AbstractAfter revamping its business strategy to focus more strongly on satisfying customers—and investing heavily in cellular manufacturing and information technology—The Broan Group continued to encounter barriers to improving productivity. The opportunity for an improvement breakthrough occurred when the organization proved to employees that its traditional performance measurements were out of alignment with the company's new emphasis on improving customer satisfaction. As this article expains, by measuring the performance factors that mattered most to customers, Broan was able to improve productivity at a significantly faster rate than it had previously been able to achieve.