本文描述了图拉丁谷水区（TVWD）出于竞争需要实施的抄表生产率或激励计划。TVWD寻找抄表效率或激励计划是出于一种需要 竞争的该程序要求阅读的准确性、读者的安全性和防止错误 紧张或受伤，需要衡量部门的效率。公用事业公司想 保持现有员工的士气，提高抄表效率，并计划增加 由于地区的增长而产生的工作量，以及提供 为邻近地区提供服务。开发开始时，使用了一个邻近地区与类似地区的想法 生产力薪酬计划。TVWD决定开发并实施一个试点项目。当时，一个 最低平均每天400米，准确率为99.5%。这个新项目提供了一份薪水 奖励每天超过最低标准的每一个仪表读数。 为了实施试点项目，TVWD传达了预期、项目目标和 对员工的测量。我们讨论了读卡器之间的计量路线轮换。这个 较新的住宅区与较旧的乡村路线或城市相比，更容易阅读 商业路线。设定了四个月的审查日期，以评估项目的成败 程序 结果发现，滑动比例支付法鼓励 如果读者在接近一天结束时处于某个范围的顶部，他们应该放慢阅读速度。通过 从读者那里得到信息后，TVWD能够重新- 设计激励措施并实施了一项计划 超过400个最低标准，每次读取费用为0.07美元。同样从这个反馈中 付款期改为每月而不是每季度。 该激励计划的实施使每日抄表平均值从 每天305到415次。在黄金地段，每日记录为1515米。许多天过去了 每个读卡器的范围为800-1000。去年，该项目的年度预算为1万美元 程序然而，由于电表现在的读数等级较低，因此为22美元。 每小时65美元 相对于每小时29.04美元，TVWD能够将每次读取的成本从0.56美元降低到0.36美元 每个生产力提高了。每人每年读取的仪表数量增加17%，并且 这样一来，每年的加班时间减少了50多个小时。员工的士气提高了10% 将阅读与其他客户服务职责分开。Tualatin Valley Water District能够 以与私营行业竞争的价格提供抄表服务。 包括数字。

This paper describes a meter reading productivity or incentive plan that the Tualatin Valley Water District (TVWD) implemented because of a need to be competitive. TVWD's search for a meter reading productivity or incentive plan grew out of a need to be competitive. This program required accuracy of reads, safety of readers, and prevention of strains or injuries, and needed a measurement for efficiency of the department. The utility wanted to maintain morale of current staff, increase meter reading productivity and plan for additional workload due to the growth of the District and increased work load brought on by providing service for neighboring districts. Development began by using an idea that a neighboring district had with a similar productivity pay program. TVWD decided to develop and implement a pilot program. At the time, a minimum average of 400 meters per day with 99.5% accuracy was in place. The new program offered a pay incentive for each meter read per day in excess of the minimum standard. To implement the pilot program, TVWD communicated expectations, program goals, and measurements to employees. We discussed the rotation of meter routes among readers. The newer residential subdivisions would be easier reading as compared to the older rural routes or commercial routes. A four-month review date was set to access the success or failure of the program, and it was found that the sliding scale payment method encouraged readers to slow down reading if they were at the top of a range near the end of the day. By getting input from the readers,TVWD was able to re-engineer the incentive and implemented a flat fee of $.07 per read over the 400 minimum standard. Also from this feedback the payment period was changed to monthly rather than quarterly. Implementation of this incentive plan has increased the daily meter reading average from 305 to 415 per day. In the prime areas, the daily record is 1,515 meters. Many days are now in the 800-1,000 range per reader. Last year an annual amount of $10,000 was budgeted for this program. However, because meters are now read at a lower grade level $22.65 per hour as opposed to $29.04 per hour, TVWD has been able to lower the cost per read from $.56 to $.36 each. Productivity has increased. 17% more meters are read annually per person and the overtime has been decreased by 50+ hours per year in doing so. Staff morale has increased by separating reading from other customer service duties. Tualatin Valley Water District is able to perform meter-reading services at prices competitive with private industry. Includes figures.