Leading with Leading Indicators, Systems Thinking, and a "Dashboard"

[Steve Prevette]

This is a paper that has been presented in a number of conferences by Fluor Hanford this year. This paper documents our current methodologies for leading indicators, systems thinking, and a "dashboard" portrayal of results using color codes driven by SPC results. This is the unabridged version.

[Mike S.]

A nice job. And I'm sure the workers as well as management can appreciate the results!

[Wes Bucey]

Slide #33 is a very vivid example of how the colored dashboard can give an instant picture of what to focus on.

In general, I thought the slides were clear and well done. Certainly, they represent a strong voice for the simple slide which counts on the information, rather than "eye candy" to keep an audience interested.
I'm curious about the mechanics of the presentation of this slide show. I would have appreciated notes under each slide that gave an idea of the monologue that accompanied the slide. Do you have a script to go along with the slides? About how long does it take to present this slide show with the presenter going beyond the bullet points?

[Steve Prevette]

Originally Posted by Wes Bucey

I'm curious about the mechanics of the presentation of this slide show. I would have appreciated notes under each slide that gave an idea of the monologue that accompanied the slide. Do you have a script to go along with the slides? About how long does it take to present this slide show with the presenter going beyond the bullet points?

Thanks, Wes. This unabridged version takes about 2 hours to present. There are some shortened versions that are intended for 20 minutes. I'll be presenting this unabridged version in Spokane WA next month at the Health Physics Society annual meeting, and will have 2 hours.

I must admit I am very much of an impromptu speaker. I'd rather talk just from the framework of the slides rather than follow speaker's notes.

I am working up an article for the American Society of Safety Engineers which makes the case for control charting, and then moves into the concept of the SPC dashboard. ASQ has requested I write an article on how I have interfaced with senior managers in the transformation to accomplish the sorts of things this presentation lays out.

I may have to work up a set of notes for the 20 minute version, as it is on the docket for a conference in Scotland, but neither my vice president nor I are going to it.