- Original Poster
- #1
Hello all,
Over the last few months, I have been reading Traction by Gino Wickman. It's a great book by the way, I highly recommend it for anyone looking to improve and grow their business.
Anyway, I'm on the section about data/measuring results and am stuck on "what gets measured improves".
In the example provided, a project manager's performance might be measured on client satisfaction and margin goal for instance. You could use Survey Monkey for measuring client satisfaction and the job P+L for margin goal. Or somebody in a sales role might need to close 4 appointments per week and hit £20K in monthly revenue to hit their goals for example.
I'm stumped on measuring our production performance here, specifically individual production.
It's difficult to measure individual employee performance in that:
For now, if we just look at overall team performance, we can refine and drill down to individual output later.
Initially, my idea for measuring production performance is somehow tracking the sales value of jobs worked in a given period and seeing how many steps the jobs/value managed to get through.
What I want to avoid here; is having an extremely good sales month look bad in production as they were over capacity, or conversely, have a low sales month look good in production just because it was a breeze.
It has to be some kind of ratio or calculation that can be tracked each month and watched to see if it goes up or down.
This is a tricky one as it's only just a concept at this stage. I want to use the below idea to identify slack or available capacity which could be put to better use:
Please delete the spaces from the link:
http:// www. easthertssigns. com/wp-content/uploads/2018/10/Screen-Shot-2018-10-19-at-15.54.20.png
In the 4 scenarios above, each job above moves through steps in production and each job has a value.
It's the value of the jobs and the steps they go through that determine whether production have been making good progress. The number circled in red seems to be a meaningful readout, but I can't be sure at this stage if the formula is overkill.
I wanted to run it past you guys to see whether I'm closing in on the formula, or is there something I'm missing in the way it's calculated?
Let me know what you think.
Cheers,
James.
Over the last few months, I have been reading Traction by Gino Wickman. It's a great book by the way, I highly recommend it for anyone looking to improve and grow their business.
Anyway, I'm on the section about data/measuring results and am stuck on "what gets measured improves".
In the example provided, a project manager's performance might be measured on client satisfaction and margin goal for instance. You could use Survey Monkey for measuring client satisfaction and the job P+L for margin goal. Or somebody in a sales role might need to close 4 appointments per week and hit £20K in monthly revenue to hit their goals for example.
I'm stumped on measuring our production performance here, specifically individual production.
It's difficult to measure individual employee performance in that:
- Print and signage jobs can vary widely (as in the 'spread' of materials and processes can vary)
- It takes two to Tango (it's not very often people can do every job on their own)
- You can 'feel' who might not be pulling their weight (but that's always a subjective observation)
- Benchmark (perhaps an average monthly expectation of what number to hit)
- Transparency with hard data (to help identify the source of the performance issue and cut through ambiguous, emotional opinions)
- Efficiency (best use of available time with highest reasonable output)
For now, if we just look at overall team performance, we can refine and drill down to individual output later.
Initially, my idea for measuring production performance is somehow tracking the sales value of jobs worked in a given period and seeing how many steps the jobs/value managed to get through.
What I want to avoid here; is having an extremely good sales month look bad in production as they were over capacity, or conversely, have a low sales month look good in production just because it was a breeze.
It has to be some kind of ratio or calculation that can be tracked each month and watched to see if it goes up or down.
This is a tricky one as it's only just a concept at this stage. I want to use the below idea to identify slack or available capacity which could be put to better use:
Please delete the spaces from the link:
http:// www. easthertssigns. com/wp-content/uploads/2018/10/Screen-Shot-2018-10-19-at-15.54.20.png
In the 4 scenarios above, each job above moves through steps in production and each job has a value.
It's the value of the jobs and the steps they go through that determine whether production have been making good progress. The number circled in red seems to be a meaningful readout, but I can't be sure at this stage if the formula is overkill.
I wanted to run it past you guys to see whether I'm closing in on the formula, or is there something I'm missing in the way it's calculated?
Let me know what you think.
Cheers,
James.
