A Guide to Auditing Top Management and the Internal Audit
Organizations must audit the processes associated with top management as part of an effective internal audit program. These processes include those relating to strategic planning, the establishment of policies and objectives, ensuring effective communication and ensuring the availability of resources.
Auditing top management is often seen as a sensitive issue but by considering each top management activity as a normal organizational process, it becomes much easier to focus on determining whether the outputs of their activities are effective.
How to Audit Top Management
By using a formal risk-based approach to internal audit planning, as required by ISO 9001, auditors have a great opportunity to engage top management in the audit process. By making top management part of the planning process and by giving them ownership of the areas to be audited, the internal audit becomes a valuable mechanism for development.
A good starting point is to copy, into the audit checklist, all requirements from the standard that say ‘top management shall’, almost every clause of section 5 starts with ‘top management shall’ and it’s the auditors job to find if top management ‘did’. The audit checklist must cover the requirements from the following sections:
5.1 Management Commitment
5.2 Customer Focus
5.3 Quality Policy
5.4.1 Quality Objectives
5.4.2 Quality Management System Planning
5.5.1 Responsibility and Authority
5.5.2 Management Representative
5.5.3 Internal Communication
5.6 Management Review
5.6.1 General
During the Internal Audit
When undertaking the internal audit of top management, the auditor should collect and corroborate evidence of top management’s commitment from within the quality management system itself. The auditor should ask how the quality manual addresses management commitment issues and ask how they are accomplished; then, the auditor must find objective evidence that proves it’s actually being done. This method applies to top management as well as the production machinist, and everyone else in the organization for that matter!
If the standard, documented procedures, policies and objectives are audit inputs, then the evidence sampled and the interview statements made by top management auditees are the audit outputs. If the input does not align with the expected output, the auditor simply states this misalignment as a non-conformance whilst providing an audit trail to the supporting evidence.
Final Reporting
Auditors should prepare the internal audit report in a manner appropriate for presentation to top management. It might be necessary to present the executive summary of the audit report directly to the top management and other interested parties within the organization. The executive summary must highlight both positive and negative findings and suggest opportunities for improvement.
Summary
The ISO 9001 internal audit checklist and gap analysis tool is ideal for organizations that require a quick and affordable approach to developing a reliable framework for their own internal audit process.
Download a free internal audit checklist example courtesy of ISO 9001 Checklist:
http://www.iso-9001-checklist.co.uk/internal-audit-examples.htm
Richard Keen ACQI, 18th November 2010
Monday, 22 November 2010
Friday, 12 November 2010
Getting the most out of the Document Control Procedure
Getting the most out of the Document Control Procedure
The ISO 9001:2008 quality management standard requires the implementation of six mandatory procedures. One of these mandatory procedures is the document control procedure (4.2.3) and the other is the record control procedure (4.2.4). The first step in implementing these procedures requires an understanding of the difference between the words `document’ and `record’, as well as the standard’s intent behind their application.
Defining Documents
ISO 9000:2005 Fundamentals and Vocabulary defines a document as being information, such as specifications or procedures and its supporting medium e.g. paper or electronic. The implication is that documents change and naturally evolve as new data replenishes existing data and it is this evolution and distribution that the document control procedure must effectively manage. Remember; information is an organizational asset.
The document control procedure must state how the following requirements are to be realised:
- How documents are approved for suitability prior to use
- How documents are reviewed and updated
- How to identify the correct versions of documents
- How the correct versions of documents will be accessed
- How legibility is ensured
- How external documents are controlled and distributed
- How to prevent unintended use
Defining Records
A record, on the other hand is static as its primary purpose is to capture historical information which does not undergo change. Records capture the results of activities performed in support of the quality management system; including, among others, the outputs from the product realisation process, measurement analysis and improvement processes. They should be considered as a primary source of evidence that proves whether an activity was undertaken in accordance the necessary requirements.
The record control procedure must define the controls needed to:
- Identify and access records
- How records are stored and for how long
- How records are protected in order remain legible
- How records are retrieved for use
- How records should be disposed of
The Document Control Procedure and the Certification Process
Having understood the difference between records and documents, the next important point to keep in mind is the importance of the document control procedure and its relationship to the ISO 9001 certification process. To understand the relationship and the need for a document control procedure, it is important to remember that the last step in the ISO 9001 certification process is the certification body audit. So, what is audited? Obviously, it is the records and documents themselves that are audited. Hence organizations which have made the effort to preserve records and to manage documents will have already taken some vital steps in their certification journey.
Summary
When going for ISO 9001 certification, it is important that the document control procedure ensures that all documents are compliant with Clause 4.2. This function should be an integral part of the quality management system.
Download a free document control procedure example here: http://www.iso-9001-checklist.co.uk/documentation-management-examples.htm
Richard Keen ACQI, 12th November 2010
The ISO 9001:2008 quality management standard requires the implementation of six mandatory procedures. One of these mandatory procedures is the document control procedure (4.2.3) and the other is the record control procedure (4.2.4). The first step in implementing these procedures requires an understanding of the difference between the words `document’ and `record’, as well as the standard’s intent behind their application.
Defining Documents
ISO 9000:2005 Fundamentals and Vocabulary defines a document as being information, such as specifications or procedures and its supporting medium e.g. paper or electronic. The implication is that documents change and naturally evolve as new data replenishes existing data and it is this evolution and distribution that the document control procedure must effectively manage. Remember; information is an organizational asset.
The document control procedure must state how the following requirements are to be realised:
- How documents are approved for suitability prior to use
- How documents are reviewed and updated
- How to identify the correct versions of documents
- How the correct versions of documents will be accessed
- How legibility is ensured
- How external documents are controlled and distributed
- How to prevent unintended use
Defining Records
A record, on the other hand is static as its primary purpose is to capture historical information which does not undergo change. Records capture the results of activities performed in support of the quality management system; including, among others, the outputs from the product realisation process, measurement analysis and improvement processes. They should be considered as a primary source of evidence that proves whether an activity was undertaken in accordance the necessary requirements.
The record control procedure must define the controls needed to:
- Identify and access records
- How records are stored and for how long
- How records are protected in order remain legible
- How records are retrieved for use
- How records should be disposed of
The Document Control Procedure and the Certification Process
Having understood the difference between records and documents, the next important point to keep in mind is the importance of the document control procedure and its relationship to the ISO 9001 certification process. To understand the relationship and the need for a document control procedure, it is important to remember that the last step in the ISO 9001 certification process is the certification body audit. So, what is audited? Obviously, it is the records and documents themselves that are audited. Hence organizations which have made the effort to preserve records and to manage documents will have already taken some vital steps in their certification journey.
Summary
When going for ISO 9001 certification, it is important that the document control procedure ensures that all documents are compliant with Clause 4.2. This function should be an integral part of the quality management system.
Download a free document control procedure example here: http://www.iso-9001-checklist.co.uk/documentation-management-examples.htm
Richard Keen ACQI, 12th November 2010
Wednesday, 10 November 2010
ISO 9001 Training
ISO 9001 Training
ISO 9001 is a quality management standard which is often implemented by organizations as a means to differentiate themselves from the competition and to carve a larger niche for themselves as quality discerning companies. As a standard which immediately elevates organizational positioning, most organizations seek ISO 9001 certification. But what is revealing, is the fact that while in 2010, certifications hit the one million mark, the percentage increase in ISO 9001 registrations annually is still in single digit numbers, i.e., 8% increase in new registrations compared with 3% increase in 2008 indicates the fact that many organizations are not ready to seek certification (Source: www.iso.org).
Barriers to Certification
What stops these organizations from seeking certification is debatable, but one good guess is the `fear of the unknown’. Anything to do with quality certification, immediately spells processes. Organisations fear non-compliance and the effort required to become compliant. Those organisations which decide to go for certification generally entrust the job to external consultants.
Reliable ISO 9001 Training
Having been in this business for more than eight years, ISO 9001 Checklist believes that any organisation can go for certification and all that is required is the belief that this can be achieved without resorting to costly consultants. Once the organization is convinced that it would like to go for certification, then a simple ISO 9001 training program is all that is required to understand the nuances behind the certification process.
About ISO 9001 Checklist’s ISO 9001 Training Program
The ISO 9001 training program is based on the simple PDCA cycle principle, P- Plan, D- Do, C- Check and A- Act. Planning the quality requirements to produce outputs which will align to ISO 9001 certification is the first stage of the training. With a plan in place, performing day-to-day activities becomes really simple and the training helps to draw up the processes and checkpoints required for certification. The training’s third step involves checking the results and this is the fun part as you actually get to see the results of your work. The last stage is to improve, and act upon those areas which require work.
Therefore, the ISO 9001 training program instead of being a `stand-alone’ set of dictatorial rules is created to align itself to individual organizations. This makes it easy for organizations to identify the necessary steps and processes. More importantly the ISO 9001 training program helps organizations to realise the value of implementing these quality processes, as day-to-day activities become well defined, meaningful and well thought out.
The Effectiveness of Training
It is certain that every element of standard has its own inherent training requirements. The ISO 9001 training requirements should be designed to meet continual improvement in the quality of the end product. The standard emphasizes that employee training and should make them skillful and knowledgeable in performing their roles. Thus, the training modules should be targeted such that all processes meet product specifications and be in accordance with ISO 9001 requirements.
Summary
ISO 9001 Checklist has grown from a project started in 2002 by ISO Auditors and Quality Manager Trainers to freely share their knowledge and experience with the ISO community online. The free ISO 9001 training section is an essential resource for any organization aiming to achieve ISO 9001:2008 accreditation through PDCA.
To learn more about free online ISO 9001 training please visit ISO 9001 Checklist:
http://www.iso-9001-checklist.co.uk/iso-9001-training.htm.
Richard Keen ACQI, 10th November 2010
ISO 9001 is a quality management standard which is often implemented by organizations as a means to differentiate themselves from the competition and to carve a larger niche for themselves as quality discerning companies. As a standard which immediately elevates organizational positioning, most organizations seek ISO 9001 certification. But what is revealing, is the fact that while in 2010, certifications hit the one million mark, the percentage increase in ISO 9001 registrations annually is still in single digit numbers, i.e., 8% increase in new registrations compared with 3% increase in 2008 indicates the fact that many organizations are not ready to seek certification (Source: www.iso.org).
Barriers to Certification
What stops these organizations from seeking certification is debatable, but one good guess is the `fear of the unknown’. Anything to do with quality certification, immediately spells processes. Organisations fear non-compliance and the effort required to become compliant. Those organisations which decide to go for certification generally entrust the job to external consultants.
Reliable ISO 9001 Training
Having been in this business for more than eight years, ISO 9001 Checklist believes that any organisation can go for certification and all that is required is the belief that this can be achieved without resorting to costly consultants. Once the organization is convinced that it would like to go for certification, then a simple ISO 9001 training program is all that is required to understand the nuances behind the certification process.
About ISO 9001 Checklist’s ISO 9001 Training Program
The ISO 9001 training program is based on the simple PDCA cycle principle, P- Plan, D- Do, C- Check and A- Act. Planning the quality requirements to produce outputs which will align to ISO 9001 certification is the first stage of the training. With a plan in place, performing day-to-day activities becomes really simple and the training helps to draw up the processes and checkpoints required for certification. The training’s third step involves checking the results and this is the fun part as you actually get to see the results of your work. The last stage is to improve, and act upon those areas which require work.
Therefore, the ISO 9001 training program instead of being a `stand-alone’ set of dictatorial rules is created to align itself to individual organizations. This makes it easy for organizations to identify the necessary steps and processes. More importantly the ISO 9001 training program helps organizations to realise the value of implementing these quality processes, as day-to-day activities become well defined, meaningful and well thought out.
The Effectiveness of Training
It is certain that every element of standard has its own inherent training requirements. The ISO 9001 training requirements should be designed to meet continual improvement in the quality of the end product. The standard emphasizes that employee training and should make them skillful and knowledgeable in performing their roles. Thus, the training modules should be targeted such that all processes meet product specifications and be in accordance with ISO 9001 requirements.
Summary
ISO 9001 Checklist has grown from a project started in 2002 by ISO Auditors and Quality Manager Trainers to freely share their knowledge and experience with the ISO community online. The free ISO 9001 training section is an essential resource for any organization aiming to achieve ISO 9001:2008 accreditation through PDCA.
To learn more about free online ISO 9001 training please visit ISO 9001 Checklist:
http://www.iso-9001-checklist.co.uk/iso-9001-training.htm.
Richard Keen ACQI, 10th November 2010
Monday, 8 November 2010
ISO 9001 and the Quality Manual Template
ISO 9001 and the Quality Manual Template
Clause 4.2.2 of ISO 9001:2008 specifies the minimum content of the quality manual but it does not specify the format and structure. This is a decision that must be made by each organization during the planning and implementation phase and will often depend on the organization’s size, culture and industry. A quality manual template can help by providing a fundamental framework for documenting how an organization meets the requirements of ISO 9001. Without a template, the development of the quality manual can easily lose focus and direction.
Advantages of Using a Quality Manual Template
Many organizations find the task of implementing ISO 9001:2008 difficult as they simply don’t understand where to begin. A quality manual template can make it easy for any organization to prepare a compliant quality manual whilst offering the following advantages:
- Fully editable and customisable
- Viable alternative to using consultants
- Cost effective solution to implementation
- Saves manpower and resources
- Reduce overall development time
Components of the Quality Manual
ISO 9001:2008 provides guidelines of how organizations should endeavour to meet customer requirements and achieve satisfaction by maintaining a consistent quality practice. ISO 9001 has many requirements that, when taken together, provide assurance that a system's output will meet customer requirements. Based on these fundamental requirements, the quality manual template must address, among others, the following:
- How the quality system interacts with business processes
- What the documentation requirements are
- How management responsibility is manifested and communicated
- What the organization’s quality policy is and how it is deployed
- What the organization’s quality objectives are and how they reflect the quality policy
- How resources are managed
- How management reviews are undertaken
- How product realization leads to customer satisfaction
- How product and service provision is planned
- How the organization collects and analyses data
- How non-conformances are addressed
- How corrective and preventive actions are instigated
- How continual improvement is implemented
There is no requirement that changes to the quality manual be reviewed during management reviews but they do need to be reviewed and approved by the relevant personnel specified in your document control procedure.
Summary
Overall, ensure the quality manual template is able to describe how your organization delivers a conforming product or service to your customers. The standard requires it, and the credibility of your ISO 9001 registration demands it. Remember, the output of your quality management system is what matters to your customers!
Please download a free quality manual template example here:
http://www.iso-9001-checklist.co.uk/quality-manual-examples.htm.
Richard Keen ACQI, 8th November 2010
Clause 4.2.2 of ISO 9001:2008 specifies the minimum content of the quality manual but it does not specify the format and structure. This is a decision that must be made by each organization during the planning and implementation phase and will often depend on the organization’s size, culture and industry. A quality manual template can help by providing a fundamental framework for documenting how an organization meets the requirements of ISO 9001. Without a template, the development of the quality manual can easily lose focus and direction.
Advantages of Using a Quality Manual Template
Many organizations find the task of implementing ISO 9001:2008 difficult as they simply don’t understand where to begin. A quality manual template can make it easy for any organization to prepare a compliant quality manual whilst offering the following advantages:
- Fully editable and customisable
- Viable alternative to using consultants
- Cost effective solution to implementation
- Saves manpower and resources
- Reduce overall development time
Components of the Quality Manual
ISO 9001:2008 provides guidelines of how organizations should endeavour to meet customer requirements and achieve satisfaction by maintaining a consistent quality practice. ISO 9001 has many requirements that, when taken together, provide assurance that a system's output will meet customer requirements. Based on these fundamental requirements, the quality manual template must address, among others, the following:
- How the quality system interacts with business processes
- What the documentation requirements are
- How management responsibility is manifested and communicated
- What the organization’s quality policy is and how it is deployed
- What the organization’s quality objectives are and how they reflect the quality policy
- How resources are managed
- How management reviews are undertaken
- How product realization leads to customer satisfaction
- How product and service provision is planned
- How the organization collects and analyses data
- How non-conformances are addressed
- How corrective and preventive actions are instigated
- How continual improvement is implemented
There is no requirement that changes to the quality manual be reviewed during management reviews but they do need to be reviewed and approved by the relevant personnel specified in your document control procedure.
Summary
Overall, ensure the quality manual template is able to describe how your organization delivers a conforming product or service to your customers. The standard requires it, and the credibility of your ISO 9001 registration demands it. Remember, the output of your quality management system is what matters to your customers!
Please download a free quality manual template example here:
http://www.iso-9001-checklist.co.uk/quality-manual-examples.htm.
Richard Keen ACQI, 8th November 2010
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