Think process, process, process. Not department. Customers don't give a hoot which functional area does something or is responsible for whatever. They care about the results and having requirements met. Think process.
Think process, process, process. Not department. Customers don't give a hoot which functional area does something or is responsible for whatever. They care about the results and having requirements met. Think process.
Yes, Of course we can identify the activities of account deptt. as a process and define its inputs and outputs.
Based on the outputs process performance indicators are defined and we can definately audit the trends of indicators.
Yes, Of course we can identify the activities of account deptt. as a process and define its inputs and outputs.
Based on the outputs process performance indicators are defined and we can definately audit the trends of indicators.
Yes, Of course we can identify the activities of account deptt. as a process and define its inputs and outputs.
Based on the outputs process performance indicators are defined and we can definately audit the trends of indicators.
Hmisra, this is going back to a department vs a process approach. You don't first start with a dept, and then ask: 'what processes can I find?' That's putting the cart before the horse.
In your company accounting Department involve in ISO9001:2008 or not?
Activity i.e. IQA, Management Review etc. Finance and accounting should involve or not?
Any good transparent management styled company can include the accounting department in ISO 9001 QMS. As the QMS is a process based approach, the accounting process does have an involvement in many activities viz, Purchasing, customer interface, Resources and infrastructure maintenance to name a few. How the accounting department functions is always based on good acounting practices and seperate audits take care of this, however from the process approach aspect, it makes sound sense to wrap accounting department in the QMS ...... but not many do it for >>> see my first line.....
We have used to include "Accounts payable" as part of the QMS, but not necessarely to be audited, since we think that paying to the suppliers on time has a major effect on mutual supplier's relationship . I wounder if that is necessary or we can skip it out?
I should have mentioned we (the Plant I work at) is manufacturing (float glass). We look at the process but accounting is not a direct player in the physical product and the customer.
I dont have the postings in front of me to pull the quote but someone mentioned that invoice errors are often due to wrong input by sales (for their business). This is typically our issue also. Inside Sales gets involved in many process audits at our plant since they are the most central department to our entire process.
Personally, I wish we could force the Outside Sales group into the audit process also. They tend to seperate themselves from our plant (except when they want something) although they get paid by us and our dedicated to our facility. Anyone out there have thoughts on this? How much do YOU/YOUR COMPANY make the O/S Sales part of an internal audit process and the whole ISO requirement?
Everyone in the company should be somehow involved in the quality management system. How else can you assure that the quality system will be understood and supported? I prefer to introduce second- and third-party auditors to all officers and managers so the auditors get a complete perspective of the company and its organization; charts and diagrams go only so far.
Improvement projects to reduce cost are relative to the accounting department. In fact, their work helps us to identify areas for improvement that will result in the best return on resources invested.
We include all officers and managers in management review meetings, regardless of the level of involvement in the QMS. That helps keep everyone informed about the company and it's improvement projects. Improvement projects must be "process improvement" projects and virtually all involve more than one department. If you think "departmental improvements" then you limit severely the scope of improvements.
The inclusion of Human Resources is a no-brainer. ISO 6.2 is named after it!
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. I wounder if that is necessary or we can skip it out?