Quality Metrics Report for the Management Review Meeting

Ajit Basrur

Staff member
Admin
#11
tekno9000,

My :2cents: -

1. I notice too many abbreviations like MS scrap, S rejections, GS rejections - not clear what are these ?

2. Try to focus on key metrics and club related ones - like there is reduce scrap by 10 % and the process reliability also talks to reduce MS scrap by 7 %

3. Mention the reduction of customer complaints "from" to "to" for better clarity and direction.

4. I did not understand what do you mean by S and GS rejections but see if you can consolidate as one metric

5. Would you like to include a metric around customer satisfaction ?

Bottom line, keep the metric list short and sweet :)
 
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harry

Super Moderator
#12
Some thoughts on reporting metrics. Generally, there are no fixed methods but consideration should be given to:

1. The audience - if it's management, what are their preference. Do they have an organization specific method or practice?

2. The presenter - skillful use of methods and presentation techniques can influence the audience to look at the issue from the presenter's angle or objective.

After you had successfully oriented their views in your direction, be prepared to answer - whats next?
 
T

tekno9000

#13
Ajit,

The abbreviations stand for the different product families we have. For confidentiality, I abbreviated on the template I uploaded on forum. The reason these are separated is that the sales are skewed, 80-20%. Initially I thought of combining them but I feel distinction would help us decide our resource allocation.

Harry,

Can you please elaborate further? My intent for these metrics is to bring to light the areas of concern. As mentioned, this will be a report for the very top management. It will be used to establish quality objective goals for next year.

Thanks.
 
T

tekno9000

#14
I know that each industry has its specific quality objectives / metrics to measure its effectiveness. Can someone please share with me their objectives / metrics for reference?

Thanks.
 
G

GL0076

#15
We are ISO 17025 accredited, but I thought I'd post here to a larger audience, since I am looking for feedback. We are a small government test and research lab so our sole product is test reports.

As a govt lab we are subject to a lot of scrutiny and many aspects of our work is monitored and measured, including our QMS. The boss recently asked me to develop a better rating scale for our QMS so after much thought and browsing around the Elsmar forums (great resource!) I developed a spreadsheet (screen capture attached). Previously we simply were rated by management as 5 out of 5 if our accreditation was reaffirmed, and zero if not (the latter thankfully has never happened!)

Since I am an engineer, the spreadsheet I developed is very simple so I and other engineers can understand it. It rates a number of factors with weights that I have guesstimated. The first two are the biggest ones: 50 points for having the accreditation reaffirmed by SCC (Standards Council of Canada), but minus 50 if there are "serious or critical" nonconformities (as found by the SCC auditors). If you mouse over these cells (not in the screen cap), a balloon will appear which provides further information to management. And by the way we have never had nonconformities of the "serious or critical" type.

After that, the rating can be whittled away by a number of negative factors as listed, with two areas in which we can gain some additional points. My rationale here is that if we do our job, it will be possible to get a 5 out of 5. If we start to slip in various areas (being late on delivery as you know is the most likely negative outcome) we get docked accordingly, but not too much in any one area. I didn't feel that the fate of the overall rating should necessarily hinge on any one factor. The weight factors are more or less based on our own previous performance, so with this scale I wouldn't expect us to get a 5 out of 5 any time soon.

Because I haven't bothered to normalize all the factors, it is technically possible in extreme cases for the 0 to 5 scale to go over or under range, but I have added automatic limits in the spreadsheet logic to prevent this from being reflected in the final score. Negatives will get a zero and superlative performance will max out at 5. In our case, we will be occupying the middle ground anyway.

Preventive actions are given positive points because this relates to preventing problems before they occur, which is a good thing.

I didn't feel that any rating should be assigned to such things as number of reports issued. This is not under our control. Likewise revenue generation: although our performance financially is extremely good, we're not here to make a profit, it is to deliver a public service. All reports are peer-reviewed, so the quality of our reports is handled under a separate banner.

So - any comments, suggestions? And thank you in advance for your time.
 

Attachments

H

Hodgepodge

#16
The reasons I am trying to compare same quarters of two different years is that I wish to see how we are doing in terms of “different business seasons”. Are we messing up when the number of orders are more? Or there is no seasonal trend at all.

The reason that I am comparing with the previous year is that I am gradually tightening up my requirements (e.g. the goal is reduction in scrap by 10% from value of this year for the next year. This also serves as an example for the continuous improvement.
Harry is right. The report you are making is going to be used by someone to make decisions. See what kind of information they would like to see. Another way to do this is to imagine yourself trying to make decisions based on your report. Look at the report. Do you have any questions? If so, perhaps you need some more information.

The report you've created is a bare bones report...a general overview. I believe your decision makers will have some questions. What if customer complaints are up dramatically? Maybe some really big changes are needed. Or, maybe there was one big mistake that generated several complaints. Perhaps you have a customer that complains all the time whether you did anything wrong or not. Maybe the complaints are just ticky-tack issues and nothing big. Similar questions may come up with the other metrics. Maybe you had $175,000 in scrap last quarter. Maybe you only scrapped one part and it cost $175,000. The general overview is a good idea, however, I suggest more information on other worksheets to support the general overview.
 
T

tekno9000

#17
Harry is right. The report you are making is going to be used by someone to make decisions. See what kind of information they would like to see. Another way to do this is to imagine yourself trying to make decisions based on your report. Look at the report. Do you have any questions? If so, perhaps you need some more information.

The report you've created is a bare bones report...a general overview. I believe your decision makers will have some questions. What if customer complaints are up dramatically? Maybe some really big changes are needed. Or, maybe there was one big mistake that generated several complaints. Perhaps you have a customer that complains all the time whether you did anything wrong or not. Maybe the complaints are just ticky-tack issues and nothing big. Similar questions may come up with the other metrics. Maybe you had $175,000 in scrap last quarter. Maybe you only scrapped one part and it cost $175,000. The general overview is a good idea, however, I suggest more information on other worksheets to support the general overview.
Sorry for the ambuiguity, this report is just like a summary. For a quick review during the MRM. I always put detailed reports as enclosures which contain the analysis which will help in further decision making. The reason for my post was to find if the metrics that I was covering were adequate from ISO9001 system point of view.
 
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