Definition Management Process - What is a Management Process?

Helmut Jilling

Auditor / Consultant
#11
...We have 6 main processes in our process flow; Purchasing, Recieving, Packaging, Stocking, Picking, and Shipping. These are what is on the audit schedule plus a few support departments / processes thrown in.

Just learned that registrar wrote finding because we had not audited ourselves (internal audit & corrective action processes). I can't do the audit and neither can Quality Mgr.

But I now have a better handle on what a management process is. Need to digest this info.

Please remember, your defined processes must cover all the activities in your company, and all requirements in the standard. You cannot leave anything out. And, all these processes must be measured, audited and reviewed. You can't just do your primary or core processes. You must address all of them.
 
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Paul Simpson

Trusted Information Resource
#12
What is a management process?

We recently got a corrective action from a registrar for not having management processess on the audit schedule.


I need to know what departments / processes to audit as well as what to look at in my audits.

Any help will be appreciated.
When your auditor comes in I suggest you give him / her an NC. :lol:

Their job is to ensure you understand the problem before they leave. Whenever I raise anything like this I will give examples e.g. business planning, budgetting.
 
C

confused1

#13
Please remember, your defined processes must cover all the activities in your company, and all requirements in the standard. You cannot leave anything out. And, all these processes must be measured, audited and reviewed. You can't just do your primary or core processes. You must address all of them.
I agree. All our processes are either sub -processes of a main process ie: loading a truck in shipping or unloading in Recieving -also thrown in are a few support departments (thats how I get AP and processes like that. In planning an audit I tipically pick a few processes within that department. The audit schedule is by department so I enjoy a lot of discretion as to what I audit within that department. :cool:

I guess I was not too cler in that respect, but thanks for the reminder. :thanx:I need to figure out a way to make sure that it all does get audited at some point in time.
 
D
#14
In my organization, MOPs (management oriented processes) are Management Review, Human Resourses, Internal Audit, Continual Improvement and Corrective/Preventive Action processes.

They can be audited as individual process annually or audited as linkages to COP processes.

It is more effective to audit these areas as links.
Have I helped or confused you?
 
#15
I'd love to agree, but when did you see Management (really) involved in Corrective Action or Audits?
I hear you......

But when i work with companies, i try to make sure management does really get involved. i stress the most important parts of the QMS are audits, management reveiw and analysis of data. i try to have management (at all levels) get involved in all areas.....

sometimes it actually works!
 

Sidney Vianna

Post Responsibly
Staff member
Admin
#16
Their job is to ensure you understand the problem before they leave.
Playing's devil's advocate: If the oddity auditee does not let the auditor know they did not understand the finding, it is not the auditor's fault.

Auditing places responsibilities in both parties. If the receiving party of a unclear corrective action request does not let the auditor know clarification is required, it is their problem, not the auditor.
 
T

tyker

#17
When your auditor comes in I suggest you give him / her an NC. :lol:

Their job is to ensure you understand the problem before they leave.
As my first entry for the December "Pedant of the Month" competition can I ask where this requirement on an auditor is defined. A good auditor working with a good auditee will ensure mutual understanding but in my days as a superb auditor I came across some people who could not, or would not understand and, eventually, the only sane course would be to write the report and get out. There are some dreadful auditees out there (as my current third party auditor would, no doubt, agree).:rolleyes:
 
D
#18
The Plant Manager at my facility is the process owner of corrective actions.
The Plant Quality Manager (my boss) is the process owner on internal audits.
 
#19
There are some dreadful auditees out there (as my current third party auditor would, no doubt, agree).
:topic: You know we have bashed auditors on occasion here, but we also have to consider your point that there are a lot of "dreadful auditees" out there as well.
 
T

tyker

#20
And, all these processes must be measured...
This is my second entry for "Pedant of the Month".

The requirement is for processes to be monitored, they only need to be measured "where applicable" (clause 8.2.3).

I had this argument with a third party auditor recently when he wanted me to include a totally irrelevant, to me, measure in my calibration system. The system is effective and actively monitored but not measured and I considered a measure to be not applicable. He didn't agree but after some vigorous negotiation he dropped the subject. :cool:
 
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