Performance management and incentive design for Rubber Hose Makers: catching faults before curing
A bad tube or braid shows only after curing. Measures and incentives should push checks to the stage where a fault is made, not to the hose that fails at the end.
Not sure what you need? Tell us about your business in six short steps and we will come to the first meeting prepared.
Share your requirementsWhy performance management and incentive design matters in rubber hose makers
If extruder and braider crews are measured only on metres made, they have no reason to stop and check size, surface or braid pattern. The fault goes into the oven, and the coil is scrapped days later with no clear cause. The extruder blames compound, the braider blames the tube, and the tester is blamed for finding it. Output figures look fine until the cured yield is counted.
Good looks like a small set of measures at each stage: size and surface recorded after extrusion, braid tension and pattern recorded after braiding, cured yield by hose type, and test discipline at pressure testing. Crews see the numbers weekly. Incentive pay includes cured yield or accepted coils, so catching a fault early is rewarded, not punished as lost output.
How to set it up
1. Map where faults are first found
Take the last ten scrapped hoses and mark the stage where the fault was made and the stage where it was found. The gap between them is your performance problem.
2. Add a recorded check after each stage
A simple size and surface check after extrusion, a pattern and tension check after braiding. The operator records it. Takes minutes and moves the catch upstream.
3. Measure cured yield by hose type
Metres cured and accepted against metres started. Show it by crew and hose type each week so patterns are visible, and so one hard hose type is not unfairly blamed.
4. Put quality into the incentive
If crews are paid on output, add a share linked to accepted coils. Keep the rule simple. See the Rubber Hose Makers overview for the stages.
5. Review monthly with the crews
Ten minutes per stage crew: what was found, what changed, what is the one fix this month. Reward good catches in public.
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.
- List the last ten scrapped hoses with where each fault was made and where it was found.
- Check whether any stage has a recorded check, or only a glance.
- Compare metres started with metres accepted for your two main hose types.
- Ask the pressure testers how they feel about reporting a failed batch.
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
Accepted metres give a better signal, because a fast crew that sends faults into the oven creates scrap. If that is too big a change, add a smaller quality share first and adjust.
Record the stage checks so the cause is visible. Review faults with both crews together, with the aim of finding the stage where the fault began, not who touched the hose last.
Look at whether they follow the written steps, report failures promptly and keep records. Do not measure them on the number passed, or they will be tempted to pass doubtful hoses.
We set up the interview and hiring process for rubber hose 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.