We have just come through our TS recertifiction audit with our new auditors. Our new auditors (same registrar) feel that we should be auditing all of our customers and customer specifications within each cycle. Presently we only call out to GM, Ford, DCS, & Delphi as being our customer; however our customer base includes upwards of 75 different customers with at least 20 of these having their own customer specifics. :whip: Our auditors feel we should be including them within our registration, and you and I both know there is no way they will be able to accomplish this feat unless they add a substantial number of audit days to our current requirements.

Question to all organizations shipping (tier 1 and tier 2) to multiple customers:
How is your registrar handling your customer base?
Are you naming all of your customers?
Are extra days being added to handle the increased load?

I don't know if this will help you, but a Sanctioned Interpretation (#3) available @ Rules 2nd Edition Sanctioned Interpretations (SIs) (http://www.iaob.org/content/Released%20Rules%202nd%20Edition%20SIs%20Revisions%2030%20March%202006.pdf) states that for the CB audits, CSR's should be sampled, with priority to be given to the CSR's originating from the IATF subscribing OEM members.

We have just come through our TS recertifiction audit with our new auditors. Our new auditors (same registrar) feel that we should be auditing all of our customers and customer specifications within each cycle. Presently we only call out to GM, Ford, DCS, & Delphi as being our customer; however our customer base includes upwards of 75 different customers with at least 20 of these having their own customer specifics. :whip: Our auditors feel we should be including them within our registration, and you and I both know there is no way they will be able to accomplish this feat unless they add a substantial number of audit days to our current requirements.

Question to all organizations shipping (tier 1 and tier 2) to multiple customers:
How is your registrar handling your customer base?
Are you naming all of your customers?
Are extra days being added to handle the increased load?

I knew I read this post, after our Auditor asked me that yesterday. I guess I have to go and audit all of our Customer little books that I have sitting here when we do our Internal Audits. Thank goodness it is only a few and not all of the Customers that we have.

I also would like to report, that I have made it thru my first Surveillance Audit as Management Rep. The last couple of months leading to this audit, I have been on Pins and Needles needless to say. We received 3 minor non-conformances. This are the non-conformances:

1. Top Management 5.5.1

Finding: Responsibilities and authorities are not defined and communicated within top management.
This finding stems from me not getting some data for my quality objectives for a period of time, due to absense of President.

2. Receiving 7.4.3.1
No evidence of evaluation of COC's from Supplier are found.
Our receiving Person does not review the COC's for test results and just attaches them to the PO. We just have to put something in place for her, so she can cross check the COC's to a chart of acceptance criteria.

3. Internal Audit 8.2.2

Audit program does not conform to planned arrangements.
We were behind on our Internal Audit and did not complete them all yet according to our Audit plan.

I want to thank everyone here at the cove , for their help . I am getting better at managing the QS here and have found lots of posts that have helped me in the approach of things. I should change my name to " I made it"
:thanks:

I knew I read this post, after our Auditor asked me that yesterday. I guess I have to go and audit all of our Customer little books that I have sitting here when we do our Internal Audits. Thank goodness it is only a few and not all of the Customers that we have.

I also would like to report, that I have made it thru my first Surveillance Audit as Management Rep. The last couple of months leading to this audit, I have been on Pins and Needles needless to say. We received 3 minor non-conformances. This are the non-conformances:

1. Top Management 5.5.1

Finding: Responsibilities and authorities are not defined and communicated within top management.
This finding stems from me not getting some data for my quality objectives for a period of time, due to absense of President.

2. Receiving 7.4.3.1
No evidence of evaluation of COC's from Supplier are found.
Our receiving Person does not review the COC's for test results and just attaches them to the PO. We just have to put something in place for her, so she can cross check the COC's to a chart of acceptance criteria.

3. Internal Audit 8.2.2

Audit program does not conform to planned arrangements.
We were behind on our Internal Audit and did not complete them all yet according to our Audit plan.

I want to thank everyone here at the cove , for their help . I am getting better at managing the QS here and have found lots of posts that have helped me in the approach of things. I should change my name to " I made it"
:thanks:


Item #2 - There is no requirement to evaluate C of C's, or C of A's unless you made it a requirement.

C of C's just say these parts are good stuff... have no meaningful data on them, so there is nothing to review.

C of A's have lab result data, and would be worth reviewing if you deem it so. I would not write an NC unless your performance shows an obvious performance failure in this area.

Item #3 - It is not a nonconformance to be a little late on an internal audit, unless your procedures makes it so. If you are very late, or the program was not being performed, then the effectiveness is in doubt, and could be an NC. Some customer CRS's require an annual cycle, and this could become and NC if you are so late the annual cycle is not completed.

As to auditing all the CSR's. Sidney's answer is the best info I am aware of. If external CB auditors can take 3 years to sample these, perhaps you can too. Of equal importance is to audit your process for identifying and implementing these CSR requirements. That should be audited frequently, because it is so easy to fail. That would show you where the weaks spots are.

Further to hjilling and Sidney please remember that your internal auditors must be trained to audit the CSR's