Take the aforementioned Sears example: $147 per hour of revenue per person is an outcome metric that’s influenced by a huge number of factors. Perhaps the service staff spent an inordinate amount of time looking for parts, so it took them twice as long as necessary to do a repair. Or perhaps the process of getting customer information and relaying that to the mechanics took such a long time that mechanics couldn’t work on enough cars during the day. Or perhaps Sears’ reputation was only for simple repairs, and customers would only bring their cars in for low-priced oil changes. Who knows? Without sufficient knowledge of the current condition, there’s no way to make intelligent progress towards the ultimate goal of being a profitable contributor towards Sears’ growth.