Q
As an auditor should we ask for KPI's or metrics that would show the "effectiveness" of the RMA process in and of itself?
This was always confusing to me. When I audit that process their main metrics cycle time and customer response to RMA failure analysis with goals on lowering inventory. They also have a process in place for communicating RMA's to the appropriate departments on a monthly basis via reports. My fellow auditor indicated to the auditees that this was not good enough that started an arguement that I was not willing to back him on. They had were confused on how they were to measure the effectivThe discussion is that the RMA managers should have measurements on how "effective" their own RMA process is. They should have leading and lagging indicators on the overall health of the RMA process regardless of the failure analysis.
I was not exaclty sure the 9001 standard or the process approach requires this or how you might apply it to something like an RMA process. I guess it could be done...
Buy my internal thoughts were...I was not trained to this by DNV during my audit training, our external auditor has never questioned effectiveness at a self look view of the RMA process and lastly the metrics would be developed out of an internal nonconformity written by our dept done for the auditors and not for their own process.
Note the group measures RMA processing accuracy as a human measure during yearly reviews but not at a process level and the have all the traditional RMA Metrics like cycle time to response, RMA processing cycle time, and aggregate metrics categories of RMAs going out to the appropriate departments.
Do they need their own metric of effectiveness of RMA in the QMS? Any examples would help.
This was always confusing to me. When I audit that process their main metrics cycle time and customer response to RMA failure analysis with goals on lowering inventory. They also have a process in place for communicating RMA's to the appropriate departments on a monthly basis via reports. My fellow auditor indicated to the auditees that this was not good enough that started an arguement that I was not willing to back him on. They had were confused on how they were to measure the effectivThe discussion is that the RMA managers should have measurements on how "effective" their own RMA process is. They should have leading and lagging indicators on the overall health of the RMA process regardless of the failure analysis.
I was not exaclty sure the 9001 standard or the process approach requires this or how you might apply it to something like an RMA process. I guess it could be done...
Buy my internal thoughts were...I was not trained to this by DNV during my audit training, our external auditor has never questioned effectiveness at a self look view of the RMA process and lastly the metrics would be developed out of an internal nonconformity written by our dept done for the auditors and not for their own process.
Note the group measures RMA processing accuracy as a human measure during yearly reviews but not at a process level and the have all the traditional RMA Metrics like cycle time to response, RMA processing cycle time, and aggregate metrics categories of RMAs going out to the appropriate departments.
Do they need their own metric of effectiveness of RMA in the QMS? Any examples would help.
