David Mullins said:
These questions might be OK for QA managers, but I’d bet many terms you’ve used wouldn’t be understood by most Exec’s in an immature (but certified) organisation.
Isn't that the point? I mean these Executives are responsible for communication and commitment and resource provision. If they do not understand the terms, is that not indicative of a larger problem?
Then again, as Auditors, we need to have the ability to rephrase the questions so that the person we are talking with understands what we are asking. We also need to understand the Organization and the environment/culture/vocabulary before we go in. These questions are generic - I'm sure you can use substitute different words.
David Mullins said:
1. How do you contribute to achieving your organization's objectives?
Do they know where the organisation’s objectives can be found?
IMO, I would find it much more beneficial to the system's effectiveness if the Executives understood how they contribute to the achievement of objectives than their ability to find the objectives. Some people just aren't computer-saavy...so I get phone calls asking me how to find things. That's okay to me...as long as that same person can tell me their role in meeting the objectives.
David Mullins said:
2. What happens if your product, materials or supplies are nonconforming?
Answers I’ve heard:
What’s nonconforming.
Or,
I’m a sales rep / consultant / supervisor / etc, I don’t make a product.
As an auditor, explain what nonconforming is or explain that their service is their product. People get nervous under audit or, worse yet, throw up obstacles to make your audit horrific. Personally, I think that a good auditor is aware of these kinds of situations/tricks and is able to work through this.
David Mullins said:
3. How do you access product requirements?
How do you know what your customer wants to keep him happy?
(Equality isn’t pertinent here, as women are never happy)
Ignoring the equality comment - assuming that was a joke - your question is valid.
David Mullins said:
4. How are problems prevented?
I’d go for a more simple version, like, Have you had any problems that have had to be fixed, and \did they try to stop the problem happening again?
Craig's question focuses on preventive action and your's focuses on corrective. I feel that the Craig's earlier question on nonconforming product will result in a response leading into corrective action.
David Mullins said:
5. How do you use data on customer perceptions?
How do you know what your customer thinks of you / your product?
DATA? Isn’t he in Star Trek?
Good "first step" question on finding how the Customer's perceptions are ascertained. Follow it up with how the data is used.
David Mullins said:
6. How are customer complaints handled?
Do customers ever complain, and if so, what do you do about it?
True...maybe the organization being audited has no customer complaints and as 7.2.3 falls under the 1.2 Application rules, I guess an organization can exclude complaints from their system. Your "two step" question equals Craig's "one step"...both are valid.
David Mullins said:
7. How does top management review the organization's performance?
This is a natural follow-on question from question 1.
Only if the question was directed to members of top management. If it was directed to someone on the floor, I'd ask Q7 like "How do you find out how the company is performing" or something along those lines.
David Mullins said:
8. What evidence can you provide of continual improvement?
I’d be tempted to include SUSTAINED continual improvement – or even, how do you ensure gains from improvements aren’t lost over time? This determines if the QMS is really a functional part of the organisation.
Wouldn't the evidence support the sustained gains? Maybe because I'm thinking of my own system here, but we show history on our improvement projects...the sustaining is documented, the CI is documented, the progress is documented.
David Mullins said:
9. How are training needs determined?
I really don’t like the structure of this question, and I’ve heard it used many times. Mind you, I can’t improve on it as a one-liner.
I pick a position within the company and ask, "How is it determined what a XXX needs to be trained on?" Followed with "Once trained, how is XXX's competency determined?"
David Mullins said:
10. What's the most important thing about your job?
What the ….? Sounds like a good way to start a fight. You’re not there to decide if they’re important, just on compliance sound management practice
Personally, I like the question. It's a broad, all-encompassing question that can open so many doors! They may talk about adhereing to training or documentation or following operational controls. They may talk about ensuring product quality, meeting requirements, dealing with Customers, handling Suppliers. The question didn't imply, IMO, that the auditor was determining if the individual was important...far from it....it's such an "un-audit-like" question and gives the individual a chance to toot their own horn. Many of our people take pride in their work and being given this opportunity to talk about why they're important, their role in the system, is often quite welcome.