1. 1
Boeing 747:
One of the world’s most complex cockpits that monitors
hundreds of systems , yet…
…only six instruments are needed to provide the
basic information to fly the plane.
2. 2
Quality & Risk AND Scale & Efficiency
There are a number of drivers that can be used to gain insight on processes…
…but a subset of dual use metrics provides the basic information to understand how
processes are operating and where to delve further.
Scale & Efficiency Outcomes
Quality & Risk Outcomes
Dual Use Indicators
STP /
Automation
FPA
Deliverable
Timeliness
Proficiency &
Cross Training
Task
Timeliness
Deliverable
Quality
Unit Cost
Units / FTE
Incidents
Incidents / 100 Accounts
Quality
& Risk
Scale &
Efficiency
Two Sides of the
Same Coin
3. 3
Dual Use Rationale
Metric Category Quality & Risk
Use
Scale & Efficiency
Use
STP / Automation Rate Leading / Infrastructure Assuming system logic is correct,
provides for a volume of
transactions that should be 100%
accurate.
Primary: Indication of what relative %
of new volumes can be absorbed
without added headcount (scale)
Secondary: Insight into supplier
quality.
Associate Proficiency &
Cross Training
Leading / Infrastructure Indication of whether fully trained
individuals are available to
execute the processes.
Indication of whether fungible
resources are available to absorb
temporary spikes in demand.
Task Timeliness Current / Process In regards to late tasks, indication
of stress in the system and
potential opportunities for rushed
/ inadequate reviews
Indication of excess or insufficient
capacity required to execute processes
First Pass Accuracy Current / Process Indication of the level of processor
proficiency as well as the relative
volume of errors that must be
caught before release.
Indication of the level of “hidden” and
uncounted unit volume transactions
that must be reprocessed , adversely
impacting efficiency and units/FTE.
Deliverable Timeliness Lagging / Deliverable Indication of stress in the system
that might create situations
where rushed reviews result in
missed errors. In some cases
timeliness is mandated.
Indication of inefficient use of
resources (too early) or inability to
handle volumes based upon current
staffing model (lack of scale).
Deliverable Quality Lagging / Deliverable Indication of the impact of an
incidents across the body of
deliverables. Often one issue can
impact multiple deliverables
Indication of the level of reprocessing
and management time that must be
expended due to deliverable quality
issues
