You’re a Quality Management professional. What metrics do you need to track to ensure success?

Quality professionals are working in consideration of two aspects - Quality Assurance (QA) and Quality Control (QC) In case of QA, you only can ensure the quality to your ultimate external customers and satisfy them and this is only possible through QC which is the internal process part which can be measured in a positive manner and each step satisfies the internal process holder who is also your internal customer. So Customer ( internal & external) satisfaction is a key THE SUCCESS OF QUALITY PROFESSIONAL.

In my experience, The happiest customers mean you're doing a great job with quality. To know how they feel, you can ask them in different ways like surveys, reviews, or just listening to their complaints. Keep an eye on numbers like CSAT, NPS, CES, and CRR to see how things are going. These metrics tell you if customers are loving what you do or if there's room for improvement. Basically, happy customers mean you're on the right track!

One think I have reached to, and that is satisfaction of the customer/client, the sense of quality varies person to person, group to group and organization to organization, so if the customer satisfies then it is win win situation.

As an external quality management consultant, the only metric that I count on is 'returning client'. You must have done something right if the client comes back to you instead of going to someone else.

As a Quality Management professional, tracking the below metrics is crucial for ensuring success: Defect Rate, Customer Satisfaction Score (CSAT), First Pass Yield (FPY), Overall Equipment Effectiveness (OEE), Cost of Quality (CoQ), Supplier Quality Metrics, Process Capability (Cp and Cpk), Employee Engagement and Training Metrics, Non-Conformance Rate, On-Time Delivery Performance, Changeover Time, Audit Findings and Corrective Action Effectiveness. By tracking these metrics and analyzing trends over time, Quality Management professionals can identify areas for improvement, drive decision-making, and ultimately enhance overall organizational performance and customer satisfaction.

The Quality Management system, is a business enabler, that allows the business and the leaders to focus on what matters to increase profitability. So I suggest the 1st KPI to be the customer however because sometimes it is not easy to measure so other KPI should also looked at, like the cost of poor quality. Because the business.

What I have seen , Defect rate shows how many of your products or services don't meet your quality standards. It's like counting how often you mess up. To keep track, you can use metrics like DPU, DPMO, or DPTU, which basically tell you how many mistakes you're making per unit or million opportunities. When you find defects, figure out why they happened and fix things so they don't happen again. By doing this, you'll make fewer mistakes and keep your quality high.

Measuring quality costs for Tier 1 suppliers in the automotive industry involves tracking Prevention, Appraisal, Internal Failure, and External Failure Costs. Prevention Costs include design and development, employee training, and supplier evaluation. Appraisal Costs cover testing, inspection, and quality control equipment. Internal Failure Costs entail scrap, rework, and downtime expenses, while External Failure Costs encompass warranty claims, recalls, and customer dissatisfaction impacts. Implementing a data tracking and analysis system is crucial for identifying improvement areas and reducing overall quality costs. Focusing on prevention and appraisal can significantly lower failure costs, enhancing product quality.

The defect rate is a metric used to measure the number of defective units or components in a sample products or processes. A lower defect rate is generally considered desirable, indicating a higher level of quality. The goal is to maintain a low defect rate by root-cause analysis and implementation of corrective and preventive actions.

Es sind zwei Fehlerquoten zu unterscheiden: Die interne Quote und die externe Quote. Die Externe beschreibt, wie viele Fehler bis zum Kunden durchgedrungen sind. Und hier sollten Sie noch einmal unterscheiden. Wie viele Fehler sind beim direkten Kunden (B2B) angekommen und wie viele Fehler erlebt der Anwender. Die interne Quote kann und darf höher sein. Es ist Ihr Ausschuss und reduziert den Unternehmensgewinn. Doch je höher die Quote ist, desto höher ist auch die Gefahr, dass diese Fehler bis zum Kunden gelangen.

Yield rate tells you how many of your products or services pass the quality check. It shows how well your process is working. Use metrics like FPY, FY, or RTY to see how much of your stuff meets quality standards. To improve, find ways to cut waste, redoing stuff, or throwing things out. This will boost your yield rate and make your process more efficient.

Improving yield rates not only reduces waste in the process it also, and perhaps more important, reduces risk of non conformance downstream in the process where the impact of non conforming product or service can be much higher.

In my experience, the most relevant thing about performance is guaranteeing benefits, which implies at least the following: the reproducibility of the process consistently, the standardization of parameters, a well-defined quality objective, but above all, it seeks to achieve the economic viability. Therefore, performance is the natural consequence of good implementation of controls, but also reflects of business success. By achieving good performance, the quality and the profit are guaranteed, at the same time a level can be raised towards optimization.

Add to item 3: Reduce process variation, increase process capacity index (CpK), use tighter tolerances by optimizing the process.

All the points described here are important. But a very important thing was not mentioned: the commitment of executives, directors and managers. On several occasions, I've seen companies fail in their quality process because they were not sufficiently committed, but also because certain managers and supervisors took the decision to deviate from certain rules, thereby endangering the quality system. As I like to say as often as necessary: 'Quality is everyone's business, starting with executives and directors!'

Balancing the cost of quality with quality levels and customer expectations is essential for organizations to optimize their resources and ensure that they are delivering products or services that meet customer needs while minimizing costs associated with poor quality. This balance is crucial for maintaining competitiveness and customer satisfaction in the long term.

Os custos da qualidade são aqueles associados à definição, criação e controle da qualidade, assim como aqueles necessários para avaliação e feedback de conformidade, em consonância com as expectativas do cliente, e também, os custos associados às conseqüências provenientes de falhas.

Investing in quality is critical for the success of any business. Quality costs include the expenses incurred in ensuring, maintaining, and improving the quality of your products or services. To ensure that your business stays ahead of the competition, you need to track metrics such as cost of quality, cost of good quality, cost of poor quality, or return on quality. These metrics will help you determine how much you spend or save on quality and how to balance the cost of quality with your quality level and customer expectations. Remember, poor quality can lead to customer dissatisfaction, increased costs, and lost business opportunities. So, invest in quality and reap the benefits of satisfied customers, lower costs, and increased profits.

Meiner Meinung nach ist es schwer Qualitätskosten zu messen bzw. zu bewerten. Denn dazu müssten Sie wissen welche Konsequenzen durch eine schlechte Qualität verursacht worden wären. Und das geht von der einfachen Reklamation über teuere Rückrufe oder Kundenverlust bis hin zur gerichtlichen Bestrafung. Man sollte hier weder den Teufel an die Wand malen, noch fahrlässig handeln. Die Basis für diese Abwägung ist eine Risikobewertung.

Ja zaista ne volim termin "troškovi kvalitete". Preferiram definiciju "ušteda uz kvalitetu". Naime u praksi sam vidjela mnogo primjera gdje je primjena dobrog sustava upravljanja kvalitetom uštedijela vrijeme i novac. Naravno ponovno se vraćam na najvažniji faktor...ljudski. Bez visoke kvalificiranosti QM tima i suranje s sudionicima procesa ništa od gore navedenog ne vrijedi.

Employee Engagement is the level of enthusiasm, commitment and involvement that employees demonstrate towards their work, organisation and its goals. The engagement shows continuous improvement, learning and commitment in the quality. To identify the engagement we can use tools such as Surveys, Feedback channels, attendance and retention rate. To achieve the employee engagement organisation should implement recognition programs and provide opportunities for skill development, training and career advancement.

Para o setor de qualidade ter resultados e eficiência na operação, temos que ter o engajamento, primeiro de todos os funcionários da empresa, dos proprietários, dos fornecedores e de toda a cadeia que envolve a marca! Sem isso, o setor de qualidade não tem forças suficiente para atingir as metas e a aplicação dos processos dentro do setor de qualidade!! Fábio Luiz Jácomo - Nacon Lácteos - Araraquara - SP

Engajamento é o ponto básico para o sucesso, pois uma empresa é baseado em pessoas, que geram processos que por fim geram resultados, ter pessoas focadas no objetivo único é o segredo para a obtenção dos resultados almejados da coorporação

Employee Engagement can be helpful in quality management by ensuring that the proper INDUCTION is done to the employee before starting the job/work and as the employee progress ,target can be set for the employee and if the target is met ,they should be compensated for the job well done and with the compensation, the employee will be willing to do more and of good quality and standard.

Leading indicators and lagging indicators.📊 Internal Quality feedback for internal services before measuring external quality feedback. It starts with employee and tools provided to employee to produce quality products and services. Its an old saying happy employees means happy customers. 😊

Here are key metrics to monitor: 1. Quality Performance: Defect rates: Track the percentage of products or services failing to meet quality Customer satisfaction: Monitor customer feedback and complaints Non-conformance reports: Analyze trends in deviations 2. Process Efficiency: Lead time: Time taken for a product to reach the customer after ordering Cycle time: Track the time it takes to complete individual units of work Cost of quality: Analyze expenses associated with preventing, identifying, and correcting quality issues. 3. Team Performance: Employee engagement Training effectiveness Communication effectiveness 4. Regulatory Compliance: Internal/External Audit results Certification compliance: (e.g., ISO 9001).

as a quality professional in the construction industry here are some metrics I would consider: - Safety metrics: Track key safety metrics, such as lost workdays due to injury and near misses, to ensure a safe work environment and indirectly contribute to quality by minimizing disruptions and rework. - Sustainability metrics: Track metrics related to resource consumption, waste generation, and energy use to demonstrate commitment to environmentally sustainable practices while maintaining quality construction.

As a quality management professional, in addition to the metrics you've mentioned, it's also important to consider: Supplier performance: Monitoring the quality and reliability of materials or services provided by suppliers. Process capability: Assessing the ability of a process to consistently meet specifications. Compliance metrics: Ensuring adherence to relevant regulations, standards, and internal policies. Customer complaints: Tracking and addressing issues raised by customers to improve overall satisfaction. Continuous improvement initiatives: Measuring the effectiveness of improvement efforts and their impact on quality metrics.

In my opinion, adherence to Contract and honouring the contractual agreement should be the top priority. Prior to signing of the contract the Quality requirements should be assessed thoroughly so that resource allocation can be effective.