Henry took the pushpins out of yesterday’s report and tacked today’s report in its place. This was a new initiative to provide statistical feedback to the floor. On the report were numbers indicating percentage of capacity, scrap overages and mean time to complete. Next to today’s number were the accumulated numbers for the month and the year. Each section of the report had a snappy little graph in color.
When Henry told me about his idea to provide daily feedback to his production floor, I was quite interested. When I saw the posting, I had more questions. I asked Henry to identify his three weakest links on the floor. That was easy, Henry pointed them out immediately.
I asked Henry to take the posting and get some feedback from his three chosen technicians. “How are we doing?”
Individually, the three studied the sheet, then slowly shook their heads. “I don’t know, I guess we’re doing okay, my supervisor isn’t yelling at me.”
Henry was disappointed. He worked hard on his charts. I asked him, “In what way could you present something that everyone will understand, quickly and easily?”
Henry finally settled on one number, today’s units produced. If the number was better than target, it was green. If it was below target, it was red. Next to it, in black, was tomorrow’s target. One week later, everybody understood. Henry’s feedback system was a success.