[Haz]

A lot of organisations miss a major trick with the audit programme and feel it is a tick in the box exercise, how wrong they are. I will talk about the actual auditors in another thread in order to keep the subject matter clear.

The programme needs to be devised based around the actual activities of the business, it should not be to just meet the intent of the standard.

If you are a manufacturing with design department, you should not be auditing them as a department once a year. I have seen a lot of programmes that are devised at the beginning of the year at issue 1 and come the end of the year they are still issue 1, it's always a good insight to an organisations approach to the actual management system if that is the case.

All supplier audits should check for this and challenge the quality manager.

Past history has to be investigated, if you have issues with calibration and it has been identified before, increase the frequency, if you have had not issues with a specific process in purchasing then relax the frequency, use the resourses where they will be effective.

There is a number of activities that should result in the audit programme being reviewed and adjusted, please see the following;

a) Internal audit results.

b) 3rd part audit results

c) Customer audits

d) Customer Complaints, this can include quality, delivery etc.

e) Late introduction of a new product.

f) High internal scrap.

g) Major breakdown of a machine

The list can go on and on.

So to start off, can any members list some areas that they feel they should monitor which would result in the programme being adjusted.

[lizbeth]

In addition to the activities you've listed, I would include:
nonconforming calibration results
training issues
performance metrics
employee turnover-downsizing
material review activities
excessive procedure and process changes
drawing revisions
changes in leadership
poor safety record

[Lakota]

Originally Posted by lizbeth

In addition to the activities you've listed, I would include:
nonconforming calibration results
training issues
performance metrics
employee turnover-downsizing
material review activities
excessive procedure and process changes
drawing revisions
changes in leadership
poor safety record

lizbeth,

Good to see you are assisting Haz with this discussion and making yourself an active participant. Sometimes we never know how the knowledge we share can impact the lives of others in a very positive manner. Just wanted to say thanks for the postings -- and for growing this discussion.

Blessings,
Lakota

[Haz]

Originally Posted by lizbeth

In addition to the activities you've listed, I would include:
nonconforming calibration results
training issues
performance metrics
employee turnover-downsizing
material review activities
excessive procedure and process changes
drawing revisions
changes in leadership
poor safety record

So based on this list and the one i wrote, i would say any audit prgramme that is devised at the beginning of the year and is the same at the end is not a live document and any audit of it would justify a NCR.

Thoughts.

[Greenbelt]

one more thing that u can include is work environment

[Haz]

Originally Posted by Greenbelt

one more thing that u can include is work environment

Greenbelt,
Would be grateful if you could expand on why the prgramme would be increased due to the work environment.

[Delphi]

Originally Posted by Haz

So based on this list and the one i wrote, i would say any audit prgramme that is devised at the beginning of the year and is the same at the end is not a live document and any audit of it would justify a NCR.

Thoughts.

I would agree with you, Haz. Either the program isn't being used (most likely) or the organization is just that good (not likely at all).

[Haz]

Originally Posted by Delphi

I would agree with you, Haz. Either the program isn't being used (most likely) or the organization is just that good (not likely at all).

The key point here with regards to the programme is don't tick the box and get an ok with your external auditor, review it on a qtr basis and assess the results of the internal audits, scrap and a list of important business aspects that are within the overall management system scope. I would then suggest you amend accordingly by either adding audits or reducing them, the later can be the only action too.

[Delphi]

Originally Posted by Haz

The key point here with regards to the programme is don't tick the box and get an ok with your external auditor, review it on a qtr basis and assess the results of the internal audits, scrap and a list of important business aspects that are within the overall management system scope. I would then suggest you amend accordingly by either adding audits or reducing them, the later can be the only action too.

And now I understand. I know it took a bit to get there but now I get what you are saying! Thanks!

[Haz]

Originally Posted by Delphi

And now I understand. I know it took a bit to get there but now I get what you are saying! Thanks!

No problem Delphi, i will mix the posts with examples of poor implemetation, good and also suggestions.

I will never tell anybody oh