Made it through Phase One - Measureables for Management Review - Need list or form

[1killercls]

With 15 Minors..

Anyways...handling the arduous task of the Audit cars and one of his findings was:

Requirement: TS 16949 requires that the organization monitor, measure, analyze, and continuously improve its QMS processes.

Nonconformity: Review of Management review meeting minutes found that measures of effectiveness/objectives have not been established, monitored, measured, analyzed, and continuously improved for all QMS processes. Specific examples include the Engineering, Order processing, Billing and invoicing, QA, Resources

Anyone have a list or form of what they are using for these measures???

 

[ISOPete]

Can you shed some light on what the other NCs included? We are preparing for Phase one and any info would be greatly appreciated.
Thanks a million,
Pete

 

[1killercls]

Sure...here is part of the CAR Log...

Agenda/Minutes at Management Review do not address Field Failures.

SFI Program not effective.

PFMEA Numerations incorrect.

Doc list needs 5 pack etc.

QMS Measurables (dashboard)?

Audit of Billing and Invoicing not complete.

Supplier List (Non ISO Supplier)

Lotus Notes Trace Program.

Pre-Box Stamp Info missing.

Uncontrolled packing List posted.

Employee Motivation Process needs work.

Uncontrolled variables chart.

Ram Optical not Accredited for Calibration Activity on VCMM

Maintenance ETC. 2/16/05 (No spare parts organized and Inventoried)

Out of date IPIS (Old Revision in Use)

 

[bpritts]

Measurables

I'm taking a blind stab at this without seeing your system, but here goes.

I think about 2 kinds of measurables - results and process.

Results measures of your QMS tie to your business objectives. For example,
parts per million defective shipped; on time delivery percentage; scrap rate;
compliance to budget/efficiency; etc.


Process measures: more internally focused. Corrective actions completed on time; internal audit results (Passes/total audits); setups completed correctly first time; first time quality (what percent of product is good without repair/rework...)

Some of the more diligent process audit folks would say you should tie each
major business process (e.g. production, new product launch) to some measurables. PRoduction: First time quality; direct labor efficiency; schedule adherence; New Product Launch: PPAP's on time; Process Objectives Met (this one is harder!) Employee Satisfaction : Absenteeism, Turnover, Employee Satisfaction Survey Results...

Does this hit home?

Regards,
Brad

 

[Caster]

The mother of all metrics lists

Anyone have a list or form of what they are using for these measures???

Congrats - looks like pretty minor and easy stuff to clean up. The key point is you made it through Stage I. Woo Hoo! Have some green beer!

Over a year ago I made a list of all TS required or implied metrics. It looks like this may have been what the auditor did not see in your system.

I now realize that this was a poor way to go.

We ended up defining our own key business metrics, stuff we wanted/needed to track never mind what TS wanted.

Then I built a cross reference from our measures to TS required measures. I had to beat on TS pretty hard in some cases to make our measures fit.

Our registrar really appreciated that we were "doing it for real", so he overlooked the few missing requirements in Stage I.

Anyway - here is the file.

Good luck in Stage II, ours is in 3 weeks <much fear and loathing>

 

[Jan C]

I went to an Internal Auditing class and the instructor said EVERY process should have something measured to ensure its effectiveness and efficiency. I am really drawing a blank on some and my managers are giving me that "don't drink and have a meeting look"! I understand the idea but really need some help for some of them. I am considering time frame for some of the really hard ones.

 

[D.Scott]

If you would describe some of the processes you are having trouble with, maybe some of the people here could help with some suggestions. I am sure there are lots of us who could benefit from the exercise.

Dave

 

[Jan C]

Some examples I am having trouble with:
EDI Set Up Process - maybe time frame to set up?
Control of Documents?
Control of Quality Records?
Training?

We are a remote site (parent) to a plant in Mexico who does all of the manufacturing so most of our processes here are support.

 

[Patricia Ravanello]

Performance Metrics

Some examples I am having trouble with:
EDI Set Up Process - maybe time frame to set up?
Control of Documents?
Control of Quality Records?
Training?

We are a remote site (parent) to a plant in Mexico who does all of the manufacturing so most of our processes here are support.

Hi Jan,
Here's a sample list of performance metrics, segregated by procedure...keep in mind, that for the external auditor's purposes, he probably only needs to see your Key Operating Indicators - those that are reviewed by Senior Management. The metrics listed may or may not fall into the KOI category in every company - some would be considered Departmental metrics, and not subject to Sr. Mgmt review.

The spreadsheet from "CASTER" above, is an excellent check-list to help ensure that you're capturing all the mandatory monitoring and measurement requirements.

Identify your Key Processes, and make sure you have appropriate metrics for each of them. If the auditor sees performance instability in those, he might ask to see your "early warning" metrics...possibly the departmental level metrics which support or are in some way linked to the KOI in question.

You might be straining to identify a metric for a subordinate process that really doesn't need one...It's not a make-work project...Try to establish metrics only for processes which would benefit by some level of monitoring and measurement, and/or where process capability and stability are important, and where the data collected can help management to preventive potential problems, or predict future performance, using regression analysis.

Also, once processes are stable and capable, monitoring activities may be reduced or redirected to other aspects of the process to take advantage of continual improvement opportunities.

You might want to do a web search for typical definitions and formulae for some of the metrics identified - each metric owner should be responsible for providing the definition and formula for calculating the metric.

Also, normalizing your data is desirable (ex. Training dollars spent per Widget sold, or Electrical consumption per Widget produced). This gives your data more relativity from period to period.

Good Luck!
Patricia

(P.S. Along with this, you should be able to demonstrate how each metric is used to deploy the Policy Statement - so you might look to the Policy Statement and related Business Plan objectives for identifying some of the metrics which your system requires.)

 

[Jan C]

Thank you for the wonderful ideas. I have been trying to get the point across to all of our managers that metrics used to measure their processes cannot be a full time job to collect.