When people talk about measurement and data, I find they often jump from input measures [eg volumes] to output/results measures [eg cost, timeliness], without any consideration of what is needed IN the process to enable its operators to effectively manage it as it happens. I prefer to call these “process indicators”. The analogy would be trying to reliably drive a car at a set speed without a speedometer.

Without appropriate process indicators, even if they are not quantitative, the people actually doing or controlling the work/process can do nothing to assure the desired outcome in an environment of variables outside of their control. Of course, in many simple cases, adherance to standard work may be a sufficient process indicator. But it is surprising how often even this most basic form of control is missing. Frequently, the standard process itself will not even have been defined!

I totallly agree. It’s very hard to get somewhere (i.e. a quality product) if you do not have a good road map. The art of our job is to define those areas where we must standardize and where we can allow ourselves to be a little lucky sometimes.