Selecting the right metrics requires understanding key stakeholder expectations and how they can be measured, as well as making sure that measures are properly aligned to the hierarchy of objectives. This means that a random or shotgun approach to metrics identification is unlikely to result in effective evaluation and management of the system, whether it’s the entire organization, a single facility, a department, a process, or an activity. Instead there are likely to be gaps, misalignment and conflicts between metrics.Once selected there are many factors that must be defined, such as who is the owner, the source of data and how it will be manipulated, displayed and reported, as well as the frequency of analysis and appropriate responses.Throughout these steps consideration must be given to the potential psychological impact that a metric might have, in order to prevent any potential damage to system performance. As well, after implementation reviews must be done in order to determine what changes may be necessary (e.g., continue, revise, delete) for the metric.
Have you noticed that organizations often measure things that are easy to measure, or things that are less important (e.g., number of things done rather than number done right)? Or that the organization is copying what another organization is measuring? If so, that’s because that’s often the mindset used.
Rather than asking “what should we measure” the question should be “how should we decide what to measure?” That’s the premise behind this webinar, which will demonstrate how to identify the right metrics based on desired outcomes, and what needs to be specified related to each measure.
Duke is a knowledge architect specializing in quality management. He has been in private practice since 1985 working with organizations in the U.S., Aruba, Bermuda, Canada, England, India, Jamaica, Mexico, Netherlands, South Korea and Wales. He was formerly a quality professional in TRW’s automotive sector.
He has been elected Fellow of the American Society for Quality and is certified by ASQ as a manager of quality/organizational excellence, quality engineer and quality auditor. He has taught review courses for ASQ’s CMQ/OE, CQA, CQT andCQIA certifications, and is the developer and primary instructor for the Root Cause Analysis and Measuring Organizational/Process Performance courses offered by ASQ’s Learning Institute.
Duke holds undergraduate degrees in technology and business, a masters degree in adult education, and has completed doctoral coursework in applied management and decision sciences. He has served as an adjunct university faculty member teaching statistics and management research. He is also a graduate of the international program in the Gestalt approach to organization and system development.
He is the author of three books, Root Cause Analysis: The Core of Problem Solving and Corrective Action and Performance Metrics: The Levers for Process Management, and Musings on Internal Quality Audits: Having a Greater Impact, co-editor of The Certified Quality Manager Handbook (2nd ed.), and has written numerous articles for publications such as Quality Progress, Quality World, Business Improvement Journal, APICS-The Performance Advantage, Manufacturing Engineering, The Auditor, and Quality Management Forum.
He is a frequent speaker for professional and trade audiences at the local, regional, national and international levels, including AEM, AISC, APICS, ASQ, ASTD, AITP, AOQ, IIA, IIE, IMA, ISM, NAHQ, NAPM, NCSLI, PMI, SHRM and SME. He conducts public seminars for a variety of professional societies, training organizations and universities, and has served as a examiner for the Tennessee Performance Excellence award. He has also worked as a volunteer SCORE counselor to small business.