【正文】 e, because it is difficult to set a reasonable work piece quota level, many SMME adjust the quota level frequently according to the workers39。 real wage level. To resist this, workers will reduce production pace deliberately. It can be concluded that the inconsequence or imbalance of work piece quota is an important reason for the lower productivity. B. Work pieceQuota Inconsequence Makes It Difficult To Control the Cost The product variety changes frequently and many tasks are temporary in maketoorder systems, so it is difficult to set the work piece quota correctly, and the timewage system usually bees a choice. Under this system, productivity can only be maintained by workers39。 consciousness。 it is hard to control the manhour cost. For jobs based on handwork, timewage system usually results in low productivity. If piecerate system is adopted, because the lack of valid method to set the work piece quota, the quota level tends to be loose, obviously, this will increase costs. Besides, in the workplace of madetoorder enterprise, to cope with the changes of product varieties, workers are required to have different skills and be able to perform various tasks. The plexity of work result record and statistics will increase significantly. Negligence in Monitoring and controlling will bring forth statistical errors and thus give the rise of abnormal increase of production costs. C. Work piece Quota Inconsequence Increase the Difficulty of Plan and Control Work piece quota is the primary basis to balance the production capacity, staffing, setting duedate, establishing operation plan, carrying through the scheduling and controlling. However, Work piece Quota Inconsequence will increase the difficulty in management, which may cause confusion and crisis in the production scene, under which circumstances managers have to act like a fireman, rushing to solve the problems in scene. Enterprises like this seldom have effective production plan, because technical facilities cannot be prepared well in advance and material supply time, quality and quantities cannot meet the requirement of production. There will always appear the problems like standdown for supplies, equipment failure and inferior quality. As a result, it is hard to predict and guarantee the leadtime of the orders and the late delivery thus bees quite mon. D. Lack of Valid Work pieceQuota Management Makes the Workers Focus more on Quantity than on Quality In an outputbased system, quantity is the major factor determining the workers39。 wages. In order to get higher wages, workers always strive for product quantities but ignore product quality and cost, because of which it is difficult for madetoorder enterprises to establish the process quality standard and operation criterion properly. Process quality mostly relies on workers operation skills and experience. To maintain the product quality, many people are employed to work in manufacture scene to check the product quality, which increase the manhour consumption, and also, the dependency of the operation workers. More reject results in the poorly done work have to be done over again, which greatly increase the manhour and the waste of materials. Although large amount of human resources and time are spent on products quality control, quality plaints and claims from customers still amount high. III. BALANCE AND ADJUSTMENT OF WORKERS WAGES IN SMME Work piece Quota setting is a basic management function. It reflects a pany39。s overall management ability. Work piece Quota level determines directly the efficiency, quality and cost. [4] Work piece Quota level should be managed effectively. Timely and scientific adjustment of the quota is an important part of quota management. A. The Basis of Piece Rate Imbalance Adjustment In order to correct the imbalance in piece rate system, a detailed analysis on the historical wage data from many different jobs has been conducted. By paring the present wage levels of workers doing different jobs, the existence of the piece rate level imbalance has been found out. Considering the working hours of different jobs vary, we have pared the workers real hourly rate based on the following equation (1): W ei = Si/Ti (1) W ei= real hourly rate of job i。 Si = real monthly wages of job i。 Ti = real monthly working hours of job I. First, based on the skills and education level required by each job and the work intensity, referring to the average wage level in the industry, one can determine the planed hourly rate of each job. Definition: β i =Wei/Woi。 β i = the rationality coefficient of the wage rate level of each job. W oi = planed hourly rate of job i Generally β i should satisfy the following two condit