From a lean perspective, I would argue that our thirst for data is driven by the absence of a clearly defined process, where all aspects and interactions are clearly understood, and outputs are predicted. At the very least, Plan versus Actual results is the most fundamental measure of performance. Of course this implies that we know what we want to measure!

In my experience launching new manufacturing facilities and turning around existing ones, a significant amount of time and effort is expended to painstakingly create Value Stream / Process Maps for each and every process across the company using the basic SIPOC model as reference: Suppliers, Inputs, Process, Outputs, and Controls.

You may appreciate that this task is considerably more challenging in a Brown Field facility where, aside from losing money, “Everything is working just fine. We just need to be more efficient.” Gasp!

In either case, our approach is to physically walk through the systems and processes from beginning to end as we meet with the “owners” of each step. We then establish standardized work with clearly defined expectations and controls. Obviously, this step implies that we understand the systems and processes that are required to successfully manage and operate the company.

All too often, there is a disconnect between functional units within the same company. For example, operations and finance metrics are not aligned and interactions are not clearly understood.

Senior / Executive management is responsible for establishing the metrics and educating the teams on their significance and how they correlate with every day operations. The Value Streams / Process maps are extremely valuable to establish and demonstrate these links.

In the absence of clearly defined vision and mission statements supported by meaningful goals and objectives, we will find our quest for good news to be an elusive challenge.

I am also encouraged by the reference to the “If it ain’t broke …break it!” quote and have followed this practice as a strategy for testing existing systems and to exercise contingency plans to mitigate risk factors as far in advance as possible.

I agree we need problem solvers. More importantly we need problem seekers who can identify and frame a problem in the proper context that will enable true root causes to be found with real and feasible solutions. (Know What You Don’t Know is an excellent book on this topic.)

As suggested in your post, the scope of this topic is quite broad. Perhaps I can consolidate some of the posts on my blog to formulate a better response.

This is an excellent topic and very relevant for the current state of economy. Thanks for sharing.