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Human Resources Sales Implementation Strategy (Part 2)

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Human Resources Sales

Implementation Strategy (Part 2)

III. Establishing a Daily Closing Loop for "Sales Per Person-Hour"

Japanese restaurant companies emphasize "daily confirmation" rather than "monthly review" — by the time monthly data comes out, problems have already accumulated for a month. DINGPRECISION can establish a "before-during-after" daily closing loop:

Before: Based on historical order data, use AI to forecast capacity requirements for each shift over the next 7 days, automatically calculating schedulable working hours. Formula: Estimated output value ÷ Target per-person-hour output value = Schedulable working hours. Scheduling adopts a "core shift + flexible shift" model — core employees on fixed schedules, flexible employees deployed based on order fluctuations.

During: Collect real-time actual output data from each piece of equipment through the MES system and compare against planned working hours. When per-person-hour output falls below the warning threshold, the system automatically notifies managers, requiring feedback on the cause and improvement measures within 30 minutes.

After: Automatically generate a "Per-Person-Hour Output Report" daily, comparing actual vs. target values for each process. If a process falls below the threshold for 3 consecutive days, the system recommends schedule adjustments or process optimization, with results visible the next day.

Long-term Value: Through this "daily closing" mechanism, DINGPRECISION can quickly identify efficiency fluctuations, prevent problem accumulation, and achieve "today's problems solved today."

IV. Standardization and "De-skilling": Reducing Dependence on Individuals

The core philosophy of Saizeriya's "kitchen without knives" is to reduce operational complexity through standardization, thereby significantly shortening training cycles and improving quality consistency.

Process Parameter Standardization: Standardize key parameters for laser cutting, bending, welding, and painting into the MES system. Operators simply select the product model, and the system automatically retrieves optimal parameters. Result: Eliminates quality fluctuations caused by experience-based settings, increasing first-pass yield to over 99.5%.

Establish Standardized SOP System: Each process is equipped with illustrated standardized operation cards, including standard steps, anomaly handling procedures, and quality inspection checkpoints. New employees can master basic operations in 30 minutes, reducing the training cycle from 2 weeks to 3 days.

Standardize Anomaly Handling: Codify the handling procedures for common anomalies (equipment alarms, quality deviations) into SOPs using "if...then..." logic, reducing dependence on "master craftsmen."

V. System Selection Recommendations: Building the Data Foundation

DINGPRECISION needs to build a system platform covering the full chain of "data collection — analysis and decision-making — execution feedback":

表格

System Module	Core Functions	Key Selection Points
MES System	Work order management, equipment data collection, quality traceability	Must support equipment-level data collection and real-time output statistics
HRM/Scheduling System	Attendance management, scheduling optimization, skill matrix, labor cost calculation	Support "model scheduling" and "skill linkage"
Data Middleware/BI Tools	Multi-system data integration, custom per-person-hour reports, anomaly alerts	Support real-time dashboard visualization with user-friendly operation
Dashboard System	Workshop large-screen real-time display of per-person-hour output, equipment utilization	Support real-time linkage with MES and scheduling systems

Key Principle: The data integration capability between systems is paramount. If MES and HRM cannot achieve real-time linkage, real-time calculation of per-person-hour output cannot be realized, and management decisions will revert to the old model of "relying on experience and intuition."

VI. Expected Results and Implementation Path

Quantifiable Results:

表格

Indicator	Before	After	Improvement
Equipment Utilization	75%	90%+	+15 percentage points
First-Pass Yield	95%	99.5%+	+4.5 percentage points
Labor Cost Ratio	High	Reduced 15%-20%	Significant decrease
Multi-Skilled Worker Ratio	20%	60%+	3x increase
New Employee Training Cycle	2 weeks	3 days	78% reduction

Four-Step Implementation Path:

Data Foundation Building (1-2 months): Integrate MES with HRM systems, establish real-time data collection mechanisms
Standard Setting (1 month): Reference industry benchmarks to set per-person-hour output targets for each process, establish skill coefficient systems
Pilot Validation (2-3 months): Select a typical workshop to validate the scheduling model and daily closing loop feasibility
Full Promotion and Continuous Iteration (Ongoing): Replicate successful experiences, achieve the "forecast → execute → review → adjust" cycle

7-Week Quick Implementation Checklist:

Week 1: Company-wide awareness and consensus building
Week 2: Sort historical data, make hourly business forecasts
Week 3: Develop position standards and working hour standards
Week 4: Complete first version of precision scheduling
Week 5: On-site execution, train dynamic adjustment mechanisms
Week 6: Collect data, conduct first efficiency review
Week 7: Optimize scheduling, solidify SOP, enter continuous improvement cycle

Conclusion

The essence of per-person-hour management methodology originates from the Japanese lean management system. Whether it's Daikin's "Focus Principle," Saizeriya's "Extreme Standardization," or the Japanese 5S and Kaizen continuous improvement philosophies, they all point to the same core logic: treating human resources as strategic assets that need to generate returns, not as fixed costs.

For DINGPRECISION, introducing this methodology into sheet metal manufacturing requires grasping three key points:

Data First: Integrate MES with HR systems, making per-person-hour output visible in real-time
Standardization as Foundation: Reduce dependence on individuals through process standardization and skill coefficient quantification
Closed-Loop Iteration: Establish a daily mechanism of "forecast → execute → review → adjust," making efficiency improvement a daily habit

When every hour of labor input can be precisely matched to output, per-person-hour sales is no longer just a set of financial indicators but a moat of efficiency for companies to navigate through economic cycles.