A move away from auditing to ISO and TS standard elements into auditing processes enables quality departments to rethink the audit function to add a greater contribution to our strategic goals. The traditional compliance auditing function can create a sense of quality as police work that can create a schism between the quality group and the organization it serves.

Moving from that model to systems performance auditing can help raise the bar from having quality management something we do into an element driving robust everyday management. This paper discusses tools and methods for getting it done.

A move away from auditing to ISO and TS standard elements into auditing processes enables quality departments to rethink the audit function to add a greater contribution to our strategic goals. The traditional compliance auditing function can create a sense of quality as police work that can create a schism between the quality group and the organization it serves.

Moving from that model to systems performance auditing can help raise the bar from having quality management something we do into an element driving robust everyday management. This paper discusses tools and methods for getting it done.

Which paper Jennifer (nothing is attached)? If it is one that you wrote, I can't wait to read it.

Which paper Jennifer (nothing is attached)? If it is one that you wrote, I can't wait to read it.

Never mind Jennifer, it just appeared.

It is there coury take a look.;) Nice document Jennifer.

It is there coury take a look.;) Nice document Jennifer.

I got it.

Excellent document. Customers appreciate value added audits. I have seen some audits being performed with the SWOT analysis.

Excellent, Jennifer.

Assessments that go beyond compliance and dare to challenge effectiveness and (when appropriately) efficiency are in order. In the Aviation, Space & Defense Sector, the new AS9101 standard (to be used as a support document in AS9100/9110/9120 audits) is a clear attempt to drive this new mind set.
:agree1:

And, yes, we will have to fight those "auditossauruses" who have been brainwashed into believing that audits are just a snapshot in time, conformance-only, no interpretations allowed, etc...To them, a value-added audit is when there is enough variety of donuts to chose from.:tg:

Thank you for these kind responses. Pontificating about audits is easy, but giving the kind of advice people actually value is harder. I care what you all think.

Good article, Jennifer.

And, yes, we will have to fight those "auditossauruses" who have been brainwashed into believing that audits are just a snapshot in time, conformance-only, no interpretations allowed, etc...To them, a value-added audit is when there is enough variety of donuts to chose from.:tg:

Yes, indeedy.

Thanks for the paper, Jennifer. It has some good information in it. :)

I'm curious why the checklist is process-based, but the tracking spreadsheet is department-based. Could you please explain? Thanks.

:applause::)I got it.

Excellent interetation