《Lean Performance ERP Project Management 15》.pdfVIP

14 CONTINUOUSLY IMPROVING LEAN PERFORMANCE MODULE PROJECT TEAM TASKS Defining and Initiating Lean Performance Measurements As we have seen, project objectives drive project performance, and mea- surable business objectives drive continuous Lean Performance, with a concentration in process quality, process cost and process throughput and speed measurements. Team members incorporate the Lean Performance analysis into the deployment and reporting of performance measurements. An example is provided as Figure 14.1. The three traditional reasons for measurements are: History Baseline Focus goal setting The first law of performance measurements is “All humans hate to be measured,” the second law of performance measurements is “If I’m going to be measured on something, I want to pick how the measurement works,” and the third law of performance measurements is “When the measure- ment shows that I ’m improving, and especially if I get rewarded for improv- ing, I like being measured. ” The second corollary of the third law of performance measurements is “Performance measurements tend to be used to make the organization look good, not to help the organization look for ways in which to improve. ” Copyright © 2002 Performance Improvement Consulting, Inc. Lean Business Policy: Support Lean Manufacturing Control Lean Project Strategy: Reduce Storage of WIP/Stage Matl Number Project Objective: Eliminate Returned Goods Room 001-001-001-001