Dear Yaashi,
You have written in your second post that "I think the process of defining KRA/KPI should start with writting down the daily activities of the production manager and then giving the weightage to each activity to access the performance."
I am afraid that first part of your sentence is for Job Description. Job Description is what a position does. KPIs are for measuring how much is done.
KPIs are operational ratios of the function. KPIs measure quantum of work done in certain amount of time, increase or decrease in consumption of resource and increase or decrease of revenue. KPIs also measure levels of customer satisfaction.
Garment industry or otherwise, the system and procedure of KRA/KPI is as below:
a) Design KPIs for every single department
b) Train your managers on KPIs of their respective department. Fix the KRAs based on the KPIs.
c) Fix a date of measurement of the performance.
d) Conduct the supplementary training to managers on "How to Conduct Performance Appraisal".
e) Conduct the Performance appraisal. Again fix KRAs for the next financial year.
f) Assess the suitability of PA process. Do some changes if required.
g) Let the cycle go on.
Recently, there was very good discussion titled "PMS for workers". It was more or less related to this topic.
Click here to read it. You will find my two comments in the thread.
By the way, I conduct training on Performance Management through KPI/KRA. If you wish, I will do the following for you:
h) Framing policy on Employee Performance
i) Conducting training on what is KPI or KRA
j) Conducting training on how to handle PA, how to give feedback etc.
To make you aware of my training activities, I have attached my Training e-Brochure to this post. It would be my pleasure to train the staffs of your company.
Thanks,
Dinesh V Divekar
Limit of your words is limit of your world