Lean Frontiers: Are they differences in getting middle management on board from getting executive management support?
Are there differences in getting middle management from executive management on board for 1) developing the lean enterprise and 2) direct engagement on their part? What are the differences, if any?
Posted on 9 mai 2015
Archives by Tag 'Metrics'
Jeff Liker

Jeff Liker: Metrics create a focus for the company so changes lead to meaningful business results

By Jeff Liker, - Last updated: lundi, janvier 28, 2013
I agree for the most part with the observations of my colleagues.  Summary:  "You get what you measure" translates into "Let's measure what we think we want and we will get it."  There are two problems.    First, we often cannot measure what we want.  We want engagement, we want people to pay close attention to quality and safety, we want engagement, we want people to produce more in less time, we want people to product just what the customer wants, etc.  Each of the measures is a proxy for what we really want.  With many measures and pressure people work ...

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Jean Cunningham

Jean Cunningham: 4 criteria for good metrics

By Jean Cunningham, - Last updated: dimanche, janvier 27, 2013
What great input from the other bloggers on this question.  And here is what I have learned: If you ask 3 people how a metric is calculated and you get 3 answers, it isn't a good metric. The metric needs to be simple to understand and to measure, because it's purpose is to drive problem solving. If all your metrics are outcome metrics (sales per person, inventory turns, shipments per hour) then add some process metrics. (how often was a sales order entered with incomplete information, number of times with unplanned downtime on the line, orders not entered within 2 ...

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Orry Fiume

Orry Fiume: Look at families of metrics – any single metric can be dangerous

By Orry Fiume, - Last updated: dimanche, janvier 27, 2013
Great story Sammy and it is the perfect illustration as to why the use of any single metric can be dangerous.  That is why at Wiremold I always looked at "families" of metrics.  To me the most powerful "family" of metrics is Customer Service (i.e. on time shipment), Inventory Turns and Productivity.  If all three are simultaneously improving then you have to be doing a lot of things right.  In Sammy's example, where someone produced more than the customer required, productivity might increase but inventory turns would get worse so you would know ...

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Samuel Obara

Sammy Obara: Since metrics drive behavior, we want to be careful about how we establish them

By Samuel Obara, - Last updated: dimanche, janvier 27, 2013
old question but very current, A friend of mine, ex-Geek Squad, told me BestBuy created an incentive bonus to those store people who sold the highest number of gift cards that month. Gift card sales indeed went up that month, I'm not sure revenues did, though. He said he and his friends sold their gift cards by easily convincing customers to pay for their already planned purchases using a gift card. It worked like this: They would get customers' payments for say a laptop (cash, charge or cheque), buy the gift card with that money, pay for the purchase with that card, and get bonus points ...

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