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--> Gary Larson (The Far side) has returned. <--
Can the Plant Manager be our ISO Representative and an Internal Auditor?
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L
hi,
there's no problem for the Plant Manager to be also the 'representative for Quality' and do internal audits. In fact, I think it's a benefit having someone with auditing (and therefore systems) experience at such high level position. The only thing to make sure is that he doesn't audit his own process.
Lil
there's no problem for the Plant Manager to be also the 'representative for Quality' and do internal audits. In fact, I think it's a benefit having someone with auditing (and therefore systems) experience at such high level position. The only thing to make sure is that he doesn't audit his own process.
Lil
Sure, if he's competent (as an auditor, that is). You might want to be careful about "bias", as in he sees what actually happens but can't see it's NOT the way HE wants it to happen - that's a common failing when management audit. They can't accept the practice isn't the way they believed things were done. Oh, and as long as he doesn't audit his "own work", you should be fine.
L
I'm afraid I'd disagree with you on this one Andy. 
The manager should definitely 'audit' his area, especially if he's just been added to the team.
What I mean by 'not auditing his own work' is making sure the internal auditor in the area is impartial and can take all the evidence with a fresh pair of eyes. Internal audit-wise, I'd prefer this new manager audits Purchasing, for example
The manager should definitely 'audit' his area, especially if he's just been added to the team.
What I mean by 'not auditing his own work' is making sure the internal auditor in the area is impartial and can take all the evidence with a fresh pair of eyes. Internal audit-wise, I'd prefer this new manager audits Purchasing, for example
I'm afraid I'd disagree with you on this one Andy.
The manager should definitely 'audit' his area, especially if he's just been added to the team.
What I mean by 'not auditing his own work' is making sure the internal auditor in the area is impartial and can take all the evidence with a fresh pair of eyes. Internal audit-wise, I'd prefer this new manager audits Purchasing, for example
The manager should definitely 'audit' his area, especially if he's just been added to the team.
What I mean by 'not auditing his own work' is making sure the internal auditor in the area is impartial and can take all the evidence with a fresh pair of eyes. Internal audit-wise, I'd prefer this new manager audits Purchasing, for example
Being "impartial" is a competency trait, not a title! Auditing another process does'nt make them any more "impartial" - in fact, if you have the wrong person doing the audit (especially new), they might actually beat up Purchasing for the supplier problems! A "fresh pair of eyes" is also a competency trait. Don't confuse being "new" and being objective and impartial, either. I think you are confusing the issues.
Nope and who gives a flying fig for what a CB auditor *thinks*. Production is a responsibility, so unless he's out there on the line making stuff (and even then he can audit another operation), it doesn't count - seriously. It's not semantics, it's "practical" and in there for small businesses to be able to comply.
Any CB auditor who made a deal of that should be shown the door...
Any CB auditor who made a deal of that should be shown the door...
The production manager can be an auditor, and can be the mgt rep...and can be plant manager too.... BUT, I would probably flag if the production manager "audited" Production, and would say he is not independent...least wise in a small plant.
To be clear, the Production Mgr should be "auditing" and managing his own dept. and process everyday! But the internal audit should be done by someone who is independent of that process.
To be clear, the Production Mgr should be "auditing" and managing his own dept. and process everyday! But the internal audit should be done by someone who is independent of that process.
