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.
The document discusses quality gates, which are go/no-go decision points between lifecycle phases used to detect and remove defects. It describes how quality gates can be implemented throughout a project's lifecycle and a product's development lifecycle to improve quality. Specifically, it recommends having one quality gate for every transition between project phases and product development milestones. It provides examples of specifying quality gates, including defining what work products are inspected, the gate's purpose, how inspections will be conducted, and who will participate in the gate. Quality gates aim to improve predictability and solution quality by facilitating early and continuous defect detection and prevention.
A3 Management: Effective Problem Solving via PDSATKMG, Inc.
Recorded webinar: http://slidesha.re/1kwmhx4
Subscribe: http://ksmartin.com/subscribe
For more information, see Chapter 4 of the Shingo Research Award winning The Outstanding Organization: http://bit.ly/TOObk
A3 management is a fundamental Lean management practice for making effective improvement, solving problems, developing people, and building a learning organization.
While this disciplined approach generates more effective and sustainable results than traditional problem solving, it’s arguably the process of developing skilled coaches that carries the greatest organizational benefits -- including the cultural shifts needed to accelerate transformation.
With practice, the organization becomes more responsive, focused, and effective in delivering value to its customers and attracting and retaining talent.
In this webinar, you will learn:
• The mechanics of using PDSA (plan-do-study-adjust) for solving problems.
• The vital role coaching plays in building organization-wide problem solving capabilities.
• How to break the “telling” habit that disrespects a worker’s creative potential.
• How to systematically build coaching capabilities to accelerate learning.
Lean Six Sigma Black Belt Training Part 5Lean Insight
This document discusses Lean Six Sigma training and customer needs analysis tools. It explains COPIS (Customers, Outputs, Processes, Inputs, Suppliers), which is used to map customer requirements and how a process delivers outputs. The document also outlines the key elements of a project charter, including the business case, problem statement, project scope, team, timelines, and communication plan. The charter defines the purpose and intended outcomes of a project.
SUCCESS STORY: Reducing Hiring Time From 10 Months to 36 DaysGoLeanSixSigma.com
Kent partnered with Cassandra to improve the Illinois Tollway’s hiring process that was 95% paper-based and would take over 10 months to fill a position. They were also facing a high turn-over rate, lack of technological assistance, and low applicant alignment to position needs. As it stood, the hiring process could use some help.
They started out by asking themselves two questions:
- What’s possible?
- What approach should we use to improve the hiring process?
In order to answer their first question, they needed to develop a better understanding of the current process. They chose to use DMAIC as their approach to improving the hiring process. They also thought it was important to identify the inhibitors of process change within the Illinois Tollway. Unfortunately, There were several: politics, policy, law, processes, technology, culture, and staff.
With their approach determined and inhibitors in mind, they set out to map their process.
The document discusses opportunities for RFID adoption in Australia. It notes that global trends are driving greater supply chain visibility and transparency through RFID. In Australia, over 44 case studies demonstrate RFID use across industries like livestock tracking, mining, and retail. However, surveys found that while benefits like improved information accuracy are recognized, demonstrating clear ROI and in-year cost savings remain key challenges. For broader adoption, opportunities exist in using RFID to improve supply chain efficiency and security.
Gave a talk at StartCon about the future of Growth. I touch on viral marketing / referral marketing, fake news and social media, and marketplaces. Finally, the slides go through future technology platforms and how things might evolve there.
The Six Highest Performing B2B Blog Post FormatsBarry Feldman
If your B2B blogging goals include earning social media shares and backlinks to boost your search rankings, this infographic lists the size best approaches.
1) The document discusses the opportunity for technology to improve organizational efficiency and transition economies into a "smart and clean world."
2) It argues that aggregate efficiency has stalled at around 22% for 30 years due to limitations of the Second Industrial Revolution, but that digitizing transport, energy, and communication through technologies like blockchain can help manage resources and increase efficiency.
3) Technologies like precision agriculture, cloud computing, robotics, and autonomous vehicles may allow for "dematerialization" and do more with fewer physical resources through effects like reduced waste and need for transportation/logistics infrastructure.
The document discusses quality gates, which are go/no-go decision points between lifecycle phases used to detect and remove defects. It describes how quality gates can be implemented throughout a project's lifecycle and a product's development lifecycle to improve quality. Specifically, it recommends having one quality gate for every transition between project phases and product development milestones. It provides examples of specifying quality gates, including defining what work products are inspected, the gate's purpose, how inspections will be conducted, and who will participate in the gate. Quality gates aim to improve predictability and solution quality by facilitating early and continuous defect detection and prevention.
A3 Management: Effective Problem Solving via PDSATKMG, Inc.
Recorded webinar: http://slidesha.re/1kwmhx4
Subscribe: http://ksmartin.com/subscribe
For more information, see Chapter 4 of the Shingo Research Award winning The Outstanding Organization: http://bit.ly/TOObk
A3 management is a fundamental Lean management practice for making effective improvement, solving problems, developing people, and building a learning organization.
While this disciplined approach generates more effective and sustainable results than traditional problem solving, it’s arguably the process of developing skilled coaches that carries the greatest organizational benefits -- including the cultural shifts needed to accelerate transformation.
With practice, the organization becomes more responsive, focused, and effective in delivering value to its customers and attracting and retaining talent.
In this webinar, you will learn:
• The mechanics of using PDSA (plan-do-study-adjust) for solving problems.
• The vital role coaching plays in building organization-wide problem solving capabilities.
• How to break the “telling” habit that disrespects a worker’s creative potential.
• How to systematically build coaching capabilities to accelerate learning.
Lean Six Sigma Black Belt Training Part 5Lean Insight
This document discusses Lean Six Sigma training and customer needs analysis tools. It explains COPIS (Customers, Outputs, Processes, Inputs, Suppliers), which is used to map customer requirements and how a process delivers outputs. The document also outlines the key elements of a project charter, including the business case, problem statement, project scope, team, timelines, and communication plan. The charter defines the purpose and intended outcomes of a project.
SUCCESS STORY: Reducing Hiring Time From 10 Months to 36 DaysGoLeanSixSigma.com
Kent partnered with Cassandra to improve the Illinois Tollway’s hiring process that was 95% paper-based and would take over 10 months to fill a position. They were also facing a high turn-over rate, lack of technological assistance, and low applicant alignment to position needs. As it stood, the hiring process could use some help.
They started out by asking themselves two questions:
- What’s possible?
- What approach should we use to improve the hiring process?
In order to answer their first question, they needed to develop a better understanding of the current process. They chose to use DMAIC as their approach to improving the hiring process. They also thought it was important to identify the inhibitors of process change within the Illinois Tollway. Unfortunately, There were several: politics, policy, law, processes, technology, culture, and staff.
With their approach determined and inhibitors in mind, they set out to map their process.
The document discusses opportunities for RFID adoption in Australia. It notes that global trends are driving greater supply chain visibility and transparency through RFID. In Australia, over 44 case studies demonstrate RFID use across industries like livestock tracking, mining, and retail. However, surveys found that while benefits like improved information accuracy are recognized, demonstrating clear ROI and in-year cost savings remain key challenges. For broader adoption, opportunities exist in using RFID to improve supply chain efficiency and security.
Gave a talk at StartCon about the future of Growth. I touch on viral marketing / referral marketing, fake news and social media, and marketplaces. Finally, the slides go through future technology platforms and how things might evolve there.
The Six Highest Performing B2B Blog Post FormatsBarry Feldman
If your B2B blogging goals include earning social media shares and backlinks to boost your search rankings, this infographic lists the size best approaches.
1) The document discusses the opportunity for technology to improve organizational efficiency and transition economies into a "smart and clean world."
2) It argues that aggregate efficiency has stalled at around 22% for 30 years due to limitations of the Second Industrial Revolution, but that digitizing transport, energy, and communication through technologies like blockchain can help manage resources and increase efficiency.
3) Technologies like precision agriculture, cloud computing, robotics, and autonomous vehicles may allow for "dematerialization" and do more with fewer physical resources through effects like reduced waste and need for transportation/logistics infrastructure.
“Every line is the perfect length if you don't measure it.” - Marty Rubin
So your organization has embarked upon a transformation to be more nimble and responsive by employing the latest tools and thinking in the Agile and DevOps arena. In this transformational context, how do you know that your initiatives are effective? Empirical measurements should provide insights on business value flow and delivery efficiency, allowing teams and organizations to see how they are progressing toward achieving their goals, but all too often we find ourselves mired in measurement traps that don't quite provide the right guidance in steering our efforts.
Rooted in contemporary thinking and tested in practice, this talk explores the principles of good measurement, what to measure, what not to measure, and enumerates some key metrics to help guide and inform our Agile and DevOps efforts. If done right, metrics can present a true picture of performance, and any progression, digression of these metrics can drive learning and improvement.
It is our hope that this session inspires organizations and teams to start or take a fresh look at implementing a valuable measurement program.
Quality and Project Management Professional with
17 years of experience in all aspects of Quality and project Management to the product-based, service-based, Financial Services & investment Banking Sectors
This document discusses agile metrics for measuring value, flow, quality, and culture. It presents common metrics used by Scrum teams like velocity, burnup/burndown, lead time, and defects. Flow-related metrics across the development lifecycle are explained, including the differences between cycle time and lead time. The document also discusses measuring value, happiness, culture, and frameworks for metrics like SAFe. Key takeaways are that outcomes rather than activity should be measured, and that culture, collaboration, and safety are important but difficult to measure metrics.
Improve regression test effectiveness with defect detection percentage (ddp)Tasktop
Learn the fundamentals to calculating how effective your team is at finding bugs in your software. Using ServiceNow and Micro Focus ALM to demonstrate, we’ll show you how to automate the flow of information between your ALM and ITSM tools to monitor DDP in real time.
Synchronizing incidents to your defect tracking tool is imperative if you want to perform root cause analysis to identify what regression test case “should have” trapped the defect during your last round of regression testing and trace it back.
We’ll show you how this integration allows you to:
Monitor your testing teams’ effectiveness in real time
Demonstrate and improve regression test coverage
Protect production environments with early trend detection
How to measure the outcome of agile transformationRahul Sudame
This presentation covers details on how we can measure that Agile Transformation is providing the intended outcome or not. I presents a research & survey which tries to understand how different people measure value of Agile Transformation
Improving Regression Testing Effectiveness With Defect Detection Percentage (...DevOps.com
In this Webinar, we will show you the fundamentals to calculating how effective your team is at finding bugs in your software. Using ServiceNow and Micro Focus ALM to demonstrate, we’ll show you how to automate the flow of information between your ALM and ITSM tools to monitor DDP in real time.
Synchronizing incidents to your defect tracking tool is imperative if you want to perform root cause analysis to identify what regression test case “should have” trapped the defect during your last round of regression testing and trace it back.
We’ll show you how this integration allows you to:
Monitor your testing teams’ effectiveness in real time
Demonstrate and improve regression test coverage
Protect production environments with early trend detection
info session 2024 Solution Challenge.pptxMuzeebaNisha
Join Solution Challenges Info Session 2024 for an engaging and insightful overview of this year's exciting innovation competitions. Discover the key themes, submission guidelines, and exclusive tips to excel in these challenges. Unleash your creativity, meet like-minded problem solvers, and explore opportunities to make a meaningful impact. Don't miss this chance to kickstart your journey towards creating innovative solutions for real-world challenges!
Rashmi Nagaraja has over 20 years of experience in quality management roles. She has worked at IBM, MphasiS, and ALLDATA Development Center. She holds several certifications including CSQA, CSM, ITIL Foundation, and ISO Lead Auditor. Her experience includes quality analysis, auditing, process improvement, and project management in various domains like IT, pharmaceutical, and automotive.
The document provides information about Google's annual Solution Challenge contest that invites Google Developer Student Club members to develop solutions to real-world problems using Google technologies. This year's challenge asks participants to solve one or more of the UN's 17 Sustainable Development Goals. The timeline for the contest is outlined, running from December 2022 to June 2023. Eligibility requirements state that teams can be 1-4 people, at least one must be a GDSC member, and can be from different schools/countries. Submission criteria and 10 questions are listed. Prizes include recognition for the Top 100, Final 10, and Winning 3 teams.
This document is a resume for Biju Aravind, who has over 6 years of experience in business process outsourcing and quality management roles. He currently works as a Unit Lead for Quality & Operations at Hinduja Global Solutions, where he supervises teams and ensures quality standards and productivity metrics are met. Prior experience includes roles as a Quality Analyst and Acting Team Leader. The resume outlines Biju's areas of expertise, professional skills, accomplishments, education history and personal details.
This document provides an overview of Six Sigma, including the key differences between the DMAIC and DMADV approaches. It discusses the main goals of Six Sigma as improving quality by reducing defects, variability, and improving customer satisfaction. DMAIC focuses on improving existing processes, while DMADV takes a proactive approach to designing new processes. The document also outlines the problem solving workflows for DMAIC and DMADV, and lists some of the key principles and success factors for Six Sigma implementation.
The document discusses the Improve phase of the Lean Six Sigma methodology. It provides an overview of the key tools and activities used in the Improve phase, including identifying and prioritizing root causes, developing and selecting solutions, implementing pilots, and developing implementation plans. It also discusses tollgate reviews, which are checkpoints to review progress. The Improve phase aims to develop, test, and select solutions to address the root causes identified in the Analyze phase in order to meet the project goals.
The document discusses the Improve phase of the Lean Six Sigma methodology. It provides an overview of the key tools and activities used in the Improve phase, including identifying and prioritizing root causes, developing and selecting solutions, implementing pilots, and developing implementation plans. It also discusses tollgate reviews, which are checkpoints to review progress. The Improve phase aims to develop, test, and select solutions to address the root causes identified in the Analyze phase in order to meet the project goals.
This document provides information about the Google Developer Student Clubs 2024 Solution Challenge. The challenge invites student teams to solve one of the United Nations' 17 Sustainable Development Goals using Google technology. The document outlines the eligibility requirements, timeline, prizes, submission and judging criteria, and resources available. It also includes an agenda for an information session on the challenge and frequently asked questions.
To address the inter-relationship about organization structure, process, activities and information and how process management can improve the productivity.
www.mtech.com.hk
This document provides an overview of quality management concepts. It begins with learning objectives related to defining quality, dimensions of quality, costs of quality, quality awards, philosophies of quality gurus, total quality management, problem solving, and process improvement. It then defines quality, discusses different views of quality, and traces the evolution of quality management. Key sections describe dimensions of quality, costs of quality, total quality management principles and elements, continuous improvement approaches like Six Sigma and Kaizen, quality tools, and roles in a Six Sigma program.
The document provides information about the Google Developer Student Clubs 2023 Solution Challenge. It outlines that the challenge mission is to solve one of the United Nations' 17 Sustainable Development Goals using Google technology. Eligible participants include university students who are members of a Google Developer Student Club. Teams of 1-4 students can register between December 1, 2023 and January 20, 2024. Submissions will be evaluated based on their solution's impact and use of technology. The top 100 teams will receive mentorship, and the top 3 winning teams will receive cash prizes up to $12,000.
Ram Chandra Nigam has over 20 years of experience in IT quality assurance and delivery. He has worked at Tata Consultancy Services and Unisys, where he helped achieve CMMI certifications. Currently working as a Business Excellence Manager at Unisys, he is responsible for process implementation, auditing, and sustaining CMMI ML5 certification. He has extensive experience in quality management, project management, testing, and application support across various industries.
SpiraTeam/SpiraPlan supports key aspects of managing agile projects including:
1) Establishing a product roadmap by engaging stakeholders, prioritizing requirements, and grooming the backlog for multiple iterations.
2) Estimating work as a team by increasing transparency, using themes as goals, and planning for risk.
3) Managing the agile process through features that support managing flow and velocity, increasing task and testing visibility, automating reporting, and triaging defects without breaking commitments.
HSE Training Presentation for ISO 14001, ISO 45001 IntegrationGlobal Manager Group
Global Manager Group provides ppt presentation for HSE training. It provides brief information on requirements of ISO 14001:2015, ISO 45001:2018, implementation steps, internal audit, etc.
For more information visit: https://www.globalmanagergroup.com/
“Every line is the perfect length if you don't measure it.” - Marty Rubin
So your organization has embarked upon a transformation to be more nimble and responsive by employing the latest tools and thinking in the Agile and DevOps arena. In this transformational context, how do you know that your initiatives are effective? Empirical measurements should provide insights on business value flow and delivery efficiency, allowing teams and organizations to see how they are progressing toward achieving their goals, but all too often we find ourselves mired in measurement traps that don't quite provide the right guidance in steering our efforts.
Rooted in contemporary thinking and tested in practice, this talk explores the principles of good measurement, what to measure, what not to measure, and enumerates some key metrics to help guide and inform our Agile and DevOps efforts. If done right, metrics can present a true picture of performance, and any progression, digression of these metrics can drive learning and improvement.
It is our hope that this session inspires organizations and teams to start or take a fresh look at implementing a valuable measurement program.
Quality and Project Management Professional with
17 years of experience in all aspects of Quality and project Management to the product-based, service-based, Financial Services & investment Banking Sectors
This document discusses agile metrics for measuring value, flow, quality, and culture. It presents common metrics used by Scrum teams like velocity, burnup/burndown, lead time, and defects. Flow-related metrics across the development lifecycle are explained, including the differences between cycle time and lead time. The document also discusses measuring value, happiness, culture, and frameworks for metrics like SAFe. Key takeaways are that outcomes rather than activity should be measured, and that culture, collaboration, and safety are important but difficult to measure metrics.
Improve regression test effectiveness with defect detection percentage (ddp)Tasktop
Learn the fundamentals to calculating how effective your team is at finding bugs in your software. Using ServiceNow and Micro Focus ALM to demonstrate, we’ll show you how to automate the flow of information between your ALM and ITSM tools to monitor DDP in real time.
Synchronizing incidents to your defect tracking tool is imperative if you want to perform root cause analysis to identify what regression test case “should have” trapped the defect during your last round of regression testing and trace it back.
We’ll show you how this integration allows you to:
Monitor your testing teams’ effectiveness in real time
Demonstrate and improve regression test coverage
Protect production environments with early trend detection
How to measure the outcome of agile transformationRahul Sudame
This presentation covers details on how we can measure that Agile Transformation is providing the intended outcome or not. I presents a research & survey which tries to understand how different people measure value of Agile Transformation
Improving Regression Testing Effectiveness With Defect Detection Percentage (...DevOps.com
In this Webinar, we will show you the fundamentals to calculating how effective your team is at finding bugs in your software. Using ServiceNow and Micro Focus ALM to demonstrate, we’ll show you how to automate the flow of information between your ALM and ITSM tools to monitor DDP in real time.
Synchronizing incidents to your defect tracking tool is imperative if you want to perform root cause analysis to identify what regression test case “should have” trapped the defect during your last round of regression testing and trace it back.
We’ll show you how this integration allows you to:
Monitor your testing teams’ effectiveness in real time
Demonstrate and improve regression test coverage
Protect production environments with early trend detection
info session 2024 Solution Challenge.pptxMuzeebaNisha
Join Solution Challenges Info Session 2024 for an engaging and insightful overview of this year's exciting innovation competitions. Discover the key themes, submission guidelines, and exclusive tips to excel in these challenges. Unleash your creativity, meet like-minded problem solvers, and explore opportunities to make a meaningful impact. Don't miss this chance to kickstart your journey towards creating innovative solutions for real-world challenges!
Rashmi Nagaraja has over 20 years of experience in quality management roles. She has worked at IBM, MphasiS, and ALLDATA Development Center. She holds several certifications including CSQA, CSM, ITIL Foundation, and ISO Lead Auditor. Her experience includes quality analysis, auditing, process improvement, and project management in various domains like IT, pharmaceutical, and automotive.
The document provides information about Google's annual Solution Challenge contest that invites Google Developer Student Club members to develop solutions to real-world problems using Google technologies. This year's challenge asks participants to solve one or more of the UN's 17 Sustainable Development Goals. The timeline for the contest is outlined, running from December 2022 to June 2023. Eligibility requirements state that teams can be 1-4 people, at least one must be a GDSC member, and can be from different schools/countries. Submission criteria and 10 questions are listed. Prizes include recognition for the Top 100, Final 10, and Winning 3 teams.
This document is a resume for Biju Aravind, who has over 6 years of experience in business process outsourcing and quality management roles. He currently works as a Unit Lead for Quality & Operations at Hinduja Global Solutions, where he supervises teams and ensures quality standards and productivity metrics are met. Prior experience includes roles as a Quality Analyst and Acting Team Leader. The resume outlines Biju's areas of expertise, professional skills, accomplishments, education history and personal details.
This document provides an overview of Six Sigma, including the key differences between the DMAIC and DMADV approaches. It discusses the main goals of Six Sigma as improving quality by reducing defects, variability, and improving customer satisfaction. DMAIC focuses on improving existing processes, while DMADV takes a proactive approach to designing new processes. The document also outlines the problem solving workflows for DMAIC and DMADV, and lists some of the key principles and success factors for Six Sigma implementation.
The document discusses the Improve phase of the Lean Six Sigma methodology. It provides an overview of the key tools and activities used in the Improve phase, including identifying and prioritizing root causes, developing and selecting solutions, implementing pilots, and developing implementation plans. It also discusses tollgate reviews, which are checkpoints to review progress. The Improve phase aims to develop, test, and select solutions to address the root causes identified in the Analyze phase in order to meet the project goals.
The document discusses the Improve phase of the Lean Six Sigma methodology. It provides an overview of the key tools and activities used in the Improve phase, including identifying and prioritizing root causes, developing and selecting solutions, implementing pilots, and developing implementation plans. It also discusses tollgate reviews, which are checkpoints to review progress. The Improve phase aims to develop, test, and select solutions to address the root causes identified in the Analyze phase in order to meet the project goals.
This document provides information about the Google Developer Student Clubs 2024 Solution Challenge. The challenge invites student teams to solve one of the United Nations' 17 Sustainable Development Goals using Google technology. The document outlines the eligibility requirements, timeline, prizes, submission and judging criteria, and resources available. It also includes an agenda for an information session on the challenge and frequently asked questions.
To address the inter-relationship about organization structure, process, activities and information and how process management can improve the productivity.
www.mtech.com.hk
This document provides an overview of quality management concepts. It begins with learning objectives related to defining quality, dimensions of quality, costs of quality, quality awards, philosophies of quality gurus, total quality management, problem solving, and process improvement. It then defines quality, discusses different views of quality, and traces the evolution of quality management. Key sections describe dimensions of quality, costs of quality, total quality management principles and elements, continuous improvement approaches like Six Sigma and Kaizen, quality tools, and roles in a Six Sigma program.
The document provides information about the Google Developer Student Clubs 2023 Solution Challenge. It outlines that the challenge mission is to solve one of the United Nations' 17 Sustainable Development Goals using Google technology. Eligible participants include university students who are members of a Google Developer Student Club. Teams of 1-4 students can register between December 1, 2023 and January 20, 2024. Submissions will be evaluated based on their solution's impact and use of technology. The top 100 teams will receive mentorship, and the top 3 winning teams will receive cash prizes up to $12,000.
Ram Chandra Nigam has over 20 years of experience in IT quality assurance and delivery. He has worked at Tata Consultancy Services and Unisys, where he helped achieve CMMI certifications. Currently working as a Business Excellence Manager at Unisys, he is responsible for process implementation, auditing, and sustaining CMMI ML5 certification. He has extensive experience in quality management, project management, testing, and application support across various industries.
SpiraTeam/SpiraPlan supports key aspects of managing agile projects including:
1) Establishing a product roadmap by engaging stakeholders, prioritizing requirements, and grooming the backlog for multiple iterations.
2) Estimating work as a team by increasing transparency, using themes as goals, and planning for risk.
3) Managing the agile process through features that support managing flow and velocity, increasing task and testing visibility, automating reporting, and triaging defects without breaking commitments.
HSE Training Presentation for ISO 14001, ISO 45001 IntegrationGlobal Manager Group
Global Manager Group provides ppt presentation for HSE training. It provides brief information on requirements of ISO 14001:2015, ISO 45001:2018, implementation steps, internal audit, etc.
For more information visit: https://www.globalmanagergroup.com/
HSE Training Presentation for ISO 14001, ISO 45001 Integration
DCITA Presentation final sec
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