A necessary part of any ISO9001:2000 quality management system is a system of measuring improvement of your quality system. “Continuous Improvement” is a phrase often used by quality managers and ISO consultants. Continuous improvement is a major goal of an ISO9001:2000 quality management system. In order to track your improvement, you must have a way to objectively measure certain criteria.
The ISO9001:2000 quality standard does not specify what your measurements should be. Rather, the standard requires that you come up with measurements that are effective for your organization. The things that you measure are up to you, but remember your measurement criteria must be approved by your third party auditor. You have a fair amount of leeway when choosing your criteria, but whatever you choose it must be effective and pass your auditor’s scrutiny.
One common measurement is customer satisfaction. While customer satisfaction can be considered a subjective evaluation, there are ways you can quantify your customers’ feelings about your product or service. Surveys are a common way of attempting to measure customer satisfaction. A survey should be phrased in such a way so that answers can be given a numerical value. Surveys can be scored, and compared over a period of time. For example, you might send out customer surveys to 1000 customers, once per year. The scores can be added up and averaged. The average score can be compared from year to year to guage improvement.
There are a myriad of things you can measure to track your quality system’s performance. Maybe you can track number of customer returns. Maybe you want to take that a bit further and not only measure number of returns, but also the reason for returns. Was it a salesperson’s error? Was it a production problem? A shipping error? You can make your criteria as simple or as complicated as you like, as long as they are effective for your company, and as long as they pass muster with your third party auditor.
hello, could you explain or brief more about discussion of corrective action and process performance in management review