Dear All,

Interviews are the heart of every audit: they can provide key information to help understand the successes and challenges of systems, businesses, and the clients they serve

I was invited to participate in an evaluation of interviewing skills as an Auditor, towards building a successful relationship with an audit client.

This on-line evaluation was administered by Quality Professionals' Resource Center located in Canada, by leading experts in journalism.

I am happy to share the results of such an evaluation as given below

 

 

Dear Ramachandran,

Based on our evaluation of your interviewing skills, we would place you on the 'Trainer' level. Your technical skills and knowledge combine well with a customer-focused approach to your communication strategies. You are a good and observant listener. You know how to read the body language and non-verbal signals to understand what is important to the client and leverage this information for better results. Clients are happy with your audits and audit results in most cases.

 

 

 

 

IA Catchword- series 2

1. Authority for clearing the product when NC's are observed is not defined

First of all, it is necessary to define as to what constitutes a product NC. NC is observed, when the specified acceptance criteria are not met. Once the NC is identified, there are 4 ways by which this NC is disposed off/ cleared. They are Rejection to take the product out of the line altogether, Rework to the extent that it can be brought back to meet the specified acceptance criteria , Regrade to a lower quality category with a different acceptance criteria, if there is a provision to do so or Accept the product without doing Rework at a lower quality level. In all these cases, there is a degradation of quality to the customer and /or business profits. In order that occurrence of such an NC is made known to the concerned Top Management, it is necessary that specific authorities are defined in each of the above cases. It could be even the customer, whose concurrence is obtained before the product is released. The causes of the NC are also important to be identified, to ensure that correct decisions are taken.

2. Causes of Non Conformity not established

Once the Non conformity is observed, the first task is to always clear/dispose off the same, to ensure that the process moves on unhindered. Since the standard looks for recording such nonconformities, data is generated, identifying the NC's observed and the actions taken to dispose of the same. Over a period of time, the collected Nc's are to collated (Bunched) in a meaningful manner to identify the root causes of such NC's. This bunching is done in a systematic manner, using various tools, such as 7 tools of Quality Control. Ultimately, establishment of causes of NC, leads to one or many of the following -Men, Equipment, Money, Method, Materials, Measurement, Environment, Specification, etc., Again, during collation, care shall be taken to identify and prioritize clearly, the underlying causes and to eliminate the trivial many to selected few. The effectiveness of such an analysis depends on use of sound technical concepts, in addition to system tools.

3. Check

Check/Verify- is a standard Auditing phrase and is a part of the PDCA Cycle. Checking as per the standard means- monitoring, measuring processes and product against policies, objectives, and requirements for the product and reporting the results. One shall has to keep in mind that checking/verification is done against the requirements of the standards, procedures, records, etc., in order to ensure completeness, integrity, and effectiveness of the process.

To be continued…………………

Series on Internal Auditing

Series on Internal Auditing
Hi,
I would like to share my auditing experiences in the form of explanations on the NCR’s raised by auditors.
This would help the process owners to make sure that their processes are in compliance with the standards requirements. As internal auditors, these catchwords would help them identify non-conformance areas and write clear, unambiguous, and correct NC reports.
Kindly go thro the same and comment
Thanks
IA Catchword- series 1
1. A cause for concern
When you observe that the process is not adequately controlled and the trend of the compliance/product quality is deteriorating, it is a cause for concern. You may also find that there is an attitudinal problem and no actions are taken to contain the problem.

2. Acceptance criteria not specified
For any product/process being measured, there shall be a criteria/conditions which specify if the product/process is acceptable for further processing. This is applicable even for visual checking for attributes. The objective of this is to ensure that only processes/products which are acceptable are passed on further. Sometimes, the Inspector ignores/do not attach importance to the tolerances specified, stating that it will not affect the process/product. In such a case, Auditor shall identify as an observation and ensure that the acceptance criteria is reviewed, to reflect the existing conditions

3. Actions towards prevention of recurrence not evidenced
One of the important aspect of ISO 9001 is that actions shall be identified to prevent recurrence of chronic/repetitive problems. Invariably, many of those repetitive/chronic problems are not attended, either because they are minor in nature or solutions which calls for infrastructure improvement or just not analyzed. Auditor shall verify further if those problems have resulted in any customer concern or quality concern. in such a case, it is necessary to identify corrective actions to prevent recurrence.

4. Analysis of customer complaints not done
Continual Improvement is important for any Business growth. Towards this, one needs to collect information on the performance of the products/processes. Customer complaints offer an opportunity towards this. It is necessary, therefore to collect the customer complaints, collate the data with a view to analyze and in such a manner that probable causes are identified. Analysis of this data shall be done periodically, to elicit workable solutions. If the data is too trivial, and does not provide any meaningful causes, then also it is necessary to use the various analytical tools and arrive at a conclusion. Analysis shall be done thro' an investigation process and using various tools. The results of analysis shall be a list of controllable and uncontrollable factors and using a filtering technique, corrective actions shall be identified.

To be continued…………………

Preventive Actions
One of the difficulties in auditing a preventive action program is that some organizations don’t understand well the differences between corrective actions and preventive actions.

A corrective action is taken on a detected nonconformity to prevent it from happening again. An organization will first correct or contain the problem, and then determine its root cause so they can take corrective action to prevent its recurrence.

When we act to “prevent” a repeat of a detected nonconformity, that is full and complete corrective action, not preventive action.

Preventive action is when we anticipate a potential problem and take action to eliminate the possible causes and prevent the occurrence of the nonconformity.

Auditing a preventive action program begins with a review of the preventive action procedure required by ISO 9001:2008. Of course, an organization may choose to have corrective actions and preventive actions covered in the same documented procedure. This is acceptable as long as the requirements in both clause 8.5.2 and 8.5.3 are adequately addressed.

When a potential problem is identified, organizations must determine the action needed to eliminate the causes of the potential nonconformity and thereby prevent its occurrence. However, the action taken must be appropriate to the effects of the problem.

In other words, it would be acceptable to not take a preventive action if the anticipated problem is unlikely to happen, would have little impact, and would be easily detected. If a potential problem is low risk, the business decision may be to not attempt to prevent it.

However, if there is a need, the organization must determine and implement the appropriate preventive action. Records must be kept of the results. The action taken must be reviewed to assess its effectiveness in preventing the potential problem.

The best time to take preventive actions is early in the product cycle, e.g., performing Failure Mode Effects Analysis and conducting Design Reviews. However, these actions are integral to the process and won’t necessarily be captured on preventive action forms.

As a consultant to two different Software companies, I had an opportunity to interact with two different Certification Bodies. In both the companies, the core process happens to be Software development, specifically Project Planning, Developing codes, code testing, code reviews, and releasing the product. While one of the Certification bodies insisted that the Cl. No. 7.5.2 - Validation of Processes, cannot be excluded, the other body made us to exclude the same.
In my opinion, the exclusion is not applicable for software process, due to the basic process of coding which can be verified only after the total product is released, since the coding is always done in bits and pieces.
Any comments please,
Thanks

Hi,
Welcome to this Blog.
I have pleasure in launching this Blog , to exchange System, professional and product related information with all my Clients and the relevant professional.
It would cover the following topics
• System related issues
• Product/service related issues
• HR related issues
• Soft skills related
• Etc.,
Since i have built-up a good database on the above subjects over a period of time, i would like to share the same with like-minded professional to educate, enrich and get enriched

Here is a place, where you can pose questions/queries, and I shall be happy to provide you answers
Be generous in asking Questions- let it be useful to every one in this Circuit
You may also publish views for Open Source information.
Let us join together and make this a success
Pl give your opinions and ideas to make this better and the best
Thanks

Outsourcing Internal Quality Auditing functions

Although organizations consider that the third-party ISO 9001 Annual Surveillance Audits provide independence, integrity and value, their outcome is often simply permission to conduct business as usual. Competitive cost pressures have created a commoditized, streamlined environment where these audits focus narrowly on adherence to specific quality, safety, environmental or financial standards. As a result, these audits too often leave companies with a handful of persistent performance problems and unidentified business risks that can erode shareholder value.


In respect of Internal Quality Audits, the companies find that the findings initiated by their own company’s employees, trained as internal auditors, were minor and did not add any value. Findings were of the document control type, incomplete tags which didn’t move the company towards continuous improvement activities. These findings simply weren’t important to them.


There is an option of making this Internal Auditing more effective, more value-adding and providing a business overview- outsourcing this function.


In the paper and presentation seen at the ASQ Audit Conference in October, 2008, “Effective Internal Audits: Is Outsourcing the Answer?” Denis Devos reveals results of his study which shows that “there is a growing tendency for organizations to rely on the services of professional auditors to perform audits”. In his study, Denis completed a survey of 155 companies. 76% - 86% (nonautomotive companies vs. automotive companies) of the companies surveyed had outsourced the internal audit function, even though there was an “internal” audit team in place.


Today, experienced auditors go beyond the conformity by identifying levels of compliance with – and the effectiveness of – a company’s own established best practices, management processes and business excellence framework. The detailed, customized analysis generated, gives business leaders a genuine insight into how effectively their current business management systems are performing and how they can use them to create even more value for customers and shareholders. Importantly, they also provide a road map for the continual improvement that many standards require and that is necessary to build and maintain competitive advantage.


Can this be an effective tool for measurement of performance excellence


Inviting professionals to comment on this.