Things you could count, he said, you ought to count. At the Ford Motor Company, where he was one of the ten “Whiz Kids” brought in in 1946 to shake things up, all the components of each new Chevy (made by GM) would be laid out on a table to inspect. This was not cheating, but competitive evaluation. At the Air Force Office of Statistical Control, where he worked in 1943-45, he counted the firebombing sorties made by the B-29s, at what height, with what percentage hits on target (58% of Yokohama, 51% of Tokyo). System and data together helped win that war. In the Pentagon in 1965, again by applying metrics—targets hit, captives taken, weapons seized, the enemy's body-count—he could tell with equal certainty that America was losing.

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