Observation with Stock and Flow Expense and Revenue with Feedback loops for continuous improvement

Observation

Discreet or Indiscreet observation

Design thinking begins with "Understanding" your clients "current state".

You must then "Observe", in my mind we begin with the end in mind, quality management systems are the first to come to mind.

How about framing the reason as such, ethical practices as a competitive advantage.


Total Quality or ISO Principles 1- 8



The measurement according to systems rather than individual parts enables a mature organization to respond to market changes. 

Measuring performance for top down purposes

Outside in and real world expectations are crafted in the Corporate Business Policies.  In large organizations and agencies including branches and central support agency, as an example the Treasury. 

Measuring performance from a bottom up perspective

Inside Out or Fit for Purpose view of the organization.  We have functional views into the way the business runs, this layer allows the functional flexibility. 

Involving employees in the decision making and continuous improvement requires a thorough and consistent way to measure employees competencies. 

Principle of Continuous Improvement

Continuous Improvement applies to most types and infers growth over time.

In many systems thinking scenarios the feedback loop allows for ongoing flexibility.

What you do not have in this scenario?

• Not Kaizen
• Not Zero defect (TQM)

Using a feedback loop in the case of an indirect defect makes sense and would not be in conflict with decisions management can influence.

See insight maker

How do we measure and monitor for Continuous Improvement?

I remain in the principles levels in order to allow greater flexibility. If you monitor discreetly, you can remain macro for the executives and fine grain by region or function.

Feedback Loop - A way to ensure measurements without bias, enable feedback loops at leverage points. In many system thinking circles a feedback loop should be used sparingly.

This prescription agrees with those experts.

A feedback loop at a leverage point would suggest an opportunity at a macro level versus fine grain monitoring. Another way to enable or elect to be more diligent with fine grain feedback loops in various pre-defined areas. le the executive layer with discreet monitoring while the business managers may this might be to consider discreet monitoring.