Every company collects vast amounts of data, but not all of them manage to turn it into decisions.
The Quality Indicators make it possible to measure Process performance and verify whether business objectives have been achieved. Among these, KPIs (Key Performance Indicators) are the most relevant, as they help monitor the aspects that most affect quality, efficiency and business results. When used correctly, they turn data and information into informed decisions, supporting continuous improvement and reducing the Cost of Non-Quality.
Correctly using Quality Indicators means turning data into a genuine governance tool for the organization. KPIs make it possible to monitor performance at different levels: strategic KPIs measure the company's overall results, while operational KPIs make it possible to control the efficiency of individual departments. Continuous measurement supports faster decisions and a greater ability to step in before a problem produces significant effects.
As John R. Hauser, professor at the MIT Sloan School of Management, and Gerald M. Katz, an expert in corporate innovation, observed in their celebrated paper "Metrics: You Are What You Measure!" (1998), the choice of metrics directly influences people's decisions and actions. In other words, measuring the right indicators means steering the entire organization toward its desired goals and continuous improvement.
The ISO 9001 standard promotes a risk-based approach, and in this context Quality Indicators take on an even more strategic role. Constantly monitoring KPIs such as the defect rate, delivery times, customer satisfaction or the number of Nonconformities makes it possible to identify critical situations and plan Corrective Actions before a problem turns into a crisis. At the same time, these indicators make it possible to identify areas of excellence on which to build new improvement opportunities.
It is also important to balance lagging indicators (Lagging Indicators), which describe results already achieved, with leading indicators (Leading Indicators), capable of anticipating possible future issues.
The Lagging Indicators make it possible to assess performance already achieved, for example through the Nonconformity rate, the number of complaints or the Cost of Non-Quality. These are, however, "after-the-fact" indicators: by the time they reveal a problem, it has already occurred.
The Leading Indicators, on the other hand, take a preventive approach. In quality control, they can be represented, for example, by the percentage of correctly calibrated measuring instruments, by the number of audits completed on schedule, by the percentage of qualified suppliers or by the frequency of Process checks. A decline in these indicators can signal increased risk even before it turns into production defects or customer complaints.
Quality Indicators are one of the most effective tools for turning data and measurements into informed decisions. Defining KPIs that are consistent with business objectives means improving Process control, reducing the Cost of Non-Quality and fostering continuous improvement. Achieving this, however, requires the ability to collect, analyze and interpret data in a timely manner. A QMS software solution such as Quarta EVO makes it possible to centralize information from Quality Processes, monitor Quality Indicators through constantly updated dashboards, and quickly identify trends, issues and improvement opportunities. In this way, KPIs become a tool for guiding decisions and supporting continuous improvement. Blulink develops Quarta EVO to support companies on their Quality Digitalization journey, and is part of Impresoft, the group that accelerates enterprise digital transformation through four specialized competence centers.