Production Supervisor

Title: Production Supervisor (WORD version ) (Customer diagram)

Industry: Beverage Industry

Function: Administration

Value-Added Results/Weights Performance Standards

Quality cases (35%) • 19.42—19.71 labor hours per 1000 cases.
• 75%—80% days with all food reviews judged "acceptable" or higher.

• $500K—$750K of case-holds/year due to controllable factors. (Need to collect baseline data to set actual standards.)

• 10%—20% case variance from production schedules.

Motivated and productive employees (25%)
• Warehouse needs

• Production schedule

• Production goals

• Solutions to problems

• Materials

• Training opportunities

• Counseling

• Rewards and recognition

• Discipline
• The Business Unit Manager is satisfied that:
• All employees understand how the Company is performing and what contribution they make toward Company goals.

• All employees understand the business unit’s goals.

• All employees understand the Company safety and quality policies.

• All employees know how the shift is doing compared to the business unit goals.

• Employees have skills and knowledge to do their jobs, or a plan to obtain them.

• Shifts are cooperating to solve business unit problems.

• An ongoing informal recognition system is used.

• The employees say that:

• The work is distributed evenly.

• Policy is applied fairly.

• They have the equipment needed to perform their jobs, or they understand why not.

• They hear about all schedule changes.

• They have adequate training to perform their jobs, or a plan to obtain it.

• Their personal needs are being met (time off, help with personal problems, etc.).

Improvements to the work processes (25%)
• Solutions to problems
• (Shared standard): Entire unit identifies at least 4 projects, analyzes them and makes them ready to implement.
• Exceeds = All 4 projects are successfully completed and produce results.

Production information (15%)
• Product changes

• Log info

• Test data

• Manual production data to computer center

• Payroll data

• Communication between packing and warehouse or food processing
• No more than 1—2 justified complaints /month from recipients for late or inaccurate information.

Customer Diagram: Production Supervisor

Value-Added Results/Weights	Performance Standards
Quality cases (35%)	• 19.42—19.71 labor hours per 1000 cases. • 75%—80% days with all food reviews judged "acceptable" or higher. • $500K—$750K of case-holds/year due to controllable factors. (Need to collect baseline data to set actual standards.) • 10%—20% case variance from production schedules.
Motivated and productive employees (25%) • Warehouse needs • Production schedule • Production goals • Solutions to problems • Materials • Training opportunities • Counseling • Rewards and recognition • Discipline	• The Business Unit Manager is satisfied that: • All employees understand how the Company is performing and what contribution they make toward Company goals. • All employees understand the business unit’s goals. • All employees understand the Company safety and quality policies. • All employees know how the shift is doing compared to the business unit goals. • Employees have skills and knowledge to do their jobs, or a plan to obtain them. • Shifts are cooperating to solve business unit problems. • An ongoing informal recognition system is used. • The employees say that: • The work is distributed evenly. • Policy is applied fairly. • They have the equipment needed to perform their jobs, or they understand why not. • They hear about all schedule changes. • They have adequate training to perform their jobs, or a plan to obtain it. • Their personal needs are being met (time off, help with personal problems, etc.).
Improvements to the work processes (25%) • Solutions to problems	• (Shared standard): Entire unit identifies at least 4 projects, analyzes them and makes them ready to implement. • Exceeds = All 4 projects are successfully completed and produce results.
Production information (15%) • Product changes • Log info • Test data • Manual production data to computer center • Payroll data • Communication between packing and warehouse or food processing	• No more than 1—2 justified complaints /month from recipients for late or inaccurate information.