Hello hopech,
I was really hoping you would not limit yourself to what examples we give you when the only one here who knows your QMS is you.
Let us begin with the difference between effectiveness and efficiency.
Efficiency: Relationship between the result achieved and the resources used. ISO 9000:2015, 3.7.10
Effectiveness: Extent to which planned activities are realized and planned results are achieved. ISO 9000:2015, 3.7.11
Goals start with identifying what is important to the customer, and how our work activities help other processes succeed. These are two types of
interested parties.
If you have deadlines for design projects like the ones I support, the process can be seen as effective if all of the required tasks are completed at the time expected; since time is a resource. But if the auditor comes along later and finds a new process has been signed off and deployed without any machine planned maintenance set up, the process development cycle is not effective. We might argue it is not efficient either because someone must interrupt their regular work and set up all those machine PMs. Rework happens in human activities as well as with manufactured product.
Example goal: Fully complete process design projects within the scheduled period. Note that success here relies on realistic goal setting (your new process area won't be ready overnight) and other inefficiencies that draw people away from their project tasks.
Lean projects use concepts like
Takt Time to measure efficiency in production. This is more about process design, though production time can be drawn out by machine or material problems, among other issues. Most people use output conformance rates (first time pass, etc.) to measure effectiveness. It is helpful to recognize that not all processes will meet the same expectation, so it makes sense to set targets with that in mind.
Example goal: X % first time pass rate in _____ process.
I welcome other Covers to add some insights and examples.
