Our operations team is technically hitting their weekly target for completed work orders, but the quality of the work is dropping and our rework rate has spiked. How do we design our weekly scorecard to prevent employees from gaming their numbers by prioritizing speed over quality?

Question

Tyler Smith · Accepted Answer

When an operations team games their numbers, it usually means you are measuring output without measuring quality. If your team is hitting their completed work orders target but your rework rate is spiking, your scorecard is incomplete. You have created an incentive to rush through jobs.

To fix this, you must pair every volume metric on your weekly scorecard with a quality metric. If you measure completed work orders, you must also measure the percentage of jobs passed on the first inspection. If you measure billable hours, you must also track client complaints or rework hours.

Every seat on your Accountability Chart must understand that a completed task only counts if it meets your standard of quality. Your Integrator must review these paired metrics during your weekly Level 10 Meeting™. When a volume number is green but the corresponding quality number is red, it must be dropped down to the Issues list for a deep dive using the IDS™ method.

This approach keeps your team honest. It shifts their focus from doing the work fast to doing the work right the first time. It ensures your scorecard represents the true operational health of the business rather than a surface level illusion of productivity.