Hi , I am new to this forum.

I want to ask,
Suppose if i have a process named as Calibration, then what can be the reasonable process objective can i think of in terms of EFFECTIVENSS and EFFICIENCY

Thnks

Is calibration the process you want a reply for?

Perhaps I misunderstand what is being asked, but I would think that the process of Calibration would have an objective to ensure no off-spec product is capable of being shipped to the Customer. Rather effective to not ship bad stuff, isn't it?

Welcome to the Cove:bigwave:

If I get what you are asking:

My efficiency goal would be to 1) provide a calibration schedule, (set your schedule to allow calibration without retracing your path physically, as well as a logical progression for intruments) 2) provide effective training, (effective training will eliminate waste of time for recalibration) 3) choose proper calibration vendors (using the right outside labs for calibration and suppliers for intrumentation saves time, money and increases your confidence level) to provide calibration with the least amount of interruption of production while maintaining high work standards,

Effectiveness would be to provide appropriate calibration to prevent nonconforming material to be passed to the customer (internal and external).

FWIW I wouldn't even bother! Objectives and targets are required at the high level (for quality, remember ;) ) and process measures only where they add value - otherwise just monitor.

Calibration barely gets onto the radar as a process - it is so small. For that reason I wouldn't measure its effectiveness and efficiency. Far better addressing a higher level support process like "Making sure we have the necessary tools and equipment" and measure something like overall equipment effectiveness (OEE).


Light the blue touchpaper ..... :magic:

You may be right at the 30,000 foot level, Paul, but I encourage all of our work groups to look at effectiveness and efficiency of their process. :2cents: I don't want you to stroke out or anything, but I work with Finance and Sales to help them with efficiency and effectiveness too.:biglaugh:

You may be right at the 30,000 foot level, Paul, but I encourage all of our work groups to look at effectiveness and efficiency of their process. :2cents: I don't want you to stroke out or anything, but I work with Finance and Sales to help them with efficiency and effectiveness too.:biglaugh:

Don't worry about me SteelMaiden! :D Finance and Sales are big enough to have process measures - although I would always argue that Sales is just part of a larger "order to delivery process." See posts in Threads ad infinitum! :lol:

The process efficiency can be measure by calibrations costs, % completed to schedule, calibration time(hrs), ect

The calibration system is effective at assuring the product testing results are accurate. possibly using linearity, accuracy, G&R, ect to show how effective the calibration system is. if the whole mesurment system has gr&r of less that 5% could assure the method and equipment was effective. Or How many instances that calibration were completed and found to be outside acceptable limits. or How many volations were found on internal audits of gages beyond calibration. I think you have to consider the risk point in your organization and measure it.

Just my opinion...