Yet, there’s a common challenge.
Despite having sophisticated systems and dashboards, many organizations struggle with:
- Metrics that don’t connect to real work on the shopfloor
- Employees who see KPIs as “targets” rather than “tools”
- Lack of alignment between corporate strategy and ground-level execution
- Performance reviews that feel like evaluation—not improvement
This is where our Gamified Performance Measurement Systems (PMS) Training Program comes in.
๐ฏ Why This Program Matters
Imagine a workplace where:
- A shopfloor operator understands how their hourly output impacts company profitability
- A production manager can instantly identify bottlenecks using real-time KPIs
- HR connects employee engagement directly with productivity metrics
- Leadership decisions are driven by data, not assumptions
This program is designed to make that vision a reality.
By combining industry-relevant frameworks, real-world case studies, and interactive gamified assessments, we transform PMS from a theoretical concept into a practical, engaging, and results-driven system.
๐ฎ Learning That Engages, Not Just Informs
Traditional training often fails because it tells people what to do—but not how to think.
Our approach is different.
Participants don’t just learn about KPIs—they:
- Compete in real-time simulations of factory challenges
- Solve production problems using actual performance data
- Design dashboards tailored to their roles
- Participate in role-play review meetings like real corporate scenarios
This gamified format ensures:
- Higher engagement
- Better retention
- Immediate application of concepts
Because when people experience performance systems, they own them.
๐ญ Built for the Entire Organization
One of the biggest gaps in performance systems is lack of alignment across roles.
This program bridges that gap by addressing:
- Corporate Teams → Strategy, financial metrics, supplier performance
- Plant Leadership → Efficiency, safety, cost optimization
- Shopfloor & Assembly Line Teams → Output, quality, downtime, error rates
By connecting these layers, employees begin to see how:
“Every action on the shopfloor directly influences organizational success.”
๐ฌ Learning Through Stories That Stick
To make concepts relatable and memorable, the program integrates powerful learning moments inspired by iconic films.
From understanding the dangers of wrong metrics to appreciating data-driven decisions, these cinematic parallels help participants connect emotionally with the subject—making learning both impactful and enjoyable.
๐ ️ From Understanding to Implementation
This is not just a training—it’s a transformation journey.
By the end of the program, participants will be able to:
- Define meaningful KPIs for their roles
- Align performance metrics across departments
- Build simple yet effective dashboards
- Conduct structured performance reviews
- Drive continuous improvement using data
Most importantly, they will learn how to create a performance culture that is:
- Transparent
- Fair
- Action-oriented
- Appreciated by all stakeholders
๐ The Outcome: A System That Works for People
A truly effective Performance Measurement System is not one that controls people, but one that enables them to perform better.
When designed and implemented correctly, PMS becomes:
- A guiding compass, not a pressure tool
- A decision-making engine, not just a reporting mechanism
- A growth enabler, not just an evaluation system
๐ก Final Thought
In the world of automobile manufacturing—where every second, every component, and every decision matters—what you measure defines what you achieve.
This program ensures that organizations don’t just measure performance…
They master it.
If you’re looking to build a high-performance, data-driven, and engaged workforce, this gamified PMS program is your starting point.
Let’s move from measuring performance to driving excellence.
๐ 6-Hour Training: Performance Measurement Systems (PMS)
๐ฏ Training Objective
Enable employees to:
- Understand
KPIs, metrics, dashboards, and frameworks
- Design
and implement role-based performance systems
- Align
factory + corporate goals
- Build
real-time, transparent, and motivating PMS
A KPI (Key Performance Indicator) measures how
effectively an organization achieves objectives and supports decision-making
and improvement
๐ SESSION BREAKDOWN (6
HOURS)
|
Module |
Duration |
Focus |
|
1 |
45 mins |
PMS Fundamentals |
|
2 |
60 mins |
Manufacturing
KPIs Deep Dive |
|
3 |
75 mins |
Role-Based PMS
(Corporate → Shopfloor) |
|
4 |
60 mins |
Case Studies
(India + Global) |
|
5 |
60 mins |
Activities &
Simulations |
|
6 |
60 mins |
Designing Your
PMS (Workshop) |
๐ง MODULE 1: PMS
FUNDAMENTALS (45 mins)
Key Concepts
- KPI
vs Metrics vs Targets
- Leading
vs Lagging indicators
- Balanced
Scorecard (Finance, Customer, Process, Learning)
- SMART
KPIs
Real-Time Example
- Car
Manufacturing Plant
- KPI:
Daily Output (Target: 500 units)
- Metric:
Units produced/hour
- Insight:
Drop in output → machine downtime
๐ฎ ICEBREAKER: "THE
PAPER AIRPLANE FACTORY"
⏰ Duration
15–20 Minutes
๐ฏ Objective
Participants experience firsthand:
- Measuring output only
- Measuring quality only
- Measuring the right things
and understand why performance
systems often fail.
๐ญ Setup
Divide participants into teams of
5-6.
Each team becomes an
"Paper Aircraft Manufacturing Plant."
Provide:
- A4 Sheets
- Stopwatch
- Score Sheet
ROUND 1: OUTPUT ONLY
Instructions
You have 2 minutes.
Goal:
๐ Produce maximum paper
airplanes.
No other instructions.
Typical Results
|
Team |
Quantity |
|
Team A |
15 |
|
Team B |
18 |
|
Team C |
20 |
Everyone celebrates.
Trainer Twist
Ask:
How many airplanes can actually
fly?
Test them.
Most fail.
Debrief
Question
Were you productive?
or
Were you merely busy?
Learning
This is what happens when
organizations measure:
- Output only
- Sales only
- Production only
while ignoring quality.
ROUND 2: QUALITY ONLY
Now change KPI.
Goal:
๐ Build the BEST
airplane.
Only 1 airplane allowed.
Results
Beautiful planes.
Very low output.
Debrief
Ask:
Can a factory survive with only
quality and no production?
Learning
Over-emphasis on one metric
creates imbalance.
ROUND 3: BALANCED SCORECARD
Now announce:
Score Formula
|
Metric |
Weight |
|
Quantity |
40% |
|
Flight Distance |
40% |
|
Design Innovation |
20% |
Teams now begin:
- Planning
- Collaborating
- Prioritizing
Debrief
Ask:
What changed?
Typical answers:
- Better teamwork
- Better planning
- Better decisions
๐ฏ BIG REVEAL
ROUND 1 - What was measured? - Quantity
What happened? - Poor quality
ROUND 2 - What was measured? - Quality
What happened? - Low productivity
ROUND 3 - What was measured? - Balanced performance
What happened? - Optimal performance
๐ Automobile Industry
Connection
Ask:
Imagine our factory only measures:
- Cars Produced
What happens?
Participants answer:
- Quality issues
- Rework
- Customer complaints
Then :
Imagine we only measure:
- Defect Rate
What happens?
Participants answer:
- Low output
- Delays
Then conclude:
Performance Measurement Systems
are not about measuring more...
They are about measuring what
matters.
๐ญ BONUS MINI ICEBREAKER
(5 MIN)
"What KPI Am I?"
Place KPI cards on participants'
backs.
Examples:
- OEE
- Attrition
- Defect Rate
- Customer Satisfaction
- Revenue
- Downtime
Participants ask YES/NO questions.
Examples:
- Am I a quality metric?
- Am I measured daily?
- Am I important to production?
First person to identify wins.
๐ฆ THE EAGLE AND THE GOLDEN FEATHERS (เฎเฎดுเฎு, เฎชเฎฐுเฎจ்เฎคு / เคीเคฒ, เคฌाเค )
A Story About Performance Measurement, Targets, and Organizational Failure
๐ Chapter 1: The Miracle
Eagle
In a beautiful valley lived a
magnificent eagle.
Every morning, the eagle laid one
golden feather.
The village was prosperous.
The villagers:
- Sold the feather
- Earned a good income
- Lived peacefully
The village chief was delighted.
"One golden feather every
day. Life is wonderful."
๐ง Learning
The eagle was like:
- A high-performing employee
- A productive team
- A successful factory
The system worked because:
- Expectations were reasonable
- Resources were sufficient
- The process was respected
๐ Chapter 2: The
Consultants Arrive
One day, consultants visited the
village.
They studied the eagle and
prepared a report.
The report stated:
Current Performance
|
KPI |
Value |
|
Golden feathers/day |
1 |
|
Annual feathers |
365 |
The consultants told the chief:
"The eagle has untapped
potential."
"Why settle for one feather
when you can get ten?"
The chief became excited.
๐ง Learning
This is where many organizations
begin to fail.
Someone asks:
"Can we improve
performance?"
A good question.
But then it becomes:
"Can we force more
performance?"
A dangerous question.
๐ Chapter 3: The New
Performance System
The chief created a Performance
Measurement Committee.
New KPIs were introduced.
New Dashboard
|
KPI |
Target |
|
Feathers/day |
10 |
|
Feather growth rate |
20% |
|
Feather extraction
efficiency |
95% |
|
Cost per feather |
Reduce 30% |
Weekly reviews started.
Daily reports started.
Hourly monitoring started.
The Eagle's Experience
The eagle said:
"I am spending more time
explaining my feathers than growing them."
๐ Fish Tank Syndrome
Begins
The eagle felt constantly watched.
Every movement was recorded.
Every feather was measured.
Every delay required an
explanation.
Result
The eagle became stressed.
Productivity declined.
๐ง Learning
When measurement becomes
surveillance:
Performance drops.
⚙️ Chapter 4: The Efficiency
Project
The committee hired experts.
They proposed:
Cost Reduction Initiatives
- Reduce food
- Reduce rest
- Increase work hours
- Introduce performance penalties
The chief was impressed.
"Excellent cost
optimization."
What Happened?
The eagle became weaker.
Golden feathers became smaller.
Quality declined.
๐ง Learning
Many organizations measure:
❌ Cost
But forget:
✅ Capability
๐ Chapter 5: The Crisis
After six months:
|
KPI |
Result |
|
Feather quality |
Down |
|
Feather quantity |
Down |
|
Eagle health |
Critical |
|
Village income |
Falling |
The committee was shocked.
The dashboard looked beautiful.
The results looked terrible.
๐ง Learning
A dashboard can be green while the
organization is dying.
๐ฏ Chapter 6: The Wise Owl
An old owl arrived.
He studied the situation.
Then he asked one question.
"Are you managing the eagle,
or the feathers?"
Silence filled the room.
The owl explained:
You focused on outputs
Not capability.
You measured results
Not sustainability.
You controlled performance
Instead of enabling performance.
๐ Automobile Industry
Connection
Imagine an assembly line.
Management tracks:
- Cars produced
- Cost per vehicle
But ignores:
- Operator fatigue
- Machine health
- Training
- Quality
Initially output rises.
Then:
- Defects increase
- Breakdowns increase
- Attrition increases
Exactly like the eagle.
๐ Workshop Activity
Current System
|
KPI |
Current Focus |
|
Cars produced |
Yes |
|
OEE |
Partial |
|
Operator skills |
No |
|
Employee engagement |
No |
|
Preventive
maintenance |
No |
Re-Evaluated System
|
KPI |
New Focus |
|
Cars produced |
Yes |
|
OEE |
Yes |
|
First Pass Yield |
Yes |
|
Skill Index |
Yes |
|
Preventive
Maintenance Compliance |
Yes |
|
Employee Suggestions |
Yes |
๐ฏ Moral of the Story
The villagers thought:
"More measurement creates
more performance."
The owl taught them:
"Better systems create better
performance."
๐ Closing Quote
"If you focus only on the
golden feathers, you may eventually lose the eagle."
This story resonates extremely
well with automobile manufacturing leaders because it directly links to:
- KPI overload
- Target pressure
- Shopfloor productivity
- Employee engagement
- Sustainable performance management
Learning:
Over-measurement without purpose creates pressure but not performance.
๐ THE ANT STORY – A VISUAL LEARNING JOURNEY (
“When Systems Try to Improve Performance… But Kill It Instead”
๐
SCENE 1: THE NATURAL PERFORMER
๐ Story
There once was an ant.
- She came to work early
- Worked efficiently
- Needed no supervision
- Delivered excellent results
The owner (a lion) was impressed.
“If this ant can perform so well without supervision… imagine what she could do WITH management!”
๐ง LEARNING
๐ High performance often exists naturally when:
- There is clarity
- There is ownership
- There is trust
๐ข SCENE 2: INTRODUCTION OF MANAGEMENT
๐ Story
The lion hired a supervisor (a cockroach).
The supervisor said:
“We need reports, tracking, and monitoring to improve performance.”
Soon:
- Daily reports were introduced ๐
- Work logs were maintained ๐
- Time tracking began ⏱️
๐ง LEARNING
๐ This is where Performance Measurement Systems begin.
But the key question:
Are we measuring to understand… or to control?
๐ SCENE 3: THE FISH TANK SYNDROME BEGINS
๐ Story
More layers were added:
- A manager (bird)
- A planning department
- A reporting system
The ant now:
- Spent time filling reports
- Felt constantly watched
- Lost her natural rhythm
๐ This is Fish Tank Syndrome
Where constant observation changes behavior and reduces effectiveness
๐ง LEARNING
๐ Over-measurement leads to:
- Stress ๐
- Artificial performance ๐ญ
- Reduced creativity ๐ซ
๐ SCENE 4: PERFORMANCE DROPS
๐ Story
What happened next?
- Productivity dropped ๐
- Morale decreased ๐
- Delays increased ⏳
The solution?
๐ The lion hired a consultant (owl).
๐ง LEARNING
๐ When systems fail, organizations often:
- Add more layers
- Add more reports
- Add more control
Instead of fixing the root problem
๐งพ SCENE 5: THE FINAL DECISION
๐ Story
The consultant concluded:
“The ant is underperforming.”
And so…
๐ The ant was terminated.
๐ง SILENCE… AND REALIZATION
The system failed.
Not the ant.
๐ THE JAPANESE FISHERMEN STORY
“Why Performance Dies Without Challenge”
๐ SCENE 1: THE PROBLEM – LOSING FRESHNESS
๐ Story
Japanese people love fresh fish.
But over time:
- Nearby waters had fewer fish
- Fishermen had to travel far into the ocean
๐ The problem:
- By the time they returned…
- The fish were no longer fresh
๐ง LEARNING
Time + distance without energy = loss of performance
❄️ SCENE 2: FIRST SOLUTION – FREEZERS
๐ Story
Fishermen introduced:
- Freezers ❄️
๐ Result:
- Fish preserved
- But taste changed
Customers rejected it.
๐ง LEARNING
๐ Preserving performance is not the same as maintaining quality
๐ SCENE 3: SECOND SOLUTION – FISH TANKS
๐ Story
Next solution:
- Keep fish alive in tanks
๐ But:
- Fish stopped moving
- Became dull and inactive
Even though alive… they were not fresh
๐ง LEARNING
Activity = Life
Inactivity = Decline
๐ฆ SCENE 4: THE BREAKTHROUGH – THE SHARK
๐ Story
Finally, they did something unusual:
๐ They added a small shark to the tank
- Yes, a few fish were eaten
- But the rest stayed:
- Active
- Alert
- Energetic
๐ Result:
- Fish arrived fresh and lively
Because they were constantly challenged
๐ง CORE INSIGHT
Challenge creates energy
Comfort creates decline
๐ญ CONNECTION TO PERFORMANCE MEASUREMENT SYSTEM (PMS)
๐ญ STORY: “THE COMFORTABLE AUTOMOBILE PLANT”
At a car manufacturing plant:
Current Situation:
- Employees meet targets easily
- No stretch goals
- Same routine daily
๐ Result:
- Low innovation
- Hidden inefficiencies
- Declining engagement
๐ง THIS IS A “NO SHARK” SYSTEM
- No challenge
- No urgency
- No growth
⚙️ PMS REINTERPRETED USING THE STORY
❌ TRADITIONAL PMS (FISH TANK WITHOUT SHARK)
Element | Reality |
KPIs | Too easy |
Targets | Static |
Reviews | Routine |
Behaviour | Passive |
✅ HIGH-PERFORMANCE PMS (WITH “SHARK”)
Element | Improved System |
KPIs | Challenging but achievable |
Targets | Progressive |
Reviews | Insight-driven |
Behaviour | Proactive |
๐ฎ WORKSHEET: “ADD THE SHARK”
๐ Exercise 1: Identify Comfort Zones
Role | Current KPI | Too Easy? | Add Challenge |
Operator | 50 units/hr | Yes | 60 units/hr |
QA | 3% defects | Yes | 1.5% defects |
๐ Exercise 2: Healthy vs Unhealthy Pressure
Situation | Type | Why |
Real-time dashboard | Healthy | Drives action |
Micromanagement | Unhealthy | Creates stress |
๐ Exercise 3: Design Your “Shark”
Area | Challenge Introduced | Expected Outcome |
Production | Stretch targets | Higher output |
Quality | Zero defect challenge | Better quality |
HR | Skill certification | Growth |
⚠️ IMPORTANT BALANCE
๐ง Not all sharks are good
Type of Shark | Impact |
Too small | No impact |
Too big | Fear & burnout |
Right size | Growth & performance |
๐ฏ FINAL MESSAGE FOR TRAINING
“People, like fish, become inactive in comfort zones…
They come alive in the presence of the right challenges.”
๐ POWERFUL CLOSING STORY LINE
In your organization:
- Without challenge → Employees become like tank fish
- With pressure only → They become stressed
- With the right challenge → They become high performers
๐ฏ FINAL LEARNING CONNECTION TO PMS
❌ WHAT WENT WRONG
- Too many KPIs
- No clarity of purpose
- Measurement replaced meaning
- Control replaced trust
✅ WHAT SHOULD HAVE HAPPENED
Effective PMS should:
- Measure what matters
- Enable performance, not pressure
- Focus on process, not just output
- Empower employees
๐ง CORE MESSAGE
“Not everything that is measured improves performance…
Sometimes, it destroys it.”
๐ฎ INTERACTIVE REFLECTION (FOR TRAINING)
Ask Participants:
- Where do you see the “ant” in your organization?
- Are your KPIs helping or hurting performance?
- Are you creating a performance system or a fish tank?
๐ POWERFUL CLOSING LINE
“Great organizations don’t create more measurement systems…
They create better understanding systems.”
๐ Worksheet 1
Identify KPIs
|
Role |
KPI |
Type
(Leading/Lagging) |
|
HR |
Attrition rate |
Lagging |
|
Production |
OEE |
Leading |
⚙️ MODULE 2: MANUFACTURING KPIs
(60 mins)
Core KPIs (Automobile Industry)
- OEE
(Overall Equipment Effectiveness)
= Availability × Performance × Quality - Production
Cycle Time
- Defect
Rate
- Inventory
Turnover
- Downtime
- First
Pass Yield
๐ These metrics help
track efficiency, quality, and improvement opportunities
๐ญ Shopfloor Example
Assembly Line Scenario:
- Target:
60 cars/hour
- Actual:
48 cars/hour
- Root
Cause:
- Machine
stoppage (Availability ↓)
- Rework
(Quality ↓)
๐ Worksheet 2: KPI
Mapping
|
Department |
KPI |
Formula |
Frequency |
|
Maintenance |
Downtime |
Total downtime / shift |
Daily |
|
Quality |
Defect % |
Defects / total
units |
Hourly |
๐ฅ MODULE 3: ROLE-BASED
PMS (75 mins)
๐ง๐ผ Corporate
Level
- Revenue
per unit
- Cost
optimization
- Supplier
performance
๐ญ Plant Level
- Production
efficiency
- Energy
consumption
- Safety
incidents
๐ง Shopfloor / Assembly
Line
- Units/hour
- Rework
%
- Idle
time
๐ท Worker Level
- Task
completion time
- Error
rate
- Attendance
๐ฌ Movie Clip Learning
Learning:
Performance systems must balance speed vs quality vs compliance
๐ Activity: KPI Alignment
Game
Task:
Align these:
- Company
Goal → Increase profit
- Plant
Goal → Reduce waste
- Worker
Goal → Reduce errors
๐ Show how all KPIs
connect
๐ MODULE 4: CASE STUDIES
(60 mins)
๐ฎ๐ณ Case Study 1:
MSME Manufacturing (Tamil Nadu)
- Implemented
metric-based PMS
- Result:
- Improved
productivity
- Better
employee accountability
๐ Case Study 2: General
Electric (GE)
- Used:
- Financial
+ Operational + Customer KPIs
- Result:
- Strong
alignment across departments
๐ Case Study 3: Indian
Automotive Supply Chain
- Lean
PMS introduced
- Focus:
- Waste
reduction
- Process
efficiency
๐ Case Study Worksheet
Analyze:
- What
KPIs were used?
- What
improved?
- What
would you change?
๐ฎ MODULE 5: ACTIVITIES
& SIMULATIONS (60 mins)
๐งฉ Activity 1: “Broken
Factory Simulation”
- Team
produces paper cars
- Introduce:
- Machine
failure
- Quality
issues
- Measure:
- Output
- Defects
๐ Debrief: Why KPIs
matter
๐งฉ Activity 2: Dashboard
Design
- Teams
create:
- Shopfloor
dashboard
- Corporate
dashboard
๐ฌ Movie Clip Learning
Learning:
Data beats intuition in performance management
๐ ️ MODULE 6: BUILD YOUR
PMS (WORKSHOP – 60 mins)
Step-by-Step Framework
Step 1: Define Goals
- Production
increase by 10%
Step 2: Identify KPIs
- OEE
- Cycle
time
Step 3: Set Targets
- OEE
→ 85%
Step 4: Data Collection
- Sensors
/ ERP / Manual logs
Step 5: Dashboard Creation
- Real-time
tracking
Step 6: Review System
- Daily
(shopfloor)
- Weekly
(management)
๐ Final Worksheet: PMS
Design Template
|
Goal |
KPI |
Target |
Owner |
Tool |
|
Reduce defects |
Defect % |
<2% |
QA Head |
SAP |
๐ฏ REAL-TIME
IMPLEMENTATION GUIDE
✅ DOs
- Align
KPIs across all levels
- Keep
metrics simple and visible
- Use
real-time dashboards
- Link
KPIs to incentives
❌ DON’Ts
- Too
many KPIs
- No
ownership
- No
action on data
- Measuring
without purpose
๐ง FINAL TAKEAWAY MODEL
“3P MODEL”
- Performance
(What to measure)
- Process
(How to measure)
- People
(Who owns it)
๐ฌ BONUS MOVIE REFERENCES
|
Movie |
Learning |
|
3 Idiots |
Wrong metrics kill
innovation |
|
Chak De India |
Team
performance tracking |
|
Moneyball |
Data-driven decisions |
|
Ford v Ferrari |
Balance
performance vs constraints |
๐ก IMPACT OF THIS TRAINING
After implementation:
- Better
visibility of operations
- Faster
decision-making
- Improved
productivity & quality
- Higher
employee engagement
๐ Manufacturing firms
that track KPIs effectively can optimize operations and make data-driven
improvements consistently
“THE FACTORY THAT MEASURED EVERYTHING… BUT UNDERSTOOD
NOTHING”
๐ฌ ACT 1: THE PROBLEM
(RELATABLE HOOK)
Setting:
A leading automobile manufacturing plant in Chennai.
Meet:
- Arjun
– Plant Head
- Meena
– HR Manager
- Ravi
– Assembly Line Supervisor
- Karthik
– Shopfloor Operator
๐ Story Begins…
The company had everything:
- Dashboards
๐
- KPIs
๐
- Daily
reports ๐
Yet…
- Production
delays increased
- Employee
stress went up
- Quality
issues kept repeating
Arjun (frustrated):
“We are measuring everything… then why are we not
improving?”
๐ง LEARNING PAUSE 1
๐ Reflect:
- Are
we measuring the right things or just many things?
๐ฌ ACT 2: THE “FISH TANK
SYNDROME”
Meena introduces a concept:
“Sir, we are facing something called the Fish Tank
Syndrome.”
๐ Story Analogy
Imagine a fish in a glass tank:
- Constantly
watched ๐
- Every
movement monitored
- No
privacy
What happens?
- The
fish behaves unnaturally
- Stress
increases
- Performance
drops
๐ง Corporate Parallel
Employees felt:
- “We
are being watched, not supported”
- “Targets
are unrealistic”
- “Metrics
are used to blame, not improve”
๐ Over-monitoring leads
to fear-driven performance, not real productivity.
๐ง LEARNING PAUSE 2
Discussion Question:
- Are
your KPIs enabling performance or creating pressure?
๐ฌ ACT 3: THE REALIZATION
Ravi (Supervisor) shares:
“We track output every hour, but no one tracks why
machines stop.”
Karthik (Operator):
“We rush to meet targets, but rework increases later.”
๐ Insight
They were measuring:
- Output
❌
But ignoring:
- Downtime
✔
- Root
causes ✔
- Skill
gaps ✔
๐ง LEARNING PAUSE 3
๐ Identify:
- One
KPI you track
- One
KPI you should track
๐ฌ ACT 4: SHIFT FROM
CONTROL → UNDERSTANDING
Arjun decides to redesign PMS.
๐ BEFORE vs AFTER
|
BEFORE |
AFTER |
|
Measure everything |
Measure what matters |
|
Focus on results only |
Focus on
process + results |
|
Blame individuals |
Improve systems |
|
Static reports |
Real-time
insights |
๐ง Key Learning
Performance measures should:
- Help
us understand work
- Not
just evaluate people
๐ฌ ACT 5: STRATEGY CONNECT
Meena explains:
“Performance management is not HR activity—it’s a business
control system.”
๐งฉ How PMS Helps
Leadership
- Aligns
strategy → execution
- Identifies
bottlenecks
- Enables
faster decisions
- Restores
control over operations
๐ Without PMS = Guesswork
๐
With PMS = Clarity & Direction
๐ง LEARNING PAUSE 4
๐ Ask participants:
- How
does your KPI connect to company strategy?
๐ฌ ACT 6: THE
TRANSFORMATION
Changes Implemented:
✅ Reduced KPIs from 25 → 8
✅
Introduced OEE tracking
✅
Daily problem-solving huddles
✅
Transparent dashboards
๐ Results:
- Productivity
↑
- Defects
↓
- Employee
trust ↑
- Decision
speed ↑
๐ฌ ACT 7: THE BREAKTHROUGH
MOMENT
Karthik (Operator) says:
“Now I understand how my work impacts the company.”
๐ก FINAL REALIZATION
Performance Measurement System is not about:
❌
Monitoring people
It is about:
✅
Understanding systems
✅
Improving processes
✅
Empowering people
๐ฎ INTERACTIVE ACTIVITY
(POST STORY)
๐งฉ Activity: “Fix the
Factory”
Scenario:
- High
output
- High
defects
- High
stress
๐ Teams must:
- Identify
wrong KPIs
- Suggest
better KPIs
- Redesign
PMS
๐ฏ KEY TAKEAWAYS (STORY
MORAL)
๐ง 1. Measure What Matters
Not everything that counts can be measured—and not
everything measured counts.
๐ 2. Avoid Fish Tank
Syndrome
Too much monitoring → Distorted behavior
๐ 3. Align Strategy to
Shopfloor
Every KPI must answer:
“How does this help the business?”
⚙️ 4. Focus on Process, Not Just
Output
Output is a result—process is the driver
๐ฅ 5. Make PMS
Human-Centric
People should feel:
- Enabled
- Not
judged
๐ฌ OPTIONAL CINEMA LINKAGE
(FOR TRAINER)
- 3
Idiots → Wrong metrics = stress
- Moneyball
→ Right metrics = success
- Chak
De India → Team performance tracking
๐ CLOSING LINE (FOR
IMPACT)
“When you measure to control, people resist.
When you measure to understand, people improve.”
๐ From the PDF (Page 30 –
Figure 1.4)
๐ What the Diagram Shows
The framework has 5 core building blocks:
- Direction
& Goal Setting
- Operational
Processes
- Support
Processes
- Evaluation
& Control
- Organizational
Behaviour
๐ These must work
together, not in silos
๐ญ STORY: “THE
DISCONNECTED CAR PLANT”
At an automobile plant in Chennai:
- Strategy
team → wants premium cars
- Production
→ focuses on volume
- HR →
rewards attendance, not quality
- Quality
team → works separately
๐ Result:
- Misalignment
- Confusion
- Poor
performance
๐ง LEARNING
Performance fails not due to lack of effort…
but due to lack of integration
For a Performance Measurement System (PMS) in automobile
manufacturing, the strongest approach is to use Balanced Scorecard (BSC)
and Hoshin Kanri together rather than treating them as competing
systems.
- Balanced
Scorecard answers: “Are we performing across all critical
dimensions?”
- Hoshin
Kanri answers: “Which breakthrough priorities must we focus on, and
how will every level of the organization contribute?”
- PMS
becomes the measurement-and-review mechanism connecting strategy →
execution → results → improvement.
1. Integrated PMS Framework
2. Balanced Scorecard for an Automobile Manufacturer
The traditional four BSC perspectives can be translated into
manufacturing language.
|
BSC Perspective |
Automobile Manufacturing Question |
Typical Strategic Objectives |
Example KPIs |
|
Financial |
Are we creating sustainable business
value? |
Reduce cost, improve profitability,
improve asset utilization |
Cost/Vehicle, Manufacturing Cost,
EBITDA, Working Capital, Inventory Turns |
|
Customer |
Are customers receiving the expected
value? |
Improve quality, delivery and
customer experience |
Customer Satisfaction, Warranty
Claims, On-Time Delivery, Customer Complaints, JD Power-type quality measures |
|
Internal Process |
Are our processes stable, efficient
and capable? |
Improve OEE, FPY, cycle time and
process capability |
OEE, FPY, PPM, Scrap %, Rework %,
Cycle Time, Downtime |
|
Learning & Growth |
Are people and systems becoming more
capable? |
Build skills, engagement, innovation
and problem-solving capability |
Skill Matrix %, Training Hours,
Suggestion Rate, Employee Engagement, Kaizen Implementation |
The important PMS principle
Don't let each perspective become an isolated KPI bucket.
For example:
Training
→ Operator capability
→ Process adherence
→ First Pass Yield
→ Reduced rework
→ Lower manufacturing cost
→ Better customer experience
→ Better financial performance
That is the cause-and-effect chain that makes the BSC
useful.
3. Hoshin Kanri for Automobile Manufacturing
Hoshin Kanri adds a different layer.
Instead of asking:
“What are all our KPIs?”
ask:
“What few strategic priorities must we achieve to move
the organization significantly forward?”
For example:
3-year strategic direction
Manufacturing Excellence
Then identify breakthrough objectives:
|
Breakthrough Objective |
Current |
Target |
Time Horizon |
|
Improve OEE |
72% |
85% |
3 years |
|
Reduce Customer PPM |
1,200 |
500 |
3 years |
|
Reduce Manufacturing Cost/Vehicle |
₹X |
₹X − 10% |
3 years |
|
Improve On-Time Delivery |
91% |
98% |
3 years |
|
Reduce Major Breakdown Hours |
100% baseline |
−40% |
3 years |
These are strategic priorities, not hundreds of
operational KPIs.
4. Hoshin → Department → Shop Floor
This is where Hoshin becomes particularly powerful in an
automobile plant.
Corporate
Breakthrough Objective
Improve OEE from 72% → 85%
↓
Production
Objective:
Reduce minor stoppages and cycle-time losses.
KPIs:
- OEE
- Availability
- Performance
- Cycle
Time
- Minor
Stoppage Time
↓
Maintenance
Objective:
Improve equipment reliability.
KPIs:
- MTBF
- MTTR
- Breakdown
Hours
- PM
Compliance
↓
Quality
Objective:
Reduce defects originating from equipment/process
instability.
KPIs:
- FPY
- PPM
- Rework
- Process
Capability
↓
Shop Floor
Objective:
Eliminate recurring causes of stoppages.
Daily measures:
- Downtime
- Andon
calls
- Abnormalities
- Standard
Work adherence
- First-off
approval
Now the operator can understand how their daily work
connects to the corporate objective.
5. BSC + Hoshin Kanri + PMS
This is the framework I'd recommend using in your training.
|
Layer |
Tool |
Main Question |
|
Vision |
Strategic Direction |
Where do we want to go? |
|
Strategy |
Hoshin Kanri |
What breakthrough priorities will get
us there? |
|
Strategic Measurement |
Balanced Scorecard |
Are we progressing across the
business? |
|
Operational Measurement |
PMS |
What is happening in our processes? |
|
Daily Management |
Shop-floor KPIs |
What needs attention today? |
|
Improvement |
PDCA / Kaizen / CAPA |
What should we change? |
|
Review |
Performance Review |
Did the action produce the intended
result? |
6. Example: Assembly Line
Imagine an assembly line has:
OEE = 72%
A conventional PMS might simply display:
๐ด OEE: 72%
That's measurement.
A stronger PMS asks:
Why is OEE 72%?
Break it down:
|
OEE Component |
Current |
Target |
|
Availability |
82% |
92% |
|
Performance |
88% |
94% |
|
Quality |
99% |
99.5% |
|
OEE |
72% |
85% |
Now drill further.
Availability loss
|
Loss |
Hours |
|
Equipment breakdown |
18 |
|
Changeover |
11 |
|
Material shortage |
7 |
|
Minor stoppages |
14 |
|
Other |
5 |
Now PMS becomes a management system, rather than
merely a reporting system.
7. The "KPI Tree" Approach
For your training, this would be an excellent activity.
Start with:
BUSINESS RESULT
↓
Manufacturing Cost / Vehicle
↓
Cost drivers:
Manufacturing Cost
│
├── Labour Cost
│
├── Material Cost
│
├── Energy Cost
│
├── Scrap
│
├── Rework
│
├── Downtime
│
└── Maintenance
A financial KPI often has operational drivers several
levels below it.
That is exactly where PMS becomes strategically useful.
8. Hoshin X-Matrix for the Training
For an automobile manufacturing case, create an X-Matrix
around four breakthrough objectives:
North Star
"World-Class Manufacturing Excellence"
|
Strategic Priority |
Target |
|
OEE Improvement |
72% → 85% |
|
Customer PPM Reduction |
1,200 → 500 |
|
Cost Reduction |
−10% |
|
Delivery Performance |
91% → 98% |
Then map:
Objectives → Annual Targets → Projects → Owners → KPIs
For example:
OEE 85%
│
├── TPM
├── SMED
├── Predictive
Maintenance
└── Operator
Autonomous Maintenance
│
▼
Plant Head
│
▼
Maintenance Head
│
▼
Line Manager
│
▼
Operator
This creates vertical alignment.
9. The Critical Difference
Use this simple teaching story:
Balanced Scorecard is the dashboard.
It tells us:
"How are we doing?"
Hoshin Kanri is the navigation system.
It tells us:
"Where are we going, what must change, and who must
contribute?"
PMS is the measurement and feedback system.
It tells us:
"What is happening, why is it happening, and are our
actions working?"
Together:
HOSHIN KANRI
↓
STRATEGIC PRIORITIES
↓
BALANCED SCORECARD
↓
PMS
↓
FUNCTIONAL KPIs
↓
SHOP-FLOOR KPIs
↓
DAILY MANAGEMENT
↓
PDCA
↓
BUSINESS RESULTS
↺
10. A Powerful Training Exercise
The plant's OEE has fallen from 82% to 74% while customer
complaints have increased by 18%. Management wants improvement within six
months.
(Using Role Play)
- Plant
Head
- Production
Head
- Quality
Head
- Maintenance
Head
- HR
Head
- Supply
Chain Head
- Line
Manager
- Shop-floor
Supervisor
Challenge
Each team must identify:
- One
strategic objective
- Three
KPIs
- One
leading indicator
- One
lagging indicator
- One
improvement project
- One
accountable owner
- One
target
- Review
frequency
- Data
source
- Escalation
trigger
Then bring everyone together and construct the Hoshin
X-Matrix + Balanced Scorecard + PMS cascade.
The key learning moment is when participants discover that different
departments can optimize their own KPIs while the overall business still
performs poorly.
That's the central PMS lesson:
A KPI is not successful because its number improved. It
is successful when the improvement contributes to the intended organizational
outcome.
PMS Training – 90-Day ROI Implementation Toolkit
1. Training-to-ROI Road Map
|
Stage |
Period |
Primary Focus |
Participant Output |
Business Output |
|
ALIGN |
Day 0–15 |
Understand & diagnose |
KPI baseline + gap analysis |
Current-state visibility |
|
ACT |
Day 16–30 |
Convert learning into action |
KPI Action Plan |
Improvement projects launched |
|
IMPROVE |
Day 31–60 |
Execute & measure |
PDCA/Kaizen progress |
Early KPI improvement |
|
SUSTAIN |
Day 61–90 |
Institutionalize |
Review dashboard + SOP |
Sustained performance |
|
SCALE |
After Day 90 |
Replicate |
Best-practice playbook |
Plant-wide/department-wide ROI |
2. WORKSHEET 1 – PMS SELF-ASSESSMENT
Participant Worksheet
|
Question |
Current
Situation |
Gap |
Action
Required |
|
Do I know my department's critical
KPIs? |
|||
|
Are KPI targets clearly defined? |
|||
|
Do employees understand how their
KPIs connect to company goals? |
|||
|
Are KPIs reviewed regularly? |
|||
|
Do we distinguish leading &
lagging indicators? |
|||
|
Are KPI problems investigated for
root causes? |
|||
|
Are improvement actions assigned to
owners? |
|||
|
Are actions tracked to closure? |
|||
|
Do we use data for decision-making? |
|||
|
Are performance reviews linked to
business outcomes? |
Scoring
1 = Not Practiced | 2 = Rarely | 3 = Partially | 4 =
Consistently | 5 = Excellent
Total Score: ____ / 50
3. WORKSHEET 2 – KPI IDENTIFICATION
Ask participants:
"What are the 5 numbers that tell you whether your
department is performing?"
|
KPI |
Definition |
Current |
Target |
Gap |
Frequency |
Owner |
Data Source |
|
OEE |
|||||||
|
FPY |
|||||||
|
Customer PPM |
|||||||
|
Downtime |
|||||||
|
Absenteeism |
Then ask:
Which KPI has the biggest business impact?
4. WORKSHEET 3 – KPI TREE
Use this to make participants understand that a KPI is
rarely an isolated number.
Example: Manufacturing Cost / Vehicle
|
Main KPI |
Driver |
Sub-Driver |
Possible Action |
|
Manufacturing Cost/Vehicle |
Material Cost |
Scrap |
|
|
Rework |
|||
|
Labour Cost |
Productivity |
||
|
Energy Cost |
Consumption/Vehicle |
||
|
Maintenance Cost |
Breakdown |
||
|
Quality Cost |
Warranty/Defects |
||
|
Production Loss |
Downtime |
Exercise
Give each participant one KPI:
- OEE
- Quality
- Cost
- Delivery
- Safety
- Employee
Productivity
Ask them to create their own KPI Tree.
5. WORKSHEET 4 – BALANCED SCORECARD
Automobile Manufacturing BSC
|
Perspective |
Strategic Objective |
KPI |
Baseline |
Target |
Initiative |
|
Financial |
Reduce manufacturing cost |
Cost/Vehicle |
|||
|
Customer |
Improve customer quality |
Customer PPM |
|||
|
Internal Process |
Improve equipment effectiveness |
OEE |
|||
|
Internal Process |
Reduce defects |
FPY |
|||
|
Learning & Growth |
Improve workforce capability |
Skill Matrix % |
|||
|
Learning & Growth |
Increase engagement |
Suggestions/Employee |
Key question
"If this KPI improves, what business result should
improve?"
6. WORKSHEET 5 – HOSHIN KANRI CASCADE
Corporate → Plant → Department → Team → Individual
|
Level |
Objective |
Target |
KPI |
Initiative |
Owner |
|
Corporate |
Improve operational excellence |
||||
|
Plant |
Improve OEE |
||||
|
Production |
Reduce downtime losses |
||||
|
Maintenance |
Reduce breakdowns |
||||
|
Line |
Improve availability |
||||
|
Operator |
Reduce minor stoppages |
Critical question
"Can every employee see how their work contributes
to the organization's strategic objective?"
If NO, the PMS cascade has a gap.
7. WORKSHEET 6 – LEADING vs LAGGING INDICATORS
|
Business Outcome |
Lagging KPI |
Leading KPI |
|
Higher OEE |
OEE % |
PM compliance |
|
Better Quality |
Customer PPM |
Process audit compliance |
|
Lower Breakdown |
Breakdown hours |
Preventive maintenance completion |
|
Better Safety |
Lost-time incidents |
Safety observations |
|
Higher Productivity |
Output/employee |
Skill certification |
|
Lower Absenteeism |
Absenteeism % |
Employee engagement actions |
Exercise
Give participants 5 lagging KPIs and ask:
"What should we measure BEFORE this number becomes
bad?"
8. WORKSHEET 7 – KPI GAP ANALYSIS
|
KPI |
Current |
Target |
Gap |
Root Cause |
Priority |
Owner |
|
OEE |
72% |
85% |
-13% |
|||
|
FPY |
94% |
98% |
-4% |
|||
|
Customer PPM |
1,200 |
500 |
+700 |
|||
|
Downtime |
18 hrs |
10 hrs |
+8 hrs |
|||
|
Skill Coverage |
65% |
90% |
-25% |
9. WORKSHEET 8 – ROOT CAUSE → ACTION
Use:
PROBLEM → FACTS → ROOT CAUSE → OPTIONS → ACTION → OWNER →
DEADLINE → REVIEW
|
Problem |
Facts/Data |
Root Cause |
Countermeasure |
Owner |
Deadline |
KPI |
|
OEE dropped |
||||||
|
Defects increased |
||||||
|
Delivery delayed |
||||||
|
Absenteeism increased |
10. WORKSHEET 9 – 90-DAY IMPROVEMENT PROJECT
Each participant/team selects ONE KPI.
|
Element |
Answer |
|
KPI selected |
|
|
Baseline |
|
|
90-day target |
|
|
Business problem |
|
|
Root cause |
|
|
Improvement objective |
|
|
Key actions |
|
|
Project owner |
|
|
Supporting team |
|
|
Resources required |
|
|
Review frequency |
|
|
Expected business benefit |
|
|
Measurement method |
Golden Rule
One KPI + One Owner + One Target + One Deadline + One
Review Rhythm
11. WORKSHEET 10 – ROI CALCULATOR
Participants should calculate the financial value of their
improvement.
|
Parameter |
Before |
After |
Improvement |
|
Production loss |
|||
|
Scrap |
|||
|
Rework |
|||
|
Downtime |
|||
|
Energy consumption |
|||
|
Overtime |
|||
|
Customer complaints |
|||
|
Warranty cost |
ROI
Also track:
₹ Saved / ₹ Invested
This is particularly powerful for management reviews.
12. 15-DAY ROAD MAP – "DIAGNOSE"
Objective
Convert training knowledge into a clear performance
baseline.
|
Action |
Owner |
Output |
|
Identify critical KPIs |
Participant |
KPI list |
|
Validate KPI definitions |
Manager |
KPI dictionary |
|
Establish baseline |
Team |
Baseline dashboard |
|
Identify KPI gaps |
Team |
Gap analysis |
|
Identify top 3 problems |
Team |
Priority list |
|
Identify leading indicators |
Team |
Leading KPI list |
|
Select one improvement project |
Participant |
Project charter |
|
Assign owner |
Manager |
Accountability |
Day-15 Deliverable
"My KPI + My Gap + My Project"
13. 30-DAY ROAD MAP – "ACT"
Objective
Move from analysis to implementation.
|
Action |
Expected Output |
|
Root cause analysis |
Validated root cause |
|
Create countermeasures |
Action plan |
|
Assign responsibilities |
RACI/ownership |
|
Start PDCA |
First improvement cycle |
|
Begin KPI tracking |
Weekly dashboard |
|
Conduct team review |
Action closure |
|
Capture quick wins |
Evidence |
Day-30 Deliverable
Improvement Project Progress Report
14. 60-DAY ROAD MAP – "IMPROVE"
Now the question changes from:
"Did we implement the action?"
to:
"Did the action improve the KPI?"
|
Area |
Measure |
|
KPI performance |
Actual vs target |
|
Improvement actions |
% completed |
|
Root causes |
Eliminated/controlled |
|
Employee involvement |
Suggestions/Kaizen |
|
Process stability |
Variation/trend |
|
Financial impact |
₹ benefit |
|
Customer impact |
PPM/complaints |
|
Productivity |
Output/resource |
Day-60 Deliverable
Midpoint Business Impact Review
15. 90-DAY ROAD MAP – "SUSTAIN"
At 90 days, participants must demonstrate:
5 Questions
- What
was the problem?
- What
was the baseline?
- What
did we change?
- What
improved?
- What
was the business impact?
|
KPI |
Day
0 |
Day
30 |
Day
60 |
Day
90 |
Target |
Result |
|
OEE |
||||||
|
Quality |
||||||
|
Cost |
||||||
|
Delivery |
||||||
|
Safety |
||||||
|
People |
16. 90-DAY REVIEW FRAMEWORK
I recommend a simple 5-level review system.
Level 1 – LEARN
Did participants understand the concepts?
Measure:
- Pre-test
- Post-test
- Case
study
- Simulation
- Knowledge
assessment
Level 2 – APPLY
Are they actually using the tools?
Measure:
- KPI
worksheet completion
- BSC
mapping
- Hoshin
cascade
- KPI
trees
- Root-cause
analysis
- Action
plans
Level 3 – CHANGE
Did workplace behaviour change?
Measure:
- Review
discipline
- Data-based
decisions
- KPI
ownership
- Problem-solving
frequency
- Cross-functional
collaboration
- PDCA
usage
Level 4 – IMPROVE
Did KPIs improve?
Track:
Baseline → 30 → 60 → 90 days
Level 5 – ROI
Did the improvement create business value?
Measure:
- Cost
savings
- Productivity
improvement
- Downtime
reduction
- Scrap
reduction
- Rework
reduction
- Quality
improvement
- Delivery
improvement
- Customer
impact
17. TRAINING ROI SCORECARD
|
Dimension |
Weight |
Measurement |
|
Learning |
15% |
Assessment |
|
Application |
20% |
Tool utilization |
|
Behaviour Change |
15% |
Manager observation |
|
KPI Improvement |
25% |
Baseline vs actual |
|
Financial Impact |
20% |
₹ benefit |
|
Sustainability |
5% |
Standardization |
This gives management a Training ROI Dashboard rather
than simply a training feedback form.
18. MANAGER REVIEW CHECKLIST
The manager should review each participant at Day 15, 30, 60
and 90.
CHECKLIST
|
Question |
Y/N |
Evidence |
|
Has the participant selected a
relevant KPI? |
||
|
Is the baseline validated? |
||
|
Is the target measurable? |
||
|
Is there a clear owner? |
||
|
Has root cause been established? |
||
|
Is there an action plan? |
||
|
Are actions being implemented? |
||
|
Is the KPI improving? |
||
|
Has financial/business impact been
calculated? |
||
|
Has the improvement been
standardized? |
19. THE 90-DAY MANAGEMENT REVIEW - "PMS Business
Impact Review"
Each participant/team gets 5 minutes.
Slide 1 – THE PROBLEM -
What problem did we identify?
Slide 2 – THE DATA -
What did the baseline tell us?
Slide 3 – THE ROOT CAUSE -
Why was the problem happening?
Slide 4 – THE ACTION -
What did we change?
Slide 5 – THE RESULT -
What happened to the KPI?
Slide 6 – THE ₹ IMPACT -
How much value did we create?
Slide 7 – THE NEXT 90 DAYS - How will we sustain and scale it?
20. TRAINING ROI DASHBOARD
|
Category |
KPI |
Baseline |
30D |
60D |
90D |
Target |
₹ Impact |
Owner |
|
Financial |
Cost/Vehicle |
₹ |
||||||
|
Production |
OEE |
₹ |
||||||
|
Quality |
FPY |
₹ |
||||||
|
Quality |
Customer PPM |
₹ |
||||||
|
Delivery |
OTD |
₹ |
||||||
|
Maintenance |
Breakdown Hours |
₹ |
||||||
|
Safety |
Safety Incidents |
|||||||
|
People |
Skill Coverage |
|||||||
|
Innovation |
Kaizen Implemented |
₹ |
21. THE "PMS 90-DAY CHALLENGE"
Every participant/team receives:
ONE KPI
↓
ONE PROBLEM
↓
ONE ROOT CAUSE
↓
ONE IMPROVEMENT PROJECT
↓
ONE OWNER
↓
ONE 90-DAY TARGET
↓
ONE MEASURABLE BUSINESS RESULT
At the end:
๐ PMS BUSINESS IMPACT
CHALLENGE
Recognition categories can include:
- KPI
Improvement
- Cost
Impact
- Quality
Improvement
- Productivity
Improvement
- Best
Root Cause Analysis
- Best
Cross-Functional Project
- Best
Sustained Improvement
22. THE COMPLETE TRAINING → ROI SYSTEM
6-HOUR TRAINING
↓
PMS + Balanced Scorecard + Hoshin Kanri
↓
KPI DIAGNOSTIC
↓
90-DAY IMPROVEMENT PROJECT
↓
15-DAY BASELINE
↓
30-DAY ACTION REVIEW
↓
60-DAY BUSINESS IMPACT REVIEW
↓
90-DAY ROI REVIEW
↓
STANDARDIZE
↓
SCALE
The ultimate message for participants:
"Don't leave the training with notes. Leave with a
KPI, a problem, an owner, an action plan and a measurable business
result."
And for management:
"The success of PMS training is not measured by how
many people attended. It is measured by how many performance improvements the
training helped create."
๐ WORKSHEET 1: CURRENT vs
IDEAL SYSTEM
|
Component |
Current System
(Reality) |
Improved System
(Aligned PMS) |
|
Goals |
Not clearly defined |
Strategy-linked goals |
|
Operations |
Output focused |
Quality +
efficiency |
|
Support |
Reactive |
Proactive |
|
Evaluation |
Monthly reports |
Real-time
dashboards |
|
Behaviour |
Fear-driven |
Ownership-driven |
๐ 2. VISUAL: “MEASUREMENT
MADNESS”
๐ From PDF Insight (Page
4)
Too many metrics → confusion instead of clarity
๐ญ STORY: “THE KPI
OVERLOAD FACTORY”
A plant tracked:
- 25
KPIs
- 10
dashboards
- 5
reports daily
Supervisor Ravi says:
“I don’t know which number matters anymore!”
๐ง LEARNING
๐ More metrics ≠ Better
performance
๐ WORKSHEET 2: KPI
CLEAN-UP
|
KPI |
Keep / Remove |
Why |
|
Output/hr |
Keep |
Core productivity |
|
Employee mood score |
Remove |
Not actionable |
|
Downtime |
Keep |
Critical |
๐ Task: Reduce to 5–8
meaningful KPIs
๐ 3. VISUAL: STRATEGIC
ALIGNMENT
๐ From PDF Concept (Page
8–9)
- Strategy
must link to execution
๐ญ STORY: “THE MISALIGNED
TARGET”
Corporate goal:
๐
“Increase profit”
Shopfloor KPI:
๐
“Produce more units”
๐ Result:
- Overproduction
- Inventory
pile-up
- Losses
๐ง LEARNING
Every KPI must answer:
“How does this support strategy?”
๐ WORKSHEET 3: ALIGNMENT
CHECK
|
Strategy |
KPI |
Is it aligned? |
Fix |
|
Reduce cost |
Increase output |
❌ |
Reduce waste |
|
Improve quality |
Reduce defects |
✅ |
Keep |
⚙️ 4. VISUAL: PERFORMANCE
MANAGEMENT vs MEASUREMENT
๐ From PDF (Page 6–7)
- Measurement
= Tracking
- Management
= Action
๐ญ STORY: “THE DASHBOARD
MANAGER”
Manager:
- Reviews
dashboards daily
- Takes
no action
Another manager:
- Identifies
downtime
- Fixes
machine issue
๐ Who performs better?
๐ง LEARNING
Data without action = useless
๐ WORKSHEET 4: ACTION
MAPPING
|
KPI |
Insight |
Action |
|
Downtime ↑ |
Machine issue |
Maintenance |
|
Defects ↑ |
Skill gap |
Training |
๐ง 5. VISUAL: MATURITY
ALIGNMENT (ADVANCED)
๐ From PDF (Page 31 –
Figure 1.5)
๐ญ STORY: “THE
TOO-ADVANCED SYSTEM”
Company introduced:
- AI
dashboards
- Complex
KPIs
But:
- Workers
not trained
- Managers
confused
๐ System failed
๐ง LEARNING
PMS must match organizational maturity
๐ WORKSHEET 5: MATURITY
CHECK
|
Area |
Level
(Low/Med/High) |
Gap |
Action |
|
Technology |
High |
Workforce low |
Training |
|
Process |
Medium |
- |
Improve |
๐ FINAL INTEGRATED STORY
๐ฌ “THE TRANSFORMED
AUTOMOBILE PLANT”
BEFORE
- Too
many KPIs
- No
alignment
- High
stress
- Poor
decisions
AFTER
- 8
clear KPIs
- Strategy
aligned
- Real-time
dashboards
- Empowered
employees
๐ Result:
- Productivity
↑
- Quality
↑
- Engagement
↑
๐ฏ FINAL MASTER WORKSHEET
(CAPSTONE)
Design Your PMS
|
Goal |
KPI |
Target |
Owner |
Frequency |
Action Plan |
|
Reduce defects |
Defect % |
<2% |
QA Head |
Daily |
Training |
๐ก FINAL TAKEAWAY (FROM
PDF + STORY)
“Performance management is not about measuring more…
It is about managing better through integration and alignment.”
๐ก FINAL TAKEAWAY
๐ A great Performance
Measurement System is not just about tracking…
It is about:
- Creating
meaningful challenge
- Driving
continuous improvement
- Keeping people alive, active, and engaged
Link for research papers on PMS
๐ฎ GAMIFIED ASSESSMENT STRUCTURE
๐ง Game Format
- Participants
divided into teams (4–6 members)
- Each
round = points-based challenge
- Leaderboard
maintained
- Rewards:
๐ฅ “PMS Champion Team”
๐งฉ ROUND 1: KPI IDENTIFICATION
CHALLENGE (20 mins)
๐ฏ Objective:
Identify correct KPIs for each role
๐ฎ KPI Identification Challenge
Select the correct KPI for each scenario.
1. Assembly Line Slowdown
2. High Employee Exits
3. Frequent Machine Breakdown
๐ Scoring
- Correct
answer: +10
- Wrong
answer: 0
๐ฌ Bonus Question (Video-Based)
What learning have we got from this short clip from Moneyball:
๐ Question:
“What was the KPI that changed decision-making?”
Answer: Player efficiency / data-based
selection
๐ญ ROUND 2: SHOPFLOOR SIMULATION
(30 mins)
๐ฏ Objective:
Analyze performance data & identify
root cause
๐ Sheet
Scenario:
|
Metric |
Target |
Actual |
|
Production/hr |
60 |
45 |
|
Defect % |
2% |
6% |
|
Downtime |
5 min |
20 min |
๐ง Questions:
- Which
KPI is failing the most?
- Root
cause?
- Suggest
2 corrective actions
๐ Scoring
- Correct
analysis: +20
- Strong
solution: +20
๐ฏ ROUND 3: KPI ALIGNMENT GAME
(30 mins)
๐ฏ Objective:
Align goals across levels
๐ Sheet
Match the following:
|
Company Goal |
Plant KPI |
Worker KPI |
|
Increase profit |
______ |
______ |
|
Improve quality |
______ |
______ |
๐ง Hint:
Think top-down alignment
๐ Scoring
- Fully
aligned answer: +30
๐ฒ ROUND 4: BUILD YOUR DASHBOARD
(40 mins)
๐ฏ Objective:
Design a PMS dashboard
๐ Sheet Template
|
KPI |
Target |
Frequency |
Owner |
Visual (Graph/Chart) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
๐จ Task:
Create:
- 1
Corporate dashboard
- 1
Shopfloor dashboard
๐ Scoring Rubric
|
Criteria |
Points |
|
Relevance |
10 |
|
Clarity |
10 |
|
Practicality |
10 |
|
Innovation |
10 |
๐ญ ROUND 5: ROLE PLAY – PMS
REVIEW MEETING (40 mins)
๐ฏ Objective:
Experience real PMS discussions
๐ฌ Roles:
- Plant
Head
- Production
Manager
- HR
Manager
- Shopfloor
Supervisor
๐ Scenario:
- Production
down by 15%
- High
defects
- Worker
absenteeism
๐ง Task:
Conduct a review meeting
- Identify
issues
- Present
KPIs
- Suggest
actions
๐ Scoring
- Data
usage: +10
- Communication:
+10
- Problem-solving:
+20
๐ฌ BONUS ROUND: MOVIE-BASED
ANALYSIS (20 mins)
๐ฅ Clip Ideas:
- Ford v Ferrari → Performance vs constraints
- Lagaan - Metrics & results
๐ Questions:
- What
KPI was used?
- Was
it effective?
- What
would you change?
๐ Scoring
- Insight
depth: +20
๐งพ FINAL SCORE SHEET (FOR
TRAINER)
|
Team |
R1 |
R2 |
R3 |
R4 |
R5 |
Bonus |
Total |
|
Team A |
|||||||
|
Team B |
๐
CERTIFICATION LEVELS
|
Score |
Title |
|
90+ |
PMS Master ๐ |
|
70–89 |
PMS
Champion ๐ฅ |
|
50–69 |
PMS Performer ๐ฅ |
|
<50 |
PMS
Learner |
๐ฆ
WHAT HAVE WE LEARNT TODAY?
Key takeaways:
"The Paper Airplane Factory failed because it measured the wrong things.
The Ant failed because the system became bigger than the work.
The Fish Tank failed because monitoring replaced trust.
The Eagle failed because people focused on feathers instead of the eagle.
Starting today we will implement how to build Performance Measurement Systems that help people succeed rather than simply measure them."
For customized PMS • Balanced Scorecard • Hoshin Kanri programs:
๐ +91 78450 50100 | ✉️ training@compassclock.in
No comments:
Post a Comment