Performance indicators
Choose, calculate, display and keep alive three to five performance indicators on a line, so that the team sees every day where it stands and knows what to act on.
Create an account I already have an account
You can also sign in with your account from a TEEPTRAK site, without creating a password.
This course is aimed at team leaders, shop floor managers, methods technicians and continuous improvement facilitators who need to track the performance of a line, a press or a packaging station without spending their whole day on it. Many shop floors already display figures; few use them to decide something that same morning.
By the end, you will know how to distinguish a result indicator from a steering indicator, choose three to five indicators for your line together with the team, write a one-page sheet for each (definition, formula, source, frequency, owner), display them according to the rules of visual management and use them in a five-minute daily meeting to move from the observed gap to a dated action.
What you will be able to do
- Explain in one sentence what a performance indicator (KPI) is for and why it does not replace acting on the causes.
- Distinguish a result indicator (what happened) from a steering indicator (what will move the result) and give an example of each on your line.
- Collectively choose three to five indicators for a line, each easy to collect, simply calculated and tracked at the right frequency.
- Write a complete indicator sheet: definition, formula, data source, frequency, owner, target.
- Display an indicator so it can be read in under ten seconds: target, value, gap, trend, colour code.
- Use the indicators in a daily team meeting to move from a gap to a dated action with a named owner.
The path
- An indicator answers a question, not a habit 4 min
- Choosing three to five indicators for the line, with the team 5 min
- Writing the indicator sheet and organising the collection 4 min
- Display the indicator so it can be read in ten seconds 4 min
- Moving from gap to action in the daily meeting 5 min
Prerequisites
No Lean prerequisites. Working on or supervising a production line and knowing its stoppages, scrap and daily volumes is enough. Knowing what OEE is helps but is not necessary: it is recalled in one sentence when it appears.
The closing quiz
The topic ends with a 7-question quiz, and a certificate is issued on success.