Performance management for Wiring Harness Makers: correct crimps and routing, not only speed
Crimp faults are invisible to the eye, and variant changes cause errors on the boards. Performance management here focuses on correct work and records, not only on speed.
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Share your requirementsWhy performance management matters in wiring harness makers
Board workers are measured by harnesses per hour. A worker who rushes a crimp or skips a pull check looks productive until the electrical test or the customer finds the fault. The line leader sees the speed and the quiet worker with fewer harnesses looks slow, even if their work never fails test.
Good performance management shows the whole picture. Each worker has a few measures: correct routing on variants, first-pass at test, crimp and pull check adherence, attendance and output. The line leader talks with each worker monthly about what the records show, and good work is recognised publicly, not only the fastest.
How to set it up
1. Pick four measures for board workers
Use output, first-pass at the electrical test, crimp and pull check adherence, and attendance. Make sure each can be traced to a worker or a small team.
2. Make test results traceable
Tag or log harnesses so a failed test can be traced to the board and worker. Without this, quality cannot be part of the measure.
3. Hold a monthly talk per worker
The line leader sits with each worker for ten minutes with the numbers and one example. Note one thing done well and one to improve.
4. Recognise correct work
Mention workers with the lowest fault rates at the line meeting, not only those with the highest output. Reward can be as simple as first choice of seat or shift.
5. Link to pay or grade carefully
Use performance management to link results to grade steps, with a clear rule that quality failures are not paid as output.
Check these first
Before changing anything, find out what is true today. Use your own records for a defined period and note gaps in the evidence. The review may take longer if records are incomplete or spread across teams.
- Count how many failed test harnesses can be traced to a board and worker.
- Compare output and first-pass rate for your five fastest workers.
- Check whether line leaders held monthly talks in the last quarter.
- Ask a worker what the line leader looks at when judging good work.
GullyHR can do this with you. Read how we approach performance management in general, or share your requirements and we will tell you where to start.
Questions owners ask
Use scheduled pull and crimp checks on samples from each worker, and record the results. The check is short and gives data that the eye cannot, and workers see the quality counts.
Yes, but with quality beside it. A target for harnesses per hour is fair if first-pass test results are also counted. Without that, speed alone will tempt people to cut corners.
Show them the records and coach on method. If the faults persist, adjust their target until quality improves. Make the expectation clear and check again in a few weeks.
We set up the interview and hiring process for wiring harness makers
Every business interviews, but few have a written process that works the same way for every role and every interviewer. GullyHR designs yours, from the role brief to the offer, trains your managers to run it, and can run it for you on the roles you hand us.