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Proven metrics
| Area | Metric | Note |
|---|---|---|
| Customers | Complaint rate, customer satisfaction, repeat purchase rate | Relate complaints to orders or revenue |
| Delivery | On-time delivery, lead time | Use the confirmed, not the requested date |
| Production | Scrap rate, rework rate, first pass yield | Look at it per line or product group |
| Suppliers | Incoming reject rate, on-time delivery | Basis for supplier evaluation |
| Improvement | CAPA lead time, share of effective actions | Shows whether the system learns |
| People | Share of overdue training | Indicates competence gaps |
Choosing the right metrics
- 1
Start from objectives
Every metric should serve a quality objective or a process requirement.
- 2
Pick few
Five to ten metrics at company level are usually enough; processes add their own.
- 3
Define them
Write down formula, data source, owner and interval so that everyone measures the same thing.
- 4
Set target and response
At what value do you act, and who decides?
Leading and lagging indicators
Lagging indicators such as complaints or warranty costs show problems once they have reached the customer. Leading indicators such as first pass yield, in-process inspection results or overdue training show risks before damage occurs. A good set of metrics combines both, so you can act before a customer complains and still check whether your actions pay off at the customer.
Common mistakes
- Too many metrics nobody looks at regularly.
- Metrics without targets, so it is unclear whether a value is good or bad.
- Only lagging indicators such as complaints, no early signals such as first pass yield.
- Deviations are reported but not acted upon.
Implementing it in docxpert
docxpert has no KPI dashboard for your process data; the values come from ERP, CAQ or spreadsheets. You maintain definitions, targets and evaluations with the “Objectives and KPIs” template from the template library as a controlled document and bring the results to management review.
Frequently asked questions
Which metrics does ISO 9001 require?
None in particular. The standard requires you to determine what is monitored and measured. Customer satisfaction must be monitored in any case.
How many metrics make sense?
As few as possible, as many as necessary. Five to ten at company level are usually enough.
What is the difference between a metric and an objective?
A metric measures a state; an objective defines which value it should reach and by when.
How often should metrics be evaluated?
Process metrics often monthly, company metrics at least for management review.