操作工保留程序Retenton program.pptx

Operator Retention Program(操作工保留程序）; China is changing… Golden week!; Project background（项目背景）;Positive actions 积极行为;Project mission 项目任务;Plan A – Operator certificate program 计划A-操作工论证程序;Plan A -Operator certificate program;Plan B - Experience and long term service pay scale 计划B-按经历与工龄付薪;Cost analysis of DL retention program 直接操作员保留项目的成本分析;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Phase 1 – planning 阶段1-计划 Team 1 – Operators certificate program, lead by Winnie Cui and one site Ops manager 团队1-操作工论证项目由Winnie Cui 与一名现场操作经理组成 Team 2 – Long year service incentive, lead by Ronald Ho and one site Ops manager 团队2-长期服务刺激计划由Ronald Ho 与一名现场操作经理组成 b) Provide the plan proposal to committee – Oct/14th Cost analysis – support from finance 成本分析-由财务支持 KPI – Turn over rate, labour content and scrap rate KPI指标-流失率、员工满意度与废品率 Present to top management and get approval – Oct/21st 10月21日提交最高经理批准 Phase 2 - plan implementation 阶段2-实施 Implementation detail 实施细节 Documentation 文件 Top management and site management commitment 最高经理与现场管理者参与 Assessment criteria and processes 标准与过程的评估 Communicate to all employee 与所有员工沟通 Implementation time line 实施时间表 Suzhou – Mar/13 Tianjin – Apr/13 Shenzhen – Apr/13 Phase 3 – Plan review and optimization – FY2013 year end, we think the effect should be happened after 6 months plan implementation 阶段3：计划检查与优化（2013年底），我们觉得在计划完成的6个月后会产生效果;KPI tracking KPI指标追踪;DL retention plan – Key points to take away 抛开关键点 1) It is a long term DL development program, not just wage increase. 是一项长期的直接操作工的开发项目，不仅仅是工资增加， 2) DL rated by different levels by skill/competency. 直接员工的评估是通过具备不同水平技能来认定 3) Reduce OT but keep similar income. 减少加班但保持相等的收入 4) DL sells their skill, not time. 直接??工付出的是技能，而不是时间 5) Site management can adjust DL distribution matrix and wage matrix to meet their business objectives. 现场管理者可以调整直接员工的分布模式与工资模式来符合公司的业务目标。 Saving (based on 80