ABSTRACT
Metrics that were blue or green were generally ignored, and attention was focused on changing the yellow and red metrics to green or blue. In each case, management chose to conduct daily coordination meetings directly in front of the metrics display, which forced everyone to view the metrics every day. One might think that putting the metrics in a computer system that is accessible to all employees is ideal; anyone can access the data whenever they want and it’s easy to keep the information up-to-date. Managers will certainly complain that they don’t have enough time to maintain and print out their metrics, but this is generally a specious complaint. A slightly more complex system ties the metrics to a process map and keys the data display to the map. Inventrix could use this method to track the performance of their innovation process. BioStart could use this to track the performance of each clinical trial.
