We have a critical operational metric on our weekly Scorecard that has been red for five consecutive weeks, but our weekly Level 10 Meetings are so packed that we never seem to solve the underlying issue. How do we use the data to drop this trend into IDS and fix it permanently?

Question

Tyler Smith · Accepted Answer

When a metric is red on your weekly Scorecard, it is an indicator of an issue. If a metric is red for one week, it might be a temporary hiccup. But if it has been red for five consecutive weeks, you have a systemic operational problem that is being ignored.

Your weekly Level 10 Meeting™ is designed to catch these trends before they destroy your quarterly goals. During the Scorecard review portion of the meeting, do not allow team members to explain, defend, or debate a red number. This is a common trap that eats up valuable time.

Instead, if a metric is red for two consecutive weeks, the owner of that metric must immediately drop it to the Issues List. Do not discuss it until you reach the IDS® portion of your meeting.

Once you begin the IDS® process, look at the 13-week trend line. Is this a capacity issue where the team is overwhelmed? Is it a process bottleneck that requires a revised SOP? Or is it a person issue where the individual in that seat does not GWC™ their role?

By separating the identification of the red metric from the resolution process, you keep your meeting on track and ensure you are solving the root cause of the problem permanently.