Performance management and incentive design for Rubber Moulding Units: paying for good parts and steady cure
Per press or per piece pay can push operators to overload presses and cut cure time. A fair scheme rewards good parts, steady cure and clean changes, not only speed.
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Share your requirementsWhy performance management and incentive design matters in rubber moulding units
When pay follows pieces, operators run several presses, shorten the cure and skip the check. The first weeks look productive, then rejects and customer complaints arrive. Fitters who clean a mould well and save time earn nothing extra. Deflashers are paid for count, so flash is left on, and the customer sorts it out. The operator who stops a press for a doubt is slower, and so poorer, than the one who ignores it.
Good looks like a small number of measures per crew: good parts, rejects, cure time kept and mould change time. Pay combines a base with a group incentive on good parts. Deflashers are paid on parts passed by the inspector. Operators who stop for a real doubt are not penalised. The crew sees its numbers each week and talks about causes.
How to set it up
1. Choose four measures
Good parts, rejects, cure time kept, mould change time. Read them from shift sheets and the inspector's record, so no new paperwork is needed.
2. Set a baseline from the last quarter
Use real data by press group and shift from your own records. Do not borrow targets from another unit.
3. Pay on good parts, not count
Make the group incentive depend on parts that pass. Pay deflashers on parts passed. See performance management and incentive design for ways to structure it.
4. Protect the stop for a doubt
Write that a press stopped for a real quality or safety doubt is not counted against the crew. The supervisor records the reason.
5. Review weekly with the crew
Ten minutes with the sheet and the crew. Ask what slowed them. Fix material, mould and maintenance causes first.
Check these first
Before changing anything, find out what is true today. These take an afternoon and use your own records.
- Compare reject rates between operators who run one press and those who run several.
- Read cure time records for signs of shortened cycles.
- Count deflashed parts returned by the customer last quarter.
- Check how many stops for doubt were recorded and what happened.
GullyHR can do this with you. Read how we approach performance management and incentive design in general, or share your requirements and we will tell you where to start.
Questions owners ask
Do not pay for count alone. Pay on good parts, sample cure at fixed times, and show the cost of a spoiled batch. Explain why the time is set and let operators raise a doubt safely.
Often yes, because output depends on press, mould, compound and fitter together. Keep an individual measure for fitters, such as clean change time.
Pay them on parts passed by the inspector with a clear standard. Give them a sample of a good part and a bad part at the table, so there is no guessing.