Solar

Balance Lagging and Leading Indicators (Part 1 of 3)

Balance Lagging and Leading Indicators (Part 1 of 3)

Balance Lagging and Leading Indicators

Too often, teams focus only on lagging indicators like weekly output or monthly quality scores. Leading indicators (e.g., plan vs. actual by hour) give you early warning signals, helping you influence outcomes before they happen.

Make Visual Management Work Instantly (Part 3 of 3)

Make Visual Management Work Instantly (Part 3 of 3)

Make Visual Management Work Instantly

Use color-coded indicators like red/yellow/green or symbols that make performance trends instantly clear. Visual management should reduce the time it takes for teams to interpret data and make decisions.

Make Visual Management Work Instantly (Part 2 of 3)

Make Visual Management Work Instantly (Part 2 of 3)

Make Visual Management Work Instantly

Use color-coded indicators like red/yellow/green or symbols that make performance trends instantly clear. Visual management should reduce the time it takes for teams to interpret data and make decisions.

Make Visual Management Work Instantly (Part 1 of 3)

Make Visual Management Work Instantly (Part 1 of 3)

Make Visual Management Work Instantly

Use color-coded indicators like red/yellow/green or symbols that make performance trends instantly clear. Visual management should reduce the time it takes for teams to interpret data and make decisions.

Embed MOS Into the Culture, Not Just the Process ( Part 3 of 3)

Embed MOS Into the Culture, Not Just the Process ( Part 3 of 3)

Embed MOS Into the Culture, Not Just the Process

Successful MOS implementations go beyond tools and templates—they shift behavior. Embed MOS into how your team operates daily so it becomes “the way we do things here,” not just another program.

Embed MOS Into the Culture, Not Just the Process ( Part 2 of 3)

Embed MOS Into the Culture, Not Just the Process ( Part 2 of 3)

Embed MOS Into the Culture, Not Just the Process

Successful MOS implementations go beyond tools and templates—they shift behavior. Embed MOS into how your team operates daily so it becomes “the way we do things here,” not just another program.

Embed MOS Into the Culture, Not Just the Process ( Part 1 of 3)

Embed MOS Into the Culture, Not Just the Process ( Part 1 of 3)

Embed MOS Into the Culture, Not Just the Process

Successful MOS implementations go beyond tools and templates—they shift behavior. Embed MOS into how your team operates daily so it becomes “the way we do things here,” not just another program.

Root Cause Analysis Should Be Routine (Part 3 of 3)

Root Cause Analysis Should Be Routine (Part 3 of 3)

Root Cause Analysis Should Be Routine

MOS isn’t just about reporting results—it’s about solving problems. Integrate root cause problem-solving into your daily and weekly processes. Ask “why” until you’ve identified what’s truly driving performance gaps.

Root Cause Analysis Should Be Routine (Part 2 of 3)

Root Cause Analysis Should Be Routine (Part 2 of 3)

Root Cause Analysis Should Be Routine

MOS isn’t just about reporting results—it’s about solving problems. Integrate root cause problem-solving into your daily and weekly processes. Ask “why” until you’ve identified what’s truly driving performance gaps.

Root Cause Analysis Should Be Routine (Part 1 of 3)

Root Cause Analysis Should Be Routine (Part 1 of 3)

Root Cause Analysis Should Be Routine

MOS isn’t just about reporting results—it’s about solving problems. Integrate root cause problem-solving into your daily and weekly processes. Ask “why” until you’ve identified what’s truly driving performance gaps.