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5.3 · Operations and Teams: Speed, Quality and Hidden Rework
Goal: recognize performance measures that reward the opposite of the intended outcome.
The five-minute target
A service office demands that every request be completed in five minutes. Workers start closing cases without documentation; customers call back, and total work may increase. The dashboard celebrates short handling times while ignoring the cost of repeated interactions. The issue is not necessarily that speed is bad. It is that the definition of success may exclude first-time resolution.
Examine the relevant relations
Define time per interaction, total time per genuinely resolved case, reopening rate, case complexity and customer outcome. Compare periods only when the eligible populations and counting rules are consistent. A lower average alone does not establish greater efficiency.
Our KPI is [precise definition] and our operational aim is [outcome]. Explain how optimizing this KPI could undermine the aim, through what mechanism and under what conditions. Propose no more than four complementary indicators with numerator, denominator, data source, period and owner. Distinguish actual evidence from plausible risk.
Laboratory with generated tools
Ask an assistant to build a simple management dashboard from fictional, clearly labeled cases. Test whether it mistakenly treats calls, customers and resolved issues as the same unit. Check one calculation manually, including missing-value and duplicate scenarios. Simulate faster handling with a higher reopening rate: which indicator improves, and which deteriorates?
Outcome: a revised definition of efficiency, a small credible dashboard, and a stopping rule for changes that create harmful side effects.
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