Скачать или смотреть How to track performance metrics

How to track performance metrics is important; however, often traditional metric-reporting approaches lead to unhealthy, if not destructive, behaviors.

This video uses a dataset to illustrate the shortcomings of a traditional metric reporting approach and a better 30,000-foot-level metric reporting methodology.

30,000-foot-level reports can provide insight into processes that were never seen before and what might be done to improve future measurement responses.

In this video someone’s A1C diabetes blood-test data is used to illustrate the benefits of 30,000-foot-level metric reporting using a free app.

Shown is an AI ChatGPT creation of a time-series plot of the data.

Also the creation of a 30,000-foot level alternative plot of the time series plot is shown, which offers much more insight to the process than a time-series plot.

The video discusses how 30,000-foot-level metric reporting addresses the elephant in the room issues with traditional scorecards.

The video provides a free app (https://smartersolutions.com/free-app/) to create a 30,000-foot-level report for your data.

Benefits of 30,000-foot-level Reporting Over Traditional KPI and Organizational Dashboard Metric Reporting include:
• Consideration that a metric response is the output of a process (Y) which is a function of its process inputs (Xs), i.e., Y=f(X)
• A prediction assessment for metrics, where if a futuristic statement (i.e., a capability statement) is undesirable there is a need for process improvement
• Integration (in one report-out) a Y response with the process (Xs) that created the Y. This Y with X integration can be accomplished within the Integrated Enterprise Excellence (IEE) system.
• Demonstration of process improvement when there is a statistical staging of a 30,000-foot-level that shows process improvement
• Future expectation for a process non-conformance rate or mean/median response (with 80% frequency of occurrence), where if a futuristic is undesirable there is a need for process improvement
• Metric goals that encourage process improvement, i.e., improve the Xs to enhance a Y response. This is very different than red-yellow-green scorecard reporting which can result in much wasted efforts attempting to resolve common-cause variability datum points as though they were the result of special-cause events
• Y metric goal setting that encourages process improvement, as opposed a “meet-the-Y-numbers” approach that can encourage unhealthy behaviors, e.g., pulling orders from future months to meet current monthly goals, at great expense to the company (we will worry about next month goals next month)

Benefits of 30,000-foot-level Reporting Over Traditional Control Charting and Process Capability Indices Reporting include:
• Providing a high-level view of the output of a process, not unlike the view of the terrain below from the window of an airplane in flight at 30,000 feet
• Providing the output of a process from a customer perspective. A customer wants a product or service delivered timely with satisfactory quality. Customers do not care, for example, which cavity, machine, or production shift produced a product
• A prediction assessment for metrics, where if a futuristic statement (i.e., a capability statement) is undesirable there is a need for process improvement, e.g., reduce the differences between production shifts (a source of high-level, common-cause variability) which is causing an excessive product non-conformance rate
• Integration of a process output response stability assessment (via a control chart) with its process capability statement in one chart, where the process capability statement is easy to understand, even if there is no specification, i.e., estimated percent non-conformance if a specification exists or mean/median response with 80% frequency of occurrence when there is no specification
• A process capability/performance report that is much easier to understand than process capability/performance indices Cp, Cpk, Pp, and Ppk
• Integration (in one report-out) a Y response with the process (Xs) that created the Y. This Y with X integration can be accomplished within the Integrated Enterprise Excellence (IEE) system