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So, the Lean takeaway from this? Always ask yourself if hitting the metric will make you get closer to your goal, or further from it. There will always be a cost to hitting metrics. If it was easy, you would not be measuring it. Don't let a local cost override the big picture purpose of tracking the data in the first place. When you tweak your data collection methods for convenience or cost reasons, ask yourself if the customer is better off because of it. You are better off eliminating a metric that has been twisted around than to pretend that it is indicating success.

The following key points summarize Lean and Lean Metrics: 1) Make Lean so simple anyone can understand it. 2) Fix what bugs you and improve it everyday. 3) Every employee must make a 2 sec improvement everyday. 4) People fail sometimes and solutions may not valid but you learn from that. 5) Create a routine like: start day with Sweep, Sort, Standardize, then improvement time, then morning meeting. 6) Give people time everyday to experiment, train, and teach. 7) Simple metrics -            a) 1 improvement everyday            b) Orders out in 2 hours            c) Less than 1 mistake a week            d) Want customers to rave about us 8) Defects are something the customer sees. 9) Develop the skill and capacity to solve problems by everyone everyday.

Can we also put "Kaizen: FastCap Style" on the list.

Sure, just post it here, and tag it "film festival".

Some useful ways to think through metrics. I wonder how different metrics might drive customer innovation?

There are three key metrics to track our progress when striving for the ideal of continuous improvement.

What are our "people improvement" metrics?

We have the last two listed being tracked. Let's consider some of the others.

Effective visual management boards should allow anyone to know in real time exactly how the process is performing and where the issues are. To get there, organizations must clearly define what processes and improvements they want to measure. The key questions then become what exactly do you want to know about a process, then what are the critical metrics.