Leaders need data to set targets and justify changes on the shop floor, then share those numbers with workers so they understand why. As changes roll out, frontline workers feed back KPIs and metrics, but the process has to be easy for them, not another burden.
I think from a leadership perspective, what the data can do is help support why in the very beginning. If your goal is to prove shop floor efficiencies, then there's some measure that can be used to identify this is where we're at and this is where we need to go and why we're getting there. If it's growth related, are there sales numbers? Are there revenue numbers that can be shared of this is what we're doing and why we're getting there? So I think data is useful from an input perspective and that data should be shared if it's if it's possible with the frontline. This is why we're doing it, and here's the data to support that. I think data also flows back the other direction because along the path from point A to point B, through that change, there's going to be key indicators, there's going to be KPIs, there's going to be things you're going to want to monitor along the way. And that's where the frontline and the data input comes into play. And that's where I think really having that human-centric consideration of how do you get the data and how are you making it the least manual for your frontline to collect that data.
