Department Performance Improvement Assistant (Brownville, NE, US, 68321-0098)
Nebraska Public Power District’s Post
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Maintenance in Performance management – Moving up in the Maintenance Performance Pyramid The road to establishing a successful and effective Maintenance culture begins with building a solid foundation. This Foundation should, as the least, contain a Preventive Maintenance Plan, a detailed spare parts study, and an analysis of Work Identification and Prioritization – All preferably build into a Computerized Maintenance Management System (CMMS) to keep the effectiveness and dynamics in the Maintenance Management.
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Have yourselves a merry little PIMS-mass... This is an attempt to do something a little different, whilst promoting the importance of having an effective Performance Improvement Management System (PIMS). Chiltern already has procedures/policies with supporting beginners guides for each part of the PIMS framework, but a typical hard-pressed manager needs something a bit more condensed - some reminders of the key bullet points as a mental checklist for holding a meeting, creating an action and so on. I have created the draft of a PIMS managers handbook which should act as a set of prompters, but what better way to introduce what we are doing than through a festive campaign? Hence was born the 12 days of PIMS-mass; a way of introducing one topic per day whilst mangling a much loved Christmas song! Fear not, PIMS is for life and not just for Christmas, so the handbooks will be coming in the New Year. More advertising campaigns coming soon!
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Protect Yourself from Knowledge Loss #director #fleetmanagement Importance and Benefits of Standard Operating Procedures If your long-term goals include expanding your business to branch offices, ready-made SOPs make your proven work processes portable. New employees at new locations can uphold your reputation by using the SOPs to replicate the products and services provided at your original place of business. Standard Operating Procedures Simplify Performance Management Managers can use the SOP framework to develop target ranges and make assessments of individual performance . Employees who work in compliance with SOPs know exactly what is expected of them, and they plan their work schedules to meet their goals with efficiency. When all employees follow the same processes, it’s an easy matter to measure them against the same standards. Performance can be fairly appraised. This is especially important in cases where high-performing employees are rewarded, and low-performing employees are retrained or placed on probation. Should you be new to a company ask for the SOP... or think twice about your ability to please. #opentonewopportunities
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Examples of Areas of Continuous #Improvement 1. Optimizing a process 2. Implementing brainstorming 3. Editing your team's work 4. Reviewing employee performances 5. Simplifying purchasing methods 6. Maintaining health and safety 7. Managing potential risk 8. Recognizing cause and effect 9. Highlighting minor issues 10. Refreshing staff training 11. Auditing company time 12. Encouraging and monitoring employees' regularity https://lnkd.in/daZyz5B5
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A performance improvement plan (PIP) is a formal document that identifies the employee’s performance deficiencies and provides a plan to give the employee the opportunity to turn that performance around. If you’ve been presented with one, it’s crucial to know your rights. https://ow.ly/jruc50R1GJm
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Human Resources and Industrial Relations Consultant | CEO of Kurup Hr Consult Holdings Sdn Bhd | HRDC - Certified
This video clip underscores the importance for Human Resources practitioners to view a Performance Improvement Plan (PIP) as a tool to support struggling employees rather than seeking retribution or dismissal. Let's uphold the integrity of our profession at all times.
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What is one of the biggest concerns for employees right now? Job security - and the lack of structured performance management processes. Let’s talk about it! Join us, in conjunction with HiBob, as we hear from experts, Elise Ward GAICD, Caley Zingerle, Charlotte Stofberg-MCIPD, on their best practices and learnings for delivering effective performance reviews. Register your interest today! Link in the comments 👇
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Retired Performance Analyst & Instructional Architect - Award winning consultant to Enterprise L&D in performance-based Instructional Architecture Analysis, Design & Development - 1979 to 2023.
Enterprise L&D: Too often, L&D does not Leverage the Supervisors. Then, they might inadvertently work at cross purposes back on the job. THEY are responsible for Performance. L&D is simply a support. L&D does not own Performance or all Learning.
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Manufacturing Operations & Supply Chain Leader || 32+ Years of Global Quality Assurance, Strategic Sourcing & Advisory || Ex-Signode || Transforming Businesses through Process Improvement
𝐖𝐡𝐲 𝐝𝐨 𝐰𝐞 𝐧𝐞𝐞𝐝 𝐭𝐨 𝐟𝐨𝐜𝐮𝐬 𝐨𝐧 𝐭𝐡𝐞 𝐛𝐨𝐭𝐭𝐨𝐦 𝐨𝐟 𝐭𝐡𝐞 𝐏𝐲𝐫𝐚𝐦𝐢𝐝? A shop floor supervisor who has line responsibility for directly supervising the process has accountability for the outcome. The manager manages inputs to produce outputs. (The title of the person may vary depending on the industry, region, and the scope of work). The inputs are, three M’s namely, manpower, materials and machines on daily basis and may be methods and measurements on long term basis. The output is cost, quality, delivery, and safety primarily and of course morale to ensure proper engagement (QCDMS) The company’s supervisors are accountable for achieving the outputs by effectively managing the five M's as mentioned. These positions are lynch pin positions which adds lot of value on day-to-day basis. They are the connectors between the management thought process and the implementation process at the workplace. Now the question here is, are we providing enough training on the operational improvement methodologies for this section of employees? When was the last training on “Root cause analysis” or on “Control Charts”, or on “8 waste analysis “or on “SMED “? Employees doing the job know the problems better but are not given the skills and direction to solve them. You have a vast pool of problem-solving resources - engage their wonderful diverse experience, minds, and ideas. These front-line employees add a lot of value, if we train them in the right tools and make them use best practice operations management principles. Instead, we often focus on solving the problems that middle and senior managers are aware of. How many problems are going unsolved? How much money is left on the table? If there is no structured approach, employees will just do the best they can often leading to workarounds, rework, trial and error solutions and firefighting - generating more waste and losing customers. Do not lose sight of the need to make constant, continual improvements. Do not institutionalize waste - expose it! There is lot of value in the “Bottom of Pyramid”. Let’s try to explore and create more value.
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Head, Operation Safety at PETRONAS TP Principal (Operation Safety) Qualified DOSH Registered SHO Scaffold Inspector (Level 2)
One to one session with contractor management, discussing on performance issues and way forward to improve the performance, visibility and effectiveness of site control. Towards self-regulations. #generativeculture
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