Como você projeta um painel de desempenho seis sigma que se alinha com seus objetivos estratégicos?

- Compreenda os Objetivos Estratégicos da Empresa Inclua metas de crescimento de receita, melhoria da qualidade do produto/serviço, redução de custos, aumento da satisfação do cliente, entre outros. - Identifique Métricas-Chave de Desempenho (KPIs) Exemplo: Taxas de defeitos, tempo de ciclo, etc. - Crie um Painel de Desempenho Pode ser uma ferramenta digital, um quadro físico ou um conjunto de relatórios. - Monitore e Atualize Regularmente Agindo assim você garante que a empresa está progredindo na direção às metas. - Implementar Ações Corretivas e de Melhoria Com base nas informações do painel de desempenho, implemente ações corretivas e de melhoria para corrigir/melhorar quaisquer lacunas identificadas.

It all start with corporate strategy! What are the objectives? What are the gaps between where you want to be and where you are? These questions will help answer the questions of frequency of review and updating. In terms of stakeholders, if the organization has gone through a strategy deployment exercise, then all internal stakeholders should have access to the dashboard and contribute to it in their respective departments. Making the dashboard as transparent as possible for all employees will also help in aligning everyone on the strategic goals, remove some of the silo effect, and have everyone focus on the right priorities.

Designing a Six Sigma performance dashboard that aligns with strategic goals involves a systematic approach to ensure that key metrics and indicators are selected, tracked, and monitored to drive continuous improvement and support organizational objectives. Here's a step-by-step guide to designing such a dashboard: Identify Strategic Goals Translate Goals into Key Performance Indicators (KPIs) Select Six Sigma Metrics Design Dashboard Layout Define Data Sources and Collection Methods. Set Targets and Thresholds Implement Real-time Monitoring Provide Actionable Insights Regular Review and Updates Drive Continuous Improvement

Setting targets is always good but should not be penalised for not reaching it ! Introspective analysis should be done and actionable items should be set to execute it. Duration of completion should be negotiated with scope and Even if the duration is little pushed with 100% results, we must be happy and not point at not completing the completion on time. That is humans biggest drawback!, unfortunately

The most impactful KPIs are those offering a quick insight into the health of the operation, like sell-through rates, delivery promises met, or outbound WIP levels. These metrics not only reflect real-time performance but are paired with actionable triage trees, enabling teams to swiftly rectify deviations and align with the expected targets. You manage people, not metrics. Metrics, and therefore KPIs, are the outcome of your teams. To get the outputs you're looking for, the focus needs to be on the quality of the inputs and the health of the processes.

One thing to remember here is the number of indicators that are tracked. Too many can make people feel overwhelmed, especially if they can't see to correlation between them. And too few indicators will not provide enough information to see how the business is doing. The balance scoreboard is a great tool as it forces to think about the correlations between objectives as well as how to measure them. It is also important to have leading and lagging indicators so that people can get involved in improving the results along the way instead of just seeing the objective at the end of the month and not being able to change it.

I really like the KISS principle with this step. "Keep it simple and short"! Simple because we want to make sure that everyone understands it, uses it, and can engage with it. Short because if it takes 1 week to generate, it will not be maintained. If it takes 5 hours to understand, people will not use it. The challenge is to share the information at a level that allows people to understand it, work on it, improve it, and report back. Diagrams and charts are great for that, let's just make sure that everyone understands what they indicate. NB: if you use colours in your graphs, make sure that everyone can see them! I've worked with colour blind people who could not see the colours and it took 3 months to find out.

Like any other process in CI and Six Sigma, the last step is to continuously challenge the status quo to make it better. Your version of the dashboard may be great for the next 2 years. But always review if it still provides the necessary information for the objectives to be tracked and if it still helps people perform and move forward. Applying CI to the dashboard will ensure that it continues to bring value to the organization.