ABSTRACT
As we have seen, project objectives drive project performance, and measurable 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 measurement shows that I’m improving, and especially if I get rewarded for improving, I like being measured.”
