Performance management for Blow Moulding Units: measures that fit weight, wall and leak checks
Blow moulding output looks good until a customer returns bottles for leaks or weight. Performance management here means clear numbers per line, checks done on time, and fair feedback to the people who run it.
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Share your requirementsWhy performance management matters in blow moulding units
Most units judge operators by how many pieces they pack. The checks that matter, weight, wall thickness, neck finish and leak, depend on habit. One operator weighs every thirty minutes. Another weighs when the supervisor walks by. Defects are counted only when the customer complains. A good operator and a careless one earn the same, and the careless one is not told what to do differently.
Good practice picks three or four measures per line: checks done on time, rejects found before packing, weight within range and rework hours. These are posted by shift and reviewed weekly with the team. Feedback is given close to the event and recorded. Operators who keep checks tidy are recognised, and those who struggle get a talk and help before it becomes a warning. The setter and supervisor are measured too.
How to set it up
1. Choose a few measures per line
Pick items the team can influence: weight checks done at the set interval, leak rejects found at the line, and trim rework. Keep to four or fewer, and write the target in plain words.
2. Record checks on a sheet at the line
A simple sheet with time, weight and initials. A blank gap shows a missed check. The supervisor reads it at the end of the shift and signs.
3. Post results by shift and review weekly
Show the numbers on a board and talk about them for ten minutes each week. Ask what got in the way. Compare shifts as a way to share good habits, not to blame.
4. Give feedback in the week it happens
A short talk at the line, with the sheet. Praise a clean sheet and discuss a gap. Record the points in the operator's file so the annual review is no surprise. See performance management.
5. Include setters and supervisors in the measures
Their measure can be the total of rejects reaching packing and the time lost on changeovers. If only operators are measured, they feel it is unfair.
Check these first
Before changing anything, find out what is true today. These take an afternoon and use your own records.
- Count the weight and leak checks recorded last shift against the number due.
- Compare reject counts on day and night shift for the same mould.
- Ask an operator what number they are expected to hit on weight and how they know.
- Check when your last warning or recognition was recorded on a person's file.
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
Rate them on rejects caught at the line, not on rejects created. If operators are punished for finding faults, they will stop reporting them. Count caught faults as a good sign and track faults that reach the customer.
A brief monthly talk and a fuller review once or twice a year work for most units. The monthly talk keeps points short and fresh. The longer review covers growth, pay and what the person wants next.
Yes, if the measure is clear and the team can influence it. Keep it simple, such as customer returns for a line over a quarter. Avoid bonuses that reward hiding faults or skipping checks to hit a number.