When reporting on organizational, departmental and individual (e.g., Sales, Service people), performance, the standard method is to report averages and then judge whether individuals and departments are above or below them. These standard performance measures, usually using Means or Top Box/Top 2 Box scores, communicates that individual performance is either acceptable (average or better) or unacceptable (below average). This method is counterproductive to achieving your Vision. This type of reporting emphasizes individual performance, rather than the system's performance, and it has been proven that 95% of problems are the result of systems performance and not individual performance. Using averages reinforces a Blame and Shame culture and actually stymies your ability to achieve your objectives and the improvements you seek.
Using Variances shows that individuals can be below average and still be OK. That is, they are performing to the capability of your system / process. It recognizes that sometimes, individuals will perform above average and at other times below average doing the same things. Using the variance method allows you to examine "Special Causes" that create deviations outside "the lines." The focus is shifted to improving the entire process, instead of blaming selected individuals for failure, when they haven't failed. This helps eliminate finger pointing, blaming and shaming and manipulation of measurement results. As a result, everyone is freed to engage in developing genuine solutions that increase everyone's performance and, ultimately, achieving the organization's objectives. You unleash real innovation.
Traditional Method (Top 2/Bottom 2 Box)
Improved (Variance) Method (Control Charts)
Your Results are
What Your Process is
Capable of Doing