Wow........
it seems to me that you've got more on your plate than an audit schedule can help with. I'd suggest that your management team need to be rallied to see how they can get back in control of the growth in a planned, systematic manner. Since training etc has not been effectively implemented, then it appears that one process (the demand for people to support new products) isn't linked to the hiring/training processes, or something similar. Actually, my feelings are that your management review is less than effective as a way to look at what's coming down the road and prepare the quality system to control it. Furthermore, a combination of a lack of process ownership, process interaction and quality planning should be closely re-worked, because they don't look like they're working to me
Is there someway you can quantify the risk (potential or realized) to the business in terms of internal costs or external customer satisfaction. You could be protecting the customer from problems, but 'killing ourselves' internally, with high scrap, rework, reprocessing etc.
'JJ' - I'd recommend focusing less on an audit schedule (which is important to you and should be given some effort, we'll help here) and more on getting to what's keeping your management team from sleeping well. If at all possible see if they can collectively diagnose, without finger pointing, which processes are not supporting the overall goal of (controlled) growth. If they can see for themselves, your job could then to be orchestrating actions and then, follow on with an audit to check on the health of the revised process
Let me know what else we can do for you 'JJ'.
Andy