Scheduling Internal Audits - Has ISO 9001:2000 changed how you schedule your audits?

L

Laura - 2003

#11
An assessor once suggested to me a 'themed annual audit plan' for ISO 9K2K.

That is to plan the audit around departments and audit their processes with a view to looking at the theme for that particular year's audit . Now this theme has to be one of the eight Q Man principles.

So for example, you audit a dept's processes keeping in mind continual improvement, or mutually beneficial supplier rekationships.

At the time, it sounded good, but I never got round to implementing it.

Good job too, because on thinking about it, I don't think this themed approach would work at all.

By this reckoning, it would take eight years to complete all of the QM principles.

Hmm!:bonk:
 
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M

M Greenaway

#12
My thoughts too Laura. Focussing your audits on a certain element of the standard excludes all the rest of it, and theming them on one of the eight management principles is quite bizarre in my mind.
 
A

Adam Scrase

#13
Hello All
Prior to 9001:2000 we had a very rigid schedule, blindly checking all departments across all of our sites every year. The audits were totally ISO compliance based and weren't adding any value. Since taking over the QM role and achieveing 9001:2000 I made some signficant changes, we now have three level of internal audit:

1) Compliance assessment. Each functional area (process) will be formally checked at least once during the lifetime of the certification against our procedures and processes and the ISO standard.
2) Effectiveness assessment. Each project or process will be checked as required (although in practice around every six months at the moment) for things such as, effective and efficient implementation of the processes, opportunities for continual improvement, capability of the processes, trend analysis, effective and efficient use of resources, improvement activities, or process and product performance results and expectations. This also has the effect of spot checking against the process/ISO.
3) Spot checks, requests, etc

These are scheduled to dovetail with our surveillance visits.

This are adding value and making my job as QM and auditor much easier, eg, level 2 and 3 can be done at my desk or by phone.

The audit process is a tool for improvement to sustain and improve our business and customer satisfaction, not to tell us we aren't doing x or following y from a certain document.

Any help?
Adam
 
M

M Greenaway

#14
Tell me how an 'audit for improvement' would work, and how you would determine effectiveness in your audits.
 
M

MrPhish

#15
Three Level Audits

Adam said, " This are adding value and making my job as QM and auditor much easier, eg, level 2 and 3 can be done at my desk or by phone."

Since you mentioned that you have already achieved 9001:2000 registration I assume by your statement that your registrar accepts the fact that you conduct level 2 and level 3 audits from your desk or phone? He/She does not require you to perform a so-called "normal" audit by face-to-face interview? How about schedules? Do you identify what you are going to audit before you perform the audit, or do you "just do it" and let the results guide you and follow the flow?

I have always beleived that an audit is an independant review of the process or product ... and how the info is gathered (i.e. personnel interviews, reveiwing reports, data or information) is irrelevant ... as long as the results provide meaningful information to help identify problems so they can be fixed and to identify what works well so improvements can be made. Keep it simple.

Here's another radical thought ...

How about performing what would be called "a continuous audit/review." On a whenever schedule ( i.e. as appropriate)employees are interviewed, data/information is reviewed (attending meetings etc.), ideas are discussed, measurements are taken, surveys are conducted, etc.. Notes are kept by each auditor on a running log type entry. Once every 3 or 4 months (maybe 6) each auditor reviews their own log and formats the data into a summary type report and submits it to the Management Rep. Is this method in accordance with 8.2.2? Doesn't this method perform the real purpose of an audit ... to find issues and improve the system?
 
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