Hello all!
Before I weighed in on whether top management should be interviewed, I need to go back to the auditor. Exactly what is your scope? What is the job given to you by the client? Is it in your scope to audit sections regarding top management?
If the scope of my audit involves something involved with top management (say an ISO 9000 compliance audit), then I would think I would be interested in obtaining objective evidence that top management complies with the requirements. Otherwise, I'm going to stick with the players involved with the scope of my job.
Did I miss something in this thread, or am I way off track here?
Before I weighed in on whether top management should be interviewed, I need to go back to the auditor. Exactly what is your scope? What is the job given to you by the client? Is it in your scope to audit sections regarding top management?
If the scope of my audit involves something involved with top management (say an ISO 9000 compliance audit), then I would think I would be interested in obtaining objective evidence that top management complies with the requirements. Otherwise, I'm going to stick with the players involved with the scope of my job.
Did I miss something in this thread, or am I way off track here?
P
plastic gal
We have found that there is much to Management Commitment that can be audited by observation - are the facilities adequate - lighting - space - tools - people - etc. You can note what you observed in your audit report and then discuss your findings and see what they say!
V
Valeri
During a 3 day system audit, I audit top management on day 1, hour 1. We go over their management review records, business plans, quality objectives and resulting action items. I transfer this information to the 13 other identified processes as their goals/measurables - are they meeting their targets, is the defined process working? The rest of the 3 days are spent with the people who actually do the work.
C
chaosweary
We have a large company with many VPs and do over $2billion in revenue a year. That said, interviewing the CEO by 3rd party auditors or internal auditor has not and will never happen. However, there many VPs and they regularly review quality system metrics, but we never interview them and neither does our registrar, its pretty much how we both like it.
V
Valeri
As I said previously - you audit the people that actually do the work
V
Valeri
I resemble that remark
You know the drill:In that case forget interviewing the auditors as well
Those who can't do it, teach.
Those who can't teach, consult.
Those who can't consult, audit.
Those who can't audit, blog....
Paul Simpson
Trusted Information Resource
How does the CB audit the effectiveness of to management commitment (Clause 5) if they don't speak to top management? I'm just in the middle of a reassessment audit and had separate interviews set up for the morning of day 1 with the two joint Managing Directors to talk about their role in setting policy (5.3), objectives, targets (5.4.1) and internal communications (5.5.3).
On Friday (day 5) I have a joint session with both of them to test out some of the statements from the start of the audit and to assess the process measures actually filter their way back to them (8.2.3).
If this is not the right approach I would be happy to be shown the right one.
If this is the right aproach then why isn't everyone doing it?
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