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Common Measures of Efficiency for Processes: With TS2, the introduction of the process approach to auditing, combined with the overall emphasis on

improvement of objectives and the requirements of clause 5.1.1, 5.4.1 and 6.2.2, have resulted in an increased audit focus on measurements of effectiveness

and efficiency for COPs, MOPs and SPs. In order to improve our own effectiveness in assessing these requirements, the following table ofexamples (not

requirements!) of measurements you might encounter on your audit path is provided. This is by no means a complete list and you will note that some

measures of effectiveness may also be considered measures of efficiency.

Process Related Clauses

(Primary)

Effectiveness Measure Efficiency Measure Comments

Control of

Documents

4.2.3 Number of changes to proposed

documents and rate of change

Number of incidents of obsolete

documents found in use

Number of internal CARs related to

documentation issues

Measurement of time to

access time documentation

Document control resources

(normalized staff hours and

cost for system maintenance)

vs. rate of document

issuance and change

Number of changes may indicate an

effective system (in that the system

is being utilized) or an ineffective

system (in that valueless documents

are being approved and therefore

need constant revision)

The amount of time spent on this

function (review/approval and

administrative) and tool costs

(including support) can viewed in

relation to the amount of activity

within the system to determine

efficiency

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Management Review

and Management

responsibilityprocesses

5.6 Measured improvement from

recommendations of management

review (5.6.2.g) On-time completion of Mgmt Review

action items (5.6.2.e)

Customer satisfaction via report cards

and 8.2.1

Number of repeat occurrences of

management review action items

Employee awareness and motivation

measurements per 6.2.2.4

Manager per employee ratio

G&A ratios

Operating profit

Effectiveness of management is also

generally manifested in profit

margins (ROI for projectsundertaken at the direction of

management) and growth of the

business, although this must be

viewed in relation to the

macroeconomic conditions of the

industry.

Hiring, training andMotivation

6.2 Turnover rates Employee satisfaction surveys

Hours of training delivered

CARs with a root cause of training

Time from posting jobs tofilling

Employee qualification time

frame

Ratio of HR staffing to total

employee count

Turnover rates may indicate that theprocess was not effective in

matching personnel with their skills

or environment or may be a function

of macroeconomic conditions.

Hours of training is a standard

metric (it is commonly accepted in

some industries world class

organizations deliver 40 hours per

year, or spend an equivalent of 5%of an employees salary on training

for that employee). These may be

looked at with some skepticism as

the pure delivery of training may not

necessarily correlate to its

effectiveness

Scope and Quote 7.2 Quote win rate Quote Cycle time As part of the quotation process you

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Quoted margin vs. actual will likely encounter data for

productivity and cost (7.3.2.2). A

good effectiveness measure for this

process is to determine whether theexpected productivity/cost numbers

match the actual for jobs won.

Many clients do not impose this

metric could be an opportunity for

improvement as use of this data can

help them more accurately quote

jobs (and thus reduce their business

risk).

Product Realization

(Design, APQP andProduct Approval)(

7.1, 7.3,

8.2.3

Rate of first time approval of PPAP

and Run @ Rate Customer feedback (waivers,

deviations, CCs) related to design or

product realization process failures

Number of design and process change

requests

Processes running at expected

capability

Rate of meeting customer

timing requirements Man-hours per project

Rate of meeting interim

project milestones

Some of the measures listed here

may also be indicators of theeffectiveness of the scoping and

quoting process

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Purchasing 7.4 Trends related to from 7.4.3.2 will

show effectiveness of the selection

process Number of SCARs and number of

repeat SCARs

First time approval rate for supplier

PPAP

POs issued within lead time (or

conversely, number of expedites)

Cost attributed to supplier

materials and services

Supplier PPAP timingrequirements being met

Incoming Product

Quality Verification

Processes (Receiving

Inspection)

7.4.3.1 Reject rate from subsequent processes

for products that have passed

receiving inspection

Hold time for products in

inspection (products

awaiting inspection activity)

Number of inspectionscompleted per inspector per

a specified period of time

Efficiency metrics may tie to human

resources or the efficiency of the

inspection technique used (for

example, layout by hand vs. withCMM).

Production Processes 7.5.1/2 Internal and external PPM

OTD

Scrap rate

Operator productivity

measures (related to

productivity targets set via

7.2/7.3).

Schedule achievement from

production scheduling may be a more

applicable measure than overall

OTD.

Operator productivity usually are

normalized vs. a sales number but

may be straight rates per process, asper a time study (related to cost)

Effectiveness measures may also,

depending on calculation, be

interpreted as measures of efficiency

Preventive

Maintenance

7.5.1.4 Machine Availability

OEE

Mean time to repair

Number of PMs completed

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Processes Uptime (downtime)-planned and

unplanned

on time

Tooling Management

Processes

7.5.1.5 Line stoppages due to lack of tooling

Tooling failure/replacement rates(tool life may be an indicator of tool

design process effectiveness or

effectiveness of tooling

maintenance)

Average repair time (or turn

around time for tool repairs) Achievement of schedule for

new tooling

Production scheduling 7.5.1.6 On-Time Delivery

Incidents of premium freight

On-hand inventory levels

(materials, components and

finished goods)

Number of schedule changes

(not driven by customer

request)

Overall OTD will be affected by

other factors.

Warehousing

processes (storage and

inventory

management)

7.5.5 On-hand inventory levels

Amount of product that is obsoleted

each year

OTD

Complaints due to wrong part

number shipped

Complaints due to shipping damage

Amount of product that becomes

expired each year (shelf lifeexpiration)

Picks per operator

Calibration 7.6 Number of gages past due for

calibration

Incidents of Out-of-Tolerance gages

(and number impacting product

quality)

Gages calibrated per month

Average external cost of

gage calibration per gage

Internal Audits 8.2.2 Audits occurring on-time to schedule Cost per audit hour Cost per audit hour is a function of

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Comparison of internal audit

nonconformances to external

findings

the time it takes to complete the audit

and the auditors salary

Control of Non-conforming Product

8.3 Number of escapes Hold time for disposition ofnon-conforming product

Number of escapes would includeinstances where a product has been

identified as non-conforming but still

shipped. Had the product not been

identified as non-conforming and

shipped, this would relate to a

production or product measurement

measurement.

Continual

Improvement

8.5.1 ROI for improvement projects

undertaken

ROI for improvement

projects undertaken

Both effectiveness and efficiency

relate to ROI as ROI would include

the return from the project but alsoconsider the investment (including

capital expenditure, training and

staffing) to tackle the project.

Corrective Action 8.5.2 Number of repeat CARs

CARs completed on time

Hours per Corrective Action

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