Joseph Rehall / Professional experience
KPIs & standard operating procedures
People need to know what to do and how it’s working.
I’ve written SOPs, defined KPIs, and developed systems as part of building departments and improving operations. I treat procedures and performance measures as parts of the same job: making the work clear enough to carry out and the result clear enough to assess.
Start with the work the team is responsible for
When I built the warranty and supplier warranty cost recovery departments at Nikola Motors, I wrote dealer SOPs and defined compliance KPIs alongside supplier quality procedures. At Cruise, I established claim submission and adjudication workflows within GM’s Global Warranty Management System. Those responsibilities connected the operating standards with how people carried out the work.
I bring that connection into process improvement. Before writing a procedure or choosing a metric, I want to understand the task, the people involved, and the result they need. A document or dashboard is useful when it helps someone do that job.
Write a procedure someone can follow
I start with a real example and follow it through the process. I look at the information coming in, the decisions someone makes, the handoffs, and the points where the usual path stops working. Those details show what the procedure needs to explain.
My field audit experience included training auditors on the processes behind Nissan work through AiM. That gives me a practical reason to care about clarity. The person carrying out a review needs to understand the criteria and what to do when the records leave a question unanswered.
Choose a measure that answers a useful question
I want to know what a team will do with a KPI before deciding how to calculate it. A measure might help identify a delay, show where a requirement is being missed, or focus a closer review. Its purpose should be clear to the people using it.
I also work through the definition and the source information. People need to know what is included, what is excluded, and how missing information affects the result. If two people read the same measure differently, the definition needs more attention.
Keep the procedure, measure, and system connected
An SOP describes how the work should happen. A KPI helps examine part of the result. I use the evidence to decide whether the process needs a change, whether the measure is answering the right question, or whether the team needs better information.
My software development experience helps when the difficulty is in collecting records, repeating checks, or assembling reports. I can work on the application as well as the procedure. I still start with the process, because automating an unclear rule leaves the underlying question unresolved.
Process improvement and quality
My approach to investigation, corrective action, and checking what changed.
Software and workflow automation
How I connect information, rules, and reporting around a task.