The scoreboard, and what is not on it. The hard targets, how often each is actually
looked at, and the quiet signals that never reach a dashboard.
Departmental OEE (Overall Equipment Effectiveness)
This is the big one. It's a combined measure of how available our machines are, how fast they run, and how much good product they make. You'll own this for your value stream.
Target · Achieve >75% (we're aiming for world-class 85%, but 75% is a strong start) If your line runs for 10 hours, but only produces good parts for 7.5 hours due to downtime, slow speeds, or scrap, your OEE is 75%.
First Pass Yield (FPY)
The percentage of units that sail through your entire production process correctly the first time, without needing any rework or ending up as scrap. It's a true indicator of process stability.
Target · >95% consistently Out of 100 units started, if 96 are perfect at the end of the line without any fuss, your FPY is 96%.
On-Time Delivery (OTD)
This measures how often your production line delivers finished goods to the warehouse exactly when they're promised, ready for shipment. Missed targets here mean unhappy customers.
Target · >98% (we expect near-perfection) If 99 out of 100 planned deliveries from your line hit the warehouse on the scheduled date, you're at 99% OTD.
Labor Variance to Standard
How much actual labor cost we spent to make a product compared to what we budgeted or 'should' have spent based on our standards. It's about efficiency and managing your team's time well.
Target · Within ±5% of standard cost If the standard labor cost for a batch was £10,000, and you completed it for £10,300, that's a +3% variance – good work.
Safety Incident Rate (e.g., LTI rate)
The number of lost-time incidents (LTIs) or recordable incidents per X hours worked. Keeping our people safe is non-negotiable.
Target · Zero LTIs; continuous reduction in recordable incidents If your value stream works 10,000 hours in a month with no lost-time injuries, that's a perfect safety record for that period.
Problem Solving & Root Cause Elimination
You're not just fixing problems; you're making sure they don't come back. We want to see you leading effective root cause analysis and implementing lasting solutions.
- You'll be leading 5 Whys or 8D investigations. We'll see a reduction in recurring issues. Your CAPA (Corrective and Preventive Action) records will show clear, effective actions and verification. You'll be the one driving these, not just participating.
Team Development & Engagement
Your direct reports (Supervisors/Team Leads) should feel supported, developed, and engaged. This means you're actively coaching them, delegating effectively, and fostering a positive work environment.
- Feedback from your direct reports in annual reviews will be positive. You'll have a clear succession plan for key roles. Your team's retention rates will be strong. You'll see your supervisors taking more initiative and solving problems independently.
Cross-Functional Collaboration
How well you work with other departments – Quality, Maintenance, Supply Chain, Engineering. You're the glue that holds your value stream together, and that means getting everyone on the same page.
- You'll be regularly invited to cross-functional meetings. Other department heads will mention you as a reliable partner. Joint projects (e.g., new product introductions, process improvements) will run smoothly with your input. You'll proactively bring issues to other teams, not wait for them to find out.
Process Improvement & Lean Culture
You're living and breathing Lean. This isn't just about knowing the terms; it's about actively identifying waste, running Kaizen events, and embedding continuous improvement into your team's daily behaviour.
- You'll lead regular Gemba walks with clear action items. Your team will propose and implement small-scale improvements. You'll run at least two significant Kaizen events per year with documented savings or efficiency gains. Your area will visibly reflect 5S principles.
