Como as avaliações de desempenho da equipe podem ajudá-lo a identificar áreas de melhoria na manufatura?

TPA's lets you know what kind of leadership or lack of leadership you have. Leadership is not learned, true leadership is a gift and can be mentored, by an established leader, but cannot be taught by someone that has no idea of what real leadership is.

TPA’s are a great tool to develop your team members as a leader. It gives you the opportunity to teach or train on the job and you can assess the performance of development of each individual in all aspects of the from start to finish. You can use these assessment for continuous improvement, and also gives the opportunity of pointing out where they are going well and where they need to improve or develop.

Assessing team performance has to be done by all employees. Often times, leaders hand pick a small number of “top performers” and this will not provide the real operational performance. One of the best methods is to have a third party leader conduct the performance evaluation. This breaks the barrier of people holding back feeling/ideas for fear of retaliatory repercussions.

Las evaluaciones de desempeño permiten evaluar las habilidades y competencias individuales de los miembros del equipo. Al identificar fortalezas y debilidades específicas, es posible asignar tareas y responsabilidades de manera más efectiva, aprovechando las habilidades existentes y abordando las áreas de mejora. saludos !!!!

Through the set Objectives and goals. Reassessing, evaluating the teams competence whether training is required, reshuffling of the team or the management.. evaluating the production process and the roles of the Team. I will then set a new target, carryout awareness campaign and be involved in active monitoring/supervisor of the production process.

TPAs are useful to track and make comparisons on people performance and also set benchmark for setting key performance standards for the new financial period ! TPAs can help to assess which team is working towards the goals set and is seriously working towards achieving them ! TPAs also allow team members to track their own performance and comparisons among team members within and other team mates in other group !

Souvent les évaluations sont perçues négativement car assimilées à des jugements. Donc craintes. 😳 Or l’évaluation peut être la mesure d’un point à date dans un process. Celle qui permet de voir si les moyens sont adaptés à l’objectif, si le déroulement est cohérent avec les autres activités liées. Le rôle du manager est de gérer les allocations de ressources, les compensations nécessaires pour l’atteinte des objectifs globaux. L’évaluation est donc un outil du collaborateur au service de sa responsabilité pour déterminer le niveau d’autonomie avec lequel il peut fonctionner au service des objectifs globaux.

These types of performance indicators shed light on sustainable business continuity, best practices, and policies. It will not only assist in observing where the division of the team is as a whole and adherence to the standard operation procedures and government compliance regulations set forth. It is through this process that a company can employ different opportunities for training where weaknesses were identified to become a more sustainable force within their competitors.

Como herramienta de gestión, considero que los TPA son esenciales. Permiten alinear los esfuerzos del equipo con los objetivos empresariales y proporcionan una retroalimentación valiosa, lo que facilita la mejora continua. Los TPA también mejoran la comunicación y motivación dentro del equipo, al tiempo que permiten una medición objetiva del rendimiento. Además, la adaptabilidad que ofrecen en respuesta a los cambios del mercado es crucial. En resumen, los TPA son fundamentales para el desarrollo eficaz y estratégico de cualquier equipo.

TPA's are an essential tool on tracking a persons weaknesses to help motivate an individuals strenghts. Focus on the weaknesses by mentorship and who would be the most qualified on your team to guide this person in a positive way.

Performance reviews should not be used as an opportunity to discuss the unknowns of performance. If the individual is surprised or leaves the review in an uncomfortable state then you as manager failed them. Underperformance should be addressed, coached, mentored at time of event . Leaving until review time is costly and unfair to all , the individual, peers and the business.

In the past I’ve noticed that some of my supervisors and subordinates (I really dislike thinking of folks “under me” as anything other than my peers) would do anything they could to avoid discussing performance evaluations. Frankly, you’re going to have good day AND bad days. If you have folks supporting your project and they’re struggling and DON’T ask you for help…that’s a pretty good indication on which part of the team needs to improve. I LOVE peer review, and while I might go away a bit sore for a little while…in the end we’re all better for it. How to communicate about the review: Weekly - Verbal Monthly - quick written synopsis Quarterly- written clearly with what was awesome and expectations on what should improve & resources

Llevar a cabo TPA efectivos requiere objetivos claros alineados con las metas del negocio y una comunicación abierta para establecer confianza. La recopilación precisa de datos es fundamental para una evaluación justa. La retroalimentación debe ser constructiva, equilibrando el reconocimiento y la identificación de áreas de mejora. Es vital desarrollar planes de acción realistas con seguimiento continuo, ajustando estrategias según sea necesario. La participación activa del equipo y el uso de tecnología moderna son clave para el éxito de los TPA. En mi opinión, estos procesos son esenciales para el desarrollo y éxito del equipo, fomentando una cultura de mejora y aprendizaje continuos.

My personal experience, if reviews are taken seriously then it could help save a lot of companies. My companies have allowed individuals in superior positions mentally and physically bully those who have been honest and working under certain supervisors. Furthermore, work moral will speak for most of the companies around. If employees love coming to work, can enjoy working there shifts without having to deal with bullying or worried about losing their jobs then that should tell you a lot.

When carrying out performance reviews you can use self assessment templates which each individual give themselves a score and you as the supervisor can also score and then you sit with them one on one and discuss the score ratings. This is effective as one will know where they lack and need to improvement and also showcase where there are excelling.

We have group discussions and will often hide the name of the individual that missed something, and rather we focus on the discrepancy and ways to avoid it. But it almost never fails that the person that made the mistake owns up to it and asks for clarification so it doesn’t happen again. That sort of trust is difficult to build, and very easy to destroy. Encourage honesty and transparency, be willing to disclose your own mistakes so your peers can learn from them too. Write down and communicate what you’ve done to mitigate issues, and share that with your team. Encourage them to do the same.

Para involucrar eficazmente a un equipo en los TPA, es vital la transparencia y comunicación. Explicar claramente su propósito y beneficios ayuda al equipo a ver su valor. Fomentar la participación activa y considerar sus opiniones crea un entorno colaborativo. La retroalimentación constructiva mantiene el compromiso y motivación. Reconocer logros aumenta la moral, y establecer objetivos claros y alcanzables fortalece su sentido de propósito. En mi opinión, un enfoque inclusivo y comunicativo es esencial para un TPA exitoso.

Get to know your team as individuals to better evaluate and put together a performance plan based on individual and not just a blanket plan.

Start with the bad, end with the good. My military leadership would always say, “Sustains and Improves” and they’d start with the good and end with the bad. It usually turned into a gripe session or blame game. Give me the bad first and let’s figure out some solutions and share the responsibility for making it happen. Then we can talk about the good. Honestly, sometimes the only good from an isolated event is that it was discovered and could be corrected moving forward. Be willing to document and communicate THAT too!

Everyone works better when given a pat in the back for doing well. It doesn’t take much to say “job well done” this encourages the personnel to work even better and harder to achieve greater heights. Focusing on negatives always demoralises one’s self belief and has a negative impact as they will feel they are not good enough.

It is a great tool but it needs to be complemented with discernement and emotional intelligence. The goal is to be constructive and find solutions to improve. If used to blame or pinpoint errors, it’s impact can have side effects, that the employee will not show or talk about but express in the following month. Self-assessment is indeed a great complement. So important to remember why the evaluation takes place. If done wrong, employee could enter a « quiet quitting » phase, be hurt or feel inadequate, contemplate finding another job, and if it happens, everybody looses ! Having a profil on file (ex. DISC, personality type) can help to fine tune the approach and work with the APT. Always start and end the meeting on a positive note.

Considero fundamental tener objetivos claros y alineados con las metas de la empresa. Una comunicación efectiva es esencial para evitar malentendidos. Minimizar los sesgos, ya sea mediante evaluaciones anónimas o múltiples evaluadores, es crucial para la precisión. La retroalimentación debe ser equilibrada, reconociendo tanto fortalezas como áreas de mejora. Mantener consistencia en las evaluaciones y involucrar activamente al equipo en el proceso son pasos clave. Utilizar datos objetivos y hacer seguimiento después de los TPA son prácticas necesarias. También, asegurar que los evaluadores estén bien capacitados es vital para la efectividad del proceso. En mi experiencia, abordar estos aspectos conduce a TPA más justos y efectivos.

The first step is to identify team objectives and goals. All goals should have output KPIs which should be specific & measurable with target lines and responsibilities from the team . The KPIs can be meaured in 🚦 traffic light way . The focus should be on red for KPIs not achieved . Corrective actions to be taken and again monitored and sustained. The output KPIs can be further cascaded to in-process KPIs which should be monitored and controlled as per SOP. This again may be monitored through traffic signal or control charts etc. The improvement automatically follows if corrective actions and improvement projects are taken based on performance of these KPIs. The important element is also to prepare SOP or ensure adherance to SOP .

TPA's should not help a good leader identify performance issues. TPA is a tool to help adress them. Unfortunately this is a powerful tool that so many do not take advantage of.