Drive Measurements vs. Objectives to the shop floor level for all key processes

[al40]

Hey Cove,
I'm looking for some advice our auditor has stated for my company to ensure we "drive measurements vs. objectives" to the shop floor level for all key processes and this will be focused on during surveillance audits. I'm not sure what is really meant by this?

We have stated our objectives:
a) 90 % overall customer satisfaction on XXXXX
b) 80% customer satisfaction on fit, form and function of product XXXX
c) No open CAR/PAR prior to each management review.

We have communicated this to all of our employees and we're tracking the data during our management reviews and monthly quality analysis so what else am I missing, should each manager have their own objectives to meet executive managements objectives, if so is this right for a small company of less than 15 employees?

Thanks,
Al

[Jim Wynne]

In Reply to Parent Post by Allen M.

Hey Cove,
I'm looking for some advice our auditor has stated for my company to ensure we "drive measurements vs. objectives" to the shop floor level for all key processes and this will be focused on during surveillance audits. I'm not sure what is really meant by this?

What does the auditor say? If you're unsure about what he's asking you to do, you need to ask, and keep asking until you're sure you understand and agree, or agree to disagree.

In Reply to Parent Post by Allen M.

c) No open CAR/PAR prior to each management review.

I'm not sure about this one. Do you mean that you won't do a management review so long as there's an open CAR, or that you must close CARs before a scheduled management review takes place? Either way, it doesn't sound like a good idea.

[Joe Cruse]

I agree on JSW05's take on your "C" point.

Also agree on getting a clearer understanding of what the auditor really wants from your company. Don't let them try to drive your objectives and measurables by what they "think" is needed to satisfy their interpretation of the standard. You are the ones that must decide what objectives are needed to be set for your company, and what measurables are needed to see if the objectives are being reached.

[Rob Nix]

First of all, I agree with James on the first issue. There is too large a playground for defiintions when it comes to that statement, "drive measurements vs. objectives" - Clarify the auditor's intentions.

Regarding "No open CARs"..."I'm not sure on this one"

I'm not sure on any of them. Our auditors have been very good about not being overly concerned about established "targets", "goals", and "objectives", so long as there is evidence of continual improvement efforts that may affect customer satisfaction or corrective actions effectiveness.

You never want to discourage customer inputs - negative as well as positive. If you shoot for 80 or 90% satisfaction (whatever that means), you may be squelching the recording of nagging concerns of the customer. Invite their criticisms and take actions. The same with CARs. There is nothing wrong with having open CARs - some things take longer to resolve than others. Having that "goal" may very well force you to artificially "close" them when indeed there is still some uncertainty regarding their effectiveness.

Remember Deming's 11th point: "Eliminate management by numerical goals".

[al40]

In Reply to Parent Post by JSW05

What does the auditor say? If you're unsure about what he's asking you to do, you need to ask, and keep asking until you're sure you understand and agree, or agree to disagree.

I'm not sure about this one. Do you mean that you won't do a management review so long as there's an open CAR, or that you must close CARs before a scheduled management review takes place? Either way, it doesn't sound like a good idea.

Good thought, I'll take it back to executive management and I have sent the auditor a follow-up email with twenty questions.

[Paul Simpson]

In Reply to Parent Post by Allen M.

Hey Cove,
I'm looking for some advice our auditor has stated for my company to ensure we "drive measurements vs. objectives" to the shop floor level for all key processes and this will be focused on during surveillance audits. I'm not sure what is really meant by this?

Sounds like your auditor understands the elements of the standard and has rolled up a few elements into one expectation.

It depends if you are looking at the spirit of the standard and want it to work for you to improve or want to have an "arms length" relationship with your registrar - in which case this request is easy to fight - but I'll leave it to others to tell you how.

The elements he / she has rolled together are Quality objectives (5.4.1) which requires the top management to establish objectives at relevant levels and within functions; process measures 4.1 e) and 8.2.3 saying for the organisation process measures should be in place where they will make a difference to the organisation's performance.

In Reply to Parent Post by Allen M.

We have stated our objectives:
a) 90 % overall customer satisfaction on XXXXX

How are you going to measure this - on response to a questionnaire?

In Reply to Parent Post by Allen M.

b) 80% customer satisfaction on fit, form and function of product XXXX

Again, how are you going to measure this? I would presume that this would lead to some sort of shopfloor objective in terms of outgoing product quality.

In Reply to Parent Post by Allen M.

c) No open CAR/PAR prior to each management review.

Again, I don't really understand this one. Are you trying to ensure CA / PA takes place by setting a deadline of the management review.

In Reply to Parent Post by Allen M.

We have communicated this to all of our employees and we're tracking the data during our management reviews and monthly quality analysis so what else am I missing, should each manager have their own objectives to meet executive managements objectives, if so is this right for a small company of less than 15 employees?

It might be too much - I can't say without having discussed it with the auditor.

Certainly shop floor employees should be aware of what the company is trying to achieve - but in a simple unbureaucratic fashion.

Thanks,
Al[/QUOTE]

[al40]

In Reply to Parent Post by Paul Simpson

Sounds like your auditor understands the elements of the standard and has rolled up a few elements into one expectation.

It depends if you are looking at the spirit of the standard and want it to work for you to improve or want to have an "arms length" relationship with your registrar - in which case this request is easy to fight - but I'll leave it to others to tell you how.

The elements he / she has rolled together are Quality objectives (5.4.1) which requires the top management to establish objectives at relevant levels and within functions; process measures 4.1 e) and 8.2.3 saying for the organisation process measures should be in place where they will make a difference to the organisation's performance.

How are you going to measure this - on response to a questionnaire?
Again, how are you going to measure this? I would presume that this would lead to some sort of shopfloor objective in terms of outgoing product quality.
Again, I don't really understand this one. Are you trying to ensure CA / PA takes place by setting a deadline of the management review.

It might be too much - I can't say without having discussed it with the auditor.

Certainly shop floor employees should be aware of what the company is trying to achieve - but in a simple unbureaucratic fashion.

Thanks,
Al

[/QUOTE]


Thanks Paul,
I've schedule a meeting tomorow to review these objectives and a conference call with our auditor to discuss his view vs. the standard.