Please give us an example of what you are calling a 'framework'.
And how does an auditor 'put a slant on things'? Again, an example would be nice.
And how does an auditor 'put a slant on things'? Again, an example would be nice.
Have they got access to the procedure?
Is it at the correct version?
Have there been any significant changes since the last audit?
Are there any outstanding issues from the last audit?
Are there any new staff in the area being audited?
Is there any applicable legislation in the area - has it changed?
What are the objectives for the area?
Are there any significant N/C's or complaints related to the area?
As for the 'slant', I think internal auditors in particular, will have different perspectives on an area depending on where they sit in the organisation. If the auditor works in an area which is 'upstream' of the area being audited, they will probably have a different view than if they are 'downstream', or not directly involved at all. I believe this shapes the way an auditor acts.
If purchasing was being audited and I work for the raw materials stores, I suspect I would have different questions than if I worked for sales or design.

Certainly it is not what I recommended my new boss do - he is new in Quality and auditing, and is so far much more comfortable with the prepared checklists but is certainly able to excavate (he loves the term) when he catches a whiff of something.