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[QualitiAmo - Stefania]

Su Variete potete leggere un articolo dal titolo: "ISO 9001: The Internal Audit".

Questa è la versione tradotta in italiano con il traduttore automatico di Google.

This ISO Standard contains an element -8- intended to encompass a range of features which together support a mechanism to improve the performance of the management system. Internal audit is a piece of this set, but only a piece, yet is – in all likelihood, the only aspect which is apparent to an average individual. Internal audit is necessary, not because of the end result of the process, but because the continuous registration process for ISO9001 organisations makes sure that Internal Audit is scrutinised regularly. It is our contention that the impact of internal audit on the average company is minimal to the point of being useless. Primarily this is due not to the concept of audit, but the manner in which it is managed and conducted.

Generalising, quality management processes are tolerated rather than being welcomed. They are part of the cost of doing business, primarily due to the failure of the systems to deliver any tangible benefit beyond the marketing advantage said to arise from the registered status of the organisation. A calm examination of the detailed requirements built into the Standard should provide the assurance that the benefits of a controlled work environment will be achieved by following this text in a manner that matches the specific nature and ethos of the organisation. But it just doesn’t happen. More specifically, it doesn’t happen often enough to provide the evidence of unfailing benefits for the adoption of the standard.

With a Standard which is clearly International in its origin and its application, how can this be so? To understand this it is necessary to examine the role of those who see their role as one of policing the management system. Usually holding the title of Quality Manager, this person (sometimes with an entire team of assistants) is the one who is primarily responsible for the integrity of the documented system, and implicitly at least for the overall quality of the resulting product or service. Quality Managers have their origins in a manufacturing function whose rough equivalent would have been similar to the time-honoured Chief Inspector. The name alone provides an indication of the status – perceived or actual – of this individual. He was unquestionably the final authority regarding the acceptable quality of the company’s product. Acceptance or Rejection was entirely at his discretion. Without having actually been there to make a comparison, it still seems as if to many of today’s quality managers are behaving in a similar fashion. With little real understanding or appreciation of the management function, and certainly not the executive role, they fail to speak the language of their local leaders, with clear consequences.

It’s the responsibility of management to outline organisational objectives and policies, and management will organise – or have organised for them, specific systems to uphold these policies and objectives. Their need, although rarely put forward, is for some form of assurance that the systems are generating the specific controls and ongoing benefits they planned for. More than anything, they’re looking for reassurance. The Internal Audit should provide information specific to the operation of the management system and focussed on this management need, but it seldom works that way. For the most part, the reports of internal audit activity contain a multitude of trivial failings packaged as ‘non-conformance’, frequently to a requirement that is not specified or is imaginary, and having little bearing on the needs of management. Is it any surprise that Internal Audit is perceived to be a necessary evil, carried out to satisfy the ISO auditor, but having an insignificant amount of relevance to life in the actual world of commerce and industry?

When material such as this is provided to managers who see no real value in the investment, it is not just the audit that is ignored but the perpetrators of the audit also. A direct consequence of this failure to identify the audit customer’s need is a rejection of much that has a Quality Management implication. Managers and quality department staff universally complain of lack of management commitment (an ISO9001 requirement), and a general lack of personal advancement opportunities. But improvement is possible, even radical improvement, and it requires a change in strategy for both Executive Managers and those purporting to be Quality Professionals.

The change process:

1. The organisation must recognise that every manager and employee has a responsibility to perform in accordance with the requirements laid down for their work. Nobody else can be responsible for the quality of this work.

2. The title Quality Managers is clearly not a true indication of the function of this individual. Holding the QM responsible for a failure in product of service is clearly wrong unless that delivery was by its nature part of his (or her) normal function.

3. Internal audits should be a recognisable independent assessment of each business function, carried for the function’s manager and reported to that individual alone. (The functional managers have the responsibility for achieving a selection of business objectives, and it is they who need the information to support these objectives).

4. It follows that the auditors, while being independent of the function being audited, should also understand the role and responsibilities of senior managers, and speak at that level.

5. These changes require the dissolution of the existing audit regime, and some re-education of the management team who are responsible for allowing the adverse situation to exist.

6. Professional auditors with a wider experience than that obtainable within one or a limited number of organisations alone can provide the assurance and service level needed by an effective management team.
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Stefania - Staff di QualitiAmo

ISO 9001:2015 - SI AGGIUNGE ALLA COLLANA DEI LIBRI DI QUALITIAMO IL NUOVO TESTO CHE SVELA I SEGRETI DELLA FUTURA NORMA



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[johanelmander457]

Hi

You can find this info by using search box in the top of website with some keywords related before posting questions.

If you want to get more materials that related to this topic, you can visit: http://iso-90012008.net/iso-9001-auditor/

Best regards.

[QualitiAmo - Alberto]

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Alberto - Staff di QualitiAmo

ISO 9001:2015 - SI AGGIUNGE ALLA COLLANA DEI LIBRI DI QUALITIAMO IL NUOVO TESTO CHE SVELA I SEGRETI DELLA FUTURA NORMA



IL PRIMO LIBRO NATO SULLE PAGINE DI QUALITIAMO



HAI DATO UN'OCCHIATA AL REGOLAMENTO DEL FORUM PRIMA DI SCRIVERE IL TUO MESSAGGIO?