Additional KPI to Top Management beside Quality Objectives

Q

QAMTY

#1
Hi everybody

I´m planning the new quality objectives in ISO 9001 2008

For example:

We Have defined them with the help of the General Director

1. Scrap
Reduce all scrap by 10%

2. Product rejections
Not to exceed 2 %

3 Customer complaints
Reduce by 5%

4.Customer returns of all Products
Reduce by 10%

5. Customer satisfaction
by 80%

These objectives have to be evaluated yearly an actions have to be taken
to correct or improve every year.

To support such objectives, I have defined KPIs for all the processes.
which are monitored in monthly basis.

For sales, delivery, purchase, Quality, Production,etc. in case of deviations, actions have to be taken to back to track again.

The question is, should I add kpis to top management additionally?

e.g. # yearly improvement projects, # processes complying goals (monthly)
,% of compliments in pending compromises in every management review meetings?

Does it make sense?

The idea is to have more compromise in him, with the Management system
Naturally, the point is not to define something that duplicates in the rest of the processes.

Please share your experiences

Thanks
 
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Jen Kirley

Quality and Auditing Expert
Staff member
Admin
#3
Are you transitioning to 2015?

The five you listed are good for production. What are the KPIs for your support processes, such as Training and Maintenance?
 
Q

QAMTY

#4
Thanks, well, my idea it is to assign critical and issues covering most of the processes to top mgmt.
e.g. OTD, customer satisfaction and some others.
Because if these kpis are assigned to some processes, such process is blamed and it is not directly the cause of the problem.
for example, OTD could be assigned to Delivery process and most of the times the cause of delays fall in production and inspection, and the CA performed by the involved processes, I feel, doesnt have the same deep of analysis, what really it happens when is assigned to top management.
I was suggested that such "special" kpis could be changed to quality objectives and defining kpis for the involved processes but only with responsibility that apply, for example I cant assign OTD kpi to delivery, and blame that process if Production was the cause of the problem.

I hope it is explained well.
 
Q

QAMTY

#5
Thanks Jen

Yes, Im planning the transition
on the other hand

For training I defined
-Compliment of yearly program
- % of effectiveness of training = >90

For machine maintenance
- Compliment of yearly program.
- Received reports vs attended = >90%
- Maximum down time per machine, max = 1 hour daily
 

Randy

Super Moderator
#6
3, 4 and 5 are basically the same when you step back and look at them.

As for more objectives, keep it simple, not everyone and everything has to have an objective

When you try to eat the elephant in one bite, you'll choke
 

Jen Kirley

Quality and Auditing Expert
Staff member
Admin
#7
The question becomes, "How do you know these processes are adequately supporting the quality objectives?"

Let us keep in mind 6.2 says "...shall establish quality objectives at relevant functions, levels and processes needed for the quality management system." While it is true not everyone needs an objective, it is worth asking people "Whoever here is not relevant, raise your hand."

(gulp)

What does effective training look like? An objective is expected to be measurable, take into account applicable requirements and support of enhancing customer satisfaction. The maintenance objective looks more clear. You may want to just stay with one, I think the timely attendance of received reports is more realistic than <1 hour of down time unless downtime is a critical issue.
 
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