces the hybrid system between PV and EV to support industrial and commercial plants. This paper covers the theoretical framework of the proposed hybrid system including the required equation to complete the cost analysis when PV and EV are present. In addition, the proposed design diagram which sets the priorities and requirements of the system is presented. The proposed approach allows setup to advance their power stability, especially during power outages. The presented information supports researchers and plant owners to complete the necessary analysis while promoting the deployment of clean energy. The result of a case study that represents a dairy milk farmer supports the theoretical works and highlights its advanced benefits to existing plants. The short return on investment of the proposed approach supports the paper's novelty approach for the sustainable electrical system. In addition, the proposed system allows for an isolated power setup without the need for a transmission line which enhances the safety of the electrical network
Recently uploaded (20)
The Python for beginners. This is an advance computer language.
The Python for beginners. This is an advance computer language.
2008 BUILDING CONSTRUCTION Illustrated - Ching Chapter 02 The Building.pdf
2008 BUILDING CONSTRUCTION Illustrated - Ching Chapter 02 The Building.pdf
Literature Review Basics and Understanding Reference Management.pptx
Literature Review Basics and Understanding Reference Management.pptx
Harnessing WebAssembly for Real-time Stateless Streaming Pipelines
Harnessing WebAssembly for Real-time Stateless Streaming Pipelines
Recycled Concrete Aggregate in Construction Part III
Recycled Concrete Aggregate in Construction Part III
Recycled Concrete Aggregate in Construction Part II
Recycled Concrete Aggregate in Construction Part II
ISPM 15 Heat Treated Wood Stamps and why your shipping must have one
ISPM 15 Heat Treated Wood Stamps and why your shipping must have one
Generative AI leverages algorithms to create various forms of content
Generative AI leverages algorithms to create various forms of content
International Conference on NLP, Artificial Intelligence, Machine Learning an...
International Conference on NLP, Artificial Intelligence, Machine Learning an...
5214-1693458878915-Unit 6 2023 to 2024 academic year assignment (AutoRecovere...
5214-1693458878915-Unit 6 2023 to 2024 academic year assignment (AutoRecovere...
CHINA’S GEO-ECONOMIC OUTREACH IN CENTRAL ASIAN COUNTRIES AND FUTURE PROSPECT
CHINA’S GEO-ECONOMIC OUTREACH IN CENTRAL ASIAN COUNTRIES AND FUTURE PROSPECT
Optimizing Gradle Builds - Gradle DPE Tour Berlin 2024
Optimizing Gradle Builds - Gradle DPE Tour Berlin 2024
KuberTENes Birthday Bash Guadalajara - K8sGPT first impressions
KuberTENes Birthday Bash Guadalajara - K8sGPT first impressions
Electric vehicle and photovoltaic advanced roles in enhancing the financial p...
Electric vehicle and photovoltaic advanced roles in enhancing the financial p...
Individual vs group incentives
- 1. Individual vs Group Incentive Systems The LOOP Initiative
- 3. Individual Incentive system – Pros & Cons Pros • Based on individual target • Direct impact on individual motivation Cons • Challenges with individual performance evaluation • Discourages effective teamwork • Revenue impact not directly observed
- 5. Group Incentives – Pros & Cons Pros • Easier to conduct performance evaluation • Encourages effective teamwork • Revenue impact directly observed Cons • Based on group target • Indirect impact on individual motivation
- 6. Blending Individual and Group Incentive Systems
- 7. Common practices of blended system Uniform policy for entire factory Linked with line/departmental KPIs Weekly or Fortnightly incentive payouts Balance between efforts put-in and results achieved
- 8. Thank you Trainer: Sandeep Raghuwanshi