🚀 go-pugleaf

---------- Forwarded message ----------
Date: Sun, 23 Nov 1997 09:05:01 -0500 (EST)
From: Larry004@aol.com
To: QUALITY@PUCC.PRINCETON.EDU
Subject: Performance Measures for a Quality Manager

In a message dated 97-11-23 07:04:19 EST, rgf@fwbnet.com writes:

> My indicator for you would be overall cultural development.  Anything
>  else would only deal with bean counting...ie # of new ideas,
>  percentage
>  increase in cost reductions, % increase in production rates...  But
>  what do you do when you've become really good, the percentages would
>  drop, and that wouldn't reflect good on you....that's what's wrong
>  with having a quality office.  No offense to you of course, just that
>  it would always look like quality was the responsibility of the
>  quality office....
>
There is more than a glimmer of wisdom here. Depending on the type of
business, there are limited measures for which the "Quality Manager" is truly
responsible. I never liked the handle "Quality Manager" because it implies
that only that individual is responsible for the quality of the product or
service. Your performance is not dependent on the scrap or defect rates,
manufacturing (or the service arm) create scrap and defects. Nor is it on
supplier problems (purchasing selects suppliers). Nor is it on customer
complaints (even if your department is doing 100% inspection we know that is
not effective).
What QA people can be measured on, assuming they are given the authority and
responsibility to deal with these areas, are things like 1) number of
employees trained in the (necessary) quality tools and their competance at
using those tools.
2)Budgetary performance for their own departments. 3)Effectiveness of the
supplier selection system (if purchasing pays attention to the selection and
rating of suppliers). 4. Effectiveness of communications with suppliers and
customers (are they communicating the requirements clearly and making sure
that customer requirements are clearly translated into internal practices).
5)Progress toward goals of implementing ISO or TQM or whatever.
You can probably think of others but they are generally going to be the "soft
issues"

Larry Frey
larry004@aol.com
Continuous Improvement Strategies
Minnesota
Thoughts are entirely my own.

---------------------
Forwarded message:
From:   rgf@fwbnet.com (Ronnie)
To:     QUALITY@pucc.princeton.edu
Date: 97-11-23 07:04:19 EST

My indicator for you would be overall cultural development.  Anything
else would only deal with bean counting...ie # of new ideas,
percentage
increase in cost reductions, % increase in production rates...  But
what do you do when you've become really good, the percentages would
drop, and that wouldn't reflect good on you....that's what's wrong
with having a quality office.  No offense to you of course, just that
it would always look like quality was the responsibility of the
quality office....

Just my opinion....
Ron,   rgf@fwbnet.com