I write a weekly RELENLESS HANSEI topic on my desk whiteboard and was looking through Liker’s The Toyota Way for a possible topic. On page 261 I came across a powerful message:
“We discovered the top management in the companies with vital programs had process orientation, while the unsuccessful companies had results-oriented managers. The results-orientated managers immediately wanted to measure bottom-line results of the continuous improvement program. The process-oriented managers were more patient, believing that an investment in the people and the process would lead to the results they desired.”
This passage came from the section on the role of metrics. This made me reflect on the harmonies of organizational culture. If you speak about investment in people or lean improvements but measure hard results, the potential to be out of sync is high.
When organizations are results-orientated, the potential for bad data exists also. I have seen where correlation and causality get confused to be able to report results. Results-oriented metrics can get murky for medical publications as well.
What are your thoughts?
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