Process Internal Audit - Requirement on Monitoring Objectives & Improvement

[tomlove]

Hi all

Working for a bottling company based in Dublin, i am in charge of carrying out internal audits on our ISO9001 and 14001.
My question is how do you make sure you cover the ISO9001 requirement on Monitoring objectives & Improvement?

This 2 processes can be included during an audit of the bottling process or material process for exemple. But they can be audited as well on their own.
In the first case, it is straightforward the auditee is the bottling manager. Who is the auditee in the second case?

I have found in our database the following checklist when covering part 8.4 (monitoring objectives/KPI's):

1. Have the current QMS objectives and Targets been reviewed for suitability by the management team?
2. What measures are in place to monitor customer satisfaction?
3. In what way is conformity to product requirements measured?
4. Demonstrate where there is evidence of a trend continual improvement within the QMS?
5. Is the performance of suppliers measured? Are results followed up?
6. Are there any exclusions from the ISO 9000:2000? Explain the reasons why?
7. How do all the different processes and external forces interact in the QMS?


My question is that when talking to a process manager, this question makes sens to me. However, if i need to regard the monitoring of objectives as a process by its own i don't know how to tackle the issue.

Can someone help me understand how to make sure i cover this point?
Thanks

Thomas

 

[chergh - 2008]

Hi all

My question is that when talking to a process manager, this question makes sens to me. However, if i need to regard the monitoring of objectives as a process by its own i don't know how to tackle the issue.

Can someone help me understand how to make sure i cover this point?
Thanks

Thomas

I would audit the overall process of monitoring of objectives as part of my management review audit. For this you would want to talk to your management representative and senior management, as a minimum.

The appropriate parts of the standards would be: 4.1.e, 5.1.c, 5.3.c, 5.4.1, 5.6.1, 5.6.2.c, 7.1.a and 8.1, I may have missed some but others will fill those in.

Hope this helps.

 

[RoxaneB]

Part of it depends on how such measurements are done within your organization. Mine, for example, has indicators at all levels from the guy who sweeps the floor to the top dog sitting in the corner. I like asking everyone about these indicators, why they exist, what's done with them, how they're understood and questions like that. This tends to tie measurements in with objectives...at least where I work.

 

[tomlove]

Thanks for both answers. I still haven't figured out how i will tackle this but i am trying hard
Bye

 

[Greg B]

Thomas,
I'll have a crack at answering this. (I hope I understand some of it)

However, if i need to regard the monitoring of objectives as a process by its own i don't know how to tackle the issue..

The easy way is NOT to do it. Audit the process and part of the process will be asking the MANAGER if he has met HIS KPIs or if he knows them - make him show you. He should be discussing them at management meetings or reviews etc. I don't audit the actual KPIs that is a business function that should be carried out on anormal basis. I audit the Management Review and ask if they have SET KPIs and so does my Registrar.

1. Have the current QMS objectives and Targets been reviewed for suitability by the management team?

Ask them during an audit of the MR meeting. Simple there is no secret or trick

2. What measures are in place to monitor customer satisfaction?

Ask the managers. Our marketing people keep simple call reports

3. In what way is conformity to product requirements measured?

Ask about the KPI, look for evidence and ask them what they do with the information. It is no good just tracking a fault, you have to act on the data.

4. Demonstrate where there is evidence of a trend continual improvement within the QMS?

When was the last time someone reviewed a Work Instruction, or put something new in a process, developed a new product? Developed a new or safer way of doing something? These are measurable improvements. It does not have to be in a chart.

5. Is the performance of suppliers measured? Are results followed up?

Well are there? Do you need to measure it? What will it prove? Does YOUR company want to check it's suppliers? We check the product they deliver against a specification. If it fails then it is returned and we look at all the NCs when contracts are reviewed. We like to keep it simple. I sometimes audit suppliers that offer us service (Transport etc)

6. Are there any exclusions from the ISO 9000:2000? Explain the reasons why?

Easy! YES! We exclude all of Clause 7 because we do not develop products

7. How do all the different processes and external forces interact in the QMS?

Do a search of the Cove and you will be amased at what you find. Make a SIMPLE flow diagram of your product/s as it/they flows thru the company. Develop it from there..
The theme is KISS
PS. Your question was confusing and I do not really know what you were after so I just tried to attack each point. They could all be posts by themselves.
Welcome to the Cove

 

[tomlove]

Hi Greg,

Thanks for the valuable help.
I will be part next week of a management review so i guess it will be a good opportunity to figure some things out
Best to you