Performance measures and business scorecards are to lead to the most appropriate activities or non-activities. However, traditional report-outs such as a table of number, red-yellow-green scorecards, and pie charts can lead to very unhealthy, if not destructive, behaviors. Traditional business scorecards and business dashboards do not view metrics as the result of processes. Most conventional Key Performance Indicator (KPI) and other performance reports do not include process variability.
The short comings of traditional performance measures and business scorecards is overcome with an Integrated Enterprise Excellence (IEE) approach to organizational performance measurements and improvements. In IEE, a 30,000-foot-level operational metric report-out assess process stability from a high-level point of view. With his form of performance report-outs, when a process is stable a prediction statement can be made.
A performance management best practice is the use of predictive KPI dashboard reporting. The six examples in this article illustrate the benefit of this performance management best practice approach for predictive KPI dashboard reporting. Learn how to benefit your business from this structured approach to reporting of performance measurements.
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The initial performance management system metrics examples that will be shown will reference the application of a dashboard reporting methodology that transitions the following historic management reports to predictive performance reporting; i.e., numbers in a table, stoplight scorecards, and time-series plots. Next will be describe is a situation where a table of numbers for process
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Answering the question “how to create predictive performance metrics″ provides much benefit to a business. When there are good predictive performance metrics throughout a business, organizations are able to determine where to focus improvement efforts so that they can optimize their overall enterprise financial benefit. One estimate for the benefits from this enhanced metrics approach
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A key performance indicators reporting system is to provide performance measurements that describe important business aspects. What will be described is an enhanced approach for accomplishing this objective. The Integrated Enterprise Excellence Business Management system provides the structured framework for achieving this desire.
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Learn the benefits of a process driven organization. Unhealthy and possibly destructive behaviors emerge when management creates goals and objectives by which to measure the success of the workforce. This management methodology is likened to the risks of gambling. Truly great leaders aren’t just rolling the dice. This whitepaper can start guiding management away from dicey systems to creating a stable, more enjoyable organization.
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Most organizational improvement efforts are not sustainable, in part,because improvement projects are often created in silos and do not make a positive impact on the big picture and VOC needs. The Integrated Enterprise Excellence 9-step system overcomes this by analyzing the business as a whole, creating strategies determined through analysis and innovation, and then establishing operational scorecard goals for targeted value-chain scorecards. To implement this business system, one manufacturer took each of these steps and used the method as a roadmap for targeted improvement projects. Read the full article to see what happened.
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Enhanced financial metric reporting can be achieved through the Integrated Enterprise Excellence (IEE) Business Management System. IEE satellite-level metrics report financial metrics from a process point of view.
An enhanced scorecard development process is available through the Integrated Enterprise Excellence (IEE) Business Management System. The IEE system provides among other things scorecard reporting from a process output point of view that includes variability associated with the process.
If you are at the receiving end of fire-fighting activities that are triggered by a late recognition of performance changes, then this topic may be considered as a fire-prevention webinar. In the DMAIC measure phase and analyze phase, we are taught many tools that can assess a process’ performance before working a project. Unfortunately, our organizational leadership does not support using these tools to evaluate routine performance. In this webinar we will show how to use the measure-phase tools (control charting) to perform routine assessments and build a set of rules that trigger an action before a problem occurs, and to use the analyze-phase tools (hypothesis tests) to evaluate if the difference we see between people or departments is real (significant) or just a random difference (non-significant). How much smoother could things operate if we tested our beliefs before we jumped to take action?
Developing business metrics that lead to the right decisions and governance is important for organizations to excel in this competitive world environment. The 9-step Integrated Enterprise Excellence (IEE) business management system provides the system for accomplishing this organizational need.
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