Confirmation and assessment of KPI indicators for operators and maintenance staff by the production unit
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Previously, our company asked employees to fill in several performance indicators on their own; after approval, those indicators were used to score their performance at the end of the year, accounting for 40% of the total score, while direct supervisors and managers accounted for the remaining 60%. Because performance evaluation, as part of performance management, should not be solely result-oriented; it should also pay attention to the process. One should not focus only on what is done at the present moment, but also consider its impact on the individual development goals of employees. Employee performance should not merely reflect the results of their work, but also their own expectations regarding that work, as well as the guidance and support they need. From this perspective, assessment criteria cannot be one-size-fits-all, as everyone has different plans for their career. Dear colleagues from refineries or processing plants, does your facility implement performance management for its operators? How are performance evaluation indicators determined, and what are they generally? Finally, how is the evaluation carried out?
Performance evaluation is an effective management tool that sets indicators based on the specific circumstances of the enterprise.
Well, considering our country’s situation, it’s the leaders who decide everything. Hehe, you know what I mean; it’s not very useful
What was said on the 3rd floor is correct; it mainly concerns the leaders~~~
KPIs are themselves quantitative evaluation indicators; things like the expected impact on the future are too vague to be evaluated, which means that scoring remains based on subjective human judgment； It is recommended to adopt a results-oriented approach: consider factors such as safety, quality, and training output. For example, a target of having fewer than a certain number of safety incidents per year, a quality compliance rate of over 90% for individual tasks as the full score, and participating in 10 or more training sessions inside and outside the department per year as the full score, and so on. This connects superiors and subordinates, quantifies results, and reduces human intervention. The above is for reference only.
For the assessment of operators, quantitative indicators should be used as much as possible. Quantifiable metrics, in turn, vary depending on the device, resulting in different indicators. For example, the indicators that can be used to evaluate production equipment include output volume, energy consumption, material consumption, unit consumption, yield, quality compliance rate, operational stability rate, compliance rate with process specifications, and inspection pass rate, among others. For production auxiliary equipment such as circulating water systems and boiler systems, which are part of the utility infrastructure, indicators like unit cost, unit consumption, and energy consumption can be used for evaluation. As for production support workshops, such as those involved in maintenance and testing, evaluation can be based on the amount of work performed; for instance, fixed prices per sample taken or per calibration task can be set, with the workload determined by the number of such tasks carried out. Ultimately, a KPI table is created based on different weights, which is then used for evaluation.
We have been running this thing for a few years now, and it still seems to be having issues with printing images. Many things are difficult to quantify; if evaluation is based solely on hard metrics such as material consumption, it will lead to problems with team cohesion. Management likes this kind of thing, but the work teams don’t want to attach too much importance to it; otherwise, employees with lower skills and older age may develop resistance.