Sometime ago I had a discussion in this blog with the Deming idea that one should not put targets on production. It took a while for me to fully understand and agree that the problem were not the targets themselves, but individual production related targets were wrong. For example, having the idea of continuously improving a company is a target because you will have to measure and identify that those measures are improving. That is the target, improving.
However everything you study and see asks for measures. Study for KBAM one of the procedures that is recommended is to have measures and to attach those measures to results and numbers. And those measures/targets have to be SMART, (what means they should be specific...). So that is an important balance. You need to have objectives and some degree of objectivity is needed , some target is needed. But that has to be real and collective, and has to be thought in such a way that will stimulate everyone to drive honestly together, everyone to work as a system toward this guiding objective.
So that is the hard thing, have objectives that help the system to improve, have the people to know what to do and that actually bring performance benefits that are real and not only created to achieve short term advantages.