You can walk up to a visual board on the shop floor in any Danaher business, and the metrics have the same labels: safety, quality, delivery, cost, and inventory. You can look at progress against clear targets — monthly, weekly, and daily cell-level targets. With that kind of visibility and transparency in performance, it’s easy to call it the way you see it. You can start a discussion by saying, “Based on the data, we’re not making progress.”
Author: Thomas P. Joyce Jr.
Subjects: Management, Measurement