WageSystemInnovationinSmallandMiddleManufactureEnterpriseZhangbi-xiSchoolofGuangdongGuangzhouzbxgdut@163.comXiexiang-tianSchoolofGuangdongGuangzhouXiext@126.comAbstract-Forsmallandmiddlemanufactureenterprises(SMME),theproblemofworkers'wagesinmulti-varietyandbatchproductionsystemarestudiedinthispaper.Basedonanalyzingtheoperationcharactersoftheenterprises,thepiecerateanditsshortagesintheenterprisehavebeenstudiedthroughcases.Forthepurposesofreducingtheproductioncost,improvingtheproductivityandthejobquality,theapproachestoamelioratethewagesystemshavebeendevelopedwhichareadaptedtomulti-varietyandbatch-orderproductionenterprises.Ithasbeenprovedthatthenewwagesystemhasabetterstimulatingeffectthanthetraditionalone,whichcanpredigestthewagemanagementfortheenterprises.Keywords-Piece-rate,LaborProductivity,Batchproduction.THEOPERATIONCHARACTERISTICSOFSMALLANDMEDIUMMANUFACTURINGENTERPRISESAftertheentranceofWTO,thesmallandmedium-sizedmanufacturingenterprisesinChinafacemoreextensiveandheatedcompetitionthaneverbefore.Themarketdemandbecomesmorediversified,personalizedandchangesquickly.Onlybyprovidinghigherqualityproductswithlowercost,betteradaptability,shorterdeliverytimeandbetterservices,canSMIMEwinthecompetition.Tosatisfythecustomers'demandsandreducetherisks,foreignanddomesticdealershavechangedtheirorderingmode.Traditionally,dealersusuallyorderlargequantitiesofproductsperiodically,butnowtheywouldliketoordersmallbatchesrandomlyforvariousgoodsmanytimes.Foradaptingtothedemandmode,theenterpriseproductionmodehaschangedfromthetraditionalmake-to-storemodetothemake-to-ordermode.Thediversifiedvarieties,variablebatchandrandomorderingmodehavebroughtmanynewchallengestoSMME,forexample,thelogisticcontrol,qualitystandardizationandcontrol,productionplanandschedule,deliverytimeguaranteeandproductioncost.Withthefrequentchangesoftasks,howtodetermineandadjustthepiece-ratewilldetermine,toalargeextent,whethertheenterprisecannormallydevelopandwinthemarketcompetitions.WORKPIECE-QUOTAMANAGEMENTPROBLEMSINSMMEWorkpiece-Quotamanagementisthebaseofmanufactureenterprises.Workpiece-Quotalevelaffectsacompany'sproductionplan,due-date,staffing,workers'wages,productioncostsandotherimportantissues[2].ForMake-to-Orderenterprises,becausethevarietyofproductsandquantityorderedvaryfrequently,it'sdifficulttodeterminecorrectlytheWorkpiece-Quota,thusitishardtoguaranteethefairnessoftheworkers'wagelevel.Traditionally,workers'wagesarecalculatedonthebasisofhourlyrateorpiecerate.Inhourlyratesystem,workinghoursandhourlyratedeterminetheworkers'wages.Thismethodiseasytomanage,butitcannotinspirittheworkers.Inpractice,ithasbeenfoundthatwork-hourratebasedonpaysystemalwaysresultsinslowdownofworkefficiencyanddecreaseinproductivity.Whileinpieceratesystem,workers'wageshavetobedecidedbyproductquantityproducedandthepiece-rate.Thispaysystemwillencourageworkerstoimproveproductivity,butworkerstendtofocusmoreonquantitythanonquality.Inaddition,statisticalworkandmanagementarehardtocontrol.Withthefrequentchangesofproductvarieties,quantityandworkactivity,howtoensuretherationalityandtheaccuracyofthequota,and,fromwhich,todeterminethereasonableworkerswagelevel,allthesewillhavedirectimpactontheworkproductivity,due-date,cost,qualityandotherissues.WorkpieceQuotaImbalanceResultsinLowerLaborProductivityAbsolutevalueofthequotaandrelative-valueofthequotainconsequencearethemajorproblemsinthemake-to-orderenterprises[3'4].Theformermeansthatthequotaleveliseithertoohighortoolow.Inthelattercase,thereisunfairdifferenceinworkpiecequotalevelsamongdifferentjobs.Imbalanceworkpiecequotalevelhasseriousnegativeimpactonproductivity.Forthosewhoseworkpiecequotasarehigher,theywillfeeldissatisfactory,andtheirworkefficiencyandproductqualitywillbeaffected.Whilethosewhoseworkpiecequotasarelower,theywillworryaboutthepossibilitythattheworkpiecequotaswillbeincreasediftheyhaveahighworkefficiency,thustheytendtoslowdowntheirworkonpurpose,whichwillresultinthelowerproductivity.Inpractice,becauseitisdifficulttosetareasonableworkpiecequotalevel,manySMMEadjustthequotalevelfrequentlyaccordingtotheworkers'realwagelevel.Toresistthis,workerswillreduceproductionpacedeliberately.Itcanbeconcludedthattheinconsequenceorimbalanceofworkpiecequotaisanimportantreasonforthelowerproductivity.Workpiece-QuotaInconsequenceMakesItDifficultToControltheCostTheproductvarietychangesfrequentlyandmanytasksaretemporaryinmake-to-ordersystems,soitisdifficulttosettheworkpiecequotacorrectly,andthetime-wagesystemusuallybecomesachoice.Underthissystem,productivitycanonlybemaintainedbyworkers'consciousness;itishardtocontroltheman-hourcost.Forjobsbasedonhandwork,time-wagesystemusuallyresultsinlowproductivity.Ifpiece-ratesystemisadopted,becausethelackofvalidmethodtosettheworkpiecequota,thequotaleveltendstobeloose,obviously,thiswillincreasecosts.Besides,intheworkplaceofmade-to-orderenterprise,tocopewiththechangesofproductvarieties,workersarerequiredtohavedifferentskillsandbeabletoperformvarioustasks.Thecomplexityofworkresultrecordandstatisticswillincreasesignificantly.NegligenceinMonitoringandcontrollingwillbringforthstatisticalerrorsandthusgivetheriseofabnormalincreaseofproductioncosts.WorkpieceQuotaInconsequenceIncreasetheDifficultyofPlanandControlWorkpiecequotaistheprimarybasistobalancetheproductioncapacity,staffing,settingdue-date,establishingoperationplan,carryingthroughtheschedulingandcontrolling.However,WorkpieceQuotaInconsequencewillincreasethedifficultyinmanagement,whichmaycauseconfusionandcrisisintheproductionscene,underwhichcircumstancesmanagershavetoactlikeafireman,rushingtosolvetheproblemsinscene.Enterpriseslikethisseldomhaveeffectiveproductionplan,becausetechnicalfacilitiescannotbepreparedwellinadvanceandmaterialsupplytime,qualityandquantitiescannotmeettherequirementofproduction.Therewillalwaysappeartheproblemslikestand-downforsupplies,equipmentfailureandinferiorquality.Asaresult,itishardtopredictandguaranteethelead-timeoftheordersandthelatedeliverythusbecomesquitecommon.LackofValidWorkpiece-QuotaManagementMakestheWorkersFocusmoreonQuantitythanonQualityInanoutput-basedsystem,quantityisthemajorfactordeterminingtheworkers'wages.Inordertogethigherwages,workersalwaysstriveforproductquantitiesbutignoreproductqualityandcost,becauseofwhichitisdifficultformade-to-orderenterprisestoestablishtheprocessqualitystandardandoperationcriterionproperly.Processqualitymostlyreliesonworkersoperationskillsandexperience.Tomaintaintheproductquality,manypeopleareemployedtoworkinmanufacturescenetochecktheproductquality,whichincreasetheman-hourconsumption,andalso,thedependencyoftheoperationworkers.Morerejectresultsinthepoorlydoneworkhavetobedoneoveragain,whichgreatlyincreasetheman-hourandthewasteofmaterials.Althoughlargeamountofhumanresourcesandtimearespentonproductsqualitycontrol,qualitycomplaintsandclaimsfromcustomersstillamounthigh.BALANCEANDADJUSTMENTOFWORKERSWAGESINSMMEWorkpieceQuotasettingisabasicmanagementfunction.Itreflectsacompany'soverallmanagementability.WorkpieceQuotaleveldeterminesdirectlytheefficiency,qualityandcost.[4]WorkpieceQuotalevelshouldbemanagedeffectively.Timelyandscientificadjustmentofthequotaisanimportantpartofquotamanagement.TheBasisofPieceRateImbalanceAdjustmentInordertocorrecttheimbalanceinpieceratesystem,adetailedanalysisonthehistoricalwagedatafrommanydifferentjobshasbeenconducted.Bycomparingthepresentwagelevelsofworkersdoingdifferentjobs,theexistenceofthepieceratelevelimbalancehasbeenfoundout.Consideringtheworkinghoursofdifferentjobsvary,wehavecomparedtheworkersrealhourlyratebasedonthefollowingequation(1):Wei=Si/Ti(1)Wei=realhourlyrateofjobi;Si=realmonthlywagesofjobi;Ti=realmonthlyworkinghoursofjobI.First,basedontheskillsandeducationlevelrequiredbyeachjobandtheworkintensity,referringtotheaveragewagelevelintheindustry,onecandeterminetheplanedhourlyrateofeachjob.Definition:βi=Wei/Woi;βi=therationalitycoefficientofthewageratelevelofeachjob.Woi=planedhourlyrateofjobiGenerallyβishouldsatisfythefollowingtwoconditions:βi≈1;(i=1,…,m)β1≈β2≈…≈βmm=numbersoftypesofwork.Condition①requirestherationalityofabsolutewagelevel,βi<1meansthewagelevelistoolower,anditshouldresultintheabdicate-rateofworkers,whichwillbehigh;βi>1indicatesthatthewagelevelistoohighanditshouldresultintheincreaseofproductcosts,inthiscasethehourlyrateshouldbereducedappropriately.Condition②istherationalityrequirementoftherelativewagelevel.Obviousdifferenceinβireflectsthefactthatworkersdoingdifferentjobsreceiveunfairlypay,whichwilleasilymaketheworkersfeelunsatisfied.Adjustmentmeasuresshouldbemadeassoonaspossible.Whentryingtoadjustthehourlyrateofanyjob,themanagersshouldexplainadequatelythereasonstotheworkersandconvincethemtoaccepttheadjustment.Sometimes,multi-stepgradualadjustmentisanecessarystrategyforthesuccessfulandsmoothtransitiontoanewpieceratelevel.TheMethodofAdjustingPieceRateStandardManyfactorsshouldbetakenintoaccountwhendeterminingthepieceratestandard.First,technicalskillsrequiredandworkintensityofdifferentjobsshouldbethoughtover.Generally,jobsrequiringhightechnicalskillsandworkintensitydeservearelativelyhigherpiecerate;anotherfactoristhepercentageofwagesintotalproductionvalue.Thisisrelatedwiththemanagementlevelandlaborproductivity.Thethirdoneisthedifferencebetweenthecompany'spresentwagelevelandtheenterprise'saveragelevel.Whenworkershavelowerwagesthanthoseworkinginothercompanieswiththesamejoblevel,theymayleavethecompany,andthedemissionratewillincrease.Whensettingthepieceratelevel,thefairnessprincipleshouldbeadheredto,thustoarousetheworkers'enthusiasm.Pieceratesettingshouldfollowatwostepmodel:first,basedonthepreviousyear'srealwagedataandoutputvalue,onecangetthemeanwagerateKeV:Sj=Totalwagesinperiodj;Vj=Outputinperiodj;n=statisticperiod.Ifrealwagerateishigherthanindustryaverage,deepanalysisshouldbeconductedtofindoutwhetheritisbecauseofthehighrealwagerate,orbecausetheexistenceofmanagementproblems.Thisservesasthebasisofadjustingwagelevel.Byanalyzingtherationalityofrealwagerate,andconsideringtheindustry'saveragerealwagerate,thecompany'stargetprofitrateandplanedcostmaybereached.Wecansettheplanedwagerate,;next,basedonproductpriceandplanedwagerate,wecandecideproductpiece-rate,andfurther,planedworkingprocedurepiece-rateaccordingtothefollowingmethod:Piece-ratebasedonplanedwagerate:P=unitproductprice;=productplanedwagerate;Working-procedurepiece-ratebasedonplanedhourly-rate:ti=man-hourquotaofworking-procedurei;3)Productpiece-ratebasedonplanedhourlyrate:m=numbersofworking-procedureofproduct.4)Determinethepiece-rateadjustmentcoefficient:5)Determinethebatchmodificationcoefficient.Thebatchofordersvariesgreatlyinmade-to-orderenterprises.Accordingtothelearningcurvetheory,thebatchhassignificantinfluenceonproductivity,so,thereshouldbeabatchcoefficienttomodifythepiece-rate,forexample,forbatchlessthan200pieces,=1.3;forbatchof200to500pieces,=1.2,batchof500to1000pieces,=1.1,etc.6)Adjustedthepiece-rateofworkingprocedurei:TietheWageinwiththeQualityandMaterialConsumptionInoutput-basedsystem,topreventtheworkersfromfocusingmoreonquantitythanonqualityandcost,qualityandcostcontrolvariablesshouldbeincludedincalculatingtheworkers'wages.Thefollowequationcanbeused:Se=aworker'smodifiedwagesbasedonpiece-rate;N=totaloutputfinishedbyaworker;Kq=averagereject-rate;Km=rewardorpunishmentraterelatedtomaterialconsumption(usually,Km=0.2-0.5);h=numbersofworkersrelatedtothematerialconsumption.Cq,Crismaterialconsumption-quotaandrealmaterialconsumptionrespectively.Theaveragereject-ratekiscalculatedbasedontheproductvaluesundermulti-varietyproductsconditionsaccordingtothefollowingequation:Vi=valuesofproductscheckedinbatchi;nI=numbersofreject-productsinsampleproductsfrombatchi;Ni=numbersofsamplesinbatchi;m=numbersofbatchesofthismonth;Approachtoadjustthepiece-rateofoutputbasedsystemTheapproachandflowcharttoadjustthepiece-ratelevelisexpressasfigure1.ALLOWANCEFORWELFAREANDCRAFTSMANSHIPTheaboveoutputbasedsystemisbasedprimarilyonpiece-rate,pluscraftsmanshipsubsidyandwelfarewages.Theobjectiveofpiece-rateistoencourageworkerstoimproveproductivitywhichensureslowcostsandhighquality.Technicalsubsidyistomotivateworkerstolearnmoretechnologyandenhancetechnicaloperationskills,thusimprovetheoverallworkforcequality.Relativewelfaresubsidiesincludelength-of-service,medical,houserental,food,transportationandinsurance,aimingforstrengtheningtheworkers'feelingofaffiliation,allofwhichareaimedtoincreasetheenterprises'cohesion.Accordingtotheworkerssurveymadeinmanyothercompanies,whentechnicalandwelfaresubsidyaccountfor20-30%ofthetotalwages,expectedmotivationeffectscanbeachieved.[5]ADJUSTMENTANDIMPLEMENTATIONOFTUIENEWOUTPUTBASEDSYSTEMTomakesurethatanoutputbasedsystemmeetstheexpectedobjectives,beforeimplementation,extensiveexplanationandcommunicationisnecessarytohelpworkersunderstandthebasisandpurposeofthenewoutputbasedsystem.Somejobsquotalevelmaybequitelaxandthepiece-rateshouldbereducedinthenewoutputbasedsystemthatbeingthecase,managementshouldexplainthereasonsfortheadjustmentmorethoroughly.It'squitenormaltohavesomeweaknessinanyoutputbasedsystem.Intheimplementationprocess,thecompanyshouldpayspecialattentiontothedataanalysisanddisposal.Managementshouldlistentotheworkers'suggestionsinordertoadoptappropriatemeasurestocorrectthemistakesandtheweaknessinthepaysystem.Theproductionandtechnologyconditionswillchangealongwiththeprocessoftime,sothecompanyshouldevaluatetheimplementationresultsoftheoutputbasedsystemperiodically.Whileensuringtherelativestabilityofpiece-ratelevel,anypiece-ratelevel,whichobviouslydeviatetheexpectedlevel,shouldbeadjustedaccordingly.CONCLUSIONSTheaboveispartofamanagementconsultationprojectdoneforanenterpriseinNanhaicityofGuangdongProvince.Basedontheproject,wehavedevelopedapaymanagementsystem.Thenewsystemhasbeenadoptedforaboutayearandobviousimprovementhasbeenachieved.OutputbasedsystemisthemostwidelyusedpaysysteminSMME.Inmade-to-orderenterprises,becausetheworktaskschangefrequently,itisdifficulttodeterminetheworkpiece-quotalevelaccurately.EnterprisesfacemanychallengesinOutputbasedsystemmanagement.Thepapersuggeststhatthecompaniesshoulddeterminethetargetpieceratebasedonplanedoutputvaluewagerate,andworkouttheirowntargetpiece-ratebasedonplanedhourlyrate.Afterconsideringthetwoconditions,companiescanadjusttheworking-procedurepiece-rate,thusthetargetproductprofitsandcostscanbecontrolledwithinexpectedlevel.Bymonitoringthechangesinrealhourlyrateofeachworking-procedure,piece-rateimbalanceamongdifferentworking-procedurescanbeidentifiedandadjusted.ACKNOWLEDGMENTThispaperissupportedbythenationalnaturalsciencefoundation(70671030)ofChinaandthenaturalsciencefoundationofGuangdongprovince,china.(06021493).REFERENCE[1]TengYixian.ModemEnterpriseHumanResourceResolveSchemePerformance--managementandImplement,[M].ChinaMaterialBookConcern.2002.163-185.[2]JimSchell,Small-businessManagementGuide,CITICPublishingHouse.2003.57-60[3]WangXueli.EnterpriseSalaryDesigningandManagement[M].Guangzhou:GuangdongEconomyPublishinghouse,2001.9,32-39.(inChinese)[4]ZhangBixi.SmallandMiddleEnterprisePerformanceManagementScheme[J].ChinaHumanResource003(8),48-49.(inChinese)[5]LiuJuncheng.OperationSystemofSmallandMfiddleEnterprise,Anhui[6]ZhangBixi.ResearchontheWageSystemInnovationforEnterpriseFunctionManagementEmployee,EnterpriseEconomy,2003.8,104-106.(inChinese)中小制造企業(yè)的薪酬制度創(chuàng)新張畢西經(jīng)濟(jì)管理學(xué)院廣東工業(yè)大學(xué)廣州，中國zbxgdut@163.com謝翔天經(jīng)濟(jì)管理學(xué)院廣東工業(yè)大學(xué)廣州，中國Xiext@126.com摘要對于中小制造企業(yè)（SMME），本文研究了多種類、大批量生產(chǎn)系統(tǒng)的工人薪酬。根據(jù)企業(yè)的經(jīng)營特征，通過案例研究，分析了計(jì)件薪酬制及其缺點(diǎn)。為了降低生產(chǎn)成本，提高生產(chǎn)效率和工作質(zhì)量，對薪酬制度的創(chuàng)新能有效促進(jìn)多種類、大批量生產(chǎn)企業(yè)的發(fā)展。并已證明了新的薪酬制度相對傳統(tǒng)薪酬制度更有激勵作用，并能簡化企業(yè)薪酬管理。關(guān)鍵詞：計(jì)件工資，勞動生產(chǎn)率，批量生產(chǎn)。中小型制造企業(yè)的經(jīng)營特點(diǎn)隨著中國加入WTO，中國的中小型生產(chǎn)企業(yè)將面臨更廣泛，更激烈的競爭。市場需求變得更加多樣化，個性化和瞬息化。只有提供高質(zhì)量，低產(chǎn)耗，高服務(wù)的產(chǎn)品，并縮短交貨時(shí)間，才能在SMME中贏得競爭力。為了滿足客戶的需求，降低風(fēng)險(xiǎn)，國外和國內(nèi)經(jīng)銷商也改變了他們的訂購模式。為了滿足客戶的需求，降低風(fēng)險(xiǎn)，國外和國內(nèi)經(jīng)銷商也改變了他們的訂購模式。傳統(tǒng)上，經(jīng)銷商通常以周期性購置大量產(chǎn)品，但現(xiàn)在他們更愿意多次為多種產(chǎn)品下小批量隨機(jī)訂單。為適應(yīng)需求模式，企業(yè)的生產(chǎn)模式已經(jīng)從傳統(tǒng)的“生產(chǎn)-存儲”模式轉(zhuǎn)向“生產(chǎn)-訂單”模式。多樣性，變批量性和隨機(jī)性對SMME帶來了許多新的挑戰(zhàn)。例如，物流控制，質(zhì)量標(biāo)準(zhǔn)化和控制化，生產(chǎn)計(jì)劃和進(jìn)度，保證交貨時(shí)間和生產(chǎn)成本。隨著任務(wù)的頻繁變化，如何確定和調(diào)整計(jì)件將在相當(dāng)大程度上決定企業(yè)是否能正常發(fā)展，贏得市場競爭。SMME中工件定額管理存在的問題工件配額管理是生產(chǎn)型企業(yè)的根本。工件配額管理水平影響著一個公司的生產(chǎn)計(jì)劃，交貨期，人員編制，職工工資，生產(chǎn)成本及其他重要問題[2]。對于“生產(chǎn)-訂單”，由于產(chǎn)品的多樣性和數(shù)量的不確定性，很難確定正確的工件配額，因此很難保證職工工資水平的公平性。傳統(tǒng)上，工人的工資是按小時(shí)計(jì)酬或按件計(jì)酬。在時(shí)薪制，工作時(shí)間和每小時(shí)工資率決定工人的工資。此方法易于管理，但它不能激勵工人。在實(shí)踐中，這通常導(dǎo)致工作效率和產(chǎn)品質(zhì)量的下降.在計(jì)件工資中，工人的工資由生產(chǎn)產(chǎn)品的數(shù)量和計(jì)件工資率決定，這種支付模式能激勵工人提高生產(chǎn)率，但是的工人更關(guān)注數(shù)量而非質(zhì)量。隨著產(chǎn)品品種，數(shù)量的頻繁變化，如何確保配額的合理性和準(zhǔn)確性，并根據(jù)它確定合理的職工工資水平。所有這些都會對工作效率，成本，質(zhì)量和其他問題有直接影響。A．工件配額失衡將導(dǎo)致低勞動生產(chǎn)率在“生產(chǎn)-訂單”型企業(yè)，工件配額絕對化和相對化失衡是主要問題[3,4]。前者使得配額不是太高就是太低。后者導(dǎo)致不同工作間完成相同配額的不公平性。工件配額的不平衡性嚴(yán)重影響生產(chǎn)率。對于分配到高配額的工人，他們會感到不滿，他們的工作效率和產(chǎn)品質(zhì)量將受到影響。因此，他們傾向于放慢他們的工作速度，這將導(dǎo)致生產(chǎn)力下降。在實(shí)踐中，因?yàn)楣ぜ漕~是難以合理確，因?yàn)殡y也以確定一個合理的工件配額水平，許多SMME往往根據(jù)工人的實(shí)際工資水平調(diào)整配額水平。B．工件配額失衡將導(dǎo)致生產(chǎn)成本難控制產(chǎn)品品種變化頻繁，很多任務(wù)是臨時(shí)按訂單生產(chǎn)，因此很難確定工件配額正確。時(shí)間--工資制度通常會成為一個選擇。在這個制度下，生產(chǎn)力只能靠工人的意識維持，這是難以控制的工時(shí)成本。對于手工作業(yè)的基礎(chǔ)上，時(shí)間--工資的通常導(dǎo)致低生產(chǎn)率。如果計(jì)件制獲得通過，因?yàn)槿狈τ行У姆椒▉碓O(shè)置工件配額，配額水平趨于寬松，這顯然會增加成本。此外，在不同企業(yè)工作，為了應(yīng)付產(chǎn)品品種的變化，工人都必須有不同的技能，并能執(zhí)行各種任務(wù)。統(tǒng)計(jì)工作的復(fù)雜性和結(jié)果的記錄將會大大增加。疏忽監(jiān)測和控制將帶來的統(tǒng)計(jì)誤差，從而使生產(chǎn)成本上升的異常增加。C．工件配額失衡將增加計(jì)劃和控制的難度平衡生產(chǎn)能力，人員配備，設(shè)置交貨期，建立營運(yùn)計(jì)劃，工件配額是其主要依據(jù)。因此，工件配額的失衡將增加管理困難，這可能會導(dǎo)致生產(chǎn)現(xiàn)場混亂和危機(jī)。管理者往往會像一名消防員，在現(xiàn)場解決問題。企業(yè)因?yàn)榧夹g(shù)設(shè)施、無法事先準(zhǔn)備好物資供應(yīng)時(shí)間、質(zhì)量和數(shù)量不能滿足生產(chǎn)要求等原因，很少能制定有效的生產(chǎn)計(jì)劃。總會有出現(xiàn)質(zhì)量低劣的問題。因此，很難預(yù)測和保證交貨的時(shí)間，從而使得延遲交付變得相當(dāng)普遍。D．缺乏有效的工件配額管理，使得工人注重?cái)?shù)量不注重質(zhì)量。在輸出的系統(tǒng)中，工人的工資主要由數(shù)量決定。在“生產(chǎn)—訂單”型企業(yè)，由于很難建立質(zhì)量標(biāo)準(zhǔn)和正確的工藝操作規(guī)范，工人為了獲得更高的工資，往往追求產(chǎn)品數(shù)量而忽視產(chǎn)品質(zhì)量和成本。產(chǎn)品質(zhì)量主要依賴于工人的操作技能和經(jīng)驗(yàn)。為了保持產(chǎn)品質(zhì)量，往往雇用很多人作在生產(chǎn)現(xiàn)場檢查產(chǎn)品質(zhì)量，從而增加了工時(shí)消耗。在技能低的情況下，大量產(chǎn)品必須返工重做，這大大增加了工時(shí)和材料的浪費(fèi)。雖然大量的時(shí)間和人力資源都用于產(chǎn)品質(zhì)量控制，但不合格產(chǎn)品質(zhì)量和客戶投訴索賠數(shù)額仍然很高。在SMME中工人工資的平衡和調(diào)節(jié)工件配額設(shè)置是一個基本的管理職能，它反映了公司的整體管理能力。工件配額水平直接決定了生產(chǎn)效率，質(zhì)量和成本[4]。工件配額水平應(yīng)得到有效的管理。及時(shí)和科學(xué)的配額調(diào)整是配額管理的重要組成部分。計(jì)件工資率不平衡調(diào)整基礎(chǔ)為了糾正工作中的不合理計(jì)件工資制度，在對許多不同的工資數(shù)據(jù)進(jìn)行詳細(xì)分析后，通過比較不同工作的工人的當(dāng)前工資，會發(fā)現(xiàn)這種不平衡的存在?？紤]不同職位的工作時(shí)間不盡相同，我們根據(jù)下列公式（1）比較了工人的實(shí)質(zhì)時(shí)薪：Wei=Si/Ti(1)Wei=工作i的實(shí)際時(shí)薪;Si=工作i的實(shí)際月薪;Ti=工作i的實(shí)際月工作小時(shí)數(shù)。首先，根據(jù)每個職位的技能、受教育程度和工作強(qiáng)度，參考該行業(yè)的平均工資水平，來確定每個職位的時(shí)薪。定義：βi=Wei/Woi;βi=每份工作工資率水平的合理系數(shù)Woi=工作i的時(shí)薪率一般來說βi應(yīng)該符合以下兩個條件：βi≈1;(i=1,…,m)β1≈β2≈…≈βmm=工作的類型數(shù)條件①適合絕對工資水平，βi<1意味著工資水平偏低，并且工人辭職率很高;βi>1，表明工資水平太偏高，會導(dǎo)致成本增加，在這種情況下，時(shí)薪率要降低。條件②適合相對工資水平。βi的差異