1. The dashboard that is created and the key performance indicators that are displayed on
the dashboard match with the requirements of the Operations management team
From a quality point of view, the process explained in Figure 1-2 presented the
involvement of the Operations management team in order to define the key performance
indicators, the dashboard functionality and layout and the design of scenarios. From a
business need point of view, the exploration of existing reports, dashboards and scorecards
showed that the performance of resource utilization and flexibility is not measured at the
moment. This finding endorses the added value of an extra dashboard.
2. The dashboard is embraced by the management team and is embedded in the
organisation
Embedding a dashboard into an organisation is not easy. The first element that is needed
is commitment of the employees and the insight that the dashboard has an added value in
order to make the implementation of an extra dashboard valuable. The first conclusion covers
these aspects. In addition, it is necessary that the dashboard will be used in the future. The
designation of a dashboard owner and dashboard administrator cover this aspect. Finally, the
results of the dashboard must lead to actions. The logbook function of the dashboard should
cover the final aspect of embedding.