KPIs are misunderstood in most implementations of ISO that I have seen. But the best way to see them is as unseen ingredients that give you the result you are looking for.
For example, a typical ISO implementation might set an objective of clearing all NCs within 2 weeks of audit, with a KPI of 2 weeks. This is called a lagging indicator and it does not influence the time taken by the subject to clear the NC.
It is far better to use what are called "leading indicators" as they influence the outcome.
So we could set the same target with a KPI of running 2 ISO awareness courses per year. So the logic is that the extra training reduces the level of NC and speeds up the time taken to clear them. In this case the KPIs are called leading, because they are designed to influence the outcome.
So we see that using leading KPIs is far more effective.
KPIs are very useful when the right ones are selected but this takes a bit of imagination and it's something I put a lot of thought into. The general rule for a good one is to decide if it's leading or lagging. If lagging it's not much good, so throw it away.
Again, if you have a target of reducing slips and trips on the shop floor from 100 to 50, then a fairly useless lagging KPI would be slips and trips =50. A far better KPI would be floor washed twice each day with ajax non slip.
Hope this helps
For example, a typical ISO implementation might set an objective of clearing all NCs within 2 weeks of audit, with a KPI of 2 weeks. This is called a lagging indicator and it does not influence the time taken by the subject to clear the NC.
It is far better to use what are called "leading indicators" as they influence the outcome.
So we could set the same target with a KPI of running 2 ISO awareness courses per year. So the logic is that the extra training reduces the level of NC and speeds up the time taken to clear them. In this case the KPIs are called leading, because they are designed to influence the outcome.
So we see that using leading KPIs is far more effective.
KPIs are very useful when the right ones are selected but this takes a bit of imagination and it's something I put a lot of thought into. The general rule for a good one is to decide if it's leading or lagging. If lagging it's not much good, so throw it away.
Again, if you have a target of reducing slips and trips on the shop floor from 100 to 50, then a fairly useless lagging KPI would be slips and trips =50. A far better KPI would be floor washed twice each day with ajax non slip.
Hope this helps
I also think you are confusing KPI's, which are metrics, with targets or goals for those metrics, such as you described. Also, your explanation misses the step of documenting the items in clause 4.1.c.