Can the Process Approach be used to audit Management Commitment and how?

[caitriona]

Hi,
My answer would be yes! You can see from the Management responsibilitity the approach and strategy to maintaining an effective quality management system through
Training
Resources (Time and Money)
Preventative measures
Effective corrective actions.

It is the responsibility of the Management Team to ensure that the commitment to Quality is driven throughout the organisation starting with the General Manager (or CEO). In order to audit this look at the Mgt Meetings and see if it correlates with what the functional and area review presentations are stating and if the review and aportionment of resources is being provided to maintain an effective system.
Hope this helps.

 

[madannc]

Just to build upon what has already been said

Mgt Commitment I do not believe is an auditable process, however Mgt Review can be, the audit of this area will give a feel for Mgt commitment.

In terms of process approach I use the attached diagram to assist in planning the audit, it is nothing new and I am sure many covers here have seen it before


cheers Nigel

 

[Caster]

The Requirements (Company - policy, objectives etc., Customer, Regulatory etc.)
The Process (Inputs, Activities, Outputs, Controls)
The Performance (Metrics, Results etc)
The Actions (Corrective, Preventive and Improvement, depending on results).....

I like this process definition - could be used for those people who can't stand turtles.

Just needs a snappy name, all I can come up with is Process RAPP?

Or better yet Lean Six Sigma PRAPP.

 

[qualityboi]

I like this process definition - could be used for those people who can't stand turtles.

Just needs a snappy name, all I can come up with is Process RAPP?

Or better yet Lean Six Sigma PRAPP.

A snappy name...Plan Do Check Act? Sorry I couldn't resist!

 

[Desara01]

howste that was a great answer - you made my day! And I totally agree. Must keep a sense of humor in this line of work...

 

[Alexander Keith]

Well Thank you Everyone. I appreciate the time and effort you put into answering the concerns of a NEWBIE.

We hear alot about micro processes, macro processes, individual processes, a network of processes (system!). But we don't hear much about procedures anymore. That seems to be passe with respect to auditing. Nertheless; do any of you know of any large companies that operate without documented procedures?

I'm going to work on developing a process approach of my own close to the methodology that this poster posted:

Process Name
Process Owners
Top Level Control Procedures
Sub-process Procedures
Key Personnel
Inputs to Process
Summary of Process Steps
Output from the Process
Next Step in the Process
Documents and Records Reviewed By the Auditor.

I think I'll be more comfortable focusing my process approach around the applicable procedures and instructions... documented, that is.

A few weeks ago I returned a brand name VCR/DVD combo unit back to a brand name store. I couldn't believe that this unit was not functioning straight out of the box. As the clerk was filling in the paperwork I looked behind her under the counter in the return section and I saw two other same brand units that had been returned. Many years ago we had a TV made by this brand name company that lasted 25 years. Now things don't even function straight out of the box. So; from an auditor's perspective, using a process approach and linking all the inputs and outputs to ISO 9001, what do you think?

Sincerely,

Alexander Keith

 

[Paul Simpson]

No it can't.

One of the by products of a true process audit - i.e. one that looks at how well the organization's processes are aligned with what the customer wants and how well they are delivering what the customer wants is that you will have a feel for how committed the management team are to quality.

 

[JaneB]

we don't hear much about procedures anymore. That seems to be passe with respect to auditing. Nertheless; do any of you know of any large companies that operate without documented procedures?

I don't think procedures are 'passe' in audit. It's a change in emphasis, embracing a bigger picture (the process) rather than solely focussing on procedures. I always look at the documentation that exists when auditing, or if it doesn't, consider whether it needs to.

The methodology you've chosen looks as though it will work for you (presumably you're in a large company).

The bit that didn't make sense was the 'next step in process'. Do you perhaps mean something like 'related processes (if any)' or 'next process (if any)'?

 

[Desara01]

I'm not sure what Randy is talking about here -- Randy can you please clarify?

 

[Jen Kirley]

Interesting discussion, and good thread.

I would have been one to say "No" because Management Commitment is usually thought of as an attitude, but these thoughtful remarks have caused me to reconsider.

If it's the beginning point of decision making - determining what to do because it's right for the customer - and

...if it requires resources (usually does) and planning to make it come true;

...if it is made apparent through procedures to make it work out, and

...if it is verified through a recognizable test ("Are my customers happy with my decisions?") then it does appear to have the elements of a process.

I hope this helps!