Methodology
Bottom line: Point-based KPI turns fuzzy targets into auditable shop-floor actions — for lines where work can be split and counted (packaging, injection molding, printing, textiles). Works with cup-shaped KPI so floor and management share one metric tree.
Rollout
Step 1 — Lock BU P&L and delivery targets (cup water level).
Step 2 · Point design (~2 weeks) — write measurable actions, data owners, dispute rules in policy not slides.
Step 3 — Link to management reviews; avoid piece-rate vs KPI double books.
Step 4 · Pilot (8 weeks) — one line first, two cycles, managers sign off before copy.
Case direction
Multi-site Shenzhen optoelectronics — unified cup framework plus line points; revenue scale doubled in three years (anonymized).
Compare
| Cup-shaped KPI | Point-based KPI | |
|---|---|---|
| Who | HQ / BU / managers | Shop floor |
| What | Levels & weights | Splittable actions |
Liu Xinzhen · NDU MSc · ICMC-certified consultant ｜ XieChunQiu Management Consulting · Shenzhen
FAQ
Point-based KPI definition?
Line-level metrics from splittable processes — each KPI has owner, data source, lock time.
What it fixes?
Vague goals like improve quality plus piece-rate pay disconnected from reviews.
Good vs bad targets?
Bad: improve satisfaction. Good: on-time delivery ≥95%, zero major quality incidents.
Relation to cup KPI?
Cup sets levels; point KPI fills actionable measures underneath. See cup-shaped KPI article.
Pilot length?
Often 8 weeks, two cycles, bonus linkage.
Retention angle?
Transparent piece rules reduce line turnover — see factory retention article.
T2 duration?
About 2 weeks to define points and data sources.
Anti-pattern?
Chasing volume without margin linkage in business reviews.
