BPM: Can you give me examples of some metrics that you track within pbviews?

Weisert: I can. We use Malcolm Baldrige criteria as our metrics. The first six sections of Malcolm Baldrige are process-oriented, and then the last section is results. It deals with all the main areas such as leadership, customer focus, financial and market results, human resources, etc. We get assessed by one of our parent commands on how well we perform utilizing the Malcolm Baldrige criteria, so we have metrics in each of the six results subsections of section seven within Malcolm Baldrige.

BPM: And you track all of those within pbviews?

Weisert: Yes, we track all of them. I would say there are between 50 and 60 measures that we cover. They come and go, depending on how things are going. For example, we use pbviews to track our Lean Six Sigma process improvement effort. When we have an event in Lean, we'll document the process so that we can ensure that we're continuing to do things the right way six months down the road. If that process then becomes mature, we'll drop it off as a measure and maybe put in a new process to track.

BPM: Do you find that tracking 50 to 60 metrics is ever overwhelming?

Weisert: We really only focus on the ones that have a variance — the ones that are either yellow or red in pbviews, based on that andon system. Then we'll spend time trying to understand what caused that variance — but we say, “OK, what's caused the variance?” instead of saying “You're in trouble because the metric is yellow.” We use it as a learning tool. That's key to moving forward in performance, while not assigning blame.

BPM: Do other people have access to see how all these metrics are performing?

Weisert: We have different views that are available, but anybody in our command can have read access to the Malcolm Baldrige performance data in pbviews. In fact, we publish the metrics on our Web site so everyone can see them. Additionally, there are different views subordinate to the Malcolm Baldrige macro view.

BPM: What are some benefits you've realized of using dashboard software, as opposed to Excel, for performance reporting?

Weisert: Well, first of all, it gives you the trends, which is nice. Excel spreadsheets can give you trends, but you have to spend some time ensuring that the chart is formatted correctly to include both past years' and the current year's performance. An additional benefit is the automatically generated red/yellow/green andon system, which feeds our Malcolm Baldrige view/dashboard. It allows you to focus in on areas that are outside an acceptable level of variance — where the actuals that do not match up with the plan. Instead of wasting your time looking at things that are on track, you can then focus on where you have a problem. In these problem areas, the next focus is on, “Let's take this action, or take this initiative to see if we get the results that we're looking for.” Basically, it's about time management; it allows you to focus in on those most troublesome areas, and then apply corrective action quickly.