The document discusses various metrics that can be used to measure performance across different domains. It provides examples of metrics in four key areas: human development, quality, timeliness, and efficiency. For human development, examples include employee engagement, training programs, and satisfaction surveys. For quality, examples given are defect rates, accuracy, and predictive maintenance. Timeliness examples include on-time delivery and availability. Efficiency examples include productivity, utilization, and cost-benefit analyses. The document also provides templates for performance boards to track these various metrics over time.

1. DCITA Metrics
Michael Grover
May 17, 2012
May 18, 2012 DCITA Interview Michael Grover
Personal Property of Michael Grover and G6 Consulting

2. Basic Metrics
 Human Development
◦ Engagement [of employees] (# teams, # ideas submitted)
◦ Progression / Contingency / Succession (personal development plans)
◦ Training / Development / Mentoring (KSA’s)
◦ Surveys (satisfaction, application of KSA’s, motivation)
 Quality
◦ Defects per million (ppm) – Six Sigma 3 ppm or 99.9997%
◦ Accuracy of material
◦ Qualitative & Quantitative measurements
 Timeliness
◦ On Time Delivery – when the customer wants / needs it
◦ Units Available
 Efficiency (Productivity)
◦ Cost & Revenue
◦ # Productions Units/ labor hour
◦ Capacity (throughput)
May 18, 2012 DCITA Interview
Slide 2Michael Grover
Personal Property of Michael Grover and G6 Consulting

3. Transportation Metrics
 Human Development
◦ Number of drivers w/ safety certifications (# safety violation/ employee)
◦ Years of service average / employee
◦ Training & simulation hours (dealing with irate customers, accident avoidance)
◦ Employee Surveys (job satisfaction, job security, motivation to improve)
 Quality
◦ Safety (accidents, near misses, on the job injuries, off the job injuries – by employee, route, vehicle/model)
◦ Number of vehicle breakdowns/ week
◦ Cleanliness of vehicles
◦ Number of complaints (by - Route, Employee,Vehicle #, time of day, etc)
 Politeness and professionalism of employees to customers
◦ Predictive Maintenance ( % schedule & accuracy)
 Timeliness
◦ OnTime Pickup – Bus Schedule, scheduled Maintenance of vehicles (customer wait time)
◦ Units Available & standby
◦ Readiness availability (time from request to in-service of vehicle)
 Efficiency (Productivity)
◦ Cost of Operations & Revenue collected (verses Budgeted)
◦ Number of Employees / passenger mile
◦ Cost / passenger mile & Revenue / passenger mile
◦ Passengers/ vehicle (by route, time of day, vehicle model)
◦ Utilization of vehicles (% of time in service providing revenue)
May 18, 2012 DCITA Interview
Slide 3Michael Grover
Personal Property of Michael Grover and G6 Consulting

4. DCITA Metrics
 Quality & Learning Effectiveness
◦ Level 1 Reaction (Instructor / Environment / Courseware) typical smile
sheets given at the end of class
◦ Level 2 Learning (learning effectiveness)
◦ Level 3 Job Impact (how learning is applied to every day use)
◦ Level 4 Results – Business Results / Management Support
◦ Level 5 ROI – Return on Investment (Evidence of Success)
Learning Effectiveness} Informal & Social Learning Measurement /
Benchmarking against other learning organizations
Inputs for
Analysis
Class Attributes
Course
Teacher
Location
DeliveryType
Department
Survey Data
Scale Based Answers
Multiple Choice
Comments
Test scores
Number of Surveys
Student
Demographics
Role
Organization
Business Unit
Geography
Level
Outputs to
measure
Performance
Comparisons / Trends / Performance / Benchmarking
Set Goals and MeasureVariances
May 18, 2012 DCITA Interview
Slide 4Michael Grover
Personal Property of Michael Grover and G6 Consulting

5. DCITA Metrics
 Human Development
◦ Instructors – Number years experience / # cases solved / Expertise level
◦ Training hours per class category (complexity etc.)
◦ Instructor & Employee Surveys (job satisfaction, motivation to improve)
 Quality & Learning Effectiveness
◦ See Next Slide
◦ Classes w/ Itineraries / Thoroughness
 Timeliness
◦ Courses schedules X weeks out and launched per schedule
◦ Class on time per itinerary / schedule
◦ Time to Market of class orTime to update / revamp course
 Efficiency (Productivity)
◦ Cost of Operations (vs. Budget) & PerceivedValue by clients & Students
◦ Number of Qualified Instructors able to deliver various classes
◦ Cost per Course Developed / and conversion to electronic automation
◦ Cost per Course Delivered
◦ Utilization of assets
May 18, 2012 DCITA Interview
Slide 5Michael Grover
Personal Property of Michael Grover and G6 Consulting

6. Site/Corporate Level Measures
◦ ($ Dollars) HD Human Development
 KPI Metric Satisfaction Surveys
◦ ($ Dollars) Q Quality
 KPI Q - First pass yield
◦ ($ Dollars)T Timeliness
 KPI T - OnTime Delivery
◦ ($ Dollars) C Cost / Revenue
 KPI C - Capacity
 Costs of Event
 Projected hard savings annualized
KPI – Key
Performance
Indictors
May 18, 2012 DCITA Interview
Slide 6Michael Grover
Personal Property of Michael Grover and G6 Consulting

7. Measurement Basics - Purpose
Drive Performance
 Increase Quality (decrease defects)
 IncreaseTimeliness (decrease flow time)
 Increase Efficiency (Productivity)
May 18, 2012 DCITA Interview
Slide 7Michael Grover
Personal Property of Michael Grover and G6 Consulting

8. Performance Board
 Tracks process indicators
 Are we ahead, behind or on pace?
 Variance reasons visually evident
 Solutions and countermeasures
documented
 A tool to reveal further areas that need
problem solving
 Used to mentor other problem solvers
(beyond the manager)
What are the key items we need to monitor?
8Michael Grover
Personal Property of Michael Grover and G6 Consulting

9. Performance Board Standard
Date Issue/ Problem/
Opportunity
Root Cause Actions Person
responsible
Due
date
Date
complete
Repea
t
issue?
(Y/N)
WeeklyAvg
0
5
10
15
20
25
30
Week
Daily
0
2
4
6
8
10
12
14
16
18
20
22
24
26
28
30
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
Day
Output Control
Countermeasures Metrics
Human Development
Timeliness
Efficiency
Pareto sorted defects
Quality
WeeklyAvg
0
5
10
15
20
25
30
Week
Huddle
StandardWork
MARDiscrepancies
Month______________
23491117
29
40
7481
117
99%99%98%95%
93%
88%
81%
70%
51%
30%
0
48
97
145
194
242
290
339
387
Missed Wrong
Frequency
Duplicate Wrong Dose Unauthorized Duration Illegible Wrong
Patient
Wrong
Comment
Wrong Drug Wrong Route
Discrepancy
NumberofDiscrepancies
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
n=387
HUDDLE STANDARD WORK
Huddle Run by Manager or Supervisor
 Review Action Items
 Are you using the board to manage flow
 Are problems being captured and followed-up on
 Are the top problems being solved
 Review Output Control
 What are the variances and why
 Identify countermeasures to address variances
 Review Metrics
 Biggest opportunities are being identified
 Identify countermeasures to address variances
Huddle Meeting Time: 10am everyday (example)
Huddle Flow Time: 15 minutes
May 18, 2012 DCITA Interview 9Michael Grover
Personal Property of Michael Grover and G6 Consulting