The document provides information about conducting internal audits of a quality management system. It describes the responsibilities of an internal auditor, the purpose of internal audits, and how to plan and perform an audit. Key aspects covered include understanding ISO 9001:2015 requirements, using a process-based approach, planning audits, gathering objective evidence during audits, and writing factual audit reports to help improve the management system.
Quality Management System awareness for all ANUPAM RAY
I covered benefit and utilization ISO 9001:2015 standard, 8 quality principle, Root cause analysis, what is ISO, and basic auditing principle. Kindly comment and let me know how I can improve this.
Hello guys i prepared QMS kick off meet PPT. Here I have shown how to start a project in any organization. What contents we need to discuss with top management at the time of start of QMS implementation. Kindly comment and share your views.
Kindly write your comment it will greatly help me to create new PPT and it will definitely motivate me.
This presentation gives a bried overview of the various parts & purpose of the ISO 9001:2015 QMS.
It revolves around the PDCA Cycle and useful in Manufacture & construction Industry.
The new ISO 9001:2015 committee draft is published and distributed. There are changes which affect organizations who applied this standard. As it is among most famous ISO standards, follow up the changes would be critical and it is time to consider changes which might affect organizations' management systems.
Over a million organizations in 170 countries have adopted ISO 9001:2015 as their quality management standard. Many more are pursuing this certification. Why? Because ISO 9001 helps your company assure quality, save money and customers expect it. ISO 9001 applies to all types of organizations.
This presentation can be used to brief your employees, new hires and potential auditees so as to create awareness of the ISO 9001:2015 standard. Alternatively, the presentation may be used to supplement your materials for the training of QA professionals and internal auditors.
It covers the what and why of ISO 9001, the QMS clause structure, the audit approach and also offers practical tips on how to handle an audit session. When you are done teaching this material to your employees, they will be much more informed and comfortable with ISO 9001.
LEARNING OBJECTIVES
1. Provide background knowledge on ISO 9001
2. Gain an overview of ISO 9001 structure and the certification process
3. Understand the audit approach
4. Gather useful tips on handling an audit session
CONTENTS
1. Overview of ISO 9001
2. ISO 9001 Structure
3. ISO 9001 Certification Process
4. Audit Approach
5. Handling an Audit Session
To download this complete presentation, please go to: https://www.oeconsulting.com.sg
Quality Management System awareness for all ANUPAM RAY
I covered benefit and utilization ISO 9001:2015 standard, 8 quality principle, Root cause analysis, what is ISO, and basic auditing principle. Kindly comment and let me know how I can improve this.
Hello guys i prepared QMS kick off meet PPT. Here I have shown how to start a project in any organization. What contents we need to discuss with top management at the time of start of QMS implementation. Kindly comment and share your views.
Kindly write your comment it will greatly help me to create new PPT and it will definitely motivate me.
This presentation gives a bried overview of the various parts & purpose of the ISO 9001:2015 QMS.
It revolves around the PDCA Cycle and useful in Manufacture & construction Industry.
The new ISO 9001:2015 committee draft is published and distributed. There are changes which affect organizations who applied this standard. As it is among most famous ISO standards, follow up the changes would be critical and it is time to consider changes which might affect organizations' management systems.
Over a million organizations in 170 countries have adopted ISO 9001:2015 as their quality management standard. Many more are pursuing this certification. Why? Because ISO 9001 helps your company assure quality, save money and customers expect it. ISO 9001 applies to all types of organizations.
This presentation can be used to brief your employees, new hires and potential auditees so as to create awareness of the ISO 9001:2015 standard. Alternatively, the presentation may be used to supplement your materials for the training of QA professionals and internal auditors.
It covers the what and why of ISO 9001, the QMS clause structure, the audit approach and also offers practical tips on how to handle an audit session. When you are done teaching this material to your employees, they will be much more informed and comfortable with ISO 9001.
LEARNING OBJECTIVES
1. Provide background knowledge on ISO 9001
2. Gain an overview of ISO 9001 structure and the certification process
3. Understand the audit approach
4. Gather useful tips on handling an audit session
CONTENTS
1. Overview of ISO 9001
2. ISO 9001 Structure
3. ISO 9001 Certification Process
4. Audit Approach
5. Handling an Audit Session
To download this complete presentation, please go to: https://www.oeconsulting.com.sg
How to Perform a Successful Internal Quality AuditGreenlight Guru
You already know internal quality audits are required by both FDA 21 CFR Part 820 and ISO 13485.
You also probably already know they are a big hassle to conduct.
What you might not know is that they are one of the most powerful weapons at your disposal for preventing 483's and observations.
Why?
Because they are one of the most effective and efficient ways to make sure you and your team are always prepared if FDA or NB decided to show up unexpectedly.
So how do you “establish” the right procedures? How do you ensure your auditor is competent and properly qualified? And what do you do if you find non-conformances?
View this presentation by our guest Kyle Rose, President at Rook Quality Systems, where you will find the answers to all those questions and more.
Specifically, you will learn:
- How to conduct an effective internal quality audit based on process identification, sampling and questioning
- How to plan a internal quality audit and develop an audit schedule
- How to find and use competent and qualified auditors
- Why certain auditors shouldn’t audit certain areas
- How to properly report the findings of your internal quality audit
- How to concisely document non-conformances
- How to determine what needs corrective actions and how to follow up on them
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.
How to prepare for an audit and maintain oversight within your e qmsMontrium
In this webinar, not only will we take you through what you’ll need to do to prepare for an audit, but we will also share what you can do to contribute to continuously improve and maintain oversight of your QMS.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
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2. • Describe the responsibilities of an Internal Auditor
• Describe the role of internal audits within a management
system including the audit management process
• Explain, the model of a process-based Quality
Management System, including the purpose and structure
of ISO 9001:2015
• Plan and prepare an internal audit
• Gather objective evidence through observation, interview
and sampling of documents and records
• Write factual audit findings and reports that help to
improve the effectiveness of the management system
• Define and describe ways in which the effectiveness of
corrective action might be verified
Course Aims and Objectives
3. Session 1 Objectives
• Understand the purpose and typical structure of
management systems and ISO 9001:2015
• Understand the ISO 9001:2015 requirements
relating to Internal Audits
• Understand the Plan Do Check Act (PDCA)
Cycle
• Understand what is a process, key terminology,
and the different types of processes and their
significance for internal auditors
4. Purpose of a Quality Management
System
• ISO 9001:2015 is used if you are seeking to
establish a management system that provides
confidence in the conformance of your
product to meet customer and applicable
statutory & regulatory requirements
• In addition, ISO 9001:2015 seeks to enhance
customer satisfaction by improving your Quality
Management System
5. 4
3
2
1 Introduction to Auditing
The Process Approach and Process Auditing
Managing an Audit Program
Audit Activities
Table of Content
5 Auditor Competence and Responsibilities
6 Conclusion
7. Auditing
• What is an audit?
Systematic, independent and documented process for
obtaining audit evidence and evaluating it objectively to
determine the extent to which audit criteria are fulfilled
(ISO19011: 2002 clause 3.1)
• Why audit?
Requirement of ISO 9001:2015
Monitor and measure the management system
Promote continuous improvement of the management
system
8. Principles of Auditing
• Principles relating to auditors:
Ethical conduct
Fair presentation
Due professional care
• Principles relating to audit:
Independence
Evidence-based approach
4.0
Note: reference to
ISO 19011:2002
Clause number
9. Benefits of Auditing
• Verifies conformity to requirements
• Increases awareness and understanding
• Provides a measurement of effectiveness of the management
system to top management
• Reduces risk of management system failure
• Identifies improvement opportunities
• Continuous improvement if performed regularly
12. Process Approach
The process approach emphasize the importance of:
• Understanding and meeting requirements
• Looking at processes in terms of added value
• Obtaining results of process performance
• Continual improvement of process
14. Management System Standards and the
Process Approach
• ISO 9001:2015:
Is based upon the PDCA cycle which can be applied to
processes
Applies the PDCA cycle to implementing, operating,
monitoring, exercising, maintaining and improving the
effectiveness of a QMS
• ISO 19011:2002 does not explicitly mention process audits, but
is written for application to all management system audits
15. Applying the Process Approach to Auditing
Auditors can apply the process approach to auditing by ensuring
the auditee:
• Can define the objectives, inputs, outputs, activities, and
resources for its processes
• Analyzes, monitors, measures, and improves its processes
• Understands the sequence and interaction of its processes
16. Process Auditing Approaches
Individual Process:
• Input / Output / Value-added Activity
• Plan-Do-Check-Act
• Resources
Relationship with other processes:
• Flow / Sequence / Linkage / Combination
• Interaction / Communication
• Evidence
• Customer and supplier contract(s)
17. Process Auditing “Turtle Diagram”
With what?
Resources With who?
Personnel
What results?
Performance
indicators
Outputs
To
Whom/
Where
Inputs
From
Whom/
Where
How done?
Methods/
Documentation
Process
(specific value-added
activities)
18. Process Auditing Example
With what?
• Order processing
system
With who?
• Customers
• Competent sales and
processing staff
What results?
• Order processing
time
• Number or orders
• Value of orders
• Contract accuracy
Outputs
Production/Service
Delivery
Inputs
• Customer
requirements
• Sales staff
How done?
• IT system
• Processing system
• Terms and conditions
• Contract review procedure
Contract
Review
23. Audit Program
• Top management should authorize responsibility for program
management to:
Establish, implement, review, and improve the audit
program
Identify the necessary resources and ensure they are
provided
• Organization should develop audit program processes
• Program should be managed by a member of the organization
• Keep appropriate audit records to monitor and review the audit
program
24. Audit Program Responsibilities
• Top management should authorize responsibility for program
management
• Those assigned responsibility should:
Establish, implement, review, and improve the audit
program
Identify the necessary resources and ensure they are
provided
25. Initiating the Audit
Initiating the audit includes:
• Appointing the audit team leader
• Defining audit objectives, scope, criteria
• Determining feasibility of the audit
• Selecting the audit team
• Establishing initial contact with the auditee
6.2
26. Defining Audit Objectives, Scope, Criteria
Audit Objectives may include:
• Determining of the extent of conformity of auditee`s QMS with
audit criteria
• Evaluation of capability of QMS to ensure compliance with
statutory, regulatory, and contractual requirements
• Evaluation of effectiveness of the QMS to meet its objectives
• Identification of areas of improvement
6.2.2
27. Selecting the Audit Team
For Team size and competence, consider:
• Audit objectives, scope, criteria, and duration
• Whether audit is combined or joint
• Competence of team to meet objectives
• Statutory, regulatory, contractual and accreditation/certification
requirements
• Independence of the team
6.2.4
29. Auditor Competence
• Auditor competence is based on:
Personal attributes
Application of knowledge and skills
• Competence is to be developed, maintained, and improved
7.1
31. Auditor Competence
Generic Knowledge and skills
Auditor skills and competence could include:
• Audit principles, procedures, and techniques
• Management system and reference documents
• Organizational situations
• Laws, regulations, and other requirements
7.3.1
32. Auditor Competence
Specific Knowledge and skills
Specific knowledge and skills for quality auditors could include:
• Quality methods and techniques
• Quality terminology
• Quality management tools and their application
• Processes and products/services specific to the sector being
audited
7.3.3
33. Auditor Responsibilities
• Arrive on time
• Maintain confidentiality
• Be objective and ethical
• Support the audit team and team leader
• Plan and prepare work documents
• Inform auditees of the audit process
• Document and support all findings
• Keep auditee informed
• Safeguard all documents
• Prepare the audit report
35. Audit Planning
• Determine the objective of the audit
• Identify specified requirements
• Determine audit duration and resources needed
• Select the team
• Contact the auditee – agree the date(s)
• Draw up audit plan
• Brief the team
• Prepare work documents
36. Conducting Document Review
A review of documentation:
• Should be conducted prior to on-site audit activities unless
deferring review is not detrimental to the effectiveness of the
audit
• May include relevant QMS documents, records, and previous
audit reports
• May include a preliminary site visit
6.3
37. Prepare Work Documents
• Prepare work documents
• Use as a reference and for recording audit proceedings
• Include checklists, sampling plans and forms, ISO 9001:2015
standard, etc.
• Keep checklists flexible to allow changes resulting from
information collected during the audit
• Safeguard any confidential and proprietary information
• Retain work documents and records
38. Checklists Preparation
One Approach is to:
• Identify audit scope and process(es) within scope
• Identify applicable factors (inputs, outputs, measures,
resources, etc.)
• Use these points and other requirements
(ISO 9001-2015, system documentation, etc.) to:
Plan what to look at
Plan what to look for (audit evidence)
• Prepare checklist
39. Checklists Structure
Audit checklist structure:
Process/Activity Audited:
Requirement Source Evidence Notes
ISO 9001:2015
Clause # or other
requirement
What to
“look at”
What to
“look for”
Notes
40. Conduct on-Site Audit Activities
• Conduct opening meeting
• Communicate during the audit
• Explain roles and responsibilities of participants
• Collect and verify information
• Generate audit findings
• Prepare audit conclusions
• Conduct closing meeting
6.5
41. Opening Meeting
• Hold opening meeting with auditee top management and
those responsible for processes audited
• Meeting may be informal
• Chaired by team leader
• Audit team present
• Purpose is to confirm all prior arrangements
6.5.1
43. Auditing Process
Collect & Verify information
• Collect information relevant to:
Audit objectives, scope, and criteria
interfaces between functions, activities and processes
• Collect audit evidence by appropriate sampling and verify and
record it
• Be aware on sampling limitations, if acting on the audit
conclusion
• Use only information that is verifiable as audit evidence
6.5.4
44. Auditing Process
Techniques to Obtain Audit Evidence
• Interview:
Personnel that manage, perform, and verify activities
Also ensure they are responsible for the activity being
audited
Listen carefully to responses
• Observe:
Identity, status, condition, processes, equipment, activities,
environment, and people
6.5.4
45. Auditing Process
Audit Evidence
• Review documents that describe:
Activities
Plans
Controls
Strategies
Exercises
tests
• Review records for evidence of conformity to documents
• Review records, statements of fact, or other information which
are relevant to the audit criteria and verifiable
• Audit evidence may be qualitative or quantitative
46. Communication and interpersonal skills
• Put auditee at ease
• Ask short questions and listen
• Reflect right attitude, tone of voice, body language, and facial
expressions
• Smile and show eye contact
• Avoid interruptions
• Avoid off-cuff and condescending remarks
• Give praise when appropriate
47. Communication and interpersonal skills
• Show interest
• Be tactful and polite
• Show patience and understanding
• Remember to say please and thank you
• Ask the right person
• Don`t say you understand when you do not
48. Questioning Techniques
• Open question
Using why, who, what, where, when, or how gets more than
a yes or no answer
• Expansive question
Further elaborates the current point
• Opinion question
Asks opinion about current point
• Non-verbal
Uses body language, for example: raise eye-brow to elicit
further information
49. Questioning Techniques
• Repetitive question
Repeats back response in form of a question
• Hypothetical question
Uses what if, suppose that, etc.
• Closed question
Gets yes or no answer
Avoid using too often
Used for confirmation
• Silence
Draws more information
50. Note Taking
• Notes could be used as reference for:
Immediate investigation
Investigation later
Use by a colleague
Subsequent audits
• Notes taken during an audit are a record of:
The audit sample taken
What was reported
What was observed
• Notes may be referenced by subsequent auditor
51. Sampling
• Samples should test the effectiveness of the system and should
be:
Representative
Structured
Independently selected
• Sample size should be based on:
Risk
Importance
Status
Findings from the previous/current audit
52. Control of the Audit
• Checklist is an aid, not a requirement
• If potential audit trails appear, decide to:
Disregard
Note for later
Follow up immediately
• Following audit trails may effect:
Sample size
Audit plan
54. Establish the Facts
Judgment in the Audit Process
• Audit focus must be on conformity and effectiveness, NOT on
finding nonconformities
• The auditee must be given the benefit of any doubt where there
is insufficient audit evidence
55. Establish the Facts
• Discuss concerns
• Verify the findings
• Record all the evidence:
Exact observation
Where, what, etc.
• Establish why a nonconformity or otherwise
• State who (if relevant) – preferably by job title
• Obtain agreement with the facts
56. Generate Audit Findings
• Evaluate audit evidence against audit criteria to generate audit
findings
• Indicate if findings are conformities, nonconformities or
opportunities for improvement
• Meet (audit team) to review findings
• Specify (with supporting evidence) or summarize conformity by
location, function, or processes, as required by audit plan
6.5.5
57. Nonconformity
• Non-fulfillment of a specified requirement:
Not doing it
Partially doing it
Doing it the wrong way
• Specified requirement:
Conditions of the customer contract
Quality standard (ISO 9001:2015)
Quality management system
Statutory or regulatory requirements
6.5.5
58. Generate Audit Findings
• Record nonconformity findings and supporting evidence
• Obtain auditee acknowledgement of nonconformities for
accuracy and understandability
• Try and resolve differences of opinion
• Keep a record of unresolved issues
6.5.5
59. Nonconformity - Minor
• Failure to comply with a requirement which (based on judgment
and experience) is not likely to result in QMS failure
• Single observed lapse or isolated incident
• Minimal risk of nonconforming product or service
• Examples:
A two month lapse in the internal audit program
A training record not available
No actions taken to improve system based on previous
result findings
60. Nonconformity - Major
• Absence or total breakdown of a system to meet a requirement
• A number of minors related to the same clause or requirement
• A nonconformity that experience and judgment indicate will
likely result in QMS failure or significantly reduce its ability to
assure controlled processes and products
61. Nonconformity - Major
Examples:
• No documented procedure for a required documented ISO
9001:2015 process/activity
• Document changes routinely made without authorization
• No awareness program for the quality management system
• No future planned internal audits
• Insufficient scope
• Numerous minor nonconformities found in the production
process
62. Nonconformity
Classifying the Nonconformity
Consider the seriousness:
• What could go wrong if the nonconformity remains
uncorrected?
• Is it likely the system would detect it before the customer is
affected?
• If you are not certain it is a nonconformity, it is not.
You must have:
A requirement that has been broken
Proof that it has been broken
63. Nonconformity
Good Report Examples
QMS Nonconformity Report Incident Number:1
Company under audit: XYZ, Inc.
Area under Review: Purchasing ISO 9001 Clause number 7.4
Category: Major Minor
Requirement:
Clause 7.4.1 of ISO 9001:2015 requires that the organization establish criteria for evaluation and
re-evaluation of suppliers.
Nonconformity Findings:
Upon speaking with the purchasing Manager, it was found that no evaluation of ABC supplier had
taken place since the contract was signed and business begin with ABC supplier
64. Nonconformity
Poor Report Examples
The nonconformity statements below are inadequate due to the
lack of specified requirements and detailed evidence:
• Steering Group meeting minutes are not adequate
• The authority level for the Emergency Controller must be
documented for clarify purposes
65. Preparing Audit Conclusions
Audit team confer prior to the closing meeting:
• Scheduling of the audit plan
• To plan for closing meeting
• Purpose is to:
Review audit findings and other information
Agree on audit conclusions
• To prepare the audit report and recommendations
• If included in audit plan, to discuss audit follow-up
6.5.6
66. Audit Report
Prepare, Approve & Distribute
1. Audit reference
2. Client and Auditee details
3. Audit team details
4. List of auditee representatives
5. Objectives, scope, and criteria
6. Audit plan – dates, places, areas audited and timing
7. Summary of audit process
8. Audit Summary
9. Uncertainty due to sampling
6.6.1
6.6.2
67. Audit Report
Prepare, Approve & Distribute
10. Nonconformity reports
11. Recommendation
12. Obstacles encountered
13. Any areas in audit scope not covered
14. Any unresolved issues between the auditee and team
15. Confirmation that audit objectives accomplished
16. Confidentiality statement
17. Distribution list
6.6.1
6.6.2
68. Audit Report
Distribution
• Issue within agreed time period
• If delayed, provide reasons and agree on new issue date
• Report must be dated, reviewed, and approved as per
procedures
• Distribute to recipients designated by audit client
• Report is property of audit client
• Recipients and audit team must respect the confidentiality of
the report
6.6.1
69. Completing the Audit
• Audit is complete when all activities in audit plan have been
carried out and audit report is distributed
• Maintain or dispose of audit documents based on contractual,
regulatory, and audit program procedures
• Maintain confidentiality of audit documents, information, and
report
• Notify audit client and auditee ASAP if disclosure of audit
information is required.
6.7
70. Closing Meeting
• Hold closing meeting to present audit findings and conclusions
• Cover situations encountered during audit that may decrease
reliance on audit conclusions
• Discuss and resolve diverging audit findings and conclusions
• Keep a record if not resolved
• Provide recommendations for improvement where specified by
audit objectives
• Keep minutes and attendance records
• Will normally be informal for internal audits
6.5.7
71. Completing the Audit
Conducting the Follow-up
• Audit conclusions may require corrective, preventive, or
improvement actions
• Auditee decides and carries out these actions within agreed
timeframe
• These actions are not part of the audit
• Audit team number should verify completion and effectiveness
of actions taken
• This verification may be part of a subsequent audit
• Maintain independence in subsequent audit activities
6.8
72. Completing the Audit
Corrective the Follow-up
• Auditee receives the nonconformity report
• Auditee prepares and approves a corrective action plan
• Auditee submits the plan to auditors
• Auditors evaluate and approve the plan
• Auditee implements the approved corrective action plan
• Auditor verifies the implementation and effectiveness
• Records of all actions taken by auditor and auditee
6.8