In Reply to Parent Post by rgc1433
Hi Ms. Roxan,
Thanks for your response, I have no idea what to do on the Internal Audit for Quality IMS... I was just browsing the previous Internal Audit of the companies how it was done but it makes me STUPID to read all the MANUAL, PROCEDURES and STANDARD so i can get some ideas but it really seems it will not work for me to understand all. We have to conduct Internal Audit in the Office twice a year and External would be yearly. I need some samples, ideas or link how to conduct an Internal Audit in each Department.
Thanks a lot...
Okay, first things first, please do not feel stupid! When I first started the process of trying to integrate our various systems, I was overwhelmed and confused - feelings that you are probably experiencing, as well. It's completely understandable.
Is there a matrix available to you that shows how the various systems are integrated in your organization? When I integrated our systems (ISO 9001, ISO 14001, OHSAS 18001, ISRS (also safety), Sarbanes-Oxley, and our own business requirements), I created a matrix that showed the structure of our integrated Business Management System. This matrix had Plan-Do-Check-Act along one axis and each clause from each standard along the other axis. From there, I worked with the various experts for each standard to determine how the requirements aligned. There were some cases where clauses belonged to multiple aspects of PDCA.
For example - Internal Audits. There is strong overlap between the standards in this area. Internal Audits fell under the "Check" portion of our integrated system.
Another example - Corrective Action. Again, strong overlap between the standards in this area. We created one common tool to be used for Corrective Action that could be used no matter what type of discrepancy was identified. A financial issue, a safety concern, an environment nonconformance, a quality problem...all could use our Corrective Action system.
Rather than audit a DEPARTMENT
, we audited PROCESSES
. However, the audit was conducted within a department. To accomplish this, we developed another matrix showing Processes along one axis and departments along the other. We showed if there was a strong application of the process within the department.
To provide an example, when we audited the department of Shipping/Warehouse, we would audit their conformance to their own procedures as well as the requirements of the following processes:
- Document Control
- Identification and Traceability
- Corrective Action
- Operational Control
- Data Analysis
- ...and so on...
What we ended up with was a "systems audit" of the Shipping Department. We were able to determine the overall health of the Shipping Department through the lens of the integrated management system. This style of audit also tested the inputs (and outputs) from the Shipping Department and if there were issues in those areas impacting the Shipping process.
If your focus is soley on Quality, I'm not sure how your organization integrates the management system. Or are you focusing only on those requirements that are purely Quality?
Again, I ask if there is a person or department responsible for the actual integration of the management system and all the requirements. Can they provide some support for you?