The latest version of IATF 16949 was published in 2016 and transition from the previous version is ahead. One of the most important steps in the transition process, as well as in the initial implementation, is determining what documents are needed for an effective Quality Management System (QMS) based on IATF 16949. This publication designed to understand mandatory IATF 16949 documents requirements as per latest standard IATF 16949:2016.
For more details visit our website: https://www.globalmanagergroup.com/
The document provides an overview of key changes between ISO/TS 16949 and IATF 16949, including additional requirements for customer-specific requirements, product safety, traceability, embedded software, and warranty management. It discusses the goals and structure of IATF 16949 based on the PDCA cycle. Finally, it outlines specific modifications and new requirements for each clause, with a focus on changes to context of the organization, leadership, planning, support, operation, performance evaluation, and improvement.
IATF 16949:2016 is an automotive quality management system standard that is based on ISO 9001:2015 with additional automotive industry requirements. It aims to prevent defects, reduce variation and waste, and promote continual improvement. The standard contains 10 clauses covering quality management principles, leadership involvement, risk-based planning, resource management, production control, performance evaluation, and continual improvement. Key aspects include supplier management, design and development processes, internal auditing, management reviews, and corrective and preventive action.
Global Manager Group has prepared presentation to provide information regarding documentation requirements for revised IATF 16949:2016 Certification. It described all primary documents like manual, procedures, plans, audit checklist, etc in details.
For further information about IATF 16949:2016 documentation requirements visit @ https://www.globalmanagergroup.com/
The document discusses the changes being made to the ISO/TS 16949 standard for quality management systems in the automotive industry. The standard is being changed to IATF 16949 and will be based on and require compliance with ISO 9001:2015. Some key changes include a new high level structure for management systems, greater emphasis on risk-based thinking and process approach, more leadership requirements, and addressing risks and opportunities rather than just preventative actions. The transition to the new standard focuses on integrating quality management into business strategies and emphasizing top management's responsibility for continual improvement.
Awareness session on iatf 16949 2016 standardAmit Mishra
This document provides an agenda for training on IATF 16949. The training will cover an overview of IATF 16949 and how it relates to ISO 9001:2015. It will discuss the key changes between ISO/TS 16949:2009 and IATF 16949, including 14 specific changes. It will also cover the IATF structure, goals of IATF 16949, high level structure, notable changes in terminology, and clause-wise additions and explanations. The training will identify 17 documented processes required by IATF 16949 and certain frequency requirements.
The document discusses the upcoming changes to the IATF 16949 standard, which will be published in October 2016. Some key points:
- IATF 16949:2016 will supersede ISO/TS 16949:2009 as the automotive quality management system standard.
- Organizations certified to ISO/TS 16949:2009 will need to successfully transition to IATF 16949:2016 by September 2018.
- IATF 16949:2016 will be aligned with ISO 9001:2015 and implemented as a supplement to that standard. It will include additional automotive industry requirements.
The document contains an implementation plan for IATF 16949:2016 certification over four quarters from May 2017 to April 2018. It includes planning activities such as obtaining management support, establishing an implementation team, defining the organization's context and scope, reviewing quality policies and procedures, and identifying mandatory documentation requirements. Implementation activities involve developing and approving the required documentation, providing awareness training, conducting internal audits and management reviews, and completing stage one and two certification audits to achieve certification.
The latest version of IATF 16949 was published in 2016 and transition from the previous version is ahead. One of the most important steps in the transition process, as well as in the initial implementation, is determining what documents are needed for an effective Quality Management System (QMS) based on IATF 16949. This publication designed to understand mandatory IATF 16949 documents requirements as per latest standard IATF 16949:2016.
For more details visit our website: https://www.globalmanagergroup.com/
The document provides an overview of key changes between ISO/TS 16949 and IATF 16949, including additional requirements for customer-specific requirements, product safety, traceability, embedded software, and warranty management. It discusses the goals and structure of IATF 16949 based on the PDCA cycle. Finally, it outlines specific modifications and new requirements for each clause, with a focus on changes to context of the organization, leadership, planning, support, operation, performance evaluation, and improvement.
IATF 16949:2016 is an automotive quality management system standard that is based on ISO 9001:2015 with additional automotive industry requirements. It aims to prevent defects, reduce variation and waste, and promote continual improvement. The standard contains 10 clauses covering quality management principles, leadership involvement, risk-based planning, resource management, production control, performance evaluation, and continual improvement. Key aspects include supplier management, design and development processes, internal auditing, management reviews, and corrective and preventive action.
Global Manager Group has prepared presentation to provide information regarding documentation requirements for revised IATF 16949:2016 Certification. It described all primary documents like manual, procedures, plans, audit checklist, etc in details.
For further information about IATF 16949:2016 documentation requirements visit @ https://www.globalmanagergroup.com/
The document discusses the changes being made to the ISO/TS 16949 standard for quality management systems in the automotive industry. The standard is being changed to IATF 16949 and will be based on and require compliance with ISO 9001:2015. Some key changes include a new high level structure for management systems, greater emphasis on risk-based thinking and process approach, more leadership requirements, and addressing risks and opportunities rather than just preventative actions. The transition to the new standard focuses on integrating quality management into business strategies and emphasizing top management's responsibility for continual improvement.
Awareness session on iatf 16949 2016 standardAmit Mishra
This document provides an agenda for training on IATF 16949. The training will cover an overview of IATF 16949 and how it relates to ISO 9001:2015. It will discuss the key changes between ISO/TS 16949:2009 and IATF 16949, including 14 specific changes. It will also cover the IATF structure, goals of IATF 16949, high level structure, notable changes in terminology, and clause-wise additions and explanations. The training will identify 17 documented processes required by IATF 16949 and certain frequency requirements.
The document discusses the upcoming changes to the IATF 16949 standard, which will be published in October 2016. Some key points:
- IATF 16949:2016 will supersede ISO/TS 16949:2009 as the automotive quality management system standard.
- Organizations certified to ISO/TS 16949:2009 will need to successfully transition to IATF 16949:2016 by September 2018.
- IATF 16949:2016 will be aligned with ISO 9001:2015 and implemented as a supplement to that standard. It will include additional automotive industry requirements.
The document contains an implementation plan for IATF 16949:2016 certification over four quarters from May 2017 to April 2018. It includes planning activities such as obtaining management support, establishing an implementation team, defining the organization's context and scope, reviewing quality policies and procedures, and identifying mandatory documentation requirements. Implementation activities involve developing and approving the required documentation, providing awareness training, conducting internal audits and management reviews, and completing stage one and two certification audits to achieve certification.
This document discusses requirements for operational planning and control according to IATF 16949:2016. It addresses determining product and service requirements, establishing criteria for processes and acceptance, identifying necessary resources, implementing control of processes, and retaining documented information. Requirements for customer communication, determining and reviewing product/service requirements, and addressing changes to requirements are also outlined. The document provides supplemental information for some requirements and notes that planning must ensure the organization's ability to meet requirements.
The document summarizes changes made from ISO/TS 16949 to the new IATF 16949 standard. Key changes include strengthening requirements around product safety, corporate responsibility, process reviews, and risk analysis. A multi-phase revision process was used and over 1,700 stakeholder comments were received. The goal of the changes is to better address quality management system needs in the automotive industry and prevent quality problems.
The document provides information about changes to the ISO/TS 16949 Rules 4th Edition from Charles Blair, the Automotive Program Manager for DQS-UL Group. Some key changes include increased focus on process performance, tracking customer complaints, auditing shift transitions, and ensuring all processes are covered across all shifts. The rules also clarify audit planning requirements, nonconformity management, and certificate structure/content. Clients can expect impacts in areas like audit preparation, conduct, nonconformity management, and certification.
An in-depth discussion on the new automotive Quality Mangement System Standard 16949: 2016 and the challenges in moving to this new version from the old ISO/TS 16949. From processes to procedures, work instructions to risks, Michael Wolfe and Jonathan Brun discuss the best practices to stay in complete compliance with the standard.
IATF 16949:2016 is a quality management system standard for the automotive industry that replaces ISO/TS 16949:2009. It establishes requirements to ensure products constantly meet customer requirements and quality is improved. Certification to IATF 16949:2016 increases production efficiency, ensures quality for the automotive industry, and enables companies to supply the automotive industry. The standard has expanded documentation requirements compared to the previous version, including a quality manual, procedures, processes, flow charts, exhibits, work instructions, plans, forms, and an audit checklist.
The document discusses the documentation requirements of ISO 9001:2000. It states that ISO 9001:2000 significantly reduces documentation requirements and allows more flexibility in documentation systems. Organizations need to develop the minimum documentation necessary to demonstrate effective quality management processes and continual improvement. This includes documents like a quality manual, documented procedures, and records of activities and results.
The document discusses key topics in implementing ISO/TS 16949:2002, including transitional challenges, process focus, customer focus, and the automotive approach to process auditing. It outlines a 5-step automotive process audit approach and emphasizes that processes must address both ISO/TS requirements and customer-specific requirements. The webinar agenda also reviews documentation expectations, results and effectiveness expectations, and planning the transition in three phases from planning to roll out and standardization.
The document outlines additions and changes made in ISO/TS 16949 compared to ISO 9001:2000. It lists the clauses in ISO/TS 16949 and whether they represent additions or changes. Key additions include requirements for control plans, process audits, special characteristics, design responsibility, and supplier quality management systems. The document provides a high-level snapshot of enhancements made to ISO 9001:2000 through ISO/TS 16949 for the automotive industry.
Chuck Blair, Regional Automotive Program Manager, and Mike Brannock, Automotive SBU Director, go through the highlights of the changes from TS 16949 to IATF 16949.
ISO 9001-2015 IATF 16949-2016 Numeric Structure Ramona Kellner
ISO 9001:2015 IATF 16949; 2016
Numeric Structure Changes
Dear quality professionals, just in case you have not already done so for yourself, I am sharing a helpful sheet listing the new numeric structure for the emerging automotive standard. As I’m sure you are aware, there are differences between TS structure and IATF, something to keep in mind when auditing and addressing transition and corrective action. Applying IATF changes now, will confidently make it easier for all to save time effort and resources during this transition as well as current corrective actions as opposed to restarting in a year from now. Enjoy!
IATF 16949 certification for automotive quality systems provides several advantages, including demonstrating quality assurance in the automotive sector globally, increasing productivity by minimizing errors and waste, and satisfying customer needs. The document discusses the benefits of IATF 16949 certification and provides contact information for URS India, an organization that provides certification services.
Implementing ts strategic-choices_5_2003Omnex Inc.
The document discusses key aspects of implementing ISO/TS 16949:2002 for automotive suppliers. It describes the basic requirements of ISO/TS 16949:2002 and differences from previous standards like QS-9000. It emphasizes the importance of customer focus, customer-specific requirements, and key deadlines. It provides guidance on strategic choices for implementation, including scope, objectives, documentation approach, and supplier management. The goal is to help organizations transition effectively and maximize value from certification.
This document summarizes the key areas of impact for clients from the 4th edition Rules for achieving and maintaining IATF recognition for ISO/TS 16949. Some of the main changes include:
- The audit program has a 3 year audit cycle and certificate cycle with defined timing for surveillance and recertification audits.
- Each manufacturing site requires a separate certificate and no corporate or single certificates are permitted.
- Clients must notify certification bodies of any changes that could affect their management system and failure to do so could result in certificate withdrawal.
- Certification bodies must follow strict requirements for audits, nonconformities, impartiality and managing appeals/complaints.
- Clients are responsible for
ISO/TS 16949:2002 is an automotive quality standard developed by automotive manufacturers and trade associations to replace older standards like QS-9000. It aims to establish a universally accepted set of quality management standards for the automotive industry. Some key benefits of ISO/TS 16949 include improved supplier product quality, a common quality systems approach, and compatibility with current quality improvement methodologies.
The document compares elements between QS-9000, ISO/TS 16949 1st edition, and ISO/TS 16949 2nd edition standards. It outlines where elements were added, removed, renamed, or moved between the different versions. Key changes included additional requirements for customer satisfaction, continuous improvement, and management review in later editions.
The document discusses requirements for performance evaluation and improvement according to IATF 16949:2016. It outlines requirements for monitoring manufacturing processes and product quality, analyzing data from monitoring activities, conducting internal audits and management reviews. Requirements are provided for determining and addressing nonconformities and opportunities for improvement through root cause analysis and corrective actions. Continual improvement activities must consider analysis results and management review outputs to ensure the suitability of the quality management system.
This document contains an audit checklist covering 16 clauses related to quality system training. For each clause, there are several audit areas and corresponding regulations. Responsible persons are assigned for each regulation. The document also contains an action plan mapping sheet that assigns process owners and activity coordinators for addressing each clause.
This document outlines the key phases and requirements of a new product development process according to IATF 16949:2016 standards. The phases include determining customer requirements, design and development, product design review, packaging design, manufacturing process design, prototype testing, and mass production. Key requirements addressed in each phase involve multidisciplinary collaboration, risk analysis, statutory compliance, and management reviews. The overall flowchart illustrates how each phase feeds into the next with approval checkpoints until the product is ready for mass production and delivery to the customer.
This document discusses measuring and improving maintenance performance. It introduces structured auditing as a method to evaluate maintenance systems using standardized factors and metrics. Key performance indicators can also be used and classified by input, output, and internal system measures. Benchmarking involves comparing performance to competitors and industry leaders to identify gaps and best practices for improvement. The key is establishing metrics, conducting regular audits and analysis, prioritizing deficiencies, implementing corrective actions, and continually measuring outcomes to drive maintenance performance improvement. Management commitment to continuous improvement is essential to sustaining this process.
The document discusses quality procedures and processes. It provides an overview of quality management systems and outlines some key aspects such as continual improvement, customer focus, leadership, and the importance of following documented procedures. Examples of quality procedures discussed include maintenance, product recalls, supplier assessment, and failure mode and effects analysis. Quality terminology is also defined.
The document outlines an audit program for reviewing a system development lifecycle (SDLC) project. It includes steps for planning the audit, performing risk assessments, reviewing documentation for various project phases, issuing audit reports, and closing out the audit. The objectives are to assess project management, compliance with policies, security controls, internal controls, and whether the project will achieve its expected benefits and objectives. Risks relate to project management, system design, data conversion, and whether the new system will meet user needs and strategy. Controls involve governance policies, contract terms, project documentation, and testing procedures.
This document discusses requirements for operational planning and control according to IATF 16949:2016. It addresses determining product and service requirements, establishing criteria for processes and acceptance, identifying necessary resources, implementing control of processes, and retaining documented information. Requirements for customer communication, determining and reviewing product/service requirements, and addressing changes to requirements are also outlined. The document provides supplemental information for some requirements and notes that planning must ensure the organization's ability to meet requirements.
The document summarizes changes made from ISO/TS 16949 to the new IATF 16949 standard. Key changes include strengthening requirements around product safety, corporate responsibility, process reviews, and risk analysis. A multi-phase revision process was used and over 1,700 stakeholder comments were received. The goal of the changes is to better address quality management system needs in the automotive industry and prevent quality problems.
The document provides information about changes to the ISO/TS 16949 Rules 4th Edition from Charles Blair, the Automotive Program Manager for DQS-UL Group. Some key changes include increased focus on process performance, tracking customer complaints, auditing shift transitions, and ensuring all processes are covered across all shifts. The rules also clarify audit planning requirements, nonconformity management, and certificate structure/content. Clients can expect impacts in areas like audit preparation, conduct, nonconformity management, and certification.
An in-depth discussion on the new automotive Quality Mangement System Standard 16949: 2016 and the challenges in moving to this new version from the old ISO/TS 16949. From processes to procedures, work instructions to risks, Michael Wolfe and Jonathan Brun discuss the best practices to stay in complete compliance with the standard.
IATF 16949:2016 is a quality management system standard for the automotive industry that replaces ISO/TS 16949:2009. It establishes requirements to ensure products constantly meet customer requirements and quality is improved. Certification to IATF 16949:2016 increases production efficiency, ensures quality for the automotive industry, and enables companies to supply the automotive industry. The standard has expanded documentation requirements compared to the previous version, including a quality manual, procedures, processes, flow charts, exhibits, work instructions, plans, forms, and an audit checklist.
The document discusses the documentation requirements of ISO 9001:2000. It states that ISO 9001:2000 significantly reduces documentation requirements and allows more flexibility in documentation systems. Organizations need to develop the minimum documentation necessary to demonstrate effective quality management processes and continual improvement. This includes documents like a quality manual, documented procedures, and records of activities and results.
The document discusses key topics in implementing ISO/TS 16949:2002, including transitional challenges, process focus, customer focus, and the automotive approach to process auditing. It outlines a 5-step automotive process audit approach and emphasizes that processes must address both ISO/TS requirements and customer-specific requirements. The webinar agenda also reviews documentation expectations, results and effectiveness expectations, and planning the transition in three phases from planning to roll out and standardization.
The document outlines additions and changes made in ISO/TS 16949 compared to ISO 9001:2000. It lists the clauses in ISO/TS 16949 and whether they represent additions or changes. Key additions include requirements for control plans, process audits, special characteristics, design responsibility, and supplier quality management systems. The document provides a high-level snapshot of enhancements made to ISO 9001:2000 through ISO/TS 16949 for the automotive industry.
Chuck Blair, Regional Automotive Program Manager, and Mike Brannock, Automotive SBU Director, go through the highlights of the changes from TS 16949 to IATF 16949.
ISO 9001-2015 IATF 16949-2016 Numeric Structure Ramona Kellner
ISO 9001:2015 IATF 16949; 2016
Numeric Structure Changes
Dear quality professionals, just in case you have not already done so for yourself, I am sharing a helpful sheet listing the new numeric structure for the emerging automotive standard. As I’m sure you are aware, there are differences between TS structure and IATF, something to keep in mind when auditing and addressing transition and corrective action. Applying IATF changes now, will confidently make it easier for all to save time effort and resources during this transition as well as current corrective actions as opposed to restarting in a year from now. Enjoy!
IATF 16949 certification for automotive quality systems provides several advantages, including demonstrating quality assurance in the automotive sector globally, increasing productivity by minimizing errors and waste, and satisfying customer needs. The document discusses the benefits of IATF 16949 certification and provides contact information for URS India, an organization that provides certification services.
Implementing ts strategic-choices_5_2003Omnex Inc.
The document discusses key aspects of implementing ISO/TS 16949:2002 for automotive suppliers. It describes the basic requirements of ISO/TS 16949:2002 and differences from previous standards like QS-9000. It emphasizes the importance of customer focus, customer-specific requirements, and key deadlines. It provides guidance on strategic choices for implementation, including scope, objectives, documentation approach, and supplier management. The goal is to help organizations transition effectively and maximize value from certification.
This document summarizes the key areas of impact for clients from the 4th edition Rules for achieving and maintaining IATF recognition for ISO/TS 16949. Some of the main changes include:
- The audit program has a 3 year audit cycle and certificate cycle with defined timing for surveillance and recertification audits.
- Each manufacturing site requires a separate certificate and no corporate or single certificates are permitted.
- Clients must notify certification bodies of any changes that could affect their management system and failure to do so could result in certificate withdrawal.
- Certification bodies must follow strict requirements for audits, nonconformities, impartiality and managing appeals/complaints.
- Clients are responsible for
ISO/TS 16949:2002 is an automotive quality standard developed by automotive manufacturers and trade associations to replace older standards like QS-9000. It aims to establish a universally accepted set of quality management standards for the automotive industry. Some key benefits of ISO/TS 16949 include improved supplier product quality, a common quality systems approach, and compatibility with current quality improvement methodologies.
The document compares elements between QS-9000, ISO/TS 16949 1st edition, and ISO/TS 16949 2nd edition standards. It outlines where elements were added, removed, renamed, or moved between the different versions. Key changes included additional requirements for customer satisfaction, continuous improvement, and management review in later editions.
The document discusses requirements for performance evaluation and improvement according to IATF 16949:2016. It outlines requirements for monitoring manufacturing processes and product quality, analyzing data from monitoring activities, conducting internal audits and management reviews. Requirements are provided for determining and addressing nonconformities and opportunities for improvement through root cause analysis and corrective actions. Continual improvement activities must consider analysis results and management review outputs to ensure the suitability of the quality management system.
This document contains an audit checklist covering 16 clauses related to quality system training. For each clause, there are several audit areas and corresponding regulations. Responsible persons are assigned for each regulation. The document also contains an action plan mapping sheet that assigns process owners and activity coordinators for addressing each clause.
This document outlines the key phases and requirements of a new product development process according to IATF 16949:2016 standards. The phases include determining customer requirements, design and development, product design review, packaging design, manufacturing process design, prototype testing, and mass production. Key requirements addressed in each phase involve multidisciplinary collaboration, risk analysis, statutory compliance, and management reviews. The overall flowchart illustrates how each phase feeds into the next with approval checkpoints until the product is ready for mass production and delivery to the customer.
This document discusses measuring and improving maintenance performance. It introduces structured auditing as a method to evaluate maintenance systems using standardized factors and metrics. Key performance indicators can also be used and classified by input, output, and internal system measures. Benchmarking involves comparing performance to competitors and industry leaders to identify gaps and best practices for improvement. The key is establishing metrics, conducting regular audits and analysis, prioritizing deficiencies, implementing corrective actions, and continually measuring outcomes to drive maintenance performance improvement. Management commitment to continuous improvement is essential to sustaining this process.
The document discusses quality procedures and processes. It provides an overview of quality management systems and outlines some key aspects such as continual improvement, customer focus, leadership, and the importance of following documented procedures. Examples of quality procedures discussed include maintenance, product recalls, supplier assessment, and failure mode and effects analysis. Quality terminology is also defined.
The document outlines an audit program for reviewing a system development lifecycle (SDLC) project. It includes steps for planning the audit, performing risk assessments, reviewing documentation for various project phases, issuing audit reports, and closing out the audit. The objectives are to assess project management, compliance with policies, security controls, internal controls, and whether the project will achieve its expected benefits and objectives. Risks relate to project management, system design, data conversion, and whether the new system will meet user needs and strategy. Controls involve governance policies, contract terms, project documentation, and testing procedures.
Controlling involves checking current performance against plans to ensure adequate progress and satisfactory performance. It is a continuous process that involves establishing standards, measuring performance, comparing to standards, and taking corrective action. Various control techniques can be used including budgetary control, quality control, and maintenance control. Information technology also supports controlling through management information systems. The overall goal of controlling is to monitor operations and ensure goals are being met.
Controlling involves checking current performance against plans to ensure adequate progress. It includes establishing standards, measuring performance, comparing to standards, and taking corrective action. Various control techniques exist such as budgetary control, quality control, and maintenance control. Information technology also aids controlling through management information systems. The overall goal of controlling is to monitor operations and ensure goals are met.
Controlling involves checking current performance against plans to ensure adequate progress and satisfactory performance. It is a continuous process that involves establishing standards, measuring performance, comparing to standards, and taking corrective action. Various control techniques can be used including budgetary control, quality control, and maintenance control. Information technology also supports controlling through management information systems.
Controlling involves checking current performance against plans to ensure adequate progress. It includes establishing standards, measuring performance, comparing to standards, and taking corrective action if needed. Various control techniques can be used, such as budgetary control, quality control, and productivity management. Information technology also supports controlling through management information systems. Effective controlling requires establishing standards, flexibility, communication, and linking to corrective actions.
Controlling involves checking current performance against predetermined standards to ensure adequate progress and satisfactory performance. It is a continuous process that involves establishing standards, measuring performance, comparing to standards, and taking corrective action if needed. Various techniques are used for budgetary control, non-budgetary control, productivity management, cost control, purchase control, maintenance control, and quality control. Information technology also aids the controlling process through management information systems.
Use the Windshield, Not the Mirror Predictive Metrics that Drive Successful ...Seapine Software
Sharon Niemi, Practice Director of SQA, talks about how the right combination of predictive and reactive metrics can help you build a measurement portfolio that improves product quality and release consistency. You’ll learn how to build a measurement system that incorporates leading and lagging indicators to improve your team’s consistency in delivering quality products on time and within budget.
The document discusses quality audits in the pharmaceutical industry. It defines quality audits as evaluations of a manufacturer's compliance with Good Manufacturing Practices (GMP) in production and quality control. The goals are to detect any issues in GMP implementation and recommend corrective actions. The document outlines various types of quality audits, including self-inspections and elements of a systemic audit program like audit formats, checklists, trained personnel, and reporting. It emphasizes that quality audits help ensure GMP compliance, detect potential problems, improve quality programs, and increase management awareness of issues.
This document summarizes Malcolm Sanders' submission for Lean Practitioner accreditation. It details his experience implementing Lean tools at Waltham Cross and Linford sites, including performance meetings, continuous improvement, 5S, process mapping, and encouraging staff involvement. It then describes a project to streamline the R&A management information process at Linford, which involved process mapping, identifying duplication and non-value-added steps, and implementing a revised process that reduced the time spent on the task by 30 minutes per day.
The document discusses the objectives, phases and processes of operational audits. It describes the following:
The objectives are to analyze administrative and operational aspects to identify areas for improvement and cost reduction.
The phases include planning, fieldwork, reporting, and follow-up. Planning involves defining audits, assessing risks, and creating an audit plan. Fieldwork consists of interviews, testing, and gathering evidence. Reporting communicates findings and recommendations. Follow-up ensures corrective actions were implemented.
The key aspects of effective audits are persuasive evidence that is relevant, objective, documented, and corroborated. Workpapers should contain sufficient details to support conclusions and be prepared using electronic templates for organization and collaboration.
Requirements inspections are a formal process for identifying defects in software requirements documents. It involves individual review followed by a team review meeting led by a moderator. Key roles include author, reader, tester, and moderator. The goal is to find defects in requirements before they can lead to problems in design and testing. Studies show requirements inspections can find 60-90% of defects and reduce costs from rework. The process includes planning, individual review, team meeting, defect resolution, and validation. Metrics are collected on defects found and author response to drive continuous improvement. Management oversees planning and results but does not participate directly in inspections.
The PDCA cycle is the key principle behind ISO 9001 and all modern management system standards. Because of that, we believe that it's of great benefit if those involved in developing and implementing systems can have a broad understanding of the concept.
So, Qudos has put together a brief introduction in this video. It explains the 4 steps in the cycle, how it can be applied, how it relates to ISO standard clauses, and then provides some examples for each stage of the cycle.
This document discusses pharmacovigilance risk management audits. It defines an audit and explains why pharmacovigilance system audits are performed. It describes different types of audits, including global pharmacovigilance system audits, company affiliate audits, and marketing partner audits. It also outlines audit scheduling, fundamentals, reporting, corrective actions, follow-up, metrics, and inspection readiness best practices. The overall purpose of pharmacovigilance audits is to ensure compliance and patient safety.
The presentation provided an overview of the internal audit department's organization, mission, and 2009/10 audit plan for the audit committee. It discussed the department's responsibilities in providing independent assurance and consulting services. It also outlined the audit approach, including risk-based planning and a rating system for audit reports. Quality assurance processes were reviewed, including onboarding, training, performance reviews, and internal/external reviews. The benefits of internal audit for ensuring adherence to policies and ongoing risk management were also highlighted.
The document discusses the continuous program cycle for internal audit and monitoring compliance programs. It describes designing, implementing, checking, correcting, and reporting as the ongoing cycle. Key aspects discussed include establishing an annual monitoring plan, defining monitoring, testing, quality control and auditing. The presentation provides guidance on sampling techniques, rating control strength, documentation, corrective action plans, and reporting findings.
This document provides a checklist for auditing processes to assess compliance with ISO 9001:2015. The checklist includes questions addressing process definition, resources, execution, monitoring, and improvement. Scoring criteria are provided to rate audit findings as compliant, opportunity for improvement, minor nonconformance, or major nonconformance. The checklist is intended to ensure audits are conducted systematically and consistently.
Thomas Axen - Lean Kaizen Applied To Software Testing - EuroSTAR 2010TEST Huddle
EuroSTAR Software Testing Conference 2010 presentation on Lean Kaizen Applied To Software Testing by Thomas Axen . See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
The document outlines best practices for internal audit departments across five key areas: roles and structure, people, process, technology, and knowledge. It provides examples of best practice features for each area and a template for departments to evaluate the evidence of these features in their own practices. The template can be used to assess areas as low, medium, or high and identify opportunities for improvement. The document aims to help internal audit departments evaluate their practices against industry standards and enhance their ability to add value through continuous improvement.
The document discusses an internal audit team developing and implementing a balanced scorecard to achieve excellence. It presents a sample balanced scorecard with objectives in four categories: learning growth, internal processes, customer perspective, and finance perspective. Metrics and targets are identified for monitoring progress over the current and next two years. The scorecard aims to improve audit practices, processes, customer satisfaction, and cost management through quantitative and qualitative tracking.
The document outlines the skills required of internal auditors, which are divided into cognitive skills, behavioral skills, and individual attributes. Cognitive skills include technical skills like following routines, analytic skills like problem identification, and appreciative skills like making complex judgments. Behavioral skills encompass personal skills, interpersonal skills, and organizational skills. Individual attributes span technical skills, analytic/design skills, problem-solving skills, judgment/synthesis skills, personal skills, interpersonal skills, and organizational skills. The document provides detailed descriptions and examples of the types of skills and attributes needed at different levels within the internal auditing field.
The document outlines the skills required of internal auditors, which are divided into cognitive skills, behavioral skills, and individual attributes. Cognitive skills include technical skills like following routines, analytic skills like problem identification, and appreciative skills like making complex judgments. Behavioral skills encompass personal skills, interpersonal skills, and organizational skills. Individual attributes span technical skills, analytic/design skills, problem-solving skills, judgment/synthesis skills, personal skills, interpersonal skills, and organizational skills. The document provides detailed descriptions and examples of the types of skills and attributes needed at different levels within the internal auditing field.
The document discusses conducting risk assessment for an internal audit department. It begins by outlining the key objectives and activities of the internal audit function. It then provides a list of 27 questions and answers to map out the internal audit processes, inherent risks, and key controls. The questions cover topics like audit planning, coordination with other departments, reporting structure, budgeting, performance metrics, theoretical risks, and controls. The overall purpose is to establish a proper risk management process for the internal audit department.
In corporations, we see a number of out-sourced Internal Auditors partnering with the internal team in executing audit assignements . How do we leverage and monitor this activity to deliver high quality audits ?
The document discusses the application of professional practices frameworks in internal audit practice. It addresses different scenarios that internal audit functions may encounter in corporate environments.
It discusses challenges that may be faced by internal audit functions that are led by senior professionals, junior auditors, or in group company structures. It also addresses internal audit in small and medium enterprises that currently lack such functions.
The document identifies top 10 standards from professional practices frameworks that require attention, such as independence and objectivity, continuing professional education, quality assurance, risk management, and ethical culture. It analyzes issues around implementing these standards in various contexts.
This document summarizes the process undertaken by the Management Audit division of EID Parry (India) Limited to achieve ISO 9002 quality certification for their internal audit processes. It provides background on the need for certification to bring standardization and process discipline. It outlines their approach of consulting other organizations, developing quality manuals based on Institute of Internal Auditors frameworks, and working with consultants. It describes achieving certification in 2001 and future plans to upgrade to ISO 9002:2000 and internal IIA standards. The certification process and requirements facilitated defining responsibilities, audit planning, training, and process reviews.
The document discusses the importance of auditor-auditee partnerships for effective audits. It states that effective audits require a proactive auditor combined with a participative auditee. The objectives of both the auditor and auditee are to achieve efficiency, effectiveness, and economy of operations through proper systems, controls, compliance, and financial reporting. Both parties must work cooperatively as an operating team for management-driven audits that add value rather than find faults.
This document discusses how an organization's internal audit division addresses quality management principles. It provides examples of actions taken to demonstrate adherence to each of the eight principles: 1) Customer focus, 2) Leadership, 3) People involvement, 4) Process approach, 5) System approach to management, 6) Continual improvement, 7) Fact-based decision making, and 8) Beneficial supplier relationships. For each principle, it outlines the division's approach and specific initiatives taken to ensure the principle is followed in its auditing practices and processes. The overall intent is to apply a quality management system to the internal audit function to improve effectiveness and efficiency.
This document provides an overview of the skills, qualities, and traits needed to be an effective auditor. It discusses technical skills like knowledge of auditing principles and techniques, human skills like tact and the ability to draw logical conclusions, and personal attributes like a strong business sense and attention to detail. It also covers qualities of character like adaptability and determination. The document outlines key behaviors for auditors such as exhibiting courage and integrity, taking a proactive approach, and maintaining communication with all levels of an organization. It discusses applying concepts from neuro-linguistic programming to improve interpersonal communication during audits. Finally, it addresses anticipating and preventing problems, as well as being effective in reaching target customers within an organization similar to how
This document provides information about technical audits conducted by the Management Audit Division of E I D Parry (India) Ltd for various companies in the Murugappa Group. The objectives of the technical audits are to recommend cost savings and quality improvements through identifying areas for increased energy efficiency and facilitating their implementation. The audit process involves creating awareness, identifying areas to audit, prioritizing and conducting pilot audits, implementing recommendations, and sharing learnings. Key focus areas of the audits are energy sources like steam, electricity, renewable energy as well as factory assets, production processes, safety and environment. Methodologies, skills required, and tools used for conducting energy and other technical audits are also outlined.
The internal audit team provides a range of audit and consulting services to help the organization meet its objectives and mitigate risks. These services include monitoring controls, compliance, cost analysis, and fraud prevention. The internal audit team acts as a governance partner by ensuring accuracy, evaluating controls, and supporting external auditors. It aims to be a resource to management by providing objective assessments and recommendations to improve operations, reduce costs, and enhance performance.
Este documento resume las principales ideas de un texto sobre la filosofía de la vida. En 3 oraciones:
El texto explora las diferentes dimensiones del ser humano como la mente superior e inferior, la conciencia subconsciente y el cuerpo físico. También analiza las influencias positivas y negativas que afectan a cada dimensión. Finalmente, presenta algunos dichos tradicionales para ilustrar conceptos como la mente, las emociones y la energía psíquica.
The document describes the features of the WEBMARS audit management software. It includes features such as engagement monitoring, task assignment, follow-up reminders, an executive summary report, integrated messaging, offline form updates, external user access, security controls, audit reporting, standards compliance, a bulletin board, and a knowledge warehouse. The software aims to help automate audit processes and improve communication and information sharing.
This document summarizes an audit process management tool called WEBMARS that aims to simplify and automate audit workflows. The tool allows auditors to plan audits, create engagement orders, manage audit reports, assign and track follow-up tasks to auditees, and analyze processes to ensure compliance with standards. Key benefits highlighted include enabling a paperless audit process, centralized data access, automated reminders, and time savings which allow auditors to focus more on process improvement.
Este documento presenta una discusión sobre la conciencia humana y su relación con diferentes niveles del ser: físico, emocional, mental e intuitivo/espiritual. Propone que la conciencia superior puede guiar a la mente inferior hacia pensamientos y acciones positivas que conduzcan al bienestar individual y colectivo.
The document outlines 5 stages of an empowerment process: (1) manager makes decisions alone, (2) manager asks for suggestions then decides, (3) manager and team discuss then decide, (4) decisions made cooperatively, (5) manager delegates decisions to team. It also discusses the importance of control systems and how empowerment depends on process effectiveness. The chairman's speech discusses goals of an ERP implementation including flexibility, brand strengthening, leaner organization, and increased sales. The chairman expresses confidence in the difficult task despite challenges like resistance to change and past emphasis on individual work over teamwork.
The document outlines good internal audit practices and working with a board audit committee. It discusses establishing vision, mission, and quality policies. It also discusses structured audit documentation and coverage, automation tools, seminars for auditees, and using computers. The document recommends the audit committee meet quarterly to review the audit plan, results, and status updates. It also suggests the internal auditor act as a liaison between the committee and business to ensure reliable information, compliance, and efficient use of resources.
10. FPM Internal Audit - Month Employee Response Sheet Unit : Group : Name of the Auditor’s : Date: Name of the Auditee : No & Name of the Procedure: Query Response Updated Copy - Aware? Check Understanding - FPM Aware of responsibility - FPM (To whom all applicable) Specimen
11. FPM Internal Audit - Month Employee Response Sheet Query Response Aware of any documents emanating from FPM Process of preparing the documents and record keeping Process of tracking of the FPM Constraints in adhering to FPM Suggestion for improvement- Why? Suggestion for New IT tools implementation for FPM Any other remarks Specimen