L
I am wondering if we are talking about two separate things: commitment and competency in upper management.
The higher the level in the organization, the less competency evidence will resemble that of the people at the process level. Let's keep in mind 6.2.2 says "determine the necessary competence for personnel performing work affecting conformity to product requirements."
Commitment is reviewed in a triad of documentation, verbal inputs by auditees and what auditors physically observe. When interviewing top management, one can ask what's new since the last audit, what has been done that they are most proud of, and what they see for challenges ahead. What they say can be compared to how the rest of your auditees verbalize - you can ask them how their managers make sure they get what's needed to do a good job - and what you see when you go about the place. If these things tend to "line up" then one can say one has verified management commitment.
The higher the level in the organization, the less competency evidence will resemble that of the people at the process level. Let's keep in mind 6.2.2 says "determine the necessary competence for personnel performing work affecting conformity to product requirements."
Commitment is reviewed in a triad of documentation, verbal inputs by auditees and what auditors physically observe. When interviewing top management, one can ask what's new since the last audit, what has been done that they are most proud of, and what they see for challenges ahead. What they say can be compared to how the rest of your auditees verbalize - you can ask them how their managers make sure they get what's needed to do a good job - and what you see when you go about the place. If these things tend to "line up" then one can say one has verified management commitment.
