How to Implement Efficient Internal Audits

Z

zerodefect

#1
Eevrybody knows there is the cause8.2.2 internal audit in the standard, and supply detailed operation methods and requirements, such as the requirements of internal auditor, audit criteria, interval time, frequency, method. There is a internal audit procedure file in every company that has ISO certificate. But in my experiences, I find the internal audit become a formalism. I understand it is a advanced method. But it is not easy that implement efficient internal audit.
Dear friends! May you supply me some valued suggestions.
I would look forward your reply!:):bigwave:
 
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DannyK

Trusted Information Resource
#3
I find that using the process approach or auditing processes instead of a clause by clause audit is more efficient and effective.
Sometimes you may want to change the way you audit, by starting from the end and moving to the front.
For example, start off with a product that is ready to be shipped and trace it back through the system up until the order was received.
 
Q

Quality Priest

#4
I have just started work for a new very large company, all member of the Quality Department are graduate engineers with very little experience of the QMS System.

Any hooo I have seen very big holes in the QMS which are to be redressed - Consultant analysis of the system.

The first thing he looked at was previous internal audits (not the best I have seen but...) "First thing we should do is scrap this process auditing and get back to auditing too the standard"

So that leaves me and the Quality Manager as the Audit team, until the rest of the team are familiar with 9001.

What I am really trying to say is process audit approach all the way.
 
R

Randy Stewart

#5
Not only can internal auditing become a formality but it can become a means of attacking another department. Production vs. Shiping, Eng vs. Production, etc. etc.
The last place I worked we took it as a process review/process improvement evolution. By getting the operators, process eng., etc. involved we were able to identify road blocks and solve some issues.
By reviewing our Layered Audits and listing the problems that had been found, we we're able to focus on the improvement of the process and not just looking for deviations from the norm.
 
#6
Eevrybody knows there is the cause8.2.2 internal audit in the standard, and supply detailed operation methods and requirements, such as the requirements of internal auditor, audit criteria, interval time, frequency, method. There is a internal audit procedure file in every company that has ISO certificate. But in my experiences, I find the internal audit become a formalism. I understand it is a advanced method. But it is not easy that implement efficient internal audit.
Dear friends! May you supply me some valued suggestions.
I would look forward your reply!:):bigwave:
Agreed! The main issue, IMHO, is the lack of a robust plan which puts audits in place as a strategic problem solving tool. A schedule is often chosen which is devoid of any input from the top management, and as a result, auditors focus on satisfying some criteria which isn't affecting business performance. After that, it's all downhill.........
 

Helmut Jilling

Auditor / Consultant
#7
I have just started work for a new very large company, all member of the Quality Department are graduate engineers with very little experience of the QMS System.

Any hooo I have seen very big holes in the QMS which are to be redressed - Consultant analysis of the system.

The first thing he looked at was previous internal audits (not the best I have seen but...) "First thing we should do is scrap this process auditing and get back to auditing too the standard"

So that leaves me and the Quality Manager as the Audit team, until the rest of the team are familiar with 9001.

What I am really trying to say is process audit approach all the way.

I trust you sent that "consultant" packing! :mg:
 
Q

Quality Priest

#8
I trust you sent that "consultant" packing! :mg:
After my third week in the Job? :notme:
Looks like he has got the Quality Manager's buyin
I will have more influance over the Quality Manager after he has gone, we will see then if this is the right job for me:confused:
 

Jen Kirley

Quality and Auditing Expert
Staff member
Admin
#9
Agreed! The main issue, IMHO, is the lack of a robust plan which puts audits in place as a strategic problem solving tool. A schedule is often chosen which is devoid of any input from the top management, and as a result, auditors focus on satisfying some criteria which isn't affecting business performance. After that, it's all downhill.........
This point is one I'd like to reinforce. :agree: It's a good idea for auditors to ask managers--both the owners and customers of the audited process--if there is anything they would like to know when you go out there.

In doing this you must avoid the sense of being a guard dog (sick 'em, boy!) because input should be welcome from any reasonable direction. If there is mistrust between departments and they feel attacked, that's a different problem than audit planning and needs to be addressed too--but not yet.
 

Helmut Jilling

Auditor / Consultant
#10
After my third week in the Job? :notme:
Looks like he has got the Quality Manager's buyin
I will have more influance over the Quality Manager after he has gone, we will see then if this is the right job for me:confused:
Internal audits must be performed in a process approach. If you are doing them in an element approach, it should earn you a nonconformity in your external audits.
 
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