Last week I facilitated a workshop on Daily Management at a B2B client. A motivated group, eager to improve, but unfamiliar with Lean practices like A3 problem solving or daily stand-ups. They had KPIs in place – well-documented and even reviewed regularly. But the workshop revealed something deeper: having KPIs is not the same as using KPIs.
What struck me was the shift in mindset that occurred over three days. Initially, KPIs were seen as reporting tools – metrics to track performance after the fact. By the end, the group started to see KPIs as steering tools. Tools that should trigger action, prompt problem solving, and guide behaviour on the work floor.
I kept repeating: “It’s not about red or green. It’s about what we do when things go red.” Daily management should drive action – it’s not about blaming.
We introduced a simple visual Daily Management board. It showed a few key indicators, weekly/monthly targets, and space to log issues. Just standing together and reviewing the numbers each week – that was new. Suddenly, gaps became visible. Teams started to ask why they missed targets, and what they could do today to improve tomorrow.
Daily management = Daily problem solving
To support this, we touched on A3 problem solving. Not as a template to fill in, but as a way of thinking. Define the problem clearly. Identify root causes. Test countermeasures. Follow up. That alone helps the team move away from firefighting towards structured improvement.
The biggest takeaway? KPIs are only useful if they lead to action. And action should be grounded in facts, not assumptions.
If you’re leading a team and wondering why your KPIs aren’t driving change, here’s a thought: maybe your people don’t see them as theirs. Maybe the metrics don’t link to today’s work. Or maybe problems are visible, but no one feels safe or supported to act on them.
Start small. Pick one KPI. Make the gap visible. Ask why. Then ask why again.