Motivation for IQA (Internal Quality Audit) Auditors

[sandman23]

Hello guys, i just want to hear some advice from you on how do you motivate your internal auditors?

usually internal auditors comes from different department and doing this IQA job is just an additional task for them. i am thinking of giving them something (not monetary) that will uplift their morale and maintain the enthusiasm in doing the IQA activity.

 

[achorste]

Re: Motivation for IQA auditors

I haven't got a solution, but I also would be very interesting in seeing any suggections along this line.

 

[AndyN]

Hello guys, i just want to hear some advice from you on how do you motivate your internal auditors?

usually internal auditors comes from different department and doing this IQA job is just an additional task for them. i am thinking of giving them something (not monetary) that will uplift their morale and maintain the enthusiasm in doing the IQA activity.

This is a symptom. You have to find the reason for them not wanting to do audits. In some way, selecting people 'from a different department' is to blame. You don't need to do this. What you are suggesting will not, in the long term, help.

Please tell us more about how you select, train and assign auditors. Plus what audit planning are they involved in, e.g creating checklists etc.

 

[qusys]

In our organization internal auditors are under Quality System Management organization.
They are also involved in several projects to improve internal Quality culture ( for example Six sigma, internal training on quality etc...) in addition to implement quality internal audit plan.
They are also engaged in auditing suppliers together with procurement organization as well as technical expert and help to manage customer audits.
there is also an integration with environment and safety group to support EMS/OHSAS internal audit.
As a suggestion, I would propose to create a group and specialising them vs quality, not only on audit.

 

[db]

In some way, selecting people 'from a different department' is to blame. You don't need to do this. What you are suggesting will not, in the long term, help.

I would argue that point, Andy. Selecting auditors from various departments could increase the objectivity of audits and ensure auditor do not audit their own work. It also could help in making the QMS a BMS and not have the QMS "Quality's thing", but the company's thing. The key, is.... how you select your auditors. Quite often folks are picked for two reasons..... 1) they have time available 2) they are seen as "detail oriented" (read nit pickers). Both are the wrong reasons to select auditors.

As far a motivation. The auditors (and their supervisors) must view their auditing participation as important and valuable to the company. Second, in many cases, the auditors are actually demotivated because their performance is hampered by the time spent auditing and they are measured against folks who are not auditors.

Auditing is often seen more as a chore (like doing dishes by hand).

 

[AndyN]

I would argue that point, Andy. Selecting auditors from various departments could increase the objectivity of audits and ensure auditor do not audit their own work.

Not if they are unfamiliar with the process(es) and function of the department they are auditing. Often, auditors feel at a distinct disadvantage 'trying to talk' with people about their jobs etc when the auditor is not sure on terminology, significance of what they're being told etc. We see that here all the time!

I'd 'argue' that such thinking is 'old fashioned'. What's needed is competent auditors who know enough about the process to be able to establish if it's working or not and proper audit management assigning those competent auditors to audit tasks they can accomplish, effectively and efficiently!

 

[db]

Perhaps the difference, Andy is that I work almost exclusively with small companies. There we typically don't see the problems with cross-departmental auditors because most folks work all departments. There are basically two departments.... production and top management.

But even in larger companies.... how do you propose to get your auditors? If I work in the calibration lab, are you expecting me to audit calibration? Or the same for production. Yes, you have to have competence, but you also have to have objectivity. And I cannot audit things I am responsible for.

 

[DannyK]

It is hard to find motivated internal auditors. Most people would rather go to the dentist than perform internal audits on their colleagues.

Usually new personnel are more motivated since they have an opportunity to learn more about the company by performing the audits.

 

[TamTom]

Hey,

I know this problem in my former company they first had also a lot of auditors to have the idea of quality spread and be able to audit all areas, but after a few years these auditors get unmotivated, cause as described before they didn't get the time for auditing by their supervisors, so we switched to "professional auditors", and I think that the better idea.

These auditors can prepare the questionnaire etc., if they need help with the process there is still the chance to assign a co-auditor ( best be a internal customer of the audit area). So I have the knowledge of the standards as well as the processes. This only leaves the problem how to audit the "quality department itself", herfore one more independend auditor is needed.

But back to the Qustion how to motivate them, if you want to stick to your system, the auditors must get the time and the feeling that the auditing is worth it, good could be to let them audit thier supplier, here they know the weakpoints and can hopefully really improve things. (For this the requirements of ISO 19011 - softskills of auditors must be fulfilled, to come back how auditors are selected)

TamTom

 

[JQuality]

One of the most important ways that I help ensure that my internal auditors are motivated is during the selection process. I place a sign-up sheet, send company-wide emails and make announcements in company meetings that I am looking for internal auditors. Then I interview all of the candidates and select the most capable. It's a lot harder for people to get de-motivated when they are volunteers. Also, I always emphasize how important the internal auditing function is to the company and I always allow the internal auditors to do their own preparation. This really helps them stay engaged in the process. I also make sure that the amount of time designated for each audit isn’t too disruptive to their normal job. I schedule frequent audit that only take 2-3 hours to complete each. It really seems to help.