Working with KPIs V – Measuring Performance


This is the final post in the series “Working with KPIs”, where operations meets strategy.

In the screenshot below, we have workflows consolidating data in real time to the “3D Printing Corporation” Kbase.

Rule sets at process template steps upload data to the Kbase where expressions of the type x=x+1 increment counters and record details of events (e.g. QA defect details).

If a KPI is, for example, a moving average, then algorithms at the KBase can carry out the required additional calculations.

Direct data import from local and remote systems and applications can take place at a Kbase without the need to initially import data to your run time environment and, from there, upload the data to the Kbase.

KPIs_IV_2

As expected, the Kbase will auto-version all incoming data by “session” so all free-form searches need to be constrained by a time window (e.g. T2 current, T1 last 3 months, T0 last 6 months).

KPIs IV 1

As with a workflow management run-time environment that auto-exports transaction data to

a) a history,
b) a Kbase,
c) a data exchanger,

a Kbase can be configured to export session data for upload to a graphic environment to facilitate trending.

Bottom line, you need 360 degree methodologies to narrow the gap between operations and strategy.

Traditional row and column data reporting has gone the way of buggy whips in today’s fast pace business climate.

“what you don’t see may end up being more important than what you are currently looking at”

The combination of traditional relational database technology plus advanced graphic capabilities allow you to look at the past, manage the present and get a better idea of what is likely to take place in the future.

To review the entire sequence of operations -> strategy blog posts see the following:

Case Management Tips and Tricks

I    Work Scheduling http://wp.me/pzzpB-wa

II  Decision Support/Work Performance http://wp.me/pzzpB-wj

III Data Exchange http://wp.me/pzzpB-wr

IV Consolidation of Case Data to Executive Dashboards . . . http://wp.me/pzzpB-wG

 

Working with KPIs

I    Taking Stock http://wp.me/pzzpB-xG

II  Formulating Strategy http://wp.me/pzzpB-xN

III Setting Goals/Objectives http://wp.me/pzzpB-xU

IV Defining KPIs http://wp.me/pzzpB-y9

V   Measuring Performance (this post)

 

About kwkeirstead@civerex.com

Management consultant and process control engineer (MSc EE) with a focus on bridging the gap between operations and strategy in the areas of critical infrastructure protection, healthcare, connect-the-dots law enforcement investigations, job shop manufacturing and b2b transactions. (C) 2010-2017 Karl Walter Keirstead, P. Eng. All rights reserved. The opinions expressed here are those of the author, and are not connected with Jay-Kell Technologies Inc, Civerex Systems Inc. (Canada), Civerex Systems Inc. (USA) or CvX Productions.
This entry was posted in Enterprise Content Management, Strategic Planning and tagged , , , . Bookmark the permalink.

2 Responses to Working with KPIs V – Measuring Performance

  1. While there is nothing wrong with collecting data about aspects of a business and using them to judge how things are going, much if the current status leads to a ‘measure to manage’ fallacy. Decision making must not follow data but human needs.

    Data is not the business and data is not the customer. Anytime you collect soft data, meaning data that are created through a statistical model and measurement assumption, you need to be aware that you are looking at a past that is distorted by data collection and correlation errors, a present that can’t be generalized across human demographics, and a future that is shaped by unpredictable human action in a complex adaptive environment and not by predictive analytics.

    If you focus on numbers all you get is numbers. Your measuring shapes your actions that become inhumane and disconnected from reality. Innovation is lost in a chase to meet set targets. The Gauss curve shapes your business activity in a chase to mediocrity. Doctors kill patients while trying to drug them to meet the expected values in their ‘blood work’ or to reduce the size of tumors.

    What is more important than looking at numbers is to communicate with the customer (external or internal) and asking simple questions: ‘How are you?’ and ‘What can I do for you?’ You need to look at the patient and not just the charts. An illness is not cured by its diagnosis. Decision making about actions or treatments is not improved by data. It is improved by experience. Experience is a human condition and is not stored in a database. Knowledge is between two ears only.

    Liked by 1 person

  2. Agree. This is why I promote the concept of pulling together in one place Knowledge, Information and Data.

    If knowledge “is between the two ears only” then I should shorten the list to “information and data”

    I wonder if we can say that decision-making requires “knowledge, experience, intuition, information and data”, in that order?

    I have a new software product that allows organizations (or individuals) to graphically organize everything on their computers (files, images, videos, URLs) and then carry out free-form searches across the entire space.

    Right now, users have to point to the “documents” and rely for some document typeson key words they assign to find the documents but we have a plan to make as much of the content as possible searchable.

    The reason I started to build this capability about 5 years ago is that I have about 10 Tb of files, e-mails – very difficult to find things so I figured putting all of this on one screen would make it easier to find things.

    I worked on strategy for a municipal election held last fall in the town where I live – we did all of the planning from a Kbase that included by-laws, state/provincial legislation, citizens, inventory town assets, optional lifestyles, work arrangements, visitor attraction methods etc.

    Many times this involved making changes to strategy on a daily basis as one candidate would say something requiring a response from our candidate. We had to write up scripts for video-shoots, do coaching and then have our candidate appear at a venue with an interviewer. No clue what the contribution was but our candidate was elected mayor with more that 75 % of the vote.

    Like

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