A school district in California has begun using turnaround time as the actionable data that they report. When we first consulted with them a few years ago, their turnaround time was six weeks, which was considered too long. After they followed our recommendations about staffing and adding a Web to print solution (RSA’s WebCRD), their turnaround times shrank to four weeks. Over the next two years as demand increased, their turnaround times grew to six weeks and they knew that action was required.

The point is not the specific recommendations but the actionable data measurement. In this situation turnaround times or SLAs (service level agreements) were the perfect actionable data because it tied directly to customer satisfaction. Interviews with customers helped us understand that a six week SLA was unacceptable, four weeks was acceptable, and three weeks was the ultimate goal. Once they reduced SLAs from six weeks to four weeks, they continued to monitor SLAs.

When it returned to six weeks again, they knew it was time to take action.

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