Views: 0 Author: Site Editor Publish Time: 2026-06-29 Origin: Site
"Sales per person-hour" is fundamentally about deploying the right number of people, at the right time, to do the right things. This logic applies not only to restaurant kitchens and dining areas but equally to laser cutting, bending, welding, and painting workshops in sheet metal factories.
DINGPRECISION is a pioneer in bringing this concept into sheet metal manufacturing. Through the "dual-drive" of automated equipment and a multi-skilled workforce system, DINGPRECISION is reshaping the traditional sheet metal factory employment model, achieving a paradigm shift from "headcount management" to "working hours management."
Traditional sheet metal factory management asks "How many people do I need?" DINGPRECISION transforms this to "How many working hours do I need?"
Implementation Details:
Set per-person-hour output targets: Reference industry best practices to establish benchmarks for each process (e.g., laser cutting target at X yuan/hour, welding at Y yuan/hour)
Real-time data monitoring: Through the production management system, track per-person-hour output in real time for each production line and team. Automatic alerts are triggered when values fall below warning thresholds
Monthly efficiency review: Per-person-hour output becomes a core KPI for workshop directors and team leaders, directly linked to performance bonuses
Results: In the laser cutting process, precision scheduling improved equipment utilization from 75% to over 90%, increasing daily output per machine by approximately 20%.
DINGPRECISION trains workers to master 2-3 types of equipment operations.
Implementation Details:
Skill matrix development: Build a skill profile for each employee, recording their mastered equipment types (laser cutting, bending, welding, painting) and proficiency levels
Tiered wage incentives: Following the Chaohuali green pepper fish model — base wage for mastering one equipment type, with increments for each additional skill mastered
Cross-training certification system: Each position has standardized operating procedures (SOPs); employees receive "cross-training certification" after passing assessments
Results: The proportion of multi-skilled workers increased to over 60%, significantly improving deployment flexibility. Cross-position scheduling during peak periods, reduced idle personnel during troughs.
Saizeriya uses "line scheduling" to deploy more staff during peaks and fewer during troughs. DINGPRECISION applies this to workshop production scheduling.
Implementation Details:
Time-slot demand forecasting: Based on historical order data and customer delivery plans, predict capacity requirements for each shift (morning/afternoon/night) over the next 7 days
Per-person-hour output standard setting: Calculate schedulable working hours for each period using the formula: Estimated output ÷ Target per-person-hour output = Schedulable working hours
Dynamic scheduling mechanism: Adopt a "core shift + flexible shift" model — core employees on fixed schedules, flexible employees deployed based on real-time order fluctuations
Results: Labor costs reduced by 15%-20%, while maintaining peak capacity and trough cost control.
Saizeriya's "kitchen without knives" approach inspired a key insight — reducing operational complexity is a prerequisite for improving labor efficiency.
Implementation Details:
Process parameter standardization: Key parameters for laser cutting, bending, welding, and painting are fixed in the system. Operators simply select the product model, and optimal parameters are automatically retrieved
"Foolproof" work instructions: Each process is equipped with illustrated standardized operation cards. New employees can master basic operations within 30 minutes
Standardized exception handling: Common anomalies (equipment alarms, quality deviations) are standardized into SOPs, reducing dependence on "master craftsmen"
Results: New employee training cycle shortened from 2 weeks to 3 days. Quality consistency improved, with first-pass yield stabilized at over 99.5%.
Drawing from digital models used in modern operations, DINGPRECISION has established a full-process production management system.
Implementation Details:
Real-time per-person-hour output dashboard: Large screens in each workshop display real-time per-person-hour output, equipment utilization rates, work-in-progress quantities, and other key metrics
Anomaly warning system: When per-person-hour output falls below set thresholds, the system automatically notifies workshop directors and team leaders, requiring corrective action feedback within 30 minutes
Monthly efficiency analysis report: Automatically generates efficiency comparison reports for each team and process, identifying improvement opportunities
Results: Management efficiency improved, transitioning from "experience-based decision making" to "data-driven decision making."
DINGPRECISION's sales-per-person-hour model has been validated across multiple projects:
表格
Metric | 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 |
On-time delivery rate | 92% | 100% | Zero delays |
Case Study: Microwave Oven Enclosure Project: After implementing the sales-per-person-hour model, DINGPRECISION delivered 1 million units annually with zero delays. The defect rate dropped from 3.0% to 0.2%. The root cause was not adding more people, but ensuring every hour of labor input generated maximum value.
Based on DINGPRECISION's practical experience, sheet metal manufacturers can follow this five-step path to implement the sales-per-person-hour model:
Integrate the Production Management System (MES) with the Human Resource Management System (HRM) to collect real-time output and working hours data from each workstation and employee.
Reference industry benchmarks to establish per-person-hour output targets for each process. Companies should set reasonable targets based on their specific conditions.
Drawing from successful practices of flexible staffing, gradually increase the proportion of part-time/flexible workers to 30%-50%. For highly standardized processes (laser cutting, painting), prioritize flexible employment.
Based on historical data and order forecasts, execute precise working hour planning. Models with extremely lean staffing demonstrate the feasibility of streamlined scheduling.
Through monthly efficiency analysis reports, identify improvement opportunities and continuously raise per-person-hour output targets.
"Labor efficiency is not about squeezing people — it's about liberating them." When standardized processes make every worker's job easier, when cross-training enables every employee to grow, and when data systems make every management decision evidence-based, the sales-per-person-hour model transforms from a financial metric into a strategic moat for navigating economic cycles.
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Phone: +1 3142997740
Email: niewenhui@dingprecision.com
Website: www.dingprecision.com
