Need Help Creating an Appraisal Format for Production/QC/R&D Linked to Daily Tasks

Dear All HR Scholars,

I need your help. Please provide me with an appraisal format for the Production/QC/R&D department that is linked with their day-to-day activities. If anyone is working in any manufacturing company, please share your format of appraisal. Please help me. I have to implement this in my organization from the 1st of December. Please help/guide me.

Thank you.

Hello Vandana,

I have already posted the template to you on this CiteHR. This is not the first time you are posting the same thread on this CiteHR. Check out your earlier postings.

Regards,
Narendra

Narendra, I know... but I'm unable to prepare that format as what I want is to base it on their day-to-day activities. I have points that I have to include in the AP, but I'm not having any format, so I need a format for that. Hope you understand. All my experience is in the service industry, but for the first time, I have joined the manufacturing industry just a week before, and now management expects the AP to be in place within 5 days. Until now, I have not understood the procedures of production, QC, and R&D departments. So, I need help from those who are working in the manufacturing industry. I hope you understand and can help me with any format.

Hi Vandana,

Have you identified/defined the KRAs/quality objectives for all the departments of your organization?

If yes, then based on those, you can compile the template in line with the template that I have sent to you.

Regards,
Narendra

Hello, can I get an appraisal form for a software company? I am currently working on it and need to implement it. Please help me out.

Thanks & Regards,
Rashmi Mehra

Hi Vandana!

For any manufacturing facility, first, you need to set KRAs for all for the appraisal period. Each KRA should be given some weightage, which should total to 100. This will help to rate the person. Along with this, you should have employee development-related points in the form. The form should address employee strengths, areas for improvement, as well as accomplishments. The form is very important as it helps us cater to training requirements for the employee, understand employee strengths, focus on areas for improvement, and recognize any special achievements. The objectives set should align with functional and company objectives as it benefits individuals, functions, and the organization. Best of luck, and I am sure you will be able to do justice to this activity.

Santosh

Hi Rashmi,

Appraisal forms are designed based on the appraisal process we follow in the company, such as 360-degree feedback, MBO method, Balance Scorecard, etc. Each company will have a customized form as per their requirements, but considering the basic objectives/motto remains the same. The appraisal process is a vast and important process for any company, so simply following some format will not serve the true purpose.

Santosh

Dear Santosh,

Hi Vandana!

For any manufacturing facility, the first step is to establish Key Result Areas (KRAs) for all employees for the appraisal period. Each KRA should be assigned a specific weightage that adds up to a total of 100. This approach aids in evaluating the performance of individuals. Additionally, it is crucial to incorporate employee development-related aspects in the assessment form. The form should highlight the employee's strengths, areas for improvement, and accomplishments.

The assessment form plays a vital role as it enables us to identify training needs, recognize employee strengths, pinpoint areas for enhancement, and acknowledge special achievements. The objectives set should align with both functional and company goals, benefiting the individual, the function, and the organization as a whole. Best of luck, and I am confident that you will handle this task effectively.

I have discussed a few parameters with the Head of Department (HOD), but I am uncertain if they have provided me with comprehensive information about their department. I would appreciate it if I could access a sample KRA or a format for these departments.

Best regards

Hi, these parameters are like:

Sales: Order procurement, Planning sales, tender search, enquiry, communication, follow up, order rechecked before the due date. Tender has to be submitted (local tender within 3 days), status, tender attended, rates reasonable or not, negotiation skill, reputation of customer, new customer development, production planning to ensure delivery of material on time, customer inquiries. All types of rejection/deficiency-related inquiries or complaints will not be handled by sales.

Production: Raise of indent/material, deliver on time, fair work atmosphere, NCR, production capacity utilization.

QC/Testing: Incoming Inspection, final inspection, customer inspection, 48 hrs for testing of material, in-process material testing, number of testing in a day, number of samples tested, paperwork within a day for material dispatch, customer complaints closing.

R&D: new product development target dates, number of product developed, improvement in present product, customer complaints about new product, certificates due, and renewal of certificate.

Now we have started marketing, so I have to define his work for brand management and all work related to marketing.

Purchase: after getting an indent, they have to do costing of material, give a report and order for material. Broad line. (we can add a few points related to this).

If you want to add any other point related to all this, please do that.

Accounts do all the general work of the accounts department, raising of invoice, billing, challan, return file, etc.

I'm not sure whether the HOD has given me complete information about their work. So if anyone has any idea, please help me and let me know, even a few more points for this.

Hi Narendra, please give me your email address. I will send you the parameters and kindly advise me further on that. I'm totally blank in solving the day-to-day blame game of my company. Please.

Ms. Vandana,

Please find attached one sample KRA format for the QA department. Similarly, you can work out formats for other functions. When finalizing KRAs, you need to discuss with each Head of Department and then with the business head to finalize the KRAs. Please write if you need any further clarification.

Santosh

Hi Vandana,

The attachment posted by Mr. Santosh should definitely give you an idea and help you in preparing the formats for other departments as well.

You need to sit and discuss the same with the HODs further.

Regards,
Narendra

Here is the corrected text with proper spelling, grammar, punctuation, and formatting:

Few more tips on KRA. KRA should not be an action plan. They should not be subjective. They should be measurable. They should be tracked quarterly and compared with the previous year. This is a part of the MBO method.

Santosh

Hi Vandana,

I have gone through your concern and replied to the questions posed by friends. In my opinion, first, you need to ensure which PA method you are going to adopt, and it should align with the objectives of the system. Since you are looking for a PA system for manufacturing, there are many factors that affect the system, such as the skill sets of employees and organizational culture. Simply adopting or copying others' PA system won't serve your purpose and will become a headache for you and your team.

Hope you will appreciate the purpose of PMS.

Mehul

Dear Mehul,

I duly agree with you, but the thing is that I'm running short of time, and I have to present something to the management by the 30th of November. I have only joined this company 2 weeks ago. My concern is that Accounts Payable (AP) should be linked with the day-to-day activities and monitored effectively. I am working in a small town, Bhopal, where employees have a rather rigid mentality. I have recently shifted from Mumbai, and there is a significant difference in the working culture between Mumbai and Bhopal. This poses a big challenge for me that I have to face. I am willing to adapt to a 360-degree culture or any other AP system that serves my purpose. I have their Key Result Areas (KRAs) for day-to-day activities, and I want to organize them in a format where I can monitor them. I am struggling with the format and unable to devise a way to monitor their performance on a quarterly basis. Any help?

Thank you.

Hello Santosh & Vandana,

As I am looking for Performance appraisal, I have come up with some parameters. However, I have some points remaining for which I am seeking descriptions. Please help me out, friends.

Now let me mention those points:

1. Communication.
2. Leadership.
3. Interpersonal relations with others.
4. Planning and Organization.
5. Customer Service.
6. Teamwork.
7. Initiative and Creativity.
8. Technical Skills.

1. Productivity.
2. Ability to supervise.
3. Attendance & Punctuality.
4. Attitude.
5. Dependability.
6. Growth potential.

1. Job Knowledge.
2. Organizing Work.
3. Judgment/Decision Making.
4. Quality of Work.
5. Attempts to Improve.

Suppose I consider the parameter,
Productivity -
- Work completion is consistently high.
- Can be counted on for overtime or extra effort as needed to meet the organization's goals.
- Makes effective use of resources available to accomplish all assignments, avoiding waste.

I need to describe each point, so please provide information for every point. I really need it urgently.

Thanks in Advance :)

Dear Mona,

I think you are in a hurry to implement PMS! Have you put any effort into designing KRA level wise? If yes, and if possible, could you share the information? I'll be able to add value to it. Otherwise, I can suggest a vendor who provides ready-made material for this.

Mehul

Ms. Mehra,

As I told you earlier, first, we should finalize the kind of appraisal process to be implemented. Secondly, most of the parameters suggested by you are subjective and are commonly used for self-development, during confirmation processes, or to understand employee behavior. However, they cannot hold 100% weightage for performance appraisals. The Key Result Areas (KRAs) should be measurable and trackable. Please refer to the Quality KRA attachment provided to Ms. Vandana, which is self-explanatory.

Each function will have different KRAs, and common objectives for individuals can be selected from the list you have mentioned. For example, if we consider productivity as a KRA, it should be clearly defined in the Production department head's KRA. Measurable aspects could include productivity per person. When we specify this, the achievement should be demonstrated through the efficient utilization of resources.

For instance, if the target is to produce 100 units in 8 hours with 5 people but it actually takes 12 hours to achieve this, then it indicates an efficiency issue in the production department. They need to identify the reasons for this delay to improve the process. Potential reasons could include inexperienced staff, a steep learning curve, technological issues, process engineering challenges, or quality concerns. This demonstrates how cross-functional team performance plays a crucial role, as underperformance in one area can impact the overall performance.

I hope this clarifies your query. Feel free to reach out if you need any further clarification or support.

Thanks,
Santosh