Continuous Improvement from Audit Results

[Jim Howe]

My current task is performing internal audits of our Core Management departments (Purchasing, Engineering, Manufacturing, etc.) and as we complete each audit we usually have corrective actions that correct either the QA Manual or the Procedures that are applicable to each dept and/or operation. I would like to go further into contiuous improvement from these results. Any suggestions?
Jim

 

[The Taz!]

My current task is performing internal audits of our Core Management departments (Purchasing, Engineering, Manufacturing, etc.) and as we complete each audit we usually have corrective actions that correct either the QA Manual or the Procedures that are applicable to each dept and/or operation. I would like to go further into contiuous improvement from these results. Any suggestions?
Jim

I have a question first. . . QS? TS? ISO? not that it really makes too much of a difference. . .

You could, as an input to Management Review, set that as a line item to look at the rest of the business, and do some brain storming to see why the changes needed to be made. . .what did you miss the first (or second) time around when the procedures were developed. . use that as a spring board to get management involved at looking at other areas of the business. Could start a "Lessons Learned" reference. Maybe some new training requirements.

Usually when you do formal problem solving (CAR, 8D, etc.) you find PROCESS and SYSTEMIC breakdowns. Use the audits as your eyes and ears to identify opportunities for improvement. . . JMHO

 

[mitsu11]

The only way I have found to do that is to retrain your internal auditors. Typical internal auditor training only covers the requirements of your QMS, which is essentially the same check that your assessment auditor does. What good is that? You need to kick your internal auditors up to the next level, empower them to see improvements in the company. From a personal perspective, I try to settle into my audits in a low-key, friendly manner - conversational. "Why do you do it that way? Would <this> make things easier? How would you make your job better?" In addition to the loan of a new set of eyes, I have found that often the employee being audited can use the auditor as a means to get the idea going.

By the way, the first time around, I would only audit to requirements. There is no sense in confusing things by straying form the baseline until you know where you stand.

 

[WALLACE]

An ideal opportunity

Jim,
This is an ideal opportunity for you and your colleagues to start off the way you wish to progress and improve.
Have a look at the jpeg attachment. I compiled this attachment and used it with great success regarding, infusing the process approach to a fledgling audit system.
Wallace.

 

[WALLACE]

Further attachment that may be of use

I have packaged the attachment as a zip file that has to be installed.
The attachment is a compilation of auditing jpeg visuals relating to process and system.
The visuals have been used very successfully to date.
If you have any problems reading the zip, PM me and I'll send it to whoever wants it.
Wallace.

 

[Greg B]

The only way I have found to do that is to retrain your internal auditors. Typical internal auditor training only covers the requirements of your QMS, which is essentially the same check that your assessment auditor does. What good is that? You need to kick your internal auditors up to the next level, empower them to see improvements in the company. From a personal perspective, I try to settle into my audits in a low-key, friendly manner - conversational. "Why do you do it that way? Would <this> make things easier? How would you make your job better?" In addition to the loan of a new set of eyes, I have found that often the employee being audited can use the auditor as a means to get the idea going.

By the way, the first time around, I would only audit to requirements. There is no sense in confusing things by straying form the baseline until you know where you stand.

Mitsu11,
Welcome to the cove. This is an excellent first post and I think you are right on the money with your approach. The auditors need to audit the process not the standard. A Company can meet the standard BUT still make rubbish. You want auditors to identify the GAPS in your system. For example:

• What can we improve?
• How can we reduce or eliminate waste?
• Where are our Bottlenecks?
• What are the deficiencies? (Training, Ability, Skills, Engineering)
• Is a certain process necessary? Can it be combined? (See Wallace's posts)

Greg B

 

[Claes Gefvenberg]

Mitsu11,
Welcome to the cove. This is an excellent first post and I think you are right on the money with your approach.

I'll second that... We are on the same track.

Here's what I say about internal audits on our intranet (Quick and dirty translation):

Internal audits are carried our acc. to our audit plan, in order to find things we can do better, and to verify that our BMS is compliant to ISO 9001 & 14001. They are a tool for improving our operation and thereby also making our jobs more secure.

/Claes

 

[Jim Howe]

I have a question first. . . QS? TS? ISO? not that it really makes too much of a difference. . .

You could, as an input to Management Review, set that as a line item to look at the rest of the business, and do some brain storming to see why the changes needed to be made. . .what did you miss the first (or second) time around when the procedures were developed. . use that as a spring board to get management involved at looking at other areas of the business. Could start a "Lessons Learned" reference. Maybe some new training requirements.

Usually when you do formal problem solving (CAR, 8D, etc.) you find PROCESS and SYSTEMIC breakdowns. Use the audits as your eyes and ears to identify opportunities for improvement. . . JMHO

Taz,
Thanks for the response. We are just beginning our QMS. Our goal is ISO but we are not there yet. Typically we are hearing responses like "The procedure looked good until we seen the questions, now were having second thoughts". I would like to think that even revisions of procedures count towards continuous improvement. Its kind of amazing to think that we went through the original phase of gathering inputs from dept heads and employees, wrote the procedures, conducted training sessions and reviews, revised based on inputs from the reviews, and everyone was happy until we asked the first questions in an audit. With Exec approval this first round of audits was approached as a learning tool. We obviously have a long way to go and I didn't want to pass on the CI thing.
Thanks
Jim

 

[The Taz!]

I misunderstood your original post. . . I "Assumed" you were already certified and looking for ways to improve through your audit process. . . OOPS!

As the gang has stated above, you have a golden opportunity here. . . and you have come to the right place!

Welcome to the Cove!

 

[Jim Howe]

The only way I have found to do that is to retrain your internal auditors. Typical internal auditor training only covers the requirements of your QMS, which is essentially the same check that your assessment auditor does. What good is that? You need to kick your internal auditors up to the next level, empower them to see improvements in the company. From a personal perspective, I try to settle into my audits in a low-key, friendly manner - conversational. "Why do you do it that way? Would <this> make things easier? How would you make your job better?" In addition to the loan of a new set of eyes, I have found that often the employee being audited can use the auditor as a means to get the idea going.

By the way, the first time around, I would only audit to requirements. There is no sense in confusing things by straying form the baseline until you know where you stand.

mitsu11,
Thanks, we are doing just that! this is our first time around and it is strictly to the requirements which all department heads signed off on as well as the executive committee (our version of the management review team). Perhaps I can bring some of your ideas into play as we proceed or maybe when we audit the other plants.
Jim