Daily activities of a Newbie ISO Management Rep/Lead Auditor

K

KPursell

#1
Hello All,

I recently had the chance to be "promoted" to my companies ISO Coordinator or in other words management rep/lead auditor. I couldn't pass up the opportunity, but now am severely overwhelmed !

I made the dive into the icy waters of the quality pool 3 weeks ago. In that time I did attend a ISO 9001 lead auditor training class via Kelmac Group in Chicago. As far as I know I passed, although yet to receive an official certificate. My instructor informed me via text message I appeared to have passed.

I did not have much knowledge of ISO prior to this, other than the basic training my predecessor provided to the company, which was next to nothing. This site is EXTREMELY helpful, although that's about how I spend my 8 hours a day here, reading and learning. Which is fine, until the big boss shows up looking to see what I have been doing!

I'm at a small mom n pop shop that makes custom keyboards, will remain nameless until someone needs to know, about 35 people here, 20 in production 15 in the office. We have been ISO 9001:2008 registered for 3 years now.

Last week we had our annual six month surveillance audit, passed with no major or minors, a few OFI's. I essentially was an observer or guide, my QC manager took over for this audit as I am new to the quality department. I did answer everything a okay that I was asked by our registar.

Long story short - On a daily basis I'm not sure where to begin !! Our history of internal audits and mgmt reviews is enough to keep the registar happy, but it isn't really much to show off. I also help out in quality/incoming inspection so there is constantly small fires to put out in production.

I guess I'm looking for help on where to get started on a day-to-basis, as I cannot get much help here at work. Sorry if I'm posting in the wrong place, as mentioned I'm a newbie.

THANKS !!
 
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Jen Kirley

Quality and Auditing Expert
Staff member
Admin
#2
Re: ISO Mgmt Rep/Lead Auditor newbie

Welcome to the Cove!

These are promising beginnings. From here I would keep track of nonformances and schedules using tools that I am guessing you have in place, since the auditor should have asked about them.

As for the rest, from day to day I would keep track of what's going on with the key process indicators, and if there are weak spots in things like root cause analysis I would attend to them with coaching and two-way communication with process owners to understand if there is anything to improve upon.
 
K

KPursell

#3
Re: ISO Mgmt Rep/Lead Auditor newbie

Thank you very much for the quick response, and good information as well ! Provides me with a basis to get started on.
 
S

silentrunning

#4
In addition to what Jennifer said, I would go over all the past audits. Both Internal and 3rd party. This may give you a heads up on weak areas so you can prevent something minor from turning out to be serious. Good luck and congratulations.
 
K

KPursell

#5
One of the OFI's from our recent 6 month surveillance audit was "Make sure the formulas for KPI's are documented" Perhaps someone can shed some light on that..I'm just getting familiar with KPI's to begin with. For example we (quality dept) show the registar an On-Time shipping report, for customer orders that left the buidling on time. Also, incoming purchase orders have an 'on-time' report our ERP/MRP system can run...So the registar wants documented "calculations" ?? i.e. $$ from orders divided by scrap from production = scrap report ** I'm sure that isn't the actual formula, but just for example..
 
I

isoalchemist

#6
My guess is your registar was getting mixed answers on what your KPI's really mean.
Does On-time mean shipment date out the door or delivery date to the customer?
Is your scrap percentage based on dollar value of the part or just parts?

By ask documenting the calculations you ensure everyone is on the same page and that two different departments are reporting the numbers the same way and not getting creativer in a way that looks best for them. I once had a scheduling department claiming Manufacturing was constantly 10 days late on orders, when the actual time in manufacturing was 1.5 days. It turned out scheduling was releasing orders that could not be filled due to shortages so they could say they were releasing orders on-time.Manufacturing was counting from when all the parts were actually given to them.

Always define how you are counting and get everyone to agree to how its counted, it makes life much easier (or at least less argumentative after the first round).
 

Jen Kirley

Quality and Auditing Expert
Staff member
Admin
#7
Isoalchemist gave a better response to the KPI question than I was ready to give. :applause:

But to be clear, there is NO requirement to implement an OFI; when I give one I stress that the following auditor (myself or whomever) is supposed to look for evidence that the OFI has been considered. I would sooner sprout wings and fly than say in an OFI "Make sure you" because that sounds too close to a nonconformance.

So, clearly enough if you are measuring process effectiveness based on on-time shipments you could choose your method, affirm it does not conflict with other KPIs, and be ready to show how the numbers were arrived at. If I were making a dashboard (collection of KPIs) using a database program like Excel, I would be ready to show the formulas in the cells. But there is no, none, zero, zippo requirement to have that information in a controlled document. If an auditor persists I'd ask him/her to show me the "shall."
:2cents:
 
M

MGMTREP

#8
I concur with the direction others have detailed and would add that a root cause analysis of the "...small fires in production" and corrective action may provide a practical way to acheive meaningful improvement.
 
K

KPursell

#9
on-time shipping is based on product going out the door..scrap rate is X amount of sales from jobs shipped (small private company, only top management has access to sales dollars) divided by total cost of scrapped material. Scrap $ / sales $ report is done on a monthly interval, or so it appears my predecessor was doing it that way..So to improve on my OFI from the registar where he wants KPI formulas documented, these equations for reports need to be 100% set in stone with all department heads and management ?? From what I was told by the Logistics manager, these reports (scrap, on-time shipping) are what has been shown in previous MRM's and surveillance audits. Please be advised I am a newbie as in my earlier posts, my apologies for silly questions/comments. Again thanks to all and to the cove.
 
K

KPursell

#10
Thanks much to all...I didn't think the standard requires a 2+2=4 formula in a controlled document. Maybe a much better thought just to be sure everyone is on the same page with how we actually come up with data in the report, and have a formula for reference only available. I just wanted to show that I took note to his observations, but keep thinking the wrong way as in "I shall" work to fix OFI's. If this were really serious, would have been a minor/major n/c which it is not.
 
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