Kennzahlen Lean Management<\/a> (Lean management metrics, in German). Result metrics (Ergebniskennzahlen) describe outcomes that lie in the past and can no longer be influenced, such as monthly sales. He defines steering metrics this way: “Bei Steuerungskennzahlen handelt es sich um Kennzahlen, die Merkmale anzeigen, die sich in der Zukunft auswirken.” (Steering metrics are metrics that show characteristics which will have an effect in the future.)<\/p><\/blockquote>\nHis example is the share of commitments kept: when that value drops, it is a warning for the manager, who can step in before the result suffers. Among the key lean manufacturing metrics, the article also lists OEE, and it recommends making deviations visible on digital or physical team boards so that the team and its managers can correct course early. This article takes that distinction and applies it to a single metric: when is OEE a steering metric, and when is it only reported?<\/p>\n
The same metric, two roles<\/h2>\n
OEE is not by nature one or the other. It depends on how it is collected, when it is shown and what it is used for. A monthly figure for the whole plant, in the report to senior management, is a result metric: it describes what happened, and nobody can change it anymore. The same OEE, measured per machine and per shift and broken down by loss type, shows the next morning where the line is losing time right now. At that point a shift leader can still do something about it.<\/p>\n
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