【正文】 通過實(shí)時(shí)監(jiān)測每個(gè)勞動(dòng)工序的時(shí)薪率的改變，程序可以識(shí)別和調(diào)整在不同勞動(dòng)工序中的計(jì)件率的不平衡。 VI. 結(jié)論 以上是一個(gè)對廣東省南海市企業(yè)進(jìn)行的管理咨詢一部分。福利補(bǔ)貼包括工齡， 醫(yī)療，房屋出租，食品，運(yùn)輸，保險(xiǎn)等，是為了加強(qiáng)工人歸屬感，所有這些都是為了增加企業(yè)的凝聚力為目標(biāo)。 在不同產(chǎn)品中， 平均 次品 率 k按下列公式 得到： Vi = 批量 i的產(chǎn)品價(jià)值 。 在不同的“生產(chǎn) — 訂單”企業(yè)，這個(gè)系數(shù)由很大不同 。 V j = j階段發(fā)出工資 。 第一， 需要考慮 不同的工作所需技能和工作強(qiáng) 度。(i=1,? ,m) ④ β 1≈β 2≈ ? ≈β m m = 工作的類型數(shù) 條件 ① 適合 絕對工資水平， β i 1意味著工資水平 偏 低， 并且工人辭職率很高 。 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。 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。 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) 。 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 。所有這些都會(huì)對工作效率，成本，質(zhì)量和其他問題有直接影響。 II. 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。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。s quite normal to have some weakness in any output based system. In the implementation process, the pany should pay special attention to the data analysis and disposal. Management should listen to the workers39。 Km= reward or punishment rate related to material consumption (usually, Km =)。 = product planed wage rate。s average level. When workers have lower wages than those working in other panies with the same job level, they may leave the pany, and the demission rate will increase. When setting the piece rate level, the fairness principle should be adhered to, thus to arouse the workers39。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。 wages are calculated on the basis of hourly rate or piece rate. In hourly rate system, working hours and hourly rate determine the workers39。Wage System Innovation in Small and Middle Manufacture Enterprise Zhang bixi School of Economics and Management Guangdong University of Technology Guangzhou, China Xie xiangtian School of Economics and Management Guangdong University of Technology Guangzhou, China AbstractFor small and middle manufacture enterprises (SMME), the problem of workers39。 wages. This method is easy to manage, but it cannot inspirit the workers. In practice, it has been found that workhour rate based on pay system always results in slowdown of work efficiency and decrease in productivity. While in piece rate system, workers39。 Si = real monthly wages of job i。 enthusiasm. Piece rate setting should follow a two step model: first, based on the previous year39。 2) Workingprocedure piecerate based on planed hourlyrate: t i =manhour quota of workingprocedure i。 h = numbers of workers related to the material consumption. Cq, Cr is material consumptionquota and real material consumption respectively. The average rejectrate k is calculated based on the product values under multivariety products conditions according to the following equation: Vi = values of products checked in batch i。 suggestions in order to adopt appropriate measures to correct the mistakes and the weakness in the pay system. The production and technology conditions will change along with the process of time, so the pany should evaluate the implementation results of the output based system periodically. While ensuring the relative stability of piecerate level, any piecerate level, which obviously deviate the expected level, should be adjusted accordingly. VI. CONCLUSIONS The above is part of a management consultation project done for an enterprise in Nanhai city of Guangdong Province. Based on the project, we have developed a pay management system. The new system has been adopted for about a year and obvious improvement has been achieved. Output based system is the most widely used pay system in SMME. In madetoorder enterprises, because the work tasks change frequently, it is difficult to determine the work piecequota level accurately. Enterprises face many challenges in Output based system management. The paper suggests that the panies should determine the target piece rate based on planed output value wage rate, and work out their own target piecerate based on planed hourly rate. After considering the two conditions, panies can adjust the workingprocedure piecerate, thus the target product