Is there any other parameters which i can use on my CAR general analysis?

1.AVERAGE OF NO.DAY CLOSED CARS (MONTHLY)
2.AVERAGE OF NO.DAY REMAINING OPEN CARS (CUMULATIVE)
3.NO.DAY CARS RAISED(EACH MONTH)/ NO.DAY REMAINING OPEN CARS(CUMULATIV)

THANKS

Is there any other parameters which i can use on my CAR general analysis?

1.AVERAGE OF NO.DAY CLOSED CARS (MONTHLY)
2.AVERAGE OF NO.DAY REMAINING OPEN CARS (CUMULATIVE)
3.NO.DAY CARS RAISED(EACH MONTH)/ NO.DAY REMAINING OPEN CARS(CUMULATIV)

THANKS

Here are a few for consideration:

Most important: the effectivenes of the CAR's (no evidence of recurrences).
Applicability of the corrective action taken on possibly other (similar) processes.
Processes with most NC's.
Processes with least NC's.

Stijloor.

How about:
Closure rate
Reasons for late closure

Is there any other parameters which i can use on my CAR general analysis?

1.AVERAGE OF NO.DAY CLOSED CARS (MONTHLY)
2.AVERAGE OF NO.DAY REMAINING OPEN CARS (CUMULATIVE)
3.NO.DAY CARS RAISED(EACH MONTH)/ NO.DAY REMAINING OPEN CARS(CUMULATIV)

THANKS

Number overdue due CARs (trending and %)
Root Causes (graphic representation)
Effectivity/Follow up success/failures

In addition to what has already been said these are things I would want to see

Let me wax a bit philosophically.

What do you plan to do with the data? Do the average open times mean anything? Will / can you do anything different if so?

Several posts have indicated effectivity - and certainly this is one that's interesting to both internal and external entities. So that's probably a given. Other than that, first consider what issues you may have and create measurements to determine how to pinpoint them. Collecting metrics for the sake of collection is, IMO, a waste of time and can end up being harmful.

Number overdue due CARs (trending and %)
Root Causes (graphic representation)
Effectivity/Follow up success/failures

In addition to what has already been said these are things I would want to see

yes, yes yes!

the purpose of corrective actions is to prevent reoccurance.
the so called "traditional" metrics of aging only promote huuried closure, not true study of causes and implementation of effective solutions. (thie is why we so often get the dreaded cause = operator error, corrective action = retrained operator, followed by disciplined operator, followed by fired operator). CAR owners can't perform a thoughtful investigation when the emphasis is on closign CARs quickly.

When I implemented the 3 metrics mentioned - and no others - I got great corrective actions and saw my repeat occurances fall to almost zero and I also got timely responses as managers began to see the benefit to yields, cycle times and cost as Problems went away...

This approach does require a CAR manger who understands good root cauase analysis for both variation based problems and error based problems. they need to be able to asses CARs when submitted for closure and be able to audit as followup to ensure that what looked good in analysis and verification testing worked in practice adn stuck. but it is worth the effort!