Collecting Metrics and tracking them is widely considered to be key to improvement – but the specifics are often elusive, particularly for relatively small organizations.

And, naturally, acting appropriately to the results is critical to improvement as well. We’ll touch on that, too. Eventually.

These posts (there will be at least two of them on the topic), while not providing an exhaustive list of departmental metrics, will provide at least a starting point for many.

The terms themselves are often used interchangeably, even if they clearly aren’t synonymous; metrics, KPIs, measurables, goals and objectives, dashboards…  where to begin?

Define Your Terms

Beyond dictionary and accepted terminology, ISO 9000:2005 “Quality management systems — Fundamentals and vocabulary” has formal definitions for a few of the key terms we’ll be using.

3.2.5 quality objective – something sought, or aimed for, related to quality (3.1.1)

3.1.1 quality – degree to which a set of inherent characteristics (3.5.1 – “distinguishing feature”) fulfils requirements (3.1.2 – “need or expectation that is stated, generally implied or obligatory”)

The next question is, “How does one measure progress against an objective?”

Fortunately, the 2nd note in ISO 9000:2005 under the term (3.5.1) distinguishing feature (a component of an objective) says, “A characteristic can be qualitative or quantitative.”

Helpful or not, Note 3 goes on to state:

NOTE 3 There are various classes of characteristic, such as the following:

• physical (e.g. mechanical, electrical, chemical or biological characteristics);
• sensory (e.g. related to smell, touch, taste, sight, hearing);
• behavioral (e.g. courtesy, honesty, veracity);
• temporal (e.g. punctuality, reliability, availability);
• ergonomic (e.g. physiological characteristic, or related to human safety);
• functional (e.g. maximum speed of an aircraft).

Essentially, you can measure performance against an objective any way you wish – that performance measurement is what I am calling a metric.

Why have Metrics?

If an organization is going to spend time doing anything, particularly with metrics, then there should be a reason.

So, as with most Management System realities the two main reasons tend to be “Because it’s required” and “Because it makes sense”.

Let’s look at the latter first.

Because it makes sense.

Does it? You may be surprised to learn that not everyone agrees with managing via metrics, or at least, they would say that not everything of importance can be measured.

W. Edwards Deming (October 14, 1900 – December 20, 1993) was one who said it, in fact. Don’t know who Deming is?  Complicated man – almost legendary, possibly self-contradictory (the lens of history often does that to great men). He is thought to be one of the key figures helping Japan rise from the literal ashes after WWII. He gained popularity by expanding and championing concepts of Statistical Process Control, Plan-Do-STUDY-Act (PDSA) – and much, much more. I’d need a book to do him justice.

Side note – Deming was not a fan of the now common “Plan-Do-Check-Act” (PDCA). Notice the difference; “Study” vs “Check”. He called PDCA a “corruption”. His PDSA takes Study literally as deductive and inductive learning – it is built into a learning and improvement cycle. We’re getting a little far from the main topic, but I could expand on this more if anyone would like me to – leave a comment.

Here is a list of Key Deming Books. If you only have time to read one, many would recommend “Out of the Crisis“.

While Deming understood that not everything is measurable, and was quick to point out the dangers of slogans, thoughtless quotas and targets (such as “zero defects”) he still believed a system must be managed and that “There is no substitute for knowledge.” 

For the mere mortals among us, however, a reasonable place to start is by carefully selecting a set of solid process measurements to determine if something is improving – or not.

Another popular way to put it, “If it can’t be measured, it can’t be improved.” (sounds a bit like a slogan, doesn’t it? My apologies to Mr. Deming). That quote, by the way, isn’t attributed to Deming – it is a quote from Lord Kelvin (actually “William Thomson” of Belfast, 1824-1907). He was a mathematical physician and father of the first and second Laws of Thermodynamics. Next time you hear someone say Deming said it, please do let them know how unlikely that would be.

Anyway, what I’m saying is, “A map doesn’t help you if you don’t know where you are.” Another slogan… That one, by the way is probably based on a similar quote by Lewis Carroll, an English writer, mathematician, logician, Anglican deacon and photographer. His went, “If you don’t know where you are going, any road will get you there.”

Did I make my point? What was the point? Do metrics make sense? I’m leaning toward “Probably”. Let’s circle back after we look at some metrics – see if you think they’d make sense.

We’ll address the first reason, “Because it’s a Requirement” – next Tuesday. I’ve got more Deming to read – I can’t decide if he was a genius or if he was insane… typical.

Thanks.

Sal