If 4.1 is a process, how to assign KPIs for this process?

[armani]

It is correct to consider 4.1 as a process? Consequently, being a process a KPI could be established for this process?
I am thinking about smth. like "identifying the right strenghts and weaknesses".....but, again, how do u measure "right"??

 

[BoardGuy]

In and of its self it would not be considered an individual process. 4.1 is used to develop the purpose and scope of the organization's QMS based on how the organization views itself. It is, however, subject to review during the Management Review process required by 9.3. Management Review could have a KPI.

I should also noted that it is not necessary to use quantitative measurement of process effectiveness per ISO/IAF ISO 9001 Auditing Practices Group Guidance on Processes document published 13 January, 2016.

 

[randomname]

I should also noted that it is not necessary to use quantitative measurement of process effectiveness per ISO/IAF ISO 9001 Auditing Practices Group Guidance on Processes document published 13 January, 2016.

Audits are a way of measuring process performance.

 

[QAMTY]

I would suggest that based on opportunities and weaknesses, try to develop plans for issues detected, which will fall in processes of the system. then
to such processes have assigned KPIs with goals.
Additionally you could add a KPI to top management, e.g. % compliment of processes

Hope this helps

 

[BoardGuy]

Audits are a way of measuring process performance.

[FONT=&quot]Yes, some of our process measurements are linked to successful audit of the process. Key here is to remember that Clauses from Standards and procedures/work instructions of the organizations are not processes.[/FONT]

 

[armani]

OK, then...no KPI for this particular process...but if u agree this is a process, then why not?

 

[QAMTY]

A process is comprissed of inputs->performing activities->output, in this context it is a process.
I understand your point, you try to be sure you are doing things well by using kpis.
But If you start trying these events as processes, you will end up full of hundred of processes and kpis, as a result you will overburden your system, in practice such events are not treated as such.

Try to identify your main processes, once identified, assign them KPIs and goals.
What the standard requires, it is to assign KPI but not in everything, only where applies.
and in this case, is sufficient kpis on main processes.
A lot of work you will have focusing only in processes that really are important.
Try to spend time on things that really "Add value".
Finally if some processes dont comply, and you do a cause and effect analysis, for sure, will indicate that 4.1 and 4.2 where not analyzed very well.

I hope this helps

 

[Kronos147]

OK, then...no KPI for this particular process...but if u agree this is a process, then why not?

A better question is, why? Will it make the system more effective if you measure this?

No faster way to disengage people than asking them to perform tasks that don't seem to add value, IMO.

 

[Sidney Vianna]

No faster way to disengage people than asking them to perform tasks that don't seem to add value, IMO.

Especially when these disengaged people are top management. Doing something that is perceived as non value added just make top management even more distanced from the QMS.

 

[BoardGuy]

OK, then...no KPI for this particular process...but if u agree this is a process, then why not?

Process measurements should only be used if they add value to the company or are required by ISO 9001. But under the 2015 revision of 9001 you can just as easily state which requirements of your QMS are organizational activities and which ones are processes.