What relative information should be provided in Monthly QA Reports?

R

Red4165

#1
Hi all

I need advice on what my team are recording and reporting on:

We have a number of graphs in our QA Report and they are as follows:
The first graph displays the Customer complaints for 3 consecutive months per category which assists with identifying trends & understanding how our product is perceived in the marketplace.
The second graph represents customer feedback monthly - per xxx,xxx bottles sold – our target is to reduce customer complaints by 25% annually
The third graph displays the number of recurring NCR’s for 3 consecutive months which also assists in identifying trends & training needs.
The fourth graph represents the reliability of our machinery based on the downtime that has occurred and / or out of spec product from machine failure. This also assists in trend analysis.
We categorise our customer complaint into Green, Amber and Red categories.
Green is for general enquiries
Amber Reflects customer feedback that does not affect a customer's well-being but rather, customer satisfaction. Some examples are: Flavour. Flat or Empty.
Red Reflects the customer feedback that is of a serious nature such as injury or illness. (Real or potential) Some examples are: Glass Contaminates or Rip Cap Failure resulting in injury

We provide a summary of Green and Amber feedback and we provide a report on each Red feedback that we receive including corrective/preventative action and how we communicated with the consumer including compensation if any.

All data collected is analysed and internal investigations are conducted on areas of concern, corrective and preventative actions put in place.

I feel that this is not enough though – there is obviously more that we can report on but my brain is jumbled at present and I am unable think straight.

Can anyone offer advice on what else we can provide in our reports?

Thanks in advance.

JJ
:bonk:
 
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The Taz!

Quite Involved in Discussions
#2
I'd suggest looking at the company strategic plan, do a simple VOC-VOP matrix analysis and report on the items that most effect the strategic plan relative to customer satisfaction.

I also have some issue with equating customer returns/complaints with perception. The returns and complaints are "real" things. . . perception is your customer's reality and may not be reflected in the returns and complaints.

Reports and graphs are great. . .but if they do not indicate some relevance to the "Big Scheme of Things". . . they are merely exercises.

Just my :2cents:

The Taz!
 
R

Red4165

#3
Hi and many thanks for your reply, all feedback is greatly appreciated!!! :)

The customer complaints KPI's are based on the KPA's in the Strategic plan and the graph is an indication of our achievement towards out goal. Most of our Amber feedback is based on perception, especially when you change a label, the consumer seems to think that we have also changed the recipe - but that is not so, it is just their perception. But we also still need to report on this for marketing purposes (to try and tell them how all of their label changes effect us) and our investigations from the trend analysis will confirm perception or real complaints. The RED feedback is only perception until we have received the sample back and have analysed it etc - you can't ignore the evidence. All other information reported is based on actual data that is recorded.

The graphs represent trends that are forming and how in or out of control we are. They are all exercises which is ok as is the corrective and preventative action resulting from the trend analysis.

Can you please explain what a VOC-VOP matrix analysis"" is.

JJ
:)
 

CarolX

Super Moderator
Super Moderator
#4
JJFoyster said:
I feel that this is not enough though – there is obviously more that we can report on but my brain is jumbled at present and I am unable think straight.
Hi JJ,

Why do you think this is not enough?

Are you not seeing improvements or actions taken to reduce these issues?

Sound like you have some nice reports, but do they have meaning to the people that can drive change?

I have found in my travels that any reporting done to management should be tied to profit, or loss of profit. Gets the most attention.
 
R

Red4165

#5
Hi Carol

I just kept thinking that there should be more, not having seen what other companies report on from the QA department.

We are the ones that drive the change but we feel that it is important for the board to see how their investment is going with the QA dept. We don't actually tie it to profit or loss, more in the way "see without us, imagine what could happen" helps them to understand the risks and how they are being controlled and if we are struggling with resourcing or support from production, we can also include that in the report.

Is there anything else that we should be measuring?

JJ
 

CarolX

Super Moderator
Super Moderator
#6
JJFoyster said:
I just kept thinking that there should be more, not having seen what other companies report on from the QA department.
JJ
I could show you what I do, but we work in different industries and may mean very little to you.
One of my measurements is the dollar values of customer returns against the dollar value of shipped product.

JJFoyster said:
We are the ones that drive the change but we feel that it is important for the board to see how their investment is going with the QA dept. We don't actually tie it to profit or loss, more in the way "see without us, imagine what could happen" helps them to understand the risks and how they are being controlled and if we are struggling with resourcing or support from production, we can also include that in the report.
Well, if you are reporting back to the board, you may want to find a way to add costing data. My report on customer returns gets a lot of attention because it reflects loss profit.

JJFoyster said:
Is there anything else that we should be measuring?
JJ,
I think you are headed in the right direction. Don’t get too overloaded with a lot of different reports. The KISS (keep it simple) is always the best when dealing with higher ups.
 

RoxaneB

Super Moderator
Super Moderator
#7
The Taz! said:
Wow...you're alive! :D I was getting close to checking you for a pulse!

CarolX said:
but do they have meaning to the people that can drive change?
Bingo! If the numbers/graphs/information mean nothing, you'll be seeing a sea of blank faces.

Unfortunately, JJ, we don't really know the scope of your QA department. For example, QA at my site is Business Management Systems and QC is product related. There are some sites where QA does both.

But some things I've been asked by the Management Committee to report on are:
  • Customer Complaints - 1 complaint/x tons shipped, # of invalid complaints with credit paid, time to resolve complaint, $ of invalid complaints, $ of valid complaints
  • Documentation - pending approval > 30 days, outstanding training
  • Employee Request System - status of open items
  • Failure Analysis - status of open items
 
L

little__cee

#8
industry?

JJFoyster said:
We categorise our customer complaint into Green, Amber and Red categories.
Green is for general enquiries
Amber Reflects customer feedback that does not affect a customer's well-being but rather, customer satisfaction. Some examples are: Flavour. Flat or Empty.
Red Reflects the customer feedback that is of a serious nature such as injury or illness. (Real or potential) Some examples are: Glass Contaminates or Rip Cap Failure resulting in injury

:topic: Does your company manufacture beer? Just a guess. I see amber and green and I think of bottles of beer.
 
G

gszekely

#9
What is the scope of the quality report ?
I can't say what is useful for you.
Here are my thoughts.
You have at least 3 areas for measurement:
1) plant external performance (customer satisfaction)
I see that you have metrics. Number of complaints, reocurring NCR's are good, but you may see a situation, when your number of claims drops, but there is an increase in the financial value of claims. Try to include financial aspect.
2)plant internal performance /department
a) production:
availability,performance efficiency,yield, the most important one's.
b)purchassing
days of supply for raw material
c) logistics
built to scedule, on time delivery, Work in production/inventory and so on
d) HR
training/employee, turnover, attitude survayor whatewer you find useful
e) EHS
I'm not an expert, but number of ijuries, asessment results whatever
f) accounting
there can be some metrics, but I would ask only for some financial results
3) suppliers
see customer section
I can be wrong, but that's my opinion.
All these should be compared to a target.
Just an opinion. All the above doesn't make sense if you have a separate business report, but then quality is part of it.
25% reduction of customer complaint / xear is not too much. I would set at least 50%.
György
 
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