Performance metrics are an essential element of the management review process.
Quality metrics may include elements such as customer satisfaction, supplier performance, manufacturing defects, complaints, cycle times and many other internal or external processes.
This presentation provides a framework for establishing right quality indicators for evaluating the performance of the quality system.
"Quality Metrics" not only helpful US FDA, moreover helpful for all pharmaceutical industries.
Quality metrics are helpful for Chairman, MD, CEO & higher management to evaluate & know the firm performance (*Indirectly different department employees performance & productivity).
Quality measures are tools that help us measure or quantify healthcare processes, outcomes, patient perceptions, and organizational structure and/or systems that are associated with the ability to provide high-quality health care and/or that relate to one or more quality goals for health care.
Quality Metrics are used to monitor the overall quality of pharmaceutical products and helps to improve product quality and implementing the culture in manufacturing facility.
Performance metrics are an essential element of the management review process.
Quality metrics may include elements such as customer satisfaction, supplier performance, manufacturing defects, complaints, cycle times and many other internal or external processes.
This presentation provides a framework for establishing right quality indicators for evaluating the performance of the quality system.
"Quality Metrics" not only helpful US FDA, moreover helpful for all pharmaceutical industries.
Quality metrics are helpful for Chairman, MD, CEO & higher management to evaluate & know the firm performance (*Indirectly different department employees performance & productivity).
Quality measures are tools that help us measure or quantify healthcare processes, outcomes, patient perceptions, and organizational structure and/or systems that are associated with the ability to provide high-quality health care and/or that relate to one or more quality goals for health care.
Quality Metrics are used to monitor the overall quality of pharmaceutical products and helps to improve product quality and implementing the culture in manufacturing facility.
CAPA (Corrective & Preventive Action) in Pharma PlantM. Agung Sumantri
CAPA is very important for continuous improvement in pharma plant. We often give up when find a complicated situation. Please do not only find the probable cause. Challange our probable cause to become evidence-based root cause.
TQM is the integration of all functions and processes within an organization to achieve continuous improvement of the quality of goods and services.
The goal is customer satisfaction.
Total Quality Management PowerPoint Presentation SlideSlideTeam
Ensure the quality of your product or service is consistent with our content-ready total quality management PowerPoint presentation slides. These capability maturity model integration presentation slides will help you upgrade the standards of your organization. Our quality improvement PPT presentation will help you enhance the quality of your firm outputs. This content ready quality control PowerPoint PPT covers all the relevant slides such as introduction, TQM pyramid, TQM model, customer focus in TQM, planning process in TSM, process management, business process improvement, involvement of people, TQM elements, determinants of product quality, determinants of service quality, importance of good quality, consequences of poor quality, principles and certification, and tools of quality management. It also includes slide on pareto chart, flow chart, fishbone diagram, data and analysis, root cause analysis, opportunity analysis, timeline analysis, force field analysis, SIPOC analysis, 5 why analysis, failure mode effect analysis, musts and wants, cost of quality, quality cost report, quality control, and quality management dashboard. Using these presentation slides, you can explain the content of quality control and quality assessment. So, quickly download this total quality management presentation PPT. Get them in the groove with our Total Quality Management PowerPoint Presentation Slide. Encourage them to follow given directions.
Quality Management system in accordance to Vol. 4 EU Guidelines for GMP for Medicinal Products for Human and Veterinary Use Chapter 1 Pharmaceutical QS
ICH Q10/ Q7.
ISO 9001/2015
Quality Assurance is of Tremendous Importance in Pharma and Health care sector.
A brief of that is try to explain here..
A Trust of the Customer on Product is solely based on the Effective QA
In House Service Excel Training Ss 08 10 15Mark Thompson
The “how-to’s” of developing a training program for your staff to meet your club’s needs. McKinley Solutions will provide you with the tools you need to ensure your team “hits the ground running” and consistently deliver results that are in line with your core values and standards for service excellence!
CAPA (Corrective & Preventive Action) in Pharma PlantM. Agung Sumantri
CAPA is very important for continuous improvement in pharma plant. We often give up when find a complicated situation. Please do not only find the probable cause. Challange our probable cause to become evidence-based root cause.
TQM is the integration of all functions and processes within an organization to achieve continuous improvement of the quality of goods and services.
The goal is customer satisfaction.
Total Quality Management PowerPoint Presentation SlideSlideTeam
Ensure the quality of your product or service is consistent with our content-ready total quality management PowerPoint presentation slides. These capability maturity model integration presentation slides will help you upgrade the standards of your organization. Our quality improvement PPT presentation will help you enhance the quality of your firm outputs. This content ready quality control PowerPoint PPT covers all the relevant slides such as introduction, TQM pyramid, TQM model, customer focus in TQM, planning process in TSM, process management, business process improvement, involvement of people, TQM elements, determinants of product quality, determinants of service quality, importance of good quality, consequences of poor quality, principles and certification, and tools of quality management. It also includes slide on pareto chart, flow chart, fishbone diagram, data and analysis, root cause analysis, opportunity analysis, timeline analysis, force field analysis, SIPOC analysis, 5 why analysis, failure mode effect analysis, musts and wants, cost of quality, quality cost report, quality control, and quality management dashboard. Using these presentation slides, you can explain the content of quality control and quality assessment. So, quickly download this total quality management presentation PPT. Get them in the groove with our Total Quality Management PowerPoint Presentation Slide. Encourage them to follow given directions.
Quality Management system in accordance to Vol. 4 EU Guidelines for GMP for Medicinal Products for Human and Veterinary Use Chapter 1 Pharmaceutical QS
ICH Q10/ Q7.
ISO 9001/2015
Quality Assurance is of Tremendous Importance in Pharma and Health care sector.
A brief of that is try to explain here..
A Trust of the Customer on Product is solely based on the Effective QA
In House Service Excel Training Ss 08 10 15Mark Thompson
The “how-to’s” of developing a training program for your staff to meet your club’s needs. McKinley Solutions will provide you with the tools you need to ensure your team “hits the ground running” and consistently deliver results that are in line with your core values and standards for service excellence!
The Missing Role from your Customer Success Org Chart: Customer Success Opera...Gainsight
Customer Success executives are realizing a new need for Customer Success Operations as a role in their organizations. As Customer Success become more mature, measurable, and process driven, there needs to be someone who is accountable for administering the programs and playbooks.
Customer Success Operations isn’t all that different from Sales Operations from a role perspective, but because CS Operations is an emerging role many teams are fighting an uphill battle to make the hire. Even after they secure the hire, a lot of teams struggle to hire the right candidate for the Customer Success Operations role. The Gainsight Customer Success team will walk you through the basics of Customer Success Operations and discuss why teams should consider hiring for this impactful role.
From $0 to $200MM in 2 Years: How a Fast-Growing D2C Brand Used CRO to Scale ...VWO
As a multidisciplinary field, CRO represents a set of multiple capabilities that can apply to many different areas of a company.
In this webinar, Lucas will share how CRO skills can help a company grow by applying typical processes. He will also share the analysis of different business contexts in a growth environment. Lucas will connect CRO with all major company objectives in different ways:
- Importance of quali-quanti analysis for hiring new tools,
-The hypothesis test cycle and its importance in project management,
-A/B test as part of strategic initiatives vs isolated tests,
and the maturation CRO as your company grows.
Lucas Kenji is a CRO expert currently working with the Trafilea Group where he manages the CRO program for Shapermint and Truekind.
Contact Center is a Gold Mine for Customer Experience Improvement Company-wideClearAction
Customer comments in the contact center are underutilized gold mines for guiding your whole company in improving and differentiating customer experience for stronger business results.
See https://ClearAction.com/
This a simplified presentation to Implement Change,utilizing the Prosci-ADKAR Methodology and some of my personal modifications. I think this first part will help many to understand the Prosci-ADKAR methodology, along with an easier overview of change itself
Doing Analytics Right - Selecting AnalyticsTasktop
This webinar lays out the principles and key concerns for selecting analytics.
It covers:
* The proper purpose of analytics,
* enabling feedback loops to attain your goals such as efficiency and predictability, and
* how to avoid doing more harm than good.
In particular, we will cover: the dimensions of analytics, the key driving principles, analytics maturity, adapting the analytics to your mix of development efforts, and integrating analytics across the levels of the organization.
Presenation by Jim Thornton, Certified Hypnotist and Principal of Northstar Consulting Group International to ASQ Section 1508 Tampa/St Petersburg on April 13th, 2009
Presentation made to ASQ section 1508 Tampa/St Petersburg chapter by Sam Farney, Principal Supply Chain Advisors on April 13th 2009. Copyrighted material, all rights reserved
Essential Leadership Skills - Presentation by AJ Yilmaz, Executive Director, American College of Nutrition & CEO, Target Action presented to Tampa/St Petersburg section of ASQ on Feb 9, 2009.
Presentation from Ted Nardin, President, Quality3 and Ray Quiñones, Vice President and Six Sigma Black Belt, Quality3 on
Quality Customer Service in the Call Center Environment. Presentation made to the Tampa/St Petersburg section of ASQ on Feb 9, 2009
Using Sterling/Bladrige Management system to build an integrated and sustainable organization by Robert Madeiros, Supplier Quality Engineering Manager at Honeywell and Master Examiner at Florids Sterling Council
Presented to ASQ Section 1508 members on Jan 12, 2009
InnovationStation Experience –
The “Intellectual & Emotional Thoughtspace” for Value Creation
By Bernie Saboe, Performance Consultant for Raytheon Professional Services, LLC
Presented to ASQ Section 1508 meeting on January 12, 2009
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Adversarial Attention Modeling for Multi-dimensional Emotion Regression.pdf
Quality Metrics
1. Developing Meaningful Metrics:
Driving Action for Results!
Presented to
ASQ St. Petersburg-Tampa-Section 1508
08 February 2010
by
T. M. Kubiak, President
Performance Improvement Solutions
Conquering the Challenge!™ 1 Copyright T. M. Kubiak 1996-2010
Performance Improvement Solutions
2. If you don’t have confidence in
the diagnosis, you won’t have
confidence in the prescription.
— Steven Covey
Conquering the Challenge!™ 2 Copyright T. M. Kubiak 1996-2010
Performance Improvement Solutions
4. Can any of you help me with
metrics? My boss wants a
whole new set by the end of
the week and I don’t even
know where to start! HELP!
Conquering the Challenge!™ 4 Copyright T. M. Kubiak 1996-2010
Performance Improvement Solutions
5. Overview
The Driving Force Characteristics of Measures
Definitions Development Considerations
Why Measure? Principles of Measurement
Barriers to Measurement Where Should You Measure?
Pitfalls to Avoid Goals, Targets, & Benchmarks
What Measures Measure Evolution of a Measure
The “E’s” of Measurement Examples of Measures
Different Views of Measures Some Final Words...
Conquering the Challenge!™ 5 Copyright T. M. Kubiak 1996-2010
Performance Improvement Solutions
6. A Few Definitions, Of Course!
Measure (Metric)
Refers to numerical information that quantify
input, output, and performance of processes,
products, and services
Indicator
Measurement that relates to performance, but
is not a direct or exclusive measure of such
performance
Measure that is a predicator of some more
significant performance
Measure, Metrics, and Indicators! Oh my!
Conquering the Challenge!™ 6 Copyright T. M. Kubiak 1996-2010
Performance Improvement Solutions
7. Why Measure?
If you cannot measure it, you cannot control it.
If you cannot control it, you cannot manage it.
If you cannot manage it, you cannot improve it.
What gets measured and rewarded is what gets
done. Corollary: If the measurements don’t
change, neither do the results.
Measurements allow us to track where we have
been, where we are, and where we are going
Shows how effectively we use our resources
Measurement: The Roadmap to Progress
Conquering the Challenge!™ 7 Copyright T. M. Kubiak 1996-2010
Performance Improvement Solutions
8. More Reasons for Measuring
Focuses attention on factors contributing to
achieving the organization’s mission
Assists in setting goals and monitoring
trends and progress
Provides input for analyzing root cause and
sources of errors
Identifies opportunities for on-going
improvement
Provides a means of knowing whether we’re
winning or losing
Measurement: The Roadmap to Progress
Conquering the Challenge!™ 8 Copyright T. M. Kubiak 1996-2010
Performance Improvement Solutions
9. The Driving Force
Integrated System of Metrics
Customer Operational
Requirements Processes
Lean Six Sigma drives
improvement at the individual
process level.
Corporate Business Business Support
Objectives Strategy Requirements Processes
Corporate Are these processes capable of Supplier
Strategy Processes
meeting business requirements?
Driving Customer Satisfaction and Business Success!
Conquering the Challenge!™ Copyright T. M. Kubiak 1996-2010
Performance Improvement Solutions
10. Barriers to Measurement
Thinking some jobs can’t be measured
Thinking there isn’t enough time to measure
The process of accomplishing a task is not
understood
Fear that the measurement will become a club
Conquering the Challenge!™ 10 Copyright T. M. Kubiak 1996-2010
Performance Improvement Solutions
11. Pitfalls to Avoid!
Using the measure as a carrot or a stick
Reason: the goal becomes to manipulate the number
Conquering the Challenge!™ 11 Copyright T. M. Kubiak 1996-2010
Performance Improvement Solutions
12. Pitfalls to Avoid!
Measuring everything that is possibly helpful
Reason: dilutes the effort
Conquering the Challenge!™ 12 Copyright T. M. Kubiak 1996-2010
Performance Improvement Solutions
13. Pitfalls to Avoid!
Measuring parameters where the organization excels
Reason: reduces the effort to a publicity campaign
Conquering the Challenge!™ 13 Copyright T. M. Kubiak 1996-2010
Performance Improvement Solutions
14. Pitfalls to Avoid!
Requiring precision in the data beyond the
requirements of the decision
Reason: exasperates all involved
Conquering the Challenge!™ 14 Copyright T. M. Kubiak 1996-2010
Performance Improvement Solutions
15. What Measures Measure
Quality (acceptable, good, in-spec, etc.)
Quantity (Number of...)
Time (Cycle time, rates)
Cost
Conquering the Challenge!™ 15 Copyright T. M. Kubiak 1996-2010
Performance Improvement Solutions
16. The “E’s” of Measurement!
Extent (volume-based or deployment)
How much?
Efficiency (productivity-based, usually
expressed as a rate)
How fast?
Effectiveness (customer-based or
objective-based)
How well?
If It Were Only That Easy!
Conquering the Challenge!™ 16 Copyright T. M. Kubiak 1996-2010
Performance Improvement Solutions
17. Different Views of Measures
Organizational level
Operational measures (invisible to the customer)
Predictive measures (in line of sight of the customer)
Process Level
In-process measures (evaluate the method that
creates results)
W IPM W IPM W IPM W EOPM
End-of-process measures (measure the results of a
method)
W IPM W IPM W IPM W EOPM
Conquering the Challenge!™ 17 Copyright T. M. Kubiak 1996-2010
Performance Improvement Solutions
18. Characteristics of Measures
Actionable (So What?) Relevant
Easily measurable Specific
Economical to collect Timely
Focused on processes Traceable
Objective Understandable
If It Ain’t Actionable...
Conquering the Challenge!™ 18 Copyright T. M. Kubiak 1996-2010
Performance Improvement Solutions
19. Development Considerations
How often will the measure be computed and
posted?
What about data stratification/aggregation?
Where will the data come from?
Is the data source reliable?
Can/should the data be normalized?
How will the measure be presented?
Who will see them?
Critical Questions Require Thoughtful Answers
Conquering the Challenge!™ 19 Copyright T. M. Kubiak 1996-2010
Performance Improvement Solutions
20. Operational Definition
Answers: Who, How, What, Where, When
Defines: formulas and terms
Defines: interpretation (e.g., up is good)
Example:
What is a “month?”
Establishes a common language and understanding
Conquering the Challenge!™ 20 Copyright T. M. Kubiak 1996-2010
Performance Improvement Solutions
21. Cash for Clunkers Example Source: WSJ 09-08-05
Issue: 78 cars bumped from the list
Threshold: 18 mpg
Reason: More precise data (4 decimals) caused the
revisions (Note: 0.0001 miles is ½ drop of fuel based on
18 mpg)
Measurement Methods:
Older: Dynamometer, fuel consumption measured,
measured to 4 decimals, numbers rounded
Newer: Tailpipe emissions, measured to 4 decimals
Fix: Old data updated to be “effectively equivalent”
Quote: “Repeatability and accuracy is something we
spend a lot of time on.” EPA scientist
Hey, Joe! Gotta light?
Conquering the Challenge!™ 21 Copyright T. M. Kubiak 1996-2010
Performance Improvement Solutions
22. Cancer Deaths Example Source: WSJ 09-02-09
Does this chart support
the conclusion?
Normalized
•Gaps in age
stratification
•Aggregated across
Stratified by age gender
•Aggregated across
cancer type
Conquering the Challenge!™ 22 Copyright T. M. Kubiak 1996-2010
Performance Improvement Solutions
24. Air Travel Example Source: WSJ 1--01-07
What is your understanding of an “on-time arrival?”
How does plus or minus 15 minutes of the scheduled
arrival time sound?
Is this a good metric or a bad metric?
How many customers are aware of it?
Related metrics (by carrier):
Percentage of flights arriving on-time
Percentage of canceled flights
Mishandled bag reports per 1,000 passengers
Complaint reports per 1,000,000 passengers
Bumped passengers per 10,000
Do key players understand the metrics?
Conquering the Challenge!™ 24 Copyright T. M. Kubiak 1996-2010
Performance Improvement Solutions
25. Principles of Measurement
Measurements must be specific
Measure the outputs of highest value to
the customer
Measures can be applied to all performance
dimensions - external as well as internal
Measure the process as well as the results
Understand the game before you decide
how you’ll keep score
There is no single perfect measure
Extent Effectiveness
Efficiency
Conquering the Challenge!™ 25 Copyright T. M. Kubiak 1996-2010
Performance Improvement Solutions
26. Where Should You Measure?
Early in the process to promote prevention
At the point where a cause-and-effect
relationship can be established
At critical processes
Functional boundaries
Points of convergence
Points of divergence
Conquering the Challenge!™ 26 Copyright T. M. Kubiak 1996-2010
Performance Improvement Solutions
27. Goals, Targets, & Benchmarks
Conquering the Challenge!™ 27 Copyright T. M. Kubiak 1996-2010
Performance Improvement Solutions
28. If you can’t win the race, make
sure the guy ahead of you
breaks the record.
— Steve Prefontaine (1951-
1975), American runner
Conquering the Challenge!™ 28 Copyright T. M. Kubiak 1996-2010
Performance Improvement Solutions
29. Evolution of a Measure
Percent of acceptable computer Effectiveness
reports delivered on time
Number of acceptable computer
reports delivered on time
Efficiency
Number of computer reports
delivered on time
Number of computer reports
delivered Extent
Conquering the Challenge!™ 29 Copyright T. M. Kubiak 1996-2010
Performance Improvement Solutions
30. Examples of Measures
Measure: Trouble calls received/week
The value of this measure is unclear. It is not
customer-focused nor does it measure the
ability of an organization to deal with incoming
trouble calls since no processing of trouble
calls is evident in the metric. Essentially, this
metric measures nothing more than the
volume of incoming trouble calls. The fact that
it is expressed in the form of a rate is
misleading and may fool one into thinking it is
a measure of efficiency.
Type of Measure: Extent
Conquering the Challenge!™ 30 Copyright T. M. Kubiak 1996-2010
Performance Improvement Solutions
31. Examples of Measures
Measure: Job Scheduled
This metric focuses on measuring nothing
more than the volume of jobs scheduled. Other
than that, it provides little insight into the
underlying process of “scheduling jobs.” The
metric is not actionable.
Type of Measure: Extent
Conquering the Challenge!™ 31 Copyright T. M. Kubiak 1996-2010
Performance Improvement Solutions
32. Examples of Measures
Measure: Actual versus planned sales
Measures the planning/forecasting process.
Type of Measure: Effectiveness
Conquering the Challenge!™ 32 Copyright T. M. Kubiak 1996-2010
Performance Improvement Solutions
33. Examples of Measures
Measure: Sales/employee
This metric is highly misleading and often
used for organization to organization
comparisons. It falsely assumes that all
employees generate sales and does not
consider the product being sold or the
associated supporting infrastructure required
to produce and sell the product.
Type of Measure: Efficiency
Conquering the Challenge!™ 33 Copyright T. M. Kubiak 1996-2010
Performance Improvement Solutions
34. Examples of Measures
Measure: Number of training hours/employee
This metric measures the deployment of
training hours to the workforce.
Type of Measure: Extent
Conquering the Challenge!™ 34 Copyright T. M. Kubiak 1996-2010
Performance Improvement Solutions
35. Examples of Measures
Measure: Revenue/sales training hour
This metric measures the impact of training the
sales workforce so long as a clear cause-and-
effect relationship can be established between
training and revenue.
Type of Measure: Effectiveness
Conquering the Challenge!™ 35 Copyright T. M. Kubiak 1996-2010
Performance Improvement Solutions
36. Examples of Measures
Measure: Engineering change orders/drawing
This metric measure the design process from
the point of view of the drawings. However,
note that this metric does not normalize or
adjust for the complexity of a given drawing.
Type of Measure: Effectiveness
Conquering the Challenge!™ 36 Copyright T. M. Kubiak 1996-2010
Performance Improvement Solutions
37. Some Final Words...
Measure, Control, Manage, Improve
Extent, Efficiency, Effectiveness
Performance measurement is
irrelevant without a frame of
reference
Measure twice! But cut once!
Conquering the Challenge!™ 37 Copyright T. M. Kubiak 1996-2010
Performance Improvement Solutions
38. People without information are
unable to change; those with
information are compelled to
change.
Conquering the Challenge!™ 38 Copyright T. M. Kubiak 1996-2010
Performance Improvement Solutions