Operational data only works when it's tied to a decision. The right KPI framework doesn't just report what happened. It shows you where to look next and creates the basis for conversations that actually change something.
"I've built reporting from scratch in environments where the data existed but nobody was looking at it in a way that drove action. The metric isn't the point. What you do with it is."
I use data to diagnose, prioritise and track, not to report for its own sake. I've been in operations where the daily report showed green while the floor was struggling to hit output. The right metrics close that gap. KPI scorecards and shift-level tracking are tools for having better conversations, not substitutes for them.
The measurement framework, reporting tools and process changes that drove a 21% year-on-year improvement in lines picked per hour, built from scratch on a site with no existing baseline tracking.
Designing KPI frameworks that drive floor-level decision-making, not management reports nobody reads.
When individual absence management isn't working, the data often shows a pattern that points to something structural.
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Most of this reporting didn't exist before Paulo started on it. The baseline figures came from going back through historical records and rebuilding the picture from scratch. Paulo Gomes has built KPI frameworks in regulated pharmaceutical distribution for 10 years.
