The Jolly Metrics Hayride (Part 4)

Organizational metrics, dashboards, and scorecards have skyrocketed in popularity over the last ten years. Quality professionals are in the best position to provide key data to support management decisions. Data driven decision making is a pillar of Six Sigma as well as an underlying concept of the best known and applied quality philosophies and methodologies. We all agree that management by data, rather than opinion, makes sense, right?

Then how come we spend so much time and effort collecting, calculating, analyzing, and formatting these darn metrics without always seeing the benefits? I call this situation the Metrics Hayride. Everybody wants to jump on when the horses get going, but if the ride gets too long or a bit bumpy, they seem to jump off as fast as they can. They suddenly have other priorities. In this new world of cell phones, instant messages, and in-your-face information on the Internet, corporate patience is far less than it used to be. The quirk of the matter is that the management leaders frustrated with the length and bumpiness of the ride are often the same folks unwilling to put forth the bucks to fund more sophisticated software or other tools needed to more quickly and accurately generate and analyze the data.

Let’s assume you have the general support of your management to provide organizational metrics. Then why is it so difficult to gain their approval to fund the tools you need? Well, let’s face it, it’s difficult to get funding for just about anything these days. It may be because there are actually other priorities, which is hard to accept when we hear someone complain about how long it takes to see the data, or when a flaw has been uncovered and you’ve traced it back to human error. Based on my experience, I suspect part of the issue is that management may not be seeing or recognizing real outcomes. This may be rooted in the tools issue, or it may be because they aren’t actively using the data to make decisions.

Keep your chin up and the hay out of your eyes; we’re all in the same wagon. Here are some solutions and avenues I’ve seen utilized in this situation:

• Creative exploitation of Microsoft Excel and Access: These have limitations but unique databases and macros that reduce human manipulation and time can be extremely useful.


• Befriending the Information Technology folks: Making these tech-savvy folks your new best friends can possibly change your work world. They know where the back doors and hallways are in your organization when it comes to technological tools. You may be surprised to know that another part of the organization already has what you need, and these guys may know just how to get it into your hands. If not, they can help manipulate and format your existing tools. Don’t be shy about asking for their help.


• Creation of a cross-functional working group to explore the overall issue: This is a useful solution if the metrics you’re responsible for cover a larger scope within the company. The team can explore the issues and possible solutions, including new technological tools. Presenting the issues and options as a team to a higher management level helps shake up the dynamic.


• Heart to heart, realistic communication between the quality professionals and management: Sometimes it’s about re-evaluating the goals of the organization. Asking tough questions that may seem to impact your job and relevance to the organization is not easy, but having the ability to redirect your skills and focus is key to long-term success. Depending on the situation, using a third party facilitator may be helpful.


• Exploration into how the data is actually being used: If it is being used, the benefits may not be getting the splash they deserve. If they’re not being used, why are you providing them?

The point of metrics, dashboards, and scorecards is decision making and action. If no one is taking action based on data being provided, it’s time to re-evaluate the activity. No one wants to spend time, effort, and funds on useless exercises and reports that end up in the circular file cabinet. I know some bright, creative people who commute to work day after day, creating elaborate scorecards, filled with color and depth, month after month, only to be criticized for the numbers on the sheet, so to speak. Data is data, and two plus two will always equal four. If you’re on the management team, please put some deep thought into your goals around metrics before you jump on and off the hayride so quickly. Are you going to actually do anything meaningful with the numbers? Are you going to accept and take responsibility for them and resist blaming the messenger? Are you going to provide the support needed to generate valuable organizational metrics that are accurate and useful?

Once again, it’s a situation where everyone has the same goals but they seem to have gotten convoluted. Those generating metrics are striving to help management help themselves. It’s time to remember that we're all members of the same team, and it’s not a hayride, it’s a business. Somebody’s getting paid to drive that wagon and keep that data rolling along. If nobody wants a ride, maybe it’s time to put the horses out to pasture. Metrics are dear to my heart. They're invaluable to business, but only if they're utilized.

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This is the fourth post of a five-part series on aberrations in the workplace (with a quality management spin). To see what it's all about go here.

Also see:

The Old Bait and Switch (Part 1)
Hocus Pocus Customer Focus (Part 2)
Hi! My Name is Larry (Part 3)
Where is my Dream Team? (Part 5)