Compliance Dept KPI Dashboard

TacitBlue

Involved In Discussions
#1
I need to put together some KPIs to gauge the health of my department and how well our QMS is performing. I was thinking the following:

1. Audit to corrective action ratio
2. Customer experience
3. First pass yield for CA/audits
4. CA time spent from finding to close

Would these be effective to achieve my aim?
 
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Randall Beck

Involved In Discussions
#2
Be careful because randomly "putting together some KPIs to gauge the health of my department" can snowball and make your life miserable. Those sound like great kpi's - I would suggest determining which ones people at your organization care the most about though. Otherwise you are going to have to possibly try and take action on things people don't really care about. That doesn't fly too far generally.

What is your real aim? What are you aiming at? What are you going to do when you don't meet one of your kpi's? Three of the four mentioned could easily be quantitative measurements I believe. What would your kpi be for "Customer Experience"?

Sounds like you are in the auditing/CPAR department so is there anything that your department is responsible for that is noted on your website or advertising literature like "We partner with our customers to ensure that all product concerns are expediently resolved......"? Corporate or company quality boastings make great kpi's. This gives you the support from your senior officials to take the kpi measurements seriously. It may be an opportunity to slip something meaningful and auditable in your Quality Policy. Just thinking out loud though.... which usually gets me in trouble.
 

RoxaneB

Change Agent and Data Storyteller
Super Moderator
#3
I echo @Randall Beck 's questions/concerns.

Why do you need to do this?
What is the aim of these measures or this activity?
How do the measures you've listed align with the organizational (and, if cascaded down, departmental) goals/objectives?

Creating KPIs for the sake of KPIs becomes a headache for all and can actually do more harm than good by lessening the perceived value of the QMS.
 

Steve Prevette

Deming Disciple
Leader
Super Moderator
#4
You asked - Would these be effective to achieve my aim?

First I would identify what is the aim of your department? How do you support the QMS? You mentioned audits. I agree with the statement KPI's for KPI's sake likely wont be effective.

But, if it is of interest, I have used the following metrics to determine how audits are going:

1. Are audits being performed per the schedule, during the time period they are scheduled for and per what they were supposed to cover (percent). I should note that sometimes you need to do an "emergency" audit because something came up, but that shouldn't be the rule.

2. Have a person independent of who did the audit "score" the audit. This would imply having some grading criteria.

3. Were findings from the audits turned into corrective actions?

4. You did mention corrective action cycle time, but not all corrective actions are created equal. We preferred to use percent corrected by due date, and also, how many times did the due date get extended.

5. We also did effectiveness reviews of corrective actions and graded them.
 
Last edited:

TacitBlue

Involved In Discussions
#5
You asked - Would these be effective to achieve my aim?

First I would identify what is the aim of your department? How do you support the QMS? You mentioned audits. I agree with the statement KPI's for KPI's sake likely wont be effective.

But, if it is of interest, I have used the following metrics to determine how audits are going:

1. Are audits being performed per the schedule, during the time period they are scheduled for and per what they were supposed to cover (percent). I should note that sometimes you need to do an "emergency" audit because something came up, but that shouldn't be the rule.

2. Have a person independent of who did the audit "score" the audit. This would imply having some grading criteria.

3. Were findings from the audits turned into corrective actions?

4. You did mention corrective action cycle time, but not all corrective actions are created equal. We preferred to use percent corrected by due date, and also, how many times did the due date get extended.

5. We also did effectiveness reviews of corrective actions and graded them.
how do you calculate percent corrected by due date?
 

Steve Prevette

Deming Disciple
Leader
Super Moderator
#6
how do you calculate percent corrected by due date?
I looked at all corrective actions completed in a given time interval (usually month) and looked up their due data in effect on the date of closure and counted how many were completed prior or on that due date versus past the due date. I'd also count up as of closure the number of due date extensions the action received, and in some cases, also calculated the number completed prior to the ORIGINAL due date versus missing that original due date.
 
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