The author in the article focuses only on one-half of the metrics within a given process, the lagging results. There is another whole dimension to performance m

The author in the article focuses only on one-half of the metrics within a given process, the lagging results. There is another whole dimension to performance metrics which is the causal dimension, your leading metrics or leading indicators. You can only effectively use a lagging indicator–such as time to restore–once you understand the activities that make up the world of restoring service. Does the product have an SOP document? Is there monitoring in place to alert technicians quickly? What is the training level of your employees? Are your employees empowered and engaged? All of these things matter far more than lagging outputs. Sure, we can disparage lagging indicators all day, but we can't throw them out just because they can be gamed. You have to push deeper and that requires time, process knowledge, and building a healthy working environment.