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July 28, 2016


Don Turnblade

DMAIC: Define, Measure, Analyze, Improve, then Control. Might I suggest, trauma incidents per thousand staff. If one wants to use a scale of 1 to 5, carefully define these so that incidents are matched at similar levels. Then, seek root causes that change either the rate of adverse occurrence or change the level of adverse effect. Because next to nothing valuable is risk free, look for the 20% causes that might reduce 80% of the frequency or impact.

At the battle of Anzio in WW2, two metrics for command decisions support were developed. Deaths per yard of territory gained and its inverse, yards of territory gained per death. While dealing in metrics that should not be converted in to dollars and cents, it is possible to work out metrics leading toward good sense. Believe it or not, these metrics did make an impression and did lead local commanders to identify team strategy that actually did favorably change these metrics.

If the FBI claims that two years after the start of employment, nearly all the benefit of employee pre-screening fades back toward national security trends, comparing corporate security metrics to national trends might be a thoughtful bench mark. Are staff any safer while protected by Corporate Security than they are at large?

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