What's the point of auditing?

C

curryassassin

#1
I've got to give a presentation on preparing for audits, and I want to know what is the point of auditing? I know we have a quality system that is certified, the services we provide seem to satisfy customers as we continue to expand the business, so our system must be working as we achieve results, so why do it if only to satisfy a requirement in a standard?
(tongue firmly in cheek, I am fishing for help).
 
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C

Craig H.

#2
2 reasons I am sure that there are many more).

To make sure what we say our system is actually happens. Its possible that the workers have found a better way that they have kept to themselves.

To make sure that we aren't causing our customers problems that they aren't telling us about.
 

Stijloor

Staff member
Super Moderator
#3
I've got to give a presentation on preparing for audits, and I want to know what is the point of auditing? I know we have a quality system that is certified, the services we provide seem to satisfy customers as we continue to expand the business, so our system must be working as we achieve results, so why do it if only to satisfy a requirement in a standard?
(tongue firmly in cheek, I am fishing for help).
Using the tagline:

"How to add value to the audit process."

This is what I encourage my audit students to do and report.....
  • Nonconformities, linked with corrective actions.
  • Observations/Concerns, not necessarily violations of requirements, but should be looked at.
  • Risks (potential nonconformities), linked with preventive action (can add the most value, but ignored in most audits).
I am going to catch some flak for this, but this is what I believe, and this is what I teach and practice.

I hope that this may inspire you to make a case for a good audit process that can indeed add value.

Stijloor.
 
C

curryassassin

#4
This is what I encourage my audit students to do and report.....
  • Nonconformities, linked with corrective actions.
  • Observations/Concerns, not necessarily violations of requirements, but should be looked at.
  • Risks (potential nonconformities), linked with preventive action (can add the most value, but ignored in most audits).
I am going to catch some flak for this, but this is what I believe, and this is what I teach and practice.
So developing your teachings then, if I do the audit and all I find are good practices then I am not adding value, correct?
 

Randy

Super Moderator
#5
Just refer to the Standard itself for the answer....I'll use ISO 9001:2000, 8.2.2 as an example....

The organization shall conduct internal audits at planned intervals to
determine whether the quality management system

a) conforms to the planned arrangements (see 7.1), to the requirements of this International Standard and to the quality management system requirements established by the organization, and

b) is effectively implemented and maintained.


The bold type says it all...."effectively... maintained" isn't a one time and then you're done thing. "Effectively maintained" has to be ongoing and continual and the audit is performed to verify that.

I have seen more than one "system" fall apart because the organization said "Well we did it and now we can rest". The system winds up not being "maintained". If the organization had just used their audit program as required..."to verify that the system is effectively maintained" things would have been a whole lot better for them....

I made a post awhile back about how an organization not maintaining their system devalued the net worth of the whole company by Million$ and resulted in a "realignment" of "high level" personnel....(they were asked to hit the bricks).

Do me a favor.....Don't do your audits and tell everyone here what happens as a result.

If you are looking upon your audits as a chore or a drudgery then you most likely are using them incorrectly and not as a value added activity.
 
C

curryassassin

#6
Thanks guys. Very useful info. I am just looking for some extra ammo to help motivate the troops towards auditing as a useful improvement tool.
 

Stijloor

Staff member
Super Moderator
#7
This is what I encourage my audit students to do and report.....
  • Nonconformities, linked with corrective actions.
  • Observations/Concerns, not necessarily violations of requirements, but should be looked at.
  • Risks (potential nonconformities), linked with preventive action (can add the most value, but ignored in most audits).
I am going to catch some flak for this, but this is what I believe, and this is what I teach and practice.
So developing your teachings then, if I do the audit and all I find are good practices then I am not adding value, correct?
Well, that's not exactly what I was saying...maybe I did not express myself as clear as I should. If you audit, and you find nothing but good practices, and you report this, that could be very encouraging and motivating for the folks in these processes. Difficult to put a $$ value on it, but it could...

Stijloor.
 

Jen Kirley

Quality and Auditing Expert
Staff member
Admin
#8
In addition to what Randy (and others) said, a well run auditing process can help to connect the dots of what is happening among various processes. This means validating what is working well, and highlighting the systemic (things happening in more than one process) opportunities for improvement.
 
#10
Hello Curry Buddy!

Jennifer has it in essence. Validation by an 'independent' body.

Management know if their processes are working - it's what they get measured on to keep their jobs, in most cases. What they don't know is whether their people are following any system. If they are, then they can work on improvements, if not then management need to find out what's happening to capture it (documentation) for institutionalization.

Conversely, if process isn't performing, we need to find out why - did they follow the process, didn't they follow the process? hence corrective action.

The forum for a review of performance vs process? Management Review, of course!

This has been my mantra for the past 15 years of teaching internal auditors.
 
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