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Measurable Management® is aimed at team leaders, supervisors and first-line managers. The objective of the Measurable Management® Program is to develop a customer-focused culture that will translate strategy into measurable outcomes by engaging these team leaders to facilitate change.

Measurable Management® has three primary platforms it is built upon.

  1. The first platform is Leadership and Team Building. It equips leaders and supervisors with the tools they need to involve people and effectively facilitate change.
  2. The second platform is the Process Improvement portion of Measurable Management®, which will provide team leaders with the technical knowledge they need to implement change.
  3. The third platform is the practice of Implementing Improvement ideas that are directly related to the organization’s key objectives.

Measurable Management® shows your team leaders and supervisors how to cultivate a teamwork culture within your organization.

Key Objectives

Measurable Management® begins with the key issues or objectives for your organization. Senior leadership defines what top two or three key improvements they would like to see occur within the organization during the seven month-long program. Measurable Management® empowers your team leaders to deliver measurable results within these key objectives.

Ideas For Action

Throughout the program the team leaders will take part in work-based activities that will cause them to evaluate every aspect of their job. Through this process they will identify areas of improvement (also known as Ideas for Action) that fall within the key objectives set forth for the program. By the end of the program, your team leaders act on these Ideas for Action and implement improvement projects that will deliver measurable results.

Continuous Improvement

Measurable Management® sets the framework for continuous improvement by transferring skills and knowledge and enables your team leaders to translate organizational strategies into real, measurable outcomes.


Adam Huber Detailing (adamhubersdetailing.com)

BCI - Dakota Division (www.bcipkg.com)

FireBros. Fireworks (firebrosfireworks.com)

Shur-Co, Inc. (www.shurco.com)
The first Measurable Management® program in the United States was implemented at Shur-Co, a family owned business with 270 employees located in the community of Yankton, SD. The owner, Bill Shorma, put his total management team, 32 members including himself, through the Measurable Management® program. At the end of the six month program, Shurco's management team had implemented 93 ideas for action. These implemented ideas for action generated measurable outcomes that resulted in a $1.4 million improvement to their bottom line during the first year alone. Mr. Shorma feels strongly that Shur-Co will continue to benefit from these improvements for the years to come.

City of South Sioux City (www.southsiouxcity.org)
The first city government in the U.S. to complete the Measurable Management® program with outstanding success. During the program the employees came up with process improvements that will generate savings of over $500,000 in just the first year. The City of South Sioux City's City Administrator, Lance Hedquist, stated, "Our City council has always been business like in its approach and the city is known for its efficiencies, but as you can see we can always do better."

Building Products Inc. (www.buildingproductsinc.com)
Building Products Inc. is a supplier of building materials to lumber yards across the Midwest. They buy from manufacturers and sell a complete range of building products that any construction company would need to build a home or commercial building.

The company has implemented Measurable Management® in all of their key locations in Sioux Falls, SD, Waterloo, IA, and Council Bluffs, IA.

In 2008, in a market with the number of new homes in sharp decline, numerous manufacturers have reported drops in the demand for their products as much as 30 to 50%. In this very same downward cycle, Building Products Inc. has achieved record sales and has done so without increasing costs.

What is it that has made this incredible success story possible? A survey of customers revealed that Building Products Inc. significantly outperformed their competitors in customer service. The speed, frequency and accuracy of deliveries have been a deciding factor in choosing Building Products Inc. as their preferred supplier. One customer was quoted as saying, "They are like my own personal warehouse".

Lee Schull, President of Building Products, is quick to point out that Measurable Management® has played a significant role in developing a workforce that is both customer-focused and financially aware.

Chris Fischer, the General Manager of the Sioux Falls location said, "I hear our people, on a regular basis, give credit to Measurable Management® for the improvements that they have implemented".

Building Product's results are one more example that Measurable Management® is an excellent vehicle for delivering measurable improvements and a remarkably successful approach to changing attitudes and culture within an organization.

The best consultants an organization can have already work for them. Measurable Management® facilitates that expertise into customer-focused improvements that impact the bottom line in a way that is simple, yet powerful.

Other Great Companies We Have Served

Course Curriculum

  • 1


    • VIDEO: Module 3 Objectives

    • BREAKDOWN: Intro

    • DOWNLOAD: Module 3 Book

    • DOWNLOAD: Ideas for Action

  • 2

    Influences on success

    • VIDEO: Activity 4.1 Explanation

    • BREAKDOWN: Influences on success

    • DOWNLOAD: Activity 4.1

    • BREAKDOWN: Who is vital?

  • 3

    What does your organization do?

    • VIDEO: Activity 4.2 Explanation

    • BREAKDOWN: What does your organization do?

    • DOWNLOAD: Activity 4.2

    • BREAKDOWN: Activity 4.2

    • VIDEO: Activity 4.2 Followup

  • 4

    Describing What Organizations Do

    • BREAKDOWN: Describing What Organizations Do

  • 5

    Your External Customers

    • VIDEO: Your External Customers

    • BREAKDOWN: Your External Customers

  • 6

    Identifying Your Organization’s External Customers

    • VIDEO: Activity 4.3 Explanation

    • BREAKDOWN: Identifying Your Organization’s External Customers

    • DOWNLOAD: Activity 4.3

  • 7

    Marketing Your Organization

    • VIDEO: Marketing Your Organization

    • BREAKDOWN: Marketing Your Organization

  • 8

    Your Internal Customers

    • VIDEO: Internal Customers

    • BREAKDOWN: Your Internal Customers

    • VIDEO: Activity 4.4 Explanation

    • DOWNLOAD: Activity 4.4

  • 9

    External and Internal Suppliers

    • VIDEO: External and Internal Suppliers

    • BREAKDOWN: External and Internal Suppliers

    • DOWNLOAD: Activity 4.5

    • BREAKDOWN: Activity 4.5

  • 10

    Continual Improvement

    • VIDEO: Continual Improvement

    • BREAKDOWN: Continual Improvement

    • VIDEO: Continual Improvement Continued

  • 11

    What is Quality?

    • BREAKDOWN: What is Quality?

    • VIDEO: Activity 5.1 Explanation

    • BREAKDOWN: Activity 5.1

    • DOWNLOAD: Activity 5.1

    • VIDEO: Activity 5.2 Explanation

    • DOWNLOAD: Activity 5.2

  • 12

    Responsibility for Quality Supplies

    • VIDEO: Quality Supplies

    • BREAKDOWN: Responsibility for Quality Supplies

    • VIDEO: Activity 5.3 Explanation

    • DOWNLOAD: Activity 5.3

  • 13

    Learning and Improvement

    • BREAKDOWN: Learning and Improvement

  • 14

    The Improvement Cycle

    • VIDEO: The Improvement Cycle

    • BREAKDOWN: The Improvement Cycle

  • 15

    The Four Stages of Improvement

    • VIDEO: 4 Stages of Improvement Cycle

    • BREAKDOWN: The Four Stages of Improvement

  • 16

    Continuous Learning

    • VIDEO: Continuous Learning

    • BREAKDOWN: Continuous Learning

  • 17

    Using the Improvement Cycle

    • DOWNLOAD: Activity 5.4

    • VIDEO: Using the Improvement Cycle

    • BREAKDOWN: Using the Improvement Cycle

    • BREAKDOWN: Example

    • VIDEO: Activity 5.4 Explanation

    • VIDEO: Activity 5.5 Explanation

    • DOWNLOAD: Activity 5.5

  • 18

    Questioning and Observing

    • VIDEO: Questioning and Observing

    • BREAKDOWN: Questioning and Observing

    • BREAKDOWN: Reflecting and Learning

    • VIDEO: Activity 5.6 Explanation

    • DOWNLOAD: Activity 5.6

    • VIDEO: Conclusion

  • 19

    Module 3 Quiz

    • Module 3 Quiz

About the instructor

Program Creator

Robin Byrne

Author of the Measurable Management Program, nominee for the 2011 United Nations Positive Peace Award. A vehicle for initiating change and translating strategy into measurable outcomes, Measurable Management is a proven approach to changing attitudes and culture within an organization. Robin is originally from the UK but is now a US permanent resident and is the Managing Partner of Measurable Management LLC as well as CEO of McQuillan-Byrne. Robin is also the author of two books "Cultural Change Through Measurable Management" and "Quality Sales Through Measurable Management".

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