Class by Doc McIntyre
I’ve always loved this Dave Barry quote:
“A person who is nice to you, but rude to the waiter, is not a nice person.”
There are two reasons (both terrible) why people with authority and leverage mistreat others:
-
They’re bullies and they get off on it. (I have zero patience for this.)
-
They’re so frustrated that they lose control. (I’m a bit more sympathetic to this, but it’s still weak.)
Your character is revealed by how you treat people who have to put up with you and how you behave under stress.
Choose to show some class.
Vanity Metrics: The Trap Every Leader Must Avoid in Manufacturing
In the world of Manufacturing, it's easy to get caught up in the numbers. Metrics, KPIs, dashboards—they all paint a picture of how your operation is performing. But here's the kicker: not all metrics are created equal. Some numbers look good on paper but do absolutely nothing to drive real improvement. These are what I call vanity metrics, and they’re the silent killers of true progress.
Let’s break this down. Vanity metrics are those numbers that make you feel good but don’t tell the whole story. Think of them like a flashy car with no engine—looks great sitting in the driveway, but it's not going to take you anywhere. In a manufacturing context, this could be high output numbers that don’t account for the rework or scrap rates. Sure, you might be cranking out product, but at what cost? If you're not looking at the full picture, you’re missing out on the real opportunities for improvement.
As leaders, it’s our job to dig deeper. Instead of patting ourselves on the back for surface-level success, we need to ask the tough questions. What’s driving these numbers? Are we really seeing an improvement, or are we just moving the problem somewhere else? Lean is all about creating value, and value isn't always reflected in the numbers that make the quarterly report look pretty.
So how do you avoid falling into the vanity metric trap? Start by identifying the metrics that truly matter. In Lean, these are the ones that drive value—things like cycle time, first-pass yield, and customer satisfaction. These metrics might not always be the sexiest numbers, but they are the ones that will tell you if you’re actually making progress.
Next, be brutally honest with yourself and your team. If a metric isn’t driving improvement, it’s time to question its relevance. Don’t be afraid to let go of those vanity metrics that have been a staple in your reports for years. Remember, Lean is about continuous improvement, and that means continuously improving the way you measure success.
Lastly, foster a culture where the real metrics are celebrated. When your team sees that you value genuine progress over superficial success, they’ll be more likely to focus on what truly matters. This is how you build a culture of accountability and continuous improvement—by making sure everyone is on the same page about what success really looks like.
In the end, vanity metrics are just that—vain. They might make you feel good, but they won’t help you get where you want to go. As leaders in Manufacturing, our job is to keep our eyes on the prize, focusing on the metrics that drive real, sustainable improvement. Anything less, and we're just fooling ourselves.
Let’s get out of the trap of vanity metrics and start focusing on what really counts. That’s how we’ll build not just a good operation, but an unstoppable one.
Now go and Get Sh!t Done!
