操作工保留程序Retentonprogram

1、Operator Retention Program(操作工保留程序） China is changing Golden week! Project background（项目背景） EICC requirement（电子行业行为准则要求） Need to meet EICC OT reduction requirement, from 110 hrs to 80 hrs/month in FY13. Then, we need to reduce to 60 hrs/month in FY14 and 40 hrs/month in FY15 (tentative). 需要符合EICC加班降

2、低要求，2013年从110小时降到80小时/月。因此，2014年必须下降到60个时/月，2015年降到40个小时/月（假设这么做） Current DL operators turnover rate is very high.（目前直接员工的流失率非常高）The main reason for DL leaving us is income to the pocket is less and business scale down (NSZ case). Also, they do not find any career future working in here.（直接员工离开公司的主要

3、原因是收入低于市场薪资标准，在这里工作也找不到任何职业方向。）We need to stabilize our DL to meet delivery schedule and improve productivity. （我们需要稳定直接员工来满足交货期与提高生产效率） So, we have this operator retention program （因此，我们就出台了这份操作工保留程序）Positive actions 积极行为积极行为Control points 控制要点控制要点OT Improvement（操作工提升）（操作工提升）1) Weekly MRP meeting c

4、haired by materials planning dept to plan people and capacity and it is thoroughly communicated with other departments, like production and HR. Therefore, we can prepare in advanced.（每周MRP会议由物料计划部门与其它部门沟通后计划人员与产能，比如生产与HR部。为此，我们才能提前准备。）2) Use “computer system” to record and control OT hours of an emp

5、loyee.（用电脑系统记录与控制员工加班时间）3) Disciplinary actions to the managers if repeated finding OT in-compliance in his/her department, including financial penalty (bonus deduction).如果发现重复加班不服从的部门可以对经理进行训诫，包括财务罚金。1) Operator retention program. （操作员保留程序）2) Multi-skill level training for operators.（为操作工提供多技能培训）3)

6、 Use different type of bonus, like quality bonus, efficient bonus, output bonus and Kaizen bonus to encourage all employee. 利用不同类型的奖金激励员工，如品质奖、效率奖，超产奖与经营改善奖1) Use outsourcing and temp agency workers. （使用外部资源与临时员工）1) Pay OT according to government labor law and all OT are voluntary. Employee will sig

7、n an “OT application from” with manager approval if they are requested to work OT. 按照劳动法给支付加班费，并且所有操作员工是是自愿的。对于需要加班的操作员工，员工填写“加班申请表”由经理批准。1) Communicate to all employee about OT labour law. 与所有员工沟通按劳动法加班2) Encourage employee to use more spare time for further study and upgrade themselves through con

8、tinuous learning. 鼓励员工利用空闲时间持续学习与提升自己3) Increase income by skill, not by time. 用技能增加收入，而不是用加班4) Get part time job policy done so employee understand they can work part time in other organization under certain criteria. 制定兼职政策，让员工知道在一定条件下可以在别的组织从事兼职工作5) Company support fund for outside training cours

9、es 由公司提供资金进行外部培训Employee Communication 员工沟通员工沟通Productivity improvement 效率提升效率提升1)Through Lean deployment to reduce number of operators for same processes. 对于相同的工艺通过工艺改善来降低操作工人数2) Rework/sorting reduction.重订或分类降低 3) Automation to replace manual assembly. 用自动化代替手工操作4) Shift hand over short meeting so

10、 technical people can pass their job to next shift. 转变手工传递时间，让技术人员能通过工作来转换Project mission 项目任务q To reduce turn over rate by 通过下面降低流失率 Q2 20% of Q1 TO Q3 25% of Q1 TO Q4 30% of Q1 TOAfter the plan implemented. 完成计划之后q To move up our DL skill to next level and stay longer with us. 提升直接员工的技能到更高水平来留住他们P

11、lan A Operator certificate program 计划A-操作工论证程序1.Separate our DL to level 1, 2 and 3, depending on their skill and ability. 依据他们的技能与能力按1级、2级、3级水平区分直接员工 Level 1 entry level, just pay minimum salary 1级-初级水平，只支付最低薪资 Level 2 Intermediate level, better skill and ability, pay 10% higher 2级-中级水平，具有较好的技能与能力，

12、按高于1级10%支付薪资 Level 3 High level, can be the trainer of level 1 and level 2 Ops, have special skill set. Pay 5% higher than level 2 3级-高级水平，能培训1级与2级操作工，具专业技能，按高于2级5%支付薪资 Technical operators can do technical work, like machine adjustment and regular maintenance. Pay between Technician and level 3 DL.

13、技工-能从事技术工作，像机器调置与保养，按技术员与3级水平之间的薪资支付1.If new DL has required skill, their entry point can be level 2. 如果一位新员工具备所需技能，直接进入2级水平1.Set up HR system to record different levels of DL and their test result, promotion date etc. 建立HR系统以记录直接操作工的技能水平、工作结果与晋升日期等事项Pay scale % matrixPeriodLevel 1Level 2Level 3Tech

14、 DLNew hire DL 0.5 yr and 1 yr105%116%121%133%1 yr and 3 yr and 5 Yr120%132%139%152%100% - minimum salary of the locationPlan A -Operator certificate program What we need to do? 我们需要做什么？ Transparent to all DL the plan, 对所有直接操作工公开计划v Print the process in employee handbook 在员工手册里写入计划过程v Explain to all

15、 new employee in orientation 对全部有潜力的新员工作出解释v Stick poster on employee communication board 在员工沟通专栏张贴 How to assess the level 如何评估资格水平v Written test English, Mathematics, computer skill 笔试-英语、数学与计算机技能v On job assessment Product knowledge, QC technique, work instruction test and performance assessment

16、(yield, efficient and discipline record) 岗位考核：生产知识，检验知识，工作内容以及工作表现，工作表现包括产量，效率及违纪记录 Approval to go to next level recommended by shift leader, approved by supervisor, manager, HR manager and GM. 要想获得下一个水平的资格，由领班推荐，经部门主管/经理、HR经理与总经理批准即可。 What is the duration of the assessment in a period? 什么是持续评估期？v E

17、very month but individual assessment minimum 2 months interval. 每个月，但个人技能评估至少要间隔2个月 Team leader Winnie Cui + NTJ Operations manager 团队领导- Winnie Cui + NTJ 操作经理Level 1 Level 2Level 3Technical operatorsLine leader/QCMinimum Salary10% higher than Level 15% higher than level 210% higher than level 3Foll

18、ow IDL pay scaleEntry level new DLCan do critical stations and cell mfgTrainer, addition to have skill set of level 2Run auto-machines and simple adjustmentManage lines or QC inspectorPlan B - Experience and long term service pay scale计划B-按经历与工龄付薪 Pay employee slight different by year of service, sa

19、y 5 to 10% higher for 1, 3 and 5 years service, even though they are DL. 由于他们是直接操作工，可以按工龄的小差别支付工龄工资，按1、3、5年给5%-10%的比例。e.g.* All salary subject to management approval（所有工资由管理者批准）Pay DL higher if he/she has required skill set/experience in other company, say as level 2 （如果员工在其它的公司具备公司所需的技能与经历，可以支付更高的工

20、资，比如2级）What we need to do? 我们需要做什么？v Set up the plan 制订计划v Need to have an interview process 需要有一个面试过程v Local HR and Operations need to access the new DL to fit in the scale 公司HR与操作工需要一起对新员进行水平确认v Transparent to all DL the pay scale 对所有直接员工的支付标准要透明Team leader Ronald Ho + Ops manager in NSZ 团队领导者：由NS

21、Z的 Ronald Ho +生产经理 New comerAfter 6 months serviceAfter one Year Service After 3 Years ServiceAfter 5 Year serviceMin Salary5% higher than new comer at same level10% higher than new comer at same level15% higher than new comer at same level20% higher than new comer at same salaryCost analysis of DL retention program 直接操作员保留项目的成本分析NTJ pay scale based on new plan NTJ 支付标准是基于新计划NTJ DL retention plan NTJ 直接操作工保留计划Cost comparison (Mathematical Model) 成本比较（逻辑模式）DL retention plan implementation time line 直接操作员工计划实施时间表a) Team 1 Operators certificate program, lead by Wi