3f 1 Why Iso For Internal Audit
•
4 likes•1,501 views
The document discusses the need for an internal audit department of a company to obtain ISO certification. It outlines how ISO requirements can help address intangible assets of the organization like customer relationships, knowledge, brand and reputation through establishing quality systems, structured processes, and employee training. The document also provides an overview of the internal audit methodology, which includes elements like audit planning, assignment execution and control, quality forms, and an overall framework focusing on assurance, systems and consultancy.
Report
Share
Report
Share
![Scheme of Presentation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],2/25](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
Recommended
Internal Audit Strategic Framework
The document provides an overview of the strategic framework and goals of an internal audit department. It outlines the department's mission to be a trusted advisor and problem solver while optimizing costs. The framework details short, medium, and long term goals including implementing efficient processes, advanced technologies, and becoming a market leader. It also provides examples of internal audit reporting, analysis of results, and auditor evaluations to measure performance.
Quality Control Guide Orientation Slides
An orientation slide deck on the IFAC SMP Committee's Guide to Quality Control for SMPs (QC Guide) that member bodies may use in training and orientation seminars to introduce staff and members to the QC Guide.
Measuring People, Process and System
This document outlines various factors that contribute to 20% each, including attitude, knowledge, skills, care, rewards, inventory, costing and pricing, sales and marketing, branding, profit and loss, simplicity, effectiveness, maintenance and security, cost scaling, review, approval and validation, satisfaction, return, sharing, process or operation strategy, system strategy, customer feedback, competitors, key performance indicators, questionnaires and surveys, products or services, product segments, target customers, and people strategy. These factors are grouped into operational, strategic, system, customer, and people categories.
Quality audit- Quality audit is the process of systematic examination of a qu...
Quality audit is the process of systematic examination of a quality system carried out by an internal or external quality auditor or an audit team.
Audit Quality Control
This document discusses audit quality control and measures taken to maintain audit quality. It analyzes the Audit Quality Review (AQR) approach and main concerns identified from 2012-2014, which include auditor independence, audit quality, financial services audits, and fair value measurements. It also discusses quality control at the firm level through leadership, ethics, human resources and acceptance of engagements. At the individual audit level, quality is maintained through directing, supervising, reviewing and monitoring engagements. Finally, it outlines changes from the 2014 European Directive, such as expanded audit reports, audit rotation requirements, restrictions on non-audit services, and increased oversight of public interest entity audits.
Examining Audit Quality, Common Engagement Deficiencies and the Importance of...
Examining Audit Quality, Common Engagement Deficiencies and the Importance of...International Federation of Accountants
Presentation by Dawn McGeachy, BAccS, FCUIC, ACUIC, FCGA, LPA
Member, IFAC SMP Committee at the International Federation of Accountants & Institute of Chartered Accountants of Jamaica Business Development Conference, March 18, 2014
Iso Process Audit Training
This document provides an agenda and overview for a two-day process auditing training workshop. Day 1 covers introductions, process definitions, customer satisfaction, continual improvement, and process auditing methodology. Day 2 covers audit performance, nonconformances, auditing top management, and concludes with a wrap-up session. The workshop aims to provide auditors with skills to conduct process audits and add value to their organization.
Management Review
Management review is the routine evaluation of whether management systems are performing as intended and producing the desired results as efficiently as possible. It is the ongoing “due diligence” review by management that fills the gap between day-to-day work activities and periodic formal audits.
Recommended
Internal Audit Strategic Framework
The document provides an overview of the strategic framework and goals of an internal audit department. It outlines the department's mission to be a trusted advisor and problem solver while optimizing costs. The framework details short, medium, and long term goals including implementing efficient processes, advanced technologies, and becoming a market leader. It also provides examples of internal audit reporting, analysis of results, and auditor evaluations to measure performance.
Quality Control Guide Orientation Slides
An orientation slide deck on the IFAC SMP Committee's Guide to Quality Control for SMPs (QC Guide) that member bodies may use in training and orientation seminars to introduce staff and members to the QC Guide.
Measuring People, Process and System
This document outlines various factors that contribute to 20% each, including attitude, knowledge, skills, care, rewards, inventory, costing and pricing, sales and marketing, branding, profit and loss, simplicity, effectiveness, maintenance and security, cost scaling, review, approval and validation, satisfaction, return, sharing, process or operation strategy, system strategy, customer feedback, competitors, key performance indicators, questionnaires and surveys, products or services, product segments, target customers, and people strategy. These factors are grouped into operational, strategic, system, customer, and people categories.
Quality audit- Quality audit is the process of systematic examination of a qu...
Quality audit is the process of systematic examination of a quality system carried out by an internal or external quality auditor or an audit team.
Audit Quality Control
This document discusses audit quality control and measures taken to maintain audit quality. It analyzes the Audit Quality Review (AQR) approach and main concerns identified from 2012-2014, which include auditor independence, audit quality, financial services audits, and fair value measurements. It also discusses quality control at the firm level through leadership, ethics, human resources and acceptance of engagements. At the individual audit level, quality is maintained through directing, supervising, reviewing and monitoring engagements. Finally, it outlines changes from the 2014 European Directive, such as expanded audit reports, audit rotation requirements, restrictions on non-audit services, and increased oversight of public interest entity audits.
Examining Audit Quality, Common Engagement Deficiencies and the Importance of...
Examining Audit Quality, Common Engagement Deficiencies and the Importance of...International Federation of Accountants
Presentation by Dawn McGeachy, BAccS, FCUIC, ACUIC, FCGA, LPA
Member, IFAC SMP Committee at the International Federation of Accountants & Institute of Chartered Accountants of Jamaica Business Development Conference, March 18, 2014
Iso Process Audit Training
This document provides an agenda and overview for a two-day process auditing training workshop. Day 1 covers introductions, process definitions, customer satisfaction, continual improvement, and process auditing methodology. Day 2 covers audit performance, nonconformances, auditing top management, and concludes with a wrap-up session. The workshop aims to provide auditors with skills to conduct process audits and add value to their organization.
Management Review
Management review is the routine evaluation of whether management systems are performing as intended and producing the desired results as efficiently as possible. It is the ongoing “due diligence” review by management that fills the gap between day-to-day work activities and periodic formal audits.
ERP Enabling (guarantee_success_implementation)
This document discusses ERP implementation challenges and the value of using a third party advisory firm. It notes that 75% of ERP projects fail due to issues like lack of buy-in, unclear requirements, and poor vendor selection. Using an advisory firm can help address these issues and improve outcomes by assessing readiness, improving processes, managing change, selecting the right software and vendor, and realizing benefits. Hiring an independent advisor results in shorter implementations, lower costs, higher benefit realization, and greater management satisfaction compared to going directly to an ERP vendor.
ISQC 1 training for smp's
This document provides an overview and summary of ISQC 1 for small and medium accounting practices. It discusses the objective of ISQC 1, which is for firms and personnel to comply with professional standards and regulations and issue appropriate reports. It outlines the key elements that must be included in a system of quality control, including leadership responsibilities, ethical requirements, client acceptance, human resources, engagement performance, and monitoring. It emphasizes that the nature and extent of policies and procedures will depend on the size and characteristics of the firm. It also notes that the firm must document its quality control system and policies and communicate them to personnel.
I Q5 2 Training
The document discusses iQ 5, which is Intervoice's program for continual improvement and excellence. iQ 5 aims to move the company from "good" to "great" by involving all departments and employees worldwide. It defines what iQ 5 means for individuals and their work, and how performance can be measured through customer satisfaction, employee engagement, and shareholder value. The document provides exercises for departments to identify how they currently support iQ 5 and how they can further implement it going forward.
Audit Competence
The document outlines the competencies and attributes required of quality auditors. It states that auditors should have knowledge of audit principles and techniques, management systems, applicable laws and regulations, quality methods and products/processes. Additionally, auditors should be ethical, open-minded, diplomatic, observant, versatile, tenacious, decisive and self-reliant. For internal auditors, the document recommends at minimum a secondary education, two years' experience in the organization, auditor training, participation in three audits and training in quality control methods.
QMS Audit Process June 2015
This document provides an introduction to quality management system audits. It defines an audit as a systematic, independent and documented process for evaluating evidence objectively to determine if audit criteria are fulfilled. Audits are required by ISO 9001:2008 and help monitor/measure the management system, identify improvement opportunities, and promote continuous improvement. The benefits of auditing include increased awareness, reduced risk of failure, and achievement of planned results. The document then describes the types of audits, principles for auditors and audits, the PDCA methodology, elements of quality management system audits, typical audit activities from initiation to follow up, and techniques for collecting evidence and generating findings.
Is Your Management Review Process Adding Value?
Management Review is always conducted in the organization who has received ISO 9001 certification. But the problems are, Management Review is not adding value.
This presentation helps you to understand the problems may occurred in the Management Review and finally to get add values from this Review.
Overview of ISO 19011:2018 Guidelines for Auditing Management Systems
Overview of ISO 19011:2018 Guidelines for Auditing Management SystemsSeetharam Kandarpa ASQ CMQ/OE, CPGP, CQA
The document provides an overview of ISO 19011:2018, which are guidelines for auditing management systems. It discusses the International Organization for Standardization (ISO) and the purpose of ISO 19011. The presentation summarizes the key aspects of ISO 19011:2018, including the differences between the current and previous versions, the table of contents which outlines the standard's scope and guidance, and defines different types of audits that can be conducted.Layered process audit
Layered Process Auditing (LPA) is a quality improvement tool for manufacturing that involves three layers of auditors - daily audits by coordinators, weekly audits by engineers/managers, and monthly audits by senior managers. The audits focus on high-risk processes and ensure key work steps are performed properly. Benefits include preventing errors, reducing rework and waste, and improving quality and customer satisfaction. Implementing LPA involves forming an audit team, identifying critical processes, developing audit checklists, training auditors, conducting audits, and establishing management review and follow-up processes to drive continuous improvement.
Iso9001 implementation increasing-value_reducing_leadtime
The document discusses implementing an ISO 9001:2000 quality management system. It outlines key requirements like deadlines, roadblocks to address, and differences from the previous standard. It proposes a 5 month implementation plan including forming teams, developing documentation, training auditors, and conducting internal audits. The goal is to create value through process focus, customer focus, and continual improvement using software to optimize the implementation.
Risk elimination and safety committee
This document provides an introduction and overview of ISO 9001:2015 Quality Management Systems. It discusses the history and development of the ISO standard. The document then summarizes each chapter and clause of ISO 9001:2015, providing a high-level overview of the requirements and concepts covered, including the process approach, risk-based thinking, PDCA cycle, leadership responsibilities, planning, support, operations, performance evaluation and improvement. It gives concise explanations of key terms and the objectives and approach required by each clause.
Internal Audit Best Practices for Safety, Environment, and Quality Audits
Nimonik has seen a wide variety of internal Health, Safety, Environmental and Quality (HSEQ) audit programs. They seem to come in all shapes and sizes! Each company tends to focus on different risks and controls.
Whether your organization conforms to ISO 19011 or another internal audit standard, re-focusing your internal audit program on your risks, controls, and operational reality is a key driver for operational excellence.
On March 14th, John Wolfe shared insights from over 20 years as a hands-on HSE Director and as the Sr. Director of Operations Integrity Audit for a global Oil & Gas company. John outlined the attributes of an outstanding Internal audit program. He showed you how you can build out a program tailored to your operations and add tremendous value to your business.
Omne xsales
The document discusses Omnex Consulting's services for implementing quality management systems that are compliant with standards like ISO 9001, ISO 14001, and QS 9000. It outlines their approach which includes conducting an analysis, establishing cross-functional teams, assisting with registration, documenting processes and controls, and driving continuous improvement. The benefits of Omnex's approach are that it provides an easy to implement and maintain system that maximizes value and supports analysis for continual improvement.
Anand short dossier
The document discusses Anand Subramaniam's work conducting process improvement projects at various companies:
1) A time study of a boogie changeover operation reduced setup times from 3-7 hours to 50 minutes, cutting downtime and reducing defects.
2) A Kaizen event on accounts payable trimmed non-value-added time from 84 days to zero, cutting late fees and department overtime by 75%.
3) Streamlining front-end business processes reduced a project cycle from 17 to 8 weeks, freeing up time for strategic growth and potentially boosting sales 10%.
Implementation of ShipManagement Systems Project Management
The document discusses key factors for successful implementation of ship management systems. It identifies top reasons implementations fail such as lack of change management and training. Critical success factors include top management support, a dedicated team, and using a proven project management methodology. The methodology involves phases like defining requirements, configuring the system, user training, and going live. Adhering to best practices like clear objectives and readiness criteria can help ensure the system pays off for the organization.
Internal Process Audit
The document provides information about internal process audits. It discusses management systems, standards, effectiveness and efficiency, quality management system principles and elements. It defines an audit and describes the purpose, benefits, types, preparation, performance, non-conformity reports, post-audit activities and best practices of audits. The document emphasizes that audits are meant to determine conformity and provide opportunities for improvement, not to evaluate people's capabilities. It also provides tips on how to effectively face an audit.
Process audit by Sougata Pal
The document provides guidance for conducting a process audit and outlines seven key areas to consider when developing a process audit checklist: 1) safety, 2) materials, 3) standard work instructions, 4) workstation design and location, 5) process for reporting issues, 6) documentation of processes, and 7) follow-up. It emphasizes that safety and quality are directly related and should be evaluated together. The checklist should also assess whether materials, work instructions, workstation design, and other factors support efficient and safe achievement of business objectives. A robust issue reporting process and documentation of any process changes or modifications are also important to include.
Performance Based Internal Quality Audit Guide
The document provides guidance for conducting internal quality audits (IQA) in 5 sections:
1. Introduction - Defines audits, criteria, and findings.
2. Audit Preparation - Covers understanding the process, making checklists, and collecting evidence.
3. Conducting the Audit - Guides interviewing auditees, gathering evidence using checklists, and probing issues.
4. Report Making - Offers steps to compile results, write finding statements, and determine applicability.
5. Requirement Area List - Lists ISO 9001 requirements and applicable areas for each.
3a 9 Working With Audit Committees
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.
Risk Management in QMS Processes - examples
SO 9001:2015 requires to address the risks and opportunities in each process of the QMS.
The principal questions of risk management are:
- Key Risks Wording and
- Risk Treatment Areas
Examples for 'Management Review', 'Technical
Maintenance', and 'Control of Personnel' processes.
Use in ISO 9001:2015 Internal auditors and personnel training.
ASQ Presentation Lean Mgt Reviews
The document discusses applying lean principles to quality management reviews to make them more efficient and effective. It proposes a process-based model for quality management reviews and identifies opportunities to eliminate waste, such as streamlining documentation and approval processes. It also emphasizes the importance of presenting both positive and negative quality system performance data to facilitate continuous improvement and compliance with regulations. The goal is to conduct quality management reviews that are both lean, by reducing waste, and compliant, by fully evaluating the quality system's effectiveness.
Business Excellence Through QMS
1. The International Organization for Standardization (ISO) is responsible for creating quality standards, with over 800 new standards issued annually. ISO 9000 is the quality management system standard series.
2. ISO 9001:2008 provides requirements for a quality management system, including demonstrating the ability to consistently provide products that meet customer and regulatory requirements through effective processes and continual improvement.
3. A quality management system involves all organizational functions to direct and control an organization with respect to quality through activities like quality planning, assurance, and improvement. It defines the organization's quality environment.
Establishing A Qms Ppt2
The document discusses establishing a quality management system (QMS) at the Commission on Population and Sustainable Development (CPSC) based on ISO 9000 standards. It describes CPSC's rationale for developing a QMS, key concepts of quality management, and the steps taken to design, implement, and maintain their QMS, including developing documentation, training staff, conducting internal audits, and achieving external certification. The ultimate goals were to improve internal processes and satisfy customer needs according to international quality standards.
More Related Content
What's hot
ERP Enabling (guarantee_success_implementation)
This document discusses ERP implementation challenges and the value of using a third party advisory firm. It notes that 75% of ERP projects fail due to issues like lack of buy-in, unclear requirements, and poor vendor selection. Using an advisory firm can help address these issues and improve outcomes by assessing readiness, improving processes, managing change, selecting the right software and vendor, and realizing benefits. Hiring an independent advisor results in shorter implementations, lower costs, higher benefit realization, and greater management satisfaction compared to going directly to an ERP vendor.
ISQC 1 training for smp's
This document provides an overview and summary of ISQC 1 for small and medium accounting practices. It discusses the objective of ISQC 1, which is for firms and personnel to comply with professional standards and regulations and issue appropriate reports. It outlines the key elements that must be included in a system of quality control, including leadership responsibilities, ethical requirements, client acceptance, human resources, engagement performance, and monitoring. It emphasizes that the nature and extent of policies and procedures will depend on the size and characteristics of the firm. It also notes that the firm must document its quality control system and policies and communicate them to personnel.
I Q5 2 Training
The document discusses iQ 5, which is Intervoice's program for continual improvement and excellence. iQ 5 aims to move the company from "good" to "great" by involving all departments and employees worldwide. It defines what iQ 5 means for individuals and their work, and how performance can be measured through customer satisfaction, employee engagement, and shareholder value. The document provides exercises for departments to identify how they currently support iQ 5 and how they can further implement it going forward.
Audit Competence
The document outlines the competencies and attributes required of quality auditors. It states that auditors should have knowledge of audit principles and techniques, management systems, applicable laws and regulations, quality methods and products/processes. Additionally, auditors should be ethical, open-minded, diplomatic, observant, versatile, tenacious, decisive and self-reliant. For internal auditors, the document recommends at minimum a secondary education, two years' experience in the organization, auditor training, participation in three audits and training in quality control methods.
QMS Audit Process June 2015
This document provides an introduction to quality management system audits. It defines an audit as a systematic, independent and documented process for evaluating evidence objectively to determine if audit criteria are fulfilled. Audits are required by ISO 9001:2008 and help monitor/measure the management system, identify improvement opportunities, and promote continuous improvement. The benefits of auditing include increased awareness, reduced risk of failure, and achievement of planned results. The document then describes the types of audits, principles for auditors and audits, the PDCA methodology, elements of quality management system audits, typical audit activities from initiation to follow up, and techniques for collecting evidence and generating findings.
Is Your Management Review Process Adding Value?
Management Review is always conducted in the organization who has received ISO 9001 certification. But the problems are, Management Review is not adding value.
This presentation helps you to understand the problems may occurred in the Management Review and finally to get add values from this Review.
Overview of ISO 19011:2018 Guidelines for Auditing Management Systems
Overview of ISO 19011:2018 Guidelines for Auditing Management SystemsSeetharam Kandarpa ASQ CMQ/OE, CPGP, CQA
The document provides an overview of ISO 19011:2018, which are guidelines for auditing management systems. It discusses the International Organization for Standardization (ISO) and the purpose of ISO 19011. The presentation summarizes the key aspects of ISO 19011:2018, including the differences between the current and previous versions, the table of contents which outlines the standard's scope and guidance, and defines different types of audits that can be conducted.Layered process audit
Layered Process Auditing (LPA) is a quality improvement tool for manufacturing that involves three layers of auditors - daily audits by coordinators, weekly audits by engineers/managers, and monthly audits by senior managers. The audits focus on high-risk processes and ensure key work steps are performed properly. Benefits include preventing errors, reducing rework and waste, and improving quality and customer satisfaction. Implementing LPA involves forming an audit team, identifying critical processes, developing audit checklists, training auditors, conducting audits, and establishing management review and follow-up processes to drive continuous improvement.
Iso9001 implementation increasing-value_reducing_leadtime
The document discusses implementing an ISO 9001:2000 quality management system. It outlines key requirements like deadlines, roadblocks to address, and differences from the previous standard. It proposes a 5 month implementation plan including forming teams, developing documentation, training auditors, and conducting internal audits. The goal is to create value through process focus, customer focus, and continual improvement using software to optimize the implementation.
Risk elimination and safety committee
This document provides an introduction and overview of ISO 9001:2015 Quality Management Systems. It discusses the history and development of the ISO standard. The document then summarizes each chapter and clause of ISO 9001:2015, providing a high-level overview of the requirements and concepts covered, including the process approach, risk-based thinking, PDCA cycle, leadership responsibilities, planning, support, operations, performance evaluation and improvement. It gives concise explanations of key terms and the objectives and approach required by each clause.
Internal Audit Best Practices for Safety, Environment, and Quality Audits
Nimonik has seen a wide variety of internal Health, Safety, Environmental and Quality (HSEQ) audit programs. They seem to come in all shapes and sizes! Each company tends to focus on different risks and controls.
Whether your organization conforms to ISO 19011 or another internal audit standard, re-focusing your internal audit program on your risks, controls, and operational reality is a key driver for operational excellence.
On March 14th, John Wolfe shared insights from over 20 years as a hands-on HSE Director and as the Sr. Director of Operations Integrity Audit for a global Oil & Gas company. John outlined the attributes of an outstanding Internal audit program. He showed you how you can build out a program tailored to your operations and add tremendous value to your business.
Omne xsales
The document discusses Omnex Consulting's services for implementing quality management systems that are compliant with standards like ISO 9001, ISO 14001, and QS 9000. It outlines their approach which includes conducting an analysis, establishing cross-functional teams, assisting with registration, documenting processes and controls, and driving continuous improvement. The benefits of Omnex's approach are that it provides an easy to implement and maintain system that maximizes value and supports analysis for continual improvement.
Anand short dossier
The document discusses Anand Subramaniam's work conducting process improvement projects at various companies:
1) A time study of a boogie changeover operation reduced setup times from 3-7 hours to 50 minutes, cutting downtime and reducing defects.
2) A Kaizen event on accounts payable trimmed non-value-added time from 84 days to zero, cutting late fees and department overtime by 75%.
3) Streamlining front-end business processes reduced a project cycle from 17 to 8 weeks, freeing up time for strategic growth and potentially boosting sales 10%.
Implementation of ShipManagement Systems Project Management
The document discusses key factors for successful implementation of ship management systems. It identifies top reasons implementations fail such as lack of change management and training. Critical success factors include top management support, a dedicated team, and using a proven project management methodology. The methodology involves phases like defining requirements, configuring the system, user training, and going live. Adhering to best practices like clear objectives and readiness criteria can help ensure the system pays off for the organization.
Internal Process Audit
The document provides information about internal process audits. It discusses management systems, standards, effectiveness and efficiency, quality management system principles and elements. It defines an audit and describes the purpose, benefits, types, preparation, performance, non-conformity reports, post-audit activities and best practices of audits. The document emphasizes that audits are meant to determine conformity and provide opportunities for improvement, not to evaluate people's capabilities. It also provides tips on how to effectively face an audit.
Process audit by Sougata Pal
The document provides guidance for conducting a process audit and outlines seven key areas to consider when developing a process audit checklist: 1) safety, 2) materials, 3) standard work instructions, 4) workstation design and location, 5) process for reporting issues, 6) documentation of processes, and 7) follow-up. It emphasizes that safety and quality are directly related and should be evaluated together. The checklist should also assess whether materials, work instructions, workstation design, and other factors support efficient and safe achievement of business objectives. A robust issue reporting process and documentation of any process changes or modifications are also important to include.
Performance Based Internal Quality Audit Guide
The document provides guidance for conducting internal quality audits (IQA) in 5 sections:
1. Introduction - Defines audits, criteria, and findings.
2. Audit Preparation - Covers understanding the process, making checklists, and collecting evidence.
3. Conducting the Audit - Guides interviewing auditees, gathering evidence using checklists, and probing issues.
4. Report Making - Offers steps to compile results, write finding statements, and determine applicability.
5. Requirement Area List - Lists ISO 9001 requirements and applicable areas for each.
3a 9 Working With Audit Committees
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.
Risk Management in QMS Processes - examples
SO 9001:2015 requires to address the risks and opportunities in each process of the QMS.
The principal questions of risk management are:
- Key Risks Wording and
- Risk Treatment Areas
Examples for 'Management Review', 'Technical
Maintenance', and 'Control of Personnel' processes.
Use in ISO 9001:2015 Internal auditors and personnel training.
ASQ Presentation Lean Mgt Reviews
The document discusses applying lean principles to quality management reviews to make them more efficient and effective. It proposes a process-based model for quality management reviews and identifies opportunities to eliminate waste, such as streamlining documentation and approval processes. It also emphasizes the importance of presenting both positive and negative quality system performance data to facilitate continuous improvement and compliance with regulations. The goal is to conduct quality management reviews that are both lean, by reducing waste, and compliant, by fully evaluating the quality system's effectiveness.
What's hot (20)
Overview of ISO 19011:2018 Guidelines for Auditing Management Systems
Overview of ISO 19011:2018 Guidelines for Auditing Management Systems
Iso9001 implementation increasing-value_reducing_leadtime
Iso9001 implementation increasing-value_reducing_leadtime
Internal Audit Best Practices for Safety, Environment, and Quality Audits
Internal Audit Best Practices for Safety, Environment, and Quality Audits
Implementation of ShipManagement Systems Project Management
Implementation of ShipManagement Systems Project Management
Similar to 3f 1 Why Iso For Internal Audit
Business Excellence Through QMS
1. The International Organization for Standardization (ISO) is responsible for creating quality standards, with over 800 new standards issued annually. ISO 9000 is the quality management system standard series.
2. ISO 9001:2008 provides requirements for a quality management system, including demonstrating the ability to consistently provide products that meet customer and regulatory requirements through effective processes and continual improvement.
3. A quality management system involves all organizational functions to direct and control an organization with respect to quality through activities like quality planning, assurance, and improvement. It defines the organization's quality environment.
Establishing A Qms Ppt2
The document discusses establishing a quality management system (QMS) at the Commission on Population and Sustainable Development (CPSC) based on ISO 9000 standards. It describes CPSC's rationale for developing a QMS, key concepts of quality management, and the steps taken to design, implement, and maintain their QMS, including developing documentation, training staff, conducting internal audits, and achieving external certification. The ultimate goals were to improve internal processes and satisfy customer needs according to international quality standards.
Z 3f 2 - iso 9002 -1994 certification
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.
SFC Plan of engagement
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.
Iso Internal Auditor
The document provides information on conducting internal audits, including:
1) It discusses auditor competence and responsibilities, such as being objective, ethical, and maintaining confidentiality.
2) It explains how to manage an audit program, including establishing objectives and procedures, scheduling audits, and maintaining records.
3) It describes the audit process, from planning and document review, to conducting on-site activities like interviews and observations, and preparing the audit report.
Qaip yulias c sihombing
The document discusses quality assurance and improvement programs (QAIP) for internal audit activities (IAA). It states that the chief audit executive must develop and maintain a QAIP to ensure the IAA conforms with standards, adds value, and identifies opportunities for improvement. A QAIP includes ongoing monitoring, periodic self-assessments, and external assessments of the IAA's conformance, efficiency, effectiveness and opportunities for improvement. It should conclude with recommendations to improve IAA quality. The document also outlines the Plan-Do-Check-Act model for quality management.
Iso 9001 2015 process audit checklist
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.
Quality Course 1
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.
Training - Implementing a QMS.ppt
The document discusses implementing a quality management system according to ISO 9001 standards. It defines key terms like quality management system, process approach, and continuous improvement. It explains that a quality management system manages all organization activities related to quality, focuses on customer satisfaction, and requires documentation, implementation, and review. The quality standard ISO 9001 is process-based and requires planning processes, managing resources, realizing products, and measuring/improving the system.
3a 9 Working With Audit Committees
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.
Assessment Audits by WHO
The document discusses laboratory audits and continuous quality improvement. It describes the steps to take when conducting an internal audit, including developing an audit plan and schedule, assigning responsibilities, conducting the audit, reporting findings, and taking corrective actions. The results of audits, both internal and external, provide opportunities for improvement and help ensure laboratories meet quality standards through monitoring and evaluation.
ITIL Practical Guide - Continual Service Improvement (CSI)
To view this complimentary webcast in full, visit: http://forms.axiossystems.com/LP=272
This video provides a run through of the lifecycle stage, which manages the day-to-day operation of IT services for the identification and reporting of interruptions in the delivery of services and handling of service requests at agreed levels.
Measuring and Improving MP1.ppt
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.
Tqm 1
Total Quality Management (TQM) focuses on meeting customer expectations through integrated organizational efforts to improve quality. TQM involves focusing on customers, continuous improvement, quality at the source, employee empowerment, and using quality tools like teams, benchmarking and supplier certification. Quality has four dimensions - design, conformance, ease of use, and post-sale support. There are costs of quality including prevention, appraisal, and failure costs. Tools like QFD, control charts, Pareto analysis and others are used to manage quality. Awards like the MBNQA and certifications like ISO help drive quality improvement.
QMS - GUIA PARA GESTION DE CALIDAD
A quality management system (QMS) is a collection of business processes focused on consistently meeting customer requirements and enhancing satisfaction. It has four main components: quality planning, quality assurance, quality control, and quality improvement. Implementing a QMS helps improve organizational effectiveness, customer satisfaction, product quality, compliance, and competitive posture. The key steps to implement a QMS include establishing a quality policy and scope, redefining business processes, preparing quality guidelines and documentation, establishing metrics, training employees, and conducting internal and registration audits. ISO 9001:2015 is the latest version which takes a risk-based approach and emphasizes engagement, integration, and continuous improvement. Requirements for certification include ensuring people are certified, equipment calibrated, standard
Quality Management
The document provides an overview of quality management concepts and terminology. It discusses key terms like quality, quality control, quality assurance, inspection, continual improvement and more. It also outlines the quality policy of RInfra and describes their quality management system which is compliant with standards like ISO 9001, ISO 14001, SA 8000 and OHSAS 18001. Quality management principles like customer focus, leadership, process approach and continual improvement are also summarized.
The EISA Audit Presentation
The document describes the EISA Audit methodology, which takes a continuous improvement approach. It outlines key elements of the EISA Audit including acceptance and continuance, the audit comfort cycle, substantive procedures, other audit procedures, and the audit committee communications plan. The audit comfort cycle involves understanding what management needs comfort on, how they get comfort, if they are entitled to that comfort, and if the auditors can audit that comfort. The methodology is designed to be adaptable to all clients and continuously improve over time with a focus on audit quality.
6 Performance Indicators in Ope Mgmt.pptx
The document discusses key concepts related to performance measurement and management, including outputs, outcomes, impacts, and the balanced scorecard approach. It defines outputs, outcomes, and impacts as different levels of change resulting from interventions, with outputs being direct products and outcomes being short-term effects. It then introduces the balanced scorecard as a strategic management tool that evaluates organizational performance from four perspectives: financial, customer, internal business processes, and learning and growth. Metrics are identified for each perspective to measure goals and continuous improvement.
Maturity Models21
The document discusses maturity models and balanced scorecard frameworks for internal auditing. It provides an overview of maturity models, including their history and how they assess processes on a scale of 0 to 5. It also discusses the history and template of balanced scorecards. The document uses examples to show how maturity models and balanced scorecards can be applied to internal audit functions to assess goals, key activities, and metrics from the perspectives of various stakeholders.
Similar to 3f 1 Why Iso For Internal Audit (20)
ITIL Practical Guide - Continual Service Improvement (CSI)
ITIL Practical Guide - Continual Service Improvement (CSI)
More from Rajeswaran Muthu Venkatachalam
Model i best practice evaluation worksheet for ia
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.
For model i balanced score card with parameters defined
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.
Skills required for internal auditors a matrix
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.
Skills required for internal auditors a matrix
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.
For model i 4a - 11 - risk assessment in the internal audit department
For model i 4a - 11 - risk assessment in the internal audit departmentRajeswaran Muthu Venkatachalam
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.3a 10 - managing outsourced audit activities
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 ?
Z 3h 2 - application of ppf in practice
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.
Z 3d 1 - auditor-auditee partnership
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.
Z 3f 3 - the quality principles
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.
Z 3d 2 - quality auditors-skills-attributes
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
technical audit in murugappa group - toward converting the audit from cost ...
technical audit in murugappa group - toward converting the audit from cost ...Rajeswaran Muthu Venkatachalam
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.EID PARRY (INDIA ) LTD - internal audit team
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.
Human values tamilversion
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.
Universal manager
This presentation talks about how a modern day manager should conduct himself / herself in terms of people management .
Webmars Presentation Ver2
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.
Webmars Presentation Ver1
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.
Copy Of Human Values Tamil Version (1)
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.
3a 12 Successful Empowerment
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.
Evaluating It Investments
1. The document discusses frameworks for evaluating IT investments and measuring their efficiency and impact on business performance. It provides models for assessing costs, benefits, and value added by IT.
2. Key factors that influence the success of IT projects are identified such as strategic alignment, clear objectives, management processes, and maturity of business judgement. Common causes of project failure include neglecting strategic considerations and overfocus on costs.
3. Metrics are suggested for measuring improvements from implementing integrated systems like ERP. Case studies demonstrate how organizations achieved efficiency gains, cost savings, and better decision making through IT.
3c 2 Information Systems Audit
The document provides an overview of information systems (IS) auditing including what it is, why it is important, who can perform IS audits, the types of work done, and how audits are conducted. Key points include:
- IS auditing independently appraises IS processing and ensures operations are efficient, effective, and assets are safeguarded.
- IS auditing has grown in importance due to increased computer access, data security concerns, and complex systems/fraud risks.
- IS audits are typically performed by Certified Information Systems Auditors and may involve technical experts.
- Audit work focuses on areas like security, operations, implementations, and training.
- Audits use tools and interviews
More from Rajeswaran Muthu Venkatachalam (20)
For model i balanced score card with parameters defined
For model i balanced score card with parameters defined
For model i 4a - 11 - risk assessment in the internal audit department
For model i 4a - 11 - risk assessment in the internal audit department
technical audit in murugappa group - toward converting the audit from cost ...
technical audit in murugappa group - toward converting the audit from cost ...
3f 1 Why Iso For Internal Audit
- 1. “ Why ISO for Internal Audit…” 1/25
- 11. “ Management Audit the Driving Force” Visible Top Management Support Effective Business Group Management Support Co-operative Operating Team Efficient & Contributing Suport Audit Teams Structured Audit Administration Well informed Audit Sub-Committee Management Audit – the driving force Overall Framework 11/ 25
- 13. Overall Framework Consultancy Focus (Technical Audit as an effective Wheel) Partnership with Customers Support / Guidance from External Specialists MEASURE BENEFIT EXPLORE, STUDY & RECOMMEND FACILITATE IMPLEMENTATION INNOVATE CREATE AWARENESS 13/ 25
- 14. Assurance Focus (General / Operational Audit Wheel) Best Practices / Manuals Standards & Audit Tools Provide Education & training to people Review Risks, Controls & Governing Processes Provide Continuous Assurance to Management Create Awareness and facilitate putting systems & controls Facilitate Self Audits, Review effectiveness Overall Framework 14/ 25
- 15. Systems Focus Information Systems Audit & Control Global Best Practices ‘ COBIT’, IS Standards, ‘CAATS’ Review IS Policies on Security / Controls & Practices Review Risks, Controls & recommended measures to address control weaknesses Continuous feedback to Management on IS Status Create Awareness and facilitate institutionalising IS Control Systems Review IS Resource Utilisation & facilitate optimising IS Potentials Overall Framework 15/25
- 16. IA Organisation 16/ 25
- 17. Methodology - Some insights 17/ 25
- 18. Methodology - Some insights Audit Execution - Process Flow 18/25
- 25. 25/25 Thank You