Control Chart Metrics/KPI - Measuring Effectiveness of Control Charting System

reynald

Quite Involved in Discussions
#1
I searched but did not find a similar thread so I guess I'll just open a new one for discussion.

I wonder how you guys measure the effectiveness or success of your control charting system. Personally I use:
--%False Alarms
--Issue capture rate
--run length before detection
--% OOC closure and Turn-around time.

I havent been able to find a good reference textbook so these metrics are more of personal opinions developed over the years.
Is there a more "standard" way to measure the value-add of control charts which are presentable/understable for management levels? How does Shewhart/Deming measure its success?

Looking forward for comments.
 
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Stijloor

Staff member
Super Moderator
#2
I searched but did not find a similar thread so I guess I'll just open a new one for discussion.

I wonder how you guys measure the effectiveness or success of your control charting system. Personally I use:
--%False Alarms
--Issue capture rate
--run length before detection
--% OOC closure and Turn-around time.

I haven't been able to find a good reference textbook so these metrics are more of personal opinions developed over the years.
Is there a more "standard" way to measure the value-add of control charts which are presentable/understandable for management levels? How does Shewhart/Deming measure its success?

Looking forward for comments.
Comments anyone?

Thank you!!

Stijloor.
 

Steve Prevette

Deming Disciple
Staff member
Super Moderator
#3
I use three measures:

My "chart of charts" (how many charts and files produced per month)
Turnaround time on special requests
Attendance at training classes.

Although simple and good for a good joke (I make 3,000 charts a month including the chart of how many charts I make) I actually have found it a good systematic indicator of how williing management is to learn. In the reign of one CEO at Hanford, the chart requests dropped off significantly due to fear - didn't want to know. They shot through the roof during the reign of the next CEO.
 

reynald

Quite Involved in Discussions
#4
I use three measures:

My "chart of charts" (how many charts and files produced per month)
Turnaround time on special requests
Attendance at training classes.

Although simple and good for a good joke (I make 3,000 charts a month including the chart of how many charts I make) I actually have found it a good systematic indicator of how williing management is to learn. In the reign of one CEO at Hanford, the chart requests dropped off significantly due to fear - didn't want to know. They shot through the roof during the reign of the next CEO.
Steve,
Do you partly "own" these charts, meaning you too check on the OOC's? Also what are the criteria you and the owners use to decide on "dropping" some of the charts?
 

bobdoering

Stop X-bar/R Madness!!
Trusted Information Resource
#5
I doubt if you will find a textbook answer for this question, as the true answer is "it depends". But, you already knew that....

If this activity is to show management the effectiveness of an SPC system, you need to express in data how it meets its goals. What are the goals? In many ways it is like insurance, you invest resources into it hoping nothing is noticed in the end - as we typically only notice bad things, and SPC is supposed to prevent that. You don't notice good things - they are the basic expectation. So, less is better, and that is a tough sell - it will need to be sold clearly with the data.

So the metrics you considered may be interesting analysis, but may not show progress to goals - or, in terms of charting, the inverse: out of control conditions.

I don't have the answer here - just more questions that you may consider to lead to an answer. Control chart system metrics are best prepared with data that is common to all charts. Run length before detection, for example - may not be data that can be normalized to be able to compare a variety of charts apples to apples. Again, these are not observations, because I am not there, just considerations.
 
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