You have to think in dimensions and visualise these dimensions within your graphs or tables. Do you want to reveal performance per region, product or even employee? Show trends. Trends are still of a result nature, but show the progress the team is making. Reveal Work In Progress (WIP) KPI’s to understand the current pressures that block the team to realize tomorrow’s performance. Let give an example. Many organisation use number of complaints and % complaints solved on time to measure the performance of the complaints process. This is of course ok. And a trend on these indicators might indicate the performance of these KPI’s next period. But to really estimate the next period it is better to look at the WIP KPI, in this case the number of open complaints. Use time, employee and reason code as dimensions and you will know next period performance.
I agree graphs are a great way for grabbing the attention of busy executives who are quickly bored.
To that end, I would say that knowing complaint volumes (completed and WIP) and processing times is only a small part of the complaints reporting.
The crucial issue is why the complaints are happening in the first place. A Pareto chart breaking down complaints by cause means preventative effort can be focussed on those complaints which occur most frequently. This will drive improvements in service and reduce cost (won’t have as many complaints to deal with for a start!)
You both have hit on a key concept for making the whole KPI system work. Communications! I once had a large hospital chain as a client and our team of consultants implemented a corporate wide Performance Management system. Every manager and team member had a graph posted at their workstation from the pharmacy techs to the CEO. Each graph reflected 1 KPI and their performance in that area. Each graph had a goal line on it. When executives and Managers would travel throughout the hospital departments, they were able to see each team members graph and performance vs. goal. This allowed them to give timely, specific feedback and recognition to each person. Too often we spend lots of time and resources doing process flow maps, building functional positions and identifying KPAs and KPIs only to have the whole process crash do to a lack of performance feedback. Please visit my blog for more info and to give me your suggestions! http://www.jitpro.wordpress.com. Thanks.
I am researching topic of visualizing in management durig a years and years. I absolutely agree that its only communications issues!
Most crucial task which is really great to solve by visual methods is establishing cross department communication between different professionals.
Its beneficial for companies where the corporate environment have many many proffessionals. Its also beneficial for environment with tought time conditions.
I’d like collect and answer all questions about visual methods of working with KPI and thier impact for corporate communication. Please submit your questions to my conference group “Manage with Evidence”.