Selection and hiring of new staff, or replacement of the previous operator’s staff or the customer’s staff. Maintenance of old equipment or investment in new equipment.
Previous study on RH management – identification of possible excess of personnel due to duplicities and/or lack of matching shifts to workload.
Negotiate to unify labour agreements.
Eliminate practices that do not comply with labour standards, and establish monitoring mechanisms.
Control of the productivity indicator, movements / hours of work and fingerprint checking.
Establish incentives for no incidences (accidents and procedures) for shift supervisors.
Renew equipment at maturity and decrease the amount of machinery, according to staff number.
Reduction of labour costs.
Resolution of problems (security, absenteeism, conflicts, etc.), which would entail a high financial cost for the customer.
Implement the same labour framework for all employees.
Establish a communication policy between the company and the employees.
Reduction of incidences and increase compliance with the customer’s instructions and requirements.
Save on net cost by reducing equipment and the number of breakdowns.
Improve the technical service – preventive maintenance and quick repairs.
Key Performance Indicators (KPI)
Movements / hour.
Number of incidences (blows, breakdowns, administrative errors, etc.)
Inventory of forklifts and daily checking list.
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