Performance Analysis of Printing Production Work
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Work performance analysis in print production is the focus of printing enterprise production and performance management. The performance evaluation analysis of print production based on the capability model is a more performance-based model with more analytical value and wide application.
First, Performance evaluation model
At present, the job performance evaluation model commonly used by printing companies is a performance-oriented evaluation model. The core of management lies in the real-time job performance evaluation, that is, focusing on the current work performance and the value of printing production (production capacity) or the quality of printing achieved. The reinforcements used are mainly subsidies and penalties.
In recent years, with the development and maturity of the capacity model (C o m p e t e n c y m o d e l ), work analysis and performance management based on the capability model have gradually been valued by various industries, resulting in a new model of capacity-oriented performance evaluation. Capacity-oriented performance appraisal, pay more attention to how to improve work performance, and quantitatively evaluate the characteristics of work ability that were not valued or difficult to grasp in the past. The core of management is work skill, and work skill is regarded as performance itself, not just as A means of achieving performance. Therefore, competency-oriented performance management focuses on future performance and emphasizes development.
Second, the composite performance evaluation
Due to the emergence of the new model, the most ideal performance evaluation system for printing companies should be a composite performance evaluation combining performance orientation and capability orientation. How to achieve the balance of the two orientations in this composite system depends on the nature of the work of the print job and the development stage of the printing enterprise. The usual setting is 60% to 90% of performance-based assessment indicators, and 10% to 40% of capacity-based assessment indicators. From the professional qualification level of printing operators - junior, middle and senior workers, technicians, senior technicians, the ability-oriented evaluation indicators from low to high; from the development stage of printing enterprises, enterprises from the start-up period, growth period to maturity, stable period, performance The guidance measure is from low to high.
Of course, in some extreme cases, it may be that the capacity-oriented assessment indicator will account for more than 50% or even higher to strengthen job skills training. Such situations include: The performance evaluation criteria that have been consistently performed by some printing companies are generally perceived as unfair by the printing operators; or most of the first-line printers are evaluated as being inferior in performance and thus difficult to quantify; There are bureaucratic phenomena in management, “egasperism” or inaction, and so on. At this time, the ability-oriented performance evaluation can be strengthened, and the work style can be changed as soon as possible, and the passive state can be transformed to transition to the normal performance state as soon as possible.
Third, the development of composite performance evaluation steps
Since both the performance-oriented and competency-oriented performance evaluation parts of the composite performance evaluation system can be quantitatively evaluated, and both have feasible evaluation criteria, the two indicators are summed at a certain ratio to obtain the final result of the composite performance evaluation. Quantitative indicators. At present, printing companies have detailed calculation methods when paying compensation. This is a typical performance-oriented evaluation model, which is relatively mature and widely practiced. Therefore, this article will not elaborate on this, and only discusses the steps to establish the capability-oriented performance evaluation part.
1. Ability to determine the performance of print production work
The ability of the printer to obtain excellent job performance at present or in the future can be based on the ability model to conduct job analysis of the print job, determine job specifications, establish a print job capability model, and form a Print Personnel (Capability) Manual. The author has previously conducted a job analysis of a print job for a familiar printing company, researched and summarized the key job description and capability characteristics, and finally formed nine key work task modules and thirteen core capability feature descriptions. Table 1 shows the matching capability feature table corresponding to the joint operation module.
2. Assessment of capacity performance indicators
First of all, for the "Handbook of Jobs" and other documents, it is necessary to widely publicize and organize specialized training in the enterprise, so that the ability concept and capability model are deeply rooted and recognized. In the evaluation of the printing staff's ability performance indicators, the direct supervisor or other full-time management personnel of the production personnel shall be responsible for the assessment, and the training of the capability model theory shall be carried out in advance to grasp the evaluation principles and skills. See Table 2 for specific evaluation operations. The table lists thirteen competency elements and corresponding work task modules. Because the assessment operator is familiar with the Job Manual and combines the performance of the evaluation object, the corresponding evaluation level is given.
3. Comprehensive evaluation of job performance
After the quantitative assessment of the competency-oriented performance evaluation part of the composite performance appraisal system, the performance-oriented performance appraisal part can usually be quantified through various production appraisal indicators. Specific assessment indicators such as: production achievement rate, production efficiency, on-time delivery rate, product quality qualification rate, product return rate, paper consumption compliance rate, working hour standard achievement rate, production cost per thousand printed sheets, production safety accident thousand The injury rate and so on. Finally, the quantitative data of the two aspects are summarized according to the corresponding proportions, which is the result of the overall work performance evaluation. Of course, the application of the evaluation results and the salary calculation of each enterprise can be specifically formulated according to their own circumstances.