A VETERAN OWNED SMALL BUSINESS | Call or text now for a FREE consultation: +1 (770) 765-3692 | Website Login
People naturally take pride and ownership of their work. This pride drives them to believe their approach is the right or, at least, the best method for performing the activity; often closing off any consideration of other methods.
Implementation of performance metrics or the alteration of an existing metrics represents change. These changes often expose previously unseen data; producing unexpected information and bringing to light both performance inefficiencies and errors in captured data. Consequently, performance reflected by the new or updated metrics may be erroneous; necessitating further investigation and possible corrective action.
Performance metrics that drive no action provide little or no value to an organization. To be truly effective, performance measures must individually or collectively prompt action whereby an opportunity is seized upon or a risk avoided. Thus, high-quality organizational performance measures are directly linked to actions – but what actions, performed by whom, within what timeframe?
Because resources are always limited and there is no free lunch, too much of any one thing can be bad.
Today’s industrial complexes and office spaces employ vast numbers of redundant systems so to ensure continued operations in the event of equipment failure. Consequently, those who operate and maintain these systems are constantly challenged to perform their work on the appropriate equipment train. In order to avoid wrong-train accidents, operators and maintainers should employ error reduction tools that help them identify the appropriate system train on which to conduct their work.
Business Programs