ABSTRACT
In this chapter, the authors explains how to define and create the elements and characteristics of the process that they wish to measure, at both the output and subsidiary levels. The problem with output measurements, though, is that they are after-the-fact. If we find that we have not met a customer requirement, then it is too late—we have already failed. The effect, or desired result, is placed as statement at one end of a line, representing the main backbone, then categories of activities, conditions or occurrences that are likely to contribute to it are drawn as main bones radiating from the backbone. If we use a fishbone diagram, though, to help identify the aspects of a process that contribute to our output measurements, these may turn out to be ideas, activities and events, rather than measurable characteristics. One of the key factors of success in a good control measurement is simplicity.
