Integrated Management System Audits Schedule - Advice and Example needed.

V

VivieH

#1
Hi, All,

I need help with developing an Integrated Management System Audit schedule? Does anyone have an example?

Thanks
 
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Jen Kirley

Quality and Auditing Expert
Leader
Admin
#2
Re: Integrated Management System Audits

Welcome to The Cove! :bigwave:

When you mean "integrated," are you referring to QMS, EMS and OSHAS? Do you serve automotive, health, gage calibration, aerospace, other customers?

Please give us some more information so we can be more efficient about this.
 
V

VivieH

#3
Re: Integrated Management System Audits

Welcome to The Cove! :bigwave:

When you mean "integrated," are you referring to QMS, EMS and OSHAS? Do you serve automotive, health, gage calibration, aerospace, other customers?

Please give us some more information so we can be more efficient about this.
Hi, Jennifer

Apologies, I am particularly interested in the integration of ISO 9001:2000, ISO 14001, AS 9100B etc

(I will get the hang of this soon)
 

Randy

Super Moderator
#4
Base your schedule and the audit on previous results, risk and your needs. This isn't an exact science and nobody can say you are doing it wrong.
 
V

VivieH

#5
Thank you, Randy. I am presently compiling an Integrated Management Systems Audit Schedule but during the last ISO 14001 Assessment, the Auditor obviously wanted to see specific audits scheduled against the EMS and therefore not happy with the Integrated approach.
 

Randy

Super Moderator
#6
It doesn't matter what the stinkin' auditor is happy with. And you can tell him Randy Daily said so. My clients don't have to make me happy, they need to show me evidence of conformance. Sheeeeeeeesh!

The basic question is for EMS "Are you performing effective and planned audits based on environmental importance and previous results?" What you audit along with your EMS is not his concern and it's out of his scope to officially comment on it.
 

Jen Kirley

Quality and Auditing Expert
Leader
Admin
#7
Um, I think what Randy is saying is that we shouldn't allow ourselves to twist in the wind that an auditor is blowing, or that we think he/she is blowing.

Randy's quite right about the scheduling being based on your needs and risks. Riskier and problematic areas get audited more often. When a single process is shared in more than one system, the audits are scheduled in the same time frame - like training.

Do scheduling based on your processes and not the standards' elements, requirements of which are sometimes scattered and numbered differently in various management systems. The exception to this is when a standard calls out somehow that such-an-element will be assessed at such-a-maximum-frequency. Our auditor likes to see our master schedule approximately mapped out five years in advance. We use a spreadsheet to record it.

Here's how making a schedule happens.

1. List your processes; identify their management system(s).

2. Arrange your closely related processes into families or departments.

3. Assess your processes for risk if they are not effective. Identify that.

4. Decide on the frequency of each risk type/level: 1 year, 2 years, 3 years? Like Randy said, this is up to you.

5. Start plugging in your tentative processes into month-to-month time frames. Preferably in each year you'd have at least one process being assessed in a given department. Make sure you wold not be overloading the auditor, keeping mind that many factors and data for a shared process like training would be the same, but some may be unique; so doing these 3-in-1 audits might take the time to do 1 1/2 or so single audits.

6. Review your schedule for feasability, and make changes as you think are warranted based on, for example, the processes' past performance. If there have been nonconformances in prior audits, you might decide they ought to be scheduled in the next year whereas they would otherwise skip a year.

7. Make changes and ask the process owners if the scheduled audits would interfere with projects they expect to be going on at the time. (This doesn't mean they should not be assessed if they are still busy making products/services for the customer.)

8. Make final changes and base your annual month-to-month schedule on this long-range view. You would have an integrated schedule that still serves the different standards' unique process requirements.

As Randy said, this is something that there is no one right way to perform. You could, on th other hand, make a draft and share it with the Cove, and we can give specific feedback.
 
R

RickT

#8
Wow!
What Randy and Jennifer have said is RIGHT on the mark.
Your Internal audit is for YOU not the stinkin auditor.
An effective audit asseses the effectiveness of the process(es) audited.
Look at the definition of effectiveness in ISO 9000 - Clause 3.2.14 -
"extent to which planned activities are realized and planned resuilts achieved"
 

Randy

Super Moderator
#9
I believe the audit program should be an ongoing process and not a singular event.

An audit program is a series of one or more audits, serving a defined purpose over a pre-determind period of time. There should be a schedule that provides information about the scheduling and details of each audit. The program should be planned and documented.

Each audit should be planned and documented as well covering a representative sample of the organization and the management system taking into consideration risk (environmental importance) and the results of previous audits (Greater risk and more negative result = more relevant auditing)
 

Jen Kirley

Quality and Auditing Expert
Leader
Admin
#10
Quite right about the need for a programmic approach Randy, but the means for this can be as unique as the schedule would look.

I don't show details you described in the schedule, but can readily discuss the programmic approach over the past year and the year to come. This way the audit program becomes an effectiveness assessment tool and not a tire kicking exersize.

However, I imagine we are in a minority among tire kickers. IMO, developing a programmic, philosophical approach can intellectually challenge a lot of people.
 
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