5. Define management indicators

Starting from the obvious principle that we can only improve what we can measure, it is important to define indicators for the management of the instrument park (one of the company's most important assets, for the record). These indicators must make sense for the company, and not be overly focused, as is often the case, on "seducing the auditor".

We frequently come across indicators such as "Number of instruments overdue for calibration", "Calibration budget", "Number of instruments declared non-compliant during verification", "Load schedule for future calibrations". These indicators are interesting, but let's agree that if calibration frequencies are arbitrary, the first and second are in fact not very significant of the reality of the need (and of the expenses incurred). If EMTs are borrowed from standards, the third is of little interest either. Indeed, an instrument...