Hallo, guys! I just need to have some help on performance indicators for QMS. Does anybody have experience for design engineering companies?

Juliasun,

Hello! A for-profit engineering company would share many of the same performance indicators that any other business enterprise would. These measures struck me as being particularly relevant to an engineer company, though:


Cash flow: How much money is *really* left over at the end of the month after expenses are paid (irrespective of the net income number generated by accounting).
Revenue per employee: Simply take the revenue received each period and divide it by the total number of employees. This can indicate, on average, how much money per person the company is receiving. This can help limit the amount of overhead and non-productive human resources the organization utilizes.
Adherence to budget: Budgets are based on quotes that the engineeering company provides, so they need to track close to reality. Failure to meet budget means the company may lose money.
Adherence to project plan: Each job at the engineering company is probably accompanied by a project plan. Whether or not the plan is accurate and being followed as a huge bearing on the comany's success.
Customer satisfaction index: Develop a very simple and streamlined tool for gauging customer satisfaction after each project. Consider probing different levels of customers. You'll probably learn a lot and have plenty of opportunities for making improvements.


Good luck,
Craig

~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
Craig Cochran
Center for International Standards and Quality
Georgia Institute of Technology

Hallo, guys! I just need to have some help on performance indicators for QMS. Does anybody have experience for design engineering companies?

Guys,
Who has an experience in development of performance indicators in designengineering company for design, HR and procurements processes and also performance indicators for projects implementation, marketing and other areas please share your knowledge: methods, questions, indicators, charts and other tools.
Thank you in advance.

Juliasun,
You have posted a similar posting in Statistical Techniques! see above.
I replied in that location without knowing that you have posted here also.
Govind.

Some performance indicators are as below


1. Percent of certified suppliers : Certified suppliers require, at the minimum, supplier's process has been certified to the point that there is no incoming material inspection required.

2. Percent reduction in supplier base : This measurement is utilized to review improvements in quality of source of supplier.

3. Percent increase in inventory turnover : Inventory turnover is looked at as a measure of material throughput. The measurement is completed by compiling the annual's cost of sales and dividing it by current total inventory.

4. Percent increase in dollars of product output per employee : The measurement is a measure of productivity. It determines how effectively people and resources are being used in the production of the product. The calculation would be annual's sales divided by total number of employees.

5. Percentage reduction in cycle Time: The reduction in cycle time is measured by product line. The measurement is the ratio calculated by dividing actual cycle time by the theoretical cycle time.

6. Percent increase in number of jobs mastered per employee : The purpose of increasing the number of jobs mastered per employee is not only for improvement in flexibility, but to help facilitate the habit of improvement. This is accomplished by continuously providing a "different set of eyes" engaged in the process.

7. Percent increase of process capable equipment : The first step must be to establish that the equipment is statistically in control, then measure process capability. The measure is percent of machines or processes at CP = 2.0.

8. Percent increase in overall equipment effectiveness : Machine effectiveness is availability (hours running divided by scheduled run hours) times performance (actual machine cycle or rate divided by theoretical machine cycle or rate)

9. Percent reduction in warranty costs : Measure and track monthly by product line in dollars as percent of sales and as percent of operating cost. Utilize trend charts.

10. Percent increase in on-time delivery : Measurement shows whether the product was shipped to the customer in the time frame promised. Actual measurement is orders shipped on time divided by total orders shipped.

11. Percent of management time spent on leading or fostering innovation : Percent Time This is measured individually from personal calendars and estimates; summarized weekly and reported monthly.


Manoj Mathur

Does anybody have experience for design engineering companies?

Project lead times

Pre and post launch design changes

Spending vs. plan micro and macro

Percentage of milestones achieved/planned forward

Product reliability/infant mortality

Thank to everybody for help.

We have passed pre-audit and auditors have found that we don't use key performance indicators for HR management, procurement, marketing, internal audit, management review, calibration and design processes.

I determined following indicators for each process:
1. PROCESS AND SERVICE MEASUREMENT

No. INDICATOR
1 Customer feedback:
2 Satisfied, %
3 Unsatisfied, %
4 Project completed on time, %
5 Tenders won, %
6 Large projects, %
7 Customer complaints, No.
8 Manhours
9 Project manhours
10 Administration/Company development manhours
11 Planned projects, %
12 Outsourcers involved in projects, No


2. PERSONNEL ACHIVEMENTS

No. INDICATOR
1 Participation in projects, %
2 Participation in large projects, %
3 Assignments completed on time, %
4 Senior staff, %
5 Junior staff, %
6 Discipline balance
7 Staff histogram

3. HR MEASUREMENT

No. INDICATOR
1 Training, %
2 Training (% of planned)
3 Approved trainers No, % of personnel
4 Staff No.
5 PC No
6 Staff with PC, %
7 Geotechnical staff, %

4. PROCUREMENT MEASUREMENT

No. INDICATOR
1 Choice of successful suppliers, %
2 Complaints to suppliers from Company, No.
3 Complaints from customers on Company outsource, No.
4 Customer satisfied, %
5 PO Nos.
6 Order confirmation Nos 9% of PO)

5. MARKETING MEASUREMENT

No. INDICATOR
1 Respondents to Customer survey, % of sent questionnaires
2 Tender preparation manhours
3 % of tender preparation (versus total manhours)
3 % of successful tenders
4 Presentations to potential customers, No.
5 Customer Audits No.
6 Pre-qualification questionnaires filled and submitted No.
7 Implemented preventive actions No.


6. MANAGEMENT

No. INDICATOR
1 Management personnel, %
2 Customers satisfied with project management, No., %
3 Complaints No.

7. AUDITS
Compliance with audit plan
Completed audits versus planned, %
Corrective actions No.
Audit reccomendations made versus accepted, %
% of reccomendations implemented.

8. CONSULTING PROCESS MEASUREMENT
% of consultees satisfied
Complaints No.
% of consulting projects
% of manhours spent on consulting

9. GEOTECHNICAL PROCESS MEASUREMENT
% of customers satisfied
% of work done by outsourced
% of geotechnical projects
% of manhours

10. MEASUREMENT OF EACH PROJECT
On time
Resources enough
Customer complaints
% personnel completed tasks in time
Non-conforming product No.
Total changes (revisions of docs)
Changes due to customer requirements
Customer satisfied

Could you please review my performance indicators and make some comments.

We have passed pre-audit and auditors have found that we don't use key performance indicators for HR management, procurement, marketing, internal audit, management review, calibration and design processes.

Congratulations on passing! :applause:

Do you need Key Indicators for all of these processes? Remember, it's your system, not your auditors.

I determined following indicators for each process:

How did you come up with them? Did the owners of the processes have input?

Have you determined the points for each of these indicators when the process will be deemed out of control and/or action must be taken to get the process back under control?

My comments/thoughts are in blue from now on...

1. PROCESS AND SERVICE MEASUREMENT

No. INDICATOR
1 Customer feedback Is this for surveys sent out/questions asked or for the number of Customers that reply?
2 Satisfied, %
3 Unsatisfied, % What determines is they are satisfied or unsatisfied?
4 Project completed on time, %
5 Tenders won, % What about tenders submitted? I mean you send out one, win it and have a 100% KPI....or you could send out 50, win 45 and have 90% KPI. The % doesn't mean much to me as it doesn't show truly how busy and successful we were
6 Large projects, % What consitutes a large project?
7 Customer complaints, No. Just a thought here...we divide our Customer Complaints into 4 types - Invoicing, Service-Sales, Service-Mill and Quality. It allows for a better analysis of our Customer Complaints so that we can take steps to reduce them.
8 Manhours
9 Project manhours
10 Administration/Company development manhours
11 Planned projects, %
12 Outsourcers involved in projects, No Would you not want percentage here...maybe two Indicators? One showing the % of projects where outsourcing was involved and the number of outsources involved per project?


2. PERSONNEL ACHIVEMENTS

No. INDICATOR
1 Participation in projects, % How is this measured? And what if the person is only assigned to non-large projects? Do they score low in #2 by no fault of their own?
2 Participation in large projects, %
3 Assignments completed on time, %
4 Senior staff, % Could you explain #4 and #5 to me, please? I'm not sure what you are measuring here.
5 Junior staff, %
6 Discipline balance Could you explain #6 and #7 to me please? I'm not sure what you are measuring here.
7 Staff histogram

As most people where I work are part of a team, it is the team's perfomance that is assessed. However, there are some individual Key Indicators that focus on outstanding training > 60 days (i.e., they still have people to train beyond 60 days after the documents release) and Employee Requests (i.e., suggestion box) open > 60 days.

3. HR MEASUREMENT

No. INDICATOR
1 Training, %
2 Training (% of planned)
3 Approved trainers No, % of personnel Is this number supposed to go up or remain constant?
4 Staff No. Same comment as above.
5 PC No
6 Staff with PC, %
7 Geotechnical staff, %

Our HR departments focuses on safety related issues, outstanding training > 60 days, and Employee Requests.

4. PROCUREMENT MEASUREMENT

No. INDICATOR
1 Choice of successful suppliers, %
2 Complaints to suppliers from Company, No.
3 Complaints from customers on Company outsource, No.
4 Customer satisfied, %
5 PO Nos.
6 Order confirmation Nos 9% of PO)

What about Supplier Reviews being conducted? Or successful Supplier Reviews?

5. MARKETING MEASUREMENT

No. INDICATOR
1 Respondents to Customer survey, % of sent questionnaires Does this repeat #1-#3 of Process and Service Measurement?[/quote]
2 Tender preparation manhours
3 % of tender preparation (versus total manhours)
3 % of successful tenders [color=blue]Is this the same as #5 of Process and Service Measurement?
4 Presentations to potential customers, No.
5 Customer Audits No. You audit Customers? Interesting. Could you tell me more about this, please?
6 Pre-qualification questionnaires filled and submitted No.
7 Implemented preventive actions No. I would think that everyone is capable of implementing preventive actions yet so far this is the first department to have it as an indicator.

6. MANAGEMENT

No. INDICATOR
1 Management personnel, % Is this number supposed to go up or remain constant?
2 Customers satisfied with project management, No., % Which Customers and how will you measure this?
3 Complaints No.

When you say Management are you referring to senior management, all management, or project management?

7. AUDITS
Compliance with audit plan
Completed audits versus planned, %
Corrective actions No. Do you expect this number to go up or remain constant? Be careful....a high number of corrective actions does not necessarily mean a good audit
Audit reccomendations made versus accepted, %
% of reccomendations implemented.

8. CONSULTING PROCESS MEASUREMENT
% of consultees satisfied
Complaints No.
% of consulting projects
% of manhours spent on consulting

You have Complaints in a lot of departments. How will they be obtaining the data for their indicators? Have you considered having one department be the central data collector?

9. GEOTECHNICAL PROCESS MEASUREMENT
% of customers satisfied
% of work done by outsourced
% of geotechnical projects
% of manhours

10. MEASUREMENT OF EACH PROJECT
On time
Resources enough
Customer complaints
% personnel completed tasks in time
Non-conforming product No.
Total changes (revisions of docs)
Changes due to customer requirements
Customer satisfied

If you would like, I can send you a list of our Key Indicators for our support processes like Purchasing, HR, etc. If you are interested, PM me, Juliasun, with your email address.

Juliasun,

Nice work with the metrics. The only feedback I would provide is that there seem to be a lot of them! Do you think possibly you have too many? I counted at least 60 metrics. The number is mind-numbing, and many of these metrics seem to be redundant.

I would cut the list by about 75%, if not more. You have so many metrics here that people can't possibly understand what is important from a strategic level. "We're measuring everything, so everything must be important." In truth, not everything has critical importance. The starting point for this whole exercise is to determine the organization-wide key measures first, *then* determine the process metrics that support the organization-wide key measures. If you do this, I think the list will automatically be trimmed.

Again, nice work. Roxanne's comments about defining each of the metrics is another huge issue. I wouldn't even start thinking about defining these until you've gotten rid of a few, though.

Craig

~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
Craig Cochran
Center for International Standards and Quality
Georgia Institute of Technology

Craig,
Thank you for your criticism.

In fact, I proposed such type of various indicators to choose later about 60-70% of them as main focused.
That's why I gave all the examples to get your opinions on the matter.

Juliasun,

I have emailed you some information on Key Indicators. Have you tried doing a search here on the Cove for more information on Key Indicators. I'm certain we've discussed the concept of them elsewhere.

Roxane,
Thank you for your e-mail!
I would like to answer your questions on my previous message with proposed performance indicators (your questions in Italic and my answers in Bold).
1. PROCESS AND SERVICE MEASUREMENT

No. INDICATOR
1 Customer feedback Is this for surveys sent out/questions asked or for the number of Customers that reply?It is for Customers that reply. We also compare this metric with % of sent qustionnaires or with projects completed (I mean that we are eager to gain Customer feedback for all completed projects).
2 Satisfied, %
3 Unsatisfied, % What determines is they are satisfied or unsatisfied? We send Customer post-project questionnaires and assess them filled.
5 Tenders won, % What about tenders submitted? I mean you send out one, win it and have a 100% KPI....or you could send out 50, win 45 and have 90% KPI. The % doesn't mean much to me as it doesn't show truly how busy and successful we wereWe are the project company. It means that we always win our contracts. If we winned just one tender from one in last year it only means that we gained a very large project for a year. Anyway, I agree with youre comments. But I think that this metric will be useful for us.
6 Large projects, % What consitutes a large project? we can define large projects using some parameters, for example, term of project, resources, cost and so on.
7 Customer complaints, No. Just a thought here...we divide our Customer Complaints into 4 types - Invoicing, Service-Sales, Service-Mill and Quality. It allows for a better analysis of our Customer Complaints so that we can take steps to reduce them.

12 Outsourcers involved in projects, No Would you not want percentage here...maybe two Indicators? One showing the % of projects where outsourcing was involved and the number of outsources involved per project? I meant a total number of outsource per year or per project.


2. PERSONNEL ACHIVEMENTS

No. INDICATOR
1 Participation in projects, % How is this measured? And what if the person is only assigned to non-large projects? Do they score low in #2 by no fault of their own? I think that we can only measure personnel involvement for each project, in % of total company personnel.

4 Senior staff, % Could you explain #4 and #5 to me, please? I'm not sure what you are measuring here. We have a company structure, where we define top management, senior and junior levels. We can determine a percentage criteria to measure staff balance. The same for various discipline balance.
5 Junior staff, %
6 Discipline balance Could you explain #6 and #7 to me please? I'm not sure what you are measuring here. See above.
7 Staff histogram Increase in staff number per year

As most people where I work are part of a team, it is the team's perfomance that is assessed. However, there are some individual Key Indicators that focus on outstanding training > 60 days (i.e., they still have people to train beyond 60 days after the documents release) and Employee Requests (i.e., suggestion box) open > 60 days.

3. HR MEASUREMENT

No. INDICATOR
1 Training, %
2 Training (% of planned)
3 Approved trainers No, % of personnel Is this number supposed to go up or remain constant? This number, certainly, suppose to up
4 Staff No. Same comment as above.See above
5 PC No
6 Staff with PC, %
7 Geotechnical staff, %

Our HR departments focuses on safety related issues, outstanding training > 60 days, and Employee Requests. I would like also to add internal and external training and training needs.

4. PROCUREMENT MEASUREMENT

No. INDICATOR
1 Choice of successful suppliers, %
2 Complaints to suppliers from Company, No.
3 Complaints from customers on Company outsource, No.
4 Customer satisfied, %
5 PO Nos.
6 Order confirmation Nos 9% of PO)

What about Supplier Reviews being conducted? Or successful Supplier Reviews? I think that successful supplier reviews will be a good indicator.

5. MARKETING MEASUREMENT

No. INDICATOR
1 Respondents to Customer survey, % of sent questionnaires Does this repeat #1-#3 of Process and Service Measurement?[/quote] I repeated some indicators because I think that they are important for several processes.
2 Tender preparation manhours
3 % of tender preparation (versus total manhours)
3 % of successful tenders [color=blue]Is this the same as #5 of Process and Service Measurement? See above
4 Presentations to potential customers, No.
5 Customer Audits No. You audit Customers? Interesting. Could you tell me more about this, please? Sorry, it was mistake. I meant Customer's audit of our company. I think that we just can evaluate potential customers using information gained fron some sources and decide to present ourselves.
6 Pre-qualification questionnaires filled and submitted No.
7 Implemented preventive actions No. I would think that everyone is capable of implementing preventive actions yet so far this is the first department to have it as an indicator. Yes, I think that we can use this indicator in several areas.
6. MANAGEMENT

No. INDICATOR
1 Management personnel, % Is this number supposed to go up or remain constant? I think that this number remains constant. It depends on company targets.
2 Customers satisfied with project management, No., % Which Customers and how will you measure this? Through customer feedback questionnaires.
3 Complaints No.

When you say Management are you referring to senior management, all management, or project management? I mean company top management

7. AUDITS
Compliance with audit plan
Completed audits versus planned, %
Corrective actions No. Do you expect this number to go up or remain constant? Be careful....a high number of corrective actions does not necessarily mean a good audit I think that this number should remain constant or decrease.
Audit reccomendations made versus accepted, %

You have Complaints in a lot of departments. How will they be obtaining the data for their indicators? Have you considered having one department be the central data collector? Yes, we have a central data collector
Also we need to define targets for all mentioned indicators.

...auditors have found that we don't use key performance indicators for HR management, procurement, marketing, internal audit, management review, calibration and processes.

What happened to the design metrics? I see some things regarding the projects as a whole, but have you thought about measuring the design itself?
For example:
rate of requirements changes
# of requirements defects (don't meet the requirements standard - see Ivy Hooks)
# of software defects
# of test failures

etc.

Is anyone doing this kind of thing?

Yes, I used company design changes vs. customer design changes as design criteria. I showed to auditors this as performance indicator and they were satisfied.
We have passed ISO 9001:2000 audit yesterday!!!!

Congratulations Julia! :applause:


/Claes

Yes, I used company design changes vs. customer design changes as design criteria. I showed to auditors this as performance indicator and they were satisfied.
We have passed ISO 9001:2000 audit yesterday!!!!

Great job! :agree1:

Thanks!!!!!

To all the folks contributing in this thread - it's a winner! If you haven't Rated this thread, you should. Well, I hope many of you will start to think about taking a minute to rate threads you read.

As I read through this, being a 'numbers' person, I really, really liked all the potential meaasureables. Excellent thread!

Hi Everyone!!:bigwave:
Thanks for the info on performance indicators. I'd like to combine quality with environment and health and safety so one indicator can be interpretated in three ways - any suggestions??:D

Regards,
Colleen

Hi Everyone!!:bigwave:
Thanks for the info on performance indicators. I'd like to combine quality with environment and health and safety so one indicator can be interpretated in three ways - any suggestions??:D

Regards,
Colleen

While I fully support the idea of indicators being presented together so that an overall picture as to the state of the system can be determined, I don't believe that I agree with one indicator being used to show results from quality, environment and safety.

There should be no room for interpretation on the indicator. An indicator should show the results of the process...it shows facts...it should not allow for statements like "I believe what happened was...." or "We think that...."

Or did I misunderstand your question (totally possible!)?

Hi, everybody!

This is my favourite thread. :agree1:
We have passed 2nd regular audit a week ago and Performance indicators are still awesome problem and consequently non-conformities for our company.
Speaking frankly we did not pay proper attention to the matter )we just used hystograms, pie-charts amd weighted indicators) and this year I decided to use all 7 quality tools for analysing of quality data. I would like to mention that this is very interesting especially when I saw animated hystogram and Ishikawa diagram (fishbone) on the site.
Could anybody share his experience in using such tools?

Hi Everyone!!:bigwave:
Thanks for the info on performance indicators. I'd like to combine quality with environment and health and safety so one indicator can be interpretated in three ways - any suggestions??:D

Regards,
Colleen
Hi Colleen,

In my opinion combining measures would be a bad idea. Managers and other people need to know what to do with measurements, especially if they are trending the wrong way. If the measurement combines several things, the first question has to be, which of the things is going bad?

I think it's much better to use a "dashboard" metaphor for measurements. As with the dashboard for a car or aeroplane, the idea is that one measurement alone does not tell you all you need to know about the health of the system -- and if something is going wrong, a general "well something's wrong but we don't know what" measurement will really only cause a management panic.

If you feel a need for better measurements, I would suggest that a better way forwards would be to ask: what really, really matters to our customers in quality, in environment, and in health & safety? I'd look for just a very few measurements, no more than two or three in each area, ideally. Then I'd present them all in graphical form on a single sheet.

One reason for this approach could be illustrated by an example from software, my area of expertise. If you measure one thing, something else will go out of control to make the one measure look good. So if you measure bug rates and say they must be zero, all the deliveries are late. And if you measure on-time delivery, all the deliveries are on-time -- but buggy. so you have to measure them both and react to trends in either or both measurements accordingly. Mashing them together somehow into a single measure of the QMS doesn't help, in my experience, because if it's getting worse, you have to go immediately to the real measurement.

If the problem is information overload at the management level, and they want fewer indicators, I would suggest keeping the measurements separate and giving managers a dashboard of "traffic lights": green for "Stable and ok", amber for "Hmmm, better keep an eye on that one", and red for "Hey, we need management attention right here, right now". The quality department, perhaps, could measure the measurements, do the trend analysis and generate the traffic light dashboards.

I hope this helps,
Patrick

For my organizations, the measuring and reporting of KPIs (key performance indicators) is to be kept simple. Goals or control limits are established and the colours of red, yellow and green are used to indicate where the results are in relation to the goals/control limits.

Failure Analysis is conducted on red results including the Ishikawa approach, along with a 5W1H (i.e., action plan) to get things back under control.

Pareto analysis is used to analyze groups of results and assists during our planning stage. We would anlayze the reasons for the red results - be it product focused or root cause focused - depending on where the department wishes to go.

Use the tools that will help you...don't simply use the tools for the sake of using them. Here's how my organization uses them:

Flow Diagram - Used to outline the overall process; currently in the process of modifying them to align them with the PDCA methodology. Wonderful tool to faciliate training.

Pareto Chart - Used once we have identified a problem and we wish to determine which area(s) to focus on (i.e., main reasons for problem).

Cause-Effect Diagram - Used for nonconformities to identify root cause(s) and provides a focus for the action plan development.

Run Chart - Typically used by us for areas of measurement where the control limits are unknown and/or have not yet been established. Methodology may be combined with the Control Chart.

Histogram - Initial compiliation of data leading to a Pareto Chart.

Correlation Chart - Once we have identified our main problem/area to work on, we may develop a Correlation Chart to identify subsets of problems. For example the Pareto may indicate that most customer complaints are due to out-of-spec product. A Correlation Chart can be used to show that out-of-spec product is developed by D Crew on night shift

Control Chart - Our most powerful tool. Denotes stability or instability of process. Clearly indicates control limits and allows for a visual representation of the overall state of the process. Provides a clear picture of areas for improvement or action.

Hello Roxanne,

Can you also help me? I need information about Key indicators particularly on Training and Documents Control.

Hoping for a positive response.

Thanks!

Hello Roxanne,

Can you also help me? I need information about Key indicators particularly on Training and Documents Control.

Hoping for a positive response.

Thanks!

There are many indicators and, if you think about it, almost anything can become an indicator. The important thing is to show those indicators that are meaningful to the process, the organization and the stakeholders (including employees and customers).

These are some of the indicators that my company uses...keep in mind that they may not apply to your company and that the triggers may need be revised for your processes.

# of documents in unapproved status (goal <= 10%)
% of outstanding training (goal = 0)
Documents pending approval for more than 30 days (goal = 0)
# of document change requests accepted and open for more than 30 days (goal = 0)


We do track training hours, but this does not have a goal associated with it.

Roxanne,

thank you for your help, as usual! :agree1:

Now I'm trying to learn 7 quality tools using various examples and implement in our company. I wish it to be simple and informative. I am thinking of using a specific software (not Excel) to simplify the process.

Roxanne,

thank you for your help, as usual! :agree1:

Now I'm trying to learn 7 quality tools using various examples and implement in our company. I wish it to be simple and informative. I am thinking of using a specific software (not Excel) to simplify the process.

We are currently in the testing and debugging stage of an "internally developed" software program which includes the qualtiy tools. It is part of our formalized problem solving process (which has 9 steps).

To help teach and implement, start off with simple and entertaining examples and gradually work in cases/situations that are specific to your company. I find people learn better if they're laughing. ;)

I find people learn better if they're laughing. ;)

I like this idea! :thanks:

Hallo, guys! I just need to have some help on performance indicators for QMS. Does anybody have experience for design engineering companies?

A little late on this....

Check out the AIAG, they have a document that may help. Has 12 metrics and shows how to calculate them.

https://mows.aiag.org/source/Orders/index.cfm?section=unknown&task=3&CATEGORY=COLENGPD&PRODUCT_TYPE=SALES&SKU=D%2D13&DESCRIPTION=&FindSpec=d%2D13&CFTOKEN=42408757&continue=1&SEARCH_TYPE=FIND&FindIn=1 (https://mows.aiag.org/source/Orders/index.cfm?section=unknown&task=3&CATEGORY=COLENGPD&PRODUCT_TYPE=SALES&SKU=D%2D13&DESCRIPTION=&FindSpec=d%2D13&CFTOKEN=42408757&continue=1&SEARCH_TYPE=FIND&FindIn=1)

D-13: Product Development Metrics

Member: $ 10.00 Non-Member: $ 50.00

This guideline is based on existing best practices and the vision of participating organizations. This document will enhance a supplier's ability to focus on the factors most important to product development effectiveness and efficiency.
Version 1 - 1999

I also like this one

D- 7: A Snapshot of Product Development Practices

Member: $ 10.00 Non-Member: $ 50.00

This document presents the results of an as-is study of business process issues related to product data exchange during product development in automotive supply chains.
Version 1 – 1997

AIAG Members can download this document free.

Thanks Patrick and everyone else for your help and advice on combined performance indicators.Been too busy to check on the site until now...sorry for the delay.:cool:

Yes, I used company design changes vs. customer design changes as design criteria. I showed to auditors this as performance indicator and they were satisfied.
We have passed ISO 9001:2000 audit yesterday!!!!

I am also currently working on identifying appropriate metrics for engineering function. I stumbled across this Google search result.

http://www.johnstark.com/fwmet.html

I thought this author has discussed some interesting metrics idea for engineering function and will go well with this Elsmar thread as an additional knowledge. BTW, this Elsmar thread also has interesting discussions.
Regards,
Govind.

Patrick, thanks a lot for your info, been very busy so couldn't get back to you earlier, sorry.
Do you have any info on health and safety performance indicators for Client's contractors working on high risk site??
regards,
Colleen

Patrick, thanks a lot for your info, been very busy so couldn't get back to you earlier, sorry.
Do you have any info on health and safety performance indicators for Client's contractors working on high risk site??
regards,
Colleen

The list of possible H&S Key Performance Indicators is really dependent upon the industry/service that they are being applied to. But for starters:

Lost Time Accidents (LTA)
Lost Time Occurences
Near Miss/Indicidents
Medical Aids (MA)
LTA Frequency Rate
MA Frequence Rate

Of course, KPIs are only helpful really if you act upon the results. If you are tracking this data for mere tracking purposes, don't expect your H&S performance to improve.

Hmm, seems I'm a dummy - what does a "Medical aid" indicator look like?:confused:

Hmm, seems I'm a dummy - what does a "Medical aid" indicator look like?:confused:

It's a number. You set the 'acceptable' number of medical aids for your designated time period (my organization uses monthly) and you report a straight count of the number of the number of medical aids that occurred during that time. If you are below the number, you are green. If you are above the number, some form of corrective action (beyond what you did when the medical aid occurred) is required.

Busy's good! (Me too, hence delay.)

Sorry, Colleen, my area of expertise is software engineering where, sadly, health and safety is on the dim distant horizon. I often remark we should measure the number of talented engineers we drive to drink, but they think I'm joking ;-)

Pat

Hi There,

I would like to have the information to the key indicators, as i am in the same boat as juliasun.
thanks.
cheryl

I would like to have the information to the key indicators, as i am in the same boat as juliasun.

What kind of information? I recommend you scroll down to the bottom of this thread where there are some links to threads related to this topic or use the "Search" function here in the Cove.

i need your kpis ... please message me on elsmar id which is massfrompak

i need your kpis ... please message me on elsmar id which is massfrompak

Could you please clarify what you need?

Confused. :confused:

Stijloor.

hi,

well, you need to develop KPIs that are linked to your key processes and mainly KPIs for your company strategies.

you need to define KPIs for the company as a whole and then go down and establish KPIS for the functional/operational levels..

i think it wud be a good idea to feed in all your KPI result/measurement results in the performance measurement software.. there are many software available that wud ease your job.

hope that wud help..:bigwave:

Roxanne thanks for your assistance. Still don't know how this looks in a country where medical aids are not as develped as in the west. any further ideas?

Thanks again.

Colleen:)

Are you asking for clarification then on what a "medical aid" is? Our safety experts will no doubt correct me, but simply put a medical aid is when a person is injured and requires medical attention, but does not miss a day of work due to this injury.

Examples:

First Aid - I cut myself at work and a band-aid is required, but no trip to the hospital is needed.

Medical Aid - I cut myself at work and need to go to the hospital for stitches, but am back at my job the next day.

Lost Time Accident - I cut myself at work and am unable to return the work on the following day.