Measurements as levers for change

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It’s a truism that we measure what’s important to us, so we can change or improve it.

In a sense, measurements are the “lever” we use to make those changes or improvements. And the status quo once controlled or manipulated the process, by defining which “fulcrum” we could use.

For example, if the only measurement “lever” we could use on quality improvement was COQ, we had to use the “fulcrum” of the company’s P&L, or compliance standards. Back then we couldn’t track value-added or intangible changes in a company, because we could only work with financial statements or quality reports.

Thanks to Superperformance, companies can willingly give up their use of “fulcrums;” because there’s nothing organic about a lever and a fulcrum. Within a truly organic organization, the most pertinent data will measure value-driven improvements to the organization, and to those who contribute to its success.

COQ could be measured in whatever terms the stakeholders buy into. Then that measurement becomes more than a sign of what’s important to the company today. It tells us which activity will offer the greatest value (and therefore profits) down the road.

Introducing the Viral Quality Process

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On Thursday I’ll be speaking at a monthly meeting of local quality engineers (ASQ).

I will discuss how any team of managers, technical/methodology experts, or other stakeholders can quickly implement a new process to create a culture of quality so inclusive and vibrant, your quality or service programs will be unnecessary (one startup software company has already taken the first steps).

Here’s the two-stage process of quality culture development:

Create a DIY Mantra for the whole business, followed by key departments or teams. Then create content wonderful enough to carry the company’s new messages far and wide–and to every employee.

I call this approach to creating a new vision of quality for the social media age a “viral quality process.”

What do you think?

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