Comments on: Metrics in Lean http://www.leanceo.com/lean-metrics/ Resources Supporting Lean Enterprise and Lean Manufacturing Leadership Fri, 15 Mar 2013 16:58:46 +0000 hourly 1 http://wordpress.org/?v=3.3.2 By: Bill Voravuth http://www.leanceo.com/lean-metrics/#comment-179 Bill Voravuth Sun, 23 Sep 2012 19:50:37 +0000 http://www.leanceo.com/?p=1494#comment-179 Hi Michael, thank you for the excellent article! Being a national quality award assessor advocating the Malcolm Baldrige Performance Excellence Program,I would like to point out that the Baldrige criteria has evolved and does not resemble a check list type compliance methodology. I guess the PR folks at the Baldrige Program did not do a good job communicating how the framwork has evolved from emphasizing the quality of the product 10 years ago to quality of management 5 years ago and to performance excellence recently. Results and creating ever-increasing customer value has always been the essence of the Baldrige criteria. 400 of the total 1000 points gos to the Result areas and you can hardly score more 50% of the remaing 600 process points if you can not prove the effectiveness of your processes by showing results and outcomes! Would recommend all parties interested to visit the Baldrige site to find out more http://www.baldrigepe.org/alliance/ Bests Bill Hi Michael, thank you for the excellent article! Being a national quality award assessor advocating the Malcolm Baldrige Performance Excellence Program,I would like to point out that the Baldrige criteria has evolved and does not resemble a check list type compliance methodology. I guess the PR folks at the Baldrige Program did not do a good job communicating how the framwork has evolved from emphasizing the quality of the product 10 years ago to quality of management 5 years ago and to performance excellence recently. Results and creating ever-increasing customer value has always been the essence of the Baldrige criteria. 400 of the total 1000 points gos to the Result areas and you can hardly score more 50% of the remaing 600 process points if you can not prove the effectiveness of your processes by showing results and outcomes! Would recommend all parties interested to visit the Baldrige site to find out more http://www.baldrigepe.org/alliance/

Bests Bill

]]> By: Terry Wilcox http://www.leanceo.com/lean-metrics/#comment-143 Terry Wilcox Sun, 13 May 2012 04:26:12 +0000 http://www.leanceo.com/?p=1494#comment-143 Hi Michael, a great article pointing out the problem with many management techniques in use with far too many companies today! The answer to the problem is to split the organisation into layers or tiers and different measurements should be taken for each tier that reflect the properties of the tier. So for example, at the lowest level of performing an Action/Operation, reducing the effort or energy expended is the goal and should be measured and used for improvement. But, at the highest level, say interacting with a customer group, effort and energy actually needs to be consumed or invested in things like Generalised Reciprocation - and the more the better which if you used the same measurement criteria would be totally the opposite performance/outcome of Action. This concept is how our brain works and how nature has designed most things in the World - save energy on the routine things to invest in the difficult/challenging problems. That's why you can drive your car on auto-pilot so you can thing about that business problem at work (minimum energy to think about the car allowing maximum energy to be diverted to the work issue)! So, the answer to the measurement dilemma is to use measurements that reflect the properties of the tier and review them collectively. For more on the tiers and type of thinking needed for each tier - go to www.natural-excellence.com Cheers Terry Hi Michael, a great article pointing out the problem with many management techniques in use with far too many companies today!

The answer to the problem is to split the organisation into layers or tiers and different measurements should be taken for each tier that reflect the properties of the tier. So for example, at the lowest level of performing an Action/Operation, reducing the effort or energy expended is the goal and should be measured and used for improvement. But, at the highest level, say interacting with a customer group, effort and energy actually needs to be consumed or invested in things like Generalised Reciprocation – and the more the better which if you used the same measurement criteria would be totally the opposite performance/outcome of Action.

This concept is how our brain works and how nature has designed most things in the World – save energy on the routine things to invest in the difficult/challenging problems. That’s why you can drive your car on auto-pilot so you can thing about that business problem at work (minimum energy to think about the car allowing maximum energy to be diverted to the work issue)!

So, the answer to the measurement dilemma is to use measurements that reflect the properties of the tier and review them collectively. For more on the tiers and type of thinking needed for each tier – go to http://www.natural-excellence.com

Cheers Terry

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