Part 13 (1/2)

No ue that metrics won't be used improperly, the only way I've won over my clients is to show them the ning the metric, if you stick to the rule that it has to be from the customers' viewpoint, you won't even collect data on internal rework You will only deal with rework fro effectivenessservices, the question arose around what constituted rework

”If we have to send the printer back to the vendor three times before they fix it, is that rework?”

I answered with a question ”Does the customer know you sent it back three times?”

”No”

”Then no, it's not rework”

”How about if we get the wrong parts froain, I replied with a question, ”Does the customer know?”

”Nope”

”Then it's still not rework”

”How about if we fix a printer jam, and when the customer tries to print, we find out there was also another problem?”

”Does the customer know?”

”Yes, but it wasn't our fault”

”Then, yes, that's rework”

”But it wasn't our fault”

”I understand that But the metric isn't used to place blame The metric is simply a way for us to understand what the customer sees If the customer would consider it rework, ant to know We can't solve a problem if we don't know it exists”

Effectiveness is not used to judge or place blame Effectiveness metrics provide us the custo on First Things First

You have to start at the beginning, while keeping the end in , coh, we have to have a anization We have to have a culture of trust We must have open communications in all directions We have to be pretty well ahead of the curve As David Allen said in his book Getting Things Done (Penguin, 2002), about his consulting services, ”those who use [his methods for improvement] need it the least”

So for the rest of us, we have to start at the beginning And the first thing you'll need to do is see your organization as your customer sees it EffectivenessIt keeps you out of a lot of trouble when you start at the beginning Juanization is not ready for can lead to a ton of trouble The proper and safest place to start is with Product/Service Health, or effectiveness, anization and i with effectiveness anization to ease into using metrics with less fear, less uncertainty, and less doubt The organization will still have so with the custoate most of the risk You can also use thesecusto-term business success

It is convenient that the best place to start is also the easiest and safest, while the other possible choices require hest risks for failure

The following are important points to reanizations lack

Organizational Health metrics speak to the workers' situation, which most are not ready to hear; and if there is a lack of trust, most workers are not ready to share

The lack of trust that anizational Health difficultaccurate data on hoell the business is run, Process Health, unlikely

Product/Service Health e of the customer-who the customer is, what they see as iure 6-7 The Answer Key, with tiers and quadrants

While the Answer Key (Figure 6-7) offered ht place to start is with Product/Service Health (effectiveness), the customer's viewpoint Not only is this the safest course of action, it is also the best since it builds a foundation for the other quadrants in the third tier If you create a working, and thereby useful, ram around the effectiveness of your product and service health, you will build the trust necessary to branch into efficiency metrics

Once you've tackled the Return vs Invest your organization for the State of the Union quadrants The conclusion is as follows: Start with the customer view (effectiveness measures) Take your time and fully realize the benefits of this level of anization's culture

Use the business view (efficiency ate further into ways to ihts into this later) After you have built a healthy level of trust within the organization and a successful effectiveness-based raeo to the business view next, except for those measures necessary to i efficiencies and anizational Health) This will help build trust and result in greater and faster overall gains to the organization's effectiveness If the workforce is truly the greatest asset-after developing metrics to improve the customers' experience, the next priority should be to improve the workforce's Address Future Health metrics pri the organization's goals Then use theoals were achieved If you focus on the strategic plans portion of Future Health, you can create another safe haven forAdvanced Metrics, I will go intometrics in each of the third tier's quadrants For now, it is enough to pro point and to stress the need to wait on the other areas until the ti Effective Metrics