Process Audit Elements for Service Industry please

[baby12]

Hi all,

help me when i want to develop a process audit checklist for a service industry like airlines what elements can i include becuase i have five departments with their managers remember one department is an inputs to another department for that department to realise their output and we also have departmental operational manuals.

which road must i take.

baby12

[qusys]

In Reply to Parent Post by baby12

Hi all,

help me when i want to develop a process audit checklist for a service industry like airlines what elements can i include becuase i have five departments with their managers remember one department is an inputs to another department for that department to realise their output and we also have departmental operational manuals.

which road must i take.

baby12

Hi baby12.
Are you assessing vs ISO 9001 standard?
Is it an internal audit?
Pls, give more details.

[baby12]

In Reply to Parent Post by qusys

Hi baby12.
Are you assessing vs ISO 9001 standard?
Is it an internal audit?
Pls, give more details.

Since i have completed a certificate in ISO 9001 I have realised that there is gap between process and service that is why i want to do a process audit becuase we are only concerned about regulatory compliance forgeting process which make the service being our output possible and when i assess is not based on ISO 9001 but other regulatory requiremnts, is an internal audit

[qusys]

In Reply to Parent Post by baby12

Since i have completed a certificate in ISO 9001 I have realised that there is gap between process and service that is why i want to do a process audit becuase we are only concerned about regulatory compliance forgeting process which make the service being our output possible and when i assess is not based on ISO 9001 but other regulatory requiremnts, is an internal audit

You should audit all the clauses of ISO 9001 in order to assure that QMS is effective.
Prepare a detailed internal audit programme including all the process under the scope, establishing the criteria.

As a tool to audit, use a turtle diagram so that we can clearly undestand the input, output, linked processes, procedures, tools, methods, measurement , resources of the process you have scheduled to audit.
Given that it is an internal audit, work side by side with process owner of the processes you have to audit. Internal audit is beneficial to improve and not a witches hunting.
Plan well the audit with your team as well as with the Quality Mgmt representative.

[John Broomfield]

In Reply to Parent Post by baby12

Hi all,

help me when i want to develop a process audit checklist for a service industry like airlines what elements can i include becuase i have five departments with their managers remember one department is an inputs to another department for that department to realise their output and we also have departmental operational manuals.

which road must i take.

baby12

baby12,

From what you say it seems that your management system is not yet process-based.

As you observe two or more departments work on the processes essential for the success of your customers.

Determine these processes per clause 4.1 and audit the processes against their procedures (documented and undocumented) and the relevant clauses in the standard.

Do not audit these processes instead of (or before!) the crew and supervisors are routinely monitoring their processes per 8.2.3.

Eventually you will cover every clause as you audit your process-based management system for its effectiveness in helping people to determine and meet objectives and other requirements.

Schedule your process audits according to their importance and according to their newness and according to the problems they cause. Obviously you would audit a well -established capable process less frequently than one that has just been changed or is associated with customer complaints.

John

[baby12]

In Reply to Parent Post by qusys

You should audit all the clauses of ISO 9001 in order to assure that QMS is effective.
Prepare a detailed internal audit programme including all the process under the scope, establishing the criteria.

As a tool to audit, use a turtle diagram so that we can clearly undestand the input, output, linked processes, procedures, tools, methods, measurement , resources of the process you have scheduled to audit.
Given that it is an internal audit, work side by side with process owner of the processes you have to audit. Internal audit is beneficial to improve and not a witches hunting.
Plan well the audit with your team as well as with the Quality Mgmt representative.

Domestic Receive - It make it possibel for Export to realise its end product if there is any cargo that must connect. Make sure that cargo is delivered on time to customer.

Internaional Receive - It make it possible for Export to realise ist end product if there is any cargo that must connect. Make sure that cargo is delivered on time to customer.

Special Service/TRM - Make sure that cargo that must connect both Export and Domestic Forward are transfered on time.

Domestic Forward - Prepare cargo for final destination

International Forward - Prepare cargo for final destination

So if maybe domestic receive/international receive fail to execute their activities accordingly it automitically affect those cargo that are booked for onward flights.

If cargo always miss connecting flights it means there is a shortfall it can be through resources like manpower,equipment, or maybe the method of working per that department is not supprting the realisation of product .

[baby12]

In Reply to Parent Post by John Broomfield

baby12,

From what you say it seems that your management system is not yet process-based.

As you observe two or more departments work on the processes essential for the success of your customers.

Determine these processes per clause 4.1 and audit the processes against their procedures (documented and undocumented) and the relevant clauses in the standard.

Do not audit these processes instead of (or before!) the crew and supervisors are routinely monitoring their processes per 8.2.3.

Eventually you will cover every clause as you audit your process-based management system for its effectiveness in helping people to determine and meet objectives and other requirements.

Schedule your process audits according to their importance and according to their newness and according to the problems they cause. Obviously you would audit a well -established capable process less frequently than one that has just been changed or is associated with customer complaints.

John

Remember our system is not ISO 9001 certified since i completed my certificate in QMS 9001 i have realise that we are more on compliance than process not saying complying is wrong bcse still there are regulatory requirements need to be met but
just complying is not doing us good when coming to realising our product being service rendering.

[qusys]

In Reply to Parent Post by baby12

Remember our system is not ISO 9001 certified since i completed my certificate in QMS 9001 i have realise that we are more on compliance than process not saying complying is wrong bcse still there are regulatory requirements need to be met but
just complying is not doing us good when coming to realising our product being service rendering.

From what you said, I could think that you are still conducting a gap assessment on 9001...
Pls, give us more details, what the project is. It is not so clear what you are doing, at least to me...