01 / 05
Start from the outcome.
The programme design groups strategy into six families so that nothing important is missed and nothing unimportant is measured.
Strategy, six outcomesGFT instruments / Performance architecture
Give the strategy
an owner on the line.
Turn a strategic outcome into a controllable line measure, a target, an owner and a review rhythm. Test a supervisor's total workload across the six KPI families.
Operate the instrumentIllustrative cascade from the programme default. Schematic, not a factory.
01 / An instrument for the decision
How does a strategic outcome become a number a line supervisor controls?
Start a workshop
One strategy, six families
Hourly output against target120 garments/hourdailyOwner: Sewing line supervisor (focused)Daily line huddle. Illustrative target.
Sewing line supervisor carries five measures across all families. The design limit is reached. A new measure needs a deliberate replacement or a different accountable owner.
Illustrative workshop: the families follow GFT's Cameroon textile programme. Every target and role allocation is an assumption, not measured factory performance. Presets replace current B and preserve saved A.
02 / Follow one strategy down one branch
Strategy becomes a number at the end of each branch.
02 / 05
Name the family and its vocabulary.
Each family carries a vocabulary from the programme. For production: OEE, throughput, first-pass yield.
Family, programme vocabulary03 / 05
Turn the vocabulary into a line measure.
Choose a definition the team could reproduce tomorrow, with one target in its own unit. Units are never added together, and every target here is illustrative.
Measure, target, unit04 / 05
Give it one owner, then count.
Every measure has one accountable owner. Sewing line supervisor ends up with 5 measures across 4 families, which is the design limit.
Owner load = count05 / 05
Fix a rhythm for the response.
A daily huddle fixes today, a weekly review corrects the week and a monthly review sets the plan. A review cadence is not a sampling interval.
Cadence, review03 / Give a line number a purpose
Add a controllable measure.
Use a definition your team could reproduce tomorrow. The target is a proposed planning value. This builder stores assignments, not actual readings or a trend. Targets accept zero to ten thousand in the entered unit; these are interface bounds.
Family stripe chart · click or hover a bar to inspect
Every measure, by family.
ProductionEnough good garments2 measures
Programme vocabulary: OEE, throughput, first-pass yield.
- Hourly output against targetdaily
Target120 garments/hour
Owner: Sewing line supervisor
- First-pass yielddaily
Target95 %
Owner: Sewing line supervisor
QualityQuality that wins orders1 measures
Programme vocabulary: Defects per hundred units, right-first-time.
- Defects per hundred unitsdaily
Target3 defects/100 units
Owner: Sewing line supervisor
DeliveryReliable delivery2 measures
Programme vocabulary: On-time-in-full, lead time.
- On-time-in-fullweekly
Target95 %
Owner: Dispatch lead
- Order lead timeweekly
Target7 days
Owner: Planning lead
CostCost under control1 measures
Programme vocabulary: Cost per garment, labour cost per unit.
- Labour hours per garmentdaily
Target0.25 hours/garment
Owner: Sewing line supervisor
PeopleA present, improving team2 measures
Programme vocabulary: Absenteeism, skill-matrix coverage.
- Attendancedaily
Target95 %
Owner: Sewing line supervisor
- Skill-matrix coverageweekly
Target80 %
Owner: Training lead
SustainabilityMeasured sustainability3 measures
Programme vocabulary: Water, energy and waste per unit.
- Water per garmentmonthly
Target10 litres/garment
Owner: Utilities lead
- Energy per garmentmonthly
Target0.5 kWh/garment
Owner: Utilities lead
- Waste per garmentmonthly
Target0.08 kg/garment
Owner: Utilities lead
04 / Count the work, across the whole tree
A new family does not create more capacity.
The five-number guidance applies to line supervisors. The heddles use that reference for every role so allocation is visible. A planner or plant manager may have a different span; review their capacity separately.
- Hourly output against target120 garments/hour
- First-pass yield95 %
- Defects per hundred units3 defects/100 units
- Labour hours per garment0.25 hours/garment
- Attendance95 %
AuthorityTimeTraining or dataUnproven by the count
- Water per garment10 litres/garmentProcess scope · batch size · shared utilities
- Energy per garment0.5 kWh/garment
- Waste per garment0.08 kg/garment
- On-time-in-full95 %
- Order lead time7 days
- Skill-matrix coverage80 %
Sewing line supervisor · 5 of 5 slots filled · 0 open · 0 above rule · Measures: Hourly output against target (120 garments/hour) · First-pass yield (95 %) · Defects per hundred units (3 defects/100 units) · Labour hours per garment (0.25 hours/garment) · Attendance (95 %)
Reconciliation: 11 measures = 11 family assignments = 11 owner assignments = 11 cadence assignments.
05 / Keep a decision trail
Compare assignments before adding work.
Save the current assignment as A, then change B with a preset or the editor. Hollow eyes are A, solid eyes are B.
A 11 measures · supervisor 5 against B 11 · supervisor 7 · +2 above rule
- Sewing line supervisorABA 5B 7+2
- Utilities leadABA 3B 3no change
- Dispatch leadABA 1B 0-1
- Planning leadABA 1B 0-1
- Training leadABA 1B 1no change
A: reference A, the programme defaultB: overloaded preset, previewedFive-measure rule
The link contains B and saved A as readable text. Anyone with the link can read the assignments. Use role names rather than personal or confidential information. Nothing is sent to a server.
06 / Method, reproducible by hand
Count assignments. Keep unlike units apart.
The model is an assignment register. Each record has a strategic family, a line measure, a numeric target with a unit, one owner and one review cadence. It never combines yield, water and labour into a single score.
Drag a tag into the sum collector below, or press Enter on it
07 / Check the default by hand
Eleven measures, counted three ways, stay eleven.
measures for the sewing line supervisor
Load first. The supervisor's 5 measures fill the five eyes: 0 slots remain, 0 excess. Adding downtime makes six and one excess.
measures, summed by family
By family: production 2, quality 1, delivery 2, cost 1, people 2 and sustainability 3.
measures, summed by owner
By owner. Reassigning it changes responsibility, not the total.
by family, by owner, by cadence
By cadence. Each measure has exactly one family, one owner and one rhythm, so every count reconciles.
- Owner load = count of measures assigned to Sewing line supervisor = 5
- Remaining slots = max(0, 5 minus 5) = 0
- Excess = max(0, 5 minus 5) = 0
- Total = 2 + 1 + 2 + 1 + 2 + 3 = 11 (by family)
- Total = 5 + 3 + 1 + 1 + 1 = 11 (by owner)
- Total = 5 + 3 + 3 = 11 (by cadence)
- 11 measures = 11 family assignments = 11 owner assignments = 11 cadence assignments.
08 / Assumptions, initial example only
The framework is sourced. Targets are proposed.
The six families, vocabulary and review rhythms follow the performance-management design in GFT's Cameroon textile programme, prepared 31 January 2024. Every numeric target and role allocation below is an illustrative workshop input, not a programme operating target or an industry benchmark.
| Value or target | Status and basis | |||
|---|---|---|---|---|
| Production family | Production | OEE, throughput, first-pass yield | Not assigned in the framework | Sourced Family vocabulary, performance-management design, page 8. |
| Quality family | Quality | Defects per hundred units, right-first-time | Not assigned in the framework | Sourced Family vocabulary, performance-management design, page 8. |
| Delivery family | Delivery | On-time-in-full, lead time | Not assigned in the framework | Sourced Family vocabulary, performance-management design, page 8. |
| Cost family | Cost | Cost per garment, labour cost per unit | Not assigned in the framework | Sourced Family vocabulary, performance-management design, page 8. |
| People family | People | Absenteeism, skill-matrix coverage | Not assigned in the framework | Sourced Family vocabulary, performance-management design, page 8. |
| Sustainability family | Sustainability | Water, energy and waste per unit | Not assigned in the framework | Sourced Family vocabulary, performance-management design, page 8. |
| Five-number design guidance | All | Five measures per supervisor | Line supervisor | Sourced Design guidance, page 6. Not a statistically validated law. |
| Three review rhythms | All | Daily, weekly, monthly | Huddle, plant review, planning review | Sourced Management cadence, page 12. |
| Hourly output against target | Production | 120 garments/hour | Sewing line supervisor, daily · load 5/5 | Proposed Round workshop example for an hourly line board; not capacity evidence. |
| First-pass yield | Production | 95 % | Sewing line supervisor, daily · load 5/5 | Proposed Workshop example of a high-is-better yield target; not a promised result. |
| Defects per hundred units | Quality | 3 defects/100 units | Sewing line supervisor, daily · load 5/5 | Proposed Workshop example of a low-is-better defect frequency; defects are not defective garments. |
| On-time-in-full | Delivery | 95 % | Dispatch lead, weekly · load 1/5 | Proposed Workshop example for order reliability; completeness and due-date rules must be defined. |
| Order lead time | Delivery | 7 days | Planning lead, weekly · load 1/5 | Proposed Workshop example measured in elapsed days; calendar boundary must be agreed. |
| Labour hours per garment | Cost | 0.25 hours/garment | Sewing line supervisor, daily · load 5/5 | Proposed Workshop example dividing recorded labour hours by garments; not wage cost. |
| Attendance | People | 95 % | Sewing line supervisor, daily · load 5/5 | Proposed Workshop example for presence, using attendance rather than its absence complement. |
| Skill-matrix coverage | People | 80 % | Training lead, weekly · load 1/5 | Proposed Workshop example for qualified roles against required roles; not training attendance. |
| Water per garment | Sustainability | 10 litres/garment | Utilities lead, monthly · load 3/5 | Proposed Workshop example of allocated water use per garment; process boundary is undefined. |
| Energy per garment | Sustainability | 0.5 kWh/garment | Utilities lead, monthly · load 3/5 | Proposed Workshop example of allocated energy use per garment; not a carbon factor. |
| Waste per garment | Sustainability | 0.08 kg/garment | Utilities lead, monthly · load 3/5 | Proposed Workshop example of measured waste mass per garment; disposal route is unspecified. |
This page carries no client identity, commercial results or factory observations. Targets keep their entered units and are never added together or sorted across units. Editor defaults, downtime of thirty minutes per shift and daily review by the focused supervisor, are also illustrative. Neither preset represents an actual organisation.
09 / Continue the engineering
Connect the assignment to a working data spine.
01 / Define · One agreed definition per measure, with its boundary.
Write the unit, the time window and what is excluded, so that two people reading the same shift reach the same number.
02 / Capture · A named person records the reading at the line.
Decide whether the reading is a count, a timestamp or a gauge value, and where it is written first.
03 / Check · A rule catches a missing or impossible value.
A defect count below zero, or attendance above the roster, is stopped before it reaches the board.
04 / Share · One view that every owner reads.
The huddle, the plant review and the planning review look at the same numbers, cut to their own cadence.
05 / Review · The cadence decides who acts, and by when.
A reading that departs from plan needs an agreed response, not only a flag.
Instrument / OEE lineSeparate a shift's production losses ↗The production family in numbers: availability, performance and quality of one line. Schematic preview.Company / ApproachRead GFT's measurement approach ↗How the warp of production and the weft of measurement are meant to cross.Library / Paper programmeFollow the related research ↗Measure Before You Model, The Supervisor Gap, The Industrial Data Spine and Utilisation Decides are titles in the publication plan, not claims that released papers are available here.
Illustrative schematic of a data spine. It is not a GFT system, a customer deployment or a product claim.
10 / Use the result in its boundary
A short list makes room for action.
The cascade is a design review, not evidence that a factory is performing well. Take the proposed assignment to the people who will collect the data and act on it. Click a family to leave it out of the recount.
of five for Sewing line supervisor
Sewing line supervisor carries 5 of 5 measures with 6 of 6 families counted. A what-if view; the scenario is unchanged.
Each measure belongs to one family, one owner and one review cadence. Owner load is the count across every family. Remaining slots = max(0, 5 minus load); excess = max(0, load minus 5). Targets keep their entered units and are never added together.
Owner names are trimmed before grouping, so keep spelling and capitalisation consistent: the builder cannot tell whether two differently named roles are the same person. A daily measure may need hourly capture, and a monthly intensity still needs an agreed production denominator.
GFT's Cameroon textile programme, performance-management design, prepared 31 January 2024, framework, architecture and cadence. Targets and role allocations shown here are illustrative.
Framework pages: design guidance (page 6), family architecture (page 8) and management cadence (page 12). The programme documents are not published.
Ask which reading will change a decision on the next shift. If nobody can name it, revise the measure. Use the output to structure a conversation between the factory manager, engineer and team supervisor; a concise cascade should remove reporting work as well as make responsibility visible.
A planning aid. Not investment, legal or tax advice. Verify inputs and boundaries before an operational decision.
- Hourly output against target120 garments/hourDailyResponse: to agree
- First-pass yield95 %DailyResponse: to agree
- Defects per hundred units3 defects/100 unitsDailyResponse: to agree
- Labour hours per garment0.25 hours/garmentDailyResponse: to agree
- Attendance95 %DailyResponse: to agree
Assign the response as well as the number. A target needs a measurement boundary, an accountable owner and an agreed response when the result departs from plan. A balanced count cannot establish those conditions by itself.
Five threads · next instrumentCarry the 5-of-5 supervisor shortlist into the measurement architecture.