I had a discussion recently with someone who, for three decades, had been performing a statistical function at a large manufacturing company. He couldn’t understand why, in spite of excellent job performance reviews, his company had furloughed him indefinitely.
The goal of performance management, as defined by the United States Office of Personnel Management, is “improving organizational effectiveness.” Performance management application, however, depends on both the industry and the methodology being applied.
In early stages of industrialization, products were simpler, factories were smaller, most processes were manual, and process flows were shorter. Contact with customers was direct between production and customer.