The tangible outcomes of progress are easy to measure: sales, profits, market penetration, and yield, as well as number of products, parts, members, programs, etc. Many employees are pretty clear about their goals in relation to these type of results.
But only those on the “production line” can really tie their own productivity to these metrics: Parts per hour, sales per week, hours per production, etc.
Everyone else spends a lot of time talking, thinking, writing, and reading, often with little to show for it. As a matter of fact, the farther they are from the assembly line, the more time spent this way and the less time spent producing tangible value for which customers are willing to pay. (more…)